SOW Attach H-DOP ELMP Template.pdf

Revised 9 Oct 19

ATTACHMENT H

Director of Propulsion’s

Engine Life Management Plan Template for Engines in Acquisition

Life Cycle Management (LCM) responsibility for propulsion systems is apportioned to

AFLCMC/LP in AFMAN 20-116.

Key to executing LCM responsibilities (as detailed in DoDI 5000.02 and AFI 63-101/20-

101), LCM planning must be captured in a management plan for engines. This Engine

Life Management Plan (ELMP) Template applies for new acquisition programs and all propulsion systems currently active in the US Air Force (USAF) inventory. For new acquisition programs, engine life management planning and documentation via an ELMP begins during the system Materiel Solution Analysis Phase. The Section column in the table below indicates which portions are to be written by the engine Original Equipment

Manufacturer (OEM) during the acquisition process. The information provided by the

OEM will be incorporated by the Government into a comprehensive ELMP.

A key element of LCM is Product Support Management planning and execution. While responsible/accountable for LCM for engines, AFLCMC/LP does not have organizational execution authority for many elements of engine product support. Many of these elements are executed by multiple contractors and/or other government organizations.

Engine Integrated Product Teams (IPTs) will have to work with these enterprise partners to foster a team environment and ensure successful engine product support.

The primary intent of the/an ELMP is to define the process of producing engines/maintaining War Readiness Engine (WRE)/Target Serviceable Requirement

(TSR) and understanding/defining what it takes to fix that process when it breaks (vs.

exclusive focus on organizational goals and metrics). Use the ELMP as the requirement document from which to craft Performance Work Statements (PWS) with vendors and/or

Performance Based Agreements (PBA) with government organizations.

The underlying premise is to illustrate AFLCMC/LP planning to execute engine LCM responsibility, including the critical interchanges required with enterprise partners. From this common view of the requirement, its envisioned expectations and subsequent performance can be more effectively and efficiently managed towards propulsion goals of providing Ready, Affordable, Safe & Effective engines to the AF.

The ELMP numbering structure and Standard Appendices in this ELMP Template will be followed for every ELMP regardless of whether the paragraph/appendix applies to a particular Type, Model, Series (TMS). If a paragraph or appendix does not apply to a

TMS, the numbered paragraph/appendix should be annotated that is not applicable

(N/A) to that engine program and why. For new acquisitions where the information or sufficient data does not yet exist, indicate it is not yet available and the anticipated timeframe for being able to provide the required information.

All metric charts should indicate the goal, current metric status, three year historical FY annual average and future five year forecast FY annual average. Use an ‘as of’ date of 30 September for each FY. Actual metric charts will be located in their respective Appendix (B, C or D). Metric calculations are located in AFMAN 20-

116. If any top-level metrics are yellow or red, include the respective lower-level metrics shown in AFMAN 20-116, Table 10.1.

Section Description Title Page

Show the engine TMS designator, then the name, office, DSN, and email address for the Engine Program Manager

(Engine Product Support Integrator--Engine PSI), Lead

Engineer, Item Manager and Equipment Specialist. Show the date of the plan.

Coordination Page

Each plan will be signed by the applicable Engine Branch

Chief, Propulsion Division Chief (Product Support

Provider), Lead Command director of maintenance, and the aircraft System Program Manager or Product Support

Manager. Full coordination is required at a minimum every three years. If any portion of the ELMP (except

Appendices) changes, full coordination is required even if before the third year.

Revision Page

In the years when full coordination of the ELMP is not required, the yearly Appendices updates must be approved by the Engine Branch Chief and documented on the

Revision Page (see Example 1 below) and inserted into the

ELMP following the signed coordination pages. When full coordination is required (at least every third year), the Revision Page will be blank.

Table of Contents, Etc. After the table of contents, include a list of appendices, tables and figures with page number references.

1.0 Executive Summary This section provides the reader with an overall impression of the scope, status and focus of the engine program. It considers both the near and long term health of the engine program. It outlines major issues, what is being done to address them, quantifies budgetary resources, and identifies the impacts of resource constraints.

1.1. Engine Life Management Concept Briefly describe the engine and the aircraft it powers.

Summarize the engine’s maintenance concept, levels of maintenance and build policy goals. In Appendix A, quantify the fleet size and identify the basing structure.

Provide a schedule showing future force structure changes and system retirement plans. Include anticipated retirement date and an estimate of total engine flying hours to retirement. Include identification of other DoD Services

(US Army, US Navy, etc.) which employ common propulsion system. Also include the TMS Star Chart (see

Example 2 below) in Appendix A.

1.2. Strategic Goals, Progress & Forecast

(OEM)

Indicate the current fleet health status, as well as a forecast of future health given the currently approved budget. In addition to the above, any deficiencies affecting the operation performance (speed, range, payload, ceiling, acceleration, turn rate, climb rate, signature characteristics, etc.) of the weapon system shall be highlighted. Provide a general reference to the propulsion metrics used to indicate current fleet health in relation to the engine life cycle sustainment goals of Ready, Affordable, Safe and

Effective (RASE). The following metrics can be generally referenced as methods for assessing the engine health, but the metric methodology and current status will be discussed in its subsequent, respective section:

1. Safety risk issues

2. Serviceable spare engines vs. WRE/TSR requirement

3. Mean Time Between Removal (MTBR) or

Average Time On Wing (ATOW)

4. Maintenance Man Hours per Engine Flying Hour

(MMH/EFH)

5. Affordability (Engine Operating Costs, CPEFH, Cost

Reduction Initiatives and FYDP Overview).

