Eagle Resolve 23

06/04/2023

U.S. Central Command and the Saudi Armed Forces conduct a multilateral exercise between the nations of the Gulf Cooperation Council (GCC). This exercise is designed to demonstrate the U.S. commitment to GCC partners, and regional security and stability.

Eagle Resolve 23 (ER23) is conducted bi-annually with Gulf Cooperation Council (GCC) nations to exercise and develop a GCC and U.S. Combined Joint Task force (CJTF) capable of linking multiple agencies to build and develop a regional approach for Integrated Air and Missile Defense (IAMD) to protect population and infrastructures.

Exercise objectives include developing coordination and cooperation processes between military governmental organizations to implement crisis management initiatives; enhance and synchronize military cooperation between Partner Nation armed forces to address a regional crisis; develop command, control and communications systems in a multi-service and international environment; and plan to deliver military support for government ministries and institutions.

The MARTAC T-38 Devil Ray unmanned surface vessel in the Arabian Gulf participated fully in the exercise.

The slideshow below provides some views of its participation and of manned ships involved in the exercise as well.

Bomber Task Force Mission in Africa

06/02/2023

U.S. Air Force KC-135 Stratotanker with 351st Air Refueling Squadron, 100th Air Refueling Wing, offloads 53 thousand gallons of fuel to a U.S. Air Force B-52H Stratofortress during a Bomber Task Force mission in the United States Africa Command Area of Operations on March 14, 2023.

Bomber Task Force missions are U.S. Strategic Command’s means of conducting Dynamic Force Employment in support of the National Defense Strategy and demonstrate the ability to maintain a high state of readiness proficiency, and validate our always-ready, global strike capability.

GHANA

03.14.2023

U.S. Africa Command

MARTAC Launches the Devil Ray T24: The Next Phase in the Evolution of a Combat-Ready Unmanned Surface Vessel

06/01/2023

By Robbin Laird

MARTAC has been working on autonomous maritime systems for more than a decade. They have worked from the beginning on USVs that worked together rather than simply being lone wolf systems; they operate as wolfpacks.

In the past decade, they developed two workhorse USVs and have taken these worldwide to evolve their capabilities and to work with various navies in shaping the payload-platform combinations which these customers desired. The two systems the MANTAS and the DEVIL RAY have provided two different form factors for a USV. The MANTAS being a 12-foot boat and the DEVIL RAY T-38 a 38-foot boat.

These boats are catamarans, not V-shaped hull vessels. Clearly, V-hulls have the advantage of cargo space for there is a top deck and a lower deck which is usually necessary for the personnel that operate them. The small boat catamaran being unmanned clearly does not need a lower deck, so we start with that simple point. The inherent speed advantages of a catamaran hull are clearly obvious as there is no need to support manpower with a lower deck.

And the aerodynamics are different between the two hull forms. As Bruce Hanson, the CEO of MARTAC, argued: “The V-hull operates by splitting through the water; the catamaran by creating an air cushion between the two hulls and the water.  This air cushion adds stability to the operation of the boat for this air cushion operates as a shock absorber as well as providing lift. As you increase the speed of the catamaran in operations, the ride gets smoother as well because of the air cushion it creates. In other words, the speed which a smaller catamaran is capable of allows it to operate properly from an aerodynamic design point of view. The more air also provides for less wetted surface and thus less drag.”

He noted that the Austral LCS in comparison does not operate at speeds that take full advantage of the speed and stability attributes of the smaller boat catamaran form.  In comparison to the Austral LCS (as cargo and personnel truck), the MARTAC USVs perform  like a fighter jet that can operate at higher speeds efficiently,

Hanson then pointed out that the catamaran smaller boat form provides for significant stability as well for the payloads onboard which can include humans if a special operation requires them. “The single point of the V-hull operates like a gymnast on a balance beam. With the catamaran design the gymnast now has two feet on the ground with much greater stability.”

And if you want the USV to go ashore, the catamaran smaller boat form can go directly onto the beach, for example. The catamaran will still stay flat when you’re running onto a shore.

Autonomous USVs are operating in an innovative area when one understands the legacy platform-payload dichotomy. In legacy systems, departments of defense work with contractors to build that platform through a long process of systems engineering and production. And there are paired through the process with core payloads for which the platform was designed to carry.

