Make It Last Longer and Cost Less Naval Air Systems Command Integrated InService Reliability Program

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Make It Last Longer and Cost LessNaval Air
Systems Command Integrated In-Service
Reliability Program (IISRP) Brief to SOLE
Les Wetherington leslie.wetherington _at_ navy.mil /
240-538-6993 IISRP PM 5/18/2006
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Agenda

• Purpose
• IISRP Mission/Background
• IISRP is Aligned and Credible
• IISRP Cost Wise Readiness
• IISRP Process
• Results
• Examples
• Going Forward
• Summary

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Purpose

• To provide an overview of the IISRP Program and
  associated activities

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IISRP Mission
SUPPORT THE WARFIGHTER BY IMPROVING RELIABILITY

• I will remain committed in 2006 to
  thesepriorities
• Sustain combat readiness with the right combat
  capabilitiesaccess, speed, agility,
  adaptability, persistence and lethality for the
  right cost
• M. G. MULLEN
• Admiral, U.S. Navy
• Chief of Naval Operations
• CNO Guidance for 2006
• Meeting the Challenge of a New Era

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IISRP Background

• AMSR Issue 16 identified poor AVDLR component
  reliability as a major cost driver
• NAVAIR BPR 3-3 Component Reliability Improvement
  Project initiated 1st qtr FY99
• AIR-6.0 (Industrial) leadership, TYCOMs, NAVICP,
  AIR-3.0/4.0 (Logistics/Engineering) participation
• Integrated teams in work at 3 depot sites since
  1999
• Transitioned to an institutionalized program May
  2002
• AIR 6.0/4.0/3.0 (Industrial/Engineering/Logistics)
  Team

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IISRP is Aligned and Credible
IISRP MISSION Support the Warfighter by
Improving Component Reliability Reducing Fleet
Cost Enhancing Readiness Implementing Fleet
Driven Metrics
NAVAIR GOALS Balance Current and future
readiness Reduce cost of doing business Improve
Agility Align with CNOs transformational
initiatives Implement Fleet Driven metrics
6.0D CORPORATE FOCUS AREAS Reliability Turn
Around Time Financial Story CO/XO
Accountability Material Management
Sustain combat readiness for the right
cost CNO Guidance 2006
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IISRP Cost Wise Readiness
Focus mainly on high value AVDLRs - Identify
poor performers - Optimize support practices -
Balance increased reliability vs. cost

• Objectives
• Improve component reliability
• increase TOW by enhancing fielded reliability
• Reduce Weapon System life-cycle costs
• reduce component demand, lower MMH/FH, optimize
  O/I/D capabilities, increase readiness

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IISRP Process
Key enablers - Stakeholder buy-in - Integrated
systems and tools - Training and expertise
Cost Wise Readiness

• Redesign is expensive and time consuming
• ROIs typically 9 years
• Reliability improvement must begin with
  removing inherent reliability barriers.
• That is done by optimizing logistics support
  elements.

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IISRP Process

• Analyzes components worked in organic
• activities
• Primary focus on improving process
  effectiveness
• Achieve goals by maximizing component Time on
  Wing
• Ensure support processes restore component
  resistance to failure

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IISRP Process
Root Cause Analysis to determine performance
degraders
Current behavior -3M data -MAL Code -Removal
Code -Action Taken Code -Artisan input -Shop
visits -O/I level visits
ID and Quantify Failure Modes -A Mode -B Mode
Failure Mechanisms
Corrective Action -FST -NAVICP -Fleet -DLA Concurr
ence
Monitor TOW BCM Impacts
Cooperative effort IISRP Team, O/I/D
maintainers, FST, NAVICP, DLA
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IISRP Process Select

• Component selection criteria established with
  stakeholders
• Target High value x low reliability
  components
• IISRP teams at O/I/D sites work closely with the
  Fleet, FSTs, NAVICP and DLA on selecting
  components for analysis
• Concurrence required to initiate study on
  components

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IISRP Process Analyze

• IISRP Process Review
• Normally performed in parallel with data
  collection and analysis
• Observation of all aspects of O/I/D maintenance
  processes
• hands-on examination of entire process
• heavy reliance on interaction with
  artisans/technicians
• evaluates everything from removal through
  reinstallation

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IISRP Process Fix

• Consensus meeting held with all involved
  stakeholders to
• Review observations
• Review recommendations for feasibility and reach
  consensus to accept or reject
• Reach agreement on assignment of action items to
  cognizant personnel
• IISRP team establishes and maintains action item
  tracking file
• Coordinate milestone development
• Coordinate timeline for action item completion

