Enterprise Health Management Workshop

Transcription

1 Enterprise Health Management Workshop NDIA Event #987B New Orleans, LA 28 January 2009 Marty Chamberlain Vector Technologies, Inc. Transition Manager ONR Sense and Respond Logistics

2 Transition Manager Perspective My Job Put in place and maintain Technology Transition Agreements With acquisition Programs of Record Disclaimer Opinions, Conclusions and Recommendations in this Presentation are mine and (as a contractor) I do not speak for the Office of Naval Research.

3 So What s the Problem? Why is it so hard to transition EHM Technologies? Especially when: Technology Transition and the dreaded Valley of Death have been defined and studied to death just do a Google search ,000 hits from Government, Industry and Academe. There seems to be no shortage of funding opportunities to facilitate transition. There is no shortage of information and policy guidance on transition within the services, OSD and DAU (500 documents on technology transition). w_slib

4 Why CANEUS: For solving the Tip of the Iceberg Problem for emerging Aerospace technologies Emerging Technologies at Proof-of-Concept level Technology Valley of Death: System Development

5 OLD CONTEXT: The Policy Statement ~1973 (Source: Gordon Little; Director, Wave Propagation Lab precursor of NOAA Environmental Technology Lab (ETL), now ESRL)

6 So What s the Problem? Why is it so hard to transition EHM Technologies? Especially when: Technology Transition and the dreaded Valley of Death have been defined and studied to death just do a Google search ,000 hits from Government, Industry and Academe. There seems to be no shortage of funding opportunities to facilitate transition. There is no shortage of information and policy guidance on transition within the services, OSD and DAU (500 documents on technology transition). w_slib EHM-type technologies have gained a foothold in industry

7 Investments Targets A TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Concept & Technology System Development Production & Sustain & Development & Demo Deployment Maint B C 6.7 Proc O&M Initial Product/ Process Capability Product/Process Development Product/Process Insertion Product/Process Improvement & Sustainment Discovery and Invention DTRA and DARPA Programs SBIR / STTR/CPP Future Naval Capabilities QRSP/ Quick Reaction Fund/ CTTTF/ IED Task Force Joint Concept Technology Demonstrations INP / Swampworks Rapid Technology Transition Technology Insertion Program For Savings Technology Transition Initiative Source: Steve Smolinski ONR 03TTX Defense Acq Challenge/Foreign Comp Tstg Rapid Development and Deployment Tech Solutions

8 So What s the Problem? Why is it so hard to transition EHM Technologies? Especially when: Technology Transition and the dreaded Valley of Death have been defined and studied to death just do a Google search ,000 hits from Government, Industry and Academe. There seems to be no shortage of funding opportunities to facilitate transition. There is no shortage of information and policy guidance on transition within the services, OSD, GAO and DAU (search of DAU site brings up 500 documents on technology transition). w_slib Speaking of GAO...

9 GAO Recommendations (May 2007 Report) Develop gated process that establishes a transition phase and defines activities that should occur during this phase. Allocate more 6.4 funds for S&T to manage technologies to higher readiness levels before they move to acquisition programs. Expand the use of technology transition agreements DOD-wide. Include additional metrics in technology transition agreements. Expand the use of relationship managers and define responsibilities. Adopt additional process-oriented metrics to measure the effectiveness of S&T processes and the impact of S&T Investments g=en-us

10 Relationship Manager?

11 My take on EHM and Transitions in General Not all S&T programs yield technologies that are meant to transition. Because: S&T requirements are not acquisition program requirements. Don t confuse the two. Requirements derived from JSIDS are essential to successful transition. MAGTF S&RL ICD Example. DODAF Example: EHM is not an end unto itself, but, a critical enabling capability for S&RL (my opinion). Ask yourself why HQMC (I&L) is drafting an S&RL ICD and not an EHM ICD? There is more to logistics modernization than just Maintenance.

