[2-3]_Perform-to-Plan_(31Jul19)_v2.pdf

THE FORCE BEHIND THE FLEET

Distribution Statement A. Approved for Public Release. Distribution is Unlimited.

Perform to Plan (P2P) Surface

Presented to:

Industry/Navy Discussion Panel

07 August 2019

Presented by:

Mr. Kevin Hill Commander, Naval Regional Maintenance Center http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjLsfas3PvPAhWBeyYKHWigBmoQjRwIBw&url=http://www.navsource.org/archives/04/1163/040163.htm&psig=AFQjCNE-3dMwK1TqWQAAlBfql2ygY0Tj3Q&ust=1477683007344035

2Distribution Statement A. Approved for Public Release. Distribution is Unlimited.

Perform to Plan – P2P Surface

• OPNAV directed project to the Air, Undersea, and Surface Warfare Enterprises (SWE) to improve performance

• SWE Strategic Objective: Improve maintenance availability execution to support OFRP

• First phase is focused on DDG 51 class, lessons learned will be applied to all classes

• Process:

– SWE determines outcome metrics P2P seeks to improve ((1) schedule adherence and (2) material condition were selected)

– SWE then selects tier 1, 2, 3, and 4 (in some cases) metrics that drive the outcome metrics. Each metric has a plan and goal

• Assumption is if the correct drivers with performance goals are chosen and the the goals are achieved then ultimately the outcome metric will be improved

• Center for Naval Analysis is building several models (Artificial Intelligence, machined learning, neural networks) to model the drivers to validate the correct drivers have been chosen and better predict future performance

• Actions to achieve goals are aligned to 10 Lines of Effort (LOE)

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Perform to Plan - Visibility

• Updates will be briefed to VCNO and Assistant SECNAV RDA quarterly with monthly updates to Fleet Commanders

• Aligns the surface ship maintenance community’s efforts to improve on-time delivery from Echelon 1 to Echelon 4 (strategic to tactical)

• Provides senior level leadership visibility to surface ship maintenance challenges

• Will be an enduring project, constantly driving to refine the ‘plan’ and measure performance in meeting the plan

4Distribution Statement A. Approved for Public Release. Distribution is Unlimited.

Methodology

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1 Strategic Objective: Improve Maintenance Availability Execution To Support OFRP

Schedule Adherence

Outcome Metrics

Private Sector Capacity vs Workload

CNRMC

New/Growth Work Induction, Adjudication

CNRMC

Long Lead Time Material Delivery by A-30

CNRMC, PMS 407

Contract Award

CNRMC

Drivers Tier 2 (T2) Drivers Tier 3 (T3)

Planned Workload

SURFMEPP

Workforce Composition

CNRMC

Concurrent Availabilities

TYCOM N43

Contract Change Cycle Time

CNRMC

Budget/Funding

TYCOM N00F

Provide Financial Target Controls

TYCOM N43

Pre-Lock TSRA

TYCOM N43

50% Lock

TYCOM N43

SID Delivery

PMS407

80% Lock

TYCOM N43

100% Lock

TYCOM N43

LOE 2, 3

LOE 5, 8

LOE 4, 6

LOE 4, 10

LOE 2, 3

LOE 2

LOE 5, 8

LOE 4

LOE 4

LOE 4

LOE 4

LOE 4

LOE 4

LOE 2, 10

LOE 2, 10

Drivers Tier 1 (T1)

Planning Complete

CNRMC LOE 4, 10

Drivers Tier 4 (T4)

Driver Tree – Schedule Adherence

6Distribution Statement A. Approved for Public Release. Distribution is Unlimited.

Schedule Adherence Definitons

NAME TIER METRIC DEFINITION

OUTCOME

METRIC

SCHEDULE

ADHERENCE T1

Total number CNO availabilities currently on track to meet their original EOA completion date (defined at A-30), over the total number of availabilities with FY19 start dates.

DRIVERS

PRIVATE SECTOR

CAPACITY VS

WORKLOAD

T2 Private industry surface ship repair capacity measured against required workload per Naval Supervising Activity (Actual vs Planned Man-days for CONUS & HRMC RMCs).

