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									Production Management Office
           (PMO)




        Navy Workforce Briefing
      Presented by George Taylor
Director, Production Management Office
              5-7 May 2008
          MPTE OV-1




POM/PR
Process




                      1
        The MPTE Supply Chain...
                                  ...is similar to a manufacturing process

                           Selection &
                          Classification      Recruiting
                                                              “Gathering
              “Sorting”                                      Raw Material”




“Assembly &
 Polishing”
                                                “Operations”         FIT/COST
              Training         Personnel Requirements,
                                  Planning & Policy



          “Shipping/
           Delivery”
                                                            “Customer Care”
                     Distribution &            Caring for
                      Assignment                Sailors


                                                                                2
           Production Management Office
                  (PMO) Genesis
• MPTE Supply Chain Council, est. by Mr. Murray
  Rowe in Jan 06, identified the need to apply
  corporate supply chain concepts to Navy accessions
• Council recognized the need for:
   -Visibility into our “inventory” across the entire supply chain
   -Establishing benchmarks to measure/manage variation in supply
  chain
   -Developing corporate level key performance metrics
• The Council developed the concept of a new
  organization that would monitor and report on the
  performance of the Navy Enlisted Accession Supply
  Chain (NEASC)
• The concept was formalized as the PMO with official
  establishment occurring on 24 Jan 08
                                                                     3
      Supply Chain Themes from Industry

• Total real-time visibility of inventory is essential!
• Strategy/business model is well-defined, then the
  supply chain is designed to achieve it
• Clear focus on meeting customer’s needs
• Cultural change is required
   – Can see problems throughout pipeline and plan response
   – Everyone subordinates their behavior to Enterprise’s success
   – It’s all about FIT and cost!
• Need common vocabulary/taxonomy
• Business rules, and roles and responsibilities must
  be clear
• Supply Chain must have support of leadership and
  dedicated, empowered production manager

                                                                    4
                                  The Enlisted Supply Chain
                                   Production Management Office
              Recruiting                                     Training                               Fleet
                                                                                               Non-Distributable
                                           Street To Fleet                                        Inventory
                                                                                                                      TPPH
                      DEP loss                                                                                        Attrition
                                                                                             TPPH
                                               Reclassify

                                               Basic to
                                                              Reclassify
                                                                                                 Redistribution
             Recruitment    Accession
               Rating        Rating            Advanced
                                                                                            Fleet
                                                                                                                   RC
                                                                                             FIT
 Civilian               DEP                 RTC              A School      C School/                               Fleet
Population                                                                 Adv Training   (AC/RC)
                      Contracts                                                                                    Attrition

                                                              Reclassify
                                                                                                         Redistribution

              Transit Status             Basic         Advanced
                                        Training        Training
                                         Attrite         Attrite                                             Individual
                                                                                                             Augmentation
                 Many product lines (Ratings, NECs)…
                        Multiple entry points…
                        Can repeat segments…
                                 But…
                One Outcome: Fill Fleet job, Efficiently!
              One Supply Chain: Find, Train and Fill the job!
                                 MPTE Relationships
                                            DCNO for MPTE (N1)

                                                     N1B/COO
                                                      PMO                       PMO


                                               MPTE GBOD
                                                  PMO




                                                                       NETC/BUMED                     NPC
                                                                                                                   N11
                                                                                                                    Enterprises &
                                                                                                                      Enablers




                                                                                      LCs/HM “A”
                                                               CNRC



                                                                         NSTC




                                                                                                         PERS 4
     N10




                         N12


                                      N13


                                               N16
               N11




           ECMs (BUPERS) / N13                                        PMO (COO)

Accession Plan/ Production Order                                       Production Plan/ Production

 Requirement         Goaling Letter                   Recruiting      NSTC Training                Tech Training    Sailor To Fleet
                               Street to Fleet Supply
                               Chain Meters & Levers
                                          Booking Pride Reservations
   Determine Funded Billets               MEPS Classification                        Surge Capacity – School
                                          DEP Management                             House
                                          Enlistment Waivers
       Goaling Letter                                                                                            Fleet
                           Job Family                                                                            Requisitions
                                                               Classification / Re-class at BMT
                           Groups
                                               Quota Adjustments in Pride                 Re-Classification at “A” Schools
                                               Enlistment Incentives


Requirement        Goaling Letter       Recruiting       NSTC Throughput        NPDC Throughput            Sailor To Fleet

