Presentation on theme: "CVN 65 Enter- prise (RCOH) CVN 69 Dwight D. Eisen- hower"— Presentation transcript:
1CVN 65 Enter- prise (RCOH) CVN 69 Dwight D. Eisen- hower CAPT Ralph T. SouleSupervisor of Shipbuilding Newport NewsCareer Goals: Shipyard CommandSupervisor of Shipbuilding CommandQualifications: Surface Warfare OfficerAcquisition Certifications: APM; AG2; AG312/14/2006 5:10:27 PMCareer Planner (ver 1.6b )YearYCS1985519901019951520002020052520103020/30 TYSNowBryanKELEMJRHIHSCOLBeauCareerPlanSWOSStudentFF 1087 KirkEMOFFG 48 Vande- griftERO, CICONuc Pwr SchoolNuc PrototypCGN 40 Miss- issippiMPAMITCVN 65 Enter- prise (RCOH)Station OfficerPSNSNuclear APS, Carrier Avail ImprovementCNAL N43DeputySupship Newport NewsCarrier Overhaul Project Officer, PMRCVN 69 Dwight D. Eisen- howerReactor OfficerPHNSYOPSComm Naval Air ForceACOS Ship Materiel N43SupervisorED/EDQPBoardsPromotionFitRepsENSLTjgLTLCDRCDRCAPTSupship Newport NewsSuper-visorCAPT Ralph T. Soule from Great Falls MTMarried to Pamela Soule from Sacramento CA2 Children: Bryan (20), Beau (13)Year Group 81Started EDQP: 01-Oct-93Completed EDQP: 01-Oct-95BSEE from USNAMSEE, MSNE from MITHas the following Subspecialty Code(s):53Q - Nuclear Propulsion Plant Operations (=MS)53P - Nuclear Propulsion Plant Operations (MS)55Q - Electronic Engineering (=MS)Has the following Acquisition Professional Community Certification(s):APM - Acquisition Professional Community MembershipAG2 - Manufacturing, Production and Quality AssuranceAG3 - Manufacturing, Production and Quality Assurance
2Why You Should “Do” Carriers The problems you encounter are really the Navy’s highest priorities.The resource sponsors understand and value maintenance.While the problems are complex, you get great support and rapid attention.Carriers have enough money to work ahead of most of their problems.
3Career Planning Insight (Soule’s view) Keep options open, 2 paths to O6/Command as long as possibleNo one path to O6/CommandPerformance will always be #1 factorDevelop the KSAs you need for future jobs, it’s not just about OJTAlways think one or two jobs aheadObserve and get mentoring from senior officersPersonal development planHave fun!Keys are not having a particular job or path, but rather gaining the knowledge, insight, and experience you need to be a successful CO/O6.
4CV/N Maintenance Governance Life Cycle Management Group CV/N Team One Management of Life Cycle material and programmatic issuesCV/N Team OneManages the “white space” in the CV/N CNO availability process (planning and execution)
6My Personal Development Themes Leadership Development (of course!)Human Performance Capabilities and ModelsSystems ThinkingSafety Culture/High Reliability Organizations/Error ManagementRisk (Crisis) Management/Failure AnalysisDistributed CognitionCritical Thinking
7Recent Reading Recently finished Irrationality, Sutherland Safety at the Sharp End, Flinn et alThe Checklist Manifesto, GwandeHow the Mighty Fall, Collins
8Current Reading Power Rules, Gelb 7 Deadly Scenarios, Krepinevich Upgrade Your Life, Trapani
9Suggested Reading Havard Business Review The New Economics, Deming What Makes a Leader, GolemanThe Hidden Traps in Decision Making, Hammond et alWhat You Don’t Know About Making DecisionsWhat Is Strategy?, PorterThe New Economics, DemingFifth Discipline, FD Fieldbook, Senge et alLeadership and the Art of Communication, KriscoSeven Habits, CoveyGetting Things Done, AllenManaging the Unexpected, WeickIntuition at Work, KleinThe New Rational Manager, Kepner-TregoeBecoming a Critical Thinker, DiestlerBoyd, Coram
10JO Industrial Tour Success Strategies Know your customers and what they value.Read “Lean Thinking” and “The Toyota Way;” think about where and why we fall short.Read and understand the Shipyard Business Plan.Get involved in Carrier or Sub Team One.Update your career planner and always have available for "drive by career counseling" opportunities. You will get better mentoring if you frequently ask “Why do we …?”Complete all DAWIA quals possible during this tour.Always be thinking about what you want to learn and get better at doing. What skill sets are you building for Navy problems?If there is a Shipyard CO shadow program at your command, get on the schedule ASAP.handwritten items:1. Qualify basic watch station early.2. Study organization and learn what people really do.3. Build credibility with civilians.4. Get a mentor, particularly.5. Boardsmanship (especially for SWOs).6. Establish qual plan/curve (begin with end in mind). Your A4W qual plan at PSNS.7. Critical thinking (ie process weaknesses, limits of metrics, org blind spots).8. Soule experience at PSNS.
