horizonsvol14issue3

Rockwell Collins Terra Cottapot color: PANTONE 173Process color: C:0 M:80 Y:100 K:5

RockwellCollins Deep Terra CottaSpot color: PANTONE 180Process color: C:0 M:90 Y:90 K:10RGB color: R:217 G:58 B:42 (#30372C)

Rockwell Collins OrangeSpot color: PANTONE 716Process color: C:0 M:50 Y:90 K:0RGB color: R:247 G:148 B:51 (#F17C0F)

Rockwell Collins Yellow*Spot color: PANTONE 124Process color: C:0 M:28 Y:100 K:6RGB color: R:238 G:177 B:15 (#EBAB00)

Rockwell Collins Dark BrownSpot color: PANTONE 462Process color: C:50 M:58 Y:100 K:45RGB color: R:90 G:71 B:26 (#563E22)

Rockwell Collins BrownSpot color: PANTONE 140Process color: C:0 M:27 Y:100 K:54RGB color: R:139 G:105 B:0 (#7A560F)

Rockwell Collins Light BrownSpot color: PANTONE 132Process color: C:0 M:28 Y:100 K:30RGB color: R:187 G:140 B:8 (#A67A00)

Rockwell Collins Dark Yellow*Spot color: PANTONE 131Process color: C:0 M:30 Y:100 K:10RGB color: R:229 G:168 B:17 (#D39100)

Rockwell Collins Dark GreenSpot color: PANTONE 371Process color: C:43 M:0 Y:100 K:56RGB color: R:79 G:111 B:23 (#4A5F1D)

Rockwell Collins GreenSpot color: PANTONE 385Process color: C:3 M:0 Y:100 K:58RGB color: R:129 G:124 B:0 (#6F6A12)

Rockwell Collins Light GreenSpot color: PANTONE 384Process color: C:18 M:0 Y:100 K:31RGB color: R:159 G:166 B:21 (#8B9000)

Rockwell Collins Extra Light Green*Spot color: PANTONE 583Process color: C:23 M:0 Y:100 K:17RGB color: R:175 G:188 B:31 (#ABB400)

Rockwell Collins Dark BlueSpot color: PANTONE 2955Process color: C:100 M:45 Y:0 K:37RGB color: R:0 G:82 B:136 (#003B6F)

Rockwell Collins BlueSpot color: PANTONE 300Process color: C:100 M:40 Y:0 K:0RGB color: R:0 G:125 B:197 (#0068C6)

Rockwell Collins Light BlueSpot color: PANTONE 299Process color: C:80 M:15 Y:0 K:0RGB color: R:0 G:164 B:224 (#00A0E2)

Rockwell Collins Extra Light Blue*Spot color: PANTONE 2915Process color: C:60 M:5 Y:0 K:0RGB color: R:77 G:190 B:238 (#63B5E8)

Rockwell Collins Dark GraySpot color: PANTONE Warm Gray 10Process color: C:0 M:14 Y:28 K:55RGB color: R:138 G:121 B:102 (#7B6E66)

Rockwell Collins GraySpot color: PANTONE Warm Gray 8Process color: C:0 M:9 Y:16 K:43RGB color: R:161 G:149 B:138 (#92877F)

Rockwell Collins Light GraySpot color: PANTONE Warm Gray 4Process color: C:0 M:4 Y:9 K:24RGB color: R:201 G:193 B:184 (#BDB6B0)

Rockwell Collins Extra Light Gray*Spot color: PANTONE Warm Gray 2Process color: C:0 M:2 Y:5 K:9RGB color: R:233 G:227 B:220 (#D9D5D2)

Black*Spot color: Process BlackProcess color: C:0 M:0 Y:0 K:100RGB color: R:0 G:0 B:0 (#232020)

*This color may be used as a tint or percentage.

HorizonsVolume 14 Issue 3 > 2009

A magazine for the employees and friends of Rockwell Collins, Inc.

JPALS Increment 1 is our most significant program

to date in the maritime shipboard marketplace

A precise approach

www.rockwellcollins.com/horizons

Page 3> Building trust globally

0> CORE simulation architecture:One vision, new concept

Shaping our company for the future

The past year has presented

some significant challenges that

have resulted in changes in our

marketplaces and our business.

But just like we saw after the events of

Sept. 11, 2001, great change can lead

to great opportunities if we continue

to operate in a way that’s strategic,

Lean and agile.

In this issue of Horizons, you will find

several articles that describe how

we’re shaping Rockwell Collins to be

competitive in the future.

For example, the cover story explains

why our role in the JPALS Increment

1 program is so significant. In the

maritime shipboard marketplace,

we’ve always been known as a product

provider. With this program win, we’re

able to demonstrate our expanded

capabilities as a subsystems integrator.

In the future, this experience will help

us grow as we bid other subsystem

integration programs.

You’ll also read about our International

Business organization and how we’re

building important relationships

with customers in emerging market

segments. In order to be competitive in

these faster growing regions, Rockwell

Collins needs employees who speak

the languages, know the cultures, and

understand our customers’ needs.

Additionally, the articles about our

CORE simulation architecture and

DataPath explain why complementary

acquisitions are important investments

for future growth. They strengthen our

market positions, provide innovative

technology, and allow us to expand

into adjacent market segments.

While it’s clear that we will continue

to face economic challenges in FY’10,

conditions will eventually improve. And

when they do, the inherent strength

of our company, combined with the

work you are doing to manage current

conditions, will allow us to take full

advantage of the recovery.

Clay Jones

Chairman, President and CEO

HorizonsPublisher: David Yeoman

Editorial director: Dan Sandersfeld

Editorial team:Managing editor:

Robert Fleener +1.319.295.8791

Editor:

Crystal Hardinger +1.319.295.3932

Staff writers:

Cindy Duran +1.319.263.1573

Marielle Rodeheffer +1.319.263.1160

Jill Wojciechowski +1.319.295.4998

Copy editors:

Ruth Anne Denker +1.319.295.0643

Karen Steggall +1.319.295.5327

Employee contributors in this issue:

Mary Rittle, Duluth, Ga.

Armin Goeckel, Heidelberg, Germany

Interns:

Nicole Wilke

Alyssa Cashman

Freelance writers:

Jill Brimeyer, Ankeny, Iowa

Tim Schellhardt, Chicago, Ill.

Katie Mills Giorgio, Cedar Rapids, Iowa

How to contact us:Email: [email protected]

Mailing address: Horizons

Rockwell Collins M/S 124-302

400 Collins Road NE

Cedar Rapids, IA 52498-0001

Phone: +1.319.295.1000

Fax: +1.319.295.9374

Web address: www.rockwellcollins.com/horizons

How to contact the Ombudsman:

Phone: +1.866.224.8137 or +1.319.295.7714

Email: [email protected]

Horizons is published by Rockwell Collins Enterprise

Communications for our employees, retirees,

shareowners and customers. We seek to inform

and inspire our readers by incorporating our

company’s Vision, business goals and other

enterprise-wide initiatives throughout our

publication. We also strive to spotlight issues that

affect our employees, our company and our indus-

try. © 2009 Rockwell Collins, Inc. All rights reserved.

Volume14>Issue3>2009

18> Giant StepsForty years ago, Apollo 11 astronauts relied

on our company’s communication and data systems to land on the moon.

HorizonsVolume 14 > Issue 3 > 2009

Onthecover> One of the most challenging maneuvers for a Navy pilot is to land a fighter jet – such as the F/A-18 – on an aircraft carrier. To make these difficult landings easier in all weather

conditions, Rockwell Collins is working with the U.S. Navy and other team members to execute the Joint Precision Approach and Landing System (JPALS) Increment 1 program. The first increment

for JPALS is focused on sea-based applications. Photo by Oliver Cole, U.S. Navy.

3> Building trust globally Rockwell Collins is working to boost our reputation

and presence outside of the U.S. in order to gain market share.

8> Good Citizenship Award winnerBrent VanWey is making a difference in the

lives of families of children with cancer.

Also in this issue7> First flight: Bombardier Global Express XRS flies with Pro Line Fusion™

12> Airbus recognizes our company’s reliability and problem-solving prowess

20> Service Anniversaries

Backcover> Facility spotlight: Hyderabad, India

13> A precise approachJPALS Increment 1 is our most significant program

to date in the maritime shipboard marketplace.

