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U. S. Coast Guard Aircraft Repair and Supply Center - PowerPoint PPT Presentation


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U. S. Coast Guard Aircraft Repair and Supply Center. We provide Air Stations with depot level maintenance, engineering, supply and information services to support Coast Guard missions. Our Mission. Our Vision. “We keep ‘em flying” by providing: the Right Stuff at the Right Place

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Presentation Transcript
slide1

U. S. Coast Guard

Aircraft Repair

and

Supply Center

our mission
We provide Air Stations with depot level maintenance, engineering, supply and information services to support Coast Guard missions.Our Mission
slide3

Our Vision

“We keep ‘em flying” by providing:

the Right Stuff

at the Right Place

at the Right Time

at the Right Cost

Every time.

slide4

Organization

CO

XO

Safety

HC-144

HH-60

HU-25

HH-65

C-130

ALD

ISD

ISD

EISD

EISD

IOD

PRD

OPS

IOD

PRD

OPS

slide5

Staffing

  • Military: 159
    • 55 Officers
    • 104 Enlisted
  • Civilian: 552
    • 218 GS
    • 334 WG
  • Contractor: 700+
  • HS Apprentice: 32
  • Total: 1400+
slide9

Facilities

Stripping Hangar

Paint Hangar

slide11
Engine Shop

Facilities

Gear Box Shop

depot maintenance
23 - HH65/year

9 - HH60/year

4 - HU25/year

3 – C130/yr @ EC

Depot Maintenance
depot maintenance15
Aircraft Modifications

HC130 DF-430, HSI Replacements, ASIP Inspections, Selex Radar, Wing Rewire

HH65 C Re-Engining

HU25 Avionics Upgrade

HH60 T Conversion, AUF, Avionics, Rewire

Depot Maintenance
depot maintenance16
Component Repair

90 Jet Engines

400+ components (wheels, doors, actuators, servos, avionics, etc.)

Depot Maintenance
engineering technical center
Set Coast Guard aeronautical maintenance policy and direction

Define/refine/field ALL proposed aircraft changes

EngineeringTechnical Center
supply services
Aviation Inventory Control point

$930M parts (ARSC warehouse and 26 air stations)

33,000 line items

5.5M parts

Supply Services
it services
IT Services

Data Center

Fully Deployed

Contractor Sites

DHS Prototype Sites

current initiatives
Lean Manufacturing

Unique Identification (UID)

C130 Organic PDM

USAF JDLM

Logistics Transformation Initiatives

Current Initiatives
world class quality
World Class Quality

ISO 9001:2000 Certification

ISO 14001:2004 Certification

Commandant’s Quality Awards

2 Silver and Gold

2006 White House CTC Env Award

2005/2006 CG Industrial Maintenance Innovation Awards

performance based logistics
Prior to PBL with Rockwell Collins

Equipment repaired via firm fixed price orders.

All Non-RFI physically flowed thru ICP – ARSC.

ICP would fund and issue an order and ship material to Rockwell repair center.

QDR/UR issued if quality was bad and unit was returned on no-cost delivery order.

Numerous repair orders and modifications increased the administrative burden on the government and the contractor.

Vendor essentially received more profit for more failures.

“Throw back over the fence” repair quality.

Inefficient shipping pathways.

Repairs were only done as necessary.

Test equipment was problematic, resulting in more questionable repair actions...$$.

Performance Based Logistics
current pbl process
Description of Scope

Mission Readiness Requirement Of 85%

Contractor Management of Customer Assets, including test equipment.

Guaranteed Reliability baseline with incentives (MTBUR not MTBF)

Provides onsite training to field users

Platforms Supported

All Rockwell Collins content on the HU-25 and HH-65 aircraft

Supports 74 different LRU’s

Supports 113 Aircraft at 25 CONUS locations

Availability to Support the Fleet

85% Availability Guaranteed

24 Hr OST (Order Ship Time) For Class 1 Requisitions

5 Day OST for Class 2 Requisitions

Average Ship Times Reduced to less then 3 Days for all requisitions

Current PBL Process
current pbl process cont d
One order placed against the contract @ the beginning of the year.

Failed boxes are shipped directly to and from the repair center at Rockwell Collins.

Rockwell must have access to CG inventory database.

QDR/UR are practically unnecessary and are “For Information Only”

Current PBL process,cont’d
incentivized performance supply metrics
Ability to fill CG requisition in a timely manner

Priority 02 within 24 hours

Priority 05 within 5 work days

Priority 12 within 15 work days

Ability to meet these requirements counts for two thirds of the total incentive $

Vendor issues a monthly report on their own performance, which is then verified by the Coast Guard.

Incentivized PerformanceSupply Metrics
incentivized performance quality metrics
Ability to make repairs that last on-wing.

MTBUR as measured against a established baseline MTBUR.

Counts as one third of total incentive.

Rockwell issues a quarterly report on their own performance.

Incentivized PerformanceQuality Metrics
then and now
Comparison

Past

Today

Failure Response

Operational Availability

Reactive

Proactive

Inconsistent

Zero Variability

Rigid, Inflexible

Agile, Reconfigurable, Customized

Unresponsive, Unavailable

Responsive, Customer-Centered

Price

Value

Then and Now
advantages of pbl
The cost is contained (number of flight hours versus number of repairs).

The administrative costs of issuing numerous orders is eliminated.

More efficient shipping path from CG units to repair center.

Rockwell’s incentive for doing quick marginal repairs is eliminated and replaced with an incentive for doing improved repairs.

Rockwell manages assets in order to maximize availability.

Test equipment and training for covered assets is partnered with vendor.

Advantages of PBL
product line driven organization
Single belly button

Ownership

Teamwork

Synergy

Flexibility

PRODUCT LINE DRIVEN ORGANIZATION
challenges
Adequate, Qualified Staffing

Adequate Budgeting

Timely identification of requirements

Adequate definition of requirements and roles and responsibilities

CHALLENGES