USVs are entering a new area in which platform and payload become conjoined into a much flexible and rapid upgrade process. They should be understood as platforms which can operate a variety of payloads swapped out rapidly to enable various mission threads for the combat forces.

As Commodore Darron Kavanagh, Director General Warfare Innovation, Royal Australian Navy Headquarters, put it in my recent interview with him in his office in Canberra, Australia:  “One of the issues about how we’ve been looking at these systems is that we think in terms of using traditional approaches of capability realization with them. We are not creating a defense capability from scratch. These things exist, already, to a degree out in the commercial world, regardless of what defense does. AI built into robotic and autonomous systems are in the real world regardless of what the defence entities think or do.

“And we have shown through various autonomous warrior exercises, that we can already make important contributions to mission threads which combat commanders need to build out now and even more so going forward.”

And that is really the next point. The use of maritime autonomous systems is driven by evolving concepts of operations and the mission threads within those evolving CONOPS rather than by a platform-centric traditional model of acquisition. CDRE Kavanagh pointed out that traditional acquisition is primarily focused on platform replacement, and has difficulty in supporting evolving concepts of operations.

This is how he put it: “We’re good at replacing platforms. That doesn’t actually require a detailed CONOPS when we are just replacing something. But we now need to examine on a regular basis what other options do we have? How could we do a mission in a different way which would require a different profile completely?”

Enter the Devil Ray T24. This is first fully “productized” MARTAC USV, according to Stephen Ferretti of MARTAC. What this means is that the T24 has been built from the ground up to operate as an autonomous maritime system which can carry a variety of payloads already demonstrated on the MANTAS and the DEVIL RAY.  The Devil Ray T24 is built with both size and speed to accommodate new and evolving mission threads.

According to Ferretti: “We have built a system which is agnostic with regard to payload. It is designed from the ground up to swap out payloads as desired by the customer and dependent on their operational needs in the particular situation they are facing.”

Such a capability when combined with other innovative platforms can create true disruptive change.

For example, I argued that combined with tiltrotor aircraft one can envisage the following:

“With the innovations already underway with USVs, one can credibly envisage in the near to midterm and Osprey landing on an austere location with payloads for the USVs. The USVs then arriving at the austere location and the Ospreys and USVs operating together in that location for the desired time, and in which the team who landed with the Osprey operating the range of payloads which they brought with them with the USVs.

“With the U.S. Army now acquiring the V-280, there are clearly expanding opportunities for enhancing force distribution. And with the Army’s many working relationships with core allies in the region, the tiltrotor force could expand exponentially and with it the capabilities to operate a distributed force. And when one crosses tiltrotor with the autonomous revolution, there is a capabilities dynamic which can redefine what the multi-domain force can achieve.”

In short, introducing a productionized T24 can accelerate the kind of change which U.S. and allied force need now, not in some distant future. In fact, one could envisage their role being significant in a sea denial mission in the waters west of Taiwan in enhanced deterrence in the near term.

For an expanded look at the Devil Ray T24, see the following:

MARTAC Launches the Devil Ray T24

 

 

 

 

 

 

 

 

Large Force Exercise, ALTUS Air Force Bas

05/31/2023

Multiple squadrons across Altus Air Force Base, Oklahoma worked together to successfully execute a large force exercise March 24, 2023. 20 aircraft were launched including seven KC-135 Stratotankers, eight C-17 Globemaster IIIs and five KC-46 Pegasus’.

During the exercise the 97th Medical Group conducted patient loading and tactical combat casualty care training while airborne, the 97th Operations group executed aircrew training, the 97th Mission Support Group prepared the aircraft with fuel, airdrop pallets and aircrew transportation and the 97th Maintenance Group generated the aircraft. This exercise was conducted to demonstrate the capability of Altus AFB.

ALTUS AIR FORCE BASE, OK

04.07.2023

Video by Airman 1st Class Miyah Gray

97th Air Mobility Wing Public Affairs

Devil Ray USV in Medical Evacuation Training Scenario

05/29/2023

U.S. Navy Sailors simulate a ship-to-shore patient transfer using a MARTAC T-38 Devil Ray unmanned surface vessel (USV) in Aqaba, Jordan, March 9, 2023, during International Maritime Exercise 2023.

