create a sovereign australian capability that something does not exist today if you keep that in mind i have that is your first principle facilitates focusing in the right way. >> a couple more minutes for questions. 's. >> we have worn you out. all right. if you have any other questions, especially late at night if you would please call craig he will be our team scribe, i think you guys for listening we appreciate it we will be around if you have any other questions i will tell you we are leaning on partners and friends and develop relationships here as we look to working in that market in a new and different way. there are several companies that we are teaming with facilitating them entering a new market while we as a

company work to enter a new market. so very much appreciate the collaboration, thank you, enjoy the rest of the conference. [applause] >> if i could ask you to take your seats please, we will get started with our next panel. before we do, and while you are making your way to your seats, have a special shout out here for our team one of our key managers from savannah river, kelly kennedy was just promoted to vice president today, kelly, congratulations, well done. [applause] alright i'm honored once again to be able to chair a panel of the three lab directors who probably have if not the most difficult job one of the most difficult jobs in du e and

we're going to talk today about some of the challenges they face and we've done this a few times before but this is the last time james will be here with us. we tried for a year to talk him out of it and unsuccessful. james, thank you for all you've done for zambia in the country let's have a round of applause for james. with that make a real panel and dispense a podium. what we would like to do today is talk about the same things that teresa talked about earlier today the key elements of success. these three lab directors and their institutions have made great progress in the last year

and a number of areas. and what we are going to do today is talk about that and talk about what comes next. and just by teeing that up if you think about what they did and you've heard this in the briefing this morning, streamlining the way we do business all of them have had both this bottoms up top down approach where they challenge their teams to give them innovative ideas and then they heard from all nthe new employees in the existing employees those ideas have made them actionable and always using a risk-based approach to make sure we're applying the right requirements to each mission and project. third streamlined decision-making we all know we need that and they've done a tremendous job and of course if the basic of just moving the decisions down to the lowest possible level to let things get done faster. at the same time, maintaining the proper level of oversight

and governance which we all know is critical using digital tools on other things but a good metric said contractor assurance programs and then of course for all the above using digital tools to analyze the amount of data that we generate to detect trends and inform the work that we do in real time so that we avoid the problems not just find them and fix them but avoid them before they impact our mission and project.will talk about the same four that teresa and dj teed up today first we will talk about innovation then we are going to talk about infrastructure thirdly we are going to talk about operations and finally, what makes it all work is the workforce of the future of the people strategy. let me start with innovation i mentioned before implementing digital tools and digital transformation as areas where you made great congress. can you describe what you have

achieved. i know in the past year you used it to improve our design methods improve operations and production odcapability. maintaining a strong science base and then finally, if you could wrap into that, what do you need to take the next step what do you need from an msa to take the next step in that innovation? >> you picked the wrong chair. [laughter] that was a big question. thank you for bringing us back together again. we spent a lot of this year talking about the digital transformation we are trying to drive forward. i think it's can impact our work in a number of ways but i will start with the simplest part which is, simplest, conceptually simplest part which is backbone to connect the labs plans and sites in the more seamless manner and make sure we have the most common

infrastructure we can share information seamlessly between sites to streamline how we go from design through engineering to production and make those cycles efficient and modern and provide what we are hoping to be a digital threat for the work we do so that we have really good data and great tools to enable us with the laboratories we are also using our new tools and capabilities. you heard earlier we just cited several errors tom will talk about what they're doing mo almost ããthis is the nsh first scale computer for national security. the number which is pretty exciting. but the committee is now at a scale where we can do things that didn't seem conceivable 10 years ago. 3d modeling has become a routine tool designed linking together engineering and

physics design capabilities and this also has 44,000 btus so it's an amazing tool for things like ai we are really starting to bring that ethos into our science and design communities to speed the pace of learning and be able to think very differently about how we do all elements of our work on the stockpile. >> i will pick up right where kim left off. if you look at what went into making el capitan possible and, by the way, all three labs are to be able to use that. we are kind of basking in the reflected glory. i think there are over a dozen key technologies that went into enabling that tremendous computational resource that

were developed as part of the expert scale computing projects that are actually baked into all the big investments that are being made by the hyper scalars to train their models. doesn't get a lot of attention but that extra scale program actually was the blocks what is transformational technological revolution that's underway right now. when you read about open ai announcing stargate and xa i putting 100,000 gp use working 2 million gp using a compass under the hood is technology that came our decades of pursuit ever faster computers. one of the nice byproducts of that is machines like el capitan or the computer that we deployed in the spring not only are wonderful for doing the multi-physics simulations that are critical to our ability to

