sustained materiel readiness david pauling, adusd (mr&mp) mro conferences
TRANSCRIPT
Sustained Materiel Readiness
David Pauling, ADUSD (MR&MP)
MRO Conferences
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 Supportedby DoD Maintenance
Source: LMI
11
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%)
2
Major DoD 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
4
Organic–Commercial Distributionof 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
5
• 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 Maintenance Structure Comparison
6
Sustained Materiel Readiness
ISSUE:• Concentrate on achieving/sustaining SPG/CPG readiness
• Balance safety, reliability, and maintenance activities to achieve readiness at best cost.
• Optimize “TIME-ON-WING” and repair “TURN AROUND TIME”
• Promote End-to-End (E2E) materiel readiness value chain perspective across DoD
• Optimize materiel condition reliability sustainment
• Optimize maintenance cost, cycle time
7
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– Reliability
• Condition Based Maintenance (CBM)/Reliability Centered Maintenance (RCM)
– Cycle process discipline• Lean, Six Sigma, Theory of Constraints, etc
• Institute integrated budgets (engineering, logistics, industrial)
8
• 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
9
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
10
Materiel Readiness Responsibilities
Strategic Planning Guidance/Contingency Planning Guidance
Materiel Availability Requirement
Materiel Readiness Policy
Acc
ompl
ish
Mat
erie
l Acq
uisi
tion
Acc
ompl
ish
Mat
erie
l Dis
trib
utio
n
Acc
ompl
ish
Supp
ly S
uppo
rt
Acc
ompl
ish
Mat
erie
l Mai
nten
ance
Acc
ompl
ish
In-S
ervi
ce E
ngin
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
“Should Be”(Plan)
“As Is”(Actual)
AcquisitionPolicy & Metrics
DistributionPolicy & Metrics
ISEPolicy & Metrics
MaintenancePolicy & Metrics
SupplyPolicy & Metrics
Strategic Planning Guidance/Contingency Planning Guidance
Materiel Availability Requirement
Materiel Readiness Policy
Acc
ompl
ish
Mat
erie
l Acq
uisi
tion
Acc
ompl
ish
Mat
erie
l Dis
trib
utio
n
Acc
ompl
ish
Supp
ly S
uppo
rt
Acc
ompl
ish
Mat
erie
l Mai
nten
ance
Acc
ompl
ish
In-S
ervi
ce E
ngin
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
“Should Be”(Plan)
“As Is”(Actual)
AcquisitionPolicy & Metrics
DistributionPolicy & Metrics
ISEPolicy & Metrics
MaintenancePolicy & Metrics
SupplyPolicy & Metrics
11
VISION - Focus AreasMateriel Readiness E2E
Planning and Process(es) Improvement
• 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 12
Policy: MR&MP Mission (1)
A. DoD Materiel Readiness Sustainment Outcomes
– Achieve and sustain inherent performance, safety, reliability• Invest/employ technologies
– Meet readiness and sustainability objectives• Minimize total life cycle cost
• Optimize reliability & cycle time
B. Condition Based Reliability Centered Processes– Provide materiel design improvement data/needs as
necessary– Allocate reliability centered, FMECA-based tasks– Utilize diagnostics and prognostics techniques– Employ serialized item management (SIM) techniques
DoDD 4151.18: Maintenance of Military Materiel
13
Policy: MR&MP Mission (2)
C. E2E Materiel Value Chain Agility/Continuous Process Improvement– Employ Lean, Six Sigma, Theory of Constraints– Identify consolidation, partnership, opportunities– Maintain core capabilities
D. Resources/Operations Information Systems– Scheduling, production control, financial management– Personnel & materiel performance and QA– Integrated budgets
DoDD 4151.18: Maintenance of Military Materiel
14
• 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
15
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 16
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
17
VISION - Focus AreasMateriel Readiness E2E
Planning and Process(es) Improvement
• 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 18
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 19
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
20
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
21
0
100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
1,300
1970 1975 1980 1985 1990 1995 2000 2010 2015
MT
BR
Ho
urs
Navy H-46D/H-3
Commercial V107
VH-3D
Engine Repair/Time on Wing Tradeoffs
$297K/repair
$240K/repair
$165K/repair
$380/flt hr
$700/flt hr
22
Cost Per RFI System Sensitivity
Optimal Reliability Invest
Reliability Investment
23
• 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
24
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 monthly25
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)
26
CCAD Engine Turn Around Time Run Chart
Reduction in Mean & Variation Continue In 2004!Reduction in Mean & Variation Continue In 2004! 27
Initial Lean Results Encouraging
Military InstallationEarly LeanLean
USS Truman
Military InstallationEarly LeanLean
Military InstallationEarly LeanLean
USS TrumanUSS Truman
Employment of techniques fragmented, incomplete – needs policy)
28
When Should We Partner?
