DEPARTMENTOFTHENAVY COMMANDER, REGIONAL MAINTENANCE CENTERS 9170 SECOND STREET, SUITE 245 NORFOLK, VA 23511-2393 REGIONAL MAINTENANCE CENTER INSTRUCTION 4700.1 CRMCINST 4700.1 Code 00 JAN 8 2008 Subj: MISSION, FUNCTIONS AND STRUCTURE OF COMMANDER REGIONAL MAINTENANCE CENTER (CRMC) OFFICE (RMC 00) Ref: (a) OPNAV NOTIC 5450 Ser DNS-33/7U107859 dtd 01 OCT 07; ESTABLISHMENT OF COMMANDER, REGIONAL MAINTENANCE CENTERS, NORFOLK, VA (b) COMUSFLTFORCOM FMO ltr 4700 Ser N43/057 11 SEP 07 (c) NAVSEAINST 4350.2C (CONTRACT WORK ONBOARD NUCLEAR-POWERED SHIPS) dtd 20 JUL 06 (d) USFF Naval Message 211431Z JUN 07, (PHASE I IMPLEMENTATION OF SHIPBOARD MAINTENANCE AND MODERNIZATION COMPREHENSIVE CONTRACTING STRATEGY) (e) COMUSFLTFORCOMINST 4790.3 Joint Fleet Maintenance Manual (f) CRMCINST 5200.1 (REGIONAL MAINTENANCE CENTER GLOBAL VALUE STREAM MANAGEMENT PLAN) dtd 9 JUL 07 1. Purpose. This instruction defines the mission, functions and structure of the office of the Commander, Regional Maintenance Centers (CRMC) and its staff as authorized by reference (a) and (b). It illustrates the organizational responsibilities and functional hierarchy of its work units in support of functions and responsibilities established by references (a) and (b). For purposes of this instruction, Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (PHNSY & IMF) and Puget Sound Naval Shipyard and Intermediate Maintenance Facility (PSNSY & IMF) are considered RMCs. 2. Scope and Applicability. This instruction applies to CRMC and its subordinate Commands across the RMC enterprise comprised of Mid-Atlantic Regional Maintenance Center (MARMC), South-West Regional Maintenance Center (SWRMC), South-East Regional Maintenance Center (SERMC), South-Central Regional Maintenance Center (SCRMC), Puget Sound Naval Shipyard & Intermediate Maintenance Facility (PSNS & IMF), Pearl Harbor Naval Shipyard & Intermediate Maintenance (PHNSY & IMF) and Ship Repair Facility, Yokosuka (SRF Japan). The authority of CRMC extends across all seven RMCs and their Detachments, except as specifically excluded by reference (b). 3. Mission of the Commander, Regional Maintenance Centers (CRMC). The CRMC was established to support the Navy'S regional maintenance strategy. CRMC will serve as the single centralized Command of all Fleet ship maintenance and modernization activities in the Navy, and is chartered to evaluate and manage the standardization and efficiency of maintenance processes. These are key tenets of the ongoing drive for efficiency in the Navy and a primordial operating precept of CRMC. 1
The mission of ~C defined in reference (a) wil~e carried out by structuring the CRMC organization into two administrative support areas and six distinct functional areas to ensure adequacy of management and oversight of the CRMC responsibilities. The administrative support functions report directly to the CRMC and consists of: (1) CRMC Chief of Staff (RMC 001, and the (2) Executive Assistant. The functional support functions report directly to the Executive Director and consist of: (1) Contracts Management Governance Division (RMC 400), (2) Business Operations (1200), (3) Command Performance (100PI), (4) Financial Metrics Management Division (600), (5) Maintenance Data Systems (1230) and (6) Maintenance Audit (700). This organizational structure will provide the supporting processes and management of these functional areas across the RMC enterprise. These functional divisions will also be the primary interface between the CRMC and the Type Commander (TYCOM), Class Squadrons (CLASSRON), U. S. Fleet Forces Commands (USFF) and other agencies as required for purposes of sharing lessons learned, waterfront and organizational issues, and seeking collaborative partnerships to resolve Navy maintenance issues. These functional divisions are accountable to the CRMC and Fleet Maintenance Officer for the compliance, progress and management of the enterprise operations. 4. Organizational Structure of the CRMC (00) CRMC consists of six functional divisions and three principal staff members, as depicted in Figure 1 and described in the following paragraphs: Figure 1. CRMC Organizational Structure Commander Regional Maintenance Centers RMC 00 Chief of Staff RMC 01 Executive Assistant RMC OEA Executive Director RMC OOB Contracts Governance RMC 400 Command Performance RMC OOPI Business Operations RMC 1200 Financial Metrics Management Division RMC 600 Maintenance Data Systems RMC 1230 Maintenance Audit Management Division RMC 700 2
