By Tony Capaccio (Bloomberg) The U.S. Navy’s new version of the tilt-rotor Osprey aircraft designed for missions at sea isn’t yet “operationally suitable” because it has only “partially met reliability requirements,” according to the Pentagon’s testing office.
Among the problems: Its ice protection system “accounted for 25% of the operational mission failures, which will result in mission aborts,” the Defense Department’s director of operational test and evaluation said in a non-public assessment marked “Controlled Unclassified Information” and obtained by Bloomberg News.
Otherwise, though, the test office found the CMV-22B Osprey is “operationally effective for carrier onboard delivery, medical evacuation, Naval Special Warfare support and search and rescue.”
The CMV-22B is a modified version of the widely used Marine Corps aircraft that lands and takes off like a helicopter and then flies like an airplane. It’s replacing the C-2A Greyhound, a nausea-inducing, claustrophobic aircraft first produced in 1965, to land cargo and people on aircraft carriers.
Spokespersons for Bell Helicopter Textron and Boeing Co., which jointly produce the Osprey, referred questions to the Naval Air Systems Command.
The new aircraft “will provide the Navy with significant increases in capability and operational flexibility,” according to a fact sheet from the command.
(Feb. 22, 2021) Medical personnel carry a simulated patient during a medical transport drill on the flight deck of Nimitz-class nuclear aircraft carrier USS Carl Vinson (CVN 70). The drill was the first-ever medevac by a Navy CMV-22B Osprey aboard an aircraft carrier. Vinson is currently underway conducting routine maritime operations. (U.S. Navy photo by Aaron T. Smith)
A command spokesperson, Megan Wasel, asked about actions the Navy was taking to address the test assessment, said the aircraft had just completed its first operational deployment this month “and successfully proved” its value “as part of the U.S. Navy’s Air Wing of the Future. In the coming months, we will be reviewing this first deployment in its entirety and will implement key lessons learned, with the goal of improving readiness, reliability, and combat capability.”
The Navy has purchased all of the planned 44 aircraft, Wasel said.
Navy operational tests evaluated the aircraft from January 2021 until mid-July 2021, and it has flown in limited fleet operations. It didn’t meet a requirement for 75% operational availability or a metric to fly longer than 12.5 hours before an “operational mission failure,” according to the test office assessment.
The aircraft’s HF radio “which is required for over-the-horizon communications to support” Navy operations far from shore “was inconsistent, demonstrating a 12% success rate for long-range, two-way communications,” according to the report.
NORFOLK, Va. – Petty Officer 2nd Class Ryan Kerns, a native of Bellwood-Antis, serves the U.S. Navy aboard one of the world’s largest warships, the U.S. Navy aircraft carrier USS George H.W. Bush (CVN 77).
Bush was commissioned in 2009 and is completing a pre-deployment work up cycle.
“Our Sailors’ hard work to return George Herbert Walker Bush to the operational fleet in 2021 was exemplary,” said Capt. Robert Aguilar, GHWB commanding officer. “They represent the best principles of service to the mission and the nation that our namesake, President George H.W. Bush, embodied.”
Kerns joined the Navy four years ago. Today, Kerns serves as a machinist’s mate (nuclear).
“Both my parents were in the military,” said Kerns. “A lot of my family was in the military. They inspired me to join. I was also interested in earning money for college.”
Growing up in Bellwood-Antis, Kerns attended Bellwood-Antis High School and graduated in 2017. Today, Kerns relies upon skills and values similar to those found in Bellwood-Antis to succeed in the military.
“I come from a small town with a great sense of community,” said Kerns. “Everyone knows how to work together like a small family. It’s similar aboard this ship. We work together, eat together and when we’re not working, we hang out together.”
These lessons have helped Kerns while serving in the Navy.
Kerns’s service aboard Bush follows the example of the ship’s namesake, the nation’s 41st President, George H.W. Bush. Bush is the only U.S. president to serve as a U.S. Navy aviator. During World War II he flew the TBF Avenger in Torpedo Squadron (VT) 51 and was stationed aboard USS San Jacinto (CVL 30). He was awarded the Distinguished Flying Cross for a daring bombing run over the island of Chichi Jima.
The ship bearing Bush’s name is preparing for deployment amid ongoing strategic competition between the U.S. and its adversaries. In doing so, the ship and its Sailors continue the legacy of service to the nation that U.S. Navy aircraft carriers have provided for 100 years.
