Naval Aviation Enterprise
Continuous Improvement Excellence
Dale L. Moore
NAVAIR AIRSpeed
Deputy Corporate Deployment Champion
17-19 April, 2007

“We cannot solve our current problems with the same
level of thinking that created them”
f i i ”
Albert Einstein

Business Models Are Critical to
Enterprise Performance
• Are we thinking at the 50 ft 500 ft 50 000 ft or 500 000 ft
ft, ft, 50,000 ft, 500,000
view?
• Who are our Customers? Suppliers?
• What do Customers want? What do Suppliers need?
• How can we architect for system-level performance?
• What are the critical elements to Organizational Excellence?
• How do we synergize the critical links to organizational &
enterprise level
enterprise-level excellence?
• What does Organizational Excellence “Nirvana” Look Like?

Value-Add Cycle of Continuous
Improvement
INNOVATION & CREATIVITY
1. DATA
7. METRICS 2. INFORMATION
PRODUCTIVITY
6. TECHNOLOGY 3. EXPERIENCE
5. PROCESSES 4. KNOWLEDGE
LEADERSHIP STRATEGY
METHODOLOGIES & TOOLS
LEARNING & COLLABORATIVE PROBLEM SOLVING

Value-Add Cycle of Continuous Improvement
Innovation & Creativity: Connect the Dots, Relate & Re-Apply
Re Apply
Innovation is critical to everything:
1.
1 how we collect data and what data we collect
collect,
2. how we analyze and integrate data and information,
3. how we gain critical experience,
4. how we expand our knowledge,
5. how we create and institutionalize our future state
processes,
6. how we apply and leverage breakthrough technologies,
7. how we replicate and maximize returns on our results,
8. how we collect and analyze our metrics, and
9. how we continuously assess metrics to improve the
relevance and impact of the data we collect, and the
quality and returns of the Value-Add Cycle of Continuous
Improvement.

Value-Add Cycle of Continuous Improvement
• Data: Without high quality data systems, our ability to properly focus
and apply continuous improvement is severely limited.
• Information: Our ability to generate, filter and leverage the right
information is an essential component for effective continuous
improvement.
• Experience: Complex decisions, plans and strategies often rely on a
foundation of experience from multiple experts in their fields,
providing key inputs which can then be synthesized into optimum,
integrated solutions with all aspects and risks fully considered –
leading to dramatic reductions in waste and costly rework.
• Processes: The application of process improvement, standardization
and re-use enables extraordinary systemic improvements in
efficiency and effectiveness to occur in a methodical, well-disciplined
and synergistic manner.
• Technologies: Broad awareness and understanding of available
technologies, their benefits, readiness/risks, costs and applicability to
the Navy environment is a catalyst for success.

Value-Add Cycle of Continuous Improvement
• Metrics: Provide the critical insight to effectively manage, plan
and continuously improve the Sea Enterprise
• Leadership/Strategies: Leaders must excel in developing
strategies to achieve excellence in productivity, quality and
effectiveness - continuously improving and seeking operational
perfection and organizational optimization
optimization.
• Methodologies & Tools
– Proactive identification and alleviation of system level constraints to
system-level
enable the system’s performance to meet customer requirements.
– Mental models enable complexity to be simplified so that
p y p
improvements can be identified and more effectively instituted.
• Learning: Application of knowledge and expertise through
robust knowledge networks and knowledge communities to
create new knowledge and apply that knowledge to maximum
effect – an effects-based approach.

Value Proposition
Achieving NAE Entitlement:
Minimizing Costs and Maximizing Value Added
through the Methodical Application of enabling Knowledge,
Productivity Tools & Technology Application
Maximize Value-Added
Capabilities & Capacities
Productivity =
y CVA Output = f(KnowledgeM, ProcessesP TechnologyN,)
p ( g gy )
Total Costs f(# of WYs, Rates, Inventory)
Minimize Non Value-Added &
Value-Added
Value Added Costs
Where: M = Sum of Intellectual Capital Value Added Enhancements (ex. # trained X courses)
N = Sum of Technology Value Added Transitions/Replications (ex. Projects X Pgms)
P = Sum of Completed AIRSpeed Projects/Replications Value Added WY Capacities
Replication/Leverage Multipliers: Total Workforce (NAVAIR = 37,000)
Total A/C (~4000, Total T/M/S)
Internal/External Science and Technology Investment (MAJOR $)

Dependencies
Depends On
Knowledge Training
OJT
Recruiting
Networks
Collaboration
Experience
Exposure

