Greg Kilchenstein

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Sustaining Materiel Readiness CBM A Key
Enabler
Greg Kilchenstein Senior Analyst OADUSD
(MPP) 29 April 2009
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Environment

• Constrained Budgets
• Extraordinary political pressure
• Extraordinary economic pressure
• Past reliance on Supplemental funding

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Environment

• Operational demands
• Faster deployment cycle-times
• Quicker readiness refresh after deployment
• Intense focus on readiness
• Higher utilization of systems/equipment

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Environment

• Materiel Condition
• Increased utilization/consumption of
  systems/equipment
• Average age growth

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Environment

• Materiel Availability
• Variability in materiel condition
• Increasing replacement factors
• Long lead time for procurement
• Parts obsolescence
• Cost growth

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Environment

• New Systems
• Highly complex, advanced, integrated designs
• Large development and acquisition costs
• Very long lead times
• Novel sustainment concepts/relationships

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DoD Maintenance Enterprise
34,000 Vehicles
? 800 Strategic Missiles

• Maintained by
• 650,000 DoD personnel
• Private sector companies

Maintenance cost 87 billion per year
? 280 Ships
? 14,000 Aircraft/Helicopters
336,000 Tactical Vehicles Communications/Elec
tronics Equipment Support Equipment Other
Systems
National Defense Inventory is valued at ? 345B

Source LMI analysis of DoD data
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Maintenance Personnel Budget
DoD Budget
DoD Personnel
23 maintainers
14 spent on maintenance
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DoD Maintenance Trends

• Maintenance costs are escalating
• 40 billion in FY-01 to 87 billion in FY-08
• 25 increase in maintenance budget from FY-01
  to FY-08 (constant FY 08 dollars)

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Materiel Readiness Life Cycle Framework
(Program
B
A
Initiation)
C
Concept Refinement
System Development Demonstration
Production Deployment
Technology Development
Operations Support
Design Readiness Review
FRP Decision Review
Concept Decision
LRIP/IOTE
Pre-Systems Acquisition
Systems Acquisition
Acquisition
Sustainment
65-80 of the Life Cycle Cost
Multiple Sources of Supply
Sustaining the System

• Ready Safe Assets with 24/7 Availability
• Reliability Maintainability
• Affordable Weapon Systems
• Obsolescence/Tech Refresh
• Reduced Footprint
• Logistics Chain Reliability
• Logistics Chain Effectiveness
• Logistics Chain Cycle Time
• Retrograde Management
• Production Flexibility
• Supply Chain Agility

Transformation
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DoD Needs to Transform!
Overarching Strategy

• Promote End-to-End (E2E) Materiel Readiness
  Value Chain Perspective across DoD
• Balance Safety, Reliability, Maintenance and
  Supply Distribution activities to achieve optimal
  materiel readiness at best cost.
• Optimize TIME-ON-WING and TURN AROUND TIME
• TLCSM
• Procure Effective and Sustainable Systems
• Sustain Optimal Materiel Condition Reliability
• Sustain Optimal Support Cost Cycle Time

PBL CBM CPI MS
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Transforming Weapon System SustainmentKnowledge-E
nabled Operations, Maintenance and Supply Support
Integrated Logistics Information
Industrial Base
Anticipatory Materiel
Reduced Footprint
On-Board Diagnostics and Prognostics
Integrated Data Bus
Condition Monitoring Reliability Analysis
Maintenance History
Predictive Maintenance
Embedded Sensors
Preventive Maintenance
Troubleshooting and Repair
Portable Maintenance Aids
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CBM Overview
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CBM Architecture Overview
At System
Off System
On System
Operational Command Control Organizations
Current
A
V
Voltage
Embedded Health Management Program
Temperature
Platform
Pressure
Junction box
Low Speed DAQ

• IETMs
• Configuration Data

RPM
On- Board Computer
Embedded Sensors (examples)
Interface Manager
Junction box
Communications - Networks
LAN/WAN
Vibration
High Speed DAQ
Vibration
Logistics Master Data
Wear
Logistics Enterprise Systems
Electric Motor Analysis
Data History Analysis
Status Advisories
Data Manager/
Health Management System
Decision Support
Vibration Analysis
Expert System
Engine performance
Oil Analysis
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The System
Business Operations
Engineering
Maintenance
Supply
Operations
Enabled Through Advances in Technology Processes
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Prime Movers

