Aeronautics’ move to

Strategic Facilities Planning

Aeronautics’ move to

Strategic Facilities Planning

Rob Sackett

2012

Rob Sackett

2012

Purpose

To present the strategy to reduce Lockheed Martin Infrastructure Costs

� Optimization/Standardization Across Business Area's

� Process & System Consolidation

� Utilization of PAS-55

The Facilities and Plant Engineering organization’s vision is to be a valued business partner that does it right

the first time, every time, on schedule, and at the lowest possible cost (Our purpose) in order to support

meeting or exceeding our customer’s requirements and expectations (Our priority) by providing the necessary

infrastructure (buildings/equipment/services) (Our place) to achieve those objectives.

3

•TOLERANCE•QUALITY•SAFETY

Act/Adjust

Act/Adjust • 95% UTILIZATION

CustomerCustomer

• RATE OF PRODUCT

4

Structured to support Quality Management SystemsStructured to support Quality Management Systems

( ISO9001 , ISO( ISO9001 , ISO……))

Aero Strategic Plan

Asset Management Policy

Asset Management Strategy

Asset Management Objectives

•Goals

•Metrics

Quality Policy•AS9100 Rev C

•Customer Expectations

•Objectives / Goals

•Metrics

•Plans / Expectations

•Activities

•Budget

•Communications

ESH Policy• ISO 14001

• OSHA, VPP, & EPA

• Objectives / Goals

•Metrics

•Plans / Expectations

•Activities

•Budget

•Communications

• Life Cycle Activities,

Construction, Use ,

Maintenance, (Spare Parts)

•Tools, Facilities, Equipment

(AM)

• Performance & Condition

Monitoring

•RCFA / Failures,

Inconsistencies & Non-

conformance

•Compliance Evaluation

•Audit

•Corrective & Preventative

Actions

•Continuous Improvement

•Records

•Management Review

• Structure Authority & Responsibilities

• Outsourcing

•Training, Awareness, & Competence

• Communication, Participation, & Consultation

• AM System Documentation

• Information Management

• Risk Management

• Legal Requirements & Regulations

• Management of Change (MOC)

• Contingency Plan

PlanPlan--DoDo--CheckCheck--Act/Adjust (PDCA) MethodologyAct/Adjust (PDCA) Methodology

Enable

rs

Deployment

(Basics)

Performance

Assessment

&

Improvement

(Advanced)

Asset Management

Plans

Feedback

5

Plan

DoCheck

Adjust

Key elements that drive the asset-management PDCA

cycle include...

•Establishing an asset-management policy, providing direction on how to effectively manage physical assets in line with the organization’s strategic direction.

•Establishing an asset-management strategy to define how the policy is implemented,

outlining specific direction and high-level initiatives as required for policy implementation.

•Identifying the asset-management enablers (i.e., the organizational structure of roles,

responsibilities, authorities and tools to carry out the strategic level plan). This is essential

because it’s accountable people—not just policies—that ultimately ensure sound asset

management.

•Developing asset-management plans with specific objectives, enabling the business to

implement change, carry out its asset-management functions and detect potential defects

before they escalate into incidents * that might impact safety, environment or operational

performance and/or increase the cost of initiating maintenance.

•Instituting measurements Requires our organization to have reactive and proactive

monitoring using leading/lagging performance indicators to identify corrective actions and

achieve continual improvement.

* Creating An Asset Command Center

6

Plan

DoCheck

Adjust

Embracing An Asset Management Policy

�Assess the gap between its current procedures and those considered

to be optimal asset-management activities.

�Align the company’s asset-management approach with its overall

business strategy.

�Improve the integration between asset-management and financial-

management processes.

�Foster an organizational culture centered on quality, safety, risk

management and continuous improvement.

�Maximize return on assets by increasing uptime of mission-critical

equipment and facilities.

Asset-intensive businesses can more effectively :

7

Summary

We must provide a clear, internationally recognized definition of “good practice” asset management for Aero.

Getting all stakeholders working horizontally instead of stove piped

Asset lifecycle planning and cost/risk optimization must include the,

Customer,

Finance,

Production Operations,

IT,

Facilities,

and Procurement,

to succeed.