assure the effectiveness and safety and liability of our nuclear stockpile would be great for artificial intelligence.because they have this hybrid architecture and one of the things we are really excited about is the possibility of adding that to our toolkit not to replace the traditional modeling and simulation that we have but to accelerate it in fact, it will be an important training database for ai and also to take advantage of the tremendous resource we have in terms of experimental data and that is something where the three labs are really working very closely together. we are hopeful we can make an announcement about before too long. but it is omsomething that will enable us to go faster and that's important because were to be asked to go faster we are asked to go faster the

strategic tradition captures that necessary but not sufficient and we are very busy right now and things like infrastructure topic to come up so the only way we have the capacity to go faster is to use some of the tools that actually we been working so hard to enable over abthe last few decades. >> two men ããthere are some other areas here i will give you the positive pieces are in the challenges. and the w93 program it will be more digital. all the integrated product teams have bought into basically using digital threat as a way to do designed to manufacturing some cases ãã this is not without its challenges because there's eight e labs plans and sites th to come together to agree on a common set of tools. i would tell you culturally that's a challenge just at

sandia by itself the mechanical tools electrical design tools coming with the one you're going to provide only a certain version of it for engineers. and things simply as staying up-to-date which is something as simple as our word processing tools that they are all the same version. there's a lot of challenges in this. i believe tomorrow they will be on the panel talking about this so you can ask them more detailed questions but the bottom line is, we are making progress in these areas but they are all challenges. >> i'm ask you to address under ããtechnology insertion you got ssuch strong tremendous technology base and all of the labs you develop these technologies one thing i heard you all speak about is how long it takes for a lot of good

reasons and some not so good reasons to deploy them. what progress have you made with technology insertion because you say when you can deploy the technology sooner i can work them into submission to filled faster and better and more efficiently. >> i think this is an area we made a lot of progress. as james mentioned with the digital transformation, changing the kinds of technologies we use technology is people parts technical and cultural it's not as simple as saying avenue great idea or tool let's roll with it. there is a high degree of confidence we idhave to build i a new technology or new manufacturing approach there are many legacy prophecy and procedures built around the way we do things today so the cultural peace cannot be ignored and we cahave really built a strong partnership

that's allowing us to gain speed and edinserting certain n technologies we put a big emphasis on new manufacturing technologies and what's interesting is they usually think about designing technology and then it building things, the capabilities we have now with advanced manufacturing tools like ããit changes the way design. you can make things that are very different than what you can conceive about new tools that we are sort of seeing the whole process become much more iterative as we learn the capabilities and the power of the new tools owand things like on machine part expection and control design optimization tool that allow us to write for many variations and new part. in our modernization programs were pursuing where inserting

new technologies because we have this capability to change the way we thought about these sake make them more manufacturable and sustainable and easier to maintain through the life of the system. >> i think we've gone through a phase transition. there was a long period of time where built into the way we were thinking about things was change as little as possible. we have designs origins in the arab testing and anything that we do cto introduce a change i how we manufacture can introduce some certainty that might cause to question the basis. i think we are over that now. we are all over it for a couple of reason because of things

like the modeling and talking on tools were about, we have a much better ability to understand the consequences of a change in material or a change in the manufacturing approach. and convince ourselves that it's okay. i think the other thing is that, and james mentioned this in the session this morning. it's not just a question of can we design things that are easy to manufacture? it's what does the new manufacturing technologies enable in terms of design possibilities that simply could not be accomplished any other way? in the fact that actually with a lot of the manufacturing and digital design complexity is much less frightening than it used to be. you can actually make things that are very complex and relatively straightforward way. that gives the designer some flexibility in terms of how

they approach solving a problem that they did not have in the past. we are no longer bound by that and we have enough confidence in our ability to understand those changes we can take advantage of it and also take advantage of the fact that i might require a smaller footprint in might produce less waste material in the materials we deal with you rather not deal with large qualities ãã all of these are benefits that can help us stay within bounded cost envelope. >> i'm pretty excited right now because last week we had a big successful flight test with the air force. there is new hntechnology in th air force i can go into specifics but between lawrence livermore technology this really is an amazing advancement in how we think about the systems. and there's a lot of stuff coming through, laboratory