1.3. Major Issues & Initiatives

(OEM)

Briefly discuss the major issues affecting the engine program and the efforts planned or underway to address them. Provide current status in Appendix A. Indicate progress on each major initiative and highlight the impact of resource constraints on implementing recommended actions. Include a table in Appendix A listing each major issue or initiative and indicate which of the five engine health indicator(s) in Section 1.2 they impact. Include a column that references the specific section in the ELMP where the issue or initiative is discussed in detail (see

Example 3). As a sample, suppose a reliability problem has created a Class A mishap risk, but it also affects

MTBR/ATOW, MMH/EFH, WRE/TSR and Engine

Operating Costs. The table would indicate this is the case, but the main discussion of the problem and solution will be in its respective Section. As such, the table should reference the specific section. The effects on each of the other metrics can and should be noted in the appropriate sections of the ELMP, but the detailed description of the problem and solution does not need to be repeated.

1.4. Component Improvement Program Briefly discuss the purpose for CIP and the general driving factors for needing CIP on this engine program. In

Appendix A, include a CIP organization chart, detailed task information, list current EPDs, funding requirements and correlating implementation plans (see Examples 4 and

5 below). The funding information will cover the current

CY plus 2 years. Also discuss planned tasks which are currently unfunded to show program issue awareness and mitigation plans.

1.5. Long Term Roadmap

(OEM)

Summarize the results of the latest engine roadmap study.

Discuss the pros and cons of re-engining options considered (if applicable), as well as major upgrades/ modifications. Also discuss opportunities afforded by emerging technological advances. Briefly describe plans to mature and transition new or existing technologies. The

Roadmap chart (see Example 6 below) and details of the specific Science & Technology (S&T) roadmap effort(s) for the TMS will be located in Appendix A.

1.6. Budget Summary Give a general summary (without dollar amounts) of the budgets for the TMS. Appendix A will include a table (see

Example 7) showing the overall budget breakouts by FY for the TMS. Start with the current year and run through the latest POM. For each of the following appropriation categories, show the amount requested, the amount approved and the size of any shortfalls.

1. RDT&E (3600). Include a line for CIP (PE

027268F) and any other separately funded source/program for this TMS. This may include

AFRL funded S&T effort, Advanced

Technology Demonstrations (ATD), Advanced

Concept Technology Demonstrations (ACTD) and etc.

2. Procurement (3010). Include lines for spares

(BP16), Modifications (BP11), and support equipment (BP12)

3. O&M (3400). Include lines for MSD buy and repair, and DPEM

4. MILCON (3500). Include a line for each construction project

5. OMEI (Other Major End Item)

1.7. Product Support Performance KEY: For this section, the primary objective is to provide a pragmatic picture/description of the product support package necessary to sustain/improve the process for producing your engine. Include the top level elements needed to support engine production (i.e., engine removal, RNI (JEIM), Depot (engines/modules/ components), AFSC/DLA supply to support production, etc.) In simple terms – you are the Product Support Integrator for your engine. This section is intended to be a high level summary. How would you tell an organization providing support what you want from them? Keep it simple.

Details for ensuring engine supportability will be addressed in Section 6.

2.0 Operational Safety

(OEM)

Describe the engine’s impact on flight safety. Discuss the

Safety requirements and metric methodology (include methodology for NRIFSD and ERLOA if required).

Reference the metric chart(s) located in Appendix B.

In Appendix B, provide the Engine System Safety chart

(see Example 8 below). Describe in detail the factors which are affecting the aircraft mishap rate and what is being done to mitigate these risks. If current FY safety metric is Yellow or Red, include lower level metrics (i.e.

NRIFSD and ERLOA—see Examples 9 and 10 below).

2.1. Open Risk Mgmt Items

(OEM)

Provide a general summary and reference Appendix B for current open safety issues. In Appendix B, list the items/parts which exceed the DoP safety risk management thresholds (see Example 11) and include the Safety Quad

Chart for every identified safety item (see Example 12).

For each such item, describe what is being done to mitigate risk in the near term (operational restrictions, inspections, etc.) and quantify both the cumulative and interim risk.

Describe the impact of the interim mitigation measures on the program, such as MMH/EFH and Engine Operating

Costs. Also describe the long-term, permanent solution

(redesign, modification, repair, etc.) and the plan for its implementation.

2.2. Future Risk Assessment

(OEM)

Discuss potential safety issues and how they were identified. Quantify the potential impact on flight safety, as well as the actions required to eliminate or mitigate these failure modes.

2.3. Life Limited Parts Assessments

(OEM)

In accordance with (IAW) Task V (Engine Life

Management) actions outlined in MIL-STD-3024, Propulsion System Integrity Program, each engine program covered by Component Improvement Program shall conduct a mandatory assessment of life limited components in conjunction with periodic mission analysis surveys. Considering budget and manpower constraints, it is acceptable for the assessment to be level loaded over multiple years. Duty cycles shall be reviewed for accuracy and fidelity against current operational fleet usage data.

