Focus on sustainment, communication networks NAVAIR PSM SECNAV Award

NAVAL AIR SYSTEMS COMMAND, PATUXENT RIVER, Md.– Driving change is about stakeholder engagement, communication, accountability and a common goal. According to Kelly Corbin, recently named Secretary of the Navy Product Support Manager (PSM) of the Year 2021 (Major Weapon System/Other Weapon Systems, ACAT II and below) for his accomplishments as the Advanced Tactical Aircraft Protection Systems Program Office (PMA -272) MSP.

Kelly Corbin was recently named Navy Product Support Manager (PSM) Secretary of the Year 2021 (Major Weapon System/Other Weapon Systems, ACAT II and below).

The award recognizes PSM’s contributions to controlling costs within affordability, promoting industry competition and innovation, and implementing effective product support strategies. According to PMA-272 program manager Col. Tamara Campbell, Corbin’s leadership and innovative capabilities have resulted in insightful sustainment processes that directly improve fleet readiness through all phases of the cycle. life of national and international partner programs during his three-year tenure. “She is an exceptional logistician who is the first to share her knowledge and experience on good sustainment practices and how to improve our logistics support,” said Campbell.

Sustainment, the resource management of a weapon system to enable current and future readiness, is fundamental to the PMA-272’s mission to provide advanced aircraft survival equipment (ASE) in naval aviation and in support of international partners, according to Corbin. “Support is the mainstay of acquisition that is hard-working, dirt-under-the-nails, and often overlooked,” she said. “ASE systems and capabilities, present on all platforms, ensure that pilots and crews return home safely and contribute significantly to the success of warfare. Sustainment decisions made today, whether establishing a maintenance capability upon acquisition or resolving an emerging fleet degrader, affect the actual outcomes of today’s warfighters and of tomorrow.

Known for enabling a high-performing organization through her commitment to a preparedness-focused environment, Corbin said Reliability Control Boards (RCBs) provided the framework for her approach. RCB is a data-driven process that identifies the root causes affecting fleet readiness, provides data that helps decision-makers determine where to best apply resources, serves as a guide on resource prioritization, and measures the effectiveness of improvements executed by functional teams.

“Leadership is about integrity, following through and overcoming challenges,” she explained. “As PSM, I was the process owner responsible for planning, developing, maturing, and executing RCBs in PMA-272. RCBs require logisticians to adopt an intake model more data-driven decision-making and deep engagement with new data visualization tools, and regularly collaborated with integrated product teams, applying a structured approach to the degrader assessment and resolution process fleet.”

As part of the RCB, Corbin established 19 Degradation Action Cells focused on increasing ESA readiness and improving rates of full mission capability in support of 20 different programs, spanning approximately 1,500 aircraft and 26 DoN type/model/serial (TMS) aircraft. She automated and extended the use of a visualization tool to create the program’s monthly Degrader One list – a list of maintenance components and processes that provides a holistic view of ASE equipment health and standardizes how whose degraders are identified, monitored and resolved. This enhanced visibility was instrumental in determining the appropriate funding allocation between Navy and Marine Corps methodologies, informing a cost-benefit analysis that secured $40 million in funding for maintenance and repair capabilities of integrated depot-level defensive electronic countermeasures and improving readiness. rates for several high impact electronic warfare components.

Recognizing the need for better visibility into the status of the ASE at the tactical level, Corbin led the Naval Air Systems Command support team’s update of the standard operating procedure (NAMP) of the naval aviation maintenance program. NAMP now requires the Fleet and ASE Readiness Team to inspect the ASE and provides them with standardized criteria for performing the inspections collaboratively.

Corbin credits his accomplishments to a skilled and self-reliant workforce. “The team has analyzed over 26 degraders, improved fleet results and served as a model for other non-TMS PMAs. Commitment and buy-in comes from communicating the vision, demonstrating the value, asking people to trust the process and being responsible for the results,” she explained. “The foundation of that will came from day-to-day communication and relationship building. It worked.”

Corbin plans to apply the lessons she learned in PMA-272 to her new position as PSM in the Airborne Electronic Attack Program Office (PMA-234). “A new digital engineering framework is being developed that provides decision makers with increased transparency and speed for sustainment decisions during the early acquisition phase of a weapon system. I plan to be at the forefront of this transformation in PMA-234,” she said. “The future of sustainment in NAVAIR is exciting.”

As a team leader and mentor, Corbin recognizes his responsibility to pass on his expertise to others. “The workforce that supports naval aviation is given a huge responsibility,” Corbin said. “Assuming this responsibility with creativity, knowledge, drive and resilience will ensure both personal and mission success in the future. I encourage my team to take on tough challenges, try new things and meet new people. This can include reading books, developing communication skills, and participating in activities that promote a healthy work-life balance. Each task must be considered as an opportunity to surpass oneself, to network and to learn.

“I also tell them that they should not only find a mentor who is in senior management, but also connect with one or two of their peers in the organization who are looking to advance their careers,” a- she added. “Peer relationships are mutually beneficial. Encourage them and let them encourage you.

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