Examination of the U.S. Air Force's Aircraft Sustainment Needs in the Future and Its Strategy to Meet Those Needs (2011) / Chapter Skim
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2 Review of the Impact of Regulations, Policies, and Strategies on Sustainment
2 Review of the Impact of Regulations, Policies, and Strategies on Sustainment
Pages 24-64
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From page 24... ...
policies, instructions, and reports, and substantial steps by the Air Force to incorporate an enterprise perspective into the acquisition and sustainment 1 Sue Lumpkins, Principal Deputy Assistant Secretary of the Air Force for Installations, Environ ment and Logistics. "Air Force Studies Board Sustainment Study." Presentation to the committee, October 20, 2010.
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"Strengthened Sustainment Governance for Acquisition Program Reviews." Memorandum for Secretaries of the Military Departments. April 5, 2010.
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s . A i R f o Rc e ' s A i Rc R A f t s U s tA i n m e n t n e e d s fUtURe 26 in the eLog21 is a transformation campaign that drives Air Force supply chain operational improvement Umbrella effort consisting of multiple logistics transformation initiatives Ensures warfighter receives the right support at the right place and the right time Two primary goals: Increase equipment availability – to match Aircraft Availability (AA)
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§ 2476) ; regulations derived from the mid-1980s' Acquisi tion Reform Act and the Weapon System Acquisition Reform Act, which require major acquisition programs to have a weapon system Product Support Manager (PSM)
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s . A i R f o Rc e ' s A i Rc R A f t s U s tA i n m e n t n e e d s fUtURe 28 in the Airworthiness Program Support Reviews Centralized Asset Management Rapid Response Process Core/50/50 Reliability, Availability, and Maintainability Data Rights System Integrity Depot Source of Repair Sustaining Industrial Capabilities Global Logistics Support Center Sustainment Quad Chart Product Support Manager Sustainment Readiness Levels Public/Private Partnerships Transition Support Plan Performance-Based Life Cycle FIGURE 2-2 Sustainment policy updates to be addressed in Air Force policy.
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From page 29... ...
The answer to the second question is "Yes, however..." Including or not including the various types of work, by definition, affects Core workload determinations, which, in turn, affects main tenance capability and 50/50 work allocations and results.5 10 U.S.C. § 2464, Core Logistics Capability establishes a requirement to maintain a core depot maintenance capability that is government-owned and government-operated (including government personnel)
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, the Air Force determines the portion of depot maintenance work that can be performed outside of the organic depots, that is, by contractors. The summary effect of these two statutes was widely discussed by many of the speakers listed in Appendix B
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Additionally, instilling discipline into the overall sustainment determination process could help to eliminate the Core and 50/50 issues. As dynamic as the legislation is on depot maintenance and acquisition efforts, the committee found little to no statutory language about managing materiel or the spare parts piece of the supply chain.
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"AF Sustainment Study -- Product Support, Material Management, Transportation." Presentation to the Figure 2-3.eps committee, February 14, 2011. bitmap repeatedly observed material shortages to depot repair lines and to a lesser extent field activities and was informed by depot craftsmen of decisions made for some systems to switch from contractor support to organic support.
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A well-defined governance structure designed to ensure compliance with the directives prescribing the sustainment processes; 4. Organizational structures optimized and resourced to ensure proper lead ership, training, force development, and execution of the sustainment processes; 5.
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14 Jim Gray, Headquarters Air Force Materiel Command/Engineering Directorate, Executive Officer. Personal communication to the committee, April 11, 2011.
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are non-standard processes and ultimately "the results are reduced availability and increased cost." During the committee's tours of the ALCs and discussions with se lected personnel at Wright-Patterson Air Force Base, the non-standard approaches were highlighted. Ultimately, the lack of a single, disciplined process by which the Air Force determines its maintenance actions puts its engineering efforts into a reactive posture, which is particularly troubling given the aging fleet the Air Force must operate now and into the future.15 Finding 2-3.
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From page 36... ...
Comprehensive Approach to Gathering and Analyzing Data Over the past four decades, the DoD and Air Force focus has shifted with regard to the basic concept used to describe how the services will gather and use data to orchestrate the sustainment processes. Although the Air Force has varied in its engineering approach to sustainment, and more specifically in its maintenance, processes, and procedures, it has developed a well-designed series of data gathering and documentation endeavors to allow for a more predictive approach in some of its more critical subsystems.
