dale l. moore navair airspeed deputy corporate deployment champion july 2007 achieve the mission...

Dale L. MooreNAVAIR AIRSpeed

Deputy Corporate Deployment ChampionJuly 2007

Achieve the Achieve the MissionMission

Decrease Inventory

Decrease Cycle Time

Improve Reliability

Decrease Operating Expenses

Naval Aviation Enterprise AIRSpeed:

Transforming the End-to-End Value Stream

presented to

JTEG/CTMA CPI Improvement Workshop

For Official Use Only – Do Not Post

04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 2 For Official Use Only – Do Not Post

TQL/TQMISO 9000

1990

1999

2000

2001

2003

2002

2004

ASN RD&A Directs Use of LSS

Cultural Institutionalization

DEPOTS and SHIPYARDS COMMENCE

LEANNAVAL AVIATION

ENTERPRISE

LEAN Events on Three AIRCRAFT CARRIERS

NAVSEA Task Force Lean

Striving for: “LSS - Business as Usual”

NAVAIR HQ AIRSPEED

DoD Senior Leadership Directs Use of LSS

Navy and USMC Industrial Base Shows Output From LSS

2005

Transactional Projects Yield

Output

2006

DoN Lean Six Sigma (LSS) Journey


5

10

15

20

98 00 02 04 06 08 10 12 14

AV

ER

AG

E A

GE

FISCAL YEAR

The Dilemma

…And We Can’t Afford To Buy The Number Of New Aircraft We

Need

The Problem: We Need To Buy An Average Of 200 New Aircraft Each Year To Maintain

Our Average Aircraft Age.

FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11PB98 71 125 144 150 164

PB99 71 119 143 154 164

PB00 105 140 163 183 187 201

PB01 128 130 173 177 187

PB02 88 92 115 119 143 155

PB03 90 85 105 147 193

PB04 100 100 133 191 254 302

PB05 111 134 183 238 283

PB06 128 170 195 242 248 242

20-year-old Aircraft Are Costly To Maintain… Maintenance Man-hours Per Flight Hour

Increasing…


Key Organizational Concepts

Three Major Concepts Converging:

• Naval Aviation Enterprise (NAE) Construct

• Competency Aligned/Integrated Product Team Concept of Operations

• NAE AIRSpeed Deployment of Lean Six Sigma and Theory of Constraints Continuous Process Improvement (CPI)


NAE BOD LOGOS


Enterprise Principles

• Start With the Outcome (Readiness / Cost), Improve Your Processes (AIRSpeed), Implement Residual Organization

• Utilize A Set Of Consistent, Integrated, And Hierarchical Metrics

• Ensure Full And Consistent Transparency Of Data And Information Throughout

• Establish And Maintain Process Discipline Throughout

• Establish And Maintain Accountability For Actions And Results Throughout

• Apply An Integrated Governance Structure

A Deliberate, Disciplined Process To Achieve Aviation Units Ready For Tasking At Reduced Cost . . . Today And In The Future


Total Force CFTRDML Quinn

NAVAL AVIATION ENTERPRISE (NAE)

Leadership and Governance

Readiness,Standards & Policy

CNAL

Maint & SupplyChain Mgt

AIR 6.0NAVICP

Carrier Readiness

CVN CO

Current Readiness CFTRADM Starling

CFOSES Newton

Executive Team (PEO’s)Activity Team (D-PEO’s)

Near Term TeamCurrent FY+1 Execution

Future TeamFYDP & Beyond

Future Capability CFTRADM Clingan

Board of Directors (BOD)

*VADM Kilcline, CNAF, CEO *VADM Venlet, NAVAIR LTGEN Castellaw, USMC AVN*RADM Starling, CNAL *RADM Moffit, N43 *RADM Clingan, N88 RADM Bozin, N82 Ms Harrell, CFFC N4/7 RADM Stone, NAVSUP RADM Emerson, NSAWC * RDML Quinn, CNATRA & TFR * SES Newton, CFO RADM Architzel, PEO Carriers TBD, DASN-LOG SES Balderson, DASN-AIR VADM Moran, NETC VADM Harvey, CNP VADM Sullivan, NAVSEAVADM McArthur, NETWARCOM VADM Conway, CNI RADM Bachman, SPAWAR

Board of Directors (BOD)

*VADM Kilcline, CNAF, CEO *VADM Venlet, NAVAIR LTGEN Castellaw, USMC AVN*RADM Starling, CNAL *RADM Moffit, N43 *RADM Clingan, N88 RADM Bozin, N82 Ms Harrell, CFFC N4/7 RADM Stone, NAVSUP RADM Emerson, NSAWC * RDML Quinn, CNATRA & TFR * SES Newton, CFO RADM Architzel, PEO Carriers TBD, DASN-LOG SES Balderson, DASN-AIR VADM Moran, NETC VADM Harvey, CNP VADM Sullivan, NAVSEAVADM McArthur, NETWARCOM VADM Conway, CNI RADM Bachman, SPAWAR

* NAE BOD EXCOM (5 members)


NAVICPNAVAL INVENTORY

CONTROL POINT

COMSPAWAR SPACE & NAVAL WARFARE

SYSTEMS COMMANDCNO

CHIEF OF NAVAL OPERATIONS

PEO (A)AIR ASW, ASSAULT &

SPECIAL MISSIONPROGRAMS

PEO (W)STRIKE WEAPONS &

UNMANNED AVIATION

PEO (JSF)JOINT STRIKE

FIGHTER

PROGRAMEXECUTIVE OFFICES

OPERATINGAGREEMENT

ASN (RD&A)ASSISTANT SECRETARY OF THE NAVY

(RESEARCH, DEVELOPMENT, AND ACQUISITION)

NAVAL RESERVEAIR-09R

DEP ASST CDR / DIRECTOR

NAVAL RESERVEAIR-09R

DEP ASST CDR / DIRECTOR

ORGANIZATIONAL STRUCTURE

COMNAVSUPNAVAL SUPPLY

SYSTEMS COMMAND

ECHELON IVECHELON IV

ECHELON IIIECHELON III

ECHELON IIECHELON II

PEO (T)TACTICAL AIRCRAFT

PROGRAMS

STAFFCOMPTROLLER AIR-10.0

LEGAL AIR-11.0SAFETY DIRECTOR AIR-09F

IG AIR-00GJAG AIR-00J

CMC AIR-00WCIO AIR-7.0

CTO AIR-4.0XSMALL BUSINESS AIR-09D

STAFFCOMPTROLLER AIR-10.0

LEGAL AIR-11.0SAFETY DIRECTOR AIR-09F

IG AIR-00GJAG AIR-00J

CMC AIR-00WCIO AIR-7.0

CTO AIR-4.0XSMALL BUSINESS AIR-09D

AIR-7.0CORPORATEOPERATIONS

ASST. COMMANDER

AIR-7.0CORPORATEOPERATIONS

ASST. COMMANDER

AIR-2.0CONTRACTS

ASST. COMMANDER

AIR-2.0CONTRACTS

ASST. COMMANDER

AIR-1.0PROGRAM

MANAGEMENT

ACQUISITION EXEC

AIR-1.0PROGRAM

MANAGEMENT

ACQUISITION EXEC

ADDU

NAVAL AIR WARFARE CENTERS

NAVAIR HEADQUARTERS

SLIDE PARTIALLY UPDATED 13 JUN 06

NAVAL AIR DEPOTS & LOGISTICS SUPPORT ACTIVITIES

NAVAL AIRDEPOT

(NAVAIRDEPOT)NORTH ISLAND

COMMANDING OFFICER

NAVAL AIRDEPOT

(NAVAIRDEPOT)NORTH ISLAND

COMMANDING OFFICER

NAVAL AIR PACIFICREPAIR ACTIVITY

(NAVAIRPRA)ATSUGI, JAPAN

COMMANDING OFFICER

NAVAL AIR PACIFICREPAIR ACTIVITY

(NAVAIRPRA)ATSUGI, JAPAN

COMMANDING OFFICER

NAVAL AIR MEDITERRANEAN REPAIR ACTIVITY

(NAVAIRMRA)NAPLES, ITALY

COMMANDING OFFICER

NAVAL AIR MEDITERRANEAN REPAIR ACTIVITY

(NAVAIRMRA)NAPLES, ITALY

COMMANDING OFFICER

NAVAL AIRDEPOT

(NAVAIRDEPOT)JACKSONVILLE

COMMANDING OFFICER

NAVAL AIRDEPOT

(NAVAIRDEPOT)JACKSONVILLE

COMMANDING OFFICER

NAVAL AIRDEPOT

(NAVAIRDEPOT)CHERRY POINT

COMMANDING OFFICER

NAVAL AIRDEPOT

(NAVAIRDEPOT)CHERRY POINT

COMMANDING OFFICER

NAVAL AIRTECHNICALDATA & ENG

SERVICE COMMAND(NATEC)

