Harlans Seminar 2009 Forsvaret og Industrien Fremtidige vedlikeholdskonsepter for nye systemer Øivind Rojahn Karlsen Teknisk Sjef NSM Anskaffelse Line Holm Johannesen Assist. Prosjektleder NSM Anskaffelse WORLD CLASS through people, technology and dedication
Innhold Innledning PBL (Performance Based Logistics) Origin and concept of PBL Effectiveness metrics Barriers to PBL contracts Example of PBL contracts (FA-18) NSM (Naval Strike Missile) Utviklingsprogram og produkt Utvikling av vedlikeholdskonsept NSM & PBL Oppsummering / 2 / 5-Nov-09
Innledning / 3 / 5-Nov-09
Fra FLO (1) Fra Forsvarets Forum nr 10 Oktober-09: Logistikkberedskapen. Etter mitt syn viser dette behovet for logistikkberedskap, slik at Forsvaret selv er i stand til å håndtere slike viktige oppdrag. Det å ha fleksibilitet, kapasitet og kompetanse til å løse ikkeplanlagte oppgaver raskt og effektivt, er avgjørende for hele Forsvarets virksomhet. Ikke minst i usikre tider, hvor aktører man er avhengige av, plutselig ikke er tilgjengelige lenger. Det er ikke noe mål i seg selv å gjøre alt selv, men det er behov for breddekompetansen innen de systemene som brukes. Ved å utføre om lag halvparten av vedlikeholdet selv, og bevisst velge egne satsningsområdet, bør det være mulig å inneha tilstrekkelig logistikkberedskap. Svein Nielsen, Direktør, Forsvarets Logistikkorganisasjon, Tungt vedlikehold / 4 / 5-Nov-09
Fra FLO (2) Fra Forsvarets Forum nr 10 Oktober-09: Logistikkberedskapen. Med nye systemer kommer nye drifts- og vedlikeholdskonsepter. Performance Based Logistics (PBL) er det nye moteordet, ikke minst blant flyleverandørene. Her skal systemleverandøren være totalansvarlig mot Forsvaret for at systemene for at systemene er operative, og koordinere alle underleverandørene etter best value prinsippet. Systemleverandørene bestemmer hvor og når vedlikeholdet skal gjøres. Forsvaret blir avhengig av en leverandør, og får svært få alternativer og konkurransemuligheter. Her er det viktig at Forsvaret er klar over mulige konsekvenser og stiller klare krav til nasjonal andel av fremtidig vedlikeholdsbehov. Svein Nielsen, Direktør, Forsvarets Logistikkorganisasjon, Tungt vedlikehold / 5 / 5-Nov-09
Performance Based Logistics (PBL) Origin and concept of PBL / 6 / 5-Nov-09
Origin and concept of PBL (1) The origin in the defence sector of the migration of the logistics support strategy to PBL was the work conducted in the States by the end of the 90s by the Office of the Secretary of State for Defence, the three Services, the Joint Staff and the Logistics Defence Agency. PBL represents a change of paradigm, moving from contracting and paying for devoted resources to contracting and paying for results achieved. Instead of telling the contractor what to do and how to do it, the customer tells him what he wants to achieve and then relies on the experience, capabilities and motivation of the contractor to achieve it. / 7 / 5-Nov-09
Origin and concept of PBL (2) PBL Definition the purchase of support as an integrated, affordable, performance package designed to optimize system readiness and meet performance goals for a weapon system through long-term support arrangements with clear lines of authority and responsibility. Application of performance Based Logistics may be at the system, subsystem, or major assembly level depending on program unique circumstances and appropriate business case analysis. DoD Defence Acquistion Guidebook (2001) Effectiveness Cost Cost Effectiveness / 8 / 5-Nov-09
Origin and concept of PBL (3) Increasing competition Increasing complexity Dissatisfaction cost/effectiveness Diminishing resources Etc Outsourced support Outsourced support PBL-type support Organic support Organic support / 9 / 5-Nov-09
