Sustained Materiel Readiness David Pauling, ADUSD (MR&MP) APEX 21 THE WARFIGHTER NEEDS………… AVAILABLE, TECHNICALLY SUPERIOR WEAPON SYSTEMS THAT ENABLE – SUCCESSFUL COMPLETION OF THE MISSION RETURN HOME SAFELY
Jan 19, 2016
Sustained Materiel Readiness
David Pauling, ADUSD (MR&MP)
APEX 21
THE WARFIGHTER NEEDS…………AVAILABLE, TECHNICALLY SUPERIOR WEAPON SYSTEMS THAT ENABLE –
SUCCESSFUL COMPLETION OF THE MISSIONRETURN HOME SAFELY
Aligning Strategies & Goals
The President’s Management Agenda (PMA)
SECDEF - Transformation and Joint WarfightingDoD Transformational Planning GuidanceFY 2005 Top 10 PrioritiesBalanced Score Card / Risk Management
Framework
1. Acquisition Excellence with Integrity 2. Logistics: Integrated and Efficient 3. Systems Integration & Engineering for
Mission Success 4. Technology Dominance5. Resources Rationalized 6. Industrial Base Strengthened7. Motivated, Agile Workforce
AT&L Seven Goals Support PMA and SECDEF
“…dedicated to ensuring that the resources entrusted to the federal government are well managed and wisely used. We owe that to the American people.”
USD (AT&L) Seven GoalsAcquisition Excellence with
Integrity Logistics: Integrated and Efficient Systems Integration &
Engineering for Mission Success Technology DominanceResources Rationalized Industrial Base StrengthenedMotivated, Agile Workforce
Leadership and Goal Alignment
SECDEF Top 10 Priorities
1. Successfully Pursue the Global War on Terrorism
2. Strengthen Combined/Joint Warfighting Capabilities
3. Transform the Joint Force
4. Optimize Intelligence Capabilities
5. Counter Proliferation of WMD
6. Improve Force Manning
7. New Concepts of Global Engagement
8. Homeland Security
9. Streamline DoD Processes
10. Reorganize DoD and USG to Deal with Pre-War Opportunities and Post-War Responsibilities
Goa
l Alig
nmen
t
Leadership Alignment
Our Goals Will Transform Defense Acquisition, Technology & Logistics
End-to-End
AT&L Goal 6 – Industrial Base Sustainment
AT&L Goal 7 – Motivated, Agile Workforce
AT&L Goal 5 – Resources Rationalized
AT&L Goal 4 – Technology Dominance
Goal 4 – Technology Dominance
AT&L Goal 3 – Systems Engineering Philosophy Restored
AT&L Goal 2 Logistics: Integrated and Efficient
AT&L Goal 1 – Acquisition Excellence with Integrity
AT&L Goal 6 – Industrial Base Sustainment
AT&L Goal 7 – Motivated, Agile Workforce
AT&L Goal 5 – Resources Rationalized
AT&L Goal 4 – Technology Dominance
Goal 4 – Technology Dominance
AT&L Goal 3 – Systems Integration & Engineering for Mission Success
AT&L Goal 2 Logistics -- Integrated and Efficient
AT&L Goal 1 – Acquisition Excellence with Integrity
AT&L Goal 1:Acquisition Excellence with Integrity
Bring Joint Capabilities Perspective to Acquisition- Conduct Senior Leadership Reviews for each
Functional Capability Area (FCA) - Map all programs with FCAs
- Re-structure PDM to Enforce Results of Senior Leadership Reviews in the Resource Process
- Transition from “System Focused” to
Capabilities-Based DAES Reviews
Increase Accuracy and Credibility of Cost Estimates Shorten Acquisition Cycle Time
- Increase use of evolutionary acquisition including spiral development
- Maximize use of mature and commercial technology
- Expand use of technology demonstrations (ACTD/ATD) - enter acquisition process “closer to production”.