                                         CNRC Goal (New Contracts vs Goal)
                                                                                                           Number detailed vs
                                         Ship Rate (Number Shipped                                         number available to
Corporate Meters (example)               to RTC by Rating vs. Goal)                                        be detailed
         Lever Legend                                          RTC Process Yield
                                                               (# grads YTD vs target)
     OPNAV                                                                                  Output Rate, Prep Course
                        NPDC                                   RTC Process Yield
     N1                                                                                     Grads vs goal, YTD
                                                               (# grads YTD vs target)
     Collaborate        PMO
                                                                                            Output Rate, A-School
                                                                                            Grads vs goal, YTD
      CNRC                              Phase 1:

                                        Phase 2:                                         Output Rate, Accession C-Schools:
                                                                                         Grads vs goal, YTD
                         MPTE Working Group

• MPTE Working Group (MPTE WG) and MPTE Flag Session
  address issues that affect efficiency and effectiveness of
  operations within the MPTE Domain
 Established in March 2004
 The group's initial focus was to better integrate T with P
 Added Financial (N10), Manpower (N12), and Plans & Policy
 Education was added to the WG in June 2007.
 Designed to develop MPTE Domain-wide solutions to barriers and roadblocks
  to make MPTE as effective and efficient as possible.
 Those issues requiring decisions beyond the MPTE WG will be provided to the
  MPTE WG Flag Session once a quarter for action.
    –   Completed 350 Action Items.
    –   Currently have 97 action items being worked and 48 On-going items reviewed
        quarterly.
    –   We have chartered 17 active Cross Functional Teams (CFT) e.g. PACT and Ceremonial
        Guard.
    –   The Working Group Averages 8–10 New Actions at each Face to face session.
                               LSS Projects
                           4 Problems – 4 Teams
                                                                   AI/AO data is from FY07

• Accession students spent over 202K man-days in Awaiting Orders
  (AO) status – AO Team
• Another 435K man-days were spent in Awaiting Instruction (AI)
  status – AI Team
• Fragmented visibility and incomplete control are sub-optimizing
  significant supply chain functions:
     – Reclassification -- Reclassification Team
     – Quota Management (including scheduling) -- Quota Management (QM) Team
           Project              DMAIC Phase                     Expected Benefits
Quota Management             Analyze                       •Improve process understanding
Reclassification             Improve: proof of concept     •Enable streamlining & greater
                             underway                      efficiencies
Awaiting Instruction         Improve: AI predictive        •Reduce accession requirement
                             model in work                 •Lower overhead cost (IA account)
Awaiting Orders/Transfer     Improve: validation, mods &   •Cost avoidance will carry over into
                             creation of business rules    future FYs
                             governing directives and
                             performance metrics in work
                                   Reclassification

•   Three locations for Reclass:
     – RTC at 3-2 day
     – TSC(s) with Non-grads
     – BUDs (will transition to TSC San Diego)
•   Reclass Guidance Issued Monthly by PMO to all sites
     – Provides weekly matrix of open, closed and targeted ratings
     – A Challenge to find school seats during summer surge
     – Flexibility – adjust for variations in flow of Sailors through pipeline
•   Priority is focused on under-producing ratings within the ECM Order
•   Normally school seats must be available within 30 days of reclass
     – Exceptions will be made for high value Sailors by PMO


        Cohort          Total Reclass #       No./% to new         No./% to PACT
                                                 rating
         FY-07                 5026              3858/77                1168/23
         FY-08                 801*               770/96                  31/4


    *233/29% reclassed into GWOT                                 Data current as of 4 Apr 08
    or AIRR/C ratings
                            Metrics and Analysis

• Creation and deployment of enabling tools for MPTE
  production utilizing the concept of Supply Chain
  Management (SCM).
• Partnering with NETC and others (CNRC, BUPERS) to
  build and deploy tools designed to improve the Supply
  Chain process:
             Tool                     Usage                         Status
  Weekly Accessions            CNRC/PMO Accession        Integrated into business
  Recruiting (WAR) Report      Management                processes
  Work in Process (WIP)        LC/PMO Production         Integrated into business
  Inventory tool               Management                processes
  ALNAV Tracker                ECM/PMO Production &      Integrated into business
                               Reclass Mgmt              processes with fully automated
                                                         version under development
  Inventory Forecasting Tool   PMO Forecast of Student   Under development
                               bottle-necks (Awaiting
                               Instruction time)
    Weekly Accession Recruiting (WAR)
                 Report

• Snapshot of Recruiting production by
  rating, program, and gender
• Developed for CNRC, ECMs and PMO
• Displays monthly recruiting performance
  based on the Rating Phasing Matrix
• Data automatically updated daily from
  PRIDE
                 Work in Process (WIP)