NORTH ISLANDCOMMANDING OFFICER

NAVAL AIRTECHNICALDATA & ENG

SERVICE COMMAND(NATEC)

NORTH ISLANDCOMMANDING OFFICER

NAVAL TEST WINGPACIFIC

PT MUGUCOMMANDER

NAVAL TEST WINGPACIFIC

PT MUGUCOMMANDER

WEAPONSDIVISION

(NAWCWD)

CHINA LAKECOMMANDER

WEAPONSDIVISION

(NAWCWD)

CHINA LAKECOMMANDER

TRAINING SYSTEMS

ORLANDOCOMMANDING OFFICER

TRAINING SYSTEMS

ORLANDOCOMMANDING OFFICER

AIRCRAFTDIVISION

(NAWCAD)

PATUXENT RIVERCOMMANDER

AIRCRAFTDIVISION

(NAWCAD)


NAVAL TEST WINGATLANTIC


NAVAL TEST WINGATLANTIC


AIR-5.0TEST &

EVALUATION

ASST. COMMANDER

AIR-5.0TEST &

EVALUATION

ASST. COMMANDER

AIR-4.0RESEARCH & ENGINEERING

ASST. COMMANDER

AIR-4.0RESEARCH & ENGINEERING

ASST. COMMANDER

AIR-6.0LOGISTICS &INDUSTRIALOPERATIONS

ASST. COMMANDER

AVIATION DEPOT COMMANDER

AIR-6.0LOGISTICS &INDUSTRIALOPERATIONS

ASST. COMMANDER

AVIATION DEPOT COMMANDER

NAVAL AVIATION ENTERPRISE

TOTAL FORCE READINESS

NAVAL AVIATION ENTERPRISE

TOTAL FORCE READINESS

DEPUTY COMMANDERAIR-00A

VICE COMMANDERAIR-09

NAVAL AIR SYSTEMS COMMAND HEADQUARTERSPATUXENT RIVER

COMMANDERAIR-00

** DUAL HATTED

**

** **

**


SAILORS AND MARINES ARMED WITH CONFIDENCE

BECAUSE

WE DEVELOP, DELIVER, AND SUSTAIN

AIRCRAFT, WEAPONS, AND SYSTEMS, ON TIME, ON COST

WITH PROVEN CAPABILITY AND RELIABILITY

TO SUCCEED IN EVERY MISSION AND RETURN SAFELY HOME

NAVAL AVIATION SERVES AMERICA IN THE DEFENSE OF FREEDOM. THIS DUTY PLACES SAILORS AND MARINES IN HARM’S WAY, WHERE THEY MUST EXPECT THE UNEXPECTED…

OUR VISION . . .

• VISION ELEMENTS

– FOR WHOM WE DO IT…THE SAILOR AND MARINE

– WHY WE DO IT… THEIR MISSION SUCCESS AND SAFE RETURN

– WHAT WE ASPIRE TO … ON TIME, ON COST, CAPABLE AND RELIABLE

• ENDURING MISSION ELEMENTS

– WHO WE ARE … NAVAIR AND THE AVIATION PEOs

– WHAT WE DO … DEVELOP, DELIVER, AND SUSTAIN AIRCRAFT, WEAPONS AND SYSTEMS


INTEGRATED CONCEPT OF OPERATIONSFOR LIFE CYCLE SYSTEMS MANAGEMENT

• COMPETENCIES SPANALL SITES

• LINKED BY COMMONORGANIZATION &PROCESSES

• CAPABILITY / ASSET VISIBILITY

• MULTI-DISCIPLINED• FLEET / PRODUCT

FOCUSED• FULL LIFE CYCLE

SYSTEM SUPPORT

COMPETENCY ALIGNED

ORGANIZATION (FORMAL STRUCTURE)

CHERRY POINT NAVAIRDEPOT

JACKSONVILLE NAVAIRDEPOT

ORLANDO TRAINING

NORTH ISLANDNAVAIRDEPOT, NATEC

CHINA LAKE WEAPONS

PT MUGUWEAPONS

LAKEHURST AIRCRAFT

PATUXENT RIVERNAVAIR HQ, PEOs, AIRCRAFT

NAVAIRPRA - ATSUGI, JAPAN

NAVAIRMRA - NAPLES, ITALY

DEPOTS

FL

EE

T

PEO(T)PEO(A)PEO(W)PEO(JSF)

PROGRAMEXECUTIVEOFFICERS

EXTERNALCUSTOMERS

NAWC• AIRCRAFT DIVISION• WEAPONS DIVISION

PR

OD

UC

TS

& S

ER

VIC

ES

INTEGRATED PROGRAM TEAMS

(TEAM STRUCTURE TO PERFORM WORK)

SUPPLY

COMPETENCY ALIGNED WORKFORCE PROGRAM

MGMT

CORP OPS / COMPT / COUNSEL

CONTRACTS LOGISTICS & INDUSTRIAL

ANALYSISRESEARCH &ENGINEERING

ENTERPRISE EFFORTS

INTEGRATED PROGRAM TEAMS

TEST &EVALUATION

CUSTOMER / PRODUCT FOCUSEDDEPLOYMENT


Naval Aviation Enterprise AIRSpeed

Enterprise AIRSpeed(Lean, Six Sigma, TOC)

• Fleet-Wide Repair Sites & Processes

• Led by O-6 ESC

• O-I-D + Supply Chain

• Links to NAVRIIP

• AIR-3.3 Coord Office

Depot AIRSpeed(Lean, Six Sigma, TOC)

• Depot production processes

• Led by COs/AIR-6.0

• Rollout to 3 sites

NAVAIR AIRSpeed(Lean, Six Sigma, TOC)

• Corporate/Competency Processes and Other Productivity Initiatives

• Led by AAG/EDB Guidance

• Enabled by Core Team

• Links with Enterprise & Depot AIRSpeed

• There are FOUR AIRSPEED programs with One Goal and One Metric:

– Depot AIRSPEED which began in 1999

– Enterprise AIRSPEED which began in 2003

– NAVAIR AIRSPEED which began in 2004

– NAVICP AIRSPEED which began in 2005

• All four drive productivity through process improvement using

industry-proven tools, and help establish a self-sustaining culture

of continuous improvement.

NAVICP AIRSpeed(Lean, Six Sigma, TOC)

• Corporate/Competency Processes and Other Productivity Initiatives

• Led by NAVSUP Guidance

• Enabled by Deployment Team

• Links with Enterprise & Depot AIRSpeed


NAE AIRSpeed Organizational Structure (Phase 1)NAE BOD

NAE AIRSpeed Champion (RDML)Executive Director (SES)

[Locally assigned and strategically aligned] Deployment Champions/AIRSpeed Officers

[Strategically assigned and locally aligned] Master Black Belt Pool

NAVAIR A/S Core Team

•Project Manager•Deputy Command Deployment Champion•Training & HR•Financial Manager•Realization•OPS & Admin •CIO/IT/DMS•Enterprise Requirements•Comms & Change Mgmt•Reserve

NAE A/S Governance Board

Fleet AIRSpeed (Enterprise & Depot)

[Locally assigned and strategically aligned] Black Belt Pool

ICP AIRSpeed Core Team


PE

O/C

ompe

tenc

y

NAE AIRSpeed Strategic

Sub-Teams•Governance•Financial Realization / Budget•Metrics•Training•CSS•IT Tools

Team ApproachDesigned to BalanceNational and Local

AIRSpeed Requirements

[Locally assigned and strategically aligned] Reserve Belt Pool

FRCFRCs

FRC sites

N42/N41 IMAs (OC)O-Levels

Afloat

HQMCMALS

O-Levels

MALSPII

Enterprise A/SCore Team


USNReserveCompnt

(RC)IMAs


Corporate Deployment ChampionsRDML Mark Skinner CDC

Stu Young (SES) Executive DirectorCapt. Bob Novak PM/Dale Moore (GS-15) Dep. CDC

Capt. Mike StabileCore Team

Allen Heim JJ Perryman

Dick Logue Monique Johnson

Elleen Kane Susanne Johnson

Mary Hall Goldie Spendolini

Project RealizationJJ Perryman

Training Coordination &

SupportAllen Heim

Candidate Selection & RetentionAllen Heim

Financial ControlMonique Johnson

Deployment Champions•AIR 1.0: Ken Mcilhenney•AIR 2.0: Adrienne Somerville•AIR 3.0/6.0: Denise Gontarek•AIR 4.0 Denise Breckon•AIR 5.0 Bill Summers•AIR 7.0/11.0: Chuck Cathcart•AIR 10.0/7.8: Greg Kizeik•CIO: Carol Ecklund•PEO(A): Diana Sovine•PEO(T): Randy Allen•PEO(W): Donna Wilcox •JSF: TBD