BattlespaceAwareness
Command& Control
Focused Logistics
ForceApplication
Force Protection
Five Functional CapabilityAreas (FCA)
Supporting ObjectivesSupporting Objectives
AT&L Goal 2:Logistics: Integrated and Efficient
Enterprise Integration
Expand End-to-End Policies
Reliable Delivery
Weapon System Support
Sustain Weapon System Material Readiness
Logistics: Integrated and
Efficient
Supporting ObjectivesSupporting Objectives
AT&L Goal 3:Systems Integration & Engineering for Mission Success
Lead Development of Systems Views of Integrated Architectures
Lead Development of Integrated Plans and / or Roadmaps Establish a Broader Mission Context for DAB Reviews Foster Interoperability, Jointness, and Coalition Capabilities Improve the Systems Engineering Environment Provide Effective Systems Engineering Policies, Practices,
Procedures, Methods, and Tools Provide for a Professional Systems Engineering Workforce Improve Balance of Cost, Schedule, Performance, and Risk
in Programs Reduce the Life Cycle Cost of Defense Systems Assess System Technical Maturity / Readiness for Ops
Testing based on Developmental Test Results
Supporting ObjectivesSupporting Objectives
AT&L Goal 4:Technology Dominance
Increase technical personnel in DoD Improve intelligence analysis & systems Stimulate and focus research and engineering Accelerate acquisition cycle and enable joint acquisition Enable Network Centric Warfare through innovative
technologies Leverage technologies to enable rapid defeat of adversaries
Supporting ObjectivesSupporting Objectives
AT&L Goal 5:Resources Rationalized
Resource joint warfighting capabilities (Link resources to capabilities-based approach to enhance Joint warfighting capability)
Rationalize infrastructure to support joint warfighting capabilities (BRAC, RRPI, Integrated Global Presence and Basing Strategy)
Achieve domain owner objectives (Fundamental business process change and streamlining)
Rationalize contracting (Business process streamlining)Enhance outsourcing / competitive sourcing (Revised
OMB A-76)
Supporting ObjectivesSupporting Objectives
AT&L Goal 6: Industrial Base Strengthened
Develop & employ a logical, capabilities-based approach to identify and evaluate industrial base sufficiency
Establish organizational cross-feed mechanisms for major industrial base assessments and associated recommendations
Develop and implement policies that encourage smart industrial base management on the part of program managers
Help emerging defense suppliers navigate and bring value and innovation to DoD
Supporting ObjectivesSupporting Objectives
AT&L Workforce ManagementTeam Effort!
AT&L Goal 7:Motivated, Agile Workforce
Flexible Personnel SystemStreamlining DAWIA initiative Implement a Central Referral
SystemMarketing and targeted
recruitingRapid Deployment TrainingAT&L Performance Learning
Model (PLM) - an overarching learning strategy
Flexible Personnel SystemStreamlining DAWIA initiative Implement a Central Referral
SystemMarketing and targeted
recruitingRapid Deployment TrainingAT&L Performance Learning
Model (PLM) - an overarching learning strategy
AT&L Workforce Transformation
Supporting ObjectivesSupporting Objectives
300 Ships
100,000+ GroundCombat/Tactical Vehicles 900 Strategic Missiles
15,000 Aircraft/Helicopters
+ 250K+ Wheeled Vehicles+ Comm/Electronics Equipment+ Support Equipment+ ...
Maintained by:• 681,000 DoD personnel• Private sector companies
Maintenance cost:~$59B per year
National Defense PP&E is valued at $600 Billion
Systems Supported
Source: LMI
DoD Field- and Depot-Level Maintainers Distribution by Service (in 000s)
Totals
Field-Level Maintainers 631.1 ~93%
Depot Maintainers 44.1 ~7%
Army Field Maintainers
220.8 (33%)
Army Depot
Maintainers
7.2 (1%)
Air Force Field Maintainers
186.8 (28%)
Air Force Depot
Maintainers
15.1 (2%)
Navy Field Maintainers
173.6 (26%)
Navy Depot
Maintainers
20.9 (3%)
Marine Corps Field Maintainers
49.9 (7%)
Marine Corps Depot
Maintainers
0.9 (<1%)
Major Intermediate-Level Activities
• Army• 21 Aviation Intermediate Maintenance (AVIM) companies
• 31 Direct Support/General Support (DS/GS) companies
• Navy• 15 shore-based Aircraft Intermediate Maintenance Detachments (AIMDs)
• 12 carrier-based AIMDs
• 6 Shore Intermediate Maintenance Activities (SIMAs)
• 2 Trident Refit Facilities (TRFs)
• Air Force• 65 aviation maintenance groups
• Marine Corps• 12 Marine Aviation Logistics Squadrons (MALS)
• 11 Amphibious assault ship-based AIMDs
• 3 Force Service Support Groups
14
Organic – Commercial Distribution
of DoD Depot Maintenance
0
1
2
3
4
5
6
7
8
9
10
11
12
Army NavyAir Force
FY
03 $
(in
bil
lio
ns)
USMC
85% Organic
52%
56%
54%
48%
44%
46%
DoD-wide: 54% Organic; 46% Commercial
Commercial
Organic
Source: USD(AT&L) report Distribution of DoD Depot Maintenance Workloads: Fiscal Years 2002 and 2003, February 2004
24
• Field maintenance key to both DoD and commercial maintenance structures
• Maintenance structure drivers include . . .
