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Dale L. MooreDeputy, Corporate Deployment Champion
NAVAIR AIRSpeed8 March 2005
Achieve the Achieve the MissionMission
Decrease Inventory
Decrease Cycle Time
Improve Reliability
Decrease Operating Expenses
Naval Aviation AIRSpeedfor
Defense Standardization Conference
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 2
NAVAIR Lines of BusinessCore Products in Support of Sea Power 21 Capabilities
SUSTAINMENTSYSTEMS ACQUISITION
RQMTS / RISKSFROMFLEET / OPNAV
OPERATIONS &SUPPORT
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT& DEMONSTRATION
CONCEPT & TECH. DEVM’T
HEADQUARTERS / PEOs
WARFARE CENTERS / DEPOTS
MARITIME WEAPONS
AIRCRAFT PLATFORM INTERFACESHIP & EXPEDITIONARY
AIRCREW / MAINTENANCE TRAINING SYSTEMS
MISSION SYSTEMS & SENSORSAIR ASW / ASUW
SEA BASED AIRCRAFT &SYSTEMS / UNMANNED AERIAL
VEHICLES (UAVs)
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 3
AIRSpeed Inspiration… Pay for theNaval Aviation of the Future
FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09PB96 44 57 79 103 133
PB97 40 56 83 114 124
PB98 51 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
Many Contributors Driving Major Reductions in A/C Procurements
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 4
NAVAIR’S Productivity Transformation
Vision
Provide COST-WISE READINESS and DOMINANT MARITIME COMBAT POWER to make a great Navy / Marine Corps team better
Goals• Balance current and future readiness
• Reduce cost of doing business• Improve agility
• Ensure alignment• Implement fleet-driven metrics
SUPPORTING SEA POWER 21SUPPORTING SEA POWER 21
MetricsInventory
Cycle Time
Reliability
Cost
Single Fleet-Driven Metric: NAE resources made available to the Navy for recapitalization
The Cost of “Current State” NAE Operations
- The Cost of “Future State” NAE Operations*
= Resources made available to the Navy for recapitalization,
and A/C Ready for Tasking at Reduced Cost
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 5
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 three 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
• All three drive productivity through process improvement using industry-proven tools, and help establish a self-sustaining culture of continuous improvement.
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 6
NAVAIR Core ProcessesPart of the NAE Value Stream
OPERATIONS &SUPPORT
PRODUCTION &DEPLOYMENT
SYSTEM DEVELOPMENT& DEMONSTRATION
CONCEPT & TECHNOLOGYDEVELOPMENT
HEADQUARTERS / PEOsWARFARE CENTERS / DEPOTS
FUTURE READINESS CURRENT READINESS
RQMTS /RISKSFROMFLEET/OPNAV
ACQUISITION MANAGEMENT
TECHNOLOGY, R&D, HARDWARE / SOFTWARE PRODUCTS / DESIGN
TEST AND EVALUATION
IN-SERVICE ENGINEERING & LOGISTICS SUPPORT
REPAIR / MODIFICATIONS
CORPORATE OPERATIONS(INSTALLATION MANAGEMENT TRANSFERRED TO CNI)
CO
RE
FU
NC
TIO
NS
/P
RO
CE
SS
ES
NAVAIR AIRSpeed
DepotAIRSpeed Enterprise AIRSpeed
Acquisition & Lifecycle Support Strategy
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 7
WHERE WE HAVE BEEN• Industry Benchmarking completed in FY04
– LEI/TWI, Boeing, Lockheed Martin, GE, Raytheon
– All Promoted Top Down Approach:- Champion Training for Senior Leaders- Blackbelt/Expert Program tied to Corporate Office- Pick the best & brightest for Blackbelt/Expert Training- Train the rest as they prepare to conduct projects
• NAVAIR EDB approved establishment of NAVAIR AIRSpeed Core Team on 3 May 2004
• Wave’s 1 - 6 Executive Champion Training Sessions Complete (Top 150+)
– LEI/TWI: Lean Value Stream Mapping & Transformation
– GE: Six Sigma and Change Acceleration Process
• NAVAIR EDB approved establishment of AIRSpeed Advisory Board on 12 October 2004
• The George Group under contract to provide comprehensive NAVAIR Lean Six Sigma Deployment & Training support
– Executive & Project Sponsor Training Waves 1 -11 complete (350+)
– Wave I BB Completed (X22), Waves II & III Started 1
– Yellow Belt Team Member Training Waves 1-13 complete (~325)