The USV transferred a mannequin from the Gulf of Aqaba to land, marking the first time the unmanned platform has been used to execute a medical evacuation training scenario.

AQABA, JORDAN

03.12.2023

Video by Spc. Aaron Troutman

U.S. Naval Forces Central Command / U.S. 5th Fleet

Eric Trappier Provides on Update on the Rafale and European Airpower: May 2023

05/27/2023

By Pierre Tran

Paris – The closed communications system of the F-35 posed problems for flying cooperative combat missions with the planned European Future Combat Air System (FCAS), Eric Trappier, executive chairman of Dassault Aviation, told French senators May 24.

“Collaborative combat” consisted of close links between fighter jets, effectively allowing the computer of one fighter to fire weapons of another fighter flying in a “raid,” he told the Senate defense and foreign affairs committee. That cooperative link extended to other capabilities on the fighters.

“Today, this can only be done between Rafales, in a Rafale patrol,” he said. “If you have an F-16 or F-35, that cannot be done. And I do not think it will be done.”

There is “interoperability” with the F-16 and F-35 fighters, he said, with exchange of data through the U.S.-designed Link 16, available to Nato forces. French fighters carry Link 16, giving them data link with an F-16.

“It is more difficult with the F-35 as the Americans, in an amazing feat, built an American, non-Nato standard,” he said. “It is closed.”

If allied nations wanted interoperability with an F-35, he said, it was simple – just buy an F-35, adding that remark might be something of a caricature, but it was just barely so.

Dassault sees the F-35 as a direct rival in export sales of the Rafale, a major source of revenue for the family-controlled company, which is prime contractor on the fighter and also lead industrial partner on the New Generation Fighter (NGF) at the heart of FCAS.

The plan is for the planned new fighter to replace eventually the Rafale and Eurofighter Typhoon some time after 2040. France, Germany, and Spain are the backers of FCAS.

It remained to be seen how the F-35 will fly with the F-22, and how the British will fly the Eurofighter Typhoon with the F-35, Trappier said, pointing up the need for other aircraft and satellites to act as communication nodes for the fighters.

A powerful data exchange in “microseconds” of collaborative combat has begun with development work on the Rafale F-4 version, he said, adding that network capability will be extended on the planned F-5 model of the fighter jet.

How To Plug Into F-35

“For FCAS, the ambition is for European aircraft to work together,” he said, but the problem arose when most fighters flown by European forces were U.S.-built.

“It’s a real subject,” he said.

“A solution has to be found,” said Jean-Pierre Maulny, deputy director of Institut des Relations Internationales et Stratégiques, a think tank.

The F-35 poses a problem, but the story is not over, he said.

Dassault is working with Dassault Systèmes on a “sovereign cloud,” Trappier said as an aside, and called on European nations to work on a common cloud computing to boost security, rather than rely on Google or Microsoft.

A high level of Anglo-French air combat cooperation was evoked by a French air force officer, major general Jean-Luc Moritz, at the future combat air and space conference held by the Royal Aeronautical Society in London, website Breaking Defense reported May 23.

“My dream is tomorrow Tempest could take control of an NGWS asset,” the report said. Moritz was referring to the British-designed future fighter and the Next Generation Weapon System at the heart of the FCAS. The officer heads the French air force team working on the European FCAS project.

NGWS comprises a Next Generation Fighter (NGF), remote carrier drones, and combat cloud, an advanced communications network linking up allied aircraft.

That wish for allied air cooperation included the planned U.S. Next Generation Air Dominance fighter being capable of taking control of “the fighter the U.K. will buy,” and the capability for Rafale, Eurofighter Typhoon, and Tempest to fly together, the report said.

Moritz said, “To reach this dream we need everything on the table from industry,” the report said.

A large digital communications network is needed on FCAS as the Link 16 system is already saturated, a French air force officer has said.
That networked approach posed security problems, which needed to be addressed, Trappier said, as the more the fighters were connected, the more vulnerable they became.

Onboard mission computers needed to be “totally independent” from other computers on the fighter, to avoid cyber attack, he said. The sooner standards were specified, the better it would be.