– DoD deployable maintenance capabilities
– Equipment differences (e.g., age, complexity, role)
– Available commercial infrastructure
– Life-cycle status (i.e., position in life cycle)
– Business support concept (e.g., run to optimum age and dispose vs. continuous rebuild)
Depot (Centralized) vs.
Field Level Percentage of Personnel
Note: Commercial percentages are estimated based on available data
Field MaintenanceDepot Maintenance
0% 20% 40% 60% 80% 100%
Legacy airline
Railway
Parcel trucking
Low cost air carrier
DoD maintenance
Trucking maintenance
125K
8.7K
15K
13K
681K
40K
Approximate Total Number of Maintainers
DoD/Commercial Sustainment Structure Comparison
Sustained Materiel Readiness
ISSUE:
• Concentrate on achieving/sustaining SPG/CPG readiness
• Balance Safety, Reliability, Maintenance and supply distribution activities to achieve materiel readiness at best cost.
• Optimize “TIME-ON-WING” and “TURN AROUND TIME”
• Promote End-to-End (E2E) Materiel Readiness Value Chain Perspective across DoD
• Sustain Optimize Materiel Condition Reliability
• Sustain Optimize support cost, cycle time
Sustained Materiel Readiness
WAY AHEAD:• Translate SPG/CPG capabilities to Weapon System/Materiel Requirements
• Develop cause and effect predictive models
• Foster and promote continuous process improvements
– Capability (Co)• Technical superiority technology insertion
– Dependability (Do)• Safety/Reliability/Condition Based Maintenance +
– Availability (Ao)• Cycle process discipline
– Lean, Six Sigma, Theory of Constraint, Etc.
– Institute Integrated Budgets (engineering, logistics, industrial)
• Update/execute Policy (E2E)
• Improve System Life Cycle Management Prediction Capabilities
•Expertise, Tools and T&E Facilities
•Cause and effect predictive modeling
• Optimize Materiel Safety/Reliability
•Sustaining CBM+/RCM
•Preventive Maintenance Addresses Failure Characteristics
•Optimize Repair/build specs
• Optimize Materiel Cycle Time
•Process Improvement (Lean, 6Sigma, Theory of Constraints)
•Integrated Depot and Intermediate Level Best Practices and Processes
•Parts forecasting
• Integrate Materiel Readiness Budgets
•Balanced Engineering, Logistics, Industrial Accounts
VISION - Focus AreasMateriel Readiness E2E
Planning and Process(es) Improvement
INTEGRATED REPAIR/BUILDCYCLE TIME PLAN
R&D
•S&T
•DesignSAFETY STANDARDS Technical PLAN
MATERIELREADINESS
GOALSACHIEVED?
Building the Optimum MaterielReadiness Sustainment Plan/Budget
MAINT/RCM STRATEGY
COMMON METRICS
PIPELINE
SPARES FORECASTING& PROCUREMENT PLAN
PROCUREMENT
O&M
• In Svc Eng/Log
DEPOT•
•DLRWCF
INTEGRATEDBUDGET
Required Amount of RFI Materiel
(installed + uninstalled)
READINESSBASED
MATERIELREQUIREMENTS
MODEL
SPG/CPG
INTEGRATEDMANAGEMENT PLAN
PLANNINGFACTORS
START
“WAR PLAN”
MATERIEL TRANSPORTATIONDISTRIBUTION PLAN
EQUIPMENT RELIABILITY
mission-based operationalreadiness requirement
Required Number ofRFI Weapons
mission-based materielreadiness requirement
YES
NO
Seek toreduce
sustainmentcosts
Seek to increasesustainment performance
Strategic Planning Guidance/Contingency Planning Guidance
Materiel Availability Requirement
Materiel Readiness Policy
Acc
omp
lish
Mat
erie
l Acq
uis
itio
n
Acc
omp
lish
Mat
erie
l Dis
trib
uti
on
Acc
omp
lish
Su
pp
ly S
up
por
t
Acc
omp
lish
Mat
erie
l Mai
nte
nan
ce
Acc
omp
lish
In
-Ser
vice
En
gin
eeri
ng
Materiel Readiness Metrics and Performance Standards
Sustainment Functions Integrated to Produce Materiel Readiness
SustainedMateriel Readiness Materiel
ReadinessData
Collection
DataAnalysis:
Does ValueChain Performance
MeetPlan?