Any significant recommended life changes and life updates from previous published lives in recent year as assessment will be included in ELMP update. The low cycle fatigue and damage tolerance lives in recent years’ assessments will be included in the ELMP update. The low cycle fatigue and damage tolerance lives of parts are to be reported using the material properties guidance found in paragraph A.4.6., Material Characterization of MIL-

HDBK-1783, Engine Structural Integrity Program. Each program shall review and report compliance during the

ELMP review. In addition any needed corrective actions requiring CIP funding will be addressed in CIP task identification process. Additional information on usage and life analysis can be found in MIL-HDBK-1783, as well as the Propulsion Best Practice BP-01-15, Fielded

Engine Life Management.

2.4. Propulsion System Integrity

Program (PSIP) Assessment

(OEM)

Briefly describe engine’s current and projected status, relative to its engine service design life and projected service need of the weapon system. Describe parameters of the design relative to design usage and projected number of hours the engine can withstand at any point in the envelope for both hot and cold parts.

3.0 Operational Suitability

(OEM)

This section describes efforts related to maintaining or improving operational readiness. It describes in detail the engine-related factors which are affecting the aircraft’s ability to meet its peace and wartime mission requirements, and what is being done to mitigate these impacts. If any of the issues in this section have been discussed in other sections of the ELMP, it is not necessary to repeat the same information. Just highlight the relationship between the safety issue and the operational suitability characteristics in Sections 3.1 through 3.3.

Consider both the negative consequences of interim risk mitigation measures, as well as the benefits of the permanent solution.

3.1. Availability

Discuss the WRE/TSR requirements and provide the

WRE/TSR metric methodology (and methodologies for lower level metrics if required). Identify the cause(s) of serviceable spare engine shortages and what actions are planned or underway to address these shortages.

Reference the metric chart(s) located in Appendix C.

In Appendix C, describe the availability of serviceable spare engines to meet peace and wartime flying hour requirements. Include a forecast of future serviceable spare engine levels (see Example 13) based on predicted engine reliability and other factors, such as basing and maintenance concepts, flying hour changes, and repair and transportation times. If the current FY WRE/TSR status

(FY annual average) is Yellow or Red, discuss the drivers and include lower level metric charts (BSL and ENMCS, see Examples 14 and 15).

3.2. Reliability

(OEM)

Identify the root cause of reliability problems and provide the MTBR metric methodology (and for lower level metrics if required). Is the design deficient? Is how the engine is being operated and maintained affecting its reliability? Engine reliability impacts virtually every other facet of OSS&E and affordability. Given the wide ranging impacts of engine reliability, this is one of the most crucial sections of the ELMP.

In Appendix C, describe the engine’s current and forecasted reliability and identify the factors which are having or are predicted to have an adverse impact. Include the MTBR (see Example 16) and Top Removal Drivers

(see Example 17) charts and identify actions being taken to address top removals. Reference CIP projects addressing

Top Removal Drivers, but keep the CIP details in the CIP section. Are spare parts/module shortages forcing repair work arounds or significant module mismatches, and if so, what is causing those shortages? If current FY MTBR status is Yellow or Red, discuss the drivers and include lower level metric charts for Shop Visit Rate (see Example

18) and Scheduled Engine Removal (SER)/Unscheduled

Engine Removal (UER) rates (see Example 19). Discuss potential reliability fixes and their alternative implementation methods in terms of benefit and potential return on investment (i.e., forced retrofit or attrition).

3.3. Maintainability

(OEM)

Describe the engine’s impact on the maintenance ops/pers tempo (MMH/EFH), and provide the MMH/EFH metric methodology (and for lower level metrics if required).

Identify the issues which are impacting the current

MMH/EFH rate, and provide a forecast of future

MMH/EFH. Examine the MMH/EFH trends at

Organization and Intermediate level (if applicable), as well as those caused by TCTOs. Describe the efforts which are planned or underway to control the ops/pers tempo. The

MMH/EFH chart will be located in Appendix C (see

Example 20). If the current FY MMH/EFH status is

Yellow or Red, discuss the drivers and include lower level metric charts (IMMH/EFH, OMMH/EFH and TCTO

MMH/EFH—see Example 21).

4.0 Operational Effectiveness

(OEM)

This section describes efforts needed or underway to maintain specification engine performance, as well as increases in specification performance necessitated by changes in the aircraft’s usage.

4.1. Performance

(OEM)

Describe any engine deficiencies which impact the performance of the aircraft (e.g., speed, range, payload, acceleration, maneuverability, climb rate, etc.). Identify the specific performance deficiencies (e.g., engine thrust, weight, specific fuel consumption, etc.). Also identify any operability concerns, such as stall margin and starting capability. When addressing these deficiencies, consider the effects on engine performance deterioration between scheduled maintenance, as well as changes to the aircraft

(weight, payload, mission, tactics, operating environment, etc.). For each use, describe the actions needed to rectify the deficiency.

4.2. Signature (Detectability)

(OEM)

Describe any adverse effect the engine is having on the aircraft’s susceptibility to being detected by radio frequency, infrared, electro-optics and acoustic sensors.

DO NOT INCLUDE ANY CLASSIFIED INFORMA-

TION IN THIS SECTION. Identify the specific engine deficiencies (e.g., noise, smoke number, turbine exhaust temperature, etc.). When addressing these deficiencies, consider the effects of engine performance deterioration between scheduled maintenance. For each issue, describe the actions needed to resolve the deficiency.

