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USCG CM PROGRAM

USCG CM PROGRAM. Shelley Diedrich Sdiedrich@comdt.uscg.mil June 11-14, 2006 Richmond, VA. Average Coast Guard Day. Today we will …. Save 15 lives Assist 117 people in distress Conduct 90 search and rescue missions Protect $2.8 million in property Enforce 129 security zones

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USCG CM PROGRAM

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  1. USCGCM PROGRAM Shelley Diedrich Sdiedrich@comdt.uscg.mil June 11-14, 2006Richmond, VA

  2. Average Coast Guard Day Today we will … • Save 15 lives • Assist 117 people in distress • Conduct 90 search and rescue missions • Protect $2.8 million in property • Enforce 129 security zones • Interdict and rescue 15 illegal migrants at sea • Board 4 high interest vessels • Board 192 vessels of law enforcement interest • Board 122  large vessels for port safety checks • Seize 71 lbs of marijuana and 662 lbs of cocaine with a street value of $21.1M • Conduct 317 vessel safety checks and teach 63 boating safety courses • Conduct 19 commercial fishing vessel safety exams • Respond to 11 oil and hazardous chemical spills • Process 280 mariner licenses and documents • Service 140 aids to navigation • Monitor the transit of 2,557 commercial ships through U.S. ports • Investigate 20 vessel casualties - collisions, allisions, and groundings We are effective, but are we efficient?

  3. MISSION BREAKOUT Port Security 26% Aids to Nav. 14% Liv Marine Ser 8% Search & Rescue 9% Drug Interdiction 12% Marine Safety 6% Ice Operations 3% Marine Protection 3% Migrant Inter 8% Defense Read. 8% Other Law Enforcement 3%

  4. USCG Active Duty 39,098 Reserve 8,178 Civilian 6,715 Auxillary 35,920 Cutters 232 Aircraft 198 Boats 1,795 Shore Units: 981

  5. OBJECTIVE Provide an Overview of the Coast Guards Configuration Management Program

  6. Rodney Dangerfield No Respect

  7. CURRENT STATE MISSION Ao LOGISTICS SUPPORT ELEMENTS C O N T R O L I D E N T I F Y A U D I T S T A T U S ACCT CONFIGURATION MANAGEMENT

  8. BACKGROUND • GAO Audit 1987 • CM Program Initiated 1989 • CM Advisor Billet (06) 1990 • Downgraded to 05 1992 • Downgraded to 04 1993 • Refocused 1993 • CMNWG 2001 • GT Phase 1 Brief 2002 • Status Memo 2003

  9. Case for Change Decreasing Operational Availability

  10. Case for ChangeDecreasing Full Mission Capability

  11. Case for Change - Mishaps & Self-Induced Casualties • Situation • Engine fire caused by improperly installed wiring harness during engine replacement • There is no MPC for engine replacement in the RB-S PMS manual. This is not unit level maintenance. • There were three other similar fires caused by the same wiring harness in 2005 For example RNO: 3014405003 • THE 47' TOOK THE 25' IN TOW AND RETURNED IT TO THE STATION WHERE THE BOAT WAS HAULED OUT OF WATER THE FOLLOWING DAY TO ASSESS DAMAGE AND THE MISHAP. THE FOLLOWING DAY THE BOAT WAS TRAILERED TO NESU EM'S TO ASSESS DAMAGE, CAUSE AND FACILIATE REPAIRS. SECTOR MKCS AND NESU EM'S DISCOVERED THE WIRING HARNESS HAD BEEN INSTALLED INCORRECTLY DURING LAST ENGINE CHANGE OUT WHICH CAUSED THE ENGINE WIRING TO CHAFF AND GROUND OUT TO THE ENGINE BLOCK.     • CAUSE: EXPERIENCE, POLICIES-PROCEDURES, MANAGEMENT-SUPERVISION       • ADDITIONAL CAUSE:       LACK OF A QUALIFIED BF225 HONDA ENGINEER AT THE STATION, DIFFERENT ENGINEER STARTING AND FINISHING JOB AND PROPER SUPERVISION ALL CONTRIBUTED TO MISHAP.       • CORRECTIVE ACTION:       THE VESSEL CREW AND STATION DISCUSSED THE MISHAP AND THE IMPORTANCE OF BASIC ENGINEERING CASUALTY CONTROL WHICH IN THIS CASE SAVED THE BOAT AND IT'S CREW. UNIT PLANNING TO SEND AN ENGINEER TO BF225 HONDA SCHOOL. SUPERVISOR ENSURE WORK CHECKED BEFORE PUTTING BOAT BACK IN SERVICE.       • FIRST LEVEL REVIEWER COMMENTS:       CONCUR WITH ABOVE.       • UNIT COMMAND REVIEW COMMENTS       THIS MISHAP COULD HAVE BEEN WORSE IF NOT FOR THE QUICK RESPONSE FROM THE CREW. THIS MISHAP ALSO BRINGS TO LIGHT THE NEED FOR A QUALIFIED HONDA OUTBOARD TECH AT THIS UNIT. CURRENTLY, NO MK'S ARE QUALIFIED TO PERFORM MAINTEANCE ON THE OUTBOARDS. • Impact • Personnel and equipment at risk • Loss of operational availability for two days

