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. EXECUTIVE SUMMARY 

The Smart Ship and GATOR 17 Projects were established to demonstrate and evaluate new methodologies and/or technologies onboard a surface combatant and an amphibious ship as the means toward, increasing combat readiness, decreasing workload, improving the quality of life, and reducing ship manning. The GATOR 17 program remains in progress, but the effort on USS YORKTOWN has completed assessment. Thus it affords the opportunity to use today’s innovations for investigating ways to enhance existing systems and to prove the viability of new system concepts that may lead to design changes for future amphibious ships.

 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 

Additional information is provided in Appendix A and much of the potential watch station/manpower reductions identified by Smart Ship are relegated to discussion in Appendix B.

 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.

The long term objective of these projects is to 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.

Table 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’s design process for the 21st century must not only incorporate proven initiatives from SMART SHIP and GATOR 17, but must also remain sensitive to the concerns of the Warrior, Operator, Maintainer and Trainer. Amidst the Design for Ownership tools of data base, Warrior’s Song (Fleet/Marine leadership directly interacting with Team 17), and the sea water inlet from conferences, a recent theme has prevailed. It stresses three significant areas: (1) sufficient stowage space, and growth stowage space for Sailor and Marine alike both for personal and mission essential materials; (2) the right mix and number of training spaces embodying the new emphasizing on shipboard embedded training, virtual reality, and the traditional classroom environments; and (3) designing quality of life into the ship, assuring that there are sufficient workout and physical training facilities for the Sailor and Marine, male and female of the 21st century. These must also be part of the implementation process for design innovations.

III. Policy Changes.

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

 

Improvements	Watchstation Changes	Initiative
Bridge Core watch reduced	- 5	Policy
Bridge watch reduced	- 2	Technology
Combat Core watch reduced	8	Policy
Combat watch reduced	1	Technology
Engineering Core Watch	- 3	Policy
Engineering watch reduced	- 4	Technology
Damage Control watches reduced	- 13	Technology
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.

Independent of definitive billet reduction, impacts on design may be measured. Obviously, spaces should be designed to work efficiently, whether manned to historical levels or revised to reflect improvements in technology or policy revision. Equipments should be multi-functional or accessible to more than one operator. Physical area may be reduced as appropriate to facilitate access by fewer personnel. Efficiencies in stowage are also examples of where design can be modified to best serve the crew regardless of size.

2. On Smart Ship, "the majority of the workload savings can be attributed to policy and procedure changes." A new mind-set to review "business as usual" and develop methods to utilize only those personnel required guided this effort. Policy changes included changing watch standing philosophy, combining watch stations, and developing the flex team approach to watch standing. Although not technology driven, these policy implications do influence space and system design, particularly where fewer people will do more functions. A significant policy component was maintenance review and reduction which is discussed in Section IV.

As a result Smart Ship policy and procedure changes 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:

 

Workload Reductions	Workload Reductions	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 (A 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 bolded)

 

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. IMPLEMENTATION OF TECHNOLOGIES.

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.

Technology 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. On Smart Ship, there are four training teams that need to be in place to fully develop a training program. Engineering Training Team (ETT), Combat Systems Training Team (CSTT), Operations Training Team (OTT), and Damage Control Training Team (DCTT). Each training team has a leader and an executive agent - the executive agent is assigned to the training department. The Integrated Training Team is a culmination of the various teams into cogent, comprehensive battle problems and full ship training evolutions. The head of the training department is the ITT leader.  

Rounding out the components of the Smart Ship training organization are Indoctrination Division and the Learning Resource Center. Indoctrination Division allows for general qualification requirements, DC, 3M, DCPO and various periodic requirements to be met by newly reporting personnel before reporting to their initial division. An ESWS qualified individual well-versed in DC and 3- M coordinates this group. The Learning Resource Center is the focal point for computer based training, for advancement exams and other professional improvement courses, and interactive courseware from CNET. The Smart Ship training organization is displayed in Tables 5 and 6, with new billets annotated in yellow.

 

 

Table 5. Smart Ship Training Organization

 



Table 6. Smart Ship Training Department Organization

 

3. Impact 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. Marine virtual reality training space for current 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. Impact on LPD 17 - Manning.

