Navy Workforce Briefing

1

Production Management Office (PMO)

• Navy Workforce Briefing
• Presented by George Taylor
• Director, Production Management Office
• 5-7 May 2008

2
MPTE OV-1
POM/PR Process
1
3
The MPTE Supply Chain... ...is
similar to a manufacturing process
Selection Classification
Gathering Raw Material
Sorting
FIT/COST
Assembly Polishing
Operations
Personnel Requirements, Planning Policy
Shipping/ Delivery
Customer Care
2
4
Production Management Office (PMO) Genesis

• MPTE Supply Chain Council, est. by Mr. Murray
  Rowe in Jan 06, identified the need to apply
  corporate supply chain concepts to Navy
  accessions
• Council recognized the need for
• -Visibility into our inventory across the
  entire supply chain
• -Establishing benchmarks to measure/manage
  variation in supply chain
• -Developing corporate level key
  performance metrics
• The Council developed the concept of a new
  organization that would monitor and report on the
  performance of the Navy Enlisted Accession Supply
  Chain (NEASC)
• The concept was formalized as the PMO with
  official establishment occurring on 24 Jan 08

3
5
Supply Chain Themes from Industry

• Total real-time visibility of inventory is
  essential!
• Strategy/business model is well-defined, then the
  supply chain is designed to achieve it
• Clear focus on meeting customers needs
• Cultural change is required
• Can see problems throughout pipeline and plan
  response
• Everyone subordinates their behavior to
  Enterprises success
• Its all about FIT and cost!
• Need common vocabulary/taxonomy
• Business rules, and roles and responsibilities
  must be clear
• Supply Chain must have support of leadership and
  dedicated, empowered production manager

4
6
The Enlisted Supply Chain
Production Management Office
Training
Recruiting
Fleet
Street To Fleet
Non-Distributable Inventory
Reclassify
Redistribution
Reclassify
Recruitment Rating
Fleet FIT (AC/RC)
A School
RTC
C School/ Adv Training
Civilian Population
DEP Contracts
Reclassify
Redistribution
Transit Status
Individual Augmentation
Many product lines (Ratings, NECs)Multiple
entry pointsCan repeat segmentsButOne
Outcome Fill Fleet job, Efficiently!One Supply
Chain Find, Train and Fill the job!
7
MPTE Relationships
DCNO for MPTE (N1)
PMO
NETC/BUMED
NPC
LCs/HM A
NSTC
CNRC
N10
N11
N12
N13
N16
PERS 4
PMO (COO)
ECMs (BUPERS) / N13
8
Street to Fleet Supply Chain Meters Levers
Booking Pride Reservations MEPS
Classification DEP Management Enlistment Waivers
Surge Capacity School House
Determine Funded Billets
Goaling Letter
Fleet Requisitions
Job Family Groups
Classification / Re-class at BMT
Quota Adjustments in Pride Enlistment Incentives
Re-Classification at A Schools
Requirement
Goaling Letter
Recruiting
NSTC Throughput
NPDC Throughput
Sailor To Fleet
CNRC Goal (New Contracts vs Goal)
Number detailed vs number available to be detailed
Ship Rate (Number Shipped to RTC by Rating vs.
Goal)
Corporate Meters (example)
Lever Legend
RTC Process Yield ( grads YTD vs target)
OPNAV N1
Output Rate, Prep Course Grads vs goal, YTD
NPDC
RTC Process Yield ( grads YTD vs target)
Collaborate
PMO
Output Rate, A-School Grads vs goal, YTD
CNRC
Output Rate, Accession C-Schools Grads vs goal,
YTD
9
MPTE Working Group

• MPTE Working Group (MPTE WG) and MPTE Flag
  Session address issues that affect efficiency and
  effectiveness of operations within the MPTE
  Domain
• Established in March 2004
• The group's initial focus was to better integrate
  T with P
• Added Financial (N10), Manpower (N12), and Plans
  Policy
• Education was added to the WG in June 2007.
• Designed to develop MPTE Domain-wide solutions to
  barriers and roadblocks to make MPTE as effective
  and efficient as possible.
• Those issues requiring decisions beyond the MPTE
  WG will be provided to the MPTE WG Flag Session
  once a quarter for action.
• Completed 350 Action Items.
• Currently have 97 action items being worked and
  48 On-going items reviewed quarterly.
• We have chartered 17 active Cross Functional
  Teams (CFT) e.g. PACT and Ceremonial Guard.
• The Working Group Averages 810 New Actions at
  each Face to face session.

10
LSS Projects4 Problems 4 Teams
AI/AO data is from FY07

• Accession students spent over 202K man-days in
  Awaiting Orders (AO) status AO Team
• Another 435K man-days were spent in Awaiting
  Instruction (AI) status AI Team
• Fragmented visibility and incomplete control are
  sub-optimizing significant supply chain
  functions
• Reclassification -- Reclassification Team
• Quota Management (including scheduling) -- Quota
  Management (QM) Team

11
Reclassification

• Three locations for Reclass
• RTC at 3-2 day
• TSC(s) with Non-grads
• BUDs (will transition to TSC San Diego)
• Reclass Guidance Issued Monthly by PMO to all
  sites
• Provides weekly matrix of open, closed and
  targeted ratings
• A Challenge to find school seats during summer
  surge
• Flexibility adjust for variations in flow of
  Sailors through pipeline
• Priority is focused on under-producing ratings
  within the ECM Order
• Normally school seats must be available within 30
  days of reclass
• Exceptions will be made for high value Sailors by
  PMO

