NADEP.org

NAVAL AIR DEPOT - north island, california

Direct Digital Controls (DDC)
DDC is an acronym used in the Industrial Production Support Office at NADEP to indicate a planned effort to determine the actual usage of plant equipment. Currently, equipment maintenance is performed on a calendar basis rather than a machine usage basis. Some equipment (air handling equipment, autoclave) is currently instrumented and monitored. The depot plans to expand DDC with digital sensors on other industrial plant equipment and facilities equipment to determine maintenance requirements and usage rates. This information will then be used to more accurately schedule workload and calculate plant capacity, an additional benefit of being able to monitor system performance and make adjustments from a remote location has been realized.

Indirect Labor Tracking
Most organizations do not track the output of production support groups in terms of specific products. In selected areas, the NADEP has begun tracking the daily output of support groups by developing a menu of all the products produced in these groups and a list of all their customers. Each day, each individual completes a log indicating the time spent on each product and for what customer. This information is transmitted via individual PC to a server where the data is fed into a relational database. Ultimately, the daily expenditures of indirect funds can be assigned to very specific support products, with the obvious long-term capability of making business decisions based on very specific data.

Facility Equipment Management Application (FEMA)
The Facility Equipment Management Application was developed as a tool to support facility and equipment maintenance decisions. FEMA is based on the commercial-off-the-shelf Maximo software currently being utilized in many commercial industrial facilities. FEMA tracks equipment and facilities inventory, maintenance history, and labor and material expenditures and can be tailored to meet a variety of organizational requirements. NADEP, North Island is also using FEMA to generate work orders for both scheduled and corrective maintenance, maintain a trouble call log, and update status on other projects within the Industrial Planning Competency. Over 100 users currently have varying levels of access to the system. We expect FEMA to lower our overall maintenance costs by identifying underutilized equipment and equipment with excessive down time. FEMA is currently being exported to the other Naval Air Depots at Jacksonville and Cherry Point. All three NADEP’s will employ metrics generated by FEMA to track progress against certain Business Process Reengineering initiatives.

Hazardous Materials Management System (HMMS)
The Hazardous Materials Management System (HMMS) is a software application that supports the control and tracking of hazardous materials usage throughout the plant. Tracking can be accomplished down to the individual artisan. Before HMMS, NADEP experienced the hoarding of hazardous materials by individual shops, which resulted in material exceeding shelf life and having to be disposed of as hazardous waste. Now hazardous materials are issued through 10 issue centers, which act as choke points for their distribution. Since implementing HMMS in 1995, NADEP North Island has improved inventory control, traceability, and delivery time for its hazardous material. The Depot estimates a 30% reduction in both hazardous material purchases and hazardous waste generation attributable to HMMS.

In addition, in 2001, NADEP North Island began to implement the hazardous waste module of HMMS to complete the "cradle-to-grave" tracking ability of HMMS. As a result, hazardous waste drums are now tracked by bar coding, eliminating manual inputting of data. Another benefit is the elimination of the requirement to attach waste profiles to the waste drums, saving the shops time and paper. Total estimated labor savings attributable to the waste module of HMMS is 3000-4000 hours/year plant-wide.

ISO 9000
Naval Air Depot (NADEP), North Island recently announced that the Quality Management System (QMS) of Aircraft Support Services (Paint Complex and Maintenance Control Center) and the Technical Library Services has been registered as compliant with the International Standard ISO 9001:2000.

This achievement was a direct result of Team NAVAIR working together in effectively developing and maintaining the Quality Management System in order to be registered. Meeting the ever-growing customer demand for the highest level of quality is vital to the future success of companies in any kind of business. That is why the NADEP’s statement of Quality Policy is centered on three key principles: Customer Satisfaction, Continual Improvement, and Compliance to all Regulatory requirements. NADEP has demonstrated their commitment to quality and to the continual improvement of their management system by successfully achieving Registration of the Aircraft Support Services and Technical Library Services.

