Product support focuses on the entire equipment service life of support needed to acquire and sustain a weapon system. The concept is implemented by DoD Performance-based Logistics strategy which seeks to link product support to weapon system performance by optimising system availability and minimising cost and the logistics footprint-- applies to both base level retail logistics operations and wholesale depot logistics operations.

Logistics support is the degree to which the planned logistics support ie, test measurement and diagnostic equipment, spare and repair parts, technical info, support facilities, transportation requirements, training, & manpower allows meeting system availability and surge scenario usage requirements.

Agile combat support includes actions taken to create, effectively deploy and sustain force power anywhere—at any initiative, speed and tempo. This support is superior tech, robust, flexible, and fully integrated with operations to include provisions for and protection of personnel, assets and capabilities throughout the full range of military operations.

Contractor Logistics Support includes the collection of logistics support activities provided under contract to a using command, supporting a system, subsystem, modification or equipment throughout the term of the contract. Serves as temporary support function to provide initial logistics support until an in-house capability is in place. Examples include on- and off-equipment maintenance, maintenance planning; supply support; transit, packaging, storage & Facility upkeep.

Integrated Logistics Support planning provides the basis to assess the planned logistics support. For example during operational testing & evaluation, support equipment and technical specs may not be available or representative of the items utilised during field-level mission.

Systems go through a transition period from production to full operational use, therefore there should be proper time phasing of transitioning different aspects of logistics support capability. Phased logistics support begins with establishing an initial capability at the first designated operational site and then replicating this capability at other operational sites until the system is totally fielded. Once fielded, the focus shifts to maintaining the logistics support capability throughout the system service life.

1. Sustaining/Systems Engineering

The technical effort required to support an in-service system under operational scenarios to ensure continued operation and maintenance of the system with managed risk.

2. Design Interface

Considers what is needed to integrate the logistics-related readiness, combat capability, systems commonality, and supportability design parameters into system and equipment design.

3. Supply Support

Process conducted to determine, acquire, catalog, receive, store, transfer, issue, and dispose of secondary items necessary for the support of end items and support items to include initial support provisioning and follow-on requirements like routine replenishment.

4. Maintenance Planning

Documents the process conducted to develop and establish maintenance concepts and requirements for entire service life of system. The process should consider all elements of maintenance support necessary to keep systems and equipment ready to perform assigned missions. This includes all levels of maintenance and implementation of those levels; including both in-house and contract support.

5. Support Equipment/Automatic Test Systems

All mobile and fixed equipment required to support the operation and maintenance of a materiel system includes associated multi-use end items, ground handling and maintenance equipment, tools, calibration/test equipment, and automatic test equipment. It includes the acquisition of logistics support for the support and test equipment itself.

6. Job Site Infrastructure

The permanent, semi-permanent or temporary infrastructure assets required to support the materiel system, including conducting studies to define types of facilities or facility improvements, location, space needs, utilities & equipment.

7. Packaging, Handling, Storage & Transit

The resources, processes, procedures, design considerations, and methods to ensure that all system, equipment, and support items are preserved, packaged, handled, and transported properly, including equipment preservation requirements for short- and long-term storage, and transit capacity.

8. Technical Order Info

Recorded information regardless of form or character of scientific or technical nature. This includes engineering specs, drawings and associated documents & scientific or technical information necessary to operate and/or maintain the defense system.

9. Manpower

The identification and acquisition of personnel with skills and grades required to operate and support a materiel system over its service life at both steady-state & surge rates.

10. Training

The processes, procedures, techniques, training devices, simulators, other equipment required to train personnel to operate and support/maintain the defense system; includes acquisition, installation, operation, and support of training equipment/devices.


Top 10 Objectives of Equipment Upgrade/Repair Logistics Information Systems Planning Directorate at Product Support Focal Point

1. Improve design efforts to make Logistics information system processes available & consistent

2. Charter efforts to make user support Logistics tech information timely & accurate

3. Reduce unnecessary duplication of Logistics information collection requirements generation

4. Cut down time & effort to maintain, use & disseminate Logistics information

5. Improve team productivity by making use of communications updates between Logistics information units

6. Kickstart ambitions goals to install automated Logistics information collection systems

7. Coordinate Logistics information policy/programmes with collection requirements definition efforts

8. Establish accountability for resources designated for assignment to Logistics information systems

9. Foster Logistics information sharing & make compatible with systems from other Services

10. Ensure Logistics information policies are consistent with changes in unit requirements


Top 10 Process Increments for Logistics Upgrade/Repair Work Order Information Collection Systems: Application to Metrics Assessments

1. Work Order Generation

If multiple work requests with various times to respond and complete are grouped into one work order, the system will apply escalation rules for the first Work Request in the group. It is recommended that all Work Requests that will be grouped onto one work order have the same service windows and times to respond and complete.

2. Aircraft Sortie Debriefing

This is the most important part of the mission. We never get better unless we review what happened so adjustments can be made. This usually involves reviewing our tapes, watching the playback, discussing execution errors, and coming up with lessons learned so that we can get better for next time.