  12. Case for Change Configuration Management-Shipboard Command & Control • Situation • Introduction of non-standard equipment • Display units replaced with commercial flat panel monitors R 222106Z MAR 06 ZUI ASN-A05081000092 FM COGARD CCENGCEN PORTSMOUTH VA TO AIG 11953 BT UNCLAS E F T O FOUO //N09410// SUBJ: SMEF ADVISORY SCCS-06-003 (ALTERATION OF SCCS HARDWARE CONFIGURATION) A. COMDTINST M9000.6E, NAVAL ENGINEERING MANUAL 1. THIS SMEF ADVISORY APPLES TO ALL UNITS WITH SCCS INSTALLED. 2. ALTERATIONS TO SHIPBOARD COMMAND AND CONTROL SYSTEM (SCCS) BY REMOVING, ADDING, OR REPLACING COMPONENTS INCLUDING DISPLAY DEVICES WITH UNAPPROVED EQUIPMENT ARE NOT AUTHORIZED. 3. C2CEN IS PURSUING CLASS-WIDE SYSTEM CERTIFICATION AND ACCREDITATION (C AND A) TO CONNECT SCCS TO SIPRNET ON WMEC'S AND WHEC'S. C AND A FOR SCCS IS BASED ON STANDARDIZED SYSTEMS THAT HAVE BEEN SPECIFICALLY APPROVED. ANY UNAPPROVED ALTERATIONS MAY JEOPARDIZE THIS C AND A AND WILL PRECLUDE C2CEN FROM IMPLEMENTING THE SCCS/SIPRNET CONNECTION ON CUTTERS FOUND TO BE IN VIOLATION. ADDITIONALLY, ANY EQUIPMENTS ADDED TO SCCS VIA UNAPPROVED ALTERATION ARE NOT SUPPORTED BY THE CG'S LOGISTICS SYSTEM AND MAY ALSO INCUR FAILURES TO OTHER COMPONENTS OF SCCS DUE TO INCOMPARABILITY. UNITS WISHING TO MAKE A CHANGE TO THE APPROVED CONFIGURATION OF SCCS SHOULD FOLLOW THE PROCEDURES OUTLINED IN REF A. ... • Impact • Unshielded replacement • Violates configuration • Jeopardizes adjacent equipment • Compromises system security • Unsupportable by logistics system

  13. CONTRIBUTORS Fragmented CM Doctrine Undocumented Policy Hierarchy Education Awareness Process Owner Audits Ineffective Undefined Roles & Responsibilities Compliance “CM Systems” Accountability Baseline Management Unauthorized changes CSA non-existent Inaccurate Data

  14. SUBSTANTIATION • Mid-life physical configuration verifications on our Vessels demonstrated a 31% accuracy rate (on average) • No Status Accounting Records • Periodic physical configuration audits of our aircraft demonstrate a 97% accuracy rate (on average).

