Let's make sure we are on the same page as it relates to supplier performance logistics metrics. Make sure to define objectives such as improving business process to include methods/systems used to collect and provide info on rate or rank of logistics suppliers on a continuous basis. Many organisations use the term “scorecard” to describe the report to convey supplier performance information

If you are not tracking supplier metrics today, we strongly encourage you to implement tracking these core metrics listed above today. It’s common knowledge that metrics assessments combined with expertise can truly allow you to affect change in your organisation. This is not change for change sake, but rather change to improve your business and impact your bottom line.

1. Tracking your supplier metrics allows you to view operational performance over time

2. Establish guidelines so you know how to optimise your logistics and supplier processes

3. Tracking core metrics allows you to identify problem areas and fix them with technical info and experience.

4. It also allows you to compare results to other suppliers by use of benchmarking.

5. Certain metrics are widely accepted other metrics may need to be customised for your particular logistics business model.

6. Measurements alone are not the solution to your evaluation problems

7. Solutions are direct result of corrective actions you take to improve quality of metrics

8. Success comes from using logistics metrics to track outcomes of your process/system improvement efforts.

9. Tracking supplier metrics means your teams must be responsible for achieving agreed upon targets

10. Good outcomes require you to adopt, encourage & support process changes so accurate metrics are established


Top 10 Questions Produce General Metrics to be Considered by Maintenance Organisation.

Planning/scheduling are major influence on Maintenance metrics. Consider the simple metric of "schedule compliance" as an example. If Site Visit Executive has not correctly identified materials/parts, or incorrectly estimated the hours required for the job, it may be very difficult to complete the number of jobs that are scheduled. If the schedules are not coordinated and work cannot be completed in the scheduled window, schedule compliance may be impacted.

You should be pulling samples of completed work orders off the pile periodically. Gather the planner scheduler, supervisor, technicians & storeroom to provide examples and walk the jobs. When you get to where the work occurred, you should be stepping through metric type items to determine the process effectiveness.

The primary goal is to determine if the business processes worked, but you can also determine performance issues or the need for training, as examples. At this point, you may be trying to pull together everything you have read and are considering adding to your suite of metrics to bring better focus to your planning and scheduling activities.

When selecting metrics, focus on the behaviours you are trying to drive and keep numbers within reason so you are not looped into to much time spent on assessments. Strike a balance since the decision-making process should be driven by leading measures taking over lagging metrics. Remember, leading metrics are the ones you can realistically get your arms around, while the lagging metrics tell you the result of how well you did your job.

The product always follows the process. If your system is not working, don't blame the people, blame the system. To that end, ask the following questions to get your maintenance operations on track.

1. Are your metrics headed in a downward spiral, not improving?

2. How do you plan to identify the problems or root causes?

3. Do you know the behaviours the metrics are driving?

4. Where is your plan to evaluate if the processes are working?

5. Did the plan/schedule people estimate the job duration correctly?

6. Did you coordinate processes to get the right parts staged/kitted?

7. Did operations have the equipment ready based on the schedule?

8. Did the job get completed before the due date?

9. Was any follow-up work required?

10. Was the work order completed and closed in a timely fashion?


Top 10 Key Supply Line Administration Contribute Client Risk/Uncertainty Mitigation

1. Product Design Agents: Helping clients create innovative products with exceptional user experiences

2. Supply Line Configuration: Helping clients keep resources upgraded/connected

3. Field Customer Value: Helping clients directly assess suppliers conduct direct firsthand surveys

4. Equipment Inventory control: Helping clients track items with system to include any type of quantifiable product

5. Production sourcing: Helping Clients execute strategies to optimise different buyer‐supplier relationships

6. Supply contracts: Helping Clients state terms/conditions for making exclusive product build deal

7. Distribution strategies: Helping Clients transfer product effectively to consumers/end users

8. Outsourcing Location: Helping Clients choose starting point for moment in decision-making process

9. Information technology: Helping clients establish overall high-level plan consist of objectives/tactics

10. System User Monitor: Helping Clients specify types of performance/availability system display


Top 10 List Summary of Sections regarding Commercial Items Department of Defense Actions

DoD Acquisition rules discuss contract incentives in terms of cost, performance, and delivery. But GAO categorised incentives according to their intended outcomes. So cost incentives were defined to be those targeting cost-related outcomes, technical performance incentives as those targeting quality-related outcomes, and schedule incentives as those targeting schedule-related outcomes—including making deliveries, providing services, and meeting milestones in accordance with the time frames laid out in the contract.

1. Ensure DoD procurement officials conduct or obtain market research to support a price reasonableness determination for commercial items contained in a bid or offer.

2. Allows offerors to submit information or assessment reports related to the value of a commercial item for use by the DoD
contracting officer in making a price reasonableness determination.

3. Expands the scope of the centralised capability commercial item determination information, to assist DoD in making commercial item determinations, conducting market research, and performing price reasonableness assessments.

4. Ensure that DoD uses commercial standards instead of military standards and specifications, unless no practical alternative exists to meet user needs, in which case waiver to use a military specification may be approved to define an exact design solution when there is no acceptable commercial standard, or when it is not cost effective.

5. DoD is required to encourage contractors to propose commercial standards that meet the intent of military standards and specifications and is required to partner with contractors to develop commercial standards to replace military standards and specifications where feasible.

6. Establishes a preference for certain commercial services by providing that DoD cannot enter into a contract above threshold for non-commercial services unless a written determination is made by specified high-level officials, such as the service acquisition executive, that no commercial services are suitable to meet DoD needs.

7. DoD cannot enter into a contract for some services above the simplified acquisition threshold unless exists written determination that no commercial services are suitable to meet the agency’s needs. Requires items purchased by a contractor for use in the performance of multiple contracts be treated as a commercial item.

8. Require services provided to DoD by a business unit of non-traditional defense contractor be treated as commercial items if they are priced using a similar method to develop commercial pricing and are provided to assist commercial customers.

9. Provides DoD the authority to carry out defense commercial solutions opening pilot program under which innovative commercial items can be acquired, such as technologies and services, through the competitive selection of proposals via peer review under a general solicitation.