Contractor Support
Organic Support
CLSORGANIC
More Organic More Commercial
MAJORITYORGANICSUPPORT
MAJORITYCONTRACTSUPPORT
Public/PrivatePartnering
Opportunities
MIX
GOAL: Leverage Innovative Concepts of the Private and Public Sectors to Support the Warfighter at the Best Value for the Department of Defense and the Taxpayer 29
Growth Trend inPublic-Private Partnerships
Source: DoD reports, Public-Private Partnerships for Depot Maintenance, July 2003 and July 2004
30
0
20
40
60
80
100
120
140
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Fiscal Year
Nu
mb
er
of
Pa
rtn
ers
hip
s
New Partnerships Total In Being
Benefits Are Being Realized from
Depot Maintenance Partnerships
0
10
20
30
40
50
60
70
Nu
mb
er o
f P
artn
ersh
ips
Product SupportImprovement
Increased FacilityUtilization
Improved BusinessProcesses orTechnology
Identifiable CostAvoidance
Type of Benefit47 Partnerships Have Identified More Than One Type of Benefit 31
• 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
32
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 $33
Engine Integrated RecoveryApproach
300 EnginesRepaired per year
600 Eng req’d tomeet CNO goals
400 hour MTBR
$700/Flight Hour
$165K/Repair
108 EnginesRepaired per year
390 Eng req’d tomeet 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 isout of TUNE
Integrated Approach is Harmony.
COMMERICALSPEC
VH SPEC
Optimized Repair Spec
300 EnginesRepaired per year
600 Eng req’d tomeet CNO goals
400 hour MTBR
$700/Flight Hour
$165K/Repair
108 EnginesRepaired per year
390 Eng req’d tomeet CNO goals
1000 hour MTBR
$380/Flight Hour
$250K/Repair
T58TEAMT58
TEAM
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 isout of TUNE
Integrated Approach is Harmony.
COMMERICALSPEC
COMMERICALSPEC
VH SPEC
Optimized Repair Spec
34
• 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
35
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
36
2004 Maintenance Award WinnersAwarded to the Most Outstanding
Field-Level Units in the DoD
• Marine Heavy Helicopter Squadron 462Marine Corps Air Station Miramar, California, USMC
• 509th Munitions SquadronWhiteman Air Force Base, Missouri, USAF
• 3rd Military Intelligence Battalion (Aerial Exploitation)Camp Humphreys, Republic of Korea, USA
• Combat Service Support Battalion 10Marine Corps Air Ground Combat Center, Twentynine Palms, California, USMC
• USS ABRAHAM LINCOLN (CVN 72)Naval Station Everett, Washington, USN
• 27th Maintenance GroupCannon Air Force Base, New Mexico, USAF
37
Sustaining Weapon System Readiness through Reliability, Cycle Time, and Continuous Process Improvements
Management
Operations Technology
Special Events
• Prognostics/Diagnostics
• Integrated Information
• Common Logistics Operating Environment
• UID/Serialized Item Management
• Senior Logisticians’ Roundtable
• SecDef Maintenance Awards
• Industry Tours
• Over 180 Exhibits
• Transformation Initiatives
• Maintenance-centric Readiness Roadmap
• Public/private-sector Integration
• Materiel Readiness Modeling
• . . .
• Lean, Theory of Constraints, Six Sigma in Maintenance
• Cycle Time Optimization
• Responsive Logistics Support
• Reliability-centered Maintenance
More info: Chuck Field, (703) [email protected] or www.sae.org/dod
2005DoD Maintenance Symposium &
ExhibitionBirmingham, Alabama
• Lessons learned• Knowledge sharing• Training opportunities