15 January 2014 Optimizing The Fleet Response Plan
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15 January 2014 Optimizing The Fleet Response Plan ADM Bill Gortney Assess Ends Ways RESOURCE POLICY ACCESS PROCURE PRE- INTRO BASIC INTEGRATED MAINT DEPLOY SUSTAIN FRTP Surface Aviation Submarines C4ISRCYBER NECC Weapon System
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01
15 January 2014 Optimizing The Fleet Response Plan
ADM Bill Gortney<br>
ADM Bill Gortney<br>
02
Assess Ends Ways RESOURCE
/ POLICY ACCESS /
PROCURE PRE-
INTRO BASIC INTEGRATED MAINT DEPLOY &
SUSTAIN FRTP Surface Aviation Submarines C4ISR/CYBER NECC Weapon System OP/TAC HQs Everyone is part of the Readiness Kill Chain
Everyone needs to know their place and role in the Readiness Kill Chain
Means and Ways must support the Ends – our Deployability / Sustainment model, the FRP Common Actions Synchronized Training Full Weapon System Ops Means
Personnel
Equipment
Supplies
Training
Ordnance
Networks Installations
Community
Industry
Elected Leaders Governance / C2 – Drives integration & synchronization vertically across weapons systems & horizontally across the readiness lifecycle As of 08MAY13 Readiness Kill Chain Past, Present, Way Ahead 2<br>
/ POLICY ACCESS /
PROCURE PRE-
INTRO BASIC INTEGRATED MAINT DEPLOY &
SUSTAIN FRTP Surface Aviation Submarines C4ISR/CYBER NECC Weapon System OP/TAC HQs Everyone is part of the Readiness Kill Chain
Everyone needs to know their place and role in the Readiness Kill Chain
Means and Ways must support the Ends – our Deployability / Sustainment model, the FRP Common Actions Synchronized Training Full Weapon System Ops Means
Personnel
Equipment
Supplies
Training
Ordnance
Networks Installations
Community
Industry
Elected Leaders Governance / C2 – Drives integration & synchronization vertically across weapons systems & horizontally across the readiness lifecycle As of 08MAY13 Readiness Kill Chain Past, Present, Way Ahead 2<br>
03
The Readiness Kill Chain (RKC) is a way to break down institutional barriers, increase understanding of readiness production, ensure a common understanding of Navy readiness on the same page, and ensure that policies, resources, and products deliver the right capability and readiness for mission requirements.
Specifically, RKC is a repeatable methodology to identify readiness production barriers and root causes, followed by development of effective strategies and solutions to remove these barriers. These processes result in complete assessment and presentation for decisions used to improve forward deployed readiness and resolve barriers in an informed and cost effective manner.
O-FRP is one example of implementation of the RKC. O-FRP uses the RKC approach to analyze various stages of the processes for training, inspections, parts, maintenance and manning to achieve desired end states. What is RKC?<br>
Specifically, RKC is a repeatable methodology to identify readiness production barriers and root causes, followed by development of effective strategies and solutions to remove these barriers. These processes result in complete assessment and presentation for decisions used to improve forward deployed readiness and resolve barriers in an informed and cost effective manner.
O-FRP is one example of implementation of the RKC. O-FRP uses the RKC approach to analyze various stages of the processes for training, inspections, parts, maintenance and manning to achieve desired end states. What is RKC?<br>
04
“We will deliver credible capability for deterrence, sea control, and power projection to deter or contain conflict and fight and win wars.” “Operate forward at strategic maritime crossroads; Sustain our fleet capability through effective maintenance, timely modernization, and sustained production of proven ships and aircraft.”
. “We must ensure today’s force is ready for its assigned missions. Maintaining ships and aircraft to their expected service lives is an essential contribution to fleet capacity” Warfighting
First Operate
Forward Be
Ready We will operationalize the Sailing Directions through the Optimized Fleet Response Plan using the Readiness Kill Chain (RKC) CNO Guidance “We developed the Optimized Fleet Response Plan to establish a more manning-balanced and sustainable cycle…” - CNO Position Report: 2013, p 3<br>
. “We must ensure today’s force is ready for its assigned missions. Maintaining ships and aircraft to their expected service lives is an essential contribution to fleet capacity” Warfighting
First Operate
Forward Be
Ready We will operationalize the Sailing Directions through the Optimized Fleet Response Plan using the Readiness Kill Chain (RKC) CNO Guidance “We developed the Optimized Fleet Response Plan to establish a more manning-balanced and sustainable cycle…” - CNO Position Report: 2013, p 3<br>
05
The CNO’s tenets as outlined in his Sailing directions and reinforced in the Navigation Plan are clear.
The Readiness Kill Chain approach provides us a holistic construct, or methodology, to ensure the Fleet is focused on warfighting … forward … and ready to conduct missions assigned and O-FRP is the answer to how we balance those priorities. CNO’s Tenets<br>
The Readiness Kill Chain approach provides us a holistic construct, or methodology, to ensure the Fleet is focused on warfighting … forward … and ready to conduct missions assigned and O-FRP is the answer to how we balance those priorities. CNO’s Tenets<br>
06
The Optimized Fleet Response Plan (O-FRP) has been developed to enhance the stability and predictability for our Sailors and families by aligning carrier strike group assets to a new 36 month training and deployment cycle.
Beginning in fiscal year ’15, all required maintenance, training, evaluations and a single eight-month deployment will be efficiently scheduled throughout the cycle in such a manner to drive down costs and increase overall fleet readiness.
