Archive for the 'Shipbuilding' Tag
The U.S. Navy is preparing to accept delivery of four more of its shallow-water Littoral Combat Ships between now and February of next year, effectively doubling its current fleet size of the ships and paving the way for more deployments.
“By early next year, the Navy will be operating eight littoral combat ships and we’ll be accepting four more by the end of 2016,” Johnson told Military.com. “The Navy will continue to accept ships at that rate for the next several years making the LCS class the second largest surface combatant class in the fleet and the key to our ability to operate in shallow, coastal waterways around the world.”
That is an even dozen. Let’s pause a bit and chew on that. LCS-1 was commissioned in 2008, ~seven years ago, and little under 1/3 of her expected service life. What have we done with her in that time that shows any utility at war? While it was nice to test the theory of Longbow Hellfire a few weeks ago – it is not even close to being a warfighting option anytime soon in SUW ourside limited line of sight engagements. The MIW module doesn’t work (yet), and we don’t know if the ASW module is operationally usable because it is still overweight. Remember, FY15 is almost over.
Thee ships coming in to the Fleet in number now are – let’s be blunt and speak to each other as adults – of almost no use to a Maritime Component Commander at war or aggressive peace. This is still an experiment. Pray for peace, because there is no time in the upcoming POM cycle this warship should be put in harms way.
When in history has our Navy intentionally diluted its Fleet with such a large number of sub-optimal platforms whose only FMC PMA are Prayer, Promises, Hope, and Spin (PPHS)?
The littoral combat ship was designed as a multi-mission shallow water platform able reach areas and port inaccessible to larger-draft ships.
The platform has been the focus of some criticism and controversy. Lawmakers, analysts and members of the Navy have said the ships are not survivable enough in a fast-evolving world of surface warfare threats. Proponents have maintained that the LCS class is designed to defeat threats in coastal waters, where increasingly capable submarines, mines, and swarming small craft operate.
The theory is what it always has been, but still in 2015, there is no there, there. Good people with more money and Sailors will make the best of it as can be made – but the half-life of PPHS is passed, and yet has been made flesh anew;
Nevertheless, the concerns have led the Pentagon and the Navy to develop a new LCS variant, now called a Frigate, designed to capitalize upon the benefits of the LCS platform while making it more lethal and survivable. The particular composition of technologies and weapons for these new ships is now in the process of taking shape.
So, what now? Very good question. How much money and time do we invest to get this to even a usable warfighting capable platform?
What is plan B? Sadly, plan B was the new FF – but the way it was set up, the only option was a USN variant of what was the LCS-(I). Compared to the other options out there? Well, we have what we have. There were other plans – but that was not in the cards for those who had their hands on the levers of power.
For now, we will have to just bring the ships on, pat the program on its head, and then when they walk away – talk among ourselves how we can use this without delusion as to its utility and wasting Sailors lives. March in place with that mindset until something better comes along. Same that the US Army did with its Lee and Grant tanks in WWII.
To get something of better use, we will have to wait until the 2030s. It will take new leaders, new vision, and an honest appraisal of the mistakes made in the early 2000s. Good news? Those leaders who in the 2020s will help set up that 2030s solutions are mostly the young men and women in their 30s and 40s today. Those who will sign off on that solution are probably mostly in their 50s today. They know the LCS tale of woe because they watched it the balance of their professional careers. If we are a learning institution, then it will show inside a decade, sometime in the middle of the expected squeeze of the Terrible 20s.
Think. Prepare. Plan younger-cohort Gen-X, and Gen-Y. By example, you have a good idea how not to run a program. When the window opens and you find yourself at the table to replace the LCS/FF class – do it right.
It is always a good time to back up and review where we are with the LCS. Now that we have doubled down on both hulls with their transmogrification in to a FF, it is especially important to see if we are reinforcing success or reinforcing failure.
Before we do that, let’s look at what was done with the last class of sub-DD/DDG sized ships. Let us look back at what previous generations brought to the fleet prior to the computer systems and superior technology of today.
Let’s keep it focused on one area in particular; just the timeline, milestones, and performance. For our benchmark, let’s look at the FFG-7 class, the OLIVER HAZARD PERRY (OHP), a run of 51 ships, compared to where we are with LCS, a planned run of 52 ships (32 LCS and 20 FF).
OHP Hull-1 was commissioned in 1977.