• Tracks individual Recruits/Sailors through the
  Street to Fleet (STF) process by rating, program
  and gender
• Developed for ECMs, PMO, and Training Agents
• Current WIP capability tracks:
      • Delayed Entry Program (DEP), RTC, “A” and “C” school for
        all accession rating programs.
• Desired future capabilities:
      • Aggregate “C” schools data for non-accession training.
      • Show non-accession students in same classes
• Data automatically updated daily from PRIDE
  and CeTARS
                       ALNAV Tracker

• Developed as a decision support tool to manage
  NEASC inventory production/distribution:
  –   CNRC performance.
  –   JOG to rating classification.
  –   Pipeline inventory variances (attrites and reclass out/in)
  –   Projected Grads.
  –   Current/projected inventory production to production order
• Developed for ECMs and PMO
• Objective to meet “ECM Need” (production
  order)
• Data source is CeTARS and NES
     COGNOS Business Intelligence

• Web Based Portal for Access to Supply Chain
  Management Tools
  – A single, adaptive authoring environment for the full range of
    reports.
  – Create managed business reports, production reports,
    dashboards, and ad hoc queries.
  – Report against all operational systems, OLAP, and relational
    data sources.
  – Publish reports in all desired formats: Email, HTML, PDF,
    Microsoft Excel, CSV, and XML.
  – Offload IT effort and reduce reporting backlog through drag-
    and-drop formatting and user self-service.
  – Support for Unicode addresses multilingual reporting needs.
    Awaiting Instruction (AI) Model

• Naval Forecasting Awaiting Instruction
  Model (FAIM)
  – Spreadsheet model currently under
    development by PMO
  – Predicts when recruits/sailors will arrive at A-
    School, how long sailor is in AI, AI pool size.
  – Capability to perform “What-If” scenarios
    and stochastic analysis
  – Inputs: CeTARs Class Schedule; WIP
    Inventory
  – Status: Under Development
FAIM
         Production Management Office
                 (PMO) Genesis
• MPTE Supply Chain Council, est. by Mr. Murray Rowe in
  Jan 06, identified the need to apply corporate supply
  chain concepts to Navy accessions
• Council recognized the need for:
   -Visibility into our “inventory” across the entire supply chain
   -Establishing benchmarks to measure/manage variation in supply
  chain
   -Developing corporate level key performance metrics
• The Council developed the concept of a new
  organization that would monitor and report on the
  performance of the Navy Enlisted Accession Supply
  Chain (NEASC)
• The concept was formalized as the PMO with official
  establishment occurring on 24 Jan 08
                                 PMO Branch Functions

                                                                                Note: Will be updated post
                                                     PMO                              organizational work.



    Metrics and Analysis                          Quota                            Reclassification
                                           Management/Operations
 Develop, collect and display                                                Liaison with ECMs to obtain
standardized MPTE-wide enlisted           Analyze the NEASC throughput      ECM Need and ensure quotas are
accession metrics and deploy SC          using best industry standard        avail, present opportunities to
tools, ensuring full visibility of all   methods                             PSDs for reclassifications
segments of the NEASC                     ID roadblocks, barriers and        Participate in Production
 Model and Simulate Production          efficiencies                        meetings for reclassification
 Monitor attrition, non-grad and         Host Cross Functional Team        modifications
show/no show rates                       (CFT) Production meetings to         Manage the reclassification
 Collaborate with production units      prevent or mitigate potential       process to appropriately recycle
to optimize processes, propose           production issues                   inventory
recommendations, and develop              Manage/Change school quotas for    SME for reclassification
guidance documents                       accession pipeline A and C school   questions
 Develop/Modify Rating Phasing          quotas for enlisted accession        Train PSD personnel on
Matrix (RPM)                             training                            reclassification procedures
 Develop PMO Strategic                   Manage Inter-service Training      Develop technical functional
Communications                           Review Org (ITRO)                   reqs for additional Fleet RIDE
                                                                             functions
                   Desired End State
• Total real-time visibility of inventory
• Well-defined Strategy/business
  model/roles/responsibilities
• The supply chain is responsive, adaptive, and efficient,
  meeting an established standard for fleet fit/fill
• Cultural change has occurred
   – Can see problems throughout pipeline and plan for
     required adjustment
   – All members of the NEASC subordinates their
     behavior to Enterprise’s success
   – FIT and cost are optimized!
• The entire supply chain uses a common vocabulary
• Supply Chain Management is supported at all levels of
  leadership
                                                             22

								
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