a. Commander, Regional Maintenance Centers (CRMC) (00): The CRMC is responsible to the USFF N43 Fleet Maintenance Officer for over all management and oversight of global RMC operations, processes, practices, organizational structure, business operations and performance evaluation as defined in reference (b). These are: (1) Maintaining full involvement in RMC workload prioritization decisions by assigning the local RMC Commander as chairman of the Local Board of Directors. (2) Overseeing the efficient and effective accomplishment of Fleet maintenance and modernization, including development of and adherence to execution plans. (3) Ensuring contract work onboard nuclear-powered ships is accomplished in strict compliance with the requirements of reference (c). (4) Evaluating RMC processes to determine those that are "best of breed", then ensuring their establishment across all RMCs. (5) Maintaining non-shipyard RMC organizational structure configuration control and serving as approval authority for all non-shipyard RMC organizational structure change requests. (6) Ensuring the proper operation of the Contracts Governance Council, established by reference (d), and the provision of appropriate contract related recommendations to the ehhanced Fleet Maintenance Board of Directors (FMBOD). (7) Vigorous implementation of a LEAN-based continuous process improvement program for all non-naval shipyard RMCs. Although NAVSEA is responsible for the program for RMCs that include Naval shipyards, the Commander, RMCs shall ensure that shipyard and non-shipyard RMC efficiency efforts in areas such as LEAN, TOC, 6-Sigma, etc. are fully aligned, leveraged and complementary. (8) Coordination with all stakeholders, including ship acquisition program executives, NAVSEA Program Managers, CLASSRONs, etc, to ensure adherence to all Fleet ship modernization programmatic and funding milestones. (9) Identification of work assignment decisions, which are likely to have significant industrial base, operational, cost or political ramifications to the FMBOD. (10) Providing oversight of the RMC Capabilities Plan Working Group (CPWG) that is a sub-group chartered by the FMBOD under the Navy Ship Maintenance CPWG. (11) Making determinations for individual RMCs whether or not specific reimbursable tasks are authorized under existing FMO policy. (12) Ensuring that all RMCs, shipyard and non-shipyard, adhere to reference (e) and other pertinent instructions, policy and guidance, including those provided by their supported TYCOMs. (13) Serving as the FMO's designated lead to oversee Fleet assessments of RMCs, both at shipyard and non-shipyard RMCs. 3
(14) se~ng as the nexus for data callstllborts requiring input from multiple RMCs, to ensure consistency and to ensure they are properly routed via the appropriate Fleet(s) before being provided to other commands. (15) Executing policy and guidance from USFF as a direct reporting command as delineated in USFF Mission, Function and Task guidance. (16) Overseeing the efficient and effective use of Information Technology systems used by the Regional Maintenance Centers, to include retention of a Navy Enterprise Maintenance Automated Information System (NEMAIS) Support Team until its successor system is fully implemented. (17) Ensuring that RMCs comply with existing NAVSEA instructions relating to the former repair Supervisor of Shipbuilding, Conversion and Repair (SUPSHIPs) functions and ensuring the linkage to COMNAVSEA in the areas of technical authority and contracting authority remains sacrosanct, including the exercise of environmental, safety and legal matters as they relate to these two areas. RMC personnel nominated for Chief Engineer or Contracting Officer positions shall receive COMNAVSEA concurrence prior to assignment. (18) Ensuring the contracting for nuclear ship work to Northrop Grumman Newport News or Electric Boat Corporation is done via the respective SUPSHIP (i.e. SUPSHIP Newport News or SUPSHIP Groton) vice an RMC. b. Chief of Staff (COS) (RMC 01): The COS is a military staff position responsible for representing CRMC in a liaison capacity with main stakeholders, customer, Fleet staff, CLASSRONs, TYCOMs and other