5.0 Affordability This section addresses the major propulsion focus area of affordability.

5.1. Engine Operating Costs and Cost Per

Engine Flying Hour (CPEFH) The Engine Operating Costs objective is to monitor engine

TMS operating cost contribution to overall weapon system cost, providing total operating costs to operate an engine type. The CPEFH divides the Engine Operating Cost data by (aircraft flying hours x installed engines). Include the methodologies for Engine Operating Costs and CPEFH.

Using the AF Total Ownership Cost (AFTOC) database, show the historical Engine Operating Costs and trends in the Engine Operating Costs quad chart (see Example 22 below). Identify the top cost drivers, and for each, describe what is being done to reduce them. If the drivers have been discussed in earlier sections of the ELMP, it is not necessary to repeat the same information. Just refer to the appropriate section. Include the Engine Operating

Costs quad chart, CPEFH (see Example 23 below) and

Top Cost Drivers (see Example 24 below) in Appendix D.

5.2. Cost Reduction Initiatives

(OEM)

The cost reduction objective is to track development, implementation, and benefit of efforts to drive overall engine cost affordability down, comparing the cost for an engine TMS affordability initiative versus benefit. For each AFTOC driver or concern, identify the cost reduction initiative(s) and schedule for implementing the cost reduction solution in the Cost Reduction Initiative tracking chart (See Example 25 below) (Use FYDP format in the metric quad). Issues which have been previously addressed elsewhere in the ELMP need not be repeated here. Cost avoidances will be capture in the FYDP

Overview chart (see Example 26 below). It is only necessary to discuss those initiatives which are solely aimed at reducing Engine Operating Costs. In a table, show the required and approved budget, as well as any shortfalls (see Example 27 below). The specifics of the cost reduction efforts, budget table, cost reduction initiative tracking charts and FYDP Overview chart will be located in Appendix D.

KEY: Think BEYOND CIP. To the extent practicable, decompose goals to your support providers. Consider pressing for reduction in high driver exchange prices, surcharges (overhead), or some target/lexicon the provider can have a reasonable opportunity to affect.

6.0 Product Support Management Briefly provide overview of section 6. Not necessary to repeat information that will later be discussed in sub-sections.

KEY: For this section/sub-sections, build on what was provided in Section 1.7 above. Define support provider

(i.e., DLA, PMXG, LP, etc.) contributions to your production process in terms that are needed to maintain supportability. Do not constrain thinking to existing cross organization agreements (i.e. AFSC does supply, AFLCMC does not). As the engine Product Support

Integrator, the PM needs to understand and explain where to negotiate with another organization to achieve the goal

(engine production). The purpose of defining your production process specific requirements is to better outline inter/intra organizational expectations and to illustrate more broadly the communication, actions and balanced metrics across the organizations needed to keep engine production running smoothly and maintain WRE requirement.

KEY HERE: If you are not sure where to start, then you likely need to map out your product support process. An example of the process to maintain engine production is provided here:

A way to consider calculation of TAT needs with your repair network (Depot and JEIM) is provided here:

The goal in this section/sub-sections is to identify the production process happening today, the roadblocks to success, and what steps are/will be taken to improve the production output necessary to maintain required WRE. In simple terms – you are the Product Support Integrator for your engine. How would you tell an organization providing support what you want from them? Key – keep it simple.

6.1. Product Support Strategy Provide the engine’s standard reference design concept showing major subsystems and features. The figure must be consistent with the engine’s work breakdown structure

(see Example 28 below). More than one drawing may be required to illustrate.

Provide a table (see Example 29 below) listing the following sustainment strategy elements:

- Sustainment concept (maintenance, including software support, and other major supply chain elements)

- Roles & Responsibilities

- Plans for acquisition of technical data

Provide a depiction of the sustainment concept (see

Examples 30 and 31 below). The figure must identify roles and responsibilities for product support providers that support the system’s operational concept. Key: the figure must list the engine’s planned supply chain performance metrics. Additionally, the figure must include joint support, if planned, and the roles and responsibilities of the major agencies, organization and contractors, including

Public Private Partnerships and DMISAs, planned as part of the engine’s product support.

In Appendix E, discuss current product support issues

(roadblocks to maintaining successful rate of engine production necessary to meet WRE/TSR requirement), and include methods required to improve engine production if unplanned decline/not meeting WRE/TSR due to supply shortages, production capacity limitations, long repair turnaround times (RTAT), etc. Improvement methods can include reviewing engine removals and addressing forecast inaccuracies in engine forecasting model (i.e. PAFM, SEFM, etc.), working with AFSC to check parts forecasting accuracy and review computation factors, addressing JEIM/depot production quantities by identifying RNI/PMXG/DMISA capacity constraints/fixes, etc. Discuss as it pertains to your engine.

6.1.1. Sustainment Strategy

Considerations Provide a general description of sustainment strategy considerations. Identify DSOR decision(s), DSOR number(s) and give details and what actions were taken to comply with DSOR decision(s). Include a matrix of considerations and cost drivers (see Example 32 below) that impact affordability of the Sustainment Strategy.

