life cycle product support brief to lcl fipt july 17, 2009
TRANSCRIPT
222
Now is the Right Time—For the Right Reasons—to Revisit Life Cycle Product Support
New political environment
Anticipated financial pressure
Wartime largesse
Quantum improvement in equipment, IT, and data engines
Decade of experience with PBL—need to incorporate learning
Warfighter deserves no less
Good stewardship
Maximize effectiveness
and efficiency of Life Cycle dollar
Military operations are more precise
and reliable; logistics must do
the same
Tim
ing
Reason
This is about enterprise life cycle product support leadershipThis is about enterprise life cycle product support leadership
3
PSAT Team Membership
University of Tennessee
Auburn University
DAU-LOG DAUAc
adem
ia University of Tennessee
Auburn University
DAU-LOG DAUAc
adem
ia University of Tennessee
Auburn University
DAU-LOG DAUAc
adem
ia University of Tennessee
Auburn University
DAU-LOG DAUAc
adem
ia
USN (N4)
USN (ASNRDA, DASNALM)Navy
USMC (I&L)Marine Corps
USAF (SAF/AQXA)
USAF (AFMC)
USAF (A4MM)Air
Force
USA PM (FCS)
USA (DCS G-4)
USA (ASA ALT)
USA (AMC)
Army
Se
rvices
USN (N4)
USN (ASNRDA, DASNALM)Navy
USMC (I&L)Marine Corps
USAF (SAF/AQXA)
USAF (AFMC)
USAF (A4MM)Air
Force
USA PM (FCS)
USA (DCS G-4)
USA (ASA ALT)
USA (AMC)
Army
Se
rvices
USN (N4)
USN (ASNRDA, DASNALM)Navy
USMC (I&L)Marine Corps
USAF (SAF/AQXA)
USAF (AFMC)
USAF (A4MM)Air
Force
USA PM (FCS)
USA (DCS G-4)
USA (ASA ALT)
USA (AMC)
Army
Se
rvices
USN (N4)
USN (ASNRDA, DASNALM)Navy
USMC (I&L)Marine Corps
USAF (SAF/AQXA)
USAF (AFMC)
USAF (A4MM)Air
Force
USA PM (FCS)
USA (DCS G-4)
USA (ASA ALT)
USA (AMC)
Army
Se
rvices
ODUSD (L&MR)
OSD (PA&E)
OSD (DPAP)
OSD (COMPT)
OSD (BTA)
OSD (ATL)
OSD
JS (J8)
JS (J4) Joint Staff
DLA (J-31/-74)
DLA (DSCR) DLA
Cro
ss-D
oD
ODUSD (L&MR)
OSD (PA&E)
OSD (DPAP)
OSD (COMPT)
OSD (BTA)
OSD (ATL)
OSD
JS (J8)
JS (J4) Joint Staff
DLA (J-31/-74)
DLA (DSCR) DLA
Cro
ss-D
oD
ODUSD (L&MR)
OSD (PA&E)
OSD (DPAP)
OSD (COMPT)
OSD (BTA)
OSD (ATL)
OSD
JS (J8)
JS (J4) Joint Staff
DLA (J-31/-74)
DLA (DSCR) DLA
Cro
ss-D
oD
ODUSD (L&MR)
OSD (PA&E)
OSD (DPAP)
OSD (COMPT)
OSD (BTA)
OSD (ATL)
OSD
JS (J8)
JS (J4) Joint Staff
DLA (J-31/-74)
DLA (DSCR) DLA
Cro
ss-D
oD
PRTM Management Consultants
L&MR Consultants
MgmtConsulting
BAE Systems
XIO Strategies, Inc.
Avascent
Boeing
Honeywell
Sikorsky
SAIC
General Dynamics
Raytheon
Lockheed Martin
AIA & NDIAIn
du
stry
PRTM Management Consultants
L&MR Consultants
MgmtConsulting
BAE Systems
XIO Strategies, Inc.