Under this plan, we will streamline the inspection and evaluation process and ensure that we are able to maintain a level of surge capacity.
O-FRP reduces time at sea and increases home port tempo from 49% to 68% for our Sailors over the 36 month period. Initially focused on Carrier Strike Groups, O-FRP will ultimately be designed for all U.S Navy assets from the ARG/MEU to submarines and expeditionary forces. What is O-FRP?<br>
Beginning in fiscal year ’15, all required maintenance, training, evaluations and a single eight-month deployment will be efficiently scheduled throughout the cycle in such a manner to drive down costs and increase overall fleet readiness.
Under this plan, we will streamline the inspection and evaluation process and ensure that we are able to maintain a level of surge capacity.
O-FRP reduces time at sea and increases home port tempo from 49% to 68% for our Sailors over the 36 month period. Initially focused on Carrier Strike Groups, O-FRP will ultimately be designed for all U.S Navy assets from the ARG/MEU to submarines and expeditionary forces. What is O-FRP?<br>
07
Fleet Response Plan Problem Statement We have lost predictability
For Sailors, families, industrial base
Readiness producers, and readiness consumers
Length does not accommodate maintenance and training … or maximize operational availability
Misaligned CSG / DESRON Chains of Command
Manning levels not aligned to the phases of FRP
Maintenance and modernization
Not executing on time / budget
Requires better synchronization
Underfunded spares accounts
Unconstrained inspection process
Lack of standardized Operational /Tactical HQ academic, synthetic, and live training<br>
For Sailors, families, industrial base
Readiness producers, and readiness consumers
Length does not accommodate maintenance and training … or maximize operational availability
Misaligned CSG / DESRON Chains of Command
Manning levels not aligned to the phases of FRP
Maintenance and modernization
Not executing on time / budget
Requires better synchronization
Underfunded spares accounts
Unconstrained inspection process
Lack of standardized Operational /Tactical HQ academic, synthetic, and live training<br>
08
Potential Drivers to Readiness Production “Cost Driver” – Maintenance Driven FRP Inefficiency “Cost Driver” – Schedule Driven FRP Inefficiency Traditional Fleet FRP<br>
09
The previous slide graphically depicts inefficiencies.
The solid blue line represents our readiness model and the dashed line is reality for these three Strike Groups.
Each of these three profiles is unique and our generic profile is not reliably predictive of the investment of our “means and ways” in this process.
IKE CSG faced maintenance challenges which delayed her work-ups and deployment and then she conducted a second deployment after a short homeport visit.
HST CSG trained up and then delayed due to a change in presence requirements – we “banked” her readiness during this delay.
NIM CSG was a combination of both maintenance and schedule delays.
Comparing a generic planning FRP profile to these CSGs profiles highlights the need to find a model that is more predictable and reliable in the planning process and ensures that we conserve scarce resources and money.
O-FRP establishes a framework to develop a predictive model that will drive each CSG to look and execute a more similar FRP profile. Understanding Potential Drivers to Readiness Production Slide<br>
The solid blue line represents our readiness model and the dashed line is reality for these three Strike Groups.
Each of these three profiles is unique and our generic profile is not reliably predictive of the investment of our “means and ways” in this process.
IKE CSG faced maintenance challenges which delayed her work-ups and deployment and then she conducted a second deployment after a short homeport visit.
HST CSG trained up and then delayed due to a change in presence requirements – we “banked” her readiness during this delay.
NIM CSG was a combination of both maintenance and schedule delays.
Comparing a generic planning FRP profile to these CSGs profiles highlights the need to find a model that is more predictable and reliable in the planning process and ensures that we conserve scarce resources and money.
O-FRP establishes a framework to develop a predictive model that will drive each CSG to look and execute a more similar FRP profile. Understanding Potential Drivers to Readiness Production Slide<br>
10
DepSecDef-driven concept to generate 3.0-4.0 CSG Ao
7-7-7 plan (Deploy/Dwell/Deploy)
49 percent Homeport Time
Deployments are 39 percent of the FRP length
ECP Frame work:
Provides a predictable FRP cycle
Extends/synchs CVN/CVW/SC FRP cycles to 36 months
Fixes CSG composition: Ships/aircraft/staffs remain aligned thru entire FRP cycle
Generates fully ready forces, trained to a single MCO certification standard
Establishes a stable and predictable maintenance plan
Maintenance interval remains constant
ECP concept ended Jan 13 due to sequester/POM fiscal limits O-FRP Predecessor: Enhanced Carrier Presence<br>
7-7-7 plan (Deploy/Dwell/Deploy)
49 percent Homeport Time
Deployments are 39 percent of the FRP length
ECP Frame work:
Provides a predictable FRP cycle
Extends/synchs CVN/CVW/SC FRP cycles to 36 months
Fixes CSG composition: Ships/aircraft/staffs remain aligned thru entire FRP cycle
Generates fully ready forces, trained to a single MCO certification standard
Establishes a stable and predictable maintenance plan
Maintenance interval remains constant
ECP concept ended Jan 13 due to sequester/POM fiscal limits O-FRP Predecessor: Enhanced Carrier Presence<br>
11
The following series of slides describe progress achieved in our effort to manage Fleet wholeness across the Readiness Kill Chain (RKC) through the Optimized-Fleet Response Plan (O-FRP).
