MARMC VSRA Brief 20 January, 2009 CAPT Scott Mattingly
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2 MARMC: Mission/Vision MISSION: Deliver cost-wise readiness to
the War Fighters worldwide by providing industrial, engineering,
technical and contracting services for maintenance and
modernization of naval ships and craft. VISION: First in
maintaining global Force readiness
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3 Align w CDR RMCs Strategic Planning Session FY09 Goals
Comprehensive mentorship program. Change culture in Maintenance
Teams to use meaningful metrics (vice reactionary). Build symbiotic
relationship with CLASSRONS. Achieve contract output consensus to
deliver expected value to Warfighters. (Note: To align under NAVSEA
04 in CY09) EXCEED THE CUSTOMERS EXPECTATIONS
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4 Warfighting now & then.. What statement has been used by
both General Custer and Al-Quaida terrorists? 1.One if by land and
two if by sea. 2.Damn the torpedoes, full speed ahead. 3.Where are
all those tomahawks coming from?
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5 What is READINESS?? DVD Show
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6 MARMC & VSRA => Service to the Fleet Surface / Air /
Sub TYCOMs 65+ Surface Ships (All Ship Classes!) 6 Aircraft
Carriers 12 Submarines Coverage ~Global 2 nd, 5 th and 6 th Fleets
Global Distance Support (Tech Assist)
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7 MARMC CASH-Management.. (NOT all in Tidewater region) How
much private sector work did MARMC manage for the Navy in FY08? 1)
$565M 2) $1.63B 3) $891M
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8 Data Date: 30 September 08 Data Source: Code 650, NEMAIS,
STARS, Code 640 MARMC FY 08 FUNDING $891,733,715 Grand Total
Funding (FY-to-date) ~60% Surface Maintenance
13 MARMC Det. Naples FTA Metrics = 1000+ FTA events/year at
both Dets
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14 BRAC Challenge Round !! BRAC law stipulates which of the
following for MARMCs future? 1.The I-level facility/capability
previously at MARMC must consolidate into NNSY by FY2010. 2.All of
MARMC must consolidate with NNSY by FY2010.
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15 NNSY I-Level Organization Fleet Maintenance Submarine (FMB)
Deputy Commander C100B CVNCombatant Fleet Maintenance Surface (FMR)
Ship Yard Commander C100 Each division includes personnel and
capabilities from various Shops and NNSY Codes (PEPM, BSBO,
Resource Managers, etc.) to carry out Intermediate Maintenance.
Fleet Maintenance Shops (FMS)
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16 Missions: MARMC: Now and Future Missions now: 1) Manage All
regional private sector depot work. 2) C.O. for Fwd Dets & USS
DYNAMIC DD 3) Fleet Technical Assistance(FTA) and support to Fleet
assets in 2nd, 6th and 5th Flts. New MARMC FY10: 1) Manage All
regional private sector depot work. 2) C.O. for Fwd Dets &
DYNAMIC DD 3) Fleet Technical Assistance (FTA) to Fleet assets in
2nd, 6th and 5th Flts.
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17 Who is MARMC?
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18 MARMC Today FINANCIAL 600 LOGISTICS (Fleet Industrial Supply
Center) 500 Mil WATERFRONT OPERATIONS 300(Mil) CONTRACTS (NAVSEA
Warrant) 400(Mil) ENGINEERING/ TECH SERVICES (NAVSEA Warrant) 200
BUSINESS DEPARTMENT 1200 COMMAND SUPPORT SVCS 1100 Det Naples Det
Bahrain USS Dynamic, Drydock (AFDL-6) COMMANDING OFFICER EXECUTIVE
DIRECTOR ENVIRONMENTAL/ SAFETY 106 X.O. (C300)
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19 (Name TBD) Organization Target on Oct 09 NNSY FINANCIAL 600
FISC LOGISTICS 500(Mil) (Partial) MARMC WATERFRONT OPERATIONS
300(Mil) MARMC CONTRACTS 400(Mil) NNSY ENGINEERING/ TECH SERVICES
200 NNSY BUSINESS DEPARTMENT 1200 NNSY COMMAND SUPPORT SVCS 1100
Det Naples Det Bahrain USS Dynamic, Drydock (AFDL-6) EXECUTIVE
DIRECTOR NNSY ENVIRONMENTAL/ SAFETY 106 X.O.? C.O.
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20 Data date: 01 Dec 2008 Prepared by: C-1250 Data source: SEA
04XF2 and C-1250 MARMC PRIVATE SECTOR WORKLOAD: Leveling efforts
(Oct 2008 Sep 2012)
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21 Navy operating concept: Fleet Response Plan (FRP) Rotational
and surgeable Improved AO (LSDs currently have highest AO since
commissioning!) Ops sked uncertainty requires different supporting
maintenance concept. Old maint business model does not support
surge readiness or AO Navy needed a continuous, responsive,
accessible, flexible, affordable, 24/7 maintenance delivery
process. MSMO is that process. MSMO delivers maintenance more
reliably and continuously, and reduces the readiness bath tub
effect in a rapidly changing and dynamic environment. MILPERS
Reduction Initiative instituted in FY08 relied in part on MSMO
contractors as a key source for that workload accomplishment. Why
MSMO?
