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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Headquarters U.S. Air Force
1
RNI and HVM Update
Col Tom Fitch
AFMC LSO/A4L
15 Nov 10
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 2
Agenda
RNI Vision
Phase 1 Review
Phase 2, Spiral 1
Accomplished to-date
Implementation schedule
Phase 2, Spirals 2-10
Timeline
Way Ahead
HVM Vision and Tenets
Phases
Battle Rhythm
Pilot Project Status
Way Ahead
Notional Integrated Repair
Network
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
What is Repair Network Integration?
The Repair Network Vision:
Enterprise wide repair capability managed by a single process owner and
providing integrated support to the warfighter.
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
RNI Core Management
Processes Repair Network Integration (RNI)
Core Management Processes
Strategic Planning
Financial Planning
Shape & Size Network
Manage Network Performance
Aggregate & Prioritize
Requirements
Compute Capability &
Capacity
Plan & Allocate
Workload
Op
era
tio
na
l S
tra
teg
ic
Workforce & Infrastructure Planning
4
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
RNI Big Picture
5
Phase 1 Proof of Concept
Phase 2 Baselining &
Implementation
Phase 3 Network Refinement
Phase 4 End State
2008 2016 2010 2015 2013 2009 2011 2012 2014
B-1 / F101 /
LANTIRN Pilots
Integrated
Series of
Phases
With No
Hard
Breaks
Between
Them
Propulsion Modules / DLRs
Propulsion
Pneumatics/Hydraulics
Avionics/Pods
Landing Gear/Wheel & Tire/Brakes
Secondary Power
PMEL
Corrosion Control
Heavy Maintenance
C-130 HSC/ISO Pilot*
*Begins integration of RNI & HVM
*Supports AFGLSC pilot
Bring In AFSPC and
Continue to align to
ELG/eLog21
initiatives
RNI 7 Step Certification Process
1. CAP2 Baseline
2. RNM Identified
3. RNM Training
4. Network Kickoff DCO
5. Node Manager Training
6. Network Approval DCO
7. Network Certification Brief
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
RNI Accomplishments to Date
6
BLUF: Same Cost – Better Performance
Phase 1: Proof of Concept:
F101 Produced 27 Engines Across Network Utilizing Core Processes
B-1 ALQ-161 Band 408 Receivers Fill Rate up from 15% to 100%
Phase 2: Baselining and Implementation
Enterprise view of Propulsion Capability & Capacity
Propulsion Product Repair Manager, Repair Network Managers & Node
Managers identified
$10.5M Cost Avoidance at Dyess AFB
F101 Network sustaining WRE levels 24% above standard
F100-229 Network increased WRE Levels by 39% in less than 8 weeks
Developed and coordinated AFI 21-104 Guidance Memo codifying Propulsion
R&R
Program Management Office stood up and HVM folded into PMO
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
RNI Way Ahead
Certify remaining Propulsion Repair Networks
Emphasis on Product Repair Group ownership in order to
accelerate implementation leveraging evolutionary learn as we go
approach
Simultaneously continue base-lining activities for Spiral 2-4
Propulsion Modules & Commodities, Heavy Maintenance (HVM),
Landing Gear / W&T
Implement train-the-trainer approach for Spirals 2-10 for Network
and Node Manager Training
Document and implement a comprehensive repair performance
measurement system
Continue to refine and standardize our Core Management Process
to roll out additional product lines at an accelerated pace
Continue stakeholder outreach to gain buy-in
7
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
RNI Challenge
Largest repair transformation attempted in over 50 years
Mind set change from my “Wing” to my “Air Force”
Accelerating pace of implementation – multiple Spirals rolling
out simultaneously
Competing transformation initiatives and priorities –balance all
of these efforts with limited manpower and funding resources
