All Member Open Forum

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

I found this on line. We over the decades have fallen into slogoneering. We can say these things 10 times every day but if we do not design the orgnanizatial elements we ar only making motor noises. To get past the motor noise with respect to maintenance and reliability we need to get into the detials of ILS (integrated logistic support) which conduct system design for maintenance activity and the support logistics to delivering activity and the organizational superstructure to assure that they succeed in their mission with firm business success.

Richard G. Lamb, PE, CPA
rchrd.lamb@gmail.com, analytics4strategy.com

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

I found this on line. We over the decades have fallen into slogoneering. We can say these things 10 times every day but if we do not design the orgnanizatial elements we ar only making motor noises. To get past the motor noise with respect to maintenance and reliability we need to get into the detials of ILS (integrated logistic support) which conduct system design for maintenance activity and the support logistics to delivering activity and the organizational superstructure to assure that they succeed in their mission with firm business success.

Richard G. Lamb, PE, CPA
rchrd.lamb@gmail.com, analytics4strategy.com

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

Hello Derek, 

You can find various sources of information on Integrated Logistics Support online.  I typically rely on DOD references, some are dated but the principles don't change.  ILS is essentially  good asset management, what am I building, the operational requirements, and what is required from "Lust to Dust", had to add the slogan.

SAE/TA Standard 0017 Product Support Analysis lays out the activities required.

Integrated Product Support (IPS) Elements: Those critical functions related to product readiness including, but not limited to, materiel management, distribution, technical data management, maintenance, training, cataloging, configuration management, engineering support, repair parts management, failure reporting and analysis, reliability growth tracking, and the logistics elements (e.g., support equipment, spares) required to accomplish the functions. All of these elements shall be considered during the development of the Product Support (PS) strategy.

You can also check out https://www.aia-aerospace.org/standards/s-series-ils-specifications/ for the S Series specifications.

The S Series Integrated Logistics Support Specifications is a suite of specifications for product support that will provide the seamless passage of technical data (logistics, provisioning, technical publications/IETMs, scheduled maintenance and maintenance data feedback). 

ILS or IPS is neither Cheap, Fast or Easy which is why, in my experience, there isn't much interest in full use of the practices outside of Defense or Aviation industry.  Some industries pick and choose what parts of the ILS analysis they use thereby limiting the full benefit of the process.

------------------------------
Hank Kocevar,CMRP
Consultant
Guardian Technical Services
hkocevar@guardiantech.org
------------------------------

Original Message:
Sent: 08-16-2022 07:25 AM
From: Derek Brown
Subject: HRO'?

Hi Richard,

Thanks for the detailed replies, however I have absolutely no idea what integrated logistics support/analysis means?

Apologies but can you advise please?

Thanks

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

Hello Derek,

You can find various sources of information on Integrated Logistics Support online.  I typically rely on DOD references, some are dated but the principles don't change.  ILS is essentially  good asset management, what am I building, the operational requirements, and what is required from "Lust to Dust", had to add the slogan.

SAE/TA Standard 0017 Product Support Analysis lays out the activities required.

Integrated Product Support (IPS) Elements: Those critical functions related to product readiness including, but not limited to, materiel management, distribution, technical data management, maintenance, training, cataloging, configuration management, engineering support, repair parts management, failure reporting and analysis, reliability growth tracking, and the logistics elements (e.g., support equipment, spares) required to accomplish the functions. All of these elements shall be considered during the development of the Product Support (PS) strategy.

You can also check out https://www.aia-aerospace.org/standards/s-series-ils-specifications/ for the S Series specifications.

The S Series Integrated Logistics Support Specifications is a suite of specifications for product support that will provide the seamless passage of technical data (logistics, provisioning, technical publications/IETMs, scheduled maintenance and maintenance data feedback). 

ILS or IPS is neither Cheap, Fast or Easy which is why, in my experience, there isn't much interest in full use of the practices outside of Defense or Aviation industry.  Some industries pick and choose what parts of the ILS analysis they use thereby limiting the full benefit of the process.

------------------------------
Hank Kocevar,CMRP
Consultant
Guardian Technical Services
hkocevar@guardiantech.org

Original Message:
Sent: 08-16-2022 07:25 AM
From: Derek Brown
Subject: HRO'?

Hi Richard,

Thanks for the detailed replies, however I have absolutely no idea what integrated logistics support/analysis means?

Apologies but can you advise please?

Thanks

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

Hello Derek,

You can find various sources of information on Integrated Logistics Support online.  I typically rely on DOD references, some are dated but the principles don't change.  ILS is essentially  good asset management, what am I building, the operational requirements, and what is required from "Lust to Dust", had to add the slogan.