Since USS Langley’s (CV 1) commissioning 100 years ago this March 20, aircraft carriers and their ability to project American power around the globe have been a consistent tool in maintaining and improving U.S. national security interest and the prosperity of the American people.
Sailors aboard USS George H.W. Bush, like Kerns, continue to burnish the legacy of the aircraft carrier fleet and naval aviation by providing the national command authority a flexible, tailorable warfighting capability as the flagship of a carrier strike group that maintains maritime stability and security in order to ensure access, deter aggression and defend U.S., allied, and partner interests.
Serving in the Navy means Kerns is part of a team that is taking on new importance in America’s focus on rebuilding military readiness, strengthening alliances and reforming business practices in support of the National Defense Strategy.
“The Navy can be anywhere we want,” said Kerns. “Having this presence around the world with the capabilities we have serves as a strong deterrence.”
With more than 90 percent of all trade traveling by sea, and 95 percent of the world’s international phone and internet traffic carried through fiber optic cables lying on the ocean floor, Navy officials continue to emphasize that the prosperity and security of the United States is directly linked to a strong and ready Navy.
Kerns and the sailors they serve with have many opportunities to achieve accomplishments during their military service.
“I’m proud of the supervisor qualifications I earned a few months ago,” said Kerns. “I coordinate orders between the watch officer and the watch standers. This covers two of the four propulsion units aboard the ship in addition to other parts in the reactor spaces.”
As Kerns and other sailors continue to train and perform missions, they take pride in serving their country in the United States Navy.
“Being able to serve our country helps ensure that we don’t lose what we have,” added Kerns. “If something were to happen, the Navy is the first service to respond because we’re already deployed around the world.”
Not enough time, not enough equipment, and not enough people. That is what the crews of over a dozen ships told investigators from the Government Accountability Office in a report on actions needed to improve Navy ship maintenance delivered earlier this month.
In addition to looking at maintenance data from the Navy, investigators also spoke to 107 members of the junior and senior enlisted crews of 16 ships from around the fleet. They included submarines, aircraft carriers, guided-missile cruisers and destroyers and dock landing ships. Their comments were corroborated by “having independent analysts compile notes from the meetings.”
Sailors’ comments painted a picture of a fleet that is overworked and understaffed. It’s also been noticeably covered in rust lately. And the problem boils down to four areas of concern, according to the report: crew shortages, high operational tempo, limited maintenance training and shortages of parts and material. Many sailors also discussed difficulties in performing maintenance duties, and the generally low priority it was given.
For the sailors, the difficulties started with manpower. On one surface ship, the crew reported that six of the 13 positions in the ship’s electronics division were unfilled. On another ship, the electronics division had been reduced from 28 to 11 personnel, with only eight crewmembers left who were fully qualified to perform maintenance tasks. One ship reported that its maintenance division was only at 40 percent of its optimal crewing level.
“A submarine may borrow 10 to 12 personnel from other ships for deployment,” read one comment. “Afterward, a huge vacuum occurs when qualified maintenance personnel leave to support a deploying submarine.”
FILE PHOTO: Sailors assigned to the Virginia-class attack submarine Pre-Commissioning Unit (PCU) Illinois (SSN 786) salute after bringing the ship to life during a rehearsal for the submarine’s upcoming commissioning ceremony scheduled for Oct 29. Illinois is the U.S. Navy’s 13th Virginia-Class attack submarine and the fourth U.S. Navy ship named for the state of Illinois. (U.S. Navy photo by Chief Petty Officer Darryl I. Wood/Released)
The situation was the same onshore.
“Over the last several years the Navy has consistently filled positions open to enlisted personnel at shore-based maintenance providers 20 percent or more below authorized levels,” read the report.
Personnel on 10 of the 16 ships also reported that the demands placed on them by crew shortages also exacerbated morale and mental health issues. One ship’s crew members reported that “they lost one person to suicide and a dozen other personnel experienced mental health issues over a period of 7 months.”
Due to the high operational tempo of the fleet, ship’s crews described, “operating in unsafe conditions, with safety measures circumvented or disregarded, and working 12 to 20 hours while in port, canceling leave, and also working long shifts in order to get maintenance done while underway.”
An investigation into the 2017 collision of the guided-missile destroyer USS Fitzgerald with a container vessel off the coast of Japan found that crew fatigue driven by the ship’s high operational tempo played a role in the accident, which resulted in the death of seven sailors. Likewise, the same was true of an investigation into the collision of the USS John S. McCain with an oil tanker near Singapore, which happened just weeks after the Fitzgerald incident. Ten sailors were killed in the accident.
