Dennis Narlock Six Sigma Summit 2010 Ver 2.0
- 1. Securing Leadership Buy-inHowTo Engage Your Leaders From Day One Of ImplementationCommunicationCooperationCollaborationProductionQualityCPIPatiencePersistencePerseverance11th Annual Lean Six Sigma & Process Improvement SummitJanuary 20th 2010LT Dennis NarlockUSS Ronald Reagan (CVN-76)
- 2. USS RONALD REAGANCVN-762The success and longevity of your Process Improvement deployment depends on the support of your organization’s leadership at ALL Levels.
- 3. Fleet Readiness CenterSouthwest3
- 4.
- 5. The Language ofBusinessBusinessRevenueLabor RateUnit CostReturn on InvestmentBreak-even analysisRiskScrapBCM RateRFI RateRFT GapFlight Line Entitlement5
- 6. Vision and ValuesVisionValuesSimplybelieving in the vision and the values espoused is not enough, they have to be translated into action.6A “Desired” future that invokes passion and compels everyone in the organization to make it a reality.The fundamental “Beliefs” of the organizations.
- 7. GoalsBalance Current &Future Readiness Reduce the Cost of Doing Business Enhance Agility Improve Alignment Attain & Maintain Visibility Across the EnterpriseVision and ValuesVision"Naval Aviation Forces, Efficiently Provided and Ready for Tasking, Now and in the Future"–Naval Aviation 20307
- 8. Vision and ValuesNavalAviation Enterprise GoalsMeet Ready for Tasking Entitlements at Less CostRight Readiness at theRight Time at the Right CostGoalsEstablished the Strategic Level Vision
- 9. Established the prioritiesthat will address strategic level gapsCommander, Fleet Readiness Centers Goals- Focused on Maintenance and Repair of aviation systems to generate aircraft Ready for Tasking (RFT)On Time Delivery, At Unit PriceFix It Once, Fix It Right, Fix It On-TimeCommanding Officer, Fleet Readiness Center, Southwest GoalsProvides the right aircraft, part or service at the right time, in the right quantity to support operational level mission (RFT)Produce at TAKT Times Meeting NAE Flightline and RFT Entitlement at or Below Budgeted Cost8
- 10. Vision and ValuesPhilosophy
- 11.
- 12.
- 13.
- 14.
- 15. Vision and ValuesHighPerformanceOrganizationIntegrated Management TeamCell-Based Work EnvironmentAS9100AS9110QualityMgmt.SystemsAIRSpeedTools:LeanSix SigmaTOCLinked MetricsDevelop the Micro BusinessesPEOPLE + WORKFORCE DEVELOPMENT10
- 16. Effective TranslationThroughout theOrganization“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)Ready for Tasking (RFT)Budget (NWCF & O/MExec.ManagementLabor RateQuality Performance (Deficiency Rate)TopManagementProduction Rate (TAT)Equipment Efficiencies (RCM)Middle ManagementReady for Issue (RFI)Beyond the Capability of Maintenance (BCM)Front Line Management & Labor11
- 17. Measurements of Efficiency12NAEAircraftReady for TaskingFRC SWOn Time DeliveryDept. HeadLine Status / Cycle TimeDivisionOfficerBuffer StatusBranch ChiefFirst Pass YieldWorkCenterTAKT RateTechnicianFirst in – First Served
- 18. Policy DeploymentComptrollerG&A Goal:$5.9M or $1.42/hrInformation TechnologyG&A Goal: $3.5M or $0.85/hrSafety & HealthG&A Goal: $2.8M or $0.67/hrEnvironmentalG&A Goal: $1.4M or $0.36/hrEngineering/LogisticsNOR Goal: ($1.1M)Industrial Support DepartmentG&A Goal: $14.3M or $3.44/hrWorkforce ManagementG&A Goal: $3.5M / $0.84/DLHQuality/AIRSpeedG&A Goal: $3.8M / $0.90/DLHE2/C2 Product Line FY-09 Stretch GoalsFISCMRR Goal: $8M or $4.22/hrMat’rl Availability: 100%E-2 PMI-2:180 Day Cycle Time
- 19.
- 20. 1 Flights toSell FCFC-2 PMI-3:330 Day Cycle Time
- 21.
Editor's Notes
- #4 CommunicationCooperationCollaborationPatiencePersistencePerseverance
- #5 When it comes to the language of business we need to understand that there are many different “Dialects” within the overall language. The language of the CEO, the Board of Directors, the Managers and the Front Line Employees will all look at things differently.
- #6 Word Map from www.visualthesaurus.comWhen it comes to the language of business we need to understand that there are many different “Dialects” within the overall language. The language of the CEO, the Board of Directors, the Managers and the Front Line Employees will all look at things differently.
- #7 Vision should answer these two questions. 1. What are we trying to accomplish? 2. What is our desired future state?Values should answer these three questions 1. What is our organizations reason being? 2. How are we going to treat and act towards one another, our customers and our stakeholders? 3. What change(s) do we need to make to our work culture?Long Definitions (As I have chosen to define them)Vision:The organizational Vision is a look into the “Desired” future of the organization. It should be clearly stated, it should be concise and it should invoke passion at all levels. Everyone in the organization should feel compelled to and proud to make the vision reality.Values:The organizational Values are the fundamental “Beliefs” that the organization holds to be important. The values will answer what the organizations higher moral purpose is and will direct the organizations pursuit of goals and what behaviors are acceptable in reaching those goals.Simply believing in the vision and the values espoused is not enough, they have to be translated into action. That means acting according to our organizations Vision and Values cannot be merely an abstract obligation but must be built into the way that we conduct business.References:“Building a High-Performance Organization in the Twenty-First Century.” 1989-2007 Commonwealth Center for High-Performance Organizations, Inc.“Lincoln on Leadership.” Donald T. Phillips 1992“Reagan on Leadership.” James M. Strock 1998“The Leadership Experience.” Richard L. Daft 2008
- #8 Source – Fleet Readiness Center South West Command Brief during Captain Mike Kelly’s Command Tour.
- #11 Holistic, Dynamic, and Closed Loop - How Fleet Readiness Center Southwest choose to tie together the Vision and Values of the organization.
- #12 Executive Management - Focused on the strategic view. - Established Mission/Vision/ValuesTop Management - Strategic Focus at the Local Level. - Translates Mission/Vision/Values to their portion of the organizationMiddle Management - Tactically focused on their Micro-business unit. - Applies Mission/Vision/Values to their day-to-day operations.Front Line Management / Labor - Tactically focused on their contribution to the micro-business unit. - Supports and executes in accordance with the Mission/Vision/Values
- #13 Measurements Drive Performance. What is measured is what is done. If you make any improvements to your processes but do not change the measurements then you will likely find it difficult, if not impossible, to sustain the improvements.Measurements must be tied to performance. Even changing the measurements for your process may not be enough to sustain performance. If the personnel who supervise the process are still evaluated the same, they will find a way to drive the old behaviors (That made them successful) utilizing the new measurements.
- #15 CPIMS – Continuous Process Improvement Management System
- #21 Aristotle Quote from “Quotations Book, http://quatoationsbook.com/quote/12996
- #22 References:“Connecting your Executive Board with your Lean Six Sigma Implementation” Presented to Lean, Six Sigma and Business Improvement summit by Doug Dulin, CM, MBB on June 24th 2009.