By Mark V. Arena

A quick research examines the follow-on creation of the complicated SEAL supply procedure (ASDS) for the Deep Submergence Directorate (PMS 395) of the Navel Sea structures Command.

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Extra info for Advanced SEAL Delivery System: Perspectives and Options

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The trend continued when the winner, Westinghouse, attempted to meet requirements within or close to the original bid, despite many indications that this was not possible. This lack of definition and catering to an unrealistic price resulted in a significant number of design changes and decisions that resulted in dramatic cost and schedule growth. NGC inherited these problems when it acquired the Westinghouse division building the ASDS. These preexisting problems were further 26 Advanced SEAL Delivery System: Perspectives and Options compounded because the program was initially run outside NGC’s normal practices.

The team membership includes not only program management employees but also other government stakeholders, contractors, suppliers, and operators. We observed in our discussions that the communication between NGC and its potential subcontractors is not as effective as it could be. Given the early history of the ASDS program, it does not surprise us that there are communication difficulties currently, too. When significant problems arise, people naturally tend toward blame assessment 30 Advanced SEAL Delivery System: Perspectives and Options rather than problem solution.

Full and free discussions may lead to more cost savings, better performing ASDS, or both. In addition to fully converting the design to Recommendations 33 the Unigraphics CAD/CAM system, the Navy should fully fund the second phase of the cost-reduction initiative. Furthermore, multiyear or steady-rate production of ASDS should be explored. RAND (with concurrence from NGC) believes that these options encompass the opportunity to significantly reduce the cost of the ASDS fleet. ) • Strengthen IPT-like activities − Make sure EB, BFG, key suppliers, and operator ideas are heard and considered • Establish a Program Management Advisory Group to review life-cycle cost-savings opportunities and risk issues − Membership • Chaired by neutral individual • All contractors involved • Draw on outsider experience − Short, 30-day timeline R A forum should be provided for substantive involvement of vendors and key operators.

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