1. Mega Rust 25 June 2015 RDML Larry Creevy

2. 4/23/2017
SEA 21 Portfolio
ACAT I Equivalent Programs: DDG Mod, CG/LSD Phased Mod
$16.6B through FYDP managed including backlog
Surface Ship Readiness and Sustainment:
Lead and manage comprehensive portfolio of programs providing surface ships with the highest level of operational readiness, and sustain ships at peak capability through their service life.
CAPT Tim Crone
Surface Ship Modernization: Lead and integrate all surface ship modernization policy, planning, and execution.
CAPT Ted Zobel
PMS 400F
$6.0B
PMS 470
$3.5B
PMS 407
$7.9B
PMS 443
$1.2B
$16.6B Total Active Program Value
Surface Training Systems: Single point of contact for strategic program planning, policy, acquisition, life cycle management and technical insertion for existing and future Navy Surface Training Systems.
CAPT Jeff Sinclair
Surface Maintenance Engineering Planning Program: Provide centralized surface ship lifecycle maintenance engineering, class maintenance and modernization planning and management of maintenance strategies aligned to Fleet needs and priorities.
CAPT Michael Malone
SURFMEPP
$0.2B
PMS 339
$0.8B
FMS
SEA 21 Mission: integrate maintenance strategies, modernization plans, training needs, and technical, logistics, and programmatic efforts to best manage the lifecycle of U.S. and partner Navy surface ships and systems from fleet introduction through transfer or disposal.
PMS 407 and PMS 443 will assume the former modernization and sustainment responsibilities from PMS 400F, PMS 470 and SEA 21A.
150 plus ships that we support through their ESL (Expected Service Life).
Support the Fleet in the areas of sustainment, readiness and logistics.
Conduct maintenance and modernization budgeting, availability planning and contracting.
Assist CNRMC with planning yard oversight and material management.
PMS 339
Improving the realism in training systems used by Sailors as they train for Fleet Operations.
AEGIS Ashore Team Trainer (AATT). 
SEA 21I – Inactive Ships
Ensure environmental and safety regulatory compliance is maintained while supporting all activities associated with 38 inactivations & 64 disposals .
PMS International Programs
Provide modernization and maintenance support to over 55 countries on over 160 ships.
SURFMEPP
Technically founded and defendable requirements, class maintenance plans, baseline availability, and the close tracking of lifecycle maintenance for every hull.
What We Are Doing in SEA 21 to Improve Maintenance and Modernization:
Goal: Improve decision making in Advanced Planning stage, so that we get the right balance of schedule/cost/modernization/service life
All of our efforts are focused on getting ships into and out of avails on time with all of the M+M complete IOT achieve OFRP (Repeat)
This means pushing Planning and Package lock left
This means driving Discipline into the process to reduce churn and achieve predictability
How do these efforts tie in to corrosion control initiatives?
We are working to reduce the time required for assessments to support OFRP
We must drive efforts to get the best results for dollars invested, leveraging technologies where applicable.
We are leveraging established communities such as SURFMEPP and Surface Team 1 to drive these efforts without creating new processes or churn.
** Additional SEA 21 Background / Talking Points if needed***
Pressing on 3 major lines of effort: Governance, Processes, Metrics.
Governance – Too many forums, initiatives and decision making processes
Well intentioned decisions significantly impacted manning, training, and maintaining ships
Mid 2000s recognized negative trend initiated several actions to reverse trends: SEA 21, CNRMC, SURFMEPP all stood up and funding increased significantly
Reaction was rush to fix across all stakeholders fueled by an expectation of immediate results
Result was a significant governance challenge to channel energy into streamlined C2 and decision-making
Process Improvements – processes are not consistent, repeatable or streamlined
Primary focus from process standpoint on Advanced Planning.
We must integrate maintenance, modernization lock early as possible
If Adv. Planning fails, zero chance of success. Adv. Planning leveraging Duration Analysis, Risk Analysis and 9-Year plan
Metrics – current metrics are not “leading” indicators; lack trends to inform decisions
- Creating a common picture across the Enterprise to tell our good news story
$2.6B
PMS 326
$6.3B
SEA 21I
$0.19B
International Fleet Support: Executes Foreign Military Sales programs to support the operational readiness of our international partner’s ships, boats, systems and equipment.
