12.1 HIGHLIGHTS are not "designed-in" cannot be "tested-in"
or "produced-in". In the test program, there o Validation of Reliability and may be unexpected failures that require
Maintainability Goals With Early design changes. The introduction of these Production Hardware During the changes can impact quality, producibility, Transition to Production supportability, and can result in program schedule slippage. The ILS Manager must o Interrelationship of Production and exercise strong change management disci- Supportability pline during this transition period to ensure that the changes incorporated in the o Template Discipline of DoD materiel system are properly reflected in
4245.7-M. the support system deliverables.
12.2 INTRODUCTION The transition process is impacted by:
12.2.1 Purpose o Design maturity - a qualitative
assessment of the implementation To provide a managerial overview of of contractor design policy.
the key activities required to achieve an
effective transition from development to o Test stability - the absence or near production in terms of supportability, absence of anomalies in the failure
data from development testing.
12.2.2 Objective
o Certification of the manufacturing The supportability objective during the processes - includes both design for transition to production is to assure that production and proof of process.
earlier predictions and assumptions of Proof of process occurs during pilot support requirements and system perform- production or low rate initial ance are verified and validated in the early production or other "proof of f
production articles. Among the evidence concept" methods used prior to rate that the ILS Manager should insist on are: buildup.
demonstrated reliability, a producible
design, proven repeatability of manufac- 12.3.2 Support Readiness Reviews turing procedures and processes, certified
hardware and software, and verified support Support readiness reviews should be
equipment. initiated and scheduled by the Program
Manager or ILS Manager. The number and 12.3 MANAGEMENT ISSUES topic sequence shall depend on the nature of the program and address all ILS elements 12.3.1 General listed in DoDD 5000.39, "Acquisition and Management of Integrated Logistic Support In the acqusition process, evidence of for Systems and Equipment" at some time materiel system problems usually becomes during the transition. Depending on the apparent when a program transitions from systeto under consideration and the phase of Full Scale Development (FSD) into produc- the pr3gram, some elements will be more tion. This transition is not a discrete event critical than others during particular in time; it occurs over months or even reviews. The emphasis on key prugram years. Some programs may not succeed in issues will, th, refore, have to be tailored production despite the fact that they have accordingly. To be most effective, su.port passed the required milestone reviews, readiness reviews should preceed Prelinii- Reliability and support characteristics that nary Design Reviews (PDR) and Critical
12-I
Design Reviews (CDR), wherein the ILS tnat can be applied prior to de- Manager has an active role (see Figure 4.3). ployment?
Logistics related issues from earlier PDRs
and CDRs should be prime considerations o Have ILS elements (support equip- during later support readiness reviews. The ment, technical manuals etc.) been ILS Manager should maintain and track fully evaluated in a representative support related action items. The Integrated operational environment? Have Logistic Support Management Team, deficiencies been corrected or can discused in paragraph 2.3.2 should be they be corrected prior to deploy-
employed to conduct these reviews. ment?
12.3.3 Tasks Activities, and Deliverables o Have quantitative requirements for ILS elements (e.g., maintenance The quality and validity of many of the manpower, and initial provisioning) products of the Logistic Support Analysis been determined?
(LSA) process surface in the transition to
production. Earlier validation of LSA o Is sufficient funding included in the outputs gives confidence in the quality of Program Objectives Memorandum the analytical side of the process. As the (POM)?
hardware and attendant validation results
transition to production, a lengthy list of o Can the manpower required to problems may surface which the ILS Man- support the system be satisfied by ager must resolve e.g., inadequate support the Services manpower projections?
equipment; late ordering of spares; inade-
quate training; documentation that is not to o Will production leadtimes for the the latest configuration; unproven facilities; ILS elements support the planned one set of check out equipment needed production and deployment sched- simultaneously for production testing, ules?
quality assurance standards, and deploy-
ment, and any attendant procedures and o Have simulations confirmed the
processes. attainability of system readiness
thresholds within the target levels 12.3.3.1 Support Requirements Review for operating and support costs?