Origin and concept of PBL (4) PBL Outsourcing Dimensions Responsibility ILS Scope ILS elements System scope All Several One System S A S S S O Logistics support elements Subsystem Component SS A C - A SS S C - S SS O C - O System A PBL contract can be set at system, subsystem or relevant component level, and may comprise all, several or just one logistics support element. The third dimension refers to the degree of responsibility transferred from customer to contractor as for example: Technology refreshment programs (Obsolescence of materials, Functionality upgrades), Engineering changes (type I & type II), Reliability growth programs, Configuration management, Etc / 10 / 5-Nov-09
Performance Based Logistics (PBL) Effectiveness metrics / 11 / 5-Nov-09
Effectiveness metrics (1) The metrics used for the assessment of the performance or effectiveness of a system can be divided into two levels: Level I - Reward-related metrics. Metrics that represent and indicate achieved levels of performance with respect to set objectives, and enable the determination of the reward to be earned by the contractor. Level II Health system indicators. Their purpose is to reflect the state of processes that are deemed essential. They are not used to determine the reward for the contractor, but as help for the management, as they allow the detection of aspects that will likely end up in poor performance and thus enable the early taking of necessary corrective actions. / 12 / 5-Nov-09
Effectiveness metrics (2) The system health indicators depend on the nature of the system and of its associated logistics support processes. Some of the system health indicators that can be used are the following: Unplanned removals and replacements Generated engineering change proposals Engineering change proposals pending resolution Turnover rate of key personnel MTB(C)F TAT Number and state of test and support equipment / 13 / 5-Nov-09
Effectiveness metrics (3) The US Department of Defence has selected four concepts to represent system effectiveness, each of one is measured or assessed through a specific set of metrics: Operational Availability Operational availability Degraded operational availability Mission availability Degraded mission availability Operational Reliability Mission reliability Degraded mission reliability Mission dependability Degraded mission dependability Response Time Average time taken to fulfil a support need Logistics Footprint Number of Line Replaceable Units Number of Shop Replaceable Units Weight of spares and consumables required per a given period of operation Volume of spares and consumables required per a given period of operation Number of manuals and specific documents Number of specific test and support equipment Number of technicians needed to operate and maintain the system / 14 / 5-Nov-09
Effectiveness metrics (4) Eks: Guaranteed Operational Effectiveness Manage and Guarantee Performance Reliability Maintainability Availability Supportability Operation Maintenance Logistics Technical Effectiveness Process Efficiency System Effectiveness Operational Effectiveness System Life-Cycle Cost/CAIV E o = ( E O ) ( A M ) s e i TOC e E s = System Effectiveness (NRD, P k, Response Time,...) O e = Operator Efficiency (Operational Training, Skill Levels,...) A i = System Inherent Availability M e = Maintainer Efficiency (Maintenance Training, Supply Support, OBRP,...) / 15 / 5-Nov-09
Performance Based Logistics (PBL) Barriers to PBL contracts / 16 / 5-Nov-09
