Enterprise Health Management
Workshop
NDIA Event #987B
New Orleans, LA
28 January 2009
Marty Chamberlain
Vector Technologies, Inc.
Transition Manager
Disclaimer
•Opinions, Conclusions and Recommendations in this Presentation are
mine
and (as a contractor) I do not speak for the Office of Naval Research.
Transition Manager Perspective
My Job
– Put in place and maintain
Technology Transition Agreements
With acquisition Programs of Record
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 . . . 748,000 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).
https://acquire.dau.mil/SearchResult.aspx?q=technology%20transition%20&l=ww
w_slib
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
OLD CONTEXT: The Policy Statement
~
1973
(Source: Gordon Little; Director, Wave Propagation Lab 1967+
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 . . . 748,000 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).
https://acquire.dau.mil/SearchResult.aspx?q=technology%20transition%20&l=ww
w_slib
Investments Targets
Initial Product/
Process Capability
Product/Process
Development
Product/Process
Insertion
Product/Process
Improvement & Sustainment
Rapid Technology Transition
QRSP/ Quick Reaction Fund/ CTTTF/ IED Task Force
6.1
6.2
6.3
6.4
6.5
6.7
Proc
O&M
DTRA and DARPA Programs
Future Naval Capabilities
INP / Swampworks
Discovery and Invention
Joint Concept Technology Demonstrations
TRL 1
TRL 2
TRL 3
TRL 4
TRL 5
TRL 6
TRL 7
TRL 8
TRL 9
A
Concept & Technology
Development
System Development
& Demo
Production &
Deployment
Sustain &
Maint.
SBIR / STTR/CPP
B
C
Technology Insertion Program For Savings
Defense Acq Challenge/Foreign Comp Tstg
Tech Solutions
Rapid Development and Deployment
Technology Transition Initiative
Source: Steve Smolinski
ONR 03TTX
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 . . . 748,000 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).
https://acquire.dau.mil/SearchResult.aspx?q=technology%20transition%20&l=ww
w_slib
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
https://acc.dau.mil/GetAttachment.aspx?id=204033&pname=file&aid=36211&lan
g=en-US
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:
http://www.wbbinc.com/case-studies/sense-respond-logistics.html
• 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
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.
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
FY09
FY10
FY11
FY12
S&RL Fuel Analysis
Integration (18mo)
Technology
Transition (12mo)
Off Ramp to EMSS
TRL6
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:
http://www.wbbinc.com/case-studies/sense-respond-logistics.html
• 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.
ICD Format
Tasks
Strategy
Initial Capabilities Document (ICD)
Tasks, metrics &
measures
Deficiencies,
timeframe
DOTMLPF analysis
Ideas for materiel approaches
Analysis of materiel approaches
FAA
Functional
Area Analysis
FNA
Functional
Needs Analysis
FSA
Functional
Solutions Analysis
Joint
Functional
Area
Required
Capability
Concept of
Operations
Summary
Capability
Gap
Threat/
Environment
FSA
Summary
Materiel
Recommendation
Section
1
Section
2
Section
3
Section
4
Section
5
Section
6
Section
7
FAA & FNA Provide Analysis for Conducting the FSA
Forecasting
MAGTF S&RL
Support Collaborative
Planning
Initiate Response
Acquire Data
Assess Situation
Share Information
• 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
• 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
•
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
• 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
• 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
S&RL Functional Areas & Tasks (53) Validated By
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00 RES - 06: Automatically generate the Logistics Tasking Order (LTO)
FOR - 05: Forecast distribution network throughput changes RES - 05: Automatically generate & transmit resupply and support requests RES - 04: Dynamic resource logistics support across the enterprise FOR - 04: Forecast platform health and operational status PLN - 08: Generate draft orders to supporting units RES - 03: Dynamically task and redirect logistics support to units FOR - 03: Conduct predictive analysis to manage and position logistics resources SHR - 12: Provide capability to archive data and information FOR - 02: Automatically recognize emergent patterns and trends in health, usage and consumption and forecast operational …
ACQ - 12: Access and monitor unit personnel (e.g. demographics, qualifications, etc.) data SHR - 11: Download mission parameters to monitoring systems PLN - 07: Develop draft CoS for each COA/FRAGO SHR - 10: Report and present current and historical distribution network status RES - 02: Automate near real-time replenishment through anticipatory ordering of supplies RES - 01: Dynamically adapt and reprioritize logistics support network based on changes in commander’s intent and/or …
PLN - 06: Develop multiple COAs for supporting units based on current logistic status ASS - 10: Assess impact of current and projected weather/terrain on operations/CoS SHR - 09: Make platform life cycle information accessible to users across the logistics enterprise ACQ - 11: Confirm order/request fulfillment via automatic close out SHR - 08: Provide scalable, tailorable information FOR - 01: Forecast logistics resource availability and capability to sustain optempo PLN - 05: Synthesize Commander’s Intent to provide support options PLN - 04: Identify logistics constraints and restraints ACQ - 10: Access and monitor consumable item production rates ASS - 09: Assess impact of current and projected environmental, cultural, and enemy conditions on operations / COS SHR - 07: Ensure integrity and security of logistics data SHR - 06: Advertise and consume data and information to/from units through peer -to-peer exchanges PLN - 03: Support appropriate information exchanges with operations and Intelligence activities PLN - 02: Evaluate & prioritize multiple COAs based on current and forecasted logistics resource status and capabilities ASS - 08: Conduct maintenance assessment for assets ASS - 07: Assess distribution network capability SHR - 05: Report and present current and historical platform status and asset visibility ACQ - 09: Access and Monitor current and historical asset visibility SHR - 04: Report and present actual consumption rates against planned consumption rates ACQ - 08: Access and monitor distribution network data ASS - 06: Assess log chain capability ACQ - 07: Access and monitor operational planning data SHR - 03: Report and present logistics status assessments and forecasts ACQ - 06: Access and monitor asset (non-consumable item) consumption rates ACQ - 05: Access and monitor consumable item consumption rates PLN - 01: Develop optimal logistics solutions (concepts of support) for mission planning ASS - 05: Assess actual vs. planned usage/production/throughput rates SHR - 02: Distribute info according to information exchange requirements of the logistics operational architecture ASS - 04: Assess progress against the plan ACQ - 04: Access and monitor platform health and usage ACQ - 03: Establish guidelines for data acquisition ASS - 03: Assess ability of logistics resources to meet requirements ACQ - 02: Access and monitor operation/mission execution status (supported and supporting units) SHR - 01: Establish network interface(s) with MAGTF C2 to exchange relevant logistics chain information ACQ - 01: Access and monitor logistics data from external sources ASS - 02: Assess logistics information from external sources ASS - 01: Assess platform/capsets/unit capability to perform mission