10> One vision, new conceptWhen Rockwell Collins employees designed our

new CORE™ simulation architecture, they had flexibility and cost in mind.

16> Broadening our bandwidthThe acquisition of DataPath strengthens our position in networked

communications – an area of rapid growth for military customers around the world.

18> Giant StepsForty years ago, Apollo 11 astronauts relied

on our company’s communication and data systems to land on the moon.























Justpartoftheteam Rockwell Collins employed a number of talented

high school interns over the summer who could have

been mistaken for entry-level engineers. http://www.

rockwellcollins.com/horizons/volume14-issue3/interns

Executive profile

ChallengingotherstothinkdifferentlyWith a background in both engineering and business, Barry Abzug

has a knack for helping Rockwell Collins employees stretch beyond

their own expectations. http://www.rockwellcollins.com/horizons/

volume14-issue3/executive-profile

Webextrafeature stories

Read these stories and more at www.rockwellcollins.com/horizons

Lean question and answer session

StartingfromscratchNorbert Benz and his colleagues at Rockwell Collins in

Heidelberg, Germany, learned Lean Electronics in a very

effective way – by putting it into action. http://www.

rockwellcollins.com/horizons/volume14-issue3/lean

Alsoonline:More information about what’s taking place across our company • Additional service anniversaries • Recent retirements

2H O R I Z O N S > 2 0 0 9

Webextrafeature stories

With one-third of Rockwell Collins’ sales now coming from marketplaces outside

of the United States, our newly formed International Business organization has not weakened its resolve when it comes to growth – even in this tough global economic environment. “Several marketplaces outside the U.S. are growing much faster than marketplaces in the U.S.,” says Walter “Woody” Hogle Jr., senior vice president of International Business at Rockwell Collins. “Additionally, many of these marketplaces haven’t been tapped into fully by Rockwell Collins, so we see great opportunities.” Formed in 2008, the International Business organization was created to better address emerging market segments and our company’s posture in Europe, the Middle East and Africa (EuMEA), as well as the Asia-Pacific region. And while global economic conditions have changed since its formation, the opportunities for growth are still there. Between FY’06 and FY’08, our company’s sales in the EuMEA and Asia-Pacific regions grew more than sales in the U.S., with 21 percent growth recorded in the U.S., 38 percent in EuMEA and 25 percent in Asia-Pacific. And while the majority of our company’s revenue is still derived from U.S. customers, between June FY’08 and June FY’09, our international sales stayed relatively flat because they weren’t impacted as dramatically by downturns in the commercial marketplace. Given this, along with the fact that Rockwell Collins now operates a global service-and-support network from more than 60 locations in 27 countries, it only makes sense to focus on strategies that will help us capture sales and operate more effectively in today’s global marketplace. “Rockwell Collins’ expertise lies in its ability to analyze customer requirements and develop solutions for

them,” explains Hogle. “But as we grow globally, more customers are going to demand that we have employees who speak their languages, understand their cultures, and live in their time zones. We need a presence in their regions to be competitive.” The October 2008 opening of the India Design Center in Hyderabad, India, exemplifies the value of the reorganization. Today, more than 100 engineers at the design center are working collaboratively with colleagues in the U.S. and other locations to develop innovative products and provide services for customers around the world. Eventually, the number of Rockwell Collins engineers in India is expected to climb in order to meet the needs of local customers. “The long-term intent is not only to serve our growing international customer base better,” says Hogle, “but also to realize the benefits of a global and diverse group of employees when designing and developing our products and systems.” The three managers profiled in the next pages – one each from the Middle East, India and China – represent the talent helping to enhance Rockwell Collins’ standing and

presence globally. They spotlight the keys to our company’s growth outside of the U.S., and they also share several common traits. All are natives of their regions, a key criteria in the hiring process. All have exceptional education and employment backgrounds. All are extremely familiar with our industry and understand the business culture in their regions in order to assist Rockwell Collins’ customers and to help win new ones. “We’re truly a multinational enterprise,” says Hogle, “so it’s critical that our team consists of diverse and talented professionals eager to represent Rockwell Collins to the entire world.”

By Tim Schellhardt

Building trust

globallyRockwell Collins is working to boost our reputation and presence outside of the U.S. in order to gain market share.























V O L U M E 1 4 > I S S U E 3 3












































FY’08 sales figures (in billions)

U.S. $3.16 = 66 percentEurope .93 = 20 percentAsia-Pacific .29 = 6.1 percentCanada .23 = 4.8 percentAfrica/Middle East .10 = 2.1 percentLatin America .05 = 1.0 percent

Percentages of Rockwell Collins’ global sales by region

FY’08 sales figures (in billions)

U.S. $3.16 = 66 percentEurope .93 = 20 percentAsia-Pacific .29 = 6.1 percentCanada .23 = 4.8 percentAfrica/Middle East .10 = 2.1 percentLatin America .05 = 1.0 percent


FY’08 sales figures (in billions $US)

U.S. $3.16

Europe .93Asia-Pacific .29

Canada .23Africa/Middle East .10

Latin America .05
























4H O R I Z O N S > 2 0 0 9

When Rockwell Collins wins a major commercial airlines order from the Middle East these days, you

can bet that Ahmad “Tak” Takieddine had a hand in landing it. The Lebanese-born sales account manager is passionate about serving customers and prospects. That’s critical in a region where long-term relationships and trust are essential

in order to gain market share in the highly competitive communications and avionics industry. “Tak is extraordinarily successful in working with airlines there,” says Hogle. Since joining Rockwell Collins in 2006, Takieddine has helped capture more than $250 million of commercial business at our company. “Selling in the Middle East is about relationships and trust, and requires patience and lots of effort,” the veteran salesman says. “But it also helps that Rockwell Collins is a very reputable, very respected and trusted brand name in avionics. “Everyone I do business with is like a personal friend,” continues Takieddine, who has degrees in electrical engineering and aviation electronics. “They can call me 24/7; my mobile is always open. They know I’ll always be in touch within minutes. That’s critical here.” His knowledge of the Mideast culture helps land sales, and he cites examples.

For instance, he notes, “If you say ‘no’ during negotiations, you lose. Mideast commercial customers consider you inflexible and arrogant; it’s better to say, ‘OK, I’ll go back and check, and let’s see what we can do.’” That’s entirely different than in parts of Europe and the U.S., he says, where customers tend to believe you when you say you can’t accommodate them in some way. It’s also important in the Middle East, he explains, to ensure that your customers feel like you’re working for them. This requires you to socialize with customers even when you’re not pursuing them for a sales contract. Takieddine enjoys playing tennis and traveling, and those activities work well when meeting and socializing with customers. “Trust makes a real difference, and it takes a few years as you build up a strong relationship,” says Takieddine.

AhmadTakieddineNickname: TakTitle: Sales Account Manager, MideastLocation: Dubai, United Arab EmiratesJoined Rockwell Collins: January 2006

Insights for other colleagues: • “Things don’t happen overnight in the Middle East. Relationships require lots of patience.”• “Never say ‘no’ to customers in the Mideast. They will think you’re not making an effort and will consider you arrogant.”

Photo by Paul Macleod, Dubai, United Arab Emirates

> Standing in front of the famous Burj Al Arab Hotel in Dubai, Ahmad Takieddine says his knowledge of Mideast culture has helped him land sales with area airlines.

Building trust

globally

V O L U M E 1 4 > I S S U E 3 5

As a sales account manager based in Beijing, China, Hailin “Helen” Wen works with a staff of 17 in the business development offices there and in

Shanghai, China. She also interacts with more than 30 people at the Shanghai Service Center. After obtaining multiple degrees in electronics and engineering and a Master of Business Administration degree from Rutgers University, she spent 13 months working at our company in Cedar Rapids, Iowa. “There are a lot of things I learned that I couldn’t have known just working in the field,” she says. “It really broadened my experience and view.” Wen found that our company’s process-driven and business performance-oriented culture helps in China, where the typical state-owned company isn’t that process-driven. “A lot of our Chinese customers really want and request that they go to Cedar

Rapids to get training from us, including training leadership in the Life Cycle Value Stream Management and decision process,” she says. Today, Wen is focusing her attention on winning more market share from Chinese airline leasing companies. She also provides help to the Rockwell Collins pursuit team that is working to land business for China’s new trunkliner – known as the C919.

