A4L 15 Nov 10

Headquarters U.S. Air Force Integrity - Service - Excellence RNI and HVM Update Col Tom Fitch AFMC LSO/A4L 15 Nov 10 1 Agenda  RNI Vision  H...
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Headquarters U.S. Air Force Integrity - Service - Excellence

RNI and HVM Update

Col Tom Fitch AFMC LSO/A4L 15 Nov 10

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Agenda 

RNI Vision



HVM Vision and Tenets



Phase 1 Review



Phases



Phase 2, Spiral 1  Accomplished to-date  Implementation schedule



Battle Rhythm



Pilot Project Status



Way Ahead



Notional Integrated Repair Network



Phase 2, Spirals 2-10  Timeline



Way Ahead

Integrity - Service - Excellence

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What is Repair Network Integration?

The Repair Network Vision: Enterprise wide repair capability managed by a single process owner and I n t e g rintegrated i t y - S e rsupport v i c e - to Ex c ewarfighter. llence providing the

RNI Core Management Processes Repair Network Integration (RNI) Core Management Processes Strategic Planning

Strategic

Financial Planning

Shape & Size Network

Operational

Workforce & Infrastructure Planning

Aggregate & Prioritize Requirements

Compute Capability & Capacity

Plan & Allocate Workload

Manage Network Performance

Integrity - Service - Excellence

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RNI Big Picture Phase 1 Proof of Concept

Phase 2 Baselining & Implementation Propulsion

Bring In AFSPC and Continue to align to ELG/eLog21 initiatives

Propulsion Modules / DLRs

B-1 / F101 / LANTIRN Pilots

Integrated Series of Phases With No Hard Breaks Between Them

Landing Gear/Wheel & Tire/Brakes *Supports AFGLSC pilot C-130 HSC/ISO Pilot* *Begins integration of RNI & HVM Avionics/Pods Pneumatics/Hydraulics

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

2008

2009

2010

Phase 4 End State

Phase 3 Network Refinement

Secondary Power PMEL Corrosion Control Heavy Maintenance

2011

2012

2013

2014

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2015

2016 5

RNI Accomplishments to Date 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 Integrity - Service - Excellence

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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

Integrity - Service - Excellence

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) Integrity - Service - Excellence

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RNI Questions

Integrity - Service - Excellence

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HVM Vision and Tenets

Vision: Improve Aircraft Availability Tenets: Known Condition, Supportability, Daily Standard Work, High-Touch Labor to Schedule

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Integrity - Service - Excellence

HVM Phased Implementation Phase 0 Concept Introduced

Proof of Concept

• WR-ALC led • Design Start

04/2007

Phase 2

Phase 3

Baseline and Refinement

Transition, Execution, and Measurement

Phase 1

• • • •

08/2008

HQ AFMC led Pilot Projects Plan / Schedule Process Guides

09/2010

• Measurement • Guide Revisions • Export Decision

03/2011

• PDM-T • Cycles

09/2011

(IOC)





• Exit Criteria

12/2015

(FOC)

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 Integrity - Service - Excellence

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HVM Velocity (hrs/day)

Workload Battle Rhythm Current State - PDM & ISO not synchronized

145-220 hrs/day 160 Flow Days

0

ISO

HSC ISO

- PDM scheduled every 5-6 yrs

PDM

HSC

Improved AA Less A/C on ground

HSC

ISO

Better Visibility A/C Condition

Cycle HVM State

Incorporates ISO

Velocity (hrs/day)

ISO

- Integrated Scheduled Mx (PDM & ISO) - High velocity, multiple cycles over 5-6 yrs - Cycle 1+2+3+4+ISOs < PDM C-130 18 month interval

0 Cycle 1

HSC

Cycle 2

HSC

Cycle 3

HSC

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Cycle 4 12

HVM Pilot Project Status 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 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

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Near-Term Success: Known Aircraft Condition for AFSOC MC-130W/88-1302 I n t e g rEnabled i t y - S AA e r vImprovements ice - Excellence

Summary / Way Ahead 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

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Integrity - Service - Excellence

USAF Integrated Repair Network (Non-Mission Generation--Notional) Reliability Centered Maintenance (RCM)

MSG-3

CBM+

LRDP Spares Requirement Review Board (SRRB)

ERRP ENGINEERING REQUIREMENTS REVIEW PROCESS PEDIGREED REQUIREMENTS

WHAT (THE REQUIREMENT)

INFLUENCE

Engineer/SME analysis (RCM) tells us what to look at in heavy mx (PDM)

D-200

AMR/PRS (Aircraft and Missile Requirements/Propulsion Requirements System)

Workload Review

$$/Hours

HOW MUCH/HOW MANY Maint Rqm’ts Supportability Process(MRSP)

HVM (High Velocity Maintenance)

RNI

Capture/quantify requirement, translate into hours and $ (PDM brochure)

(Repair Network Integration) AFGLSC SUPPLY CHAIN REPAIR NETWORK CENTER (CRF-C2)

METRICS/C2

CRF ALC

MOB

WHO/WHERE Enterprise Requirements, Capability and Capacity, Workload Planning

CONTRACT

HOW Known Condition, Supportability, Daily Std Work, High Touch Labor

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Overall Questions

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