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Affordable Readiness The Holy Grail. VectorCSP. Questions. How many people in here manage assets? How many of you know the condition of those assets? How long until the next calendar or hourly maintenance due on the assets? - PowerPoint PPT Presentation
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VectorCSP
Questions How many people in here manage assets?
How many of you know the condition of those assets?
How long until the next calendar or hourly maintenance due on the assets?
Do you know the training and qualification status of the people that operate those assets?
Do you know the configuration of those assets?
Do you know where the parts are that you need to fix those assets?
Do you know how much it costs to operate one of those assets per hour?
Answers
If you answered yes to all of these questions you can come up here and help me with the presentation
In God we trust, all others bring dataDr. Deming
How we got here Delivered an Integrated Logistics Support Program to
the entire USCG Small Boat fleet of 1800 boats…
Now they know what they have, Where they have it, What condition it is in,
When the next maintenance is due, If the crew is current and qualified for the mission
Deliver results = documented 30-50% reduction in costs and man hours to the USCG Small Boat Product Line (Sea Power magazine)
Getting it right the first time, every time.
Priorities
If everything is important nothing is!
So to keep it simple, and communicate effectively…
Develop compelling and unambiguous cornerstones
Have a plan or be part of someone else’s
Four Cornerstones
Product Line Management
Configuration Management
Total Asset Visibility
Bi Level Maintenance
Product Line Management
Single point of accountability Resourced and empowered Balance ops requirements and
mission support… Make data driven business decisions
Trust but Verify
PL Stand Up Roadmap
Configuration Management
Correct Form, Fit, Function Responsive System to make changes
Not just parts, but people too! System discipline, the difference between order and chaos
Total Asset Visibility
Total Transparency Regular inventory audits Parts allowance lists Parts push system
Bi Level Maintenance
Remove a non-value add layer Unit work aligned with worker SKA’s
Tools, special equipment standard Standardized depot packages Two way feedback on performance
Integrated Logistics Support
Everything is connected to something else
Understanding the connections is key
Establish boundary diagrams…ownership
Inputs/outputs create clarity; remove ambiguity
Provide value to your customer…everyday
Logistic Elements as Cost Considerations
04/21/23 13
Metrics Traceability
04/21/23 14
Logistics Impact on Ao
04/21/23 15
What Makes Up MLDT?Pretty much everything else!Ordering PartsAwaiting PartsFinding Proper PersonnelFinding Proper Tools and EquipmentReceiving PartsInstalling PartsInspect and CheckDocumentation
04/21/23 16
Seems pretty straight forward so far … Establish the cornerstones Develop the plan Bring data Where do I go to get the data?
First focus on the Business Rules and Processes not the IT tool
Process Knowledge
04/21/23 18
This represents our knowledge of a process; e.g. MLDT >
This is the goal >
Process
A. DEVELOP READINESS-BASED ASSET DEMAND
MODEL (Re-baseline Team)
B. DEVELOP SUPPLY CHAIN MANAGEMENT
CAPABILITY (Re-baseline Team)
C. PROCURE INVENTORIES
(Product Line with Assistance)
D. DISTRIBUTE ALLOWANCES TO UNITS
(Product Line with Assistance)
E. MANAGE AND IMPROVE SUPPLY SYSTEM(Product Line with
Assistance)
8. Identify supply sources
9. Develop initial Unit Allowance List
10. Design Supply Chain
12. Reconcile legacy inventories**
11b. Complete SICR/ACMS Enrollment
13. Develop contracts
14. Develop Spend Plan
15. Place orders
16. Assemble Unit Provisioning Packages
17. Transition Unit Supply
18. Deliver Unit Provisioning Packages
19. Manage supply chain and allowances
20. Continuous improvement
7. Build initial demand model
6. Triage and prioritize parts
5. Develop Fleet Daily Demand Rate*
4. Develop MRL
3. Conduct LORA
2. Analyze asset IAW ILSP
VectorCSP Rebaseline Workflow
1. Develop ILSP
11a. Initial SICR/ACMS Enrollment Data
Post-Rebaseline Product Line Workflow
Develop IPB
Develop LCCE
RCM Decision Tree
Does failure have a direct and adverse
effect on operational capability?
Describe and classify task
(s)Submit safety
related design
changes if appropriateSubmit a safety
related design change
Scheduled maintenance is desired if it is cost effective in reducing corrective
maintenance
Scheduled maintenance is desired if it is cost effective in
reducing costs due to operational consequences and
corrective maintenance
No task require
d
Is there an effective and applicable
preventive maintenance task or combination of
tasks that will prevent functional
failures?
Describe and classify task (s)
Is there an effective and applicable
preventive maintenance task or combination of
tasks that will prevent functional
failures?
Describe and classify task (s)
Describe and classify task (s)
No task require
d
Yes
Yes
Yes
Yes
Yes
Yes
No
No
No
No
No
No
Operating Capability (Economics) Class B
Other Regular Functions (Economics) Class C
3
4
56
7
8
Affordable Readiness – Why?Product Line ManagementProduct Line Management
Bi-Level MaintenanceBi-Level Maintenance
Single point of Accountability
Resourced and Empowered
Balance of Requirements and Support
Data Driven Decisioning
Trust, but Verify
Remove a Non-Value Add Layer
Unit Work Aligned with Worker’s SKA
Tools Special Equipment Standard
Standardized Depot Packages
Two Way Feedback on Performance
Configuration Management
Configuration Management
Total Asset VisibilityTotal Asset Visibility
Correct Form, Fit, Function
Responsive to Change
Turns Chaos into Order
Not just parts, People too!
