HM

1
HME Standardization Governance Board Brief20
November 2006(Brief for upcoming ExComm)
2
24 July 06 ExCommKey Points

• Move beyond measuring the problem to resolution
  focus that will reduce the introduction of
  non-standard HME.
• Looking for an Enterprise solution for HME
  Standardization.
• Need for new ExComm structurestrong governance
  is key to success.
• Need to review impacts of HME standardization
  from the private industry perspective.
• Lifecycle support issues and cost drivers,
  including standardization, need to be addressed
  in the ship design process.
• Commodities development efforts need to mature
  and expand their commodity targets (i.e., valves,
  circuit breakers and other high demand items).

Socialization and buy-in is critical to bring
about HME standardization process changes.
3
Structure
SWE SMT
HME EXCOMM
NAVSEA Co-Chair
NAVSUP Co-Chair
Governance Board SEA 09/SUP ED (SEA 04L/SUP
04/PEO/DASN(L))
Sub Team - (SUP 04/SEA 04L)
METRICS
METRICS
METRICS
METRICS
Working Group (1)
Working Group (2)
Working Group (3)
Working Group (4)
BVSPT (NAVSUP/NSLC)
New Const/ Acquisition (PEO SHIPS/SEA 02)
Commodities Management (NAVICP 02/SEA 05)
Maintenance/ Modernization and Repair (RMC/FISC)
WG 4 has dual reporting responsibility to the
SWE with respect to the best value tool and
process only.
4
New Governance

• Structure/Membership of Governance Board
• Governance Board membership includes
• SEA 09/SUP ED (Co-chairs)
• DASN (L)
• SEA 04L
• SUP 04
• PEOs (Carriers/Subs/Ships)
• Drumbeat
• ExComm to meet quarterly
• Governance Board to meet monthly
• WGs to provide Bi-weekly sitreps to Governance
  Board
• Functions
• Champions HME standardization and facilitates
  buy-in from stakeholders
• Aligns HME standardization with Technical
  Authority.
• Ensures and facilitates proper membership on and
  alignment of WGs.
• Collects and reports top-level metrics and
  cost/benefit data to ExComm.
• Leads, directs and prioritizes changes to HME
  related business processes.
• Resolves HME standardization resource issues.
• Identifies potential alignment opportunities with
  other initiatives (Lean, PVM, SWE, etc).

5
New Governance(cont.)

• Standard WG brief out
• Cover Slide
• Mission/Charter Slide
• Membership
• 30 days Accomplished/Next 120 Days
• Action Plan/POAM
• Deliverables/Any pertinent details of
  standardization efforts
• Action Items-Action Item slides should have the
  Action Item Number in the Slide Title, and the
  Action Item narrative in the body of the slide
  with status or additional slide for charts.
• Summary

6
Governance Board

• Completed items last 30 days
• Provided draft Governance document to Governance
  Board co-chairs for review/feedback.
• Held Governance Board meetings 4 and 13 October
  06
• Obtained Governance Board membership POC from
  DASN (L).

• Next 120 days
• Obtain signatures on ExComm overarching
  Governance Document
• Work with SEA 05 to draft PR-09 issue paper for
  HME standardization
• Governance Board meetings scheduled for
• 13 December 06
• Upcoming Bi-weekly sitreps due from WGs
• 6 December 06
• 3 January 07
• 17 January 07
• 31 January 07
• Upcoming ExComm
• 18 December 06

7
Discussion Points

• Establishment of end state/optimal level of
  standardization
• PEO participation/concurrence in governance and
  associated implementationneed to go door-to-door
  
• Continued focus on next generation HME by WG 3
• Critical window for DDG-1000 is closing
• Establish Logistics interrelationships with other
  initiatives by next ExComm

8
HME StandardizationExCommWorking Group One
20 NOVEMBER 2006
9
Mission

• Establish standardization mechanisms and
  incentives to be used during acquisition phase
• Promote HME standardization for the acquisition
  of new systems during new construction
• Apply HME policy, processes, and approaches in
  new construction contracts

10
HME Standardization WG 1 Members New
Construction
11
30 120 Day Update

• Completed items last 30 days
• Collected SY Process Maps for new construction
  equipment procurement
• Collected internal NGSS standardization
  procedures and distributed to senior Governance
  Board members.
• Identified spec language being invoked on new
  construction ship contracts.
• Established key POCs at shipyards and NAVICP to
  further investigate standard procurement of
  commodities.
• Hosted HME ExComm Awareness Meeting with BIW,
  NGSS (18 Oct)
• Hosted SHAPM/NAVICP/Shipbuilder (NGSS, BIW, NGNN)
  Standardization Road Ahead Meeting (8 Nov)

• Next 120 days
• Refine action plan to engage S/Ys, NAVICP, new
  construction PM reps.
• Determine metrics and goals for standardization
  within DDG-1000 and CVN-21 programs.
• Conduct review with NAVICP, Shipyards, and new
  construction PMs to investigate use of supply
  system for commodity buys.
• Formalize NAVSEA C clause to be used in new
  construction contracts.
• Develop award fee criteria for new construction
  contracts.

