1. SFLC Overview Doing Business with the Coast Guard SFLC
SFLC exists
to Support the Fleet.
Doing Business with the Coast Guard SFLC
Mr. Ken Burgess, SFLC Exec. Director
Wednesday, 13 May 2015

2. SFLC Exists to Support the Fleet
SFLC’s Mission:
Provide Surface Fleet and other assigned assets with:
Depot Level Maintenance
Engineering
Supply
Information Services
to support Coast Guard mission execution, worldwide.
Assets Supported
2,040+ (247 cutters / 1,800 +/- boats)
72 Asset Classes (23 cutter / 49 boat)
Annual Depot
Maintenance Availabilities
(FY12-14 Levels)
Availabilities (+ 900 Other Projects)
- Cutter Docksides ~
Cutter Dry Docks ~
Boat Availabilities ~
Other Cutter Projects ~ **
Other Boat Projects ~ **
** Other Projects include: Cutter / Boat Engine Overhauls, flight deck overhauls, crane overhauls, etc …often done in CHARLIE periods. 2 2 2

3. SFLC’s Nat’l Logistics Enterprise
* SFLC also employs ~ 300 contractors
Also direct Industrial Workforce of 27 other locales:
- 8 Naval Engineering CG Bases
- 9 Industrial Prod. Facilities (+ 11 Det’s)
- 8 Maint./Weapons Divisions (+ 22 Tm’s)
Ketchikan, AK
(SILC)
Kodiak, AK
Bangor, WA
BASE SEATTLE
S. Portland, ME
Sault Ste. Marie, MI
Kittery, ME
BASE BOSTON
Detroit, MI
BASE CLEVELAND
Newport, RI
New Haven, CT
OAKLAND, CA
Baltimore, md
CG Yard
Cape May, NJ
BASE ALAMEDA
NORFOLK, VA
St. Louis, MO
BASE PORTSMOUTH
San Pedro, CA
Atlantic Beach, NC
San Diego, CA
Charleston, SC
The SFLC organization includes the two MLC(v)s merged with the ELC. The SFLC centrally manages and directs the activities of the CG Yard, the Central IOD and 9 Industrial Facilities and their Industrial Detachments, and 10 Maintenance & Weapons Activities (MWAs) and their associated teams. In addition, SFLC gives operational direction to all 8 NESUs (7 of which, excluding NESU Boston, are now under admin management at co-located USCG Bases).
Kings Bay, GA
Jacksonville, FL
BASE HONOLULU
SFLC Commander
Regional Node
Naval Eng department CG Base)
Maintenance / Weapons Division [or Team]
Industrial Production Facility [or Detachment]
Central IOD (Industrial Ops Division)
BASE NEW ORLEANS
Mobile, AL
BASE MIAMI
St Petersburg, FL
San Juan, PR
Key West, FL 3
Link to SFLC Org Chart

4. SFLC in DCMS Mission Support Organization
Commandant
(CG-00)
Vice Commandant
(CG-09)
Asst
Comdt for Human Res.
(CG-1)
Asst Comdt for Eng & Log
(CG-4)
Asst Comdt for C4IT
(CG-6)
Dep. Commandant for
Mission Support (DCMS)
Director of Oper. Logistics (DOL)
FORCE-COM
ALC
CG-43
C4ITSC
CG-41
CG-45
PSC
SILC
SFLC
CG-5
CG-7
Dep. Commandant
for Operations (DCO)
Commander
Atlantic Area
Districts
Sectors
Commander
Pacific Area
Districts
Sectors
Asst Comdt for Acqu’tion
(CG-9)
Engineering Support forces are highly centralized in the new model, concentrated in SFLC and CG-4.
Training & Assessment Units (~35)
APO
Bases
Centralized management of
Naval Engineering Support Forces –
one Logistics Center for Surface Forces
CG Logistics Centers execute the CG Logistics Model… 4 4

5. Six Shared Service Divs
SFLC Organization
5 Product Lines
are supported by
Six Shared Service Divs
Product Lines
Serve as single “touch point” for the fleet
Control Asset Configuration
Execute Standard Processes
[vacant]
Fleet link
Fleet link
Fleet link
Fleet link
Fleet link
Shared Service Divisions
Support the Product Lines & Exercise Process Control
SMEs exercising Technical Authority + Chair 3 SFLC Boards
BOD ties SFLC together w metrics 5