scale, going through that's gonna really change the way at least at sandia we think about the safety for weapons. i'm really excited about that. >> the next topic will move on to number two mac and that's infrastructure and ããyou can relax.fr we are going to start at the other end. and infrastructure we know some of our infrastructure was built 75 or 80 years ago toand needs be upgraded. what are the key things that you need your lab to effectively carry out the enterprise blueprint concluding help in implementing those creative approaches i know you

are all working on a supply chain. we have to continue to have facilities to make the electronics for the weapons we have to continue to have facilities that qualified parts for the weapons. if you look at the enterprise blueprint some of the facilities will be 5 to 10 years from now before we get facilities. we put these facilities in a

room facility more literally a decade at that time it looked like recapitalization facilities today take longer so then there's other things that are not in the blueprint that we also need to pay attention to lab space. a lot of it needs to be recapitalized. there's a lot to be done here overall very excited about the enterprise blueprint lays out the timeline of facilities we absolutely have to have but some of these facilities we absolutely have to have for the recapitalized. >> the important thing in my mind about the enterprise blueprint is it does look across the spectrum of types of infrastructure that needed to support what we do it's easy to spend all your time focusing on

really big-ticket nuclear facilities because they take a tremendous amount of dollars to get build they take a long time to get built. very significant requirements in terms of safety and security that drives all that. so you see a lot of focus on discussions on like upf the plutonium infrastructure investments the enterprise blueprint talks about some of the infrastructure that we design certify and assess stockpile those are scientific tools hethey are test capabilities absolutely important. actually paradoxically sometimes we take the shorthand to refer to these as science saudis if you want to know what's the shortest path

between infrastructure and impact on the alert t deterrent is actually do those facilities because it's resolving questions that might arise in the surveillance programs or whatever. and pitch that were arbuilding los alamos is important as they are not going to affect the deterrent until fentanyl is in the field. so there's a lot of pretty urgent things in that scientific piece of the infrastructure that are every bit of important as facilities. one of the concerns is bridging. at los alamos we got approval for critical decision zero emission d for a much needed modernization of the lance accelerator which is one of those tools we use to resolve issues, important for qualifying high explosives for

example. but we have to keep the facility running too. in fact, this year we are curtailing operation because we don't have enough spare parts so while the lab upgrade is tremendously important ensuring the ifuture that facility, the more mundane things we call maintenance operations doesn't look quite as flashy as l captain it's extremely important for the ongoing errent. >> i agree wholeheartedly with james and tom one of the best parts of the enterprise blueprint for the time spent as a community coming to consensus on what did i report. what you read there is a shared commitment to the success of all the sites i think that's really an important place for us to be because the need is so large. at my sites we have three different categories of needs for infrastructure.

first and foremost is the recapitalization of some of the scientific capture. we have the national emissions facility the large labor facility a very high-tech place but as an operating for almost 15 years now. so there is a need for investment in just the same and facility receive critical to the laser where were able to increase the laser energy output for people ããand we hired allowing us to push that facility and ignition experiments into the high yield regimes critical important to the support of the stockpile. use that facility routinely to do ththings like material testi and exposures and really study in the science of nuclear weapons what really is an important day-to-day contributor to our support for the stockpile. in the second category i would

put enabling infrastructure. we have a lot of needs on our site as an example of her most recent line items as a power and cooling upgrade to our computing facility so we can cite el capitan. it's not glamorous but it's pretty straightforward in operating the e sites in an efficient and sustainable way. who haven't visited livermore it's a small site once where mild. we have 9,000 employees which the e,work is grown by more tha 50% in the last 12 years we need office space and we can't gdp our way out of the problem. they average gbp scale building is parasite so small that working in close partnership with nsa to get the critical decision zero for an investment in office space infrastructure

so a little bit as much more efficiently use our site and bring weapons program teams close together so we can foster collaboration for the important work that we have to do moving forward. it's been an interesting journey we been working closely on our infrastructure plans with our partners at the production site. also trying to build out production e development capabilities that allow us to study the science of production and help bring new capabilities for the production of polymer and explosives and other key components to aid this process of modernizing the production facilities. >> we aytalked earlier today, it's a great thing to celebrate but the real celebrations we all want to have anything to hear this in the plantain sites tomorrow is where you and roger and d eric and rich and kelly

when you guys commission those new facilities are building right now that's got to be something to celebrate. dj put that down for a list of champagne toast in the future. let's go to operations because we expand operations to support the upgrades to tinational security whcapabilities what ar your top issues you need to address because obviously doing the research we just talked about operation we just talked about infrastructure but as we move more into operation for ã ãwhat are the challenges that you face how are you using digital tools for the performance of the new facilities and overall what keeps you up at night? you look at operations moving into that phase which is exciting and absolutely essential what are the things that could be overnighted say these are really things that we have to address first and foremost to make it successful?

