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NSRP SHIPWAY 2.0 PROJECT

NSRP SHIPWAY 2.0 PROJECT. Submarine Modernization Integration Value Stream Outbrief July 6, 2007. National Shipbuilding [& Ship Repair] Research Program Collaboration on Technologies and Processes to Boost Naval Capability Per Dollar –

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NSRP SHIPWAY 2.0 PROJECT

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  1. NSRP SHIPWAY 2.0 PROJECT Submarine Modernization Integration Value Stream Outbrief July 6, 2007

  2. National Shipbuilding [& Ship Repair] Research Program Collaboration on Technologies and Processes to Boost Naval Capability Per Dollar – Asymmetric Attack on Cost Drivers in Ship Construction & Repair Mission - Manage and focus national shipbuilding and ship repair research and development funding on technologies that will reduce the cost of ships to the U.S. Navy and other National Security Customers by leveraging best commercial practices and improving the efficiency of the U.S. shipbuilding and ship repair industry. Provide a collaborative framework to improve ship-related technical and business processes.

  3. SHIPWAY II • Lean Best Practice • Value-stream focused • Standard Work Elements • Business & Information Processes • Supporting Naval New Construction & Naval Ship Repair NSRP Awarded SHIPWAY II Phase I : January 2007 – January 2008

  4. Product Lines • Product Line 1 – Carrier Repair (Todd/PSNS) • Product Line 2 – LCS New Construction (Bollinger/SupShip Gulf Coast) • Product Line 3 – Surface Ship Repair (Atlantic/SERMC/JASRA) • Product Line 4 – Submarine Repair (TRF-KB/EB, PSNSY & IMF-Bangor)

  5. Project Objectives • Identify and validate the new construction and repair business processes that yield the greatest leverage in driving mutual Naval & Industry success • Develop and streamline the identified business & information processes into value stream focused standard work elements using lean principles • Implement the streamlined processes and assure sustainment • Integrate the solutions in a coordinated manner for all affected value chain members so that waste is minimized and recognized throughout the chain by the PEOs

  6. Review of SHIPWAY I – Submarine Repair Past Projects • Created Preservation Planning Tool • Product Line 4 has a plan in place to achieve virtually 100% high-solids paint application for all Kings Bay SSBNs in tanks, superstructures, voids and recesses by the end of CY 08, greatly reducing the need for future structural repairs. • SSGN Fly-Away Team Maintenance Model • Developed the MOA that defines logistic and maintenance processes; Approved by both TYCOMs and SPECWARCOM. • Developed Project Management IT Tools for Maryland ERP

  7. SHIPWAY IITrident Submarine Repair Value Chain

  8. SHIPWAY IITrident Submarine Repair Value Chain

  9. Trident Submarine Repair Value Chain • Value Chain Challenges • Decreasing funding levels and maintenance budgets • Human Resource Capacity • Facilities Obsolescence • Aging Work Force – diminishing skill level • Increased modernization activity – ILS and training insufficient • Increased expectations regarding Project Management – how to implement best practices while maintaining nimble PM infrastructure; • Execution of Fly-Away Team Model • Age of submarines – increase maintenance workload/demand • Increase in maintenance requirements based on de-scoping shipyard work package and color of money limitations…overflow from shipyard requirements

  10. Trident Submarine Value Chain • Product Line 4 – TRFKB Goals • Decrease availability duration for both typical refits and modernization refits (increased Ao) • Increase reimbursable work to enable more level loading of resources • Decreased average refit maintenance cost (normalized) • Reduce maintenance backlog

  11. Trident Submarine Repair Value Chain • Selected Value Streams • Submarine Modernization Integration Value Stream • Rapid Curing High Solids Tank Preservation Integration Value Stream (Tentative) • Advanced Maintenance & Logistics Planning of the Force Protection Screening Vessels Value Stream • Work Scope Definition Value Stream • Execution Management Value Stream • Work Progress & Control • Testing & Work Certification • Material Management

