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SWFTS/WSQ-9 Modernization Integration Planning and Scheduling Value Stream Analysis

SWFTS/WSQ-9 Modernization Integration Planning and Scheduling Value Stream Analysis. 30 March 2007 Cindy Straney (PMS415) Doug Wright (TSLO). Why We Are Here. Focus on improving installation processes to reduce the total cost of submarine modernization

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SWFTS/WSQ-9 Modernization Integration Planning and Scheduling Value Stream Analysis

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  1. SWFTS/WSQ-9Modernization Integration Planning and Scheduling Value Stream Analysis 30 March 2007 Cindy Straney (PMS415) Doug Wright (TSLO)

  2. Why We Are Here • Focus on improving installation processes to reduce the total cost of submarine modernization • To minimize / eliminate the risk of schedule extension and associated cost overruns related to the integration of SWFTS / WSQ-9 during CNO Availabilities • Return Ao to the Fleet

  3. The Team Team Members L to R: Lisa Hepinstall, Paul Elles, Frank Knobloch, Bob Cameron, Doug Wright, Greg Edwards, Ray Mondor, H.J. South, Jason Judy, LCDR Steve DeWitt, Henry Morley, Mark Wilcox, Hank Jusko, Steve Hubbell, Daniel Mussatti, Paul Chaney, LTJG Jim Rocco, Ed Viveiros, John Priest, Jeff Zebrowski, Scott Turk, Cindy Straney, Bill Goss, Art Ingalls, Virginia Rains, David Veatch, Tom Glynn, Kelly Tingelstad, Joshua Proteau, Jerry Jurasits, John Baldwin, Mike Poor, Joe Freda, LT Kirby Hallas, Bill Barrett, & Ron Norton. Not shown: Mark Mukanos, Dave Jackson, Wally Bele, Scott Jennings Mike Callihan, Jim McGrath, Tristan Zaia and LCDR Pete Moss

  4. EPS SubmarineEnd-to-End Process Map Focus of Lean Event

  5. Team Expectations • Standardized approach to installs • Better coordination between AITs and LMA • Better coordination of SUBSAFE work zones • Integrate the work better amongst AITs • Commitment from upper management to execute the ideas and improvements from Lean activities • Apply outcome to execution schedule/support Lean activities • Gain education on Lean processes and insight to install activities • Identify methods that will reduce SWFTS install costs • Streamlined installs • Gather corporate best practices, share lessons learned, incorporate into an integrated data base

  6. Validated Modernization Integration Process

  7. Validated Modernization Integration Process …

  8. SWFTS/WSQ-9 Key Dependencies / Potential Roadblocks – What (TOP 9) • Knowledgeable, dedicated ship’s force support team • Support Services: (Aux Power, Cranes) • Fouled hatches / unclear load paths • Hot Work / Fire Watches / Fire Containments • Weapons Offload • Cable Rip Out / Dead Cable Removal • SUBSAFE Work • NDT • AIT Coordination

  9. SWFTS/WSQ-9 Key Dependencies / Potential Roadblocks – Where

  10. Functional Process Map CR/AC; CSES; & Sonar Control

  11. Functional Process Map … Radio Room; Middle Level; & Sail

  12. Functional Process Map … Testing Sequence

  13. High Level Functional Process Map Combined

  14. KEY: Affinitized Initiatives and Concerns

  15. KEY: Affinitized Initiatives and Concerns …

  16. KEY: Affinitized Initiatives and Concerns …

  17. KEY: Affinitized Initiatives and Concerns …

  18. Management Challenge – Measures for Tracking Progress • Reduction of interfaces from event functional process map could reduce cost • AIT Integration • Deck plate / foundation work on BYG-1 (SSN772 target) • Amount of cable pulled in a given space or spaces • Use of PSS like timeline would allow for better tracking of progress

  19. Rapid Improvement Plan (RIP) • MOA Standardization – JDI or RIE ? • LMA/AIT Coordination Process - VSA • Execution Dependencies - VSA • WAF Process / Approval Standardization - RIE • Dedicated Management Team/Ship’s Force - JDI • AIT Funding - VSA • Lean Planning Event (pre-Ao) to identify impact to Execution Phase - VSA

  20. Recommendations • Continued SEA04 and TSUB coordinated effort on Lean initiatives • Commitment from Upper management on Modernization Lean efforts and recommendations from this event • Establish and distribute the timeline for execution / implementation plan for improvement (Team Leader/Lean Team) • Establish a Tracking Team or ESC for the Modernization Value Stream (ST1)

  21. Recommendations … • SHAPEM sponsor a single Modernization Integration Coordinator • Bring deckplate personnel to scheduling meetings to help coordination of work • RMMCO check-in/check-out is too cumbersome. Look at current process for improvement opportunities • Update NAVSEA Instructions & enforce requirements compliance • Need to develop a better approach to integrate HM&E installs and modernization installs during CNO avails

  22. Recommendations … • Establish / implement a plan to address resource constraints and inexperienced workforce • Establish and implement better communication between senior level decision makers and deck plate personnel to develop a better understanding of the complexity associated with modernization installations during CNO avails

  23. Path Forward / Continued Work • Implement Lean RIP • Act on Recommendations • Continue Development of Functional Map • Team to define / agree on steps that occur on all modernization work • Define complexity involved, multiple links, inter-dependencies across links, & the effect of delays if not properly synchronized • Utilize efforts of functional map to feed into follow-on June Planning & Scheduling Lean Event for Modernization & Maintenance • Develop an Integrated Corporate Data Base to share Best Practices & Lessons Learned

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