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 8
WHAT WE HAVE LEARNED• Naval Aviation Workforce is “Pressurized”
– Productivity tools essential to provide relief to meet Naval Aviation enterprise goals
• Cultural Change is Required for Transformation– Quality (or Goodness) X Acceptance = Effectiveness
• Need to make “AIRSpeed” a Corporate Leadership Value– Learning Organization, Problem Solving Culture
• How do we institutionalize AIRSpeed?– Systems & Structures Must Align to Support the Effort
• Award Systems• Communications• Training• IT
• Effective Roll-out Requires (Toffler):– Clear Strategy– Engaged Leadership– Motivated Workforce– Effective Management Tools
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 9
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
• • • •
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 10
NAVAIR AIRSPEED STRUCTURE
EDB
AIRSPEEDADVISORY GROUP
LVL 1
DC
LVL 1
DC
LVL 1
DC
LVL 1
DC
LVL 1
DC
LVL 1
DC
LVL 1
DC
LVL 1
DC
LEVEL 1’s
DeploymentChampions (DC))
BLACK BELTS
NAVAIR AIRSPEED
CORE TEAM
CCBU & CPEOCOMBINEDCOUNCILS
AAG
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 11
Corporate Deployment ChampionRDML Mark Skinner
•Deputy CDC – Dale Moore
•Phil Zalesak
•Walt Gillette
•Allen Heim
•Julie Woods
Project RealizationWalt Gillette
Training Coordination &
SupportAllen Heim
Candidate Selection & Retention
Barb Ward/Allen Heim
Financial ControlJulie Woods
Deployment Champions
•AIR 1.0: Capt(s) Greg Silvernagel•AIR 2.0: Debbie Raley•AIR 3.0/6.0: Todd Mellon•AIR 4.0: Dennis West•AIR 5.0: Rick Quade•AIR 7.0/11.0: Richard Cracraft•AIR 10.0/7.8: Joel Carey/
Chris Cummings•CIO: Thomas Peeples•NAWC: Mark Lambert•PEO(A): Glen Perryman•PEO(T): Chris Freyser•PEO(W): CDR Ed Wolski/
Randy Stone•JSF: CDR Ken Broomer/TBD
Black Belts & Black Belt Candidates
MBB SupportGeorge Group
Consultants
Project Mgmt and LSS Deployment
TrackingDick Logue
Communications & Change Mgmt
Phil Zalesak
Deployment Team Activities: Develop recommendations for deployment approach Execute on-going deployment of Lean Six Sigma Develop and manage Lean Six Sigma results objectives, guidelines, and measures Establish and manage Lean Six Sigma management processes Ensure integration between LSS and other NAVAIR productivity efforts Manage internal and external NAVAIR Lean Six Sigma communications
NAVAIR AIRSpeed Deployment Team
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NAVAIR AIRSpeed Roles
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
AIRAIRSpeedSpeed Core TeamCore Team
•Enables successful deployment / execution•Develops and reports metrics•Coordinates training •Leads change management and internal / external cross-communication
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 13
NAVAIR AIRSpeed Training Plan
0
100
200
300
400
500
600
700
800
900
Sept Oct Nov Dec Jan Feb Mar April May June July Aug Sept
FY05
Cu
mu
lati
ve T
rain
ed
(#
)
Black Belts
Green Belts
Project Sponsors
Yellow Belts
XX
XX
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 14
AIRSpeed Project Development Process Success Recipe: Right Project, Right Leader, Right Support and Right
Resources
12/15/2004 10:527.1.1_DBGEDB_BRIEF_TEMPLATE_22DEC03.PPT 15
The Process for Identifying Opportunities and Selecting Lean Six Sigma Projects
Identify value levers in the business
• Strategic
• Financial
• Customer
• Process
Prioritize value levers
Translate Value Levers into Opportunity Areas
Translate Opportunity Areas into Project Ideas
Score each project as High / Med / Low for Benefit and Effort
Fill in Benefit / Effort Matrix
Review plotted results
Select highest priority opportunities for further analysis
Assign opportunities to project sponsors for project definition
Complete Draft Project Charters
Evaluate projects using Evaluation Criteria
Update Benefit / Effort Matrix
Review plotted results
Prioritize projects
Schedule project launches based on resource availability
Identify Value Drivers/ Levers
1Identify Project Opportunities
2Screen Initial List of Opportunities
