Upload
laurence-yap
View
657
Download
0
Tags:
Embed Size (px)
DESCRIPTION
Citation preview
Naval Aviation Enterprise Continuous Improvement ExcellenceContinuous Improvement Excellence
Dale L. MooreNAVAIR AIRSpeed
Deputy Corporate Deployment Champion17-19 April, 2007
“We cannot solve our current problems with the same f i i ”level of thinking that created them”
Albert EinsteinAlbert Einstein
Business Models Are Critical to Enterprise PerformanceEnterprise Performance
• Are we thinking at the 50 ft 500 ft 50 000 ft or 500 000 ftAre we thinking at the 50 ft, 500 ft, 50,000 ft, or 500,000 ft view?
• Who are our Customers? Suppliers?• What do Customers want? What do Suppliers need?• How can we architect for system-level performance?• What are the critical elements to Organizational Excellence?• How do we synergize the critical links to organizational &
enterprise-level excellence?enterprise level excellence?• What does Organizational Excellence “Nirvana” Look Like?
Value-Add Cycle of Continuous Improvement
INNOVATION & CREATIVITY
1. DATA
INNOVATION & CREATIVITY
2. INFORMATION7. METRICS
PRODUCTIVITY
3. EXPERIENCE6. TECHNOLOGY
4. KNOWLEDGE5. PROCESSES
LEADERSHIP STRATEGY
LEARNING & COLLABORATIVE PROBLEM SOLVING
METHODOLOGIES & TOOLS
Innovation & Creativity: Connect the Dots, Relate & Re-Apply
Value-Add Cycle of Continuous ImprovementInnovation & Creativity: Connect the Dots, Relate & Re Apply
Innovation is critical to everything: 1 how we collect data and what data we collect1. how we collect data and what data we collect, 2. how we analyze and integrate data and information, 3. how we gain critical experience, 4. how we expand our knowledge, 5. how we create and institutionalize our future state
processes,processes, 6. how we apply and leverage breakthrough technologies, 7. how we replicate and maximize returns on our results, 8. how we collect and analyze our metrics, and9. how we continuously assess metrics to improve the
relevance and impact of the data we collect, and therelevance and impact of the data we collect, and the quality and returns of the Value-Add Cycle of Continuous Improvement.
Value-Add Cycle of Continuous Improvement• Data: Without high quality data systems, our ability to properly focus
and apply continuous improvement is severely limited.
• Information: Our ability to generate, filter and leverage the right information is an essential component for effective continuous improvement.
• Experience: Complex decisions, plans and strategies often rely on a foundation of experience from multiple experts in their fields, providing key inputs which can then be synthesized into optimum, integrated solutions with all aspects and risks fully considered –integrated solutions with all aspects and risks fully considered –leading to dramatic reductions in waste and costly rework.
• Processes: The application of process improvement, standardization and re-use enables extraordinary systemic improvements in efficiency and effectiveness to occur in a methodical, well-disciplined and synergistic manner.
• Technologies: Broad awareness and understanding of available technologies, their benefits, readiness/risks, costs and applicability to the Navy environment is a catalyst for success.
Value-Add Cycle of Continuous Improvement• Metrics: Provide the critical insight to effectively manage, plan
and continuously improve the Sea Enterprise
• Leadership/Strategies: Leaders must excel in developing strategies to achieve excellence in productivity, quality and effectiveness - continuously improving and seeking operational perfection and organizational optimizationperfection and organizational optimization.
• Methodologies & Tools Proactive identification and alleviation of system level constraints to– Proactive identification and alleviation of system-level constraints to enable the system’s performance to meet customer requirements.
– Mental models enable complexity to be simplified so that p y pimprovements can be identified and more effectively instituted.
• Learning: Application of knowledge and expertise through robust knowledge networks and knowledge communities to create new knowledge and apply that knowledge to maximum effect – an effects-based approach.
