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Sustained Materiel Readiness

Sustained Materiel Readiness. David Pauling, ADUSD (MR&MP) MRO Conferences. Systems Supported by DoD Maintenance. 100,000+ Ground Combat/Tactical Vehicles.  900 Strategic Missiles. Maintained by: 681,000 DoD personnel Private sector companies.  300 Ships.

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Sustained Materiel Readiness

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  1. Sustained Materiel Readiness David Pauling, ADUSD (MR&MP) MRO Conferences

  2. Systems Supported by DoD Maintenance 100,000+ Ground Combat/Tactical Vehicles  900 Strategic Missiles • Maintained by: • 681,000 DoD personnel • Private sector companies  300 Ships  15,000 Aircraft/Helicopters Maintenance cost: ~$59B per year + 250K+ Wheeled Vehicles + Comm/Electronics Equipment + Support Equipment + ... National Defense PP&E is valued at  $600 Billion 1 1 Source: LMI

  3. DoD Field- and Depot-Level MaintainersDistribution by Service (in 000s) Marine Corps Field Marine Corps Depot Maintainers Maintainers 49.9 (7%) 0.9 (<1%) Navy Depot Maintainers Army Field 20.9 (3%) Maintainers 220.8 (33%) Totals Navy Field Field - Level Maintainers 631.1 ~93% Maintainers Depot Maintainers 44.1 ~7% 173.6 (26%) Army Depot Maintainers 7.2 (1%) Air Force Depot Air Force Field Maintainers Maintainers 15.1 (2%) 186.8 (28%) 2

  4. 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 Major DoD Intermediate-Level Activities 4

  5. Organic–Commercial Distribution of DoD Depot Maintenance DoD-wide: 54% Organic; 46% Commercial 46% 48% FY03 $ (in billions) Commercial Organic 44% 52% 54% 56% 85% Organic Air Force Army Navy USMC Source: USD(AT&L) report Distribution of DoD Depot Maintenance Workloads: Fiscal Years 2002 and 2003, February 2004 5

  6. Field Maintenance Depot Maintenance DoD/Commercial Maintenance Structure Comparison Depot (Centralized) vs. Field LevelPercentage of Personnel • 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) Approximate Total Number of Maintainers Trucking maintenance 40K DoD maintenance 681K Low cost air carrier 13K Parcel trucking 15K Railway 8.7K Legacy airline 125K 0% 20% 40% 60% 80% 100% 6 Note: Commercial percentages are estimated based on available data

  7. 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

  8. 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

  9. VISION - Focus Areas Materiel 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 9

  10. Building the Optimum Materiel Readiness Sustainment Plan/Budget mission-based operational readiness requirement mission-based materiel readiness requirement START SPG/CPG Seek to reduce sustainment costs “WAR PLAN” Required Amount of RFI Materiel (installed + uninstalled) Required Number of RFI Weapons INTEGRATED BUDGET INTEGRATED MANAGEMENT PLAN R&D YES • S&T SAFETY STANDARDS Technical PLAN • Design READINESS BASED MATERIEL REQUIREMENTS MODEL EQUIPMENT RELIABILITY PROCUREMENT INTEGRATED REPAIR/BUILD CYCLE TIME PLAN MAINT/RCM STRATEGY MATERIEL READINESS GOALS ACHIEVED? O&M PIPELINE COMMON METRICS • In Svc Eng/Log SPARES FORECASTING & PROCUREMENT PLAN PLANNING FACTORS • DEPOT MATERIEL TRANSPORTATION DISTRIBUTION PLAN • DLR NO WCF Seek to increase sustainment performance 10

  11. Materiel Readiness Responsibilities 11

  12. VISION - Focus Areas Materiel 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

  13. 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 Policy: MR&MP Mission (1) DoDD 4151.18: Maintenance of Military Materiel 13

  14. 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 Policy: MR&MP Mission (2) DoDD 4151.18: Maintenance of Military Materiel 14