12
HME Standardization WG 1 Members Action
Plan
13
Standardization at the Shipbuilders

• NGSS
• For the LHD 8 Program, a standardization program
  was established for equipment designers which
  requires them to perform a standardization review
  prior to vendor selection
• Requires a review of
• Hull, Mechanical and Electrical Equipment Data
  Research System (HEDRS)
• Supportable Equipment Lists (SELs)
• Ship-specific Allowance Parts Lists (APLs) and
  Coordinated Shipboard Allowance Lists (COSALs)

Analyze Designand Performance Requirements
Develop Procurement Spec and TPR/SOW
Accomplish Logistic Standardization Reviews
Forward to Potential Bidders
Receive/Review Supplier Proposals, Complete
Logistics Supplier Evaluations
Determine Equipment/ Component and Supplier
Selection
Develop Purchase Order Ensure Standardization
Requirements
Transmit to Supplier
14
Standardization as a Specification

• For the DDG 1000 Program, Standardization has
  been contractually mandated within the Design,
  Build and Process Specification (DBPS 080
  Support System)
• The requirement to have standardization for DDG
  1000 has been invoked since the initial stages of
  the program
• Language is common with spec language on CVN-21
  contract

15
Promoting Standardization through Class Common
Equipment

• DDG 1000 has a CCE list of 119 items
• Ensures that equipment will be common at both
  shipyards for these items
• List includes items known to be standardization
  offenders
• Pumps
• Motors
• Valves
• Load centers and switchboards
• Includes items unique to DDG 1000
• Propellers
• Advanced Degaussing
• Steering Gear
• Includes high cost items
• LV and HV Ships Service power
• Auxiliary Gas Turbine Generator

Design Requirements, COTS and New Technology
Drives the Use of Some Non-standard Parts
16
CVN 21 Standardization

• Goal Reduce TOC
• Key features of CVN 21 Program
• Use common fleet-wide systems/equipment/components
  where practicable
• Use existing logistic support products vice
  development of new technical data
• Non Standard COTS must be approved by WBS 2.8
  Team before using
• Embedded in CVN 21 Supportability Plan
• Requirements established by Program Office
• Implemented by Shipbuilder (WBS Working Groups)
• Quarterly review of LDY (NGNN) Proposed
  equipment/component standardization lists against
  HEDRS
• Formal meetings with LDY to ameliorate differences

17
CVN 21 Standardization

• The CVN 21 approach to standardization is based
  on fostering intra-Navy and intra-ship
  commonality of systems, equipment, and components
• The CVN 21 Standardization Program requirements
  invoked during concept development and design
  phase and will be administered during
  construction in accordance with the CVN 78
  Specifications and Special Provisions of the
  Contract. These include
• Maximizing the use of standard equipment for
  similar functions in the ship (intra-ship
  standardization)
• Attaining the optimal level of commonality and
  standardization of systems/equipment/components
  by maximizing the use of items already installed
  in operational carriers (intra-class
  standardization)
• Achieving optimal standardization of
  systems/equipment/components by maximizing the
  use of items already installed in ships of the
  fleet (intra-navy standardization)
• By-products of standardization include reduction
  of unique technical data, and increased
  transferability of operational and maintenance
  skills

18
Summary / Recommended Way Ahead

• New construction PMs are including
  standardization requirements in contracts
• Shipbuilders are improving established
  standardization processes
• DDG 1000 offers opportunity to demonstrate
  improved standardization process, with CVN-21 to
  follow
• Identifying common metrics to be used on all new
  construction platforms
• Investigating contracting approaches to
  standardize commodities procurement