•Value Stream Managers•Business Ops Chris Cummings

Project Sponsors, Black Belts

& Green Belts

MBB SupportGeorge Group

Consultants

Project Mgmt and LSS Deployment

TrackingJJ Perryman

Communications & Change Mgmt

Elleen Kane

NAVAIR AIRSpeed Deployment Team

Master Black Belts23 Today

+12 in Planning


NAVAIR AIRSpeed Implementation Process 2004 2005

YEAR 1 SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG

BENCHMARKING & DEPLOYMENT DESIGN

EXECUTIVE ENGAGEMENT

SELECTION OF CHAMPIONS, BLACK BELTS AND SPONSORS

PROJECT IDENTIFICATION & SELECTION

MOBILIZATION

BLACK BELT LEAN SIX SIGMA WAVES

BENEFITS

WAVE 1

WAVE 3WAVE 4

WAVE 5

WAVE 6

INIT

IAT

ION

RE

SO

UR

CE

&

PR

OJ

EC

T

SE

LE

CT

ION

IMP

LE

ME

NT

AT

ION

&

EV

OL

UT

ION

• • • •

• • • •

• • • •

• • • •

$ $ $ $ $

• • • •

WAVE 2

ONGOING REVIEWS, INVOLVEMENT AND COMMUNICATION

ONGOING PROJECT PORTFOLIO MANAGEMENT BY CHAMPIONS / MASTER BLACK BELTS

LEADERSHIP REVIEWS OF BLACK BELT PROJECTS AND PROCESSES

PROJECT SPONSORSHIP WORKSHOPS

DEPLOYMENT WORKSHOPS &

LEADERSHIP COORDINATION

EXECUTIVE LAUNCH

REFERENCE: LEAN SIX SIGMA, BY MICHAEL L. GEORGE

PERSONNEL IDENTIFICATION & ROLE-SPECIFIC TRAINING

BB PROJECT ID, PROJECT CHARTERING & SPONSORING

• • • •


NAVAIR AIRSpeed Roles

(Updated for FY07)

All Employees• Understand vision• Apply concepts to

their job and work area

• Owns vision, direction, integration, business results

• Leads change

• Project owner• Implements solutions• Owns financial results• Part time as part of job• Develops Project

Charter

• Participate on Black Belt teams and/or lead projects

• Part time on projects

• Provide project-• specific support• Can be Yellow or

Green Belt and includes Financial Representation

• Part time on projects

• Lead organizational performance improvement

• Prioritize projects• Full time

assignment

DeploymentDeploymentChampionsChampions

ProjectProjectSponsorsSponsors

Project TeamProject TeamMembersMembers

ExecutiveExecutiveLeadershipLeadership

Green BeltsGreen Belts• Train Black Belts/Green Belts• Coach Black Belts/Green

Belts• Lead Complex/Large projects • Full-time position

MasterMasterBlack BeltsBlack Belts

• Execute AIRSpeed projects • Train and coach Project

Teams• Full-time assignment

Black BeltsBlack Belts

AIRSpeed AIRSpeed Core TeamCore Team

•Enables successful deployment / execution•Develops and reports metrics•Coordinates training •Leads change management and internal / external cross-communication

• Manage Value Stream performance improvement

• Prioritize VS projects• Full time assignment

Value StreamValue StreamManagersManagers

New Role Evolving

Financial Financial RepresentativesRepresentatives• Independent Agent

• Validates Financial Benefits

of LSS projects


BB to BB Certification to MBB Selection Process Flow

~250BBs

Kaizen LT

DFLSS(Q3 CY07)

PISW LT

PS TTT(Q2 CY07)

YB TTT

Post CertificationElective Tracks

ASQ Prep & Exam

NAVAIR AIRSpeed

CertificationReview Board

BBCertification

Package PresentationGoal: 1 Year

MBBCompetitive

SelectionProcess

MBBCompetitive

Selection ProcessSlating Board

~1% BB Pool

BB Projects X2 Minimum Complete

1 Successfully Led Kaizen Rq’dMentor 2 GBs

Proficiency Testing(Encouraged/ not mandatory)

BB Certification

Path

Required for BB Certification

Level 1/DC Skills Portfolio DeterminationDesired for: 1) Additional BB Capability

2) MBB Competition/Expertise

LEGEND

CAP TTT(Q2 CY07)

ADV PROCESS MAPPING/SIM

Kaizen Leadership Training Optional/Desired

Black Belt Certification

BB Projects + Elective

Deployment

(Q1 CY06)


• NAVAIR AirSpeed Team Self-Sufficiency Progress / Data

– Current Workforce Status

• BBs – - 183 Trained / 42 In Training- 135 Active Full-Time Continuous Process Improvement Professionals

• 119 BBs (and 16 MBBs)

- 48 BBs Inactive / Not 100% full Time -- Of Which: • 13 BBs Either DCs or Core Team Members

• 6 Promotions / 12 New Jobs With More Responsibility / 5 Lateral New Assignments / 2 Left The Program / 5 Retired/Reassigned / 3 Extended Absence / 2 Repatriated To Same Job

- 22 BBs Certified – 6 More Will Be Certified In the Near Future- 35 YB Certified Trainers- 36 Certified Kaizen Enrichment Trainers- 108 BB Projects Underway- Anticipate Employment of 7-8 BBs Per HICV Focus Area

NAVAIR AIRSpeed Data


Master Black Belt (MBB) Status

• MBBs considered an essential component to achieving NAE Merge self-sustainment

• MBBs provide technical skills to AIRSpeed Deployment Champions/AIRSpeed Officers who manage portfolios of projects in support of Executives & Site Leaders to help achieve their Goals and Accountabilities

• Anticipated MBB Roles/Responsibilities– NAE Deployment Champions as Required (ex. CFTs, SCM, TFR, Special Projects)

– Training & Executive Champion/Project Sponsor/BB/GB Coaching

– X-Organizational Project Portfolio Technical Leadership

– Curriculum Development & X-Enterprise Integration i.e. “Best-of-the-Best” Continuous Improvement

• Baselined Requirements for NAE MBBs– NAVAIR AIRSpeed: 25 to 35 MBBs planned

• 23 MBBs selected, trained & deployed

– Enterprise/Depot/FRC AIRSpeed: Initial Estimate = 28 Total


NAVAIR AIRSpeed Data

• NAVAIR AIRSpeed Team Self-Sufficiency Progress / Data (cont)

– NAVAIR Airspeed Initial Self-Sufficiency Goal -- SEP 07

– Current Workforce Status• MBBs – 23 Graduated

- 1st BB Wave 100% Taught By NAVAIR MBBs (Self-Sufficiency Complete)- 1st GB Wave 100% Taught By NAVAIR MBBs (Self-Sufficiency Complete) - All YB Training 100% Taught By NAVAIR MBB/BB (Self-Sufficiency Complete) - Initiated Transition For BB/GB Coaching To NAVAIR MBBs (In-Process)

• MBB Employment- High Impact Core Value Stream Effort Across PEOs / AIR-1.0- Supporting HICVS Tools Integration/Improvement (ADMS, iGrafx, Crystal Ball, Minitab)

- NAVAIR Airspeed Deployment -- Alignment Assessment Analysis- Facilitating NAWC-AD Strategic Off-site- DoN-wide LSS CPI Source Selection- Training At DoN LSS CPI Symposium (May ‘07)

- BAIT Project supporting OPNAV N88

- Co-Developed Navy-Wide LSS CPI BB Certification Test w/ASQ

- Developed DoN Standard In-House GB Training Curriculum


1. Tollgate confirms required PISW resources are engaged and that deliverables are completed for Step 1 … Step 1 may be repeated as/if needed

2. Tollgate prior to PISW ensures that all data is present for successful PISW

3. 3-phased approach to applying 5-Step model ensures that data and resources are maximized in developing higher value project charters

1. Tollgate confirms required PISW resources are engaged and that deliverables are completed for Step 1 … Step 1 may be repeated as/if needed

2. Tollgate prior to PISW ensures that all data is present for successful PISW

3. 3-phased approach to applying 5-Step model ensures that data and resources are maximized in developing higher value project charters

More Rigorous Step 1 Workshop Will Yield Higher Quality,

Richer Data To Fuel Steps 2-4 PISW … Enabling Stronger, More Complete Project Charters