10. Requires DoD to enter into contract with an independent entity to conduct a review of contractual flow-down provisions related to major defense acquisition programs on contractors, including, among other things, determining the effect, if any, of these provisions on the participation rate of commercial item contractors.


Top 10 Helicopter Avionics System Upgrades Provided By Maintenance/Repair & Overhaul Service Centres

Administration of helicopter aviation maintenance, repair & overhaul service centres continues to support requirements of Marine Corps operators worldwide with its “Hot, High & Heavy” upgrade & modernisation programmes. Service Centres created to provide cost-effective means for enhancing performance of enduring aircraft platforms, with upgrades designed to set up operators with portfolio of technical solutions to customise mission-critical aircraft to specific requirements.

1. Upgrade to tailboom with two parallel stall strips/strakes, re-shaped vertical fin, upgraded upper longerons/skins

2. Upgrade to main rotor transmission, hub, swashplate assembly, stabiliser and blades

3. Upgrade to main and tail rotor drive shaft and couplings

4. Upgrade to tail rotor, tail rotor gearbox and push-pull tube control system

5. Upgrade to airframe, including lift beam, main beam, cross tube tunnel

6. Upgrade to complete tip to tail refurbishment of all wiring include transmission harnesses

7. Upgrade to power turbine engine made up of two rotating assemblies mechanically free of each other

8. Upgrade to Instrument panel modifications & glass cockpit avionics suites

9. Upgrade to menu-driven interface on color touchscreen display shows moving map, airways and approaches.

10. Upgrade to transponder display features include flight time, count-up and count-down timers, plus current pressure altitude readout

We have identified Equipment upgrade/repair simulation process rules defining what information is to be routed and to what installation DoD has tasked for missions. For example, dispatchers can set up rules defining enabling conditions instances work orders must meet before equipment upgrade/repair simulation processes advance automated work order prompts to the next tracking activity in the logistics process. Also, rules governing installation receipts of priority approval requests must be based on key commitment criteria.

Dispatchers have promoted use of logistics account flash routing rules for supply lines to split traffic up according to any Equipment Spec required in order to perform the kind of work orders present in upgrade/repair simulation Requests. Scheduling such a routing solution is only way DoD dispatchers can possibly cope w/ administration of multiple applications, per installation instructions.

Dispatchers can review logistics information about the specific DoD mission tasks associated w/ the supply line, resource requirements, and so on. For example, dispatchers can route summary & detail status information for work orders by installation.

If someone told you that the technology underpinning Bitcoin will likely revolutionise much of the way we do business in the next ten years, you might shrug it off. Navy would like to tell you it’s just the beginning, and that it might also revolutionise Naval 3-D Printing, fiscal business processes, and the entire discipline of logistics, and that’s only scratching the surface.

A blockchain is a shared, distributed, secure supply line connection monitor that every participant on service routes can share, but that no one entity control. In other words, a blockchain is a supply line connection monitor that stores work order routing records. The routing intersection is shared by group of service route supplier participants, all of whom can submit new records for inclusion.

However, those records are only added to the supply line connection monitor based on the agreement, or consensus, of a majority of the supplier group. Additionally, once the records are entered, they can never be changed or erased. In sum, blockchains record and secure route dispatch information in such a way that is becomes the group's agreed-upon record of important contract terms and enabling conditions.

Smart contracts can be instantly/securely sent and received reducing exposure/delays in back office dispatching. As an example, oversight of Purchase Requests could be securely implemented with greater transparency and also potential battlefield applications messaging system could be leveraged during instances in which troops are attempt to communicate back to HQ using secure, efficient and timely logistics system.

Aircraft Readiness Blockchain offers all parties in entire supply line to update and share routing assets across the system. All aircraft parts are tracked through the design/service life of the aircraft and smart contracts are used to facilitate maintenance and repair of damaged parts keep track of their aircraft part suppliers as part of the quality assurance processes. Before Blockchain, outdated maintenance repair and operations systems used to track the parts operated in vertically separated units with limited communication potential, posing challenges in tracking and providing a unified, single source of readiness associated with each part.

As a general example, we consider a contract awarded to a prime contractor for the production of a complex electronic system. The prime contractor will have subcontractors, and subcontractors to subcontractors. Upon approval to start work, the prime and subcontractors will be assigned intersections on common  blockchain route to influence quality of service Every value-adding activity by the prime or by a sub will be required to be annotated as events on the blockchain – such events could be the build, testing, or delivery of a component.

Route Service will only be rendered from a prime to a subcontractor, or a subcontractor to another subcontractor, when the value-adding activity is annotated by dispatchers in a timely and accurate manner on the blockchain with the effect not only of ensuring accurate recordkeeping, but also encouraging timely subcontractor service. In this manner, the supply line connection monitor for even a single spare part component can be fully mapped out via service sequence of large number of subcontractors involved in the build process.

DoD programmes have begun enacting improvements in mission requirement definition but seem to be only partway toward the route-based concepts assigned by the application design. It is still necessary for dispatchers to do a great deal of work to administer individual logistics devices. Application designers would like to see something that advances at least one more level on the Supply Line.

Dispatchers can set up equipment categorisation series by creating sequentially constrained sourcing subroutines so one logistics process calls another on the supply line. This procedure is especially useful to DoD operations when dispatchers need to reuse spare parts-specific components within other processes.

For example, the initial equipment upgrade/repair simulation process for work orders determines the logistics account flash type of the work order & calls other processes utilised by DoD that are based on account flashes, such as the process to determine the work order type. The essence of the blockchain solution to supply line connection security monitor is the unification of all the transactional activities that constitute a supply line intersection into a single work space so that visibility of routing intersection transactions can be improved.

Blockchain is an emerging technology for decentralised and transactional supply line connection monitor sharing across a large group of supplier intersections. It enables new forms of distributed supply line connection  monitor architectures, where agreement on shared states can be established without trusting a central integration point. A major difficulty for architects designing applications based on blockchain is that the technology has many configurations and variants. Since blockchains are at an early stage, there are limited number of product support success stories or reliable technology evaluation available to compare different blockchains.