“We’re trying to make a greater effort from every aspect to grow our China business,” she says. “It’s essential that the airlines are happy with our solutions and services.” Since 2000, Rockwell Collins’ sales in China have more than tripled to greater than $140 million. And even with the current global economy, Wen anticipates continued growth in the future. Like Takieddine, Wen also notes cultural differences that her colleagues should recognize when working in China or with the Chinese. First, Chinese business cards list a person’s last name first, then their first name. So, while her card reads “Wen” first, it shouldn’t be confused with her first name, Hailin, or “Helen.” She also observes that Chinese customers aren’t very direct, so doing business with them requires patience. “Reformatting proposals a couple of times is very common here,” she says, “so patience is necessary to meet all the requirements.”













































HailinWenNickname: HelenTitle: Sales Account Manager, ChinaLocation: Beijing, ChinaJoined Rockwell Collins: July 2000

Insights for U.S. colleagues: • “Our English may seem a bit outdated to Americans. That’s because our English textbooks in China are really out of date. I learned to say, ‘How do you do?’ But Americans typically say, ‘Nice to meet you.’”

• “In the U.S., you can be very direct with prospective customers. But in China, you must develop a good gua– nxi , or relationship, first.”

Photo by Linfeng Ding, Beijing, China

> Helen Wen is pictured in front of the Temple of Heaven in Beijing. She and other Rockwell Collins employees in China see great potential for future growth in this region of the world.

Building trust

globally























6H O R I Z O N S > 2 0 0 9

Rockwell Collins’ managing director of the new India Design Center has a rich aerospace background. Retired as a flight test engineer from the Indian

Air Force, Ram Prasad joined Rockwell Collins in 2008 as the first design center operations employee. He and the human resources director, Prakash Babu, first operated from a temporary one-room office. Now, Rockwell Collins employees in India work in what Prasad terms “a magnificent world-class building.” Prasad strives to establish the design center as a “choice workplace.” Since India graduates engineers in the thousands, luring the best talent and retaining them with interesting projects is the major challenge, especially during a weak global economy. However, the aerospace industry is a relatively new career field in India, making it a hot choice for young people. “Our engineering staff averages 23

years of age, and each aspires to be at the top of their profession in the quickest possible timeframe,” he says. Engineers in Hyderabad are currently offering support to other Rockwell Collins employees in Cedar Rapids, Iowa, and Toulouse, France – which means our company is able to respond to our customers’ needs nearly 24 hours a day. “We have a 90-minute videoconference each day with headquarters to better understand Rockwell Collins’ processes and keep all of the work on track,” says Prasad. “It’s morning in Cedar Rapids, Iowa, and evening here, so it works out well for everyone.” In the future, engineers in India would like to focus more on programs specific to the Asia-Pacific region. According to Prasad, Indians know the Rockwell Collins brand only in the core aviation arena. But by bolstering our company’s presence and reputation in India, they’re hoping to land new contracts in both commercial and government marketplaces.

“We’re just taking our first few baby steps here, but we’re starting to stand on our legs,” he says. “We’re looking forward to walking and then running as we grow.” <h>

RamPrasadTitle: Managing Director, India Design CenterLocation: Hyderabad, IndiaJoined Rockwell Collins: April 2008

Insights for other colleagues:• India’s position in the world’s aviation marketplace has jumped from 12th to ninth.

• “The average age of our engineers is 23. They want to be motivated through challenging work, so that’s our challenge – ensuring that they get that.”

• “Female engineers are common in India, and the top scores in engineering schools are typically achieved by women. It’s a very healthy trend here.”

Photo by Shashi Kiran, Hyderabad, India

> Pictured inside our facility in Hyderabad, Ram Prasad is leading efforts to strengthen Rockwell Collins’ brand in India.

Building trust

globally

First flight























V O L U M E 1 4 > I S S U E 3 7

Across our company

Facility spotlight

By Marielle Rodeheffer

Not since the mid-1990s with the emergence of Pro Line 21™ has Rockwell Collins offered an all-new

solution for flight decks on business and regional aircraft. Now, after years of development, our next-generation avionics system – Pro Line Fusion™ – marked a major milestone, flying for the first time on a Bombardier Global Express XRS. During the five-hour flight, test pilots put several of our company’s systems through their paces, including the high-resolution liquid crystal display system with integrated cursor control, radio tuning for the communication, navigation and surveillance system, the flight management system and autopilot. “The new Global Vision flight deck is fantastic; everything performed as expected,” said Captain Gary Bruce, project test pilot for Bombardier Aerospace. “The comfort and ergonomics of the overall cockpit are like nothing we’ve ever experienced.”

A shared successAnnounced in 2007 and a key program for our Commercial Systems business, Pro Line Fusion provides a more integrated flight deck for business and regional aircraft to ensure interoperability between systems and improve situational awareness. And with the variety of advanced capabilities it offers, Pro Line Fusion is very different from its predecessors. “The media, images and displays that Pro Line Fusion is bringing to the commercial aerospace market are way beyond anything we’ve offered in the past,” said Shawn Shiley, senior director of avionics programs at Rockwell Collins.

“Pro Line Fusion mirrors the commercial computing networking environment. That sort of processing didn’t exist even in the 1990s.” Pro Line Fusion also retains the flexibility to be customized to fit every customer’s specifications. Bombardier took full advantage of that aspect to create their Global Vision flight deck, dubbed “the flight deck of the future.” “We have worked hand in hand with Bombardier on this activity for 24-30 months,” said Shiley. “The collaborative nature of this program played a big role in getting us to the point of first flight. This is definitely a shared success between Rockwell Collins and Bombardier.” According to Steve Brandt, senior director of avionics programs engineering at Rockwell Collins, the trust and confidence our company has built with Bombardier for nearly 20 years were major factors in not only winning the contract, but also in achieving the first flight. “Because of the trust and confidence Bombardier has in Rockwell Collins,” said Brandt, “they felt comfortable working with us on something that is even now undergoing refinements.”

Next stepsWith the first flight completed, the Global Vision flight deck will go through

18 months of further flight testing at the Bombardier Flight Test Center in Wichita, Kan. The next phase of testing will be performed to achieve certification with Transport Canada, the Federal Aviation Administration and the European Aviation Safety Agency. Starting in 2011, the Global Express XRS is scheduled to roll off production lines with a Pro Line Fusion-based Global Vision flight deck on board. “Everything is really melding together,” said Shiley. “Pro Line Fusion is beginning to evolve out of the invention phase, has moved to integration, and has achieved first flight. This is a major accomplishment for our company.” In the future, several other aircraft platforms will fly with Pro Line Fusion-based flight decks, including the Bombardier Learjet 85, Bombardier Global 5000, Embraer Legacy 450/500, Gulfstream G250 and Mitsubishi Regional Jet. “For pilots, Pro Line Fusion is the window to the world outside,” said Brandt. “It takes flying the aircraft to a whole different level for the pilot and, in turn, for the passenger.” <h>

A Bombardier Global Express XRS flies with Rockwell Collins Pro Line Fusion. ™

Photo courtesy of Bombardier

> Flight deck of the future – In creating the Global Vision flight deck, Bombardier took full advantage of the customization available with Rockwell Collins’ Pro Line Fusion avionics system.

Brent VanWey has always been engaged in his community. But

giving back took on a whole new meaning in March of 2007 when his daughter, Mikayla, was diagnosed with leukemia. Three days after her diagnosis, VanWey and his wife, Christie, knew one way to deal with their own pain was to help other families

going through the same thing. “We shed our tears and talked,” said Brent, manager of Import Compliance at Rockwell Collins in Cedar Rapids, Iowa. “As soon as that was done, we both looked at each other and said, ‘What are we going to do for others?’” Not wanting to replicate other cancer-related fundraisers or organizations, the VanWeys began looking

By Katie Mills Giorgio























8H O R I Z O N S > 2 0 0 9

> Lifting spirits – Brent VanWey, manager of Import Compliance at Rockwell Collins, began a chapter of Flashes of Hope – a national nonprofit organization that captures photos of children fighting cancer – with his wife, Christie, after their daughter, Mikayla, was diagnosed with leukemia. The chapter that Brent started in Iowa is now the national model for Flashes of Hope when working with cancer camps.

Photo by Andy Lyons, Des Moines, Iowa

Brent VanWey is making a difference in the lives of families of children with cancer.