11Decision Games/Case Studies Running out of money in CVN RCOHWhat to do when you realize your new construction ship is going to be late.CVN missing PCD (SY, N43, Ship perspectives) -> This is CVN 72 dPIA. Who do you tell, what do you tell them, how to brief flag officers?Should nuclear work be deferred outside a CVN availability? How do you decide? What is the impact? Who do you tell and what do you tell them?Running out of money in CVN RCOH (CVN 68). How to build consensus in the carrier community for getting more money to finish? How to you prioritize new work until the money is available? What do you do with the money after it arrives since the work that has to be done is not in the work package?How to align the carrier community to produce a coherent set of numbers for FY08/09 SY work?You are OPS Officer at a Naval SY. Submarine availabilities are significantly higher than notionals. What problems does this cause in a mission funded environment and what can be done about it? Who do you tell and what do you tell them?
12Recommended Reading Managing the Unexpected Asking the Right Questions New Rational ManagerIntuiton at WorkThe $5B MisunderstandingThe Checklist Manifesto
13Increasing Aircraft Carrier Ao Operations Drives Maintenance CVN 68 Class Incremental Maintenance PlanOLD32 vs 27 month Op CycleEliminates 2 DPIAs and 4PIAsImplements CIA conceptDrydock Extension Program (8 vs 6 year periodicity)RCOH incorporating SRAEliminates post-RCOH SRAC4I mod insertionPMA 251 LLTM risk reductionsMid life plan with 27-Month OP Cycle45 months increased Ao over each 50 year life cycle. Eliminated 2 DPIAs and 4 PIAs.New Con / ROCHNEWMid life plan with 32-Month OP CyclePIAPIAPIAPIAPIAPIANew Con / RCOHDPIADPIARCOH / InactCVN 68 Class Refueling Complex OverhaulOLDNEWAircraft Carrier Class Maintenance Plan
16Contract Administration ShipBuilding Contract Execution SUPSHIP Community5 Major Shipbuilders4 SUPSHIPs+ 1 DetachmentAnd 3 On-Site Offices54,000Employees$100B+Contract Value$9.75BAnnualShipbuilderProgressPaymentsNAVSEA 04ZCivilians1064 Direct (EOB)113 Military1177 Total~$126M EOB1 Military11 CivilianThe SUPSHIP community consists of the three main elements on this slide. Moving from the largest to smallest,5 Shipbuilders, with 54,000 employees actually execute the work.The contracts are administered by 1005 Civilian and 113 Military SUPSHIP employees at the 4 SUPSHIPsSEA04Z’s traditional role has been Resources, Requirements and Policy to determine how the SUPSHIPs should operate.The scope of the personnel in SEA04Z is quite broad. SEA04 is adding 4 additional billets to provide the Construction Status Reporting you have asked for.RequirementsProgram ExecutionResourcesPolicyReportingContract AdministrationProject ManagementEngineering Tech AuthQuality AssuranceShipBuilding Contract ExecutionPlanningNuclear Repair
17SUPSHIP Functions Traditional Contract Management Functions: Administrative Contracting OfficerNaval Supervisory AuthorityNAVSEA field engineeringProgram managementQuality Assurance for key shipbuilder processesNon-traditional Functions:Field Pricing Support for new contractsCustomer interfaceSolution facilitationProgram management interfaceProgram reviewsWork Integration of non NGSB contractors
18SUPSHIPNN Mission and Goals Mission of SUPSHIP Newport NewsAdminister contracts for new ship construction, overhauls, and conversionExecute NAVSEA contractual, technical, and fiduciary responsibilitiesProgram management and technical oversight of ship construction and repair (NSA responsibilities)Command GoalsInspect to get what the gov’t expectsImprove mission capabilitySupport lower cost of productionSupship roles: Regulator, Oversight, Contract Administration Services (financial/fiduciary), and Facilitator of ImprovementAssure that NGSB NN adheres to Navy contracts and provide onsite technical/program support between NGSNN and Navy activities.
