Month: July 2022

Source: United States Navy

Presented annually by the Assistant Secretary of the Navy Research, Development and Acquisition (ASN RD&A), the prestigious Etter Awards recognize technical superiority, innovation, technical merit, operational impact and applicability to ASN RD&A priorities. The award is named for the Honorable Delores M. Etter, Ph.D., who served as U.S. deputy undersecretary of Defense for Science and Technology from 1998-2001 and ASN RD&A from 2005-2007.

“I’m so pleased to see our engineers recognized for the vital work they do in sustaining naval aviation readiness,” said FRCE Commanding Officer Capt. James M. Belmont. “It’s a testament to their skill and ingenuity in creative problem-solving, their dedication and determination, and to efforts made every day by engineers and artisans across our depot that help keep our warfighters prepared and flight lines equipped.”

The team earned the award for its efforts to sustain the test cells that support legacy platforms serviced by FRCE, including the H-53 heavy-lift helicopter’s T64 engine; the AV-8B Harrier’s F402 engine; and the T58 engine, which powers the VH-3D Sea King, the helicopter that serves as the U.S. president’s Marine One transport. These particular aircraft are nearing the end of their planned lifecycles – an event commonly referred to as “sundowning” in military aviation – which can make it more challenging to find the materials needed to perform maintenance and repairs on the test cells. In many instances, the team has been required to reverse engineer software and hardware to get the job done, because the needed material isn’t always available through traditional supply lines.

Keeping these test cells running at peak performance is critical to naval aviation readiness because even though new platforms are being fielded, the legacy aircraft are still vital to the mission and FRCE has the only depot-level test cells for these engines, Taylor said.

“You have to have the capability,” he said. “The Harrier will sundown sooner than later, but you can’t ground the entire fleet because you don’t have engines – you still need the engines and the test cell until they sundown that last aircraft. We’ve been upgrading and modernizing the depot, but we can’t do it all at once.”

Barnes explained that the modernization process leaves the potential for gaps in capability and creates additional workload as new test cells stand up; managing both ends of the spectrum can require some out-of-the-box thinking.

“I think a lot of this award was captured by battling obsolescence issues and developing creative ways around that obsolescence,” he explained. “And we have new programs coming in at the same time, like the new VH-92 presidential helicopter and the CH-53K King Stallion. So we’re having to keep the older, legacy systems going while working with acquisition for the new test cells.”

While the sustainment phase of the acquisition processes might not get the same attention as new capabilities development, Taylor noted, the sustainment phase for an aircraft can run 30 to 40 years – meaning sustainment can have long-lasting impacts to the Navy and Marine Corps missions.

“That sustainment piece is really what keeps the warfighter going,” he added. “Everybody at FRC East is really guided by that, and everybody understands the end result is supporting the warfighter.”

John Hinson, Test Equipment Engineering Branch head at FRCE, said he was pleased to see the team recognized for their efforts.

“I think this award helps show the importance of the technical work we do here at FRCE in the sustainment of warfighter programs,” Hinson said. “A lot of times, these types efforts don’t really get recognized at this high level because they’re not the shiny, new thing – we’re maintaining the older platforms, and the work is still very, very needed.”

Hinson said the engine test support team is so good at its job, even colleagues within the depot might not understand the complexity of their work.

“A lot of people would never even know the type of challenges we can face with those test cells, because we keep producing engines,” he said. “The folks in production definitely give me feedback on what a good job these guys are doing. They definitely sing their praises.

“But to the team, it’s just what they do day-in and day-out,” Hinson continued. “They don’t really think about what a big deal it is that they’re working with a piece of equipment that’s 20 years old, and the original equipment manufacturer doesn’t make it anymore, and they’re trying to figure out ways to reverse engineer it, fix it and get it back up and running again, and the implications that has for the warfighter. It’s definitely a very unique and very specific skill set, and it’s easy to rely on these guys because they are so talented and know exactly what to do.”

The three engineers said they were honored by the recognition of their efforts, but also felt the award was representative of the multidisciplinary work done daily by various teams across FRCE. The teamwork spans several of the depot’s departments, including their own Maintenance, Repair and Overhaul (MRO) Engineering, Facility and Infrastructure Management, and MRO Production.