3. Personnel Availability/Forecasting

Resources forecasting involves projecting labour needs and the effects on mission forecasts number and type of workers you’ll need, based on sortie growth, attrition and other factors impact need for labour to include assessing costs and administrative work that go along with adding workers or downsizing

4. Job Following & Suspense

Responsible for performing assigned work order suspense and processing functions answers questions regarding processing, completes assigned reports and paperwork and maintains and updates work order tracking system and files. Researches and resolves record keeping errors or discrepancies.

5. Advance Planning & Standards

Coordinates, prepares and provides meeting support services to include reviewing draft materials and preparing comments; drafts hearing notices, organises meetings and work sessions ensuring timely notification of appropriate parties

6. Monitor Designed Capability

Monitoring functions allow operators to quickly monitor working condition, operating efficiency, traffic-handling capacity, and performance status of configured services-- mechanism is an extensive and ingrained tool determine status by drilling down to all components

7. Control of Component Schedule

Select frequency of updates for component schedule list previously checked to enable status updates of components that are actually used recommend all component updates be set to most important time period pattern Hourly/Daily, etc.

8. Supply System Interface

Following its introduction users quickly adopted interface driving the demand for additional functionality and features address with specification enhancements allowing creation of input/output devices. Diagnostics functionality enhanced to retain full forward and backward compatibility.

9. Stock of Available Parts

Track multiple aspects of your parts stock such as, which parts are available where, which parts are required for a work type, and which parts were consumed for a work order consist of Product Item object—required/consumed

10. Control of Part Transfer/Reuse

Simulator system function as support tool to repairable spare parts reported possible to evaluate behaviour of multi-item parts inventory as a function of different stock levels, to minimise shortages and restricted to assigned budget used to evaluate potential of decision outcomes


Top 10 Weapons Systems Engineering Tasks Describe Tech Programme Process Approach

Each acquisition category must employ systems engineering approach to balance performance service life costs within systems-of-systems context. Systems Engineering Plan must describe overall technical approach of the programme, including processes, resources, metrics, and applicable performance incentives. The plan must also detail the timing, conduct, and success criteria of technical reviews.

The source of weapons systems requirements is the customer/user, and are usually initially stated in non-technical terms, but become clear, and measurable as they are derived into technical requirements. achieved through application of technology.

Basic types of requirements are identified: functional, performance, and constraint. Functional requirements identify task, action, or activity or what system/capability must provide. Performance requirements characterise ability of system/capability to perform function when subjected to expected conditions. Constraint requirements are subject to technology or interface restrictions.

Systems engineering teams must work together on a set of inputs to achieve desired systems/capability output to meet user requirements and account for the service life functions to include development, production/construction, deployment/fielding, operation, support, training, and verification.

Systems engineering ensures correct technical tasks are accomplished during acquisition process through planning, tracking, and coordinating. Lead Systems Engineers are responsible for the following:

1. Elicit requirements from customers & potential product/service users

2. Validate & prioritise customer/user requirements

3. Define requirements with executable/verifiable characteristics

4. Implement balanced solutions to “best” verity requirements

5. Design system traits to balance cost, schedule, performance & risk

6. Track/verify tech info required for decision making meet customer specs

7. Create cost-effective supportable system for entire service life

8. Adopt open systems approach to monitor internal/external interface compatibility

9. Establish of baselines and configuration control for systems & subsystems

10. Build focused multi-functional team structure for system-level design.


Top 10 Instructions for Equipment Repair Work Order Utilise Modern Application for Job Site Execution

We 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.

Either your organisation prefers highly automated rules-based system to get work order request into hands of a technician virtually automatically, or a more manual system where Help Desk Dispatchers make decisions about when and who handles a particular work order.

1. Create, receive and route application-based work requests:

Work request is basic communication tool for reporting Job Site problem so action can be initiated to get it fixed.

2. Obtain approvals as part of workflow if necessary:

Generate workflows to mirror organisation processes for getting work done.

3. Receive alerts on critical issues in workflow:

Allow for prioritising work must to be done and ability to work orders.

4. View comprehensive list of work orders in process:

Provide activity feeds, grids and reporting capability to see what work has yet to be completed and how long work in backlog.

5. Highlight overdue work, or sort work orders on place, space, asset or technician basis:

Offers Job Site tools and reports so available information to keep the operations running smoothly.

6. Link related work orders:

Being able to group work orders allows for more efficient assignment of work to be done.

7. Attach drawings and specs, etc:

See drawings, pages of repair manuals and other documents to speed up asset repair and maintenance process.

8. Define work order schedule:

Schedule work to be done so field-levels can submit work requests or query requests to see when it will be done.

9. Create and update Task Schedule of pending work orders:

Use task schedules to keep track of what work is being done and when.

10. Schedule proactive Jobs:

Any work request can be made repetitive by filling out additional checks defining dates, times and frequency; add reminders.

Equipment Reliability, Availability & Maintainability [RAM] targets of design and manufacturing must be an integral part of system engineering processes so RAM requirements will be addressed concurrently.

Systems engineering activities can be directed to designing and manufacturing reliability and maintainability into the system, but measures of RAM are not always directly meaningful or suitable as an engineering design specification.

Control of Tech Phases in Acquisition process must be accounted for in establishing the design RAM requirements and in design of the system itself. Changes in performance could be caused or prevented by the design, while other failures could be caused during other events.