  15. CURRENT STATE RECORD WHO WHEN CM MANAGEMENT & PLANNING STATUS ACCOUNTING HOW STORE WHAT WHY CONFIGURATION IDENTIFICATION WHERE • VERIFICATION NEEDMET • DOCUMENTATION EXIST TO SUSTAIN/REPRODUCE PERFORMANCE AUDITS CHANGE CONTROL BASELINES

  16. AVIATION CM STATE RECORD WHO WHEN CM MANAGEMENT & PLANNING STATUS ACCOUNTING HOW STORE WHAT WHY CONFIGURATION IDENTIFICATION WHERE • VERIFICATION NEEDMET • DOCUMENTATION EXIST TO SUSTAIN/REPRODUCE PERFORMANCE AUDITS CHANGE CONTROL BASELINES

  17. WHY????

  18. Configuration Change Gone Awry What happens when there’s a rush to implement a change without fully understanding the consequences?

  19. Core Logistical Tools Configuration Identification Acquisition ORD/SOW Configuration Control ACCB/CG22 (ECP) Configuration Management Configuration Auditing LCIs/PDMs Configuration Accounting ALMIS ACMS/AMMIS/ATIMS TCTOs

  20. Acquisition & Configuration Safe Operationally Effective/ Operationally Suitable Aircraft Airworthy CG-22 TCTO ACCB • Configuration Management (CM) is an important element throughout the life cycle of an asset. CM is comprised of three functions once the aircraft is delivered: • 1. Controlling configuration changes (ACCB Process) • 2. Implementing configuration changes (CG-22 & TCTO process) • 3. Tracking configuration changes (ACMS program) + PDM • All three programs provide aircraft which are safe, airworthy and in a standard configuration that is supportable. ACMS & PDM

  21. ACCB ProcessEngineering Change Proposal (ECPs) Configuration Identification Acquisition ORD/SOW Configuration Control ACCB/CG22 (ECP) Problem Agreed Resources Selected Classified Plan Developed Target Set Corrective Action Standardization Root Cause Identified 4 1 ACTION PLAN Configuration Management Communication Solution Developed 3 2 Solution DO CHECK Accepted Configuration Auditing LCIs/PDMs Configuration Accounting ALMIS ACMS/AMMIS/ATIMS TCTOs Solution Checked Solution Implemented HH-65

  22. Operational Suitability Elements • Prime Unit should address all the “ilities” as part of test plan execution in addition to assessing operational effectiveness. • Ten Operational Suitability “Logistical” Elements: • Availability • Reliability • Logistic Supportability • Maintainability • Interoperability • Compatibility • Human Factors • Training • Documentation • Safety • Risk assessment assigned to each Critical Operational Issue (COIs) for ACCB approval authorities to consider prior to implementing in fleet.

  23. RE-EVALUATION OF NEED WHY? TO ACHIEVE AND SUSTAIN OPERATIONAL CAPABILITIES SAFELY, AFFORDABLY, & TIMELY!

  24. Additional Benefit of CM Safety: Mishap Analysis • Ability to “lock down” the system and to check via a “Component Summary Report” in ACMS for any additional potential candidates that may have contributed to the aircraft mishap. • This ability to rapidly identify components with common anomalies permits the maximum availability of unaffected assets and maximizes aircrew safety.

  25. Case for ChangeInconsistent Maintenance Procedure Cards 378 MPC- Change Bow Thruster Hydraulic Oil & Filter • Situation • Different MPC standards for each community • Some non-aviation MPCs are vague (COMDTINST 90077.1) does not say “what” systems to tag out) • Some non-aviation MPCs do not quantify inventory requirements • Impact • Chance for mishaps • Chance for self-induced CASREPs • Allows for non-standard maintenance

  26. Case for Change Aviation Maintenance Procedure Cards Specific Inventory Specific Tools Collect Data Clear Cautions Detailed Procedures Detailed Graphics

  27. DECISION SUPPORT FACTORS • CM process results in many benefits to the CG: • provides traceability to operational requirements • Supports system availability • quality • consistent performance • maintenance • control resources expended on changes • TOC • Information to support Decision Making

  28. INVESTMENT REVIEW PROCESS & CM SDR CDR FCA/PCA Functional Baseline Allocated Baseline Product Baseline Capability Requirements

  29. TRADITIONAL CONFIGURATION MANAGEMENT

  30. CM ACTIVITY MODEL

  31. CM & SYSTEMS ENGINEERING

  32. CM Objectives Keyed to Program Objectives & Activities by LC Phase

  33. USCG CM STRATEGY CM ON STERIODS

  34. “CORPORATE” CM

  35. USCG MISSION STATEMENT • To protect the public, the environment, and U.S. economic interest – in our ports and waterways, along our nation’s coast, on international waters, or in any maritime region as required support national security. TOP LEVEL FUNCTIONAL REQUIREMENT