12 U.S. Marine Corps S&T Strategic Plan August 2007 Log STO-6: Enhanced self sufficiency for fuel Develop ways to reduce the Marine Corps dependency on fossil fuels with new technologies that support warfighting and at the same time reduce the MAGTF s footprint ashore. Develop the portable means to assess the suitability of locally available fuel sources or captured fuel. Technologies must be capable of assessing both the chemical composition of the fuel as well as detecting the presence of the most likely adulterants.

13 PFA+ Transition Plan Lockheed Martin / Foster Miller team will pick up and fund transition. Significant Improvement from Existing PFA Provides Fuel Analysis Capability at no additional cost New Optics / Electronics Reduces Unit Size / Weight by half Goal to Reduce Unit Cost by 50% Completely Eliminate Existing Viscometer and Replace with new technology Cuts Sample Processing Time in half Cuts Fluid Sample size in half Estimated Program Duration 12 months to TRL8 Requirements from PM A/L ONR TTA Commitment from PM A/L to conduct full and open competition at TRL8 Operational Demonstration Opportunities to meet TRL8 criteria Support for NRL Technical Management / Oversight During Transition Off Ramp to EMSS FY09 FY10 FY11 FY12 S&RL Fuel Analysis Integration (18mo) TRL6 Technology Transition (12mo) TRL8

14 My take on EHM Transitions Not all S&T programs yield technologies that are meant to transition. Because: S&T requirements are not acquisition program requirements. Don t confuse the two. Requirements derived from JSIDS are essential to successful transition. MAGTF S&RL ICD Example. DODAF Example: EHM is not an end unto itself, but, a critical enabling capability for S&RL (my opinion). Ask yourself why HQMC (I&L) is drafting an S&RL ICD and not an EHM ICD? There is more to logistics modernization than just Maintenance.

15 ICD Format Initial Capabilities Document (ICD) Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Joint Functional Area Required Capability Concept of Operations Summary Capability Gap Threat/ Environment FSA Summary Materiel Recommendation Strategy FAA Functional Area Analysis Tasks FNA Functional Needs Analysis Deficiencies, timeframe FSA Functional Solutions Analysis Tasks, metrics & measures DOTMLPF analysis Ideas for materiel approaches Analysis of materiel approaches FAA & FNA Provide Analysis for Conducting the FSA 15

16 MAGTF S&RL Acquire Data Assess Situation Forecasting Support Collaborative Initiate Response Share Information Planning Access and monitor unit personnel (e.g. demographics, qualifications, etc.) data Confirm order/request fulfillment via automatic close out Access and monitor consumable item production rates Access and Monitor current and historical asset visibility Access and monitor distribution network data Access and monitor operational planning data Access and monitor asset (non-consumable item) consumption rates Access and monitor consumable item consumption rates Access and monitor platform health and usage Establish guidelines for data acquisition Access and monitor operation/mission execution status (supported and supporting units) Access and monitor logistics data from external sources Assess impact of current and projected weather/terrain on operations/cos Assess impact of current and projected environmental, cultural, and enemy conditions on operations / COS Conduct maintenance assessment for assets Assess distribution network capability Assess log chain capability Assess actual vs. planned usage/production/through put rates Assess progress against the plan Assess ability of logistics resources to meet requirements Assess logistics information from external sources Forecast distribution network throughput changes Forecast platform health and operational status Conduct predictive analysis to manage and position logistics resources Automatically recognize emergent patterns and trends in health, usage and consumption and forecast operational impact Forecast logistics resource availability and capability to sustain optempo Generate draft orders to supporting units Develop draft CoS for each COA/FRAGO Develop multiple COAs for supporting units based on current logistic status Synthesize Commander s Intent to provide support options Identify logistics constraints and restraints Support appropriate information exchanges with operations and Intelligence activities Evaluate & prioritize multiple COAs based on current and forecasted logistics resource status and capabilities Develop optimal logistics solutions (concepts of support) for mission planning Automatically generate the Logistics Tasking Order (LTO) Automatically generate & transmit resupply and support requests Dynamic resource logistics support across the enterprise Dynamically task and redirect logistics support to units Automate near real-time replenishment through anticipatory ordering of supplies Dynamically adapt and reprioritize logistics support network based on changes in commander s intent and/or operational situation Provide capability to archive data and information Download mission parameters to monitoring systems Report and present current and historical distribution network status Make platform life cycle information accessible to users across the logistics enterprise Provide scalable, tailorable information Ensure integrity and security of logistics data Advertise and consume data and information to/from units through peer-to-peer exchanges Report and present current and historical platform status and asset visibility Report and present actual consumption rates against planned consumption rates Report and present logistics status assessments and forecasts Distribute info according to information exchange requirements of the logistics operational architecture Establish network interface(s) with MAGTF C2 to exchange relevant logistics chain information S&RL Functional Areas & Tasks (53) Validated By FAA Workshop Attendees 16

