Lt Dennis Narlock Six Sigma Summit 2010 Ver 2.0

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Securing Leadership Buy- in Quality CPI Production Communicatio n Cooperation Collaboratio n Patience Persistence Perseverance How To Engage Your Leaders From Day One Of Implementation 11th Annual Lean Six Sigma & Process Improvement Summit January 20 th 2010 LT Dennis Narlock USS Ronald Reagan (CVN-76)

Transcript of Lt Dennis Narlock Six Sigma Summit 2010 Ver 2.0

Page 1: Lt Dennis Narlock Six Sigma Summit 2010 Ver 2.0

Securing Leadership Buy-in

QualityCPI

Production

Communication

Cooperation

Collaboration

Patience

Persistence

Perseverance

How To Engage Your Leaders From Day One Of Implementation

11th Annual Lean Six Sigma & Process Improvement Summit

January 20th 2010LT Dennis Narlock

USS Ronald Reagan (CVN-76)

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USS RONALD REAGAN CVN-76

The success and longevity of your Process Improvement deployment depends on the support of your organization’s leadership at ALL Levels.

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Fleet Readiness Center Southwest

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Stakeholder Universe

LSSLeaders

PM / CM

Exec.Leaders

Public

Congress WarfighterSailors

Industry

FMS

Environmental

Unions

Contractors CivilService

INT

Regulatory

EXT

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The Language of Business

BusinessRevenue

Labor RateUnit Cost

Return on InvestmentBreak-even analysis

RiskScrap

BCM RateRFI RateRFT Gap

Flight Line Entitlement

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Vision and Values

Simply believing in the vision and the values espoused is not enough, they have to be translated into action.

VISION

VALUES

A “Desired” future that invokes passion and compels everyone in the organization to make it a reality.

The fundamental “Beliefs” of the organizations.

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Vision and Values

Vision"Naval Aviation Forces, Efficiently Provided and Ready for Tasking, Now and in the Future"

– Naval Aviation 2030

Balance Current & Future Readiness Reduce the Cost of Doing Business Enhance Agility Improve Alignment Attain & Maintain Visibility Across

the Enterprise

Goals

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-Established the Strategic Level Vision

-Established the priorities that will address strategic level gaps

- Focused on Maintenance and Repair of aviation systems to generate aircraft Ready for Tasking (RFT)

Commander, Fleet Readiness Centers Goals

Fix It Once, Fix It Right, Fix It On-Time

On Time Delivery, At Unit Price

Commanding Officer, Fleet Readiness Center, Southwest

Goals

Produce at TAKT Times Meeting NAE Flightline and RFT Entitlement at or Below

Budgeted Cost

Naval Aviation Enterprise Goals

Meet Ready for Tasking Entitlements at Less Cost

Right Readiness at the Right Time at the Right Cost

Goals

-Provides the right aircraft, part or service at the right time, in the right quantity to support operational level mission (RFT)

Vision and Values

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Philosophy

Leadership

Management

Technical

Team SkillsNetwork Talent Model

TS

Vision and Values

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HighPerformance Organization

Integrated Management Team

PEOPLE + WORKFORCE DEVELOPMENT

Cell-Based Work Environment

Linked Metrics

Develop the Micro Businesses

AIRSpeedTools:

LeanSix Sigma

TOC

AS9100AS9110QualityMgmt.

Systems

Vision and Values

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Effective TranslationThroughout the Organization

“Every discipline or profession has its own self-glorifying vocabulary. It is how its proponents justify to themselves, sell themselves and think of themselves and what they do” (Robert Solomon)

Exec.Management

TopManagement

Middle Management

Front Line Management & LaborReady for Issue (RFI)Beyond the Capability of Maintenance (BCM)

Production Rate (TAT)Equipment Efficiencies (RCM)

Labor RateQuality Performance (Deficiency Rate)

Ready for Tasking (RFT)Budget (NWCF & O/M

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Measurements of Efficiency

NAE

FRC SW

Dept. Head

DivisionOfficer

Branch Chief

WorkCenter

Technician

Aircraft Ready for Tasking

On Time Delivery

Line Status / Cycle Time

Buffer Status

First Pass Yield

TAKT Rate

First in – First Served

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Comptroller G&A Goal: $5.9M or $1.42/hrInformation Technology G&A Goal: $3.5M or $0.85/hrSafety & Health G&A Goal: $2.8M or $0.67/hrEnvironmental G&A Goal: $1.4M or $0.36/hr