LCS Hull-1 was commissioned in 2008.
Roll the clock forward roughly six years.
OHP by year six, through the end of 1983: 37 ships commissioned, 34 for the USN, 3 for the RAN.
LCS by year six, through the end of 2014: 4 ships commissioned.
We should note as well the operational history of the OHPs by 1983. FMC in all mission areas, full deployments with all Fleets. By the end of 2014, LCS is little more than creeping through further developmental testing … yet, we are committed to seeing the class through to whatever end it will have.
Why the optimism that this is the ship we want to send our Sailors to war in? Let’s jump to page 195 of the Pentagon’s Director, Operational Test & Evaluation 2014 Annual Report.
Further commentary on my part is not necessary. Some very cold, quiet, and self-reflective moments are needed by all to ponder why we are still here going there. For those responsible for this decision, perhaps ask yourself this; is there really anything wrong with others who measure your decisions and to still find them wanting?
What is there to gain by critics in to continuing to beat the undead?
Perhaps, if nothing else, to keep reminding future leaders that when it is their turn, that they can do better. Other generations have, so can theirs.
Below are just a few of the, ahem, highlights. There are many more.
The 2014 operational testing identified shortcomings in air defense, reliability, and endurance, and significant vulnerabilities in cybersecurity. When equipped with the Increment 2 SUW Mission Package, LCS 3 was able to defeat a small number of Fast Inshore Attack Craft under the particular conditions specified by the Navy’s reduced incremental requirement and after extensive crew training and tailoring of the tactics described in Navy doctrine; however, testing conducted to date has not been sufficient to demonstrate LCS capabilities in more stressing scenarios consistent with existing threats.
The core combat capabilities of the Independence class variant seaframe remain largely untested.
The MCM Mission Package has not yet demonstrated sufficient performance to achieve the Navy’s minimal Increment 1 requirements.
… end-to-end mine clearance operations have been limited by low operator proficiency, software immaturity, system integration problems, and poor Remote Minehunting System (RMS)/RMMV reliability.
… the Airborne Mine Neutralization System (AMNS) did not meet the Navy’s requirement for mine neutralization success. Failures of the host MH-60 aircraft’s systems and its associated Airborne MCM kit severely limited AMNS availability.
LCS is not expected to be survivable in high-intensity combat because its design requirements accept the risk that the ship must be abandoned under circumstances that would not require such an action on other surface combatants.
While both seaframe variants are fast and highly maneuverable, they are lightly armed and possess no significant offensive capability without the planned SUW Increment 4 Mission Package or Increment 2 Anti-Submarine Warfare (ASW) Mission Package.
… (LCS-3) Based on fuel consumption data collected during the test, the ship’s operating range at 14.4 knots is estimated to be approximately 1,961 nautical miles (Navy requirement: 3,500 nautical miles at 14 knots) and the operating range at 43.6 knots is approximately 855 nautical miles (Navy requirement: 1,000 nautical miles at 40 knots).
The ship’s Mk 110 57 mm gun system performed reliably during operational testing, and the ship was able to demonstrate the core capability for self-defense against a small boat in two valid trials. The Navy attempted to collect additional data from swarm presentations, but the data were invalid. The 57 mm gun failed to achieve a mission kill during one swarm presentation, and the target killed by the 57 mm gun during a second swarm presentation had previously been engaged by 30 mm guns.
…The LCS 3 anchoring system could not securely anchor the ship in an area with a bottom composed of sand and shells. Despite repeated efforts, the ship was unable to set the anchor. It appears that the anchor and chain are too light and there are too many friction points along the anchor chain’s internal path from the chain locker to the hawse pipe to allow the anchor and chain to pay out smoothly.
DOT&E still has no data to assess the core mission capabilities of the Independence class variant seaframe.
LCS reliability problems also forced the ship to remain in port for repairs instead of conducting at-sea RMS testing as planned. … the Navy had not yet demonstrated that it could sustain operations of more than one 14-hour RMMV sortie per week (i.e., 10 to 12 hours of RMS minehunting per week). Unless greater minehunting operating tempo is achieved, the Navy will not meet its interim area clearance rate requirements.
So much personal and professional capital has been invested in this ship – and in this timeframe, what utility does this have for the Fleet commander? Even more importantly, what are we putting our Sailors in and deploying forward?
