U. S. Coast Guard Aircraft Repair and Supply Center

1. U. S. Coast Guard Aircraft Repair and Supply Center

2. We provide Air Stations with depot level maintenance, engineering, supply and information services to support Coast Guard missions. Our Mission

3. Our Vision “We keep ‘em flying” by providing: the Right Stuff at the Right Place at the Right Time at the Right Cost Every time.

4. Organization CO XO Safety HC-144 HH-60 HU-25 HH-65 C-130 ALD ISD ISD EISD EISD IOD PRD OPS IOD PRD OPS

5. Staffing • Military: 159 • 55 Officers • 104 Enlisted • Civilian: 552 • 218 GS • 334 WG • Contractor: 700+ • HS Apprentice: 32 • Total: 1400+

6. Budget

7. Total: 14 buildings 508,500 sq ft Facilities

8. 2 Production Hangars Facilities

9. Facilities Stripping Hangar Paint Hangar

10. 3 Acre Warehouse Facilities

11. Engine Shop Facilities Gear Box Shop

12. Machine Shop Facilities

13. Avionics Repair Facility Facilities

14. 23 - HH65/year 9 - HH60/year 4 - HU25/year 3 – C130/yr @ EC Depot Maintenance

15. Aircraft Modifications HC130 DF-430, HSI Replacements, ASIP Inspections, Selex Radar, Wing Rewire HH65 C Re-Engining HU25 Avionics Upgrade HH60 T Conversion, AUF, Avionics, Rewire Depot Maintenance

16. Component Repair 90 Jet Engines 400+ components (wheels, doors, actuators, servos, avionics, etc.) Depot Maintenance

17. Set Coast Guard aeronautical maintenance policy and direction Define/refine/field ALL proposed aircraft changes EngineeringTechnical Center

18. 8000 publications & 450,000 technical drawings EngineeringTechnical Center 2775 Pubs Owned By ARSC Web-Based

19. Aviation Inventory Control point $930M parts (ARSC warehouse and 26 air stations) 33,000 line items 5.5M parts Supply Services

20. IT Services Data Center Fully Deployed Contractor Sites DHS Prototype Sites

21. Lean Manufacturing Unique Identification (UID) C130 Organic PDM USAF JDLM Logistics Transformation Initiatives Current Initiatives

22. World Class Quality ISO 9001:2000 Certification ISO 14001:2004 Certification Commandant’s Quality Awards 2 Silver and Gold 2006 White House CTC Env Award 2005/2006 CG Industrial Maintenance Innovation Awards

23. Prior to PBL with Rockwell Collins Equipment repaired via firm fixed price orders. All Non-RFI physically flowed thru ICP – ARSC. ICP would fund and issue an order and ship material to Rockwell repair center. QDR/UR issued if quality was bad and unit was returned on no-cost delivery order. Numerous repair orders and modifications increased the administrative burden on the government and the contractor. Vendor essentially received more profit for more failures. “Throw back over the fence” repair quality. Inefficient shipping pathways. Repairs were only done as necessary. Test equipment was problematic, resulting in more questionable repair actions...$$. Performance Based Logistics

24. Description of Scope Mission Readiness Requirement Of 85% Contractor Management of Customer Assets, including test equipment. Guaranteed Reliability baseline with incentives (MTBUR not MTBF) Provides onsite training to field users Platforms Supported All Rockwell Collins content on the HU-25 and HH-65 aircraft Supports 74 different LRU’s Supports 113 Aircraft at 25 CONUS locations Availability to Support the Fleet 85% Availability Guaranteed 24 Hr OST (Order Ship Time) For Class 1 Requisitions 5 Day OST for Class 2 Requisitions Average Ship Times Reduced to less then 3 Days for all requisitions Current PBL Process

25. One order placed against the contract @ the beginning of the year. Failed boxes are shipped directly to and from the repair center at Rockwell Collins. Rockwell must have access to CG inventory database. QDR/UR are practically unnecessary and are “For Information Only” Current PBL process,cont’d

26. Ability to fill CG requisition in a timely manner Priority 02 within 24 hours Priority 05 within 5 work days Priority 12 within 15 work days Ability to meet these requirements counts for two thirds of the total incentive $ Vendor issues a monthly report on their own performance, which is then verified by the Coast Guard. Incentivized PerformanceSupply Metrics

27. Ability to make repairs that last on-wing. MTBUR as measured against a established baseline MTBUR. Counts as one third of total incentive. Rockwell issues a quarterly report on their own performance. Incentivized PerformanceQuality Metrics

28. Comparison Past Today Failure Response Operational Availability Reactive Proactive Inconsistent Zero Variability Rigid, Inflexible Agile, Reconfigurable, Customized Unresponsive, Unavailable Responsive, Customer-Centered Price Value Then and Now

29. The cost is contained (number of flight hours versus number of repairs). The administrative costs of issuing numerous orders is eliminated. More efficient shipping path from CG units to repair center. Rockwell’s incentive for doing quick marginal repairs is eliminated and replaced with an incentive for doing improved repairs. Rockwell manages assets in order to maximize availability. Test equipment and training for covered assets is partnered with vendor. Advantages of PBL

30. Single belly button Ownership Teamwork Synergy Flexibility PRODUCT LINE DRIVEN ORGANIZATION

31. Adequate, Qualified Staffing Adequate Budgeting Timely identification of requirements Adequate definition of requirements and roles and responsibilities CHALLENGES

32. QUESTIONS?