Capturinghope

2 0 0 9 R O C k W E L L C O L L I N S G O O d C I T I z E N S H I P A W A R d W I N N E R

> All smiles – This black-and-white portrait is a typical Flashes of Hope family photograph. Mikayla VanWey posed with her brothers Tyler (left) and Brenden (right).

Photo by Jeanna Bryant, Iowa City, Iowa

at what was needed in their east central Iowa community. In 2007, Christie discovered a national nonprofit organization called Flashes of Hope. This hospital-based group captures photos of children fighting cancer and other life-threatening illnesses to create powerful, uplifting portraits that preserve the beauty, grace and courage of a child. “Nothing like Flashes of Hope was offered around here,” said Brent. “After we took Mikayla to have her photos taken, we knew we wanted to bring a chapter to our community. The pictures of her bald head and smiles that filled the room showed us the grace and dignity this organization stood for.” Brent knew of several families that never had the opportunity to have professional photos taken of their children who had cancer. Now, through his efforts with Flashes of Hope, he’s changing that.

National modelAfter contacting Flashes of Hope about starting a chapter in the Iowa City and Cedar Rapids, Iowa, area, Brent teamed up with The Heart Connection — a nonprofit organization based in Des Moines, Iowa, that sponsors a week-long camp for kids with cancer. With the help of volunteer photographers, lasting memories of some 120 children were captured while they attended The Heart Connection’s summer camp in 2008. And at this year’s camp in June, Brent spearheaded an effort to photograph another 130 campers through Flashes of Hope. “There are no words to describe this,” said Brent. “We will spend 12 to 16 hours shooting pictures and, at the end of the day, when we get to sit down to start looking at the images, we know why we do what we do. “It is truly amazing,” he continued. “The kids really look forward to this; they love the attention and images they receive at the end of the experience.” To keep the chapter growing, the

VanWeys partnered with Dance Marathon, a student-run nonprofit organization at The University of Iowa that is dedicated to raising money for oncology patients at the local children’s hospital. During a one-day festival in 2009, about 130 children and their families were photographed by Flashes of Hope. “The feedback we got from families was fantastic,” said Brent. “Watching the children at camp and then the reaction of the families as we presented them with their photos is what this is about.” Due to Brent’s success locally, the Iowa chapter is now the national model for Flashes of Hope when working with cancer camps. “Brent is just relentless in his push to keep doing the things he sees as a need,” said Dennis Cunningham, a principal software engineer in Cedar Rapids who nominated Brent for the Rockwell Collins Good Citizenship Award. “He’s a really organized guy, and he gets others involved to work together to accomplish what no one person could do themself.”

Fulfilling a needA big part of why Brent volunteers is to see the impact it has on his children’s lives. Along with Mikayla, who is 6, Brent has two sons – Tyler, 10, and Brenden, 7. The three children have started to collect pop cans on the third Saturday of every month to raise money for Dance Marathon. “It’s already sinking in,” said Brent. And while Mikayla just recently underwent her final cancer treatment, Brent’s commitment to his cause doesn’t show any sign of letting up. “Our daughter’s battle is what got us started, and even though her cancer is gone, our dream is to continue to help other families,” he said. “I’d love to see no child go through what Mikayla went through, but today that is not a reality. Right now, this is what we can do for others.” <h>

RockwellCollinsGoodCitizenshipAwardfinalists













































V O L U M E 1 4 > I S S U E 3 9

Saving a sunken space Kelli Hoback provided more than 1,000 hours of volunteer labor to help rebuild the flood-damaged basement at his church. Read full story online at: http://www.rockwellcollins.com/horizons/volume14-issue3/good-citizenship/kelli-hoback

Photo by Paul Marlow, Cedar Rapids, Iowa

A big heartEstela Martinez knows a little home cooking goes a long way. She has fed hundreds of homeless people in Mexicali, Mexico, every week for the past three years. Read full story online at: http://www.rockwellcollins.com/horizons/volume14-issue3/good-citizenship/estela-martinez

Photo by Janette Gonzalez, Calexico, Calif.























10H O R I Z O N S > 2 0 0 9

One vision, new concept

Rockwell Collins image

> Offering options – One of the differentiating features in our new simulators based on CORE simulation architecture is the unique instruc-tor operating system (IOS). The IOS allows an instructor to easily configure seats within the simulator and customize lessons quickly, forming a more challenging and accurate experience for the trainee.

Captain Chesley “Sully” Sullenberger’s skills were put to the test earlier this year when his Airbus A320 engines were

knocked out by geese upon takeoff from LaGuardia Airport in New York. Nonetheless, due to his comprehensive pilot training – much of which took place in a simulator – he was able to safely land in the Hudson River, and all 155 passengers on board survived. “Whether it’s a full-flight simulator or a desktop trainer, flight training experience based on real-world situations is essential for pilots to become familiar with normal and emergency operating procedures,” said

Kent Statler, executive vice president of Rockwell Collins Services. “Additionally, the cost of operating a simulator is typically less than if the training took place on the aircraft itself.” Rockwell Collins’ range of advanced simulation and training solutions – which includes Web-delivered training courses, computer-based and classroom solutions, part-task and desktop training devices, maintenance training systems, ground and air vehicle simulators, crew training devices, mission system simulators and full-flight simulators – is extremely beneficial to our military and commercial customers. But keeping the equipment up to date with the latest technologies and government mandates – which can be

an expensive and time-consuming task – is sometimes challenging for end users. “We had customers coming to us saying they wanted another, more flexible option in the marketplace,” said Christian Ramsey, principal engineering manager in Simulation & Training Solutions in Sterling, Va. “So while other companies were modifying old systems, our employees were building something completely new.” In June, Rockwell Collins introduced its CORE™ simulation architecture, which provides customers with a highly configurable tool suite in order to customize training, and it fully integrates our visual systems, visual databases and display technology. “The CORE simulation architecture was built on a modular design, making it easy to upgrade hardware and software,” said Ramsey. “This provides more effective and efficient training for the end user.”

By Alyssa Cashman

When Rockwell Collins employees designed our new CORE™ simulation architecture, they had flexibility and cost in mind.

Bringing together capabilitiesOur presence in the simulation and training marketplace has grown substantially in the last decade. Through our own research and development investments and several strategic acquisitions – which included NLX in 2003, Evans & Sutherland’s visual systems business in 2006 and SEOS in 2008 – our company has quickly become a total training provider. And with each acquisition, Rockwell Collins’ leaders have looked at ways to capitalize on the investment to bring new capabilities and value to the industry. “Rockwell Collins delivers avionics, visual systems for simulation, training solutions and worldwide product support,” said Ken Schreder, vice president and general manager of Simulation & Training Solutions. “We wanted to bring all of this together in order to provide unprecedented flexibility and to lower the total cost of ownership for the end user.”

From the ground upIn 2006, Ramsey’s team in Sterling had four goals in mind when they started development on the CORE simulation architecture: to provide a low-cost, quality solution, develop a shorter delivery schedule, create value-added features, and establish the lowest life-cycle cost possible. To do so, the team developed a Basic Simulator Unit (BSU) and an Aircraft Specific Module (ASM). The BSU – which never changes – makes up 70 percent of a simulator and is a key to enabling integration. On the other hand, the ASM – which contains the cockpit – is specific to each aircraft type. When the ASM is integrated with the BSU, the CORE simulation architecture allows all of the components to interface with one another to create an authentic experience for the trainee with highly realistic displays, corresponding movement and controls like that found

in the actual airplane. “The magnitude of the technical undertaking was huge,” said Principal Program Manager Marc Cronan. “Fortunately, we have an excellent team, and we were able to apply a lot of lessons learned from previous projects.” Rockwell Collins’ strategic acquisitions in the simulation and training industry made it easier for the team to access skill sets, databases and experience. While most of the system development took

place in Sterling, Va., employees in Salt Lake City, Utah, provided industry-leading visual systems and employees in Burgess Hill, United Kingdom, provided the display. “Typically, building a new simulator under legacy architecture takes 18 to 24 months,” said Ramsey. “Our

employees built a completely new system and architecture in almost the same amount of time.”