Value PropositionAchieving NAE Entitlement:
Minimizing Costs and Maximizing Value Added through the Methodical Application of enabling Knowledge,through the Methodical Application of enabling Knowledge,
Productivity Tools & Technology Application
Maximize Value-AddedCapabilities & Capacities
Productivity = CVA Output = f(KnowledgeM, ProcessesP TechnologyN,)
Capabilities & Capacities
y p ( g gy )Total Costs f(# of WYs, Rates, Inventory)
Minimize Non Value-Added & Value Added CostsValue-Added Costs
Where: M = Sum of Intellectual Capital Value Added Enhancements (ex. # trained X courses)N = Sum of Technology Value Added Transitions/Replications (ex. Projects X Pgms)P = Sum of Completed AIRSpeed Projects/Replications Value Added WY Capacities
Replication/Leverage Multipliers: Total Workforce (NAVAIR = 37,000)Total A/C (~4000, Total T/M/S)Internal/External Science and Technology Investment (MAJOR $)
Dependencies
Depends OnDepends OnKnowledge Training
OJTRecruitingNetworksCollaborationCollaborationExperienceExposure
“K l d i h i b li f“Knowledge is the experience, concepts, beliefs, or information that is communicated and shared”
- Verna Allee
“The only thing that gives an organization a competitive d th l thi th t i t i bl i h t itedge – the only thing that is sustainable – is what it
knows, how it uses what it knows, and how fast it can know something new!g
- Laurence Prusak
Renewing knowledge is the key to competitive advantageVerna Allee
The Knowledge Continuum
WISDOM Increasing Organizational
UNDERSTANDING
Increasing OrganizationalPerspective,Knowledge,
Comprehension, and Mastery
KNOWLEDGE
Mastery
DATA
INFORMATION
The question becomes: How do we maximize organizational “wisdom” across the continuum of the leadership, management, and technical operations?
“Knowledge networks are now so critical for the success gof the enterprise that we are beginning to rethink the basic concept of the value chain in business. We are evolving to
value networks of tightly interdependent exchanges of goods and services, knowledge and exchanges
of intangible value and benefits”
“The key elements of a knowledge culture are a climate of trust and openness in an environment where constant
l i d i t ti hi hl l dlearning and experimentation are highly valued, appreciated and supported”
“Trust in relationships determines the bandwidth of knowledge exchange and the extent of value creation potential”g
Strategic Organizational NetworksAgile/Flexible Organization
Typical Organization
Closed Network
• Low Performance
Entrepreneurial/Open Network
• High Performance
Local Reach Local and Non-Local Reach
• Low Performance
• Few independent sources of info
•“Effective size” is smaller
• High Performance
• Many independent sources of info
• Increased opportunities
• Little Diversity (more homogeneous)
• Dense Internal Flows
•“Effective size” is greater
• Greater Diversity
• External plus Internal Flows
Krebs, Knetmap.com
Knowledge Flow Assessmentvia
Social Network Analysis
Knowledge Social Capital
KnowledgeFlow
Knowledge Clumps
Social NetworkAnalysis
Knowledge“Flow”
Intellectual
Flow Measurement
Knowledge Creation via Exchange & Combination
OrganizationalLearning
Capital
Social Network AnalysisyThe “As-Is” Current State
Diagnosing the Flow of Critical KnowledgeGroup Leader
The “To-Be” Future StateImproving the Flow of Critical Knowledge