“Knowledge i the experience, concepts, b li f or
“K l d is h i beliefs,
information that is communicated and shared”
- Verna Allee
“The only thing that gives an organization a competitive
edge – th only thi that is sustainable – i what it
d the l thing th t i t i bl is h t
knows, how it uses what it knows, and how fast it can
know something new!
g
- Laurence Prusak
Renewing knowledge is the key to competitive advantage
Verna Allee

The Knowledge Continuum
WISDOM Increasing Organizational
Perspective,
Knowledge,
UNDERSTANDING
Comprehension, and
Mastery
KNOWLEDGE
INFORMATION
DATA
The question becomes: How do we maximize organizational “wisdom” across the continuum of the
leadership, management, and technical operations?

“Knowledge networks are now so critical for the success
g
of the enterprise that we are beginning to rethink the basic
concept of the value chain in business. We are evolving to
value networks of tightly interdependent
exchanges of goods and services, knowledge and exchanges
of intangible value and benefits”
“The key elements of a knowledge culture are a climate
of trust and openness in an environment where constant
learning and experimentation are highly valued,
l i d i t ti hi hl l d
appreciated and supported”
“Trust in relationships determines the bandwidth of knowledge
exchange and the extent of value creation potential”
g

Strategic Organizational Networks
Agile/Flexible Organization
Typical Organization
Local Reach Local and Non-Local Reach
Closed Network Entrepreneurial/Open Network
• Low Performance • High Performance
• Few independent sources of info • Many independent sources of info
•“Effective size” is smaller • Increased opportunities
• Little Diversity (more homogeneous) •“Effective size” is greater
• Dense Internal Flows • Greater Diversity
• External plus Internal Flows
Krebs, Knetmap.com

Knowledge Flow Assessment
via
Social Network Analysis
Knowledge Social Capital
Knowledge
Clumps Knowledge
Flow
Social Network
Analysis
Knowledge
Flow
“Flow”
Measurement
Organizational
Knowledge Creation via
Learning Exchange & Combination
Intellectual
Capital

Social Network Analysis
y
The “As-Is” Current State The “To-Be” Future State
Diagnosing the Flow of Critical Knowledge Improving the Flow of Critical Knowledge
Group Leader Group Leader
Team Leader Team Leader
Team Leader Team Leader
Organization A Organization A
Team Leader Team Leader
Organization B Organization B
Organization C Organization C
LEGEND
Existing One-Way Knowledge Flow
Existing Two-Way “Weak” Knowledge Flow
Existing Two Way “Strong” Knowledge Flow
Two-Way Strong
New Two-Way “Weak” Knowledge Flow
New Two-Way “Strong” Knowledge Flow

Dependencies
Depends On
Processes # of Projects
$/Project Realization
$/P j t R li ti
Cultural Transformation
Institutionalization
Replication
Information Mgmt
Resources
Methodologies/Tools
Project Mgmt/Execution
Engagement
E t
Alignment
Controls

Common Process Design Issues
Unclear/Undefined
Responsibilities & Lack of Performance
“Checklist” Expectations Measures/Tollgates
Poor Understanding Poorly Documented/
of Customer Defined Procedures
RQMTS
Feedback Loop
Emphasis on
METRICS
Correction vice
Prevention
REVIEW/
DECISION
INPUTS POINTS
TASK APPROVAL OUTPUTS
POINTS
METRICS
Scope is not TASK
Inadequate Focus
clearly defined/ on critical objectives
bounded
Duplicated Excess Complexity: Nonvalue Added External Dependencies/
Activities Lack of Standardization activities vice Undefined Linkages
& Reuse
euse CVA
Charles Cobb; Enterprise Process mapping

Current State Value-Stream Map
Visualizing Product, Process, Information, & Financial Flows
Control
Point
Supplier Customer
Process Process Process Process
Step 1 Step 2 Step 3 Step 4
Resources 5 3 2 1
Total Lead Time y
3 days 5 days
y 7 days
y 2 days
y
Value Add Time 3 hours 7 hours 4 hours 1.5 hours
Work in Process 20 18 14 7
Quality 90% 80% 50% 75%