3Scope and Define Projects
4Prioritize List of Defined Projects
5
BenefitApproach
Calculations
Net Benefit
Assumptions
EffortPeopl e Required
Team Member Role
% of Time
on Project
Proposed
Duration
(in week s)
Total FTE
Weeks
1 -
2 -
3 -
4 - 5 -
6 -
7 -
8 -
9 -
10 -
-
Project Duration week s
One Time Costs
Risks
BenefitApproach
Calculations
Net Benefit
Assumptions
EffortPeopl e Required
Team Member Role
% of Time
on Project
Proposed
Duration
(in week s)
Total FTE
Weeks
1 -
2 -
3 -
4 - 5 -
6 -
7 -
8 -
9 -
10 -
-
Project Duration week s
One Time Costs
Risks
Simple PDF Templat e Revised 10-24-00
Project Namepage 1 of 2
Problem Statement
- include the 4 basic elements : What , Where, W hen, Extent
- make quant ifiable whenever possible
Scope StatementScope In
Scope Out
Key MeasuresMeasur e Name I/P/O Exists Baseline Notes
1
2
3
4
5
6
7
8
9
10
Simple PDF Templat e Revised 10-24-00
Project Namepage 1 of 2
Problem Statement
- include the 4 basic elements : What , Where, W hen, Extent
- make quant ifiable whenever possible
Scope StatementScope In
Scope Out
Key MeasuresMeasur e Name I/P/O Exists Baseline Notes
1
2
3
4
5
6
7
8
9
10
Project CharterE f f o rt
B e n e f i t
H ig hL o w M e d
Hig
hL
ow
Me
dH
igh
Lo
wM
ed
1 31 3
66
1 51 5
11 88
33
1 21 2
99
44
77
1 71 7
1 41 4221 1
5
1 01 0
1 61 6
AIRSpeed PROJECTINPUTS
Value Stream Mapping
Project ID & Selection Workshop
Project Sponsor Training
Grass Roots Ideas/MyIdea Network
5 STEP PROJECT SELECTION PROCESS*
BB
MATCHING PROJECTSELECTION
W/BB (or GB) & FORMING TEAM
BLACK BELTDMAIC PROJECT
TRAINING/EXECUTION
TA D/M M/A A I/C V
YB GB
ST YB
PS
TOLLGATES
D M A I C V
1 2 3 4 5
CHARTERAPPROVAL
REALIZATION
REFERENCE: LEAN SIX SIGMA, BY MICHAEL L. GEORGE
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 15
Lean: Eliminates waste & whitespace ensures all steps are necessary in the Value Stream
Lean: Eliminates waste & whitespace ensures all steps are necessary in the Value Stream
Adopting NAVAIR AIRSpeed Within the Command
NAE AIRSpeed implements proven methodologies/tools such as Lean, Six-Sigma and Theory of Constraints (TOC) to enable significant productivity improvement
Customer Value Examples• Funding Documents • Engineering Change Proposals• Statements of Work• Publication Updates• Cost Estimates• Flight Clearances• POM Submittals
Six Sigma: Eliminates reworkby controlling processes
Six Sigma: Eliminates reworkby controlling processes
Theory of Constraints: Eliminates bottlenecksto maximize throughput
Theory of Constraints: Eliminates bottlenecksto maximize throughput Customer
Customer
NAE AIRSpeed provides enabling tools to Define, Measure, Analyze, Improve and Control processes to reduce the cost of doing business and maximize the value of delivered products and services.
Step 4 Backlog
Step 4
Step 5 ReworkStep 2
Step 1 Step 3Value Added
Non- Value Added
Step 1 Step 3 Step 4
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 16
Top Deployment Challenges
• Significant Upfront Decision Requirements
– >100 Deployment Decisions w/broad socialization required
• Deployment Management Tracking System
• Financial Resources
– Availability & Accountability Requirements
• Human Resources Mgmt
• Cultural Transformation & Change Management
• Process Standardization & Variation Control
• Process Data Availability
• Quantification & Institutionalization of Results
04/21/23 14:0700A1 KC 00A_AIRSPEED_STRUCTURE_4OCT04.PPT 17
NAVAIR AIRSpeed
• AIRSpeed is all about increasing Productivity to reduce our cost of doing business
• AIRSpeed deploys New Workforce Skill Sets in a dedicated and focused manner
• AIRSpeed has been designed and deployed to embed proven “World Class” concepts into the fabric of the organization to help catalyze pervasive Cultural Transformation
• AIRSpeed enables the extended enterprise to reduce the cost of doing business using a “System-of-Systems” approach.
• AIRSpeed has complete Naval Aviation Enterprise and ASN(RD&A) leadership support, direct participation and active involvement.