Data current as of 4 Apr 08
233/29 reclassed into GWOT or AIRR/C ratings
12
Metrics and Analysis

• Creation and deployment of enabling tools for
  MPTE production utilizing the concept of Supply
  Chain Management (SCM).
• Partnering with NETC and others (CNRC, BUPERS) to
  build and deploy tools designed to improve
  the Supply Chain process

13
Weekly Accession Recruiting (WAR) Report

• Snapshot of Recruiting production by rating,
  program, and gender
• Developed for CNRC, ECMs and PMO
• Displays monthly recruiting performance based on
  the Rating Phasing Matrix
• Data automatically updated daily from PRIDE

14
(No Transcript)
15
(No Transcript)
16
(No Transcript)
17
(No Transcript)
18
(No Transcript)
19
(No Transcript)
20
Work in Process (WIP)

• Tracks individual Recruits/Sailors through the
  Street to Fleet (STF) process by rating, program
  and gender
• Developed for ECMs, PMO, and Training Agents
• Current WIP capability tracks
• Delayed Entry Program (DEP), RTC, A and C
  school for all accession rating programs.
• Desired future capabilities
• Aggregate C schools data for non-accession
  training.
• Show non-accession students in same classes
• Data automatically updated daily from PRIDE and
  CeTARS

21
(No Transcript)
22
(No Transcript)
23
(No Transcript)
24
(No Transcript)
25
(No Transcript)
26
(No Transcript)
27
(No Transcript)
28
(No Transcript)
29
ALNAV Tracker

• Developed as a decision support tool to manage
  NEASC inventory production/distribution
• CNRC performance.
• JOG to rating classification.
• Pipeline inventory variances (attrites and
  reclass out/in)
• Projected Grads.
• Current/projected inventory production to
  production order
• Developed for ECMs and PMO
• Objective to meet ECM Need (production order)
• Data source is CeTARS and NES

30
(No Transcript)
31
(No Transcript)
32
(No Transcript)
33

Questions?
34

Backup
35
COGNOS Business Intelligence

• Web Based Portal for Access to Supply Chain
  Management Tools
• A single, adaptive authoring environment for the
  full range of reports.
• Create managed business reports, production
  reports, dashboards, and ad hoc queries.
• Report against all operational systems, OLAP, and
  relational data sources.
• Publish reports in all desired formats Email,
  HTML, PDF, Microsoft Excel, CSV, and XML.
• Offload IT effort and reduce reporting backlog
  through drag-and-drop formatting and user
  self-service.
• Support for Unicode addresses multilingual
  reporting needs.

36
Awaiting Instruction (AI) Model

• Naval Forecasting Awaiting Instruction Model
  (FAIM)
• Spreadsheet model currently under development by
  PMO
• Predicts when recruits/sailors will arrive at
  A-School, how long sailor is in AI, AI pool size.
• Capability to perform What-If scenarios and
  stochastic analysis
• Inputs CeTARs Class Schedule WIP Inventory
• Status Under Development

37
FAIM
38
Production Management Office (PMO) Genesis

• MPTE Supply Chain Council, est. by Mr. Murray
  Rowe in Jan 06, identified the need to apply
  corporate supply chain concepts to Navy
  accessions
• Council recognized the need for
• -Visibility into our inventory across the
  entire supply chain
• -Establishing benchmarks to measure/manage
  variation in supply chain
• -Developing corporate level key
  performance metrics
• The Council developed the concept of a new
  organization that would monitor and report on the
  performance of the Navy Enlisted Accession Supply
  Chain (NEASC)
• The concept was formalized as the PMO with
  official establishment occurring on 24 Jan 08

39
PMO Branch Functions
PMO
Note Will be updated post
organizational work.

• Metrics and Analysis
• Develop, collect and display standardized
  MPTE-wide enlisted accession metrics and deploy
  SC tools, ensuring full visibility of all
  segments of the NEASC
• Model and Simulate Production
• Monitor attrition, non-grad and show/no show
  rates
• Collaborate with production units to optimize
  processes, propose recommendations, and develop
  guidance documents
• Develop/Modify Rating Phasing Matrix (RPM)
• Develop PMO Strategic Communications

• Quota Management/Operations
• Analyze the NEASC throughput using best industry
  standard methods
• ID roadblocks, barriers and efficiencies
• Host Cross Functional Team (CFT) Production
  meetings to prevent or mitigate potential
  production issues
• Manage/Change school quotas for accession
  pipeline A and C school quotas for enlisted
  accession training
• Manage Inter-service Training Review Org (ITRO)

• Reclassification
• Liaison with ECMs to obtain ECM Need and ensure
  quotas are avail, present opportunities to PSDs
  for reclassifications
• Participate in Production meetings for
  reclassification modifications
• Manage the reclassification process to
  appropriately recycle inventory
• SME for reclassification questions
• Train PSD personnel on reclassification
  procedures
• Develop technical functional reqs for additional
  Fleet RIDE functions

40
Desired End State

• Total real-time visibility of inventory
• Well-defined Strategy/business model/roles/respons
  ibilities
• The supply chain is responsive, adaptive, and
  efficient, meeting an established standard for
  fleet fit/fill
• Cultural change has occurred
• Can see problems throughout pipeline and plan for
  required adjustment
• All members of the NEASC subordinates their
  behavior to Enterprises success
• FIT and cost are optimized!
• The entire supply chain uses a common vocabulary
• Supply Chain Management is supported at all
  levels of leadership

22