Rear Adm. Dean Peters, Commander, Naval Air Warfare Center Aircraft Division/Assistant Commander for Research and Engineering, Naval Air Systems Command, serves as a co-lead for the Naval Aviation Enterprise Engineering, Maintenance and Supply Chain Management (EM&SCM) Team along with Brig. Gen. Allan Day, Commander, Defense Logistics Agency (Aviation); Rear Adm. Paul Verrastro, Commander, Naval Supply Systems Command Weapon Systems Support; Brig. Gen. Greg Masiello, assistant commander for NAVAIR Logistics and Industrial Operations (AIR 6.0); and Rear Adm. Paul Sohl, Commander, Fleet Readiness Centers. After earning his wings as a naval aviator in 1986, Peters served as program manager in the H-60 Helicopters program office (PMA-299) from November 2007 through July 2011 and commanded the Presidential Helicopters program office (PMA-274) from August 2011 to July 2014 before assuming his current position. Here he shares his thoughts before assuming his new assignment as program executive officer, Air Anti-Submarine Warfare, Assault and Special Mission Programs (PEO(A)). His is the second interview in this series.

Eighteen months ago, Engineering became part of the Maintenance and Supply Chain Management (M&SCM) Team. Why is this relationship important?

Engineering is a critical component of both Maintenance and Supply Chain Management. From specifications to certification of alternate sources of repair, or disposition of critical safety item procurements, Engineering involvement ensures that weapons systems are properly designed and that the level and frequency of maintenance is appropriate. Early engagement of the Engineering team is helping promote a more seamless support concept for the fleet.

Have you seen any outcomes as a result of this relationship?

There have absolutely been positive outcomes resulting from the expanded relationships within the NAE. In particular, close collaboration within the EM&SCM team has resulted in better utilization of limited resources. Our engineering workforce at Patuxent River and at the Fleet Support Teams receives a steady stream of engineering tasking associated with procurement activities, depot support and engineering investigations. Better awareness of Naval Aviation Enterprise (NAE) readiness issues allows prioritization of these limited resources. In addition to the obvious need to attack the most critical current readiness issues, solid execution helps protect parts funding important for future readiness.

Across the board, increased collaboration has resulted in reduced work-in-process for Defense Logistics Agency (DLA) priorities, reduced work-in-process for safety engineering investigations and a more proactive approach to certification of numerous alternate sources of repair.

Do you have any personal observations/insight you would like to convey concerning how the NAE supports warfighter readiness?

Accomplishing warfighter support without an alignment organization like the NAE would be like operating precision machinery without aligning the motors, pumps and rotating components. Just as in a turbine engine, alignment is critical to attaining maximum power output and long-term reliable operation. To ensure alignment, you've got to be able to measure it, track it and tune when required. It's also important to maximize power output by reducing the accessory and overhead power demands. The NAE gives a voice to those closest to the fight: the type wing commanders and Marine Air Group commanding officers. These stakeholders provide the first indications of alignment or misalignment of resources and effort.

What have you given the most attention to during your tenure with the NAE?

First, and foremost, I've focused on the objectives of the Commander, Naval Air Forces (CNAF, commonly called the Air Boss), Marine Corps Deputy Commandant for Aviation (DCA) and Naval Air Systems Command (NAVAIR). Tactically, Engineering is doggedly focused on eliminating preventable physiological episodes, especially those associated with engineering control system (ECS) problems and subsequent exposure to decompression.

Alongside the NAVAIR program offices, we are improving maintenance procedures and inspections and providing better inspection equipment and more reliable components. Although still early, there are positive indications of resolving most ECS causal factors. Additionally, Engineering continues to support our depot production and in-service repairs, ensuring that engineering disposition never causes an aircraft to be delayed in the repair process. Strategic focus areas include: improving airframe health across the fleet; transitioning to condition-based replacement of dynamic components on rotary wing aircraft; and shifting resources to resolve persistent readiness and safety-related issues.

Is there anything else you would like to add?

It is a privilege to support Naval Aviation and to serve alongside so many professional and dedicated individuals.

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