Securing Leadership Buy- in Quality CPI Production Communicatio n Cooperation Collaboratio n Patience Persistence Perseverance How To Engage Your Leaders From Day One Of Implementation 11th Annual Lean Six Sigma & Process Improvement Summit January 20 th 2010 LT Dennis Narlock USS Ronald Reagan (CVN-76)
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Securing Leadership Buy-in
QualityCPI
Production
Communication
Cooperation
Collaboration
Patience
Persistence
Perseverance
How To Engage Your Leaders From Day One Of Implementation
11th Annual Lean Six Sigma & Process Improvement Summit
The success and longevity of your Process Improvement deployment depends on the support of your organization’s leadership at ALL Levels.
3
Fleet Readiness Center Southwest
4
Stakeholder Universe
LSSLeaders
PM / CM
Exec.Leaders
Public
Congress WarfighterSailors
Industry
FMS
Environmental
Unions
Contractors CivilService
INT
Regulatory
EXT
5
The Language of Business
BusinessRevenue
Labor RateUnit Cost
Return on InvestmentBreak-even analysis
RiskScrap
BCM RateRFI RateRFT Gap
Flight Line Entitlement
6
Vision and Values
Simply believing in the vision and the values espoused is not enough, they have to be translated into action.
VISION
VALUES
A “Desired” future that invokes passion and compels everyone in the organization to make it a reality.
The fundamental “Beliefs” of the organizations.
7
Vision and Values
Vision"Naval Aviation Forces, Efficiently Provided and Ready for Tasking, Now and in the Future"
– Naval Aviation 2030
Balance Current & Future Readiness Reduce the Cost of Doing Business Enhance Agility Improve Alignment Attain & Maintain Visibility Across
the Enterprise
Goals
8
-Established the Strategic Level Vision
-Established the priorities that will address strategic level gaps
- Focused on Maintenance and Repair of aviation systems to generate aircraft Ready for Tasking (RFT)
Commander, Fleet Readiness Centers Goals
Fix It Once, Fix It Right, Fix It On-Time
On Time Delivery, At Unit Price
Commanding Officer, Fleet Readiness Center, Southwest
Goals
Produce at TAKT Times Meeting NAE Flightline and RFT Entitlement at or Below
Budgeted Cost
Naval Aviation Enterprise Goals
Meet Ready for Tasking Entitlements at Less Cost
Right Readiness at the Right Time at the Right Cost
Goals
-Provides the right aircraft, part or service at the right time, in the right quantity to support operational level mission (RFT)
Vision and Values
9
Philosophy
Leadership
Management
Technical
Team SkillsNetwork Talent Model
TS
Vision and Values
10
HighPerformance Organization
Integrated Management Team
PEOPLE + WORKFORCE DEVELOPMENT
Cell-Based Work Environment
Linked Metrics
Develop the Micro Businesses
AIRSpeedTools:
LeanSix Sigma
TOC
AS9100AS9110QualityMgmt.