The potential of blockchain technology lies in exploiting and extending supply line connection monitor. The technology can connect suppliers that were not previously connected, enable new forms of collaboration and create new opportunities for interaction. In logistics, blockchain has the potential to transform and disrupt processes by documenting, validating and securing each intersection event in the supply line connection monitor. Promising applications of blockchain already exist in logistics and many other applications and supplier models will emerge as the technology matures.

Imagine what logistics processes are required DoD force structure scenario containing multiple installation routers & sourcing ticket intersections. Dispatchers should be able to define a single set of rules for permitted traffic, denied traffic, permitted/denied sources & destination.

Product traceability and Logistics process automation through smart contracts represent some of the most promising blockchain implementations for supply line connection monitor. However, these applications need different enabling conditions in terms of large-scale implementation by supplier dispatch events and the time-frame for this implementation is also expected to differ from case to case.

In the future blockchain routing applications may have the potential to be able to parse information into subsets & distribute logistics information to the automated attendant designated by DoD. Dispatchers should not have to examine each sourcing ticket intersection individually.

Built-in supplier incentives to assure the security of every transaction and asset in the blockchain allows routing technology at intersections to be used not only for transactions, but as a product registry system for recording, tracking and monitoring all assets across multiple value suppliers. This secure information can range from information about parts or contract work-in-progress such as product specifications and purchase orders.

Because blockchain is based on shared consensus among different suppliers, the information on the blockchain is reliable. Over time, suppliers build up a reputation on the blockchain which demonstrates their credibility to one another. Furthermore, because trust can be established by the supply line connections, third party monitor of routing intersections between two suppliers will no longer be necessary.

In order to establish sufficient trust to become involved in a blockchain supply line connection monitor, the motives and goals of the involved suppliers must be clear. The reputation of the participants becomes transparent and grows over time. It is important that suppliers in the routing market space can trust each other in order to share information and increase efficiency in shared processes.

Routes define the path along which equipment upgrade/repair processes move a work order. Depending on installation logistics requirements submitted by DoD, routes can be relatively simple & sequential, or increasingly complex, with joins or splits, parallel routing, iterative routing, loops and so on.

The route tracker application uses scripted enabling condition evaluations determining the next logistics activity based on information dispatchers set up in spare parts-specific attribute structures, such as work order status & DoD recipient rules determining account flash routing to installations.

As with routes, dispatchers determine the complexity of rules according to the requirements of installations. For example, DoD logistics considerations can set up work orders to progress to the next step only when predefined supply line threshold values have been met.

Blockchains enable the creation of intelligent, embedded and trusted programme supply line connection monitor, letting suppliers build terms, conditions and other logistics parameters  into contracts and other transactions. It allows suppliers to automatically monitor agreed upon value figures, delivery times and other enabling conditions, and automatically negotiate and complete transactions in real time. This impacts cost/benefit of  work orders, maximises efficiency and allows for multiple avenues leading to supply line connection monitor.

It also opens the door for machine-to-machine transaction capabilities enable the transformation of a traditional supply line connection, where work order transactions and contracts must be maintained by each dispatcher interaction with suppliers. With blockchain technology, all transactional elements are stored on decentralised supply line connection monitor by multiple suppliers.

Dispatchers can review, approve, or reject work orders. After a work order is created, route tracker applications send logistics account flashes to notify DoD installations responsible for reviewing & approving the work order. When dispatchers approve a work order, the route tracker application then sends an account flash to the next installation on the work order approval route.

During the work order approval process, the route tracker application generates logistics report records for DoD user-based approvals & rejections that have been composed upon comparison to template work orders run with supplier capacity plans.

If work orders are rejected, the route tracker application sends logistics account flash back to the originator of the work order. Reminder Sets provided to DoD divisions trigger Scheduling Equipment Workbench programme functions reviewing account flashes & provide the ability to cross-reference spare parts-specific components.

If dispatchers must reject a work order DoD has proposed after initially approving it, the route tracker application creates logistics report records for the rejection & stores the original approval record for supply line connection review. Supply line report records are used to review spare parts-specific information & schedules about the work orders that dispatchers group into routing specifications. By projecting supply line connection events onto a common monitor, dispatchers will have a homogeneous, detailed, and real-time graph of work orders and supplier relationships, but also a large baseline contract grouping of typical supply line connection monitor as well.

With such graphs, the full power of routing error detection methods from machine learning and artificial intelligence can be brought to bear on the scale of the problem. This may speed the time-to-detection of supply connection disruption, and even deter some attempts outright, as the probability of non-detection  is diminished.

As supply line connection monitor graphs are constructed for all components that comprise a device, and all devices that comprise systems, a uniform supply line connection monitor is constructed for the entire item resolvable to any level of precision required for dispatcher review.

The sourcing ticket intersections, routers & switches designed for DoD must be viewed as one logistics device. If a single intersection is in a portion of the supply line connection that never sees a given range of traffic, then it doesn't need the applicable rules & dispatchers at Sourcing ticket Station should figure that out & not push the issue as an absolute requirement for Logistics simulations.

There are significant limitations to a blockchain-based approach to supply line connection security, and we do not propose it as a fully comprehensive solution by itself. The fundamental problems not addressed directly by the blockchain are twofold. First, the blockchain solution is optimised toward assessing transactions rather than behaviour of dispatchers, whatever their affiliation.

Second, the blockchain only provides an economical and secure supply line connection monitor for measurements, but for supply line connection review to be useful, there must still be a critical density and volume of high-quality measurements of intersecting events.

While the blockchain will provide an economical, secure, and uniform supply line connection monitor to record such events, the forensics enabled by the blockchain are ideally suited to identifying enterprise-level behavioral patterns and relationships.

Blockchain solutions will not entirely substitute for sound vetting procedures and supply line connection activity monitoring. In addition, even for supplier-level work order dispatch to be effective, the physical spaces constituting supply line connection intersection must be instrumented with a density and distribution of required sensors.

The difficulty of adoption can be split into technical and functional concerns. Experts in the field of blockchain technology are predicting continuous routing trial and error processes of single-use applications that will lead to uncertainty among suppliers to invest in security measures for connection intersections.

