USCG CM PROGRAM

2006 CMBG Conference2006 CMBG Conference

USCGUSCGCM PROGRAMCM PROGRAM

Shelley [email protected]

June 11-14, 2006

Richmond, VA


• Save 15 lives• Assist 117 people in distress• Conduct 90 search and rescue missions• Protect $2.8 million in property• Enforce 129 security zones• Interdict and rescue 15 illegal migrants at sea• Board 4 high interest vessels• Board 192 vessels of law enforcement interest• Board 122 large vessels for port safety checks• Seize 71 lbs of marijuana and 662 lbs of cocaine with a street value of $21.1M• Conduct 317 vessel safety checks and teach 63 boating safety courses• Conduct 19 commercial fishing vessel safety exams• Respond to 11 oil and hazardous chemical spills• Process 280 mariner licenses and documents• Service 140 aids to navigation• Monitor the transit of 2,557 commercial ships through U.S. ports• Investigate 20 vessel casualties - collisions, allisions, and groundings

We are effective, but are we efficient?

Today we will …Average Coast Guard DayAverage Coast Guard Day


MISSION BREAKOUTMISSION BREAKOUT

• Port Security 26%• Aids to Nav. 14%• Liv Marine Ser 8%• Search & Rescue 9%• Drug Interdiction 12%• Marine Safety 6%

• Ice Operations 3%•Marine Protection 3%•Migrant Inter 8%•Defense Read. 8%•Other Law Enforcement3%


USCGUSCG

• Active Duty 39,098• Reserve 8,178• Civilian 6,715• Auxillary 35,920

• Cutters 232• Aircraft 198• Boats 1,795• Shore Units: 981


OBJECTIVEOBJECTIVE

Provide an Overview of the Coast Guards Provide an Overview of the Coast Guards Configuration Management ProgramConfiguration Management Program



LOGISTICS SUPPORT ELEMENTSLOGISTICS SUPPORT ELEMENTSCCOONNTTRROOLL

SSTTAATTUUSS

ACCTACCT

AAUUDDIITT

MISSION

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CONFIGURATION MANAGEMENTCONFIGURATION MANAGEMENT

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CURRENT STATECURRENT STATE


BACKGROUNDBACKGROUND•GAO Audit 1987

•CM Program Initiated 1989

•CM Advisor Billet (06) 1990

–Downgraded to 05 1992

–Downgraded to 04 1993

–Refocused 1993

•CMNWG 2001

•GT Phase 1 Brief 2002

•Status Memo 2003


Case for Change Case for Change

Decreasing Operational AvailabilityDecreasing Operational AvailabilityOperational Availability - All Equipment

Data from RMS 11-April-2006

66.00%

68.00%

70.00%

72.00%

74.00%

76.00%

78.00%

80.00%

82.00%

84.00%

Availability - 30 Days Availability - FY Linear (Availability - 30 Days) Linear (Availability - FY)


Case for ChangeCase for Change

Decreasing Full Mission CapabilityDecreasing Full Mission CapabilityPercent Fully Mission Capable - All Equipment

Data From RMS 11-April-2006

60.00%

65.00%

70.00%

75.00%

80.00%

85.00%

PTFMC - 30 Dys PTFMC - FY Linear (PTFMC - FY) Linear (PTFMC - 30 Dys)


Case for Change - Case for Change - Mishaps & Self-Induced Casualties

Situation• Engine fire caused by

improperly installed wiring harness during engine replacement

• There is no MPC for engine replacement in the RB-S PMS manual. This is not unit level maintenance.

• There were three other similar fires caused by the same wiring harness in 2005

Situation• Engine fire caused by

improperly installed wiring harness during engine replacement

• There is no MPC for engine replacement in the RB-S PMS manual. This is not unit level maintenance.

• There were three other similar fires caused by the same wiring harness in 2005

Impact• Personnel and equipment at risk• Loss of operational availability

for two days

Impact• Personnel and equipment at risk• Loss of operational availability

for two days

For example RNO: 3014405003• THE 47' TOOK THE 25' IN TOW AND RETURNED IT TO THE STATION WHERE

THE BOAT WAS HAULED OUT OF WATER THE FOLLOWING DAY TO ASSESS DAMAGE AND THE MISHAP. THE FOLLOWING DAY THE BOAT WAS TRAILERED TO NESU EM'S TO ASSESS DAMAGE, CAUSE AND FACILIATE REPAIRS. SECTOR MKCS AND NESU EM'S DISCOVERED THE WIRING HARNESS HAD BEEN INSTALLED INCORRECTLY DURING LAST ENGINE CHANGE OUT WHICH CAUSED THE ENGINE WIRING TO CHAFF AND GROUND OUT TO THE ENGINE BLOCK.