RAM Design is an iterative process that will actively pursue developmental testing of design article. A good design process will help to reduce and eliminate risks to mission success at points where the costs of such efforts are at their minimum.

RAM design must not only take into account the  system but also the processes used to structure the system, expected maintenance system, logistics system, and operational requirements. Compromised manufacturing can introduce flaws in the product potentially leading to equipment failure events in the field.

Availability is the function of inherent reliability and maintainability as well as system supportability and fit for production. It is essential reliability/maintainability activities to be integrated into the overall design effort, thereby avoiding duplicative effort and making the best use of the output and results Testing.

RAM considerations should be a part of all design decisions, trade-offs, and activities from the beginning of the design effort. In this respect, RAM is the same as any other design characteristic. User constraints are also design constraints. Must develop Design and Redesign for RAM so design satisfies requirements for the desired capability.

Systems engineering approaches using an interdisciplinary team ensures required performance characteristics including RAM requirements are achieved. Performance will not be met without continued focus, which an interdisciplinary team provides as each unit presents design specifications.

Must acquire availability through the combination of high reliability and high maintainability as well as the availability of adequate logistics support i.e., maintenance technicians, spares, test equipment, procedures, status updates, etc. Targeted levels of RAM are more likely to be achieved when designers accurately anticipate and accommodate the operational scenarios and support factors applicable to the fielded system.

1. Consider RAM requirements explicitly beginning with system design

2. Examine subsystems, assemblies, subassemblies, and components to identify “knowns” and “unknowns” about each indenture level

3. Locate, assess, and mitigate risk to mission success to include failure modes and failure mechanisms

4. Avoid delaying corrective action in development and account for manufacturing

5. Minimise quality control problems in design that could cause mission failures in the field.

6. Evaluate system maintenance/support to include accessibility of components with potential to be replaced

7. Ensure completeness of built-in test equipment and presence of on-board instrumentation

8. Utilise sensors to support tasks such as maintenance planning, scheduling, configuration control & operator debrief

9. Create representative system prototype and identify composition of subsystems, assemblies, subassemblies, and components.

10. Verify RAM is achieved in representative field conditions, using developmental testing or similar activities.

 
Top 10 Site Visit Executive Task Assign Responsible for Aircraft Depot Maintenance Workload Administration

1. Allocate resources to include potential mobilised operations

2. Customise depot complex to meet requirements not performed by industry

3. Consolidate workloads to capitalise on similar/common capabilities

4. Distribute workloads to activity with capacity to perform

5. Establish Technical Interfaces between Services to share assignments

6. Identify components of Service plans to match resources with requirements

7. Consider commercial and in-house size/capability constraints

8. Fund Depot operations, construction & modernisation activities

9. Implement uniform cost accounting and information systems

10. Accomplish product support goals of administrative action plan

 
Top 10 Testing Activity Types Link Weapons Systems Design/Reliability Requirements

It is important to continue development testing of oversight of changing RAM attributes to determine if system has a satisfactory level of reliability, availability, and maintainability. The purpose of test and evaluation is learning.

Though operational assessments are conducted first, low rate initial production is normally the first opportunity for dedicated operational tests, using production representative units, operationally representative support systems including unique support systems and operationally realistic scenarios.

The final judgment will require system to satisfy user requirements with measurable improvements to mission capability and operational support in a timely manner, and meeting cost/benefit goals.

This is also the opportunity to verify that fixes from previous phases have been developed, incorporated, and correct the RAM problems without introducing new ones.

Often, there is not enough time or test units at the conclusion of normal development or during OT&E to demonstrate achievement of high reliability with confidence. As a result, all relevant RAM metrics should be exploited for possible use in the overall evaluation.

Every test should also be a reliability test. Early testing often focuses on performance every time a system is tested, reliability metrics should be collected. Early testing may not be in the stressful operational environment or under realistic conditions. However, when a failure occurs, consider that particular failure mode explicitly, whether a true component failure or a built-in test indicated system failure.

Consider every failure an opportunity for better system understanding, characterisation, and ultimately for system improvement. Early in the development process, failure mode removal is almost always easier and less costly than in later service life phases.

Development must deal with every failure mode, not just those that appear in specially designed reliability tests. For complex systems, it is possible that the demonstrated reliability at the end of the final design phase may still fall short of the RAM design specifications.

Target minimum value of  initial reliability to be achieved by the end of development and mustg be established during the pre-acquisition phase. In order to conform to the stated purpose of DoD Acquisition, the target minimum value should represent a measurable improvement to mission capability and operational support and meeting cost/benefit goals.
 
Purpose of testing is to provide information about the system so system achieves desired levels of RAM, and determine compliance with RAM requirements in the form of qualification or demonstration testing.

Testing should complement the design effort conducted throughout Entire Service Life of system. Potential test activities include:

1. Operational Scenario Testing

Contractual qualification testing conducted to illustrate equipment capability provide within work order request characterisation to verify reliable system performance in operational scenarios.

2. Accelerated Testing

The purpose of these tests is to quickly assess what happens when component/system stresses are increased, ie vibration/power stresses in either a continuous or step-wise manner.

3. Time Window testing

Shorten time needed to “grow” the reliability of a part using a formal growth program or to demonstrate the level of requirement does not induce failures that would not normally occur in actual scenario.