Improved Project Selection Approach

II IIII IIIIII

Step 1 WorkshopStep 1 Workshop PISWPISW Charter DevelopmentCharter Development

Steps 1-2Steps 1-2

> Develop Value Stream Maps (VSM)

> Confirm PISW Scope

> Collect VOC

> Gather Financial and/or Budget Data

> Identify Issues

Steps 1-2Steps 1-2

> Develop Value Stream Maps (VSM)

> Confirm PISW Scope

> Collect VOC

> Gather Financial and/or Budget Data

> Identify Issues

Steps 2-4Steps 2-4

> Better Quality Input PISW Yields Higher Quality Project Charters

Steps 2-4Steps 2-4

> Better Quality Input PISW Yields Higher Quality Project Charters

Step 5Step 5

> DC Prioritizes and Distributes Charters to Sponsors and Project Teams for Final Refinements

Step 5Step 5

> DC Prioritizes and Distributes Charters to Sponsors and Project Teams for Final Refinements

3-4 Weeks3-4 Weeks 1-2 Weeks1-2 Weeks AIRSpeed Projects

AIRSpeed Projects

TollgateTollgateTollgateTollgate

NewNew

04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 21 For Official Use Only – Do Not Post v6

AIRSpeed Benefits Validation The Key To Enabling ROI At The NAE Level

(Prototype for NAE AIRSpeed Merge – Toolset Modified For Each Activity)

BB/GB Complete Financial Benefit Workbook (FBW)

Site Financial Rep (SFR) Reviews

And Validates/DocumentsReview

BB/GB Pass ControlTollgate w/Project

Sponsor and ProjectSponsor Advises Customer

of Savings

Site Financial Rep Forwards Documentation

to Site LeadAnd Core Team

Financial Control Rep

Financial Control RepTracks Savings

Over and Above WedgeYES

Financial Control Rep Advise Comptroller

NO

Financial Control Rep Continue to Track

And Report

Intelligent Target BLI

YESNO

NAE AIRSpeedReports

AIRSpeed Benefits For Realignment

Rigorous “QA” Process

• Validated Benefits:

• Tracked Thru FYDP

• Tracked Against “The Wedge”

• Prevents “Double-Booking”

• Enable “Defendable” NAE AIRSpeed BLI

• Enable CNAF-Driven Accountability

• Tracks AIRSpeed ROI


AIRSpeed Deployment Management System(PowerSteering)

Initial Project List (Future Phase)

Project Charter Problem Statement,

Goal Statement

Project Selected & Team assigned to

project

Project Status, Deliverables &

Dates

Project Documents

Dashboards & Reports

Financial & Non-Financial Metric

Tracking

Idea Tracking

Add Benefits & Effort


Data Visualization: Accelerating the Data to Information to Knowledge Value Stream


AIRSpeed Systems & Tools Evolution

ADMS

iGrafx

ERP

LSS Curriculum

Crystal Ball

Minitab

DiscreteLSS Systems

ADMS

iGrafx

ERP

LSS Curriculum

Crystal Ball

Minitab

Interfaced LSS Systems

(in work)

ADMS

iGrafx

ERP

LSS Curriculum

Crystal Ball

Minitab

Integrated LSS Systems

(conceptualizing)

Foundation: High Impact Core Value Stream Mgmt & Process Owner Leadership


High Impact Core Value Stream (HICVS) Mapping & Analysis

“The LSS CPI Process to ID & Address the Strategic Gaps”

• HICVS Analysis Is A Top-Down Approach Tying Specific Activities Occurring Along a Value Stream for a Product or Product Family

• HICVS Mapping And Analysis Provides An End-to-End Value Stream View To Effectively Identify And Address Barriers And Constraints To Program Success

• Value Stream Analysis Provides A Common Framework For Decomposition And “Drill-Down” To Executable Projects

– Addresses Systemic Problems

– Attack Tactical Process Problems

• Results Map Back To Command Objectives


OPERATIONS &SUPPORT

PRODUCTION &DEPLOYMENT

SYSTEM DEVELOPMENT & DEMONSTRATION

CONCEPT & TECHNOLOGYDEVELOPMENT

Navy and Marine Corps Weapons Systems HICVS

WarfighterRequirements

ResearchDevelopment and

AcquisitionSustainability and

Disposal

NAVAIR / PEO HICVS

Current Readiness CFTFuture Capability CFT

FLEET

JCIDS/JROC

DARPA

ONR

SBIR

OTHERS

N81

N82

N85

N86

N87

N88

AIR

2.0

AIR

4.0

AIR

5.0

AIR

6.0

AIR

7.0

INDUSTRY

AIR

6.0

OPNAV $24 BILLIONFLEET $16

BILLION

CNAF/FRC

FLEET

15,000 ~ 17,000 MIL/GOVT/CSS~165,000 – 167,000

MIL/GOVT/CSS

25 MBBs / 140 BBs 48 MBBs / 363 BBs

Total Force Readiness CFT

NAE CFT / HICVS ALIGNMENT

AIR

1.0


High Impact Core Value Stream Development Process

OPERATIONS &SUPPORT


SYSTEM DEVELOPMENT& DEMONSTRATION


Generic High Impact Core Value Stream of Acquisition Process from Concept Decision to IOC

DAU ACQ Map + ALCS CFT Inputs

One Single Integrated “Complexity” HICVS map:•ID Variation

•Apply Available Data• ID Critical Nodes

+ PEO/DC SME Inputs + NAVAIR/GG MBB Skills


High Impact Core Value Stream Development Process

Comments Below

Step Title Ranking ScoreSchedule to IOCDeliver Required CapabilityCost Growth24 Acquisition Plan required to support Contract AM T T3 0.75

31 PPC AM AM4 1

35 Clinger-Cohen Act Documents Prepared (including IT Strategy) AM 1-9 1-9 2 0.5 1-9 1-9

41 Draft Clinger-Cohen Act Compliance (AIR-7.2) IT 1-9 1-9 2 0.5

44 Initial Acquisition Strategy Developed T, W, 1-9 T3, W3, 1-9 2 2 T, W, 1-9 T, W T, W, 1-9

45 PPC AM AM4 1 AM AM

48 Acquisition Program Baseline 1-2, 1-9 1-2 1 0.25 1-2, 1-9 1-2, 1-9 1-2, 1-9

49 C4 Info Support Plan AM, 1-9 AM4, 1-9 2 1.5 AM, 1-9 AM AM, 1-9

50 Program Protection Plan (PPP) AM AM3 0.75 AM AM AM

51 Clinger-Cohen Act 1-9 1-9 2 0.5 1-9 1-9

52 Information Assurance Strategy 1-2, 1-9 1-9 1 0.25 1-2, 1-9 1-9

Pre MS-B SRR T, W T4, W1 0.5

59 Program Protection Plan Update (PPP) AM AM3 0.75 AM AM

62 PPC AM AM4 1

67 Information Assurance Strategy Completed 1-9 1-9 2 0.5 1-9 AS

75 PPC AM AM4 1

Market Research T,W W3 0.75

88 Life Cycle Cost Estimate 1-2 1-2 5 1.25

90 Tech Readiness Assessment 1-2 1-2 4 1 1-2

92 Systems Engineering Plan Update AM, AS AM/AS-2 0.5 AM

93 Systems Engineering Plan Update AM, AS AM/AS2 0.5 AS AM, AS

94 Systems Requirements Review T, W T1, W1 0.5 W W W

99 Critical Design Review (CDR) 4.1 AS, W, 1-2, 1-9 AS5, W4, 1-2 4 3.25 1-2, 1-9 1-2 W

102a SPEC/SOW Updates T T4 1 T T T

107 ALSP Initial Product Support Strategy Developed W W4 1 W

110 Core Logistic Analysis 1-9 1-9 2 0.5 1.8 1.9 1.9

135 Competitive SubProcess AM 1-2 1-2 3 0.75

148 Dev T&E (Tes Report) Operational Assessment T, 1-2 T2, 1-2 5 1.75

149 TEMP Update 1-9 1-9 2 0.5 1-9

157 Initial Capabilities Document (ICD) Developed - N78 1-9 1-9 2 0.5 1-9 1-9 1-9

160 Key Performance Parameters Identified T T4 1

162 Capabilities Development Document (CDD) Initiated AM, W, 1-2, 1-9 AM1, W2, 1-2/1-9 2 1.25 AM, W, 1-2, 1-9 W, 12 AM, W, 1-9