>> certainly our biggest challenge now at the event we were celebrating we were receiving the diamond stamp in the first production unit. it was pointed out that this is not a finish line it's actually the starting line. we've got a lot of work ahead of us over the next couple years to build out the capability to get up to that 30 per year but we have to do that in an operating facility. and that is a challenge because we want to continue producing kits maintaining competency to produce the pitch trained to be doing that at the same time ripping out obsolete hardware and bring glove boxes and that in a nuclear facility that has been operating for decades

doesn't barely have the best as built drawings. occasionally when you open a valve you find there something sitting inside there that's been around for a while. that's the quickest way to knock us off our case in terms of the infrastructure build is an operational upset that would bring work to all because it's not safe for not doing any work we can remedy the situation. i think for us the biggest operational challenges the interleaving of the operations with the opinfrastructure of a greenfield location and there's other important missions in the pi for facility in addition to picks and they are ongoing as well. ....

the weapon systems also known for threewe months. i guess the capacity and reserves in kansas city so we did not lose anything. but, it could happen at a different time and would have. those are the kind of things that are operational but have safety implications. >> we have been embarked on a multiyear effort to rethink how we do work. really, to try to find a way to be much more efficient and move much more quickly to meet the demand signal mentioned earlier. with so we try to go back to basics in this process print is there's a few prime directives have to file it be safe, you have to be secure, it be good stewards of the taxpayer dollar. it is highly transparent to the

government. working with teams to meet those objectives. under move and barriers who do not materially add, do not make us safe or secure. that don't really help us execute these programs are manage the risks that are intended with the kind of work we do. we've got to focus on delivering our commitments. they have lots of ideas to engage them and really think how would your operations in our facilities for that's really important. companion piece to that is thats modernizing other business systems. we have a lot of home built a business systems. many are written by physicists, spoiler alert they were terrible. is not because the people build them were competent capable people. but because we have this set of requirements for them as of 20 years ago we would working to

receive more commercial products and of modern infrastructure and operations of the laboratory. the last piece streamline the contract to understand where authorities can be delegated where requirements in the contract can be streamlined. so that we can again focus on her mission. that is been ar really productie effort. we have made a lot of great changes to our contract to simplify it and stream like it and make it more understandable and accessible look forward to continuing that work with our colleagues. >> it is clear, isn't it? you worked hard on this. this close alignment with our clients on objectives and on implementation. it takes longer than we would like to take those steps. as far as delegation we are all working on the same problem. that's a tribute to was an

headquarters in the field. people strategy as i said earlier that makes us all work. a market is changed over the past few years it still challenging in a lot of ways for different ways that it was for five years ago with a lot of competition particularly from other high-tech industries. scientists, solution to the high quality craft n workers. they're very, very helpful. what do you need the next step in that to ensure national security enterprise is the

choice for people. we start that one? >> the most important thing we have to offer our employees is the incredible mission that we support. the number one thing that into ourpeople environment is theis opportunity to do this incredible science and technology works in support of really critical national mission. the national commitment to the work that we do the clear guidance on the nuclear deterrent the pace of work makes it an attractive environment to work on. that work we have done to really improve our salary and benefits package has been very helpful silicon valley a lot of high-tech employers. naturally a flow in and out of the laboratory due to the cost of living is veryat hard in our area preventable to make substantial progress.

changes the calculus for employees. going to stay and support the mission. were not going to paint the way google pays, that is fine. we offer other things but we have to offer fair compensation package and the need to learn about us what we do on the opportunities we have to build a career in our environment. effort really teaching people about the mission being much more purposeful and now we talk about our work and engage with all the employees early in their career they really feel a part of the work that we do and they really understand the bigger picture of what we are trying to accomplish the nuclear security enterprise. >> thank you. >> our focus has been shifting away from the rapid growth we