Avascent
Boeing
Honeywell
Sikorsky
SAIC
General Dynamics
Raytheon
Lockheed Martin
AIA & NDIAIn
du
stry
PRTM Management Consultants
L&MR Consultants
MgmtConsulting
BAE Systems
XIO Strategies, Inc.
Avascent
Boeing
Honeywell
Sikorsky
SAIC
General Dynamics
Raytheon
Lockheed Martin
AIA & NDIAIn
du
stry
PRTM Management Consultants
L&MR Consultants
MgmtConsulting
BAE Systems
XIO Strategies, Inc.
Avascent
Boeing
Honeywell
Sikorsky
SAIC
General Dynamics
Raytheon
Lockheed Martin
AIA & NDIAIn
du
stry
Assess Progress, Determine Future Requirements, Develop Way Forward
Oct 08 Nov Dec Jan 09 Feb Mar Apr May Jun Jul Aug Sep
Discovery and Assessment
Product Build Implementation Ramp-up
Develop the guidance and implementation roadmap for LCPS
• Facilitated Working Group and Recommendation Build Team (RBT) discussions of To-Be environment
• Develop future LCPS—incl. policy, and implementation roadmap
Finalize roadmap actions
• Finalize final written report
• Facilitate buy-in through executive out-briefs
4Future Policy and
Implementation Roadmap
Incorporate New Administration
Feedback
Working Group Meetings
Senior Steering Group (SSG) Meetings
Assess overall progress and emerging requirements
• Facilitated Working Group discovery of As-Is environment
• Analysis: Fact-based weapon system program analysis
Interim Assessment and Initial Insights
PSAT Bi-weekly Workshops (PSAT Working Group & Recommendation Build Teams)
Life Cycle Product Support Vision & Guiding Principles
Implementation Guidelines• Ruthlessly separate needs
from appetites• Understand portfolio of
alternatives• Tie metrics directly to
Warfighter outcomes
Implementation Guidelines• Govern sustainment as part of
the life cycle • Design for sustainability, and
integrate acquire-to-retire process
• Manage predictable costs throughout the life cycle
• Integrate human capital planning into life cycle focus
Implementation Guidelines• Exhaust opportunities for
Joint economy and reduce unnecessary redundancy
• Build the capability to make good enterprise decisions
• Enforce consistency in product support processes & infrastructure
Implementation Guidelines• Optimize public & private product support capabilities
• Leverage core competencies• Partnerships are effective;
equitable; transparent; bilateral and long-term
Implementation Guidelines• Manage with facts, and drive accountability for
performance and costs• Build and evolve BCAs that enhance decision
making
Start & E
nd with
the
Start & E
nd with
the
Warfi
ghter’s O
bjectives
Warfi
ghter’s O
bjectives
Demonstrate & Enforce
Demonstrate & Enforce
Life Cycle Focus
Life Cycle Focus
En
terprise M
eans
En
terprise M
eans
En
terprise
En
terprise
(& Jo
int M
eans Jo
int)
(& Jo
int M
eans Jo
int)
Bu
ild M
utu
ally
-
Bu
ild M
utu
ally
-
Ben
efic
ial P
artn
ersh
ips
Ben
efic
ial P
artn
ersh
ips
Incentivize Accountability Incentivize Accountability for Performancefor Performance
5
Aligned and Aligned and synchronized synchronized
operational, acquisition, operational, acquisition, and sustainment and sustainment
communities working communities working together to deliver together to deliver
required and affordable required and affordable Warfighter outcomes Warfighter outcomes
> 100 Recommendations for Next Generation Product Support> 100 Recommendations for Next Generation Product Support
Gu
idin
g
Gu
idin
g
Pri
nci
ple
sP
rin
cip
les
PSAT Discovery & AssessmentPSAT Discovery & Assessment
Current Product Support EnvironmentCurrent Product Support Environment
6
Over 100 Recommendations From Guiding Principles & Implementation Guidelines
77
Working Group is Evaluating Product Support Strategy, Policy, Process, and Resources
Are Processes sufficient to enable
accurate, consistent Life Cycle Product Support execution?