163 Component Cost Assessment Completed (CAIG) AM, AS W AM/AS3, W4 1.5 AM AM, W

170 Non-Advocate Review (NAR) 1-9 1-9 2 0.5 1-9 1-9

171 Capabilities Development Document Approved AM AM1 0.25 AM AM

176 Capability Production Document Initiated AM AM1 0.25

180 Component Cost Assessment Completed (CAIG) AM, AS AM/AS3 1.5

183 Capability Production Document Approved AM AM1 0.25

186 C4ISP NETWARCOM & 7.2 1-9 1-9 2 0.5 1-9 1-9

190 Component Cost Assessment Completed (CAIG) AM,. AS AM/AS3 1.5

193 Independent Initial Operational Test & Evaluation Performed 1-2, 1-9 1-9 2 0.5 1-2, 1-9 1-9 1-2

Sh

ape

ID

ID START & END Point

for Progra

X if NOT

Conducted Critical Node

Significant Impact Only

Prioritized critical node list

Integrated HICVS map, including 224 identified nodes

The 41 prioritized critical nodes were narrowed to 8 focus areas based on PEO prioritization, grouping of related nodes, and degree of commonality between PEOs. PEO staff members then evaluated each for benefit, likelihood of success, interdependencies

During the individual program family HICVS mapping event, the PEO staffs identified & prioritized nodes that impacted their ability to deliver to the KPPs, on-time, and on budget

2/2/2007 11:53 AMnovak Fy07 draft AIRSpeed deployment planning. ppt 17

High Impact Core Value Stream (HICVS) Project Charter(Focus Area – Internal & External Requirements)

Problem: Externally generated additions and changes to

requirements (volatility) impacts programs’ ability to “lock down” internal requirements in a timely manner within acquisition process … resulting in budget and schedule pressures and risk balancing.

High-level requirements volatility results in disconnects within lower level internally “derived”requirements between what Navy wants and what contractors have bid

Problem Statement

Draft POA&M

Business Impact

Team Resources

Existing gaps in requirements definition have significant impacts on system’s final development costs, system’s ability to meet a given IOC date, and its ability to meet its milestone schedule.

Actions/Milestones Proposed date

Detail POA&M complete 26 Jan

Launch decision 12 Feb

Begin measurements baseline effort 19 Feb

N88 alignment complete 1 Mar

Analyze effort complete TBD

Individual Project Launches TBD

• Process Owners: RADM Clingan (N88)

• Project Sponsor (Flag/SES): RDML Skinner

• Team Lead: Glenn Perryman, PEO(A). Lead for Internal scope)Team Lead: Dale Moore, AIRSpeed DC, Lead for External scope

• AIRSpeed Support: Barry Barefoot, Hundley Elliotte (GG), Walt Mores (GG), Rob Sharples (GG), Greg Collins (GG), Bill Kelleher (TG), other NAVAIR BBs/GBs TBD

• Stakeholder SMEs: All PEOs, N88, AIR-1.0, 4.0, 5.0. 7.8, 7.10,

Description: External (N88 & JCIDS) and internal requirements volatility impact execution of programs in terms of schedule, performance, and cost


High Impact Core Value Stream (HICVS) Project Charter(Focus Area – Pre-MS B Acquisition Strategy and Planning)

Problem:The Acquisition Strategy & Planning process is neither

consistently nor effectively executed in a timely manner. Actual documentation tends to be an after the fact formality.

A significant objective of the process is improved understanding of market capability to provide products that meet program requirements. The current process lacks value-add depth and can be treated as a “check-in-the-box”, resulting in programs acquiring deficient capabilities or planning procurement of capabilities that are not available in the marketplace in the required timeframe.

Problem Statement

Draft POA&M

Business Impact

Team Resources

The strategy for obtaining a capability requirement has significant impacts on the system’s final development costs, the systems ability to meet a given IOC date, and the ability of the system to meet its milestone schedule.



Socialization complete 4 Feb

Launch Decision 12 Feb

Collect and translate VOC

Define key success measures

Characterize current state process

Baseline current performance

Project Sponsor/Process Owner Review

• Process Owner: Dennis Chapman AIR 1.1

• Project Sponsor (Flag/SES): Stephanie Easter

• Team Lead: Ken McIlhenny (AIR-1.0)

• AIRSpeed Support: Mike Meaney, Tim Collins (GG), Rusty Croom(GG), other BBs/GBs: TBD

• Other Stakeholder SMEs: All 3 PEOs, N88, AIR-1.0, 2.0, 4.0, 6.0, 7.8

Description: This area focuses on the process of standing up a sound acquisition program. Prior to MS B, the development of the Acquisition plan & strategy is accomplished over a span of time that eventually leads to a procurement strategy and program structure for acquiring a given set of requirements. The focus area is not about creating a DOD 5000 compliant AP or AS.


High Impact Core Value Stream (HICVS) Project Charter(Focus Area – Accurate Program Budgeting/Costs)

Problem: Early program budgets don't reflect true program costs

and are not fully understood until well after system becomes a program and then has difficulty in getting modified to reflect true program execution costs. Requirements creep causes increased costs not reflected in budget

Early budget estimates may be based on “best case scenarios”, poor requirements baselines or may not have used cost estimating best practices

Actual programs costs exceed programs and independent estimates

Problem Statement

Draft POA&M

Business Impact

Team Resources

Impacts: Existing gaps in requirements definition have significant impacts on system’s final development costs, system’s ability to meet a given IOC date, program’s ability to meet its milestone schedule and control cost growth. The difficulty to control program costs and keep within program cost estimates and budget





Begin deep dive analyses

Opportunity ID workshop

Charter projects / schedule PISWs

• Process Owner: Dave Burgess, PEOs

• Project Sponsor (Flag/SES): RDML Eastburg

• Team Lead: Audie Dennis, PEO(W) w/ Denise Breckon (AIR-4.0)

• AIRSpeed Support: Randy Stone, Greg Collins (GG), Mike Higgins (GG), Other NAVAIR BBs/GBs TBD.

• Other Stakeholders SMEs: All 3 PEOs, Chris Cummings (AIR-10.0), AIR-4.2, AIR-3.0, AIR-4.0, AIR-5.0

Description: Process of determining and budgeting to a reasonable cost estimate that is aligned with the budgeting and requirements processes that allows sufficient accuracy to manageable risk throughout the program develop and procurement process.


High Impact Core Value Stream (HICVS) Project Charter(Focus Area – Systems Requirements Review (SRR) & Critical Design Review (CDR) Execution)

Requirements not well understood prior to RFP release

Quality of the reviews

Short cuts made due to optimism

Level of insight at contractor & subcontractor

The depth and standardization of the reviews to cover the required material to the correct depth for program insight and Government oversight.

Reviews may be schedule-driven vs event driven

Problem Statement

Draft POA&M

Business Impact

Team Resources

Systems Engineering Technical Reviews have significant impacts on the system’s final development costs, the systems ability to meet a given IOC date, and the ability of the system to meet its milestone schedule.





Collect and translate VOC

Define key success measures

Characterize current state process

Baseline current performance

Project Sponsor/Process Owner Review

• Process Owners: Capt. Carlson, John Fischer, Dave Cohen, Terry Clark 4.1

• Project Sponsor (Flag/SES): Jesse McCurdy, 4.0

• Team Lead: Randy Allen, PEO(T) with Denise Breckon (AIR-4.0)

• AIRSpeed Support: Dave Parker, Greg Collins (GG), Michael Higgins (GG), other NAVAIR BBs/GBs: TBD

• Stakeholder SMEs: AIR-1.0, AIR-2.0, AIR-3.0, AIR-5.0, Contractors, All 3 PEOs

Description: This focus area covers the Systems Engineering Technical Review processes, with particular emphasis on the SRR and the CDR. The DoD 5000 requires all CDRs to be complete prior to the DRR. Both reviews tend to have a significant program management review function as well. Formal descriptions of SETR, SRR & CDR are provided by the Defense Acquisition Deskbook Systems Engineering Guide.

