Strategic Planning Session

1. Strategic Planning Session TRFKB 26 February 2007

2. Introductions, Kickoff T. Sweeney

3. Review of Strategic Plan Definitions, Process & Agenda J. Winkelman

4. DEFINITIONS Strategic Plan Defines how decisions are made Does not attempt to make future decisions Focuses on creating value vs. operations planning Mission Long-term purpose Vision What does success look like?

5. DEFINITIONS Goals Qualitative and directional, less specific and more encompassing Objectives Measures achievability of goals Acceptable, suitable, and motivating Understandable, flexible, achievable

6. DEFINITIONS Strategy Develop to achieve objectives, The “HOW” Tactics Short-term guidance and decision making used to implement the strategy Day-to-day activities

7. PROCESS • Successful strategic planning process is typically messy, experimental • Objectives, strategy and tactics are interactive • “Simultaneous coming together of elements” - Not a sequential path

8. PROCESS • Fundamentals • Have a well-articulated, stable mission • Discover, understand, document and exploit insights and observations about how to create value • Establish goals and objectives • Choose strategies • Create tactics/operating plan • Usually not a formal part of the strategic plan • Institutionalize, evaluate, control

9. Strategic Planning Captain Falardeau

10. Purpose • This Strategic Plan is a command-wide, common point of reference for the mission, vision, values and guiding principles of TRFKB. It also helps prioritize overarching and day to day activity through the goals, objectives, strategies and tactics in the plan. It sets direction and priorities, serves as a “map” for those getting off track, and it can guide training efforts.

11. Teamwork

13. GOAL: Effective deck-plate leadership with improved communication at all levels.Assessment: Yellow Champion: Lance Smith Advisor: Joe Mulcahy Daphne Cassani

14. GOAL: Effective deck plate leadership with improved communication at all levels.OBJECTIVE: Enhance the quality of deck plate supervision; increase the number of worksite surveillances by deck plate leadership to twice daily; and provide effective leadership and communication training.ASSESSMENT: Yellow Tactics • Deck-Plate Leadership • Twice daily (minimum) worksite surveillances by deck plate leadership. • Surveillances are occuring • Assessment: Green • Lead by TRFKB mission, vision, values and guiding principles. • Ongoing • Assessment: Green • Each department review supervisory lean study on supervisory responsibilities. Prioritize and remove non-value added tasks to increase work-site presence. • Administrative lean study for general foremen and supervisors conducted • Assessment: Yellow

15. Non-Deck Plate Time • Status Information* • Training* • Work Packages / AWFs* • Coordinator of Trades Timekeeping / Payroll • Discipline • Right tools / equipment / maint. • Surveillance / Audits (critiques) • Safety • Hiring • Performance Evaluations(Career Ladder, Apprentices) • Assignment of Work • Shop Budget (includes training, tools) • Man hour and material estimates • Overall Scheduling (overtime, physicals, training) • Awards • Maintain Records (employee records) • Union issues • Injury / accident investigation • Finding, Referencing TRF instructions • Writing, planning, tracking timelines • Purchasing Replenishment Support (research material, pricing, etc.) * Key areas identified for detailed analysis

16. GOAL: Effective deck plate leadership with improved communication at all levels.OBJECTIVE: Enhance the quality of deck plate supervision; increase the number of worksite surveillances by deck plate leadership to twice daily; and provide effective leadership and communication training. Tactics (continued) • Also, the review shall address the organizational structure (supervisor-employee ratio, work-leaders, training leaders) and physical location of the supervisors. Provide recommendations by 1 April 06 for command level changes. • Completed • Presented at April 2006 Strategic Plan meeting • Assessment: Green

17. DECK PLATE LEADERSHIP • Review Organizational Structure • Shops with supervisor to employee ratio above 1:15 - Shop 67A (1:23) • Shops with supervisor to work leaders ratio below 1:1 - Shops 11 (3:2), 26A (3:1), 26B (2:1), 31 (6:4), 38 (6:4), 51C (1:0), 56 (2:1), 67D (1:0), 67E (1:0), 67G (1:0), 67L (1:0), 82B (1:0) • Shops with training leaders – Shop 17, Shop 56, Shop 71 • Physical location of supervisors - satisfactory

18. GOAL: Effective deck plate leadership with improved communication at all levels.OBJECTIVE: Enhance the quality of deck plate supervision; increase the number of worksite surveillances by deck plate leadership to twice daily; and provide effective leadership and communication training. Tactics (continued) • Each department review TRFINST 12411.1A and provide comments to Code 115 by 1 April 06. Integrate NSPS and e-learning training into the updated instruction. Upon issuance of the updated instruction, departments schedule training as required. • Code 115 conducted a survey in July 2006 resulting in additional training on • Essential Coaching Skills • Creative Leadership • How to Diffuse and Disarm Conflict and Confrontations • NSPS training delayed (TBD) • Recommend TRFINST 12411.1A be updated to include initial and recurring training on supervisory competencies • Assessment: Yellow

19. GOAL: Effective deck plate leadership with improved communication at all levels.OBJECTIVE: Enhance the quality of deck plate supervision; increase the number of worksite surveillances by deck plate leadership to twice daily; and provide effective leadership and communication training. Standardize Pre-Job Brief

