Jaxon Teck, Armament Research, Development and Engineering Center (ARDEC)1

Innovation Engineer
Picatinny Arsenal - NJ United States

The big idea: In 25 words or less, please tell us how this Fast 50 Nominee is helping to address the planet's problems.

ARDEC advances armaments technology and delivers warfighter products quickly to stay ahead of new adversaries. Employees continuously improve business processes to support expanding product needs.

Please describe how this nominee is using business as a force of positive change. What technology, idea, or strategy is the nominee using -- and what problem, such as global warming, poverty, or pollution, does it address? (suggested length: 100 words)

>>>> >>>> THE MISSION: The Armament Research, Development and Engineering Center (ARDEC) has met the need for the best weaponry and ammunitions since local iron mines supplied cannonballs for the Continental Army. We now provide 90 percent of the Army’s suite of armaments, with no single counterpart in the world.
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Armaments include counter-IED solutions, warheads and explosives, all sizes of firearms, battlefield sensors and advanced weaponry based upon high-power microwaves, high-energy lasers and nanotechnology.
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There have been dramatic changes in the types of adversaries and technologies that our warfighters face. There is also an ongoing transformation of the military services and increased competition for funding. These factors have combined to make the delivery of innovative technologies more important, and more difficult.
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In this demanding environment, ARDEC has maintained its position as the provider of choice for its Army customers, and has also expanded its market. Since 2001 ARDEC’s customer base has shifted from virtually 100 percent Army, to approximately 83 percent Army and 17 percent non-Army. We now service new customers who need innovative solutions, such as the U.S. Special Operations Command and the Department of Homeland Security.
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The adoption of world-class modeling, simulation and prototyping design tools to shorten development cycles and reduce costs has enabled ARDEC to increase the volume of armament releases to the field by more than 50 percent since 2001.
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Seventeen percent (17%) of our research budget is committed to disruptive technologies that could change the paradigm of the battlefield. We received 27.5% of the Army’s 10 Greatest Inventions Awards in the last 4 years; 15% for our next competitor. The warfighters determine these awards.
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Our products have commercial applications. ARDEC has been designated as the Army’s benchmark for Technology Transition to commercial use by the Army Audit Agency. We have received third party recognition for innovative technology by Time Magazine Nov 29, 2004 for “The Most Amazing Inventions of 2004.”
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THE PEOPLE who make it happen: ARDEC has about 3000 employees. We use a team approach to all project and strategic planning activities. Our teams include other Federal organizations and about 1000 on-site contractor personnel, plus countless people on virtual teams. In this way we leverage our capabilities and accelerate product development.
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ARDEC devotes time, resources and funding to keeping its staff “fully engaged and satisfied,” a goal that survey results show is being met. For example:
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• Levels for workforce engagement (empowerment, communication, motivation, training and recognition) by employee survey are consistently above 80 percent; higher than comparable best-in-class benchmarks.
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• Job satisfaction increased from 85 percent in 2004, to 90 percent in 2007. This exceeds American Productivity and Quality Center (APQC) standards, and best-in-class benchmarks.
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• The attrition rate for engineers and scientists since 2004 has been consistently lower than sister laboratories and other benchmarked best-in-class industry organizations.
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We have introduced deliberate team collaboration and thinking tools since we began using Integrated Product Teams in the early 1990s. The tools are processes like systems engineering and systems thinking, also lateral thinking, and more recently TRIZ. Yes, some innovations still happen – eureka! But for ARDEC, innovation engineering is a deliberate and repeatable process that can be taught. We can guarantee new ideas on demand.
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The facts and statistics in this nomination have been checked by a Malcolm Baldrige Quality Award independent inspection. ARDEC won this highest-level national award in 2007.

What are the results, both financial and social? How has the nominee's business performed, and what impact has it had on the problem it addresses? (suggested length: 100 words)

The Armament Research, Development and Engineering Center (ARDEC) multi-faceted quest for excellence has had a significant impact on both bottom line and reputation:
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1) Overall revenue increased from $640 million in fiscal year 2001 to more than $1 billion in 2007. In the same period, revenue from non-Army customers grew from $60 million to $140 million. Executed 40% more revenue with 40% less workforce (1991-2007).
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2) Results from employee-lead Lean Six Sigma team projects show improvements in Quality (91% of the projects), Schedule (67%), Risk (84%), and Cost (70%). The customer labor cost avoidance is $525M since 1995. The calculated improvements have saved taxpayers $2.93 Billion since 2001.

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