Integrity Service Excellence

Life Cycle Management

ToolsSherry Ott

HQ AFMC/A4UA15 Jan 10

(DSN 787-2801)

Air Force Materiel CommandAir Force Materiel Command

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Purpose

• Provide an overview of AFMC’s Life Cycle Management suite of integrated tools• Acquisition Sustainment Tool Kit (ASTK)• Logistics Health Assessment (LHA)• Independent Logistics Assessment (ILA)

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Why ASTK?

• Acquisition Logistics - fundamental problems– Erosion of acquisition logistics expertise/skill set– Loss of structured approach (MIL STDs, 800 series regs) – Inconsistent processes– Newly fielded systems experiencing supportability

problems (i.e. predator)

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• A tool that facilitates up-front planning− Can help anyone working daily acq sustainment tasks

• Targeted at the GS-12 level

− Contains Product Support (PS) Processes• Pre-Milestone A - Disposal• Defines specific PS tasks to be worked on a program

• Consists of:− AS Process Matrix− AS Checklists− AS Kneepad Checklist

What is the ASTK?

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ASTKProcess Matrix

• Product Support process road map– Tasks listed Pre-Milestone A thru Disposal – Contains hyperlinks to supporting checklists

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ASTKChecklists

• Supplements specific PS support tasks embedded within the AS Process Matrix

Aligned to Task ID # on Processes Matrix

and Logistics Process Flow

Process Descriptions

Subtasks

Links to source documentation

Entrance Criteria

Exit Criteria

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ASTKKneepad Checklist

• Convenient, downloadable, PS reference booklet− Contains synopsis of each process in the AS Process Matrix

− Includes AS Checklists in an appendix for quick & easy reference

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ASTK Usage

• 8 Oct 08 SAE Guidance Memorandum:

…“Effective immediately, the AS Tool Kit will be used by all Air Force acquisition programs as a tool to aid their program planning and management activities”…

• 10 Dec 08 AFMC/CC Follow-on Memorandum

… “I personally endorse use of the AS Tool Kit and will measure AFMC implementation through Unit Compliance Inspections (UCI)”…

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• AFI 63-101, Acq & Sustainment Life Cycle Mgmt, 17 Apr 09• 3.88.1…“The PM will use the AS Tool Kit as an aid to facilitate product

support/sustainment planning and management throughout the life cycle of the program”

ASTK Status

• Codified in policy - AFI 63-101, AFPAM 63-128• Training opportunities

− Air Force Institute of Technology• SYS 281, Air Force Acquisition and Sustainment

• SYS 400, Current Topics in Acquisition and Sustainment

• LOG 499, Logistics Executive Development Seminar

• LOG 131, Industrial Maintenance Management

– Defense Acquisition University• ASTK Tutorial - Computer Based Training (CBT)

https://afkm.wpafb.af.mil/ASPs/Links/LinkHandler.asp?Filter=MC-LG-01-82&GroupID=18862&LinkAddress=https%3a%2f%2facc.dau.mil%2fCommunityBrowser.aspx%3fid%3d235028%26lang%3den-US&LinkID=264401

Next Step:• Migration into Enterprise Information System (EIS)

− Building ASTK automated workflow – ECD Apr 10

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• No day to day standardized mechanism for assessing and measuring logistics planning & execution

– Probability of Program Success (PoPS) is a top-level program risk assessment tool

•Decision Support Module (DSM) in

System Metric & Reporting Tool (SMART)

•AFI 63-101 mandates use of PoPS

•Addresses Sustainability

– No drill down capability for logistics

– Logistics/sustainment score counts for

as little as 2 points of possible 100

– No historical decision trail and

associated impacts

Why LHA?

LHA fills this void!LHA fills this void!

What is LHA?

• A standard, tailorable, measurable & user friendly logistics health assessment tool– Provides situational awareness and documents mitigation plans– Assists in decision making and program transition– DSM in SMART

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• LHA “DOES NOT”– Substitute for strong working relationships– Automate the “Voice of Sustainment”

• Draws attention to potential problems - logistics expertise still needed

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LHA MethodologyModules & Points

• Module 1: Logistics Requirements & Strategy (30)– Requirements (10)– Product Support Strategy (15)– IMP/IMS (5)

• Module 2: Logistics Planning & Execution (50)– Manpower & Personnel (5) **– Maintenance Planning & Management (5)– Support Equipment (5)– Training (5)– Supply Support (5)– Facilities (5) **– Technical Data Management/Technical Orders (5)– Computer Resources (5) **– PHS&T (5)– Design Interface (5)