Looking to the futureThe CORE simulation architecture is being applied to both military and commercial training solutions, with the first application to a full flight simulator on a commercial Boeing 737 simulator. CTC Aviation Group, a training facility based in the United Kingdom, was the first to sign a contract for full-flight simulators based on CORE simulation architecture. A recent contract also was established with Xian Aviation Science and Technology Company, a subsidiary of Aviation Industry Corporation of China. “Everyone involved is anxious to field the first device,” said Shawn Rodier, senior engineering manager. “We’re hoping the first devices will serve as catalysts to bring in additional customers.” Given current economic conditions, it’s expected that CORE simulation architecture’s true market potential won’t immediately be realized. But with a wave of aircraft replacements coming – such as the Boeing 787 and the Airbus A350 – there’s a lot of potential for future business, especially if the customer’s aircraft has a Rockwell Collins cockpit. “We want to continue to build credibility and relationships with current and potential customers,” said Ramsey. “And hopefully those relationships will lead to new opportunities for our company. The future is the real payoff when it comes to CORE simulation architecture.” <h>























V O L U M E 1 4 > I S S U E 3 11


“While other companies were modifying old systems, our employees were building

something completely new.” —Christian Ramsey























> Long-term value – With CORE simulation architecture’s modularity, end users can incorporate the latest features from commercial off-the-shelf technology, imagery and displays.

Across our company

Facility spotlight























12H O R I Z O N S > 2 0 0 9


Providing excellent customer support has always been a priority

for Rockwell Collins. Yet, in order to maintain – or even improve – outstanding levels of customer satisfaction, employees must constantly aim for perfection. That’s why this year’s Exceptional Customer Support Performance award from European aircraft manufacturer Airbus is so significant. Each year, airlines participate in a supplier support rating survey – distributed by Airbus – to determine the ranking of each supplier. The rating combines perceptions from

various airlines as well as Airbus and assesses a supplier’s capacity to deliver a reliable product, supported by first class service and competitive cost. Since 2003, Rockwell Collins has ranked in the top 10 of suppliers to Airbus, earning us a gold level designation. But, this year, we surpassed top competitors – including Thales and Honeywell – and were the only non-Airbus subsidiary to clinch the prominent award. “We are clearly superior in the way we resolve problems with customers,” said Mark Burrowes, director of Air Transport Customer Support at Rockwell Collins.

“We own our problems, take action and follow the process all the way through until the situation is successfully resolved.” Strong customer support networkUsing our Status Tracking and Reporting System (STARS), Rockwell Collins customer support engineers can quickly and efficiently resolve a problem on an aircraft once it’s reported by an airline – no matter where it’s located in the world. The intuitive system automatically identifies the correct product support manager to contact based on the part that requires service. This system, along with

constant communication with Airbus, differentiates us from our competitors. “Our global customer support network is strong, and we are always striving to make our customer’s job easier,” said Jacques Pares, a principal customer support manager at our facility in Blagnac, France. “This has allowed us to grow close to our customer over the years, and that is why we won this award.” Rockwell Collins currently provides content for Airbus airliners including the A320, A330, A340, A350 and A380. <h>

Airbusrecognizesourcompany’sreliabilityandproblem-solvingprowess

> Superior service – Jeff Standerski, vice president and general manager of Air Transport Systems at Rockwell Collins, accepted the Exceptional Customer Support Performance award from Airbus employees.

“Our global customer support network is strong, and we are always striving

to make our customer’s job easier ... that is why

we won this award.” —Jacques Pares

Photos courtesy of Airbus S.A.S.























V O L U M E 1 4 > I S S U E 3 13

By Crystal Hardinger

L anding a fighter jet — such as the all-weather F/A-18 — on the flight deck of

an aircraft carrier is one of the most challenging maneuvers for a Navy pilot. Before approaching the carrier, the aircraft must be positioned at exactly the right angle with respect to the touchdown point. Yet, the runway space – which is typically less than 400 feet (about 121 meters) – is constantly swaying, pitching and heaving as the ship speeds through the ocean. In order to stop abruptly, once the aircraft hits the deck of the carrier, the pilot needs to snag the jet’s tailhook on one of the arresting wires stretched across the ship. “On an aircraft carrier, a pilot is consistently hitting a target area that’s measured in centimeters,” said Jim Sabin, a principal systems engineer in Surface Platforms Engineering at Rockwell Collins. “With an equivalent automated landing at a fixed runway, there are several meters of variability in the touchdown area.” A skilled pilot will consistently catch the third wire; but at night, in adverse weather conditions such as fog, it can be extremely difficult for any pilot to snag a wire. And if the pilot misses the wires, the plane needs to be moving fast enough in order to take off and try again.

“The moment pilots hit the deck, they’re using full afterburner because they have to assume they missed the wires,” said Sabin. “If pilots have to take off again, they only have a little more than 300 feet to get airborne. But if the hook catches the wire, it’s going to stop the aircraft.”

Solutions for all weather conditionsTo make difficult landings easier, a number of civil and military systems are available today to provide precision approach and landing for aircraft. However, there isn’t a common system available for all branches of the United States military. For instance, if a Navy aircraft is trying to land at an Air Force facility in difficult weather conditions, interoperability problems may arise. In addition, as these systems age, the technology is becoming obsolete and

difficult to maintain. Currently, Rockwell Collins is a key member of the team selected by the U.S. Navy in the fall of 2008 to execute the Joint Precision Approach and Landing System (JPALS) Increment 1 program. As part of the Raytheon, Rockwell Collins, Northrop Grumman and Valkyrie team, our company is currently working to develop new solutions that will further enhance the Navy’s ability to carry out their mission in all weather conditions. “When our service members are conducting

missions in hostile environments or inclement weather, we want them to have confidence that their aircraft will land exactly where they should each and every time,” said Andy Zogg, vice president of Command and Control Systems at Raytheon. Designed to function in more operational environments and to support all Department of Defense (DoD) sea-based applications, JPALS Increment 1 will be a high-precision, all-weather, anti-jam, Global Positioning System (GPS)-based landing system. While the first increment for JPALS is focused on sea-based applications, the DoD has planned seven complete increments for development of the next-generation precision approach and landing system.

A P R E C I S E

APPROACHJPALS Increment 1 is our most significant program

to date in the maritime shipboard marketplace.























V O L U M E 1 4 > I S S U E 3 13

Photo by Torrey W. Lee, U.S. Navy























14H O R I Z O N S > 2 0 0 9

“Rockwell Collins’ experience developing military avionics systems has resulted in a design solution that is achievable and leverages work that Rockwell Collins has completed in support of other programs,” said Captain CJ Jaynes, program manager for Naval Air Traffic Management Systems Program Office (PMA213). Specifically, for Increment 1, our company will provide the GPS and communications subsystems, as well as systems engineering, test and logistics support.

Integrating subsystemsIn the past, Rockwell Collins has provided important products – such as the ARC-210 radio – to the U.S. Navy, but JPALS is the most significant program, to date, in the maritime shipboard marketplace for our company. “Our JPALS solution involves the integration of a number of subsystems, not just products,” explained Dan Nash, JPALS principal program manager for Maritime Systems. “Using numerous technologies across Government Systems, we are developing and integrating four of the eight subsystems for Increment 1.”

And while Rockwell Collins will continue to be a product supplier, a program like JPALS is an opportunity to demonstrate our capabilities as a subsystems integrator.

“Although our team faced stiff competition for the JPALS Increment 1 business, we had the right technologies and a lot of credibility in the GPS and

communications marketplace,” said Meg Thompson, vice president of Strategy Development for Government Systems. “So, we were well suited to go out and pursue this program.”

Maritime SystemsAs part of the Government Systems reorganization at our company, the Surface Solutions portfolio was created. One area of this portfolio includes Maritime Systems, which was developed specifically to better serve the maritime marketplace. “As a new organization, we’re

striving to establish our identity with the maritime customers, who have always thought of Rockwell Collins as a product supplier,” said Randy DeKlotz, programs manager for Maritime Systems. “In the future, we also want to be known as a subsystems integrator, and JPALS is a great start in order to evolve to that position.” Still, to complete JPALS Increment 1, work will not be limited to the Surface Solutions portfolio. Rockwell Collins employees organized under several Government Systems portfolios also will have roles in the program. It is estimated that Increment 1 – at its peak – will consume about 140 full-time engineers, program managers and support specialists at Rockwell Collins in Cedar Rapids, Iowa, and Richardson, Texas.

“In the future, we also want to be known as a subsystems integrator, and JPALS is a great start in order to evolve to that position.” —Randy DeKlotz

> An exciting win – Rockwell Collins employees working on the JPALS Increment 1 program include (from left to right) Vinay Mahendra, Mark Koch, Hersh Parekh, Nathan Franzen, Jerry Tibbs, Angie Glaw, Jim Sabin and Dan Nash.

