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LOG 102 System Sustainment Fundamentals Course Update

LOG 102 System Sustainment Fundamentals Course Update. Michael D. “Bo” Gourley Performance Learning Director, Sustainment Briefing to the Logistics Functional IPT 26 June 2007. LOG 102 System Sustainment Fundamentals. DAWIA Level I certification course Prerequisite: ACQ 101

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LOG 102 System Sustainment Fundamentals Course Update

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  1. LOG 102 System Sustainment FundamentalsCourse Update Michael D. “Bo” Gourley Performance Learning Director, Sustainment Briefing to the Logistics Functional IPT 26 June 2007

  2. LOG 102System Sustainment Fundamentals DAWIA Level I certification course Prerequisite: ACQ 101 Distance learning course (on-line) Rolling enrollment Designed for entry-level logistics professionals Civilian or military who manage DoD logistics activities and are responsible for establishing and maintaining the life cycle logistics support for defense systems and equipment Personnel previously certified at Level I and above are also encouraged to take this course DoD contractors may also enroll

  3. LOG 102System Sustainment Fundamentals Key personnel Course Manager Hal Ernest, DAU South Region DAU LCIC PLD Bo Gourley DAU LCIC Director for Logistics and Sustainment Bill Kobren Course Manager Regional Representatives Capital and Northeast: Larry Heller West: Bob Cartwright Midwest: Gil Torres South: Hal Ernest (CM) Mid-Atlantic: Phil Littrell LCIC Instructional Systems Specialist Dr. Judith Bayliss

  4. LOG 102System Sustainment Fundamentals 20 modules Four mid-course exams One after every 5 lessons Numerous mid-lesson Knowledge Review questions Incorporates audio in Flash graphics from the start Student feedback upon completion SME (DAU Professor) available to student throughout the course Each module takes 1 – 1.5 hours Course takes about 25 contact hours Students have 60 days to complete the course once registered

  5. Quality Excellent on-line product Responsive, experienced instructors from each Region Reach High throughput extends beyond Logistics; beyond AT&L workforce Speed Students have continual and instant access to course materials Students receive real-time responsive from SMEs Integrated linkage To/from LOG CoP resources and DUSD(AT&L) sites LOG 102: High Impact

  6. Logistics supply chain concepts Best commercial practices, as applied to weapon systems sustainment Performance metrics Partnering and alliance opportunities and experiences Performance-based support Enterprise business environment and opportunities Reduction in life cycle costs / total ownership costs Course Content

  7. Course Content

  8. “This was one of the best DAWIA classes I have taken” “The best on-line learning experience of any DAU course” “Well-presented and the examples were very topical and current” “Best prepared class I have taken with DAU. I tip my hat to the developers.” “Really opened by eyes.” “It really pertained to my job.” “I strongly suggest all co-workers to take this course.” Student Feedback

  9. Original projections 2,300 students anticipated for FY 05 Course was activated in late October 2004 Surpassed the initial annual projection in 1Q FY 05! Currently the 4th most attended DAU course Issues pertaining to Sustainment will continue to increase in visibility and attention, resulting in a continued - or increasing - demand for the course Opportunity for “Acquisition world” first look at Sustainment issues Not just for “Sustainers” Service needs

  10. What’s in it for me? Module objectives are continually described

  11. Up-to-date Visuals Incorporates audio

  12. Up-to-date Course

  13. Goal: Up-to-date Course

  14. February 6, 2006 Goal: Up-to-date Course

  15. Knowledge Review Questions Throughout the Course

  16. Knowledge Review Questions Throughout the Course

  17. Up-to-date linking references Scattered strategically throughout the course

  18. End-of-module references and links

  19. Many Sustainment and SCM links via the LOG CoP

  20. Links from DUSD(L&MR)

  21. Actual throughput (Graduates) FY07 FY05 FY06

  22. Actual throughput (Graduates) • 11,470 since course start • Graduate 50 students every day • Over 2,500 graduates so far this FY FY07 FY05 FY06

  23. Current Active Students SectionStudentsRegionCMRR 302 87 Capital & Northeast Larry Heller 303 88 Midwest Gil Torres 304 86 West Bob Cartwright 305 2 South (Phase-out) Hal Ernest (CM) 306 87 Mid-Atlantic Phil Littrell 307 86 South Hal Ernest (CM) 436 FY07 FY05 FY06