• Integrated Policy
• DoDI 5000.2 - Life Cycle Acquisition/Support
• DoDD 4151.18 - Materiel Maintenance
• DoDI 4151.22 Condition Based Maintenance Plus
• DoDI 8320.04 IUID for Tangible Personal
  Property
• DAG/Supportability Guide/SEP/RAM/CBM Guide
• Requirements CJCS 3170.01F)
• JROC approved sustainment KPP Availability
• 2 KSAs Life Cycle Cost, Reliability
• Governance/Oversight
• DAB, DAES, MESC, GAO, BTA-IRB, IUID Scorecard

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DoD Maintenance Policy and Guidance

• DoDI 5000.2 - Operation of the Defense
  Acquisition System
• Effective sustainment of weapon systems begins
  with the design and development of reliable and
  maintainable systems through the continuous
  application of a robust systems engineering
  methodology.
• DoDD 4151.18 - Maintenance of Military Materiel
• Maintenance programs shall
• Be designed for minimizing the total life-cycle
  cost of ownership
• Continuously improve maintenance operations and
  maintenance production, achieve cost savings and
  avoidance, and realize process cycle time
  reduction
• Improve the reliability, maintainability and
  supportability
• Provide information necessary for design
  improvement of DoD materiel when inherent
  performance or reliability levels prove
  inadequate
• Utilize diagnostics, prognostics and health
  management techniques in embedded and
  off-equipment applications
• Provide the organic maintenance workforce with
  the range of technological tools necessary to
  enhance capabilities

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DoD CBM Policy

• DoDI 4151.22 - CBM for Materiel Maintenance
• CBM is
• Applied to both new design and current fielded
  systems
• Achieved with enabling technologies, tools, and
  processes from public and private sources
• Incorporated in organic capabilities and
  commercial contracts
• Funded from RTDE through implementation to
  achieve outcomes
• Measured with key performance indicators
  materiel availability and reliability, mean down
  time, and ownership costs

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OSD - DoDI 4151.22 Responsibilities

• 5. RESPONSIBILITIES
• a. The Deputy Under Secretary of Defense
  (Logistics and Materiel Readiness) (DUSD(LMR)),
  under the Under Secretary of Defense for
  Acquisition, Technology, and Logistics
  (USD(ATL)), shall develop policy and provide
  guidance for CBM pursuant to References (b) and
  (c). DUSD(LMR) shall monitor and review the
  implementation of these policies to ensure CBM
  effectiveness across maintenance, engineering,
  logistics, and industrial communities.
• b. The Deputy Under Secretary of Defense
  (Acquisition and Technology) (DUSD(AT)), under
  the USD(ATL), shall, as part of program
  oversight responsibilities, ensure that CBM
  technologies, processes, and enablers are
  integrated with program acquisition and technical
  planning. In addition, CBM shall be a
  consideration during program support reviews and
  other oversight reviews that are conducted by the
  DUSD(AT).
• c. The Director of Defense Research and
  Engineering (DDRE), under the USD(ATL), shall
  assist in the advancement of CBM by supporting
  identified critical technologies through studies
  and analyses, reviewing plans and projects to
  eliminate unpromising or unnecessarily
  duplicative programs, and guiding science and
  technology programs, advanced component
  development, and prototypes programs to achieve
  CBM capabilities.

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Navy - DoDI 4151.22 Responsibilities

• 5.d. The Secretaries of the Military Departments
  and the Directors of the Defense Agencies shall
• (1) Incorporate the requirement for CBM in
  the appropriate policy.
• (2) Develop plans for implementing CBM.
• (3) Designate a focal point for CBM efforts
  and participate in joint DoD CBM activity.
• (4) Review and monitor programs for CBM
  implementation and outcomes.
• (5) Identify maintenance challenges and pursue
  CBM solutions to sustain and maintain the
  inherent capabilities of new and fielded
  equipment.

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Navy - DoDI 4151.22 Responsibilities

• 5.d. The Secretaries of the Military Departments
  and the Directors of the Defense Agencies
  shall (continued)
• (6) Integrate CBM technologies, processes,
  and procedures for common systems and components.
  
• (7) Ensure reliability analyses are
  implemented, including RCM in accordance with
  Enclosure 4.
• (8) Ensure that logistics information systems
  effectively support CBM objectives.
• (9) Direct program managers to design,
  develop, demonstrate, deploy, and sustain
  equipment in accordance with CBM guidance and
  procedures to achieve required materiel readiness
  at best cost.