19
Backup
20
Parts Standardization Process
No
Start Catalog Activities
Process Activities
Submit Parts to NGSS for Concurrence in TcC log
BIW PSB NGSS PSB Catalog Group
Yes
Approved
Identify Std Parts
Pull From TcC log, Review Parts at NGSS for
Concurrence Submit decision to log
No
Create DDG 1000 applic. part in CPC Add cat No to
TcC log,
Create CPC equivalency Notify completion in TcC
log
Exist?
Make applic to DDG 1000 Add Cat No to TcC log,
Yes
Determine if Catalog item exists
Systems/Data
CPC Enovia TcC Log 2nd Shipyard
Outputs
21
Ship Delivery Schedule through 2015
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
J
A
J
O
J
A
J
O
J
A
J
O
J
A
J
O
J
A
J
O
J
A
J
O
J
A
J
O
J
A
J
O
J
A
J
O
J
A
J
O
DDG 1000/100105-12
DDG 100201-14
DDG 100307-15
LCS 10/1103-11
LCS 22/2303-13
LCS 26/2709-13
LCS 3403-15
LCS 5/608-09
LCS 7/803-10
LCS 14/1509-11
LCS 18/1906-12
LCS 30/3106-14
LCS 37/3809-15
LCS 106-07
LCS 906-10
LCS 311-08
LCS 403-08
LCS 12/1306-11
LCS 16/1703-12
LCS 20/2109-12
LCS 24/2506-13
LCS 28/2903-14
LCS 32/3309-14
LCS 35/3606-15
LCS 211-07
DDG 10109-06
DDG 10411-07
DDG 10607-08
DDG 10801-09
DDG 10909-09
DDG 11211-10
DDG 10012-06
DDG 10301-08
DDG 10511-08
DDG 10707-09
DDG 11007-10
DDG 10203-07
DDG 11104-10
LPD 18 12-06
LPD 1903-07
LPD 2012-07
LPD 2104-08
LPD 2206-10
LPD 2310-10
LPD 2403-11
LPD 2510-11
LHD 812-07
LHA 612-11
CVN 7811-08
CVN 7909-15
SSGN 72712-06
SSGN 72909-07
SSN 77603-07
SSN 77706-08
SSN 77804-09
SSN 77904-10
SSN 78004-11
SSN 78104-12
SSN 78204-13
SSN 78304-14
SSN 78404-15
KEY
BIW Delivery
NGSS Delivery
Shipbuilder TBD (NGSS/BIW)
Other
22
HME StandardizationEXCOMM UpdateWorking Group
Two 20 NOVEMBER 2006
23
Mission

• Develop methodology and approach to increase
  Fleet
• material availability by
• Dramatically reducing the introduction of
  non-standard
• HME equipment into the fleet
• Reducing overall life cycle costs associated w/
  introduction of non-standard HME
• Maintaining or reducing procurement cost of HME
  for new construction, maintenance, modernization
  and repair.
• Recommending Life Cycle processes that improve
  the level of readiness
• through standardized HME procurement at Repair
  Facilities.
• Defining and collecting value added supporting
  metrics that drive
• standardization behaviors.

24
Working Group 2 Membership
Other members Assigned as Needed
25
WG2s 30 120 Update

• Completed items last 30 days
• Documented High level SY Process Map
• Developed Charter including mission and expected
  deliverables
• Developed notional decision tree to determine
  when a standard or a non-standard item should be
  selected. (CMP buy-in)
• Developed Best Value effort stakeholders map.
• Received Initial research on MSMO contracts,
  analyzing contractual logistics processes and
  reporting requirements.
• Established mechanism for exchange of information
  and ideas between the CPC and BVT efforts.
• Facilitated coordination between all working
  groups to ensure issues affecting maintenance,
  modernization and repair discussed and addressed.
• Received sample MSMO metrics from Mid-Atlantic
  RMC. Reviewing for possible standardization among
  RMC.

• Next 120 days
• Refine action plan to engage S/Y, RMCs, MSMOs,
  and Warfare centers.
• Refine PTD submission process, collect metrics
• Requested and received FY 04-06 PTD submission by
  requestor. Slides attached
• Define and collect value added supporting metrics
  that will drive standardization behaviors. (SY
  CMP, RMC teleconf, MSMO)
• CMP metric content standardized, metrics due 1
  Dec (fourth qtr 06), Jan (first qtr FY 07)
• NETS (NEMAIS contractor) to provide RMC
  non-standard data NLT 20 Nov (rcvd MARMC and ??)
• Request Fleet Analysis Center review, correlate
  and assist in data analysis
• Determine Life Cycle processes that improve level
  of readiness through standardized HME
  procurement at Repair Facilities.

26
Detailed Action Plan
27
Detailed Action Plan
28
Deliverables

• Develop and gain stakeholder buy-in on a decision
  tree to determine when a standard or non-standard
  item should be selected.
• Provide detailed action plan for engaging
  shipyards, regional maintenance centers,
• and warfare centers in HME Standardization
  initiatives.
• Establish and collect value added metrics on
  non-standard HME Equipment
• procured during availabilities and repair
  cycles.
• Provide trend analysis of metrics and strategies
  for reducing/minimizing overall
• introduction of non-standard equipment
  procurements.
• Understanding of contractual language and
  Incentive Structure recommend changes
• to facilitate HME Standardization.

29
EXCOMM HME Deliverables/Timeline
No 0706009
15 Aug
Report Out
Task Assign
WG-1/2- Supported. Supporting- WG 4
(BVSPT) Deliverable Process flow chart/decision
tree (Powerpoint presentation) Status
8/24/06-WG 2 is in process of developing decision
tree. 9/15/06 WG 2 submitted for review.
10/29/06 Corporate Material Process Team
reviewed and modified, gained buy in
Recommendation Closure