  24. Currency and relevance of links is a priority! Course Manager has just complete a top-to-bottom review of all links within the course Outdated links were updated or removed “Bad” links were removed Link Currency: A manageable challenge

  25. Link Currency: A manageable challenge

  26. Course Currency: A manageable challenge Student Feedback: “Well-presented and the examples were very topical and current” • Course is three years old • Time for next spiral update • Course update will incorporate: • Sustainment Metrics • Life Cycle Management • RFID requirements • IUID requirements • Force Centric Logistics Enterprise module re-work

  27. LOG 102 Update and Revision Update schedule to begin at the start of FY 08

  28. Incorporate Sustainment Outcome Metrics Course update will address: • Material Availability (KPP) • Material Reliability (KSA) • Ownership Costs (KSA) • Mean Down Time

  29. Incorporate Sustainment Outcome Metrics Enablers • PBL • Corrosion Prevention • IUID/Serialized Item Management • Tech Data/IETM • CBM+ • Prognostics & Diagnostics • RCM • CPI • Title 10 Requirements, 50/50, Partnering • Depot Maintenance Plans • DMSMS, Obsolescence Plans • Training • Integrated SCM • RFID • Predictive Modeling • Long-term PBAs

  30. LOG 102 Update and Revision Schedule • Course initially fielded in October 2004 • Initial course maintenance in June/July 2005 • Incorporated minor content changes, newer web links, updated references, tweaked exam question wording • Rectified course content issues that were identified by initial cadre of students and instructors • Migrated updated course to the ATLAS production server in August 2005 • Additional modifications made in August 2006 • Course review continues • Revision slated for FY 08

  31. The New Life Cycle Management module • To be designed to have similar look and feel to the existing course materials • To be designed to be separately deployed as a stand-alone CLM

  32. LOG 102 SUMMARY • Course is in good shape • Continued excellent student feedback • CM is maintaining link currency • New content is needed, especially in light of new Sustainment Metrics memo • DAU Staff is preparing for planned update • Course will continue its relevance

  33. LOG 102 BACK-UP SLIDES

  34. Introduction/Course Overview Enterprise Business Environment: DoD Logistics Organizations Enterprise Business Environment: Policy, Concepts, and Direction Performance Based Logistics Public-Private Partnering RTOC Expanded Course Content Overview

  35. Introduction/Course Overview Enterprise Business Environment: DoD Logistics Organizations Enterprise Business Environment: Policy, Concepts, and Direction Performance Based Logistics Public-Private Partnering RTOC Expanded Course Content Overview • Supply Chain Management Definitions and Perspectives • Supply Chain Management Concept • Supply Chain Structure and Strategy • Supply Chain Operational Reference (SCOR) Model (Plan, Source, Make/Repair, Deliver, and Return) Structure • Plan Supply Chain

  36. Introduction/Course Overview Enterprise Business Environment: DoD Logistics Organizations Enterprise Business Environment: Policy, Concepts, and Direction Performance Based Logistics Public-Private Partnering RTOC Expanded Course Content Overview • Plan Inventory • Supplier Sourcing • Maintenance Role in Supply Chain • Maintenance-Supply Interface • Deliver: Order Processing • Supply Chain Management Definitions and Perspectives • Supply Chain Management Concept • Supply Chain Structure and Strategy • Supply Chain Operational Reference (SCOR) Model (Plan, Source, Make/Repair, Deliver, and Return) Structure • Plan Supply Chain

  37. Introduction/Course Overview Enterprise Business Environment: DoD Logistics Organizations Enterprise Business Environment: Policy, Concepts, and Direction Performance Based Logistics Public-Private Partnering RTOC Course Content Overview • Plan Inventory • Supplier Sourcing • Maintenance Role in Supply Chain • Maintenance-Supply Interface • Deliver: Order Processing • Deliver: End-to-End Distribution • Supply Chain Performance • Enabling Technologies • Supply Chain Quality Management • Environmental Considerations • Supply Chain Management Definitions and Perspectives • Supply Chain Management Concept • Supply Chain Structure and Strategy • Supply Chain Operational Reference (SCOR) Model (Plan, Source, Make/Repair, Deliver, and Return) Structure • Plan Supply Chain