6. LREPL Fleet of Responsibility
420’ WAGB
418’ WMSL
399’ WAGB
378’ WHEC
282’ WMEC
Seattle, WA
HEALY (20)
Alameda, CA
BERTHOLF (750)
WAESCHE (751)
STRATTON (752)
KIMBALL (755)
Charleston, SC
HAMILTON (753)
JAMES (754)
Honolulu, HI
MUNRO (756)
MIDGETTE (757)
Seattle, WA
POLAR SEA (10)
POLAR STAR (11)
Kodiak, AK
MUNRO (724)
Seattle, WA
MELLON (717)
MIDGETT (726)
San Diego, CA
BOUTWELL (719)
Honolulu, HI
MORGENTHAU (722)
SHERMAN (720)
Kodiak, AK
ALEX HALEY (39)
14 Hulls 6
Back to Org Chart

7. MECPL Fleet of Responsibility
EAGLE (1)
WMEC 210’ (14)
WMEC 270’ (13)
28 Hulls
Back to Org Chart 7

8. IBCTPL Fleet of Responsibility
Class
86 cutters/
29 Barges
33 States & Guam; 62 Homeports
WLBB
MACKINAW
Cheboygan
WLB 225’
16 cutters
14 homeports
WLM 175’
14 cutters
WLIC 100’
SMILAX
Atlantic Beach
WLIC 160’
4 cutters
4 homeports
WLIC 75’
8 cutters
7 homeports
WLI 100’
2 cutters
2 homeports
WLI 65’
WLR 65’
6 cutters
6 homeports
WLR 75’
12 cutters
12 homeports
WTGB 140’
9 cutters
8 homeports
WYTL 65’
11 cutters
9 homeports
86 Hulls
Back to Org Chart 8

9. SFLC Patrol Boat Product Line Fleet
87’ CPB (73)
154’ FRCs (13)
110’ WPBs (35*)
* 6 WPB’s in Bahrain
121 Hulls
Back to Org Chart 9

10. Small Boat Fleet of Responsibility
1,700+ Hulls / 50 Different Boat Classes
ATON BOATS
64’ AtoN Boat
55’ AtoN Boat
49’ BUSL
45’ BUSL
26’ TANB
20’ AB-S
16’ AB-SKF
CUTTER BOATS
23’ CB-OTH
24’ CB-L
22’ CB-L
20’ CB-L
19’ CB-L
17’ CB-M
13’ CB-S
24’ CB-ATON- L
18’ CB-ATON-M
26’ MSB
23’ UTL
21’ TANB
38’ ASB
38’ LCVP
36 LRI
RESPONSE BOATS
47’ MLB
29’ RB-S
25’ RB-S
45’ RBM
33’ SPC-LE
41’ UTB
25’ RB-HS
27’ UTM
32’ TPSB
23’ UTL
25’ TPSB
Life in the SBPL is extremely complex and challenging, but we are making consistent progress fine tuning our process and identifying efficiencies to deploy the Mission Support Business Model
As I indicated earlier I am focused on the following goals over the next 6-12 months
- Meet our Depot Maintenance performance periods
- Prepare for transition of RB-M to Sustainment
- Identify opportunities to improve support processes & Drive down MCPOH w/o decreasing target Ao
Conduct Maintenance Reviews
Analyze Maintenance Periodicities
Establish additional Requirement Contracts
“Get Lean”
Back to Org Chart
SPECIAL PURPOSE CRAFTS
SKF-ICE
24’ SPC-AIR
24’ SPC-SW
64’ SPC-SV
52’ SPC-HWX
42’ SPC-NLB
36’ SPC-BTD
18' - 23' SPC-SW
DOG - Zodiac EVOL7
Flood relief
SKF
38 SPC-TB 10