These elements must map to the appropriate program documents (EAIP, Performance Based Agreements, RCM plan, etc.).

Expectation: The engine PM (PSI) must identify the considerations, sources, and the product support elements affected that are a sustainment cost driver. Product

Support Strategy considerations are derived from multiple sources and can be explicit, implicit, or derived.

6.1.2. Sustainment Relationships Identify relationships (Industry, Public Private

Partnerships, other DoD components (including DMISAs), international partnerships) included in the product support strategy. List planned provisions to ensure the support from these providers remains a viable option throughout the life cycle. (If the product support strategy is in the process of changing, reference Appendix E and put the changing details there.)

Provide a diagram (see Example 33 below) showing the relationships between the Product Support Manager (at

Airframe Level), the PSI (the engine PM), and Product

Support Providers (e.g., OEMs, DLA, MAJCOMs, TRANSCOM, Depot, etc.). The diagram must include field activities, support centers, integration activities, and other stakeholders, as appropriate. In cases where the relationships (e.g., MOA, contracts, etc.) are not yet in place, indicate the required actions, the organization with primary responsibility, and the associated time frame for these to be established (must be consistent with engine PM office organization and include an as-of date).

6.1.3. Product Support Integrator

Roles and Responsibilities List the interfaces, deliverables and dependencies that the

PSI and logistics staff must coordinate with other functional areas.

6.2. Product Support Arrangements

6.2.1. Contracts Generally discuss the type of contracts used to support the program. Provide details and a table (see Example 34 below) in Appendix E of the sustainment related contract efforts, in place or planned, as part of the product support package. Data in the table must map to the Product

Support Strategy and provide sustainment specific provisions including the:

- Name (i.e., Engine Sustainment Contract)

- Managing organization and POCs

- Products and period of performance covered

- Responsibilities/authorities and functions

- Metrics and incentives

6.2.2. Performance Based Agreements

(PBAs)/contracts (e.g., with DLA, AFSC, ACC, etc.)

Generally discuss organic support arrangements necessary to successfully sustain the program, including DMISAs.

In Appendix E, list the detailed PBAs/contracts in place or planned with organic Product Support Providers (DLA, Supply Chain, PMXG, ACC, etc.)

Data in the table (see Example 35 below) must map to the

Product Support Strategy and provide sustainment specific provisions (not top level organizational goals) including the same five bulleted items above in 6.2.1.

6.3. Product Support Package Status

6.3.1. Program Review Issues and

Corrective Actions Provide a table that identifies all reviews (ELMP, Logistics

Assessments, etc.) in which the Product Support Team participates, the open findings/issues, corrective actions, and completion dates (see Example 36 below).

6.3.2. Product Support Package

Assessment Reference Appendix E for the assessment results of the

Product Support Package elements (see Example 37 below) for details concerning product support issues. In

Appendix E include the plan for resolving each of the issues identified in the logistics assessments (i.e., Leading

Health Indicator assessments, etc.), identify the individual responsible for resolving the issue, and specify the steps and schedule for closing each unresolved issue. Significant tasks required to resolve product support issues shall be captured in the Long Term Roadmap and Master Program

Schedule (if applicable).

6.4. Sustainment Management The ELMP should provide the planned evolution in the organizational structure and IPTs through the acquisition process, including ops and sustainment (this is key for

TMSs early in life cycle).

6.4.1 Organization

6.4.1.1. Government Program Office

Organizations Provide the planned program office org structure, with expanded detail on the Product Support function. Include an as-of date and the following key elements:

- Organization to which the program office reports

- Engine Product Support Integrator (Lead PM)

- Functional leads (e.g., Engineering, ES, FM, Logistics, Module Managers, Analysts, etc.)

- Matrix lines to AFSC, MAJCOM and contractor personnel

- Field or any other Service representatives

Provide the following with respect to the engine PSI:

- Name, office symbol, contact information

- Reporting relationship from the PSI to organizations (i.e., PEO-X) off the org chart

6.4.1.2. Program Office Product

Support Staffing Levels Summarize the program’s product support staffing plan.

Include a table showing the number of required full time equivalent (FTE) positions (e.g., organic, matrix support and contractor) across the FYDP (see Example 38 below).

6.4.1.3. Contractor(s) Program Office

Organization

(OEM)

Provide the OEM’s program office organization chart and key points of contact for OEM and other support contractors.

6.4.1.4. Product Support Team

Organization Indicate whether IPTs have been established to address specific product support issues and include the following details:

IPT Organization – Provide a figure (see Example 39 below) showing all government personnel and support contractors (if applicable) assigned to sustainment related

IPTs, working IPTs and working groups. The figure must show the vertical and horizontal interrelations among the groups listed. Identify the government and contractor leadership for all teams.

IPT Details – For all government and contractor IPTs and other key teams; include the following details in the figure:

- IPT name and effective date

- POC and any contract information

- Functional team membership (to address the appropriate product support elements)

- IPT roles, responsibilities, and authorities

- IPT products (e.g., updated plans, etc.)

- IPT-specific metrics

NOTE: These Product Support IPTs are expected to include appropriate AF, DLA, and Lead Command representation, to ensure organic Maintenance, Supply

Chain and Transportation capabilities, constraints and risks are properly identified, managed and included in the

ELMP development and refinement.