19SUPSHIP Manning Bath, Groton, Newport News, Gulf Coast SUPSHIP Manning directly linked to CNO (N8) Navy Shipbuilding PlanOPNAV (N81) accredited SUPSHIP model (SWFT) calculates manning & funding requirements across the FYDPChange in Shipbuilding plan = Change in SUPSHIP requirementsSWFT accounts for geographic disparities, shipbuilder competence, & ship design complexityIn FY07:NAVSEA agreed to fund FY SUPSHIP CIVPERS shortfalls via CDRs ReserveNot sustainable long termOPNAV N8F agreed to fund POM10 and futureFY10 requirement funded!!Divergence from requirement beginning in FY11SUPSHIPs Bath, Groton, Newport News, Gulf CoastThis chart shows the Contractor Workload and SUPSHIP Manning.I must remind you that our SUPSHIP workload is not phased exactly as the contractor’s workload.Generally, our resources are applied later in construction, the contractor’s earlier.
20Northrop Grumman Shipbuilding Shipbuilder Summary Issues:CVN71 RCOH (execution)Delivery schedule Feb 12CVN72 RCOH (planning)Delivery scheduled for April 09SUB REPAIRPlanning Yard and AIT InstallationsVirginia Class Submarine (shared with EB)SSN 781, 783 – Cost performance concerns.CVN 65 InactivationConcern with resources, engineering and workers, to accomplish.CVN 78 ConstructionCVN 79 Planning
21Navy Private Sector Management - NGSB Roles and ResponsibilitiesPEO Carriers/Subs Executive Mgmt and Program ManagementNAVSEA 08 Program Mgmt, Contracting, and Technical Authority for Naval Nuclear Propulsion SystemsNAVSEA 02 Subs and Carriers Contracting AuthorityNAVSEA 05 Subs and Carriers Technical AuthoritySUPSHIP On-Site Project, Contracts, Business, Q/A, and Eng MgmtTacticalFormal ContractsCVN 68 Class RCOHsCVN 78 Design and ConstructionCVN 65 Maintenance RSLP availabilitiesSelected other Carrier maintenance availabilitiesStrategicJoint Executive Management (JEM)PEO Carriers/SubsDASN ShipsNAVSEA 00BNAVSEA 08RegulatoryNaval Nuclear Propulsion Audit – NAVSEA 08Virginia Class New ConstructionSSN 688 Planning Yard ServicesSSN 21 Planning Yard ServicesSSN AIT InstallationsSelect Submarine maintenance availabilitiesPresident, NGNNSupport from NAVSEA Senior Leadership and SUPSHIPContracts, Cost Estimating, Engineering
222006 RAND Evaluation of Shipbuilding Costs Highlights of Findings7.4%-10.8% annual inflation from for Battle Force Ships (Amphibs, Combatants, CVNs, Attack Subs)~50% due to economic factors such as labor and commodities~50% due to customer-driven factors such as capability (requirements creep) and build rateRecommendationsIncrease investments in producibilityIncrease procurement stabilityFund technology and efficiency improvementsImprove management stabilityChange GFE-program management controlsEmploy batch production schedulingConsolidate the industrial baseEncourage international competition/participationBuild ships as a vehicleChange the design life of shipsBuy a mix of mission focused and multi-role shipsBuild commercial-like ships
