Focus Integrator (Select) Cindy L. CJ Jaynes Assistant Commander, Logistics and Industrial Operations U.S. Navy Naval Air Systems Command U.S. Navy naval Air systems command
Q&A Developing, Planning and Integrating Logistics Support Considerations Focus Integrator Rear Admiral (Select) Cindy L. CJ Jaynes, Logistics and Industrial Operations U.S. Navy Naval Air Systems Command Rear Admiral (select) Jaynes is serving as the assistant commander for logistics and industrial operations, Naval Air Systems Command. She is responsible for overseeing logistics support efforts for both fielded and developmental aviation systems. Jaynes graduated from Indiana University of Pennsylvania in 1979 with a B.S. degree in mathematics education, followed by a master s degree in mathematics in 1982. She was commissioned in 1983 via the Officer Candidate School in Newport, R.I., and designated an aeronautical engineering (maintenance) duty officer in 1985. She was designated an Acquisition Professional Community member in 1996 and received an M.B.A. from Norwich University in 2008. Jaynes also completed the Naval War College Command and Staff (non-resident) program in 1995, and earned a Systems Engineering Certification from California Institute of Technology Industrial Relations Center in 1999. Operational tours include Training Squadron Eighty-Six (VT- 86); Patrol Squadron Five (VP-5); Aircraft Intermediate Maintenance Department, commander Helicopter Wings Atlantic; Aircraft Intermediate Maintenance Department; and officer-in-charge commander, Strike Fighter Wing Pacific, Aircraft Intermediate Maintenance Detachment. Jaynes acquisition tours include Naval Aviation Engineering Service Unit; Deputy Assistant Program Manager Systems Engineering for PMA-290, P-3 and EP-3 Program Office; F/A-18 Program Integrator Defense Contract Management Command Northrop Grumman; assistant program manager Logistics for PMA-265, F/A-18 & EA-18G Program Office; and PMA-265 F/A-18 deputy program manager fleet support. She assumed command of PMA-202, Aircrew Systems in June 2006. She assumed command of PMA-213, Naval Air Traffic Management Systems in 2007. In July 2011, she reported as NAVAIR assistant commander for logistics and industrial operations. Her awards include the Legion of Merit (two), Defense Meritorious Service Medal, Meritorious Service Medal (four), Navy and Marine Corps Commendation Medal, Navy and Marine Corps Achievement Medal, National Defense Service Medal (with Service Star), Global War on Terrorism Service Medal and numerous unit awards. She is authorized to wear the Professional Aviation Maintenance Officer Warfare insignia. Q: Could you start off with an overview of the size of the command, where the various elements are located, and some of its budget high points? A: Right now, NAVAIR has roughly 36,000 personnel, a combination of civilian, military and contractor employees. Our logistics and industrial operations competency has about 3,775 employees, located at the primary NAVAIR and Fleet Readiness Center sites in Patuxent River, Md., Lakehurst, N.J., Orlando and Jacksonville, Fla., China Lake, San Diego and Point Mugu, Calif., and Cherry Point, N.C. Our team has a two-part mission. The first part is to provide the NAE [Naval Aviation Enterprise] with the resources they need to develop, plan and integrate logistics support considerations into their weapon system designs. Second, we establish and maintain integrated logistics support capable of sustaining fleet operations and maintenance throughout the life cycle of those weapon systems and related equipment. As for budget, we re responsible for over $3.8 billion of appropriated funds every year. It s important to me that we remain diligent about prudent use of these dollars, for both the taxpayer and the Navy. As for the high points of that budget, there s APN [aircraft procurement, Navy]. We have $1.2 billion for the naval aviation spares program, which provides initial spares and repair parts needed to support NAEsponsored Navy and Marine Corps aircraft procurement and operating programs and $1.5 billion in OMN [operations and maintenance, Navy] funds for aircraft depot maintenance and aviation logistics. We also have over $700 million in OMN funds to provide engineering and logistics support for the Navy and Marine Corps operational inventory of aircraft, associated support equipment, automatic test equipment and aircraft systems; to train aviation maintenance personnel at the O and I maintenance levels; and to maintain and manage www.mlf-kmi.com U.S. Navy Naval Air Systems Command MLF 6.3 1