6.5. Additional Product Support

Planning Factors

(OEM)

List additional sustainment issues or risks that cross functional lines that could adversely impact sustainment or sustainment support across the engine’s life cycle that are not captured elsewhere in the ELMP. If the topic is addressed in another source, provide a short summary and reference to the source. For example:

- Critical Program Information in the PPP

- Materials with enviro impacts from PESHE

- Integration with or onto another platform (engines shipped on different platforms, etc.)

EXPECTATION: Information may be included in other documents that is important to the effective functioning of operators and maintainers. This section provides Product

Support Stakeholders additional information that impacts sustainment planning and operations and a reference to where additional information can be found.

7.0 Master Program Generally discuss the Schedule and Budget for implementing the recommended actions in other Sections.

The intent is to provide a single snap shot of the entire

ELMP, showing the major initiatives, planned implementation schedule, funding required, and funding shortfalls.

7.1. Master Program Schedule Generally discuss program projects and initiatives.

Reference a Master Program Schedule (see Example 40 below for a simplified schedule—major modification schedules will need to be more elaborate). For each project or initiative (not necessarily each CIP task), show the start and end dates. Include intermediate milestones/phases if needed. For example, for a major service life extension program, you may wish to show distinct milestones for each phase of the effort

(development, testing, production and deployment). Major modification schedules will be located in Appendix F.

7.2. Funding Requirements Briefly discuss funding types required to implement planned program modifications, upgrades or major initiatives. Reference Appendix F for a detailed funding table (see Example 41 below), which will show the funding for each modification, upgrade or major initiative

(not necessarily each CIP task) discussed in other Sections.

Break the budget out by FY and source of funding

(appropriation category, PEC, BPAC, EEIC, etc.). Include a prior year total, the current FY, next FY, each FY in the

POM, and an out-year total. Show the amount required, amount approved, and any shortfalls. If there are shortfalls, discuss their impact.

Appendices

Provide introductory summary before each chart and discuss what that chart is indicating related about the specific engine TMS program.

Standard Appendices include:

A - Engine Life Management Concept o Engine Life Management Overview o CIP o Roadmap o Budget Summary, etc.

B - Operational Safety o System Safety, if yellow/red, then:

NRIFSD

ERLOA

C - Operational Suitability o WRE, if yellow/red, then:

BSL

ENMCS

o MTBR, if yellow/red, then:

SVR

UER

o MMH/EFH, if yellow/red, then:

OMMH/EFH

IMMH/EFH

TCTO MMH/EFH

D - Affordability o Engine Operating Cost o CPEFH o Top Cost Drivers o Cost Reduction Initiative(s) o FYDP Overview o Cost Reduction Initiative Reduction

Funding

E - Product Support/Issues/Plans of Action

F – Major Modification Master Program Schedule and Mod/Upgrade/Major Initiative Funding

G – Technical Order Life Cycle Management Plan

H - Acronym List

Index of Examples

1. Revision and History Page

(Appendix A)

2. Star Chart

3. Major Issues

4. Current CIP EPDs

5. CIP Implementation Plans

6. TMS Long Term Roadmap

7. Budget Summary

(Appendix B)

8. Engine System Safety

9. Non-Recoverable In-Flight Shutdown (required if safety metric is yellow/red)

10. Engine Related Loss of Aircraft (required if safety metric is yellow/red)

11. Risk Summary Table

12. Safety Quad Chart (include a separate Quad Chart for each identified safety item)

(Appendix C)

13. War Readiness Engines

14. Base Stock Level (required if WRE metric is yellow/red)

15. Engine Not Mission Capable for Supply (required if WRE metric is yellow/red)

16. Mean Time Between Removal

17. Top Removal Drivers

18. Shop Visit Rate (required if MTBR metric is yellow/red)

19. SER/UER Rates (required if MTBR metric is yellow/red)

20. Maintenance Man Hours per Engine Flying Hour (MMH/EFH)

21. O-Level MMH/EFH, I-Level MMH/EFH, and TCTO-Level MMH/EFH (all 3 additional charts required if MMH/EFH metric is yellow/red)

(Appendix D)

22. Engine Operating Costs

23. CPEFH

24. Top Cost Drivers

25. Cost Reduction Initiative Tracking

26. FYDP Overview

27. Cost Reduction Initiative Funding

(Section 6 and its sub-sections)

28. Work Breakdown Structure – Reference Design Concept

29. Sustainment Strategy Elements

30. Operating and RNI Node Location Map

31. Sustainment Concept

32. Sustainment Considerations and Cost Drivers

33. Sustainment Relationships

(Various Locations)

34. Sustainment Related Contracts (Appendix E)

35. Product Support Providers (Appendix E)

36. Program Reviews (Section 6.3.1)

37. Product Support Package Assessment (Appendix E)

38. Program Office Staffing Support Levels (Section 6.4.1.2)

39. Product Support IPTs (Section 6.4.1.4)

40. General Master Program Schedule (Section 7.1); Major Modification Master Program

Schedule (Appendix F)

41. Modification/Upgrade/Major Initiative Funding Requirements (Appendix F)

Example 1: Revision and History Page

Example 2: TMS Star Chart (goes in Appendix A)

Revision No. Summary of Changes Approver Signature Release Date

1 Updated Appendices A-D, E [signed] mm/dd/yyyy

REVISION AND HISTORY

Example 3: Major Issues/Initiatives (goes in Appendix A)