“There’s a lot of institutional knowledge wrapped up in the workforce here – it could be an artisan running the test stand, it could be a maintenance guy who’s been maintaining it for decades. Nobody works in a vacuum, especially not in test equipment,” Taylor said. “Everybody kind of pulls together; we interface with the component engineers, the aircraft guys, the calibration and metrology folks, the artisans, production people and the maintenance people. We might bring everybody together to come to some of these solutions. We work with all these different groups, and people pull off miracles around here nearly every single day.”

Barnes agreed that the team ethos helps create a winning atmosphere.

“A lot of the success that we have is attributable to MRO Production and Facility and Infrastructure Maintenance, and we rely on them heavily,” he explained. “At times, we’re just kind of the managers of how different things get implemented, and really a lot of the work is done by those guys.

“I think the reason we got the award was because we have great leadership, and they recognize the things we do and try to bring them to light,” Barnes added. “But like Neil said, there are people out here making these miracles and it’s nice, in the sense of the command and what we do here as a whole, to be recognized. Our boss may have put us in for the award, but I feel like it’s the whole facility in the spotlight.”

In the end, Guthrie said, the recognition means the engine test support team is doing its job as part of the larger FRCE mission.

“When we got the notification, I could immediately think of 12 other people who deserve this award more than I do. It’s humbling,” he said. “But everything we do is in support of the engine shop, and the guys and gals down there. They’re incredibly easy to support, and when you work with them and get to know them well, it’s easy to want them to succeed. We’re just one small cog in a big machine.”

FRCE is North Carolina’s largest maintenance, repair, overhaul and technical services provider, with more than 4,000 civilian, military and contract workers. Its annual revenue exceeds $1 billion. The depot provides service to the fleet while functioning as an integral part of the greater U.S. Navy; Naval Air Systems Command; and Commander, Fleet Readiness Centers.

Source: United States Navy

The group consists of one surgeon, two nurses, a pharmacist, a dental hygienist and one hematologist serving as a medical event planner throughout PP22.

The annual Pacific Partnership mission contributes to regional stability and security in the Indo-Pacific through diverse exchanges across the engineering, medical, dental, veterinary, humanitarian aid and disaster response fields that foster enduring partnerships, trust and interoperability between nations.

Mercy is the largest hospital ship in the world and serves as the platform for PP22. Capt. Emiko Murata, a JGSDF nurse, said getting on the 894 ft. long vessel changed her entire perspective on what a ship could be.

“This is my first time on any ship, and the Mercy is so huge” said Murata. “My image of ships were that they were small and rocked a lot but now I know my image was wrong. I never thought being on a ship could be so comfortable. I am also very impressed with the equipment, facilities and capabilities of the hospital ship.”

For Lt. Cmdr. Naoya Yamazaki, a JMSDF doctor, Mercy is not the first ship he has ever been on, but it still made a significant impression on the head and neck surgeon.

“I have ridden aboard JMSDF ships, but this is my first time being on a U.S. ship,” said Yamazaki. “My first impression is ‘What a huge ship is this!’ Mercy is absolutely the biggest ship I ever been on. I truly appreciate the U.S. Navy for the great time I’ve had here.”

The Japan team brings an array of medical capabilities and backgrounds to the mission, allowing for a diverse continuum of support during the first Pacific Partnership first mission stop and beyond.

1st Lt. Ikeda Shun, a pharmacist in the JASDF, said the thing he most looked forward to was exchanging knowledge with partners and medical professionals.

“I participated in the ancillary services symposium in support of the Vietnam mission stop,” said Shun. “My time on the ship helped me learn more about Mercy’s pharmaceutical processes and abilities. I also had the opportunity to educate U.S. Navy and Vietnamese professionals about Self-Defense Forces Pharmacists and our methods.”

Murata expressed sentiments similar to Shun’s.

“I learned about the medical skills and systems of other countries,” said Murata. “In Vietnam my goal was to figure out how we can better the countries’ medical community by learning the methods used by our partners.”

Murata’s expertise was used to teach and treat while in Vietnam with Pacific Partnership.

“I participated in several subject matter expert exchanges (SMEEs) where I led and participated in nursing skills lectures,” said Murata. “In addition to my SMEE participation, I took care of post-op patients after they underwent surgery aboard Mercy.”