Cool On Belgium as FCAS Partner

The Dassault chief executive also made clear his resistance to reports of Belgium looking to join the three European partner nations on FCAS.

“It is complicated bringing people on board FCAS,” he said. “I have heard talk of the Belgians.”

That reluctance stemmed from Belgium ordering the F-35, along with Germany, which saw a need to order a batch of the Lightning II fighter, to carry the U.S.-built nuclear bombs for Nato forces.

Adding partner nations risked slowing the FCAS project with more negotiations, Trappier said, and the present phase 1B was already hard to manage.
There will be a new contract for phase 2, with the same share of work, he said. Bringing Belgium in would mean a new work share plan, to which he objected.
“I hear that we could give work to Belgian companies right now,” he said. “No. If that is imposed on me, I will fight back.”

It was clear the F-35 was the uninvited guest to the FCAS industrial partnership, with Trappier pointing up the prospective loss of jobs in French factories and design offices, with work going “to people who have chosen the F-35.

“I do not see why I should give work to the Belgians today,” he said.

That view appears to clash with those of the French armed forces minister, Sébastien Lecornu, who has told parliamentarians that bringing in partners would be a “good way to manage taxpayers’ money,” and would be of industrial and military interest, the Public Senat website reported.

There are estimates the FCAS program could hit some €100 billion ($107 billion), shared by the three partner nations. The budget for phase 1B and phase 2 is a total of some €8 billion.

The aim was to fly an FCAS technology demonstrator, which will require negotiating a phase 2 contract, Trappier said, adding that it looked “optimistic” to say the fighter would enter service in 2040.

The plan is for a fighter demonstrator to fly around 2028/29 – already a couple of years late – along with a loyal wingman remote carrier drone and a simpler, lower cost drone, with FCAS entry into service in 2040.

The U.K. expects to fly the Tempest fighter in 2035, backed by partner nations Japan and Italy in the global combat air program.

Rafale outlook

The government has slashed orders for the Rafale to 137 units from 185 by 2030, “which is no small matter,” the chairman of the senate defense committee, Christian Cambon, said in his opening remarks.

He was referring to the draft 2024-2030 military budget law, which is going through debate in the lower house National Assembly. The Senate will debate the bill next month, with the government hoping for adoption in July, in time for the Bastille day national holiday.

The defense ministry has said the Rafale will be flying at least 30 years with the FCAS new generation fighter, the Dassault CEO said, pointing up the need to update the former.

The government has added an amendment to the seven year military budget bill, with the Rafale F5 flying with a combat drone based on the Neuron demonstrator for an unmanned aerial combat vehicle (UCAV), said senator Yannick Vaugrenard, Public Senat reported.

That future Rafale F5 version might fly with remote carrier drones or a Neuron type UCAV, Trappier said, and it was up to the government to give more details. The government has pushed back the F5 version to 2035, slightly later than the 2032 previously expected, he said.

Deliveries of the Rafale are due to resume for the French air force, with 13 units to be shipped this year, 13 in 2024, 12 in 2025, and one in 2026, he said, adding that the government has long delayed these deliveries.

Dassault expected a fresh order for 42 Rafales this year, of which 30 were a long-awaited domestic order, boosted by 12 to replace those flown by the French air force and sold second-hand to Croatia. Export prospects for the fighter lay in India – which required patience – Trappier said, and South America. Indonesia was expected to place further orders in the next few months, as part of a deal for 42 units. Jakarta has already ordered a first batch of six Rafales.

Dassault led the Neuron demonstrator project, with France working in partnership with Italy, Greece, Spain, Switzerland.

Photo Credit: https://www.dassault-aviation.com/en/

Shaping Fleet Sustainability and the Challenges Facing U.S. Shipyards: The Case of Pearl Harbor Naval Shipyard

05/26/2023

By Robbin Laird

As the U.S. Navy works its ability for distributed operations with integrated effects, how will the fleet be supported and sustained?

One answer to that question is the major challenge of rebuilding the fleet’s maintenance infrastructure.

