Enter/Edit Data CAPT Ralph T. Soule Supervisor of Shipbuilding Newport News Career Goals: Shipyard Command Supervisor of Shipbuilding Command Qualifications: Surface Warfare Officer Acquisition Certifications: APM; AG2; AG3 12/14/2006 5:10:27 PM Career Planner (ver 1.6b1 03-25-02) Year YCS 0 1985 5 1990 10 1995 15 2000 20 2005 25 2010 30 20/30 TYS Now Bryan K ELEM JRHI HS COL Beau K ELEM JRHI HS COL Career Plan S W O S St ud en t FF 10 87 Ki rk EMO FFG 48 Vande- grift ERO, CICO Nu c Pw r Sc ho ol N u c P r o t o t y p CGN 40 Miss- issip pi MPA MIT Student CVN 65 Enter- prise (RCOH) Station Officer PSNS Nuclear APS, Carrier Avail Improvement CN AL N4 3 De pu ty Supship Newport News Carrier Overhaul Project Officer, PMR CVN 69 Dwight D. Eisen- hower Reactor Officer PHNSY OPS Comm Naval Air Force ACOS Ship Materi el N43 Supship Newport News Supervisor ED/EDQP Boards Promotion FitReps ENS LTjg LT LCDR CDR CAPT YCS Year 0 1985 5 1990 10 1995 15 2000 20 2005 25 2010 30 20/30 TYS Now Supship Newport News Super- visor
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Supship Newport News Super- visor. UNCLAS 2 Why You Should Do Carriers The problems you encounter are really the Navys highest priorities. The resource.
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Enter/Edit Data
CAPT Ralph T. SouleSupervisor of Shipbuilding Newport News
Career Goals: Shipyard CommandSupervisor of Shipbuilding Command
Qualifications: Surface Warfare Officer
Acquisition Certifications: APM; AG2; AG3
12/14/2006 5:10:27 PM Career Planner (ver 1.6b1 03-25-02)
Year
YCS 0
1985
5
1990
10
1995
15
2000
20
2005
25
2010
30
20/30 TYS
Now
Bryan K ELEM JRHI HS COL
Beau K ELEM JRHI HS COL
CareerPlan
SWOS
Student
FF 108
7 Kirk
EMO
FFG 48 Vande-
grift
ERO, CICO
Nuc Pwr School
Nuc Prototyp
CGN 40
Miss- issippi
MPA
MIT
Student
CVN 65 Enter- prise
(RCOH)
Station Officer
PSNS
Nuclear APS, Carrier Avail Improvement
CN
AL N43
Deputy
Supship Newport
News
Carrier Overhaul Project Officer, PMR
CVN 69 Dwight D.
Eisen- hower
Reactor Officer
PHNSY
OPS
Comm Naval
Air Force
ACOS Ship
Materiel N43
Supship Newport
News
Supervisor
ED/EDQPBoards
PromotionFitReps
ENS LTjg LT LCDR CDR CAPT
YCS
Year
0
1985
5
1990
10
1995
15
2000
20
2005
25
2010
30
20/30 TYS
Now
Supship Newport News
Super-visor
2
UNCLAS
UNCLAS
Why You Should “Do” CarriersWhy You Should “Do” Carriers
• The problems you encounter are really the Navy’s highest priorities.
• The resource sponsors understand and value maintenance.
• While the problems are complex, you get great support and rapid attention.
• Carriers have enough money to work ahead of most of their problems.
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UNCLAS
UNCLAS
Career Planning Insight (Soule’s view)Career Planning Insight (Soule’s view)
• Keep options open, 2 paths to O6/Command as long as possible
– No one path to O6/Command
• Performance will always be #1 factor
• Develop the KSAs you need for future jobs, it’s not just about OJT
– Always think one or two jobs ahead
– Observe and get mentoring from senior officers
– Personal development plan
• Have fun!