Single-use applications are likely to be deployed initially. Over time, paradigm shifts of innovation will occur; a radical innovation, in the form of a single-use application or an extended version of a single-use application, will replace outdated applications. However, more operational capacity is required to implement the blockchain technology on a very large scale. Currently, suppliers want to participate in the blockchain due to the huge hype, but in some cases, alternative and simpler technologies will be more feasible and appropriate.

The deployment of such sensors at scale is a nontrivial problem in its own right. We anticipate that any broadly effective solution to the supply line connection security problem will require a combination of approaches of which the blockchain will be one of many parts.

Most DoD rules established in the future must be designed to be utilised in determining how equipment upgrade/repair simulations can be depicted in sequence episodes. For example, routers in one spatial domain will never see another supply line connection logistics account flash. It doesn't need to have all the rules about these devices. We have designed  Logistics Flow Chart sequence with steps to follow for accurate determination of Sourcing Ticket parameters influencing equipment Upgrade/Repair Simulation outcomes.

Our intention is to present the performance and behaviour of dispatchers engaged in the blockchain process modification with a view toward obtaining detailed pictures of the representative process of that occurs. While performance was an important part of tactic evaluation, our emphasis in this product demonstration report is mainly focused on examination of process behaviour during dispatch activity.

1. Many installations have not received the same route service reports at the same time under previous Blockchain programmes.

2. Automating some aspects of Blockchain collection and work order generation means more timely and operationally relevant reports

3. Enable Blockchain monitor of route service and evaluate fiscal constraints, internal dispatch communications and route service metrics and measures availability

4. Ensure Blockchain representation of route service design standards, and work order risk functions

5. Communication of objective goals and future Blockchain achievements required for meeting work order requirements meet equipment deployment challenges.

6. Convenience of route service when installation communications over Blockchain system are consistently available.

7. Availability of Blockchain capacity—at what installation is the route service agreement provided

8. Make sure Blockchain allows for different types/sizes of part components to gain access to multiple installation

8. Temporal availability of Blockchain system--when and at what cost is the route service agreement provided?

9. Information availability in Blockchain--does the installation know how to utilise the route service agreement for different types/sizes of part components?

10. Evaluate work order generation trends & assess the impact of Blockchain policy and other organisational changes

11. Ensure Blockchain architecture at multiple installations has required capacity to participate in the contract terms determination process.

12. Generate Blockchain stakeholder acceptance and linkage to installation-directed contract procurement tech base.

13. Design Blockchain system to provide clear, reliable & credible work order generation flexibility for determination of route service indices

14. Make Blockchain deliver realistic and timely route service agreement goals and targets & integration into dispatch signal decision-making.

15. Measures of Blockchain security--What are the perceptions involved in installation contacts,

16. Assess degree of potential Blockchain security risks to installations during transit?

17. Route service maintenance goals and objectives to be present in Blockchain system for different types/sizes of part components.

18. Identify dispatch programme constraints internal to Blockchain & select consensus performance measures

19. Test, implement and integrate Update/Review Blockchain report performance/monitor results into decision-making

20. Establish a schedule for regular performance reporting of Blockchain system

21. Consider how Blockchain system requirements determine monitor and reporting of supply line performance

22. Monitor Blockchain system performance at agreed upon intervals.

23. Establish results-based Blockchain system performance measure report format,

24. Design preferred Blockchain approach for supplier connection  result integration

25. Consider the desired frequency of Blockchain system evaluation

26. Compare Blockchain performance results to the goals set for each measure

27. For measures not meeting Blockchain goals, identify action items for improving performance

28. For measures consistently exceeding Blockchain goals, consider increasing work order targets,

29. Provide Blockchain resources required to ensure work order decision is fiscally sound.

30. Mechanisms embedded in Blockchain must be in place for advance equipment deployment trips

31. Be aware when designing Blockchain systems that chedules for contract procurement quotes can change quickly,

32. Dispatching demand-responsive Blockchain services is more labor-intensive for work order generation than for fixed-route services.

33. Blockchain contact with installations and confirmation of equipment pick-ups requires dispatchers participation levels optimised to fixed-route service,

34. Demand-responsive supply scenarios via installation route service agreements requires more intensive Blockchain constraints than fixed-route service

35. Blockchain functions of  route service provides the potential and requirements to assess system performance within scope function

36. Blockchain categories of performance measures, including their uses, typical supply line connection requirements & typical reporting intervals,

37. Different types/sizes of part components require unique Blockchain enabling conditions, performance  measures & range of use guidelines

38. Potential Blockchain sources of supply line information for evaluating requirements for use of particular metrics and measures

39. Blockchain guidance on application of performance-based work order standards.

40. Number of measures to be reported by Blockchain—too many will overwhelm dispatchers, while too few may not present a complete picture

41. Amount of detail to be provided in Blockchain systems—general metrics/measures will be easier for dispatchers to calculate and present

42. More detailed metrics/measures will incorporate greater number of factors influencing operational outcomes of Blockchain,

43. Determine if kinds of comparisons to be made in Blockchain are evaluated only internally or compared with other installations?

44. The intended audience— some dispatchers will be more familiar with Blockchain transit factors addressing trade-offs than others,

45. Blockchain models representing part deployment plans are used to forecast growth of installation investments in contract procurement terms

46. New or expanded dispatch capacity for executing Blockchain processes will affect work order generation patterns/demands on operational outcomes

47. Outputs from Blockchain model characteristics can be used to calculate metrics/measures for part type/size mobility,

48. Blockchain system facilitates parts type/size deployment trips result from surge-based contingency scenarios.

49. Blockchain accessibility to  part component type/size delivery contracts established at  multiple installations,

50. Blockchain should be designed to feature temporal modes of supply line connection service reservation periods for applicable intersections

Weapons Systems Product Design is an issue of information processing in which the information that characterises requirements for product to be converted into knowledge about a product. One of the challenges designers deal with in product design is a lack of detailed information. At start of design process, less is known about the design problem at hand.

Establishing field agents for product/process design creates agent-based tools to construct market places among members of a distributed design team to coordinate set-based design of a discrete build product. Designers of components are empowerd to "Buy" and "Sell" desired characteristics engineers are motivated to assume.

