Sustainment Strategies & Technology Insertion

1. Sustainment Strategies & Technology Insertion Excerpt from Fiscal Years 2019 – 2021NAVSEA Sustainment Campaign Plan Mr. Matt Binsfield NUWC Division Keyport Matthew.c.binsfield@navy.mil Distribution Statement A. Approved for release; distribution is unlimited.

2. Strategic Alignment

3. CNO Priorities

4. ASN RDA Strategic Framework

5. DASN (RDT&E) Strategic Framework

6. NAVSEA Strategic Framework

7. NAVSEA Sustainment Framework Strengthen Naval Power Achieve 355 ship Navy as close to 100% Ao • Support all ships in combat role - extended OPTEMPO, battle damages… • Transform maintenance for all platforms – NOW and continuously into the future Achieve High Velocity Outcomes Immediate changes required for work force and processes Strengthen Navy Team Capabilities, agility and affordability must be achieved before the fight • “4 Ds” – Decentralize, Differentiate, Digitize and Develop • Reduce ownership costs – drive costs out of the backend Expand & Strengthen Our Network of Partners Use connective tissue with other DoD and federal partners • Recognize capabilities sought cut across DoD and beyond (e.g., NASA, DOE, USCG) • Collaborate to develop/field multi-purposed and multi-service solutions Lethality, agility, affordability, and workforce for today and tomorrow’s Navy

8. Technology Transition Build a system designed for rapidly identifying and fielding solutions into Navy maintenance • Definition: Method of rapid implementation of new capabilities across all shipyards to meet mission • Three Elements • Capability Identification • Capability Maturation • Capability Implementation • Seek synergy around “dual-use” solutions • Scalable for simple and complex solutions Basis: CJCS 5123.01H DAU Technology Transition papers Without it… The long-term impact to mission is evident, but the detrimental impact to staff is even more profound.

9. Methodology - Identification • Identify strategic business goals – Align with all Sustainment Framework and overarching strategies • Identify Core Capabilities • Conduct gap analysis • Develop an Integrated Priority List (IPL) • Refine IPL through collaboration with others in the maintenance community (NSRP, Shiptech, JTEG, etc.) • Involve research and development enterprises to address IPL

10. Methodology - Maturation • Characterize the solution to identify technology roadmap: • Technical Authority • Process Instructions • Training • Safety • Cybersecurity • Environmental Permitting • Acquisition Strategy (funding and procurement) • Develop technology maturation team • Communicate, collaborate, communicate…

11. Methodology - Implementation • Rapid Technology Insertion • Capability at full-scale for sustainment (one-off prototypes are not adequate) • Sponsorship/ownership to enable management, sustainment, and modernization of maintenance and sustainment technology across the enterprise

12. Enhancing AO Through Sustainment Technologies Digital Sustainment Integrated logistics, operational data and simulation capabilities Building an ongoing implementation portfolio of early, mid and long term projects Advanced Manufacturing Use 3D fabrication and repairs across NAVSEA assets Surface Restoration Inspect, repair and restore mechanical and structural surfaces LINES OF EFFORT STRENGTHEN NAVAL POWER ACHIEVE HIGH VELOCITY OUTCOMES STRENGTHEN NAVY TEAM EXPAND & STRENGTHEN OUR NETWORK OF PARTNERS 21st Century Maintenance Automation and Robotics Advance robotic platforms and automated solutions Expeditionary Maintenance Remotely operated maintenance solutions to supplement ships’ force from shore Infrastructure Optimization Updated facilities and infrastructure support the “Navy the Nation Needs” Process Modernization Lean and HVL concepts applied to improve existing processes https://www.milsuite.mil/book/groups/sustainment-campaign-plan

13. Hurdles and Current Mitigations • No DoD standard process for new technology evaluation and approval • Early coordination with warrant holders and managers • Continuous and open dialog during development through implementation • Cybersecurity timelines, protocols and lack of reciprocity • Understanding of Risk Management Framework (RMF) • Early coordination with cyber workforce • Sub-contracting RMF artifact creation • Procurement timelines and protocols • Understanding of FAR mechanisms and leveraging existing contracts • Begin applying Other Transactional Authority (OTA) mechanisms • Use surrogates (e.g., NCMS) for expedited timelines • Funding • Carry-over of funds when practical • Advanced Shipyard Technology POR begins FY19 • Leveraging other avenues – RIF, SBIR, NESDI, JTEG, NSRP, PEOs, COLUMBIA Class DfA • Environmental and Safety Compliance • Recognition of permitting (NHPA, CAA, RCRA) concurrent with development • Continuous and open dialog during development through implementation • New process development, training and documentation

14. Retooling Naval Sustainment For each solution implementation requires: • Different procedures/doctrine • Different organizations • Different training • Different materiel support • Different leadership competencies/structure • Different number of personnel doing tasks • Different facilities • Different policies Structures and expectations must be realigned to meet the needed capabilities

15. Backup Slides

16. Implementation is Work New Technology Typical tasks required to bring New Technology into effective production.