Barriers to PBL contracts (1) Technical-Contractual Cultural-Organizational Are there incentives? What targets are set? What is the target price? Is there one part at risk? What metrics should be used? With what frequency measure? How should metrics be measured? Are trade-off among metrics allowed? Barriers Business-Political Existing Procedures Winners and losers Resistance to change Change in responsibilities Intellectual and industrial property Strategic Considerations Applicable Legislation Source of funding Legacy rights / 17 / 5-Nov-09
Barriers to PBL contracts (2) Knowledge map En potensiell sideeffekt av PBL kontrakter er at kunde mister kompetanse knyttet til de ulike ILS elementene. Dette kan medføre risiko fordi forståelse for omfang, kompleksitet og risiko knyttet til outsourcede aktiviteter reduseres noe som igjen kan svekke forhandlingsposisjoner. Eksempel reservedeler Tradisjonelt: Kunde bestiller reservedeler basert på anbefaling fra leverandør (i henhold til operasjonsprofil). Og håndterer risiko ved eventuelle avvik fra anbefalinger. PBL tilnærming: Kunde oppgir et effektivitetsmål som skal oppnås og overfører ansvaret til leverandør for å avgjøre omfang, antall og plassering. Kunde kan fokusere på bruken av systemet, men kan potensielt få redusert kompetanse på metoder for å identifisere reservedeler. / 18 / 5-Nov-09
Barriers to PBL contracts (3) Knowledge map Forslag til håndtering av potensiell svekkelse av kompetanse ved overgang til PBL kontrakter: Identifiser riktig omfang av outsourcing i forhold til de tre mulige aksene slik at support som vurderes som kritisk relatert systemet og operasjonsprofiler håndteres i egen organisasjon. Sørg for at kritisk kompetanse videreføres i egen organisasjon. Identifiser mulige health metrics og indikatorer som kan bidra til å opprettholde et akseptabelt kompetansenivå knyttet til support av aktuelle systemer. Oppretthold en systemtilnærming som gjør at en lettere kan identifisere hva som er de viktige områdene å holde innenfor egen organisasjon. / 19 / 5-Nov-09
Barriers to PBL contracts (4) PBL scheme: win-win, or lose-lose! Customer and Contractor have to clear all the barriers or hurdles in order to achieve their respective prizes (desired level of system effectiveness for the customer, and attractive benefit for the contractor). Nevertheless, they have to clear the hurdles whilst running with their ankles tied. It is clearly a win-win initiative, because failure of one party wil rapidly cause failure for the other. They run together, and not against each other! Technical-Contractual Cultural-Organizational Political-Business / 20 / 5-Nov-09
Performance Based Logistics (PBL) Example of PBL Contracts - FA-18 / 21 / 5-Nov-09
PBL for FA-18 (1) The F/A-18 is a multi-role fighter designed in the 70s. It is in operation in the US Navy and in seven other countries. The last version is FA-18-E/F (single seat and twin seat), manufactured by the consortium integrated by Boeing, Northrop Grumman, GE Aircraft Engines and Raytheon; said consortium has over 1.800 suppliers worldwide. Evaluation of PBL by Jacques S. Gansler and William Lucyshyn, 2006 / 22 / 5-Nov-09
PBL for FA-18 (2) As of July 31, 2005, the US Navy had: 151 F/A-18-A/B 530 F/A-18-C/D 228 F/A-18-E/F 90 F/A-18-G The budget of the US Navy for the maintenance of that fleet in 2005 was US$ 4.400 millions. / 23 / 5-Nov-09
PBL for FA-18 (3) Decision to focus on a new sustainment strategy. The vision of the sustainment strategy was to develop and implement a comprehensive F/A-18 support plan that would provide the required readiness for the Navy, while reducing resource utilization and cost. The approach chosen was not to use a single PBL contract at the system level, but instead to apply the PBL concept at the sub-system/component level. The implementation involves the optimization of multiple PBL contracts with multiple OEMs to provide the best value, longterm support solution for specific F/A-18 systems, subsystems, and components. / 24 / 5-Nov-09
