Rear Admiral Mark Purcell - Department of Defence - Provision of maritime capability/sustainment in...
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Transcript of Rear Admiral Mark Purcell - Department of Defence - Provision of maritime capability/sustainment in...
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
- 3 AWDs: Australian Build - Adelaide SA, Williamstown VIC, and Newcastle NSW
SEA4000 Phase 3 Air Warfare Destroyer
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
JP2048 Phase 4A and 4B LHDs
- 2 LHD Amphibious Ships: Hybrid Build - in Williamstown VIC, and Ferrol, Spain
- First LHD commissioned HMAS Canberra on 28 November 2014, NUSHIP Adelaide anticipated
delivery Late 2015
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
JP2048 Phase 3 LHD Watercraft
• 12 LHD Landing Craft: Offshore Build - Cadiz, Spain
• First 4 LLCs have been Accepted with Initial Operational Release granted 10 October 2014.
• LLC 5-8 were delivered to Australia 5 February 2015, with DMO acceptance 19 February.
Operational Release was in July 2015.
• LLC 9-12 are expected late 2015.
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
• To replace the existing RAN afloat support capability:
• Limited Tender’ RFT for an overseas build of two AORs
based on existing, proven in-service or in-build designs.
Navantia -
Cantabria
DSME - Aegir 18A
HMAS SUCCESS HMAS SIRIUS
SEA 1654 Phase 3 Mar Op Support Capability
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
RAND Recommendations
The Australian government faces a trade-off between paying a
price premium for indigenous production and benefiting from
some broader economic development from such production.
The 30- to 40-percent price premium for building in Australia
could drop to approximately half that level over time with a
steady production program that leads to a productive
workforce.
Supporting an Australian shipbuilding industry that is cost-
effective will require specific steps, including filling the gap
between the end of the air warfare destroyer program and the
start of Future Frigate construction and adopting a continuous
build strategy that starts a new surface combatant every 18
months to two years.
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
RAND Recommendations
The RAN should be an intelligent and informed partner in the acquisition
process, by involving the appropriate organizations early and often, clearly
assigning roles and responsibilities, and understanding the cost and
schedule implications of options.
It should strive for program stability.
It should commence construction only after designs have been largely
completed.
Critical near-term questions facing the SEA5000 Future Frigate program
should be addressed, including:
• determining the operational and performance requirements and the
technical requirement
• deciding on the best design option,
• deciding how to engage with industry and how the program office will
monitor the program, and
• deciding how the class will be supported throughout its life.
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
Recommendation 5 paragraph 6.35
The committee recommends that the 2015 White
Paper is prepared in such a way that all
procurement proposals are costed and scheduled
realistically, and informed by the need to have a
continuous build program for naval ships.
The committee understands that, following the
release of its 2015 Defence White Paper, the
government will also publish a Defence Investment
Plan and an enterprise-level Naval Shipbuilding
Plan.
The committee recommends that both documents
take note of the evidence provided in this report
about the importance of having a continuous build
program that will sustain a viable naval shipbuilding
and repair industry.
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
The Government’s plan for a strong and sustainable
naval shipbuilding industry
Today, the Government announces that it is:
• Bringing forward the Future Frigate programme (SEA 5000) to replace the
ANZAC class frigates. As part of this decision, we will confirm a continuous
onshore build programme to commence in 2020 …. The Future Frigates will be
built in South Australia based on a Competitive Evaluation Process, which will
begin in October 2015.
• Bringing forward construction of Offshore Patrol Vessels (SEA 1180) to
replace the Armidale class patrol boats by two years, with a continuous onshore
build commencing in 2018 following a Competitive Evaluation Process.
In the short term these two measures will sustain around 1,000 jobs that
would otherwise have been lost. Once both programmes ramp up they will
guarantee around 2,500 Australian shipbuilding jobs for decades.
Joint Media Release – 4 August 2015
Prime Minister and Minister for Defence
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
SEA 1180 Offshore Patrol Vessels (Armidale Replacements)
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP 2015 – 2016 Business Plan
The Business Plan was developed in response to a pressing need to change the way we work
Inconsistent performance
We deliver against most project
schedule and product availability
targets, but need to improve
performance in the remaining areas.
Inconsistent safety compliance
Safety compliance varies between
business units and must be raised to a
more consistently high standard across
MSD.
A shrinking workforce
Our workforce has reduced by 5.5%
over the last year, and current
recruitment constraints mean it is
extremely difficult to replace staff that
leave.
Areas of cultural risk
Our people commend the care and
respect shown by their colleagues, but
believe they could be better supported
to deliver on their responsibilities.
Significant external pressure
The many priorities and change
programs we are tasked with supporting
is stretching our ability to contribute
where we are expected.
A pressing need for improvement
The current state is unsustainable and
will not deliver improved performance
unless we adopt a new way of doing
business.
