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Maritime Logistics Community News : December 2008
NAVY SUPPLY NEWSLETTER SPRING 2008 49 ESCIT is on track to deliver over a five year period is £650m. Therefore over a five year period a Return on Investment of over 18:1 is forecast. Whilst the above may sound impressive, a few words of caution are warranted. Like all change projects some ESCIT projects are more successful than others. Some successes are more sustained than others. Success is ultimately rooted in the commitment of personnel to change. The ESCIT experience sometimes demonstrates that without this commitment change may falter and ultimately fail. A further caution relates to complexity. Some of the ESCIT methodologies and tools are complex and some are at immature stages of development. The risk inherent in this complexity and immaturity must be mitigated for the change project to be viable. Optimism, commitment and innovation often help however! Optimised Support Planning in particular is complex and there is still a long way to go before this approach emerges as a standardised methodology. However, such a willingness to accept a degree of risk is necessary for innovation to occur. Perhaps ESCIT’s motto should be ‘Nothing ventured, nothing gained.’ So, in addition to our Italian summer holidays and following the Wallabies around France in the World Cup, my exchange tour has been professionally rewarding. ESCIT does not have all the answers when it comes to logistics transformation, but they do have an effective and committed approach that has revealed, at first hand, the challenges of change in a materiel organisation. Some Examples of ESCIT Projects Capability Submarine (Pumps) Combat Support vehicles Tornado Aircraft Nature of Project Review of the commonality of major system pumps between current classes of submarine and the new ASTUTE Class in order to integrate ASTUTE support options into existing DE&S support chains. The proposed initial provisioning of spares for ASTUTE pumps was also analysed based on the historical data available on pumps currently in service. Developed a Repair Planning Tool to accurately plan future repair activity based on vehicle usage rates. The tool forecasts the repair requirement, procurement due to equipment attrition and optimises inventory holdings. More accurate budgeting has resulted. Developed and implemented a spares recovery process (Reduce to Produce) to determine the Line Replacement Units and Piece Part Spares to be removed from decommissioned aircraft. The implemented process considers the different modification states, diminishing size/demand of the Tornado fleet and capacity to overhaul spares. Puma Helicopter Leaning the Engineering Wing at RAF BENSON for depth repair of the Puma helicopter. By applying Lean principles the Engineering Wing increased output from 21 to 25 repaired aircraft per year which met the squadron’s operational requirement. DE&S HQ ABBEY WOOD BRISTOL Benefit Achieved The benefit (saving) estimated from this project was £8.1M over ten years. The benefit (saving) estimated from this project was £1.1M over five years. The benefit (saving) estimated from this project was £10.5M over five years. The benefit from this project was increased operational availability and £1.5M over five years. Current ContraCtors to HMas tobruk & HMas suCCess FIXAIR PNEUMATIC SERVICES PTY LTD UNIT 4/4 GARLING ROAD KINGS PARK NSW 2148 THE PNEUMATIC CONTROL EQUIPMENT SPECIALISTS Committed to Solve Your Air Problems Guaranteed! Phone (02) 9622 8754 Fax (02) 9622 7948