Yes, it is always a good time to look at LCS/FF and ask, “What hath we wrought?”
Every 22nd of May, unbeknownst to nearly all Americans, the United States celebrates National Maritime Day. It is a day to celebrate our nation’s rich maritime lineage, cherish our goods delivered by sea-going ships, and remember the importance of our officers and sailors who sail in the far-flung corners of the world. In Washington, D.C., the Department of Transportation held a ceremony at their headquarters. Salutes were smartly rendered and rousing speeches delivered. At the end of the ceremony, eight bells were rung to signify the end of the watch and honor the Merchant Marine.
The next day, Maritime Administration (MARAD) officials went back to regulating one of the most poorly funded (under $500 million annually) and misguided (only one top official is a past merchant mariner) administrations in our nation’s capitol. Since the founding days of our nation to the recent conflicts in the Middle East, the need for a strong militarily-useful and privately-owned U.S. flag merchant marine to protect, strengthen, and enhance our nation’s economic and military security has been clear. In times of peace and war, our U.S. flagged vessels effectively answered our nation’s call and provided unprecedented sealift capability to support our economy.
According to Rose George in Ninety-Nine Percent of Everything, trade carried by sea has grown fourfold since 1970 and is still growing. Three years ago, 360 commercial ports of the United States received in international goods worth $1.73 trillion. There are more than one hundred thousand ships at sea carrying all of the material we need to live.
Despite the amount of wealth reaching our shores, there are fewer than one hundred oceangoing U.S. flagged ships. Only 1 percent of trade at U.S. ports travels on an American-flagged vessels, and our fleet has declined by 80% since 1951. Less than 2% of all seagoing mariners are women. In a world of progressive ideology, it would seem that the other world – on the sea – is adrift and heading in the wrong direction.
It is seemingly unimaginable that most Americans are ignorant to the world of shipping. Play a game the next time you go out to a restaurant or visit your local coffee shop and see how many items you can count that came from a sea-going vessel.
- Plates: Made in China, containership
- T-Shirt on young child: Made in India, containership
- Chair and table set: Looks expensive, but likely IKEA: containership
- Gap Jeans: Made in Bangladesh, containership
- Cell Phone: Made in China, containership
- Coffee: Beans from Latin America, containership
- European car parked outside window: German, roll-on roll-off ship
- Fuel presumed in said European car: Crude from Middle East, tanker
The list is extensive. Better game: what was not brought over by maritime shipping?
Proceedings focuses mostly on developments in the maritime security domain, but a deeper conversation should revolve around the status of our civilian mariners. After all, one of our primary missions as sailors of the U.S. Navy or U.S. Coast Guard is to uphold the umbrella convention as mandated by the United Nations Convention on the Law of the Sea (UNCLOS). Even though the United States has not ratified the convention (we do not like its deep-sea mining stipulations), we uphold its core meaning. Over 300 articles aim to create “a legal order for the seas and oceans which will facilitate international communication, and will promote the peaceful uses of the seas and oceans, the equitable and efficient utilization of their resources, the conservation of their living resources, and the study, protection and preservation of the marine environment.”
Simply put, our maritime security organizations exist to support the global merchant marine and to promote free trade domestically and abroad. But when we lose American flagged vessels and shipyard workers lose their contracts, their income and their wealth of knowledge is lost. For our government – and in particular the Department of Transportation and Department of Defense – this means that an insufficient number of American mariners will no longer be there to support the industry. The next time we need to support a global war, we will have to rely on foreign shipping companies to move U.S. war material abroad.
- Outside thinking. Fund and stand up an independent, outside think tank that can meet the maritime challenges of the 21st If we do not try and sort out the maritime industry, the stability necessary for U.S. flag companies to attract the investments they need and for maritime labor to recruit and retain the mariner our country needs will simply not be there. Create a long term
- Bi-Partisan Support. MARAD should continue to lobby and build coalitions to ensure proper funding efforts to build a robust, seagoing merchant marine. If the United States is serious about the declining state of our maritime industry, we must modify existing programs and create new ones that would increase the number of vessels operating under the U.S. flag, the amount of cargo carried by U.S. flag vessels, and the shipboard employment opportunities for licensed and unlicensed merchant mariners.
