Aeronautics move to

Strategic Facilities Planning

Rob Sackett
2012

Purpose
To present the strategy to reduce Lockheed Martin Infrastructure Costs

Optimization/Standardization Across Business Area's

Process & System Consolidation

Utilization of PAS-55

The Facilities and Plant Engineering organizations vision is to be a valued business partner that does it right
the first time, every time, on schedule, and at the lowest possible cost (Our purpose) in order to support
meeting or exceeding our customers requirements and expectations (Our priority) by providing the necessary
infrastructure (buildings/equipment/services) (Our place) to achieve those objectives.

Act/Adjust

RATE OF PRODUCT

Customer
95% UTILIZATION

TO
LE
QU RAN
C
SA ALITY E
FET
Y

Plan-Do-Check-Act/Adjust (PDCA) Methodology

Structured to support Quality Management Systems
( ISO9001 , ISO)

Aero Strategic Plan

Asset Management Policy
Asset Management Strategy
Asset Management Objectives
Goals
Metrics

Quality Policy

ESH Policy

AS9100 Rev C
Customer Expectations
Objectives / Goals
Metrics
Plans / Expectations
Activities
Budget
Communications

ISO 14001
OSHA, VPP, & EPA
Objectives / Goals
Metrics
Plans / Expectations
Activities
Budget
Communications

Asset Management
Plans

Structure Authority & Responsibilities

Deployment
(Basics)

Life Cycle Activities,

Construction, Use ,
Maintenance, (Spare Parts)

Enablers

Outsourcing

Tools, Facilities, Equipment

(AM)

Training, Awareness, & Competence

Performance & Condition

Monitoring

Feedback

Communication, Participation, & Consultation

AM System Documentation
Information Management
Risk Management
Legal Requirements & Regulations

Performance
Assessment
&
Improvement
(Advanced)

RCFA / Failures,
Inconsistencies & Nonconformance
Compliance Evaluation
Audit
Corrective & Preventative
Actions

Management of Change (MOC)

Continuous Improvement

Contingency Plan

Records
Management Review

Key elements that drive the asset-management PDCA

cycle include...
Establishing an asset-management policy, providing direction on how to effectively
manage physical assets in line with the organizations strategic direction.

Adju
st

Establishing an asset-management strategy to define how the policy is implemented,

outlining specific direction and high-level initiatives as required for policy implementation.

Plan

Identifying the asset-management enablers (i.e., the organizational structure of roles,

responsibilities, authorities and tools to carry out the strategic level plan). This is essential
because its accountable peoplenot just policiesthat ultimately ensure sound asset
management.

Che
ck

Do

Developing asset-management plans with specific objectives, enabling the business to

implement change, carry out its asset-management functions and detect potential defects
before they escalate into incidents * that might impact safety, environment or operational
performance and/or increase the cost of initiating maintenance.
Instituting measurements Requires our organization to have reactive and proactive
monitoring using leading/lagging performance indicators to identify corrective actions and
achieve continual improvement.

* Creating An Asset Command Center

Embracing An Asset Management Policy

Asset-intensive businesses can more effectively :

Adju
st

Assess the gap between its current procedures and those considered
to be optimal asset-management activities.

Plan

Align the companys asset-management approach with its overall

business strategy.

Improve the integration between asset-management and financialmanagement processes.

Foster an organizational culture centered on quality, safety, risk
management and continuous improvement.

Che
ck

Do

Maximize return on assets by increasing uptime of mission-critical

equipment and facilities.

Summary
We must provide a clear, internationally recognized
definition of good practice asset management for Aero.
Getting all stakeholders working horizontally instead of
stove piped
Asset lifecycle planning and cost/risk optimization must
include the,

Customer,
Finance,
Production Operations,
IT,
Facilities,
and Procurement,
to succeed.