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Integrate Logistics Support Organization solution that derived results

July 31, 2013


In my past company, the RAMS (Reliability, Availability, Maintainability and Safety) group was for many years managed by the VP of Quality and then moved to be under the VP of Engineering. In both situations, the RAMS group suffered from low recognition in the company. RAMS main contribution during development in the defense electronics industry was to support CDR (Critical Design Review) by submitting predictions of Reliability, Availability, Maintainability and Safety to the presented system configuration in the CDR. Unfortunately the engineering effort was ready only a few hours before the CDR, and the RAMS presentation never addressed the latest system configuration. These facts derived from poor communication between system engineers and mathematicians in RAMS group.

When I was promoted to Director of Integrated Logistics Support (ILS), I proposed to move the RAMS group to my department. This organization change created a new situation. A new relationship was established in the ILS Engineering department between RAMS mathematicians and ILS engineers as “supplier” and “customer”, respectively. The goal for moving the RAMS group to the ILS department was to reduce product sustain cost, and the results were visible; the added value of the RAMS mathematicians was recognized company wide. As a result of the RAMS group being recognized for added value in the company, the communication and collaboration before CDR improved. Additionally, the ability to influence system configuration for optimum supportability by ILS department improved.( On the March 2013 RM&S news letter I addressed “ILS Influences System Design”

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