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22 MSMO demonstrates that it supports AO and surge readiness
Nearly all MSMO CNO avails complete on time CMAVs have reduced
material readiness bath tub effect Emergent response has been very
successful: MANY examples.. Technical performance Outstanding No
documented operational/mission degrading failures due to MSMO
workmanship. Learning Curve performance Class familiarity permits
production engineering improvements and maintenance innovations
Shaft repairs, Docking costs, MV-22, All-electric upgrade, Hab
Mods, Scan Eagle, Rapid Cure Coating, Rudder seal replacements,
etc. MSMO Cost: Nearly all availabilities perform under the
original negotiated cost More and more partnering evident MSMO
Outcomes
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23 Contract Status Awarded Contracts
Homeport/ClassAwardedContract NumberAwardee Norfolk DDG Docking20
December 2004N00024-05-C-4404 NORSHIPCO (Now BAE-N) Norfolk DDG
(Non Docking)15 February 2005N00024-05-C-4406 MHI Mayport DDG (Non
Docking) 15 February 2005N00024-05-C-4413 MHI Norfolk LHA/LHD23
December 2004N00024-05-C-4403 NORSHIPCO (Now BAE-N) San Diego CG24
March 2005N00024-05-C-4409 SWM (Now BAE-SD) Ingleside TX (MCM 1
Class)18 July 2005N00024-05-C-2304 ANTEON (Now GDIT) Puget Sound
(FFG/DDG)19 September 2005N00024-00-C-8514Todd Pacific Shipyard San
Diego LPD/LSD 5 December 2005N00024-06-C-4402NASSCO Norfolk LPD/LSD
Non Docking22 December 2005N00024-06-C-4401Earl Industries
(Protested) Norfolk FFG 726 April 2006N00024-06-C-4412METRO
(Protested) Norfolk CG 4717 May 2006N00024-06-C-4415BAE Norfolk
Pearl Harbor DDG/FFG/CG13 September 2006N00024-06-C-4408BAE Hawaii
San Diego LHA/LHD29 January 2007N00024-07-C-4013NASSCO San Diego
DDG26 March 2007N00024-07-C-4407BAE Mayport FFG 712 July
2007N00024-07-C-4413 MHI/TECHNICO JV (Protested) San Diego FFG 703
August 2007N00024-07-C-4415NASSCO Norfolk LSD Midlife28 January
2008N00024-08-C-4406METRO (Protested) San Diego MCM14 May
2008N00024-08-C-4405BAE SD San Diego LSD 41 Docker03 July
2008N00024-08-C-4410NASSCO
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24 Change Management We LOVE IT! "What I need is an exact list
of specific unknown problems we might encounter." (Lykes Lines
Shipping) "This project is so important we can't let things that
are more important interfere with it. (Advertising/Marketing mgr,
UPS) "We know that communication is a problem, but the company is
not going to discuss it with the employees." (Switching spvsr,
AT&T Long Lines Division)
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25 Questions ???
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26 NNSY/MARMC Capability / Divestment Plan Surface (FMR):
Watertight Door Ship/Pipe Fitters * Gas Turbine Repair Outside
Electric, cable way Heat exchanger repair Inside machine Flex Hose
Shop AC/R Outside Machine/hydraulic Lock and Key * Fleet Tool Issue
Engraving Rigging/Weight Test Valve Repair NNSY I- Level
Capabilities Submarine (FMB): Hull repair Welding Pipe shop Outside
electric Inside machine AC/R Acoustic Rubber & Plastics Combat
Controls Hydraulics Blue text and * indicates Sole Source
Capability provider. NNSY FM Shops (were RRCs) Diesel engine repair
/ Governor Test/Repair Pump overhaul Motor overhaul * Life raft *
CIWS & 25mm Dive locker * Regional Cal Lab Divest to Ktrs
(MSMO, IDIQ, etc) Sheet Metal fabrication/repairs (NOV 07) Wire
Rope and Nylon Safety Nets (MAR 07) Lagging Shop (Aug 07) Small
Boat repair (Sep 07) Carpenter Shop (OCT 06) 2M Repair (Nov 07)
Radome Repair (Oct 08) External Comms (Oct 09) IC Repair (Dec 08)
SISCAL (NSWC)
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27 BRAC Challenge Round #2! Regarding the BRAC Consolidation,
who said? "No one will believe you solved this problem in one day!
We've been working on it for months. Now go act busy for a few
weeks and I'll let you know when it's time to tell them." 1) CAPT
Rick Berkey 2) CAPT Scott Mattingly 3) R&D supervisor,
Minnesota Mining and Manufacturing/3M
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28 MARMC Goal Enablers (How To) Communications We are open and
honest at all times. Value People Build trust. Emphasize both
personal and professional development. Continuously strive to
improve Our country is at war and demands we perform at our best
while getting better!!
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29 Maintenance Team Ships Commanding Officer MARMC Port
Engineer (PE) Ship Maintenance Material Officer Maintenance,
Modernization & Material Coordinator Norfolk Naval
Shipyard-Intermediate Maintenance Facility Ship Superintendent
Regional Maintenance Center Type Desk Assistant MARMC Project
Manager Additional Ships Company (COs Discretion)
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30 Identify and prioritize work requirements clearly and
accurately Determine when and where work will be accomplished Match
resources to requirements Manage all ship availabilities Budget
responsibility Execute Modernization at TYCOM direction Maintenance
Teams Primary Responsibilities