SAE/TA Standard 0017 Product Support Analysis lays out the activities required.

Integrated Product Support (IPS) Elements: Those critical functions related to product readiness including, but not limited to, materiel management, distribution, technical data management, maintenance, training, cataloging, configuration management, engineering support, repair parts management, failure reporting and analysis, reliability growth tracking, and the logistics elements (e.g., support equipment, spares) required to accomplish the functions. All of these elements shall be considered during the development of the Product Support (PS) strategy.

You can also check out https://www.aia-aerospace.org/standards/s-series-ils-specifications/ for the S Series specifications.

The S Series Integrated Logistics Support Specifications is a suite of specifications for product support that will provide the seamless passage of technical data (logistics, provisioning, technical publications/IETMs, scheduled maintenance and maintenance data feedback). 

ILS or IPS is neither Cheap, Fast or Easy which is why, in my experience, there isn't much interest in full use of the practices outside of Defense or Aviation industry.  Some industries pick and choose what parts of the ILS analysis they use thereby limiting the full benefit of the process.

------------------------------
Hank Kocevar,CMRP
Consultant
Guardian Technical Services
hkocevar@guardiantech.org

Original Message:
Sent: 08-16-2022 07:25 AM
From: Derek Brown
Subject: HRO'?

Hi Richard,

Thanks for the detailed replies, however I have absolutely no idea what integrated logistics support/analysis means?

Apologies but can you advise please?

Thanks

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

Hello Derek,

You can find various sources of information on Integrated Logistics Support online.  I typically rely on DOD references, some are dated but the principles don't change.  ILS is essentially  good asset management, what am I building, the operational requirements, and what is required from "Lust to Dust", had to add the slogan.

SAE/TA Standard 0017 Product Support Analysis lays out the activities required.

Integrated Product Support (IPS) Elements: Those critical functions related to product readiness including, but not limited to, materiel management, distribution, technical data management, maintenance, training, cataloging, configuration management, engineering support, repair parts management, failure reporting and analysis, reliability growth tracking, and the logistics elements (e.g., support equipment, spares) required to accomplish the functions. All of these elements shall be considered during the development of the Product Support (PS) strategy.

You can also check out https://www.aia-aerospace.org/standards/s-series-ils-specifications/ for the S Series specifications.

The S Series Integrated Logistics Support Specifications is a suite of specifications for product support that will provide the seamless passage of technical data (logistics, provisioning, technical publications/IETMs, scheduled maintenance and maintenance data feedback). 

ILS or IPS is neither Cheap, Fast or Easy which is why, in my experience, there isn't much interest in full use of the practices outside of Defense or Aviation industry.  Some industries pick and choose what parts of the ILS analysis they use thereby limiting the full benefit of the process.

------------------------------
Hank Kocevar,CMRP
Consultant
Guardian Technical Services
hkocevar@guardiantech.org

Original Message:
Sent: 08-16-2022 07:25 AM
From: Derek Brown
Subject: HRO'?

Hi Richard,

Thanks for the detailed replies, however I have absolutely no idea what integrated logistics support/analysis means?

Apologies but can you advise please?

Thanks

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

Richard and Karl,

You both have made great points. As I said I believe in the use and benefit of ILS principles,  I have performed most of the steps from DFMEA's to spares analysis.  To both your points it comes down to the well defined requirements.  This is true whether it is a new or existing plant, aircraft, vessel, or other capital asset.  What is the end goal? Meet the expected performance in most efficient manner possible while minimizing risk?

To my point of not being fast, cheap or easy.  As you stated Richard "Some important ones are absent and many of those that exist are not well aligned to the remaining support elements nor to the plant's competitive mission." Why are those important principles and practices missed or not aligned? Was is it an oversight, lack of training /trained resources or cost?  It doesn't matter, because to your point Richard it is more expensive to backfit the ILS processes. I think Randy Riddell had it right with his comment about everybody wanting the cheap knockoff.

Karl is on target with his assessment of military programs "different sized programs get different ILS development requirements for the level of detail that is required."  Except of course when they don't, and the Program Office takes a blanket ILS template, doesn't tailor it and then cost overruns, missed expectations and in Karl's words "the program gets canceled or a remediation plan. Ouch!"

ILS requires training, experience and definitely a systems approach.   What is an FMEA/FMECA, RCM, LORA, MTA, Spares and EOL analysis? Are engineering and maintenance/support staff being exposed to it?  Back to your statement Richard, "The profession of maintenance and reliability engineering will be forever marginal until we can move into dealing with the maintenance and reliability as integrated logistic support.", I'll add the word system. 
Doing the planning up front takes time, training personnel and doing the analysis costs. Is it worth the investment, I say yes. However, there will be challenges along the way.
I use a theme similar to Karl's sports team, we all have to be playing the same tune from the same sheet of music.