“Managed Wholeness,” is a term USFF coined to describe how we are leading our forces through the tough fiscal turbulence expected over the coming years. “Managed Wholeness”<br>
“Managed Wholeness,” is a term USFF coined to describe how we are leading our forces through the tough fiscal turbulence expected over the coming years. “Managed Wholeness”<br>
12
We’ve started FY 14 under a Continuing Resolution Amendment at reduced funding levels. Additionally, we are constrained by our current manpower levels and force structure. As a result, we have to carefully manage the wholeness of the Fleet with innovative cost saving measures that optimize readiness at the reduced funding levels. Current Fiscal Environment<br>
13
Retains ECP framework / capacity with reduced global Ao (~2.0)
36 month FRP
Single 8-month deployment
Starts with HST CSG in Nov 2014
Enables delivery of:
Fixed CSG Composition
Aligned and stabilized CSG manning throughout the FRP
Stable maintenance plan
Improved quality of work and enhanced quality of life
Embedded Electromagnetic Spectrum Maneuver Warfare and Naval Integrated Fire Control – Counter Air
Forces trained to a single certification standard Optimized Fleet Response Plan (O-FRP)<br>
36 month FRP
Single 8-month deployment
Starts with HST CSG in Nov 2014
Enables delivery of:
Fixed CSG Composition
Aligned and stabilized CSG manning throughout the FRP
Stable maintenance plan
Improved quality of work and enhanced quality of life
Embedded Electromagnetic Spectrum Maneuver Warfare and Naval Integrated Fire Control – Counter Air
Forces trained to a single certification standard Optimized Fleet Response Plan (O-FRP)<br>
14
Optimized FRP Lines of Effort Parts
(USFF / CPF N41
OPNAV N8/N9)<br>
(USFF / CPF N41
OPNAV N8/N9)<br>
15
FRP Length Maximum CSG Operational Availability (Ao)
36 month FRP
Supply-based; surge capacity dependent upon funding
Maximum forward presence with available capacity and funding
Predictable, yet adaptable
Able to meet FY14-16 with 2.0 CVN and 27 SC (includes 9+4 FDNF) For the sunk cost of maintenance & training, maximize Ao, with a clean chain of command, and an acceptable PERSTEMPO PREDICTABLE ADAPTABLE<br>
36 month FRP
Supply-based; surge capacity dependent upon funding
Maximum forward presence with available capacity and funding
Predictable, yet adaptable
Able to meet FY14-16 with 2.0 CVN and 27 SC (includes 9+4 FDNF) For the sunk cost of maintenance & training, maximize Ao, with a clean chain of command, and an acceptable PERSTEMPO PREDICTABLE ADAPTABLE<br>
16
What is AO? AO is “Operational Availability.” Basically, this is the time a platform is employable.
This does not take into consideration OPTEMPO and PERSTEMPO.
The formula is the cycle length minus maintenance and training.
For example, in the 36-month O-FRP cycle, there are approximately 6 months maintenance and 6 training. Therefore, AO is approximately 24 months.
AO = [ Cycle length – (maintenance time and training time)]
AO = 36-(6+6) = 24
This does not mean that a Carrier Strike Group will be deployed for the entire Operational Availability. Under O-FRP, deployment lengths are metered by Service Quality of Life factors. AO is simply a measure of when a platform is employable, and is used for planning both for rotational deployment and to determine surge capacity should a National emergency arise.<br>
This does not take into consideration OPTEMPO and PERSTEMPO.
The formula is the cycle length minus maintenance and training.
For example, in the 36-month O-FRP cycle, there are approximately 6 months maintenance and 6 training. Therefore, AO is approximately 24 months.
AO = [ Cycle length – (maintenance time and training time)]
AO = 36-(6+6) = 24
This does not mean that a Carrier Strike Group will be deployed for the entire Operational Availability. Under O-FRP, deployment lengths are metered by Service Quality of Life factors. AO is simply a measure of when a platform is employable, and is used for planning both for rotational deployment and to determine surge capacity should a National emergency arise.<br>
17
FRP Length 36 month FRP cycle becomes the foundation upon which we generate CSGs ready for deployment and provides maximum Ao for CSG presence/funding level.
Under a sustainable O-FRP, a single 8 month deployment generates a deployed to FRP ratio (D/FRP) of 0.22 (or in other terms 5 CVNs can generate 1.0 global presence) with the ability to go to 0.38 (or 3 CVNs to generate a 1.0 presence) should resources ever become available.
These CSGs will be composed of 7-8, vice current 3-4, surface combatants who will be aligned under a single DESRON and will aggregate for training and certification.
Surface combatants’ deployment dates may vary slightly due to maintaining Global Force Management Allocation Plan (GFMAP) adjudicated presence requirements: Ballistic Missile Defense (BMD), SCAN EAGLE, and FIRE SCOUT.<br>
Under a sustainable O-FRP, a single 8 month deployment generates a deployed to FRP ratio (D/FRP) of 0.22 (or in other terms 5 CVNs can generate 1.0 global presence) with the ability to go to 0.38 (or 3 CVNs to generate a 1.0 presence) should resources ever become available.
These CSGs will be composed of 7-8, vice current 3-4, surface combatants who will be aligned under a single DESRON and will aggregate for training and certification.
