Research for Maintenance
October 1, 2006
The Department of the Navy wants to recapitalize but finds that it does not have as much buying power as it used to. Last year, CNA examined the trends in the Navy's budgets and prices to understand why the Navy could not buy as many weapons platforms as it used to: the study found that the Navy had less to spend on procurement than before and that the Navy's mix of ships and aircraft cost more on average now than before. To reverse the trend and buy more platforms, the Navy needs to devote more money for procurement and/or buy less expensive platforms. This study examined various initiatives or savings opportunities (total of 17) that would allow the Navy to allocate more money for procurement. Taken together, the total savings from these initiatives are about $7 billion to $10 billion (or 5 to 8 percent of the Navy’s annual budget). We assessed the risk associated with these initiatives and deemed most to be minimal to moderate risk in terms of cost uncertainty, effects on readiness, or other effectiveness measures. Nonetheless, tough decisions must be made and cultural and other barriers must be overcome before the Navy may reap the savings.
July 1, 2004
In the pre-1986 period, long deployments were not necessarily associated with crises, whereas the extra-long deployments from the post-1986 period were typically associated with crises. Anecdotally, Sailors identified such deployments as important and worth the extra hardships. Because of this, we expect that high PERSTEMPO in the 1990s has not been associated with lower reenlistments. This paper investigates this hypothesis. We conclude, in the post-1986 period, deployment lengths have not been a driver of reenlistment rates. However, quick turnarounds (length of time between deployments) do have negative consequences on reenlistments. Non-deployed time underway and extended periods of ship maintenance also decrease reenlistments. The longer deployments are not likely to lower reenlistments unless the missions continue for so long that the morale-boosting effect of the mission fades. If the extra-long deployments begin to appear routine, long deployments may adversely affect reenlistment rates. We suggest that the Navy monitor Sailors’ quality of life and reenlistments carefully and be prepared to compensate them if retention does slip.
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September 1, 1999
This briefing summarizes the findings and conclusions resulting from the CNA Marine Corps Microminiature/Automatic Test Equipment Military Occupational Specialty Code (2M/ATE MOS) study. The purpose of the study was to analyze a number of alternative Circuit Card Assemblies (CCA) repair strategies for MC ground systems. The alternatives considered ranged from evacuating all CCA functions to repairing them all. We also considered varying the repairer workforce composition and repair location. We found that the current repair practices, assuming that the MC assigns the number of repairer man-years we estimate are needed, saves about $75 million a year over what it would cost of evacuate and replenish failed CCAs. More money could be saved if all CCAs were repaired at a central location (Electronic Maintenance Companies). The report also finds that 2M workload does not appear to warrant a primary MOS.
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July 1, 1997
Despite shrinking budgets, the U.S. military is struggling to simultaneously fund force levels, current operations, and an aggressive modernization program. Many believe the military can fund its recapitalization program if cost efficiencies can be achieved from within infrastructure budgets. One way to reduce infrastructure costs is through competition, outsourcing, and privatization. Whether the in-house (or organic) team or the private team wins the contract, the government benefits because the competition lowers costs and increases productivity. This paper examines the maintenance of the Navy's TA-4Js. The value of this analysis is that it allows us to look at a long series of performance and cost data, both for in-house and contractor maintenance. Because we have data on three contractors, we can also examine the effect of changing contractors.
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May 1, 1997
In January 1997, CNA published a report (CRM 96-133) that identified the most cost-effective and operationally suitable strategy for testing and repairing electronic components on AEGIS destroyers. The study concluded that alternatives that included the sue of the USM-646 tester on board the DDGs (and, by implication, on other ships as well) were the most cost-effective. The USM 646 tester, which is based on a personal computer, uses diagnostic software (called gold disks) on a CD-ROM to test electronic components for faults. Once the faults are identified, they can be repaired if the correct equipment and parts are available. By doing tests and repairs on board, a ship can avoid considerable depot-level repair costs and other costs as well. A full test ad repair capability requires five elements: the USM-646; a gold disk library; a PACE 2000 tool station; a supply of repair piece parts; and qualified technicians. Subsequently, OPNAV asked CNA to develop an investment strategy that would state the order in which surface ships should receive the elements. N43 further asked that we identify the costs and cost avoidance associated with this strategy.
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January 1, 1997
As part of the ongoing Outsourcing Opportunities for the Navy study, CNA was asked to think about how to implement new outsourcing and privatization initiatives. Because DoD has substantial experience in relying on the private sector for goods and services, we chose to assemble some of those experiences and look for common lessons learned. This report presents recently completed case studies in training, housing, maintenance, and base operating support.
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July 1, 1996
The Consolidated Automated Support System (CASS) is a computerized Automatic Test Equipment (ATE) systems that is currently being fielded by the Department of the Navy. Over the next several years, CASS will replace existing ATE systems and help the Navy standardize test and training procedures. The Director of the Navy' s Air Warfare Division (N88) and the Support Equipment Program Office (PMA-260) asked CNA to review the Navy s current plans for CASS implementation within the fleet. These plans call for the phase integration of CASS into both Navy and Marine Corps maintenance facilities. This paper examines CASS requirements for supporting avionics components at shore-based Regional Maintenance Centers (RMCs). Specifically, our sponsor wanted to know: how many CASS stations do RMCs need; and how many of each type of CASS stations do they need? We address these questions by examining the planned RMC support for (only) F/A-18 and F-14 aircraft at Oceana.
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April 1, 1994
In this report, we examine the question of where the Navy's depot maintenance should be done. In FY 1992, the Department of the Navy spent $7.5 billion on depot maintenance, and most of that work was done at naval depots. Now that the workload is declining, however, the Department of the Navy and the Department of Defense are looking at the possibility of doing more of that work at private facilities.
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July 1, 1987
Many machines are used intermittently, that is, repeatedly turned on and off during normal operation. Eventually the machine fails. This research memorandum presents methodology for analyzing failures of machines that are repeatedly turned on and off. Because a machine can fail both when it is on and off, different parametric models for failure are used for each of these periods. An important issue addressed for such machines is how the intermittent use itself affects failure. Because the models can predict the chance of failure under different usage patterns, less harmful usage patterns can be recommended. As an example, the models are applied to a radar system, and both the immediate and cumulative effects of on-off cycling are demonstrated.
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March 1, 1987
CNA was tasked to study sustaining engineering by the VCNO. This research memorandum explains the origin of the tasking and describes the analytic and procedural approach to the problem as originally conceived. Some of the early substantive findings are reported. When preliminary results were briefed to the VCNO, the original tasking was revised and expanded. The general contents of subsequent documents in this series are also outlined.
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