NEW/GROWTH WORK

INDUCTION,

ADJUDICATION

T2 Growth and New Work as a percentage of base package funding ($).

LONG LEAD TIME

MATERIAL DELIVERY

BY A-30

T2 Long Lead Time Material (LLTM) definition: EDD > 30 days or identified to have an impact on the critical path. Metric: number of avails that met all LLTM received at A-30.

PLANNING

MILESTONE

ADHERENCE

T2 Accurate and complete requirements package turnover to contracts.

PLANNED WORKLOAD T3 The Ratio of Man-Days for POM (W) versus WLA (X) for the availability.

WORKFORCE

COMPOSITION T3 Break down of private sector workforce by trade and numbers against workload requirements.

CONCURRENT

AVAILABILITIES T3 TYCOM review of availability schedules and region capacity. Avails planned over port capacity.

CONTRACT CHANGE

CYCLE TIME T3 Measure in days of time required to settle a Request for Contract Change (RCC) from initiation to finally settle.

BUDGET/ FUNDING T3 Fund authorizations for LLTM and Growth/New Work cycle time within 48hrs.

PROVIDE FINANCIAL

TARGET CONTROLS T3 TYCOM issues financial target that establishes planned cost of each availability for RMCs. Numbers indicate numbers of ships meeting goal.

PRE-LOCK TSRA T3 TYCOM-led total ship readiness assessment event that is conducted in pre-deployment. Values indicate numbers of ship assessments, actual and planned.

50% LOCK T3 Only 50% of the work, measured by 50% of the budgeted funds for repair work during the availability being committed, be “locked” at the 50% lock. Numbers indicate numbers of ships meeting goal.

SID DELIVERY T3 Percentage of availabilities meeting Ship Installation Drawings (SIDs) delivery milestones over total percentage of availabilities planned for that period.

80% LOCK: T3 80% of depot level work package be committed at 80%, and 100% of the Ship’s Force and I-Level work that is planned to be executed.

100% LOCK T3 100% package lock is the official milestone to mark identification of 100% of the work requirements for an availability based on the Maintenance and Modernization Budget Plan budget.

CONTRACT AWARD: T3 On Time Award (OTA) measured in days of contract award past milestone.

7Distribution Statement A. Approved for Public Release. Distribution is Unlimited.

Material Condition at EOA

(LCHA)

SURFMEPP

Outcome Metrics

New and Growth Work Not Accomplished

TYCOM N43

Work Package Quality

SURFMEPP

Drivers Tier 2 (T2) LOE to Completion Funding

TYCOM N43

Drivers Tier 3 (T3)Drivers Tier 1 (T1)

TYCOM Avail Funding

TYCOM N43

Avail Duration

TYCOM N43

CSMP Accuracy

TYCOM N43

TSRA Pre-Lock Requirements

TYCOM N43

Corrective Maintenance

TYCOM N43

MTR Accomplishment

TYCOM N43

CMP Assessment Execution

SURFMEPP

LOE 4, 10

LOE 1, 5

LOE 4

LOE 4

LOE 10

LOE 3, 5,

LOE 1, 5

LOE 4

LOE 5, 8

LOE 3, 4

Strategic Objective: Improve Maintenance Availability Execution To Support OFRP

Driver Tree – Material Condition

8Distribution Statement A. Approved for Public Release. Distribution is Unlimited.

Material Definitons

NAME TIER METRIC DEFINITION

OUTCOME

METRIC

MATERIAL

CONDITION AT EOA T1 Life Cycle Health Assessment (LCHA) condition criteria completed SAT

DRIVERS

NEW AND GROWTH

WORK NOT

ACCOMPLISHED

T2 Number of Major Departure From Specifications (DFS) generated between start and end of avails and not corrected at end of avail is less than 5. (FY DDG51 avail class avg) Source of data is eDFS.