technical document databases that support our aeronautical weapons and equipment throughout their life cycle. We have over $300 million in OMN funds for the weapons maintenance program, including air-launched missile rework and air-launched ordnance rework, and over $140 million in OMNR [operations and maintenance, Navy Reserve] funds to provide airframes and engines rework and emergent repairs for reserves aircraft. Q: What will you do in 2012 to increase the efficiencies of NAVAIR logistics and industrial operations? A: Our goal in 2012 is to better align our operations with our customers, think in terms of total program not just the logistics piece and increase our speed across the board. If we change the way we think and act in those three areas, we will become more efficient and more valuable to our customers. In terms of alignment, an example would be the NAE and our role in supporting them. AIR 6.0 needs to be proactive and responsive to the NAE and focus our metrics analysis and activity on moving the needles that will benefit the NAE. Also, by understanding all aspects of a program, such as engineering, contracts, test, etc., we re better positioned to make better decisions on the logistics side of the house and understand how we can positively impact the program. Q: What are the key elements of your commander s guidance? A: My commander s guidance is based on the priorities and tenets set forth by the CNO. I have three primary focus areas current readiness, future readiness and people. These three areas form the foundation of the support that we provide our customers. Let s start with current readiness. Here the focus is on program office success. We can achieve success by aligning better with warfighter focus teams and outside organizations, promoting transparent engagement with program teams, and adequately staffing those program teams with qualified logisticians. For future readiness, the main goal is to improve the acquisition process. We can do this by beginning sustainment planning pre-milestone A and continuing throughout the acquisition life cycle, driving logistics relevancy into the current systems engineering process. The goal is to use processes that promote analytical thinking, which effectively drives decision-making based on known and acceptable risks. And last, but certainly not least, is the focus we place on our people. We must continue to improve the effectiveness of our valued workforce. We will do this by targeting training, which will drive the expansion and diversification of our workforce. We will develop standardized work and processes to improve efficiency, and we ll also focus on their welfare and morale. We want to help our people work smarter, not harder. Q: When new aircraft programs are being formulated, does Logistics and Industrial Operations have a seat at the table to ensure that total ownership considerations are in the planning from the outset? How important are those considerations when you are the one now at the maintenance and sustainment part of the chain? A: Logistics and Industrial Operations absolutely owns a seat at the table from day one. It s our responsibility to ensure fielding and sustainment costs are thoroughly vetted throughout the early stages of development, and that our maintenance strategy is supportable and cost-effective. Once the design is set, it becomes more difficult to drive costs down, so we have to be there from the beginning. You only have one chance to truly influence the program s supportability design it is of the utmost importance to me to get that right, right away. The Navy will have to live with those decisions for years after I am gone. Q: Much of asset visibility and management is IT driven. Does the command have a defined IT roadmap? Does the current IT network allow the optimum level of communication and information sharing across your supply chain? A: NAVAIR has tools in place today that allow us to accurately track the location and condition of all of our assets. The capability in place today ensures that we successfully and effectively support fleet operations. That being said, we are looking at opportunities to transition away from some of the current legacy systems. Specifically, we are looking at the opportunity to leverage the capability of Navy ERP to support total asset visibility, which would support the asset location and condition requirements, but add the benefit of full integration with financial value and reporting. We have already begun the process of transitioning some of the material at our Lakehurst site. In addition, we are working with NAVSEA on a joint effort to transition material held at a common site. We ll be applying lessons learned from these efforts to further define our overall material transition plan. Q: What is the relationship between NAVAIR logistics and the Defense Logistics Agency? Do they now or do you expect them in the future to become more involved in your inventory and parts management? A: We have a strong relationship and I m confident it will grow even stronger in the future as DLA takes on a more expanded role in naval aviation readiness and yes, they ll be very well ingrained in our inventory and parts management as we move forward. BRAC 2005 directed the transition of supply support at the fleet readiness centers [FRCs] to DLA from the Navy-owned fleet and industrial supply centers. Instead of DLA being responsible for managing wholesale