17 ASS - 01: Assess platform/capsets/unit capability to perform mission ASS - 02: Assess logistics information from external sources ACQ - 01: Access and monitor logistics data from external sources SHR - 01: Establish network interface(s) with MAGTF C2 to exchange relevant logistics chain information ACQ - 02: Access and monitor operation/mission execution status (supported and supporting units) ASS - 03: Assess ability of logistics resources to meet requirements ACQ - 03: Establish guidelines for data acquisition ACQ - 04: Access and monitor platform health and usage ASS - 04: Assess progress against the plan SHR - 02: Distribute info according to information exchange requirements of the logistics operational architecture ASS - 05: Assess actual vs. planned usage/production/throughput rates PLN - 01: Develop optimal logistics solutions (concepts of support) for mission planning ACQ - 05: Access and monitor consumable item consumption rates ACQ - 06: Access and monitor asset (non-consumable item) consumption rates SHR - 03: Report and present logistics status assessments and forecasts ACQ - 07: Access and monitor operational planning data ASS - 06: Assess log chain capability ACQ - 08: Access and monitor distribution network data SHR - 04: Report and present actual consumption rates against planned consumption rates ACQ - 09: Access and Monitor current and historical asset visibility SHR - 05: Report and present current and historical platform status and asset visibility ASS - 07: Assess distribution network capability ASS - 08: Conduct maintenance assessment for assets PLN - 02: Evaluate & prioritize multiple COAs based on current and forecasted logistics resource status and capabilities S&RL Prioritized Tasks PLN - 03: Support appropriate information exchanges with operations and Intelligence activities SHR - 06: Advertise and consume data and information to/from units through peer-to-peer exchanges SHR - 07: Ensure integrity and security of logistics data ASS - 09: Assess impact of current and projected environmental, cultural, and enemy conditions on operations / COS ACQ - 10: Access and monitor consumable item production rates PLN - 04: Identify logistics constraints and restraints PLN - 05: Synthesize Commander s Intent to provide support options FOR - 01: Forecast logistics resource availability and capability to sustain optempo SHR - 08: Provide scalable, tailorable information ACQ - 11: Confirm order/request fulfillment via automatic close out SHR - 09: Make platform life cycle information accessible to users across the logistics enterprise ASS - 10: Assess impact of current and projected weather/terrain on operations/cos PLN - 06: Develop multiple COAs for supporting units based on current logistic status RES - 01: Dynamically adapt and reprioritize logistics support network based on changes in commander s intent and/or RES - 02: Automate near real-time replenishment through anticipatory ordering of supplies SHR - 10: Report and present current and historical distribution network status PLN - 07: Develop draft CoS for each COA/FRAGO SHR - 11: Download mission parameters to monitoring systems ACQ - 12: Access and monitor unit personnel (e.g. demographics, qualifications, etc.) data FOR - 02: Automatically recognize emergent patterns and trends in health, usage and consumption and forecast operational SHR - 12: Provide capability to archive data and information FOR - 03: Conduct predictive analysis to manage and position logistics resources RES - 03: Dynamically task and redirect logistics support to units PLN - 08: Generate draft orders to supporting units FOR - 04: Forecast platform health and operational status RES - 04: Dynamic resource logistics support across the enterprise RES - 05: Automatically generate & transmit resupply and support requests FOR - 05: Forecast distribution network throughput changes RES - 06: Automatically generate the Logistics Tasking Order (LTO)