4. Correlation Testing

The reason for this requirement is to ensure that correlation between the accelerated and normal scenarios is not lost so to ensure reliability at normal conditions.

5. Performance Projection testing

Must identify the operational or destruct limits of the system. Therefore, no projection of actual reliability performance can be made based solely on one measure of reliability observed.

6. Reliability development/growth testing

This type of testing is primarily during production and manufacturing used to obtain failure modes on prototypes and production subsystems or systems so that corrective actions can be applied to mature system RAM.

7. Time Allocation Testing

Sufficient test time, calendar time to implement fixes, test assets, and economic resources must be properly allocated to ensure an effectively conducted programme structure address integrated diagnostics capability.

8. Reliability Qualification/Demonstration Testing

Fixed configuration test exclusively conducted to demonstrate compliance with RAM requirements for example, pre-production qualification tests and production qualification tests.

9. Technical Evaluation testing

Similar to field stress testing or tests to ensure achievement of technical performance, supportability, durability and RAM integrate operational testing.

10. Operational Testing

Equipment is subject to testing within operational scenarios according to system operational mode summary projected based on previous assessment.

 
Top 10 Justification for Marine Corps Logistics Teams Operate Wholesale Supply & Depot Maintenance System

1. Marine Corps Position

Central Control Supply System allows for redistribution of assets to meet contingencies, identification of system-wide problems, and correction of readiness deficiencies in operational force. Depot Maintenance sites allow for control/flexibility of workloads. Operating forces can address any equipment repair requirement with better/faster service than at other sites.

2. Operating Forces Logistics Capability

Operating Forces have separate logistics organisations providing for supply/maintenance support and access to supplies in event of surge. Operating forces must budget and account for funds and submit reports on combat readiness.

3. Force Service Regiments

Combat service support organisation responsible for maintaining expeditionary division/wing forces. Service group provides motor transports, communications & engineering support to ensure logistics support for units.

4. Automated Supply Systems

Automated Logistics are being implemented to provide forces with capability to detail supply requirements and control inventories for deployed forces. Transaction reports dictate what line items/quantities must be assigned to unit and auto systems redistribute supplies among units subject to changing requirements.

5. Maintenance capability

Group responsible for repairing most types of equipment used by supported operating units. Some of the equipment types normally repaired by the maintenance battalion must coordinate overflow workloads caused by surges from training exercises or deficits in staff/materiel availability.

6. Range of Available Supplies to Operating Force

Operating forces must have access to more suppliers than are present in in centrally controlled system. Operating forces are issued pre-positioned & protected source of supply “Mount Out” stock accessible for unanticipated deployments.

7. Budget Construction Capability

Divisions and wings of operating forces must account for and set aside funds to procure materiel from stock funds of base supply activities. Field-level budget guidance is comprised of operating/training programmes and issue of new items. Budget requests are based on field-level instruction and usage levels on individual items so records of fund expense/record are verified.

8. Readiness Reporting

Operational forces must report changes in training programmes and logistics impacting readiness must include status updates to identify deficiency trends and specific items causing equipment to not be operable. Must expedite integrated supply of items to determine full extent of materiel problems.

9. Major Equipment Item Accounting

Besides providing readiness reports, status updates of principal supply support items must be recorded to determine/validate requests and fiscal information of equipment items. Requirements for items impact structure of operating forces. Initial requirements are established for authorisation and subsequent requirements are affected by unit activation plans, maintenance and phase-out of equipment in system.

10. Technical Information

Technical information on operations/maintenance of equipment is essential to include instructions or stock lists to provide identification information on individual items in supply system. Service must consolidate only the information required by operational forces. Technical support entails provision of supply support items and engineering support for procurement in pursuit of standardisation goals.

 
Top 10 Questions Evaluate Effects of Reliable Available & Maintained Equipment Changes to System Design During Acquisition Phases
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1. Can you facilitate investigation of design alternatives to meet RAM requirements and consider high reliability at conceptual stages of the design?

2. Can you provide foundation for qualitative RAM logistics considerations and provide criteria for early planning of tests to characterise design shortcomings?

3. Can you advance RAM objectives by formulating basis for operational troubleshooting and locate performance monitoring devices within the system?

4. Can you design visibility of RAM system interface features and problems to include fault sensing test equipment or test points?

5. Can you rank/identify effects on RAM of each failure mode on system performance and emphasis on identification of single-point failures developing corrective actions?

6. Can your satisfy RAM quality inspection and test requirements to determine what full-rate production problems are revealed during initial design models/fabrication?

7. Can you identify what specialised parts screening, or other special manufacturing process are required and meet RAM objectives for production quality/test criteria?

8. Can you determine how production rework and lower level rates for individual assemblies, units, etc., correlate with RAM of the production item as measured in job site acceptance tests?

9. Can you assess what impact proposed engineering/manufacturing changes have on RAM and does production model conform to specified demo capability requirements?

10. Can you put processes in place for anticipating parts phase-out situational factors so potential for other item supply line structure to support RAM system in real-world operational scenarios?
 