One of the keys for our successful implementation was the utilization of an in-house software tool called Document Control and Records System (DCRS). It was developed using the Lotus Notes platform. It is now currently being revised to accommodate both the ISO 14001 Environmental Management System and ISO 9001:2000 Quality Management System into a single Management System that can be accessed via a secure server over the Internet. The auditors were impressed and were able to reduce their audit time by about twenty percent. There is already a growing interest from other DoD sites to use this system. Currently, the Naval Facilities Engineering Group Pacific Division at Pearl Harbor, Hawaii and NADEP, Cherry Point are accessing a prototype template. If utilized accordingly, this valuable tool would enable them to also achieve registration to either ISO 14001 or ISO9001: 2000.

ISO 14001
In May of 1999, NADEP North Island became the first organization in the Federal Government to successfully register to the ISO 14001 International Standard for Environmental Management Systems (EMS). ISO 14001 EMS puts rigor into the management processes associated with the control of activities, which create environmental impacts. Execution of the EMS produces continual environmental improvement. This continual improvement activity creates benefits that extend far beyond improving the organization's environmental compliance posture. Some of these benefits are listed below:

• The EMS vertically integrates environmental planning throughout the organization. Each Strategic Business Unit (SBU) develops or identifies improvement projects that can reduce impact to the environment. Many of these projects include multiple benefits with regards to quality, efficiency, cost and stakeholder impact as well. The proposed improvements are reviewed by a multi-disciplinary team of subject matter experts called the Environmental Improvement Team (EIT), representing all facets of the organization. Possible secondary impacts to other parts of the organization are discussed at that time. The review results are presented to the SBU competency leader who makes a business decision on implementation. Improvement projects in excess of $25,000 are presented to the NADEP Executive Steering Committee (ESC) for final consideration. The process ensures organizational resources are wisely and effectively directed in concert with overall strategic objectives. The process has already resulted in instances of significant cost savings as well as cost avoidance.
  
• The EMS improves document control. Documentation was strengthened by creating a paperless software application called the Document, Control and Record System (DCRS) to support EMS management and system documentation. The EMS requires that all work procedures governing activities which can create environmental impacts (practically everything) be current and properly controlled. This requirement is the subject of internal audits. The process has already resulted in significant organizational improvements in this arena.
  
• The EMS leverages organizational knowledge in several ways. The internal audit process calls for auditors outside of the SBU to perform the internal audits. This process contributes to cross-fertilization of knowledge and ideas throughout the command. The external audits bring outside professionals with comprehensive exposure to best management practices throughout the public and private sector. Each auditor represents a unique opportunity for organizational learning. Also, the EIT team consists of representatives from the various functional support groups throughout the NADEP who are, in turn, connected to their respective staffs. Each review of a proposed improvement becomes an opportunity to learn for each group representative with an opportunity for that knowledge to filter back to the larger group. In addition, the ISO 14001 international standard has a requirement to identify an organization's environmental aspects. Staff members of each SBU accomplish this by performing a functional analysis -- defining their own functionality. This analysis provides a complete view of the SBU's products, activities and services in ways that were never before available. The applicability of this analysis goes far beyond its utility for maintaining environmental compliance.
  
  
• The EMS facilitates communication and the sharing of information. The DCRS software application is available over the LAN to facilitate the instantaneous sharing of information. This information includes the results of all internal and external audits along with their lessons learned, organizational objectives and targets, and the process flow diagrams created by the functional analysis efforts of each SBU. Additional customized modules of information and data continue to be added on to facilitate operations and communication.
  
  
• The EMS improves stakeholder relations. Registration to ISO 14001 carries the weight of international acceptance and recognition of environmental excellence. This enhances our local public image and customer confidence and, internationally, provides competitive advantage for maintaining or acquiring workload.
  
