USMC AVIATION “ADVANCING AND SUSTAINING WARFIGHTING CAPABILITIES” LtCol Jack Abate HQMC ASL Deputy Commandant for Aviation (DC/A) “Assists CMC in planning and coordinating staff activities on all matters related to Organization Equipment Manpower Training Support of Marine Corps aviation units and installations; advises the CMC on systems acquisition and Joint matters related to aviation; DC / AVN ensures Marine Corps aviation supports Expeditionary Maneuver From the Sea AND is AP AS aligned with the overall Naval Aviation Program.” Division Division Plans, Policies, and Systems and Requirements Support DC/A runs Marine Aviation APX Slide: 2 HQMC Aviation Organizational Chart CMC “The Hallway” Pentagon DCA SES ADCA (Vacant) APP APW ASL ASM APX AAB APP‐2 AVIATION AVN FAMILY OF ADMINISTRATIVE PROGRAMS & TACAIR FACILITIES MANPOWER SYSTEMS TTF FUNCTIONS BUDGET APP‐3 ASSAULT AVIATION AVIATION GROUND PLANS & HQMC ATCO SECURITY SUPPORT MAINTENANCE SUPPORT POLICY APP‐4 COMMAND & SYSTEMS AVNLOG AIRCREW FUTURE PLANS CONTROL (TACC, INTEGRATION INFO SYSTEMS PROGRAMS AND TTF TAOC, DASC, ATC) STRATEGIC AVIATION SUPPLY, ORDNANCE & AVIONICS PLANS Advise and represent the DCA on all aviation‐related programs Slide: 3 Current Operational Commitments OEF MEU (31st, 22nd , 13th) UDP TAI/Fwd Deployed (det) (det) (det) (det) (det) 4 CH‐53E (det) (det) (det) CJTF‐HOA Squadrons supporting deployments (det) (det) (det) = 23 (37%) OEF MEU (15th* , 11th) UDP TAI/Fwd Deployed (det) (det) (det) (det) (det) (det) (det) Squadrons in Work‐Up Total Deployed or Next to Deploy = 20 (32%) (det) 4 2011 Marine Aviation Tactical/Flying Active Duty = 62 Squadrons Slide: 4 *15th MEU to deploy in August 2012 Marine Aviation Transition Today End State KC‐130 T/J KC‐130J CH‐46E MV‐22B UH‐1N UH‐1Y AH‐1W AH‐1Z ISR Services STUAS SHADOW Group‐4 Notional Image Notional Image CH‐53E CH‐53K CH‐53D F/A‐18 AV‐8B F‐35B JSF EA‐6B Slide: 5 Program IOC / FOCs KC‐13OJ MV‐22 UH‐1Y IOC AH‐1Z FOC 1st MEU Deployment st 1 USMC A/C Delivery F‐35B 1st USMC Squadron F‐35C RQ‐21 MCTUAS (Group‐4) CH‐53K 04 06 07 08 0911 12 13 14 16 17 18 1921 22 23 24 Slide: 6 2005 2010 TODAY 2015 2020 2025 Fighting the Campaign For each year that an HMH is committed to Utilization rate 2.2 X WSPD OCO/HOA, each of its aircraft uses 2.2 years of aircraft life For each year that an HMLA is committed OCO, Utilization rate 2.6 X WSPD each of its aircraft uses 2.6 years of aircraft life For each year that an VMM is committed to OCO, Utilization rate 1.4 X WSPD each of its aircraft uses 1.4 years of aircraft life For each year that a VMA is committed to Utilization rate 1.1 X WSPD OCO, each of its aircraft uses 1.1 years of aircraft life. Each year, the two VMFAs committed to OCO/TAI Utilization rate 2.9 X WSPD utilize 292.9 years of aircraft life for each aircraft. For each year that a VMAQ is committed to OCO, each Utilization rate 3.4 X WSPD of its aircraft uses 3.4 years of aircraft life Measuring engagement: the cost and the value Slide: 7 Aviation Combat Element 2011 2ND MAW 