Y
N
ADUSD (MR&MP)
(Process Integrator)
UndertakeCoordinated
ProcessImprovements
Responsibilities asADUSD (Materiel Readiness)
“Should Be”(Plan)
“As Is”(Actual)
AcquisitionPolicy & Metrics
DistributionPolicy & Metrics
ISEPolicy & Metrics
MaintenancePolicy & Metrics
SupplyPolicy & Metrics
SUMMARY
OSD and DoD Components• Identify Strategic Materiel Readiness Requirements• Employ useful Materiel Readiness Standards/Measurement
Tools/Processes• Resource to achieve/sustain Materiel Readiness most
efficiently/effectively
Five Pillars for Sustaining Materiel Readiness• Policy (E2E)• Measuring materiel readiness• Optimizing materiel reliability• Optimizing materiel turnaround time/cycle time• Balancing resources
UID/SIMenables
this!
Responsibility
Warfighter Combat Capability
Ensure a ready and controlled source capable of providing combat ready
weapon systems anytime and anywhere efficiently and effectively.
Program Manager
Private SectorGovernment Team (Engr,
Log, Ind)
Partnering
Materiel Readiness Modeling
Why?:• Prescribe policies/procedures and monitor/review/assess materiel readiness E2E
Value Chain operations relative to the ability of the Department’s major weapon systems to meet mission requirements.
How?:• Develop DoD-wide predictive modeling/analyses capability to determine cause and
effect relationship to materiel readiness-based outcomes, e.g.,:• Reliability improvement initiatives
• Cycle Time Process improvements for Supply/Maintenance/Transportation/Distribution
• Alternative resource strategies (short-term/long-term)
• Determining life-cycle costs from an integrated budget perspective when materiel readiness issues are addressed
Status: • Assessing current DoD and commercial models
• Submitted cross-cutting proposal – enhance best of breed model• Working with Services to convert status models to predictive models
Materiel Readiness Integrated Management (E2E)
Safety/Readiness
Integrated Budget
LogisticsRCMPRL
Inventory
TechnicalS&TCIPWeb
IndustrialDepotI LevelPFM
Integrated Approach Achieves Readiness Goals at Reduced Cost
Industrial Repair
Hardw
are Condition
FeedbackH
ardw
are
Con
ditio
n
Feed
back
Repair Execution• D/I/O Level Repair • Incorporate Config Changes• Incorporate Qualified Repairs• Repair to Build Spec/Processes
SustainingEngineering
Technical Integrity
• Analysis/ Test /Fix
• Predict/Prevent Fleet Technical Problems
• Solve Fleet Revealed Technical Problems
Config
Change/
Qualified R
epair
Config Change/Tech Data LOGISTICS
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Safety/Readiness
Integrated Budget
LogisticsRCMPRL
Inventory
TechnicalS&TCIPWeb
IndustrialDepotI LevelPFM
Integrated Approach Achieves Readiness Goals at Reduced Cost
Industrial Repair
Hardw
are Condition
FeedbackH
ardw
are
Con
ditio
n
Feed
back
Repair Execution• D/I/O Level Repair • Incorporate Config Changes• Incorporate Qualified Repairs• Repair to Build Spec/Processes
Hardw
are Condition
FeedbackH
ardw
are
Con
ditio
n
Feed
back
Repair Execution• D/I/O Level Repair • Incorporate Config Changes• Incorporate Qualified Repairs• Repair to Build Spec/Processes
SustainingEngineering
Technical Integrity
• Analysis/ Test /Fix
• Predict/Prevent Fleet Technical Problems
• Solve Fleet Revealed Technical Problems
Config
Change/
Qualified R
epair
Config Change/Tech Data
Technical Integrity
• Analysis/ Test /Fix
• Predict/Prevent Fleet Technical Problems
• Solve Fleet Revealed Technical Problems
Config
Change/
Qualified R
epair
Config Change/Tech Data LOGISTICS
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Safety/Readiness
Integrated Budget
LogisticsRCMPRL
Inventory
TechnicalS&TCIPWeb
IndustrialDepotI LevelPFM
Integrated Approach Achieves Readiness Goals at Reduced Cost
Industrial Repair
Hardw
are Condition
FeedbackH
ardw
are
Con
ditio
n
Feed
back
Repair Execution• D/I/O Level Repair • Incorporate Config Changes• Incorporate Qualified Repairs• Repair to Build Spec/Processes
Hardw
are Condition
FeedbackH
ardw
are
Con
ditio
n
Feed
back
Repair Execution• D/I/O Level Repair • Incorporate Config Changes• Incorporate Qualified Repairs• Repair to Build Spec/Processes
SustainingEngineering
Technical Integrity
• Analysis/ Test /Fix
• Predict/Prevent Fleet Technical Problems
• Solve Fleet Revealed Technical Problems
Config
Change/
Qualified R
epair
Config Change/Tech Data
Technical Integrity