inventories only, they are also responsible for managing retail inventories in the direct support of FRCs and naval weapon systems and acquisition of depot level repairables. Additionally, DLA is prototyping processes to develop of joint service performance based logistic contracts that will impact the NAE. As DLA becomes the NAE s key partner in naval aviation readiness, it is essential that we operate from a position of mutual trust. To that end, we are strengthening our understanding of each other s requirements and aligning our joint processes. In preparation for this future, the NAE and DLA are partnering on a collaboration project designed to improve readiness of naval aircraft by focusing on forecasting and supportability. Traditionally, DLA procurement and stocking decisions were based on historical demand. The goal of forecasting is for the NAE to communicate changes in historical demands with adequate lead-time to enable DLA to purchase and deliver that material when needed. The ability to communicate projected changes in historical demands is essential for long-term success. Forecasting is a process that allows the NAE and DLA to predict future requirements that are outside procurement lead-time. Supportability is a process that allows the NAE and DLA to expedite near-term requirements that are within procurement lead-time. DLA 2 MLF 6.3 U.S. Navy Naval Air Systems Command www.mlf-kmi.com
DO WHAT YOU DO BEST - WE VE GOT THE REST AAI Logistics & Technical Services performance based logistics (PBL) model is efficiencydriving and affordable, with a proven history of success. Just look at our EA-6B PBL in partnership with the U.S. Navy. We ve delivered 100 percent availability for more than 40 months straight, and improved asset reliability by 30 percent. Instead of simply farming work out to additional maintainers, our core enabling philosophy helps our depot partners do even more of what they do best. We streamline processes, manage the supply chain, invest in capital improvements and maintain depot equipment. We do the same for your forward supply points, to keep their shelves full and maintain balance between forward and depot repair demand. Our proven PBL model is adaptable to any platform. Contact AAI Logistics & Technical Services to learn more at 800-655-3964 or RSC_AAIReg@aai.textron.com. aaicorp.com 2012 AAI Corporation. All rights reserved. AAI Logistics & Technical Services is an operating unit of Textron Systems, a Textron Inc. (NYSE: TXT) company. AAI and design is a registered trademark of AAI Corporation. Photo courtesy U.S. Navy.
U.S. Navy naval Air systems command NAVAIR SYSCOM Vice Adm. David Architzel Commander Kalmen Leikach Deputy Commander Steven R. Eastburg Vice Commander Cmd. Master Chief Bret A. Joel Program Executive Officers Paul Grosklags Air ASW, Assault & Special Mission Programs Donald Gaddis Tactical Aircraft Programs William Shannon Unmanned Aviation & Strike Weapons Vice Adm. David Venlet F-35 Lightning II Program 1. Nor 4 MLF 6.3 U.S. Navy Naval Air Systems Command www.mlf-kmi.com
NAVAIR COMPETENCIES Keith Sanders Acquisition Executive Program Management Diane Balderson Contracts Randy Mahr Research & Engineering; Commander Aircraft Division Mat Winter Test & Evaluation; Commander, NAWC Weapons Division Jeff Penfield Commander Fleet Readiness Centers (select) CJ Jaynes for Logistics & Industrial Operations Gary Kurtz Corporate Operations & Total Force Logistics & industrial operations Garry Newton Deputy Assistant Commander Capt. JC Harding Executive Director Dennis West Director Industrial Operations Toni Meier Director Logistics Management Integration Department Tracy Moran Director Industrial & Logistics Maintenance Planning/Sustainment Department Dan Nega Director Aviation Readiness & Resource Analysis Department www.mlf-kmi.com U.S. Navy Naval Air Systems Command MLF 6.3 5
is fairly successful at supporting critical, near-term requirements but there are instances when required material is not available. The relationship between NAVAIR logistics and DLA is strong today and will grow stronger in the future as DLA takes on a more expanded role in naval aviation readiness. I fully expect the collaboration team to improve readiness while remaining good stewards of our defense dollars. This is a win-win for the NAE and DLA. Q: Staying with the issue of parts, how concerned are you with the problem of counterfeit parts? What is your process to ensure that they remain outside your supply chain? A: We re very concerned about this and how they affect our business. We re looking into how to mitigate that problem and prevent them from becoming more of an issue. Q: What is your role in reliability centered maintenance? Have there been measurable benefits to this maintenance philosophy? A: We use reliability centered maintenance [RCM] extensively to determine and modify preventive maintenance tasks and intervals, and to recommend other actions to mitigate failure effects. RCM programs exist within NAVAIR for