Systems
Vision and Values
11
Effective TranslationThroughout the Organization
“Every discipline or profession has its own self-glorifying vocabulary. It is how its proponents justify to themselves, sell themselves and think of themselves and what they do” (Robert Solomon)
Exec.Management
TopManagement
Middle Management
Front Line Management & LaborReady for Issue (RFI)Beyond the Capability of Maintenance (BCM)
Production Rate (TAT)Equipment Efficiencies (RCM)
Labor RateQuality Performance (Deficiency Rate)
Ready for Tasking (RFT)Budget (NWCF & O/M
12
Measurements of Efficiency
NAE
FRC SW
Dept. Head
DivisionOfficer
Branch Chief
WorkCenter
Technician
Aircraft Ready for Tasking
On Time Delivery
Line Status / Cycle Time
Buffer Status
First Pass Yield
TAKT Rate
First in – First Served
Comptroller G&A Goal: $5.9M or $1.42/hrInformation Technology G&A Goal: $3.5M or $0.85/hrSafety & Health G&A Goal: $2.8M or $0.67/hrEnvironmental G&A Goal: $1.4M or $0.36/hr
Engineering/Logistics NOR Goal:
($1.1M) Industrial Support Department G&A Goal: $14.3M or $3.44/hr Workforce Management G&A Goal: $3.5M / $0.84/DLH Quality/AIRSpeed G&A Goal: $3.8M / $0.90/DLH FISC MRR Goal: $8M or $4.22/hr Mat’rl Availability: 100%
E2/C2 Product Line FY-09 Stretch Goals
E-2 PMI-2: 180 Day Cycle Time 18,000 DMHRS 1 Flights to Sell FCF
C-2 PMI-3: 330 Day Cycle Time 25000 DMHRS 2 Flights to Sell FCF or
Less
NOR Goal: $3.07M
Sub-goals: Zero - Lost toolsZero - Critical, Major ADRsZero - MishapsZero - IQR discrepancies
Policy Deployment
Commanding OfficerFleet Readiness Center
Southwest Goals
Commanding OfficerCommanding OfficerFleet Readiness Center Fleet Readiness Center
Southwest GoalsSouthwest Goals
Produce at Cycle Times/ TAKT and Produce at Cycle Times/ TAKT and Meet NAE Meet NAE FlightlineFlightline and RFT and RFT
Entitlement at or Below Budgeted CostEntitlement at or Below Budgeted Cost
Commanding OfficerFleet Readiness Center
Southwest Goals
Commanding OfficerCommanding OfficerFleet Readiness Center Fleet Readiness Center
Southwest GoalsSouthwest Goals
Produce at Cycle Times/ TAKT and Produce at Cycle Times/ TAKT and Meet NAE Meet NAE FlightlineFlightline and RFT and RFT
Entitlement at or Below Budgeted CostEntitlement at or Below Budgeted Cost
14
Hoshin Plan Visibility on Program goals Align CPI Projects to goals
Gantt Chart FY Project Selection and Time Line GB/BB Assigned are Noted
AIRSpeed Council Review projects for goal alignment Dedicate $ for projects selected
CPIMS Provides Standard CPI Templates Allows for Electronic Tolegate review Project Information available Fleet Wide
Policy Deployment
15
DivisionOfficer
Work Center
BranchChief
AIRSpeedChief
AIRSpeedOfficer
Maintenance Officer
AIRSpeedCore Team
AIRSpeedSatellite
Team
MMCO
TACTICALSTRATEGIC
Coordination
Collaboration
Policy Deployment
16
Leveraging Quick Wins
• Leadership– Resource Investment (Time > $)
• Teams- Competing Priorities
• CPI Practitioner– Garner Support
• CPI Deployment– Generate Momentum– Sustaining the Gains
“Leaders must be present to Win” – Captain Michael Kelly, CO FRC SW
18
Top Five DOs and DON’Ts
LeadershipDO
• Talk the Talk, Walk the Walk
• Participate• Provide Resources• Barrier Removal• Celebrate Success
DON’T DO• Compromise Integrity• Create “Pet” Projects• Isolate a Dept./Div• Ignore the Metrics• Overload the
Practitioners
Inspire, Encourage, Enable
19
Top Five DOs and DON’Ts
CPI PractitionerDO
• Challenge the “Norm”• Be Data Driven• Use the right Metrics• Communicate, Listen• Patience
DON’T DO• “Fix” their process• Be a surrogate leader• Do all the work• Push a bad project• Ignore the stakeholders
Inspire, Encourage, Enable
20
Summary
“Excellence is an art won by training and habituation, We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit.
Aristotle
21
LT Dennis NarlockUSS RONALD REAGAN CVN-76Aircraft Intermediate Maintenance DepartmentAvionics/Armament Division OfficerContinuous Process Improvement Officer