• CAUSE: EXPERIENCE, POLICIES-PROCEDURES, MANAGEMENT-SUPERVISION

• ADDITIONAL CAUSE: LACK OF A QUALIFIED BF225 HONDA ENGINEER AT THE STATION, DIFFERENT ENGINEER STARTING AND FINISHING JOB AND PROPER SUPERVISION ALL CONTRIBUTED TO MISHAP.

• CORRECTIVE ACTION: THE VESSEL CREW AND STATION DISCUSSED THE MISHAP AND THE IMPORTANCE OF BASIC ENGINEERING CASUALTY CONTROL WHICH IN THIS CASE SAVED THE BOAT AND IT'S CREW. UNIT PLANNING TO SEND AN ENGINEER TO BF225 HONDA SCHOOL. SUPERVISOR ENSURE WORK CHECKED BEFORE PUTTING BOAT BACK IN SERVICE.

• FIRST LEVEL REVIEWER COMMENTS: CONCUR WITH ABOVE. • UNIT COMMAND REVIEW COMMENTS THIS MISHAP COULD HAVE BEEN

WORSE IF NOT FOR THE QUICK RESPONSE FROM THE CREW. THIS MISHAP ALSO BRINGS TO LIGHT THE NEED FOR A QUALIFIED HONDA OUTBOARD TECH AT THIS UNIT. CURRENTLY, NO MK'S ARE QUALIFIED TO PERFORM MAINTEANCE ON THE OUTBOARDS.


R 222106Z MAR 06 ZUI ASN-A05081000092

FM COGARD CCENGCEN PORTSMOUTH VA

TO AIG 11953

BT

UNCLAS E F T O FOUO //N09410//

SUBJ: SMEF ADVISORY SCCS-06-003 (ALTERATION OF SCCS HARDWARE CONFIGURATION)

A. COMDTINST M9000.6E, NAVAL ENGINEERING MANUAL

1. THIS SMEF ADVISORY APPLES TO ALL UNITS WITH SCCS INSTALLED.

2. ALTERATIONS TO SHIPBOARD COMMAND AND CONTROL SYSTEM (SCCS) BY REMOVING, ADDING, OR REPLACING COMPONENTS INCLUDING DISPLAY DEVICES WITH UNAPPROVED EQUIPMENT ARE NOT AUTHORIZED.

3. C2CEN IS PURSUING CLASS-WIDE SYSTEM CERTIFICATION AND ACCREDITATION (C AND A) TO CONNECT SCCS TO SIPRNET ON WMEC'S AND WHEC'S. C AND A FOR SCCS IS BASED ON STANDARDIZED SYSTEMS THAT HAVE BEEN SPECIFICALLY APPROVED. ANY UNAPPROVED ALTERATIONS MAY JEOPARDIZE THIS C AND A AND WILL PRECLUDE C2CEN FROM IMPLEMENTING THE SCCS/SIPRNET CONNECTION ON CUTTERS FOUND TO BE IN VIOLATION.ADDITIONALLY, ANY EQUIPMENTS ADDED TO SCCS VIA UNAPPROVED ALTERATION ARE NOT SUPPORTED BY THE CG'S LOGISTICS SYSTEM AND MAY ALSO INCUR FAILURES TO OTHER COMPONENTS OF SCCS DUE TO INCOMPARABILITY. UNITS WISHING TO MAKE A CHANGE TO THE APPROVED CONFIGURATION OF SCCS SHOULD FOLLOW THE PROCEDURES OUTLINED IN REF A.

...

Case for Change Case for Change Configuration Management-Shipboard Command & ControlConfiguration Management-Shipboard Command & Control

Situation• Introduction of non-standard

equipment• Display units replaced with

commercial flat panel monitors

Situation• Introduction of non-standard

equipment• Display units replaced with

commercial flat panel monitors

Impact• Unshielded replacement• Violates configuration• Jeopardizes adjacent equipment • Compromises system security• Unsupportable by logistics system

Impact• Unshielded replacement• Violates configuration• Jeopardizes adjacent equipment • Compromises system security• Unsupportable by logistics system


CONTRIBUTORSCONTRIBUTORS

• Fragmented CM Doctrine

• Undocumented Policy Hierarchy

• Education• Awareness• Process Owner• Audits Ineffective

• Undefined Roles & Responsibilities

• Compliance• “CM Systems”• Accountability• Baseline Management• Unauthorized changes• CSA non-existent• Inaccurate Data


SUBSTANTIATIONSUBSTANTIATION

• Mid-life physical configuration verifications on our Vessels demonstrated a 31% accuracy rate (on average)– No Status Accounting Records

• Periodic physical configuration audits of our aircraft demonstrate a 97% accuracy rate (on average).


