CAPT Jim Duke

1
CAPT Jim Duke AIR-3.2
2
Overview

• Leadership Priorities
• The Future
• Fleet Readiness Plan
• Naval Aviation Readiness Integrated Improvement
  Program (NAVRIIP)
• AFAST
• AIRSpeed
• NAVAIR at a Glance

Where Are You . . . in this game?
3
Leadership Priorities
MISSION ACCOMPLISHMENT
Manpower
Current Readiness
Future Readiness
Quality of Service
Alignment
4
Strategic Objectives
JV2020 provide joint forces the right people,
equipment and supplies at right time, right
quantity across full range of military
operations
Sea Power 21 Navy will strive to optimize
resources at every level of chain of command -
rapidly implementing business initiatives that
can free resources for investment in war-fighting
readiness and combat capabilities

• Increased Weapons System Readiness
  Operational Capability
• Decreased Maintenance and Supply Material Costs
• Reduced Inventory Costs
• Reduced IT Systems Costs

• Reduced Supply/Maintenance
• Cycle Times
• Increased Financial Accuracy
• Provide more accurate, timely information for
  decision making
• Decreased SYSCOM and Infrastructure Costs

Increased Customer Satisfaction
5
The Future

• Network Centric Architecture (Navy)
• More robust Sensors (Navy)
• Fewer Weapons (Naval Aviation)
• Fewer Platforms (Naval Aviation)

6
Fleet Response Plan

• Fund wholesale supply system to support
  proposed6 2 fleet construct
• 6 Carrier Strike Groups 2 ready for deployment
• Two Mixed Marine Air Groups (MAGs)13 Squadrons
• Two P-3 Squadrons
• 6 month duration (1 month 15/15 transit, 5
  month ops)
• Flying Hours based on OEF peak flying hours
• ICP/DLA position wholesale system to wartime
  OPTEMPO ... institutionalize on-the-shelf
  sustainment capability
• Eliminate lead-time constraints support
  compressed IMC/SDLM/Ship maintenance schedules

Increased Flexibility ... Faster Wartime Response
7
TRAINING OLD NEW

• 22 Month ITDC
• Average TR Funding 67.1
• Average TR Readiness C2.2
• Additional Operational Hours Funding

• 27 Month IDRC
• Average TR Funding 63.0
• Average TR Readiness C2.5
• No Operational Hours Funding

8
Naval Aviation Triad
DIRECTS / MONITOR REQUIREMENTS
Provides Products / Services To Fleet CFT 2
Generate Sorties to M-Rating CFT 1
The Fleet
FUNDS REQUIREMENTS
EXECUTES REQUIREMENTS
Requirements Met Based On Funding Availability
CFT 3
OPNAV / HQMC
9
Linked Horizontal Mgt. - NAVRIIP
T/M/S Teams Disciplined Teams Driving Improvements
NAVRIT VADM Malone (CNAF) CEO RADM Mayer
(CNATRA) LTG Hough (DC, AVN (A)) RADM Hart
(OPNAV N43) BGEN Helland (ADC, AVN (A) MGEN
Castellaw, (CG, 2MAW) MGEN Amos, (CG, 3MAW)
RADM McCarthy (NAVSUP) RADM Moran (NPDC) RADM
Henry (N13) RADM Zortman (CNAL) RADM Godwin
(PEO-T) RADM Fitzgerald (OPNAV N78) RDML
Harnitchek (NAVICP) RADM (s) Maas (CLF N4) RDML
Bachmann (AIR-3.0) RDML Roesner (CPF N4) Mr.
Balderson DASN (AIR) RDML Kloeppel (CNAR) Mr.
Kunesh DASN (LOG) VADM Massenburg (AIR-00)
COO Mr. Trader Thomas Group

