Fleet Readiness Center East (FRCE) leads the way with an enterprise-wide electronic work order (EWO) initiative set to streamline the aircraft maintenance, repair and overhaul documentation and inspection processes across Commander, Fleet Readiness Centers (COMFRC).

After seven months of development, FRCE became the first Fleet Readiness Center to go live with the system Jan. 14 upon induction of an UH-1Y Venom at the depot’s detachment onboard Marine Corps Air Station New River in Jacksonville.

The system serves as a central digital repository that stores detailed work documentation. It organizes each step of the maintenance, repair and overhaul process, providing easy access to aircraft maintenance inspection plans and instructions all in one place. Every task, operation and process performed at the depot has an associated work order that artisans use as a guide while maintaining aircraft.   

Business support specialist Wesley Crocker, who also serves as the electronic work package manager and Enterprise Functional Group quality subject matter expert, said the system will make the depot’s operations more efficient.

“The work orders the artisans use when maintaining aircraft are all on paper,” said Crocker. “What we have now is a digital version of the work orders within a program that is easily accessible, has a convenient search function, and houses inspection plans and quality call points. It’s making operations more sustainable and efficient.”

While at FRCE, aircraft undergo many quality inspections to ensure they meet the highest safety and performance standards. Each aircraft platform has designated stages within the maintenance process that require inspections. These inspection stages, known as quality call points, are identified by a physical stamp on the work order. Cylest Ebron, Enterprise Functional Group lead, said the EWO program makes quality inspections more consistent and trackable.

“The printed out paper work orders would often have all sorts of handwritten marks, stamps and tabs stuck all over it, which can be confusing,” said Ebron. “Our engineers and quality personnel have gone through and added every quality call point into the system, 394 to be exact, and they are more detailed than they ever were on the paper version. There’s even a notes section that allows us to pass information from one shift to the next, which is so helpful because there isn’t a dedicated area for notes on the paper work orders.”

Crocker emphasized that the EWO system will save a substantial amount of money and increase efficiency.

“To give you an idea of how much paper we were using, the equipment specialists, engineers and quality personnel worked together to convert 114 maintenance procedures from paper to digital for the electronic work order system for the AH-1Z and UH-1Y aircraft,” said Crocker. “Each maintenance procedure can contain up to 100 operations, all of which were previously printed out on work orders. It roughly saves about 1,000 pieces of paper per induction. Once we get the system fully implemented for each aircraft platform we service, we will be saving about 75,000 pieces of paper per year.”

Eric Macey, AH-1Z and UH-1Y work lead at the depot’s New River detachment, said having every work order and instruction organized into a central location within the digital environment has been beneficial.

“I was having to track anywhere between 1,200 to 1,500 paper work orders at any given time to make sure everything gets done as we move from one phase to another,” said Macey. “Tracking that many work orders is never easy, especially when they are often moved or passed from person to person. The electronic system makes it all very simple for me to just go in there and flag anything that has not been completed yet. We don’t have to worry about losing anything, missing steps or getting oil or other substances on the paperwork while performing maintenance.”

Macey said the system is saving artisans time by streamlining processes, improving functionality and increasing capabilities.

“Artisans were having to sign off on the paper work orders three to four times for documentation purposes,” said Macey. “Now, they can go in and electrically stamp it one time and it’s done. Not only that, but we also no longer waste time searching through different binders, folders and workspaces for work orders or other documents. It’s all right there in the system. No more waiting for new documents. No more delays.”

Crocker said the program’s search function saves a significant amount of time in situations where specific information from past maintenance events needs to be recalled.

“Let’s say someone in calibration discovers a torque wrench is out of tolerance; we would go through the work orders and find every single aircraft, component or part that wrench has touched,” said Crocker. “Without electronic work orders, this could take months.

“Whereas now, with the electronic work order system, we could just type in that torque wrench number into the database and within seconds, the system would show us everything it has been used on,” he continued. “It will save time and manpower and allow us to get a message out to the fleet immediately, if needed.”

Crocker said even if network connectivity is disrupted, the content stored in the EWO system is still available for usage.

“Another great thing about this program is, if for some reason the system goes down, we can still go in and print a report off that has all the information we need to continue operations,” said Crocker. “We’re not losing anything. Even if we can’t work in the system, we will still have the paper that says what has been done and by whom, and what still needs to be done before we can get an aircraft back to the fleet.”

FRCE engineers, compliance and quality personnel and production employees have been working together to convert work orders for each aircraft platform serviced by the depot into the EWO system since early 2024, with plans to be fully implemented by the end of fiscal year 2026, according to Crocker.