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From page 37... ...
Current Governance Structure for Air Force Sustainment The governance of the sustainment enterprise is complex and involves many organizations, all of which have vested interests in the processes, procedures, and outcomes. The centerpiece of the sustainment strategy is founded on the concept of an Integrated Life-Cycle Management (ILCM)
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From page 38... ...
The introduction to this document states: This instruction must be used in conjunction with Air Force Instruction (AFI) 10-601, Capabilities-Based Requirements Development, AFI 99-103, Capabilities Based Test and Evaluation, AFI 63-1201, Life Cycle Systems Engineering, and AFI 20-101, Logistics Strategic Planning Procedures, to provide an integrated framework for the implementation of ILCM.18 Figure 2-6 shows the Air Force product support on ILCM.
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Fedder, Director of Logistics, Deputy Chief of Staff bitmap for Logistics, Installations and Mission Support, Headquarters United States Air Force. "AF Sustain ment Study -- Product Support, Material Management, Transportation." Presentation to the committee, February 14, 2011.
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– 30 pages of Sustainment Planning Requirements – Life Cycle Systems Engineering • Includes Weapon Systems Integrity programs • Maintenance and Sustainment Engineering • AFIs 20-101 and 63-1201 Tied to 63-101 – In-depth Policies in Logistics Strategic Planning and Systems Engineering FIGURE 2-7 Ongoing effort to consolidate the various policies. SOURCE: Colonel Kurt Hall, Deputy Director, Engineering and Technical Management Directorate, Headquarters Air Force Materiel Command, Figure 2-7.eps Wright-Patterson Air Force Base.
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Equipment , Vehicle C2 Repair Network Integration Transformation Initiative AF Common Operating Picture High-Velocity Maintenance LCM Acq Log Initiatives Global Ammo Control Point Decision Support Tools Depot Production Support Availability Improvement Purchasing Supply Chain Logistics, Installation, and Business Process Model Planning Management (PSCM) Mission Support -- Enterprise View Life-Cycle Systems Engineering Next Gen Log Read Sqdn LIMS-EV Tool Sets System Life-Cycle Integrity Weapon System Supply Chain Balanced Scorecard Managemnt Management Condition-Based Maintenance+ Product Lifecycle Management Asset Marking and Tracking Centralized Asset Agile Combat Support (ACS)
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From page 42... ...
Furthermore, the DoD Weapon System Acquisition Reform Product Support Assessment and the LMI Future Capability of DoD Depot Maintenance reports comment on the state of acquisition and sustainment decisions and make recommendations for tighter controls and earlier sustainment considerations in the acquisition process, includ ing making sustainment considerations a Milestone A exit criteria.19,20 Under the eLog21 umbrella, the sustainment community works the Logistics Requirements Traceability initiative, which maps gaps and entry points to insert sustainment considerations into the early stages of the acquisition effort. This is another major step forward to ensuring that sustainment is considered as early as Milestone A in the acquisition process.
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From page 43... ...
Furthermore, the policy does not designate a single individual or com mander as the sustainment or product support lead with responsibility for looking across the entire acquisition and sustainment enterprise (operational commands, in addition to the AFMC and the Defense Logistics Agency) and with authority for conducting future critical planning efforts, developing the execution details, standardizing engineering tools, and developing the sustainment equivalent of "operational tactics, techniques, and procedure." To ensure that AFI 63-101 is adhered to, the well thought out principles and processes of eLog21 are executed, and the significance of sustainment responsibilities are well represented, the Air Force should designate a field organization and commander as responsible for long-term sustainment planning and progression as well as for year of execution decision making.
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From page 44... ...
The committee believes that the sustainment enterprise would best work with strong centralized policy, procedures, and practices determined by the SAF/AQ, AF/A4/7, and the sustainment commander. When these are in place with the appropriate metrics, decentralized execution should be allowed to occur and performance reflected in the metrics.
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Global Logistics Support Center; HQ AFMC, Headquarters Air Force Materiel Command; PEO, Program Executive Office; PM, Program Manager; SAF/AQ, Assistant Figure 2-11.eps Secretary of the Air Force (Acquisition) ; SPM, System Program Manager; SSM, System Support Manager or System Sustainment Manager.