Here we describe the entities interacting in the market space and outline the market space required to make trade-off decisions on each characteristic of a design. Agents representing each component "Buy" and "Sell" units of these characteristics. A component that needs more latitude in a given characteristic, i.e. more weight can purchase increments of that characteristic from another component, but may need to sell another characteristic to raise resources for this purchase.

Set-based approaches focus on keeping design space as open as possible for as long as possible and fully explore design space comprise sets of design options. Design work to be continuous or mentioned one by one as discrete design options depending on the level of specific designs to not be considered alone.

More realistically set of options to remain in design space and considered feasible. Instead of specifying single design before all constraints are known, design decisions are postponed until the Last Responsible Moment-- point at which failing to make the decision eliminates an alternative.

Most design processes are characterised by generic core stages to include establishing requirement, creation of task order, concept design, detailed design and implementation phase. The design process progresses through these stages in repeat fashion.

At each stage, product design exists within a distinct level of the available information termed ‘design state’ As information passes through the stages, it is punctuated by process decisions aimed at eventual final state where it represents the design solution. 


 Processes starts with large design alternatives covering broad design spaces to converge to possible design by eliminating weakest alternatives rather than choosing one “best” alternative.

The functional view drives most designs, since it distinguishes the disciplines in which engineers are trained and in support of available design tools. Conflicts arise when different teams disagree on the relation between the characteristics of their own functional pieces and the characteristics of the entire product.

Some conflicts are within the design team: How much of a mechanism's total power budget should be available to the sensor circuitry, and how much to the actuator? Others face design off against other build functions: How should we balance the functional desirability of an unusual machined shape against the increased expense of creating that shape?

During progression of design process, information about design problem and knowledge of the associated design space is increased. This allows for fundamental understanding of the design space guide designers towards realisation of solutions.

Set-based design approach reduces the cost of taking back a decision earlier made; so there is more room to improve the concept while designing it. Cost of repeat action is minimised by not only reducing number of repeat actions but also substantially improving repeat time. In some cases, dependencies models between characteristics may help designers estimate their relative costs, but when models do not exist, prices set in the marketplace define the coupling among characteristics.

Designer seeks to embed a set of functions e.g., optical, electromechanical, control in an object not at time present but occurs as result of the preparation with specified characteristics e.g., weight, complexity, materials, power consumption, physical size.

It is easy to represent how much a mechanism weighs or how much power it consumes, but there is not disciplined way to trade off weight and power consumption against one another. The more characteristics involved in a design compromise, the more difficult the trade-off becomes since solutions are available only in specialised/limited field expertise niches.

In current practice trade-offs are sometimes supported by processes such as quality function deployment or resolved politically, rather than in a way that optimises the overall build design The problem is compounded when design teams are distributed across different job divisions.

The design process progression at any point is dependent on the information generated in the earlier phases as well as the decision making that has preceded the stage. Bad decision making events in later phases of project process do not have much impact on cost and are far less time-consuming than if these would have been made in beginning.

1. All functional engineering design divisions identify solution space independent of others

2. Communication between engineering divisions is based on Design Spaces – Not on Single Ideas

3. Design remains functional after variations in its solution space

4. Determine if Design still fits the solution space after some time

5. Create Designs that work regardless of what the rest of the team decides to do

6. Consider multiple concepts in parallel – create prototypes and eliminate those not working out

7. Each concept is assessed from reasons why concept is/not still feasible also impact of problem in overall product

8. Overlap of feasible design spaces of different sub systems will directly translate into acceptable solutions

9. Taking late decisions means more importance given to decision and more effort should be spent

10. Solutions to meet customer requirements based on avoiding parts not equal so agreement with any party involved in process

Top 10 Equipment Product Support Job Site Services Case Study Objectives

To meet Marine Corps objectives, we commissioned this case study to not only optimise current equipment product support Job Site operations and enhance dedication to Field-Level Troops product support services, but also provide Marine Corps with the tools, templates and real world strategies so Marines have capacity to sustain these improvements into the future.

We established the following Job Site scope areas, which framed the objectives of this Case Study:

1. Optimise allocation of Job Site product support resources, including oversight of routine, peak & specialty work orders

2. Design product support programmes for field level unit outreach at Job Sites, including mission-driven reporting & surveys

3. Propose product support approach for receipt of individualised Job Site service level work orders with field-level units

4. Maximise "wrench turning" produce at Job Sites, including product support programmes for continued training, incentives & performance

5. Establish core product support Job Site services, specialised services evaluation & changing conditions.

6. Enhance Job Site performance metrics, including key product support performance indicators, techniques & reporting

7. Provide framework for evaluating the Job Site costs/ benefits of expanded product support services to existing or new troop units

8. Conduct Job Site space requirements assessment, addressing barriers to efficient product support operations.

9. Optimise Job Site operations, including product support policies, procedures & performance requirements for on-hand stock parts/tools

10. Evaluate Job Site product support work order rate-setting systems and recommend adjustments to rate setting & replacement planning


Top 10 Equipment Maintenance Unit Division Structure List Appropriated Tasks

1. Field level maintenance is generally characterised by on-near system maintenance, often utilising line replaceable units & component replacement using tools and test equipment found in the field-level organisation not limited to simply "remove and replace" actions but also allows for repair of components or end items on-near system.

2. Field-level maintenance includes adjustment, alignment, service, applying approved field-level work orders, fault/failure diagnoses, battle damage assessment, repair, and recovery to always repair and return to the user include maintenance actions able to be performed by operators.

3. Crew maintenance is responsibility of using organisation formally trained operators/crews from proponent on specific system to perform maintenance on its assigned equipment, tasks consist of inspecting, servicing, lubricating, adjusting, replacing minor components and assemblies as authorised by allocation chart using basic issue items and onboard spares.

4. Operator/maintainer system specialists for example, signal, military intelligence, or a manoeuvre unit receive functional individulised training from proponent on diagnosing/troubleshoot problems focus on system performance/ integrity identify, isolate &trace problems to on-board spares deficits correct crew training deficiencies.