CAPT Jim Dick
Inactive Ships Office: Support the Fleet with inactivation, inactive retention, and disposal of the Navy’s conventionally powered ships and service craft.
Mr. Russ Knowles (acting)
AFSB
FOUO

3. Managing Corrosion as a Program
Ongoing Initiatives
Developing a directive repair strategy on Gas Turbine Intakes and Uptakes including improvements to G1N6 and G1E8 inspection timing in FRP cycle TSRA and improved repair criteria with improved UHS coatings - reduce growth and new work.
Reduce RCCs by validating and adding reservation repairs in Class Standard Work Templates (CSWTs) for corrosion work based on historical data. Supported by SEA02.
Execute annual and as-requested corrosion roadshows to engage stakeholders on ongoing and completed corrosion initiatives and distributing the Quarterly Surface Navy Corrosion Dashboard.
Engaging with all levels of maintenance stakeholders in the Corrosion KSN and working groups to identify fleet problem areas and develop resolutions to address including logistics and new technologies
Achievements discussion points:
Working across enterprises we have increased the known conditions across the fleet to 94 %...tough work but required work to be able to properly program work in the planning and POM process, As of July there are 194 tanks that are high risk which have not previously been surveyed under the G1N5 CBM program…these will be programmed for repair via TDMS.
Having the data allowed SEA-21 to be able to develop directive maintenance strategy and shift from CBM periodicity driven surveys to TDMS with repairs on engineered cycles on Tanks and Voids. The important part is that TDMS allows for better planning and execution of tank requirements and give us the opportunity to provide industry in each AOR a notional workload forecast out 10 years so that they can build capacity and infrastructure with a level of confidence to support the expected workload. An example over 5 years for Norfolk is illustrated in the bottom left quad.
Working on more directive strategies such as LPD-17 bulwarks, we teamed with the TYCOM staff and developed a strategy that remediates these maintenance intensive areas each docking availability…funded completely through the shipsheet process and executed with validated CSWT’s.
Worked with NAVSEA Engineers (SEA-05D/P) to develop a strategy to remediate the bilge drain wells on DDG-51 Class, this included increasing the thickness of the platting to ½ inch metal, utilizing corrosion resistant coating and re-positioning the zinc anodes to the proper places in the well.... again funded via the TFP and Ship-Sheet process and utilizing validated CSWT from Master Spec Catalog
We teamed with the INSURV Board to ensure we were meeting the technical requirements in the tank and void program, their independent audit result in the 2014 Annual Report listed surface Navy as “Compliant”, this allowed INSURV to use SURFMEPP’s products Tank Planning Reports and the Surface Ship Corrosion Control Information Management System data as the validated condition…no longer require ships company to pump and open tanks during an MI visit saving valuable funding as well as time during the MI visits….more good collaborative work with INSURV coming in the future.
Background
The integration and complex sequencing requirements of tank and void surveys have significantly impacted our ability to execute availabilities on time and has caused follow on Ao impacts for operational commanders. A review of the survey data in the Surface Ship CCIMS database indicated that approx. 85% of our tanks periodically surveyed were in Condition P1 (<0.03% coating failure) or P2 ( <1% coating failure). Those levels of coating failures do not normally require a maintenance action. These types of survey results required the community to resurvey the tanks again in the future sometimes on abbreviated or shorter periodicities depending on type of service (impacts maintenance budgets, modernization and maintenance integration and sequencing again). To alleviate this problem, SEA-21 approved a time directed strategy maintenance approach developed by SURFMEPP which removes the periodic survey requirements on surface ship tanks and voids and implements remediation requirements on engineered cycles based upon tank location, type of availability being executed and coating survivability analysis. This avoids approx. 45K surveys across the service life, has very significant cost avoidance implications. (estimates approx Mil man-days) and will assist in increasing Ao for combatant commanders due to the workload being more predictable. This strategy was developed considering the O-FRP schedule requirements and will ultimately improve planning and work load forecasting, duration estimates, work sequencing and integration and aide in decreases in growth and new work discovery in execution.