Realize cost savings while driving effectiveness and efficiencies
at the enterprise level (Don’t break it)
8
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Vision:
Improve Aircraft Availability
Tenets:
Known Condition,
Supportability,
Daily Standard Work,
High-Touch Labor to Schedule
HVM Vision and Tenets
10
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
HVM Phased Implementation
• HQ AFMC led
• Pilot Projects
• Plan / Schedule
• Process Guides
Phase 1
Proof of
Concept
• Measurement
• Guide Revisions
• Export Decision
(IOC)
Phase 2 Phase 3
09/2011 12/2015
Baseline and
Refinement
Transition, Execution,
and Measurement
(FOC)
• PDM-T
• Cycles
• Exit
Criteria
09/2010
Concept
Introduced
04/2007 08/2008
• WR-ALC led
• Design Start
Phase 0
11
Phase 1: Draft Process Guides for Enterprise Need More Work
Schedule Adjusted from 09/2010 to 03/2011
Overall: Steady Progress
Gaining Buy-in from Field
Tracking Progress with Key Metrics
Capitalizing on Successes and Lessons Learned
Expect Broader Implementation end of Phase 2
03/2011
11
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
- PDM & ISO not synchronized - PDM scheduled every 5-6 yrs
Cycle 1 HSC 0
Velo
city (
hrs
/day)
Cycle HVM State
HSC HSC Cycle 2 Cycle 3 Cycle 4
ISO HSC ISO HSC ISO HSC ISO 0
145-220 hrs/day
160 Flow Days
Current State
Velo
city (
hrs
/day)
Incorporates ISO - Integrated Scheduled Mx (PDM & ISO)
- High velocity, multiple cycles over 5-6 yrs
- Cycle 1+2+3+4+ISOs < PDM
Improved AA
Less A/C on ground
Better Visibility A/C
Condition
C-130
18 month interval
12
PDM
HVM Workload Battle Rhythm
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
C-130 Process Validation [Cycle]:
Four of nine aircraft complete; next inducted
09 Aug 10
AFSOC Tail 1302, 150 days AA now
Clean data, effective Pre-Induction
Inspections, and Parts available
13
HVM Pilot Project Status
Near-Term Success:
Known Aircraft Condition for AFSOC MC-130W/88-1302
Enabled AA Improvements
B-1 Process Development / Validation [PDM]:
Validation of 6 PDM tasks through BOW process
Delivered 532 Parts Kits for last 6 PDM Aircraft
Validated Production Cell Standard Operating Procedures on 11 PDM A/C
Validated Supportability Process on 2 PDM Tasks
Begin Prototyping on all 13 FY11 PDM A/C beginning 30 Sept 10
F-22 Process Development [Mod]:
Improved engineering response times
Designing metrics
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Summary / Way Ahead
14
Summary
Institutionalizing our Tenets is the Key to Success
Socializing our Concept by Providing Quarterly Enterprise
Logistics Governance (ELG) Status Package and ELG
Project Interdependency Tracker Updates
Way Ahead
Phase 2: Reconcile Multiple Deployment Strategies
Phase 3: Make Standard Practice Decision and Deploy
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
LRDP
Workload
Review
CBM+
Maint Rqm’ts
Supportability
Process(MRSP)
MSG-3
AFGLSC SUPPLY CHAIN
REPAIR NETWORK CENTER
(CRF-C2)
USAF Integrated Repair Network (Non-Mission Generation--Notional)
15
RNI (Repair Network Integration)
WHAT (THE REQUIREMENT) Engineer/SME analysis (RCM)
tells us what to look at
in heavy mx (PDM)
HOW Known Condition, Supportability,
Daily Std Work, High Touch Labor
WHO/WHERE Enterprise Requirements,
Capability and Capacity,
Workload Planning CONTRACT
MOB CRF
ALC
HVM (High Velocity
Maintenance)
Spares
Requirement
Review Board
(SRRB) D-200
AMR/PRS (Aircraft and Missile
Requirements/Propulsion
Requirements System)
HOW MUCH/HOW MANY Capture/quantify requirement,
translate into hours and $ (PDM brochure)
$$/Hours
Reliability Centered
Maintenance
(RCM)
INF
LU
EN
CE
METRICS/C2
ERRP ENGINEERING REQUIREMENTS
REVIEW PROCESS PEDIGREED
REQUIREMENTS
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