1. Product Support Work Order Design & Schedule Determine


Despite best efforts to improve field-level aircraft sustain work order schedule forecasts, Site Visit Executive remains skeptical about predicting workload growth for future maintenance & modification requirements. The size of workload or category uncertainty of aircraft sustain grows with projection of aircraft fleet utility beyond original plans for service life tasking military has typically planned for real-world, mobile aircraft operations.

DoD officials have been forced to recognise limitations of current policy in defining the term “work”, included in current statute mandates. Specifically, policy does not define the scope of work included in sustainment availabilities or when measuring of that work, i.e estimating the number of days needed to execute the availability, should take place. DoD officials stated efforts are underway to draft revision to policy so term “work” is defined as meaning “work for the overhaul, repair, or maintenance of fleet component.”

Site Visit Executive assign your scheduled maintenance requests to a single equipment, or add multiple equipment if needed. Your scheduled maintenance work requests are automatically generated in advance of their due date and are made available for assignment and review. You can even add reminders to main menu for important scheduled maintenance activities
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Execution of spare parts tracking still spans multiple DoD participants responsible for action such as supply, transportation, or maintenance are all separate and distinct. Supply personnel determine which parts to stock and in what quantities while transportation personnel are responsible for the movement of these parts between the various components of the logistics system. When a part is broken, another part of the organisation with its own personnel determines how and when to repair items.

Adding to the complexity of this structure is the fact that other support areas such as contracting,and engineering have their own functional structures and guidelines for operation. This structure, while useful for the control and assignment of personnel, is not aligned to the process of buying and sustaining parts needed to support a weapon system.

Work Order system accommodates variety of Maintenance Authorisation, Approval & Scheduling of Jobs.. It is critical each Job site determines how to implement product to fit mission requirements. Specifically, users must determine what approval stages are necessary, where the input will be done and who will be responsible for input/verification processes.

Running results from our simulation models indicate field-level units could significantly reduce work order schedule times for repair activities by increasing supply levels of available parts and establishing quality assurance sampling of current repair process behaviour by dispatchers.


2. Supply Line Connection Source Selection Decisions

DoD functions as web of contractual relationships, for example provision of Spare Parts to sidelined aircraft. Each relationship—the acquisition of an input, Job Site work order assignment to product support agent, the exchange of a product or service between supplier and customer—is critical to future missions. Understanding the basic characteristics of work orders is the key to answering the “make-or-buy” decision.

As DoD comes under increasing pressure to cut expenses and improve their return on assets, the dilemma of whether to keep key functions in-house or outsource them has taken center stage. What does this mean for Site Visit Executive? Reviews of business units must be designed that thoroughly evaluate the costs, benefits, risks, and rewards of outsourcing and the implications of keeping the work order activity in-house.

Strategies leading to mission success include strategic importance to DoD of the product or service that is being considered for outsourcing, as well as the process, technologies, or skills required to make the product or deliver the service. These factors must be considered in the context of current competitive conditions and also in anticipation of how conditions might change in the future.

Only one size or one approach does not fit all circumstances. Here, acquisition solutions must be drawn from a limited but highly skilled source. Even while competitive approach works well for repetitive products, with a choice of solutions from wide number of sources, it fails to operate effectively where the solution is unique or non-repetitive. Non-repetitive procurement depends on supplier base invested in a ‘body of knowledge’, and specialist skills, something that can only be acquired over an extended period working cooperatively with the acquiring organisation procuring the goods.

As demonstrated by the variety of factors and risks that need to be taken into account by DoD in its dealings with product support providers, the decision of in-house versus outsource should not be made without careful consideration. Site Visit Executive attention is essential to making sure that review of options is initiated and conducted diligently and objectively.

Measurement issues are important to relationship between suppliers and DoD. From the point of view of measurement, the best Performance-Based Logistics candidates are those with external markets for services, and clear outcomes that can easily be related to mission objectives. When markets are not available, or when components or logistical elements are so deeply embedded in a weapon system that support services are difficult to tie to warfighting outcomes, better tools and guidance are needed to support valuation decisions and contract negotiations.


