OUR PURPOSE

1
U. S. Coast Guard Aircraft Repair and Supply
Center

2
Our Mission

• We provide Air Stations with depot level
  maintenance, engineering, supply and information
  services to support Coast Guard missions.

3
Our Vision
We keep em flying by providing the Right
Stuff at the Right Place at the Right Time at
the Right Cost Every time.
4
Organization
CO
XO
Safety
HH-60
HC-144
HH-65
HU-25
C-130
ALD
ISD
EISD
ISD
EISD
IOD
PRD
OPS
IOD
PRD
OPS
5
Staffing

• Military 159
• 55 Officers
• 104 Enlisted
• Civilian 552
• 218 GS
• 334 WG
• Contractor 700
• HS Apprentice 32
• Total 1400

6
Budget
7
Facilities

• Total 14 buildings
• 508,500 sq ft

8
Facilities

• 2 Production Hangars

9
Facilities
Stripping Hangar

• Paint Hangar

10
Facilities

• 3 Acre Warehouse

11
Facilities

• Engine Shop

Gear Box Shop

12
Facilities

• Machine Shop

13
Facilities

• Avionics Repair Facility

14
Depot Maintenance

• 23 - HH65/year
• 9 - HH60/year
• 4 - HU25/year
• 3 C130/yr _at_ EC

15
Depot Maintenance

• Aircraft Modifications
• HC130 DF-430, HSI Replacements, ASIP Inspections,
  Selex Radar, Wing Rewire
• HH65 C Re-Engining
• HU25 Avionics Upgrade
• HH60 T Conversion, AUF, Avionics, Rewire

16
Depot Maintenance

• Component Repair
• 90 Jet Engines
• 400 components (wheels, doors, actuators,
  servos, avionics, etc.)

17
EngineeringTechnical Center

• Set Coast Guard aeronautical maintenance policy
  and direction
• Define/refine/field ALL proposed aircraft changes

18
EngineeringTechnical Center

• 8000 publications 450,000 technical drawings

2775 Pubs Owned By ARSC Web-Based
19
Supply Services

• Aviation Inventory Control point
• 930M parts (ARSC warehouse and 26 air stations)
• 33,000 line items
• 5.5M parts

20
IT Services
Data Center
Fully Deployed
Contractor Sites
DHS Prototype Sites
21
Current Initiatives

• Lean Manufacturing
• Unique Identification (UID)
• C130 Organic PDM
• USAF JDLM
• Logistics Transformation Initiatives

22
World Class Quality
ISO 90012000 Certification ISO 140012004
Certification Commandants Quality Awards 2
Silver and Gold 2006 White House CTC Env
Award 2005/2006 CG Industrial Maintenance
Innovation Awards
23
Performance Based Logistics

• Prior to PBL with Rockwell Collins
• Equipment repaired via firm fixed price orders.
• All Non-RFI physically flowed thru ICP ARSC.
• ICP would fund and issue an order and ship
  material to Rockwell repair center.
• QDR/UR issued if quality was bad and unit was
  returned on no-cost delivery order.
• Numerous repair orders and modifications
  increased the administrative burden on the
  government and the contractor.
• Vendor essentially received more profit for more
  failures.
• Throw back over the fence repair quality.
• Inefficient shipping pathways.
• Repairs were only done as necessary.
• Test equipment was problematic, resulting in more
  questionable repair actions....

24
Current PBL Process

• Description of Scope
• Mission Readiness Requirement Of 85
• Contractor Management of Customer Assets,
  including test equipment.
• Guaranteed Reliability baseline with incentives
  (MTBUR not MTBF)
• Provides onsite training to field users
• Platforms Supported
• All Rockwell Collins content on the HU-25 and
  HH-65 aircraft
• Supports 74 different LRUs
• Supports 113 Aircraft at 25 CONUS locations
• Availability to Support the Fleet
• 85 Availability Guaranteed
• 24 Hr OST (Order Ship Time) For Class 1
  Requisitions
• 5 Day OST for Class 2 Requisitions
• Average Ship Times Reduced to less then 3 Days
  for all requisitions

25
Current PBL process,contd

• One order placed against the contract _at_ the
  beginning of the year.
• Failed boxes are shipped directly to and from the
  repair center at Rockwell Collins.
• Rockwell must have access to CG inventory
  database.
• QDR/UR are practically unnecessary and are For
  Information Only

26
Incentivized PerformanceSupply Metrics

• Ability to fill CG requisition in a timely manner
• Priority 02 within 24 hours
• Priority 05 within 5 work days
• Priority 12 within 15 work days
• Ability to meet these requirements counts for two
  thirds of the total incentive
• Vendor issues a monthly report on their own
  performance, which is then verified by the Coast
  Guard.

27
Incentivized PerformanceQuality Metrics

• Ability to make repairs that last on-wing.
• MTBUR as measured against a established baseline
  MTBUR.
• Counts as one third of total incentive.
• Rockwell issues a quarterly report on their own
  performance.

28
Then and Now

• Comparison

29
Advantages of PBL

• The cost is contained (number of flight hours
  versus number of repairs).
• The administrative costs of issuing numerous
  orders is eliminated.
• More efficient shipping path from CG units to
  repair center.
• Rockwells incentive for doing quick marginal
  repairs is eliminated and replaced with an
  incentive for doing improved repairs.
• Rockwell manages assets in order to maximize
  availability.
• Test equipment and training for covered assets is
  partnered with vendor.

30
PRODUCT LINE DRIVEN ORGANIZATION

• Single belly button
• Ownership
• Teamwork
• Synergy
• Flexibility

31
CHALLENGES

• Adequate, Qualified Staffing
• Adequate Budgeting
• Timely identification of requirements
• Adequate definition of requirements and roles and
  responsibilities

32
QUESTIONS?