We are on the same sheet of music, I'm just a little off key.

Hello Derek,

You can find various sources of information on Integrated Logistics Support online.  I typically rely on DOD references, some are dated but the principles don't change.  ILS is essentially  good asset management, what am I building, the operational requirements, and what is required from "Lust to Dust", had to add the slogan.

SAE/TA Standard 0017 Product Support Analysis lays out the activities required.

Integrated Product Support (IPS) Elements: Those critical functions related to product readiness including, but not limited to, materiel management, distribution, technical data management, maintenance, training, cataloging, configuration management, engineering support, repair parts management, failure reporting and analysis, reliability growth tracking, and the logistics elements (e.g., support equipment, spares) required to accomplish the functions. All of these elements shall be considered during the development of the Product Support (PS) strategy.

You can also check out https://www.aia-aerospace.org/standards/s-series-ils-specifications/ for the S Series specifications.

The S Series Integrated Logistics Support Specifications is a suite of specifications for product support that will provide the seamless passage of technical data (logistics, provisioning, technical publications/IETMs, scheduled maintenance and maintenance data feedback). 

ILS or IPS is neither Cheap, Fast or Easy which is why, in my experience, there isn't much interest in full use of the practices outside of Defense or Aviation industry.  Some industries pick and choose what parts of the ILS analysis they use thereby limiting the full benefit of the process.

------------------------------
Hank Kocevar,CMRP
Consultant
Guardian Technical Services
hkocevar@guardiantech.org

Original Message:
Sent: 08-16-2022 07:25 AM
From: Derek Brown
Subject: HRO'?

Hi Richard,

Thanks for the detailed replies, however I have absolutely no idea what integrated logistics support/analysis means?

Apologies but can you advise please?

Thanks

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

Hello Derek,

You can find various sources of information on Integrated Logistics Support online.  I typically rely on DOD references, some are dated but the principles don't change.  ILS is essentially  good asset management, what am I building, the operational requirements, and what is required from "Lust to Dust", had to add the slogan.

SAE/TA Standard 0017 Product Support Analysis lays out the activities required.

Integrated Product Support (IPS) Elements: Those critical functions related to product readiness including, but not limited to, materiel management, distribution, technical data management, maintenance, training, cataloging, configuration management, engineering support, repair parts management, failure reporting and analysis, reliability growth tracking, and the logistics elements (e.g., support equipment, spares) required to accomplish the functions. All of these elements shall be considered during the development of the Product Support (PS) strategy.

You can also check out https://www.aia-aerospace.org/standards/s-series-ils-specifications/ for the S Series specifications.

The S Series Integrated Logistics Support Specifications is a suite of specifications for product support that will provide the seamless passage of technical data (logistics, provisioning, technical publications/IETMs, scheduled maintenance and maintenance data feedback). 

ILS or IPS is neither Cheap, Fast or Easy which is why, in my experience, there isn't much interest in full use of the practices outside of Defense or Aviation industry.  Some industries pick and choose what parts of the ILS analysis they use thereby limiting the full benefit of the process.

------------------------------
Hank Kocevar,CMRP
Consultant
Guardian Technical Services
hkocevar@guardiantech.org

Original Message:
Sent: 08-16-2022 07:25 AM
From: Derek Brown
Subject: HRO'?

Hi Richard,

Thanks for the detailed replies, however I have absolutely no idea what integrated logistics support/analysis means?

Apologies but can you advise please?

Thanks

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."

• Excessive preparation for tasks you have repeated many times.
• Excessive training. Repeated training. Aggressive testing to prove the training was effective.
• Excessive oversight and supervision.
• Excessive record keeping.
• Self-assessment and audits are routine...daily. The corrective actions are real and get tracked to completion.
• Drills are similarly frequent. We had small fire drills every shift, and more complex drills weekly up to daily (depending on the situation.) You'd meet immediately after, do a self-assessment and assign corrective actions.
• Root cause investigations are not just for failure. Operations that are successful get self-assessments or after-action reviews, too.
• Actual accidents and near-misses got investigated. Supervisory layers could and did send it back if it didn't hold water. The lessons were driven through the organization...no lawyers were involved in suppressing the ugly parts of the RCA findings.
• Reliability isn't just a machine thing and requires a really good organization. People are not inherently reliable, but can be trained and organized to form an organization that is more reliable than the individual. This requires layers of self-checking..."forceful backup."