Module 3: Logistics Support & Interrelationships (20)– Sustaining/System Engineering (5)– Contracting (5)– Budget & Funding (5)– Program Transition (5) ** Can be grayed out to show Not Rated ‘NR’

• Three top-level modules with sub-modules• Modules weighted based on product support elements

– Numerical rating and RYG color code

– Trending information

• LHA input generates a “windshield report”– Visual aid for summarizing LHA results

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LHA

• Mapped LHA to PoPS− LHA score to feed PoPS sustainment metric - ECD Aug 10

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LHA/PoPS Harmonization

LHA Status

• LHA Guide developed• Incorporated into SMART Sep 2008• Designated as standard risk tool in AFI 63-101, Apr 2009• Air Armament Center & AFSPC/A4/7 mandated usage

• Voluntary usage at remaining AFMC Centers

• Partnering w/AFIT on CBT module development• AFIT SYS 125 LHA CBT - ECD Mar 10

Next Steps:• LHA score feed PoPS - SMART Spiral 13 - Aug 10• Codify in policy• Implement across AFMC

– Based on wide-scale usage, make necessary refinements

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Why ILAs?

• Loss of product support knowledge & expertise

• Received requests from other services to participate in their ILAs

• No “independent” look at status of a programs logistics planning and execution

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Provides a definitive Independent look at product support readiness in preparation for a milestone decision

• Tailored Process Based on Program and Milestone• Targets Milestone B, C & FRP

Provides a definitive Independent look at product support readiness in preparation for a milestone decision

• Tailored Process Based on Program and Milestone• Targets Milestone B, C & FRP

ILA HandbookILA Handbook

What is an ILA?

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D-2. Total Life Cycle Systems Management

Is the PM clearly established as the single point of accountability for accomplishing program logistics objectives including sustainment?

Are IPTs established that include warfighters, users, developers, acquirers, technologists, testers, budgeters and sustainers?

Are IPTs effectively communicating and collaborating? Is the Product Support Manager (PSM) a full partner in the IPT with rank/position

that corresponds to that of the Engineering and Financial team members?

Has the PM established and maintained a collaborative environment among all stakeholders?

Have product support strategies been developed and implemented? Are sustainment strategies reviewed on a continuing basis? Does the LCMP address existing or projected cost drivers and performance shortfalls? Does it address product support concepts to prevent, halt or reduce cost increases and

alleviate performance shortfalls?

Does it evaluate proposed concepts and practices against legislative, regulatory and other applicable decision criteria?

Does it include a Depot Maintenance Source of Repair Assignment Process (SORAP) recommendation and a Depot Maintenance Inter-service Source of Repair determination?

Have best-value providers been selected (government, industry or government/industry)?

Has the PM considered performance-based strategies for products and services whenever feasible?

Are performance-based support arrangements/contracts based on high-level metrics? Does the support strategy include continuous improvement of weapon system

supportability and reduction in operating costs by dedicated investment?

Does the support environment maintain long-term competitive pressure on government and industry providers?

Does the support concept leverage secure and integrated information systems across industry and government?

Does the concept enable integrated supply chains and total asset visibility (TAV)? 1

ILA Checklists

ILA Handbook

• Assessment categories evaluated through the use of comprehensive checklists

D-5. Contract Logistics Considerations Evaluation Criteria

Contract Specifications and Requirements

Is the contractor in compliance with critical completion and delivery dates? Are customer/vendor conferences to foster IPTs and manage expectations scheduled

and conducted? Are product support and sustainment planning and related RAM requirements

addressed? Are product support and sustainment planning and related RAM analyses

conducted? Does the contract comply with requirement to use the results of RAM, product

support and sustainment requirements planning and related analyses to impact design?

Will design analyses be performed? Will all failures be summarized and categorized (part type, cause, location, supplier,

etc.)? Will manufacturing screening be performed? Will COTS/Non-development Item (NDI) reliability be identified?

Are obsolescence management and technology refresh programs established?

