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NAVSEA Vision Jim Brice, Assistant Deputy Commander for Industrial Operations, NAVSEA 04X DoD Depots of the Future: Maintaining Yesterday’s and Tomorrow’s.

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Presentation on theme: "NAVSEA Vision Jim Brice, Assistant Deputy Commander for Industrial Operations, NAVSEA 04X DoD Depots of the Future: Maintaining Yesterday’s and Tomorrow’s."— Presentation transcript:

1 NAVSEA Vision Jim Brice, Assistant Deputy Commander for Industrial Operations, NAVSEA 04X DoD Depots of the Future: Maintaining Yesterday’s and Tomorrow’s Navy October 2004

2 2 Outline  Resources--The Imperative  Navy Shipbuilding and Repair  Competes for Resources  Transformation  Lean  One Shipyard  Shipyard Transformation Plan  Lean Training  The Future

3 3 300 Ships Goal is to effectively and efficiently manage the national industrial base to achieve future goals. $ to Recapitalize$ to Sustain Fleet Response Plan SEA Enterprise Current Fleet ReadinessFuture Fleet Readiness THE INDUSTRIAL BASE Resource Constraint Forces Transformation Capability & Capacity Facilities Workforce Maintenance & Logistics Policies Right Readiness Right Cost Right Force More Force Structure Right Cost Right Readiness Right Force More Operational Time The Imperative

4 4 Ship New Construction Environmental Scan Last Decade: Next Decade: 8 Starts 12 or More? 199020002010 SSN 774 SSGN LMSR CVN 76 MR DDG 51 Flt IIA TAKE DD 21 CVNX LHD 8 LHAR DDX CVN 21MPF Future T-AOE(X) T-AGM Repl CG(X) LCU(X)... ? MCS(X)... ? CVN 77 MR 17 Designs in Progress SSN 23 MMP LPD 17 CG CONV LCS 2000 New Ship Construction and Submarine Availabilities 0 2 4 6 8 10 12 14 16 18 20 Submarine Depot Availabilities SSN/SSBN DMPs, EROs & EOHs We Are Here! Number of Submarines Scheduled in Shipyards 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 SSN SSBN SSGN Quarter of Fiscal Year

5 5 Continuing the Transformation Phase 1 Jul ‘02 100 day study complete HQ/PEO Realignment Technical Authority Phase 3 Jul ‘03 100 day study complete Integrated Planning Activity Business Operations Post-CNI Supply Support / Logistics Business Efficiencies Contracting Engineering Human Systems Integration Financial Management Phase 2 Mar ‘03 100 day study complete Warfare Center Transformation Plan Naval Shipyard Transformation Plan Phase 5 IMPLEMENT LEAN PRINCIPLES & Level Two Collaboration Deploy Human Capital Strategy Aug ‘04 May ‘04 Action Plans Complete Alignment Assessment Reassessment Sep ‘04Nov ‘03 Phase 4 Improving our alignment Improving our productivity Refining our Human Capital Strategy CNO & COMNAVSEA Annual Guidance We are here NAVSEA Commanders Conference July 2004 Action for All: Begin to apply Lean Principles and changes to all appropriate work processes

6 6 NAVSEA Enterprise COMMANDER NAVAL SEA SYSTEMS COMMAND SEA 00 EXEC DIR. SEA 00B P. BROWN (SES) VICE CDR/DEP CDR FLEET MAINT & MOD SEA 09 RADM A. LENGERICH COMNAVSUP SYSCOM (ADDU for LOG SPT) SHIPS CARRIERS SUBMARINES INTEGRATED WARFARE SYSTEMS PEO Organizations LITTORAL & MINE WARFARE CONTRACTS SEA 02 COMPTROLLER SHIP DESIGN INTEGRATION & ENGINEERING SEA 05 UNDERSEA WARFARE SEA 07 LOG, MAINT, & IND OPS SEA 04 WARFARE SYSTEMS ENGINEERING SEA 06 HUMAN SYSTEMS INTEGRATION SEA 03 COMSPAWAR SYSCOM (ADDU for C4I) ORDNANCE SAFETY SEA 00V CHIEF INFORMATION OFFICER SEA 00I FLEET SUPPORT MANAGEMENT REVIEW BOARD WARFARE CENTER POLICY BOARD TECHNICAL AUTHORITY BOARD CORPORATE OPERATIONS SEA 10 NAVAL SHIPYARDS SUPSHIPs VADM P. BALISLE SUBMEPP SEALOGCEN NUCLEAR PROPULSION SEA 08 ADM F. BOWMAN SEA 01 Aug 2004 COMMANDER, NAVAL SURFACE WARFARE CENTER COMMAND STAFF COMMANDER NAVAL UNDERSEA WARFARE CENTER NUWC NOSSAEOD-TD Task Force Lean EANL

7 7 One Naval Repair Shipyard MSRA / ABR Contractors Multi-ship/ Multi-year (MS/MO)contracts Multiple-award contracts Partnerships Indefinite Delivery Indefinite Quantity (IDIQ) Other Contracts One Naval Repair Shipyard GDEBNGNN One Nuclear Shipyard One Naval Shipyard Resource 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. One Shipyard

8 8 Naval Shipyard Transformation Plan Lean A Comprehensive Business Strategy for Successful Transformation Sub Best Practices Sail, Tanks, MSW/ASW, Grooming IPPTP, VLS, Steering&Diving, Torp Tubes, Hull UROs, Engr & Project Mgmt Carrier 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.