23Affordability of the 313 Ship Navy Steady-State Replacement Rate For Proposed 313-Ship Fleet. … the steady-state procurement rate for the Navy’s proposed 313-ship fleet would be roughly 9.5 ships per year for ships of all types, and roughly 7.3 per year for larger ships (i.e., ships other than LCSs).To compensate for the below-steady-state rate of Navy ship procurement since the early 1990s (see Appendix C), maintaining a fleet of about 313 ships, including 55 LCSs, will require an average procurement rate in coming years higher than the steady-state rate. Assuming an average 35-year life for Navy ships, the required rate might be about 11.2 ships per year including LCSs, and about 8.7 ships per year for ships other than LCSs. If average ship life is assumed to be closer to 30 years, which some observers believe is a more realistic figure, then the required shipbuilding rate might be closer to about 14.7 ships per year including LCSs, and about 11.4 ships per year for ships other than LCSs.The Navy currently builds 4-6 ships per year at a cost of $8.9 billionNavy needs to build 200 ships over the next 20 years at a average annual cost of $14 billion (forty percent increase above the current budget).Navy assumes no real growth in the Navy's top line—how can we buy the ships we need?Lower maintenance costs for in service shipsNo cost growth: personnel, ship cost, operationsIncreased commonality between ship classes at the component level
24Other Navy Shipbuilding Challenges Maintaining the industrial baseCurrent ship designs are too expensive for the funds availableCost growth on lead ships of a classLifecycle support costs of all weapons systems and platforms are on unsustainable trend lines
25Significant Challenges Major Initiatives/Actions SUPSHIP ChallengesSignificant ChallengesAT/FP and physical security requirements across all contractor sitesBalance PEO desires with SUPSHIP mission and manningBridging the gap between now and FY12 manning increasesNMCI model does not apply well to SupshipResources to support ERPImpact of BRAC decisions on crew QOLMajor Initiatives/ActionsSupship Back to BasicsSupshipNN Performance Improvement PlanABS collaborationMaintain Customer-focusERP implementationMilitary manning (PMRs) to grow future COsTraining all the new hires as “graybeards” retire
26In-Service Aircraft Carriers Years of Service- ENTERPRISE will be 51 at her FY12 inactivation- NIMITZ-Class: 500 total carrier-years, serving from 1975 until 2059RCOHYears of Service Lifeas of today26
27SUPSHIP Health: Back to Basics CDRs Conference TaskSUPSHIP Health: Back to BasicsImplement Actions to make SUPSHIPs a more proactive organization in driving quality performance and execution at private shipyardsLead: SEA04/Vice Commander NAVSEA
28SUPSHIP Back to Basics FY10 Code 300 Quality– Implement results CY Q1-Q2Team Lead – Capt Elkin (SSGR)1Code 150 Project Oversight– Gap ID & Analysis CY Q1; Implement Q3Team Lead – Capt Soule (SSNN)2Code 400 Contracts – Gap ID, Analysis CY Q1-Q2; Implement CYQ3-Q4Team Lead – Capt Krestos (SSBA) and Capt Barnard (SEA02)3Code 200 Engineering – Gap ID, Analysis CYQ2-Q3; Implement CY Q4Team Lead – Capt Galinis (SSGC)4
29SUPSHIP Back to BasicsC300 Quality Improvement - Implement CY 2010 Q1-2Chain of Accountability:SEA04 QA Audits of SUPSHIPs (note: completed 2 SUPSHIPs and 2 Det to date)SUPSHIP Code 300 Audit of Shipbuilder QMSChanging waterfront behavior on a daily basisDevelop and implement a structured QA planning processStandardized CAR processDocumented QA standards/requirementsEnsure safe and reliable operationsClearly identify, communicate and follow up with the shipbuilders defects and corrective actionsShip Quality Metric reporting by Class, hull, CCP, sectorBetter engagement with Shipbuilder/PEO/SEA04/SEA00Audits and oversight of Shipbuilder’s Quality Management Systems (QMS)Major shift toward Process Evaluation (PE) vice Product Verification Inspection (PVI)C150 Project Management Improvement - Gap ID CY 2010 Q1Better Cost/Schedule Performance Analysis (EVM)Change ManagementEnhance Project Analysis & ReportingBetter engagement with Shipbuilder/PEO on Project Mgmt & Tech IssuesQuality Data Schedule AnalysisTracking and resolving Open IssuesReadiness for MilestonesReassert the role of the "Supervisor" of ShipbuildingGive the PMs the “Story behind the Story”