MSD
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
Maritime Systems Division
2015 – 2016 Business Plan
This vision will be delivered through improvements in four areas. These are the Strategic Pillars
for the changes we will make across MSD
B. Essential Business:
Focus on the effectiveness
of configuration
management, maintenance
planning and execution
delivered by industry and
governed by MSD
C. Governance and
Oversight: Shift to a
governance focussed
business, in partnership with
industry, through
Communities of Practice
D. Workforce: Create and
manage the workforce to
support sustainable
operations
• Appoint MSD Community of
Practice leaders in these
areas
• Refresh professional
standards to align to ‘good
practice’
• Form projects to drive good
practice and improve key
enablers (e.g. data quality) at
the waterfront
• Reform our approach to
working with industry so that
MSD has a greater emphasis
on Governing and Planning
• Create MSD Communities of
Practice across all functional
areas, to drive the high
professional standards we
require in our new role
• Focus on improving
workplace health and safety
compliance
• Improve the flexible
allocation of resources
across MSD
• Cease doing activities which
do not align to our vision for
MSD
• Undertake workforce
transition, succession and
talent management planning
in line with our new role
• Understand and seek to fulfil
our business information
requirements
A. Waterfront: A whole-of-
MSD focus on delivery of
improved waterfront
outcomes
• Establish productivity- and
performance-based relational
contracts and reform how we
work with industry
• Improve the processes we
use to govern and plan
industry’s activity
• Begin with the Armidale-
Class Patrol Boats, the
LHD and LSD amphibious
vessels, Afloat Support
vessels and Enterprise
Naval Shipbuilding Plan
enabled by + +
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
Asset Management Activity Cycle
Analyse
Develop Change
Plan Maintenance
Plan Inventory
Procurement & Repair
Change
Maintain
Procure & Repair
Inventory
Measure
&
Report
CAPABILITY ACQUISITION AND SUSTAINMENT GROUP
MSD Support Concept
Asset Management Reviews
Support Services Reviews
Risk / Intellectual Property
Data Mgmt / Data Integrity
Decision support
Engineering Support Reviews
Configuration Assurance
Major Engineering Change
Design Margins Control
Material Condition Profiling
(stress / corrosion analysis)
Safety Case
Product Baseline
Functional Specifications
Maintenance Support Reviews
RAM Case
RCM & CBM Analysis
Maintenance Effectiveness
Maintenance Optimisation
Class Maintenance Plan
FRACAS/ DCACAS
Supply Support Reviews
Supportability Assessments
Major Systems Uniques
Life-Cycle Cost Analysis
Spares optimisation (APL/OAL)
Training Support Reviews
Training Assurance
Supply Mgmt Services
Inventory Investment
planning
Obsolescence Mgmt
TML procurement
Long-lead time mgmt
Engineering Mgmt
Services
Technical data
Minor Eng Change
URDEF diagnostic
Supply Production
Stores receipt,
verification and
staging
Maintenance
Production
Maintain Material Cert
Deliver Out of
Maintenance
Engineering Change
Production
Acceptance Tests &
Trials and V&V
Asset Usage available, reliable and
reusable
Enterprise Result Areas Availability – % MRDs
Reliability – P1 MDR
Seaworthiness
- Safety/ Environment/ Op Effect
Cost per Material Ready Day
Maintained Materiel Certification
relationship / behaviours /
responsiveness
ISS Result Areas Post Maintenance Defects • Trend Analysis – P1 & 2 URDEFs Date Out of Maintenance (DOM) Maintenance Liability & AWL Completion • No of Open Deviations • No of Open CCPs • No of Cannibalisations Logistical Supportability • TML accuracy • Allowance List Effectiveness • inventory Timeliness / Wait Times Functnal/ Physcal Baseline Accuracy Configuration Baseline Accuracy Maintenance Baseline Accuracy
Asset
Optimisation efficiency of
sustainment
RCM, CBM inventory
optimisation
Asset
Preservation ensuring longevity…
Asset availability over
Life of Type
Maintenance Mgmt
Services
Work Packages
WI / MWL / TML
Scheduling / Planning
URDEF rectification
Engineering Support (Teamcenter)
Maintenance Support (AMPS / SAP)
Supply Support (MILIS/ SLIMS/ SAP)
Enterprise & ISSC
Performance Indicators Performance
Effectiveness
Focus Areas
Implement Plan & Develop Verification & Validation
Major & Minor Acquisition Projects (Materiel Acquisition Agreements)
In Service Support (linking Asset Mgmt,
Facilities, Production, ILS & Training)
Designer / Asset
Manager Support
Customer Requirements (Materiel Sustainment Agreements – Product Schedule) Version 4 – Sep 2015
Configuration Mgmt
Training Mgmt
Services Training Courses
Training Support
Asset Management Asset Management Strategy (AMS)
Support Services Management
Wh
ole
-of-
Life A
sset M
anagem
ent
(IS
O 5
50
01
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rtific
atio
n)