04/05/2022
Background
Assets operated and managed by the Royal Australian Navy continue to develop and become more complicated with each iteration.
These changes in technology drive Sustainment Organisations to conduct continual improvement and maintenance practice reviews into assets operated by Navy to ensure assets are managed as effectively and efficiently as possible.
The advanced and complex nature of Navy’s assets generates vast quantities of data which requires a repeatable and defensible system of processes and tools to ensure safety to personnel as well as optimal operational availability.
To help Navy improve assets management and the safety of personnel, Downer Professional Services (DPS) was engaged to perform a gap analysis on data generated through various monitoring and maintenance systems employed across assets managed by Maritime Systems Division (MSD).
What we did
Using experience from the wider Downer Group, the review team was established with a mix of experienced defence consultants as well as management experts who had first-hand experience implementing asset management best practices in Downer Rolling Stock Services and providing guidance across the greater Downer Group.
Pulling together this collection of experience, the review team commenced this analysis through engaging with staff from the Maritime Support (MARSPT) Branch, including Director General Maritime Support (DGMARSPT).
The review team developed a strategy for improving the collection, management, storage and dissemination of asset management data.
This strategy focussed on two key enhancements to current business practices, couched within a high-level asset management enhancement strategy framework:
The AMDAC structure and roles were designed to enable application in a scalable manner at varying levels of an organisation. As the analysis focussed on data within MARSPT Branch, it was recommended that a cell be established at branch level to ensure that data assurance activities could be managed effectively across multiple System Program Offices.
Identification of high-cost maintenance routines can now be triaged by analysts to identify opportunities for cost reduction whilst maintaining acceptable levels of risks regarding safety, environmental and mission requirements.
Reductions in cost associated with individual maintenance tasks can initially be seen as minimal gain. However, the aggregated cost reductions across even just one task can compound. On a larger scale, such as by vessel or entire fleets, the benefits to total cost of ownership can quickly escalate.
Understanding the biggest cost drivers associated with Navy assets is a powerful tool during acquisitions of new materiel systems as well as upgrades to existing systems. With today’s technology, there are many ways to reduce resource wastage; however, organisations often lack the understanding of where to begin prioritising their efforts to make a lean, effective and efficient organisation a successful one.
With maintenance being one of the largest cost drivers in service, collecting and analysing data associated with maintenance tasks can be the big first step in identifying more efficient methods for Sustainment Organisations to meet required availability and lower life cycle costs.
Results
The Downer team reviewed multiple ICT systems to help provide DGMARSPT with an understanding of the usability of high-level vessel condition data in achieving a complete picture of asset health and performance.
To gain access to products from these systems, the review team engaged with staff from MARSPT branch in both Sydney and Canberra. In addition, they engaged with the Amphibious Combat and Sealift System Program Office (ACSSPO) to develop a robust understanding of the gaps within current data sets and how Director-General MARSPT (DGMARSPT) could create opportunities to decrease the maintenance and cost burden of managing assets.
The analysis was completed in two parts with the first being submitted as an Interim report on 12 May 2020. The DPS team received additional data after the submission of the Interim Report which enabled a more refined analysis that informed a final report.
Downer’s engagement gave Navy a clear path ahead for asset management practices.
The combination of DDS and DPS experience ensured the way ahead was based on best practice from other asset-heavy industry sectors, yet also adapted appropriately to suit Navy’s particular circumstances. The report’s recommendations have been incorporated into Navy’s asset management framework and processes.