- Reward companies that flag their vessels under the United States. Under the auspices of the intricately elusive tool of “flag of convenience,” where ships can fly the flag of a state that has nothing to do with its owner, cargo, crew or route, many shipping companies have chose to dodge taxes and pay mariners less. Consequently, many civilian mariners can’t find work. We should create tax incentives for companies that fly under the American flag and hire more mariners, rather than allow ships that maintain a crew of twenty to reap in the benefits of maritime trade.
- Subsidize shipbuilding in the United States. In order to compete with South Korea and other major shipbuilding nations that construct vessels on the cheap, we need to craft private-public contracts to allow our shipbuilding to flourish. Explore new ways to meet the capability and capacity to meet the most demanding wartime scenarios that might lie on the horizon.
- Rethink maritime officer and crew placement. Even though ships are getting considerably larger, crew sizes are getting smaller. Nearly a thousand professional mariners graduate from the US Merchant Marine Academy and state maritime academies each year with no prospective deep-sea job opportunities. Most sea-going accidents occur due to fatigue and most mariners have reported working over 80 hours in a given week. We should expand Military Sealift Command employment so U.S. Naval Reserve / Merchant Marine Reserve can serve on ‘active duty’ in the merchant marine. If this model works, we can incentivize a program in the private sector where larger crews are rewarded with tax breaks for operating safely.
Trade has always traveled and the world will continue to trade in our globalized society. The United States relies on a few VLCCs (Very Large Crude Carriers) to bring in two-thirds of our oil supply every day. Without the assured commercial sea power capability provided by the U.S. flag merchant marine and civilian manpower, we will find ourselves at the mercy of foreign vessels that are owned and operated by foreign interests.
The symbolic ringing of eight bells was superfluous this past National Maritime Day. Through bad policies over the last several decades, we have left the U.S. maritime industry at the whim of Adam Smith’s ‘invisible hand,’ then wondered, what happened to the Merchant Marine? Answer: it was turned over decades ago to the rest of the world.
You have been properly relieved America. Maersk has the watch.
VADM Al Konetzni, USN (Ret.) – “Big Al, the Sailor’s Pal…” – everyone who has met or worked with him has their memory. Mine was a brief and accidental encounter a bit over a decade ago at an event outdoors at Pearl. Adult beverages, cigars, and a magnetic leader who was that rare combination of fresh air and seemingly out of another time. Had the effect on JOs that I really never say another Navy Flag Officer have. In a word; unique.
Last week I ran in to Dave Booda’s recollections of his run in with Big Al once in Annapolis;
I just thought he was another guy using the urinal next to me at Riordan’s, a local bar in Annapolis.
“So, what do you want to do when you graduate?”
“Uh, I’m deciding now between Surface Warfare and Submarines”
“Ah, I remember those days. I keep thinking I’ll retire but they always pull me back in. The key is to just take it one tour at a time.”
We were taught to avoid living in the present by procrastinating our happiness. If you constantly say “I’ll be happy when I graduate”, you’ll miss out on what it’s all really about … Take it from Al Konetzni. Stop waiting to live in the future,
Good advice, and like much good advice – difficult to put in to practice.
That evidently has been simmering in my nogg’n for a week, because it came to the fore yesterday when I read the latest apologia on LCS – this time from our own pal, Craig Hooper, now with Austal;
DARPA is working on a program to use Independence variants of LCS as “platforms for medium altitude, long-endurance, fixed-wing unmanned aircraft for strike and ISR missions,” Hooper said. “This is a sign of what is to come — energy weapons, rail guns, unmanned craft. Embrace this. The future is in flexible platforms that capable of quickly and cost-effectively integrating new payloads. That’s what my two ships can do.”
Stop. I’ve seen this movie before.
The homing torpedo will end the submarine threat. You don’t need carriers in the nuclear age. We will have an all nuclear surface fleet. The Royal Navy will never need guns again, everything will be missiles – and it won’t need those carriers either – the RAF can cover it. We must get rid of the A-6 so we can move forward with the A-12 …. errrr …. F-18. We must decom the SPRU-CANS early so we can invest and recapitalize with DDG-1000 (nee SC-21). We don’t need frigates. NLOS will handle the surface fires requirements.
Yes, it is always better to get rid of what you have that works now, because the promise of the future is perfect, clean, shiny and … well … new and perfect and clean and shiny … and transformational!
