LPD-17

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Since the promulgation of the preliminary Smart Ship Impact on LPD 17 Design Systems Engineering Report of 15 October 1997, additional information has been incorporated in this Final report. These additions include adding Table 3 (Page 5) which details the billets reduced by the Smart Ship Project on USS Yorktown and two additional technology impacts on LPD 17 spaces (Page 13) � Debark Control and a Learning Resource Center.

I.执行摘要

建立了智能船和Gator 17项目，以在表面战斗人员和两栖船上展示和评估新方法和/或技术作为迈向的手段，增加战斗准备，减少工作量，改善生活质量，减少船舶的货物。Gator 17计划仍在进行中，但是约克镇USS的努力已经完成了评估。因此，它有机会利用当今的创新来调查增强现有系统的方法，并证明新系统概念的可行性，这可能会导致未来两栖船的设计变化。

This report summarizes potential impacts on design by space. It is intended to provide the TEAM 17 designer and planner with baseline information from which to modify those spaces as appropriate. Key spaces that Smart Ship may impact include:

• Pilot House and Chart House
• Engineering Control Station and MMRs/AERs
• Damage Control Center and Repair Lockers
• CIC and CSMC
• Training Spaces

附录A中提供了其他信息，智能船确定的大部分潜在观察站/人力减少均降级为附录B中的讨论。

COMNAVSURFLANT, Vice Admiral Henry Giffin, summarized the Smart Ship Project as "Clearly the Smart Ship initiative was a success and can provide a significant return on a modest investment in technology."

This report is then not too early to begin to seek positive applications from Smart Ship which may impact upon LPD 17 detailed design.

In October 1995 the Chief of Naval Operations directed the Chief of Naval Personnel to investigate sources for manpower savings as a means to reduce these costs. The outgrowth of this direction was the Smart Ship initiative implemented on the USS YORKTOWN (CG 48) and a second endeavor aboard USS RUSHMORE as GATOR 17.

这些项目的长期目标是identify the most promising labor saving technologies available today for backfit, or projected the future for forward fit. This will potentially save the Navy significant manpower funds, and allow a greater percentage of crews to focus on warfighting. In the long term, these projects should become self-sustaining by operating on a portion of the M&N funds saved. Maintenance and personnel incur the largest percentage of life cycle and Total Ownership Costs for a ship - for LPD 17 this is projected in Table 1.

表格1：Total Ownership Cost Components for LPD 17

By challenging Navy culture and tradition, rethinking standard practices and beliefs, and employing labor-saving technologies, USS YORKTOWN initiated many innovations in the processes of manning Cruiser Destroyer Force ships and in crew training. Relevant improvements have been identified. However, it has also become evident that not all initiatives or ideas apply or can be demonstrated on a single ship type. Manpower analysis in support of the LPD 17 project identified some marked manning criteria differences between the ships of the Cruiser-Destroyer force and amphibious ships, particularly in the area of damage control. As a result, the need to implement initiatives that are amphibious ship unique was recognized.

COMNAVSURFPAC chose USS RUSHMORE (LSD 47) as the demonstration ship in July 1996 and appointed COMPHIBGRU THREE to be the executive agent to oversee and coordinate a project designated as "GATOR 17." The GATOR 17 project initiatives will focus on amphibious related improvements, research and development, and other applicable non-development items (NDI). Duplication or overlap with Smart Ship endeavors will be avoided, except in those cases where the initiative is an element of the core infrastructure necessary to implement modern technologies. All GATOR 17/Smart Ship information and initiatives will be freely exchanged and shared to increase the efficiency and effectiveness of both programs.

Smart Ship, whose initiatives have progressed to assessment, produced potential manpower savings while "improving readiness and quality of life." These attributes were implemented through a series of policy changes, innovative cultural and tradition modifications, and an integration of advanced technology. Many of these advances are applicable to LPD 17 and if consummated may have direct impact upon LPD 17 design.