Communication is the key to success, SEA-21 embarked on a Corrosion roadshow to brief stakeholders on ongoing and completed corrosion initiatives for in-service ships. The roadshow conducts executive level briefings with senior maintenance stakeholders (CNSF, CNSL, CNSP, OPNAV, SEA05, RMC CO and Chief Engineers) as well as briefings for waterfront leaders (RMC Code 200, 300, Port Engineers, TYCOM TDO’s) on how corrosion is being planned and programmed and what affects it will have on how we manage availabilities. These briefings discuss any new strategy implementation and allow for questions and answer sessions to ensure all levels of maintenance stakeholders are synchronized as it relates to corrosion planning and executing processes. These discussions have yielded some valuable feedback to SEA-21 for process improvement to the corrosion planning as well as lessons learned on what has worked well and what has not in execution.
Validating and constantly improving the Class Maintenance Plan technical requirements. Upon the release of the Rev 3 to the Corrosion Control Assessment and Maintenance Manual, SURFMEPP reviewed and identified multiple areas where Critical Corrosion and Structural Integrity Areas (CCSIA) were not covered by the structural survey program in the Class Maintenance Plan. SURFEMPP conducted multiple ship visits on different platforms to validate these requirements. In particular the LPD-17 Class hull was identified as an area for needed improvement. Working with the TYCOM and the Ships Design Manager, an additional 70 CCSIA ‘s for periodic survey’s were established. During the same time-frame, working in conjunction with the TYPE Commander, a Time Directed Maintenance Strategy was developed on the LPD-17 Bulwarks to remediate these areas structurally and utilize Ultra High Solid Coatings during each docking cycle. These updated remediation's were programmed into the ship-sheets and into the ongoing revision to the LPD-17 technical foundation paper and will apply to each hull during each docking avail over the ESL.
Improving the on time execution of availabilities and mitigating growth or new work by utilizing validated reservations in Class Standard Work Templates. SEA-21 and SURFMEPP have worked with multiple organizations, CNRMC, SEA-02, RMC’s, TYCOM’s to develop Class Standard Work Templates that are front loaded with validated and engineered reservations on corrosion related work items. These validated reservations will lead to better planned work packages, better execution of repair requirements and allow the contractor to stay on task by having a validated amount of expected repairs front loaded into the specification reservation of materials. This will reduce the number of Request For Contract Changes (RCC’s) and drive down premium dollars spent in execution on discovery, growth and new work.
SEA 21 will continue to work with all maintenance stakeholders to identify areas that we can gain efficiencies by shifting strategies where necessary, improving processes and challenging technical requirements that drive maintenance execution towards increases in Operational Availability for Combatant Commanders, reductions in extended availabilities and cost avoidance.

4. Questions?

5. Four Main Concentration Areas
Corrosion Program
Four Main Concentration Areas
Time Directed Maintenance Strategies
Engagement of Maintenance Stakeholders on Corrosion Initiatives
Class Maintenance Plan Validation of Structural Survey requirements
Class Standard Work Templates and Master Specification Catalog
Major Accomplishments
Developed a Time Directed Maintenance Strategy for Surface Ship Tanks and Void Maintenance, working on incorporating Gas Turbine Intakes and Uptakes into similar strategy
Developed a comprehensive stakeholder engagement plan consisting of face to face briefings and strategy discussion with all levels of fleet maintenance stakeholders on corrosion program initiatives and developed a quarterly Corrosion Dashboard which is distributed to stakeholders.
Conducted a Class Maintenance Plan sweep / requirements validation to define Corrosion notional maintenance requirements necessary to achieve expected service life and provide basis for Fleet depot level maintenance.
Worked with SEA-02 and CNRMC to get authorization to update Class Standard Work Templates with engineered and validated corrosion reservation items included based upon historical execution data analysis