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UNCLAS
UNCLAS
CV/N MaintenanceCV/N Maintenance
• Governance
– Life Cycle Management Group
• Management of Life Cycle material and programmatic issues
– CV/N Team One
• Manages the “white space” in the CV/N CNO availability process (planning and execution)
5
UNCLAS
UNCLAS
Current Interests and Reading Current Interests and Reading
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UNCLAS
UNCLAS
My Personal Development ThemesMy Personal Development Themes
– The Hidden Traps in Decision Making, Hammond et al
– What You Don’t Know About Making Decisions
– What Is Strategy?, Porter
• The New Economics, Deming
• Fifth Discipline, FD Fieldbook, Senge et al
• Leadership and the Art of Communication, Krisco
• Seven Habits, Covey
• Getting Things Done, Allen
• Managing the Unexpected, Weick
• Intuition at Work, Klein
• The New Rational Manager, Kepner-Tregoe
• Becoming a Critical Thinker, Diestler
• Boyd, Coram
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UNCLAS
UNCLAS
JO Industrial Tour Success StrategiesJO Industrial Tour Success Strategies
• Know your customers and what they value.
• Read “Lean Thinking” and “The Toyota Way;” think about where and why we fall short.
• Read and understand the Shipyard Business Plan.
• Get involved in Carrier or Sub Team One.
• Update your career planner and always have available for "drive by career counseling" opportunities. You will get better mentoring if you frequently ask “Why do we …?”
• Complete all DAWIA quals possible during this tour.
• Always be thinking about what you want to learn and get better at doing. What skill sets are you building for Navy problems?
• If there is a Shipyard CO shadow program at your command, get on the schedule ASAP.
Traditional Contract Management Functions:- Administrative Contracting Officer
- Naval Supervisory Authority
- NAVSEA field engineering
- Program management
- Quality Assurance for key shipbuilder processes
Non-traditional Functions: Field Pricing Support for new contractsField Pricing Support for new contracts Customer interface Customer interface Solution facilitationSolution facilitation Program management interfaceProgram management interface Program reviewsProgram reviews Work Integration of non NGSB contractors
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SUPSHIPNN Mission and Goals
Mission of SUPSHIP Newport News
Administer contracts for new ship construction, overhauls, and conversion
Execute NAVSEA contractual, technical, and fiduciary responsibilities
Program management and technical oversight of ship construction and repair (NSA responsibilities)
Command Goals Inspect to get what the gov’t expects Improve mission capability Support lower cost of production
Assure that NGSB NN adheres to Navy contracts and provide onsite technical/program support between NGSNN and Navy activities.
• SUPSHIP Manning directly linked to CNO (N8) Navy Shipbuilding Plan• OPNAV (N81) accredited SUPSHIP model (SWFT) calculates manning
& funding requirements across the FYDP• Change in Shipbuilding plan = Change in SUPSHIP requirements• SWFT accounts for geographic disparities, shipbuilder competence, &
ship design complexity
In FY07:
• NAVSEA agreed to fund FY08 -09 SUPSHIP CIVPERS shortfalls via CDRs Reserve
– Not sustainable long term
• OPNAV N8F agreed to fund POM10 and future
– FY10 requirement funded!!– Divergence from requirement
beginning in FY11
20000
25000
30000
35000
40000
45000
50000
55000
60000
65000
70000
500
750
1000
1250
1500
1750
2000
BES 11 Actuals PB10 POM12 (R7)
SUPSHIP Manning Out of Synch with Workload
Con
tract
or M
en P
er D
ay
SU
PS
HIP
Civilian FTE
Actual Projected
CIVPERS ControlCIVPERS Control
POM12 CIVPERSPOM12 CIVPERSRequirementRequirement
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Direct Manning (Production + Engineering) 14735 Equivalent Men
25%
20%32%
22%
1%
CVN NC
SSN NC
CVN RCOH
GOVT DESIGN
OTHER
Northrop Grumman ShipbuildingShipbuilder Summary
Issues:
CVN71 RCOH (execution) Delivery schedule Feb 12
CVN72 RCOH (planning) Delivery scheduled for April 09
SUB REPAIR Planning Yard and AIT Installations
Virginia Class Submarine (shared with EB)SSN 781, 783 – Cost performance concerns.
