Implementing the UID policy: the CH-47 approach to parts marking - Lessons Learned

Defense AT&L, Jan-Feb, 2004 by William T. "Tim" Crosby, Fred C. "Chris" Sautter

Dealing with the Information System

AIT means little without the information system to manage the useful data available in the machine-readable code. For the Cargo PMO, the effort to obtain a viable AIS was a parallel path to our parts-marking program. We had been on track to provide meaningful input into our life cycle management model for several years. The resulting AIS was designed to accept all types of data, but it contained additional software intelligence that helped filter the normal errors inherent in hand-entered information. Thus we were positioned to accept the capabilities of error-free AIT data when the capability of parts marking was fielded. We firmly believe that this up-front work on an AIS is what provided us with the ability to capitalize fully on the enabler of AIT articulated in the UID policy.

Proof of Principle

The proof of principle was a culmination of our individual efforts to exercise the required business process changes within our fleet management program. The core piece of the puzzle was to demonstrate that our AIS was capable of handling and documenting the change from legacy "hand-entered" data to machine-readable code with a guaranteed uniqueness standard. The demonstration took place at our test site at the National Guard Chinook unit in Reno, Nev., where we are fielding a fully functional maintenance management system that is the backbone of our fleet management capability.

To create the marks and register the parts in our database, we contracted with ID Integration for a parts-marking facility that was the follow-on of the one developed during the earlier demo by AATD. This mobile facility was able to mark our selected parts and its web connectivity allowed us to register and document the uniqueness standard across our fleet.

The final element of the equation was the establishment of the necessary Web links to the Logistics Support Activity (LOGSA) and AMCOM at Redstone Arsenal. These two organizations are the Army agencies responsible for effecting and managing the necessary process changes to deal with a new automated environment. With all these elements together for the first time in August 2003, the Cargo PMO was able to successfully mark the first aircraft component in the field, using 1D and 2D bar codes and capture that data as part of the aircraft build structure. These first pieces of data are currently being used to exercise the necessary process changes to link the flight line to AMCOM in our UID process.

With help and guidance from the DoD UID policy group, the Cargo PMO validated the costs and demonstrated the process changes required for a weapon system manager to implement a parts-marking program that is part of the end-to-end connectivity required to provide "intelligent data" from the flight line to the DoD. While there remain processes within the financial architecture that require resolution, the uniqueness standard and the ability to mark parts in the field has been demonstrated and achieved. With UID as our critical enabler, we are well on our way to linking all the stakeholders in the life cycle management process, transforming logistics management with the power of facts.