I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Headquarters U.S. Air Force

1

RNI and HVM Update

Col Tom Fitch

AFMC LSO/A4L

15 Nov 10

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Agenda

RNI Vision

Phase 1 Review

Phase 2, Spiral 1

Accomplished to-date

Implementation schedule

Phase 2, Spirals 2-10

Timeline

Way Ahead

HVM Vision and Tenets

Phases

Battle Rhythm

Pilot Project Status

Way Ahead

Notional Integrated Repair

Network

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What is Repair Network Integration?

The Repair Network Vision:

Enterprise wide repair capability managed by a single process owner and

providing integrated support to the warfighter.

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RNI Core Management

Processes Repair Network Integration (RNI)

Core Management Processes

Strategic Planning

Financial Planning

Shape & Size Network

Manage Network Performance

Aggregate & Prioritize

Requirements

Compute Capability &

Capacity

Plan & Allocate

Workload

Op

era

tio

na

l S

tra

teg

ic

Workforce & Infrastructure Planning

4

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RNI Big Picture

5

Phase 1 Proof of Concept

Phase 2 Baselining &

Implementation

Phase 3 Network Refinement

Phase 4 End State

2008 2016 2010 2015 2013 2009 2011 2012 2014

B-1 / F101 /

LANTIRN Pilots

Integrated

Series of

Phases

With No

Hard

Breaks

Between

Them

Propulsion Modules / DLRs

Propulsion

Pneumatics/Hydraulics

Avionics/Pods

Landing Gear/Wheel & Tire/Brakes

Secondary Power

PMEL

Corrosion Control

Heavy Maintenance

C-130 HSC/ISO Pilot*

*Begins integration of RNI & HVM

*Supports AFGLSC pilot

Bring In AFSPC and

Continue to align to

ELG/eLog21

initiatives

RNI 7 Step Certification Process

1. CAP2 Baseline

2. RNM Identified

3. RNM Training

4. Network Kickoff DCO

5. Node Manager Training

6. Network Approval DCO

7. Network Certification Brief

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RNI Accomplishments to Date

6

BLUF: Same Cost – Better Performance

Phase 1: Proof of Concept:

F101 Produced 27 Engines Across Network Utilizing Core Processes

B-1 ALQ-161 Band 408 Receivers Fill Rate up from 15% to 100%

Phase 2: Baselining and Implementation

Enterprise view of Propulsion Capability & Capacity

Propulsion Product Repair Manager, Repair Network Managers & Node

Managers identified

$10.5M Cost Avoidance at Dyess AFB

F101 Network sustaining WRE levels 24% above standard

F100-229 Network increased WRE Levels by 39% in less than 8 weeks

Developed and coordinated AFI 21-104 Guidance Memo codifying Propulsion

R&R

Program Management Office stood up and HVM folded into PMO

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RNI Way Ahead

Certify remaining Propulsion Repair Networks

Emphasis on Product Repair Group ownership in order to

accelerate implementation leveraging evolutionary learn as we go

approach

Simultaneously continue base-lining activities for Spiral 2-4

Propulsion Modules & Commodities, Heavy Maintenance (HVM),

Landing Gear / W&T

Implement train-the-trainer approach for Spirals 2-10 for Network

and Node Manager Training

Document and implement a comprehensive repair performance

measurement system

Continue to refine and standardize our Core Management Process

to roll out additional product lines at an accelerated pace

Continue stakeholder outreach to gain buy-in

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RNI Challenge

Largest repair transformation attempted in over 50 years

Mind set change from my “Wing” to my “Air Force”

Accelerating pace of implementation – multiple Spirals rolling

out simultaneously

Competing transformation initiatives and priorities –balance all

of these efforts with limited manpower and funding resources

Realize cost savings while driving effectiveness and efficiencies

at the enterprise level (Don’t break it)

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RNI Questions

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Vision:

Improve Aircraft Availability

Tenets:

Known Condition,

Supportability,

Daily Standard Work,

High-Touch Labor to Schedule

HVM Vision and Tenets

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HVM Phased Implementation

• HQ AFMC led

• Pilot Projects

• Plan / Schedule

• Process Guides

Phase 1

Proof of

Concept

• Measurement

• Guide Revisions

• Export Decision

(IOC)

Phase 2 Phase 3

09/2011 12/2015

Baseline and

Refinement

Transition, Execution,

and Measurement

(FOC)

• PDM-T

• Cycles

• Exit

Criteria

09/2010

Concept

Introduced

04/2007 08/2008

• WR-ALC led

• Design Start

Phase 0

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Phase 1: Draft Process Guides for Enterprise Need More Work

Schedule Adjusted from 09/2010 to 03/2011

Overall: Steady Progress

Gaining Buy-in from Field

Tracking Progress with Key Metrics

Capitalizing on Successes and Lessons Learned

Expect Broader Implementation end of Phase 2

03/2011

11

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- PDM & ISO not synchronized - PDM scheduled every 5-6 yrs

Cycle 1 HSC 0

Velo

city (

hrs

/day)

Cycle HVM State

HSC HSC Cycle 2 Cycle 3 Cycle 4

ISO HSC ISO HSC ISO HSC ISO 0

145-220 hrs/day

160 Flow Days

Current State

Velo

city (

hrs

/day)

Incorporates ISO - Integrated Scheduled Mx (PDM & ISO)

- High velocity, multiple cycles over 5-6 yrs

- Cycle 1+2+3+4+ISOs < PDM

Improved AA

Less A/C on ground

Better Visibility A/C

Condition

C-130

18 month interval

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PDM

HVM Workload Battle Rhythm

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C-130 Process Validation [Cycle]:

Four of nine aircraft complete; next inducted

09 Aug 10

AFSOC Tail 1302, 150 days AA now

Clean data, effective Pre-Induction

Inspections, and Parts available

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HVM Pilot Project Status

Near-Term Success:

Known Aircraft Condition for AFSOC MC-130W/88-1302

Enabled AA Improvements

B-1 Process Development / Validation [PDM]:

Validation of 6 PDM tasks through BOW process

Delivered 532 Parts Kits for last 6 PDM Aircraft

Validated Production Cell Standard Operating Procedures on 11 PDM A/C

Validated Supportability Process on 2 PDM Tasks

Begin Prototyping on all 13 FY11 PDM A/C beginning 30 Sept 10

F-22 Process Development [Mod]:

Improved engineering response times

Designing metrics

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Summary / Way Ahead

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Summary

Institutionalizing our Tenets is the Key to Success

Socializing our Concept by Providing Quarterly Enterprise

Logistics Governance (ELG) Status Package and ELG

Project Interdependency Tracker Updates

Way Ahead

Phase 2: Reconcile Multiple Deployment Strategies

Phase 3: Make Standard Practice Decision and Deploy

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LRDP

Workload

Review

CBM+

Maint Rqm’ts

Supportability

Process(MRSP)

MSG-3

AFGLSC SUPPLY CHAIN

REPAIR NETWORK CENTER

(CRF-C2)

USAF Integrated Repair Network (Non-Mission Generation--Notional)

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RNI (Repair Network Integration)

WHAT (THE REQUIREMENT) Engineer/SME analysis (RCM)

tells us what to look at

in heavy mx (PDM)

HOW Known Condition, Supportability,

Daily Std Work, High Touch Labor

WHO/WHERE Enterprise Requirements,

Capability and Capacity,

Workload Planning CONTRACT

MOB CRF

ALC

HVM (High Velocity

Maintenance)

Spares

Requirement

Review Board

(SRRB) D-200

AMR/PRS (Aircraft and Missile

Requirements/Propulsion

Requirements System)

HOW MUCH/HOW MANY Capture/quantify requirement,

translate into hours and $ (PDM brochure)

$$/Hours

Reliability Centered

Maintenance

(RCM)

INF

LU

EN

CE

METRICS/C2

ERRP ENGINEERING REQUIREMENTS

REVIEW PROCESS PEDIGREED

REQUIREMENTS

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Overall Questions