20. GOAL: Effective deck plate leadership with improved communication at all levels.OBJECTIVE: Enhance the quality of deck plate supervision; increase the number of worksite surveillances by deck plate leadership to twice daily; and provide effective leadership and communication training. Tactics • Communication • Ensure employees understand the TRFKB strategic plan and their roles in achieving the mission, goals, and objectives. Utilize a variety of media to communicate the strategic plan to all levels of the workforce. Conduct surveys to indicate employees are aware of the strategic plan and understand how they relate to the TRFKB mission and their duties. • Ensure communication up and down the TRFKB organizational structure is effective. Conduct surveys to indicate employees are satisfied with their level of participation in the TRFKB decision making process and feel empowered to share their ideas and/or concerns with supervision. • Establish a POA&M by the TRF PAO to evaluate methods to improve the existing communication methods at TRIREFFAC. Focus Survey – Focus Survey taken February 2007 addressed Strategic Plan - “I think TRF Strategic Plan is heading the organization in the right direction.”

21. COMMUNICATIONS POA&M

22. GOAL:Sustain and develop a well-qualified, motivated workforce to support present and future workload requirements.Assessment:Red based primarily on anticipated shortages in production shops based on FY08 workload requirements. Champion: LCDR Steve DeWitt Advisor:Mr. Nick Parris

23. GOAL: Sustain and develop a well-qualified, motivated workforce to support present and future workload requirements.OBJECTIVE: Improve and diversify employee capabilitiesASSESSMENT: Green • Started process to modify Position Descriptions (PD) to include additional related skills. • To date have developed multi-skilled PDs for ship-fitters performing tack welding, equipment cleaners performing preservation, and riggers assisting crane operators. • Improvements made in command’s QA training program.

24. GOAL: Sustain and develop a well-qualified, motivated workforce to support present and future workload requirements.OBJECTIVE: Maximize % of workforce performing productionASSESSMENT: RedRatio Production employees/Total civiliansFeb 06: 815/1266= 64%Jan 07 751/1244= 60%

25. GOAL: Sustain and develop a well-qualified, motivated workforce to support present and future workload requirements.)OBJECTIVE: Continuously revitalize workforce with highly trained new employeesASSESSMENT: Red • Identified need for additional apprentice to TYCOM and FFC via formal correspondence. • Identified need for additional manning to meet future workload requirements to TYCOM and FFC via formal correspondence. • Based on funding constraints, size of apprentice program is decreasing. • Started process to identify command’s hiring priorities, but have not established specific targets established for production requirements. • Need plan to actively recruit employees into career ladder positions.

26. GOAL: Sustain and develop a well-qualified, motivated workforce to support present and future workload requirements.OBJECTIVE: Staff the production shops to support required workload so no shop exceeds 25% overtime.ASSESSMENT: Red • Using monthly averages, last year 22 shops exceeding 40% OT with 10 shops exceeding 60% OT. 41 total production shops. • Need to develop command wide plan using special buyout authority and targeting hiring to restructure workforce to more equally balance overtime requirements amongst shops.

27. GOAL: Sustain and develop a well-qualified, motivated workforce to support present and future workload requirements.OBJECTIVE: Continuously improve employee moraleASSESSMENT:Yellow • Morale negatively affected by limited budget. Effects ability to maintain facility or initiate process improvements. • Need to evaluate recent survey data to measure employee morale.

29. Mission, Vision, Values and Guiding Principles Captain Falardeau

30. Mission and Vision MISSION Our mission is to provide the war-fighter with quality industrial and logistics support by incremental overhaul, modernization, repair and replenishment of Kings Bay submarines. We also provide quality global maintenance and logistics support services to other submarines and regional maintenance customers. VISION MISSION FIRST – OUR SAILORS AND DEDICATED CIVILIAN WORKFORCE ALWAYS Commanding Officer Captain Leo O. Falardeau

31. Values

32. Guiding Principles

34. Goals Captain Falardeau

35. Goal Achieve Continuous Process Improvement

36. Goal Safe and healthy workforce

37. Goal Effective deck-plate leadership with improved communication at all levels

38. Goal Sustain and develop a well-qualified, motivated workforce to support present and future workload requirements

39. Goal Establish capability to provide maintenance and logistics for all classes of submarines worldwide

41. Breakout Session • Review Goal with Team • Review, Revise, Develop Objectives and Restrictions for Goal • Discuss Strategies – “cascading goals” • Crosshairs Relevance • Put Successful results/Successful Efforts; Disputable success/Indisputable success diagram here • Pick a spokesperson • Present diagram/strategies

42. Breakout Session Teams • By Goal

43. Plan Communication • 2006 TRFKB SP Goal Accomplishment Report • All Hands Meeting • Highlight 2006 Report • Revisions • Expectations for communication and accountability • Communication outside of command

44. Using the Plan • The plan is intended to be a plan. It does not and cannot incorporate effective “strategic improvising” for unique instances and unforseen changes that may be incorporated in future Strategic Plan revisions. This plan cannot be an excuse for inaction. Flexibility and innovation are key to achieving the mission of TRFKB.