CVN 65 InactivationConcern with resources, engineering and workers, to accomplish. CVN 78 Construction
CVN 79 Planning
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Navy Private Sector Management - NGSB
Tactical
– Formal Contracts
• CVN 68 Class RCOHs
• CVN 78 Design and Construction
• CVN 65 Maintenance RSLP availabilities
• Selected other Carrier maintenance availabilities
Strategic
– Joint Executive Management (JEM)
• PEO Carriers/Subs
• DASN Ships
• NAVSEA 00B
• NAVSEA 08
Regulatory
Naval Nuclear Propulsion Audit – NAVSEA 08
• Virginia Class New Construction
• SSN 688 Planning Yard Services
• SSN 21 Planning Yard Services
• SSN AIT Installations
• Select Submarine maintenance availabilities
• President, NGNN
• Support from NAVSEA Senior Leadership and SUPSHIP
– Contracts, Cost Estimating, Engineering
Roles and ResponsibilitiesPEO Carriers/Subs Executive Mgmt and Program Management
NAVSEA 08 Program Mgmt, Contracting, and Technical Authority for Naval Nuclear Propulsion Systems
NAVSEA 02 Subs and Carriers Contracting Authority
NAVSEA 05 Subs and Carriers Technical Authority
SUPSHIP On-Site Project, Contracts, Business, Q/A, and Eng Mgmt
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2006 RAND Evaluation of Shipbuilding Costs
Highlights of Findings• 7.4%-10.8% annual inflation from 1950- 2000 for Battle Force Ships (Amphibs, Combatants, CVNs, Attack Subs)• ~50% due to economic factors such as labor and commodities• ~50% due to customer-driven factors such as capability (requirements creep) and build rate
Recommendations• Increase investments in producibility• Increase procurement stability• Fund technology and efficiency improvements• Improve management stability• Change GFE-program management controls• Employ batch production scheduling• Consolidate the industrial base• Encourage international competition/participation• Build ships as a vehicle• Change the design life of ships• Buy a mix of mission focused and multi-role ships• Build commercial-like ships
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Affordability of the 313 Ship Navy
The Navy currently builds 4-6 ships per year at a cost of $8.9 billion
Navy needs to build 200 ships over the next 20 years at a average annual cost of $14 billion (forty percent increase above the current budget).
Navy assumes no real growth in the Navy's top line—how can we buy the ships we need?
Lower maintenance costs for in service ships
No cost growth: personnel, ship cost, operations
Increased commonality between ship classes at the component level
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Other Navy Shipbuilding Challenges
Maintaining the industrial base
Current ship designs are too expensive for the funds available
Cost growth on lead ships of a class
Lifecycle support costs of all weapons systems and platforms are on unsustainable trend lines
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SUPSHIP ChallengesSignificant Challenges
• AT/FP and physical security requirements across all contractor sites
• Balance PEO desires with SUPSHIP mission and manning
• Bridging the gap between now and FY12 manning increases
• NMCI model does not apply well to Supship
• Resources to support ERP • Impact of BRAC decisions on
crew QOL
Major Initiatives/Actions
• Supship Back to Basics• SupshipNN Performance
Improvement Plan• ABS collaboration• Maintain Customer-focus• ERP implementation• Military manning (PMRs) to grow
future COs• Training all the new hires as
“graybeards” retire
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UNCLAS
