Presentation on theme: "DoD Depots of the Future: Maintaining Yesterday’s and Tomorrow’s Navy"— Presentation transcript:
1DoD Depots of the Future: Maintaining Yesterday’s and Tomorrow’s Navy October 2004NAVSEA VisionJim Brice, Assistant Deputy Commander for Industrial Operations, NAVSEA 04X
2Outline Resources--The Imperative Navy Shipbuilding and Repair Competes for ResourcesTransformationLeanOne ShipyardShipyard Transformation PlanLean TrainingThe Future
3Resource Constraint Forces Transformation The ImperativeResource Constraint Forces TransformationFleet Response PlanSEA Enterprise300 Ships300 Ships$ to Sustain$ to RecapitalizeCurrent Fleet ReadinessFuture Fleet ReadinessRightForceRightForceCapability& CapacityFacilities WorkforceMaintenance& Logistics PoliciesMore Operational TimeMore Force StructureRight ReadinessRight CostRight ReadinessRight CostTHE INDUSTRIAL BASEGoal is to effectively and efficiently manage the national industrial base to achieve future goals.
4Last Decade: Next Decade: New Ship Construction and Submarine AvailabilitiesShip New Construction Environmental ScanLast Decade: Next Decade:8 Starts or More?199020002010SSN 774SSGNLMSRCVN 76 MRDDG 51 Flt IIATAKEDD 21CVNXLHD 8LHARDDXCVN 21MPF FutureT-AOE(X)T-AGM ReplCG(X)LCU(X) ... ?MCS(X) ... ?CVN 77 MR17 Designs in ProgressSSN 23 MMPLPD 17CG CONVLCSSubmarine Depot Availabilities SSN/SSBN DMPs, EROs & EOHsWe Are Here!Number of Submarines Scheduled in ShipyardsSSNSSBNSSGNQuarter of Fiscal Year2468101214161820
5Continuing the Transformation Phase 5IMPLEMENT LEAN PRINCIPLES& Level Two CollaborationDeploy Human Capital StrategyAug ‘04CNO & COMNAVSEA Annual GuidanceMay ‘04Action PlansCompleteAlignmentAssessmentReassessmentSep ‘04Nov ‘03Phase 4Improving our alignmentImproving our productivityRefining our Human Capital StrategyPhase 3Jul ‘03100 day studycompleteIntegrated Planning ActivityBusiness Operations Post-CNISupply Support / LogisticsBusiness EfficienciesContractingEngineeringHuman Systems IntegrationFinancial ManagementPhase 2Mar ‘03100 day studycompleteWarfare Center Transformation PlanNaval Shipyard Transformation PlanWe are hereNAVSEA Commanders Conference July 2004Action for All: Begin to apply Lean Principlesand changes to all appropriate work processesPhase 1Jul ‘02100 day studycompleteHQ/PEO RealignmentTechnical Authority
6NAVAL SEA SYSTEMS COMMAND NAVSEA EnterpriseNUCLEARPROPULSIONSEA 08COMMANDERNAVAL SEA SYSTEMS COMMANDSEA 00VADM P. BALISLEADM F. BOWMANSHIPSINTEGRATEDWARFARE SYSTEMSVICE CDR/DEP CDR FLEETMAINT & MODEXEC DIR.SEA 00BP. BROWN (SES)SEA 09RADM A. LENGERICHCOMSPAWARSYSCOM(ADDU for C4I)LITTORAL& MINE WARFARETask Force LeanCOMNAVSUPSYSCOM(ADDU for LOG SPT)CHIEF INFORMATIONFLEET SUPPORTOFFICERCARRIERSMANAGEMENTSUBMARINESSEA 00IREVIEW BOARDTECHNICAL AUTHORITYCOMMAND STAFFBOARDPEO OrganizationsORDNANCE SAFETYSEA 00VWARFARE CENTERPOLICY BOARDCOMPTROLLERCONTRACTSHUMAN SYSTEMSINTEGRATIONLOG, MAINT,& IND OPSSHIP DESIGNINTEGRATION& ENGINEERINGWARFARESYSTEMSENGINEERINGSEA 06UNDERSEAWARFARESEA 07CORPORATEOPERATIONSSEA 10SEA 01SEA 02SEA 04SEA 03SEA 05NAVAL SHIPYARDSCOMMANDER,NAVALSURFACE WARFARECENTERCOMMANDER NAVAL UNDERSEAWARFARE CENTERNUWCSUPSHIPsSUBMEPPSEALOGCENAug 2004NOSSAEOD-TD
7Multi-ship/ Multi-year Indefinite Quantity (IDIQ) One ShipyardOne Naval Repair ShipyardMSRA / ABR ContractorsPartnershipsMulti-ship/ Multi-year(MS/MO)contractsOther ContractsGDEBNGNNMultiple-awardcontractsOne Naval ShipyardIndefinite Quantity (IDIQ)Indefinite DeliveryOne Nuclear ShipyardOne Naval Repair ShipyardResource and Infrastructure sharing across the boundaries of Public/Private will be instrumental in providing cost effective Ship construction, modernization and maintenance while maintaining core capability at the NSYs.