experience and the edition of new staff to more retention and development of the staff that we have. our peak hiring year was 2023 where about 2500 new staff. that is a lot but the numbers have been c coming down. this year, depending upon what happens with the budget it's more like 1200. our normal turnover is eight -- 900. we are not quite at a steady state but we are getting there. the hiring is tapering. lot of newin a people a net growth of about 5000 over the last five years or so. they are enthusiastic for they are smart they have skills that are very valuable to our mission. what we do not want to have happen is just as they're getting to a point ofg proficiency that actually takes a couple of years at least in our business that they go off somewhere else. as was mentioned we have made

progress in terms of her benefits. that's critical a couple of years ago in particular when there is a lot of turnover across the economy. people were experiencing inflation to counteract that. were not in a bad spot there. it's not sosi much that monetary and benefit side of the equation. a big source of job satisfaction. people want to do something that matters. so we've got that one. i think were we still have work to do although we talk a little bit about infrastructure and a lot of the infrastructure investments are focuseded on the hardd infrastructure the

scientific facilities and the nuclear absence abilities. production and so forth. we had a lot of people who were actually working pretty crappy conditions. they submit rude e-mails is so decrepit.. gotta have the production infrastructure you got to have the scientific infrastructure. we also need to give people different decent spaces to do their jobs this 21st century work environment. the other thing or we can do better is some of the things can have a huge influence of things they feel they are not having any value to this mission.

it's a tremendous source of frustration when they see their time getting burned away there is a whole lot more that we could do. the ways we do things, largely built up during a time frame whenop there is not the geopolitical urgency driving delivering that we have right now. so we need to go faster to respond to the moment. but i believe in figuring out ways to go faster, removing value addedg work will have a huge positive impact on to retain employees. they join our institutions to get a job done. they feel they can get that job done willca be hard to pry them loose.

they feel like they're running into dead ends they will not stick around. then we'll have to start the recruiting and training and proficiency process all over again it takes time and cost money. >> this is a really good news story. n double-digit attrition of the laboratories basically three years and you are out. we had i think 60% of the workforce was less than five years. that model does not work for nationalal lab about the time he getting proficient in their skills, they are leaving. we worked with nnsa. we worked to keep our salaries aligned with the market would provide we worked on benefits all talk about when here in just a minute.

an environment that worked in the excellence initiative trying to move some death by 1000 cuts that were happening how difficult it was to get things done at the laboratory. i'm happy to say it now are attrition numbers are less than they were pre-covered. you would never believe people with ai experience would be willing to work for market conditions but we can negotiate the attrition number is less than 1%. they get to work on machine learning and ai to help with nuclear deterrence. we got things like n creating bs that are design experts making everything from procurement, to training more efficient for engineers and scientists. the one thing that blew us away

was to floating holidays. that's great you like to have a couple extra days off. it found it was a huge deal to our employees. all the holidays week group together a lot coming into play and how we get our work is exciting place were not having trouble getting people is at this point inn time. that idea, bring someone in doesn't add to safety, security

and equality but does not apply to my project. field endorse the past several years have got to get down the risks of either operation people buy in the find some place to work where they do not have these nonsensical things when they come to d work. you have all seen and i think we have the folks at headquarters we've had the dialogue and some the other folks. to talk about that how do we apply them? how do we apply the right parts for commercial standards wherever we can like osha plus. that's a journey we have gone on in the progress you've made ande and that congratulations is something probably we are just scratching the surface of getting down to work at the right standards for each mission

and project. >> it is important tod remember done a lot of work to stream line requirements from doe. we have also been very introspective to look inside of her own institutions eight times out of 10 when someone tells you there's a doe order for there isn't one. clean her own houses. somebody comes to work every day understand the top four or five high-risk items they obsolete mustte take care of first and

foremost is something you've done a good job. kudos on doing that. i think as we streamline that's going to energize people and get more work done safer it will keep these people around because they sure are these young kids we are hiring are really our future. in closing transitions are a god thing. an opportunity the new administrator, the new secretary, the new congress is going to ask all of you i bought in for the last of the topics what things do you need to the long-term success of the national security mission. can we serve you? the biggest thing certainly with

the new team coming in, we will be looking to them to articulate what our priorities w are as wih the same tradition. i'm sure there will be changes we do not know yet what they are. yes thist matters the blueprint is a greatio thing. that's a heavy lift that the administration takes. if i look at the broader international landscape you know

what, this whole deterrence thing is not so important after all. everything is breaking our way on the international scene and we are so glad we think it's unlikely. >> i agree that thing tom said the funding is a very heavy lift. to get our facilities and back into the shape they need to be to support the modernization programs.ey also provide environment or employees will work in. we made a lot of progress of mvi. help me out here guys. enhanced mission delivery initiative thank you. we still have got a ways to go. i wouldto suggest the program