“The electronic work order system has been live in the components world at FRC East for about five years now,” said Crocker. “Aircraft are a completely different animal, though. It’s a much larger task with more moving parts than components. For us to have converted two separate aircraft platforms into the system within a seven-month time frame is almost unheard of. There have been instances where it’s taken seven months to convert a single component.”

The EWO initiative is in the process of being established across COMFRC’s three largest aircraft maintenance depots: FRCE, FRC Southeast and FRC Southwest. Crocker said though FRCE was the first to go live with the system, the three depots have been collaborating throughout its development.

“Each depot is developing its own maintenance procedures and quality inspection plans that coordinate with the platforms we service, since we don’t all service the same aircraft,” said Crocker. “We have been working together, meeting weekly to bounce ideas off each other, share insights, and come up with solutions. It’s been very beneficial because we’ve been able to help the other depots, and they’ve been able to help us.”

Crocker said the implementation of this system is not only going to benefit FRCE’s operations, but also the fleet.

As a former Marine, I understand the critical importance of having quality, combat-ready aircraft,” said Crocker. “This system will help us maintain that standard for the fleet. It not only increases accountability but also makes everything trackable, which is exactly what we need.”

FRCE is North Carolina's largest maintenance, repair, overhaul and technical services provider, with more than 4,000 civilian, military and contract workers. Its annual revenue exceeds $1 billion. The depot provides service to the fleet while functioning as an integral part of the greater U.S. Navy; Naval Air Systems Command; and Commander, Fleet Readiness Centers.

From writing a report titled “The Sound of Freedom” in elementary school to later enlisting in the Army, Beaufort, North Carolina, native David Rose has always been driven by a deep sense of dedication to serving his country.

Today, as the Fleet Readiness Center East (FRCE) executive director – the senior civilian for a command workforce comprised of more than 4,000 civilian, contractor and military personnel – Rose continues to embody that commitment, proving that his passion for service has only grown stronger with time.

Growing up in Eastern North Carolina, a region with strong military ties, Rose developed an appreciation for the armed forces and a lifelong desire to pursue law enforcement. This passion led him to join the Army in 1996, where he served as a military police officer during his five-year enlistment. Rose said several experiences throughout his youth inspired him to enlist, making it an obvious choice after graduating from East Carteret High School. 

“As a child, I was fixated on becoming a police officer, but I also knew I wanted to serve my country in some capacity,” said Rose. “My grandfather and uncle served, so I felt inspired by them. Back in high school, I did some ride alongs with deputy sheriffs and state troopers who were mostly former military. They would tell me stories about their time in the military and I remember their advice was to join, so that also contributed to my decision.

“Not only that, just being surrounded by the military presence here in Eastern North Carolina during my childhood was inspiring,” Rose continued. “The air shows, going to the state port in Morehead City to be a part of the fanfare as the Marines, sailors and soldiers returned from Operation Desert Storm, it all played a part in my decision. So, when I realized the Army offered my choice of military occupational specialty, it was a no-brainer.”

After separating from the Army with an honorable discharge in 2001, Rose returned to Eastern North Carolina for a brief stint with the State of North Carolina Department of Public Safety. Soon after hearing about all the opportunities going on at the Naval Aviation Depot (NADEP), Rose decided to make a career change and accepted employment with Raytheon Aerospace supporting NADEP, which is now known as FRCE.

“I had recently married, and we had our first child,” said Rose. “I decided it was a good time to reevaluate my career path.

“Having grown up in the area, I was well aware of the many folks from the community that served in this command, to include some family members,” he continued. “Because of that, I already knew about the depot and its mission, and I was really intrigued by the opportunities here. Not only that, but it also allowed me to continue to serve my country in a similar capacity.”

In 2002, Rose accepted employment as a civil servant and started his career with FRCE as a pneudraulic systems worker for the Maintenance, Repair and Overhaul Production Department, formerly known as the Production Floor Trades Department. He has since worked his way up the chain of command, gaining years of large-scale experience in diversified logistics and industrial operations, all of which led him to his current role of executive director.

“I have been fortunate to be a part of the FRC East team for well over 20 years now and have grown very passionate for FRC East, its workforce and capabilities,” he said. “The people employed here are proud Americans and proud to support the mission. It’s not just a job. It’s a career, it’s a family, and I am incredibly grateful to be a part of it.” 

As a military aviation maintenance, repair and overhaul depot, FRCE’s mission is to provide the nation’s military with the highest quality aircraft, engines, components and field services on time and at the best value to the American taxpayer. Rose said this is why the work FRCE does is so critical. 