9 9  One Master Black Belt hired from Ford  Five experienced LSSC graduates certified as ASQ Six Sigma Black Belts  82 Process Improvement Engineers trained via the Naval Shipyards’ Lean Six Sigma College (NNSY, PSNS, PHNS, SIMA-N)  2515 people trained in Lean Basics  1456 people participated in Lean events  175 Lean events Training our People on Lean Six Sigma 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 improvements Lean Six Sigma Toolbox  Vision/Mission Development  Change Management  Assessment Models  QPS, CLL  Balanced Scorecard  Value Stream Analysis  Brainstorming  Win/Win  Prioritization  5 Why's  Theory of Constraints  7 Quality Control Tools  7 Management & Planning Tools  Nominal Group Technique (NGT)  Team Building & Facilitation  Project Planning  Internal Consulting  Capacity Analysis, Takt Charts  Process Analysis  FMEA  IPO / ICOM Diagrams  Causal Loop Diagramming  Process Observation / GEMBA  Basic Statistics  Data Analysis Tools  SPC, Gage R & R  Sampling Theory  Root Cause Analysis  CTQs / CTPs  Hypothesis Testing  5 S / Visual Controls  Poke-Yoke / Error Proofing  Process Simplification & Design  Pull Systems  Supply Chain Management  Critical Chain Project Mgt Developed & Taught with USNR and Certified Black Belts Developed & Taught with USNR and Certified Black Belts Independently Validated by Industry Integrates Lean, Six Sigma, Theory of Constraints, and Corporate Quality Tools Integrates Lean, Six Sigma, Theory of Constraints, and Corporate Quality Tools Tailored to ship repair environment Methodology taught in a 6 month course called Lean Six Sigma College Methodology taught in a 6 month course called Lean Six Sigma College Students who complete LSSC are qualified Process Improvement Engineers (equivalent to Black Belts by Industry Standards) Students who complete LSSC are qualified Process Improvement Engineers (equivalent to Black Belts by Industry Standards) Corporate Process for Process Improvement Observe “As Is” Baseline ID Key Metrics & Targets Understand Define Commit Characterize ImproveImplement Close Define the Problem Define the Case for Action Define Customer Value Define Expected Benefit Define Expected Costs Define the Vision Develop Draft Economic Analysis Prioritize Commit Resources Update Priorities Plan Next Steps Publicize & Recognize Results & Benefits* Knowledge Sharing Sustain & Maintain Metric Train and Deploy Implement Controls Measure Key Metrics Codify Assess and Adjust Reduce Waste Conduct Pilots Develop Implementation Plan Develop Benefits Realization Schedule* Program Change Continuous Self Improvement (CSI) Process Re- Engineering Hierarchy of Process Improvement Training may only be a presentation for self-study, with list of other learning resources “Glossary" or self-study, awareness only, with list of "lifelines" Emphasis Levels Training includes case study or equivalent; students may be ready to apply, or may need minor addl training/reading Training includes a practical example or exercise; students leave ready to apply the tool Lean Six Sigma College 6-month Training Plan 1999 3 Six Sigma pilot projects Summer 2001 Sabbatical with Experts (naval reservists) to develop the Lean Six Sigma concept and 6-step model Nov 2001 Flight 1 of Lean Six Sigma College starts at NNSY Dec 2001 Hired a Ford Six Sigma Black Belt. Further developed and delivered LeanSigma College Mar 2002Flight 1 graduates and LeanSigma projects begin. Flights 2, 3, and 4 complete. Sept 2003 PSNS, NNSY, and USNR agree to partner on LSC Oct 2003 4 PIEs certified as Six Sigma Black Belts by ASQ Dec 2003 Lean Repair Exercise developed to teach and demonstrate the use of LSS principles in Repair Environment May 2004 Flight 5 starts at NNSY with 15 students from NNSY, NFPC, and SIMA-Norfolk May 2002 - June 2003 April 2004 Master Black Belt Certified (former BB from Ford)

10 10 The Way Ahead... Bottom Line: Our Industrial Base is fundamental to the Navy and the nation as it ensures that the Fleet is ready to deploy We will continue to Deliver as promised on products and services to keep our Warfighters ready to win Ensure cost, scheduling, and process efficiency gains are factored to return value and needed investment monies

11 11 Questions?


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