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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
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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
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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…
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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)
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NAE BOD LOGOS
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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
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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)
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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)
PATUXENT RIVERCOMMANDER
NAVAL TEST WINGATLANTIC
PATUXENT RIVERCOMMANDER
NAVAL TEST WINGATLANTIC
PATUXENT RIVERCOMMANDER
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
**
** **
**
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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
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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
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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
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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
•Project Manager•Deputy Command Deployment Champion•Training & HR•Financial Manager•Realization•OPS & Admin •CIO/IT/DMS•Enterprise Requirements•Comms & Change Mgmt•Reserve
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
•Project Manager•Deputy Command Deployment Champion•Training & HR•Financial Manager•Realization•OPS & Admin •CIO/IT/DMS•Enterprise Requirements•Comms & Change Mgmt•Reserve
USNReserveCompnt
(RC)IMAs
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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
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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
• • • •
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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
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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)
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• 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
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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
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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
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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
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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
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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
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Data Visualization: Accelerating the Data to Information to Knowledge Value Stream
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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
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 25 For Official Use Only – Do Not Post
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
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 26 For Official Use Only – Do Not Post
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
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 27 For Official Use Only – Do Not Post
High Impact Core Value Stream Development Process
OPERATIONS &SUPPORT
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT& DEMONSTRATION
CONCEPT & TECHNOLOGYDEVELOPMENT
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
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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
2/2/2007 11:53 AMnovak Fy07 draft AIRSpeed deployment planning. ppt 18
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.
Actions/Milestones Proposed date
Detail POA&M complete 26 Jan
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.
2/2/2007 11:53 AMnovak Fy07 draft AIRSpeed deployment planning. ppt 19
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
Actions/Milestones Proposed date
Detail POA&M complete 26 Jan
Socialization complete 4 Feb
Launch Decision 12 Feb
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.
2/2/2007 11:53 AMnovak Fy07 draft AIRSpeed deployment planning. ppt 20
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.
Actions/Milestones Proposed date
Detail POA&M complete 26 Jan
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 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
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Analysis Revealed 4 Key Focus Areas
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• 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
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The HICVS “Assessing the Landscape” View
OPERATIONS &SUPPORT
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT& DEMONSTRATION
CONCEPT & TECHNOLOGYDEVELOPMENT
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
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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
Competency:Own/Standardize/
OptimizeCore Processes
Competency:Own/Standardize/
OptimizeCore Processes
High Impact Core Value Stream Manager ‘A’
OPERATIONS &SUPPORT
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT& DEMONSTRATION
CONCEPT & TECHNOLOGYDEVELOPMENT
High Impact Core Value Stream Manager ‘B’
OPERATIONS &SUPPORT
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT& DEMONSTRATION
CONCEPT & TECHNOLOGYDEVELOPMENT
OUTPUT Product:• COST• CYCLE TIME• QUALITY• SAFETY
Competency:Own/Standardize/
OptimizeCore Processes
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 33 For Official Use Only – Do Not Post
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
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 34 For Official Use Only – Do Not Post
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
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 35 For Official Use Only – Do Not Post
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
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 36 For Official Use Only – Do Not Post
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
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT & DEMONSTRATION
CONCEPT & TECHNOLOGYDEVELOPMENT
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
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT & DEMONSTRATION
CONCEPT & TECHNOLOGYDEVELOPMENT
Warfighter Requirements
NAVAL AVIATION ENTERPRISE MACRO-PROCESSES
NAE HICVS – An Approach To Enable Gap Closure
Matu
rit
y
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 37 For Official Use Only – Do Not Post
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
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 38 For Official Use Only – Do Not Post
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
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT & DEMONSTRATION
CONCEPT & TECHNOLOGYDEVELOPMENT
Warfighter Requirements
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
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 39 For Official Use Only – Do Not Post
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
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
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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
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
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
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Planning Diagnose Procure partsRepair & Inspect
P-3 O Level Maintenance
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
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
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
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SE
, fac
ility
nee
ds
Train force
Training requirements, missions
New system introduction, modifications, tech pub changes, procedure changes
Distribute force
2nd & following tour rotations
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
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
Determine Strategy & Op Requirements
Develop Equip & Capabilities Execute Mission
Current Readiness CFT
SE
, fac
ility
nee
ds
Train force
Training requirements, missions
New system introduction, modifications, tech pub changes, procedure changes
Distribute force
2nd & following tour rotations
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
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
Determine Strategy & Op Requirements
Develop Equip & Capabilities Execute Mission
Total Force CFT
SE
, fac
ility
nee
ds
Train force
Training requirements, missions
New system introduction, modifications, tech pub changes, procedure changes
Distribute force
2nd & following tour rotations
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
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
Determine Strategy & Op Requirements
Develop Equip & Capabilities Execute Mission
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
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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
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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
Dep
loym
ent
Tra
nsf
orm
atio
n L
aun
ch M
atu
rity
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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
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Breaking the Barriers to Productivity & Effectiveness
for our Sailors & Marines
QUESTIONS?
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Contact Information
Dale L. [email protected]
301-342-8000
04/18/23 19:3700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 48 For Official Use Only – Do Not Post
• 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
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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
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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
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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
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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
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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
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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
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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
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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