18 MAGTF S&RL Functions Assess Situation Support Collaborative Planning Acquire Data Share Information Forecasting Initiate Response

19 Acquire Data Acquire Data: The acquisition of data through various means in order to meet information needs. This sensing function encompasses gathering operationally-relevant data regarding status of resources (e.g., networks, platforms, equipment, etc.), unit status, asset levels, in transit supplies, etc., including data from across the warfighting functions. (note need for system self-monitoring) Pri Task # S&RL TASKS Acquire Data 3 ACQ-01 Access and monitor logistics data from external sources 5 ACQ-02 Access and monitor operation/mission execution status (supported and supporting units) 7 ACQ-03 Establish guidelines for data acquisition 8 ACQ-04 Access and monitor platform health and usage 13 ACQ-05 Access and monitor consumable item consumption rates 14 ACQ-06 Access and monitor asset (non-consumable item) consumption rates 16 ACQ-07 Access and monitor operational planning data 18 ACQ-08 Access and monitor distribution network data 20 ACQ-09 Access and Monitor current and historical asset visibility 29 ACQ-10 Access and monitor consumable item production rates 34 ACQ-11 Confirm order/request fulfillment via automatic close out 43 ACQ-12 Access and monitor unit personnel data (e.g. demographics, qualifications, etc.) 19

20 Forecasting Forecasting: Using acquired data to anticipate shortfalls, predict requirements and resource failures (e.g., networks, platforms, equipment, etc.), identify opportunities in order to maintain operational tempo (prevent significant operational impact or logistics culmination), and to significantly reduce operational and life-cycle costs. Pri Task # S&RL Tasks Forecasting 32 FOR-01 Forecast logistics resource availability and capability to sustain optempo 44 FOR-02 Automatically recognize emergent patterns and trends in health, usage and consumption and forecast operational impact 46 FOR-03 Conduct predictive analysis to manage and position logistics resources 49 FOR-04 Forecast platform health and operational status 52 FOR-05 Forecast distribution network throughput changes 20

21 My take on EHM Transitions Not all S&T programs yield technologies that are meant to transition. Because: S&T requirements are not acquisition program requirements. Don t confuse the two. Requirements derived from JSIDS/DODAF are essential to successful transition. MAGTF S&RL ICD Example. DODAF Example: EHM is not an end unto itself, but, a critical enabling capability for S&RL (my opinion). Ask yourself why HQMC (I&L) is drafting an S&RL ICD and not an EHM ICD? There is more to logistics modernization than just Maintenance.

22 MAGTF Common Operating Picture (COP) TIER I MAGTF COP CAPABILITY TO VIEW CONSOLIDATED INFO ACROSS BATTLEFIELD FUNCTIONAL AREAS TIER II CAPABILITY FOR BFAs TO VIEW INFO SPECIFIC TO THEIR ENVIRONMENT TO AID: SA, PLANNING, DECISION-MAKING AND EXECUTION IN THEIR FUNCTIONAL AREA Common INTEL Picture Common FIRES Picture Common MANUEVER Picture Common LOG Picture Common F.P. Picture TIER III FUNCTIONAL SYSTEMS & DATABASES WITH INPUT/OUTPUT FROM FRONT-LINE

23 Conclusions EHM is not the end game. But, for S&RL, it is a critical enabling technology. Acquisition program requirements are key to EHM technology transition. There is no lack of transition guidance and programs with resources to help bridge the valley of death Successful transitions are achieved by a fullyengaged S&T / Acquisition / Industry Team