19 juillet 2019 | International, Aérospatial

Esper: F-35 Won’t Hit 80% Readiness, Cites Stealth Parts

By

WASHINGTON: Presumptive Defense Secretary Mark Esper says flatly the F-35 “is not expected” to meet the 80 percent readiness goal set for it this year because of problems with a cockpit part that improves stealth performance.

“Transparency (canopy) supply shortages continue to be the main obstacle to achieving this. We are seeking additional sources to fix unserviceable canopies,” Esper said in response to written questions from the Senate Armed Services Committe (SASC).

The Government Accountability Office (GAO) mentioned the canopy issue in a recent report, calling it a “special coating on the F-35 canopy that enables the aircraft to maintain its stealth.” That, the congressional watchdog said. “failed more frequently than expected” so F-35 prime contractor Lockheed Martin went looking for more manufactures to produce enough canopies to meet demands. GAO also said the F-35 program was considering a new design.

This is all apiece with the general problem the F-35 program has had with obtaining new and spare parts.

“A key contributor to spare parts shortages is the F-35 program's limited capacity to repair broken parts,” the GAO says in its April report. “The average time to repair an F-35 part was more than 6 months, or about 188 days for repairs completed between September and November 2018—more than twice that of the program's objective of 60-90 days.”

Lockheed late last night sent comments on the transparency and its general efforts to improve F-35 readiness.

UPDATE BEGINS “We are working closely with our F-35 transparency provider to build production and repair capacity and we are standing up a second source of supply. As these actions deliver results, we expect to improve supply availability and overall fleet readiness,” F-35 program spokesman Mike Friedman said,

“We continue to see improvements in F-35 readiness rates and are receiving positive feedback from our customers, most recently from the Air Force who have several squadrons simultaneously deployed in the Middle East and across Europe for joint exercises and operations,” Friedman added. “Newer F-35 aircraft are averaging greater than 60 percent mission capable rates, with some operational squadrons consistently at or above 70 percent. We're taking aggressive action across the full F-35 enterprise to achieve the 80 percent mission capable rate target as soon as possible.”UPDATE ENDS

As the SASC noted, former Defense Secretary Jim Mattis ordered the Air Force and Navy to increase mission capable rates for the F-35, F-22, F-16, and F-18 inventories to above 80 percent by the end of September 2019. “What progress,” the committee asked in the written questions, “has the Department made in increasing mission capable rates and decreasing costs for all four platforms?”

The good news for the Air Force is that F-16 rates are better because the service has been able to increase parts supplies and add maintenance shifts. The F-16 fleet is expected to meet the 80 percent goal this year, Esper wrote.

Not so, the F-22. It too faces stealth maintenance issue, made worse, Esper noted, “by the extreme damage at Tyndall Air Force Base from the effects of Hurricane Michael.” The F-22 fleet rates are improving but it probably won't make 80 percent this year. Oh, and Congress: “Improving mission capable rates for both fleets required additional funding investment for this fiscal year.”

The Navy's fleet of F-18 is on track to meet the goal by September 2019. The Navy created a Maintenance Operations Center (MOC) to coordinate maintenance activities and optimize resources and reformed its depot and front-line maintenance process, thus improving regular inspections. Among a host of other changes, the Navy implemented supply chain reform that made it easier to track data across multiple sources.

In the meantime, to address the gap in part repair capabilities at the military depots, the prime contractor Boeing has begun incentivizing manufacturers to increase their capacity to repair spare parts by establishing performance-based repair agreements. As of October 2018, according to program documentation, Boeing had established seven such agreements, with six more planned by May 2019.

I contacted Lockheed and the F-35 Joint Program Office for comment and will add it when it arrives.

https://breakingdefense.com/2019/07/esper-f-35-wont-hit-80-readiness-cites-stealth-parts/

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    19 mai 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Our nation’s defense supply chain imperative

    By: Bill Brown, L3Harris Technologies The Department of Defense and defense industry have a long history of responding quickly and forcefully to crisis, and the COVID-19 pandemic is no exception. Today, hundreds of thousands of dedicated defense workers remain at their posts – delivering mission-critical products and services to support our troops around the world, while also providing personal protective equipment and other supplies to first responders and health care workers here at home. However, this most recent crisis has re-exposed weaknesses in our defense industrial base – highlighting the need to significantly bolster the nation's vital supply chain. This serves as a call to action to develop a strategic, long-term approach across government and industry. We witnessed the fallout from the 2008-09 financial crisis. Thousands of suppliers shuttered or permanently shifted precious capacity to other verticals when defense budgets were indiscriminately cut following the Budget Control Act of 2011 and sequester of 2013. When budgets began to recover several years later, the damage was clear – longer lead times that in some cases doubled or more, and increased reliance on single-source and international suppliers for critical components, such as microelectronics. In 2017, President Trump signed an executive order and established a multi-agency task force to study supply chain resiliency. The task force identified five macro forces that create risk to the supply chain and national security preparedness including sequestration and the uncertainty of government spending, the overall decline of U.S. manufacturing capabilities and capacity, harmful government business and procurement practices, industrial policies of competitor nations, and diminishing U.S. STEM and trade skills. Task force members proposed a comprehensive set of risk-reduction actions – ranging from establishing sustained and predictable multi-year budgets and developing an adaptive acquisition framework, to directing investment to small businesses and diversifying the supplier base. Over the past two years, the government has made initial strides on a number of these fronts, including working to reduce U.S. reliance on foreign sources for critical rare earth minerals and decreasing the country's dependence on China and other international suppliers for semiconductors and related components. Unfortunately, the COVID-19 pandemic emerged before these and other task force initiatives gained serious traction and forced the DoD to refocus its near-term priorities. And the urgency escalated when we began to see the brutal impact the pandemic was causing in the commercial aerospace sector, an important vertical market for many defense suppliers. The department quickly designated defense suppliers as essential and increased progress payments, spurring larger defense contractors to accelerate payments to thousands of small business suppliers. These actions helped companies to continue operating, maintain their employment and hiring goals, and sustain critical spending on internal research and development (IRAD) to keep the innovation engine humming. At L3Harris, for example, we recommitted to investing nearly 4 percent of revenues in IRAD, hiring 6,000 new employees and maintaining our apprenticeship and internship programs to provide opportunities for the workforce of the future. The combined DoD and industry efforts demonstrate the power of a focused, collaborative approach to mitigate and address the damaging effects of the pandemic and to support the broader defense industrial base. Today, we are at a critical juncture. 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Now is not the time to pull back the reins on defense spending. · Accelerate contract awards – shorter decision and acquisition cycles enable suppliers to invest in and deliver technologies faster than with traditional methods, and in the near term could help offset the impact of the commercial aerospace downturn. · Expand domestic supplier base – increasing domestic capabilities reduces vulnerabilities and increases access to critical components, such as rare earths and microelectronics, and over time can help reduce the proportion of sole/single-source supply. · Increase workforce investment – providing advanced STEM education opportunities drives innovation and productivity by enhancing critical skillsets for existing employees, while attracting, training and growing the workforce of the future. · Institutionalize process improvements – the COVID-19 pandemic forced government and industry to find new and more efficient ways to work. The challenge now – to make these advances permanent. These are not quick fixes. However, they provide a strong platform for a more resilient national defense supplier base, which is vital at a time when near-peer adversaries continue to invest heavily in new technologies that threaten our nation's security. The imperative is clear – and the opportunity is now. Bill Brown is chairman and CEO at L3Harris Technologies. https://www.defensenews.com/opinion/commentary/2020/05/18/our-nations-defense-supply-chain-imperative/

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