Transcript MARMC VSRA Brief 20 January, 2009 CAPT Scott Mattingly

MARMC
VSRA Brief
20 January, 2009
CAPT Scott Mattingly
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”
2
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 CUSTOMER’S EXPECTATIONS
3
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?
4
What is “READINESS”??
DVD Show
5
MARMC & VSRA =>
Service to the Fleet
• Surface / Air / Sub TYCOMs
– 65+ Surface Ships (All Ship Classes!)
– 6 Aircraft Carriers
– 12 Submarines
• Coverage ~Global
– 2nd, 5th and 6th Fleets
• Global Distance Support (Tech Assist)
6
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
7
MARMC FY 08 FUNDING
$891,733,715 Grand Total Funding (FY-to-date)
REIMB (YTD)
$21,439,271
2%
RESOURCE SPONSOR
4BML
$0
0%
B&M
$17,383,374
2%
~60% Surface
Maintenance
ENVIRONMENTAL 5BEC
$307,000
0%
MISSION SUPPORT
4BML
$121,447,394
14%
SWE (Active) 4BRA
$380,253,006
43%
NAVSEA PROJECT
DIRECTIVES
$152,587,425
17%
NAE (ROV) 4BML
$2,502,025
0%
DIRECT CITES YTD
$90,497,835
10%
SWE (ROV) 4BML
6,844,006
1%
NAE (Active) 4BRA
$51,146,196
6%
Data Date: 30 September 08
Data Source: Code 650, NEMAIS, STARS, Code 640
USE (ROV) 4BML
$3,040,720
0%
USE (Active) 4BRA
$44,285,464
5%
8
Navy Vessel Count
FY04 - FY09
70
# Homeported in Norfolk
60
50
40
30
20
10
0
FY04
FY05
FY06
SURFACE
Prepared By: Financial Analysis Division - Code 650 [DJS]
FY07
SUBMARINE
FY08
FY09
FY10
CARRIER
Report Date: 01/14/2009
10
MARMC’s Norfolk Footprint
5
1 CEP-200
2 CEP-209
3 LF-18
4 V-58
5 X-70
11
MARMC’s Global Footprint
40,000 square mile AOR
12
MARMC Det. Naples
FTA Metrics
MARMC NAPLES DET BI-WEEKLY PRODUCTION REPORT
TASKING SUMMARY
ACTIVE TASKS SUMMARY
# OF TASKS
80
60
40
ONBD, 13,
5%
64
RTHP, 28,
11%
DSIP, 88,
35%
44
20
0
APTS, 126,
49%
COMP DSIP
5
COMP ONBD
NEW TASK
90
80
# OF TASKS
70
60
50
40
30
20
10
0
7
1
4
8
2
6
/3
/1
/3
/1
/2
/1
/2
10
10
10
11
11
12
12
9
1/
23
1/
6
2/
20
2/
5
3/
19
3/
2
4/
16
4/
30
4/
14
5/
28
5/
11
6/
25
6/
9
7/
23
7/
6
8/
20
8/
3
9/
17
9/
/1
10
FY-08
APTS = AWAITING PARTS
COMP = COMPLETED
DSIP = DISTANCE SUPPORT
ONBD = ON BOARD ASSIST
RTHP = RETURN TO HOMEPORT
COMP DSIP
COMP ONBD
NEW TASK
= 1000+ FTA events/year at both Dets
13
BRAC Challenge Round !!
BRAC law stipulates which of the following for
MARMC’s 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.
14
NNSY
I-Level Organization
Ship Yard Commander
C100
Deputy Commander
C100B
Fleet Maintenance
Submarine (FMB)
Fleet Maintenance
Surface (FMR)
Combatant
Fleet Maintenance
Shops (FMS)
CVN
Each division includes personnel and capabilities from various Shops and NNSY Codes
(PEPM, BSBO, Resource Managers, etc.) to carry out Intermediate Maintenance.
15
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.
16
Who is MARMC?
17
MARMC Today…
COMMANDING
OFFICER
Det Naples
Det Bahrain
USS Dynamic, Drydock
(AFDL-6)
X.O.
(C300)
ENVIRONMENTAL/
SAFETY
106
ENGINEERING/
TECH SERVICES
(NAVSEA Warrant)
200
FINANCIAL
600
EXECUTIVE
DIRECTOR
WATERFRONT
OPERATIONS
300(Mil)
COMMAND
SUPPORT SVCS
1100
CONTRACTS
(NAVSEA Warrant)
400(Mil)
LOGISTICS
(Fleet Industrial
Supply Center)
500 Mil
BUSINESS
DEPARTMENT
1200
18
(Name TBD) Organization
“Target” on Oct 09
C.O.
X.O.?