11. CG Yard An integral part of SFLC
Yard Workforce: 668 Total
→12 Trade Shops
~ 370 Production Craftsmen
~ 120 Mgrs, Engineers & Support
Yard Fund: $128M
Full Service Industrial Facility → Maintenance/Repair
(routine + emergency) → Road Shows
→ Casualty Response
→ Modernization
→ Remanufacturing
→ Detailed Engineering Design
The U. S. Coast Guard Yard is the only shipbuilding and repair facility in the United States Coast Guard. It is the Coast Guard’s largest, most modern industrial plant. The Yard is responsible for construction, repair, and renovation of vessels and various aids to navigation, and for the manufacturing of miscellaneous Coast Guard equipment. The Coast Guard Yard employs 550 civilian employees, 90 military personnel, and spans 113 acres.
As an integral part of the SFLC, the Yard boasts four High Impact Core Value Streams. They are Modernization, Repair Availabilities, Re-manufacturing, and Detailed Engineering Design. Modernization of vessels, in which the Yard develops and installs new systems on cutters and boats, currently supports the majority of waterfront producers and utilizes most of the industrial facilities. Repair availabilities and vessel repairs (scheduled work and emergencies) fill the workload gaps throughout the year. Remanufacturing includes the overhaul of engines, ordnance, critical underwater appendages, and other components and systems. Detailed engineering design, which is the production of engineering designs to facilitate future installations, employs the Engineering Division with electrical engineering, mechanical engineering, and naval architecture skill sets.
Major Initiatives at the CG Yard
Bow-to-Stern DD Project for 87’ WPBs – started Nov 2014
ISVS Program – commenced SEP 2014
Replacing DD “OAKRIDGE” / Extend Ship-Lift 11

12. Fleet Logistics Integration: HM&E Strategic Goal #1 – Hull, Machinery & Electrical Systems Integration
* Excludes 6 ea PATFORSWA 110s
** 22 FRCs approved for construction.
+ MPC’s not delivered w/ acquisition
++ Excludes HEC Hull #8 – decom FY14
Baselining Terms
CM = Configuration Mgmt data for the hull is enrolled in IT tools;
BLM = data on Bi-Level Maintenance requirements are linked with the CM data; and
Parts = data on Parts needed for required maintenance are linked to the BLM data.
Blue Star indicates classes targeted for Full Integration
Recent Highlight
Boats: 20’ AB-S are 11th Fully Integrated class; Next targets: 32’ TPSB; 17’ CB-M
Baselined: 10 Cutter Classes
EAL: 185 Cutters* in 13 classes
Allowance Lists: published for 7 cutter classes
Funds: D-Level reallocation set for several large cutters (except HIBs)
Push Parts: LREPL & MECPL prototyping pushing parts to Base Boston & Base Alameda in fall 2014.
Defining “Fully Integrated” What do the terms “Baselined” and “Fully Integrated” mean?
The term “Fully Integrated” indicates the ultimate objective of logistics integration for the surface fleet. It can be summed up in 6 parts, which function as milestones in Logistics Integration:
Reorganizing into Product Lines (PL);
Building the asset’s Integrated Baseline data, CM+BLM+Parts (defined at bottom of chart above);
Enrolling in the Electronic Asset Log (EAL) for Total Asset Visibility;
Generating the asset class Allowance List; and
Centralizing Maintenance Funds.
Pushing Parts to the fleet.
When an asset class attains milestones A+B+C+D+E+F, the asset class is “Fully Integrated” into the CG Logistics Model.
How 6 Parts of Integration Work
Reorganizing into Product Lines (Part A) is the pre-requisite for effective pursuit of Parts B through E. Our Product Line Managers (PLMs) have the resources to do the work in parts B, C and D, and manage all maintenance funds under part E.
Baselining (Part B) is the “heavy lift” in terms of implementing the CG Logistics Model. When an asset class has completed Part B for 100% of its hulls, the asset class is 100% “Baselined.”
EAL enrollment (Part C), is a major turning point for each asset class, making asset Operational Availability (Ao) and maintenance status visible to fleet Commanders.
A by-product of Baselining is that it enables production of asset Allowance Lists (Part D).
Centralizing Maintenance Funds (Part E) is executed to maximize mission support services under the integrated logistics model.
Once Parts requirements are known, and funds are centralized, the PL can “push parts” to the fleet in anticipation of cutter demand. 12
Go back

13. Fleet Logistics Integration: ELEX Strategic Goal #7 – Electronic Systems Integration
* Excludes 6 ea PATFORSWA 110s
** 22 FRCs approved for construction.
+ MPC’s not delivered w/ acquisition
++ Excludes HEC Hull #8 – decom FY14
Baselining Terms
CM = Configuration Mgmt data for the hull is enrolled in IT tools;
BLM = data on Bi-Level Maintenance requirements are linked with the CM data; and
Parts = data on Parts needed for required maintenance are linked to the BLM data.
Blue Star indicates classes targeted for Full Integration
Go back 13

