Doing Things Better In Support

SNC-Lavalin Atkins 16x9 TemplateIan Gibson
© 2019 by Ian Gibson. Published and used by INCOSE UK Ltd with permission
Agenda
2
Key Challenges
Conclusions & Next Steps
INCOSE UK ASEC 2019 “Doing Things Better in Support” Ian Gibson (Atkins)
Defence
Support
Network
Transformation
EST in Context
Business Modernisation for Support (BMfS)
Defence Support Operating
Ratify the Vision Paper
pathfinder projects
4
Key Task Elements
Open-Source
Research
Development
Pathways
Benefits
Analysis
Do you like your changes regular, large or extra large?
Doing things better
Typically smaller scale improvements or activities which modify the current “as-is” situation
Doing things differently
Taking an existing practice or capability and finding a different way to achieve the same effect, usually with a performance improvement or other expected benefits
Doing different things
6
Cultures of Change
7
Simon Wardley’s “3 Cultures” model: Pioneers, Settlers and Town Planners
Pioneers come up with
new ideas and concepts
Variable Technical Baselines
Each environment is at different levels of engineering support maturity
both compared to each other, and across the sets of platforms and
assets that they are managing and acquiring
Relating Performance to Benefits
Governance
8
Challenge #1 – Tribal Stakeholders
“Engineering Support” “Equipment Support”
Self-Sufficient on Theatre Entry Reliant on Industry, Provides Air Link Reliant on Support Network
Maritime Air Land
Stakeholder Workshops
‘As Is’
‘As Is’
‘To Be’
‘To Be’
‘To Be’
workshops on
successive weeks
Common structure using rich pictures across 3 aspects of the problem
with parallel alternating “pain” and “gain” sessions and mixed groups
Doing Things Differently, Doing Different Things
11
Systems
Challenge #2 – Variable Technical Baselines
12
OEM Support Common Support Arrangements
Obsolescence & Overhaul Regular Technology Refresh
Opportunities for Innovation?
Maximising shared information
Condition-based maintenance
Technical Information
Integration of automatic and built-in test
14
Management
IOT enabled sensors
Autono- mous
Mission Analysis
for Support
Target Architectures
Engineering Governance
FLC O
rgan isatio
n s &
U n
FLC ES User Communities
DisposalIn-ServiceManufactureDemonstrationAssessmentConcept
DCDC Future Sustainment
Eng Sp Tailored Standards
Eng Sp Target Architectures
Managed Delegation of
[Some air assets send HUMS data directly back to Industry]
BMfS 3
Maintenance Planning
and Execution
Management
IOT enabled sensors
Wearable Devices
kept coherent wrt tasking and training
procedures?
Configuration
both MOD & Industry staff
Integrated Tools and Training
IOT enabled sensors
Additive Manufacture
Industry Maintainer
Autono- mous
Mission Analysis
for Support
Open Standards
Delivering EST through Development Themes
16
target architecture
S-Series ILS
Doing Things Better Doing Things Differently Doing Different Things
Challenge #3 – Relating Performance to Benefits
Lots of case studies claiming that specific techniques have led to performance improvements or financial benefits
Not always obvious how the various case study examples might be interrelated or overlapping
Danger of double-accounting
18
condition based monitoring”
repair time by 25%”
companies will use digital twins,
resulting in those organisations
effectiveness”
“Operational efficiency through
improved asset management
planning of 30%”
Inspection Time
Diagnosis Time
Repair Time
19
Outcomes
Levers
Measures
Different Pathways to EST Benefits
20
& Digital
Threads
Doing
Things
Better
Doing
Things
Differently
Doing
Different
Things
Summary of Potential Benefits
21
Savings of around 20%-30% over 10 years are potentially achievable from implementing a combination of methods within the EST space for more modern platforms
Governance, Asset Management, Information Management, HUMS
and Prognostics are key enablers
AR/VR and Digital Platforms are particularly suited to new
acquisitions and modern platforms
A saving of 5%-10% over 10 years may be more realistic for platforms which need significant maintenance due to age and obsolescence, as the scope for improvement is constrained by physical age of platforms and existing Support maturity
Non-Cashable Benefits such as improved safety, asset availability and staff retention can also be realised by implementing these methods
Blanchard’s “Iceberg model” of through-life costs
“Bathtub curve” of failure rate drivers over time
Challenge #4 – Governance
Each environment has different regulatory regimes and a different
interpretation of the safety Duty Holder concepts
Entrenched tribal attitudes and behaviours at times
Effective Engineering Support requires a Through-Life mindset with an Asset
Management focus
22
What’s in a name?
23
Transforming EST Governance
Provide coherence for areas that should be delivered through common
processes, tools and information
Single interface into the new Defence Support Operating Model through
an EST Governance Board reporting into a Steering Board
Re-use existing MOD User Groups and Industry Forums
Don’t reinvent the wheel if it’s fit for purpose
Defined organisational responsibilities using an OODA loop based approach
24
Proposed EST Governance Board Responsibilities
25
• Direct ES Tech WG activities
• Intervention into programmes
• Target Architectures
• KPI tracking on ES performance
Observe Orientate
DecideAct
Overall Concept for Programme of Work Construction
26
Themes
Work
setters
In summary…
enabler [Doing Things Better]
Most of the technology innovations that were investigated can be found at states of maturity which
would enable adoption by Defence in the short to medium term. The suitability for adoption is driven
by the specific nature of individual platforms and support solutions [Doing Things Differently]
Asset Management offers tremendous scope to align Engineering Support activities with wider
organisational strategies and financial value [Doing Things Differently]
Digital transformation is going to happen. MOD needs to be an active participant, shaping standards
and concepts so that the implementation of digital threads within Defence by prime contractors will
offer the right level of interoperability, rather than allowing bespoke digital ecosystems to take hold
[Doing Different Things]
Cultural alignment is important - both at an organisational and personal level
27
Next Steps
UK MOD is currently initiating many of the Pathfinder projects and Tranche 1 elements in the Programme of Work
The search for agreement on definitions continues…
28
Acknowledgements
The team: Tom Ash, Steve, Green, Joe Louca, Brandon Wellard
Particular thanks to our stakeholders
29

Documents

Doing Things Better In Support