Surface combatants’ deployment dates may vary slightly due to maintaining Global Force Management Allocation Plan (GFMAP) adjudicated presence requirements: Ballistic Missile Defense (BMD), SCAN EAGLE, and FIRE SCOUT.<br>
18
CSG Alignment Iterative changes will be required in out years to complete Problem: CSG and Destroyer Squadron Misalignment
Operational Control (OPCON) and Administrative Control (ADCON) Chain of Command and FITREPS
DESRON Commanders do not deploy with their assigned SC
CSGs deploy with SC from multiple squadrons
Multiple Independent deployer CERTEX events required
Advanced training produces lesser qualification (MSO vs. MCO)
DESRON SC FRP cycles not in alignment
Capability mismatch with CSG Solution: Fixed CSG Composition
C2 Aligned with FRP cycle
OPCON aligned with deployment cycle
SC schedules more predictable
BMD integrated within CSG
Surface combatant CMP aligned with CVN
Cost effective, Major Combat Operations Independent deployers<br>
Operational Control (OPCON) and Administrative Control (ADCON) Chain of Command and FITREPS
DESRON Commanders do not deploy with their assigned SC
CSGs deploy with SC from multiple squadrons
Multiple Independent deployer CERTEX events required
Advanced training produces lesser qualification (MSO vs. MCO)
DESRON SC FRP cycles not in alignment
Capability mismatch with CSG Solution: Fixed CSG Composition
C2 Aligned with FRP cycle
OPCON aligned with deployment cycle
SC schedules more predictable
BMD integrated within CSG
Surface combatant CMP aligned with CVN
Cost effective, Major Combat Operations Independent deployers<br>
19
CSG Alignment When examining DESRON alignments in conjunction with O-FRP, we saw an opportunity to fix numerous discrepancies, such as wholesale surface combatant swap outs between CSG multiple deployments as well as integrating BMD capability into CSGs.
O-FRP aligns surface combatant and CVN/CVW cycles to optimize resources required to achieve deployment certification.
Simple administrative alignment near term achieves 90% DESRON alignment. 21 of 29 moves have been mapped out for TYCOM execution to support 4 CSG’s.
USFF is changing DESRON assignments so that all CRUDES will be aligned to their CSGs starting with the GHWB CSG for their FEB 2014 deployment.
Ownership alignment also allows ISICs to begin transmitting Commanders’ intent to assigned units early – operational and professional expectations.<br>
O-FRP aligns surface combatant and CVN/CVW cycles to optimize resources required to achieve deployment certification.
Simple administrative alignment near term achieves 90% DESRON alignment. 21 of 29 moves have been mapped out for TYCOM execution to support 4 CSG’s.
USFF is changing DESRON assignments so that all CRUDES will be aligned to their CSGs starting with the GHWB CSG for their FEB 2014 deployment.
Ownership alignment also allows ISICs to begin transmitting Commanders’ intent to assigned units early – operational and professional expectations.<br>
20
Manning Wholeness Personnel readiness standard
92/95/1 minimum deployment manning levels
Take risk in non-deployed units and post deployment surge
Actions to achieve wholeness
Recruit/Access to meet demand
Manage ‘Street to Fleet’ supply chain
Fund the Individuals Accounts
Define and prioritize critical operational shore duty billets
Manage and sustain wholeness
Report and manage individual PERSTEMPO
Incentivize and retain quality sailors
Manage FIT/FILL risk ashore
Established PERS-454 to streamline LIMDU process<br>
92/95/1 minimum deployment manning levels
Take risk in non-deployed units and post deployment surge
Actions to achieve wholeness
Recruit/Access to meet demand
Manage ‘Street to Fleet’ supply chain
Fund the Individuals Accounts
Define and prioritize critical operational shore duty billets
Manage and sustain wholeness
Report and manage individual PERSTEMPO
Incentivize and retain quality sailors
Manage FIT/FILL risk ashore
Established PERS-454 to streamline LIMDU process<br>
21
In the previous slide, we used “92/95/1” as our endstate. This is also known as “FIT / FILL / Critical NEC”
The first number is “FIT”
This indicates that a commanding officer will have 92 percent of sailors authorized with the right skill sets
The second number is “FILL”
This number indicates that at least 95 percent of the required manning is on board
The third and final number indicates that there is at least 1 sailor on board that has the qualifications for every critical Navy Enlisted Classification (NEC) FIT/FILL/CRITICAL NEC<br>
The first number is “FIT”
This indicates that a commanding officer will have 92 percent of sailors authorized with the right skill sets
The second number is “FILL”
This number indicates that at least 95 percent of the required manning is on board
The third and final number indicates that there is at least 1 sailor on board that has the qualifications for every critical Navy Enlisted Classification (NEC) FIT/FILL/CRITICAL NEC<br>
22
The Fleet continues to face a fit/fill below the standard of 90/90/1 with an upward in trend of cross decks and diverts needed to maintain that standard.
After a TYCOM RKC review and a USFF N1 led Navy-wide working group, a CNO approved POAM was developed to increase the personnel readiness target, set actions to achieve wholeness and manage and sustain the gains.
OPNAV N1 was given the lead to execute the POAM. Manning<br>
After a TYCOM RKC review and a USFF N1 led Navy-wide working group, a CNO approved POAM was developed to increase the personnel readiness target, set actions to achieve wholeness and manage and sustain the gains.