14. Fleet Visibility of Maintenance in EAL
→ Electronic Asset Logbook (EAL) ←
Cutter Status
Cutter Helo
♦ ♦ ♦
SFLC enrolls all cutters and boats, and…
SFLC trains all Cutter and Station crews to use EAL.
Cutter Boats
Op Availability (Ao) Status Info
FMC, PMC,
NMCM, NMCS, NMCD
Detailed Engineering & Logistics Info 14
Dec 2011
Dec 2012
Dec 2013
Oct 2014
2015 Focus: Cutters on Western Rivers

15. WPB Operational Availability (Ao) Metrics
Ao Max = 60%
fm: Cutter Employ’t Standards
Min. Mntc Days = 40%
Ao Min = 48%
from history of unscheduled maintenance in EAL
(NMCM, NMCS) and planned + unplanned depot (NMCD)
Setting the 87’ WPB Ao Range: 48% - 60%
- Upper Limit (60% Ao) = Max Ao derived from Cutter Employment Standards (COMDTINST) “MIN. MAINTENANCE DAYS” as amended by COMDT COGARD WASHINGTON DC//CG-7// message R Z FEB 09 (below). That is, 365 days minus 147 days leaves 218 Days, or 60% of the year.
Lower Limit (48% Ao) = negotiated between SFLC-PBPL and CG-751, ultimately derived in view of historic variability of unscheduled maintenance. Unscheduled maintenance the variation in maintenance status represented by “Not Mission Capable due to [unscheduled] Maintenance,” or NMCM, and “Not Mission Capable due to Supply,” or NMCS (i.e. waiting for parts).
____________
R Z FEB 09 ZUI ASN-A
FM COMDT COGARD WASHINGTON DC//CG-7//
TO COMPACAREA COGARD ALAMEDA CA//PRE/PREC/PXO//
COMLANTAREA COGARD PORTSMOUTH VA//ARE/AREC/AXO//
CCGDONE BOSTON MA//DRE/DRM/DX/DXO//
Etc, etc, etc…
 COMDT COGARD WASHINGTON DC//CG-751/CG-451// BT
UNCLAS //N03100//
SUBJ: CHANGE TO CUTTER EMPLOYMENT STANDARDS - 87' WPB'S OP HOUR INCREASE
A. CUTTER EMPLOYMENT STANDARDS, COMDTINST B
B. PUBLIC LAW , "CONSOLIDATED SECURITY, DISASTER ASSISTANCE,
AND CONTINUING APPROPRIATIONS ACT, 2009"
1. THIS MESSAGE PROVIDES A CHANGE FOR THE 87' WPB FLEET TO ENCLOSURE (2) OF REF A.
2. REF B PROVIDES FUNDING FOR ALL CG 87' WPB'S TO RECEIVE AN EXTRA OOD BILLET, INCREASING THE PAL TO 11 IN AY09. THE ADDITION OF A SENIOR PETTY OFFICER WILL HELP DISSEMINATE THE WORKLOAD OF ADDITIONAL OP HOURS. O-2 COMMANDS WILL RECEIVE A BMC BILLET AS XPO
AND E-8/E-9 COMMANDS WILL RECEIVE A BM1 BILLET. XPO'S NOT TOUR COMPLETE IN AY09 WILL NOT BE TRANSFERRED EARLY. IN ADDITION TO THE OOD BILLETS, 12 EXTRA SHORESIDE SUPPORT BILLETS WILL ALSO BE FILLED IN AY09 TO ADDRESS THE ADDITIONAL MAINTENANCE NEEDS OF THE 87' WPB FLEET.
3. BEGINNING 01 JULY 2009, THE NEW EMPLOYMENT STANDARD FOR ALL CG 87' WPB'S WILL BE AS NOTED BELOW:
A. U/W HRS LIMIT: 2000 (NOTE 1,3)
B. MIN. MAINTENANCE DAYS: 147 (NOTE 2)
C. DAYS AWAY FROM HOMEPORT (DAFHP) LIMIT: 150 (NOTE 3)
NOT AUTHORIZED TO INCREASE OP TEMPO UNTIL ADDITIONAL BILLET ARRIVES.
NOTE 1: SINCE THE OP HOUR INCREASE DOES NOT TAKE EFFECT UNTIL 4TH QTR FY09, THE OP HOUR LIMIT FOR FY09 IS THE OP HOUR LIMIT FOR FY10 AND BEYOND IS IMPLEMENTATION OF THE OP HOUR INCREASE IS CONTINGENT UPON THE ARRIVAL OF THE ADDITIONAL BILLET. UNITS ARE
D. TOTAL OP DAYS LIMIT: 200 (NOTE 3)
NOTE 2: MIN MAINTENANCE DAYS INCREASE FROM 133 TO REF B CONTAINS ADDITIONAL FUNDING FOR MAINTENANCE AND MAINTENANCE SUPPORT BILLETS.
5. THIS CHANGE DOES NOT APPLY TO 87' WPB'S UNDER THE OPCON AND TACON OF MFPU KING'S BAY, GA OR MFPU BANGOR, WA.
4. THIS CHANGE WILL REMAIN IN EFFECT UNTIL REF A IS UPDATED. PLACE A COPY OF THIS MESSAGE WITH REF A.
NOTE 3: THESE LIMITS ARE NOT TO BE EXCEEDED UNLESS A WAIVER IS APPROVED VIA THE CHAIN OF COMMAND BY COMDT (CG-751) TO EXCEED THESE LIMITS BASED ON OPERATIONAL NEED PER REF A.
7. RADM W. E. JUSTICE, ASSISTANT COMDT FOR CAPABILITIES SENDS.
6. CG-751 POC: LTJG T. OSBORN (202)
NNNN
Resolving Low 110’ WPB Ao Feb-May:
1st – 4 WPBs prepping for ‘decomm’ distorted NMCD; and
2nd – high NMCS due to obsolete 73 radar PC cards and anchor windlass.
►After PBPL resolved these 2 problems, Ao climbed back up Jun-Sep.
The 6 PATFOR110’ WPBs are not tracked in EAL
Back to Annual Report
→ Data comes from EAL (Electronic Asset Logbook) 15