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SOURCE: Major General Bruce A Litchfield, Commander, 76th Maintenance Wing, Okla homa City Air Logistics Center, Tinker Air Force Base.
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i m pAc t R e g U l At i o n s , p o l i c i e s , s t R At e g i e s s U s tA i n m e n t 47 of And on 1% 1% Overall Touch Time: -12% Overall Queue Time: N/A -53% Overall Touch Time: -18% Overall Queue Time: +81% FIGURE 2-11 continued
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From page 48... ...
These sus tainment strategies range from total contractor support, to hybrid support from contractor and organic sources, to total government support. During these same discussions, it was noted how costly contractor support concepts are, but, at the same time, references were made to the positive outcome of the contractor support
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Litchfield, Commander, 76th Maintenance Wing, Oklahoma City Air Logistics Center, Tinker Air Force Base. "76 MXW Production Machine." Presentation to the committee, January 11, 2011.
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2009. DoD Weapon System Acquisition Reform Product Support Assessment.
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Tune, Principal Deputy Assistant Secretary of the Air Force for Installations, Environ ment and Logistics, Office of the Assistant Secretary of the Air Force for Installations, Environment and Logistics. "Air Force Studies Board Sustainment Study: Developing the Right Product Support Concepts for the Future." Presentation to the committee, October 10, 2011.
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Tune, Principal Deputy Assistant Secretary of the Air Force for Installations, Environment and Logistics, Office of the Assistant Secretary of the Air Force for Installations, Environment and Logistics. "Developing the Right Product Support Concepts for the Future." Presentation to the committee, October 20, 2010.
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From page 53... ...
Personal communication by the committee with Gustavo Urzua, The Boeing Company, who acknowl edged that the data source was the Air Force total ownership cost database. more, the 2009 DoD Weapon System Acquisition Reform Product Support Assessment analyzed partnering strategies and stated: While there are a range of indicators resulting from the maturity assessments and root cause analysis, the weapon system data analysis clearly shows that performance-based (outcome-based)
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reductions FY2004 Figure 2-16.eps FY2011. SOURCE: Mark Angelo, Director, C-17 GSP Operations & Site Lead, The Boeing Company; Robert Tomilowitz, Executive Director, Supply Chain Management and Support Equipment, The Boeing Company; and Richard (Skip)
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2009. DoD Weapon System Acquisition Reform Product Support Assessment.
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2009. DoD Weapon System Acquisition Reform Product Support Assessment.
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Interestingly, although the acquisition arm is under the Naval Air Systems command and is a force supporter, the maintenance depots and 29Appendix C, Navy Enterprise Transformation , provides additional details on the naval Aviation Enterprise.
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SOURCE: Captain Mike Kelly, Commander, Naval Air Forces (CNAF) , Force Material, Maintenance and Readiness.
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This year, as in the past, we questioned the assumptions that underline what we do and why we do it." "The NAE is relevant, if not more relevant today, in championing the processes that deliver a warfighting capability. The purpose of this meeting is to bring together a core group of leaders that have an impact on naval aviation," said James Beebe, executive director for Commander, Naval Air Forces.
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SOURCE: Captain Mike Kelly, Commander, Naval Air Forces (CNAF) , Force Ma terial, Maintenance and Readiness.
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i m pAc t R e g U l At i o n s , p o l i c i e s , s t R At e g i e s s U s tA i n m e n t 61 of And on Enlisted Personnel RFT COST PERFORMANCE SPI: 0.99 CPI: 1.09 EI: 1.00 $6,280 8,000 $7,199 $6,250 7,000 FW $5,745 6,000 AFM 5,000 4,000 SPI: 0.99 AVDLR 3,000 CPI: 1.09 2,000 FF 1,000 0 1 FIGURE 2-20 continued
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SOURCE: Captain Mike Kelly, Commander, Naval Air Forces (CNAF) , Force Material, Maintenance and Readiness.
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5. Provide SFDM as Key Performance Indicators for transparency within the entire Naval Aviation community relative to readiness performance.
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As reflected in several recommendations, the sustainment process can be improved, but to do so will require continued efforts through programs such as eLog 21 and SAF/AQ initiatives. Yet, these alone will not address all issues or even solve the key issue.
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