All of the technology advancements in the world don’t really mean much to the warfighter unless DoD can design, make and support the product. DoD must meet availability/reliability targets when the troops need it on time to execute field-level efforts critical to mission success. Advances in how DoD designs and produces weapons system impacts bottom line of achieving quality, quantity & cost/benefit objectives.

Weapons System equipment availability/reliability parameters must be explained and guide Design trade-off studies of mission capability and operational support, defining baseline against which the new system will be measured.

So performance factors need to be matched up with Job Site user-specific requirements into clearly defined system parameters and allocate/ integrate parameters to relevant disciplines needed to realise design success.

Systems engineering design attempts to optimise effectiveness and affordability as the capability is created. The systems approach makes sure the question What are the user needs and constraints? is answered before designing the answer.

The top-level design programme plan for achieving required available/reliable is executed in manner to ensure requirements are achievable. Through understanding user needs and constraints, new capabilities begin to be defined.

Must establish the case for a materiel approach to resolve gaps in capability. The primary focus is to acquire quality products balancing process of satisfying user needs while improving mission capability and operational support, also adhering to Design/Build Scheduling constraints and justifiable acquisition costs.

During capability assessments, time and resources need to be set aside to measure and characterise current operational experience, organise metrics and supply line performance to reach conclusions about the causes of shortfalls.

It is also imperative to understand subsystem design complexity and influence on availability/reliability. Capabilities-based approach leverages the expertise of all service directorate activities defining new capabilities.
Primary focus is to ensure that joint force is properly equipped and supported to perform across disciplines to identify improvements to existing capabilities and crate new warfighting capabilities.

Process defines needed capabilities through characterisation of doctrine, organisation, training, materiel, leadership, and Labour at Job Sites. Availability/reliability levels are defined within this framework, principally in the category of materiel.

So Goal is to inform and share information among decision makers tasked with design, buy, use, and system support. Information to be shared includes user requirements, and how system will be used or potentially miss targets.

Agents with control and self-initiative characteristics can be used to represent type of entities in a market-based design system. utiliing traditional user behavioural interactions such as phone conversations, meetings, back-of-envelope sketches, prototype models, etc.

While not necessarily standard, the Pentagon is more and more often relying on prototypes for proof of concept – replacing at least some of the paper exercise associated with a traditional procurement with the ability to kick the tires.

The Pentagon notes three areas where prototyping is primarily used in acquisition. First is proof of principle – that is, demonstrating the feasibility of an integrated capability or the ability to overcome specific technical risks, and to develop detailed cost estimates. Second is fieldability – or the ability to demonstrate performance in operational scenarios . And third is pre-engineering and manufacturing development – to demonstrate such things as military utility, fabrication processes and performance, and to define form, fit and function.

Prototyping is not done well in defense now. It’s just a different way of thinking. Clearly in commercial aerospace many quality requirements must be followed, just like in defense. But these requirements must be balanced with speed and low-cost design and manufacturing approaches.

In many cases, prototypes are actually manufactured on the production equipment that ends up being used which turns out to be more efficient. When the production stage is reached, it is already clear what machine product will be made on since the tooling is done.

The current implementation application represents only Components and Markets as agents. A Component is a segment in larger pattered space that represents the structure of the product. In general, a designer or design team is assigned to each component.

Depending on the design approach that is used, the space patterns may or may not be defined in advance, but it is still important to distinguish between the component agent, which represents a specific functional slot in the design, and a specific candidate to fill that slot. For example, the transmission agent in the design of a power system might consider several different physical transmissions.

Another approach is for each physical component to function as an agent, competing for a role in the design. While this approach may be useful for catalog-based design, the more fundamental view of the product segment as the component agent supports a broader set of problems, including those in which the specific physical component has not yet been defined.

Characteristics are definable attribute or parameter of a component, such as its weight, power consumption, RPM, torque, or size. Characteristics are defined per component. The weight of the motor is a different characteristic than the weight of the transmission, though both are of the same characteristic type.

Constraints are relation between two or more characteristics. Constraints typically arise either physics e.g., power consumption equals voltage times current flow or design decisions e.g., the output RPM from the motor equals the input RPM to the transmission; a given RPM and torque characterise the same shaft.

Initially, we expect most constraints to exist in agent-based designer behaviour, but decision makers must building role for them into proposed architecture to permit them to be captured and automated in later versions.

Markets represent process that maps potential buyers and potential sellers of a good to one another and optionally to a price at which a sale can take place. The goods traded in such a market are characteristics or options for characteristics. Each distinct good requires a separate market, and markets for different goods may have different protocols.

We visualise each market as existing in connected design space. In practice, many markets might exist in one space intersection, but this implementation detail makes no difference to the actual operation of the system.

Key to any assessments is description of use/support location, constraints on what support is available for system, what information will be available to decision makers, and how that information will be verified.

Weapons systems production planning effort is an important element of the overall programme to design and construct an advanced product. Successful efforts have been made by the production planning team to standardise methods and products. Lessons learned by the production planning effort can be transferred to future programs.

To facilitate production planning efforts, one fact is clear: the customer must create the forums and policies necessary to achieve a design that can be produced. No future acquisition program can afford to ignore advancements in system product technology in order to travel the path of least resistance.

It is important to define the level of detail at which a design product transitions from generic to Job Site specific. The level of detail of design where the information becomes build team specific is actually at a point of considerable detail. Substantial planning can and must be achieved as part of the design and this effort will not limit competition too much.