OPNAV N1 was given the lead to execute the POAM. Manning<br>
23
HST CSG Manning to O-FRP<br>
24
CNO Availability schedules are set:
Aligned with CRUDES assignment to CSGs
Stable, predictable and integrated maintenance and modernization plan
Proper availability planning
Allowance for timely port loading adjustments
Integrated with assessments
Aligns Surface Ship Class Maintenance Plan to 36 months to match CVNs
Modernization improvements:
Interoperable and aligned CSG/ARG C5I capabilities
Integrated SOVT test to include all associated supporting systems
Improved aircraft inventory management to fully support training plan
Adjust SFRM to 36 month FRP Maintenance & Modernization Stable, Predictable, Integrated Maintenance & Modernization
that aligns and synchronizes CSG capabilities<br>
Aligned with CRUDES assignment to CSGs
Stable, predictable and integrated maintenance and modernization plan
Proper availability planning
Allowance for timely port loading adjustments
Integrated with assessments
Aligns Surface Ship Class Maintenance Plan to 36 months to match CVNs
Modernization improvements:
Interoperable and aligned CSG/ARG C5I capabilities
Integrated SOVT test to include all associated supporting systems
Improved aircraft inventory management to fully support training plan
Adjust SFRM to 36 month FRP Maintenance & Modernization Stable, Predictable, Integrated Maintenance & Modernization
that aligns and synchronizes CSG capabilities<br>
25
Turning to maintenance and using the kill chain “As is” / “To be” construct, we found that maintenance was impacted by changes in schedules and funding, and is constrained by port loading.
Thumb-rule used by maintenance providers is that costs go up by 3x for work packages changes through mid-availability and as much as 8X for changes in work packages from mid-to-late availability. So, this is a significant cost driver.
We also found that modernization is not aligned to the group and that there is significant variance in combat systems. For instance, in the 62 ship Arleigh Burke Class, there are 42 different configurations of only 8 major C4I systems. Clearly, an interoperability challenge.
Configuration variance reduction is one element that will improve maintenance and modernization execution.
Providing a stable and predictable FRP length with clear ownership alignment to a particular CSG would alleviate many of these challenges. Maintenance & Modernization<br>
Thumb-rule used by maintenance providers is that costs go up by 3x for work packages changes through mid-availability and as much as 8X for changes in work packages from mid-to-late availability. So, this is a significant cost driver.
We also found that modernization is not aligned to the group and that there is significant variance in combat systems. For instance, in the 62 ship Arleigh Burke Class, there are 42 different configurations of only 8 major C4I systems. Clearly, an interoperability challenge.
Configuration variance reduction is one element that will improve maintenance and modernization execution.
Providing a stable and predictable FRP length with clear ownership alignment to a particular CSG would alleviate many of these challenges. Maintenance & Modernization<br>
26
Maintenance & Modernization RKC Analysis Commander’s Intent
Use a Readiness Kill Chain approach
Analyze the various stages of the end to end process
Ship/Submarine Maintenance and Modernization:
NAVSEA lead
Drive Work Package development and Planning effort to be done earlier
Integrate Class Maintenance Plan requirements with Modernization
Aircraft Depot Maintenance
NAVAIR lead<br>
Use a Readiness Kill Chain approach
Analyze the various stages of the end to end process
Ship/Submarine Maintenance and Modernization:
NAVSEA lead
Drive Work Package development and Planning effort to be done earlier
Integrate Class Maintenance Plan requirements with Modernization
Aircraft Depot Maintenance
NAVAIR lead<br>
27
Spares availability critical to readiness
Stagnant/downward trends in key indicators drove action to get right parts on the shelves
Outfitting Spares
Additional $51M added to outfitting spares accounts May’13; minimal spares backlog
Outfitting spares funding “green” across Future Year Defense Plan
Fleet Shipboard Spares
Significant investments in AEGIS/BMD spares FY10-13
COSAL updates every 2 months since July 2012
Additional $21M investment in surface spares end of Fiscal Year 2013
Ship Construction Spares
$14.6M added back to LPD-25 & LHA-6 programs end of Fiscal Year 2013 Surface Spares Wholeness Coordinated Shipboard Allowance List (COSAL)
effectiveness improving and expected to continue<br>
Stagnant/downward trends in key indicators drove action to get right parts on the shelves
Outfitting Spares
Additional $51M added to outfitting spares accounts May’13; minimal spares backlog
Outfitting spares funding “green” across Future Year Defense Plan
Fleet Shipboard Spares
Significant investments in AEGIS/BMD spares FY10-13
COSAL updates every 2 months since July 2012
Additional $21M investment in surface spares end of Fiscal Year 2013
Ship Construction Spares
$14.6M added back to LPD-25 & LHA-6 programs end of Fiscal Year 2013 Surface Spares Wholeness Coordinated Shipboard Allowance List (COSAL)
effectiveness improving and expected to continue<br>
28
Inspections 28 INSPECTION PERIOD III Maintenance Basic Integrated Deployment MCMA INSURV MI / MCMA FUTURE: “As-Is” “To-Be” = Independent Inspections INSPECTION PERIOD I INSPECTION PERIOD II MI CNO designated USFF as Executive Agent for Fleet Assessment:
Oversee changes to Inspections, Certifications, Assessment and Visits events
Approval authority for new or expanded requirements
Standardize Assessment Criteria
Maximize training value
Develop enduring process for continual review
Lead senior advisory group to CNO on ICAV matters PRESENT: 466 inspections<br>
Oversee changes to Inspections, Certifications, Assessment and Visits events
Approval authority for new or expanded requirements
Standardize Assessment Criteria
Maximize training value
Develop enduring process for continual review
Lead senior advisory group to CNO on ICAV matters PRESENT: 466 inspections<br>
29
This diagram approaches inspection and assessment processes in the “As is: at top and “To be” on the bottom of the chart. The curves represent a generic readiness curve and are sub divided horizontally by phase.