“What we do here is absolutely vital to national security,” said Rose. “As part of the Commander Fleet Readiness Centers, the FRC East team plays a crucial role in ensuring our military aviators, crew members and teammates can carry out their missions safely and efficiently. That’s why it’s imperative that we put forth our best efforts and diligence in producing high-quality products for the warfighter. We want them to have dependable assets for when they must take the fight to the enemy.”

Rose said his experiences within the greater Naval Aviation Enterprise have helped him understand the role and impact the depot’s civilian workforce plays in supporting the Navy and Marine Corps fleet readiness, as well as the other services.

“Back when I was an artisan on the shop floor, I remember the lasting impression of seeing aircraft and engines that were the result of the casualty of battle,” said Rose. “Seeing an engine with shrapnel or foreign object debris damage, or an aircraft riddled with holes from enemy fire — holy moly, it really puts everything into perspective. You’re looking at the very evidence of what our nation’s military members are subjected to as they defend our country. It gives you a sense of humility and pride because our mission here at FRC East is to turn those battle-damaged aircraft into mission-ready and fully combat-capable machines.”

Sharing experiences like those with colleagues at FRCE has shown him that the depot’s strength truly lies in its people.

“During my time here, I’ve had the privilege of working alongside some of the most selfless, skilled and dedicated individuals in the world,” said Rose. “I’ve witnessed first-hand the loyalty and dedication from many of the people who work here, and I can say with certainty that what makes FRC East truly special is its workforce. It’s not just about getting the job done – it’s about how and  when presented with a challenge, we always come together to support each other and ultimately rise to the challenge and solve the problem.”

Having worked alongside many skilled and dedicated people during his time at FRCE, Rose values both formal and informal mentorship. That’s why, in his new role, he plans to continue encouraging mentorship within the command.

“As I sit here now, I can think of at least 20 individuals from our various occupations who have, through the course of my career, poured into me the guidance and support I needed to get to where I am today,” he said. “I admit, I don’t have all the answers, but I know within this organization, we have the people who, collectively, have all the answers. That’s the beauty of the FRC East team and mentorship. There is no challenge that we can’t overcome or solve together.”

Just as mentors guide their mentees, Rose said he approaches his leadership role with the intent to do the same, believing that if you take care of your people, they will rise to any challenge. As a servant leader, someone who prioritizes the needs and growth of their team members above their own, Rose is committed to leading by example, willing to roll up his sleeves and do anything he asks of his employees.

“I won’t ever do anything or ask anything of my folks that I wouldn’t do myself or haven’t already done myself,” said Rose. “That was something that was engrained into me during my time in the military. At FRC East, we are the largest industrial employer, arguably, east of interstate 95. It takes the entire team being laser focused, understanding that it takes everyone’s skill sets, experiences, and knowledge to make our mission happen – it’s all of us.”

Rose described FRCE’s success as a puzzle with many pieces and, while each employee at the facility represents a piece, not all the pieces lie within the depot’s walls. He said a huge part of the puzzle is the support from the surrounding community.

“We are very fortunate to have overwhelming support from our local and regional area,” said Rose. “The city of Havelock, Craven County, and all of the surrounding counties, within a 50-plus-mile radius, the State of North Carolina, and last but not least, Marine Corps Air Station Cherry Point – they all support our mission. 

“There’s nothing like the local community here,” Rose continued. “They’re all rooting for us to succeed.  I’m aware of other communities surrounding other military organizations across the nation that may not favor them, but everyone here knows the importance of what we do. They advocate for us, and we are fortunate to have their support.”

In the end, Rose’s decision to join the FRCE workforce in 2002 brought him back to his roots: advocating for the military, just as he did in a book report he wrote in the early 1980s as a student at Smyrna elementary school.

“Back in the ‘80s, when I was in third or fourth grade, I wrote a book report I titled ‘The Sound of Freedom,’” Rose said. “It focused on the recent arrival of the AV-8B Harrier to Marine Corps Air Station Cherry Point and the importance of the military in the community. I remember making the point that, even at that young age, I valued the military presence in Eastern North Carolina and how it provides freedom and safety for all American citizens.

“That report was, and still is, a big deal to me because it inspired me to learn more about and defend the mission of MCAS Cherry Point and the depot,” he continued. “It all came full circle in the end. Fast forward to now, as the executive director of the same facility I wrote about in that report as young child… who would have ever thought?”