It is comfortable to live in the future, to assume that all plans, systems, and CONOPS play out in line with with you want – or need – it to be. Making the present work is hard – but going to war in the present when you have neglected the “now” for the fuzzy future is even harder.
Reality is tough to get right.
For each weapon, there is a counter. One tactic/weapon does not work in every situation. Money and technology is not universally accessible. A single point of failure is just failure. Technology risk is real and usually higher than industry and program managers think.
I think we have learned this lesson again in spades over the last decade from LCS to F-35. If nothing else, perhaps we should hedge and mitigate more; we should have a set of requirements and stick with them instead of chasing shadows that only add cost, weight, and lost treasure.
Are those lessons sinking in? I think so as things start to displace water and make shadows on the ramp (or not) – then yes, reality starts to overtake the PPT. That is what seems to be happening – goaded on by a gang of ruthless facts; a move away from the transformational mindset. Smart and inline with historical experience, if a bit late.
So, Craig has job to do, but so do others.
But any weapons changes on the horizon for LCS won’t happen until the Navy revises its requirements for its newest vessels, said Rear Admiral Thomas Rowden, director of Surface Warfare.
“I’m the keeper of the keys for requirements,” Rowden said. “And I am here to tell you that LCS meets the requirements.”
Well, that is subject to debate – but at least he is sticking. Enough chasing shadows with LCS. Make it the best as we can, and move on with what treasure we have left to move on with.
Get what you have now right, or dump it. In the future, focus on the evolutionary, not revolutionary so we avoid another lost decade. Build a little, test a little, learn a lot. Prototype, test, evaluate, deploy. Work for the future, but in the spirit of Big Al; you are living, building, and deploying now – make the best of it.
It is comfortable to say, “We are 5-10 yrs behind the Europeans when it comes to our budget challenges.” – I guess.
With the expansion of the budget deficit of the last few years and no move to make a serious effort to fix it, we are much closer to 5 years, if not inside that mark.
The now quaint Fleet number of 313 of just a few years ago was never taken seriously by anyone with a basic understanding of economics even before the latest budget issues, and the interesting accounting of the Fleet of 300 that we see today is also a non-starter.
Why make such a negative statement? Simple – budgetary gravity.
Back in 2008, European military budgets were sad in any event as a % of GDP. As demographics join with the inevitable default of the Western welfare state takes place in front of us, after a few years – we have this via our friends from DefenseNews.
Well – you can break these reduction in to three batches.
1. Doable at 5% or less: Norway, Sweden, or Germany.
1.a. Odds: minimal.
1.b. Reason for odds: We won’t be this lucky. Norway has averaged a budget surplus for over a dozen years; different planet. Sweden and Germany already made structural changes to their government systems – Sweden in the 1990s and Germany a little more than a decade ago. As a result – the budgetary stress on the defense budget is small to non-existent from the 2008 baseline. If we act soon to address larger budgetary issues though, odds of this taking place increase.
2. Painful but workable at 5% to 20%: yes, in order to protect the economic foundation that national survival requires – a 20% cut is workable. Netherlands, UK, Poland & France.
2.a. Odds: most likely.
2.b. Reason for odds: unlike Europe, we don’t have anyone we trust that we can point to and say, “Oh, they’ll take care of the international order.” These are serious nations with a serious dedication to military requirements – but they are doing what they feel them must – as shall we. Unlike those nations though, we still have a lot of inertia to maintain a global reach; close to 5% than 20% if we are lucky. More than 20% in the face of a climbing China is just hard to fathom for the USA unless ….
3. Budgetary POMageddon at 20% to 50%: if you wait too long to act on your structural budgetary challenges – the more difficult the fix. You will take on more national security risk in order to try to keep domestic tranquility. Italy, Spain, Greece, & Ireland.
3.a. Odds: small, but not minimal.
3.b. Reason for odds: Without a two-party consensus to make such a huge cut in defense, it is hard to see larger than 20% in the next half decade outside of a complete economic meltdown. With each year we delay having a budget (Senate over 1,130 days without a budget plan) and/or a view to a plan to fix present trends, the more the odds for this option grow.
So, what could POMageddon mean to the Navy? Well – let’s go to Group 3 above – Italy. Again from our friends at DefenseNews;
Italy is considering selling or donating up to one-third of its naval fleet in a bid to earn quick cash and slash maintenance costs.