CURRENT STATECURRENT STATE

CM MANAGEMENT & PLANNING

WHO WHEN

WHEREWHYCONFIGURATION

IDENTIFICATION

WHAT

HOW

BASELINESCHANGE CONTROL

AUDITS•VERIFICATION NEED MET

• DOCUMENTATION EXIST TO SUSTAIN/REPRODUCE PERFORMANCE

STATUS ACCOUNTING

RECORD

STORE


AVIATION CM STATEAVIATION CM STATE

CM MANAGEMENT & PLANNING

WHO WHEN

WHEREWHYCONFIGURATION

IDENTIFICATION

WHAT

HOW

BASELINESCHANGE CONTROL

AUDITS•VERIFICATION NEED MET

• DOCUMENTATION EXIST TO SUSTAIN/REPRODUCE PERFORMANCE

STATUS ACCOUNTING

RECORD

STORE


WHY????WHY????


Configuration Change Gone AwryConfiguration Change Gone Awry

What happens when there’s a rush to implement a change without fully understanding the consequences?


Core Logistical ToolsCore Logistical Tools

Configuration IdentificationAcquisition

ORD/SOW

Configuration Control

ACCB/CG22 (ECP)

Configuration Auditing

LCIs/PDMs

Configuration AccountingALMIS

ACMS/AMMIS/ATIMSTCTOs

ConfigurationManagement


Acquisition & Configuration Acquisition & Configuration

• Configuration Management (CM) is an important element throughout the life cycle of an asset. CM is comprised of three functions once the aircraft is delivered:

• 1. Controlling configuration changes (ACCB Process)

• 2. Implementing configuration changes (CG-22 & TCTO process)

• 3. Tracking configuration changes (ACMS program) + PDM

• All three programs provide aircraft which are safe, airworthy and in a standard configuration that is supportable.

Operationally Effective/

Operationally Suitable Aircraft

ACMS & PDM

ACCBCG-22

TCTO


ACCB ProcessACCB ProcessEngineering Change Proposal (ECPs)Engineering Change Proposal (ECPs)

HH-65

1

23

4

Prob

lem

Agr

eed

Res

ourc

es

Sele

cted

Class

ified

Plan

Dev

elop

ed

Targe

t Set

Root Cause

Identified

Solution

Developed

PLAN

SolutionAccepted

Solution

Implem

ented

DO

Solution

Checked

CHECK

Corrective

Action

Standardization

CommunicationACTIO

NConfiguration Identification

Acquisition

ORD/SOW

Configuration Control

ACCB/CG22 (ECP)

Configuration Auditing

LCIs/PDMs

Configuration AccountingALMIS

ACMS/AMMIS/ATIMSTCTOs

ConfigurationManagement


Operational Suitability ElementsOperational Suitability Elements

• Prime Unit should address all the “ilities” as part of test plan execution in addition to assessing operational effectiveness.

• Ten Operational Suitability “Logistical” Elements:– Availability– Reliability– Logistic Supportability– Maintainability– Interoperability– Compatibility– Human Factors– Training– Documentation

– Safety• Risk assessment assigned to each Critical

Operational Issue (COIs) for ACCB approval authorities to consider prior to implementing in fleet.


RE-EVALUATION OF NEED WHY?RE-EVALUATION OF NEED WHY?

TO ACHIEVE AND SUSTAIN OPERATIONAL CAPABILITIES

SAFELY, AFFORDABLY, & TIMELY!


Additional Benefit of CM Safety: Mishap AnalysisAdditional Benefit of CM Safety: Mishap Analysis

• Ability to “lock down” the system and to check via a “Component Summary Report” in ACMS for any additional potential candidates that may have contributed to the aircraft mishap.

• This ability to rapidly identify components with common anomalies permits the maximum availability of unaffected assets and maximizes aircrew safety.


