27 May 2008 Prepared for: commander, marcorsyscom program Manager, Advanced Amphibious Assault (pm aaa)

(DO's 248-3356 & DO 304-359)

Jackie Luna IDIQ KO

Leroy (Roy) Lindsay (COTR for IDIQ vehicle and 99% of DO's under vehicle) 

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  The MPT Team worked with representatives of the USCG to collect manpower and personnel data for USCGC BERTHOLF. The team confirmed that maintenance and operational support tasks were included in the development of the PSMD. A comparison between the system’s list used in developing the PSMD and the configuration baseline in the RAD ensured the team reviewed all BERTHOLF systems for MPT support requirements. The team collected training and competency information for all BERTHOLF billets from the USCG Central Database.
  
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  Each system was reviewed by the MPT Team to determine if formal training was required to support the system. If no formal training was required then the training review stopped and the system was scored “no rating” in the RAD with only the billet and personnel metrics applied. If formal training was required, then the MTL was reviewed to determine if training exists to support the system. Additionally, the team reviewed USCG and Navy course libraries for training associated with the system to ensure all training necessary was considered in the choice of the training/type of training.
  
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  The team documented all training requirements in support of ship systems in the RAD. The current training status of each billet was compared to the billet’s associated training requirements. Then, the team reviewed the crew member’s training status in those billets and assigned a value based on the completeness of the training requirements. This data was combined with systems logistics scores and were weighted against the ships tasks which produced a logistics support risk rating.
  
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  Products of the gap analysis included forms that provided descriptions and recommendations for gap remediation. Using reports with aggregated risk ratings at the mission, task, and system level, gaps were assigned a Priority of 1, 2 or 3. Priority 1 gaps were defined as those that introduce significant risk to near-term supportability and workarounds either do not exist or introduce additional risk. Priority 2 gaps do not introduce significant risk to near-term supportability and workarounds are likely to increase the cost or reduce the efficiency of maintenance or operations. Priority 3 gaps do not introduce significant risk to near-term supportability and workarounds exist that do not introduce additional risk. With each Priority, recommendations were made concerning the risk involved and the work around if one existed
  

For the Marine Corps’ EFSS, TMI conducted a front end training needs analysis, then developed training support packages (TSPs), and instructional materials as required supporting the testing and fielding of EFSS. Training that was developed covered both systems operations and operator maintenance functions associated with the 120mm mortar crew and its associated prime mover. TMI conducts warrant tracking, provides contractor logistics support (CLS) and fielding. TMI’s deliverables also include development, maintenance and delivery of training packages to support IKPT, Test Player, IOTE, Logistics Demonstration/Maintenance Demonstrations (Log/Maintenance demos), operational new equipment training (OPNET) and computer based sustainment training. On this System Design and Development (SDD) and Production program, TMI’s efforts include:

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  Logistics Management Information (LMI) development and updates Provisioning technical documentation (PTD) and provisioning and other prescreening (POPS) data; Reliability centered maintenance; Performance based logistics; Level of repair analysis; Test measurement and diagnostic equipment; Recommended spares and tools lists; System support package component listing; and Logistics demonstration support
  
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  Technical Publications development, validation and updates
  
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  Training materials development, presentation and updates
  
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  Contractor test support
  
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  Interim contractor logistics support (ICLS)/contractor logistics support (CLS)
  
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  Government furnished equipment (GFE) and contractor furnished equipment (CFE) staging/warehousing
  
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  Total package fielding support
  
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  Unique Identification (UID) implementation Implementation plan development and staffing; Creating UID labels; Verifying labels; Applying labels; Report UID data in Wide Area Work Flow (WAWF) vis DD25o; and Enter item UID data into DOD Registry
  

PMA-263

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  Detailed analysis was conducted to determine baseline Fire Scout manning requirements and optimum manning strategy for the LCS aviation detachment. Results were summarized in a Manpower ConOps document.
  
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  Total manning requirements and life-cycle manpower cost for the RQ-8B program were determined and summarized in Manpower Estimate Report (MER)
  
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  Analysis was conducted on specific emergent manpower issues related to integration of UAS aboard LCS which was subsequently reflected in acquisition documents.
  
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  Developed and delivered Manpower Estimate Reports (MER) and Navy Training System Plans (NTSP) to support Milestone C. Both documents subsequently approved by DoD.