• Process Flow Chart / Decision Tree Next Slide

30
(No Transcript)
31
EXCOMM HME Deliverables/Timeline
No 0706010
15 Aug
Report Out
Task Assign
WG-2/4 (BVSPT)- Supported. Supporting-
WG-1/3/Governance Sub-Team Deliverable An
ongoing communication strategy to ensure all
applicable stakeholder processes are mapped and
all stakeholder requirements/inputs are addressed
in the best value tool and processes. Status
11/6/06- Refining Detailed Action Plan to engage
S/Y, RMCs, MSMOs and Warfare Centers. Continued
review of MSMO contract to understand contractual
logistics processes and reporting requirements
without adding to Contract Data Rqmts List.
Draft RMC policy letter on HME Standardization
awaiting signature. Conducted teleconference
with RMC/IMF Code 500 and waterfront
personnel. Requested non-standard procurement
data from NETS corp (NEMAIS contractor). To
date all RMC data received (MARMC, SWRMC, SERMC
and Japan RMC). Working on queries with NETS to
neck down data to HME specific equipment and to
possibly automate metrics reporting.

• Stake holders Map and Analysis Next Two Slides

32
HME Standardization Stakeholders Map
Partners / Users
Surf Forces
Air Forces

• SUPSHIPS/SHIP BUILDERS
• BATH
• GROTON
• NEWPORT NEWS
• GULF COAST
• SAN DIEGO

PEO - Subs
Internal to Activity
PEO - Ships
Sub Forces
Ships Force
PEO - Carriers
Requirements Generation
Fleet Forces Command
Technical Review

• Warfare Centers

• SHIPYARDS
• NNSY
• PNSY
• PSNSY
• PHNSY

Non-standard procurement
Supply Review

• Regional Maintenance Centers
• Mid-Atlantic
• Southeast
• Southwest
• SRF Yoko
• South Central

Material Requisitioning (500)

• MSMOS
• KTRS
• Private Builder's

Vendors
FISC
Material Procurement (530)
NAVSEA
NAVSESS
Repair/ Modernization
IT-CDMs
NAVICP
DLA
Planning Yards
ISEAs
Service Providers
Planners / Forecasting/Suppliers
33
HME Stakeholder Analysis
High
Ownership
Buy In
PEO SHIPS, PEO CARRIERS, PEO SUBMARINES,
PEO SHIPS, NAVICP, NAVSEA, NAVSUP
SHIPYARDS (NNSY, PNSY, PSNSY, PHNSY), RMCs
(Mid-Atlantic, Southeast, Southwest, South
Central), SUPSHIPS (BATH, GROTON, NEWPORT NEWS,
GULF COAST, SAN DIEGO) FISC, MSMO (KTRs, Private
Builders)
Impact on Stakeholders
Awareness
Buy In
FLEET FORCES COMMAND, SURFACE
WARFARE ENTERPRISE AIR
FORCES, SUBMARINE FORCES, SURFACE FORCES,
NAVSESS, ISEAs, INDUSTRY

ASN RDA, OPNAV (N4), WARFARE CENTERS (NSWC
CRANE, NSWC PHILLY), DEFENSE LOGISITICS AGENCY
Low
High
Degree to which they are critical to success of
standardization
34
EXCOMM HME Deliverables/Timeline
No EX21NOV05-05
Action Item To develop a detailed Action Plan
for engaging Shipyards/ RMCs in HME
standardization initiative. WG 2 Wire diagram
(Slide 13 of WG 2 brief) process changes must be
socialized, and input solicited to come up with
joint solution. As part of socialization
process, empirical data associated with specific
locations HME procurements must be provided.
Due Date
15 Aug
Task Assign
WG-2 - Supported. Supporting- WG-1/3/Governance
Sub-Team Deliverable Detailed Action Plan and
stakeholder metrics (I.e. metrics from SEA 04 S/Y
letter, FFC RMC letter). Status Continual -
Refining detailed action plan to engage S/Y,
RMCs, MSMO and Warfare Centers. Sample MSMO
metrics received from MARMC MSMO further research
required .
35
EXCOMM HME Deliverables/Timeline
Back Up slides
36
Suggest Metrics Format

• Total of Matl Rqmts (by avail)
• Total of non-standard items
• Total of non-standard and non-supported rqmts
  (logistics)
• Total deviation requests (DFS, LARs, etc)
• Total Material Cost of non-standard rqmts
• Addl analysis
• Total rqmts APL worthy
• Total rqmts on Fleet Top 40 bad actors list
• Data Content

37
Additional Research Questions

• What is cost for NETS to provide RMC quarterly
  metrics (by avail, ship)?
• What is cost for MSMO contractors to provide
  similar metrics?
• Who validates MSMO decisions for Non-standard
  procurement and whether PTD is submitted?
• Who can fund additional MSMO contract research?
• How much will it cost to build data elements in
  MAT to support automated non-standard procurement
  data collection?

