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SHIPMAIN Initiative, Maintenance Teams Improving Ship Maintenance

NAVSEA News Wire

Release Date: 8/29/2003

By Chief Journalist David Nagle, Naval Sea Systems Command Public Affairs

WASHINGTON -- It is said that the shortest distance between two points is a straight line. In the world of ship maintenance, many Sailors would tell you that the distance between identifying that something needs to be fixed, and that something actually getting fixed, is anything but.

However, a new set of maintenance practices is being introduced on the waterfront that shortens the distance between those two points and gives Sailors more say in what and when things get fixed.

These practices are part of SHIPMAIN, a Navy-wide maintenance initiative that builds a more effective and efficient maintenance system as the Chief of Naval Operations lays out the Fleet Response Plan, the Navy's roadmap to a surge-capable force.

SHIPMAIN specifically examines the planning processes for surface ship maintenance, from the point where ship's force first identifies the work through the point when Sailors begin turning the wrenches.

"As we look ahead to the Navy of the 21st century, a Fleet of ships ready to surge and respond at a moment's notice, operated by optimally manned crews of highly skilled and trained Sailors, we need an improved maintenance system to support that Fleet," said Vice Adm. Phillip Balisle, Commander, Naval Sea Systems Command. "SHIPMAIN is the kind of process change we need that addresses today's problems and lays the foundation for tomorrow's Navy."

One of these changes is the introduction of maintenance teams for ships, which creates a "one-stop shopping" of sorts for screening and assigning repair work.

Presently, when a Sailor discovers a piece of equipment that needs repair, he or she fills out and submits a 2-kilo (OPNAV Form 4790/2K). The 2-kilo goes to the port engineer, who screens the request and then sends it to the regional support group (RSG). The RSG will pass the 2-kilo to the fleet technical support center (FTSC) for an opinion, and the center may send someone to the ship to make an assessment. FTSC will then return the 2-kilo to the RSG, who determines where the job should actually go, whether to the supervisor of shipbuilding (SUPSHIP) or the shore intermediate maintenance activity (SIMA).

"A typical 2-kilo could take a week or two to process before someone actually turns a wrench to repair the equipment," said Capt. Bob Butler of Naval Surface Force, U.S. Atlantic Fleet who is involved in the SHIPMAIN initiative. "If the ship is up against an operational schedule, a commanding officer might submit a casualty report to get the equipment repaired before the ship gets underway, increasing the cost of the work being performed.

"This is both wasted time and extra money the Navy can no longer afford," Butler added.

The maintenance teams are made up of the ship's port engineer, representatives from the shore intermediate maintenance activity, SUPSHIP, FTSC and most significantly, representatives from the ship.

USS Benfold (DDG 65), a San Diego-based destroyer, is the first ship to receive a maintenance team. According to the ship's commanding officer, the maintenance team brings a new synergy to ship maintenance by creating a cadre of ship maintenance experts that meets regularly.

"The turnaround is incredible," said Cmdr. Mike Gilday. "Jobs that used to take one to two weeks to get screened are now screened in 48-72 hours."

That's because, instead of the 2-kilo being passed to several people before getting to the person who will actually do the work, everyone involved is meeting twice a week in the same room at the same time to discuss the same job. Having a ship's representative on the team, Gilday said, gives the ship a direct say in the maintenance process.

"The ship rep is involved in prioritizing jobs, whereas it used to be that unless the CO picked up the phone, that wouldn't happen," Gilday said. "Now, the ship rep, as the customer advocate, is meeting with the maintainers and representing the needs of the ship and crew."

As a result, the maintenance team identifies and prioritizes the work, then determines when and where the work gets done. This prioritizing of work saves the Navy money in the long run, by identifying the best time to do routine maintenance.

So far, maintenance teams have been implemented for 11 Norfolk-based ships. Teams will be established for ships in San Diego, Mayport, Fla. and Ingleside, Texas in September and October.

Meanwhile, SHIPMAIN is addressing other aspects of maintenance planning, such as preparing work packages, awarding and administering maintenance contracts and managing ship alterations and modifications, all to improve the maintenance system, support a more surge-capable Fleet and improve Sailors' quality of service.

"We are changing a culture that ultimately affects every Sailor on the waterfront," said Vice Adm. Timothy LaFleur, Commander, Naval Surface Forces. "What will make SHIPMAIN really work is Sailors understanding this change and making it a part of their daily routine."

"When we (Navy leadership) talk to Sailors about what's important to them, their answer is consistent - they want to get the work done efficiently and effectively so they can get back to doing the mission," LaFleur added. "SHIPMAIN will get us to that state."