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Mid-Atlantic Regional Maintenance Center Overview

Mid-Atlantic Regional Maintenance Center Overview. CAPT Larry Olsen Deputy Commander MARMC 16 June 2004. Maintenance Initiatives. SHIPMAIN – the maintenance process Waterfront Integration – the organization NEMAIS – the “tool” (SAP). Why SHIPMAIN?.

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Mid-Atlantic Regional Maintenance Center Overview

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  1. Mid-Atlantic Regional Maintenance Center Overview CAPT Larry Olsen Deputy Commander MARMC 16 June 2004

  2. Maintenance Initiatives • SHIPMAIN – the maintenance process • Waterfront Integration – the organization • NEMAIS – the “tool” (SAP)

  3. Why SHIPMAIN? • Address current maintenance and modernization challenges • Lack a common process and single process owner • Excessive handoffs across multiple organizations • Unclear accountability for results • Funding administration & uncertainty cause ‘churn’ • High “Premiums” paid in execution cost due to inefficient upkeep planning • Excessive spending on ALTS designed and procured, but not installed

  4. SHIPMAIN Goals • Install a common planning process for surface ship maintenance and modernization • Increase the efficiency of the process without compromising its effectiveness • Install a disciplined management process with objective measurements • Institutionalize the process and a continuous improvement method (JFMM & feedback)

  5. SHIPMAIN Philosophy • Minimize Growth and New Work (G&NW) through better planning and earlier MSR involvement. • Implement a Maintenance Figure of Merit (MFOM) approach to prioritize maintenance. • Change the “culture” to effectively reduce premiums paid by managing G&NW.

  6. SHIPMAIN • CFT-1 Requirements • CFT-2 Package Preparation • CFT-3 Placement and Oversight • CFT-4 Alterations and Modernization

  7. CFT-1 Requirements • Maintenance Teams – focal point • Planning Board for Maintenance • One-step work brokering and screening • Prioritized 2Ks: Maintenance Figure of Merit • Continuous flow of 2Ks to MSR • Auto screening of ICMP 2Ks • ICAVs provide electronic 2Ks • Metrics, metrics, metrics…more metrics

  8. What is a Maintenance Team? Commanding Officer Project Manager Port Engineer Contractor Representative Ship Supervisor (Not yet completely in place)

  9. Ship Maintenance Teams • Primary responsibilities – Focused on a Specific Ship • Identify and prioritize required work IAW consistent MFOM – validity and accuracy • Determine when and where work items will be accomplished - based on business practices that reduce cost • Match resources to prioritized requirements • Oversee availability execution Small cross-functional team executes planning and oversees execution

  10. CFT-2 Package Preparation • Master spec catalog • Establish reusable specifications • Provides template for new specs • Package prepared by executing activity • Robust feedback for new specs and cost returns

  11. CFT-3 Placement and Oversight • Coordination of MT and Contractor • Continuous Technical Advisory Reports • Gov’t estimates not required • Multi-Ship/Multi-Option (MSMO) contracts • Flow of maintenance items between CNO and continuous maintenance availabilities • RMCs control funding

  12. CFT-4 Alterations and Modernization • All ALTS through same process • Two Types: Program (K) & Fleet (D) • Mission and BG Interoperability focus • Hierarchical decision making model • Prioritized list: ALT Figure of Merit • Engineering/BCA filters applied before extensive development of an ALT

  13. Waterfront Integration • Fleet initiative • Combines RSG, SIMA, FTSCLANT and SUPSHIP Portsmouth • All RMC’s (non-shipyard) similar • Mid Atlantic (Norfolk) • South East (Mayport) • South Central (Ingleside) • South West (San Diego) • Personnel reductions achieved through attrition

  14. Waterfront Integration • Goals include: • Eliminate redundancy • Standardize processes both regionally and nationally • Implement the SHIPMAIN entitled process • Reduce reimbursable work >> mission funded • Somewhat more difficult in Norfolk due to complexity, geography, market and density

  15. 1,851 personnel = 1,782 military + 68 gov’t civilian + 1 contractor 627 personnel = 16 military + 456 gov’t civilian + 155 contractors 3,573 personnel = 2,117 military + 1,071 gov’t civilian + 385 contractors 1,016 personnel = 267 military + 527 gov’t civilian + 222 contractors 79 personnel = 52 military + 20 gov’t civilian + 7 contractors

  16. COMMANDER DEPUTY FINANCIAL MARMC Organization EXECUTIVEDIRECTOR WATERFRONTOPERATIONS PRODUCTION CONTRACTS ENGINEERING INFORMATIONTECHNOLOGY COMMAND SUPPORT SVCS BUSINESSOFFICE LOGISTICS

  17. NEMAIS • NAVSEA’s solution for ship maintenance • Somewhat cumbersome at present • U-NNPI Certification in progress • Evaluating additional NEMAIS seats for MA-RMC functions • Need support while awaiting convergence

  18. ISSUES • No layoffs • Optimal Manning on surface ships – PMS • Reimbursable work for FTSCLANT • Shift from FFP to MSMO contracts • Four unions to negotiate with • Surface ship maintenance in the MED/GULF

  19. AND MORE ISSUES • Connectivity and AIS • 500+ instructions to merge • JFMM update • Funding churn… • Lots of moving parts…

  20. QUESTIONS?

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