PBL for FA-18 (4) The first step in the new support strategy, based on PBL, was the creation of a virtual government office that integrated all government stakeholders. The outsourcing support strategy adopted was establishing multiple PBL contracts at subsystem and component level, under the framework of a Performance-Based Agreement (PBA) between the Program Manager and the heads of the Wings operating the F/A-18s. / 25 / 5-Nov-09
PBL for FA-18 (5) The main contract signed under the Performance-Based Agreement was the F/A-18 Integrated Readiness Sustainment Team (FIRST), awarded by Naval Inventory Control Point (NAVICP) to Boeing in May 2001. The contract included responsibilities, among others, for procurement, storage and supply of spares; transport; obsolescence management; reliability growth programs; and configuration management. The initial contract was cost plus incentives, to evolve to fixed price plus incentives over a 5 year period, that could be extended another 5, and that covered 3.889 WRAs (Weapon Replaceable Assemblies) and SRAs (Shop Replaceable Assemblies), 349 support equipment items and over 20.000 consumables. / 26 / 5-Nov-09
PBL for FA-18 (6) In order to support the rest of subsystems the Program Office awarded (or is to award) contracts relative to other subsystems or components, like the tires, as shown in the figure. / 27 / 5-Nov-09
PBL for FA-18 (7) The FIRST contract enabled a sustained increase of the Mission Capable Rate of the F/A-18s from 57% to 72%, in the first 5 years. / 28 / 5-Nov-09
PBL for FA-18 (8) The FIRST contract is going to represent substantial cost savings. / 29 / 5-Nov-09
PBL for FA-18 (9) Tires In 1999 NAVICP was still responsible for an inventory of over 50.000 tires, of 23 different types, for 16 types of aircraft. Yet, it could not ensure that the tires would be when and where needed. / 30 / 5-Nov-09
PBL for FA-18 (10) Tires In May 2000 NAVICP issued a Request for Proposal for a PBL contract for for US Navy and for the customers of the Foreign Military Sales system. The US$67M 5-year fixed-price contract, with two 5-year options, was awarded in April 2001 to the team Michelin Aircraft Tires Corporation Lockheed Martin. Michelin and Lockheed Martin manage the supply of tires for the naval aircraft, including forecasts, purchase, storage, transport and recycling. Deliveries are guaranteed at a level of 95% in two days in continental US, and in four days in the rest of the world. / 31 / 5-Nov-09
PBL for FA-18 (11) Tires The table shows the increase in satisfactory deliveries of tires, specially relevant considering that the initial value was around 81%. / 32 / 5-Nov-09
PBL for FA-18 (12) Tires The table shows the reduction achieved in stock of tires, from the initial 50.000 units to less than 13.000, with 2.200 belonging to the US Navy. The foreseen savings for the US Navy amount to US$46M during the duration of the contract. / 33 / 5-Nov-09
PBL for FA-18 (13) The table shows the increase in availability of several subsystems or main components, due to PBL contracts. / 34 / 5-Nov-09
PBL for FA-18 (14) In summary, the FA-18 sustainment strategy has had a dramatic impact on the readiness of the Navy s frontline fighter. The creation of the virtual program office has brought together all of the government stakeholders and provided them a single focus affordable readiness. The PBL contract metrics were formulated to support the readiness requirements of the warfighter, and formalized in an agreement with the program office. Then with the aggressive implementation of PBLs the readiness improved dramatically, while reducing costs. / 35 / 5-Nov-09