A small team of skilled technicians working at the Fleet Readiness Center East (FRCE) detachment at Marine Corps Air Station Beaufort, South Carolina, is making a big difference for the Marine Corps in terms of cost savings and flight line readiness.

FRCE’s Beyond Capable Maintenance Interdiction (BCMI) team at Beaufort provides dedicated service to Marine All Weather Fighter Attack Squadron 224 (VMFA-224), Marine Fighter Attack Squadron 312 (VMFA-312) and Marine Aviation Logistics Squadron 31 (MALS-31), supporting the F/A-18 C/D Hornet platform and assisting with component repairs the squadrons are neither resourced nor staffed to complete. Comprising three artisans, the Beaufort detachment’s BCMI team is a small program that adds up to huge savings: In 2024 alone, the team supported a cost avoidance for MALS-31 totaling more than $59 million. 

“The BCMI team does a phenomenal job, and the cost savings they support give you an idea of what they’re capable of,” said Bryan Holland, FRCE’s F-18 branch manager at Beaufort. “They’re working radar components and circuit cards and pneudraulics – there are some high-cost items they’re repairing, and they’re able to save them and put them back into service. I don’t think we saw any part last year that they weren’t able to fix.”

Having the BCMI team on-site saves the Marines both time and money because it prevents the squadrons from having to turn in the nonfunctional components and procure new ones through the supply chain. The process helps speed replacement of specific components needed by the fighter squadron – which performs maintenance at the organizational level, or O-level – that cannot get replaced or repaired through the MALS, which provides maintenance at the intermediate level, or I-level. FRCE’s Beaufort detachment, including the BCMI team, performs maintenance at the depot level, or D-level – the most advanced level in the Naval Aviation Maintenance Program structure. 

“Flight line availability of aircraft is the priority, and if it weren’t for our BCMI team working with the MALS, those parts would have to leave Beaufort and go into depot maintenance at either our FRC East location at Cherry Point, another Fleet Readiness Center location in Florida or California, or even back to the original equipment manufacturer,” Holland explained. “If our guys weren’t there, the squadron might have to wait two-three weeks or longer to get the parts they need, if there’s not one available on the shelf – we can usually do the job much faster.”

Ted Light, the FRCE site supervisor, agreed that the BCMI process saves valuable maintenance turnaround time.

“Think about it: The component is in your hands, and if it’s able to be repaired, that’s generally going to be a lot faster than the Marines having to go out and order a new one,” Light added. “If a complete rework of the component isn’t necessary, but maybe just one or two parts in it require repair that is beyond the capability of the I-level Marines, it just makes sense to give it to our BCMI team. They can usually turn around and give it back to the Marines within a day or two, depending on what needs to be fixed.”

The BCMI team works hand-in-hand with Marines, even sharing some spaces with the MALS-31. In addition to supporting faster turnaround, this close proximity allows BCMI team to share their advanced knowledge of components repair with the Marines, Light said.

“Our BCMI team can teach the Marines what to look for in order to identify an issue with a component, or show them what we do to correct that issue,” he said. “It can give the Marines a higher-level understanding of the inner workings of these components, and what needs to be done to fix them. The team is not training the Marines to perform work the Marines aren’t qualified for, of course, but knowledge is power – always has been.”

Being essentially collocated with the squadrons also allows the BCMI team – along with all of FRCE’s Beaufort workforce – to see exactly where their end products go. This reinforces the sense of responsibility and determination to get a quality product out the door and back in the hands of the fighter squadron, Holland noted.

“Our number one priority is to make sure the squadrons have the aircraft they need to go out and train their pilots,” he said. “We have a sense of urgency to get the components and airplanes back up and running for the warfighter, so they can do their job.

“I’ll say it 100 times: Readiness of the warfighter is always the priority. At the big depots, most people see the product come in, they do their work on it, and then see it go right back out the door, with a general sense that they’re supporting our nation’s warfighters,” Holland continued. “At Beaufort, it’s different because we can see who that warfighter is. We see the Marines who pilot and crew the aircraft we’re working on, every day.”

FRCE is North Carolina's largest maintenance, repair, overhaul and technical services provider, with more than 4,000 civilian, military and contract workers. Its annual revenue exceeds $1 billion. The Beaufort detachment employs 32 workers in support of maintenance for the F/A-18 C-D Hornet, an all-weather, twin-engine, multi-mission tactical aircraft. The depot provides service to the fleet while functioning as an integral part of the greater U.S. Navy; Naval Air Systems Command; and Commander, Fleet Readiness Centers.