WORK PACKAGE

QUALITY T2 Amount of Mandatory Technical Requirements (man-days) not included in the package does not exceed

5% as compared to the man-days in the Work Load Agreement

LOE TO COMPLETION

FUNDING T3 Level of Effort (LOE) to Completion CLIN fully funded at Start of Avail (SOA). Note: LOE to Completion

CLIN funding includes Small Dollar Value Growth Funding.

CSMP ACCURACY T3

Current Ship Maintenance Package (CSMP) accuracy as indicated by the percentage of valid 2 Kilos identified during the Pre-Deployment Total Ship Readiness Assessment (TSRA) exceeding 20% (based on 2018 DDG51 class average). Metric is measured dividing the number of valid 2-Kilos identified during the Pre-Deployment TSRA by the number of valid 2 Kilos identified plus the number of discrepancy 2 Kilos written during the Pre-Deployment TSRA visit as reported in the TSRA completion message.

TSRA PRE-LOCK

REQUIREMENTS T3 Pre-Lock TSRA requirements executed prior to package lock with >80% of required system assessments completed during Pre-deployment TSRA.

CMP ASSESSMENT

EXECUTION T3 100% of Class Maintenance Plan (CMP) required pre-availability assessments completed by 80% package lock to support work package development.

TYCOM AVAIL

FUNDING T3 95% of solicited work package funded at A-20 (Base, Option, and True Option). Measured by total KTR contract bid for TYCOM CLINs/total funding

AVAIL DURATION T3

Amount of WN/JCNs removed as measured by a reduction to the 100% Package Lock Letter from 80% lock including mandatory technical requirements does not exceed 5% of total amount of availability work package cost

CORRECTIVE

MAINTENANCE T3 85% of all CASREPs and DFSs identified at 100% lock are planned for correction prior to end of availability as measured at 100% lock.

MTR

ACCOMPLISHMENT T3 95% of Mandatory Technical Requirements (MTR) identified at A-510 are scheduled for completion prior to end of availability as identified in deferral letter(s) prior to contract solicitation.

9Distribution Statement A. Approved for Public Release. Distribution is Unlimited.

0%

20%

40%

60%

80%

100%

120%

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

1 of 5 0 of 3 2 of 5 1 of 2 1 of 2 2 of 7 1 of 3 5 of 5

FY18 FY19 FY20

Pe rc en t O n Ti m e

Co m pl et e

On Time Delivery (%)

0%

10%

20%

30%

40%

50%

60%

FY

Q

FT

Q

FY

Q

FY

Q

FY

Q

FY

Q

FY

Q

Pe rc en ta ge o f S hi ps M ee tin g

LL

TM

a t A -3

M ile st on e

Ships Meeting LLTM @ A-30 (%)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

100%

FY18Q4

(1 of 1)

FY19Q1

(2 of 2)

FY19Q2

(3 of 3)

FY19Q3

(0 of 0)

FY19Q4

(4 of 4)

Material Condition at

EOA (% LCHA SAT)

Work Package Quality (% packages with <5% deferred Mandatory Tech Requirements)

Per Quarter CumulativeExamples of Metrics and Data

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P2P-S Lines of Effort – Method to Improve Metric Performance

LOE Definition Key Metric(s) PROCESS OWNER

1 Improve Shipboard maintenance ownership and assessments

- CSMP Accuracy

- Pre-Lock TSRA Completion FLT/TYCOM

2 Improve industrial base workload predictability and performance

- % Man Days Accomplished (Actual vs Planned) NAVSEA

Assess and improve Availability Duration Scorecard (ADS) process effectiveness - On-time per ADS projection NAVSEA

4 Improve compliance with established planning milestones - Package Turnover to Contracts NAVSEA

5 Implement initiatives to effect / reduce current level of growth and new work - % N/GW Added TYCOM

6 Improve Long Lead Time Material Process

- 100% LLTM on-hand at A-30

- Planning Complete

- Package Lock

Surface Team 1

7 Implement Ready to Start and alignment process

- Execute Schedule Module Review for each avail

- Execute Stack Hands Brief before avail

NAVSEA

8 Reduce contract change cycle time

- LOE to Completion CLIN and SDVG (# of CONUS avails due to commence vs. actually with)