Andre PBL erfaringer Author Domain Lessons learned Defence Acquisition University Gilbertson Defence Defence Historical data are essential to achieve objective goals. PBL contracts should have large duration (5 to 10 years). Performance objectives should be set against a baseline. Several Defence Spain The identification of responsibilities is essential, as otherwise could mean that the contractor is held responsible for low performance due to reasons beyond his control. Rogers Hensher/Houhton Berends Communications (Unites States) Public Transport (Australia) Petrochemical (Netherlands) Application of PBL strategy can lead to substantial LCC savings. Communication between customer and contractor should be transparent. Incentives are to be attractive to contractor throughout duration of contract. Key personnel on both organizations should have continuity throughout contract. / 36 / 5-Nov-09
NSM (Naval Strike Missile) og PBL Utviklingsprogram og produkt / 37 / 5-Nov-09
NSM Utviklingsprogram Bakgrunn Sjøforsvaret gjennomførte en kravanalyse for nye ASuW missiler for å møte utfordringer i 2010-2020. Resultatet av analysen var at hverken eksisterende missiler eller eventuelle oppgraderinger kunne møte de operative kravene. Det ble besluttet å utvikle et Nytt SjømålsMissil, NSM (=> Naval Strike Missile) Utviklingskontrakt til KOG (Desember 1996) Fastpriskontrakt (1300 MNOK) 150 ingeniører i 10 år Omfattende tester og simuleringer POD tester (F5) av søker og navigasjonssystem Et antall testfyringer Anskaffelseskontrakt til KOG (Juni 2007) Fastpriskontrakt (2746 MNOK) 200-250 ansatte 7-8 år Installasjon og Integrasjon på Kystkorvetter og Fregatter Leveranse av Skipsfast utstyr (SFU), Launchere med missiler (LMM er) og kundestøtteutstyr / 38 / 5-Nov-09
NSM Utviklingsprogram De viktigste operative krav Penetration of target defences Autonomous Target Recognition in a multi-vessel environment Open ocean and Littoral Multi-Role Ship targets (primary) Land targets (future) Stand-Off range Integrated mission planning system Multi platform Ship and land-mobile Helicopter and aircraft carriage (future) / 39 / 5-Nov-09
Penetration of target defences Late Detection Reduced Air Defence reaction time Passive no RF radiation Extremely low signature; radar cross section and IR Low flight altitude IR Counter Measures Inner Layer Defence Near Short Range Defence approx 30 km Local Area Defence approx 80 km Back / 40 / 5-Nov-09
NSM Utviklingsprogram NSM Missilsystem & Våpenplattform Integrasjon Combat Management System (CMS) The NSM Missile System: LMM (2 x 4) Launcher Missile Module, LMM Missile System Administrator, MSA Power Distribution Unit, PDU Cable Connection Unit, CCU Test Equipment: Base Test Equipment, BAT Ship Cable Tester, SCaT Handling Equipment: Lifting Beam Trolley Stacking Frame Loading Ramp Tilting Fork Missile Administration and Power Control / 41 / 5-Nov-09 Technical Documentation Spare Parts
NSM Missildata Physical data Length (w/booster): 3,96 m Height: 0,50 m Width: 1,36 m Launch weight: ca. 410 kg Flight weight: ca. 345 kg Flight data Velocity: High subsonic Operational range: 150 km ++ Minimum range: 3 km / 42 / 5-Nov-09 Back
NSM Testutstyr Base Test Equipment (BAT) Used on base test facility to test LMM Ship Cable Tester (SCaT) Used onboard weapon platform to test ship installation and cabling before installing LMM / 43 / 5-Nov-09
NSM Håndteringsutstyr Stacking Frame Trolley Lifting Beam Tilting Fork Loading Ramp / 44 / 5-Nov-09
NSM (Naval Strike Missile) og PBL Utvikling av vedlikeholdskonsept / 45 / 5-Nov-09