Focus area evaluation

Top four focus areas 4-Quad developed


Analysis Revealed 4 Key Focus Areas


• Some Variation of Top Level HICVS (Limited Sample)

• Variation below Top Level Processes Potentially High (PMAs/IPTs)

• Greater Need for Standardization & Re-use

• Lack of Awareness/Availability of Best Practices, Lessons Learned, Standardized Documentation & Templates

• Need improved HICVS ACQ Process Integration, Metrics & Mgmt

• Need for defined HICVS Value Stream Mgrs & RACI

• Need for Single Process Owners & Common Process Taxonomy

• Need Improved Agility to Adapt to Externally-induced Variation

• Need for Enterprise-level Process Map, Simulation Capability & Document Repository

• Need for Industry-focused HICVS Involvement re. End-to-End Enterprise Value Stream Improvement

HICVS Observations


The HICVS “Assessing the Landscape” View

OPERATIONS &SUPPORT




Acquisition High Impact Core Value Stream

INPUTS• RQMTS• BUDGET• AP

OUTPUT METRICS:• PRODUCT(s) • COST• CYCLE TIME• QUALITY• SAFETY

Identified Processes to “Improve,” “Replicate” and “Control”

Roadmap Thrust Areas

S&T Innovation

StrategicData AnalysisEVM, HICVS,

ERP, S&T, SCM, T&E, PR-09

FC CFT Pilots &StrategicThrusts

EVM

EVM

S&T

S&T

T&E BODHICVS

HICVS

SCM

SCM

EVM

EVMHICVS

S&TPR-09/IWP

PR-09/IWP

ERPABC

ERPABC


High Impact Core Value Stream and Core Process Integration

INPUTS• RQMTS• VOC• VOS• VOP• VOB

OUTPUT Product:• COST• CYCLE TIME• QUALITY• SAFETY

INPUTS• RQMTS• VOC• VOS• VOP• VOB

Competency:Own/Standardize/

OptimizeCore Processes





High Impact Core Value Stream Manager ‘A’

OPERATIONS &SUPPORT




High Impact Core Value Stream Manager ‘B’

OPERATIONS &SUPPORT




OUTPUT Product:• COST• CYCLE TIME• QUALITY• SAFETY




HICVS Integrated Analysis: “Clipping the Peaks” of Cost and Cycle Time Drivers

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22……224

Total Cost ($) Impact

Round 1

Round 2

Round 3

ContinuousImprovement

DrivingDown

Total Cost DriversHICVS Processes

HICVS Focus Areas

HICVSVOC/DATA

EVMRed Programs T&E BOD

S&T Innovation Systems Impact

ERP ABCLabor Today

PR09 IWPLabor Budgeted

SCMNAE Costs


Acquisition Program Cost Growth

“Attacking the Cost Challenges with a Balanced Focus for

Today and Tomorrow”

+$BBow Wave

+ $M/day Cost GrowthAcquisition

Costs(FYDP)

PEO/PMARed Program Prototypes

Operational Focus“Get Well” Plans

HICVSStrategic/Systemic Focus

“Root Cause Plans”

Time

Today

BudgetBaseline


HICVS Productivity Improvement Process

IntegratedAnalysis

StrategicThrust Area 1

StrategicThrust Area 2

PEO/PMAGet-Well

Pilots

DECOMPOSITION

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

ApprovedExecutionRoadmaps

RESULTS

Codify, Control & Train Process Updates

PrioritizedThrust Areas

Project Portfolios

(BB/GB/Kaizen)

Benefit/Effort

Assessment

B

Project

B

B

E

E

E

HICVS

EVM

T&E BOD

S&T

SCM

Input Data

HICVSConfiguration

Control

Replicate Successes

HICVS/AIRSpeed

ProjectExecution

ERP ABC

PR09IWP


Current State -- Where We Are Today --

AIR

-4.0

/ O

NR

S&

T P

roje

ct

NA

VA

IR H

ICV

S

ISO

SE

CN

AV

TA

SK

ING

N88

FU

TUR

E C

AP

AB

ILIT

Y

CFT

EFF

OR

TS

CN

AF

N42

/ M

SC

M C

FT

RFT

GA

P E

FFO

RTS

AIR

-4.0

EV

M

BR

T E

FFO

RTS

NA

E T

OT

AL

FO

RC

E

RE

AD

INE

SS

CFT

EFF

OR

TS

VC

NO

– D

IRE

CT

ED

PR

OV

IDE

R E

NTE

RP

RIS

E

HIC

VS

NA

E F

RC

D A

ND

I

INTE

GR

ATI

ON

NA

E A

IRS

peed

FLE

ET

AIR

Spe

ed

NA

VIC

P A

IRS

peed

FRC

AIR

Spe

ed

NA

VA

IR A

IRS

peed

NAE CURRENT READINESS

NAE FUTURE CAPABILITY NAE S&T

OPERATIONS &SUPPORT




Warfighter Requirements

NAVAL AVIATION ENTERPRISE MACRO-PROCESSES

Matu

rit

y

We Have An Opportunity To Improve Alignment to Meet 2015 Vision

Future State – Enabling The 2015 Vision

AIR

-4.0

/ O

NR

S&

T P

roje

ct

NA

VA

IR H

ICV

S

ISO

SE

CN

AV

TA

SK

ING

N88

FU

TUR

E C

AP

AB

ILIT

Y

CFT

EFF

OR

TS

CN

AF

N42

/ M

SC

M C

FT

RFT

GA

P E

FFO

RTS

AIR

-4.0

EV

M

BR

T E

FFO

RTS

NA

E T

OT

AL

FO

RC

E

RE

AD

INE

SS

CFT

EFF

OR

TS

VC

NO

– D

IRE

CT

ED

PR

OV

IDE

R E

NTE

RP

RIS

E

HIC

VS

NA

E F

RC

D A

ND

I

INTE

GR

ATI

ON

NA

E A

IRS

peed

FLE

ET

AIR

Spe

ed

NA

VIC

P A

IRS

peed

FRC

AIR

Spe

ed

NA

VA

IR A

IRS

peed

NAE CURRENT READINESS HICVS OPPORTUNITY

NAE FUTURE CAPABILITY HICVS OPPORTUNITY

NAE S&T HICVS OPPORTUNITY

• NAE High Impact Core Value Stream Enables Improved Integration To Achieve The 2015 Vision By Clarifying The Interrelationships Among:

• Strategy

• Mission

• Policy

• Processes

• Organizations

OPERATIONS &SUPPORT





NAVAL AVIATION ENTERPRISE MACRO-PROCESSES

NAE HICVS – An Approach To Enable Gap Closure

Matu

rit

y


What Are We Trying To Achieve With The Strategic HICVS Approach?

• NAE BOD Alignment / Agreement On:

– Naval Aviation’s Strategic Priorities

– Naval Aviation’s Strategic Performance Gaps (Baseline Strategic NAE HICVS Assessment)

– Strategic Performance Gap Priorities / Order Of Attack

• NAE BOD Action:

– Assign Strategic Performance Gaps To CFTs

– CFTs Develop Operational HICVS Assessments Of Gaps

– CFTs Close Strategic Performance Gaps By Developing A Defined, Balanced Portfolio Of Tactical Improvement Opportunities:

• The Right Projects

• The Right Approach/Method

• The Right Priorities

• The Right Timing

• The Right Resources

• The Right Metrics


Emerging Needs

Fle

et

Warfare Requirements

Office of Naval Research

• Develop and transition scientific research & innovation to enable future naval aviation readiness

• Develop and acquire defined aviation acquisition programs to meet current and future war fighter needs

DARPA

SBIR

Industry/AcademiaResearch

• Life cycle management, maintenance and repair of deployed aviation systems for A/C RFT

• Generation/prioritization/staffing of emerging and long term war fighter weapons system requirements

CNAF

N88

CFFC

N82

N43

NAVAIR

AIR 1.0

AIR-2.0

AIR-4.0

AIR-5.0

AIR-6.0

AIR-7.0

AIR-10.0

AIR-11.0

Naval Aviation Enterprise Strategic High Impact Core Value Stream (HICVS) - Notional

Fle

et O

pe

ratio

ns

& S

up

po

rt

NAVICP

CNIC/NAVFAC

FRC

CNAL

JR

OC

/ JC

IDS

Jo

int R

eq

uire

me

nts

PEO(T)

PEO(W)

PEO(A)

AIR1.0

USMCAVN

NRL

NAWC Labs

DoD/NASA Labs

ASN/OPNAV CFFC/CNAFOSD(DDR&E)

