dale l. moore deputy, corporate deployment champion navair airspeed 8 march 2005 achieve the mission...

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)


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


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


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.


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


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)


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


NAVAIR AIRSpeed Implementation Process 2004 2005

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

BENCHMARKING & DEPLOYMENT DESIGN

EXECUTIVE ENGAGEMENT

SELECTION OF CHAMPIONS, BLACK BELTS AND SPONSORS

PROJECT IDENTIFICATION & SELECTION

MOBILIZATION

BLACK BELT LEAN SIX SIGMA WAVES

BENEFITS

WAVE 1

WAVE 3WAVE 4

WAVE 5

WAVE 6

INIT

IAT

ION

RE

SO

UR

CE

&

PR

OJ

EC

T

SE

LE

CT

ION

IMP

LE

ME

NT

AT

ION

&

EV

OL

UT

ION

• • • •

• • • •

• • • •

• • • •

$ $ $ $ $

• • • •

WAVE 2

ONGOING REVIEWS, INVOLVEMENT AND COMMUNICATION

ONGOING PROJECT PORTFOLIO MANAGEMENT BY CHAMPIONS / MASTER BLACK BELTS

LEADERSHIP REVIEWS OF BLACK BELT PROJECTS AND PROCESSES

PROJECT SPONSORSHIP WORKSHOPS

DEPLOYMENT WORKSHOPS &

LEADERSHIP COORDINATION

EXECUTIVE LAUNCH

REFERENCE: LEAN SIX SIGMA, BY MICHAEL L. GEORGE

PERSONNEL IDENTIFICATION & ROLE-SPECIFIC TRAINING

BB PROJECT ID, PROJECT CHARTERING & SPONSORING

• • • •


NAVAIR AIRSPEED 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


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


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


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


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


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


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


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.

dale l. moore deputy, corporate deployment champion navair airspeed 8 march 2005 achieve the mission...

Documents

00a1 kc

airspeed programs

airspeed inspiration

sites navair airspeedlean

navair core processespart

blackbeltexpert training

support of sea power

core teamlinks