> Challenging target – To land on an aircraft carrier, the tailhook on a fighter jet has to snag one of the wires stretched across the ship.























14H O R I Z O N S > 2 0 0 9

Photo by Daniel J. McLain, U.S. Navy























V O L U M E 1 4 > I S S U E 3 15V O L U M E 1 4 > I S S U E 3 15

“To successfully execute a program the size of JPALS, we need an experienced and talented team,” said Nathan Franzen, technical project manager for Maritime/Fixed Systems Engineering. “And we are blessed with an incredible level of talent from different parts of the company.”

World-class employeesHersh Parekh, principal systems engineer in Network Applications Engineering in Richardson, began working on technologies related to JPALS in the spring of 2006 as part of an internal research and development project. Now, for Increment 1, his team is designing the network protocol that enables ships and aircrafts to communicate. “This program win is very exciting for the team,” said Parekh, who has been with Rockwell Collins for 20 years. “We have done network protocol development for other programs – mostly for the U.S. Army and the U.S. Air Force – but this is the first time we’ll be developing a subsystem for the U.S. Navy.” While many Rockwell Collins employees – like Parekh – have decades of experience in their field, our company’s talent for the JPALS program is not limited to our most seasoned employees. Young employees like Mark Koch, a systems engineer in Cedar Rapids, also have important responsibilities.

Just weeks after his December 2006 graduation from Purdue University in West Lafayette, Ind., Koch was assigned to JPALS, and is now working on the airborne portion of the program. “As a kid, I remember seeing F-14s in the movie Top Gun, and I thought it would be awesome to be a part of that,” said Koch, who has Bachelor of Science degrees in aeronautical engineering and aviation technology. “Now, being an engineer on this program, I have an opportunity to interact and talk with Navy pilots and crew to understand how they need the system to work.” Koch is one of several employees from Rockwell Collins who have worked closely with our Naval customer, PMA213, to better understand its requirements. Sabin, our company’s systems architect for JPALS, has spent time on an amphibious assault ship, a naval destroyer and a Nimitz-class aircraft

carrier. “It’s one thing to read about how complex an aircraft carrier is, but no amount of reading or looking at videos prepares you for the actual complexity,” said Sabin, who began researching technology for JPALS four years ago. “When you actually see the landing area on the carrier, and how aircraft are parked on either side of it, you realize there’s no room for error.”

Performance is key to growthFuture increments in the JPALS program will provide greater and greater accuracy for

precision landings, and joint operational capability for United States forces to perform operations from tactical, fixed base, shipboard and special mission environments. At some point, it’s also expected that JPALS will be deployed at NATO airbases worldwide. As Rockwell Collins continues to demonstrate our capabilities for Increment 1, we’re building credibility in the maritime shipboard marketplace. “Relevant past performance is key to our future growth in this segment,” said Alan Prowse, senior director of Maritime/Fixed Site Solutions. “As we bid other programs, we have to show relevant past performance. Successful execution by the great team we have working JPALS Increment 1 will help us do just that.” <h>

> Abrupt stop – The runway space on an aircraft carrier is typically less than 400 feet.Rockwell Collins Terra Cotta

pot color: PANTONE 173Process color: C:0 M:80 Y:100 K:5






















Photo by Patrick Heil, U.S. Navy























16H O R I Z O N S > 2 0 0 9

Broadening our bandwidth

> Solving communication challenges – DataPath satellite earth terminals dot the landscape at Bagram Air Force Base in Afghanistan. These earth terminals allow military personnel to communicate with others at forward operating bases throughout the region.

As information sharing via data, voice and video communications becomes more common and more

critical for military personnel in remote areas – such as Afghanistan or Iraq – our customers need network solutions that meet requirements for flexibility and ease of use. In an effort to broaden our operational communications capabilities and offer additional value to our military customers, Rockwell Collins leaders found a strategic fit with DataPath, Inc. DataPath provides mobile multi-band satellite terminals, network integration expertise and highly regarded field personnel so people can communicate even in the most remote and extreme situations. “For an acquisition this size, we moved very quickly,” said Jim Barcz, programs manager for Rockwell Collins who is

leading the integration. “But, it was opportunity and timing that brought us together.”

Comprehensive portfolioA mixture of satellite communications (SATCOM) solutions – which use military frequency bands and commercial communications satellites – currently support military needs in wartime and disaster operations. Prior to the acquisition, Government Systems at Rockwell Collins was just a niche supplier for the SATCOM Q-band. With the addition of DataPath to the Rockwell Collins family, our company is now able to offer multi-mode, multi-band and multi-frequency capabilities that address the entire communications spectrum. “When we identify and evaluate

companies to acquire, we look for businesses that provide additional customer access, unique intellectual property and capabilities that complement our long-term strategies and business plans,” said Rick Schmidt, senior director of Portfolio Strategy Development and Acquisitions. “Communications is Rockwell Collins’ heritage, so companies like DataPath allow us to expand our addressed market while taking advantage of the Rockwell Collins brand. This combination provides additional value to our customers and opportunities to accelerate growth.” Along with the facility in Duluth, Ga., DataPath’s wholly owned subsidiary, SWE-DISH Satellite Systems AB, is located in Solna, Sweden, and Sterling, Va. Prior to the June acquisition, DataPath and SWE-DISH products were

By Mary Rittle

The acquisition of dataPath strengthens our position in networked communications – an area of rapid growth for military customers around the world.



> Defying boundaries – SWE-DISH Satellite Systems, DataPath’s wholly owned subsidiary, specializes in compact, easy-to-use satellite termi-nals for live transmission of video, data, Internet and voice content from any location in the world.























V O L U M E 1 4 > I S S U E 3 17

branded separately. DataPath’s satellite communications solutions include earth terminals, advanced on-the-move capabilities, MaxView® network management software and wireless solutions to complement the earth terminals. SWE-DISH offers small satellite terminals such as the Suitcase® and CommuniCase® solutions. All product lines and more than 600 employees from both companies will be fully integrated into Rockwell Collins. “Rockwell Collins is a great fit for us,” said Steve Lindeman, director of Integrated SATCOM Solutions, who led the acquisition from the DataPath side. “Our companies share experience in ground platforms and antenna electronics with almost no overlap in capabilities. We also have a common reputation with customers for a high degree of ethics and customer satisfaction; this was important to leaders at both companies.”

Vital equipment in desolate areasIn some of the most isolated areas on Earth where there is little or no infrastructure, you’ll find DataPath and SWE-DISH solutions being used. The U.S. military’s Joint Network Node (JNN), Marine Corps’ SWAN program, DISA teleport system that provides global bandwidth to the U.S. military, and the DKET network that carries command and control information to Iraq and Afghanistan, all use key DataPath components. To assist military personnel in troubleshooting equipment and maintaining these communications links, DataPath has an extensive group of field support representatives that are embedded with military units. “In the global war on terror, our communications links save lives because they provide updated and continuous situational awareness,” said Chris Spaulding, tactical area manager in Afghanistan. “This communication lifeline allows special operations units to communicate with command and

control. This is how they call in an air strike or request Medivac assistance.” Spaulding oversees several field support representatives who are setting up portable earth terminals at more than 50 forward operating bases in Afghanistan. These terminals allow small squads deployed to the most desolate parts of the country to communicate with hubs in Bagram, Afghanistan; Kuwait; Bahrain; or Qatar. “Our field support representatives live in austere conditions, ranging from dirt floor tents to wooden shacks, but the dedication I see is inspiring,” said Spaulding.

Aiding disaster relief operationsDataPath and SWE-DISH solutions also are vital when natural disasters wipe out local infrastructure. After Hurricane Katrina hit the United States in 2005, DataPath quickly deployed a portable communications network, bringing connectivity to both military and civilian first responders. Approximately 20 percent of the connectivity supported military users, while 80 percent empowered civilian operations. During post-disaster recovery following the earthquake in central Italy, the 2008 Sichuan earthquake in China and the 2004 tsunami in Indonesia, SWE-DISH satellite systems were used when phone lines, cable networks and Internet connections no longer operated. In addition, it’s not unusual to see broadcasters such as CNN, BBC and ABC using SWE-DISH products and MaxView network control software to cover breaking news in disaster and war zones. “Some of the toughest communications challenges faced by disaster relief personnel and broadcasters are solved with SWE-DISH’s mobile SATCOM solutions,” said Jonas Lindh, manager of program and product management in Sweden. “These products are very small and easy to use.”