8Naval Shipyard Transformation Plan Sub Best Practices Sail, Tanks, MSW/ASW, Grooming IPPTP, VLS, Steering&Diving, Torp Tubes, Hull UROs, Engr & Project MgmtCarrier Team One ALRE Material, Process Masters, Execution Charging & Progressing, Co-yard, MCAP, etc.NSY Productivity Projects Quality initiatives, High Performance team building, personal accountability, Lean processes, CIMP, etc.Corp Programs CWP/ERM, MANTECH, CTMA, SHIPMAIN, NSRP, etc.Fleet Programs I&D Integration, Waterfront Realignment, SHIPMAIN, etc.LeanA Comprehensive Business Strategy for Successful Transformation
9Any Ship, Any Time, Any Where NSY Training on LeanAny Ship, Any Time, Any WhereOne Master Black Belt hired from FordFive experienced LSSC graduates certified as ASQ Six Sigma Black Belts82 Process Improvement Engineers trained via the Naval Shipyards’ Lean Six Sigma College (NNSY, PSNS, PHNS, SIMA-N)2515 people trained in Lean Basics1456 people participated in Lean events175 Lean eventsTraining our People on Lean Six SigmaLean Six Sigma College6-month Training PlanLean Six SigmaDeveloped & Taught with USNR and Certified Black BeltsIndependently Validated by IndustryIntegrates Lean, Six Sigma, Theory of Constraints, and Corporate Quality ToolsTailored to ship repair environmentMethodology taught in a 6 month course called Lean Six Sigma CollegeStudents who complete LSSC are qualified Process Improvement Engineers (equivalent to Black Belts by Industry Standards)Corporate Process forProcess ImprovementObserve “As Is” BaselineID Key Metrics & TargetsUnderstandDefineCommitCharacterizeImproveImplementCloseDefine the ProblemDefine the Case for ActionDefine Customer ValueDefine Expected BenefitDefine Expected CostsDefine the VisionDevelop Draft EconomicAnalysisPrioritizeCommit ResourcesUpdate PrioritiesPlan Next StepsPublicize & Recognize Results & Benefits*Knowledge SharingSustain & Maintain MetricTrain and DeployImplement ControlsMeasure Key MetricsCodifyAssess and AdjustReduce WasteConduct PilotsDevelop Implementation PlanDevelop Benefits Realization Schedule*Lean Six SigmaChronologyTraining may only be a presentation forself-study, with list of other learning resources“Glossary" or self-study, awareness only,with list of "lifelines"Emphasis LevelsTraining includes case study or equivalent;students may be ready to apply, or may needminor addl training/readingTraining includes a practical example orexercise; students leave ready to apply the tool19993 Six Sigma pilot projectsProgram ChangeContinuous SelfImprovement (CSI)ProcessRe-EngineeringHierarchy of Process ImprovementSummerSabbatical with Experts (naval reservists)to develop the Lean Six Sigma conceptand 6-step model2001Nov 2001Flight 1 of Lean Six Sigma Collegestarts at NNSYHired a Ford Six Sigma Black Belt.Further developed and deliveredLeanSigma CollegeLean Repair Exercise (LRE)The LRE is an interactive Lean Improvement exercise, developed by the Shipyards, based on the Motor Regional Repair Center, simulates variability typical of repair processes & uses LeanSigma to focus and drive improvementsDec 2001Lean Six Sigma ToolboxVision/Mission DevelopmentChange ManagementAssessment ModelsQPS, CLLBalanced ScorecardValue Stream AnalysisBrainstormingWin/WinPrioritization5 Why'sTheory of Constraints7 Quality Control Tools7 Management & Planning ToolsNominal Group Technique (NGT)Team Building & FacilitationProject PlanningInternal ConsultingCapacity Analysis, Takt ChartsProcess AnalysisFMEAIPO / ICOM DiagramsCausal Loop DiagrammingProcess Observation / GEMBABasic StatisticsData Analysis ToolsSPC, Gage R & RSampling TheoryRoot Cause AnalysisCTQs / CTPsHypothesis Testing5 S / Visual ControlsPoke-Yoke / Error ProofingProcess Simplification & DesignPull SystemsSupply Chain ManagementCritical Chain Project MgtMar 2002Flight 1 graduates andLeanSigma projects begin.MayFlights 2, 3, and 4 complete.June 2003Sept 2003PSNS, NNSY, and USNRagree to partner on LSCOct 20034 PIEs certified asSix Sigma Black Belts by ASQLean Repair Exercise developed to teachand demonstrate the use of LSS principlesin Repair EnvironmentDec 2003April 2004Master Black Belt Certified(former BB from Ford)May 2004Flight 5 starts at NNSY with 15 studentsfrom NNSY, NFPC, and SIMA-Norfolk
10The Way Ahead...We will continue toDeliver as promised on products and services to keep our Warfighters ready to winEnsure cost, scheduling, and process efficiency gains are factored to return value and needed investment moniesBottom Line: Our Industrial Base is fundamental to the Navy and the nation as it ensures that the Fleet is ready to deploy