OPERATIONS &SUPPORT





Prim

eC

on

trac

tors

Su

b-P

rime

Co

ntra

cto

rs• Produce

& Deliver Aviation Hardware

Small Business

C

E

B CF

B

A

A

F

E

D

External RQMTS

S&T Transition/Roadmaps

Internal RQMTS

D

Cost Estimating/Budgeting

Supply Chain Mgmt

SBIR Improvement

F

G

G ACQ Documentation


SE

, fa

cilit

y ne

eds

Train force

Training requirements, missions

New system introduction, modifications, tech pub changes, procedure changes

Distribute force

2nd & following tour rotations


Operational demand

PEO

NavAir 6.0 Supply Base

NAVSUP

DLA

NAVICP

Group

Squadron

Wing

ASD

Depots/FRC

Installations

Mission demand

Basic training

Officer flight training

ROTCAOC

Recruiting force

OPNAV manning

rqmts

COCOM needs

Rotation assignments

/retraining

Detailing process

Type Wing RAG

A/I level school

Determine strategy & op rqmts

Determine funding

Develop org design

Develop capabilities

Acquire material / systems

2nd to

ur re

fresh

er

Tra

inin

g, m

issi

on

Operational demand

Support Equip

NAE

AIMD

S1

P3P2P1

N3N1

G6G5G4

G3G2G1

S4

S3

S2

N2

G7

W9

W8W7

W6W5

W4W3

W2W1

W11

Determine Strategy & Op Requirements

Develop Equip & Capabilities Execute Mission

NAE Strategic Alignment Yields Operational Opportunities and Tactical Results

Tacti

cal

Op

era

tion

al

S

trate

gic

Developing The NAE Strategic HICVS

NAE BOD Alignment/Agreement

• Naval Aviation’s Strategic Priorities

• Naval Aviation’s Strategic Performance Gaps (Baseline Strategic NAE HICVS Assessment)

• Strategic Performance Gap Priorities and Order of Attack

Developing The NAE Operational HICVS

NAE Current Readiness/Future Capability/Total Force CFT’s

NAE AIRSpeed Resources Execute

• Close Strategic Performance Gaps By Developing A Defined / Balanced Portfolio Of Improvement Opportunities (Projects)

• The Right MBB/BB/GB/Kaizen Projects

• The Right Approach/Method• The Right Priorities• The Right Timing• The Right Resources• The Right Metrics

Developing The NAE Tactical Benefits


SE

, fa

cilit

y ne

eds

Train force



Distribute force



Operational demand

PEO


NAVSUP

DLA

NAVICP

Group

Squadron

Wing

ASD

Depots/FRC

Installations

Mission demand

Basic training


ROTCAOC

Recruiting force

OPNAV manning

rqmts

COCOM needs


/retraining

Detailing process

Type Wing RAG

A/I level school


Determine funding

Develop org design



2nd to

ur re

fresh

er

Tra

inin

g, m

issi

on

Operational demand

Support Equip

NAE

AIMD

S1

P3P2P1

N3N1

G6G5G4

G3G2G1

S4

S3

S2

N2

G7

W9

W8W7

W6W5

W4W3

W2W1

W11



CLOSE ALL TMS RFT GAP

Tacti

cal

Issu

e C

on

tin

uu

m

S

trate

gic

Assessing The Strategic High Impact Core Value Stream

Assessing The Operational High Impact Core Value

Stream

Assessing The Tactical Value Stream

Planning Design FabricateTest &

Evaluate

CLOSE P-3 RFT GAP

Example Strategy – Close The RFT Gap


Planning Diagnose Procure partsRepair & Inspect

P-3 O Level Maintenance

SE

, fa

cilit

y ne

eds

Train force



Distribute force



Operational demand

PEO


NAVSUP

DLA

NAVICP

Group

Squadron

Wing

ASD

Depots/FRC

Installations

Mission demand

Basic training


ROTCAOC

Recruiting force

OPNAV manning

rqmts

COCOM needs


/retraining

Detailing process

Type Wing RAG

A/I level school


Determine funding

Develop org design



2nd to

ur re

fresh

er

Tra

inin

g, m

issi

on

Operational demand

Support Equip

NAE

AIMD

S1

P3P2P1

N3N1

G6G5G4

G3G2G1

S4

S3

S2

N2

G7

W9

W8W7

W6W5

W4W3

W2W1

W11



The P-3 O-Level Maintenance Assessment started at a sub-process level, but identified broader linkages (i.e. adjacencies with parts supply chain) and supports development of a more strategic Navy Weapons System High Impact Core Value Stream (HICVS)

Executive project

Deep dive

PISW / Kaizen

Belt / Just-do-it

Wing RFT improvement by focusing on having the right parts to minimize mission preventing AWP.

Wing RFT improvement by focusing on having the right parts to minimize mission preventing AWP.

Wing RFT improvement, primarily aimed at improving the benefit / reduce maintenance impact of acquisition/configurations

Wing RFT improvement, primarily aimed at improving the benefit / reduce maintenance impact of acquisition/configurations

Wing RFT improvement, primarily by establishing the optimal set of metrics & perspective, balancing mission accomplishment and efficiency.

Wing RFT improvement, primarily by establishing the optimal set of metrics & perspective, balancing mission accomplishment and efficiency.

Wing RFT improvement generally by identifying systemic manpower optimization opportunities across Squadrons/Wings.

Wing RFT improvement generally by identifying systemic manpower optimization opportunities across Squadrons/Wings.

Wing-11 RFT improvement & are replicatable across other Wings

Wing-11 RFT improvement & are replicatable across other Wings

Example Strategy – Close The RFT Gap


SE

, fac

ility

nee

ds

Train force



Distribute force



Operational demand

PEO


NAVSUP

DLA

NAVICP

Group

Squadron

Wing

ASD

Depots/FRC

Installations

Mission demand

Basic training


ROTCAOC

Recruiting force

OPNAV manning

rqmts

COCOM needs


/retraining

Detailing process

Type Wing RAG

A/I level school


Determine funding

Develop org design



2nd to

ur re

fresh

er

Trai

ning

, mis

sion

Operational demand

Support Equip

NAE

AIMD

S1

P3P2P1

N3N1

G6G5G4

G3G2G1

S4

S3

S2

N2

G7

W9

W8W7

W6W5

W4W3

W2W1

W11



Current Readiness CFT

SE

, fac

ility

nee

ds

Train force



Distribute force



Operational demand

PEO


NAVSUP

DLA

NAVICP

Group

Squadron

Wing

ASD

Depots/FRC

Installations

Mission demand

Basic training


ROTCAOC

Recruiting force

OPNAV manning

rqmts

COCOM needs


/retraining

Detailing process

Type Wing RAG

A/I level school


Determine funding

Develop org design



2nd to

ur re

fresh

er

Trai

ning

, mis

sion

Operational demand

Support Equip

NAE

AIMD

S1

P3P2P1

N3N1

G6G5G4

G3G2G1

S4

S3

S2

N2

G7

W9

W8W7

W6W5

W4W3

W2W1

W11



Total Force CFT

SE

, fac

ility

nee

ds

Train force



Distribute force



Operational demand

PEO


NAVSUP

DLA

NAVICP

Group

Squadron

Wing

ASD

Depots/FRC

Installations

Mission demand

Basic training


ROTCAOC

Recruiting force

OPNAV manning

rqmts

COCOM needs


/retraining

Detailing process

Type Wing RAG

A/I level school


Determine funding

Develop org design



2nd to

ur re

fresh

er

Trai

ning

, mis

sion

Operational demand

Support Equip

NAE

AIMD

S1

P3P2P1

N3N1

G6G5G4

G3G2G1

S4

S3

S2

N2

G7

W9

W8W7

W6W5

W4W3

W2W1

W11



Future Capability CFT

• Align Externally• Align Internally – CFT’s Operational / Tactical Efforts to NAE BOD Vision And Strategy • Capitalize On The Maturity Of NAE CPI Resources -- Strategy To Execution

Current State – Operational Level AlignmentNAE HICVS – Strategic Level Alignment


Resultant Future State…NAE HICVS A Fully Integrated Productivity Improvement Operating System

1. Develop NAE Strategic HICVS

4. Track and Report Progress

2. Determine NAE Strategic Gaps

3. Decompose Gaps / Execute Projects


Organizational LSS CPI “Best Practices” Launch Process

Value Stream Mgr & Process Owner ID, Taxonomy & SOP Repository Establishment

Executive Leadership & Deployment Team Training & Decision Forum establishment

Process Owner/Project Sponsor Training & Accountability/Responsibilities

MBB-led Kaizen Events – the “Prove-It” Model

Organizational Productivity Improvement Readiness Assessment

Communications & Change Mgmt Transformation Planning

Leadership HICVS Mapping & HICVS Mgmt Decomposition for Value Stream Mgmt

Deployment Team ID & Deployment Kaizen/Planning – Long Lead Tools/Readiness Inputs

BB & GB Training w/Projects and MBB Coaching

Data Convergence to Strategic HICVSs for Analysis to ID Strategic Ys

Strategic “Y” Decomposition & Analysis for “Root Cause” Focus

Establish Expert Support Infrastructure (CSS) & Deployment Architecture Requirements

Establish Clear Leadership Purpose & Intent w/Collaborative Transformation Enabler Forums

Executive GB Training w/Project – Leadership Walk-the-Talk

Strategic Assessment & Analysis of Internal/External Environment – Define the Burning Platform & ImperativesTHE FIRM FOUNDATION: A CALL TO ACTION TO INSPIRE TRANSFORMATION – The Coherent WHY?