because of a lot of hard work also trying to model rates with regard to reviewing and reporting. we've got work to go with got a couple administrations i cannot go over the details here we could probably go faster me get this right. the projectct management we need to keep on that path. >> i agree wholeheartedly. we built a big platform and see the momentum building in the system. and work. in different ways across the laboratories i am hopeful we will use that platform and continue that process to really lean in and accelerate. i think we do have examples of

areas were changes using osha standards with commercial instructions having that were broadly adopted for we have ideas for streamlining the regulatory environment that will really in a much work's expeditious manner while still ensuring we do this work we have been exploring different ways across her mission space to work with thed private sector for the opportunity for us to learn how to build those partnerships the

public/private partnerships of our missions is another place where like to see us lean forward. to think differently about risk and really embrace the opportunity that we have we bring this capabilities together. >> thank you all. we do have about 10 minutes for questions. their microphones on both sides of the rooms does anyone have a question?? cooks and having a challenge looking into the light. >> greg miller you have a new mission and your super blog. we will have a new security profile there is just an announcement in the federal register about environmental impact analysis.

can you tell us why that's not being done mpf orha for? quick student supplement to our site white environmental impact statement which was justme completed to change the site postured to enable us to change the way we manage the material we arty have on site. the intent is not to increase the amount of material we have on site. it's varied because our material limits are so low it's very difficult to do operations in the superblock. average and we try to t do a new operation to try to move other material out. this is a way to streamline operations but would lower the categorization week d inventory the facility that was the right decision for the nation. two very small scale work as examples were not changing the

kind of work we are doing. it's the material management that will make the facility at muchmore efficient and cost effective to operate. chris minimus brenda diller former brenda hunter. i am president of university so i work with over 100 universities across the country. i also 1 work with ms technology out of oak ridge. we are in the digital transformation we are happy to know. but my question to you guys and either one can answer. how do we from nasa as well as all of the production facilities and labs how do we get this right making sure the security

measures are in place. it's not just bringing indoors next-generation but it is all of that. out of those systems work with some of our legacy systems that we have at some of our production facilities. how do we make all that happen? [laughter] clicks i would just say this is not her for her first rodeo during this period she is the best one to answer it. for the questions i see one in the back. >> shall eat with inside defense. i want to ask about, you are talking a lot about spare parts and maintenance and sustainment.

as are typically not the most high-profile budget items. how are you making sure you're going to get theg funding you need for maintenance and sustainment operations orte facilities? for the missing w over and over again we need this but we articulate those needs to nsa. that message has been received. to be honest, part of the resume are in a pickle now there were many years the funds were not spent that creates this healthy degree of skepticism bridge you really need money when money's been left on the table? ii would say we cross that threshold several years ago as we were ramping up we hit our pace and began executing for it all the set and what we found,

we sort of hit the wall. it's a fact of life we like to articulate the case for shiny new thing that's going to give you a qualitatively new capability it's hard to get people to torture things i did last year next year, i'm going to need some more money. we don't have any spares or whatever it may be. but that's a story we have to keep telling. the thing for me makes a pretty compelling arguments is the fact these we are having to extend it longer is going to take longer to get the replacements. they are in service of her on alert deterrence every day. we do the annual assessment letter i look at the facilities

required to do the analysis as a very direct effects are on alert deterrence. if we keep explaining that to anyone who will listen and hopefully will make the case. >> i learned in your chosen this job the only thing anyone reads that i write is the annual assessment letter. i took this year, the risk of moving my facility issues to page two. i think a lot of people read it were getting a lot of questions are going to keep alive. so i think it's working. >> the last piece i w agree wholeheartedly. we keep ask gents within those buckets ofd money. we talk about maintaining the facilities what is that mean?

the number of subsystems and the in thenational ignition facilits incredible. it's easy to see this big number if i give a little less is that really okay? when you go fight subsystem it becomes clear where the shortfalls are that transparency helps people understand how seriously we take the budget exercises. >> we are at the end of our time. i realize we are standing between you and the cocktail party. but let me wrap this up by thinking the panelists are being here today. let's give them a round of applause. [applause] and then before they get away will thank them for the most important thing. duringng this very, very diffict job each andy every day to protect our national security thank you for that. [applause] >> is an honor.

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