Download A Common Operating Picture For Air Force Materiel by Raymond A. Pyles, Robert S. Tripp, Kristin F. Lynch, Don PDF

By Raymond A. Pyles, Robert S. Tripp, Kristin F. Lynch, Don Snyder, Patrick Mills

Describes a possible universal working process (COP) for the Air strength materiel sustainment approach (MSS). The authors first enhance a COP in keeping with the foundations of effects-based measures, schwerpunkt (organizational focus), choice rights, and a nonmarket monetary framework, then they observe the COP to depot-level reparable part sustainment to demonstrate how the COP could enhance total MSS potency and responsiveness.

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Additional resources for A Common Operating Picture For Air Force Materiel Sustainment: First Steps

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1’s greatly simplified notional example, we have chosen the decision to buy and repair spare parts for a single national stock number (NSN) during a fiscal year. 1 Notional Information Availability Matrix (Directly Observed Information) Agency Information “Maint” “Contr” “Supply” Planned operations tempo (optempo) √ “Ops” Communication Issues √ Total spare-part requirement Unknown Total spare-part budget To be determined Total maintenance budget To be determined Previous sparepart demands √ Previous optempo √ Maintenance capacity Latent: data systems √ Latent: data systems Latent: shop manager √ Maintenance budget Maintenance requirement Spare parts available worldwide √ Latent: data systems Spare-part condition worldwide √ Latent: data systems Spare-part replacement requirement Spare-part budget Spare-part price Previous sparepart prices Previous support experience Latent: fluctuates √ √ √ √ Latent: item management specialist 27 28 A Common Operating Picture for Air Force Materiel Sustainment: First Steps sufficient spare parts to conduct operations, and the “Supply” agency acts as the neutral integrator to ensure that budget constraints are honored.

Thus in our business example, the developers may decide the product characteristics, the board of directors whether to develop and produce the product, the marketing personnel the distribution and advertising plans, etc. Decision-rights analysts identify three relevant factors for the allocation of the right to make a specific decision: 1. information availability 2. decisionmaking capacity 3. appropriate incentives. In the ideal circumstance, a single agency might have all three factors. Often, they do not.

While a central control center may be able to reallocate resources to mitigate some shortfall in a subordinate agency, it typically does not know enough about the underlying technical causes of that shortfall to fix it. Thus, a control center may be able to work around a problem, but the subordinate production center, because only it has adequate diagnostic information, is the only agency that can rectify the problem. Decisionmaking Capacity Another factor is whether a central control center has enough people and intra-center communications to decide all the detailed issues in a timely manner.

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