30SUPSHIP Back to BasicsC400 Contracts Improvement - Gap ID CY 2010 Q1-2Improve Selected Shipbuilding Contract Clauses, SEA02/PEO/SUPSHIPStreamlined way of doing business for Shipbuilder & SUPSHIPShipbuilder's Cost/Schedule Performance Analysis (EVM)C200 Engineering Improvement - Gap ID CY 2010 Q3Revitalize Waterfront Engineering OrganizationMore time on the shipsCollaboration with SUPSHIP Code 300 Quality teamFocus on quicker decisions (more local decisions, faster TWH decision cycle time)Refine Tech Authority workload during design & construction phaseClear definition of responsibilities for Code 200
32Summary ACO, NSA, Tech Authority, Quality Assurance Roles of SUPSHIPACO, NSA, Tech Authority, Quality AssuranceContract delineates requirementUnfunded Reqts – Contract ChangeOn Site Govt RepresentativesProgram Office, NAVSEA, Fleet, Govt VendorsSUPSHIP commands cannot easily grow/contract for workloadCrew Support - Ship’s Force is often caught in the middle of repair/construction problems. SUPSHIP has to be prepared to stand up for the things they need to be successful
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35Public vs. Private Shipyard – Execution Top Level Similarities / DifferencesMore Similar More DifferentWorkload Management/NSA AlignmentNRRO Interface Delivery (NewCon)Hazmat / Mixed Waste / Environmental TWDs/DR/DL/IRProject Management IT (SAP vs AIM)Industrial Procedures FundingECC SizeWPC LBODSUBSAFE New Ship ConstructionEVMS No production workIn-Service Project Execution No nuclear tech authorityIn-Service Work Certification ContractingOutsourcing to MSRs New work mgmtCVN Team One, LEAN, Co-Yard, One SY/Resource Sharing, Navy AcqusitionPrograms, BRAC, Enterprise Construct have all Driven Convergence inOperations, Practices, Similarities, and Workload Sharing
36SUPSHIP Customers and Stakeholders Major Customers: the direct recipients or beneficiaries of the services that SUPSHIP provides.The Fleet: Warfare Enterprises (SUB, SURF, and AIR)NAVSEA (Program Offices, Naval Shipyards)Private ShipyardsMajor Stakeholders: those who influence the budget, funding and resource allocations; fill a stewardship or regulatory role.NAVSEA HQ, ASN (RD&A), OPNAVPEO, OSD, Congress, EPA, OSHANRC, State & Local Governments
37Supervisors of Shipbuilding Role SUPSHIP Back to BasicsTasking #1Affirmation of theSupervisors of Shipbuilding Role
38Tasking #1: Affirmation of the Supervisors of Shipbuilding Role Establish clear lines of communication, accountability and authorityGoal: “One Navy Voice” to the Shipbuilder – Q2SUPSHIP, NAVSEA HQ and PEO teams to develop SUPSHIP common business processes – IT (Q1), Project Office (Q2), Contracts (Q3), Testing & Engineering (Q4) - FY10SEA04 Council (PEO, NAVSEA 02/05/07/08) to address SUPSHIP Community issues – Q2Establish SUPSHIP input to Ship Program Acquisition StrategiesNeed: Consistent Shipbuilding Contract Requirements – 04/02/SS - Q4Define: SUPSHIP (C200) Responsibility in design process – 04/05/SS - Q3Acquisition Strategy and Alignment – 04/PEO/SS - Q3Shipbuilding lessons learned process – SS/PEO - Q4Define Post-Delivery responsibilities – 04/PEO/05 – Q2