Years of just-in-time maintenance, supporting wars of choice not wars of necessity, have highlighted the need to invest in the ability to turn U.S, Navy  ships out from maintenance in a timely manner and to have the requisite trained workforce to support enduring operations in a high tempo conflict.

Although increasingly recognized as a key priority, rebuilding the U.S. Navy’s maintenance infrastructure takes not only time and money, but the human capital to maintain a fleet built for enduring operations.

Unlike China, U.S. maintenance yards need to be redesigned and upgraded to support comprehensive and efficient operations of a modern combat fleet.

What is the U.S. Navy doing to right the ship, with regard to maintainability?

During my late April 2023 visit to Honolulu, I sat down with Captain Richard Jones, Commander of Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (PHNSY & IMF), to discuss how they are shaping a way ahead that both enhances near-term capabilities and looks ahead to meet the Pacific’s challenging strategic environment .

Simply put, the key metric of a shipyard is the speed at which ships under maintenance are returned to combat commanders. Shipyards must continually look for opportunities and methods to ramp up the maintenance period rate, particularly when considering the possibility of sustained conflict against a peer competitor.

With the recognition that shipyards must become more efficient, the Navy established the Shipyard Infrastructure Optimization Program (SIOP) program office in May 2018. As the Navy has described this effort:

The Navy’s four public shipyards — Norfolk Naval Shipyard (NNSY), Portsmouth Naval Shipyard (PNSY), Puget Sound Naval Shipyard and Intermediate Maintenance Facility (PSNS&IMF), and Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (PHNSY&IMF) —  perform a vital role in national defense by executing maintenance on submarines and aircraft carriers in order to provide combat-ready ships to the fleet.

Originally designed and built in the 19th and 20th centuries to build sail- and conventionally-powered ships, the Navy’s public shipyards are not efficiently configured to maintain and modernize nuclear-powered aircraft carriers and submarines.

With the Navy’s needed focus on operations, the aging shipyards have been unable to adequately sustain and optimize their facilities, utilities, dry docks, equipment and information technology infrastructure. These inefficiencies and obsolete facilities result in higher maintenance costs, schedule risks and reliability issues.

To create the shipyards that our nation needs requires making significant investments to modernize dry docks, optimize industrial processes and modernize standard equipment to bring these critical industrial sites to modern standards.

To meet that mission, the Navy established the Shipyard Infrastructure Optimization Program (SIOP) program office in May 2018. The SIOP Program Office (PMO 555) is under the Program Executive Office (PEO) Industrial Infrastructure (II), which was established in Fiscal Year 2022 as a Naval Facilities Engineering Systems Command (NAVFAC) affiliated PEO and is responsible for the cost, schedule, and performance of SIOP. PEO II reports to the Assistant Secretary of the Navy for Research, Development, and Acquisition (ASN RD&A).

The Navy will ensure that the optimization process fully integrates environmental considerations including natural and cultural resources, water and air quality, and more. During the development of individual shipyard plans, the Navy will develop alternatives for assessment under the National Environmental Policy Act (NEPA), Endangered Species Act (ESA) and the National Historic Preservation Act (NHPA). The Navy will work with stakeholders as part of the decision-making process and will conduct all appropriate NEPA, natural resource and NHPA analyses; agency and government-to-government consultations and public engagement and obtain all required permits to ensure a proactive approach to environmental protection.

With the breadth and depth of needs, the SIOP program has a significant workload to deliver the critical warfighting infrastructure enabling a distributed fleet to operate effectively in crisis and combat situations.

A Government Accountability Office (GAO) report on SIOP indicated the steps SIOP has taken to recapitalize its shipyards:

The Navy has taken several actions to improve its public shipyards in recent years. In 2018, the Navy began an effort to modernize and optimize its shipyards, known as the Shipyard Infrastructure Optimization Plan (SIOP). The Navy has also implemented some GAO recommendations in its efforts to improve shipyards, such as creating a program office to manage the SIOP. In addition, the Navy invested in shipyard infrastructure above the minimum level set by Congress. Finally, the average condition of facilities at Navy shipyards has improved at three of the four shipyards from 2016 to 2020.