Are Resources (people, skills, funding, info, etc.)
adequate and appropriate to conduct effective Life Cycle Product Support?
Is there a consistent, understandable and
executable Strategy for Life Cycle Product
Support?
Is Policy adequate to successfully drive desired
behavior for total Life Cycle Product Support?
If not, we will be defining new directionIf not, we will be defining new direction
8
““Policies are in place Policies are in place but not always but not always followed or governed” followed or governed”
““Strategy exists but Strategy exists but not understood not understood across departments”across departments”
““Processes are not Processes are not aligned across aligned across organizational organizational boundaries”boundaries”
““We are We are underinvesting in underinvesting in necessary necessary resources”resources”
Conducted Over 20 Topical Examinations And Identified Needed Improvements
8 Recommendation Areas Are Both Dependent Upon and Inform One Another
9
Next Generation Business Model: Define the overall strategy that drives cost-effective performance and capability for the Warfighter across the
weapon system life cycle and enables most advantageous use of an integrated defense industrial base
Supply Chain Operational Strategy: Connect platform product support strategies to enterprise supply chain approaches that produces best value across the DoD components
PPP / Industrial Integration: Align and expand the collaboration
between Government & Industry that produces best value partnering practices
Weapons System Data: Define, collect, report, and manage the data we need to drive effective Life Cycle Product Support
Metrics: Use existing metrics to
catalyze sustainment strategies and trigger
continuous supportability analysis
O&S Costs: Improve O&S cost visibility and influence
BCA: Building a toolbox of analytical approaches, where BCA is one of many
Human Capital: Integrate Product Support competencies across the Logistics and Acquisition workforce domain to institutionalize successful traits of an outcome-based culture
Governance: Strengthen and develop
organization and mgmt processes to deliver the right sustainment information to decision-makers
– What approaches maximize performance for the Warfighter?
– Are there common sustainment strategies across components?
– How can different optimization approaches be used together?
– What is the relationship between O&S and Materiel Availability?
The PSAT Team’s Data Analysis Is Driven By Several Key Questions
11
Analysis Required Several Data Types
– Do PPPs contribute to greater readiness or reliability?
– Is there a relationship between longer periods of performance, industry investment, increased readiness, and increased jobs at the Depot?
These questions have already yielded important insightsThese questions have already yielded important insights
Data Collection Status
12
Army Navy
Air Force USMC
Data Sought
Service Data
Provided
LMI PPP Database
O&S Database
Readiness Database
Data Collected
Yes YesYes
(VAMOSC)Researching
Data Sought
Service Data
Provided
LMI PPP Database
O&S Database
Readiness Database
Data Collected
Yes YesYes
(VAMOSC)Researching
Data Sought
Service Data
Provided
LMI PPP Database
O&S Database
Readiness Database
Data Collected
Yes YesAwaiting OSMIS
Approval
Awaiting LOGSA Approval
Data Sought
Service Data
Provided
LMI PPP Database
O&S Database
Readiness Database
Data Collected
Yes YesYes
(AFTOC)Yes
(AFTOC)
*
Assess Progress, Determine Future Requirements, Develop
Way ForwardOct 08 Nov Dec Jan 09 Feb Mar Apr May Jun Jul Aug Sep
Discovery and Assessment
Product Build Implementation Ramp-up
Develop the guidance and implementation roadmap for LCPS
• Facilitated Working Group and Recommendation Build Team (RBT) discussions of To-Be environment
• Draft the assessment report
• Develop future LCPS—incl. policy, and implementation roadmap
Finalize roadmap actions
• Finalize final written report
• Form Implementation Ownership Teams
• Facilitate buy-in through executive out-briefs and new administration perspective
14Working Group Meetings
Senior Steering Group (SSG) Meetings
Assess overall progress and emerging requirements
• Facilitated Working Group discussions of As-Is environment
• 20 Topical Examinations (Policy, Process, Strategy, Resources)
• Analysis: Fact-based weapon system program analysis
PSAT Bi-weekly Workshops (PSAT Working Group & Recommendation Build Teams) PSAT IOT Reviews