ISS RADM Hart (N43)
METRICS Mr. Nega (Air 3.6.6)
CAT Mr. Shrout (Air 7.5)
CFT 1 Readiness RADM Zortman Requirements
Definition Forecast
CFT 3Planning Prog RDML Bachmann Right Dollars
Right Time Right Place
CFT 2Providers RDML Harnitchek Right Assets,
Right Time Right Place
10
ACRFT Measured on all CFT Cockpit Charts
NAVRIT
NAVRIT
CFT1
CFT2
CFT3
Cross Functional Teams
Production Squadrons Wings
PEO
TMS
TRIAD
11
Developing the Plan
Developing the ISS Requirement
12
NAVRIIP Readiness Flow DiagramReadiness-centric
Naval Aviation Enterprise
Non-Deployed Readiness Objectives
CNO
Determine Sortie- Based T readiness requirements
Aircraft and mission system REQMTS FORECAST
Execute Readiness Reqmts, credit process
Conversion, into aircraft REQMTS
READINESS
Deploy
CFT
Determine
Provide, Parts
ILS Element
PROVIDERS
MAINTENANCE
CONVERSION Into parts reqd
Impact Resolve
CFT
MANPOWER
"In-year" Budget
REQUIREMENTS
Issues
Conversion into depot flows for A/C and
component output requirements
Coordinate cost schedule and requirements w/
NAVICP (component) TYCOMS (A/C)
DEPOT INTEGRATION
Provide depotA/C repair component services per
schedule requirement
Determine Planning Budgeting Programming
Changes Required
Update Out-Year Budget Requests Submit
PLANNING
BUDGETING
CFT
13
Way Ahead

• Launch OID Integration within CFT-2
• TGI conduct a focused offsite for Product
  Enterprise Management leadership and team members
• Vision and Roles Missions
• Overcome 2 year head start of other elements
• Train the resources
• Field Product Business, Inc
• Product teams (e.g. TMS, Engines, Components)
• Process teams (e.g. Stability Linearity,
  Material Issues)
• Acceleration Teams (e.g. CFT-2 specific items in
  backlog)
• Move forward with integration effort
• Create the Naval Aviation Business Enterprise

14
NAVRIIP
FRP
READINESS
COST
NAVRIIP University
METRICS
NSI
AIP MANAGEMENT
AIRSpeed TOC/Lean/6 Sigma
O I D
S U P P L Y
T/M/S
Maint/Matl Management
Cost Management
Product Enterprise Teams
7000 AVDLR
Productive Ratios
MPT
15
Vision of Naval Aviation EnterpriseThe Journey
of Discovery Never Ends

• Alignment of Naval Aviation Enterprise
• Realize a "Culture of Readiness
• Cost-wise Readiness!
• Overarching Theme
• Single Naval Aviation Enterprise to Achieve
  Aircraft Ready for Training and Operation (RFO)
  While Reducing Cost
• Reinforce Responsibility and Accountability in
  all levels of Naval Aviation
• Improve Reliability (Increase Time on Wing)
• Decrease Turnaround Time (Increase Availability
  of Assets),
• Right Size Naval Aviation Finances and Identify
  Cost structure
• Manage reductions as a cohesive Enterprise
• Improve Material Management
• Balance Integrated Logistics Support

An Enterprise of the Readiness We Need and at the
Cost We Can Pay
16
The Enterprise Goal

• Increase Readiness reduce costs decrease
  assets
• Aircraft Labor costs
  Inventory Engines All Accounts
  Recap savings
  Components (FHP, APN 6, WCF, OMN)
• Achieving goal through CT and decreasing O-I-D
  WIP
• Current efforts, Lean/ TOC, were fragmented
• Impacted by barriers outside the individual
  silos control
• NAVRIIP speeds impact of point solutions
• Impacts cross-functionally
• Focuses and aligns balances
• TMS management structure with Product Enterprise
  Teams

The Enterprise is not a silo thing, it is a Naval
Aviation thing
17
The Product Enterprise Team Notional Arrangement
18
Standard Cockpit Chart
Site Comments Section
19
Touchstone

• AIRSpeed is NAVRIIPs Enterprise Architecture
  for operationalizing cost-wise readiness across
  the Naval Aviation Enterprise.