Group Leader
Team LeaderTeam Leader
Team LeaderTeam Leader
Organization B
Organization A
Team Leader
Organization B
Organization A
Team Leader
Organization C Organization C
Existing One-Way Knowledge FlowExisting Two-Way “Weak” Knowledge FlowExisting Two-Way “Strong” Knowledge Flow
LEGEND
Existing Two Way Strong Knowledge FlowNew Two-Way “Weak” Knowledge FlowNew Two-Way “Strong” Knowledge Flow
Dependencies
Depends OnProcesses # of Projects
$/P j t R li ti$/Project RealizationCultural TransformationInstitutionalizationReplicationInformation MgmtResourcesResourcesMethodologies/ToolsProject Mgmt/ExecutionE tEngagementAlignmentControls
Common Process Design IssuesUnclear/Undefined
Poorly Documented/ Defined Procedures
Lack of Performance Measures/Tollgates
Unclear/UndefinedResponsibilities &
“Checklist” ExpectationsPoor Understanding of Customer
RQMTS
METRICS
Emphasis onCorrection vice
Prevention
Feedback Loop
TASK
METRICS
DECISIONPOINTS
REVIEW/APPROVAL
POINTSINPUTS OUTPUTS
TASKScope is not clearly defined/
bounded
Inadequate Focus on critical objectives
External Dependencies/Undefined Linkages
DuplicatedActivities
Excess Complexity:Lack of Standardization
& Reuse
Nonvalue Added activities vice
CVA& euse CVA
Charles Cobb; Enterprise Process mapping
Current State Value-Stream MapVisualizing Product, Process, Information, & Financial FlowsVisualizing Product, Process, Information, & Financial Flows
ControlPoint
CustomerSupplier
ProcessStep 1
ProcessStep 2
ProcessStep 3
ProcessStep 4Step 1 Step 2 Step 3 Step 4
Resources 5 3 2 1Total Lead Time 3 days 5 days 7 days 2 daysy y y yValue Add Time 3 hours 7 hours 4 hours 1.5 hoursWork in Process 20 18 14 7Quality 90% 80% 50% 75%
Critical Acquisition Knowledge-based Flows & Nodes
OPNAV ASNPOLICY
RQMTS, FUNDS, STRATEGY ALIGNMENT
SYS RQMTS
PEOSYSRQMTS
BUDGETING/FUNDS
POLICY
MSFLEETTECH
RQMTS MS DECISIONS
TECHLIMITED
SYS RQMTS
SYSTEMSRQMTS
S&T
PMA RQMTS
FUNDS
LIMITEDCONNECTIVITY/
INTEREST
FUNDS/BUDGETING/
S&TINFRASTRUCTURE Competencies
TECHNICAL SOLUTIONSLOOP
S& Q STECHNICAL RQMTS
FUNDS
NEW & INNOVATIVEPRODUCTS
IndustryS&T RQMTSFLOWDOWN
& EXECUTION MGMT
The “HICVS” View Acquisition High Impact Core Value Stream
OPERATIONS &SUPPORT
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT& DEMONSTRATION
CONCEPT &TECHNOLOGY
Acquisition High Impact Core Value Stream
INPUTS• RQMTS• BUDGET
OUTPUT METRICS:• PRODUCT(s) • COST• CYCLE TIMESUPPORTDEPLOYMENT& DEMONSTRATIONDEVELOPMENTBUDGET
• APCYCLE TIME
• QUALITY• SAFETY
Roadmap
S&T Innovation
StrategicData Analysis FC CFT Pilots &
Thrust AreasEVM, HICVS,S&T, SCM, T&E BOD
StrategicThrusts
EVMS&T T&E BOD
HICVS
SCMEVM PR 09/IWP
PR-09/IWPERPABC
EVM
S&THICVS
SCM
EVM
EVMHICVS
S&T PR-09/IWP
ERPABC
Identified Processes to “Improve,” “Replicate” and “Control”
Analysis Revealed 4 Key Focus Areas
Continuous Organizational ImprovementThe Consequences of:
Little’s Law*, Organizational Complexity & Non Value-Added Time Constraints vs. the Power of Early Planning, Architecture and Socialization
Checkpoint/
Ineffective “Premature” Launchw/o Adequate Planning, Architecture
& Socialization
“As-Is” Original ECD vs. Actual Completion
The Typical
Checkpoint/Review/Test
Scenario A
& Socialization
NVAyp“As-Is” Major Rework Loop
Effective “Mature”Launch w/Planning,
Develop TollgateChecklist
NVACosts
The “To-Be”Scenario B
Planning/Coordination/Design Cycle