38
Replacement of HME Equipment as Problem
Resolution
PROCESS FOR NON-SUPPLY SYSTEM/NON-STANDARD
PROCUREMENTS
Equipment Requirement identified
Supply System Queried and Item is Not Available
Local/Technical Alternate (Non- Std) Approval Is
Obtained
Alternate (Non- Standard) Item Is identified
Procuring Activity Contract W/CDRLs invoked
Contractor provides New item and Logistics data
in Support of the CDRLs
Procuring Activity Reviews/Finalizes ILS Data
Procuring Activity Submits Provisioning Parts
List (PPL) to NSWCCD-SSES Via ICAPS
PNSWCCD-SSES Processes PPL in ICAPS using
Drawings/ Logistics Data Provided
APL Data is Loaded to WSF by NAVICP-M
39
EXCOMM HME Deliverables/Timeline
40
RMMCO ILS Metrics
41
HME StandardizationGovernance Update Working
Group Three 20 November 2006
42
Mission

• Develop methodology and approach to analyze
  existing Allowance Parts List groups to identify
  commodities for potential standardization
  contract initiatives.
• Define, recommend and execute an acquisition
  strategy for commodity type contractual
  agreements.
• Recommend policy changes to Governance Group
• Define and collect supporting metrics that will
  drive standardization behaviors.
• Coordinate contracting requirements from WGs 1
  and 2 for approved standardized equipment.

GOAL Award long-term commodity contracts to be
used by industry and government that will drive
standardization into the fleet.
43
Working Group Three- Membership
All other Commands and Activities are contacted
and participate as required
44
Working Group Three -Last 30 - 120 Day Forecast

• Completed items last 30 days
• Continue to development of Acquisition Strategy
  for Valves
• Assist in the development of the Best Value
  Selection Tool
• Held several meetings to discuss acquisition
  strategy under the new approach
• Met with NSWCCD to discuss analysis details under
  new approach
• Developed notional schedule
• Supported in DDG -1000 mtg w/NGSS and BIWExposed
  HME process, goals and expectations for Industry
• Conducted follow-up discussions w/BIW on HME
  construct in support of their internal efforts

• Next 120 days
• Expect follow up mtg w/NGSS and BIW on HME
  expectations for Industry
• Finalize Generic Specification for Valve Effort
• Finalize Acquisition Strategy
• Team Drumbeat
• Bi-weekly VTC or Phone Conf. (Schedule TBD)
• EXCOMM (Dec)
• Monthly F2Fs (Schedule TBD)

45
Deliverables

• Defined commodity identification strategy for
  Generic specificationValidating with
  Shipbuilders
• Outlined Commodity Contract Acquisition Process
  Completed at high level
• Award first Commodity contractSpecs in process
• Develop Commodity Contract template (Repeatable
  process)Open
• Defined supporting metrics and process for
  continuity of metrics gatheringComplete
• Defined communication plan for announcing
  commodity initiativesBegun but Still In Process

46
Action Item Develop a plan to include targeted
actions/approach, schedule, process mapping and
analysis methodologyStatus Provided action
plan 8/13/06
EXCOMM A/I- 0706003
47
Action Item Develop a plan of attack to bring a
Commodity Management approach to valves and
circuit breakers Status Out-briefed Commodity
Process 10/13/06, RLDM Goddard requested timeline
for first contract award
EXCOMM A/I- 0706007

48
Notional Timeline Competitive Best Value
Trade-Off Procurement
2006
2007
O N D J F M A M J J A S O
N D J F M A M J J A S
Identify Commodity Groups Develop Generic Valve
Spec Conduct Market Analysis Develop Acquisition
Strategy Source Selection Plan Solicitation
Development/Issuance Ktrs Proposal
Development Proposal Evaluations Discussions (if
needed) SSA Decision Final Business Clearance
Approvals Award Implement Manage Performance
49

EXCOMM A/I- 0706011
Action Item Develop process and governance
to formalize the commodities selection and
commodities vehicle processes. Include the means
to make the acquisition community aware of
available commodities vehicles. Status
Developed process to mine current data to
identify opportunitiesWorking closely with WGs
12 to communicate HME Concept and
processLooking to enable contract ordering via
eMall

50
Targeted Approach-Valves and Circuit Breakers

• Compares OEM unique valve Family APLs to CAGEs
  for targeted groups of commodities
• Unofficial analysis shows 6 manufactures for
  largest grouping of Valves
• Conduct detailed Engineering Analysis for
  Acquisition Strategy and requirements
• Pursue Commodity type contracts with best value
  OEMs/Sources

Document to create repeatable process for follow
on candidates
51
Updates

• Continue to Socialize the with WG 3 the change
  in direction regarding the requirements
  definition for Valves
• Participated in mtg hosted by PMS-501L w/NGSS and
  BIW
• Provided in-depth background brief on Navy HME
  efforts
• Outlined Operational concepts behind HME
  approach w/ 4 WGs and Commodity Contracts
• Neither NGSS or BIW were able to commitNeeded to
  take back to their leadershipEstablished 17
  November as date for commitment
• Expect follow-up mtgs will be required

52
Summary

• EXCOMM action items met
• Begun dialog with Shipbuilding IndustryNeed to
  do similar discussions with MSMO Contractors
• Will attempt to reduce Commodity Contract
  Lead-time where possible

53
Working Group 4 Best Value Standardization
Process TeamBrief to the HME Governance Board

• 20 November 2006

54
Mission

• Develop a Best Value process, instill a Best
  Value culture, and provide Cost Wise
  decision-making ability for the selection of Navy
  Hull, Mechanical and Electrical (HME) material.