Based upon the documents "Smart Ship Assessment: Ship�s Perspective" and the "Smart Ship Implementation Plan", plus visits to USS Yorktown, it is apparent that the Smart Ship project employed four strategies that produced benefits in increased efficiencies, workload and manpower reductions and an improvement in readiness and quality of life. These four strategies are applicable to amphibious ships and will be discussed in detail throughout this report. They include:

1. Policy changes
2. Maintenance review and reduction
3. Implementation of technologies
4. Departmental reorganization

Based upon the Smart Ship Project Assessment, the USS YORKTOWN met all mission requirements laid out by the Navy, reduced annual operating costs by $2.8 million, and developed long-term benefits in terms of improved morale and retention of quality personnel. Total weekly workload was reduced by 9,000 hours or 30%. "The Smart Ship Project has demonstrated that shipboard workload reductions are possible while maintaining combat readiness and safety with significant net positive return on your investment." Specific results are provided in sections III, IV and V herein.

LPD 17的设计过程不仅必须纳入Smart Ship和Gator 17的验证计划，而且还必须对战士，操作员，维护者和培训师的担忧保持敏感。在数据库的所有权工具的设计中，战士的歌曲（Fleet/Marine Leadersion直接与团队17互动）以及会议的海水入口，最近的主题盛行。它强调三个重要领域：（1）sufficient stowage space, and growth stowage space for Sailor and Marine无论是个人和任务必不可少的材料；（2）正确的组合和训练空间的数量体现了新的强调嵌入式培训，虚拟现实和传统教室环境的强调；（3）designing quality of life into the ship, assuring that there are sufficient workout and physical training facilities for the Sailor and Marine，21世纪的男性和女性。这些也必须是设计创新实施过程的一部分。

III. Policy Changes.

1. USS Yorktown achieved space and manpower efficiencies as summarized in Table 2. (Note the addition of a training department)

Improvements	观察站Changes	Initiative
Bridge Core watch reduced	-5	Policy
桥梁手表减少	-2	技术
Combat Core watch reduced	8	Policy
Combat watch reduced	1	技术
Engineering Core Watch	-3	Policy
Engineering watch reduced	-4	技术
Damage Control watches reduced	- 13	技术
Training Department added	+ 5	Policy and Technology

Table 2: SMART SHIP Improvements Through Technology and Policy

Many of these changes will have an impact on LPD 17. It must be remembered, however, that not one policy or technology change by itself will justify the reduction of a billet. The reason is simply that Sailors do much more than stand a particular watch, prepare meals, conduct maintenance, or train, prepare and stand ready to fight the ship. A watch station must be eliminated at Condition I/IA/III and have maintenance hours reduced. For that reason in approaching reductions of workload shipwide, for every billet reduced there is a need to prove mission oriented and collateral duty workloads are reduced. Smart Ship was able to do this for 4 officer and 44 enlisted billets.

独立于最终的坯料减少，可以测量对设计的影响。显然，应该设计空间以有效地工作，无论是载人的历史水平还是修订以反映技术或政策修订的改进。设备应具有多功能或多个操作员可访问。可能会减少物理区域，以促进更少的人员进入。动物的效率也是可以修改设计以最佳服务机组人员的效率。

2. 在智能船上，“大多数工作负载可以归因于政策和程序更改。”一种新的思维定态，以审查“照常业务”，并开发仅利用那些需要指导的人员来指导这项工作的方法。政策的变化包括改变手表常规理念，将手表站结合在一起以及开发弹性团队的观察方法。尽管不是技术驱动的，但这些政策的影响确实会影响太空和系统设计，尤其是在更少的人会执行更多功能的情况下。一个重要的政策组成部分是维护审查和减少，将在第四节中讨论。

由于智能船政策和程序改变s led to developing watch station and workload assignments according to surge or a "flex to action" organization. This concept enabled a watch team focus on watchstanding while routine workload was performed by day workers, bolstered by augmentees when the situation required. Integral to this new approach was a dedicated training department with a Learning Resource Center. The overall result was that even with a smaller crew after Smart Ship implementation (50 enlisted and 4 officer personnel from ship�s complement did not deploy), USS YORKTOWN had the same amount of labor available for all non-watch standing work. In the Final Assessment Report of 19 Sep 1997 the Smart Ship resultant manning changes were summarized in Table 3 as follows:

