Ministry of Defence - Ideas Management


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1 of 3 presentations for the Engage Wales networking event. Hosted by ideasUK, held at the Wales Audit Office, Cardiff.

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Ministry of Defence - Ideas Management

  1. 1. Ministry of DefenceIdeas Management Stuart Laws GEMS Scheme Manager
  2. 2. Understanding the problem • An inability to take tough, timely decisions in the Defence interest. • Weaknesses in the Department’s ability to think strategically. • Delivery arms which are disempowered and have their inputs micro- managed by the Head Office, but are not held to account for their outputs. • Concerns with the profile and priority given to joint enabling military capabilities within Defence. • Continuing inefficiency in the current model. • Concerns over whether Defence makes the most effective use of the Service and civilian manpower. 2
  3. 3. Defence Reform:Key Recommendations (of 53) • Strengthen top level decision making - New smaller Defence Board chaired by SofS • Smaller and more strategic Head Office - High level investment decisions, strategic direction, holding to account • Focus Service Chiefs on running their Service - Empowered with greater freedom and accountability • Strengthen financial and Performance Management - Legacy of affordability • Improve ability to deliver joint capabilities - Create a Joint Forces Command • Ensure enabling services are efficient, effective and professional - Create Defence Infrastructure and Defence Business Services • Manage and use senior military and civilians more effectively - Longer postings, more transparency and career management 3
  4. 4. New Defence Operating Model Prime Minister & National Security Council Defence Secretary & Ministers Defence Board Direct SofS, Min, PUS, CDS, DGFin, CDM, 3 NEDs Head Office Strategic Proposed Agree solution requirement Proposed CDS directive solution & budget & budget solution Enable Generate and Operate Requirement Develop Operations Defence Business specific requirement Services Navy Command Systems & services Defence Force Elements Infrastructure Operations Industry Land Command PJHQ DSTL DSF Air Command Within Joint Forces Acquire Command DE&S Joint Forces Requirement Command Joint training & budget requirement Account 4
  5. 5. 5
  6. 6. GEMS Background• Introduced in April 1996 as the single Defence-wide suggestion scheme.• Covers all MOD civilian and Service personnel, ex-employees, directly employed MOD contractors and their staff and agency staff.• All staff covered by the GEMS Scheme have direct access to the scheme without the need for clearance or approval through their Line Management or Reporting Officer.• Award decisions are devolved to the local level wherever possible to facilitate a prompt response to those contributing suggestions.• Not a substitute for reporting shortcomings in materiel, design or health & safety procedures through the normal administrative channels or for rewarding good work. 6
  7. 7. PurposePrimary Aims of the Scheme – Promote and Encourage Ideas that improve efficiency or organisation within the Department – Improve Ways of WorkingSecondary Aim of the Scheme – Save the Department Money 7
  8. 8. GEMS – Past SuggestionsRapid Deployment Vehicle Citadel ConceptThe proposal was to use the RDVs as a first echelon communications “Citadel” that could be quicklyair transported into hostile environments. They would then operate independently, with little or noassistance from any other outside agencies.Communications equipment would be contained within four air transportable Land Rovers andtrailers, providing satellite rear links, high speed data transfer, RAF CCIS, J2 systems, secure voicecapability, as well as UHF, VHF and long hall H.F. communications.In addition to carrying the communications equipment, the RDV Citadel would also form the commandpost, and carry a purpose built tent designed and developed to facilitate this. 8
  9. 9. GEMS – Past SuggestionsSafe handling of splinted carbon fibre helicopter bladesMilitary helicopters are fitted with rotor blades constructed of carbon fibre composite which, in theevent of a crash, tend to shatter producing shards of thin, strong carbon fibre composite. These mayalso be contaminated with body fluids or human tissue presenting a serious risk of injury or exposureto viruses to those responsible for recovering the wreckage.Traditionally, splintered rotor blades were placed into thick polythene tubing, but the shards frequentlypunctured the polythene, leaving the sharp ends exposed. This proposal suggested using a roll ofindustrial cling-film tightly wrapped around the splintered blade which gathered all the splintered endstogether, thus minimising the risk of injury to personnel. 9
  10. 10. GEMS – Past SuggestionsDevelopment of the Rail RackDue to the lack of maintenance facilities, the narrow gauge locomotive fleet at DMC Eastriggs wasnot being adequately being maintained. The Defence Rail & Container Services managementdeclared this to be unacceptable on safety grounds and subsequently threatened to withdraw thelocomotives used at DMC Eastriggs from service.To address this problem, a group of 3 suggestors devised a modified Drops Flat-Rack to transport thelocomotives the 7 miles to DMC Longtown where essential maintenance and repairs could be carriedout. The flat-rack was dropped at the end of an open section of track and the locomotive driven on.Safe transportation to DMC Longtown could then take place and then by putting the rack onto anelevating hoist, unimpeded access could be gained to the underside of the locomotive for servicing. 10
  11. 11. GEMS – Past SuggestionsEnhanced Vehicle Protection SystemInitiated by the upsurge of terrorist attacks on UK forces in Iraq, this GEMS suggestion proposed amethod of providing additional protection to the cabs of “B” type vehicles such as Land Rovers andTrucks etc.The suggestion consists of fitting locally manufactured armour packs to the vehicles. The packs aremade up of curtains containing body armour plates fixed to the front, sides and rear of the cabs, withfurther enhancements made to the crew seating and floor pans of the vehicles. This additional armourhas been fully assessed for engineering quality, safety, and cost and has now been fully endorsed bythe equipment IPTs for use in theatre. 11
  12. 12. GEMS – Past SuggestionsRN Mobile Learning ProjectThe RN Mobile Learning Project’s principal aim is to improve the pre-career course preparation (andsubsequent pass rates) by RN trainees through the utilisation of innovative mobile technology. Theuse of rapid authorising software has enabled MWS staff to capture the content of mathematics andengineering lessons and publish them in recognised multimedia formats and bandwidths, both for onand off-line use. The Sony Playstation Portable (PSP) is one such Mobile Learning Technology andutilises the most recent hardware and software developments, harnessing the gaming platformunderstanding of today’s young trainee in a way never before exploited. 12
  13. 13. GEMS – Past SuggestionsDevelopment of Apache Helicopter’s ForwardServicing PackageThe suggestion was to replace the 300 hour service, which took 75 days, with a smaller ForwardServicing Package. This package would cover all critical depth inspections in the forward area whilstdropping all non-necessary airworthiness checks. The Forward Servicing Package was trialled in OPHERRICK, with the time taken (approx 2 days) being equivalent to that needed to prepare an Apachefor Air Transportation back to the UK for depth servicing – no additional manpower was required forthe trial. Evidence from this trial and other concurrent trials were presented to the MOD and Boeing,to allow a direct, real time comparison of design assumptions with in-use experience. Subsequentdevelopment has led to the consideration of a 450 hour Forward Servicing Package and a 900 hourDepth Service, which is estimated as creating savings in excess of £11.9M over the first 3 years ofimplementation. 13
  14. 14. Financial AchievementsFin Year # Suggestions # Awarded Value of Value of Awards Savings05/06 972 732 £239,010 £12,144,09006/07 520 672 £173,318 £6,686,41007/08 2,284 259 £68,466 £16,214,66508/09 1,174 560 £334,132 £9,489,76409/10 1,800 881 £220,992 £28,528,45410/11 1,621 597 £148,273 £13,800,000 14
  15. 15. Questions? 15