  15. VISION - Focus Areas Materiel 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 15

  16. 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

  17. Materiel Readiness Integrated Management (E2E) 17

  18. VISION - Focus Areas Materiel 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

  19. 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

  20. Repair Only What • Is Broken • Repair Not Only What Is Broken but What Will Likely Fail Before a Defined Time on Wing No Requirement to Build for Time on Wing Build to Achieve Inherent Reliability OCM vs RCM On-condition Maintenance vsReliability-centered Maintenance OCM RCM Maintenance Is Unplanned Focus is Planned Maintenance Facilitates Resource Requirements Predications Maintenance Based on LCC & Value Maintenance Driven by Equipment Conditioner or Lowest $/Shop Visit (What's Best for the Long Term) (What's Easiest Today) 20

  21. Engine Life RecoveredAfter Repair RCM = Reliability Centered Maintenance 21

  22. Engine Repair/Time on Wing Tradeoffs $297K/repair $380/flt hr $240K/repair $700/flt hr $165K/repair 22

  23. Cost Per RFI System Sensitivity Reliability Investment Optimal Reliability Invest 23

  24. VISION - Focus Areas Materiel 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 AddressesFailure 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 24

  25. 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 Continuous Process Improvement 25

  26. Focus on Continuous Improvement(Maintenance Cycle Time) Oct-03 Apr-04 Apr-03 Oct-02 Apr-02 Oct-01 AIMD Lemoore Power Plants Shop Engine Repair Cycle Time 26

  27. CCAD Engine Turn Around Time Run Chart Reduction in Mean & Variation Continue In 2004! 27

  28. Initial Lean Results Encouraging Employment of techniques fragmented, incomplete – needs policy) 28

  29. More Organic More Commercial ORGANIC Contractor Support Organic Support CLS MAJORITY CONTRACT SUPPORT MAJORITY ORGANIC SUPPORT Public/Private Partnering Opportunities When Should We Partner? 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

  30. Growth Trend in Public-Private Partnerships 30 Source: DoD reports, Public-Private Partnerships for Depot Maintenance, July 2003 and July 2004

  31. 47 Partnerships Have Identified More Than One Type of Benefit Benefits Are Being Realized fromDepot Maintenance Partnerships 31

  32. VISION - Focus Areas Materiel 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 AddressesFailure 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 32

  33. Improving Materiel ReadinessReliability, Cycle-Time, Cost Life-cycle cost (acquisition + O&S) more Drive reliability up to optimum level reliability Sustainment cycle-time less Drive sustainment cycle time down to optimum level Cost of Readiness Lower $ Higher $ (O&S only) R&D/ACQ Only Higher $ Lower $ 33 R&D/ACQ/O&S Lowest $ Higher $ Higher $

  34. Engine Integrated RecoveryApproach 34

  35. VISION - Focus Areas Materiel 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 35

  36. 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 Partnering Government Team (Engr, Log, Ind) Private Sector 36

  37. 2004 Maintenance Award Winners Awarded 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

  38. 2005DoD Maintenance Symposium & ExhibitionBirmingham, Alabama • Lean, Theory of Constraints, Six Sigma in Maintenance • Cycle Time Optimization • Responsive Logistics Support • Reliability-centered Maintenance • Prognostics/Diagnostics • Integrated Information • Common Logistics Operating Environment • UID/Serialized Item Management Operations Technology Sustaining Weapon System Readiness through Reliability, Cycle Time, and Continuous Process Improvements Management Special Events • Transformation Initiatives • Maintenance-centric Readiness Roadmap • Public/private-sector Integration • Materiel Readiness Modeling • . . . • Senior Logisticians’ Roundtable • SecDef Maintenance Awards • Industry Tours • Over 180 Exhibits • Lessons learned • Knowledge sharing • Training opportunities October 24 - 27, 2005 More info: Chuck Field, (703) 697-9067chuck.field@osd.mil or www.sae.org/dod

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