39Standardize SUPSHIP Organization and Functions SUPSHIP Back to BasicsTasking #2Standardize SUPSHIP Organization and Functions
40Tasking #2: Standardize SUPSHIP Functions and Organization Establish standard SUPSHIP organizationEstablish SUPSHIP Standard Codes & Org Chart – Q2Re-Establish independent SUPSHIP Bath QA Department – Q2Define SUPSHIP Products & Services by functional area – Q4Establish standard SUPSHIP metrics to assess and influence shipbuildersDefine common Quality (C300) metrics – Q1Define cost and schedule metrics, including EVMS – Q3Establish Common Business Processes by functional areaImplement SUPSHIP Quality Team (C300) Results - Q1Common IT (C800) functionality – Q1Common Comptroller (C700) functions – Q1Programmatic Oversight (C150) – Q3Engineering (C200) functionality – Q4Common Contract (C400) functionality – Q4
41Ensure SUPSHIP resources ($$ and People) are properly allocated SUPSHIP Back to BasicsTasking #3Ensure SUPSHIP resources ($$ and People) are properly allocated
42Tasking #3: Ensure SUPSHIP resources ($$ and People) are properly allocated Efficient alignment of SUPSHIP manning – 04Z/SS – Q4 AnnuallyEvaluate Manning vs Workload ChangesAlign $$ and CIVPERS requirements across SUPSHIPsExecution/Budget yearsAre we properly staffed?Is workload accounted for/has it shifted? Q4 AnnuallyCDRs Reserve Request? Annual review Q4Update SWFT manning model to determine required resources over FYDP – 04Z/SSOPNAV (N81) Full Accreditation of SWFT-PM - Q1 FY10POM/PR input to (N8F) resource sponsor – Q1 AnnuallyDetermine efficient & effective alignment of remote sitesSite analysis (Mobile, Marinette, San Diego, New Orleans) - Q1Establish Detachments (if necessary) – Q4 FY10NAVSEA In-Sourcing – SUPSHIP BOD – Q1 FY10
43Recruit, hire, train and retain the talent needed at the SUPSHIPs SUPSHIP Back to BasicsTasking #4Recruit, hire, train and retain the talent needed at the SUPSHIPs
44Tasking #4: Recruit, Hire, Train and Retain the talent needed at the SUPSHIPs Establish a THREE year plan) to meet CIVPERS manning requirement – Q4Based on SWFT output and updated annuallySurge Capability using contract vehiclesSUPSHIPs Team with local HRSC/HROParticipate on NAVSEA recruiting teams – SEA10/04/SSCollege recruiting for diversity and new employees – Q2 each SSMilitary TAP class recruiting for experienced employeesObtain & deploy lessons learned from SS Gulf Coast hiring success – Q1Train/MentorBroaden SUPSHIP Skill sets, increase diversity, retain required expertiseContinue to deliver SOM training- class schedule Q19 classes delivered in FY09 (~225 SUPSHIP 7 locations)12 classes scheduled in FY 10 (~300 SUPSHIP personnel targeted)Develop specific required training at SUPSHIPs – Q2Establish Rotation billets across SUPSHIPs/PEO/NAVSEA – Q1Continue development of SUPSHIP Training Continuum – Q1 thru Q4Retain/MentorMonitor retention information at each SUPSHIP - AnnuallyEstablish individual succession-readiness Plans – Q4Incentive tools for CIVPERS ($$, awards, promotion, NSPS) – Q2 SSDevelop/codify experience required for critical SUPSHIP positions – Q2 SS
45Revised Project Oversight Team Timeline Summary of Changes:Extended Roles Team activity completion into early Apr 2010Project Analysis and Reporting Team start shifted to Apr 2010 due to shift in completion of Roles TeamRecognized Implementation & Sustainment ActionsJune 2010 completion timeframe maintained