g,Architecture &
Socialization in place
Time/Effort0
Incremental Improvement Loop SavingsInsert Tollgate
w/Checklist
(Labor Hour and/or Cycle Time)*Too Much Work In Progress Driving: Premature Launch, Cycle Time & NVA Costs
HICVS Observations
• Some Variation of Top Level HICVS (Limited Sample)• Variation below Top Level Processes Potentially High
(PMAs/IPTs)(PMAs/IPTs)• Greater Need for Standardization & Sharing of Best Practices• Lack of Awareness re. ACQ Best Practice
Documentation/TemplatesDocumentation/Templates• Need for improved HICVS Process Integration, Metrics &
Coordination N d f d fi d HICVS V l St M & RACI• 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 & Documentation Repository
• Need for Industry-focused HICVS Involvement
HICVS Productivity Improvement ProcessApprovedExecutionRoadmaps
PrioritizedThrust
Project Portfolios
(BB/GB/Kaizen)
Benefit/Effort
AssessmentHICVS/
AIRS d
ProjectExecution
IntegratedStrategicThrust
DEC
Project
Project
P j t
RoadmapsAreas (BB/GB/Kaizen) Assessment
B
AIRSpeed
IntegratedAnalysis
Thrust Area 1
StrategicTh
COMP
Project
Project
Project
RES
Project
B
E
HICVS SCM Thrust Area 2 O
SIT Project
Project
Project
Project
SULTB
E
HICVS
EVMT&E BOD
S&T
SCMERP ABC
PR09IWP
PEO/PMAGet-Well
Pilots
TION
Project
Project
Project
S
E
T&E BOD
Input Data
C dif C t l & T i
E
HICVSConfiguration
Control
Replicate Successes
Codify, Control & Train Process Updates
Control
NAE HICVS MULTI-GENERATIONAL PLAN (DRAFT MGPP)
Baseline HICVS MapVOS, VOC, VOB, VOPSME K l d
INPUTS PROCESS OUTPUTSACQ CPI Foundation
Specific HICVS Maps
HICVS Complexity VSM
SME KnowledgeCost of NAE
EVMIWP
ERP ABC
Initial Strategic Focus Areas (Y’s)& X-PEO/Competency Collaboration
PEO/PMA/IPT Variation AnalysisHICVS Complexity VSM
ID HICVS Mgrs*
y& Priority Opportunity Identification
HICVS RACILSS DMS HICVS Alignment
iGrafx Process Models/Simulation Devmt
ID Process Taxonomy
ID HICVS Metrics & Goals HICVS Mgmt Alignment
Updated ABC TaxonomyN-ERPABC Taxonomy
NAE BOD
ID Process Owners
ID Process Metrics & Goals
Process Owner RACI
Process Mgmt & Alignment
ACQ I t P i it F ADMS for S&T Projects Prototype
IWPTPTK
HICVS CVSM + ONR/OPNAV/ASN
HICVS CVSM + FRC
ACQ Input Priority Focus Areas
NAE-wide Fleet Support Focus Areas
DMS for Acquisition Prototype
DMS for Acquisition/S&T Programs Replication
iGrafx Simulation Recommendations
HICVS CVSM + Industry** NAE Extended Enterprise CPI Framework*Est. Council of Value Stream Mgrs for CPI** Est. Industry-wide CPI Forum
DMS for Acquisition/S&T Programs Replication
Importance of Multi-Strata Continuous Process ImprovementStrategic Enterprise Value Chain: Enterprise-level Opportunities Impact Levers
erin
g
$100 M $100 M
$100 M
• Linkage to customers (feedback loops)
• Strategic, policy, mission, organizational and process alignment and clarity
C lt h / t
Tact
ical
Clu
ste $100 M • Culture change / momentum
• Requirements definition
Operational High Impact Core Value Streams: Cultural Transformation,Standardization & Replication
Impact LeversStep change improvement in
ompo
sitio
n &
T
$10M $10M
Standardization & Replication • Step change improvement in business performance
• Reduce complexity, variation and increase efficiency
• Organizational alignment (Value chain stakeholders)
$10M
Stra
tegi
c D
eco ( )
$10M $10M $10M
Tactical Project ID & Selection: Project-level Benefits Impact Levers
