A lean sustainment enterprise model for military systems - Opinion

Acquisition Review Quarterly, Fall, 2002 by Mario Agripino, Tim Cathcart, Dennis Mathaisel

In the LSEM, initial system deployments are sufficiently sustained because the initial support infrastructure and resource requirements are accurately computed based upon reliability-based system effectiveness analysis. This analysis is effective during early deployment, but it becomes less efficient as the system ages. Thus, real-time data collection and analysis are required to manage the sustainment system efficiently. To effectively collect the necessary data required for a system effectiveness management process, the sustainment system must be completely integrated, as is suggested in the LSEM. The sustainment enterprisewide information system needs to be fully integrated to establish an effective system sustainment management process.

The new systems effectiveness management approach would allow the Sustainment Engineer to quickly identify any problem area and to conduct root cause analysis. All data sources for the analysis can quickly be assessed from this information system. With the simulation-based decision trade-off tools and failure data integrated, as it is in the LSEM, the sustainment engineer is provided with powerful tools for continuous systems engineering process improvement. This approach provides an effective life-cycle management methodology to fully integrate both the Sustainment Engineering Process with normal sustainment operations and maintenance. This integrated approach provides greater efficiencies in organizational coupling and real-time feedback for enterprisewide continuous improvements.

However, the Lean Sustainment Enterprise Model is not without its challenges. Possible barriers include the amount of integration required between the Depot, In-Service Engineering, Inventory Control, and Supply Chain management. Close coordination and integration is mandatory to fully benefit from the concept. Special skills will need to be developed to perform the many new tasks. The level of understanding that is needed to successfully maintain and operate the LSEM will need to be reviewed and addressed in any implementation planning, but the intent is not to translate the opportunity into a job reduction program. Existing personnel, and their skill sets, are in short supply and are just as important as in the old model. So personnel reductions are not recommended in the new paradigm.

Another challenge is that the In-Service Engineer must ensure that ordering times, shipping times, fill rates, maintenance turnaround times, as well as other metrics realistically portray the impact and interaction of the supply, transportation, maintenance, and procurement systems. Determining the range (number of different items) and depth (quantity of each item) of spares to be procured and stocked must be constantly evaluated and adjusted to provide a lean operation.

A CASE STUDY: THE JOINT CAD/PAD PROGRAM

To illustrate that the proposed model is realistic and that it can be implemented, the authors searched for an ongoing initiative that has some elements of the LSEM. While no current initiative fully replicates the proposed LSEM, there are some excellent examples. One such case is the U.S. Navy and Air Force CAD/PAD program.