The Italian Navy would be the first off the mark wit a plan to sell or donate up to 28 vessels over the next five or six years … (out of) 82 ships and six submarines. …
So, 28 out of 88 ~ 32%.
Let’s run with the fuzzy 300 ships. A 32% reduction would be a cut of 96 ships to a fleet of 204.
What was my worse case scenario a couple of years ago, 240? That would be a 20% reduction in five years. All of a sudden, doesn’t look all that out of control … if you consider what has happened to Europe.
Let’s be optimistic and cut that in half to a 10% reduction. 270 ships in 5-years. Let’s model and plan for that and consign 300 ships with 313 ships as they hang out with all those TQL books in the storage room.
Well – all 4-stars are terminal, in a fashion – and when a 4-star is about to head out of the service at the pinnacle of their career, a cynic might look askew at last minute conversions – but I don’t think that is always fair. There can be something else going on when a Admiral or General goes off the reservation; “The Craddock Effect.”
In May 2009 as General Craddock was heading out the door at SHAPE, he gave a speech that said what everyone inside the lifelines knew about NATO and AFG and the story of half-truths we all sold. It was nice to hear in the open what was said behind closed doors – but one had to wonder what the impact might have had if he made the speech a year or so earlier in mid-tour – when he wasn’t a lame duck – when the full truth of his opinion could have informed the public debate … but … it was what it was.
There is a lot be be said for working within the system. Highly successful men and women get to where they are by having a track record of “making it happen” without burning those they work for and with. They often think that once they reach a certain level – then they can make things work. It usually doesn’t work that way.
When they they are running out of time or after soaking long enough that they reach a moment of clarity – often a refreshing wave of candor can come from a senior leader. It is a wave that isn’t quite at odds with what they have said in the open before – but sounds more like the missing chapters of a book half read.
In that light – over at his CFFC blog, Admiral Harvey has a post out that from my perspective is, in a word; remarkable. It is somewhere between a splash of cold water and sobering slap to the face to the professional drift our Navy has been under for a decade+.
This is Admiral Harvey from his blog;
When I look at some of the big issues we’ve encountered over the past three years with programs such as LPD-17, Aegis 7.1.2, VTUAV (Fire Scout), and the many software programs (e.g. R-Admin) installed on our ships, it is apparent to me that we were not doing our jobs with a focus on the end user, our Sailors. In these instances, the desire/need to deliver the program or system became paramount; we did not adhere to our acquisition standards and failed to deliver whole programs built on foundations of technical excellence. Then we accepted these flawed programs into the Fleet without regard to the impact on our Sailors.
Yes, yes – great Neptune’s trident – YES! Sailors are our greatest asset – not our most costly liability.
I would personally add two things – everyone and Admiral Harvey knows this problem is much older than his three years at CFFC – and to change this will take the right people in the right places in power. How do we get them there? Hard question.
His comments are so spot on. Just to drag out the usual suspect; designing manning plans for LCS that has Sailor burn-out considered a feature as opposed to a bug, and is baked in to the design that we will have to deal with for decades? How do you fix that? … but let’s not get in the Admiral’s way here;
… we have entered a period in which the resources we have now and can expect in the future will no longer support the behaviors of the past. The likelihood of decreasing budgets and increasing demand for Naval forces leave us with no margin for delivering poorly designed, poorly delivered or unnecessarily burdensome programs to the Fleet. We must keep the Fleet and our Sailors at the center of the programs, systems and platforms we deliver and ensure operational effectiveness is the bottom line of our efforts, not simply increased efficiencies.
Though my selfish side wishes he put this out years ago, the professional side of me has to give him a nod to a timing that he felt worked best given his responsibilities. More responsibilities do not always translate in to more freedom to speak.
I’ve been a fan of Admiral Harvey’s curious intellect, open mind, and tolerance of other views for a long time, and this is a very welcome addition to the conversation that must be brought to the front – larger, louder, and to more readers.
To fix these problems, the hour is already late, and more delay just means a more difficult fix later.