55
Membership
56
BVSPT 30 120 Update

• Completed items last 30 days
• Completed high level to be process map
• PIRR brief to BVSPT
• BVSPT Functional Capability Barrier Removal Team
• Meetings held
• Identified As-Is process details
• Provided updates at BVSPT F2Fs
• BVSPT Metrics Barrier Removal Team
• Meetings held
• Notional Bridgeplot done
• Provided updates at BVSPT F2Fs
• Basis For Measurement (BFM) for two metrics done
• Algorithm Barrier Removal Team
• Charter approved
• Team composition completed
• Team POAM approved

• Next 120 days
• Formulate plan for interaction with other ExComm
  WGs
• Determine when RMC IT personnel should be brought
  in as team members
• Develop notional Metrics Historical Bridge Plot.
• Meet with NSLC experts of the Progressive ILS
  Readiness Response (PIRR) system to examine
  methodology, functionality and ranking that might
  be used in the BVSPT Tool
• Meeting with NAVSISA DET PH to determine basic
  functionality that might be used in the BVSPT
  Tool
• Standing up a BVSPT Tool Algorithm BRT
• Formulating plan to link BVSPT metrics to SWE
  metrics
• Complete remaining BFMs for metrics
• Develop algorithm to determine Best Value Share
  results with other WGs
• Initiate programming of first generation Best
  Value Tool

57
Battle Rhythm
58
Battle Rhythm
59
Battle Rhythm
60
Defining the End StateEffects Based Thinking
Model
61
BVSPT Action Items
62
Best Value Tool

• First Generation Best Value Tool
• Begin NOV 2007
• Estimated delivery date 2nd Quarter 2007
• Effort will be spiral development
• 2. Issues
• a. NSY MAT NEMAIS integration
• b. Access to all data sources
• c. Identify develop all of the user
• friendly functionality

63
Summary

• Metrics Functionality Barrier Removal Teams
  (BRT) working to POAM
• Algorithm BRT stood up
• Best Value Tool development will start NOV 2006.

64
Maritime HME ExCommAction Items and
DeliverablesUpdate to Governance Board20
November 06
65
EXCOMM HMEDeliverables Timeline
WG-1/2/3/4 0706003 u
Gov Sub 0706008 u
Gov Sub 0706001 u
Gov Sub 0706002
WG-3 0706007 u
WG-2/WG 4 0706012 u
SWE -F2F - TBD
SEA 05 0706006
Gov Sub 0706005 u
Gov Sub 0706004 u
WG-1/2 0706009 u
- Indicates complete U - indicates update
REPORT OUT
WG-3 0706011 u
O-03- WG-1 Needs to develop a full Action Plan.
O-08-NSLC is in process of identifying
contributing factors/events for pie charts. 10-/4
needs to brief 04L / Govenance Board Brief
at 10/23 ExComm
C-02-COMPLETE
O-01-10/13/06-RDML Goddard agreed to follow-up
with PEOs to request representation on Governance
Board.
C-12-A CPC rep has been idd to participate on
BVSPT Func. Rqmts and Mapping Team. WG1 in
discussions with BIW and NG on employment of
CPC/how it translates to HME standardization
screening
C-07-. 9/28/06 Required Process to identify
specific commodities. Assessment of each
commodity and Source selection criteria.
0-05 Final governance document is being staffed
pending approval. 10/4/06. Recommend close when
governance document approved.
O-06- Funding request was prepared by SEA 05 and
submitted by SEA 09. COMPLETE
UPDATE
WG-2/WG 4 0706010 u
O-09-9/26 Submitted to SEA 04L SUP 04 for review
O-11-Process/Gov to formalize Commodities
select/vehicle process in development
O-04- Recommend close when governance document
approved.
UPDATE
66
EXCOMM HMEDeliverables Timeline
Gov Sub 10040001
SWE -F2F - TBD
- Indicates complete U - indicates update
REPORT OUT
C-001-
UPDATE
UPDATE
67
EXCOMM HMEDeliverables Timeline
No 0706001

• Governance Sub-Team - Supported.
• Supporting- WG-1/2/3/4
• Deliverable Email and finalized Governance Team
  membership roster.
• Status 8/16/06-Under the new governance
  structure the Executive steering Committee (ESC)
  is replaced by the ExComm governance board. WG 4
  becomes the governance sub-team. Email went out
  on 15 August requesting senior executives from
  PEO Ships, PEO Subs, PEO Carriers and DASN(L) to
  designate a member to the new ExComm governance
  board. RDML Goddard (SEA 09) and John Goodhart
  (SUP ED) are the co-chairs for the governance
  board.
• 9/18/06 - To date, no response from PEOs. DASN
  (ACQ) has requested to be included for membership
  on the Governance Board. Still awaiting
  representative POC recommendation.
• 9/19/06 - DASN (L) POC - Mr. Lawrence Fitzpatrick
  DAS(ACQ) not playing
• 10/4 Follow-up to be sent to PEOs John Hurley
  Awaiting PEO designations
• 10/13/06-RDML Goddard agreed to follow-up with
  PEOs to request representation on Governance
  Board.
• Assessment