Production planning efforts must be carried forth into future programs. Several specific accomplishments in application creation features, e.g Transfer effort, Sectional Construction Drawing, Planning/Sequence documents, have been well documented in programme procedures and stand as non-proprietary references for future weapons system programmes.

The greatest payback for a weapons system acquisition production planning effort is during the period prior to construction. The price of making a change, even a very worthwhile one, is often too expensive in cost and schedule once the system is in the construction phase. Product design programme must make production planning a major goal of the design from the outset.

There is strong justification for Sectional Construction drawings to follow a trade structure, not a purely product structure. The drawings must be usable by any qualified weapons system builder. To force a trade-oriented Job Site to re-plan a totally product-oriented construction drawing would compromise competitive position.

Conversely, the drawing as a unit represents a high-level product approach and supports product-oriented work force to a large extent and most workable system considering the programme desire not to dictate changes to system build process.

Capability of a Zone Logistics/Sectional Construction Drawing based plan must be progressed from the standpoint not only of cost but of overall schedule with far greater confidence that a conventional system structure component standup system drawing approach.

The direct relationship between the Sectional Construction Drawing, Planning and Sequence documents, and the Master Construction Schedule provides Job Site workforce with new tools to improve the logistics of a very complex process.

Zone logistics techniques are the focus for providing all the necessary requirements for constructing an interim product. Design products are brought into the conversation since the timely delivery of design products, that is, drawings, is particularly significant.

The assessment that a profitable production planning Review can only be done before the design product is released is correct. As drawings are utilised in construction, the Review process will transition from an in-process review of drawings to a review of process improvements that does not require expensive changes to the design.

Weapons Systems specifications define the purpose of a sectional construction drawing, but it was left to the Production engineers to structure this new type of drawing. The goals in creating the sectional construction drawing were: 1) Support zone oriented construction, 2) Create work packages based on sound Logistics, 3) Ensure the drawing could stand alone in the workplace, 4) Minimise additional planning by the build provider.

Supporting the construction scheme through the application was accomplished by designing each specification to create an interim product, whether the product be an item or a large module. The application identifies a list of material engineering parts list and goes through the necessary sequential steps that build the product.

In the case of an item, the engineering parts list starts with raw material, consumes it in the manufacturing process and prepares the item for joining with other products. A module would start with previously assembled interim products, such as items, packages, and sub-modules and then work through the requirements sequence to put the module together.

Zone-oriented construction is a variant of group technology developed for weapons system builds. Zone-oriented construction divides the system into modules that are defined on an arrangement basis or zone of the product structure rather than a system basis.

Job Sites have integrated zone construction into their weapons systems construction programs. The investment in bringing this new technology into the build and expanding it have been significant.

Build Sites have been built to assemble the large modules that are fabricated in shops. Previous weapons systems designs created a system-oriented application. For a Job Site to utilise a zone construction method, the system design must be translated to define the module arrangement.

Although the translation was a significant effort, the benefits of utilising zone construction by better organising the flow of work and also reducing the amount of work required within the fully assembled weapons system structure component made it worthwhile.

Since Weapons Systems have been conceived from the outset with the requirement that its design fully support zone construction, the goal of maximum outfitting of modules prior to end-loading into component sections will be achieved.

DoD has concentrated more on examining production compared to product design. This is true in part because it is easier to assess performance in production compared to in product design. Probably also true because production is an inherently repetitive process and therefore more likely to produce learning than a non-repetitive process, like product design.

Design processes are much less repetitive than in production and have higher variability. Design involves inherently expandable tasks. This has important implications for how process control systems should be structured.

Here we concentrate on specific practicable methods, rather than general principles, that have helped organisations achieve significant reductions in new product cycle time. Strategy is outlined below:

1. Establish Economic Objectives

To balance multiple design objectives, they must be expressed in some common denominator. For example, quantifying the cost of delay helps to determine the cost of queues in the design process and emphasises the importance of attention paid to information processing to improve decision making.

2. Highlight Utility of Risk Assessments

Design must be changed to add value, and this change creates risk. For example, in repetitive manufacturing all variability is waste; in design, eliminating all variability eliminates all value added. In manufacturing, all rework is waste; in design, certain rework is required for efficient learning.

3. Create Capacity Utilisation Action Teams

Many designers still view excess capacity as waste. In reality, design processes need excess capacity to function optimally in the presence of necessary uncertainty or risk. New principles suggest using queuing techniques can provide strong insights on how to quantify the true cost of queues and provide fiscal justification for extra capacity at bottlenecks.

4. Reduce Batch Size

In manufacturing, batch size reduction is the single most important factor leading to remarkable reductions in cycle time. In contrast, batch size reduction is dramatically under utilised in design. New principles suggest that delivering requirements in smaller batches improves speed, cost, and quality.

5. Use Cadence and Coordinating Schedules

Most design processes move work products when deliverables are complete, driving variability into the schedule. Another approach is to move design work on a regular cadence which reduces variance, and linking schedules reduces queues. For example, using daily stand-up meetings and frequent “drawing-board” reviews have achieved large cycle time reductions.