16. Procurement Initiatives: MATOC* Contracts
2 Product Lines: MECPL ($130M) & PBPL ($120M)
MECPL 5-Yr Nation-wide Contract
Pre-awarded to contractors in 3 zones
Contractors compete for task orders
Cuts time to award Emerg. DDs by 75%
Scope DD/DS locked down closer to award
Crews find out location of DD/DS sooner
KO resources can be re-directed to purchase the parts that the MEC fleet needs
* Multiple Award Task Order Contract 16

17. Questions ? Annual Report Contents Operational Availability (Ao)
Maintenance Cost per Op Hour
Fleet Logistics Integration Status
Hull, Machinery & Electrical (HM&E)
Electronics (Elex)
Engineering Changes
Depot Maintenance Results
CG Yard Fleet Mission Support
Financial Results
Field Depot Forces Mission Support
Fleet Mission Support Initiatives 17

18. Product Line Organization @ SFLC
SFLC Product Lines are organized around the Logistics Model
Defining “Fully Integrated”
Nearly 1,000 Small Boats and 108 Patrol Boats are “Fully Integrated” into the CG Logistics Model. What do the terms “Baselined” and “Fully Integrated” mean?
The term “Fully Integrated” indicates the ultimate objective of logistics integration for the surface fleet. It can be summed up in five parts, which function as milestones in Logistics Integration:
Reorganizing into Product Lines (PL);
Building the asset’s Integrated Baseline data, CM+BLM+Parts (defined in chart below);
Enrolling in the Electronic Asset Log (EAL) for Total Asset Visibility;
Generating the asset class Allowance List; and
Consolidating Maintenance Funds.
When an asset class attains milestones A+B+C+D+E, the asset class is “Fully Integrated” into the CG Logistics Model.
How 5 Parts of Integration Work
Reorganizing into Product Lines (Part A) is the pre-requisite for effective pursuit of Parts B through E. Our Product Line Managers (PLMs) have the resources to do the work in parts B, C and D, and manage all maintenance funds under part E.
Baselining (Part B) is the “heavy lift” in terms of implementing the CG Logistics Model. When an asset class has completed Part B for 100% of its hulls, the asset class is 100% “Baselined.”
EAL enrollment (Part C), is a major turning point for each asset class, making asset Operational Availability (Ao) and maintenance status visible to fleet Commanders.
A by-product of Baselining is that it enables production of asset Allowance Lists (Part D).
Consolidating Maintenance Funds (Part E) is executed to maximize mission support services under the integrated logistics model. 18