Critical Acquisition Knowledge-based
Flows & Nodes
RQMTS, FUNDS, STRATEGY ALIGNMENT
OPNAV SYS RQMTS ASN
POLICY
SYS
RQMTS
BUDGETING/ PEO FLEET
TECH FUNDS
RQMTS MS SYSTEMS
DECISIONS
SYS RQMTS
TECH
LIMITED
CONNECTIVITY/ PMA RQMTS
INTEREST
FUNDS/
BUDGETING/
S&T FUNDS
INFRASTRUCTURE Competencies
NEW & INNOVATIVE
TECHNICAL SOLUTIONS
PRODUCTS
LOOP
TECHNICAL RQMTS
S&T Q S
S& RQMTS & EXECUTION MGMT
FLOWDOWN Industry

The “HICVS” View
Acquisition High Impact Core Value Stream
OUTPUT METRICS:
INPUTS • PRODUCT(s)
CONCEPT & • COST
• RQMTS SYSTEM DEVELOPMENT PRODUCTION & OPERATIONS &
TECHNOLOGY • CYCLE TIME
• BUDGET & DEMONSTRATION DEPLOYMENT SUPPORT
DEVELOPMENT • QUALITY
• AP
S&T Innovation • SAFETY
Strategic
Data Analysis FC CFT Pilots & Roadmap
EVM, HICVS, StrategicThrusts Thrust Areas
S&T, SCM,
T&E BOD
HICVS EVM
S&T T&E BOD ERP
SCM PR-09/IWP ABC
EVM PR-09/IWP
PR 09/IWP
S&T
HICVS S&T EVM
HICVS
EVM ERP SCM
ABC
Identified Processes to “Improve,”
“Replicate” and “Control”

Analysis Revealed 4 Key Focus Areas

Continuous Organizational Improvement
The Consequences of:
Little’s Law*, Organizational Complexity & Non Value-Added Time Constraints
vs. the Power of Early Planning, Architecture and Socialization
Ineffective “Premature” Launch “As-Is” Original ECD vs. Actual Completion
w/o Adequate Planning, Architecture
& Socialization Checkpoint/
Review/Test
Scenario A
The Typical
yp NVA
“As-Is” Major Rework Loop Costs
Develop Tollgate
Checklist Effective “Mature”
Launch w/Planning, g,
Scenario B Architecture &
Planning/ Socialization in place
The “To-Be” Coordination/
Design Cycle
Insert Tollgate Incremental
w/Checklist Improvement Loop Savings
0 Time/Effort
(Labor Hour and/or Cycle Time)
*Too Much Work In Progress Driving: Premature Launch, Cycle Time & NVA Costs

HICVS Observations
• Some Variation of Top Level HICVS (Limited Sample)
• Variation below Top Level Processes Potentially High
(PMAs/IPTs)
• Greater Need for Standardization & Sharing of Best Practices
• Lack of Awareness re. ACQ Best Practice
Documentation/Templates
• Need for improved HICVS Process Integration, Metrics &
Coordination
• Need f d fi d
N d for defined HICVS V l St
Value Stream M
Mgrs & RACI
• Need for Single Process Owners & Common Process
Taxonomy
• Need Improved Agility to Adapt to Externally-induced
Variation
• Need for Enterprise-level Process Map & Documentation
Repository
• Need for Industry-focused HICVS Involvement

HICVS Productivity Improvement Process
Project Benefit/ Approved Project
Prioritized
HICVS/ Portfolios Effort Execution Execution
Thrust
(BB/GB/Kaizen) Assessment Roadmaps
AIRSpeed
AIRS d Areas
Project
D B
Strategic Project
E
Integrated Thrust Project
P j t
Area 1
C
Analysis Project
O
E R
M Project
Strategic B E
P Project
HICVS SCM Thrust
Th S
Area 2 O
ERP PR09 Project U
ABC IWP S Project L
EVM S&T I E
Project B T
T&E BOD
PEO/PMA T
Project S
Input Data
Get-Well I
Pilots O Project
Project
N
E
HICVS Replicate Successes
Configuration
Control Codify, C t l Train
C dif Control & T i
Process Updates