Our Fleet Action Working Group found that there are 466 different inspections, certifications, assists and visits scattered across the FRP. Some of these are time based, some are conditions based and others are policy or law. Many are, frankly, outdated.
Developing an assessment and inspection continuum across the FRP will:
Optimize external assessment and inspection events to eliminate redundancy
Optimize assessment timing within the FRP
Standardize assessment and inspection requirements
Standardize expectations to minimize impacts to ship’s force personnel
Develop institutionalized process for continuous adjudication of future inspections within the FRP. Inspections<br>
Our Fleet Action Working Group found that there are 466 different inspections, certifications, assists and visits scattered across the FRP. Some of these are time based, some are conditions based and others are policy or law. Many are, frankly, outdated.
Developing an assessment and inspection continuum across the FRP will:
Optimize external assessment and inspection events to eliminate redundancy
Optimize assessment timing within the FRP
Standardize assessment and inspection requirements
Standardize expectations to minimize impacts to ship’s force personnel
Develop institutionalized process for continuous adjudication of future inspections within the FRP. Inspections<br>
30
Creating a Smarter INSURV Reduced from 5 days to 3 days
Commences on Tuesday vice Monday to reduce burden on crew
Improved Operational Risk Management
Ships do not get underway before 0700 to enhance safety
Ship leadership afforded crew rest through improved scheduling of events and elimination of redundant and out dated requirements
Linked to Readiness Events
Accepts TYCOM TSRA PMS data as INSURV data. This makes INSURV even shorter (3 days or less)
Analyzes more data over broader period of time
Collects TYCOM mid-cycle assessment data as INSURV data. This increases the amount of data used to identify maintenance and readiness trends
(U)<br>
Commences on Tuesday vice Monday to reduce burden on crew
Improved Operational Risk Management
Ships do not get underway before 0700 to enhance safety
Ship leadership afforded crew rest through improved scheduling of events and elimination of redundant and out dated requirements
Linked to Readiness Events
Accepts TYCOM TSRA PMS data as INSURV data. This makes INSURV even shorter (3 days or less)
Analyzes more data over broader period of time
Collects TYCOM mid-cycle assessment data as INSURV data. This increases the amount of data used to identify maintenance and readiness trends
(U)<br>
31
EA For Fleet Assessments PHASE ONE
FAWG PHASE TWO
TYCOM/SYSCOM REVIEWS PHASE FOUR
CENTRAL ICAV AUTHORITY (CICAVA) PHASE THREE
FLEET CDR REVIEW PHASE FIVE
STEADY STATE DELIVERABLES
EA FOR ICAV DESIGNATED – COMPLETE
REFINE/CONCUR WITH ICAV CONCEPT - COMPLETE
COMMENT/CONCUR WITH ICAV CHANGES – STAKEHOLDERS REVIEWING CHARTER
All AIRFOR AND SURFOR ICAVs TIED TO FOUR PHASES IN FRP – COMPLETE
AIRFOR AND SURFOR IDENTIFIED ICAVS TO COMBINE - COMPLETE
LINKAGE INSTRUCTION DRAFTED AND TESTED ON JET BLAST DEFLECTORS (JBDs) –COMPLETE
SUBLANT JOINED FAWG DELIVERABLES
“AS-IS” ICAV LIST – CMP
PROPOSED ICAV CHANGES COMPLETE
PROPOSED “TO-BE” STATE COMPLETE
ICAV CHARTER DRAFTED
RESOURCES DELIVERABLES
DRAFT AND SIGN ICAV INSTRUCTION
ASSUME DUTIES FROM FAWG
PRIORITIZE ICAV CHANGES
DEVELOP ANALYSIS METHODOLOGY
SURFACE SHIP INSURV INSPECTIONS REDUCED TO 3.5 DAYS – APR 2014 DELIVERABLES
CICAVA ACTS AS THE GATEKEEPER TO SYNCHRONIZE ALL ICAV EVENTS
CICAVA EXTENDS PROCESS TO OTHER FRP-DRIVEN ENTITIES DELIVERABLES
SIGN CHARTER – TYCOMS HAVE REVIEWED WITH ONLY MINOR CHANGES
DESIGNATE CICAVA –CONTAINED WITHIN CHARTER
STANDUP CICAVA
RESOURCE CICAVA
INSURV MESSAGE
INSURV HAS ACTION TO LEAD LINKAGE ESTABLISHMENT BETWEEN TYCOM AND INSURV INSPECTIONS IPR
25 SEP 13 18 OCT 13 ECD
14 FEB 14 ECD
1 OCT 14 CICAVA MAKES CHANGES
DELETE, MOVE CONSOLIDATE, AND OPTIMIZE ICAV EVENTS
(MOVE FROM AS-IS TO TO-BE) DELIVERABLES
BLUE – COMPLETED
RED – NOT COMPLETED 17 JAN 14<br>
FAWG PHASE TWO
TYCOM/SYSCOM REVIEWS PHASE FOUR
CENTRAL ICAV AUTHORITY (CICAVA) PHASE THREE
FLEET CDR REVIEW PHASE FIVE
STEADY STATE DELIVERABLES
EA FOR ICAV DESIGNATED – COMPLETE
