Enabling Greater Productivity - Under Secretary of Defense ......Materiel Readiness –in context...
Transcript of Enabling Greater Productivity - Under Secretary of Defense ......Materiel Readiness –in context...
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Panel Discussion
Enabling Greater Productivity
An Imperative to Improve Materiel Readiness
June 2017
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“Productivity” Defined Productivity* [proh-duhk-tiv-i-tee, prod-uhk‐]
noun
1. the quality, state, or fact of being able to generate, create, enhance, or bring forth goods and services:“The productivity of the group's effort surprised everyone.”
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How do we add value?
How do we discern value differently between public and private sectors? – Between the Defense Sector and other public sector entities?
Is there a temporal aspect to value?
How do you measure it?
Is technology and access to data changing our perception of value? How?
* from dictionary.com
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Barriers to Productivity
Cumbersome, redundant, and/or misaligned organizational structures– No shared vision – No common mission
– No clear accountability
– No ownership/buy in
– Poor communication
Outdated toolsets & processes– Lack of/insufficient information
Inadequate training & training materials
Inconsistent & uncertain resourcing “strategies”– To include Human Resources
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Theoretical Premise
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Increased Maintenance Productivity
Increased Materiel
Readiness
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Refocusing on Readiness
Readiness Recovery is SECDEF #1 Priority (31 Jan 17 Memo)
Materiel Readiness reporting, tracking & oversight functions have atrophied over time– Deteriorating materiel readiness trends for past decade+ on multiple TMS &
systemic & interdependent deficiencies across Mx, Supply Support, Data, Governance, Acq Planning, Engineering
– No consolidated Life Cycle Management Approach that spans early acquisition stages through fielding & sustainment
– Various metrics/definitions being utilized by the Services – little commonality – reporting to OSD non-existent
MP&P assigned as lead for materiel readiness Apr 17– Re-establishing linkages w/ OSD(P&R) readiness work groups
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Materiel Readiness – in context
Materiel: includes all items - ships, submarines, tanks, vehicles, self-propelled weapons, aircraft, etc., and related spares, repair parts, and support equipment -necessary to equip, operate, maintain, and support military activities – i.e. “stuff”
Materiel Readiness: the availability and condition of materiel required by a military organization to support its mission/taskings– Assessed in terms of Equipment Availability and Equipment Condition
Equipment Availability:– Measured by computing the % currently on-hand vis-a-vis the wartime requirement for each
weapon system, each type of combat essential equipment, and selected types of critical support equipment
– In other words, “Do we have it?”
Equipment Condition:– Measured by computing the % of a particular type of weapon system or equipment that is
both on-hand and functioning properly.– In other words, “Will the stuff we have work?”
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Readiness Challenges
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Deferred
Modernization
Reduced
Readiness
Aging Weapon
Systems
Increased
Maintenance
Increased
Op Tempo
Funding Migration
from Procurement
to O&S
Fiscal Pressure
Our pattern of deferring modernization; retaining and
supporting aging systems; and shifting procurement
resources to operation and support of existing systems
shapes our current and future readiness challenges
"In the middle of difficulty lies opportunity." Albert Einstein
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Readiness Challenges
Complex problem with no single fix – requires an integrated approach, long-term commitment & senior leader buy-in
Service resourcing strategies inconsistent and lack common focus, and metric(s) to gauge overall status and improvement– Mistrust of oversight & reporting at OSD level; fear of potential POM
adjustments/PDMs
Expectation from Congress that supplemental funds provided will have a near-term readiness effect– Requirement from 60-day Readiness Review to provide second tier materiel
readiness metrics to P&R – report cadence8
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A Dynamic Environment
Changes driven by a new administration
– Slow identification & congressional approvals of DoD appointees
– Multiple vacancies contributing to uncertainty
Changes driven by a shift(s) in strategy
– CJCS released new NMS in Dec; NDS effort underway now – global vs. regional focus