S • Multiple tactical projects
• Quality
• Speed
• Cost
D t t d ti it
$250K
$250K
$250K $250K $250K
$250K
$250K$250K
$250K $250K
$250K $250K$250K $250K
j
• Department productivity
• Interdepartmental communication
$250K $250K$250K $250K
Dependencies
Depends OnDepends OnTechnology S&T Access
S&T ReadinessS&T ApplicabilityS&T Resources/CostsTransition ResourcesTransition ResourcesPMA/Fleet InterestReplicabilityR O IR.O.ICapability AlignmentNAE Value-Added
Dependencies
Depends OnDepends OnWorkyears Demand
Process Cycle Times# of Processes# of Platforms# of Major Events# of Major Events# & Extent of RequirementsAdministration/MgmtVariation Rework & QualityVariation, Rework & Quality
Dependencies
Depends OnDepends OnRates # of Direct Workyears
# of Indirect WorkyearsEOB NCWF DEPOTEOB, NCWF, DEPOTG&AProduction OH
Dependencies
Depends OnInventory Readiness
Inventory Control/PlanningBudgets/ResourcesAsset UtilizationAsset UtilizationDemandEquipment FacilitiesFacilitiesAircraftWeaponsSystems (ALRE)MaterielWorkforceWo o ceAgility/Flexibility
Strategy/Leadership
1 The 500 000+ ft View1. The 500,000+ ft View2. Systems-of-Systems Enterprise Architecting3. Understanding the Environment & Opportunitiesg pp4. Envisioning the Future5. Developing Plans and Strategies6. Building Alignment & Support – Change Leadership7. Deploying Strategies & Implementing Plans8 T ki P & D l i F db k L8. Tracking Progress & Developing Feedback Loops9. Rewarding Success
STRATEGIC MANAGEMENT SYSTEM - Phase 1AIRSpeed Case Example at Bottom
Strategic System Inputs Value-Added Analysis Output
Data Gathering
World Class Benchmarking
StrategicAssessment
Gap Analysis
Set Strategy
Voice of Customer
Voice of Strategy
Compare/Contrast
Voice of Employees
Voice of Business
ID Key Areas,Organizations,
Standards,Assessments etc
CreateDesired To-BeF t St t
Strengths
Weaknesses
OpportunitiesBusiness
YVoice of Process
EnvironmentalScan
• Trend Analysis
Assessments etc.
&
BenchmarkBest-of-the-Best
Future StateVision
Opportunities
Threats
Ys
MajorNorth Stars
&Trend Analysis•Value Stream Maps
• Innovations•Future Scenarios
• Models/SimulationsP li R i
• What should the future look like?• How would we be different?• What is Entitlement?
Maximize Strengths to Opportunities
Minimize Weaknesses
& Areas of Strategic
Emphasis
•Policy Review To Threats
Need Productivity LSS is Best Practice AIRSpeed Process Waste LSS/TOCfor Recapitalization (TWI, GE, R6S, ASQ…) & Variation Reduction
NAVAIR STRATEGIC MANAGEMENT SYSTEM - Phase 2Our Fleet-Driven Metric: Aircraft Ready for Tasking at Reduced Cost
- To Ensure Proper Strategic “Balance,” Map Business Ys to Balanced Scorecard
FinancialFinancialY3Y4
BusinessYs =
LSS/TOC
CustomerY1Y2
Internal ProcessesAIRSpeed
Y6VISION
LSS/TOC
MajorNorth Stars
&
Learning & GrowthLSS GB/BB/MBB
& Areas of Strategic
EmphasisNLDP
NAVAIR STRATEGIC MANAGEMENT SYSTEM - Phase 3Decompose Ys
to XsCreate Objectives & ID
InitiativesID Metrics to Measure Set & Allocate
Goals/TargetsDetermine Roles/Responsibilities
Benefit
Y1X1Y2X1Y3X3
Y2X2Y2X3
Effort
Y1X2Y2X3
Y1X3
Prioritize the Xs supporting the key Business Ys
Track Metrics to Allocated TargetsSupporting Business Y
Stated Objectives
When Target is Achieved,Business Y is Addressed
& SMS Process Starts Over
Benchmarks for Entitlement-Level Organizational Characteristics• Alignment to Fleet-Driven Metric(s)