3RD MAW CHERRY POINT MIRAMAR VMU-1 VMU-2 VMU-3 MAG-14 MAG-26 MAG-29 MAG-31 MAG-11 MAG-13 MAG-16 MAG-39 CHERRY POINT NEW RIVER NEW RIVER BEAUFORT MIRAMAR YUMA MIRAMAR PENDLETON VMAQ-1 VMM-162 HMH-366 (CP) VMFA-115 VMFA-232 VMA-211 VMM-161 HMLA-169 VMAQ-2 VMM-261 HMH-461 VMFA-122 VMFA-314 VMA-214 HMM-163 HMLA-267 VMAQ-3 VMM-263 HMH-464 VMFA-251 VMFA-323 VMA-311 HMM-165 HMLA-367 VMM-264 HMLA-167 VMAQ-4 VMFA-312 VMFA(AW)-121 VMA-513 VMM-166 HMLA-369 VMM-266 HMLA-269 HMLA-469 VMA-223 VMFA(AW)-224 VMFA(AW)-225 VMM-561 VMM-365 HMLA-467 (CP) VMFA(AW)-533 HMM-268 VMA-231 VMGR-352 HMH-361 VMMT-204 HMT-302 HMM-364 VMFAT-501(E-AFB) VMFAT-101 VMA-542 HMH-462 HMLAT-303 HMH-465 VMGR-252 HMMT-164 4 MAW HQ’s VMAT-203 HMH-466 13 MAG HQ’s 78 Total Flying Squadrons 1ST MAW CAMP FOSTER 4th MAW NEW ORLEANS VMU-4 MAG-12 MAG-36 MAG-24 IWAKUNI FUTENMA K-BAY MAG-41 MAG-49 FT WORTH MCGUIRE VMFA(AW)-242 HMM-262 HMH-362 HMM-764 VMFA-112 HMM-774 HMH-772 (-) HMM-265 HMH-363 Slide: 8 VMGR-152 HMH-463 VMFT-401 Yuma VMGR-234 HMLA-773 VMGR-452 Aviation Combat Element 2016 2ND MAW 3RD MAW CHERRY POINT MIRAMAR VMU-2 VMU-1 MAG-14 MAG-26 MAG-29 MAG-31 MAG-11 MAG-13 MAG-16 MAG-39 CHERRY POINT NEW RIVER NEW RIVER BEAUFORT MIRAMAR YUMA MIRAMAR PENDLETON VMAQ-1 VMM-162 HMH-366 VMFA-115 VMFA-232 VMFA-211 VMM-161 HMLA-169 VMAQ-2 VMM-261 HMH-461 VMFA-122 VMFA-314 VMA-214 VMM-262 HMLA-267 VMAQ-3 VMM-263 HMH-464 VMFA-251 VMFA-323 VMA-311 VMM-165 HMLA-369 VMM-264 HMLA-167 HMLA-469 VMAQ-4 VMFA-312 VMFA(AW)-121 VMA-513 VMM-164 VMM-266 HMLA-269 VMM-268 VMA-223 VMFA-224 VMFA(AW)-225 VMFA-212 HMH-361 VMM-365 HMLA-467 VMFA(AW)-533 VMM-364 VMA-231 VMGR-352 VMFA-332 HMH-462 VMMT-204 HMT-302 HMLAT-303 VMFAT-501 VMFAT-101 HMH-465 VMA-542 HMH-466 VMGR-252 4 JSF squadrons VMAT-203 3 MAW HQ’s 13 MAG HQ’s 1ST MAW 79 Total Flying Squadrons CAMP FOSTER MFR VMU-4 VMU-3 NEW ORLEANS VMU-5 Add due to 202K growth / FSRG MAG-12 MAG-36 MAG-24 IWAKUNI FUTENMA K-BAY MAG-41 MAG-49 Moving / relocating units FT WORTH MCGUIRE VMFA(AW)-242 VMM-363 HMLA-367 VMM-764 VMFA-112 VMM-774 HMH-772 VMGR-152 VMM-265 VMM-163 VMFT-401 Yuma VMGR-234 HMLA-773 VMGR-452 VMM-166 Slide: 9 HMH-463 Situation • Experiencing Most Conservative Fiscal Environment • Naval Aviation Costly & Marine Aviation is 40% of Naval Aviation • Maintaining Future Combat Readiness Requires Efficient and Effective Resource Utilization – Readiness is Not a Pretense to Justify Wasteful Behaviors • Current Readiness (CR) Process Within the NAE Provides Framework for Addressing Readiness Issues Within Each Type/Model/Series (TMS) o Given Financial Constraints, can Still Maintain High State of Readiness by: . OtOperate Effic ien tly; Ensure Affor da bility . Share Successes / Best Practices Across Enterprise . Obtain Help from Enterprise • Marine and Navy Aviation Structured Differently, but Can Learn from Each Other’s Success & Challenges USMC Will Not Be Wasteful Under Pretext of Preserving Operational Effectiveness Slide: 11 USMC Aviation: ‘In Transformation’Transformation BLUF Understanding the Journey Sustain