NAE HICVS MULTI-GENERATIONAL PLAN (DRAFT MGPP)
INPUTS PROCESS OUTPUTS
Baseline HICVS Map ACQ CPI Foundation
VOS, VOC, VOB, VOP
SME KKnowledge
l d
Cost of NAE Initial Strategic Focus Areas (Y’s)
EVM Specific HICVS Maps
& X-PEO/Competency Collaboration
IWP
ERP ABC
PEO/PMA/IPT Variation Analysis y
HICVS Complexity VSM
& Priority Opportunity Identification
iGrafx Process Models/Simulation Devmt
ID HICVS Mgrs* HICVS RACI
LSS DMS HICVS Alignment
NAE BOD ID HICVS Metrics & Goals HICVS Mgmt Alignment
N-ERP ID Process Taxonomy Updated ABC Taxonomy
ABC Taxonomy
IWP ID Process Owners Process Owner RACI
TPTK
ID Process Metrics & Goals Process Mgmt & Alignment
DMS for S&T Projects Prototype
ACQ I
Input Priority Focus Areas
t P i it F A
HICVS CVSM + ONR/OPNAV/ASN
DMS for Acquisition Prototype iGrafx Simulation Recommendations
HICVS CVSM + FRC NAE-wide Fleet Support Focus Areas
DMS for Acquisition/S&T Programs Replication
HICVS CVSM + Industry** NAE Extended Enterprise CPI Framework
*Est. Council of Value Stream Mgrs for CPI
** Est. Industry-wide CPI Forum

Importance of Multi-Strata Continuous Process Improvement
Strategic Enterprise Value Chain: Enterprise-level Opportunities Impact Levers
• Linkage to customers
(feedback loops)
$100 M $100 M • Strategic, policy, mission,
organizational and process
ering
alignment and clarity
omposition & Tactical Cluste
$100 M • C lt
Culture change / momentum
h t
• Requirements definition
Operational High Impact Core Value Streams: Impact Levers
Cultural Transformation,
Standardization & Replication
T
• Step change improvement in
business performance
• Reduce complexity, variation
$10M $10M $10M and increase efficiency
• Organizational alignment
(
(Value chain stakeholders)
)
Strategic Deco
$10M $10M $10M
Tactical Project ID & Selection:
j Project-level Benefits Impact Levers
S
$250K $250K $250K • Multiple tactical projects
• Quality
$250K $250K $250K $250K
• Speed
$250K $250K $250K • Cost
$250K $250K $250K $250K • D
Department productivity
t t d ti it
• Interdepartmental
communication

Dependencies
Depends On
Technology S&T Access
S&T Readiness
S&T Applicability
S&T Resources/Costs
Transition Resources
PMA/Fleet Interest
Replicability
R.O.I
ROI
Capability Alignment
NAE Value-Added

Dependencies
Depends On
Workyears Demand
Process Cycle Times
# of Processes
# of Platforms
# of Major Events
# & Extent of Requirements
Administration/Mgmt
Variation,
Variation Rework & Quality

Dependencies
Depends On
Rates # of Direct Workyears
# of Indirect Workyears
EOB, NCWF
EOB NCWF, DEPOT
G&A
Production OH

Dependencies
Depends On
Inventory Readiness
Inventory Control/Planning
Budgets/Resources
Asset Utilization
Demand
Equipment
Facilities
Aircraft
Weapons
Systems (ALRE)
Materiel
Wo o ce
Workforce
Agility/Flexibility

Strategy/Leadership
1.
1 The 500,000+ ft View
500 000+
2. Systems-of-Systems Enterprise Architecting
3. Understanding the Environment & Opportunities
g pp
4. Envisioning the Future
5. Developing Plans and Strategies
6. Building Alignment & Support – Change Leadership
7. Deploying Strategies & Implementing Plans
8.
8 Tracking Progress & D
T ki P Developing F db k L
l i Feedback Loops
9. Rewarding Success

STRATEGIC MANAGEMENT SYSTEM - Phase 1
AIRSpeed Case Example at Bottom
Strategic System Inputs Value-Added Analysis Output
Data World Class Strategic Gap Set
Gathering Benchmarking Assessment Analysis Strategy
Compare/Contrast
Voice of Customer
Voice of Strategy
Voice of Employees Strengths
ID Key Areas,
Organizations, Create Weaknesses
Voice of Business Standards, Desired To-Be Business
Assessments etc.
etc Opportunities
Voice of Process
Future State
F t St t Ys
Y
&
Vision
Threats
Environmental Major
Scan Benchmark
North Stars
• Trend Analysis Best-of-the-Best
&
•Value Stream Maps Maximize Strengths Areas of Strategic
• What should the future look like?
to Opportunities Emphasis
• Innovations • How would we be different?
•Future Scenarios • What is Entitlement?
Minimize
• Models/Simulations Weaknesses
•P li Review
Policy R i To Threats
Need Productivity LSS is Best Practice AIRSpeed Process Waste LSS/TOC
for Recapitalization (TWI, GE, R6S, ASQ…) & Variation Reduction