• Analysis/ Test /Fix
• Predict/Prevent Fleet Technical Problems
• Solve Fleet Revealed Technical Problems
Config
Change/
Qualified R
epair
Config Change/Tech Data LOGISTICS
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Safety/Readiness
Integrated Budget
LogisticsRCMPRL
Inventory
TechnicalS&TCIPWeb
IndustrialDepotI LevelPFM
Integrated Approach Achieves Readiness Goals at Reduced Cost
Industrial Repair
Hardw
are Condition
FeedbackH
ardw
are
Con
ditio
n
Feed
back
Repair Execution• D/I/O Level Repair • Incorporate Config Changes• Incorporate Qualified Repairs• Repair to Build Spec/Processes
Hardw
are Condition
FeedbackH
ardw
are
Con
ditio
n
Feed
back
Repair Execution• D/I/O Level Repair • Incorporate Config Changes• Incorporate Qualified Repairs• Repair to Build Spec/Processes
SustainingEngineering
Technical Integrity
• Analysis/ Test /Fix
• Predict/Prevent Fleet Technical Problems
• Solve Fleet Revealed Technical Problems
Config
Change/
Qualified R
epair
Config Change/Tech Data
Technical Integrity
• Analysis/ Test /Fix
• Predict/Prevent Fleet Technical Problems
• Solve Fleet Revealed Technical Problems
Config
Change/
Qualified R
epair
Config Change/Tech Data LOGISTICS
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Fleet Support• Engineering
Investigations
• Reliability Centered Maintenance
• Maintenance plan / processes
• Supply/Transportation
Fleet Issue
Build
Spe
c / P
roce
sses
Condition-Based Maintenance Plus
Why?:• To improve reliability centered maintenance effectiveness and efficiency
through application of technology initiatives and process improvements• Sustain inherent performance, safety, reliability of materiel
How?:– Utilize interactive electronic technical manuals, portable maintenance aids
and other enabling tools and technologies– Implement diagnostics, sensors and prognostic algorithms and techniques– Employ reliability-centered maintenance concepts and practices– Enable statistical and engineering analysis processes– Develop condition-driven maintenance plans– Integrate maintenance and logistics processes and reporting systems
Status:• Completed survey of Service CBM+ Select Programs• Establishing the DoD CBM+ baseline• CBM+ website on-line and regularly updated• OSD/Service CBM+ Advisory Group meets weekly• Partnerships?
No Requirement to Build for Time on Wing
Build to Achieve Inherent Reliability
OCMOCMRepair Not Only What Is Broken but What Will Likely Fail Before a Defined Time on Wing
Repair Only What Is Broken
Maintenance IsUnplanned
Focus is Planned Maintenance Facilitates Resource Requirements Predications
Maintenance Driven byEquipment Conditioneror Lowest $/Shop Visit
Maintenance Based on LCC & Value
(What's Easiest Today)(What's Easiest Today) (What's Best for the Long Term)(What's Best for the Long Term)
OCM vs RCMOn-condition Maintenance vs
Reliability-centered Maintenance
RCMRCM
Fitz (LJM)/prop syst readiness.ppt/082800/11
New2nd
3rd4th
5th6th
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
US Army
Commercial
US Coast Guard
Full RCMTime on Wing
Growth
Full RCMTime on Wing
Growth
Partial RCMTime on WingDeteriorates
Partial RCMTime on WingDeteriorates
Current PracticesTime on WingDeteriorates
Current PracticesTime on WingDeteriorates
Engine Life Recovered After Repair
% N
ew
En
gin
e L
ife R
eco
vere
d
Reliability Centered Maintenance vs. Current On-Condition Practices
3X+ improvement in Time on Wing (TOW) with Comprehensive Reliability Centered Maintenance vs. Current On-Condition Practices
3X+ improvement in Time on Wing (TOW) with Comprehensive Reliability Centered Maintenance vs. Current On-Condition Practices
Engine Life RecoveredAfter Repair
RCM =ReliabilityCenteredMaintenance
Continuous Process Improvement
Why?:• Maximize weapon system readiness while minimizing materiel flows
and in-process inventories – Goal – Optimize reliability and cycle time while striking a reasonable
balance with costs across the total life cycle value chain How?:
• Employ:• Lean for eliminating all types of waste • Six Sigma (6σ ) for minimizing process variation • Theory of Constraints (TOC) for alleviating process “bottlenecks• CBM+ (Condition Based Maintenance Plus)
Status:• DOD CPI Transformation Review initiated• DOD CPI Policy in coordination• OSD-led CPI Working Group (O-6 level) meets weekly, updates OSD-led
GO/SES Group monthly• Partnerships?
