Home' Defence Magazine : Issue 4 2012 Contents from page 28
“Preparations for getting HMAS Success back to
sea produced the first Seaworthiness Validation
Plan, which detailed Navy and DMO aggregate
risk across the operational, technical and safety
Commodore Purcell says the change of culture in
senior decision makers are good examples of the
balance that is required.
“We’ve been driving towards balancing operational
requirements with technical integrity rather than
constantly saying that we can defer maintenance.
There has been a decade of under-investment
and neglect and what has been described as
‘normalised deviance’. Things that were once
unacceptable have slowly become acceptable, so
we need to reset the correct standard and maintain
Commodore Purcell says the biggest challenge over
the next two years centres on ensuring that there is
a cultural shift in attitude towards maintenance, as
well as ensuring that the resources necessary for
sustainment are obtained.
One of the driving principles is integration between
Navy and the DMO – it is no good having the right
engineering organisation if there isn’t the capability
management system to support it.
“We are inter-dependent in delivering maritime
capability and this includes maintaining technical
integrity,” he explains.
“Our approach to implementing change is different.
The program is establishing mechanisms to ensure
we know when it’s a good time to make change
at the waterfront, how this change will occur and
then deliver that change and make sure it sticks.
Previously we’ve designed change in Canberra
and expected it be affected at the waterfront.
Making change is easy; making change stick is a lot
To that end the Rizzo team has started to position
business change teams in affected organisations
at the waterfront. These teams will work with
the affected organisations in developing and
implementing the changes that will result from the
Commodore Purcell is confident the program
will be completed on schedule. “Mr Rizzo is the
independent chair of the implementation committee
to make sure we keep our eye on the ball and we
have the resources necessary to deliver the required
Scott Huxtable, Commodore Mark Purcell
and Commander Paul Gall are driving
implementation of the Rizzo Reform Program.
Photo: Lauren Black
Seaworthiness is the assured
ability of our ships and units to
operate effectively and safely
within tolerable risk.
focuses on three outcomes
safety, and protection of the
The Chief of Navy is the Defence
Seaworthiness Authority. The
System will be progressively
introduced over the next 12
Two-star Head Naval Engineering
Two recommendations closed:
‘Constraining the Operation of HMAS
Kanimbla’ on September 21, 2011, and
‘Controlling Acceptance into Naval Service’
on November 16, 2011.
Increased resourcing to Fleet Command,
Amphibious and Afloat SPO, Surface Force
and the Asset Management and Planning
System Assurance cell.
The Reliability Centred Maintenance
Organisation established within the Centre
for Maritime Engineering and an academic
program to up-skill Navy engineers began.
Maritime Capability Business Model
Completed an assessment of the FFG
SPO and Force Group against the Maritime
Capability Business Model.
Introduced software upgrades and related
improvements to policy, processes, training
and data remediation for key maritime
sustainment information systems.
Materiel sustainment agreement between
Navy and the DMO and the product
schedules for the Anzac Class, Armidale
Class Patrol Boats (ACPBs), Guided
Weapons and Collins Class Submarines
transformed to capture mutual obligations.
Engineering future state blueprint and an
engineering strategic plan developed.
Through-life cost of ownership developed
for five priority platforms: the Anzac
Class, FFG, Collins Class Submarines,
Landing Helicopter Docks and Air Warfare
A significant reduction in the maintenance
and engineering backlogs in Navy.
The decision to reduce the operating days
of ACPBs to address the maintenance
The HMAS Success Seaworthiness Board
had, for the first time, a seaworthiness
validation plan detailing Navy and DMO
aggregate risk across the operational,
technical and safety domains.
Establishment of the Fleet Support Unit –
Issue 4 2012
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