Gains Implement Tools Focus on Completing and Sustaining Transformation Slide: 12 Understand the Journey Challenges o Wide Spectrum of Performance and Engagement at All Levels o Education and Preparation for Leaders Required o Activities Require Focus and Alignment o Engagement of Key Leaders Requires Balance o Efforts not Owned and Sustained; Transformation Ongoing o Communication Up, Down, and Across Can Be Improved Slide: 13 ‘The Enterprise Journey’ Making a Difference? Yes Recovered unfunded flight hours for training ($33M) More training time aibirborne Efficiencies recovered more than 6,100 hours within the OP‐20 budget At a nominal $5500/FH, this created more than $33M in training opportunities Arrested growth in CPH rate More money for 1999 ‐2003: average growth rate was $/h/$303/hour/year parts, equipment, 2003 ‐2008: average growth rate was ‐$55/hour/year labor and fuel 2008 ‐2009: average growth rate was $158/hour/year MV‐22 Most Recent Success 26% Cost Reduction: $11,651 CPH in FY10 to $9,670 CPH in Feb 11 Reduced USN / USMC aircraft RFT gap USN: 7.5% in Oct07 to 6.2% in Oct08 and to 6.3% Sept 10 (absent P‐3C R/S) USMC: 33% in Nov07 to 25% in Jun08 to 19% in Mar 11 More shadows Developed Maintenance Personnel Readiness metric on the ramp Measures certifications and qualifications even to the detachment level, truly reflecting a unit’s maintenance personnel overall readiness Better trained, more qualified workforce to meet any mission Slide: 14 USMC TOP 5 (All TMSs) (Cost: All USMC) Mar 11 Data T- RATING MAINTAINER CORE COMPETENCY MAR 11 USMC RFT Mar 11 RFT ENT 613.7 RFT ACT 496.0 GAP 117.7 RFT AVAILABILITY AIRCRAFT LIFE MANAGEMENT COST PERFORMANCE Slide: 15 ‘The Transformation’ • CPI Organizational Level Squadrons throughout Marine Corps (AIRSpeed Prep) • End‐To‐End AIRSpeed Implementation Across Marine Corps Squadrons • Implement Leadership Strategy Process (LSP) Where and When Applicable • Own, Focus, and Align CR Support Activities o Standardized MALS Metrics Specifically Aligned to Flight Line o Implementation of Focus Area Metrics Across All TMS’ o Successes Replicated across Enterprise • Advance and Sustain with MALSP II • Recognize, Institutionalize and Sustain Enterprise Successes o Recognize & Replicate Slide: 16 ‘Tools In Use’Use End‐To‐ End (E2E) LdLeadershi p Strategy Process (LSP) TMS Focus Areas & MALS Metrics MALSP II Slide: 17 Understanding CR “Throughput” Understand the Understand the Goal Systemy Core Capable Unit Global Operations Demand Pattern Fly Schedule … with a global perspective O‐Level Time ‐ Launch Sortie (Throughput Generation) Daily & Turnaround Primary Scheduled Primary Unscheduled End‐to‐End AIRSpeed Maintenance Activities* Maintenance Activities Turnaround Designed & aligned to create Post Phase Turn / FCF Ops Check** Fix Phase Replace Time Time reliable throughput to TMS team Look Phase Remove RFT requirements Wash Troubleshoot Mission Set‐up Set‐up Capable Aircraft Scheduled Maintenance Unscheduled Maintenance *Phases and SilSpecials Recovery Maint.