UNCLAS
0 5 10 15 20 25 30 35 40 45 50
RCOH
Only 37% through the service life of the NIMITZ-Class 313carrier-years remaining.as of today
In-Service Aircraft Carriers Years of Service
Years of
Service Life
- ENTERPRISE will be 51 at her FY12 inactivation- NIMITZ-Class: 500 total carrier-years, serving from 1975 until 2059
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CDRs Conference Task
SUPSHIP Health: Back to Basics
• Implement Actions to make SUPSHIPs a more proactive organization in driving quality performance and execution at private shipyards
• SEA04 QA Audits of SUPSHIPs (note: completed 2 SUPSHIPs and 2 Det to date)• SUPSHIP Code 300 Audit of Shipbuilder QMS
• Changing waterfront behavior on a daily basis• Develop and implement a structured QA planning process• Standardized CAR process• Documented QA standards/requirements• Ensure safe and reliable operations• Clearly identify, communicate and follow up with the shipbuilders defects and corrective actions
• Ship Quality Metric reporting by Class, hull, CCP, sector• Better engagement with Shipbuilder/PEO/SEA04/SEA00
• Audits and oversight of Shipbuilder’s Quality Management Systems (QMS)• Major shift toward Process Evaluation (PE) vice Product Verification Inspection (PVI)
2. C150 Project Management Improvement - Gap ID CY 2010 Q1• Better Cost/Schedule Performance Analysis (EVM)• Change Management• Enhance Project Analysis & Reporting• Better engagement with Shipbuilder/PEO on Project Mgmt & Tech Issues
• Quality Data Schedule Analysis• Tracking and resolving Open Issues• Readiness for Milestones
• Reassert the role of the "Supervisor" of Shipbuilding• Give the PMs the “Story behind the Story”
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SUPSHIP Back to Basics
3. C400 Contracts Improvement - Gap ID CY 2010 Q1-2
• Improve Selected Shipbuilding Contract Clauses, SEA02/PEO/SUPSHIP• Streamlined way of doing business for Shipbuilder & SUPSHIP
SUPSHIP commands cannot easily grow/contract for workload
Crew Support - Ship’s Force is often caught in the middle of repair/construction problems. SUPSHIP has to be prepared to stand up for the things they need to be successful
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UNCLAS
UNCLAS
QuestionsQuestions
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Backup
Check out my blog at: www.rtsoule.squarespace.com
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Public vs. Private Shipyard – Execution
More Similar More Different Workload Management/NSA Alignment NRRO Interface Delivery (NewCon) Hazmat / Mixed Waste / Environmental TWDs/DR/DL/IR Project Management IT (SAP vs AIM) Industrial Procedures Funding ECC Size WPC LBOD SUBSAFE New Ship Construction EVMS No production work In-Service Project Execution No nuclear tech authority In-Service Work Certification Contracting Outsourcing to MSRs New work mgmtCVN Team One, LEAN, Co-Yard, One SY/Resource Sharing, Navy Acqusition Programs, BRAC, Enterprise Construct have all Driven Convergence in Operations, Practices, Similarities, and Workload Sharing
Top Level Similarities / Differences
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SUPSHIP Customers and Stakeholders
Major Customers: the direct recipients or beneficiaries of the services that SUPSHIP provides.
- The Fleet: Warfare Enterprises (SUB, SURF, and AIR)
- NAVSEA (Program Offices, Naval Shipyards)
- Private Shipyards
Major Stakeholders: those who influence the budget, funding and resource allocations; fill a stewardship or regulatory role.