Meanwhile, junior personnel reported in the recent GAO report they received little training while still “gaining senior status and not knowing what they are doing.”
Submarine crews reported that so-called departures from specifications — changes in approved maintenance procedures — were also increasing in frequency. According to Navy data, from 2015 to 2020, they increased from nine to 15% of all maintenance jobs in the submarine fleet.
Sailors also reported workforce shortages resulting in days that “regularly exceeded 16 hours,” and that “the hours of required maintenance exceed the hours in a day.”
One ship’s crew reported 80 hour work weeks while in port, which increased to up to 100 hours a week in preparation for deployment.
Senior Chief Ship’s Serviceman Chrislin Voltaire cuts Lieutenant Tyler Zamudio’s hair in the barbershop aboard amphibious transport dock ship USS Somerset (LPD 25) Nov. 13, 2018, in the Pacific Ocean. (U.S. Navy photo by Mass Communication Specialist Seaman Lasheba James)
When it comes to maintenance training, sailors described it as oftentimes obsolete or not matching up with the skills actually needed aboard a ship. “Ships’ crews do not learn how to maintain equipment they are expected to repair,” read one comment.
“Ships’ crews often learn incorrect or incomplete group knowledge that negatively affects their abilities to complete work,” read another.
The report identified a general trend in the Navy dating back more than 20 years – shortening formal instructor-led and hands-on training and becoming increasingly reliant on on-the-job training, even as crew sizes have been reduced.
Sailors also cited the lack of availability of formal training. Some sailors also said that the training given by the Navy was out of sync with what they actually encountered aboard a ship, focusing on systems and technology that are no longer in use. The result was sailors arriving on a ship with little practical knowledge.
A few crews even described having to “rely on social media to help solve maintenance problems.”
Parts and material shortages were also identified as problems across the fleet: Back-orders of up to two years. Obsolete parts that have to be cannibalized from other ships. Using so-called “‘duct-tape’ and ‘bubblegum’ approaches” to get ships underway.
“Crewmembers are told simply to make it work,” read one comment. “This leads to swapping parts and improvising.” The Fitzgerald investigation found that the Voyage Management System, which helps with navigation without paper charts, in the skipper’s cabin “was broken so sailors cannibalized it for parts to help keep the rickety system working.”
The USS Fitzgerald being towed into port.
Fourteen of 18 shore-based maintenance providers also reported similar issues with parts and material shortages.
Some of the crews interviewed by investigators also spoke about the additional challenges of performing maintenance, from missing technical manuals to not factoring in the time it takes to perform additional duties associated with maintenance.
For a ship that is understaffed or a crewmember who lacks experience, what might be a three-hour task on paper can take twice as long.
The crews also described the common practice of using workarounds and “Band-Aids” to complete tasks.
“Essentially, a commanding officer does not want the ship to be perceived by superiors as the ‘boat that cannot get underway,’” read one comment from a submarine crew.
On another ship, “high-pressure air compressors have been broken for a long time. When a piston cracked in one of the compressors, management’s response to this problem for 3 years was to instruct the ship’s crew to use it sparingly.”
Despite the hours spent on it and the lack of parts and equipment, the low priority of maintenance was also noted.
“Maintenance is usually not a priority for a ship’s leadership until leadership wonders why maintenance is incomplete,” read one comment.
“Crewmembers often work on Saturdays and Sundays to accomplish maintenance because it was pushed to the side given the extra duties they must complete,” read another.
Long days, last-second workarounds, sifting through a parts list that contains 1,500 excess and obsolete items and being told, simply, to “get it done” are things that are certainly familiar to any service member. But this report describes a fleet with sailors seemingly stretched to their limits.
Chief of Naval Operations Adm. Michael Gilday told Task & Purpose he hadn’t seen the GAO report but said “we’re not ignoring maintenance.”
“We’ve come from 7,700 delay days to just shy of 3,000 [in private shipyards], and my goal is to get to zero,” Gilday said. “A lot of that is predicated on putting money against the problem instead of deferring the maintenance and walking away from it. So, some of those problems those GAO reports are looking [at] a year or two years back. I’m giving you data here and now. I’m putting money against the problem. I will tell you that maintenance is funded to executable levels, as are with respect to training steaming days and flying hours.”
Jeff Schogol contributed reporting from San Diego.
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