5. Maintainer maintenance accomplished on a component, accessory, assembly, subassembly, plugin unit, or other portion either on system or after it is removed by trained maintainer remove and replace authority indicates complete repair is possible return items to user after work order performed at this level.

6. Sustainment-level maintenance generally characterised by “off system” component repair or end item repair and return to the supply system, or by exception, back to the owning unit performed by activity function to be employed at any point in integrated logistics chain.

7. Sustainment level intent to perform commodity-oriented repairs on all supported items return to standard providing consistent/measureable level of reliability execute maintenance actions support force & supply system not able to be performed at field-level maintenance unit.

8. Exceptions made to when in-house sustainment level maintenance activities may conduct maintenance and return items to using unit but also may be performed by contract agreement comprised of below depot sustainment.

9. Below depot sustainment level maintenance assign to component, accessory, assembly, subassembly, plug-in unit, or other portion generally after it is removed from system. The remove and replace authority indicates complete repair is possible at below depot level return items to supply system also applies to end item repair and return to the supply system.

10. Depot level maintenance accomplished on end items or component, accessory, assembly, subassembly, plug-in unit, either on the system or after it is removed define remove and replace authority indicates complete repair is possible at depot level return items to supply system, or by exception directly to using unit after maintenance is performed


Top 10 Construct Tool Focus on Innovate/Maintain Tech in Application of Military Strategies

1. Construct R&D portfolio for advances in force structure utility, derived from an overall national security to be utilised as roadmap for R&D progress; maintain DoD military superiority; Conduct a top down review of capabilities to ensure smart equipment, and investments

2. Conduct concerted effort to examine application in DoD of corporate investment decision models and maintain diversified portfolio with potential payoffs, and do not allow any single tech area to dominate spend unless demo evidence focus is warranted

3. Make DoD commit to sustained levels of commercial item buying standards and streamline practices/processes; traditional standards not to use certified pricing/cost estimates; establish authorities for R&D and production programs in designated product areas, Expand models for accessing tech capable of being transitioned to the war fighter.

4. Require DoD components take into account requirements for competition and participation by non-traditional vendors in shaping long-term acquisition strategies include streamlining of requirements for major systems and tracking functions test compliance with contract standards.

5. Expand application of venture capital in defense markets, providing for funds that would, in coordination with DoD, make equity investments to consider successful vendors to market transition of innovative concepts to the war fighter.

6. Enact series of measures to reward risk-taking and facilitate transition of tech application to War Fighter requirements; Integrate promising new concepts; eliminate conflict between units with specialised DoD objectives and other R&D divisions; scale up activities and better leverage resources and incentivise collaboration with war fighters.

7. Create prototyping fund and set aside significant portion as on ramp for commercial technologies and firms, using competition as appropriate; establish DoD processes to ensure focused decisions determine if tech delivery to the war fighter is accelerated; Require focused consideration of technology insertion at all major milestones on ongoing acquisition programmes.

8. Design new defense systems and implement with open architecture except when contrary to DoD interests to be subject to override by acquisition executive; add new evaluation metrics for commercial tech proposals and use of open architecture and require vendors provide detailed response to past performance inquiries.

9. Implement incentives and evaluation metrics to enhance critical aspects of vendors participation in accessing and transitioning commercial technology require submit plans in response to requests made by DoD; adopt policy in favour of commercial item authorities/approaches in areas where commercial capability is better value with exceptions subject to review/approval

10. Promote enhanced S&T activity by vendors and encourage greater spending in order to bring levels in line with historic and comparable defense market norms established DoD interactions; require investment in force of the future not short-term incremental reactions; provide top-level guidance in key areas of vendor investment; override short-term customer pressures usually shape efforts


Top 10 Questions Direct Incorporation of Set-Based Design into Weapons System Acquisition Phase Processes

Here we consider how DoD acquisition process can leverage Set-based Design techniques to deliver more affordable systems to the fleet faster, focusing on definition of core Set-based Design principles to gain insight into appropriate uses and implementation processes.

Key objective is to determine how to tailor an acquisition strategy to incorporate elements of Set-based Design to mitigate cost growth and scheduling delays due to changing requirements and design instability.

DoD contracting agents are critical components of efforts to execute its missions. But leadership has taken narrow view of contracting operations. By primarily focusing on ensuring contracting agents are obligating funding before it expires, in effect promoting “use or lose” perspective and does not emphasise efficient/effective contracting operations.

Senior leaders responsible for contracting are not systematically assessing the timeliness of contract awards, cost savings attributable to contracting activities, or the quality of contractors’ products/services. Additionally, they are not identifying whether they have large enough workforce to meet contracting needs of the Services.

As a result, leadership does not have the critical information necessary to determine if DoD contracting enterprise has capacity needed to operate under complex, real-world scenarios.
We provide guidance on what aspects of the acquisition space would allow for such an approach, by reporting on the following Questions:

1. Can you provide description of advances in Set-based Design and its major principles/characteristics?

2. How do you plan on jump starting an exploration of Set-based Design implementations in field-level sectors?

3. Can you give brief description of how Set-based Design fits into established acquisition guidelines?

4. How would you Identify system types to result in good candidates for Set-based Design application?

5. Can you exclude some system type scenarios where Set-based Design would not be recommended?

6. Can you recommend implementation practices/processes within acquisition phase instructions for use of Set-based Design?

7. How would you define Set-based Design and what about it provides potential benefits to acquisition system?

8. How would you identity factors making particular acquisition programmes good candidate for applying Set-based Design approach?

9. Can you describe effects of Set-based Design on overall system costs and risks in support of acquisition?

10. How would you promote revision of instructions/processes to
facilitate use of Set-based Design principles in acquisition programme activities?



Top 10 Questions Highlight Requirement for Supply Action Groups to Assess Critical Operational Frameworks

DoD procurement groups are biased toward contract life phase milestones. Business units and indirect procurement staff focus on the budget, while engineering groups work with direct procurement staff regarding strategic supply choices made during product service life, asset design, project planning, and field-level engagement.

Progressive supply organisations don’t operate these silos independently. Instead they engage with stakeholders across all of these phases to optimise supply/spend outcomes through combination of processes.

