SHIPWAY 2.0 Product Line #4 Overview

1. SHIPWAY 2.0 Product Line #4Overview Technology Transfer Meeting August 27, 2008

2. Submarine Maintenance & Modernization Product Line • Purpose • To provide the war-fighter with quality industrial and logistics support by incremental overhaul, modernization, repair and replenishment of submarines. • At the right price • To increase the Ao. • Key participants • Trident Refit Facility – Kingsbay • Electric Boat South • SUPSHIP-Groton • SPAWAR • NUWC – Naval Underwater Warfare Center

3. Product Line Selected Value Streams • Voyage Repair Period Logistics Value Stream (completed) • Configuration Control Value Stream (in progress) • Work Scope Definition Value Stream • Resource Allocation Value Stream (Enterprise-wide)

4. VRP Logistics Value Stream Purpose: To identify, requisition, deploy, stage, and return the required material, equipment, tools, support services, and human resources from supply locations to point of use in the most cost effective manner to support schedule requirements associated with a forward deployed voyage repair period. Current Method: Military Air Transportation on/off Diego Garcia is unreliable. Approximately 61% of scheduled flights are diverted; No Tender available in Diego Garcia for support until 2011. Desired Outcome: To have a formalized, SSGN Fly Away Team Process and SOPs, with established supply base identified, that enables a reliable method to source materials, equipment, tools, and support services to support voyage repairs at forward deployed sites; To establish a SSGN Voyage Repair Fly-away ready reference to be used by stakeholders to plan and execute 21 day Voyage Repair Periods while the units are forward deployed.

5. Configuration Control Value Stream Purpose - To maintain current configuration records associated with the each Ohio Class boat so that information used to research, plan and supply materials for next refit period is accurate. Definition - This value stream is defined as the set of all activities involving multiple organizations coordinating, communicating, and formalizing changes to the baseline configuration of the boat. Scope - The scope of this value stream includes all configuration control activities associated with performing configuration worthy work from the completion of the work to the accurate update of associated records, for all LANTFLEET SSBN/GN’s home ported in Kings Bay including those transferred to be overhauled at Norfolk Naval Shipyards. The scope excludes nuclear work and strategic weapons. Desired Outcome(s) - The desired outcome of this value stream is to have a stable, adaptable well-defined process that provides accurate, verifiable configuration data that is timely and available to all who need it.

6. Work Scope Definition Value Stream Purpose: This is the process that documents the technical set of requirements to properly maintain and modernize a submarine asset for a given maintenance period. This process exists to communicate the technical requirements to the maintenance provider. Method: Characteristics of the current method include: • Work scope is defined by multiple groups over several iterations of advanced planning. • Multiple funding streams influence work scope prioritization • Some maintenance and modernization work is deferred. Desired Outcome: • There is a streamlined, reliable, repeatable method that identifies the work scope for a given submarine maintenance period to ensure the asset maintains optimal operational performance.

7. Resource Allocation Value Stream Purpose: To identify and allocate resources across the corporate enterprise, based on an integrated view of waterfront utilization to meet the customer’s work requirements in the most efficient manner. Method: Characteristics of the current method include: • PMA sets the priority; Typically Mitigate workload peaks through overtime Desired Outcome: • Waterfront utilization of Integrated Schedules • Process to efficiently manage limited resources among multiple customers • Process to identify formal requirements at an value chain level • Method to effectively prioritize shared resources according to strategic goals. • Information and communication flows follow a direct and unambiguous path. • Process and contract in place to use outsourcing to mitigate workload peaks Process Owner: Repair Officer, PMA

8. Recap Project Events Accomplished to Date • Developed, Standardized and Implemented Value Stream 5 – “Voyage Repair Period Value Stream” (Deliverables 71,84, 97) • Developed and Streamlined Value Stream 6 – “Configuration Control Value Stream” – (Deliverables 72) • Submitted Quarterly Report – June 2008 • Presented SHIPWAY Project Overview and Accomplishments at NAVSEA Lean Day held at the Washington Navy Yard, June 20, 2008.

9. Recent Accomplishments – Voyage Repair Period Value Stream • Mapped the VRP Planning and Execution Process along organizational swim lanes. • Updated SOPs to reflect streamlined process. • Created 51-Step VRP Checklist • Created the VRP Execution Deskguide to institutionalize the process • Demonstrate VRP Deskguide

10. Recent Accomplishments – Configuration Control Value Stream • Assessed the Current State • Identified all customer’s of Configuration Control Records (What do they need and how do they get it?) • Developed Future State Vision Elements • Articulated desired outcome(s) • Communicated “deck-plate” perspective to NAVSEA Modernization Community

11. Configuration Control Value Stream – Current State Map AIT TRF Complete installation work. Obtain requirements associated with work. Validate work against requirements Document results of validation Make information accessible to user community

12. Configuration Control Value StreamFuture State Vision Elements • We have a stable, adaptable, well-defined process that provides accurate, verifiable current configuration data that is timely and available to all who need it. (Desired Outcome of the Value Stream) • There would be a clear and unambiguous process to guide alteration configuration control for all stakeholders to follow. • Required documentation would be available to all stakeholders when needed throughout the process. • There is visibility in all deviations submitted and approved for the alteration. • There is an agreed upon, clearly defined interpretation of what is considered a configuration item, as well as what a configuration worthy item. • All configuration stakeholders have appropriate access to required databases used to control configuration and there is evidence that stakeholders are properly trained.

13. Product Line Metrics(example) • Voyage Repair Period Process – Eliminated 15% of the process steps

14. Project Issues • N/A

15. What’s Next? • Sept 1-5: Standardize & Align Configuration Control Event • Sept 1-5: Outbrief SHIPWAY Progress – Capt Stewart (CO TRFKB) • Sept 11: Outbrief Configuration Control Value Stream - NAVSEA Modernization Director (PMS392) • Sept 20: Quarterly Report • October: Implementation Configuration Control Value Stream • November: Develop & Streamline Work Definition Value Stream