  12. Submarine Modernization Integration Value Stream • Submarine Modernization Integration • This value stream is defined as the process of availability scheduling, planning, integrating, implementing, and certifying alteration installations executed by an AIT at Kings Bay. • Purpose (Why is this value stream important?) • To provide the war fighter the tools that they need to succeed, the submarine community has significantly increased its modernization efforts. • The submarine modernization is often critical path of the availability. • Process Owner • Code 300

  13. Submarine Modernization Integration Value Stream • Scope – Value Stream Boundaries • Availabilities at Kings Bay • Std Refit; Post Conversion Mod Period, ERP, MMP, RAV (restricted avail), TOA (Tycom other avail); Post Shakedown Availability • Start : NAVSEA Planning Letter • End : Start of Availability • Exclude Nuclear Maintenance

  14. Submarine Modernization Integration Value Stream • Participants • Code 300 • CDR Gerald Mackaman • Brett Mounsey • Paul Bradley • Russel Smith • Don Owens • LCDR Rich Sharp • Code 400 • Steve DeWitt • Mel Garman • Bonnie Taylor • Code 700 • Joe Mulcahy • Fred Madeja • Bill Mayo • NUWC • Peter Grumbles • John Misturado • Travis Fuhlendorf • Bob Broxton • Bob Rankin • NSSC • LT Luke Sullivan • SPAWAR • Mark Peppler • CSL OSR • Bill Murhpy • Electric Boat • John DeBartolo

  15. Submarine Modernization Integration Value Stream • Current State Challenges • AIT schedules do not follow standard format – difficult to integrate • There are differences across AITs on how to progress work. • Current schedule does not integrate SF Training & Maintenance • Roles and responsibilities associated with Mod efforts is ambiguous. • Daily AIT Meetings do not provide detailed work status. • Project Mgmt Approach varies between projects. • Lack of standardization regarding processing WAFs. • Project Manager has limited authority over project team. • TRF has not been effective in capturing reimbursable cost.

  16. Submarine Modernization Integration Value Stream • Current State Challenges • ILS delivered to the Ship does not always reach point of use. • Not all ILS is delivered to the ship in a timely basis. • Project Communication Strategies are not well defined. • Late identification of Alts delays the planning process. • NAVSEA governing documents have inconsistent requirements and do not reflect our current state.

  17. Submarine Modernization Integration Value Stream - Mapping • Current State Map

  18. Submarine Modernization Integration Value Stream • Future State Vision Elements • Standardized MOAs. • Single source for identifying planned Alterations. • Alterations are scheduled and funded in advance to support TRF & AIT planning efforts. • Standardized approach for Submarine Modernization codified in a process map and checklist. • Standard Project Management processes, responsibilities, and deliverables. • Project team exists that includes all organizations. • Work control process is standardized and prioritizes work based on needs of integrated schedule. • Standardized method to weight and track work progress.

  19. Submarine Modernization Integration Value Stream • Future State Vision Elements • Key Event Milestone is developed for TRF and AIT Work that is used as the basis of the integrated schedule to track work progress. • There is an integrated schedule in place that accurately reflects how the work is managed on the deck-plate. • There is a well defined process in place to deliver all ILS to point of use on-board ship. • There is an integrated test plan that includes the testing requirements of all organizations.

  20. Submarine Modernization – AIT Integration Value Stream - Mapping • Assumes continuous flow of information • Assumes all maintenance and modernization activities follow this standard process. • This process views all work requires the same standard sequence of activities • Although recognizes that the speed by which each process is performed is variable.

  21. Submarine Modernization Integration Value Stream • Submarine Modernization Project Checklist • Standardizes the sequence of Pre-Production activities across Availabilities • Provides Visibility and Accountability – Work Progressing • Provides standard templates

  22. Submarine Modernization Integration Value Stream

  23. Submarine Modernization Integration Value Stream • Next Steps • Week of July 16th – Develop & Streamline the Execution Management Value Stream with initial focus on Work Certification and Testing. • Continue working the Submarine Modernization Integration Action Plan. • Incorporate Submarine Modernization Integration process map and checklist. • Continue process improvement efforts regarding Project Management. • Incorporate feedback from CO and TYCOM.

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