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Whats Going on? Survey Findings

• Service Responses
• What are you doing?
• Prototypes in 87 of active CBM programs
• Why are you doing it?
• Warfighter requirement (75)
• How was it authorized?
• Higher authority, not driven by business case
  (87)
• What are your challenges or impediments?
• Multiple issues (budget, data security, paradigm,
  PM, technology, etc)
• If you were king for a day
• Data collection analysis, technology, funding,
  requirement
• Conclusions
• Requirement is the main driver for CBM
• Business case will drive the requirement
• Need good cost modeling tools to enable the
  business case

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On-Going CBM AG Activity

• Cross-Service Action Group CBMAG
• Working IPTs (RCM, Sustainment Technology, EHM)
• DoD Guidebook Brochures
• Communication Outreach
• DAU CLM (CLL029)
• DAU LOG101 and 201
• DAG Chapter 5
• DoD Maintenance Symposium
• Supportability Guide
• System Engineering Guidance
• Website (http//www.acq.osd.mil/log/mpp/cbm.html)

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Essential CBM Elements

• Policy and Doctrine defines strategy,
  objectives, responsibilities and end state vision
• OPNAV Instruction 4790.16 CBM Dec 2007
• Business Strategy ID business needs, BCA
• RCM Optimized Maintenance Strategies
• CBM Methods, Processes and Technologies
• Infrastructure Physical Building Blocks
• Hardware, Software and Human Interface
• Architectural Framework comprehensive view of
  CBM Strategy
• Describes components and interfaces
• Open Systems and Data Strategy Plug and Play
• What data is needed, How to get it, What to do
  with it

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Technology Framework Pillars Application

• ST Capability
• Sensors
• Techniques
• Health State Methods
• Prognostics
• Decision Reasoning
• Products
• Solutions
• Next Generation

• Business
• Models
• Operational Case
• Business Case
• Cost Benefit Analysis
• Risk Reduction
• Acquisition Strategy
• Trade-off Analysis
• Safety/Engr trades
• Transition Platforms
• Resources (Engineering, Dollars, Time, Schedules)
• Policies

• Implementation
• Transition Planning
• Process integration
• -Maintenance
• -OPS Planning
• Assessment
• Verification
• Certification
• Technology Maturation
• Tech Insertion
• Sustainment
• Repository Solution

• Architecture
• On-Vehicle
• Off-system
• Transfer
• Software
• Distribution
• Utilization
• Existing Standards/Rqts

• Infrastructure
• Platform Interface
• Logistics System Interface
• Ground Station Environment
• Test Integration Toolset
• Data Mgt and Support
• Mfg/Repair
• ATE

System Engineering Process Considerations
Needs/Gaps/Topic Population (EHM Example)

• ST Capability
• AMC/Prognostics Algorithms
• Advanced Physics of Failure Mechanisms
• Environmental Corrosion Sensor
• Intermittency Analysis
• System False Alarm Mitigation

• Business
• Operational Impact Model
• Cost Benefit Analysis Model
• Design Trade-off
• Design Coverage
• Analysis Model
• EHM Standards
• DoD Instruction
• Technology/Solution Reuse

• Implementation
• Logistics System Interface
• User Interfaces
• Assessment
• Verification Methods
• Certification Methods
• AMC integration with Logistics planning

• Architecture
• Enhanced Throughput
• Enhanced Data Transfer
• Enhanced Distribution Methods
• Realtime Use
• Integrated Enterprise Arch
• Integration methods
• Open Arch
• Enhanced HM Data Recording Methods

• Infrastructure
• Enhanced Data Storage
• Enhanced Data Archiving
• Data Retrieving Methods
• Ground Station Environment
• Test Integration Toolset
• ATE Interface
• SCM Next Generation Model

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Technology Framework Pillars
Source Driver
Small Business or Supplier
Leveraged Coalition Roadmaps
Funding Sources
SBIR
STTR
PEO Program
Research
DARPA
ONR
IRAD
BAA
Other
Requirements Derivation Leveraged Resources
(Expertise, Funding, Data, Schedule) Coalition
across Services, Platforms, Agencies, Commercial,
International Transition Path and Plan
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NACRA CBM Activity

• Need to get out ahead of the issues
• Roadmap for near/mid/far term activities
• Align fiscal personnel resources
• Coordinate technology and process action
• Collaborate beyond a single community vision
• Reach across NAVAIR
• Include Army Air Force rotary wing
• Leverage commercial rotary wing
• Reach across Navy (NAVSEA)
• Collaborate with Army/USMC ground systems

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Questions ?