In addition to the progress enumerated by GAO, SIOP has commenced the second phase of industrial modeling for all four shipyards to provide data for optimized workflows and has begun the project planning studies for Waterfront Production Facility (WPF) at Pearl Harbor. A task order has been awarded for construction of the new Dry Dock 5 at Pearl Harbor, and multiple Facilities, Sustainment, Restoration, and Modernization (FSRM) projects to maintain the shipyards’ mission readiness have been executed.

SIOP will continue to “recapitalize the four public shipyards to optimize maintenance production by correcting infrastructure and equipment condition, configuration, capacity, and resiliency shortfalls,” according to Mr. Mark Edelson, the head of the program executive office, Industrial Infrastructure (PEO II). . “The happiest Fleet Commanders have the ships required to fulfill forward presence commitments.” PEO II has oversight of the Shipyard Infrastructure Optimization Program, which is a holistic plan that integrates all infrastructure and industrial plant equipment investments at the Navy’s four public shipyards to meet nuclear fleet maintenance requirements.

In my discussion with Captain Jones, he identified a number of attributes needed for mission success and how PHNSY & IMF is working to build these areas.

A key attribute – and one he emphasized – was having a skilled, capable and motivated workforce. He noted that for nearly a decade, the shipyard did not hire new staff, prior to the refocus on the great power competition. This led to a major hiring gap which meant they had an experienced but aging workforce. With the returned focus and renewed appreciation of the yards not to mention an increased workload, the shipyard began bringing many new hires onboard.

With this new workforce, the question became, “how to close the gap and ensure proper transfer of skills to the new hires while simultaneously taking in new types of learning and skills?” The new personnel brought new perspectives, approaches and techniques. Captain Jones indicated that they have been able to blend the old with the new to create a highly effective workforce.

He noted: “If you look at the people coming in, they see the work differently. We don’t accept every idea they propose, but we do we listen and take those ideas into account because they may have a great idea that nobody’s ever thought of before.”

New teaching approaches have helped as well. Captain Jones highlighted the use of virtual reality training. He gave two examples, welding and crane operations. With regard to welding skills, students wear a virtual welding hood that is a simulator.

“It actually feels like you’re holding welding rod. The computer system can tell how hard you’re pressing on it and if you’re pressing on it at the right angle,” Jones said. “When you’re looking through the hood, you see what you would see during an actual welding operation.”

He also described the crane operation training: “We have a rigging trainer for crane operators. When they have their virtual reality hood on, they are in the cab of the crane and have the same controls. When you’re wearing the virtual reality hood, sitting in the chair, it’s very life-like, similar to being in the crane. It really speeds up the training because it doesn’t take a physical crane off operations and it’s much safer because the trainees can make mistakes virtually and not damage anything.”

While the training the workforce receives is a cornerstone of the shipyard, it is also the workforce themselves both as individuals and as a team which is crucial to the success of the shipyard. Captain Jones underscored the workforce is motivated to join PHNSY & IMF. Not only do they have many more Apprentice Program applicants than available openings each year, but they are part of the local community through sports teams, teaching in colleges and universities, mentoring young scientists in STEM programs, and volunteerism.

The workforce also knows PHNSY & IMF has been and continues to be a vital asset to the Nation’s defense both in the past and today. One example is the significant role the shipyard played in World War II and in the following years, ensuring the Navy had the ships they needed to respond to any situation.

It is indeed gratifying to see a local community committed to the nation and its defense.

A second key attribute is to have the proper tooling and material for the repair process. Here the yard could use more investment in new tools and machinery, but the workers use a mix of the old and the new to good effect. As part of the SIOP program, assessments are underway to evaluate the various equipment throughout the shipyard so that upgrades can be made where needed.

Captain Jones noted, “Our machine shop actually uses some pre-World War II equipment. Some of these machines are extremely reliable and they almost never break down and are very good at doing certain things. For example, if we are only going to do single-type milling, it’s much faster to do it on the older machine. We have balance between the new and the old that seems to be working very well.”

A third key attribute also linked to the SIOP program is the process for redesign of the shipyard to support modern workflows to optimize the work process to speed up the ability to more rapidly do ship repairs. The need for these upgrades is linked to how the yard was established in 1908 and developed over time to meet the needs of that time.