NAVAIR STRATEGIC MANAGEMENT SYSTEM - Phase 2
Our Fleet-Driven Metric: Aircraft Ready for Tasking at Reduced Cost
- To Ensure Proper Strategic “Balance,”
Map Business Ys to Balanced Scorecard
Financial
Y3
Y4
Business Customer Internal Processes
Ys = Y1 VISION AIRSpeed
Y2 Y6
LSS/TOC
Major Learning & Growth
North Stars
LSS GB/BB/MBB
&
Areas of Strategic NLDP
Emphasis

NAVAIR STRATEGIC MANAGEMENT SYSTEM - Phase 3
Decompose Ys Create Objectives & ID ID Metrics to Measure Set & Allocate Determine Roles/Responsibilities
to Xs Initiatives Goals/Targets
Y1X1
Y3X3 Y2X1
Benefit Y2X2
Y2X3
Y1X2 Track Metrics to Allocated Targets When Target is Achieved,
Y1X3 Supporting Business Y Business Y is Addressed
Effort
Stated Objectives & SMS Process Starts Over
Prioritize the Xs supporting
the key Business Ys

Benchmarks for Entitlement-Level Organizational Characteristics
• Alignment to Fleet-Driven Metric(s)
• Enterprise-wide Orientation
E t i id O i t ti
• Metrics Driven Decision Making
• Process Standardization & Re-Use
• Process-Driven Continuous Improvement – our “DNA”
• Six Sigma Quality
• Customer Relationship & Satisfaction Focused
• Robust Learning Organization & Knowledge Creators
• Continuous Professional Growth & Development
• Innovative
• Cost Wise
• Strategic Leadership – Balanced Short, Medium, Long Term Emphasis
• Culture of Ch
C lt f Change L d
Leaders
• Employee Empowerment
• Technical Excellence
• Ethical & Legally Acceptable Behaviors
• Diversity Promoters
• People-oriented
• Value Creators, Waste Eliminators
• Environmental, Safety
Environmental Safety, Health
• Risk Sensitive
• Motivated & Aligned Workforce

Goals Flow-down & Metrics Roll-up
Roll-Up of
p
Metrics
Command-Level
Command Level Roll-Up
Roll Up of
Metrics
Business Y Driven
Metrics
Flow-down Flow-down
Command Initiative #1 Command Initiative #2 Command Initiative #3
Metrics Metrics Metrics
Allocations Allocations
Lvl 1 Metrics Lvl 1 Metrics Lvl 1 Metrics Lvl 1 Metrics
Interpreted Interpreted Interpreted
Lvl 2 Metrics Lvl 2 Metrics Lvl 2 Metrics Lvl 2 Metrics
Interpreted Interpreted Interpreted
Lvl 3 Metrics Lvl 3 Metrics Lvl 3 Metrics Lvl 3 Metrics
Workforce Business “Y” Metric - NSPS Performance Measurement Alignment

Continuous Improvement for Enterprise Excellence
• Develop Strategic Plan: Goals, Objective & Metrics; Decomposed, Allocated, Tracked
• Base on Internal/External Scan, Benchmarking, S.W.O.T, Balanced Scorecard
• Reinforce AIRSpeed Commitment: Tools Methodologies & Strategies
Tools,
• Apply HICVS End-to-End across NAE inc. linkage to DoN and Industry (87%)
• Converge, Align and Optimize Productivity Improvement Efforts – Integrated Roadmap
• Drive Variation Reduction & Concept of Std: Control & Improve Workflow Mgmt
• Comprehensive “Excellence” Training: Technical, Business, Leadership
•D l K
Deploy Knowledge M t C ll b ti
l d Mgmt: Collaboration, C difi ti & R
Codification Repatriation of E
t i ti f Expertise
ti
• Drive S&T/Innovation: Capabilities/Opportunities PEOs-driven w/Replication
• Industry win-win contractual incentive clauses for improvements (8 %)
dust y co t actua ce t e c auses o p o e e ts (87%)
• Clean-up & Inter-connect Critical Data Sources: Business Intelligence (PR-09, ERP….)
• Deploy Strategically Aligned Performance Measures & Incentives at All Levels
• Support NAE-related external work business development: Rates, Knowledge, Capital

Back-Up

Metrics
Metrics are data or relationships of data that are:
1. tracked to monitor continuous “health” - foundational
2. used to control variation within process spec limits
3. developed to track progress toward goals – gap closure
4.
4 used to drive behavior – cultural change