There is more at his post to to reflect on what is creating the dysfunction we have watched over the last decade in our Navy. Admiral Harvey states the catalyst for his post was the book by Bob Lutz, the Vice Chairman for Product Development at General Motors; Car Guys vs. Bean Counters: The Battle for the Soul of American Business. When you think of GM from the last few decades, one car that should be in anyone’s “GM Bottom 5″ would be the Pontiac Fiero. As a smart friend pointed out to me at the linked article;
The Pontiac Fiero an economy commuter car? That’s how GM marketed the sporty coupe, which was Pontiac’s first 2-seater since 1938. GM had originally intended the Fiero to be a sports car (hence, the Ferrari-sounding name), but budget constraints forced them to ditch the original suspension design and steal parts from other GM cars. The result was a sporty coupe that didn’t actually deliver racing performance with a meager 98-hp 2.5-liter I4 engine in a heavy body.
Sure, let’s go there again to what remains the poster child to what Admiral Harvey describes – to the gift that keeps on giving.
Isn’t speed and handling performance are most important for a sports car? Likewise, aren’t offensive and defensive firepower performance the most important for a warship? With the similar failure of basic core competencies – couldn’t one say “GM:Pontiac Fiero” as “USN:LCS?”
Another quote from Admiral Harvey’s post;
… upon his return to GM, Lutz found that the design teams had moved away from an organization focused on product excellence and the end user – the customer – and instead transformed into a company driven by complex business processes, executive boards and working groups focused on eliminating “waste,” “streamlining” operations, and achieving “efficiencies.” As a result, GM produced generations of automobiles that met all the technical and fiscal internal targets yet fell far short of the mark in sales – what really counted.
Does that sound like OPNAV/NAVSEA track record as of late? Designing warships that meet all the technical and fiscal internal targets (except maybe cost, stealth, IOC, etc), but fail to meet the fundamental test of warfighting capability?
Interesting thing about the Fiero – by 1988 they actually go the design right – but by then it was too late and most of the run was – ahem – sub-optimal. Is that where we are going with LCS? The first 43 sub-optimal …. but the last dozen, success!?
Bravo Zulu to Admiral Harvey for putting this out there. Maybe after a few years with the gold watch and reflection, down the road someone might go with a Shoomaker option – I don’t know. In the word of the American songwriter Kris Kristofferson; freedom’s just another word for nothing else to lose.
Admiral Harvey – enjoy your freedom.
With some of the budget reduction POM options coming to the front over the last couple of weeks, everyone’s Fleet-number waterfall graph just shifted to the left a few years. A quick note to those blandly blinking at the PPT; this is not a drill.
It is time to leave behind the sway-back, hidebound arguments and talking points of the Lost Decade; FRP, Optimal Manning, Transformation, exquisite systems, Network-Centric Unicorn Theory – that is in the past. The future, if you will, that never was.
They have either been measured and found wanting, abandoned, unaffordable, or perpetually shifted to the right waiting for quantum theory and pixie dust to make them operational. It is time to move forward.
One underlying fact that has finally reached the 51% tipping point in the minds of most decision makers in the last 18-months is this; in time of financial crisis the military budget will be hit harder than other parts of the budget if for no other reason than it is structurally easier for politicians to do so. With our new “Super Committee” process – even more so.
Relax; there is no need to panic. No need to wear sack cloth and ashes, bound with your full-leg metal cilices as you walk off the Blue Line, through Pentagon Station to your desk. No; it is time to straighten your gig-line, lean forward, walk with purpose to get your next cup of coffee, put a smile on your face, and get to work.
Look at what has been done by our predecessors in a time of stress; naval developments in the 1920s and 1930s in carrier and cruisers; even the 1970s, more or less, brought us the F-16, TLAM, Aegis and others.
This is a time to focus. We can come out of this period – be it 10 years or 20, in a good position if we start now to look; look not just at platforms, but what those platforms carry. Sensors, weapons, leaders, Sailors, and ideas. That is what is critical. Don’t get me wrong – numbers matter for a dual-ocean, maritime, mercantile republic with global responsibilities – but what is on those platforms is more important than just numbers.
To do this right though, we need vision and leadership grounded in fact, modesty, honesty, and respect for risk. Not just that, but in our age it needs to be public vision and public leadership. The time is now to look back for a firm grip on something firm, solid, and reliable – and then reach forward.
A great worry however, is that we won’t benchmark the successful responses to stress in the past clearly founded on solid programs and viable short-cycle evolutionary progresses, but instead will follow the intellectually moribund and disgraced habits of the other past as defined by a future-imperfect PPT deep and an efficiency plan as thoughtful as, “Everyone grab your spoon and take two scoops our of your rice bowl.”
