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Guidelines for Assessing Whether Human Factors Were Considered in the Weapon Systems Acquisition Process
Human factors should be an important consideration in the weapon systems acquisition process to assure that weapon systems can be operated and maintained by the people who must use them. GAO suggests general guidelines to use in determining the extent to which human factors were considered in this process. (Author).
GAO has issued numerous reports on individual weapon systems. Many problems discussed in these reports have a direct or indirect relationship to the human factors element and the acquisition process. This report contains guidelines for auditors to use in evaluating what manpower implications were considered in the design of a weapon system to assure that the system can be operated and maintained by the people who must use it.
DoD policy requires that critical human factors such as personnel and training be addressed throughout the acquisition process to influence system designs and to identify resource constraints. Costs and operational effectiveness of new systems associated with resource constraints should be a major consideration at each acquisition milestone decision. Resources in support of new systems should be committed and programmed by Milestone II and Milestone III decisions, respectively. This report is our second and final report on human systems integration. The overall objective was to determine whether the Air Force's internal controls and procedures are adequate to ensure that manpower, personnel, and training requirements are planned effectively for operation and maintenance of new weapon systems. We also determined whether resources were committed or programmed for new personnel and training requirements. To accomplish the audit objectives, we focused on system acquisition programs that were in phases II and III. Program managers did not adequately address human systems integration during the acquisition process. Consequently, the Air Force may field mission-essential weapon systems without enough properly trained personnel for sustained operations in wartime.
Army and the Air Force have encountered limitations in their sustainment plans for some fielded weapon systems because they lacked needed technical data rights. The lack of technical data rights has limited the services flexibility to make changes to sustainment plans that are aimed at achieving cost savings and meeting legislative requirements regarding depot maintenance capabilities. During our review we identified seven Army and Air Force weapon system programs where these military services encountered limitations in implementing revisions to sustainment plans C-17 aircraft, F-22 aircraft, C-130J aircraft, Up-armored High- Mobility Multipurpose Wheeled Vehicle (HMMWV), Stryker family of vehicles, Airborne Warning and Control System (AWACS) aircraft, and M4 carbine. Although the circumstances surrounding each case were unique, earlier decisions made on technical data rights during system acquisition were cited as a primary reason for the limitations subsequently encountered. As a result of the limitations encountered due to the lack of technical data rights, the services had to alter their plans for developing maintenance capability at public depots, new sources of supply to increase production, or competitive offers for the acquisition of spare parts and components to reduce sustainment costs. For example, the Air Force identified a need to develop a capability to perform maintenance on the C-17 at government depots but lacked the requisite technical data rights. Consequently, the Air Force is seeking to form partnerships with C-17 subvendors to develop its depot maintenance capability. Its efforts to form these partnerships have had mixed results, according to Air Force officials, because some sub-vendors have declined to provide the needed technical data.
This report examines the role that human factors engineering plays in Air Force systems acquisition. It focused upon the conceptual, validation and full-scale engineering development phases of the acquisition process since it is during these phases that the major benefits of human factors engineering can be derived. Based upon previous analyses, letter reports, and the author's personal experience, human factors engineering activities appropriate to these phases are discussed. A brief review of Department of Defense and Air Force systems acquisition policy pertaining to human factors engineering is also presented. Some applications to present weapon programs are identified and discussed. It was concluded that the success of human factors engineering efforts is directly related to the management emphasis and priority given to consideration of the man-machine interface. Recommendations include strengthening the human factors engineering focal point and improvement of the human factors engineering career field to provide the necessary emphasis and resources for human factors engineering implementation. (Author).
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