Combining expertiseFrom finding an opportunity to designing and selling a solution,


> Specialized solutions – Steve Lindeman, director of Integrated SATCOM Solutions, Dewell Mitchell, solutions engineer, and Jim Barcz, programs manager, (pictured left to right) are standing next to a new miSAT-X, which is an ultra-compact earth terminal.























At a glance

DataPath,Inc. is a global leader in satellite-based network solutions. SWE-DISH Satellite Systems AB is a wholly owned subsidiary of DataPath.

Acquisitiondate: June 1, 2009

Facilitylocations: Duluth, Ga., Sterling, Va., and Solna, Sweden

Marketplaces:Much of DataPath’s business comes from the U.S. government; however, its MaxView Network Control Software and SWE-DISH ultra-portable terminals are widely used by commercial broadcasters.

Majorcustomers:U.S. Army, U.S. Marine Corps, National Guard, Special Operations Command,General Dynamics, AT&T, Northrop Grumman

(Continued on Page 20)























18H O R I Z O N S > 2 0 0 9

On July 20, 1969, when Apollo 11 astronaut Neil Armstrong

squeezed through the hatch of the lunar module to explore the new world below, our company’s data transmissions recorded his elevated heart rate. When he uttered his famous, “That’s one small step for (a) man, one giant leap for mankind,” his words were beamed back to Earth with our company’s equipment. And when Armstrong and Edwin “Buzz” Aldrin planted the U.S. flag into the fine moon dust, our company’s radio transmissions shared the sight with some 600 million worldwide television viewers. The Collins Radio Company – known today as Rockwell Collins – was involved in the Apollo project for nearly five years and, at its peak in the mid-1960s, more than 500 employees worked on the program. This summer, 40 years to the day after the historic moon landing, seven former Collins Radio employees who were assigned to the Apollo program gathered in Building 106 at Rockwell Collins in Cedar Rapids, Iowa, to share past memories with current employees. John Combellick, who was a department head, Dick Jackson, who

was a group head, Emil Koval, who was a mechanical engineer, LaVerne Grey, who was a production line operator, Don Palmer, who was a mechanical engineer, Jim Westcot, who was an

administrative manager, and Norm Wright, who was a mechanical engineer, shared stories, photos and insight accumulated from their work on Apollo. Memories of Apollo 11 Nearly everyone from that era recalls where they were when Armstrong first set foot on the moon. For our company’s engineers, assembly workers and others who brought voice, data and television communication to the space effort, the memories are all the more vivid. After the Apollo 11 takeoff on July 16, 1969, Westcot, his wife, Helen, and their three daughters convened on the open deck of their Cedar Rapids home each night to

scan the night sky. They kept vigil for the telltale white pinpoint of light of Apollo 11 as it slowly, steadily drew toward the moon. But on July 20, the view from the Westcots’ deck had new meaning. Alternating their gaze between the heavens and a little portable television, the family watched with heightening anticipation. Finally, Armstrong emerged from the lunar excursion module and set his heavy boot upon the powdery lunar dust. “To look up at the moon and then see on television what was happening up there in real time was really incredible,” said Westcot. “I tell you, the chills went up and down our necks. I don’t know

Giant stepsForty years ago, Apollo 11 astronauts relied on our company’s communication and data systems to land on the moon.

By Jill Brimeyer


> Momentous undertaking – Our company worked on the Apollo project for nearly five years and, at its peak in the mid-1960s, more than 500 employees were involved in the program.























V O L U M E 1 4 > I S S U E 3 19

that any of us slept real well that night.” Palmer – along with several other Collins Radio employees in his Cedar Rapids neighborhood – gathered at the home of Ralph “Bud” Hepker, who also was a mechanical engineer working on the Apollo program, to watch the moon landing on television. “It felt like hours before Neil Armstrong actually stepped out,” recalled Palmer. “The group held its collective breath as the astronaut leaped several feet from the lander’s ladder to the moon’s surface – a bit more of a leap than expected, thanks to a soft landing that didn’t dig into the moon’s surface as deeply as planned.” History was made The setting and attaining of this one daring goal served to pull the United States together, and showed the world what could happen when a top-notch, dedicated team and a rallying nation came together and challenged the boundaries of what is and isn’t possible. Prior to the Apollo flights, our company played a major role in developing the communications systems for the Gemini and Mercury programs. In the early 1960s, under prime contractor North American Aviation Space and Information Systems Division (a predecessor to North American Rockwell and later Rockwell International), Collins Radio, which was based in Cedar Rapids, was named a first-tier subcontractor for Apollo. Our company was charged with creating the communication and data systems for the command module. This contract included all communications between astronauts and the Houston command center, and the transmission of data from the sensors monitoring the spacecraft, astronauts and the space environment. “I don’t remember any pep talks about how important the Apollo program was; we all just knew it,” recalled Westcot. “And the more involved we became and the closer we got, we knew we couldn’t fail.” In addition to transmitting Armstrong’s words from the face of the moon to the

nation’s ears, Collins Radio was responsible for sending video images from the moon back to Earth. Later on, our company was asked to provide electronic equipment for the lunar excursion module under a subcontract from RCA. Our company’s Dallas division also was selected by NASA to serve as the prime contractor for a worldwide network of communications and tracking stations. These stations – consisting of 12 sites with 30-foot diameter antennas and three sites with 85-foot diameter

antennas – beamed communications between the spacecraft and mission control and helped gauge the spacecraft’s position. “The end result was one of the most successful programs in the company’s history,” said Westcot. “We completed the work on schedule, under the projected cost, and, most importantly, we never had a failure.” <h> Editor’s note: This article is the fourth in a series of articles celebrating our 75th anniversary.

> Remembering our company’s role – Forty years to the day after the historic moon landing, seven former Collins Radio employees who worked on the Apollo program shared their stories with Rockwell Collins employees.

Photo by Paul Marlow, Cedar Rapids

> Perfect fit – Collins Radio built mock-ups to help visualize the placement of our equipment in the command module.

Web extrasVisit www.rockwellcollins.com/horizons to read more about our company’s role in the Apollo 11 moon landing. Be sure to look for these specific online features:

• Video clips: Collins Radio retirees talk about Apollo program

• Photo galleries: Historic photos and ads from the 1960s

• Article: Memories of Apollo 11


40 YEARSJuneLinda K. OlneySteven L. ReeceLeona M. WautersEarl J. WhiteDaniel C. Zillman

JulyGerd KaiserDavid M. Knuth

AugustRichard C. MarettSiegfried NowakMark A. RamseyGerhard Schoeffmann

35 YEARSJuneJeffery L. AdrianGary L. AndersonRonda R. ArmstrongKathy J. BazalCharles W. CaseJoyce V. CernyDavid H. ChurchTonda L. ClaassenMarc A. ClarkJerry L. ClaymanDaniel A. DavisDonald R. DetwilerDonald D. DoudnaGary D. DruseMary A. DuffyRosemary L. GlubkaMark D. GoodsmithDwayne D. GroteRichard D. HansonDuane M. HeefnerWade E. IrelandPaul W. JohnsonJohn P. KeeferJames E. KleemanRaymond E. KnoffGary D. KrauseGerald K. LangeJohn E. LangfittWai-Cheung Lee

Steven K. LeeRandy L. LindseyRichard J. LyonsJames C. MaxtedJohn H. MohrCathleen E. MooreRobert C. NiecLois J. NosekDouglas L. PeacockKaren M. QuintMartha L. RasmussenKatheryn A. RutherfordDennis E. SannerGary L. SchultzDuane A. SmithMarvin F. SpraggJames D. StoneGerald G. VuichardGeorge D. WeihrauchJayne F. WilliamsAllan R. WyumKenneth W. Zanzie

JulyManfred BoehlerGary J. DeimerKeith H. DiefenderferKarl R. HoffmanSharon K. KosMaria Teresa Medina VazquezDale R. MotsingerCraig RasmussenDouglas E. SalisburyDavid E. SeeligerClaude E. SpearsElizabeth A. SpearsDennis J. VanderheiPhilip A. WhiteEdmond M. WilsonWalter E. Wolff Jr

AugustJanet R. AppletonSteven P. BrunsSandra L. BurgessHarold W. CarterLawrence W. Feltz