Case for ChangeCase for Change Inconsistent Maintenance Procedure CardsInconsistent Maintenance Procedure Cards

Situation• Different MPC standards for

each community• Some non-aviation MPCs are

vague (COMDTINST 90077.1) does not say “what” systems to tag out)

• Some non-aviation MPCs do not quantify inventory requirements

Situation• Different MPC standards for

each community• Some non-aviation MPCs are

vague (COMDTINST 90077.1) does not say “what” systems to tag out)

• Some non-aviation MPCs do not quantify inventory requirements

Impact• Chance for mishaps• Chance for self-induced

CASREPs• Allows for non-standard

maintenance

Impact• Chance for mishaps• Chance for self-induced

CASREPs• Allows for non-standard

maintenance

378 MPC- Change Bow Thruster Hydraulic Oil & Filter


Specific Tools

Specific Inventory

Clear Cautions

DetailedProcedures

Collect Data

DetailedGraphics

Case for Change Case for Change Aviation Maintenance Procedure CardsAviation Maintenance Procedure Cards


DECISION SUPPORT FACTORSDECISION SUPPORT FACTORS

• CM process results in many benefits to the CG:– provides traceability to operational requirements– Supports system availability – quality– consistent performance– maintenance– control resources expended on changes– TOC– Information to support Decision Making


INVESTMENT REVIEW PROCESS & CMINVESTMENT REVIEW PROCESS & CM

SDR

FunctionalBaseline

CDR

AllocatedBaseline

FCA/PCA

ProductBaselineRequirements Capability


TRADITIONALTRADITIONAL

CONFIGURATION MANAGEMENT


CM ACTIVITY MODELCM ACTIVITY MODEL

CONFIGURATION STATUS

ACCOUNTING

CONFIGURATION VERIFICATION

& AUDIT

MANAGEMENT AND PLANNING

Program Initiation

Performance Measurements

Time

ResourcesPlanning

CONFIGURATION CONTROL

Documented CM Process

CONFIGURATION IDENTIFICATION

RFP & Contract Input

MgtSupport

Working Relationships

Resources & facilities

Training & Guidance

Physical CI /CSCI, Test Results, Mfg. & Engrg. Tools/Documentation

CM

Pla

nnin

gD

ocum

ente

d C

M P

roce

ss

Product & DocumentIdent (Naming, marking, serialization, etc.)

Approved Configuration Documentation

ECPs, RFDs

Contractual Provisions

Com

mun

icat

ion

C

C

C

C

Approved ECPs, RFDs& Implementing Direction/Authorization

Status & Configuration Information

Status & Configuration Information

Confidence; Verified Product & Validated Process

Change Ident, Documentation & Disposition

Approved Changes

Verification, Validation, Action Items

Figure 4-1. Top level Configuration Management Activity Model

Need for Change

C

Approved Configuration

Documentation

Logistics Maintenance

Plan

Systems Engrg-Reqmts/Funct Analysis -Allocation & Synthesis

CIs, Doc Types


CM & SYSTEMS ENGINEERINGCM & SYSTEMS ENGINEERING

ReqmtsAnalysis

Functional Analysis/Allocation

Synthesis

System Analysis &

Control

Systems Engineering Process

Verification

Design Loop

Reqmts Loop

CM is Control

Mechanism

CM is Control

Mechanism

Figure 4-2. How CM Relates to Systems Engineering

Outputs are Configuration

Documentation

• Customer Needs• Requirements


CM Objectives Keyed to Program CM Objectives Keyed to Program Objectives & Activities by LC PhaseObjectives & Activities by LC Phase

CONCEPT & TECHNOLOGY

DEVELOPMENT

SYSTEM DEVELOPMENT & DEMONSTRATION

OPERATIONS & SUPPORT

PRODUCTION & DEPLOYMENT

Concept & Tech Development

CM TEMPLATE(Table 4-1)

Work Efforts

Figure 4-5. CM Objectives for each Phase are Keyed to Program Objectives and Activities

Milestone A

Approval to Initiate Concept

Studies

Milestone B

Approval to Begin a New Acquisition

Program

Milestone C

Authorize Entry into LRIP,

Production, Procurement

OBJECTIVES:• Authorize entry into

System Development and Demonstration

OBJECTIVES:• Ensure Manufacturing

Capability, Operational/Support Adequacy, Production Base,Orderly increase to Production Rate

•CM Objectives• Metrics• Activities• Decisions/Criteria• Benefit/Risk

System Dev & Demo


Production & Deployment


Operations & Support


OBJECTIVES:• Identify Mission

Need, Threat, Business Need

• Authorize Studies Only

BASED ON DOD 5000.2

Pre-Systems Acquisition Systems Acquisition SustainmentActivities

Phases


USCG CM STRATEGYUSCG CM STRATEGY

CM ON STERIODS


““CORPORATE” CMCORPORATE” CM


USCG MISSION STATEMENTUSCG MISSION STATEMENT

• To protect the public, the environment, and U.S. economic interest – in our ports and waterways, along our nation’s coast, on international waters, or in any maritime region as required support national security.