Krav til Supportability & Vedlikehold (1) Vedlikehold og forsyning skal tilpasses Sjøforsvarets organisasjon både ombord på fartøyene og i land. Ved innføring av NSM vedlikehold- og forsyningsoppdrag skal det søkes løsninger som kan redusere behovet for utdannelse, personell, dokumentasjon, støtteutstyr, fasiliteter, reservedeler, transport o.l NSM PROSJETHÅNDBOK, DEL 8: PLAN FOR VEDLIKEHOLD OG FORSYNING (1996) / 46 / 5-Nov-09
Noen krav til Supportability & Vedlikehold (2) Levetidskostnader Levetidskostnadene skal være så lave som mulige. Missilsystemet skal designes slik at de totale driftskostnadene kan holdes lavest mulig. Levetid & Vedlikeholdsintervall Missilsystemet skal designes for å møte ytelseskravene i en levetid på minst 20 år. Dersom det i missilsystemet finnes deler som har en kortere levetid enn missilsystemets spesifiserte levetid bør disse ha en levetid på minst 10 år. Vedlikeholdsintervallene skal være så lange som mulige. Tiden mellom hvert hovedettersyn skal være > 5 år. Diverse Vedlikeholdet bør være enklest mulig. LMM på våpenplattform skal ikke kreve ettersyn ut over vedlikehold på O-nivå. MTTR på våpenplattform skal være kortere enn for dagens Penguinsystemer. Funksjonstesting skal kunne foretas via de elektriske grensesnittene, uten fysiske inngrep. / 47 / 5-Nov-09
NSM Vedlikeholdskonsept trade-off Analyse Kriteria Vendors SRU/Component Vendors Explosives Intermediate Facility or KDA Facility KDA Facility Vendors SRU/Component Vendors Explosives / 48 / 5-Nov-09 LMM LMM, NSM without Warhead & Booster Initial Trade Study Driven By: Material Costs: Facility Cost (Initial Investments & On-Going Support) Test and Support Equipment Cost (Initial Investment & On-Going Support) Repairable/Consumable Cost (Initial Investment and On-Going Support) Handling, Storage, Transportation Equipment Cost Technical Documentation (Initial Investment and On-Going Support) Spares (Initial Investment and On-Going Support) Personnel Costs: Manpower and Personnel Costs (Skill Level Requirements) Training (Operation/Maintenance) Cost (Initial and On-Going) Transportation Costs
NSM Maintenance Concept Development: Synthesis of Baseline Concept MSA Electronic Modules LMM LMM, NSM without Warhead & Booster / 49 / 5-Nov-09 Intermediate Facility Corrective/Preventive NSM Level BAT and Checkout Testing Inspection of tools, test & and support equipment Disassembly and Assembly Remove/Replace Warhead/Booster Surface Treatment Alignment/Calibration All Maintenance actions performed by Navy personnel KDA Facility Preventive/Corrective (LRU Level) Disassembly and Assembly LMM Remove/Replace Warhead & Booster Surface Treatment Alignment/Calibration LRU Level BAT and Checkout Testing Corrective (SRU Level) Disassembly and Assembly SRU level BAT and checkout (TBC) Identify Faulty SRU Remove/Repair/Replace SRUs Remove/Repair/Replace Components Preventive (SRU Level) Disassembly and Assembly Overhaul /Replace SRU Vendors SRU/Component Vendors Warhead/Booster
NSM Maintenance Concept Development: Synthesis of Alternative Concept for RNoN MSA Electronic Modules LMM LMM, NSM without Warhead & Booster / 50 / 5-Nov-09 Intermediate Facility Corrective/Preventive NSM Level BAT and Checkout Testing Inspection of tools, test & and support equipment Disassembly and Assembly Remove/Replace Warhead/Booster Surface Treatment Alignment/Calibration All Maintenance actions performed by Navy personnel Vendors Warhead/Booster KDA Facility Preventive/Corrective (LRU Level) Disassembly and Assembly LMM Remove/Replace Warhead & Booster Surface Treatment Alignment/Calibration LRU Level BAT and Checkout Testing Corrective (SRU Level) Disassembly and Assembly SRU level BAT and checkout (TBC) Identify Faulty SRU Remove/Repair/Replace SRUs Remove/Repair/Replace Components Preventive (SRU Level) Disassembly and Assembly Overhaul /Replace SRU Vendors SRU/Component Vendors Warhead/Booster
