The critical deficit DoD has that we’ve addressed in our tactics is the inability to share information across divisions & determine the localisation parameters of work orders. Equipment parts need to be listed in a digestible & standardised format on work orders so decision makers can plan using realistic cost estimates for mission requirements.
For example, a GAO report detailed difficulty divisions have in tracking ammunition inventory. Value costing & scheduling along with routing priotitised work orders is a critical component of innovative tactics.
There are major problems with the record system traffic underlying communications between Point A sending equipment to Point B. Work is often performed under “blanket work orders” so information needs to be split up by the application into sourcing ticket problem subgoals according to permitted/denied sources & destinations.
The records are inadequate & cost forecasting models are still not reliable. Receipts for the equipment are not readily available. New tactics address this need with the provision of “Reminder Sets” for equipment maintenance & repair order locations & priorities.
The key aim is to keep track of equipment & work order productivity & downtime-- to certify the process & procedures that distribute information to routing stations The routing stations need to be designed with the potential to automate parts of the process so mission-critical success rates can be determined
Divisions need to know how many equipment subcomponents are required to complete a mission, what is worn out or substandard & should be scrapped. This information helps divisions know when to discontinue use & change over to another piece of equipment.
So for a piece of equipment , dispatchers must detail different stages it has to go through: It should be viewed as traveling through a series of stages that’s in a continuous loop. This model is key to understanding how to streamline equipment upgrade maintenance & repair capabilities.
The contracting strategies critical to evaluating the impact of cost drivers that impact mission success rates need to be addressed. So for issuing work orders, keeping track of the work contractors have to go through in supporting the equipment the first thing to understand is a loop consisting of 4 stages:
First, the condition of the equipment must be continually monitored & documented in time related evaluations. Once the condition is evaluated, you have to determine the “Capacity of the Suppliers to provide services & support like spare parts for the equipment. This leads right into writing the sourcing tickets are written for each segment of the procurement pipeline The final part of the loop after writing the sourcing ticket is “Deployment & Maintenance. This leads right back into the first stage, evaluation of equipment condition instances.
Each sourcing ticket passes though grouped main segments of the procurement pipeline for spare parts, each w/ their own contract schedules. Whole reports have been complied on these segments & addressing them individually in detail is beyond the scope of this introduction. So for now we’ll just note that they involve 1) design requirements 2) process control & supplier capacity 3) deployment & sustainability
A key problem faced by DoD is that cost & schedule estimates for these stages are often self-reported by contractors. There have even been instances where contractors charged for new parts when they simply used equipment that was already in their inventory.
So to sum up, we’d like tactics to evaluate several issues DoD needs to address like good practices for achieving sustainability in planning equipment maintenance/upgrade services: 1) estimating the amount of work performed, i.e too much/too little—determining if there are efficiencies to be realised in reducing redundancy or planning more effectively 2) making sure best practices are achieved in scheduling & executing the work orders, such as design requirements & cost estimates 3) ensuring adequate capacity exists in the spare parts supply lines & 4) establishing when & where to perform work orders according to specific end-user requirements
For example, a GAO report detailed difficulty divisions have in tracking ammunition inventory. Value costing & scheduling along with routing priotitised work orders is a critical component of innovative tactics.
There are major problems with the record system traffic underlying communications between Point A sending equipment to Point B. Work is often performed under “blanket work orders” so information needs to be split up by the application into sourcing ticket problem subgoals according to permitted/denied sources & destinations.
The records are inadequate & cost forecasting models are still not reliable. Receipts for the equipment are not readily available. New tactics address this need with the provision of “Reminder Sets” for equipment maintenance & repair order locations & priorities.
The key aim is to keep track of equipment & work order productivity & downtime-- to certify the process & procedures that distribute information to routing stations The routing stations need to be designed with the potential to automate parts of the process so mission-critical success rates can be determined
Divisions need to know how many equipment subcomponents are required to complete a mission, what is worn out or substandard & should be scrapped. This information helps divisions know when to discontinue use & change over to another piece of equipment.
So for a piece of equipment , dispatchers must detail different stages it has to go through: It should be viewed as traveling through a series of stages that’s in a continuous loop. This model is key to understanding how to streamline equipment upgrade maintenance & repair capabilities.
The contracting strategies critical to evaluating the impact of cost drivers that impact mission success rates need to be addressed. So for issuing work orders, keeping track of the work contractors have to go through in supporting the equipment the first thing to understand is a loop consisting of 4 stages:
First, the condition of the equipment must be continually monitored & documented in time related evaluations. Once the condition is evaluated, you have to determine the “Capacity of the Suppliers to provide services & support like spare parts for the equipment. This leads right into writing the sourcing tickets are written for each segment of the procurement pipeline The final part of the loop after writing the sourcing ticket is “Deployment & Maintenance. This leads right back into the first stage, evaluation of equipment condition instances.
Each sourcing ticket passes though grouped main segments of the procurement pipeline for spare parts, each w/ their own contract schedules. Whole reports have been complied on these segments & addressing them individually in detail is beyond the scope of this introduction. So for now we’ll just note that they involve 1) design requirements 2) process control & supplier capacity 3) deployment & sustainability
A key problem faced by DoD is that cost & schedule estimates for these stages are often self-reported by contractors. There have even been instances where contractors charged for new parts when they simply used equipment that was already in their inventory.
So to sum up, we’d like tactics to evaluate several issues DoD needs to address like good practices for achieving sustainability in planning equipment maintenance/upgrade services: 1) estimating the amount of work performed, i.e too much/too little—determining if there are efficiencies to be realised in reducing redundancy or planning more effectively 2) making sure best practices are achieved in scheduling & executing the work orders, such as design requirements & cost estimates 3) ensuring adequate capacity exists in the spare parts supply lines & 4) establishing when & where to perform work orders according to specific end-user requirements
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