  
• The EMS facilitates implementation of ISO 9001. Following the precepts of ISO 14001 develops a solid foundation for the implementation of ISO 9001. The specific features of how NADEP North Island implemented ISO 14001 create additional opportunities for synergy and integration between the standards beyond that typically envisioned by the ISO community.
  
  
• The EMS enhances the Pollution Prevention Program. The implementation of ISO 14001 adds depth and breadth to the Pollution Prevention Program. Since the inception of ISO 14001, 54 objectives and targets have been introduced to the system, 32 have been completed and 20 are currently in work. Many of these were pollution prevention related.
  

Partnering with Industry

NADEP North Island is engaged in or pursuing numerous partnerships with private industry. We are currently engaged in a partnership with the Boeing Company for the repair of hundreds of line items of F/A-18 E/F components. We are developing depot repair capability, certifying capability and then performing the repair actions for this new weapon system. This Performance Based Logistics (PBL) effort will peak and maintain a 250 man-year annual level of effort. The PBL arrangement is designed to provide superior Fleet support for the life cycle of the platform. We are pursing a similar arrangement with Boeing for AV-8B components. In the near future, we will be performing F/A-18 cockpit display repair for Kaiser Electronics in support of a PBL contract. Other partnerships under development or in the exploratory phase include support of components for platforms such as the F/A-18, H-60, E-2, S-3 and multi platform systems. These partnership discussions involve relationships with all of the major Original Equipment Manufacturers (OEM) and many of the most significant second tier system suppliers. Other unique partnerships include an arrangement with a local aerospace museum to paint their military aircraft for display on the USS Midway. This agreement benefits the museum and provides for additional workload for our paint shop on a non-interference basis. In all cases, these partnerships are designed to ensure the best possible support to the Fleet. Commercial best practices coupled with the NADEP’s expertise in component repair make a winning combination for the Warfighter, private industry and the NADEP.

Integrated Maintenance Concept (IMC)

A Reliability Centered Maintenance (RCM)-based concept to:

• Eliminate Aircraft Service Period Adjustment (ASPA).
• Base Preventive Maintenance (PM) tasks including Standard Depot-Level Maintenance (SDLM) on RCM logic, eliminating unnecessary tasks while maintaining required level of safety.
• Efficiently execute all PM tasks, O-, I-, and D-level maintenance by eliminating redundancies.

The objectives are to reduce SDLM cost, improve aircraft material condition, and improve ability to predict and level load depot workload. NAVAIR Depot North Island is currently performing IMC on F/A-18, E2C, S-3, H-I, H-60 and H-53 aircraft.

MRP II

The MRP II system implemented at North Island is an integrated suite of commercial applications, custom interfaces and screens that uses a single database to support the complete life cycle of the depot maintenance and repair process. Developed by Western Data Systems, it is based on industry best practices MRP II software and is used by companies like Boeing to manufacture military aircraft and electronic systems. The MRP II software has been supplemented for the Navy’s MRO business to include integrated workbench packages such as Tear Down and Disposition Workbench, Planner Workbench, Capacity Workbench and Bill of Material Workbench. This MRO solution is designed to dramatically improve your repair and overhaul turn-around-time and on hand inventory levels by leveraging and focusing your current organizational agility and lean repair operations. The solution has been tailored to build on North Island’s current business structure and will introduce new streamlined business processes, improved policies and the enabling information systems to achieve higher standards of customer service.

Open Plan

Open Plan is an enterprise project management system, representing a comprehensive solution to project planning and management tasks through multi-project analysis, critical path planning and resource management. Open Plan includes all of the elements of cost and schedule required by a typical earned value cost control system:

• Performance Measurement Baseline (PMB)
• Physical percent complete (an estimate of the work that has actually been performed by Time Now)
• Actual costs to date
• Forecast

With this information, we can define the five principal elements of earned value cost control:

• Budgeted Cost of Work Scheduled (BCWS) - the budgeted cost of the work that should have been completed to Time Now, according to the PMB
• Budget At Complete (BAC) - the total budgeted cost of the work according to the PMB
• Budgeted Cost of Work Performed (BCWP) - the budgeted cost of the actual portion of the scheduled work that has been completed (or the earned value)
• Actual Cost of Work Performed (ACWP) - the actual costs expended to perform the work completed
• Estimate At Complete (EAC) - the estimated remaining costs plus the actual costs expended

Open Plan allows projects to be prioritized, ensuring that our resource allocation reflects our organization’s overall business objectives. Using Open Plan's Resource Breakdown Structures, our individual resources have been grouped to match the work centers created in MRPII. Resource histograms and S-curve reports (based on either quantity or cost) are easily produced. Cost histograms can optionally take into account cost escalation over time. Resource quantities are displayed as either totals per period, cumulative, or full time equivalents. Bar charts display slippage due to resource constraints, allowing the cause to be readily identified.

Our In-House aircraft data is loaded into Open Plan daily through an interface with our MRPII application Compass CONTRACT. Through this data load, our daily status reports display allocated verses actual expenditures, actual Turn-Around-Time (TAT) verses Baseline TAT and physical percent complete of the assigned tasks as well as their projected completion date. We are able to display resource requirements by trade, Baseline starts and completes verses Actuals and are able to generate and display all necessary notes associated with the projects.

We have also developed models within Open Plan, of our out-year forecasts. Our Financial personnel, using an interface generated by our Information Technology (IT), use this data to submit a well-educated estimate of our upcoming requirements in support of the A11 Budget process.

Technical Data on Intranet

The technical library web site, accessible through the depot's intranet, hosts six thousand, four hundred and eighty digitized publications, seven thousand, seven hundred and fifty Manual Change Releases (MCR’s), five thousand, three hundred and twenty-one Interim Rapid Action Changes (IRAC’s), one hundred and eight Interim Changes (ICs) and two thousand, five hundred and sixty eight formal and informal technical directives, and to provide on-line technical data. The technical library web site provides a means to manage, update and distribute technical data electronically within the depot. This method allows the depot to access one site for on-line digitized technical publications. Publications available are Avionics, Common Components, Engines, E-2 F-5, F-14, F/A-18, General Series, H-1, H-46, S-3, and Work Unit Codes.

Joint Engineering Data Management Information and Control System (JEDMICS)

The technical library web site, accessible through the depot's intranet, hosts six thousand, four hundred and eighty digitized publications, seven thousand, seven hundred and fifty Manual Change Releases (MCR’s), five thousand, three hundred and twenty-one Interim Rapid Action Changes (IRAC’s), one hundred and eight Interim Changes (ICs) and two thousand, five hundred and sixty eight formal and informal technical directives, and to provide on-line technical data. The technical library web site provides a means to manage, update and distribute technical data electronically within the depot. This method allows the depot to access one site for on-line digitized technical publications. Publications available are Avionics, AV-8s, Common Components, C-2, Engines, E-2 F-5, F-14, F/A-18, General Series, H-1, H-46, S-3, P-3 and Work Unit Codes.

AIRSpeed

Depot AIRSpeed is a 3-Year effort that leverages Theory of Constraints (TOC), Lean principles and Six-Sigma techniques to dramatically improve depot maintenance cycle time, reduce depot pipeline and increase the total Fleet supply chain velocity. North Island has focused it's initial efforts on the F/A-18 product line, in both airframes and components. Over the past six months, NI has begun spreading the AIRSpeed effort to include E2/C2 products, the LM2500, and the Multi-Line programs.

To date, Depot AIRSpeed has resulted in accelerated production and the WIP reductions have significantly increased the number of Ready For Tasking (RFT) aircraft available to the Fleet Commanders. North Island has returned the equivalent of an entire squadron of F/A-18s to the fleet from the maintenance cycle. This will enable the Navy, in the long run, to reduce the procurement pipeline of all of the aircraft lines.

Effective use of the AIRSpeed tools at North Island will keep the Depot competitive for the near and long-term future.