SIOP has completed one phase of industrial modeling that shipyards can leverage to improve efficiency. Another phase of industrial modeling for Pearl Harbor and each of the other three shipyards has begun that will provide data for optimized workflows at the yards. This work will provide modeling data for workflows inside the facilities and will inform more detailed project level planning and design (P&D) for future SIOP construction projects.

Another element of this challenge is to enhance the digital backbone at the yard. When asked what Captain Jones would like to see in future investments, the digital backbone is clearly one capability which he felt needed to be enhanced.

Retired Adm. James Foggo emphasized the need for such investment in a 6 January 2023 article on the way ahead with regard to the SIOP. Foggo argued: “While improving the physical infrastructure of these facilities will be critical to success, it’s equally essential that we take this opportunity to build the digital infrastructure required to accelerate our readiness advantage.”

Captain Jones noted that they have established an innovation division within the shipyard which will facilitate the digital transition, such as using 3D printing and other technologies. “I think it’s a step in the right direction but we are still in the infancy stage.”

A fourth key attribute is simply adding more infrastructure capacity. The main effort of the yard is repair of submarines, but the yard does not have the dry docks it needs. The first SIOP related project is the construction of a new graving dry dock to accommodate for a now obsolete Dry Dock #3, which will be replaced by the new Dry Dock #5.

“Our first major project is a new Dry Dock #3 replacement, also known as Dry Dock #5, which will be deep enough, wide enough, long enough for our current SSNs and any future one that’s in the books for planning. There is also a Waterfront Production Facility we are going to put next to it and a pier that we need. We have very little pier space here that meets the requirements,” said Jones.

“Then there is this optimization piece. If you look at the shipyard, our first dry dock built in 1919 has all the work shops were right along next to it. Then we built dry docks 2, 3 and 4. But most of the workshops are still located around the first dry dock. This is not optimal for our workflow, and we need to bring workers closer to where the work instead of spreading the work all over the yard. A lot of time is consumed in transit throughout the yard. We have 1,000 engineers out of 6,000 civilians roughly, the majority of whom are on the fourth floor of this building which is quite far from the waterfront. Moving them down right above the production shops is key element for optimization.”

We also discussed battle-damage repair as illustrated by the yard’s participation in the last RIMPAC exercise.  PHNSY Navy divers participated in simulated battle-damage repair on USS Denver.

As Edward Lundquist noted in an article on this event:

“Before going down on July 22, Denver made one more valuable contribution to the Fleet. Navy salvage and repair experts set explosive charges aboard the ship that enabled battle damage assessment (BDA) teams to respond to actual damage.

“According to Jamie Koehler a Naval Sea Systems Command spokesperson, the event exercised the capabilities and limitations of an expeditionary group of Reservist and Regional Maintenance Center (RMC) Sailors for emergent repair when paired with an emergent repair container capability.

“The event provided the opportunity to survey realistic blast damage and conduct planning to utilize the Emergent Repair Capability afforded by the Emergent Maintenance and Repair Container (EMARC) along with Surge Maintenance (SURGEMAIN) Navy Reservist Sailors to plan and execute emergent repair,” Koehler said.  “Divers were offered a realistic training environment to learn how to assess battle damage and how to effectively repair the ship.”

“The training simulated exactly how a ship would look after an attack or casualty and offered Mobile Diving Salvage Unit One and Pearl Harbor Naval Shipyard divers a chance to work as a team to assess, repair and return the vessel back to sea,” Koehler said.  “Opportunities like this also identify future manning requirements, equipment shortfalls, and medical response preparations that can be measured appropriately.”

“Battle Damage Assessment Training aboard ex-USS Denver

  • Commander, Navy Regional Maintenance Center (CNRMC) coordinated the availability of the EMARC containers.
  • Hawaii Regional Maintenance Center provided Sailors an Engineering Assessment team support to the repair planning effort.
  • SURGEMAIN provide Sailors and three Officers to support the assessment, planning and execution of repairs.
  • MDSU-1 conducted Battle Damage Assessments (BDA) and notified PHNSY of their findings. Their knowledge of salvage equipment and techniques were used to complete the BDA evolution.
  • PHNSY conducted Battle Damage Repair (BDR) and patch work to fix the damaged vessel based on MDSU-1’s recommendation. Our knowledge of patches and repair techniques were used to complete the BDR evolution.”