aircraft, engines and support equipment. RCM has shown to have a beneficial impact we ve seen reductions in maintenance man hours and life cycle cost avoidances for scheduled maintenance, increased availability, less out-of-service time, and all while maintaining safe operations. Q: What educational and training regimes do you have to develop and mature a professional NAVAIR logistician? A: Our logistics professionals are instrumental to our AIR 6.0 team, so to further hone their knowledge, skills and abilities we are establishing the Logistics University, or what we re calling LOG U. Right now it s in its formative stage our senior leadership is shaping LOG U s framework and curriculum, which will define a clear career path and provide integrated, in-house opportunities that target their unique needs. LOG U really benefits all of NAVAIR and the fleet in addition to facilitating professional development in our competency, we re nurturing the next generation of our 6.0 leadership, which will allow us to reap the benefits of a continuously improving organization, while providing the fleet with the most effective and efficient logistical support to meet their daily operations and maintenance needs. Q: Any closing thoughts? A: In this era of continuous improvement and overwhelming budget constraints, providing the best possible services to our customers is more than a nice-to-do it s an absolute must-to-do. We must make it our goal to not simply meet customer needs and expectations, but to exceed them whenever possible, and we can do this by re-energizing our efforts in focused efficiency. I think what we discussed here today represents how we re positioning ourselves for the future, how we re going to be more successful in the future for the NAE. O Reset Project Organizational Level Maintenance for U.S. Marine Corps Aviation $38,826,076.12 firm fixed-price contract Performance period: February 2009 February 2014 Provide reset services to include preset, in-theater sustainment, reconstitution and scheduled/ unscheduled maintenance for AH-1W, UH-1N, CH-53D/E, CH-46E; lots 3 and 4 Awarded to PKL Service Inc. Depot Level Maintenance $36,961,986.63 cost-plus-fixed-fee contract Performance period: August 2010 July 2015 Provide support services required by the Fleet Readiness Center Southwest, North Island, California, to augment the government workforce performing Depot Level Maintenance (DLM) work on aircraft and rework of associated components/ materials. Including: incorporations of modifications, inservice repairs, and all other categories of service associated with aircraft DLM and its planning, in accordance with the Performance Work Statement and the Quality Assurance Surveillance Plan. Awarded to Affordable Engineering Services LLC Top Critical Contracts NAVAIR s Logistics and Industrial Operations provided information on recent high-dollar contracts, including contract amount, performance period, a brief work synopsis and the company awarded the contract. NALDA/Deckplate $11,013,943.13 cost-plus-fixed-fee contract Performance period: December 2008 December 2013 Support systems acquisition and life cycle support services for all the programs currently under the logistics IT systems within Aviation Readiness & Resource Analysis Department. Awarded to Spalding Consulting Reset Project Organizational Level Maintenance for U.S. Marine Corps Aviation $10,539,225.36 firm fixed-price contract Performance period: January 2009 January 2014 Provide reset services to include preset, in-theater sustainment, reconstitution and scheduled/ unscheduled maintenance for F/A-18A+/C/D, AV-8B, EA-6B, and KC-130J; Lots 1 and 2. Awarded to Defense Support Services LLC F/A-18 A-F and EA-18G ILS $7,360,766.97 cost-plus-fixed-fee contract Performance period: June 2006 June 2010 Program management administrative support, logistics support, travel, material and NMCI. Awarded to Anteon Corporation changed to General Dynamics Information Technology Inc. Organizational-Level Electronic Warfare Test Program Set (OEWTPS) $5,196,021.00 cost-plus-fixed-fee contract Performance period: March 2007 March 2012 Design, development, integration, production and delivery of OEWTPS for the ALQ-211 used with the USM-670 test set; provide the OEWTPS, including the Antenna Coupler Interface Group (ACIG) for the CV-22, with an option to develop the ACIG for the MH-47G and the MH-60M; and include production of the CV-22, MH-47G and MH-60M ACIG. Awarded to AAI Corp. All Weapons Information System (AWIS) $4,132,382.32 cost-plus-fixed-fee contract Performance period: May 2011 April 2016 Provide design, development, enhancement and maintenance information technology services for the AWIS software application modules. Awarded to Engineering Management Concepts Inc. MH-60R $3,060,200.00 firm fixed-price contract Performance period: November 2010 November 2011 Depot level manual updates and new development Awarded to Sikorsky Aircraft Corporation O 6 MLF 6.3 U.S. Navy Naval Air Systems Command www.mlf-kmi.com