The JGSDF nurse expounded on the significant role SMEEs play in growing professional competencies.

“We learn a lot about each another’s approaches through educating one other,” said Murata. “Another benefit of exchanging medical techniques is that we are able to review and update our own knowledge when we lecture to others. It helps us improve our own skills”

For Yamazaki, who volunteered to join the mission, the Pacific Partnership 2022 experience is a wish granted.

“For me, sharing my knowledge about head and neck surgery and airway management with our partners is an important mission. I volunteered for PP22 because I wanted to work with medical staff from other countries and be able to experience their cultures. My dreams have come true and I am so excited and grateful to have this opportunity.”

The Pacific Partnership mission brings an enhanced capability to the Indo-Pacific in a deliberate, sustainable, and transparent way by working to improve allied and partner nation’s capabilities and interoperability.

The Military Sealift Command hospital ship USNS Mercy (T-AH 19) is currently underway for Pacific Partnership 2022. Now in its 17th year, Pacific Partnership is the largest annual multinational humanitarian assistance and disaster relief preparedness mission conducted in the Indo-Pacific.

Source: United States Navy

U.S. Naval Forces Central Command (NAVCENT) and the Lebanese Armed Forces (LAF) kicked off exercise Resolute Union 2022. The annual exercise focuses on maritime security operations, mine countermeasures and explosive ordnance disposal.

“For 22 years, the Resolute Union exercises have built collaboration between our armed forces and ensured the LAF are prepared to carry out their mission,” said U.S. Ambassador to Lebanon Dorothy C. Shea. “Despite all the challenges facing the LAF this year in the context of Lebanon’s economic crisis, they have shown extraordinary commitment and the United States will continue to offer our full support to all their efforts.”

Approximately 60 U.S. personnel from the U.S. Navy, Marine Corps, Army and Coast Guard are participating.

“This is an excellent opportunity to work with our highly capable Lebanese partners and strengthen our relationship,” said Vice Adm. Brad Cooper, commander of NAVCENT, U.S. 5th Fleet and Combined Maritime Forces. “Working together enhances regional security and stability.”

NAVCENT is headquartered in Manama, Bahrain and includes U.S. forces operating in the Arabian Gulf, Gulf of Oman, Red Sea, parts of the Indian Ocean and three critical choke points at the Strait of Hormuz, Suez Canal and Bab al-Mandeb.

Source: United States Navy

The annual NMFP CPI project competition was held to showcase and share the work performed within Navy Medicine Readiness and Training Commands, Units, Detachments, and supported operational commands and units.
 
Winners were announced in five categories: Define-Measure-Analyze-Design-Verify, Define-Measure-Analyze-Improve-Control, Rapid Improvement Event, Four Disciplines of Execution, and Other Process Improvement Initiatives.
 
“It’s important to have this event annually because it’s a way to share innovative new processes with other commands,” said Cmdr. Tim Whiting, director, Improvement Sciences, NMFP. “Many of the commands experience similar pains in a multitude of processes and when a command decides to address their pain using process improvement methodologies, we are able to enter those new improvements into a central repository for other commands to see and possibly replicate.”
In total, there were 39 entries from 16 organizations, resulting in the following winners:
 

1. Category: Define-Measure-Analyze-Design-Verify  (DMADV)
   1. Winner: NMRTC Okinawa  – Lt. Cmdr. Paul Lewis
   2. Project Title: Under Taking Excess Scripts
   3. Problem: There were no data-driven processes at NMRTC Okinawa to inform those responsible for prescribing postoperative opiate pain medications after general surgery procedures. Most providers decide how much pain medication to prescribe based upon their personal opinions or how they were trained.
   4. Actions and Results:  The new process provided surgeon and provider data on excess opiate reclamation and adjusted prescription practices based on self-evaluations.  The newly designed process resulted in 31 percent overall practice group reduction of opiate prescribing—exceeding the goal of a 20 percent reduction. The reduction prevents unnecessary distribution of opiates to the community and the risks of misuse and diversion such potential excess would present.