NAVSEA HQ, ASN (RD&A), OPNAVNAVSEA HQ, ASN (RD&A), OPNAV PEO, OSD, Congress, EPA, OSHA PEO, OSD, Congress, EPA, OSHA NRC, State & Local GovernmentsNRC, State & Local Governments
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Tasking #1
Affirmation of theSupervisors of Shipbuilding Role
SUPSHIP Back to Basics
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1) Establish clear lines of communication, accountability and authority• Goal: “One Navy Voice” to the Shipbuilder – Q2• SUPSHIP, NAVSEA HQ and PEO teams to develop SUPSHIP common
business processes – IT (Q1), Project Office (Q2), Contracts (Q3), Testing & Engineering (Q4) - FY10
• SEA04 Council (PEO, NAVSEA 02/05/07/08) to address SUPSHIP Community issues – Q2
2) Establish SUPSHIP input to Ship Program Acquisition Strategies• Need: Consistent Shipbuilding Contract Requirements – 04/02/SS - Q4• Define: SUPSHIP (C200) Responsibility in design process – 04/05/SS - Q3• Acquisition Strategy and Alignment – 04/PEO/SS - Q3• Shipbuilding lessons learned process – SS/PEO - Q4• Define Post-Delivery responsibilities – 04/PEO/05 – Q2
Tasking #1: Affirmation of theSupervisors of Shipbuilding Role
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Tasking #2
Standardize SUPSHIP Organization and Functions
SUPSHIP Back to Basics
40
1) Establish standard SUPSHIP organization• Establish SUPSHIP Standard Codes & Org Chart – Q2
• Re-Establish independent SUPSHIP Bath QA Department – Q2• Define SUPSHIP Products & Services by functional area – Q4
2) Establish standard SUPSHIP metrics to assess and influence shipbuilders• Define common Quality (C300) metrics – Q1• Define cost and schedule metrics, including EVMS – Q3
3) Establish Common Business Processes by functional area• Implement SUPSHIP Quality Team (C300) Results - Q1• Common IT (C800) functionality – Q1• Common Comptroller (C700) functions – Q1• Programmatic Oversight (C150) – Q3• Engineering (C200) functionality – Q4• Common Contract (C400) functionality – Q4
Tasking #2: Standardize SUPSHIP Functions and Organization
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Tasking #3
Ensure SUPSHIP resources ($$ and People) are properly allocated
2) Evaluate Manning vs Workload Changes• Align $$ and CIVPERS requirements across SUPSHIPs
• Execution/Budget years• Are we properly staffed? • Is workload accounted for/has it shifted? Q4 Annually• CDRs Reserve Request? Annual review Q4
3) Update SWFT manning model to determine required resources over FYDP – 04Z/SS• OPNAV (N81) Full Accreditation of SWFT-PM - Q1 FY10• POM/PR input to (N8F) resource sponsor – Q1 Annually
4) Determine efficient & effective alignment of remote sites• Site analysis (Mobile, Marinette, San Diego, New Orleans) - Q1• Establish Detachments (if necessary) – Q4 FY10
5) NAVSEA In-Sourcing – SUPSHIP BOD – Q1 FY10
Tasking #3: Ensure SUPSHIP resources ($$ and People) are properly allocated
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Tasking #4
Recruit, hire, train and retain the talent needed at the SUPSHIPs
SUPSHIP Back to Basics
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1) Recruit & Hire• Establish a THREE year plan) to meet CIVPERS manning requirement – Q4
• Based on SWFT output and updated annually• Surge Capability using contract vehicles• SUPSHIPs Team with local HRSC/HRO
• Participate on NAVSEA recruiting teams – SEA10/04/SS• College recruiting for diversity and new employees – Q2 each SS• Military TAP class recruiting for experienced employees• Obtain & deploy lessons learned from SS Gulf Coast hiring success – Q1
2) Train/Mentor • Broaden SUPSHIP Skill sets, increase diversity, retain required expertise• Continue to deliver SOM training- class schedule Q1
• Develop specific required training at SUPSHIPs – Q2• Establish Rotation billets across SUPSHIPs/PEO/NAVSEA – Q1• Continue development of SUPSHIP Training Continuum – Q1 thru Q4
3) Retain/Mentor • Monitor retention information at each SUPSHIP - Annually• Establish individual succession-readiness Plans – Q4• Incentive tools for CIVPERS ($$, awards, promotion, NSPS) – Q2 SS• Develop/codify experience required for critical SUPSHIP positions – Q2 SS
Tasking #4: Recruit, Hire, Train and Retain the talent needed at the SUPSHIPs
Slide 45
Revised Project Oversight Team Timeline
Summary of Changes: Extended Roles Team activity completion into early Apr
2010 Project Analysis and Reporting Team start shifted to Apr
2010 due to shift in completion of Roles Team Recognized Implementation & Sustainment Actions June 2010 completion timeframe maintained