Alternative View #1
System
VOC: Customer
Workflow is Innovation
Demand-pull &
How much do we know How many know what Uncontrolled & managed, Impact &
Feedback Loops
about what we need to needs to be known to High Variation controlled & Leverage
know? remove constraints & with clear NVA organized (~4000
( 4000 a/c)
operational risks?
Knowledge (capabilities & capacities) X Processes (manual & IT-enabled) + Technology = VALUE-ADDED
(COST OF TRAINING & KNOWLEDGE MGMT) (COST OF CONDUCTING/IMPROVING) COSTS TOTAL COSTS
Metric: Value-Added Return on Investment (VAROI)

Alternate View #2
Strategic Operations HPO Operations Business Operations
• Environmental Scan • Business Development
• Strategic Intelligence • Business Capabilities SWOT
• SWOT Analysis • Business Capabilities Development
• Strategic Initiatives • CSA/CRADA/Licenses
• Strategic Integration & • Partnerships
Planning • “Venture” Investments
• A-11 Budget Interface
• Business & Capabilities
Organizational Wisdom Devmt Strategy
Operational Proficiency
Technology Operations
Knowledge & Integration
g g • Technology/Capabilities SWOT
• Knowledge Management • Technology & Capabilities
• Knowledge SWOT Development
• IMD Interface • “Seed” Investments
• NMCI/ERP • Customer Development
• Knowledge Integration & • Tech Push/Rqmts Pull
Technical
Competence Development • Facilitate S&T Transition
Proficiency
• Knowledge Strategy • Technology/Capabilities Strategy

Goals of Knowledge Capital Initiatives
• Agility
• Collaboration
• Quality and Speed of Decision Making
• Accelerated Learning and Capability Building
• Organizational Coherence and Focus
• Innovation
Saint-Onge/Wallace

Criteria for Best Practices in Knowledge
• Knowledge is Strategically Valued
• Knowledge Strategy is Future Oriented
• Knowledge Building & Sharing includes Customers & Suppliers
g g g pp
• Measurements are innovative re. Knowledge-value added
• Knowledge Strategies are more human centered than technology
• Knowledge is supported with flexible elements and technologies
• Culture supports: Knowledge Creation, Sharing, and Learning
• Ready Access to Knowledge
• Encouragement to organize around knowledge competencies
E i dk l d i
• Supported efforts to acquire and apply knowledge

Communities of Practice
Life Cycle
y
Level of Energy
And Visibility
Stewardship
Coalescing
Maturing Transformation
Potential
Time
Developmental Discover/ Deliver Focus/ Ownership/Openness Time to
Tensions Imagine Immediate Expand/
Exchange & Combination Move On
Value Creativity/ of Knowledge/Expertise
Innovation Wenger et al, 2002

Potential Command-Level Metrics (ex.)
Initiatives - Detailed Business Y Metric Tracking (X8 – X12) as they Evolve
• Continuous Process Improvement (AIRSpeed LSS Diagnostic Tool)
Environmental Scan Metric Tracking for SMS Input/Business Y Development
• A/C Readiness per T/M/S (ID Readiness Degrader Leaders)
• A/C Operating Costs per T/M/S (ID Cost Drivers)
• Total Funds Received (Decomposed by Source, Lifecycle Placement)
• Total Cost vs. Product/Service Output Ratios
– Total Contractor Costs per Product T/M/S Produced
– Total In-House Costs charged to NAE ($) by BLI, and decomposed into:
• Total WYs charged to NAE (exc. external customers)
• Average rates charged to NAE
– Direct & OH for S&T, Acquisition, In-Service (for Portfolio Analysis)
, q , ( y )
• Total Workforce #s & Demographics
• Investment in Training ($/Employee Ratios, Hrs/Employee Budget Allocation)
• Return-On-Invested-Capital = Value Added Products/Total Cost Ratios
• Cost/Schedule/Performance EVM for Acq Programs (in-house & Ktr)
(in house
• Customer/Employee Satisfaction Rating ( 1 Poor – 5 Outstanding)
• Organizational Maturity (Sea Enterprise Assessment Tool)
• Alignment (Command Alignment Tool)
• Innovation (# of SBIR Technology Transitions & Replications, # of Fleet Experiments, Total
# of Program Technology Transitions, Technology Investment $/Critical NCDP
Technologies Identified)

SMS Entitlements, Dependencies, & S.W.O.T. Gaps to Business Ys

SMS Entitlements, Dependencies, & S.W.O.T. Gaps to Business Ys

SMS Entitlements, Dependencies, & S.W.O.T. Gaps to Business Ys