REFINE/CONCUR WITH ICAV CONCEPT - COMPLETE
COMMENT/CONCUR WITH ICAV CHANGES – STAKEHOLDERS REVIEWING CHARTER
All AIRFOR AND SURFOR ICAVs TIED TO FOUR PHASES IN FRP – COMPLETE
AIRFOR AND SURFOR IDENTIFIED ICAVS TO COMBINE - COMPLETE
LINKAGE INSTRUCTION DRAFTED AND TESTED ON JET BLAST DEFLECTORS (JBDs) –COMPLETE
SUBLANT JOINED FAWG DELIVERABLES
“AS-IS” ICAV LIST – CMP
PROPOSED ICAV CHANGES COMPLETE
PROPOSED “TO-BE” STATE COMPLETE
ICAV CHARTER DRAFTED
RESOURCES DELIVERABLES
DRAFT AND SIGN ICAV INSTRUCTION
ASSUME DUTIES FROM FAWG
PRIORITIZE ICAV CHANGES
DEVELOP ANALYSIS METHODOLOGY
SURFACE SHIP INSURV INSPECTIONS REDUCED TO 3.5 DAYS – APR 2014 DELIVERABLES
CICAVA ACTS AS THE GATEKEEPER TO SYNCHRONIZE ALL ICAV EVENTS
CICAVA EXTENDS PROCESS TO OTHER FRP-DRIVEN ENTITIES DELIVERABLES
SIGN CHARTER – TYCOMS HAVE REVIEWED WITH ONLY MINOR CHANGES
DESIGNATE CICAVA –CONTAINED WITHIN CHARTER
STANDUP CICAVA
RESOURCE CICAVA
INSURV MESSAGE
INSURV HAS ACTION TO LEAD LINKAGE ESTABLISHMENT BETWEEN TYCOM AND INSURV INSPECTIONS IPR
25 SEP 13 18 OCT 13 ECD
14 FEB 14 ECD
1 OCT 14 CICAVA MAKES CHANGES
DELETE, MOVE CONSOLIDATE, AND OPTIMIZE ICAV EVENTS
(MOVE FROM AS-IS TO TO-BE) DELIVERABLES
BLUE – COMPLETED
RED – NOT COMPLETED 17 JAN 14<br>
32
O-FRP Training Carrier, air-wing, and all surface combatants training aligned
ALL units trained to one standard
People and equipment ready for training at the end of maintenance
Basic unit training
Retains training time entitlement
Integrates inspection, certification, and continuous maintenance requirements Advanced unit and integrated group training
Standardized Group Sail
More efficient training schedule
Standardized training Fleet-wide<br>
ALL units trained to one standard
People and equipment ready for training at the end of maintenance
Basic unit training
Retains training time entitlement
Integrates inspection, certification, and continuous maintenance requirements Advanced unit and integrated group training
Standardized Group Sail
More efficient training schedule
Standardized training Fleet-wide<br>
33
Operational Level to Tactical Level
Headquarter Alignment Aligned and standardized Navy warfighting staffs from operational to tactical level
Functions based on Mission Essential Tasks aligned from Combatant to Tactical Commander
Personnel assigned with right skill sets to meet HQ “fit”
Interoperable systems between Operational and Tactical Level HQ
Standardized and codified staff training and exercise program Optimized – Fleet Response Plan will provide aligned
and standardized Operational and Tactical Level Headquarters NCC Combatant Commander CSG, CVW, DESRON, PHIBRON Standardization Alignment CTF CTG<br>
Headquarter Alignment Aligned and standardized Navy warfighting staffs from operational to tactical level
Functions based on Mission Essential Tasks aligned from Combatant to Tactical Commander
Personnel assigned with right skill sets to meet HQ “fit”
Interoperable systems between Operational and Tactical Level HQ
Standardized and codified staff training and exercise program Optimized – Fleet Response Plan will provide aligned
and standardized Operational and Tactical Level Headquarters NCC Combatant Commander CSG, CVW, DESRON, PHIBRON Standardization Alignment CTF CTG<br>
34
Both tactical and operational (TL / OL) staffs have 2 main focus areas:
Support commander’s decision cycle, and assure subordinate success
Key elements in the kill chain are Tactical and Operational Level staffs.
TL HQs need to be functionally aligned to OL HQs.
Achieving this requires standardized tactical staff academic training.
Revised Strike Group Tactical Training Continuum (SGTTC) codifies individual training for tactical staffs.
Standardizes training by billet
Includes CSG CDR, CVW, DESRON, ESG, PHIBRON, TACRON, Warfare CDRS, and staffs
Sets individual requirements for pipeline and Fleet training Headquarters Alignment<br>
Support commander’s decision cycle, and assure subordinate success
Key elements in the kill chain are Tactical and Operational Level staffs.
TL HQs need to be functionally aligned to OL HQs.
Achieving this requires standardized tactical staff academic training.
Revised Strike Group Tactical Training Continuum (SGTTC) codifies individual training for tactical staffs.