external agencies. The CRMC COS's primary responsibility is to foster and develop robust business relationships and communication with the primary recipients of products and services provided by the RMCs and to advise the CRMC on policy issues of interest and impact to the RMCs. c. Executive Director (ED) (RMC OOB): The ED is the senior civilian in the RMC enterprise. This position is responsible for the management of the business operation of the RMC enterprise. In this capacity the ED oversees the work and performance of the individual RMCs through the CRMC functional divisions. The ED is accountable to the CRMC for effective execution and performance of the Contracts Governance, Business Operations, Command Performance (LEAN) initiatives, Financial Metrics management, maintenance data systems management, and Maintenance Audits and Assessments for the RMC enterprise. The ED has the authority of the CRMC serving as the Deputy Commander, Regional Maintenance Centers, directing policy issues across the RMC enterprise and represents the CRMC in the execution of these functional responsibilities. d. Executive Assistant (OOEA): The Executive Assistant provides direct support to the Commander RMCs to facilitate the efficient and effective utilization of his time. The position is responsible for coordinating flag staff work and research supporting policy formulation. Provides all aspects of management support functions, which are integral to execution of CRMC mission. The EA provides direct support to the CRMC for all administrative functions and oversees the functional performance, duties and tasks of the clerical and administrative staff. This position provides coordination of CRMC schedule, products, briefings and overall general support functions to CRMC. e. Contracts Governance (RMC 400): This Division reports to the CRMC via the RMC ED and is responsible for overseeing and managing the RMC enterprise contracts strategy and performing in the capacity of Chairman of the Contracts Management Governance Council. This position serves as the interface and adjudicator of contractual requirements across the RMC enterprise evaluating the merits of requirements and determining the most appropriate existing contract vehicle or the need for new ones. This position 4
is accountable ~ the Fleet Maintenance Boa~ of Director (FM-BOD) for compliance and consistency in contract policy across the enterprise. The Contracts Management Governance Division will interface with other RMCs, Shipyards, System Commands, Warfare Centers, In-Service Engineering Agents, etc. in the review and adjudication of contractual requirements related to ship repair and modernization in the waterfront under the purview of the CRMC. f. Business Operations (RMC 1200): This Division reports to the CRMC via the RMC ED and is responsible for developing policy and standard procedures to drive the operations of the RMC enterprise. This Division will develop business operations reports, gather metrics and information required by the CRMC to make valued and informed judgment on the effectiveness and efficiency of the RMC enterprise. The Business Operations will interface with designated personnel at each RMC to obtain, research and interpret information to guide the actions and decisions of the CRMC. g. Command Performance (RMC 100PI): This Division reports to the CRMC via the RMC ED. Reference (f) promulgates strategy for the management of the Regional Maintenance Center (RMCs) global value streams and provides a detailed description of the roles and responsibilities of the CRMC 100PI staff. One of the primary responsibilities of the RMC Command Performance is to develop and implement standardized business processes across all RMC. This value stream management strategy is intended to increase efficiency and effectiveness of LSS efforts and accelerate the benefits realized thereof by coordinating LSS efforts at the global and local level. RMC 100PI is responsible and accountable to the CRMC for the management and oversight of the RMC enterprise progress and compliance with these objectives. A primary tool for the establishment of standardized business processes is the Fleet Desk Guide (FDG). The FDG is a web based central repository of business processes, business rules, templates, and other tools for use by RMC personnel. Approved