Kirk S. FinnellThomas G. GalloroTimothy E. HamiltonGary W. JonesDebra A. JoostenCarl L. MeinersMarilyn J. MillerAlan G. OlsonThomas C. OlsonJames D. ProffittKendal M. RamstadWilliam C. RossPatsy J. SandersPierre SuderieWilson A. SwartsGary L. ThompsonThomas D. VorgertKlaus Wilhelm

30 YEARSJuneGary W. BeyerTodd A. BieglerJosef F. BielefeldMarlene T. BohachJoleen K. BradyRandall A. BuckTerry W. CristLinda M. FarrellDanny T. FieldsJon K. GehmanJoseph Glogovsky JrDavid C. HaertherRoger D. HatcherKathryn R. HausmannSusan L. HendleyMarsha D. HenningCurtis F. JohnsonDaniel K. KaspariJames R. Kazimour IIWarren A. LaceyLisa J. LowerDaniel W. LyttleTimothy J. MaddenJoan A. MeyerDonald L. MichaelsKevin V. MillerBrent D. MunsonPamela M. O’Neill

Stephen K. OverbeckCynthia J. PaulsenRonald R. PrattRobert A. RamseyGary R. ReimerMichael A. RichardsonM.L. SmithBrian K. SmithEd SnyderAndrew R. SpencerCheryl A. StarrJacqueline R. SteffenJune M. StepanekMarcia G. StolteSung S. StultzMichael F. TannerCatherine M. ThomasJames D. ThomsenCindy S. UsherScott K. WatsonKirk L. WeberGary A. WeberBruce W. WinterDale E. WulfMarc W. Ziegler

JulyStephen L. BellandServando ChavezCynthia J. ColonCharles J. DickersonJoanne K. DigiantonioRichard S. DoveBrian D. DraegerGary A. DriscollNinh K. DuongDewayne A. FieldsKathryn E. HeathCornelius HollestelleJack J. HolmesAngelene M. HooverAlan C. HunekeKeith H. KintopfStefan KoczoRoger R. KolbAmy M. KrammeJohn R. KrouseMartin E. LabsMartin S. Liatos

Linda K. LindsayRandy E. MaringWard D. MeyerDouglas B. MillerKent L. MillerKaren D. MolacekBradley S. NovotnyLisa G. RiderDebra B. SampsonJanet R. SargentJoseph L. SchemmelBaerbel WeinkoetzBrigitte Wohlfahrt

AugustCarl J. BerstlerJohn-Paul E. BesongKathleen I. BillingtonJean A. CampbellRobert D. DeeterMark N. HepworthJ.S. HobbsTerence R. HollowayKris E. HouselLarry E. JonesDavid N. LattaVicki D. LydonJon G. MantleTeresita Z. NunezRodney W. OlsenTimothy A. ReadyJoni R. RichmondDawn M. ScottMark C. SingerBruce E. VisserJulie K. Weiss

25 YEARSJuneMichael R. AmentGregory J. AndersonKaren A. CrankDon H. Eldredge JrGregory A. EulbergSteven K. HortonJane A. HowesTodd E. HutchesonDavid A. KegelStephen I. Kotalik

Kathy B. KraftThomas E. LaingTerrence L. LeierRonald J. Mikkola JrMark M. MulbrookRichard MuroDebbie K. PoulsonKathy A. RobertsonKelly J. SagertMichael C. SandersRandal A. SchonsJeffrey M. SkeieDamita R. WashDonald J. Weddington

JulyRobert D. BeebeVan V. ChauDonald R. CollingwoodHeidi M. GreenCheryl G. HartBruce M. KingPaul A. KratzerRobert C. McKillipLinda L. MillerMarsha L. RalstonGraeme M. RudallCandace M. SchnepfTruong T. Tran

AugustJoseph P. AckerJennifer K. BlairPeggy M. ErushaAlan J. GassmannEarl R. HaftPamela K. HahnGary L. HawkinsonThierry MirabelBret A. NillesGregory J. RoweLeRoy SworeYukhing O. SyBryan R. VesterAlan M. WhyteCharles D. Young

Rockwell Collins Service AnniversariesRockwell Collins offers congratulations to employees who have marked significant service award milestones in recent months.

DataPath and SWE-DISH products typically go to market much faster than Rockwell Collins’ products. “The typical SATCOM customer may be different than other Rockwell Collins customers,” explained Lindh. “They want to see the product before they buy; they

expect delivery in weeks or months after placing the order. They also expect us to fund development internally.” According to Barcz, DataPath and SWE-DISH products’ speed to market is something Rockwell Collins leaders don’t plan to change because it works. Yet, leaders from all three companies see new opportunities for collaboration. For example, advanced SATCOM on-

the-move capabilities could be extremely beneficial for Rockwell Collins’ solutions in ground vehicle and soldier systems marketplaces. “All of us drive to bring unique value to our customers through innovation,” said Lindh. “We’ve already started looking into the possibility of combining key expertise into new products.” <h>

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Web extra: Rockwell Collins employees celebrating 20 years of service or less are recognized in Horizons online at www.rockwellcollins.com/horizons.























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Rockwell Collins recently developed a new series of ads to reinforce our reputation as a trusted partner. The ads – which will run in industry and financial publications – highlight our capabilities as a solutions provider and emphasize how our customers rely on our technologies to be successful.


As our company looks for new opportunities to grow our business, it only makes sense to establish a

presence in India – home to one of the fastest growing aviation marketplaces in the world. Opened in October 2008, the Rockwell Collins India Design Center (IDC) is housed in a 90,000 square-foot facility in an integrated technology park in Hyderabad. “We have a world-class facility,” said Satish Kumar, software technical lead for Government and Commercial Systems in India. “When you walk in the front door, you really feel like you are entering a large international company that just happens to be in India. And there is no doubt that it’s a Rockwell Collins facility; it is very well branded.” Right now, about 100 employees in India are supporting hardware and software development needs throughout our enterprise. But in the long term, they are working to enhance Rockwell Collins’ credibility, brand recognition, customer affinity and engineering services within the Asia-Pacific region. “Current work at the IDC is concentrated on building a strong team and becoming familiar with Rockwell Collins’ processes and tools,” said Kumar. “Our team here continues to evolve and expand so we can better meet the growing aviation

and defense needs in the region. As that happens, it becomes crucial to have Rockwell Collins employees closer to customers here.”

Additional supportSince its opening, the IDC has contributed to projects such as the information management applications for the Airbus A350 and the German Sea King 3 radar. One of the benefits of having teams in different parts of the world work on the same project is that cycle times are reduced. For example, if a U.S.-based employee submits a document on a Monday, an India-based employee can complete the process and have the document configured and released by the time the U.S.-based employee returns to work on Tuesday. “We can deliver quality products in less time, making us more competitive,” said Nan Mattai, senior vice president of Engineering & Technology. “This gives our customers exactly what they’re looking for.”

Attractive marketplaceDescribed as an information technology hub and the fifth largest metropolis in India, Hyderabad readily reflects the growing

economy and industry occurring within the country itself. “It used to be that people working in India had to travel to the United States or the United Kingdom to get the feel of a truly global country,” said Prakash Babu, the head of human resources at our India facility. “Today, we can enjoy a similar industry and experience right here in India.” Despite a troubled global economy, the Centre for Asia Pacific Aviation estimates that air traffic in India will increase to 100 million passengers by 2010. Additionally, India has the second largest gross domestic product growth rate in the Asia-Pacific region and is projected to have the world’s largest population in less than 20 years. “As India’s economic growth picks up after the global recession, this country will become a plum market for the business aviation industry as well as commercial air travel,” said Mattai. “Our presence there is a prime example of our company increasing visibility and brand recognition, customer understanding and focus in global markets. Strategically, this should generate new opportunities beyond our current business plans.” <h>

> Enhancing our presence in the Asia-Pacific region – Clean lines, modern décor and visual elements from the Rockwell Collins brand are found throughout our 90,000 square-foot Hyderabad, India, facility. Prakash Babu, head of human resources at Rockwell Collins in Hyderabad, is pictured in the lobby.

Photo by Shashi Kiran, Hyderabad, India

Facilityspotlight:Hyderabad,India

Web extra: To view additional photos of our facility in Hyderabad, India, visit Horizons online at www.rockwellcollins.com/horizons.

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