NSM Vedlikeholdskonsept Vedlikeholdsaktivitet per vedlikeholdsnivå Scheduled Maintenance; NSM Level BIT (LMM, MSA, PDU, CCU) Inspection of LMM, MSA, PDU, CCU Inspection of tools, test & support equipment Replacement of LMM (scheduled intervals) Unscheduled Maintenance; Replacement of LMM Replacement of MSA (Electronic) Modules Replacement of PDU (Electronic) Modules Replacement of CCU Intermediate I-Level (Customer Facility Base) Scheduled Maintenance; LMM Level BAT Testing Inspection and maintenance of tools, test & support equipment Other Tasks; LMM and Spare Modules Storage LMM and Spare Modules Shipment O-Level (Weapon Platform) All Maintenance actions performed by Certified Navy personnel All Maintenance actions performed by Certified Navy personnel MSA & PDU Electronic Modules, CCU MSA & PDU Electronic Modules, CCU D Level (KDA Facility) Scheduled Maintenance; NSM Main Overhaul Surveillance Program Administration Unscheduled Maintenance; LMM and components Repair Other Tasks; Surface Treatment Alignment/Calibration LMM Level Testing with BAT All Maintenance actions performed by Certified KDA personnel Suppliers Planned TBC / 51 / 5-Nov-09
NSM (Naval Strike Missile) og PBL NSM & PBL / 52 / 5-Nov-09
NSM & PBL (1) Kontraktsoversikt Per i dag er det ikke planlagt noen PBL kontrakt for NSM 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 K: 1760 27 100 (NSM Anskaffelse) K: 07-014-008 (NSM Driftsfase I) (NSM Driftsfase II?) IntFyr/TekEval (Ihht Kontrakt) / 53 / 5-Nov-09
NSM & PBL (2) Systemansvar I forkant av inngåelse av NSM Anskaffelseskontrakt ble Systemansvar brukt som betegnelse på en potensielt fremtidig vedlikeholdsavtale. Systemansvar KDA som leverandør vil sørge for at NSM Missilsystem som definert i kapittel 3.1 oppfyller de spesifiserte kravene til ytelse og funksjon som angitt i kontrakt for Anskaffelsesfasen. Dette innebærer at NSM Missilsystem ved bruk hos kunden og gjennom dets operative levetid, vil ha teknisk tilgjengelighet (At), treffsannsynlighet (Ph), og systemsikkerhet som spesifisert. KDA vil sørge for at systemkompetansen for NSM Missilsystem blir opprettholdt gjennom den operative levetiden til NSM Missilsystem. Systemansvaret vil inkludere opprettholdelse av systemytelse ved å overvåke kritiske komponenter og utføre test og vedlikehold i henhold til 023X68000553 Test and Maintenance Plan. A25356: Systemansvar i Driftsfasen / 54 / 5-Nov-09
NSM & PBL (3) Systemansvar Følgende systemparametere skal overvåkes gjennom hele driftsfasen, og være som spesifisert for materiellet ved levering: Treffsannsynlighet (Ph) Teknisk Tilgjengelighet (At) Systemsikkerhet Dokumentet 022X68000553 Reliability-, Availability-, Maintainability-, Safety (RAMS) Plan vil beskrive hvordan kravene relatert til systemparametrene over vil overvåkes gjennom levetiden til NSM Missilsystem. A25356: Systemansvar i Driftsfasen / 55 / 5-Nov-09
NSM & PBL (4) Systemansvar Eksempler på forutsetninger: Det er en forutsetning at det er gjennomført en vellykket systemintegrasjon for den aktuelle våpenplattformen, og at denne er godkjent av kunde og leverandør. Test og Vedlikehold på O/I-Level utføres i henhold til 023X68000553 Test and Maintenance Plan. Resultater fra alle (relevante) tester rapporteres til KDA Operative data logges for å muliggjøre analyser av surveillance data. Spesifiserte kvalifikasjoner for O/I-Level personell opprettholdes. KDA som leverandør opprettholder nødvendig systemkompetanse. Dette inkluderer som et minimum: Kunne videreutvikle NSM Missilsystemets operative konsept. Kunne implementere ny HW og SW. Kunne modifisere og oppdatere HW og SW. Kunne utføre tester, vedlikehold og reparasjoner. Kunne utføre kurs og opplæring. Gjennomføre periodisk sertifisering av Kundestøtteutstyr. Gjennomføre periodisk oppdatering og vedlikehold av Teknisk Dokumentasjon (manualer). Utarbeide og gjennomføre aktiviteter i henhold til en Technology Refreshment Plan. A25356: Systemansvar i Driftsfasen / 56 / 5-Nov-09
