Naval Power and Force Projection

Summer 2017

Military magazines in the United States and Canada, covering Armor and Mobility, focuses on tactical vehicles, C4ISR, Special Operations Forces, latest soldier equipment, shelters, and key DoD programs

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We work closely with Commander, Fleet Readi- ness Centers (COMFRC) to maintain, repair and overhaul Navy and Marine Corps aviation assets and support equipment. In addition, I am one of five flag/general officers who lead the Naval Aviation Enterprise (NAE) Engineering, Maintenance and Supply Chain Management Team. This cross-func- tional team oversees and enables our avia- tion elements—the five functional disciplines that support the warfighter in the field. This includes engineering in support of in-service aircraft provided by NAVAIR Research and Engineering (Air 4.0); organizational-, interme- diate- and depot-level maintenance overseen by COMFRC and Commander, Naval Air Forces (CNAP); the 12 elements of product support/ logistics as coordinated and provided by Air 6.0; as well as material and supply support at the DoD level by the Defense Logistics Agency (DLA) and at the department level by Navy Supply Systems Command, Weapons System Support (NAVSUP WSS). As a whole, the team provides all "elements" to support our Navy and Marine Corps aviation forces. NP&FP: Describe the state of NAVAIR logistics operations for the coming year(s). Brig. Gen. Masiello: Decades of war and an increased demand for capabilities have presented readiness challenges for naval aviation. "Modernization and maintenance" is a singular term; we need both to address aviation readiness and our warfighting needs. Delays in modernizing select programs means flying and sustaining legacy aircraft well beyond their intended service life. Continuing resolutions and sequestration have created funding uncertainties and have impacted aircraft maintenance and repair schedules. To improve aviation readiness, we are transforming processes and practices from reactive (applying solutions to problems as they arise) to predictive (anticipating and precluding risks) to proactive (taking preemptive actions enabled by our smart aircraft). Air 6.0's strategic priorities include: • Increase aircraft readiness through material/non-material solutions • Improve affordability • Increase speed to the fleet • Enhance our workforce culture of performance Our logistics and industrial enterprise initiatives support our approach. Comprised of multiple lines of effort (LOE), we are centered on a core competency of data analytics that change how we process information and inform decisions across the enterprise. Air 6.0's data analytic tools help decision makers see the health of naval aviation. We developed an aircraft management dashboard that provides a visual representation of real-time readiness statuses across the inventory, sorted by type/model/series (TMS), units and/or individual aircraft bureau numbers. We are enhancing this view to include total asset visibility (TAV)—real-time data on the movement of components and materials across our fleet. With TAV, we will also possess the ability to track artisans' locations and levels of expertise. Readiness playbooks for each TMS aircraft, developed by aircraft program offices, prioritize "at-the-ready" initiatives and strategies that will sustain readiness into the future. Two predictive readiness tools— a readiness forecast model (RFM) and a predictive analytics model (PAM)—move us into the predictive environment essential for programs managers to make data-informed decisions. RFM applies tactical infor- mation from our programs' or fleet's current plans, known constraints and funding levels to forecast expected readiness for the next 12 months. PAM enables strategic solutions and investment opportunities articulated in the program playbooks and prioritizes them according to their impact on readiness. PAM will show how investments could reduce readiness gaps over a 10-year-period and inform our budgeting process. Sustaining engineering is an essential element of our predictive approach. Our aircraft and programs manage and mine large volumes of data. Condition-based maintenance (CBM), which has been used in naval aviation for years, is showing a return on investment on this front. CBM plus (CBM+) gives engineers real-time data from sensors embedded in components that indicate failures much earlier than before. As a result, instead of removing an entire subsystem for repair at pre-determined intervals, engineers can identify subcomponents for replacement, saving time, maintenance hours and money. CBM+ prac- tices occurring on the H-1 main gearbox (MGB) have reduced its high removal rate by identifying anomalies within subcomponents before they fail and enabled predictive maintenance actions. Since May 2016, this H-1 CBM+ diagnostic maintenance strategy has avoided more than $40 million in MGB repair costs, approximately 8,000 maintenance man- hours; and more than 20 precautionary landings. Engineers are also using data on our CH-53s and H-60s to update component service life limits and manage them based on actual use. NP&FP: From a current challenges perspective, please speak to some key areas impacting support to the fleet and fleet readiness. Brig. Gen. Masiello: A lack of harmony and alignment within our readiness enabler funding accounts continues to impede how naval aviation manages readiness. Dollars for program-related logistics, technical data, spares, air systems support, support equipment, safety Marine Corps Deputy Commandant for Aviation Lt. Gen. Jon Davis and Brig. Gen. Greg Masiello, assistant commander for Logistics and Industrial Operations, Naval Air Systems Command (Air 6.0), discuss how CBM+ can increase fleet RBA and cost avoid maintenance. (U.S. Navy photo) LOGISTICS LEADER www.tacticaldefensemedia.com 30 | NP&FP and DoD P&E | Summer 2017

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