Are long-term contracting vehicles being used? Are commercial specifications and standards or performance standards for asset

replenishment or repair being used? Are time delivery requirements for shipments to the AF from the contractors

established? Do core transportation carriers provide near real-time tracking services, and include

customer access for TAV? Is vendor-managed inventory used whenever justified to reduce inventory costs and

delivery times? Are limited data rights for proprietary and copyrighted data being acquired to allow

reproduction and distribution of the data for government purposes? Will the contractor develop and provide a TDP of hazardous materials incorporated

into the weapon system design and/or required for maintenance? Is it a design goal to minimize the variety and volume of materials required for

product support? Does the ESOH integration and design constraints imposed on the contractor

minimize long-term costs of environmental compliance? Will the contractor provide product characteristics and support requirements on a

periodic basis as design/construction progresses rather than as a one-time deliverable?

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ILA Status

• Voluntary for Air Force Programs• Training opportunities

– DAU CLL 020, Independent Logistics Assessments– AFIT SYS 279, ILA Assessors Workshop

Next Steps:• Continue to assist Centers planning ILAs• Update ILA Handbook:

− Incorporate AFI 63-101 & DODI 5000.02 changes− Improve alignment to ASTK and LHA

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How do all these efforts fit together?

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Life Cycle Management Tools Relationships

One Focus – One ProcessInstitutionalized Standard Work

Design Interface Training Facilities Supply Support

Packaging, Handling, Storage & Transportation (PHS&T)

Support Equipment / Automatic Test Systems (SE/ATS)

Anti-Tamper Provisions / Protection of Critical Program Information

Manpower & Personnel

Technical Data Management / Technical Orders

Computer Resources Sustaining / System EngineeringMaintenance Planning &

Management

Product Support Elements

• 1 Apr 09

1.1 2.1 3.11.1.1 2.1.1 3.1.1

2.1.2 3.1.1.1 Review/comment on CDRLs1.1.2 Review/identify warfighter supportability needs (AoA, COA, 2.2 3.1.1.2 Identify data rights requirements/options

KPP, KSA) 2.2.1 3.1.21.1.3 Inputs into EMAs and other agreements 2.2.2 3.1.2.1 Participate in CCBs

1.2 2.2.3 3.1.2.2 Review/comment on ECPs/CCPs1.2.1 2.2.4 Develop maintenance support plan 3.1.2.3 Participate in DR reviews1.2.2 Document product support concept in LCMP or equivalent 2.3 3.1.31.2.3 Evaluate PPP 2.3.1 3.21.2.4 Assign mission assignment/ILSMT/DMAWG membership 2.3.2 Define requirements based on warfighter needs 3.2.1 Review/provide requirements1.2.5 Define Support Concepts (ICS, CLS, PBL) 2.3.3 Ensure support equipment is in system performance spec 3.2.2 Provide RFP language1.2.6 Address/implement post production support 2.3.4 Identify TMDE, calibration procedures, tech parameters, etc. 3.2.3 Participate in source selection

1.3 IMP/IMS (5) 2.4 3.2.4 Identify logistics options/scope issues1.3.1 Identify critical logistics tasks/events 2.4.1 3.31.3.2 Perform/participate in logistics reviews 2.4.2 3.3.1 Engage as a member on the cost estimating team (FM)1.3.3 Track/update logistics elements/activities 2.4.3 3.3.2 Identify/doc logistics costs (O&M, LCCE, MILCON, etc.)

2.4.4 Integrate training concepts and strategies 3.3.3 Participate in POM updates2.5 3.3.4 Participate in funding strategies for logistics requirements

2.5.1 3.3.5 Provide logistics impacts for shortfalls/unfunded rqmts2.5.2 Identify supply support concept 3.42.5.3 3.4.12.5.4 (programmatic information)2.5.5 3.4.2

2.62.6.12.6.22.6.3 Review facility management plan2.6.4 Perform analysis to define facilities

2.72.7.12.7.22.7.3 Identify product/technical data package and publications

2.82.8.12.8.22.8.32.8.4 Establish software supportability plan

2.92.9.12.9.22.9.3

2.10.2.10.12.10.22.10.3 Participate in RAMS analyses/HIS demos (fit/form/function)2.10.4

3.0 LOGISTICS SUPPORT/PARTNERSHIPS (10)

Ensure documentation for maintenance/upgrade

Contracting (2)

Budget/Funding (2)

Facilities (7)

Determine levels of maintenanceIdentify sources of repair (core, 50/50, SORAP)Implement design concepts

Review/evaluate/deliver SERD

Define training concept (Type I, II, III, OJT, etc.)Training & Training Support (7)

Requirements (5)

Product Support Strategy (10)Provide inputs to acquisition strategy docs (ABP, ASP, etc.)