减少工作量	减少工作量	Workload Addition
SM2 (01 DIV)	yn3	EM3（E DIV）
SM3（01 DIV）	OS2 (01 DIV)	EMFN (E DIV)
SMSN（01 DIV）	OS2 (01 DIV)	MR3 (R DIV)
SN（OD DIV）	OS2 (01 DIV)	PO3 (S-1 DIV)
SN（OD DIV）	OS2 (01 DIV)	SN (S-3 DIV)
SN（OD DIV）	OS2 (01 DIV)
SN（OD DIV）	OSSN (01 DIV)
SN（OD DIV）	OSSN (01 DIV)
RM1 (OT DIV)	SN（OD DIV）
RM3（OT DIV）	SN（OD DIV）
DC2 (R DIV)	SN（OD DIV）
DC3（R DIV）	ET1（CE DIV）
DC3（R DIV）	ET3 (CE DIV)
fn（r div）	STG1 (CA DIV)
fn（r div）	STG3 (CA DIV)
GSM2（MP Div）	STG3 (CA DIV)
GSM3 (MP DIV)	STG3 (CA DIV)
GSM3 (MP DIV)	FCC (CM DIV)
GSM3 (MP DIV)	FC2（CM DIV）
EN1 (A DIV)	FC2（CM DIV）
EN3 (A DIV	FC2（CM DIV）
fn（div）	FN（MP DIV）
MS3 (S-2 DIV)	yn3
MSSN (S-2 DIV)	hn
SN (S-2 DIV)

Table 3: Recommended SMART Ship Billet Reductions

(Ratings applicable to LPD 17 are粗体

3. Spaces where similar policy changes could impact on LPD 17 design are in Table 4.

Table 4: Potential Impact of Smart Ship Policy Changes on LPD 17

1. Smart Ship. USS Yorktown received a reliability centered maintenance review which focused on conducting maintenance based upon actual run time and conditions vice the standard pre-scheduled periodicity. The result was a ship-wide reduction in preventive maintenance workload by 15%. At the same time, material condition of equipment has not shown any degradation to date and corrosion control measures have reduced preservation workload.
2. GATOR 17. A similar maintenance review was conducted aboard USS RUSHMORE, GATOR 17, applying Smart Ship related maintenance to an amphibious ship. The result was a ship-wide savings of 81 man hours a week without including amphibious-specific system maintenance (still under review).
3. Procedures applicable to LPD 17. The key steps to implementing a reliability centered maintenance program on LPD 17 include:

1. Distribute the maintenance load to respective workcenters for review and comparison with existing PMS.
2. Develop a new maintenance management system and establish a list of checks which are run time or scenario driven.
3. Develop SCAN groups or Quick Status Pages in ICAS to track the individual maintenance checks required.
4. Train the workforce on the maintenance changes and the methodology
5. Train the workforce to use ICAS so as to manage the scheduling of various PM checks.

V.技术的实施。

1. On Smart Ship, navigation, machinery control, equipment condition monitoring and information management have been automated. These initiatives combined with previously discussed policy changes and maintenance reductions led to a total weekly work load reduction of just over 9,000 hours, about 30%. Manpower reductions enabled by this collective decrease were 44 enlisted and 4 officers.

技术on USS YORKTOWN will achieve a return on investment in 17 years, but some of the individual technologies demonstrated a more rapid return-on-investment. Voyage Management, Wireless internal communications, a LAN, and machinery condition assessment were particularly valuable since they reduce risk.

2. Proven and new technology applications were pursued on Smart Ship to supplement or replace current shipboard systems and to mitigate increased risk perceived from reducing watch standers. Technology was also employed to facilitate maintenance reduction and certain policy changes. General implementation technologies relevant to LPD 17 space design are as follows:

Installations of systems that perform voyage management, digital damage control information management, wireless internal voice communications, equipment condition assessment, digital machinery control, a Learning Resource Center and a fiber-optic LAN was recommended in the Smart Ship Project Assessment report to take "full advantage of the synergy between technology and policy and procedural changes and to enable manpower reductions with less risk."

1. Background。Smart Ship organized a Training Department to focus on improving ship�s performance through effective training. Their department included full time assigned personnel who served as executive agents for shipboard training teams, Indoctrination Division, and the Learning Resource Center.

