The Navy is doing everything within its power to reduce the amount of uncertainty surrounding weapons system design/deploy readiness, most importantly through detailed 3-D modeling of the ship.
When we say 3-D modeling, we're talking about the pipe hangers, or the brackets on the power panels and the foundations for the equipment - to the detail that the shipbuilder needed to build. That level of maturity is more than sufficient for the builder and the shipyard to move to a multiyear 3-D design contract.
The Navy is also doing a lot of testing like the power and cooling systems-- major new components of the electrical system are also subject to 3-D modeling, doing extensive testing of normal operations, or scenarios where the system goes down.
We’ve even done battle damage, taking a hit and figuring out how to restore readiness to the plant — and made 3-D model design adjustments to systems control.
Attempts to capture readiness requirements at the 3-D subtask level by providing screens for each subtask and are aimed at allowing the user to configure the predefined scenario as necessary. However, the mission tasks and subtask discussions have remained relatively general and at too high level assessments to support detailed mission planning.
But this uncertainty does not affect the value or approach to how the 3-D construct used in this report can successfully develop inputs for the planning tool. Mission deconstruction, prioritisation of tasks and equipment, and task sequencing are still the relevant steps planners must use to develop mission plans and to estimate equipment requirements.
Readiness initiatives remain a focus of aircraft programmes in order to increase mission capable rates and decrease operating cost, and maintenance updates, repair capability standup, and 3-D strategy changes need to keep up with readiness challenges.
Almost every piece of new equipment types is 3-D network-driven. The complexity of modernised equipment forces maintainers to take an active role in the setup, configuration, operation, and maintenance of this equipment.
Maintenance officers will be crucial to transitioning to new equipment and training readiness model by providing the 3-D subject matter expertise allowing operators to successfully employ their weapons system. The enlisted maintainer of the future will have to be agile enough to adapt to the potential for rapid changes in 3-D capabilities and system implementation.
Maintainers will also be required to be competent in basic readiness update status 3-D link implementation as operators. Link/align schedules between the roles of the operators, maintainers and tactical users will continue to be essential for success in all future missions.
All Readiness Reviews conducted to date have identified systematic shortfalls in the sustainment organisations, processes, and resources of the 3-D component supply chain that supports Marine Aviation. Accordingly, the focus of future efforts will be on continuing to aggressively attack these daunting challenges.
Focused efforts to improve the 3-D component supply chain that supports Marine Aviation have netted some important improvements. Leaders have finally taken the initiative to spell out the intent to improve how 3-D component parts are organised at the tactical level to better support detachments and deployments.
Implementation of new readiness plans is a significant milestone for Marine aviation. Assessments of demand signals and consumable materiel will be a critical part of readiness recovery. Some Marines have been re-organised into a single 3-D cell to better focus on providing support directly to Marine Aviation.
Although these recent successes are significant, there are many other challenges in 3-D modeling that will require concerted effort and coordination across disparate commands, supporting agencies, and stakeholders to overcome.
The 3-D component supply chain supporting Marine aviation is fragmented, antiquated, and not optimised to enable the required state of readiness in the current fleet, clearly evidenced by the low rate of Ready Basic Aircraft and unsatisfactory high Non Mission Capable Supply rates across nearly every fleet component the Marine Corps currently operates.
Whether you build heavy equipment systems installed at remote sites or produce materiel as project services organisation, you face daily challenges for keeping 3-D design project costs and schedules under control and balancing the flow of products required to achieve high readiness rates.
Must ensure you can efficiently and cost-effectively administer 3-D design projects that involve complex work order changes and custom requirements.
These processes serve as stable, rich foundation for 3-D project functions. Mission-specific functionality integrates seamlessly with the system to provide advanced quote-to-service 3-D capabilities designed to be flexible in meeting changing operational requirements.
Must review 3-D project plan regularly to monitor progress in terms of schedule and budget. Update project plan regularly with the completed work to have clear visibility on the work order task that needs to be done. Determine remaining work to be completed with the team to identify how it will impact readiness of the fleet.
1. Get project scope clearly defined in model, function & work type
2. Input screen/user interface, dockets & reports
3. Get scope signed by all users, module & client-side modules
4. Get roll out plan by setting the scope priorities on scope list.
5. Determine advantages and disadvantages of Project Planning
6. Make sure everyone is clear on what/when milestones
7. Ensure everyone is aware of dependencies
8. Determine what other work is happening when
9. Make sure you are able to clearly track progress
10. You are unlikely to miss major roadblocks by having forward plans
11. Too much time can be spent adjust charts
12. Get all project objectives lined up
13. Too long of plan takes too much time to update
14. Project sponsors must not assume every task is set in concrete
15. Watch out for too little flexibility to change deliverables order around
16. Ensure you are still able to meet end date
17. Don't get bogged down in details of plan
18. Make sure you don't lose sight of big picture
19. Watch out for decisions leading to Increase in risk
20. Don't spend too much time on plan you loose sight of people
21. Have right processes & tools
22. Arrive at right level of details critical to project planning
23. Define the realistic project goals
24. Establish sales team to bring in orders
25. Make business process records accurate as possible
26. Quantify requirements to make scope definition more specific
27. Design scope and business process with minimum differences
28. Break down each requirement as clear activities
29. Capture each requirement as separate point.
30. Capture each process gaps
31. Clearly categorise fit workaround gap
32. Important to not give solutions in the requirement records stage
33. Judge activities subject to time lines as realistic as possible
34. Have clear discussions with team leaders at each stage
35. Once design draft is ready and project timelines fit follow through with monitor/control
36. Mitigate dependence on too many internal/external factors or control too early
37. Capture all stages in tandem with full project team
38. Build competitive/profitable margins from start
39. Gain insights to keep up with all levels of work breakdown structure.
40. Balance hours, materials and expense margins across entire work breakdown structure
41. Record/Reuse Metrics to improve project quality
42. Have quick/accurate response to tender or request for quote
43. Reuse previous quotes, apply templates & leverage past results to build quotes
44. Simplify costs, plans & execution factors
45. Streamline flow of materials for your project so you minimise roadblocks to logisitcs streams
46. Avoid stoppages affecting planning, costs & delivery promises
47. Save time and effort for multi-level production/purchase orders
48. Integrate current information adjust to project requirements
49. Balance materials resource project plans
50. Make sure right products/components available for tasks driven by schedules
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