NSM & PBL (5) Systemansvar (Eks: Technology Refreshment Strategy) Supplier Environment Product and Technology Evaluation Technology Monitoring & Forecasting Monitor Development Identify Emerging Technology Identify Relevant Technologies Predict Major Future Technology Evolution Contractor Responsibility Customer Environment Technology Insertion Operational Requirements Updates Threat Assessments Strategy Updates Military Capabilities Requirements Updates Obsolescence Management Periodic Review for Obsolescence Issues Block Upgrade Development Add Capability and Refresh Technology System Baseline Evaluate Baseline for Obsolete HW and SW Identify Tech. Refresh Alternatives Evaluate System Update Needs Prototype Candidate Designs Develop Updated Baseline Technology Assessment Analyze/Eval uate Design Options Simulations & Analysis Models Update Model Baseline / 57 / 5-Nov-09
NSM & PBL (6) Systemansvaret omtalt er å betrakte som en PBL tilnærming. Per nå jobbes det ikke aktivt videre med dette. I NSM Anskaffelse er det forøvrig levert en LCC analyse som i realiteten er en analyse over driftskostnadene til NSM basert på en rekke forutsetninger. Under presentasjon av denne i oktober-09 ble det klart at det er behov for å tenke aktivt på hvordan en ønsker å bruke systemet, og hvordan en ønsker at support skal foregå. Analysen er dermed et grunnlag for å tenke videre på hvilke ILS aktiviteter det vil være naturlig å betegne som kritiske å ha kontroll på. / 58 / 5-Nov-09
NSM & PBL (7) Kommando og Kontroll Helikopter NH 90 Våpensystem NSM Sensor SPY 1 F Våpensystem ESS Sensor CAPTAS Våpensystem SLT Sensor Våpensystem På samme måte som for FA-18 kan en for fregatt (og MTB) se for seg en virtuell programorganisasjon som håndterer ulike PBL kontrakter. / 59 / 5-Nov-09
Oppsummering / 60 / 5-Nov-09
Oppsummering (1) Kriterier for overgang til PBL support strategi Det er mange aspekter som må vurderes for å kunne avgjøre om det er riktig å gå over til PBL som support strategi: Hvor fornøyd er kunden med cost/effektivitet for systemer i drift allerede? Tilgjengelighet på historiske ytelsesdata for systemer i drift eventuelt pålitelige prediksjoner for nye systemer? Life-cycle fase for det aktuelle systemet. Systemdimensjon (system, subsystems, elements) Logistikkdimensjon (alle, noen eller et ILS element) Er det mulig å definere fornuftige health indicators og metrics? Kapabiliteter tilgjengelig i industrien Hva tillater dagens lovverk? Hvor mye kreves for å forhandle og følge opp en PBL contract? Har kunden tilstrekkelig med personell for å opprettholde tradisjonell support strategi? Har kunden gjort vurderinger av hva som må kunne håndteres inhouse? Etc / 61 / 5-Nov-09
/ 62 / 5-Nov-09 Oppsummering (2) Flowchart for conducting a PBL business case
Oppsummering 3) Artikkelen fra Forsvarets Forum omtalt innledningsvis illustrerer noen av usikkerhetene som er knyttet til PBL. Det er viktig å starte i det små, og spesielt analysere hvilken kjernekompetanse det er viktig å beholde i Forsvaret og hvilke områder en kan vurdere å outsource. Med det formål å øke effektivitetsgraden, og følgelig måtte akseptere en risiko for å redusere kompetansen innenfor disse områdene. PBL kontrakter kan etableres som en gradvis overgang fra tradisjonelle kontrakter. Dette vil tillate både kunde og leverandør å tilegne seg erfaring og trygghet til å påta seg ansvar og plikter. / 63 / 5-Nov-09
Kongsberg Defence & Aerospace / 64 / 5-Nov-09