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IISRP Process Measure

• We analyze results after recommendations
  implemented
• At the completion of every reliability study
• Project a do nothing trend line based on
  previous 20 quarters of data
• Estimate the impact of reliability improvements
• Track actual performance data
• Re-analyze non-improving components as part of
  sustainment efforts

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Effective Reliability Investments Reverse or Slow
Cost Growth.. Over Time
IISRP Process Measure

• Instantaneous Implementation

Real World Improvement
Function of support decisions

NOTIONAL RATE OF COST GROWTH
AVDLR / FHR TY
Implementation by Attrition
FISCAL YEAR
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Results
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Study Statistics

• Through 1st qtr FYO6
• Delivered 279 component studies
• 122 have been on the AFAST 500
• Other Sources include
• AMSR, OI, FST, IWST, others
• Generated 1457 Actions

Combined Actions with both Internal and
External requirements.
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Studies by Platform
Total Number of Studies 279
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Actions By Category
Total Number of Studies 279
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Turning The Tide
Pre Study Trend
Post Study Trend
Demonstrates Improvement in Fielded Reliability
Pre Study Trend
Post Study Trend
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Return on Investment

• Type 1 Savings gt 21
• Type 2 Savings gt 41
• Overall gt 61

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Examples

• The following studies were completed by local
  IISRP Teams at the Naval Air Depots
• These IISRP Teams coordinated with local FSTs,
  Fleet Maintainers, Depot production managers, and
  artisans to complete the analyses

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E-2/C-2 Propeller
Problem Repair capability at depot
limited -unable to repair foam core due to lack
of automated foam pouring machine
Solution Provided IISRP funds
to Procure/install foam pouring Machine. FST
developed LES for repair of blades.

• Results
• BCM/kFH rate decreased by 39 from existing trend
  since 1Q FY03
• Without this capability, blades exhausted by
  Sep04 with aircraft down
• 8.7M Cost Avoidance
• 31.7M Total Savings through 3rd qtr FY05

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AV-8B Stab Servo-cylinder
Problem Chronic Top Ten AV-8 readiness degrader,
identified many tech pub deficiencies, O level
not following static leak limits, depot
processes not IAW manual
Solution O level trained, depot pub corrected,
artisans trained on test procedures, Depot test
stand upgraded, new seal technology

• Results
• 19 decrease in BCM rate since 2QFY00,
• Depot RFIed 26 units previously in G condition
  eliminating holes in a/c and procurement of new
  servo cylinders
• Sustainment identified new failure mode fixed
  via updated replacement solenoid found on IISRP
  sponsored OEM visit
• Units with new type seal/ solenoid have an avg
  TOW of 900 hours, a 200 improvement

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P-3 Fuel Flow Transmitter
Problem Number one on P-3 Top Ten Degrader list.
Multiple holes in Acft, Over 100 backorders at
time of study
Solution Corrected multiple errors in Tech pub
and retrained artisans on Test procedures.
Worked with fleet to Improve troubleshooting
procedures.

• Results Major improvement in item availability
• Pulled more than 400 coil assemblies back from
  scrap and retested, RFIed 310, saved 744K
  2.8M in recurring savings
• 24 Bare firewalls and 147 backorders when study
  started all aircraft orders filled and 292 in A
  condition after study

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F/A-18 Horizontal Servo-cylinder
Problem from 94-99 BCM rate increased 486.
Multiple O/D training issues/practices
identified, rework process steps omitted
Solution Issued LES directing 100 replacement
of dynamic seals and EHSVs, trained fleet on
allowable leakage rates, implemented
new heating/cooling procedures

• Results
• 39 reduction in BCM rate since 3QFY00
• Additional reductions expected when new seals
  incorporated

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Going Forward

• Building Communication
• Briefed PEO (T) APMLs 12/05
• Briefed Air-1.0 APMLs 1/06
• Scheduled to brief PEO (A) 5/06
• Met with PET Team coordinator 11/05 to identify
  commonalities and
• Review goals/objectives
• Compare processes/tools/analysis methods
• Develop strategy to capitalize on the each
  others strengths
• Providing value added services to PMA/FSTs
• Received/anticipating FY06 funding from PMA-234,
  PMA-257 and PMA-209 to conduct IISRP studies
• Received FY06 funding from AERMIP to analyze
  results of completed analyses and look for cross
  platform applications

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Going Forward

• Focus turning towards common solutions vice
  individual component analysis
• Working with AERMIP program to address
  multi-platform issues
• Coordinate RM resource requirements- OMN, APN,
  RDTE

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Summary

• IISRP
• is a key element of Cost Wise Readiness
• has an aligned and credible process
• has demonstrated results
• BCM Rates - reducing or slowing the increase
• TOW - improving or holding steady
• continues to engage with all stakeholders to
  improve readiness and control costs