During the LPD 17 Design for Ownership Training Conference several assumptions were produced that relate to a need for a potential training department. First, shore-based training is transitioning to shipboard responsibility - an estimated shift of 20% by the time LPD 17 is commissioned. Secondly, onboard amphibious ships, 2-3 hours of preparation time is required for every hour trained. Thirdly, LPD 17 will need to emphasize expanded computer skills for both operator and maintainer and per the Commanding Officer of the USS SAIPAN the average sailor�s tenth grade educational level has to be supplemented by extensive onboard training. Finally, the embedded training system planned for LPD 17 brings with it immense potential for improved training efficiencies while at the same time requiring requisite training management skills. Collectively, LPD 17 will need to have a fully manned training organization which impacts both potential manning and design planning.

2. Organization.在智能船上，需要四个培训团队才能完全开发培训计划。工程培训团队（ETT），战斗系统培训团队（CSTT），运营培训团队（OTT）和伤害控制培训团队（DCTT）。每个培训团队都有一个领导者和执行代理人 - 执行代理人被分配给培训部门。综合培训团队是各个团队中的高潮，融入了综合，全面的战斗问题和全面的船舶训练发展。培训部负责人是ITT领导人。

结束智能船舶培训组织的组成部分是灌输部和学习资源中心。灌输司允许一般资格要求，DC，3M，DCPO以及在向其初始部门报告之前，新报告的人员将满足新报告的人员的各种周期要求。ESW在DC和3-M坐标的合格个人中，该组是该组的。学习资源中心是基于计算机的培训，进步考试和其他专业改进课程以及CNET交互式课程的焦点。智能船舶训练组织显示在表5和6中，新的钢坯以黄色注释。



Table 5.Smart Ship Training Organization



Table 6.Smart Ship Training Department Organization

3. 影响on LPD 17 - design

The addition of another department as well as the need for training spaces indicate potential space requirements as follows:

1. General Classroom - about 30-40 (division size) with traditional classroom equipment and computer display systems
2. Marine Classroom - about 42 (platoon size) with traditional classroom equipment
3. Computer-based lab or classroom with computer consoles for individual/team training using embedded training system tied into SWAN. This could also serve as Learning Resource Center , after hours training area for professional advancement exams, PACE course or personnel training.
4. 为当前海洋虚拟现实训练空间virtual reality shooting range, etc. and growth development
5. Navy virtual reality training space for growth development
6. Training department office space
7. Training Team problem control space with access to SWAN, onboard computer and training systems, and communications so to enable training teams to be coordinated and managed from a central location
8. Existing Ready Room adapted for use as a training space with access to SWAN, computer display systems
4. 对LPD 17的影响 - 曼宁。

After the Smart Shipeffort, certain areas with potential for design impacts remain unexplored. Some of these may be implemented on GATOR 17, but they are provided herein as food for thought:

1. Housekeeping: Central vacuum system, portable vacuum system, auto/self propelled deck cleaning machines, self cleaning head (toilet), cleaning supplies/materials which are easy and safe to use, biodegradable & non-hazardous.
2. 甲板操作：安装的可扩展起重机，气动提升机，沿着主甲板或从码头或飞行甲板到主甲板，小型三人船只，UNREP的自动线条招标，小型便携式吉普赛人头。
3. Medical; Improved Heat Stress Monitoring (WBGT) system.
4. 绘画：许多想法是在更好的油漆和底层上提交的，但没有在更好的油漆应用设备上。
5. Dogs: The use of canines for a variety of special purposes, from security, to lookouts, to warning, to rescue assistance.
6. 黄铜：如何让黄铜看起来很高，而无需每天的努力
7. 食品服务：改进/自动化的清理过程
8. Shore power cable rigging process
9. 用于清洁和卸下油漆的便携式高压垫圈
10. Vent cleaning systems

viii。概括

The long term impact of Smart Ship and GATOR 17 may be pronounced. Proven initiatives from those projects may have direct influence on future planning and ship design. For LPD 17 this impact will be reflected in manning decisions as technologies and common efficiencies enable more proficient manpower employment without mission degradation. Changes in policy and organization, represented by the addition of a Training Department for instance, will have equally long range implications on Total Ownership management and costs for LPD 17. Thirdly, those marked improvements, efficiencies and revised paradigms that arise from proven innovative efforts on Smart Ship will affect future amphibious ship design. This report has focused on potential LPD 17 design changes stemming from Smart Ship that may have impact in the near-term. Possible areas influenced include:

• Pilot House and Chart House
• Engineering Control Station and MMRs/AERs
• Damage Control Center and Repair Lockers
• CIC and CSMC
• Training Spaces

在智能船计划的过程中，提交了许多建议/摘要以进行实施。可能与LPD 17计划，设计或曼宁相关的人如下：（被认为相关的人也已转录为第四节。

1. Issue: Eliminated the Condition III requirement for a Combat Systems Officer of the Watch - manned only as necessary. Change had no observed negative impact on readiness and was implemented at zero cost.