6. Accelerate Feedback

Slow feedback loops cause enormous waste in design cycle time. Well-structured feedback loops actually create opportunities to smooth flow, reduce variability, and improve quality. For example, issuing design iterations on a frequent, regular cadence, even though there are unresolved technical issues, accelerates feedback and accelerates closure to an optimal design solution.

7. Decentralise Flow Control:

Because design projects have different costs-of-delay, designers need well designed priority systems to reduce the total cost of queues. This requires flow controls different from detailed planning and scheduling and a change in mindset to achieve decentralised control.

8. Decomposition-based approach

Proposes systems are designed first, and then main components are designed to enclose the cumulative system volume and area as mapped through functional allocation- “inside-out” design. This approach provides a means to conduct functional /physical system design to identify functions requiring complete process presents physical design parameters to meet these needs, and maps the interrelationship between the two. Decomposing into subsystems creates a logistics structure with bounded subsystems that can be more easily assessed & designed.

9. Job Site Value Stream Mapping

Reviews of new construction commercial design, materials, and manufacturing processes, along with creation of supporting recommendations for future state improvements, demonstrate the value of Value Stream Mapping as an assessment tool to document complex pre-construction and construction processes. The Value Stream Mapping assessments are key tool in identifying opportunities to re-engineer processes, reduce Non-Value Added time phases, and improve quality.

10. Implementation

Successful implementation of Smart Product Design processes starts with initiating small group pilot projects, taking their results and scaling them up to larger projects. Such was the purpose of the Systems Design Capability Readiness pilot project on the Initial Systems Open Architecture Sub- Process of Preliminary Design.

Parts integrity is the ability to know and track each aircraft part, or end item status, expected lifetime, and component information in logistics plan. DoD must ensure supply lines subject to ever changing risks are forward looking, protected &viable. Supply line risk mitigations are continually enhanced/upgraded to minimise the risk that DoD warfighting mission capability will be compromised due to vulnerabilities in sourcing of system design & mission critical functions/components.
 
Parts Availability is having the cost-effective, quality parts where and when required Key element include improved source selection and sustainment of qualified, capable, and competent suppliers and associated long-term partnering. The logistics plan will rapidly source and qualify new suppliers and incorporate new or innovative repair processes and technologies where reasonable and effective.
 
Rapid system build technologies and processes have been included in logistics support plan to incorporate alternate system build solutions such as material substitution of modern extrusions, 3-D printing, etc. Processes and technologies are in place to rapidly identify alternate methods or raw materials to build the end items. Real-time sourcing process certification of special requirements applications will improve the cycle time and effectiveness of first article qualification process.
 
3-D models will be created where reasonable and effective and provided to suppliers for the build of spares to support the logistics plan and continue to improve the probability of first pass quality during first article acceptance and follow on part/lot build acquisitions through oversight and control of qualified and competent sources.
 
Integrated supply line activities reduce hand-off and cycle time reviewed to assess actual usage versus forecasted usage and then updated to account for emerging issues ultimately replaced by real-time evaluation of sourcing selection. Recurring “stumble-on” and/or over-and-above sustainment actions/support are engineered, planned, and incorporated into the work package and accounted for with appropriate usage factors so supply line can incorporate them into demand forecasting activities and implement logistics plan across all commodity and weapons system repair lines.
 
 1. No accurate definition of part component requirements

2. Insufficient/uncorrelated part component forecasting accuracy
 
3. Inadequate piece part component visibility into inventories at commodity or sub-system level
 
4. Discrepant materials handling, verification testing of part component identity
 
5. Supply line not innovative to include high volume and one-off/obsolete part components
 
6. Not agile in rapid certification of supplier part component build sources
 
7. Deficits in upholding parts components integrity, quality and configuration
 
8. Low/lengthy first article accept part components test pass rates and unacceptable supplier performance
 
9. Difficult source selection of raw stock materials to build part component end item
 
10. Vulnerability to disruptions in supply line delivery of part component resiliency, flexibility, adaptability & responsiveness

 
Top 10 Responsible Task Assign for Site Visit Executive Execute Support for Forces Assign in Critical Weapons System Sourcing
 
Site Visit Executive responsibilities are derived from established roles in fulfilling Service functions. Primary responsibility is that of a force support provider of weapons system assigned /allocated forces. Specific Site Visit responsibilities are as follows:

1. Site Visit Executive must command all forces assigned/attached to include all required elements of weapons system support for mission tasks in multiple scenarios

2. Site Visit Executive must recommend weapons system allocation and coordinate provision/deploy of forces planning and execution to support operations

3. Site Visit Executive must select and nominate specific units of Service component for weapons system attachment to subordinate forces and recommend command relationships.

4. Site Visit Executive must conduct joint and combined weapons system training of Service components capable in joint combined contingency to include assignment of priority crisis action.

5. Site Visit Executive must exercise weapons system planning to support Service missions as directed internal functions e.g., discipline, training, logistics, request processing in support of assigned/attached forces.

6. Site Visit Executive must retain administrative control and create plans/procedures for effective/efficient utilisation of weapons system attached to component or subordinate joint force command

7. Site Visit Executive must provide and/or coordinate logistics support for weapons system and relay plans or changes in support tasks with potential to significantly affect operational capability or sustainability.

