DEMYSTIFYING SHIP OPERATIONAL AVAILABILITY – AN ALTERNATIVE APPROACH FOR THE MAINTENANCE OF NAVAL VESSELS

Asset availability improvement has been the focus of many studies by various industries for a few decades now, and the defence industry is no exception. To date, there exists no simple and inexpensive high availability solution for the complex naval ships consisting of many interdependent systems and subsystems working in parallel. Any given approach must strike a balance between true needs and economics, an ever-increasing decision-making burden to stakeholders. Nevertheless, there are many ways to approach the problem. In the past, availability has been viewed as complex mathematical calculations and estimates involving defective equipment. The applied approach has not been fully understood nor appealing to most practitioners as well as the majority of stakeholders who continuously complain about the gap between theory and practice. This paper aims to demystify the complex naval ship availability issue, simplified for easy understanding of operators, maintainers and logisticians as well as other stakeholders involved in the maintenance of naval vessels. The stepby-step approach begins with the identification of severe factors involving both human and machinery affecting downtime of naval vessels culminating into the generation of an availability-oriented model, summarized to a simple four-step approach to availability improvement. Practitioners are now able to appreciate their individual contribution towards improving ship availability

Sustainment management in the Royal Australian Navy

The Australian Defence Force (ADF) like many industries faces ongoing challenges in the support of their assets, acquisitions, budgets and workforce management. Unlike other industries, the ADF is heavily affected by changes in Government, changes in Government policy direction, diversity of potential conflict scenarios and the manner in which budgets are set. This has led to a series of decisions being made that have addressed problems in the short term but have not adequately considered long term implications. More often than not, Government directives to deliver improved efficiencies come along with a corresponding budget cut, a direction to maintain services and capability without any real guidance on how this could or should be achieved and this continues to impact on the organisation long after the incumbent Government has left office. Resultant problem areas within the ADF maritime such as engineering and maintenance are covered by a number of Reports including the more recent Rizzo Report. The purpose of this paper is to look at the area of Sustainment Management within the ADF from a maritime perspective and the holistic view that defence industries need to consider in the development of their Support Solutions when entering into support arrangements such as Alliances and In- Service Support contracts