影响: On LPD 17, watch consists of FC3, ET3, and IC3 at condition III. Wireless communications provides flexibility to have these personnel roving or on-call rather than remaining in Combat Systems Maintenance Central. An on-watch repair FC appears superfluous with two FC operators also on watch.

推荐: Design sufficient monitoring and ICAS capability into CIC so that CSMC need not be manned during Condition III (on watch FC could monitor). Reduce CSMC manning.

2. Issue:船上自动化的计划维护系统（SAPMS）缩短了在UHF LOS设备上执行PM检查的时间，即在MT-6069上节省90％UHF LOS cabinets.

影响。SAPMS or similar system on LPD 17 would be of more benefit because of potentially more UHF equipments.

3. Issue:AN/USQ-122A（V）高速车队广播系统通过为单个音调调制解调器提供相互交织和向前的误差校正，将车队广播的吞吐量提高300％至9600 bps，并增强了HF的HF功能。It replaces existing fleet satellite broadcast modems.

影响:消息量继续增加,甚至嗨gher speeds will be warranted by 2002 - with modems already achieving 56.6K bps a faster system will be beneficial.

4. Issue: AN/URC-131A(V) High Frequency Radio Group replaces existing shipboard manually tuned/controllable and rigid HF (2-30MHz) systems.

影响: HF remains a viable tactical circuit for ship-to-shore operations particularly due to the always present competition for satellite bandwidth. Automating tuning and controlling will increase accuracy and set up speed.

5. Issue:Touchpads replace mice and/or track balls facilitate operator interface and have no moving parts.

影响: On USS SAIPAN Touchpads were difficult for the operator because the pitch size of the indicator was too small to see under the finger and the sensor areas had to be brightly lighted in order to find - impacting night vision. Equipments with Touchpads should be evaluated by location, requirement for lighting, and ease of using before full scale implementation.

6. Issue:自动标签系统（TAGLINK）减少了工作量，并提高了安全标签的准确性。

影响: An appropriate labor saving software program for LPD 17 and has been recommended by COMNAVSURFLANT (Data Base Issue # 374)

7. Issue: Resale Operations Management Electronic Data Interchange (ROM EDI) eliminates various paper-intensive operations such as preparing hard copy DD-1155s, SF-30s, monthly transmittals. It improves accuracy while reducing workload.
8. Issue: EZ-PUP is a commercial device that significantly reduces the effort, fatigue and manpower associated with breaking out, handling, and maneuvering Navy Standard fire hoses for fire fighting and drills. It enabled SMART SHIP to train and man hose teams with sufficient personnel to allow for rotation as EZ-PUP allows fewer personnel per hose team. The device backfits on existing hoses.

影响: Reducing one person per hose team would save 14 personnel at Condition I and 5 at Condition IA (utilitymen could do double duty and rotate to fire hosemen).

9. Issue: Paint StickT is a COTS/NDI tool that reduces by half the preparation, application, and清理of shipboard painting process.

影响: Preservation remains a manpower intensive effort and such devices can only improve painting efficiency on LPD 17.

10. Issue: Condition I Port and Starboard Bearing Taker Duties were shifted from QM to OSs.

影响: None. LPD 17 PSMD does not allocate QMs for Condition I and there are sufficient QMs to support bearing takers for Condition IA.

11. Issue:超链接的战斗系统操作测序系统文档以可穿戴PC，ICAS终端，独立工作站的电子格式以电子格式进行。加速访问CSOSS程序并支持数据激活，伤亡响应和重新配置的数据。ComnavSurflant提供了可穿戴的PC。
12. Issue:连续波调频斑马阀门换成新的lves and COTS remote actuators and local remote controllers providing manual closure, local with remote controller, and actuated remotely from DCS.