Let me conclude with a few final thoughts.

The challenge of ramping up the speed to deliver ships back to the operational fleet is a key part effective deterrence. It is also a challenge which requires strategic attention.

PHSNY & IMF is keenly aware of their strategic importance and the importance of meeting the key metric of  the speed at which ships under maintenance are returned to combat commanders.. They are actively working to address the key areas of people, process and environment to successfully meet the nation’s needs today and into the future.

Captain Jones, Commander of Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (PHNSY & IMF)

Captain Richard Jones enlisted in the U.S. Navy in 1985. After completing Electrician’s Mate and Naval Nuclear Power Training, he was assigned to USS Truxtun (CGN 35).

He left active service in 1991 to complete a Bachelor of Science and Master of Science in Engineering at Purdue University. While at Purdue, he joined the U.S. Army Reserve and deployed in support of peacekeeping efforts in Bosnia.

After graduating in 1997, Capt. Jones worked for the Schlumberger Corporation aboard a seismic surveying vessel. During this time, he received a direct commission into the U.S. Navy Reserve as an Engineering Duty Officer (EDO) in 1999. He then joined the federal workforce as a civilian nuclear engineer at Portsmouth Naval Shipyard from 2000 to 2002 before his voluntary recall to active duty in 2002.

He received a Naval Engineer’s degree and Master of Science in Systems Engineering and Management from Massachusetts Institute of Technology in 2008.

His nuclear engineering duty officer tours include qualification while serving as Shipyard Docking Officer and Assistant Project Superintendent (Nuclear) at Portsmouth Naval Shipyard; Course Director of the Navy’s Engineering Duty Officer School where he also deployed to Iraq in support of Operation Enduring Freedom; Virginia-class Submarine Maintenance Coordinator at Supervisor of Shipbuilding, Conversion and Repair (SUPSHIP) in Groton, Conn.; Submarine Repair Officer at Norfolk Naval Shipyard; and Chief Engineer aboard USS Ronald Reagan (CVN 76).

In 2017, Capt. Jones joined Pearl Harbor Naval Shipyard & Intermediate Maintenance Facility first as the Production Resources Officer and then as Operations Officer. He joined Commander Submarine Force, Pacific Fleet as the Maintenance, Readiness, and Improvements Officer (N43) in 2020.

In June 2021, Capt. Jones assumed command of Pearl Harbor Naval Shipyard & Intermediate Maintenance Facility, the Navy’s comprehensive fleet repair and maintenance facility between the U.S. West Coast and the Far East, strategically located in the heart of the Pacific and the largest industrial employer in the State of Hawaii with more than 7,000 civilians, military members and contractors.

Featured Photo: PEARL HARBOR, Hawaii (December 14, 2022) Vice Chief of Naval Operations Admiral Lisa Franchetti discusses plans for infrastructure improvements under the Shipyard Infrastructure Optimization Program (SIOP) with Shipyard Commander Captain Richard Jones, and Production Facilities and Plant Equipment Manager Chad Nakamoto at Pearl Harbor Naval Shipyard & Intermediate Maintenance Facility (PHNSY & IMF) during a visit for an operations update and SIOP tour onboard Joint Base Pearl Harbor-Hickam. PHNSY & IMF is a field activity of NAVSEA and a one-stop regional maintenance center for the Navy’s surface ships and submarines. (U.S. Navy photo by Justice Vannatta/Released).

Setting Up FARP for F-35 in Steel Knight Exercise

U.S. Marines with Marine Wing Support Squadron 371, Marine Aircraft Control Group 38, 3rd Marine Aircraft Wing (MAW), set up and operate a forward arming and refueling point at the Laguna Node to refuel a F-35B Lightning II with Marine Fighter Attack Squadron 225, Marine Aircraft Group 13, 3rd MAW, on Laguna Army Airfield, Arizona, Dec. 6, 2022.

Exercise Steel Knight 23 provides 3rd MAW an opportunity to refine Wing-level warfighting in support of I Marine Expeditionary Force and fleet maneuver.

12.06.2022

Video by Lance Cpl. Jacob Hutchinson

3rd Marine Aircraft Wing