Major Issue/Initiative

Engine Health Indicator(s)

Impacted

Section(s) Where

Discussed

Example 4: Current CIP EPDs (goes in Appendix A)

Example 5: CIP Implementation Plans (goes in Appendix A)

Component Title (CIP EPD Number) Safety (S)/

R&M/Cost (C)

CY18

($M)

CY19

($M)

CY20

($M) Benefit Remarks

Moeller Fittings (ABC12345) R&M 0.15 0 0 ATOW

MEC Hydroclone Filter (XYZ789) S 0.1 9 0.1 WRE Engine Test increases cost

TMS Repair C 0.5 0.5 0.5 Operating

Costs Level of Effort

TMS Support Equipment C 0.2 0.2 0.2 Operating

Costs Level of Effort

Component Title (CIP EPD/ECP Number) Safety (S)/

R&M/Cost (C)

Total CIP RDT&E

Task Amount ($M)

Estimated

Implementation

Total Required ($M)

Unfunded Amount

($M)

Method/Estimated

Introduction Date

Moeller Fittings (ABC12345/ECP XXXX) R&M 0.15 2.5 1st Opp Retrofit/FY18

MEC Hydroclone Filter (XYZ789/ECP YYYY) S 0.1 25.1 Forced Retrofit/FY19

Fan IGV Bushing Improvement R&M 0.76 0.76 Attrition/FY19

Digital Electronic Control S 12.7 130 Forced Retrofit/FY20

Fan Blade Repair C 0.5 Forced Retrofit/FY18

Example 6: TMS Roadmap Chart (goes in Appendix A)

Example 7: Budget Summary (goes in Appendix A)

$ in M Funded

Type FY18 FY19 FY20 FY21 FY22 FY23

CSAG MSD Buy 66.59 48.42 45.90 45.90 45.90 45.90

CSAG MSD Repair 236.28 168.58 158.13 158.13 158.13 158.13

3400 DPEM 50.00 66.76 60.62 61.13 61.13 61.13

3600 CIP 9.49 7.00 8.00 12.00 7.00 7.00

3010 Major Mod 7.23 0.00 0.00 0.00 0.00 0.00

Low Cost Mod 3.74 0.80 0.70 0.70 0.70 0.70

TOTAL $373 $292 $273 $278 $273 $273

Requirement

Example 8: Engine System Safety (goes in Appendix B)

Example 9: Non-Recoverable In-Flight Shutdown (if safety metric is yellow/red) (goes in Appendix B)

Example 10: Engine Related Loss of Aircraft (if safety metric is yellow/red) (goes in Appendix B)

Example 11: Risk Summary Table (goes in Appendix B)

Example 12: Safety Quad Chart (goes in Appendix B)

Example 13: War Readiness Engines (goes in Appendix C)

Example 14: Base Stock Level (if WRE metric is yellow/red) (goes in Appendix C)

Example 15: Engine Not Mission Capable for Supply (if WRE metric is yellow/red) (goes in Appendix C)

Example 16: Mean Time Between Removal (goes in Appendix C)

Example 17: Top Removal Drivers (goes in Appendix C)

Example 18: Shop Visit Rate (if MTBR metric is yellow/red) (goes in Appendix C)

Example 19: Scheduled Engine Removal/Unscheduled Engine Removal Rates (if MTBR metric is yellow/red) (goes in Appendix C)

Example 20: Maintenance Man Hours per Engine Flying Hours (goes in Appendix C)

Example 21: O-Level/I-Level/TCTO Maintenance Man Hours per Engine Flying Hours (if MMH/EFH metric is yellow/red) (goes in Appendix C)

Example 22: Engine Operating Costs (goes in Appendix D)

Example 23: Cost Per Engine Flying Hour (goes in Appendix D)

Example 24: Top Cost Drivers (goes in Appendix D)

Example 25: Cost Reduction Initiative Tracking (goes in Appendix D)

Example 26: FYDP Overview (goes in Appendix D)

Example 27: Cost Reduction Initiative Funding (goes in Appendix D)

Example 28: Work Breakdown Structure – Reference Design Concept (goes in Section 6.1) etc., etc. --

(See also LCSP Guide Fig 3.1 for example of sub-system breakout)

Cost Reduction Initiative

Funding

Required

($ in K)

Approved

Budget

($ in K)

Funding

Shortfall

($ in K)

Remarks

0.00 0.00 0.00

0.00 0.00 0.00

0.00 0.00 0.00

0.00 0.00 0.00

Example 29: Sustainment Strategy Elements (redact sample to engine specific) (goes in Section 6.1)

Example 30: Operating and RNI Node Location Map (goes in Section 6.1)

Example 31: Sustainment Concept (goes in Section 6.1)

Product Support

Functional Area

Location Planned Sustainment

Performance Metrics

Planned Contracted/PBA

Support

Program Office Rqmt Accuracy, TO

Support, Disposition, etc.