  36. CI = USCG • Search and Rescue • Marine Environment Protection • Enforcement of Laws and Treaties • Ice Operations • Aids to Navigation • Marine Safety • Defense Readiness

  37. SYSTEM • A ‘system’ is a construct or collection of different elements that together produce results not obtainable by the elements alone. • The elements, or parts, include people, hardware, software, facilities, policies, and documents; that is, all things required to produce system level results. • The results include system-level qualities, properties, characteristics, functions, behavior, and performance. • The value added by the system as a whole, beyond that contributed independently by the parts, is primarily created by the relationship among the parts.

  38. CM ON STERIODS BASIC PRINCIPLES

  39. Apply baseline management to items and capabilities of importance to the organization • Develop a concept of operations • Plan for development, risk management, review, verification/validation of artifacts, activities, capabilities and decisions. • Determine associated data needs and acquire or provide data artifacts • Institutionalize a uniform process for identifying, managing changes to, accounting for, and preserving all artifacts

  40. Manage Capability Development and Preservation a.Develop logical solutions consistent with enterprise objectives and stakeholder needs b.Define and allocate requirements to appropriate items, activities, or capabilities. c. Retain the rationale for decisions and assumptions d.Document attributes, interfaces and relationships of artifacts. e. Uniquely identify each artifact version, instance and associated data f. Baseline approved versions as a basis for change g. Make current (baselined) versions accessible to authorized users

  41. Manage Change – ALL change a. Apply appropriate change management processes to decision making. b. Document and uniquely identify requests for change c. Assess impacts, change magnitude, implementation, and total cost impact. d. Present the facts to decision-maker(s), with the appropriate authority. e. Control implementation of changes, coordinate with stakeholders, and provide status reporting. f. Maintain a process to capture, record, safeguard, and disseminate information while protecting intellectual assets, and proprietary and sensitive information.

  42. Maintain Baselines a. Systematically verify requirements and attributes of a baselined artifact. Validate that the customer is satisfied that the right requirements are being met and the process is in place to maintain artifact configuration. b. Monitor quality and apply effective measurements to aid in ensuring currency, integrity, and continuous improvement using technical and management performance measures. c. Retain and preserve baseline history and data commensurate with its value to the enterprise and effectively dispose of data assets that are no longer of value.

  43. FOCUS ON REQUIREMENTS • Where will system be utilized? (Operational) • How will the system accomplish it’s objective? (Mission) • What are the critical system parameters to accomplish mission? (Performance) • How are the various system components to be utilized? (Utilization Environment) • Given what the system will perform, how effective of efficient will it be? (Effectiveness) • How long will the system be in use by the operator? (Operational Life) • What environment will the system be expected to operate in an effective manner? (Environment) Levels of Maintenance Available? (Supportability) • Repair Facilities Available? • Skill set for level of maintenance? • Transportation, handling and storage capabilities available.

  44. ANALYZE REQUIREMENTS • Refine objectives and needs • Validate Constraints that limit solutions • Missions/operations • Environment (natural and human)

  45. INSTUTIONALIZE CM • Take ownership – create a CM organization • Demonstrate Senior Management Support - Accountability • Train Personnel - Awareness • Embrace as a core process • Document CM procedures • Bring CM process under Configuration Control

  46. BOTTOM LINE WHO WHAT WHEN WHERE WHY HOW

  47. CLOSING • The purpose of CM w/in the USCG is to providea means for identifying, documenting and controlling engineering designs and business process so that the required operational capabilitycan be ascertained and sustained.Everychange to that configurationshall be evaluated as to its impact on the original requirements and the ability to provide the intended capability safely and affordably.

  48. SUMMARY Understanding our requirements allows us to determine our needs and design our future. NEEDS ~ INVESTMENTS ~ CAPABILITY

  49. Successful Configuration Management Hurricane Katrina • Showcased value of CG Aviation Configuration Management • Standard equipment, aircraft, mx practices, training & operational procedures permitted unprecedented & immediate response by CG aircrews and maintainers from around the country. CONFIGURATION MANAGEMENT = INCREASED OPERATIONAL AVAILABILITY

  50. CM… Discipline • Dedication + Discipline = Results

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