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Ready. Resourceful. Responsive!

NAVAL INVENTORY CONTROL POINT. PBL SUB-TEAM OUT-BRIEF 3 November 2004. Ready. Resourceful. Responsive!. PBL TEAM. Team Leader: Steve Santos Facilitator: Jeff Brown/Troy Bourgeois Sponsor: CAPT Kenney/CAPT Ellis Team Members: Maria Allen (02) Anita Perlman (03) Doug Nevins (02)

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Ready. Resourceful. Responsive!

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  1. NAVAL INVENTORY CONTROL POINT PBL SUB-TEAM OUT-BRIEF 3 November 2004 Ready. Resourceful. Responsive!

  2. PBL TEAM • Team Leader: Steve Santos • Facilitator: Jeff Brown/Troy Bourgeois • Sponsor: CAPT Kenney/CAPT Ellis • Team Members: • Maria Allen (02) Anita Perlman (03) Doug Nevins (02) • Buster Jones (07) Elliot Redman (03) • Karen Faber (03) Berkley Reid (84) • Madeline Moore (02) Bob Wolfe (84)

  3. Workload Savings Goals Remove non-value-added steps in the PBL Process Value Stream with thegoal of becoming LEAN while reducing the variability in the process. FTE Per June 2004 Spread Sheet Proposed savings Savings Goal Category 9.0 10.2 19.2 70 71 141 F& P Acq Planning Procurement PBL Total 7 – 10 7 - 10 14 - 20

  4. PBL Process and Sub-processes Current State Data Queries PBL Prep Process BCA Process Alpha Negotiation CRB Contract Complete ROM SOW Process J&A Process

  5. PBL Process and Sub-processes Future State Kickoff Data Agreement BCA Process PBL Prep Process BCA E 1 BCA E 2 BCA E 3 Alpha Negotiation CRB Contract Complete Pricing Guidelines ROM SOW Process SOW Kaizen 1 SOW K2 SOW K3 ---- SOW K4 SOW K5 J&A Process = Process Improvement

  6. PBL PROCESS ELAPSED TIME AS IS 29 MONTHS AVG SOW (19 Months) BCA (21 Months) J&A (8 Months) ALPHA (10 Months) TO BE 14 MONTHS AVG SOW (9 Months) BCA (12 Months) J&A (5 Months) ALPHA (5 Months)

  7. PBL PROCESS TOUCH TIME 3841 HRS AVG AS IS SOW (1270 Hours) BCA (1371 Hours) J&A (124 Hours) ALPHA (1076 Hours) TO BE 2131 HRS AVG SOW (475 Hours) BCA (768 Hours) J&A (68 Hours) ALPHA (820 Hours)

  8. ROOT CAUSES • Wide variation in the process • Guidance • Skills • Knowledge • IPT Meeting time/agenda conflicts • Too many reviews/rework • Manual effort • Inadequate input data (for new equip) • Insufficiently defined requirements • Lack of dedicated resources

  9. SOLUTION 1EVENT DRIVEN PROCESS KICK OFF (3.9 FTE savings) SOW DEVELOPMENT (1.9 FTE savings) DATA AGREEMENT (5.0 FTE savings) PRICING GUIDELINES (1.7 FTE savings) TOTAL FTE SAVINGS • 12.5 FTE • Benefits: • 50% Improvement in Cycle Time • Reduces learning curve/provides training • Eliminates rework • Challenges: • Competing Priorities/Scheduling conflicts/Lack of travel funds

  10. SOLUTION 2PROJECT MANAGER • Responsibilities…enabler for “Events” • Schedules and facilitates all events • Develops the POAM • Monitors achievement of milestones • Assigns and tracks action items • Maintains metrics • FTE SAVINGS: 1.3 FTE Net • Benefits: • Reduced learning curve • Effective events • Identifies areas for continuous improvement • PBL development process can be monitored and controlled • Challenges: • Access to resources with the right skill set • Reallocating staffing for the Project Management Team

  11. SOLUTION 3STATEMENT OF WORK TOOL Enabler for SOW event • WEB Based • Menu driven…drop down boxes • Pre-reviewed statements to choose from • FTE SAVINGS • 3.7 FTE • Benefits: • Eliminates redundant reviews • Reduces touch time • Accelerates document development • Challenges: • $60K development cost; Initial investment of review time

  12. SOLUTION 4J&A Tool • WEB based • Electronic signature capability • Workflow management capability • Includes checklists from KO/CA/Legal • FTE SAVINGS • .3 FTE • Benefits: • Eliminates variation in expectations • Reduces review time • Reduces J&A development time • Challenges: Resistance to workflow controls

  13. Summary Of Improvements PBL Process • Cycle Time Reduction: 50% • Touch Time Reduction: 45% • FTE Savings: 13%

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