During The Transition Phase. The ILS
Manager should take stock of the lessons o Have plans for interim contractor learned from the results of the development support, if applicable, and transition
program phase by conducting a support to organic support been prepared?
requirements review prior to recommending
that the program proceed to the production If these issues have not been resolved, phase. Some of the review considerations then the ILS Manager should develop a
are: recovery plan and/or recommend further
system development.
o Have the supportability parameters
required to satisfy the operational 12.3.3.2 ILS Manager's Priority Tasks requirement of readiness, mission During The Transition Phase. The primary duration, turn-around-times and purpose of the acquisition process is to field support base interface goals been materiel systems that tiot only perform identified, tracked and verified in their intended functions but are ready to the proceeding phases? perform these functions repeatedly without
burdensome maintenance and logistics o Have critical supportability design efforts. The successful deployment of a deficiencies identified during reliable and supportable systenm requires Development Test & Evaluation that the ILS Manager provide strict watch (DT&E) and Operational Test & dog management during the transition phase Evaluation (01xE) been corrected to ensure that adequate technical engi- or have solutions been identified neering, manufacturing disciplines, and
management systems are applied to the ILS ance techniques. Figure 12-2 illustrates the elements and supportability features of the level of detail of risk management provided system. Transition phase ILS priority item in this document. Other templates related
are: to logistic support are included for LSA;
manpower and personnel; training; packag- o Providing timely funding for all ILS ing, handling, storage, and transportation;
elements. support equipment; and support facilities.
o Involving ILS specialists in the 12.3.6 Management of Changes preparation of comprehensive
hardware and software specifica- Even with a good configuration man- tions and data description. agement system, the impact of DT&E/OT&E changes can overwhelm the best logistics o Continuing an active LSA process. support planning in the transition to pro- duction unless: (1) the guidance and intent o Establishing adequate funding for of DoD 4245.7 and 4245.7-M on disciplining initial spares and support equipment. the engineering process have been em- ployed, (2) an effective Government/con- o Ensuiring ILS inputs to configuration tractor/subcontractor team is implemented
control and the comprehensive to handle the changes on a total systems assessment of the impact of changes basis, and (3) the Government is prepared to on all support elements. respond with funding and direction to other Government agencies whose support tasks o Establishing a technical manage- on the program are affected by the changes.
ment system for tracking support
equipment reliability, configuration Figure 12-3 diagrams the traditional control, and compatibility with end approach to ILS management and review.
item hardware/firmware/software. Due to the "reality" of professional spe- cialization and organizational compart- o Funding and scheduling of technical mentalization in both Government and manuals and other support docu- industry, each support discipline is con- mentation. sidered a specialty unto itself and is often isolated at the expense of coordination and 12.3.4 The Transition Plan integration (e.g., spares were dealt with in isolation between industry and Government Transition plans, which are detailed provisioning specialists). Experience has accounting of the items and issues to amply demonstrated that the traditional checkoff in "readiness" reviews, are pri- approach results in an inability to obtain marily a management cool for ensuring that optimum support in the field following adequate risk handling measures have been delivery of a materiel system. Ideally and taken. Figure 12-1 provides a list of con- properly implemented, the systems engi- tents for a transition plan and production neering and LSA processes would cure the readiness review. They must be initiated and lack of adequate integration between design tailored to the need of the program by the engineering and logistics elements.
Program and ILS Managers.
An example of an effective contractor 12.3.5 DoD 4245.7-M, "Transition From team which precludes the "isolation" of Development to Production" specialities described above by forcing in-house coordination is the support inte- This documentation is an aid in struc- gration review team concept shown in turing technically sound programs during the Figure 12-4. This team parallels the intent transition from development to production. of DoDD 5000.39 and related directives in The manual includes a series of risk man- the integration of ILS with the design effort.
agement templates keyed to specific
technical issues. The templates in turn Before the contractor initiates fabri- provide a program relationship and identify cation of production parts, the discipline of the potential risks and outline risk avoid- identifying program peculiar issues and
12-3
TRANSITION PLAN OUTLINE PRODUCTION READINESS REVIEW
- Purpose of the Transition Plan - Production Management - Manufacturing Organization - Engineering Design - Program Schedules - Production Design - Make or Buy Decisions - Production Engineering - Producibility Engineering - Industrial Resources
Role & Responsibilities - Mat-rials and Purchased Parts Facility Required - Make or buy
Manufacturing Technology - Subcontract Management
- Material Procurement - Manufacturing Planning
- Assembly Planning - Quality Assurance
- Methods - Cost
- Processing Engineering - Risk
- Assembly Tooling - Logistics
- Packaging Engineering - Contract Administration
- Fabrication
- Production Engineering
- Production Control
- Manpower Plan
- Manufacturing Financial Plan
- Product Assurance Plan
Figure 12-1 Sample Transition Plan and Production Readiness Review Contents