- KPI is RCC Cycle Time

NAVSEA

9 Reduce administrative requirements - Checkpoint reduction (%) NAVSEA

10 Improve contract award timelines - Early Contract Award (Award at A-

120) NAVSEA

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Now, some examples from CNA

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Performance Per Coast

• Delays in both fleets are expected to continue without SWE action

• CNA partnered with the SWE to transition modeling insights into improvement initiatives

• Duration planning improvements through more accurate duration forecasts

• Integrating with NAVSEA to complement the Availability Duration Scorecards (ADS)

• Execution improvements by identifying high-leverage interventions to reduce duration

• SURFOR and NAVSEA are using levers to help inform improvement initiatives

From Contract Award

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Intervention Modeling to Improve Execution

*Effects are the average expected change in delay, individual availability results may differ

Tier 2 Driver Variable (Metric at Contract Award)

Changing Driver by this…

Has this effect on delay*

Private Sector Capacity Workload Instability (Difference in max # avails at NSA during execution vs. max # avails at NSA 3-9 months prior)

10% decrease -2% delay

Private Sector Capacity

Workload Demand vs. Past Performance (CNO Maintenance daily workload at NSA during execution / CNO Maintenance daily workload at NSA 3-9 months prior)

10% decrease -3% delay

Private Sector Capacity

Work Density (Man-Days/Day)

50 MD/Day decrease

-5% delay

N/GW Induction, Adjudication % New/Growth Work (N/GW) (RCC $’s / contract award $’s)

5% decrease -4% delay

N/GW Induction, Adjudication % of Total N/GW Discovered 40% Completion (RCC $’s discovered / Total RCC $’s)

10% increase -5% delay

LOE to Completion CLIN Implemented -3% delay

Schedule Adherence On time Contract Award On time Award -5% Delay

Private Sector Capacity vs Workload

CNRMC

New/Growth Work Induction, Adjudication

CNRMC

Contract Award

CNRMC

• The Intervention Model identifies high-leverage metrics that improve execution

• LLTM analysis pending data from completed availabilities

• Interventions complement the ML duration forecast by quantifying how SWE actions can mitigate forecasted availability delays

• Interventions levels could vary depending the forecasted delays

• Availabilities with less forecasted delays may require less intervention

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Sampson Deep Dive - Predictive Modeling and 7 Key Levers

Lever SAMPSON Availability

Historic Average at Award Estimated ROI from Intervention Model

Concurrent Availability Instability 0% 27% Built into Machine Learning (ML) Prediction

Demand vs. Past Performance 523%* 115% Built into ML Prediction

Work-Density 323 MD/Day 167 MD/Day Built into ML Prediction

% N/GW of Contracted $’s 6.6% 22% Delay decreased by 9.9%

% of N/GW Discovered by 40% Completion 55% 60% Delay increased by 2.3%

LOE to Completion CLIN Implemented Not Implemented Delay decreased by 4.8%

Contract Award On-Time 22% On-Time Delay decreased by 5%

Delay decreased by 17.4%

SAMPSON: Award & Actual = 270 Days Predicted with ML Model based on past performance

260 327 395

Adjusted ML prediction with Intervention Model ROI from actual performance

212 280 347

SAMPSON saved 47 days through planning adherence and N/GW improvements

* Due to a gap in CNO availabilities at SPUGT preceded by under-execution of DDG-101 and DDG-92 availabilities

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We Want Your Feedback

• Request: Provide feedback via your ship repair association

– Is the Navy is focusing on the right metrics?

– Do the metrics capture the right information to properly reflect performance?

– Do you recommend additional metrics and/or lines of effort?

– Will the Navy’s proposed actions improve on-time delivery?

• Please provide feedback by 30 September 2019 to:

– Kevin Hill, (757) 836-3047, kevin.c.hill2@navy.mil mailto:kevin.c.hill2@navy.mil

16Distribution Statement A. Approved for Public Release. Distribution is Unlimited.

Questions?