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Peer to Peer Concept

Peer to Peer Concept. Maritime Logistics Innovation Center March 17, 2006 DRAFT - Proprietary. Name?. Big Eyes The Sea Enterprise Trust Trust Courage Anchor Transformation Innovation Path of Least Resistance Courage Cultivation Catalyst Compass Leading Edge/Bow

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Peer to Peer Concept

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  1. Peer to PeerConcept Maritime Logistics Innovation Center March 17, 2006 DRAFT - Proprietary

  2. Name? • Big Eyes • The Sea Enterprise Trust • Trust • Courage • Anchor • Transformation • Innovation • Path of Least Resistance • Courage Cultivation • Catalyst • Compass • Leading Edge/Bow • Track/Path – direction a boat is heading • Leading the way – route • Ice breaker • Mine Sweeper • Selected • Peer to Peer Networking

  3. Based on the successful ATDC model for its member company executives, create a trusted community for Commanding Officers to discuss and define the challenges facing the Sea Enterprise. Prioritize challenges, develop potential solutions and assess feasibility and needs for transforming the Enterprise through technology and process improvement techniques. Supply an advisor familiar with innovation and improvement applications in industry that recognizes similarities and differences between the US Navy and industry for the purposes of benchmarking where appropriate.

  4. Who Must Have: • Candidness and energy to drive genuine improvement from challenge identification to innovation investigation to literal transformation. Be selective: • Limit to a select number of people. • Group of same rank in similar leadership roles (i.e. CO of a single site?) • Have an understanding of activity and transformation efforts/needs at all levels of command • Selection process involves application and on-site tour/interview/assessment

  5. Create a community where efforts, benchmarking, brainstorming, problem solving and “sanity checks” can occur in a trusted environment.

  6. During 4-6 Group Gatherings, provide • a general forum • break-out sessions • external site visits (Toyota, Gulfstream, NASCAR, Navy sites…) • guest speakers (CNO, leaders in innovation/transformation…) • Guest Participants – I.E. MLIC Partners, GTRI, SBIR, TLI, GT Faculty, Navy Supply Corps School, Naval Postgraduate School for focused areas at feasibility exploration stage • appreciative inquiry • social setting – intrinsic value • training on an as needed basis • time for the leader to think, be creative, breathe, plan, reflect, pay attention to impact/implications of efforts (good and bad) • a forum where restrictions on ideas are limited to none • a forum where there is a trusted environment • a forum where open and frank dialogue • a forum created by an external source – to facilitate, ask the “silly questions”, ask the “obvious but avoided questions” and communicate feedback without repercussion. • Create an environment where the impossible can be heard and possibly addressed • Cross-functional – Value streams across commands

  7. Group Gathering Ground Rules • No substitutes • Code of silence • Everyone has a chance to speak • Must participate in at least 4 of the 6 (or 3 of the 4) meetings

  8. Expected outcomes: • Sea Enterprise • Creative ideas using • Emerging technologies • More agile, adaptive maritime logistics – project identification, prioritization, planning and transformation • Focused on reducing/eliminating non-value added areas and improving value-added areas • Focused on improving: • Efficiency • Maintaining security • Military – have fresh ideas, most dedicated to the Overall Mission of Navy, responsible for innovation? • Civilian – Understand day to day activity, culture, responsible for continuity

  9. Big and small issues • Case studies/homework/local assessments • Leadership commitment and understanding • Enabling more to understand, have faith in and contribute to the Sea Enterprise • Competing on cost vs. innovation • Building and sustaining an improvement culture – theory then move from theory to actual on the deck plate • Reduce cycle time • Reduce inventorty • Reduce costs • Increase capacity • Increase productivity • Imrpove quality • Do not do any at the sake of another • Equip with tools to be successful when we are not around – Consulting vs. Coaching • Understanding organizational readiness • Understanding goals – communicating and making relevant at all levels and parts of the organization • Determine deliverables and key performance metrics • Conduct projects • Follow up and review • Provide point solutions while avoiding isolated successes with no overall improvement to the enterprise • Create improvement rapid enough that the scenario does not change before implementation can take place

  10. Next Steps • MLIC take this on as a project • Partner with N4 to • develop concept in more detail • provide resources and logistics

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