Printer Friendly

SHIPMAIN and the Sea Power 21 vision.

Ship maintenance (SHIPMAIN) is one of the newest initiatives fleet Sailors are putting into practice. It is a "best business" practice that is changing the culture of getting ship work completed in a one-step process.

"Innovative programs like SHIPMAIN and the Naval Aviation Readiness Integrated Improvement Program (NAVRIIP) helped develop and share best practices, streamline maintenance planning and improved performance goals in shipyards, depots and Intermediate Maintenance Activities (IMA)," said Chief of Naval Operations (CNO), ADM Vern Clark in his CNO Guidance for 2004.

"As we move [closer to] the "smart ship" design and operations, the crew size is significantly reduced. This means that more of the maintenance, above and beyond preventive maintenance schedule (PMS), is performed by outside activities such as Ship Intermediate Maintenance Activities (SIMA), shipyards, and private contactors. The implementation of the SHIPMAIN program ensures that the right group is attached to the right job from the very beginning, thereby expediting its completion," explained Master Chief Machinist's Mate (SW) Jeffery A. Gray, SIMA command master chief, Norfolk.

SHIPMAIN provides the maximum benefit per maintenance dollar by a one step process, eliminating time lags, prioritizing ship jobs and empowering surface ship Sailors in their ship's maintenance decisions.

Each ship has in place a maintenance team consisting of a ship's port engineer, members of SIMA, ship repair supervisor (SUPSHIP), Fleet Training Support Center (FTSC) personnel and the ship's representative. These teams meet twice a week in the same location at the same time to discuss the same job. The ship's representative takes the lead on deciding priority jobs for the ship. This team approach is producing a mindset change and encouraging best business practices.

"SIMA now has more time to plan and execute the availabilities within the prescribed dates, saving thousands of premium dollars," explained Senior Chief Hull Maintenance Technician (SW) Paul Corey, senior project manger SIMA Norfolk. "SHIPMAIN frees up fleet Sailors to concentrate on other upkeep jobs and training, because the repair activity is doing more of the repair jobs."

"The process for getting a '2Kilo,' Navy paperwork to assign repair work, from the ship to the maintenance activity is now more streamlined and more efficient. There seems to be fewer duplicate job orders and less items sent that are Ship's Force (S/F) capable," said Chief Hull Maintenance Technician Chris Perry, SIMA Norfolk project manager.

The Navy's strategic plan, Sea Power 21, requires the capabilities of a 375-ship Navy to accomplish its missions. SHIPMAIN is contributing to the future of a 375-ship Navy by saving time, labor and dollars-dollars that can be recapitalized into future assets. SHIPMAIN is also training Sailors and providing them opportunities to be good stewards of the scarce government resources entrusted to them. Maintenance jobs that used to take weeks before a Sailor actually turned a screw, now have a screening turnaround time of 48 to 72 hours.

"Sea Enterprise is focusing headquarters leadership on outputs and execution, and is creating ideas that will improve our productivity and reduce our overhead costs. The Sea Enterprise (SE) Board of Directors established an enterprise-wide approach to transformation, validating $38 billion in savings across the FY04 future years defense plan, and identifying $12 billion in new initiatives to help us recapitalize and transform the force," Clark wrote in his 2004 guidance.

Sea Power 21 provides our nation with widely dispersed combat power from platforms possessing unprecedented war fighting capabilities. The global environment and the nation's defense strategy call for a military with the ability to respond swiftly to a broad range of global missions and homeland defense against terrorist threats. To meet these demands, ships must be deployable and surge ready when needed. It is through initiatives such as SHIPMAIN that the fleet remains a prepared and viable source of military power.

For more about CNO Guidance visit www.chinfo.navy. mil/navpalib/cno/clark-guidance 2004.html.

Story by JOC Milinda D. Jensen, who is assigned to the public affairs office, Naval Sea Systems Command, Washington, D.C.
COPYRIGHT 2004 U.S. Navy
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 2004 Gale, Cengage Learning. All rights reserved.

Article Details
Printer friendly Cite/link Email Feedback
Title Annotation:Around the Fleet
Author:Jensen, Milinda D.
Publication:All Hands
Date:Jul 1, 2004
Words:663
Previous Article:Navy/Marine Corps team to revolutionize naval warfare.
Next Article:Time capsule.

Terms of use | Privacy policy | Copyright © 2019 Farlex, Inc. | Feedback | For webmasters