影响: Setting Zebra is a manpower intensive evolution requiring bulk of repair party personnel at Condition I and takes 8-12 minutes on a large ship. Remote actuators and controllers would accelerate closure and reduce workload on LPD 17.

13. 问题。Automated Log Keeping

2.Issues that were submitted via the question and answer section of the Smart Ship Home Page, but which were not assessed during the project。

1. 问题。技术that can be shown to reduce the need for equipment cooling systems (i.e. cooling fans and cooling water systems) can reduce the size of ship's components, reduce maintenance on that equipment, eliminate some cooling system maintenance, and thereby reduce manning on future classes.
2. 问题。A marine engine flushing system that reduces required manpower and maintenance and removes salt and sediment more completely than any device currently available.
3. Issue。海军船携带数十个气态氮瓶，但大多数非CVS在海上无法充电。这是一个繁重且耗时的项目，可以在岸上补充。已经开发了使用船舶的低压空气和膜的简单自我产生的氮系统，用于干燥，纯净的高压N2气体。
4. Issue。食物准备和厨房维护是一种劳动密集型功能。可以通过创新的包装和食物制备来修改这项操作的大部分操作，而不会使单个水手负担过重。拟议的概念设计将需要自动ID系统，全面的数据库，高级食品处理和包装以及创新的加热技术。拟议设计的优点将是：减少人力，减少资本投资，减少对热/淡水的需求，改进的卫生设施，个性化菜单选择，无库存需求以及减少存储空间。
5. 问题。Test equipment for diesel engine and gear box lubricants that is currently in service has been developed which is an alternative to standard Navy Lube Oil Testers.
6. 问题。Intelligent electric power resource management and other electrical or electronic power management are ample areas for improvement. This technology, applied to other platforms, has shown savings in operational and maintenance time, as well as increased combat effectiveness.

1. 一般的。Watch station reductions are possible on the bridge, in engineering, combat information center, damage control stations, and among admin billets. SMART SHIP has found savings by reducing 36 Condition III watch stations and eliminating over 400 hours of maintenance. Similar reductions may be applied to LPD 17 with potential savings in as many as 20 Condition IA billets, the critical manning criterion for an amphibious ship.

The significance of reducing manpower is not only demonstrated in design changes, but in life cycle cost reductions. Using FY 95 numbers, manpower savings can be equated to dollar savings, particularly over the 40 year life cycle of the 12 ships of the class. On Smart Ship an Officer billet will cost $75,726 and an Enlisted cost $33,623. These figures included pay, housing, training, benefits, etc. Because of differences in training level, reenlistment bonuses, etc. There are significant differences in the actual costs from one enlisted rating to another, however, these mean values are used for estimating the costs of every shipboard billet.

例如，智能船将飞行员及其相关的顶级支持从当前的十二（12）降低到五（5）的曼宁水平，通过政策节省了五个观察站，而两辆通过技术节省了五（5）。。新的手表站立水平将由甲板的官员（OOD），手表的军需官（QMOW），手表的信号员（SMOW），船舶控制控制台操作员（Helm）和AFT的监视器组成船的一部分。

将指定一个用于更高速度操作的桥梁增强团队，例如UNREP，FAS和试点。实施这一水平的人需要在不增加手表的情况下无法支持车队运营的风险。该提案的成功实施导致在三（3）个部分模型中，每天168个小时的21（21）座桥台站立净减少。该提案要求手表立式人进行比过去需要更多的培训。类似的权衡导致条件III的战斗，工程和损害控制。

2. Potential watch stations saved on LPD 17

Note: Although not addressed by SMART SHIP, improvements in cargo handling on LPD 17 might potentially impact the 25 cargo handlers, 9 forklift operators and 9 cargo/ammo weapons elevator operators assigned during Condition IA

Sound Powered Phone Circuits Manned on LPD

由于无线通信对LPD 17的影响是根据智能船舶创新分析的，因此必须在删除电话交谈者时注意。同时，如果可以消除特定电路上的一群说话者，那么也许可以消除所有说话者。该摘要表明，删除某些电话说话者的可能影响，同时识别PSMD中指定特定电话说话者可能错过的区域，即在条件I处分配给桥梁。