How does a Marine Corps unit train to recover a downed fighter, when no downed fighter is available to recover? At Fleet Readiness Center East (FRCE), a unique depot training asset helped Marines gain real-world experience in recovering a damaged F-35B Lightning II without risking harm to an operational aircraft.

FRCE recently partnered with Marine Wing Support Squadron 271 (MWSS-271) to assist with the squadron’s F-35 familiarization and aircraft salvage and recovery training. The collaboration with FRCE allowed MWSS-271 access to a stripped-down F-35 airframe used for training and testing at the depot, along with the knowledge and expertise provided by FRCE artisans and engineers who support the F-35 modification program.

According to Chief Warrant Officer 2 Joseph Durand, the MWSS-271 Heavy Equipment Platoon leader who also serves as the squadron’s salvage and recovery officer, the three-day training simulated the recovery of an F-35 with collapsed front landing gear. The event consisted of three phases: learning proper F-35 lifting procedures through an introductory crane lift; stowing the front landing gear and using the crane to rest the aircraft’s nose on a temporary structure to simulate landing gear failure; and finally, establishing a controlled recovery site and recovering the aircraft.

While the training event simulated one specific set of circumstances, Durand said it included techniques that can be implemented in a wide variety of recovery scenarios, both in garrison environments and at forward locations. 

“Recovery has so many different scenarios, and the F-35 is a fairly new aircraft; recovery on this platform hasn’t really been conducted in a broad manner across the Marine Corps,” Durand explained. “We’re training to educate on how pertinent it is to be able to recover an F-35, the practices that go into that recovery and the hazards that come along with it. We’re really stressing the need for that aircraft to be able to get back into the air and do its job.

“What we’re looking forward to is being able to conduct this same recovery scenario, whether it be a front landing gear that went down or something more catastrophic, no matter where it happens,” he continued. “We need to be able to get that bird back into the fight, and do it in a safe manner that doesn’t harm the aircraft or the individuals working to recover it.”

FRCE’s ability to provide a nonoperational airframe for use in the Marines’ training offered the squadron unique advantages, said F-35 Branch Head Ike Rettenmair.

“Having an asset like this airframe on hand is really beneficial in terms of allowing for training without the concern of potentially damaging an operational aircraft,” he said. “While you plan for everything to go perfectly during a training event, there’s always the chance that mistakes could be made; that’s why there’s training in the first place, to provide that learning experience.

“Using an airframe that isn’t an operational aircraft helps provide a real-world, hands-on experience – everything looks, feels and moves the same – without the added pressure that comes from working with an aircraft that needs to be back on the flight line the later that day,” Rettenmair added.

Working with MWSS-271 to support the squadron’s activities also benefitted the FRCE team, Rettenmair explained. 

“Supporting MWSS-271’s training not only allowed their Marines to advance their F-35 aircraft recovery skills, it also gave our team the opportunity to sharpen their expertise while serving as subject-matter experts,” he said. “Developing a way to simulate a landing gear failure, for example, presented a challenge that the team proved ready to tackle. Teaching the Marines the proper way to crane lift the aircraft provided our artisans and engineers the opportunity to refresh their skills, as well. This really was a win-win situation for everyone involved.”

Durand agreed that the partnership between the squadron and FRCE yielded positive outcomes.

“It's extremely effective for us to drive just 15 minutes down the road to FRC East and be able to execute training with all of our partners in the warfighting effort,” he said. “It makes it extremely reliable for us to be able to conduct additional training as scenarios start to develop across the nation and around the world.”

The F-35 airframe used in this exercise, which arrived to FRCE in early 2021, has also seen use as a training aid in the depot. Its status as a readiness enhancer is not limited to supporting recovery training.

“We have also used the airframe for artisan and engineer training at FRC East, although the depot maintenance environment is definitely different than an operational unit,” Rettenmair said. “For us, the airframe serves as a training aid that helps us improve processes and procedures, which can in turn drive down the modification turnaround times and enable us to return completed aircraft to the fleet sooner than planned.”

FRCE is the lead site for depot-level maintenance on the F-35B Lightning II and has conducted modifications and repair on the Marine Corps’ short takeoff-vertical landing variant of the aircraft since 2013. The depot also performs work on the Navy’s F-35C carrier variant and the Air Force’s conventional takeoff and landing F-35A variant.

FRCE is North Carolina's largest maintenance, repair, overhaul and technical services provider, with more than 4,000 civilian, military and contract workers. Its annual revenue exceeds $1 billion. The depot provides service to the fleet while functioning as an integral part of the greater U.S. Navy; Naval Air Systems Command; and Commander, Fleet Readiness Centers.