Truly strategic aspects of supply line assessments will occur not only within these phases, but also on the edges where they intersect. Top level business group frameworks integrate other areas such as strategic sourcing and lover level supplier action groups.

1. Can supply base meet demand, set targets and broader strategy?

2. What are spend drivers during each phase?

3. How/where to best measure/mitigate supply risks?

4. How good is performance of supply line, spend category?

5. How to monitor/align performance across functional levels?

6. What capabilities and factors are driving performance?

7. What opportunities/risks are prioritised by information type used for assessments ?

8. How to close performance/capability gaps?

9. Where to simplify, standardise & consolidate?

10. Are realised operational gains holding the line?



Top 10 Benefits of Weapon Systems Prototype Innovation to Acquisition Programme Performance

1. Prototyping effort benefits were worth the cost, provided a positive return on business case investment include customer needs are valid and can best be met with advancement of chosen concept to be produced with existing resources, such as time, money, and available technology.

2. Prototyping provided programmes with information on technology maturity, feasibility of the design concepts, potential costs, and on achievement of planned performance requirements assist in injecting realism into business cases.

3. Prototyping demonstrated key technologies or proposed design solutions to determine if riskier, cutting edge design was feasible. Without prototyping, programmes would not have had sufficient information to be confident in riskier option-- contractor would not have proposed it without opportunity to provide functional demo.

4. Prototyping informed programmes understanding of prices to validate business case cost estimates. During prototyping process, contractors select vendors, ensure productive communications with suppliers, purchase materiel, and build full system version or parts of the system to provide information on potential costs.

5. Prototyping increased cost information available to programmes leading to cost reductions and competitive prototyping incentivised contractors to determine cost drivers in order to be more competitive in next phase.

6. Prototyping made programmes better understand requirements to make performance trade-offs meeting cost targets.for example to determine if different versions of system were best suited to meet unique requirements.

7. Prototyping provided programmes means to improve system performance, for example, collect information support operational success during prototype testing set stage to improve target classification and identify potential reliability issues early in process.

8. Prototyping changed perception of subsystem materiel utility based on information about wear/tear during prototype testing-- prototypes served as test assets during system project milestones or used to continue demo efforts.

9. Prototyping approaches to competition generated additional benefits to enable more favourable business terms using competition to result in service life cost savings and reduce operation/support expenditures over life of programmes.

10. Prototyping with competition reduced likelihood that contractors would team up in the next phase so prospect of only one proposal is diminished. In other cases, competition improved quality of systems contractors to introduce/continue cutting edge designs to remain competitive in next phase of programmes using existing capital for prototyping efforts.



Top 10 Field-level Unit Survey Recommend Improve Work Order Capacity of Repair Shop Status Updates

Operation of Navy Fleets is complicated and sometimes conflicted because fleet specification, replacement & maintenance rest with multiple organisations.

Navy to consider revisit aircraft specification process to increase standardisation of Fleet. Insufficient standardisation can have negative impact on maintenance mechanics productivity, tracking of parts locations and aircraft acquisition costs.

When asked to provide comments on how Repair Service Capacity is related to provision of solutions for field-level equipment users and/or make better use of existing equipment, Troops again cited Work Rig set-up status updates more frequently than any other area needing improvement.

If mechanic productivity increases or the number of work shifts increase, then fewer Work Rigs would be required than otherwise so capacity of Job Ste increases.

Conversely, more Work Rigs would be needed and Job Ste capacity would be reduced if the fleet service life is pushed beyond original limits or greater share of work were attempted to be done in-house.

Also, if Work Rig functions were to change, i.e. Work Rigs were switched from capitalisation work to maintenance/repair work, there is big impact on Job Site capacity.

1. Better understanding of service priority order: i.e., first come, first served or other protocol.

2. Improved communication between dispatchers coordinating with vendor and end users to speed up process.

3. Additional training on how to best utilise equipment information system to produce reports.

4. More collaboration between field-level installations to resolve and solve issues.

5. Faster, Location accurate delivery of parts type/quantity

6. Clearly defined decision-making authorities between administration and Shop determine what required for operations

7. Additional reserve field-level equipment in case of communication breakdown

8. Consolidate communications technicians, installers and dispatch centre

9. Coordinate Customer Contacts and Parts Stock Ratings

10. Performance/Standardisation Measurement.


Top 10 Authorisation Conditions for Unit/Organisation Repair Part Designate Mobile Mission to Consider Supply Factors

In order to ensure Marine Corps units can independently sustain successful operations for brief periods, Site Visit Executive must establish and maintain limited quantities of supplies. Shop supply listings and maintenance-related supplies of common items must be combined as directed for custody of individual element stocks, along with overall listing of repair parts assets in accordance with supply.

Product support dispatchers must maintain shop supply listings and supplies must be made accessible within minutes of the supply requirements under co-located conditions apply equally applicable to distribution/allowances updates. Bench stocks must be available in all maintenance operations and parts needed to complete repairs not available from shop supply listings will follow issue priority designator consistent with maintenance priority.

Site Visit Executive must ensure supply dispatchers are fully cross trained with backups available from other elements in the organisation as necessary with no inhibition of mission due to unexpected absences or losses. Dispatchers must conduct status updates from equipment inspections/fault corrections, including work orders referred to support maintenance that could not be immediately corrected.

When dispatchers discover equipment faults that cannot be worked off by the operator, must make status updates describing fault to include both uncorrected faults and parts ordered so Site Visit Executive is alerted as to current condition of the equipment. When crew operator identifies a non-mission capable fault unit Site Visit Executive must be notified immediately to verify item and initiate repair actions.

Dispatchers must compare requests for issue or turn-in against records of stock quantities reflecting mission demand rates and parts are issued in accordance with unit assigned priorities. If stock is not available, due-out status to the unit is established and requirement is passed on to next supply level. Dispatchers must periodically provide status updates on open requests to all supported units for example, daily supply status updates and parts received updates.