processes posted on the FDG are mandatory and will be followed by those RMCs for which it is applicable. Certain processes may be posted as recommended; in this case the process is a recommended best practice for the RMCs. A member of the CRMC staff will be designated as the FDG gatekeeper. He or she is responsible for providing government oversight of the FDG staff and for providing final approval prior to posting process guides on the FDG website. h. Financial Management and Metrics Division (RMC 600): This division reports to the CRMC via the RMC ED and has overall financial management policy authority across the RMC enterprise. RMC 600 will coordinate financial submissions, reporting and forecasting for capability planning, financial resource proj ections and executions across the enterprise. This division is responsible to the CRMC for coordination of financial accounting and financial metrics and has overarching authority to drive financial operating and reporting procedures standardization within the scope and constraints of reference (a). i. Maintenance Data Systems (RMC 1230): This division reports to the CRMC via the RMC ED and is responsible for the overall management and oversight of maintenance data systems utilized by the RMC enterprise. The Maintenance Data Systems is the CRMC agent for the proper application of Maintenance Data Systems in the RMC enterprise. In this capacity this division is the single Point of Contact for Regional Maintenance Centers in addressing Maintenance Data Systems related issues. It is the advocate for the Regional Maintenance Centers to Maintenance Data System developers and maintainers. The Division focuses on Business effectiveness and Oversees the efficient and effective use of Information Technology systems throughout the RMC Enterprise to minimize duplication of capabilities standardize process and applications. 5
The Division Maintains expertise in Navy Enterprise Maintenance Automated Information System (NEMAIS) and provides Liaison with Navy Enterprise Team Ships (NETS) on all matters relating to functionality and operability of NEMAIS. It coordinates representation for USFF/COMPACFLT and CRMC to the Navy Enterprise Resource Planning (NERP) Program in the areas of required functionality and Business Process, validates requirements are properly identified and validates the required functionality is delivered. j. Command Maintenance Audit Division (RMC 700): This division reports to the CRMC via the RMC ED and serves as the CRMC' s designated lead to oversee Fleet audits and assessments of RMCs, both at shipyard and non-shipyard RMCs. It is responsible for the comprehensive management and coordination of all audit and assessment visits. As an extension of this responsibility, the division will ensure that all RMCs adhere to reference (c) and other pertinent instructions, policy and guidance, including those provided by their supporting TYCOMs and applicable stakeholders. It will also execute policy and guidance from USFF as a direct reporting command as delineated in USFF Mission, Function, and Task guidance. 5. The Commander, Regional Maintenance Centers is authorized to charter and direct such cross functional and cross regional teams as necessary to reasonably carry out the above responsibilities. 6. Reporting Relationships. The Commander, Regional Maintenance Centers is assigned primary duty to Commander, u.s. Fleet Forces Command, with additional duty assignment to both Commander, u.s. Pacific Fleet and Commander, Naval Sea Systems Command. MARMC, SERMC and SCRMC are subordinate, echelon 4 commands directly reporting to Commander, RMCs. The Commanders of SWRMC, PSNS & IMF, PHNSY & IMF, and SRF Yokosuka shall report to Commander RMCs in an additional duty relationship for those areas addressed in this letter. The Commanders of NNSY and PNSY shall support Commander, RMCs as necessary for him to meet requirements of this instruction. 7. Summary: The purpose of this instruction is to serve as the foundation for the organizational structure and authorities of the CRMC's and its Staff, ensure clarity of intent for outlining functional responsibility, accountability and performance and serve as the basis for the long term implementation of a CRMC corporate structure, standards processes and business operational model across the enterprise. 6