US Navy (WE) Readiness and Metrics Support
Enterprise Business Process Management / Performance Monitoring
A US DOD agency requires enterprise support for readiness metrics development and analysis via this vehicle. The enterprises are focused on specific warfighting domains and their primary providers; working across existing “stovepipes,” or functional commands, to ensure the ability to most efficiently meet the warfighting mission. The primary goal of the enterprise construct is to work collaboratively within a partnership of operators, resource sponsors and providers to establish a culture of continuous process improvement, improve decision-making processes to optimize the warfighting readiness and effectiveness of all forces, and generate the greatest possible efficiencies.
Main Sail supports the Aviation Enterprise, who’s goal is to achieve current readiness and ensure the readiness of the future force by optimizing existing resources through the creation of efficiencies and the management of all elements of cost. Achieving required readiness is complicated due in part to lack of coordination, varying policies, variable funding levels in separate organizations, and delivery of personnel from various training elements at other than the “right time”. The application of cross-functional enterprise behaviors to these issues is intended to ensure an enterprise wide view of impacts of decisions made in support of Aviation Readiness.
In support of these goals a Readiness Team was formed in May 2005 to build upon the efficiencies realized from the successful introduction of enterprise concepts and business processes in the aircraft world of the enterprise. An government organization was structured, supported by a contract team of consultants and analysts. Business processes and metrics were developed around the 5 PESTO (Personnel, Equipment, Supply, Training, and Ordinance) readiness pillars to track attainment of readiness entitlements and identify systemic readiness degraders for collaborative resolution by operators, sponsors, and providers. Efficiencies were achieved in life cycle management cost avoidances and in people readiness. Systemic issues in equipment readiness, manning, and training were identified and worked.
Following a transformational roadmap emphasizing communication and collaboration among stakeholders, the team matured into a collective voice for the organization and an influence organization which uses leading indicators of readiness challenges to enable mitigation of anticipated readiness gaps. Simultaneously, the organization transitioned from a bottom up, goal oriented construct to a top down, strategic objective driven plan supported by strategic initiatives and implementation actions. A risk study was completed which quantified the potential impact of the programmed temporary reduction in asset inventory and demonstrated a forward looking, risk based, decision support methodology.
With current high operational demand in a severe budget constrained environment, a dynamic operations and sustainment (O&S) cost reduction strategy and a renewed interest in attacking readiness degraders with cost effective readiness solutions is required. Additionally, actions requiring flag support must be clearly communicated. Issues must be binned in categories requiring decision, desired action, and those that are presented for awareness with risk and milestones. This direction is consistent with the readiness processes and briefing format currently in use by the organization but will require additional analysis of cost drivers and cost conscious solutions.
In addition, the organization is actively involved in a “Readiness Kill Chain” initiative to actively identify barriers to readiness and execute action plans to achieve “to be” end states. This initiative is consistent with the established PESTO readiness processes and is an integral part of day-to-day operations.
Specific Main Sail activities in support of these actions include:
•Development of a central tracking system for readiness degraders in each readiness pillar resulting in a 75% increase in the agencies Defense Readiness Reporting System utilization due to Main Sail SME push/presence.
•Development and update of quad charts for each degrader to include description, root causes, stakeholders, barriers, actions in progress, cost implications, risk and leading indicators (with dates for vulnerability to risk), alternatives, recommended action, and milestones.
•Incorporated cost reduction initiatives into the briefings. Established cost reduction targets through liaison with sponsors and providers and track progress.
•Analyzed Total Ownership Cost drivers and work with pillar leads, sponsors and providers to develop alternatives for Total Ownership Cost reductions.
•Provided analysts to train teams to perform data collection and analysis leading to identification of gaps, barriers to closing those gaps, root causes of those barriers, and potential solutions and to assist in execution of analyses.
•Conducted analysis to identify PESTO gaps, barriers, root causes, and to propose gap reduction plans.
•Cost Analysis: Conducted a complete review of cost accounts, targets, and data collection methods.
•Conducted analysis to identify O&S cost gaps, barriers, root causes, and to propose gap reduction plans.
•Standardization of Maintenance and Supply Readiness Reporting System reporting.
•Other cost reduction initiatives.
Achieved a 2 to 3 day improvement in data input, analysis, and turn around which equates to roughly a 20% improvement in efficiency.
Approximately 25% improvement in skills fit, education fit, training records fit at one Squadron supported.