Total Transparency
Regular Inventory Audits
Parts Allowance List
Parts Push System
Summary Establish the cornerstones Develop the plan Bring data Analyze and make data driven decisions
Focus on the Business Rules and Processes not the IT tool
VectorCSP
Back-up Slides
Process Knowledge = Variance Knowledge (Deming)
Mean Numbers (Averages)
do not provide real insight
Variance (Volatility) does
04/21/23 25
MLDT Traceability
04/21/23 26
Metrics Traceability (cont.)
04/21/23 27
Inherent Availability Traceability
04/21/23 28
Metrics Traceability
04/21/23 29
In summary: Our
measures should “Roll
Up” into the Higher
Order Metrics of
Availability (Ao) and
Life Cycle Cost (LCC).
Product Line Management in Action Situation: You need to get an expensive piece
of equipment repaired quickly to get the ship underway to meet a critical missionYou sent your part to the OEM for repair, then
what happens…
Configuration Management in ActionSituation: You need the right part that fits to
fix your boatWhat is the right part? How do you know?Form, fit, function
Total Asset Visibility in ActionSituation: You don’t have the part you need,
but you know that someone does. How do you find that part?
Bi-Level Maintenance in ActionSituation: Maintenance is required. You need
the right person with the right skills and equipment to perform the procedure
Rebaselining Support Levels
When/Where VectorCSPOver the last three years we have introduced an
entire new way of doing business based on sound system engineering principles, integrated logistics, business rules, and IT tools.
Over 300 small boat stations from Puerto Rico to Alaska and everywhere in between.
WE are a small company comprised primarily of
former USCG aeronautical engineers, mechanics, technicians, and logisticians
Delivered an Integrated Logistics Support Program to the entire USCG Small Boat fleet of 1800 boats…trusted change agents in the Coast Guard.
Why VectorCSP
We deliver results using a documented repeatable process that includes:
Integrated Logistics Support Program (ILSP) Level of Repair Analysis (LORA) unit and depot levelParts Provisioning List based on op hours and environmentBoat Configuration ListsReliability Centered Maintenance methodologyMaintenance Requirements List (MRL) calendar and
hourlyMaintenance Procedure Cards detailed step by step
instructions
Asset Priorities/Tier LevelsPBPL
378 WHEC 421 WMSL210 WMEC
MEP270 WMEC MEP EAGLE 110 WPB MEP 175 WLM 225 WLB 399 WAGB 420 WAGB 140 WTGB 65 WYTL 240 WLBB
Priority 3 * 3 2 3 1 1 1 3 2 3 3 3
Priority Determination
Reasoning
Remaining service life too
short
New acquisition,
not a candidate for re-baselining
Remaining service life too
short
Good candidate but not a high priority due to
remaining service life
Only one asset
High priority based on
remaining service life & operational
hours
High priority based on remaining
service life & operational
hours
High priority based on
remaining service life & operational
hours
Only two, remaining service
life too shortOnly one asset
Remaining service life too
short
Remaining service life too
short
Only one asset and remaining service life is
unknown
Number of Assets
12 1.25 14 13 1 41 14 16 2 1 9 11 1
Average Age of Fleet (Years)
43 New 44 23 74 22 12 10 33 11 27 45 4
Remaining Service Life
(Years)4 3 6 0 12 22 21 -1 24 -3 -5 Unk
Tier (1, 2 or 3)recommendation (as defined in CGTO PG-85-00-
360-S, SBPL PG)
Tier 3 Tier 1 Tier 3 Tier 2B Tier 3 Tier 2A Tier 1 Tier 1 Tier 3 Tier 2B Tier 3 Tier 3 Tier 3
MPC Support Level (IAW
CGTO PG-85-00-230-S)
Interim Interim Interim Interim Interim Interim Interim Interim Interim Interim Interim Interim Interim
Full Moderization (Yes/No) IAW
CGTO PG-85-00-230-S
No Yes Yes Yes Yes Yes Yes Yes No Yes Yes No Yes
AOPS (2008) Total Asset
Hours29,727 33,644 41,872 95,594 18,767 30,970 2,469 4,337 14,341 7,212 2,150
Annual Yearly Avg CG-45
Funding ('06-'09) $28,886,549.00 $486,967.00 $7,944,430.00 $11,416,498.00 $1,039,333.00 $ 20,034,269.00 $6,855,180.00 $11,608,940.00 $ 15,264,984.00 $7,401,649.00 $3,856,648.00 $1,006,885.00 $2,801,709.00
Technical Data (out of 15)
Available for Asset Analysis
11 13 11 11 8 11 14 13 10 11 10 9 11
Product Line POC(s)
LCDR Todd Raybon/Mr. Ryan Young
CDR Erich Bauer/LCDR Seth Denning
CDR Gage CDR Gage CDR Gage LCDR Evans CDR Skwarek CDR Skwarek LT Jackson LT Serb CWO Phillips CWO Phillips LT Serb
ESD POC (s) Frid, Mitch Frid, Mitch Frid, Mitch Frid, Mitch Frid, Mitch
LRE PL MEC PL IBCT PLAssets