8. Site Visit Executive must establish and maintain weapons system resource evaluation function to ensure effective/accurate control/use of Service resources provided for mission accomplishment.

9. Site Visit Executive must execute strategic assigned/attached Service force plans for interoperable Command/Control weapons system coordination in joint/combined scenarios ensure information operations functions.

10. Site Visit Executive must plan and provide weapons system support for special technical operations conducted by or in support of Service forces and establish critical infrastructure program to meet mission requirements.
 
 
Top 10 Parts Supply Source Assignments Derive from Review Process Designate for Site Visit Executive Action
 
1. Site Visit Executive must assess whether sourcing risk mitigation actions have been identified by DoD officials in the event of a loss of task critical assets facility in the defense industrial base
 
2. Site Visit Executive must develop sourcing risk mitigation actions with associated implementation plans and timelines, and provide this information to congressional and DoD officials
 
3. Site Visit Executive must provide congressional and DoD officials with information on potential effects of changes in sourcing outcomes on defense capabilities in the event of a loss of each task critical assets facility in the defense industrial base.
 
4. Site Visit Executive must provide congressional and DoD officials with information on its own facilities identified as essential to task critical assets, similar to sourcing information provided on commercial facilities.
 
5. Site Visit Executive must provide DoD officials with sourcing information to include potential effects on defense capabilities in the event of a loss of the facility.
 
6. Site Visit Executive must provide DoD officials with sourcing risk mitigation options for associated implementation plans with timelines.
 
7. Site Visit Executive must take steps to share information on identified sourcing risks with relevant program managers or other designated service or assigned DoD officials.
 
8. Site Visit Executive must provide DoD officials with information occur through service-specific sourcing channels of communication on the most critical facilities producing parts supporting their programs.
 
9. Site Visit Executive must develop sourcing mechanism to ensure DoD officials at program offices obtain information from contractors on single source of supply risks.
 
10. Site Visit Executive must issue department-wide sourcing policy instruction to clearly define risks of discontinued supply and detail responsibilities and procedures to be followed by DoD program officials.
 
 
 
Top 10 Site Visit Executive Responsibilities for Trade-off Evaluation of Capabilities Requirements Priorities of  Weapons Systems Acquisition
 
Responsibilities have been transferred to a new capabilities requirements priorities  review process established for major weapons system acquisitions require Site Visit Executive decision to pursue specific product or design concepts, and to commit resources to develop technology and reduce risks before committing resources for system development.

DoD officials accepted major weapons system programme procurement quantities included in capabilities requirements priorities updates provided by Military Service acquisition office but did not obtain input and reviews for procurement quantity from Site Visit Executive when validating requirements documents.

Since Joint Capabilities Integration and Development System guidance does not define Site Visit Executive roles and methods for assessing and reviewing procurement quantity DoD officials could not ensure appropriate tradeoffs were made between total service life cost, schedule & performance of weapons systems.

Capability requirements priorities updates with inaccurate procurement quantities for major weapons system programs reached new stages of process could result in the Military Services buying more weapon systems than necessary and expend billions of unnecessary dollars. For these programs, DoD relies on Site Visit Executive to execute the following tasks.
 
1. Site Visit Executive must establish practice to consistently evaluate procurement quantity submitted by sponsors.
 
2. Site Visit Executive must execute capabilities requirements priorities procedures to assess validity and accuracy of procurement quantity submitted by sponsors.
 
3. Site Visit Executive must require subordinate boards to obtain capabilities requirements priorities input from advisors and stakeholders to execute systematic reviews of procurement quantity.
 
4. Site Visit Executive must establish expectations for stakeholders and advisors to evaluate procurement quantity throughout capabilities requirements priorities validation process
 
5. Site Visit Executive must create techniques for evaluating procurement quantity for each capabilities requirements priorities validation decision.
 
6. Site Visit Executive must define support requirements for new capabilities requirements priorities review process to ensuring appropriate tradeoffs are made among service life costs & schedules.
 
7. Site Visit Executive must coordinate new capabilities requirements priorities review process required in ensuring appropriate tradeoffs are made among performance, and procurement quantity
 
8. Site Visit Executive must define capabilities requirements priorities to assess and review procurement quantity
 
9. Site Visit Executive must implement oversight procedures and accountable methods for determination of capabilities requirements priorities to ensure evaluation of procurement quantity.
 
10. Site Visit Executive must establish realistic capabilities requirements priorities expectations and accountability in ensuring appropriate procurement tradeoffs are assessed

 
Top 10 Sustainment Team Questions to Baseline Product Support Logistics System Risk Mitigate to Control Performance Outcomes
 
1. Has weapons system reached its materiel sustainment date?

2. In what stage of Service Life is the weapons system?

3. How many years of remaining service life does the weapons system have?

4. When are sustainment actions scheduled during weapons system service life?

5. Are current weapons system performance levels meeting field-unit requirements?

6. Have field-unit weapons system requirements not been met due to poor performance levels?

7. Are there indications that there are gaps in the current sustainment strategy for each weapons system?

8. How does weapons system performance affect its platform readiness?

9. Are performance levels of weapons system subsystems/components not meeting their targets?

10. Has overall platform availability decreased to the point where the weapons system ceases to meet Warfighter requirements?