E t i id O i t ti• Enterprise-wide Orientation• Metrics Driven Decision Making • Process Standardization & Re-Use• Process-Driven Continuous Improvement – our “DNA”• Six Sigma Quality• Customer Relationship & Satisfaction Focused • Robust Learning Organization & Knowledge Creators• Continuous Professional Growth & DevelopmentContinuous Professional Growth & Development• Innovative• Cost Wise • Strategic Leadership – Balanced Short, Medium, Long Term Emphasis
C lt f Ch L d• Culture of Change Leaders• Employee Empowerment• Technical Excellence• Ethical & Legally Acceptable Behaviors• Diversity Promoters• People-oriented• Value Creators, Waste Eliminators• Environmental Safety Health• Environmental, Safety, Health• Risk Sensitive• Motivated & Aligned Workforce
Goals Flow-down & Metrics Roll-upCommand LevelRoll-Up of Roll Up ofCommand-Level
Business Y Driven Metrics
pMetrics
Roll-Up ofMetrics
Flow-down Flow-down
Command Initiative #1 Metrics
Command Initiative #2 Metrics
Command Initiative #3 Metrics
Allocations Allocations
Lvl 1 Metrics Lvl 1 Metrics Lvl 1 Metrics Lvl 1 Metrics
Lvl 2 Metrics Lvl 2 Metrics Lvl 2 Metrics Lvl 2 Metrics
Interpreted Interpreted Interpreted
Lvl 3 Metrics Lvl 3 Metrics Lvl 3 Metrics Lvl 3 Metrics
InterpretedInterpreted Interpreted
Workforce Business “Y” Metric - NSPS Performance Measurement Alignment
Continuous Improvement for Enterprise Excellence
• Develop Strategic Plan: Goals, Objective & Metrics; Decomposed, Allocated, Tracked
• Base on Internal/External Scan, Benchmarking, S.W.O.T, Balanced Scorecard
• Reinforce AIRSpeed Commitment: Tools Methodologies & Strategies• Reinforce AIRSpeed Commitment: Tools, Methodologies & Strategies
• Apply HICVS End-to-End across NAE inc. linkage to DoN and Industry (87%)
• Converge, Align and Optimize Productivity Improvement Efforts – Integrated Roadmap
• Drive Variation Reduction & Concept of Std: Control & Improve Workflow Mgmt
• Comprehensive “Excellence” Training: Technical, Business, Leadership
D l K l d M t C ll b ti C difi ti & R t i ti f E ti• Deploy Knowledge Mgmt: Collaboration, Codification & Repatriation of Expertise
• Drive S&T/Innovation: Capabilities/Opportunities PEOs-driven w/Replication
• Industry win-win contractual incentive clauses for improvements (87%)dust y co t actua ce t e c auses o p o e e ts (8 %)
• Clean-up & Inter-connect Critical Data Sources: Business Intelligence (PR-09, ERP….)
• Deploy Strategically Aligned Performance Measures & Incentives at All Levels
• Support NAE-related external work business development: Rates, Knowledge, Capital
Back-UpBack-Up
Metrics
Metrics are data or relationships of data that are:1. tracked to monitor continuous “health” - foundational2. used to control variation within process spec limits3. developed to track progress toward goals – gap closure4 used to drive behavior – cultural change4. used to drive behavior cultural change
Alternative View #1
How much do we know about what we need to
know?
How many know what needs to be known to remove constraints &
Uncontrolled & High Variation with clear NVA
Workflow is managed,
controlled & organized
VOC: Customer Demand-pull & Feedback Loops
System Innovation Impact & Leverage
( 4000 a/c)
Knowledge (capabilities & capacities) X Processes (manual & IT-enabled) + Technology = VALUE-ADDED
know? remove constraints & operational risks?