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68
EXCOMM HMEDeliverables Timeline
No 0706003
WG-1/2/3/4 - Supported. Supporting- Governance
Sub-Team Deliverable Individual team Action
Plans (NAVSUP 04 to provide template) Status
8/17/06-Working Groups 2 and 3 reported that they
are currently working on their Action Plans.
9/18/06 Received Action Plans from WGs 2,3 and
4. To be reviewed at the 4 Oct Govern Board
Meeting. Nothing submitted for WG 1.
Assessment Recommend closure for WGs 2,3 and
4. To be briefed at 23 Oct ExComm.
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69
EXCOMM HMEDeliverables Timeline
No 0706004
Governance Sub-Team - Supported. Supporting-
WG-1/2/3, and 4 (BVSPT) Deliverable
Communication Strategy for interface between SWE
and HME ExComm. Planning templates (see AI No.
0706003) to be provided to WGs to ensure
coordinated enterprise approach, standard
reporting methodology and process
discipline. Status 8/16/06-Draft ExComm
governance document utlilzes SWE
processes/drumbeat and provides communication
strategy and organizational linkage between the
SWE BVSPT and the ExComm. Awaiting final
governance document approval. 10/4/06 Final
governance document is being staffed pending
approval. Assessment Recommend close when
governance document approved/signed.
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70
EXCOMM HMEDeliverables Timeline
No 0706005
15 Aug
Report Out
Task Assign
Governance Sub-Team - Supported. Supporting-
WG-1/2/3 and 4 (BVSPT) Deliverable Governance
document which includes Processes to ensure WG
efforts are aligned Utilization of enterprise
principles/conops to develop an enterprise
approach to standardization the role of and
alignment with technical authority NAVSEA
competency ownership process ownership and
authority levels entry points into the ship
design process interface with the NSRP/CPC.
DRAFT ONLY. Status 8/16/06-Draft governance
document developed. 9/15/06 RDML Goddard
submitted emails to senior ExComm members and WG
leads on 15 Aug. requesting comments on
"Overarching Governance" section by 22
Aug. 10/12/06 Goverance document sent to co
chairs for review. Recommend close when
governance document approved. Signature expected
end of OCT 06 Assessment
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71
EXCOMM HMEDeliverables Timeline
No 0706007
15 Aug
Report Out
Task Assign

• WG-3 - Supported.
• Supporting- WG-1/2/4 (BVSPT)
• Deliverable
• Report on commodity analysis of valves and
  circuit breakers to substantiate decision for
  including/excluding as commodity candidates.
• POAM to award appropriate commodity contracts.
• Status 8/17/06-Draft targeted approach and
  process maps are completed for Circuit Breakers
  and Valve Commodity areas.
• 9/28/06 Required Process to identify specific
  commodities. Assessment of each commodity and
  Source selection criteria.
• 10/13 RDML Goddard requested timeline for
  contract award
• Assessment Open

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72
EXCOMM HMEDeliverables Timeline
No 0706008
15 Aug
Report Out
Task Assign
Governance Sub-Team - Supported. Supporting-
WG-1/2/3, 4 (BVSPT) Deliverable Report
presenting findings. Status 8/16/06-In process
at NSLC (POCs NSLC 043 05311) 10/4 NSLC
needs to provide brief to SEA 04L / Governance
Board on contributing processes. 10/13 NSLC
conducting further analysis --- To be briefed at
the 10/23 ExComm Assessment Open.
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73
EXCOMM HMEDeliverables Timeline
No 0706009
15 Aug
Report Out
Task Assign
WG-1/2- Supported. Supporting- WG 4
(BVSPT) Deliverable Process flow chart/decision
tree (Powerpoint presentation) Status
8/24/06-WG 2 is in process of developing decision
tree. 9/15/06 WG 2 submitted for review.
Presented to Governance Board Need buyin from
Corp Material PAT 10/4 FISC Norfolk Code 500
needs to brief the CMP 24-26 OCT 06. Assessment
Open
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74
EXCOMM HMEDeliverables Timeline
No 0706010
15 Aug
Report Out
Task Assign
WG-2 / 4 (BVSPT)- Supported. Supporting-
WG-1/3/Governance Sub-Team Deliverable An
ongoing communication strategy to ensure all
applicable stakeholder processes are mapped and
all stakeholder requirements/inputs are addressed
in the best value tool and processes. Status
8/17/06- WG 2 Developing Action Plan to engage
S/Y, RMCs, MSMOs and Warfare Centers.
Researching MSMO contract to understand
contractual logistics processes and reporting
requirements. Drafting an RMC policy letter on
HME Standardization. 10/13 RDML Goddard
requested further investigation of MSMO
contracts. Ensure consistency. 11/13
In-process On Track Assessment
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75
EXCOMM HMEDeliverables Timeline
No 0706011
15 Aug
Report Out
Task Assign