After the Smart Ship effort, 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. Deck operations: mounted extendable crane, pneumatic hoists, moving cargo along the main deck or from the pier or flight deck to the main deck, small 3-person watercraft, automatic line tenders for UNREP, small portable gypsy head.
3. Medical; Improved Heat Stress Monitoring (WBGT) system.
4. Painting: Many ideas were submitted on better paints and underlayments but none on better paint application devices.
5. Dogs: The use of canines for a variety of special purposes, from security, to lookouts, to warning, to rescue assistance.
6. Brass: How to have the brass look high-gloss shined without the daily effort
7. Food service: Improved/automated clean up process
8. Shore power cable rigging process
9. Portable high pressure washers for cleaning and paint removal
10. Vent cleaning systems

 VIII. SUMMARY

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

During the course of the planning for Smart Ship, numerous proposals/abstracts were submitted for implementation. Those that may be relevant to LPD 17 planning, design or manning are as follows: (Those considered relevant were also transcribed into Section IV.  

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.

Impact: 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.

Recommendation: 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: Shipboard Automated Planned Maintenance System (SAPMS) reduced time to perform PMS checks on UHF LOS equipments i.e. 90% savings in time on MT-6069 UHF LOS cabinets.  

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

3. Issue: AN/USQ-122A(v) High Speed Fleet Broadcast system increases the throughput rate of fleet broadcast by 300% to 9600 bps and enhances ship’s HF capabilities by providing single tone modems with interleaving and Forward Error Correction. It replaces existing fleet satellite broadcast modems.  

Impact: Message volumes continue to increase and even higher 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. 

Impact: 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. 

Impact: 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: An automated Tag Out System (TAGLINK) reduced workload and increased safety tag out accuracy. 

Impact: 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.  

Impact: 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 cleanup of shipboard painting process. 

Impact: 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. 

Impact: 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: Hyperlinked Combat System Operational Sequencing System documentation in electronic format on wearable PC, ICAS terminals, an standalone work stations. Accelerates access to CSOSS procedures and support data for activation, casualty response, and reconfiguration. COMNAVSURFLANT provided wearable PCs.  
12. Issue: CW and FM zebra valves were replaced with new valves and COTS remote actuators and local remote controllers providing manual closure, local with remote controller, and actuated remotely from DCS. 

Impact: 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. Issue. 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. Issue. Technology 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. Issue. 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. Navy ships carry dozens-hundreds of gaseous nitrogen bottles but most non-CVs have no way of recharging when at sea. It is a heavy and time consuming project to replenish when ashore. A simple self generating NITROGEN system using ship's low pressure air and membranes for dry, pure, high pressure N2 gas has been developed.  
4. Issue. Food preparation and galley maintenance is a labor intensive function. It is possible to modify the bulk of this operation without overburdening the individual Sailor through innovative packaging and food preparation. The proposed conceptual design would require an automated ID system, a comprehensive data base, advanced food processing and packaging, and innovative heating technology. The advantages of the proposed design would be: reduced manpower, reduced capital investment, reduced demand for hot/fresh water, improved sanitation, individualized menu selection, no inventory requirement, and reduced storage space. 
5. Issue. 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. Issue. 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. General. 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.

As an example, Smart Ship reduced the qualified on-watch personnel in the Pilot House and its associated topside support from the current twelve (12) to a reduced manning level of five (5), saving five watch stations through policy and two through technology. The new level of watch standing will consist of an Officer of the Deck (OOD), a Quartermaster of the Watch(QMOW), a Signalman of the Watch (SMOW), a Ships Control Console operator (Helm) and a Lookout in the aft part of the ship. 

A bridge augmentation team for higher tempo operations, such as UNREP, FAS and Piloting will be designated. Implementation of this level of manning entails the risk of not being able to support fleet operations without augmenting the watch. Successful implementation of this proposal results in a net reduction of twenty-one (21) Bridge watch standers, 168 man hours a day, in a three (3) section model. This proposal requires watch standers to have more training than has been required in the past. Similar tradeoffs result in Combat, Engineering and Damage Control for Condition III. 

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

  As the impact of wireless communications on LPD 17 is analyzed based upon SMART SHIP innovations, care must be exerted in deleting phone talkers. At the same time if a group of talkers on a particular circuit can be eliminated, then perhaps the all of the talkers can be eliminated. This summary indicates the possible impact of deleting certain phone talkers while at the same time identifying areas in the PSMD where designating specific phone talkers may have missed i.e. No 1JV phone talker assigned to bridge at Condition I.