 

2. Category: Define-Measure-Analyze-Improve-Control (DMAIC)
   1. Winner: III Marine Expeditionary Force – Lt. Cmdr. Benjamin Drew
   2. Project Title:  Improve Medical Provider Credentialing Process
   3. Problem: Between July 2019 and September 2019, the average time between a medical physician arriving in Okinawa, Japan, and being ready to practice clinical medicine was 26 days. Several clinicians required as much as 55 days after reporting aboard to complete the credentialing process.
   4. Actions and Results:  The III MEF identified the bottlenecks that resulted in delays, defects and rework.  They created a revised go-by checklist, provided application support during permanent-change-of-station move, and assigned surrogates in the approval process.  Providers are now credentialed before reporting to III MEF, on average seven days before arriving on island.

 

3. Category: Rapid Improvement Event (RIE)
   1. Winner: Navy Medicine Readiness and Training Unit Everett – Dr. Ryan McDonald
   2. Project Title: Drive-Through Pharmacy: Mitigating COVID-19 Exposure
   3. Problem: In response to COVID-19 and the elevated health protection condition that restricted base access, script volume was significantly reduced. As the base returned to a less restrictive health protection condition and the number of scripts filled increased, the pharmacy needed to find a safe way to protect patients from COVID-19 exposure.
   4. Actions and Results:  The team analyzed waiting room space, social distancing guidelines, script volume, and customer surveys resulting in the development of a drive-through pharmacy. The efforts safely increased script volume by 165 percent, decreased risk of COVID-19 exposure, and used new technology to improve quality and patient safety.

 

4. Category: Four Disciplines of Execution (4DX)
   1. Winner: NMRTC Yokosuka – Cmdr. Mary Piliwale
   2. Project Title: Flattening the Curve on Rush/Peak Hour
   3. Problem:  The Immunization Clinic’s average wait time is 8 minutes.  However, 30 percent of patients wait longer than 30 minutes during rush/peak hours.  Still a low average wait time, but significant percentage of patients waiting longer than 15 minutes indicates that there are significant congestions throughout the workday.
   4. Actions and Results:  The team improved prescreening and appointment system utilization. Large group events were organized through collaboration with stakeholders.  The improved wait times were sustained for more than four months, leading to increased appointment availabilities and decreased clinic congestion.

 

5. Category: Other Process Improvement (OPI)
   1. Winner: NMRTC Camp Pendleton – Lt. Ashley Pataky
   2. Project Title: Cost Savings Using Quick-Response Codes
   3. Problem: In 2020, the pharmacy spent $7,100 on paper and ink toner to print 67,655 medication information leaflets to be given to patients—a necessary cost to comply with Federal law requiring medication information for new prescriptions.  However, paper and ink toner were backordered due to the COVID-19 pandemic.
   4. Actions & Results:  To mitigate use and cost of paper and toner, the team proposed to include QR codes on medication vial labels, which when scanned with a mobile device, would display medication information previously printed on leaflets. The process improvement was well-received by patients, and the QR code implementation resulted in $2,471 paper and toner costs saved for the remaining fiscal year—and projected $11,000 annually as paper and toner use continues to trend down with patient familiarity.

 
Many of the projects were focused on reducing inefficiencies, which in turn indirectly reduced costs.
“The annual competition provides a platform to identify the best of the projects from the past year and not only recognize the teams but share those projects for others to benefit,” said Justin Bacio, deputy director, Improvement Sciences, NMFP. “Additionally, many of the projects were led by junior enlisted staff–bolstering their leadership skills and arming them with a proven problem-solving methodology to tackle problems at all levels.” 
The CPI program compliments the Chief of Naval Operations January 11 call to action for the Navy to Get Real and Get Better – the initiative to broadly apply the leadership behavior of Navy’s highest performing, strongly self-assessing and self-correcting, units and organizations.
 
One of the tenants of GRGB is to empower people to find and fix problems – and innovate – at their level, from the deckplate to senior leaders.
 
“In my opinion, CPI promotes innovation,” said Whiting. “Measuring indirect cost is difficult to quantify. However, the processes used in addressing these inefficiencies often require innovation because it is rare that these teams are provided a budget in any form. To achieve some of the results that these teams experience requires some outside-the-box thinking. So I think innovation is the focal point from this perspective.”
 
Each winning project team was recognized by the NMFP Commander. In addition, a team Letter of Appreciation, signed by the NMFP Commander, was sent to winning commands. These commanders will present the team LOA at an appropriate venue at their discretion.