Simple reductions of what we have without vision and an understanding of a strategy to support it is not a plan, it is a reaction. It is drift; drift in rapidly shoaling water.
If you look to the performance of the US Navy in World War II – the ships that made victory happen came out of the shipbuilding programs of the 1920s and 1930s. At a time with no computers or modern communication equipment – and working through naval treaty limitations as well as the financial challenges of the Great Depression – we saw incredible innovation and steadily improving ship designs. Why?
A lot of the credit is given to something the Navy had then, but does not have now; The General Board.
What was The General Board, what did it do, and is the Navy today suffering for the lack of one?
Join fellow USNI Bloggers CDR Salamander and EagleOne this Sunday, 10 JUL at 5-6pm EST to discuss the issue and more for the full hour with CDR John T. Kuehn, USN (Ret.), PhD – author of the USNI Press book, Agents of Innovation, and and earlier Sterling book Eyewitness Pacific Theater with Dennis Giangreco.
Put a few things in your nogg’n for a minute. Put a little Eisenhower mixed in with the Navy’s shipbuilding performance over the first decade of this century – the lost decade of shipbuilding with such wonderfully run programs such as DDG-1000, LPD-17, and the ever-changing LCS – then leaven it a healthy cynicism that any Business Ethics professor at the post-graduate level can give you. Sprinkle generously with a knowledge of the exceptionally generous retirement packages our retiring Flag Officers receive.
As that soaks in, read this.
Chuck Goddard, a former program executive officer for ships (PEO Ships) for the U.S. Navy’s Naval Sea Systems Command (NAVSEA), has been named president and chief executive of Wisconsin-based Marinette Marine, builders of the LCS 1 Freedom-class littoral combat ships (LCS).
The announcement was made June 13 by Fred Moosally, a former Navy captain and Lockheed executive who is president and CEO of Fincantieri Marine Group, the Italian parent of Marinette Marine.
Goddard, who retired from the Navy in 2008, previously supported a number of programs at Lockheed’s Maritime Systems and Sensors division, which oversaw the company’s LCS effort.
A recurring theme over at the homeblog has been the cringe-inducing revolving door between the uniformed Flag Officer on day one – and the employee of the once overseen defense contractor on day two. It doesn’t smell right, and it isn’t. There should be at least a 5-year “cooling off period” between retirement from active duty for Flag Officers and employment by companies they may have had a relationship with while in an official capacity within, lets call it, 5-years of retirement.
“5-n-5 to keep faith in the system alive.” I’m sure there are better slogans, but that’s a start.
Goddard doesn’t come right to MMC from active duty though – after he left active duty he went to, shocking I know,
… Mr. Goddard was with Lockheed Martin for three years as director of Aegis Program Integration and Capture Manager for the Aegis Combat Systems Engineering Agent (CSEA) competition.
Our friend Tim Colton makes a good point.
… he has no industrial or business experience of any kind whatever – working in a naval shipyard doesn’t count – and is, therefore, totally unqualified to run a ship construction company.
Why is he running it then? I’ll let you ponder that as well.
Has he done anything wrong? No, of course not – that isn’t the point. The system is the system and all indications are that everything that Goddard has done in his professional capacity both in uniform and since retirement is exceptional and above board – again, that isn’t the point.
People, rightly, wonder what has happened to the Navy’s ability to build an affordable, efficient, and effective Fleet. There is cynicism and a lack in trust from Congress to the deckplates about the word of Navy Flag Officers. It doesn’t happen by accident. Revolving doors from Fleet to Food Trough does not help as people will question motivation, candor, and priorities.
Oh, one last note – if Goddard’s name rings a bell, here is why.
Along with co-host and fellow USNIBlogg’r EagleOne, we hosted a panel discussion this weekend focused on just one thing; the Joint High Speed Vessel (JHSV).
To discuss this curious little ship for the full hour, we brought together John Patch, CDR USN Ret., Associate Professor of Strategic Intelligence at the US Army War College’s Center for Strategic Leadership, and “Leesea” a former SWO who has managed sealift ships for the Military Sealift Command since 1980 to include the original charter of the HSV WestPac Express.
Why do we need JHSV, what requirement does it meet? How is the program from a manning, shipbuilding, and development perspective viewed? What missions can/should it do and how should it be armed, if at all?
Grab a fresh cup of coffee, and click here to give it a listen and help us ponder.