TOP LEVEL FUNCTIONAL REQUIREMENT


CI = USCGCI = USCG

• Search and Rescue

• Marine Environment Protection

• Enforcement of Laws and Treaties

• Ice Operations

• Aids to Navigation

• Marine Safety

• Defense Readiness


SYSTEMSYSTEM• A ‘system’ is a construct or collection of different

elements that together produce results not obtainable by the elements alone.

• The elements, or parts, include people, hardware, software, facilities, policies, and documents; that is, all things required to produce system level results.

• The results include system-level qualities, properties, characteristics, functions, behavior, and performance.

• The value added by the system as a whole, beyond that contributed independently by the parts, is primarily created by the relationship among the parts.


CM ON STERIODSCM ON STERIODS

BASIC PRINCIPLES


Apply baseline management to items andApply baseline management to items andcapabilities of importance to the organizationcapabilities of importance to the organization

c. Develop a concept of operations d. Plan for development, risk management,

review, verification/validation of artifacts, activities, capabilities and decisions.

e. Determine associated data needs and acquire or provide data artifacts

f. Institutionalize a uniform process for identifying, managing changes to, accounting for, and preserving all artifacts


a. Develop logical solutions consistent with enterprise objectives and stakeholder needs

b. Define and allocate requirements to appropriate items, activities, or capabilities. c. Retain the rationale for decisions and assumptions

d. Document attributes, interfaces and relationships of artifacts.e. Uniquely identify each artifact version, instance and associated data f. Baseline approved versions as a basis for change g. Make current (baselined) versions accessible to authorized users

Manage Capability Development and PreservationManage Capability Development and Preservation


Manage Change – ALL changeManage Change – ALL change

a. Apply appropriate change management processes to decision making.

b. Document and uniquely identify requests for change

c. Assess impacts, change magnitude, implementation, and total cost impact.

d. Present the facts to decision-maker(s), with the appropriate authority.

e. Control implementation of changes, coordinate with stakeholders, and provide status reporting.

f. Maintain a process to capture, record, safeguard, and disseminate information while protecting intellectual assets, and proprietary and sensitive information.


Maintain BaselinesMaintain Baselines a. Systematically verify requirements and attributes of

a baselined artifact. Validate that the customer is satisfied that the right requirements are being met and the process is in place to maintain artifact configuration.

b. Monitor quality and apply effective measurements to aid in ensuring currency, integrity, and continuous improvement using technical and management performance measures.

c. Retain and preserve baseline history and data commensurate with its value to the enterprise and effectively dispose of data assets that are no longer of value.


FOCUS ON REQUIREMENTSFOCUS ON REQUIREMENTSWhere will system be utilized? (Operational)

How will the system accomplish it’s objective? (Mission)

What are the critical system parameters to accomplish mission? (Performance)

How are the various system components to be utilized? (Utilization Environment)

Given what the system will perform, how effective of efficient will it be? (Effectiveness)

How long will the system be in use by the operator? (Operational Life)

What environment will the system be expected to operate in an effective manner? (Environment) Levels of Maintenance Available? (Supportability)

Repair Facilities Available?

Skill set for level of maintenance?

Transportation, handling and storage capabilities available.


• Refine objectives and needs

• Validate Constraints that limit solutions– Missions/operations– Environment (natural and human)

ANALYZE REQUIREMENTSANALYZE REQUIREMENTS


INSTUTIONALIZEINSTUTIONALIZE CM CM

• Take ownership – create a CM organization• Demonstrate Senior Management Support -

Accountability• Train Personnel - Awareness• Embrace as a core process• Document CM procedures• Bring CM process under Configuration

Control


BOTTOM LINEBOTTOM LINE

WHAT

WHEN

WHERE

WHY

HOW

WHO


CLOSING CLOSING

• The purpose of CM w/in the USCG is to provide a means for identifying, documenting

and controlling engineering designs and business process so that the required

operational capability can be ascertained and sustained. Every change to that

configuration shall be evaluated as to its impact on the original requirements and the ability to

provide the intended capability safely and affordably.


SUMMARYSUMMARY

Understanding our requirements allows us to determine our needs and design our future.

NEEDS ~ INVESTMENTS ~ CAPABILITY


• Showcased value of CG Aviation Configuration Management

• Standard equipment, aircraft, mx practices, training & operational procedures permitted unprecedented & immediate response by CG aircrews and maintainers from around the country.

CONFIGURATION MANAGEMENTCONFIGURATION MANAGEMENT = INCREASED OPERATIONAL AVAILABILITY = INCREASED OPERATIONAL AVAILABILITY

Hurricane KatrinaHurricane KatrinaSuccessful Configuration Management Successful Configuration Management


CM… DisciplineCM… Discipline

•Dedication + Discipline = ResultsDedication + Discipline = Results


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