3. Product Support Requirements Define Purchase Function

So how does one determine how to best structure design of aircraft programmes? Whether you are Site Visit Executive, chief engineer, contracting officer, or in product support, you have to start in the same place. You begin with Deep Dives into requirements and operational solutions for the product you intend to acquire. Key to Site Visit Executive Job is determining optimal programme structure/function so high performance is realised in acquiring specific product. Smart execution of product administrative process requirements must be most significant determinant of programme structure.

Design the Support” processes are based on output support process design as described previously—i.e., levels of spares, common & unique tools, test equipment & training Site Visit Executive must procure and specify. For example, support equipment support tasks are generated by Site Visit Executive to specify requirements and determine if existing equipment can be used or whether new equipment must be designed and procured. Properly tailored product support packages, based on technical requirements of system design, will yield most affordable and operationally ready capability.

When dealing with requirements for available equipment, product support tasks must be included as some level of repair simulation accuracy to achieve mission-capable state. Site Visit Executive has designed logistics support strategies closely related to simulated variables at play to ensure accurate levels of equipment are tasked to meet field-level unit mission targets. Directives take form of spare parts provision, maintainer training & identification of required product support enablers.

Instead of insisting on DoD understanding of requirements for critical systems being a condition of purchase, DoD appears content to rely on assurances from a suppliers about the performance of the elements within the system In general, freedom of action rests on the assurance that DoD will be able to use equipment – or continue to use them –whenever required; and that when acted upon, performance will follow as required.


4. Fiscal Purchase Estimates of Product Support Logistics

Site Visit Executive cost estimating guide is intended to be applicable to programmes and assets in all stages of service life, including maintenance and support. Updating standard support levels periodically would lower budgetary risk by using actual metrics to better inform future depot maintenance estimates.

Best Site Visit Executive practices can help ensure that work order cost estimates are comprehensive and accurate, which can help ensure that funds will be available when needed. Well-documented cost estimating process and the use of accurate historical metrics should enable more efficient operations.

Work Order Breakdown Structure provides basis for communication in all phases of acquisition process. Serves as common link unifies planning, scheduling, cost estimating, budgeting, contracting, configuration control & performance reporting disciplines. Consistent communications permits DoD to evaluate progress in terms of contract performance.

Effective programme and cost control requires ongoing revisions to the cost estimate, budget, and projected estimates at completion. Further, a competent cost estimate is the key foundation of a sound budget. Not updating the estimated costs with actual expenditures could lead to ineffective planning by those responsible for conducting depot-level maintenance.

If standard support levels estimates are not put under review/update the standard support levels there is no way to accurately know what the actual depot maintenance needs are for each asset class. This can limit decision makers as DoD seeks to succeed in challenging fiscal times and allocate resources best to support of more modern and capable assets.


5. Coordinate Readiness Process Integration Dispatch Centre

Information from readiness systems is required to determine number of pieces of equipment available for deployment. No Site Visit Executive has created an easy way to link equipment information available from readiness and Services systems.

Current readiness systems only include commander’s best estimate for equipment status. Estimates have traditionally been utilised usually for overall equipment assigned to the unit and not individual pieces of equipment. Military Services use systems to maintain records of equipment under service, but records do not include any information about what units it is assigned to.

Readiness Terms are used in different contexts/processes. Operational gaps in systems used by Field Units must be closed so exchange is seamless. Capability to link information as it is processed by Units must be built.

Aggregated information provided to Commanders must be traced/linked to operational systems used to rollup information. Unfortunately, no Site Visit Executive has yet stood up to identify functions spanning across process and write terms required to support processes.

Site Visit Executive must fully consider field level mission satisfaction metrics. The importance of the ‘Troop View’ is related to balanced scorecards impacting mission success. Satisfaction of Field-level Troops is an important predictor of future success, as Unhappy Units are unlikely to return in future. It is also a way to gauge quality of service delivery, which is difficult to measure through direct observation of the process.

 


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