Standardizes training by billet
Includes CSG CDR, CVW, DESRON, ESG, PHIBRON, TACRON, Warfare CDRS, and staffs
Sets individual requirements for pipeline and Fleet training Headquarters Alignment<br>
35
Lines of Effort Optimized FRP Lines of Effort Foundation to O-FRP ---------- CVN/CVW There Now ---------- SC w/HST HST HST – IOC MAY 14 HST HST HST HST / GHWB / TR by MSG – AUG 13 GHWB – IOC AUG 13 TR – IOC SEP 13 GHWB VIN TR GHWB VIN GHWB VIN GHWB VIN HST GHWB VIN TR OL/TL HQ’s
(USFF / CPF N7) Advanced Training
(USFF / CPF N7) Unit Training
(TYCOMs) CSG Alignment
(USFF / CPF N3) FRP Length
(USFF/CPF
OPNAV N43) Inspections
(USFF/CPF N43) Parts
(USFF / CPF N41
OPNAV N8/N9) Maintenance/ Modernization
(USFF / CPF N43/N6) Manning/ Individual Training
(USFF / OPNAV N1)<br>
(USFF / CPF N7) Advanced Training
(USFF / CPF N7) Unit Training
(TYCOMs) CSG Alignment
(USFF / CPF N3) FRP Length
(USFF/CPF
OPNAV N43) Inspections
(USFF/CPF N43) Parts
(USFF / CPF N41
OPNAV N8/N9) Maintenance/ Modernization
(USFF / CPF N43/N6) Manning/ Individual Training
(USFF / OPNAV N1)<br>
36
Starts with maintenance cycle in Nov 14. CRUDES will be aligned by HST CSG FRP start (NOV 2014), pending rework of class maintenance plans by NAVSEA.
Inspections begin approximately 1 month prior to Basic training phase
Manning is aligned to Basic training phase to gain efficiency in training audience participating in all of work-ups
Integrated training occurs in Nov 15
CSG alignment has already started by message in Aug 13 for HST / GHWB / and TR. The first CSG to be aligned for deployment will be GHWB in Feb 14.
HST CSG staff will receive pipeline and fleet training for OL/TL alignment in May 14. First O-FRP CSG: TRUMAN<br>
Inspections begin approximately 1 month prior to Basic training phase
Manning is aligned to Basic training phase to gain efficiency in training audience participating in all of work-ups
Integrated training occurs in Nov 15
CSG alignment has already started by message in Aug 13 for HST / GHWB / and TR. The first CSG to be aligned for deployment will be GHWB in Feb 14.
HST CSG staff will receive pipeline and fleet training for OL/TL alignment in May 14. First O-FRP CSG: TRUMAN<br>
37
The other CSGs officially enter O-FRP at the maintenance phase: GHWB – May 14, VIN – Jul 15, TR – Dec 15
Where able, we have instituted elements of O-FRP as early as possible. GHWB conducted elements of Integrated training by conducting a new GRP Sail event.
TR is conducting increased integrated training b/c of NIFC-CA. CSG alignment for HST / GHWB / TR is de facto complete after the first ADCON shift message in August 13 (CCSGs already briefing their “to be” units at update briefs) Follow On Carrier Strike Groups<br>
Where able, we have instituted elements of O-FRP as early as possible. GHWB conducted elements of Integrated training by conducting a new GRP Sail event.
TR is conducting increased integrated training b/c of NIFC-CA. CSG alignment for HST / GHWB / TR is de facto complete after the first ADCON shift message in August 13 (CCSGs already briefing their “to be” units at update briefs) Follow On Carrier Strike Groups<br>
38
Assess Ends Ways RESOURCE
/ POLICY ACCESS /
PROCURE PRE-
INTRO BASIC INTEGRATED MAINT DEPLOY &
SUSTAIN FRP 2. O-FRP………………..
OL/TL HQs………………………………………………………………………………………….
Advanced Training...........................................................................................................
Unit Training…………………………………………………………………………………………....
Inspections…………………………………………………………………………………………..….
Parts…………………………………………………..
Maintenance……………………………………………………………………………………….…..
Manning…………………….
CSG Alignment…………………………………………………………………………………………
FRP Length………………………. Managing Wholeness Governance / C2 – Drives integration & synchronization vertically across weapons systems & horizontally across the readiness lifecycle 1. Cost to Own..…… 3. Surge Capacity..... Readiness Kill Chain Navy-Wide Approach to Managing Wholeness It takes everyone to manage Fleet wholeness across the Readiness Kill Chain<br>
/ POLICY ACCESS /
PROCURE PRE-
INTRO BASIC INTEGRATED MAINT DEPLOY &
SUSTAIN FRP 2. O-FRP………………..
OL/TL HQs………………………………………………………………………………………….
Advanced Training...........................................................................................................
Unit Training…………………………………………………………………………………………....
Inspections…………………………………………………………………………………………..….
Parts…………………………………………………..
Maintenance……………………………………………………………………………………….…..
Manning…………………….
CSG Alignment…………………………………………………………………………………………
FRP Length………………………. Managing Wholeness Governance / C2 – Drives integration & synchronization vertically across weapons systems & horizontally across the readiness lifecycle 1. Cost to Own..…… 3. Surge Capacity..... Readiness Kill Chain Navy-Wide Approach to Managing Wholeness It takes everyone to manage Fleet wholeness across the Readiness Kill Chain<br>
39
Lines of Effort Advanced Training Maintenance/ Modernization Manning/ Individual Training CSG Alignment FRP Length Unit Training Inspections Operational & Tactical HQ’s Optimized FRP Take Aways Parts Standardize & align NCC, CSG and Warfare CDR training tracks Combine JTFX / C2X; standardize Group Sail; NIFC-CA & EMMW ISIC-led, CSG-wide aggregated training with a predictable schedule Consolidate to specific inspection periods aligned to the FRP RKC methodology to ensure spares are available when needed Stable, predicable, synchronized execution of Maint & Modernization Sea Centric Manning; Incentivize and Retain Quality Sailors C2 aligned with FRP cycle 36 Month Fleetwide introduction begins with TRUMAN CSG in Nov 2014<br>
40
UNCLASSIFIED<br>