Mix contract/Govt

Maintenance Depots

Intermediate Mx

DLA Support PDN Fill Rate (Depot)

AF Supply Support PDN Fill Rate (Depot)

Example 32: Sustainment Considerations and Cost Drivers (goes in Section 6.1.1)

Consideration Core Document Cost Driver Product Support Element

Impact/Control

CONOPS (Desert Ops) System Baseline;

OPLAN

Increased part wear -replacement

Supply; Design Interface;

Technical Data

Design Feature System Baseline Additional mx personnel; specialized test equipment

Manpower & Personnel;

Training; Support

Equipment; Facilities

Example 33: Sustainment Relationships (goes in Section 6.1.2)

Example 34: Sustainment Related Contracts ((goes in Appendix E)

Name Organizations Products/Timeframe Responsibilities/Authority and Functions

Metrics &

Incentives

TSSR II LPS__ Depot Mx; Field

Mx; Supply Chain;

Sustaining

Engineering

Responsibilities:

Functions:

Sustainment Coverage

Includes

Metrics:

Incentives:

Example 35: Product Support Providers (goes in Appendix E)

Name Organizations Products/Timeframe Responsibilities/Authority and Functions

Metrics &

Incentives

Supply

Support

AF Supply Metrics:

Incentives:

Supply

Support

DLA-Aviation

Maintenance AFSC

Example 36: Program Reviews (goes in Section 6.3.1)

Reviews Description Frequency Deliverable

ELMP (Engine Life

Management Plan)

Engine program background, goals and metrics

Annually ELMP base Document and Appendix

LHI (Leading Health

Indicators)

Risk assessment to WRE Quarterly LHI brief to LP/LPS and

A4 if WRE is red

WWUC (World Wide

Users Conference)

World Wide

Requirements Review

Biennial WWUC brief

MPWG * (Maintenance

Planning Working

Group)

Working Group to identify issues and concerns

Bi-Annually Action Item List

SRRB (Spares

Requirement Review

Board)

Requirements Review

Board

Annually SRRB Templates and

D200

Deep Look Review * Requirements Review with OEM & Supply

Chain

Bi-Annually Action Item List

DREP (Depot Repair

Enhancement Program)

Production Review to include limiters

Weekly DREP charts

WLR (Work Load

Review)

Requirements Review with Depot and Supply

Chain

Annually Requirement Scrub

Variance Analysis * Analysis of Engine projection model

Quarterly Variance Charts

AEL (Aerospace Engine

Life)

Review factors such as

SER/UER, changes in operating limits, application %, etc.

Annually ARI (Actuarial Removal

Interval)

CIP (Continuous

Improvement Program)

PMR

Review CIP tasks Quarterly CIP Charts

ECP (Engineering

Change Proposals)

Reviews

Review ECP tasks Bi-Annually ECP tasks

RNI (Repair Network

Integration) Telecom

Enterprise approach to supporting the warfighter

Bi-Monthly RNI Minutes

Example 37: Product Support Package Assessment (goes in Appendix E)

Product Support

Element

Assessment Discussion/Issues Corrective Action/

OPR/ECD

Product Support Mgmt OPR:

Technical Data OPR:

Supply Support OPR:

Maintenance Planning

& Mgmt

OPR:

Etc.

Example 38: Program Office Staffing Support Levels (goes in Section 6.4.1.2)

FY/FTE FYxx FYxx FYxx FYxx FYxx

Logistics

Technical Services

Engineering

Example 39: IPT Organizations (goes in Section 6.4.1.4)

Team Name POC Team Membership

(by Function or

Organization)

Team Role, Responsibility &

Authority

Products &

Metrics

Example 40: Master Program Schedule (goes in Appendix F)

Example 41: Modification/Upgrade/Major Initiative Funding Requirements (goes in Appendix F)

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Quarter 1 Quarter 4Quarter 2 Quarter 3

TMS Program Master Schedule

PRS COMP

AEL Conf AEL Qtr.

Review

AEL Qtr.

Review

SRRB

Templates

SRRB MAJCOM

Template

SRRB

Disconnect File

SRRB

Disconnects

SRRB

Collab Mtg.

DoP Tech Review

DoP Tech Review

PMRPMR

AEL Qtr.

Review

SRRB MAJCOM

Template

SRRB

Disconnect File

SRRB

Disconnects

Complete

CIP Review/

MPWG

CIP Review/Users' Conf/MPWG

Co-Forecasting Mtg.

Co-Forecasting Mtg.

Co-Forecasting Mtg.

Co-Forecasting Mtg.

ELMP Update/ Coord completed

WRE/BLS

Updated

LHI Brief

FYQ4

LHI Brief

FYQ1

LHI Brief

FYQ2

LHI Brief

FYQ3

T56 3.5 Mod (in $M) FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Total

Quantities: 38 48 62 100 105 105 105 105 36 704

3010 Funding 32.863 40.651 59.216 102.632 103.862 102.812 102.812 102.812 16.180 6.830 670.670

3400 Funding 15.91 11.47 21.275 21.275 21.275 21.275 21.275 2.035 135.79

Total Required $: 32.86$ 40.65$ 75.13$ 114.10$ 125.14$ 124.09$ 124.09$ 124.09$ 37.46$ 8.87$ 806.46$

NGREA/Congressional Adds: 34.01$ 41.50$ 74.50$ -$ -$ -$ -$ -$ -$ -$ 150.01$

Delta $1.15 $0.85 ($0.63) ($114.10) ($125.14) ($124.09) ($124.09) ($124.09) ($37.46) ($8.87) ($656.45)