Controlled exchange is the removal of serviceable components from unserviceable, economically repairable end items for immediate reuse to restore like items to mission capable condition. Controlled exchange is authorised only when:

1. Required components are not available from the source of supply within the timeframe reflected by the issue priority designator and valid requisition is submitted to replace the unserviceable item.

2. Maintenance effort required to restore all of unserviceable reparable material involved within authorisation and the capability of the unit performing the controlled exchange.

3. End item from which the serviceable component is removed is classified not mission- capable supply.

4. Repair instructions contain requirement for known serviceable component to be temporarily used/exchanged while trouble shooting.

5. End item is protected from degradation to an uneconomically reparable condition.

6. Unserviceable component is retained and tagged with end item serviceable item originated

7. Organisation performing the controlled exchange takes prompt action so issue requisition for incoming part to restore the unserviceable equipment to mission-capable condition.

8. Controlled exchange is the only means reasonably available to eliminate an adverse effect on the operational readiness of the unit.

9. Indicated by issue priority designator on maintenance request to modify controlled exchange conditions as necessary for mobile missions.

10. Controlled exchange is not authorised on mobile operational readiness assets when Site Visit Executive has not formally released materiel under investigation.


Top 10 Part Component Item Order Quote Scheduling Consider Supply Line Route Groups

Scheduling is communications tool facilitate balance customer demands with your ability to fulfill that demand. Provides schedule date and warehouse that will fulfill customers request.

If item check is enabled, then supply will be consumed from pool of available supply for that item. If an item does not have Check enabled, then supply will not be consumed.

Schedule order lines with multiple routed to locations, warehouses, request dates, promise dates, schedule dates, and inventory details.

With Routing Sets, you can specify which lines on an order must be grouped together. To manually schedule an order enter item info and schedule an entire order, configuration or a set of lines using multi-select capability of Tool.

Auto Schedule from the Tools Menu Auto Schedule check box Auto Schedule through profile option value setting Auto Schedule through use of order types.

Tools allow you to quote order lines as you enter them or in batch mode with automated application of discounts. Tool offers discounts from single source instead of working with products from multiple vendors.

1. Apply discounts by percentage, lump sum or amount.

2. Substitute/Modify new defined quote

3. Specify order line quotes contained in lists

4. Set service item quote at % serviceable item.

5. Quote entire order and adjust auto using discounts

6. Override standard discounts and quotes enter reason

7. Choose lowest discount/ Freeze status of quote

8. Assign only certain types of adjust to line.

9. Determine routing quotes as separate component

10. Schedule quotes as of specific date.



Top 10 Case Studies Detail Operation Condition Scenarios at Job Sites Require Site Visit Executive Attention

Site Visit Executive has recognised requirements for improvement in Job Site productivity to be realised through innovation/application of proper equipment at all levels of materiel handling. Job Site Case Studies have been formulated with the objective to provide personnel with an introduction to type examples of handling problems encountered on daily basis at Job Sites.

Even while these Case Studies are very brief, they illustrate some commonly encountered
operational and equipment oriented problems. You are encouraged to design solutions for each of these cases to be used as points of discussion or assigned in groups as problems to solve.

In several Case Study situations we have presented, the full problem is not clearly defined and you are challenged to solve whatever problems are apparent to you after studying the case. We are confident this approach will induce competition between problem-solving groups, an essential element of Training Processes.

1. Job Site is in the business of modifying and repairing critical aircraft assembly. Due to mechanism complete assembly must be removed using lift equipment from the aircraft. Once detached, assembly is moved to a location adjacent to site of repair. Because lift equipment is also used for other jobs, many scheduled operations must be delayed.

2. Job Site operates centrally located storeroom in their repair complex. Every afternoon each specialty craft foreman writes separate orders for requisition of common use items required for next work on the line. Each shift, workers go to the storeroom to pick up the filled order. Time is unproductive causing problems leading to efforts to reduce transit times between sites.

3. Job Site faces inventory rotation problem. This difficulty stems from the fact that some supplies must be used prior to a stated expiration date. Upon receipt, a new shipment of these perishable items must be stacked beneath the boxes that are currently in inventory. A substantial amount of time is consumed in restacking the items according to their expiration dates. Job Site wants reduction in multiple instances of handling.

4. Job Site produces smaller sized replacement item packaged in separate small containers that are in turn packed into a larger carton for transit. The packing operation for this unit is in different area from where packages are sorted according to transit line. After sorting, all packages are routed to spot where they await pick up by the assigned truck line. By disregarding labour requirements in model, solutions have been proposed to improve efficiency of package movement.

5. Job Site uses reusable boxes to ship custom length items, but recently unit cost of a shipping box has soared to unsustainable levels. In addition, box maintenance has gone up so reusability has turned into a cost trap. Extra transit runs truck runs are being employed to recover the returnable boxes since on return trips the trucks are needed to pick up raw stock.

6. Job Site storage area is presently filled to capacity with thousands of items. Finished goods inventory is expected to increase by same ratio as increased production capability that has recently been enacted. New techniques have been proposed for increasing the storage area to accommodate expected increase in finished goods inventory.

7. Job Site currently moves pallet loaded with production items to transit dock for loading. Due to increased production purchase of several new trucks are required as well as an increase in labour levels. Operators are seriously considering increasing pallet load capacity, but it is unclear if new equipment is required for new scenario.

8. Job Site has sub-contracted production of critical part for aircraft. The details contained in the contract calls for the furnishing of the material, labour, and storage of the finished part component until conditions of requisition order is determined.

9. Job Site specialises in transporting packaged part components and is currently experiencing difficulty in moving loads of parts items from transit vehicle with large capacity into smaller fleet and period of operations is constant. Mechanism of moving materiel to open area in the warehouse requires backing out of the load entering and picking up the load form the other direction. This operation is repeated for each pallet load. The present load patterns in transit vehicles cannot be changed, calling for determination of time to place pallet into new location.

10. Job Site is faced with problems stemming from mess in the receiving areas involving empty shipping containers. Examination of receiving operations is indicative of scenario when a large shipment of materiel is received and items are removed from their shipping cartons and placed on racks. The empty cartons and packing materials are left on the floor. Periodically, when workers are immobilised due to the mess subcontractors are called in to crush & stack the excess containers.