Our History 

Before the Enterprise

The Naval Aviation Enterprise was the trailblazer for enterprise development within the Navy. The very beginning of our Enterprise stemmed from an acknowledgement that "business as usual" was not creating a more efficient or effective warfighting force.

In the late 1990s, Naval Aviation units were experiencing excessive variance in their readiness levels over time. Units would achieve the highest possible readiness levels for deployments, dip below readiness expectations while not deployed, and then be faced with the need to spend significant resources ramping up their readiness levels for the next deployment. Despite a continued reduction in assets (flight hours, aircraft and manpower), the overall cost to Naval Aviation continued to increase at a pace that, over the long term, had eroded Naval Aviation's buying power.

Naval Aviation also faced the need to control the rising costs of operating and sustaining aging aircraft and legacy equipment. There was a need to manage how best to recapitalize our aircraft, while keeping our aging aircraft flying longer as the purchase of their replacements moved further into the future. Change was sought.  

 

The Beginning of Our Enterprise

In 2004 Naval Aviation's enterprise approach officially became the Naval Aviation Enterprise, building partnerships of Navy and eventually Marine Corps Aviation leaders and organizations committed to working together to advance and sustain Naval Aviation warfighting capabilities at an affordable cost.

 

The Naval Aviation Enterprise built on the successful efforts of previous process improvement efforts, such as multiple Air Board gatherings, the Naval Aviation Pilot Production Improvement Program (NAPPI) in the 1990s, the Aviation Maintenance and Supply Readiness (AMSR) group and the Naval Aviation Readiness Integrated Improvement Program (NAVRIIP).

 

The Evolution of the Enterprise 

The evolution of the enterprise framework and the guiding principles represented new territory for the Navy - an innovation in thinking and action. Any such innovation is sustained only through active participation of Naval Aviation stakeholders focused on achieving a shared mission. The leaders within the Enterprise, current and former, have navigated the course of the Enterprise with that in mind.

The Naval Aviation Enterprise's mission is to advance and sustain Naval Aviation warfighting capabilities at an affordable cost … today and in the future. We will achieve this through initiatives ranging from aggressive cost analysis to extensive and increased simulator usage. The end result is cost-effective combat readiness consistent with service specific requirements. Unique to the Navy, applying the Readiness Kill Chain (RKC) methodology will ensure wholeness across readiness pillars.

 

Current State of the Enterprise - 2018 Return to Readiness

In 2018, Naval Aviation Enterprise focused on improving readiness by aligning forces to produce better warfighting capabilities. 


Naval Aviation Enterprise (NAE) Sustainment Vision 2020 (SV2020) continued to align various readiness recovery efforts with solutions such as transforming IT infrastructure to provide real-time, actionable information enabling smarter, data-driven decision-making that can improve efficiency and outcomes. SV2020’s ongoing efforts to  bring sustainment operations into the 21st century are enabling Naval Aviation to recover and maintain effective and efficient flight-line readiness. The efforts of each cross functional team help to provide enterprise solutions to readiness recovery.


In July, Commander, U.S. Pacific Fleet (COMPACFLT) established Naval Aviation Maintenance Center for Excellence (NAMCE) Lemoore as a formal detachment under Strike Fighter Wing Pacific (COMSTRKFIGHTWINGPAC). NAMCE directly supports an aircraft readiness unit to improve FA-18E/F material readiness and an aircraft training team (Top Wrench) to improve the knowledge, skills, and experience of aviation maintenance professionals.


In November, NAE leaders focused on the Performance to Plan approach to move the readiness needle -beginning with a sustained 341 mission capable (MC) Super Hornets. Each week, USN and USMC Aviation leaders began receiving a readiness report card that kept them focused on readiness and the progress toward those requirements. The report card allowed everyone working in Naval Aviation to see what our nation requirements are versus actual inventory numbers. The goal of the report card was to help all Naval Aviation community members stay focused on their aircraft and to gauge their performance.