  38. Module 1. Enterprise Business Environment: DoD Logistics Organizations Given the significant policy and technical changes in logistics, identify the organizations responsible for the logistics mission in DoD. Module 2. Enterprise Business Environment: Policy, Concepts, and Direction Given the scope and depth of factors driving change in the logistics community, identify the major policies, concepts and guiding directions that are expected to shape the DoD logistics process for the foreseeable future. Module 3. Performance Based Logistics Given current DoD policy guidance to compress supply chain cycles and improve readiness for major weapon systems and commodities, identify the role PBL plays in transforming the sustainment process to improve future logistics support of the DoD warfighter. Module 4. Public-Private Partnering Given the current DoD policy, identify the potential role of Public-Private Partnering for depot maintenance and other logistics support in a Performance-based logistics environment. Module 5. Reducing Total Operating Cost (RTOC) Given the significant impact of support strategy decisions on reducing total ownership cost during all phases of weapon system and equipment acquisition and sustainment, identify the policies, programs and major management influences that shape performance and cost reduction initiatives during the total life cycle. Terminal Learning Objectives Modules 1 - 5

  39. Terminal Learning Objectives Modules 6 - 10 • Module 6. Supply Chain Management Definitions and Perspectives • Given the explanation of the role of supply chain management in DoD weapon system support, recognize the definitions of SCM and the different perspectives of how SCM can be viewed. • Module 7. Supply Chain Management Concept • Given the definition of Supply Chain Management (SCM), describe its concept and evolution. • Module 8. Supply Chain Structure and Strategy • Given the performance objectives of alternative supply chain strategies and the key elements that drive supply chain performance recognize the effects of product demand and material supply approaches in selecting the appropriate supply chain strategy to meet performance objectives • Module 9. Supply Chain Operational Reference (SCOR) Model • Given the SCOR model (Plan, Source, Make/Repair, Deliver, and Return), identify the reasons for business reference models and the major supply chain management processes in terms of the SCOR model • Module 10. Plan Supply Chain • Given the requirement to implement modern supply chain management across all segments of the DoD logistics process, identify the planning elements and best commercial practices of supply chain management.

  40. Terminal Learning Objectives Modules 11 - 15 • Module 11. Plan Inventory • Given the requirement to implement modern supply chain management across all segments of the DoD logistics processes, identify materiel requirements concepts and materiel retention issues, recognizing the need to plan for inventory control in uncertain environments • Module 12. Supplier Sourcing • Given the need to accomplish effective sourcing in a supply chain, identify the key elements in the development of a sourcing strategy, effectively implementing the strategy, and key current best commercial sourcing management practices. • Module 13. Maintenance Role in Supply Chain • Given the structure of the supply chain, identify the role of the maintenance/repair process in the DoD supply chain. • Module 14. Maintenance-Supply Interface • Given the description of interfaces between supply and maintenance functions in the DoD supply chain, recognize the major process relationships essential for effective and efficient logistics support. • Module 15. Deliver: Order Processing • Given the impact of new information management concepts and enabling technologies, define the functions of order fulfillment within the supply chain, and the issues and solutions that are available.

  41. Terminal Learning Objectives Modules 16 - 20 Module 16. Deliver: End-to-End Distribution Given the factors that influence choices on an appropriate end-to-end distribution process design, identify the range of alternatives in order fulfillment, transport services network design, and distribution. Module 17. Supply Chain Performance Given a description of the sources and importance of supply chain information and measurement systems, identify key metrics that permit tracking and management of supply chain performance. Module 18. Enabling Technologies Given the broad range of technology enablers with potential DoD application, describe representative data collection, information and communication technologies and their role in facilitating the purchasing, movement, repair and storage of material. Module 19. Supply Chain Quality Management Given the requirement to implement supply chain management as part of DoD’s transformation initiative, identify the concepts and current practices of supply chain quality management. Module 20. Environmental Considerations Given key environmental policy and regulatory drivers, identify and understand environmentally related requirements, implications, and impacts on the DoD logistics process.

  42. As Thomas rose, he proved to his men that his addiction to detail and his insistence on preparation saved lives and won battles. His generalship behind the front, before the battle, was generations ahead of his peers. He organized a professional headquarters that made other generals’ staff work seem haphazard. His mess and hospital services, his maps and his scouting network were all models of efficiency; he was never surprised as Grant had been at Shiloh. He anticipated modern warfare with his emphasis on logistics, rapidly repairing his railroad supply lines and teaching his soldiers that a battle could turn on the broken linchpin of a cannon. General George H. Thomas, USA Ernest B. Furgurson – Catching Up With “Old Slow Trot” (Smithsonian, March 2007, pp. 51-570)

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