Changes driven by law (new NDAA language)
– Sec. 901 (AT&L breakup), 902, 844, and others…
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Sustainment Challenges & Opportunities
Current
• Stove-piped organizations
• Stagnant policies
• Lack of system inoperability
• Aging infrastructure
Drivers
• Resource uncertainty
• Trans-regional conflicts
• Cyber threats
• Demands on industrial base
Future
• Reorganize for success
• Leverage advanced technology
• Revitalize collaboration
Cross-cutting
Challenges
Complex
and Dynamic
Environment
IMPROVED SUPPORT
TO THE WARFIGHTEROpportunities
to Shape
for Success
Advisor, Advocate, Catalyst
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First 120 Days - Assessment
Department is laser-focused on improving readiness overall; current state did not happen overnight – steady decline over a decade
Complex challenges across the sustainment enterprise – no easy or quick fix
– Requires an integrated approach
– Increasing $ is not the only answer
– Spans engineering support, reliability, supply, manpower, and maintenance
11Long-term sustainment considerations have been a tradeoff
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Enabling Productivity
Overcome the barriers…
Shared Sustainment Vision – everyone rowingtowards it – focus on long-term objectives
Shared Information – leverage our data to identify the constraints – focus on the priorities
– Build momentum on the “eaches”, small victories
Consistency and priority of sustainment resourcing
Cultivate our workforce and shape it towards the future
– Mitigate technical (STEM) debt from software explosion12
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OSD Role
Influence/obtain enterprise level outcomes
Integrate & synchronize sustainment policies & processes
Contribute to resource allocation deliberations
– Sustainment personnel recruitment & retention
– Spares availability
– Services “resources to readiness” advocacy
Provide materiel readiness awareness & oversight
– Metrics development/application
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Priorities – first cut
Refocus on DoD materiel readiness – back to basics– Enterprise-level maintenance data collection and deep analysis to inform
decision making; government purpose rights to necessary tech data
Accelerate innovative sustainment technologies
Sustainment strategy – clear, actionable,forward-looking– Stewardship of the industrial maintenance enterprise – baseline assessment
of critical capabilities & readiness• Gaps/shortfalls, infrastructure, systemic challenges
– Effective messaging – OSD level role and lines of effort – enterprise integration & synchronization
Implement new framework for software sustainment
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Summing Up
Moving the needle on materiel readiness hinges on improving productivity of our industrial base capabilities
We have an opportunity now, & obligation to better align the department towards long-term life cycle sustainment objectives
Our ability to collaborate effectively across the sustainment enterprise will enable success
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Backup
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DoD Sustainment Strategy
Conspicuous by its absence…
Sustainment linkage to department overarching strategy and warfighting readiness requirements
– Multi-Domain Logistics Command & Control to support & sustain forces in contested environment
Coherent sustainment-focused messaging to congressional members & staffers
Integrated and current sustainment vision across the department
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MESC/JG-DM member input crucial to ensuring we get it right!
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Sustainment Technology Program
Need to fundamentally change readiness to cost ratio Requires fundamental shift in focus, engagement and expanded investment in
sustainment technology– No DoD level sustainment technology program exists today– Only 3% of $64B RDT&E budget is spent on sustainment
The existing pace of our sustainment technology adoption process is inadequate
DoD RDT&E FY14 - $64B
Sustainment
(<3 %)
$0
$50
$100
$150
$200
FY04 FY06 FY08 FY10 FY12
Requires Billions in Sustainment Costs
30% DoD
Budget
$ Billions
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Way Ahead
Evolve/grow materiel readiness capabilities
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Oversight & Governance
- Plug-in w/ OSD (P&R)
- Establish data sources& reporting cadence
- Establish template &common metric(s)
Integrate & Synchronize
- Information flows
- Cross-functionalapproach
- Rapid review teams
Assess & Report
- Identify trends & discreet root cause analysis/correlations
- Gauge performance
- Assess get-well plans
Setting a foundation for how readiness will be managed under ASD(S)