Materiel Readiness Integrated Product Team MRIPT

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Materiel Readiness Integrated Product Team
(MRIPT) A Look Back
Pam Dervan MRIPT Chairman
August 2004
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Enterprise Readiness ManagementThe Challenge

• Materiel Readiness (MR) IPT chartered to
• Examine problems in Materiel Readiness
• Results were
• One watch required
• Need for information visibility across levels
• Business Process Re-engineering necessary

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Visibility Reporting
Weekly MCREM reports. No history or user
friendly displays
75 day old Marine Corps roll-up No management
value!
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Supply versus Maintenance
Lets see...13 deadlined means 87 up, with 90
T/E...that gives an overall rating of...how do I
do this? Thats right, .9 x.87 78! We have a
problem! Fix it!
We have 90 of our T/E! Our readiness is ok.
We have 13 deadlinednot great but still ok.
CO
Maintenance Officer
Supply Officer
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Toward One Watch

• Materiel Readiness is bigger than LOGCOMall
  Marines are stakeholders or benefactors!
• As we move from reactive to proactive total life
  cycle management, its essential that we address
  both the current and future materiel readiness
  challenges. We cant do it alone!
• The MRIPT brought together a cross-functional
  team focused on materiel readiness policy,
  calculations, display, reporting, and procedures.

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Timeline
COMARCORMATCOM signs Charter
CORE MRIPT Meeting, Albany
MRIPT Meeting, Quantico
MRIPT Meeting, Camp Lejeune
MRIPT Meeting, Quantico
OMRIPT Meeting
MRIPT/OMRIPT Meeting, Alby
MRIPT Meeting Alby
MRIPT CLNC
MRIPT Alby
Jan 03
Feb 04
Aug 04
Sep 03
Nov 00
Feb 01
Jun 01
Dec 01
Mar 02
Apr 02
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readiness drivers determinedinterrelationships
must be understood
1 Materiel Readiness is degraded
2 Cycle time too long
5 Parts can be hard to obtain quickly
7 PMCS may be incomplete or low priority
4 A lot of equipment in stores is NRFI
6 Its hard to monitor, track and enforce
CLS contracts
10 Some parts are not adequately stocked
12 The equipment to maintainer ratio is too high
11 CLS is managed by multiple commands
8 The maintenance backlog continues to grow
16 SCM is inefficient
15 Some fielding plans are long
21 Some maintenance MOSs have shortages
20 Most maintainers are apprentice mechanics
19 Equipment is used in different locations
and environments
18 Some equipment is at the end of its service
life
17 Some equipment is obsolete
14 MPS rotation programs are limited
13 DMWS limits annual depot maintenance
22 Money is limited
24 Some units have a high optempo
23 Materiel Policy is outdated
26 IT is ineffective
25 Organizational Change
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a prioritized roadmap for improvement
Transition Data Elements ERO/WON Parts
Trailer LM4 Remarks
Materiel Readiness
Supply Chain Management
Identify MR relevant
Equipment Posture
Depot Level Maintenance
Determine impact
Functional Areas Equipment Type MEF, MSC, Unit
Recommend changes
Life Cycle
Monitor impact on MR
Requirements
Planning
Unit Posture Functional Areas Equipment Type
Production
MCCDC
In Stores
HQMC(MRA)
Program Status
SECREP Consumables Backorders CLS
TECOM
Engineering Specs
Current Historical Trends
Policy
MARFOR
Funding
ONR
External
MR reporting policy
Requirement
Surplus Disposal
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Materiel Readiness

• Equipment Poster
• Functional Area
• Equipment Type
• Unit Posture
• Current Snapshot
• Functional Area
• Equipment Type
• Operational Temp
• Comparisons
• Historical Trends
• FA USMC/MEF/MSC/UIC
• TAMCN
• MEF/MSC/UIC

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Supply Chain Management

• SECREP
• Unit
• PEI-SECREP Associations
• RCT/OST
• Consumables
• RCT/OST by supplier
• Unit
• Backorders
• CLS
• Direct Vendor
• Open Source

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Depot Maintenance

• Production/Planning/Requirement
• Relationship to Materiel Readiness
• MWS by TAMCN/NSN (PEI/SDR)
• Source of Repair Issues/CLS Contract
• Statement of Work
• MPS - schedules
• Production Progress Report (TAMCN/NSN PEI/SDR)
• Rotation Programs
• Work Performed Outside the MWS (Repair and
  Return)
• PQDRs
• Wholesale Link to Stock Control System
• PMCS Initiative

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Life Cycle Management

• Program Status
• Acquisition Decisions, POM Standing, Fielding
  ULSS/Fielding Plans, Advocate Support
• Engineering Specifications
• UNS, ORD, LAP
• Technical Data Packages
• TFSMS
• Requirements, Item Exit Dates, etc.
• Funding/Cost (IRP)
• TOC OMMC, PMC, RDTE, Navy Working Capital,
  NGRER, OSD, Congressional Plus Ups
• IS A LINK TO CAPS THE ANSWER?

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In Stores

• Materiel Readiness
• MARFORRES Allocation
• Supply Readiness
• Depot Maintenance relationship
• Funding
• Surplus and disposal

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Policy

• Identify policies that affect MR
• Direct relationship
• Indirect relationship
• External reporting requirement
• Determine impact on MR
• Recommend changes
• Monitor impact on materiel readiness

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External

• MCCDC equipment requirements
• Requirement generation
• Allowances
• HQMC (MRA) supply, maintenance MOS staffing
• Manpower
• T/A versus T/E reporting requirements
• TECOM/Training supply, maintenance aptitude
• MARFOR Data sources
• Operational tempo
• MR Comparisons
• Office of Naval Research relationship to
  acquisition/procurement
• Science and Technology
• Future Naval Capability

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Rapid Segment Analysis Process

• LOGCOM (SA) lead six week rapid development
  cycle
• Identify prioritize project areas (MRIPT
  approved)
• Assign analytic lead (should be analyst)
• Collect data set (1 week)
• Develop/determine analytical relationships and
  displays (4 weeks)
• In process review
• Disseminate findings to (a) MARFORS, (b) LOGCOM
  Management, (c) Commander, LOGCOM (1 week)
• Form transition team (manager, analyst,
  programmer)
• Pass approved relationships/displays for
  automation

• MRIPT Approved

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MRIPT Efforts

• Update Align USMC MR Policy / Procedures
• MRIPT approved revised policy, submitted 25 March
  2002 to HQMC (IL)
• MRIPT validated the reengineered Quarterly
  Readiness Brief
• Capture MR Drivers
• MRIPT developed a representative set of drivers,
  identified measures, data sources/elements and
  stakeholders
• Validate Analytic Approach / Roadmap for Common
  MR Picture
• MRIPT develop prioritized roadmap and approved
  analytic approach

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resultsparadigm shifts have occurred

• Multiple to single watch
• Reporting to resolving
• Data to knowledge
• Reactive to proactive
• Puts sunshine on problems

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Where are we going?

• Project Areas mapped to Phases
• Phase I Materiel Readiness and SCM
• Phase II SCM, Depot Level Maint and Wholesale
• Phase III Life Cycle Management Planning
• Phase IV In Stores and Policy
• Phase V External

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Materiel Readiness Integrated Product Team (MRIPT)