with clear NVA organized
(COST OF TRAINING & KNOWLEDGE MGMT) (COST OF CONDUCTING/IMPROVING) TOTAL COSTSCOSTS
(~4000 a/c)
Metric: Value-Added Return on Investment (VAROI)
Alternate View #2
Strategic Operations Business OperationsHPO Operations• Environmental Scan• Strategic Intelligence• SWOT Analysis• Strategic Initiatives• Strategic Integration &
• Business Development• Business Capabilities SWOT• Business Capabilities Development• CSA/CRADA/Licenses• PartnershipsStrategic Integration &
PlanningPartnerships
• “Venture” Investments• A-11 Budget Interface• Business & Capabilities
Devmt StrategyOrganizational Wisdom
Technology Operations• Technology/Capabilities SWOTKnowledge & Integration
Operational Proficiency
• Technology & CapabilitiesDevelopment
• “Seed” Investments• Customer Development• Tech Push/Rqmts Pull
g g• Knowledge Management• Knowledge SWOT• IMD Interface• NMCI/ERP• Knowledge Integration & • Tech Push/Rqmts Pull
• Facilitate S&T Transition• Technology/Capabilities Strategy
• Knowledge Integration &Competence Development
• Knowledge Strategy
TechnicalProficiency
Goals of Knowledge Capital Initiatives
• Agility• Collaboration• Quality and Speed of Decision Making• Accelerated Learning and Capability Building• Organizational Coherence and Focus• Innovation
Saint-Onge/Wallace
Criteria for Best Practices in Knowledge
• Knowledge is Strategically Valued• Knowledge Strategy is Future Oriented• Knowledge Building & Sharing includes Customers & Suppliersg g g pp• Measurements are innovative re. Knowledge-value added• Knowledge Strategies are more human centered than technology• Knowledge is supported with flexible elements and technologies• Knowledge is supported with flexible elements and technologies• Culture supports: Knowledge Creation, Sharing, and Learning• Ready Access to Knowledge
E i d k l d i• Encouragement to organize around knowledge competencies• Supported efforts to acquire and apply knowledge
Communities of Practice Life Cycley
Level of EnergyAnd Visibility
Stewardship
Coalescing
Potential Maturing Transformation
Time
Developmental Discover/ Deliver Focus/ Ownership/Openness Time toTensions Imagine Immediate
ValueExpand/Creativity/Innovation
Ownership/OpennessExchange & Combinationof Knowledge/Expertise
Time to Move On
Wenger et al, 2002
Potential Command-Level Metrics (ex.)Initiatives - Detailed Business Y Metric Tracking (X8 – X12) as they Evolve• Continuous Process Improvement (AIRSpeed LSS Diagnostic Tool)
Environmental Scan Metric Tracking for SMS Input/Business Y Development• A/C Readiness per T/M/S (ID Readiness Degrader Leaders)A/C Readiness per T/M/S (ID Readiness Degrader Leaders)• A/C Operating Costs per T/M/S (ID Cost Drivers)• Total Funds Received (Decomposed by Source, Lifecycle Placement)• Total Cost vs. Product/Service Output Ratios
Total Contractor Costs per Product T/M/S Produced– Total Contractor Costs per Product T/M/S Produced– Total In-House Costs charged to NAE ($) by BLI, and decomposed into:
• Total WYs charged to NAE (exc. external customers)• Average rates charged to NAE
– Direct & OH for S&T, Acquisition, In-Service (for Portfolio Analysis), q , ( y )• Total Workforce #s & Demographics• Investment in Training ($/Employee Ratios, Hrs/Employee Budget Allocation)• Return-On-Invested-Capital = Value Added Products/Total Cost Ratios• Cost/Schedule/Performance EVM for Acq Programs (in house & Ktr)• Cost/Schedule/Performance EVM for Acq Programs (in-house & Ktr)• Customer/Employee Satisfaction Rating ( 1 Poor – 5 Outstanding)• Organizational Maturity (Sea Enterprise Assessment Tool)• Alignment (Command Alignment Tool)• Innovation (# of SBIR Technology Transitions & Replications, # of Fleet Experiments, Total
# of Program Technology Transitions, Technology Investment $/Critical NCDP Technologies Identified)
SMS Entitlements, Dependencies, & S.W.O.T. Gaps to Business Ys
SMS Entitlements, Dependencies, & S.W.O.T. Gaps to Business Ys
SMS Entitlements, Dependencies, & S.W.O.T. Gaps to Business Ys