Team Member Training & Project Execution

Hypothesis/Data-driven Project ID, Selection, Scoping & Chartering

Project Realization & Deployment Metrics Tracking

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Tra

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Areas of Emphasis

• Commit to the Change – Make it Last Through Leadership Turnover– Include in Performance Evaluations / FITREPs

– Incentivize Group Performance Goals for Senior Leadership

– Include Productivity Improvement Training in Leadership Development Programs

• Participate in the Effort– Provide Executive Sponsorship for Projects

– Get Trained as a Green Belt

– Demand Data and Metrics …… Stamp Out Obfuscation

• Provide Resources - Vision Without Money Equals Hallucination– Provide Stable Funding To Ensure Success

– Demand Validated Return on Investment

Leadership Commitment And Accountability Make Cultural Change A Reality


Breaking the Barriers to Productivity & Effectiveness

for our Sailors & Marines

QUESTIONS?


Contact Information

Dale L. [email protected]

301-342-8000


• Workshops, seminars, roundtables & tutorials• A membership benefit via point system• Available to customers, suppliers and

consultants • Events are self-supporting

• Enterprise transformation focus• Enterprise level training• Roadmap for Enterprise transformation• Fee for service model

Products and tools

• Applied research• Best practices• Transformation

strategies• Change management• Future enterprise

design

• Benchmarking• Sharing Lessons

Learned• Neutral broker• Website• Active community

of practice• Annual Conference

Lean Aerospace Initiative (LAI) Enterprise Excellence Operating Model http://lean.mit.edu/

• Contributed SMEs• Learn from doing• Collaborations

Conduct Enterprise Research

KNOWLEDGE CREATION

Enable Transformation

Accelerate DeploymentRELATIONSHIPS

DEPLOYMENT

Createcollaborative

value for customers

• Learn from doing • Research validated• Impacts future research

Transformation Events

Knowledge Exchange Events

Exchange Knowledge

Develop Transformation Products

Collaborate to Transform

Engage all Stakeholders

Educational Network

Publications

Expand Lean knowledge

EnhanceMembership

• Access• Knowledge transfer• Collective action

Measure Value


DoN Lean Six Sigma (LSS) Continuous Process Improvement Summary

• DoN is fully committed to deployment of LSS CPI

– Extensive 2 day SECNAV Leadership training (>1300)

– SECNAV Monthly Metrics Reporting

– SECNAV Monthly Strategic Management Reviews

– Tracking Progress to 3 Year LSS CPI POA&M

• LSS CPI contains all the necessary tools

– Lean, Six Sigma, Theory of Constraints

– Leveraging enabling IT

– Baselining DMAICV for existing processes

– Leveraging High Impact Core Value Streams

• Self-Sustainment to drive institutionalization & results

• Continuous Process Improvement for Continuous Process Improvement – Maximize ROIC


DoN Lean Six Sigma (LSS) Continuous Process Improvement (CPI)

Go to: a) www.navair.navy.mil

b) DOING BUSINESS WITH US

c) OPEN SOLICITATIONS

d) N00421-07-R-0012DoN LSS CPI


TYPICAL PROCESS IMPROVEMENT

EXPERIENCE W/O LSS1. Problems are not well “defined,” scoped or

bounded; typically a “boil-the-ocean” or “grand slam” approach & challenges are too big and take too long to effectively tackle

2. Data gathering or “measurement” is rarely or poorly conducted around root causes of specific problems

3. Limited “analysis” tools to available

4. Limited “improvement” tools available to develop and implement desired changes

5. Little or no follow-through for institutional lock-in and “control” of required changes


LSS “DMAIC” METHODOLOGY(the scientific “data driven” method to improve existing

processes)

1. DEFINE: Properly define, decompose and scope the problem to a manageable size for a small team to tackle

2. MEASURE: Gather pertinent, useful, statistically significant data to address the specific problem

3. ANALYZE: Conduct analysis on the data to understand the well-defined problem and gain insights into specific solution recommendations

4. IMPROVE: Design and prototype improvements

5. CONTROL: Lock-in improvements w/metrics, SOPs, Institutionalization and Change Management


FUNDAMENTALS

• IMPECCABLE ETHICS

• FLEET FIRST & NAVAL SERVICE GREATER GOOD

• WORKFORCE CONNECTION TO THE FLEET

• SAFETY

• COST CONSCIOUS

• CONTINUOUS IMPROVEMENT

• SKILLED & BALANCED WORKFORCE IN COMPETENCIES, DIVERSITY, DEVELOPMENT

• INNOVATION

• RISK MANAGEMENT / MITIGATION

• LIFE CYCLE COST FOCUS

• SOUND REQUIREMENTS, TECHNICAL BASELINES, RIGOROUS COST ESTIMATES

• SOUND CONTRACTING & PROCUREMENT INTEGRITY

• ENGINEERING RIGOR AND INTEGRITY AND SYSTEM RELIABILITY

• TEST CONDUCT DISCIPLINE

• LOGISTICAL COMPLETENESS AND INTEGRITY


ENVIRONMENT / EXTERNAL EXPECTATIONS

• SECNAV: BUSINESS & LEAN SIX SIGMA EMPHASIS

• VCNO & ASN RDA: ERP IMPLEMENTATION

• CNAF & NAE: NAE AIRSPEED

• N1: TOTAL FORCE READINESS

• FLEET READINESS CENTERS & CNAF OPCON AUTHORITY

• NAVSEA & SPAWAR:MOVING TO CAO / IPT

• CNO & FFC: NAVY ENTERPRISE, PROVIDER ENTERPRISE

• ADMINISTRATION, DOD, CNO: FOREIGN MILITARY SALES

• BUDGETARY PRESSURES

• INDUSTRIAL BASE

• LONG WAR & COCOM: RAPID CAPABILITY DEMANDS

• IA DEMANDS

• WAR EFFORT & IED DEFEAT MISSION

• CONGRESS: BRAC & WORKFORCE HEALTH

• CONGRESS: LEAD SYSTEM INTEGRATOR CONCERNS

• LOCAL POLITICS: CNI & REGION COMMANDERS, ENCROACHMENT & BRAC

• CONGRESSIONAL DEPOT CAUCUS & USAF ALC DEPOTS

• EXTERNAL TRUST CURVE (CONGRESS / DOD)

• USMC & JSF: JSF, CH-53K, V-22 & AEA

• USAF: JSF, AIRBORNE NETWORKING, AEA & JOINT WEAPONS

• CVN 78: EMALS, AAG & AIR SHIP INTEGRATION

• LCS & DD-1000: AIR- SHIP INTEGRATION

• WHITE HOUSE: VH-71

• ASN RDA: S&T HEALTH, ANTITAMPER, RESEARCH FOCUSES & ONR

• CNO: SHIPBUILDING & AIRCRAFT FORCE STRUCTURE BALANCING

• RISK MANAGEMENT / MITIGATION


NAE AIRSpeed – The Power of ReplicationT

ota

l Sav

ing

s $

x

Project #1 Savings X

200X

150X

100X

50X

10XProject 1-5 Savings 5X

Cumulative Project

Execution Costs

AIRSpeed’s return on investmentincreases rapidly as replication

expands

AIRSpeed’s return on investmentincreases rapidly as replication

expandsCumulative

Project SavingsSavings/Project ~ Same

NAVAIRPEO/PMA

Project

ReplicateCost Est

Project AcrossPMA’s

Feedback Loop for continuous improvementincreases savings from

existing projects over time

ReplicateCost Est Projectwith additional

Industry

ReplicateCost Est

Project AcrossPEO’s

ReplicateCost Est Projectwith additional

SYSCOMs


NAE HICVS DEVELOPMENT & DEPLOYMENT PROCESS

1. ALIGN ON NAE STRATEGIC VISION & GOALS

DEVELOP NAE STRATEGIC HICVS

2. DETERMINE / PRIORITIZE STRATEGIC GAPS

3. DECOMPOSE GAPS TO OPERATIONAL / SYSTEMIC LEVEL

ASSIGN ACCOUNTABILITY & PLAN FOR GAP CLOSURE

EXECUTE HICVS GENERATED PROJECTS AT TACTICAL LEVEL

4. TRACK AND REPORT PROGRESS

dale l. moore navair airspeed deputy corporate deployment champion july 2007 achieve the mission...

Documents

official use

00a1 kc

use of lss navy

future slide

radm moffit

airspeed deployment

sigma lss journey slide

n88 radm bozin