1. VectorCSP

2. Questions How many people in here manage assets? How many of you know the condition of those assets? How long until the next calendar or hourly maintenance due on the assets? Do you know the training and qualification status of the people that operate those assets? Do you know the configuration of those assets? Do you know where the parts are that you need to fix those assets? Do you know how much it costs to operate one of those assets per hour?

3. Answers If you answered yes to all of these questions you can come up here and help me with the presentation In God we trust, all others bring data Dr. Deming

4. How we got here Delivered an Integrated Logistics Support Program to the entire USCG Small Boat fleet of 1800 boats… Now they know what they have, Where they have it, What condition it is in, When the next maintenance is due, If the crew is current and qualified for the mission Deliver results = documented 30-50% reduction in costs and man hours to the USCG Small Boat Product Line (Sea Power magazine) Getting it right the first time, every time.

5. Priorities If everything is important nothing is! So to keep it simple, and communicate effectively… Develop compelling and unambiguous cornerstones Have a plan or be part of someone else’s

6. Four Cornerstones Product Line Management Configuration Management Total Asset Visibility Bi Level Maintenance

7. Product Line Management Single point of accountability Resourced and empowered Balance ops requirements and mission support… Make data driven business decisions Trust but Verify

8. PL Stand Up Roadmap

9. Configuration Management Correct Form, Fit, Function Responsive System to make changes Not just parts, but people too! System discipline, the difference between order and chaos

10. Total Asset Visibility Total Transparency Regular inventory audits Parts allowance lists Parts push system

11. Bi Level Maintenance Remove a non-value add layer Unit work aligned with worker SKA’s Tools, special equipment standard Standardized depot packages Two way feedback on performance

12. Integrated Logistics Support Everything is connected to something else Understanding the connections is key Establish boundary diagrams…ownership Inputs/outputs create clarity; remove ambiguity Provide value to your customer…everyday

13. Logistic Elements as Cost Considerations 10/24/201513

14. Metrics Traceability 10/24/201514

15. Logistics Impact on Ao 10/24/201515

16. What Makes Up MLDT? Pretty much everything else! Ordering Parts Awaiting Parts Finding Proper Personnel Finding Proper Tools and Equipment Receiving Parts Installing Parts Inspect and Check Documentation 10/24/201516

17. Seems pretty straight forward so far … Establish the cornerstones Develop the plan Bring data Where do I go to get the data? First focus on the Business Rules and Processes not the IT tool

18. Process Knowledge 10/24/201518 This represents our knowledge of a process; e.g. MLDT > This is the goal >

19. Process

20. RCM Decision Tree Does failure have a direct and adverse effect on operational capability? Describe and classify task (s) Submit safety related design changes if appropriate Submit a safety related design change Scheduled maintenance is desired if it is cost effective in reducing corrective maintenance Scheduled maintenance is desired if it is cost effective in reducing costs due to operational consequences and corrective maintenance No task required Is there an effective and applicable preventive maintenance task or combination of tasks that will prevent functional failures? Describe and classify task (s) Is there an effective and applicable preventive maintenance task or combination of tasks that will prevent functional failures? Describe and classify task (s) No task required Yes No Operating Capability (Economics) Class B Other Regular Functions (Economics) Class C 3 4 5 6 7 8

21. Affordable Readiness – Why? Product Line Management Bi-Level Maintenance Single point of Accountability Resourced and Empowered Balance of Requirements and Support Data Driven Decisioning Trust, but Verify Remove a Non- Value Add Layer Unit Work Aligned with Worker’s SKA Tools Special Equipment Standard Standardized Depot Packages Two Way Feedback on Performance Configuration Management Total Asset Visibility Correct Form, Fit, Function Responsive to Change Turns Chaos into Order Not just parts, People too! Total Transparency Regular Inventory Audits Parts Allowance List Parts Push System

22. Summary Establish the cornerstones Develop the plan Bring data Analyze and make data driven decisions Focus on the Business Rules and Processes not the IT tool

23. Barry “Boo” Harner Barry.harner@vectorcsp.comBarry.harner@vectorcsp.com 252-340-4856 Roz Lambeth roz.lambeth@vectorcsp.com 336-344-1194roz.lambeth@vectorcsp.com

24. VectorCSP Back-up Slides

25. Process Knowledge = Variance Knowledge (Deming)  Mean Numbers (Averages) do not provide real insight  Variance (Volatility) does 10/24/201525

26. MLDT Traceability 10/24/201526

27. Metrics Traceability (cont.) 10/24/201527

28. Inherent Availability Traceability 10/24/201528

29. Metrics Traceability 10/24/201529 In summary: Our measures should “Roll Up” into the Higher Order Metrics of Availability (Ao) and Life Cycle Cost (LCC).

30. Product Line Management in Action Situation: You need to get an expensive piece of equipment repaired quickly to get the ship underway to meet a critical mission You sent your part to the OEM for repair, then what happens…

31. Configuration Management in Action Situation: You need the right part that fits to fix your boat What is the right part? How do you know? Form, fit, function

32. Total Asset Visibility in Action Situation: You don’t have the part you need, but you know that someone does. How do you find that part?

33. Bi-Level Maintenance in Action Situation: Maintenance is required. You need the right person with the right skills and equipment to perform the procedure

34. Rebaselining Support Levels

35. When/Where VectorCSP Over the last three years we have introduced an entire new way of doing business based on sound system engineering principles, integrated logistics, business rules, and IT tools. Over 300 small boat stations from Puerto Rico to Alaska and everywhere in between. WE are a small company comprised primarily of former USCG aeronautical engineers, mechanics, technicians, and logisticians Delivered an Integrated Logistics Support Program to the entire USCG Small Boat fleet of 1800 boats…trusted change agents in the Coast Guard.

36. Why VectorCSP We deliver results using a documented repeatable process that includes: Integrated Logistics Support Program (ILSP) Level of Repair Analysis (LORA) unit and depot level Parts Provisioning List based on op hours and environment Boat Configuration Lists Reliability Centered Maintenance methodology Maintenance Requirements List (MRL) calendar and hourly Maintenance Procedure Cards detailed step by step instructions

37. Asset Priorities/Tier Levels