1.0 LOGISTICS REQUIREMENTS & STRATEGY (20) 2.0 LOGISTICS PLANNING/EXECUTION (70)

Configuration Management

Supportability (Reference Design Interface)Support Equipment (7)

Systems Engineering (4)Evaluate capability doc (CRRA, ICD,CD,CPD, MNS, ORD, Rapid Acquisitions)

Maintenance Planning (7)

Data ManagementManpower & Personnel (7)

Define skills/levels (military, civilian)Participate in development of Manpower Estimate Report

Initiate program transition support plan

Communicate and support transition organization

Supply Support (7)

Program Transition (2)

Ensure Total Asset Visibility (UID/RFID/SNT)Address diminishing manufacturing sources

Participate in site surveys/SATAFs/depot activationsReview and monitor facilities management plan

Identify training devices/simulatorsAcquire training materials and tools

Identify sources of supply

Conduct provisioning/forecasting analysis

Identify a TO managerDevelop/coordinate/execute a TO Management Plan

Identify systems/subsystem and support equipment

Technical Data (7)

Computer Resources Support (7)

Participate in technical reviews

Participate in HSI demonstrations (fit/form/function)

Identify software support concepts and requirements

Identify PHS&T requirementsSearch CDRS for existing containersDevelop/test special packaging

Provide inputs to SEP/TEMP/PESCHEDesign Interface (7)

PHS&T (7)

LHALHA

Day to Day “How to”

Processes Day to Day Health

Assessment

Prep for

Major Milestone

Comprehensive look

Contact Info

• For more information on AFMC’s Life Cycle Management Tools please contact:– ASTK & LHA

Mr. Dean DeBeeHQ AFMC/A4UA DSN 674-2793, Comm. 937-904-2793dean.debee@wpafb.af.mil

– ILAMr. James “Ed” CaseHQ AFMC/A4UA DSN 674-0718, Comm. 937-904-0718james.case@wpafb.af.mil

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ASTK https://afkm.wpafb.af.mil/ASPs/CoP/OpenCoP.asp?Filter=MC-LG-01-82

LHA https://www.my.af.mil/smart/SMART_APP/Workspace.aspx

ILA https://afkm.wpafb.af.mil/community/views/home.aspx?Filter=OO-LG-MC-36

Summary

• ASTK:– Codified in policy– Migrating to EIS environment

• LHA:– Decision Support Module available in SMART

• LHA score to feed PoPS sustainment metric - Aug 10

– Policy / Guidance on usage in work

– Training in development

• ILA:– Handbook developed to assist in conducting ILAs

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“Give us the tools and we will finish the job”

--Winston Churchill

“Give us the tools and we will finish the job”

--Winston Churchill

BACKUPS

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• Collaborative web-based application designed to assist acquisition professionals in defining, managing & reporting program health & status throughout a program's lifecycle

• Provides near real time visibility by providing program information adhering to OSD and SAF/AQ policy and business rules

• Generates a consistent reporting capability for both:– Defense Acquisition Executive Summary (DAES) to the OSD-level Defense Acquisition

Management Information Retrieval (DAMIR) system

– Monthly Acquisition Report (MAR) to SAF/AQX.

• Air Force acquisition programs report metrics in SMART • Both PoPS and LHA are Decision Support Modules within SMART

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Air Force SMART

Product Support Processes

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Field

Support

Manage

Capabilities

Plan

Support

Design

SupportDevelop & Acquire

Support

Maintain

Products

Improve

Products

Retire

Products

Determine

Requirements

Product Support

• Continuous and collaborative set of activities that establishes & maintains readiness and operational capability of a system, subsystem, or end-item throughout its life cycle

• Overarching activity that bridges the acquisition & sustainment phases of a program

• Product support strategy is built around the product support elements

Ref. AFI 63-101 Acquisition & Sustainment Life Cycle Management, Para 3.88

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• PoPS is a top level program risk assessment tool– Forward looking review of factors/metrics contributing to program success

– Designed to improve AF’s ability to accurately project program future performance

– Predictive model

– No drill down capability for logistics

– SMART integration June 2008

• PoPS assesses programs at five different phases in the program life cycle– Planning

– Pre-milestone B

– Post-milestone B

– Post-milestone C

– Sustainment

PoPS

AFI 63-101 Acquisition & Sustainment Life Cycle Management mandates use of PoPS

AFI 63-101 Acquisition & Sustainment Life Cycle Management mandates use of PoPS

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