• WG-3 - Supported.
• Supporting- WG-1/2/4/Governance Sub-Team
• Deliverable
• Process flow chart and communication strategy
  brief to ExComm.
• Command-level policy or instruction as
  appropriate.
• Status 8/17/06-Process and Governance to
  formalize the commodities selection and
  commodities vehicle processes are in development.
• 10/4/06 -- Additional details need to be fleshed
  out.
• Assessment

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76
EXCOMM HMEDeliverables Timeline
No 0706012
15 Aug
Report Out
Task Assign
WG-2 / 4 /SEA 05 - Supported. Supporting-
WG-1/3/Governance Sub-Team Deliverable
Communication strategy. Status 8/18/06-A
representative from CPC effort has been idd to
participate in the Best Value Tool Functional
Requirements and Mapping Team to identify how CPC
might be integrated into the Best Value Tool
functionality. Additionally, reps from the
various HME Working Groups and BVSPT
(representing the public shipyards, NAVSSES,
FISC, NAVICP and NSLC) are part of the CPC
assessment team to id capabilities of CPC and how
CPC might be used to support Navy standardization
and best value efforts. WG 1 is in discussions
with BIW and NG on employment of CPC and how it
translates into HME standardization
screening. Assessment OPEN
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77
EXCOMM HMEDeliverables Timeline
No 1004001

Task Assign
Report Out
Assigned SEA05Z/04L Supporting WG-3 Action
item from 4 October meeting was assigned to SEA
04L1 to initiate dialogue with SEA 05 to draft a
POM 09 issue paper for HME standardization to
ensure continued life cycle funding. Assessment
Open
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78
Old Action Items
79
EXCOMM HMEDeliverables TimelineOld AIs
No EX21NOV05-05
Action Item To develop a detailed Action Plan
for engaging Shipyards/ RMCs in HME
standardization initiative. WG 2 Wire diagram
(Slide 13 of WG 2 brief) process changes must be
socialized, and input solicited to come up with
joint solution. As part of socialization
process, empirical data associated with specific
locations HME procurements must be provided.
Due Date
15 Aug
Task Assign
WG-2 - Supported. Supporting- WG-1/3/Governance
Sub-Team Deliverable Detailed Action Plan and
stakeholder metrics (I.e. metrics from SEA 04 S/Y
letter). Status 8/17/06-Detailed action plan to
engage S/Y, RMCs, MSMO and Warfare Centers. Began
discussions with SEA 04L1 to assist in draft
additional policy letter to shipyards directing
HME standardization and metrics
collection. Assessment
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80
EXCOMM HMEDeliverables TimelineOld AIs
No ESC15JUL05-03
Action Item Action to develop standard clause
in new construction RFPs for HME standardization.
Due Date
15 Aug
Task Assign
WG-1 - Supported. Supporting- WG-2/3 Deliverable
a) POAM b) Standard language that can
be placed in new construction RFPs.
c) Communication strategy. Status WG1
to develop standard clause in new construction
RFPs for HME standardization. Working Group 1
to work with SEA 05 to establish new
standardization language for all NAVSEA
contracts. Assesment
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81

• COMPLETED AIs

82
EXCOMM HMEDeliverables Timeline
No 0706002
15 Aug
Report Out
Report Out
Report Out
Report Out
Report Out
Report Out
Report Out
Task Assign
Governance Sub-Team - Supported. Supporting-
WG-1/2/3/4 Deliverable Briefing schedule and
sitrep report Status 8/16/06-Bi-weekly sitreps
have been established with RDML Goddard.
Assessment Complete
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83
EXCOMM HMEDeliverables Timeline
No 0706006

• SEA 05 - Supported.
• Supporting- WG 1/2/3/4
• Deliverable Applicable documentation to request
  sweep-up funding.
• Status 8/24/06-Funding request went out from
  SEA 05. No funding notification received to
  date.
• 9/15/06 - funding request was prepared by SEA 05
  and submitted by SEA 09 for consideration.
• FY 06 sweep up funds were obtained/obligated.
  Recommend closure.
• Assessment Complete

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84
EXCOMM HMEDeliverables Timeline
No ESC22AUG05-05
Action Item To establish HEDRS training and
Schedule at the FISCs.
Due Date
15 Aug
Task Assign
WG-2/4 - Supported. Supporting- Governance
Sub-Team Deliverable a. Training schedule
b. Curriculum Status Recommend roll up into
BVSPT efforts for Best Value tool. Assessment
OBE. Closed
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