83
40
1411 10
5
AIMD Lemoore Power Plants Shop Engine Repair Cycle Time
Apr-04Oct-02 Apr-03 Oct-03Oct-01 Apr-02
Focus on Continuous Improvement
(Maintenance Cycle Time)
CCAD Engine Turn Around Time Run Chart
Reduction in Mean & Variation Continue In 2004!Reduction in Mean & Variation Continue In 2004!
“Leaning” the Weapon Support Value Chain
Establish DoD-wideframework
Activities with highnear-term benefit
Comprehensive Effortacross WeaponsSystems
• Sharing lessons learned • Developing performance
measures• Standardizing education,
training and certification programs
• Aviation programs• Maintenance depots (e.g., ALCs)• Intermediate maintenance
activities (AIMDs/SIMAs)
• Continuous Process Improvement Lead Programs
• Annual progress assessments
Special Continuous ProcessImprovement (CPI) Projects
(E2E Materiel Readiness ValueChain Assessment)Air Force:
• F-15 aircraft
Army: • High-Mobility Multipurpose Wheeled Vehicle• UH-60 Black Hawk Helicopter
Marine Corps:• Blount Island Command's tactical wheeled
vehicle intermediate maintenance line: HMMWV (A2 series) MK 48 Logistics Vehicle System (LVS) Medium Tactical Vehicle Replacement (MTVR)
Navy:• F/A-18 aircraft• SSN-688 Class submarines
Improving Materiel ReadinessReliability, Cycle-Time, Cost
Drive reliabilityup to
optimum level
Drivesustainmentcycle timedown to
optimum level
(O&S only)Higher $Lower $
more
less
reliability
Sustainment cycle-time
Life-cycle cost(acquisition + O&S)
Cost of Readiness
Higher $
Higher $
R&D/ACQ Only
R&D/ACQ/O&SLowest $
Lower $
Higher $
Engine Integrated Recovery Approach
300 Engines Repaired per year
600 Eng req’d to meet CNO goals
400 hour MTBR
$700/Flight Hour
$165K/Repair
108 Engines Repaired per year
390 Eng req’d to meet CNO goals
1000 hour MTBR
$380/Flight Hour
$250K/Repair
T58TEAM
Industrial•Industrial Process•Depot/I-Level (IA5A, FHP)•Facilities/Capital Equipment (IA5A)•Parts Forecasting (NWCF)•Depot/I-Level Production (IA5A, FHP)
Technical
•Life Management•Reliability Centered Maintenance (RCM) •Design Changes •Engineering Investigations•Failure Modes/Effects
Logistics•Publications•Parts Forecasting•Inventory Tracking•Build Specs•Configuration Tracking
Integrated Approach is HARMONY!
Current Process is out of TUNE
Integrated Approach isHarmony.
COMMERICALSPEC
VH SPEC
Optimized Repair Spec
• Update/execute Policy (E2E)
• Improve System Life Cycle Management Prediction Capabilities
•Expertise, Tools and T&E Facilities
•Cause and effect predictive modeling
• Optimize Materiel Reliability
•Implement CBM+/RCM
•Preventive Maintenance Addresses Failure Characteristics
•Optimize Repair/build specs
• Optimize Materiel Cycle Time
•Employ CPI (Lean, 6Sigma, Theory of Constraints)
•Integrate Depot and Intermediate Level Best Practices and Processes
•Parts forecasting
• Integrate Materiel Readiness Budgets
•Balance Engineering, Logistics, Industrial Accounts
VISION - Focus AreasMateriel Readiness E2E Planning and Process(es)
Improvement