Engineering/Logistics NOR Goal:

($1.1M) Industrial Support Department G&A Goal: $14.3M or $3.44/hr Workforce Management G&A Goal: $3.5M / $0.84/DLH Quality/AIRSpeed G&A Goal: $3.8M / $0.90/DLH FISC MRR Goal: $8M or $4.22/hr Mat’rl Availability: 100%

E2/C2 Product Line FY-09 Stretch Goals

E-2 PMI-2: 180 Day Cycle Time 18,000 DMHRS 1 Flights to Sell FCF

C-2 PMI-3: 330 Day Cycle Time 25000 DMHRS 2 Flights to Sell FCF or

Less

NOR Goal: $3.07M

Sub-goals: Zero - Lost toolsZero - Critical, Major ADRsZero - MishapsZero - IQR discrepancies

Policy Deployment

Commanding OfficerFleet Readiness Center

Southwest Goals

Commanding OfficerCommanding OfficerFleet Readiness Center Fleet Readiness Center

Southwest GoalsSouthwest Goals

Produce at Cycle Times/ TAKT and Produce at Cycle Times/ TAKT and Meet NAE Meet NAE FlightlineFlightline and RFT and RFT

Entitlement at or Below Budgeted CostEntitlement at or Below Budgeted Cost

Commanding OfficerFleet Readiness Center

Southwest Goals

Commanding OfficerCommanding OfficerFleet Readiness Center Fleet Readiness Center

Southwest GoalsSouthwest Goals

Produce at Cycle Times/ TAKT and Produce at Cycle Times/ TAKT and Meet NAE Meet NAE FlightlineFlightline and RFT and RFT

Entitlement at or Below Budgeted CostEntitlement at or Below Budgeted Cost

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Hoshin Plan Visibility on Program goals Align CPI Projects to goals

Gantt Chart FY Project Selection and Time Line GB/BB Assigned are Noted

AIRSpeed Council Review projects for goal alignment Dedicate $ for projects selected

CPIMS Provides Standard CPI Templates Allows for Electronic Tolegate review Project Information available Fleet Wide

Policy Deployment

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DivisionOfficer

Work Center

BranchChief

AIRSpeedChief

AIRSpeedOfficer

Maintenance Officer

AIRSpeedCore Team

AIRSpeedSatellite

Team

MMCO

TACTICALSTRATEGIC

Coordination

Collaboration

Policy Deployment

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Leveraging Quick Wins

• Leadership– Resource Investment (Time > $)

• Teams- Competing Priorities

• CPI Practitioner– Garner Support

• CPI Deployment– Generate Momentum– Sustaining the Gains

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FRCSW Bi-Monthly Almanac Magazine

Executive Leadership ‘Talking Points’Weekly Boards Briefs

Kaizen Newspaper

Program Manager Quarterly ‘Tailgate”

Weekly AIRSpeed Council Meetings

Weekly AIRSpeed Core Team Meetings

Shingo Status Boards

Leveraging Quick Wins

“Leaders must be present to Win” – Captain Michael Kelly, CO FRC SW

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Top Five DOs and DON’Ts

LeadershipDO

• Talk the Talk, Walk the Walk

• Participate• Provide Resources• Barrier Removal• Celebrate Success

DON’T DO• Compromise Integrity• Create “Pet” Projects• Isolate a Dept./Div• Ignore the Metrics• Overload the

Practitioners

Inspire, Encourage, Enable

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Top Five DOs and DON’Ts

CPI PractitionerDO

• Challenge the “Norm”• Be Data Driven• Use the right Metrics• Communicate, Listen• Patience

DON’T DO• “Fix” their process• Be a surrogate leader• Do all the work• Push a bad project• Ignore the stakeholders

Inspire, Encourage, Enable

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Summary

“Excellence is an art won by training and habituation, We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit.

Aristotle

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LT Dennis NarlockUSS RONALD REAGAN CVN-76Aircraft Intermediate Maintenance DepartmentAvionics/Armament Division OfficerContinuous Process Improvement Officer

Phone: (619) 545-2120 Ext-6245Email: [email protected] [email protected]

Contact Information