1

CAPT Larry OlsenDeputy Commander MARMC16 June 2004

Mid-Atlantic Regional Maintenance Center Overview

2

Maintenance Initiatives

• SHIPMAIN – the maintenance process

• Waterfront Integration – the organization

• NEMAIS – the “tool” (SAP)

3

Why SHIPMAIN?

• Address current maintenance and modernization challenges– Lack a common process and single process owner– Excessive handoffs across multiple organizations– Unclear accountability for results– Funding administration & uncertainty cause ‘churn’– High “Premiums” paid in execution cost due to

inefficient upkeep planning– Excessive spending on ALTS designed and procured,

but not installed

4

SHIPMAIN Goals

• Install a common planning process for surface ship maintenance and modernization

• Increase the efficiency of the process without compromising its effectiveness

• Install a disciplined management process with objective measurements

• Institutionalize the process and a continuous improvement method (JFMM & feedback)

5

SHIPMAIN Philosophy

• Minimize Growth and New Work (G&NW) through better planning and earlier MSR involvement.

• Implement a Maintenance Figure of Merit (MFOM) approach to prioritize maintenance.

• Change the “culture” to effectively reduce premiums paid by managing G&NW.

6

SHIPMAIN

• CFT-1 Requirements

• CFT-2 Package Preparation

• CFT-3 Placement and Oversight

• CFT-4 Alterations and Modernization

7

CFT-1 Requirements

• Maintenance Teams – focal point

• Planning Board for Maintenance

• One-step work brokering and screening

• Prioritized 2Ks: Maintenance Figure of Merit

• Continuous flow of 2Ks to MSR

• Auto screening of ICMP 2Ks

• ICAVs provide electronic 2Ks

• Metrics, metrics, metrics…more metrics

8

What is a Maintenance Team?

Commanding Officer

Project ManagerPort Engineer

Ship Supervisor ContractorRepresentative

(Not yet completely in place)

9

Ship Maintenance Teams

• Primary responsibilities – Focused on a Specific Ship– Identify and prioritize required work IAW consistent

MFOM – validity and accuracy– Determine when and where work items will be

accomplished - based on business practices that reduce cost

– Match resources to prioritized requirements– Oversee availability execution

Small cross-functional team executes planning and oversees execution

10

CFT-2 Package Preparation

• Master spec catalog

– Establish reusable specifications

– Provides template for new specs

• Package prepared by executing activity

• Robust feedback for new specs and cost returns

11

CFT-3 Placement and Oversight

• Coordination of MT and Contractor

• Continuous Technical Advisory Reports

• Gov’t estimates not required

• Multi-Ship/Multi-Option (MSMO) contracts

• Flow of maintenance items between CNO and continuous maintenance availabilities

• RMCs control funding

12

CFT-4 Alterations and Modernization

• All ALTS through same process

• Two Types: Program (K) & Fleet (D)

• Mission and BG Interoperability focus

• Hierarchical decision making model

• Prioritized list: ALT Figure of Merit

• Engineering/BCA filters applied before extensive development of an ALT

13

Waterfront Integration

• Fleet initiative

• Combines RSG, SIMA, FTSCLANT and SUPSHIP Portsmouth

• All RMC’s (non-shipyard) similar– Mid Atlantic (Norfolk)

– South East (Mayport)

– South Central (Ingleside)

– South West (San Diego)

• Personnel reductions achieved through attrition

14

Waterfront Integration

• Goals include:– Eliminate redundancy– Standardize processes both regionally and

nationally– Implement the SHIPMAIN entitled process– Reduce reimbursable work >> mission funded

• Somewhat more difficult in Norfolk due to complexity, geography, market and density

1,016 personnel = 267 military + 527 gov’t civilian + 222 contractors

79 personnel = 52 military + 20 gov’t civilian + 7 contractors

627 personnel = 16 military + 456 gov’t civilian + 155 contractors

1,851 personnel = 1,782 military + 68 gov’t civilian + 1 contractor

3,573 personnel = 2,117 military + 1,071 gov’t civilian + 385 contractors

16

MARMC Organization

FINANCIAL LOGISTICSINFORMATIONTECHNOLOGY

PRODUCTIONWATERFRONTOPERATIONS CONTRACTS ENGINEERING

COMMANDER

DEPUTY

EXECUTIVEDIRECTOR

BUSINESSOFFICE

COMMAND SUPPORT SVCS

17

NEMAIS

• NAVSEA’s solution for ship maintenance

• Somewhat cumbersome at present

• U-NNPI Certification in progress

• Evaluating additional NEMAIS seats for MA-RMC functions

• Need support while awaiting convergence

18

ISSUES

• No layoffs

• Optimal Manning on surface ships – PMS

• Reimbursable work for FTSCLANT

• Shift from FFP to MSMO contracts

• Four unions to negotiate with

• Surface ship maintenance in the MED/GULF

19

AND MORE ISSUES

• Connectivity and AIS

• 500+ instructions to merge

• JFMM update

• Funding churn…

• Lots of moving parts…

20

QUESTIONS?