EXECUTIVE
DIRECTOR
NNSY
ENVIRONMENTAL/
SAFETY
106
Det Naples
Det Bahrain
USS Dynamic, Drydock
(AFDL-6)
NNSY
ENGINEERING/
TECH SERVICES
200
(Partial) MARMC
WATERFRONT
OPERATIONS
300(Mil)
MARMC
CONTRACTS
FISC
LOGISTICS
400(Mil)
500(Mil)
NNSY
FINANCIAL
NNSY
COMMAND
SUPPORT SVCS
1100
NNSY
BUSINESS
DEPARTMENT
1200
600
19
MARMC PRIVATE SECTOR WORKLOAD:
“Leveling” efforts
(Oct 2008 – Sep 2012)
6000
P
r
o
d
u
c
t
i
v
e
FY-09
5000
FY-10
MARMC OBTAINING SBS TALENT FROM NNSY
& CONTRACTED SUPPORT TO COVER PEAK
WORKLOAD IN FY09
FY-11
FY-12
BLUE LINE INDICATES
ORIGINAL WORKLOAD
TOTAL PORT PRODUCTIVE MPD
AVAILABLE (3660 based on 3 year avg)
FR EED OM
4000
A S H LA N D
M 3000
P
D
P OR TER
B U LK ELEY
C OLE
FOR T M C H EN R Y
B A TA A N
R 2000
e
q
u
i 1000
r
e
d
LA B OON
C H U R C H I LL
K EA R S A R GE
C OOK
N OR M A N D Y
A N ZI O
BARRY
M ON TER EY
CM
LE GE ND
CNO A V A I LS
SHI FT E D A V A I LS
S M A LL B OA TS / LC A C s ( i nc l ude s
P ROP OSE D SHI FT
S LEP s)
0
O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O
Data date: 01 Dec 2008
Prepared by: C-1250
Data source: SEA 04XF2 and C-1250
20
Why MSMO?
•
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.
21
MSMO Outcomes
• 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
22
Contract Status
Awarded Contracts
Homeport/Class
Awarded
Contract Number
Awardee
Norfolk DDG Docking
Norfolk DDG (Non Docking)
Mayport DDG (Non Docking)
Norfolk LHA/LHD
San Diego CG
Ingleside TX (MCM 1 Class)
Puget Sound (FFG/DDG)
San Diego LPD/LSD
Norfolk LPD/LSD Non Docking
Norfolk FFG 7
Norfolk CG 47
Pearl Harbor DDG/FFG/CG
San Diego LHA/LHD
San Diego DDG
Mayport FFG 7
San Diego FFG 7
Norfolk LSD Midlife
San Diego MCM
San Diego LSD 41 Docker
20 December 2004
15 February 2005
15 February 2005
23 December 2004
24 March 2005
18 July 2005
19 September 2005
5 December 2005
22 December 2005
26 April 2006
17 May 2006
13 September 2006
29 January 2007
26 March 2007
12 July 2007
03 August 2007
28 January 2008
14 May 2008
03 July 2008
N00024-05-C-4404
N00024-05-C-4406
N00024-05-C-4413
N00024-05-C-4403
N00024-05-C-4409
N00024-05-C-2304
N00024-00-C-8514
N00024-06-C-4402
N00024-06-C-4401
N00024-06-C-4412
N00024-06-C-4415
N00024-06-C-4408
N00024-07-C-4013
N00024-07-C-4407
N00024-07-C-4413
N00024-07-C-4415
N00024-08-C-4406
N00024-08-C-4405
N00024-08-C-4410
NORSHIPCO (Now BAE-N)
MHI
MHI
NORSHIPCO (Now BAE-N)
SWM (Now BAE-SD)
ANTEON (Now GDIT)
Todd Pacific Shipyard
NASSCO
Earl Industries (Protested)
METRO (Protested)
BAE Norfolk
BAE Hawaii
NASSCO
BAE
MHI/TECHNICO JV (Protested)
NASSCO
METRO (Protested)
BAE SD
NASSCO
23
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)
24
Questions
???
25
NNSY/MARMC
Capability / Divestment Plan
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)
NNSY FM Shops (were RRCs)
Diesel engine repair / Governor Test/Repair
Pump overhaul
Motor overhaul
* Life raft
* CIWS & 25mm
Dive locker
* Regional Cal Lab
NNSY I- Level Capabilities
Surface (FMR):
Submarine (FMB):
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
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.
26
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
27
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!!
28
Maintenance Team
•
•
•
•
•
Ship’s 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 (CO’s Discretion)
29
Maintenance Team’s
Primary Responsibilities
• 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
30
Back-Up
Slides
31
Surface
70
# Homeported in Norfolk
60
50
40
30
20
10
0
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY
Surface
700M
600M
500M
400M
300M
200M
100M
0M
FY04
FY05
FY06
FY07
MODERNIZATION
Prepared By: Financial Analysis Division - Code 650 [DJS]
FY08
FY09
FY10
REPAIR
Report Generated Date: 1/14/2009
Submarines
16
# Homeported in Norfolk
14
12
11
9
7
5
4
2
0
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY
Submarines
70M
60M
50M
40M
30M
20M
10M
0M
FY04
FY05
FY06
FY07
MODERNIZATION
FY08
FY09
FY10
REPAIR
33
Carriers
8
# Homeported in Norfolk
7
6
5
4
3
2
1
0
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY
Carriers
100M
80M
60M
40M
20M
0M
FY04
FY05
FY06
FY07
MODERNIZATION
FY08
FY09
FY10
REPAIR
34