Command Perspective

Slide1: 

CAPT Vito W. Jimenez, USN Commanding Officer NSWC Panama City Contractor Summit 8 Sep 2006

We (Navy) are what we buy: 

We (Navy) are what we buy Strategic trends well within our lanes Special Operations Forces (SOF) – increase by 15% Chemical, Bio, & Radiological (CBR) Defense Littoral Combat Ship Riverine Operations Major Programs of Record LCS: build 55 by 2018 New Starts Joint Maritime Assault Craft (JMAC) – High SDV Next or SDV SLEP – Assured…

The Lab’s heading: 

The Lab’s heading Business Growth (not people) If you’re not growing you’re dying! But grow outward… Managed to accommodate the business cycle’s fluctuations Managed to allow divestitures and unplanned program losses Conformance to NAVSEA/WC guidance/governance/priorities Enterprise behavior Competency Alignment Customer-driven metrics Focus on Diversity Lean Six Sigma Excellence in Execution Defined by one simple question Would you recommend us? Attained by multiple activities and outcomes, mostly driven by what Lexus calls: “The relentless pursuit of perfection”

Strategic Shifts since last Summit?: 

Strategic Shifts since last Summit? At the Macro level – None, our Strategy remains intact. At the Micro level –Initial IPT Structure Organizational Tweak All IPT Leads (in this round anyway) are dual-hatted as Customer Advocates. Not all Customer Advocates are IPT Leads. Not every project has to be included in an IPT, only those that have a natural relationship to each other within a core equity (like MCM). IPT Leads report to the respective department, and as CA’s to respective PAD. IPTs exist in departments/directorates where the work can be naturally divided into more than one IPT (HA and HQ have no IPTs). IPT lead positions are upward mobility billets leading to department head or deputy jobs.

What’s an IPT Lead: 

What’s an IPT Lead A Team Leader…the leader of an integrated product team – the next evolution of our flat organization. An IPT Leader is responsible for the work/output. Organization, oversight and compliance with the principles, processes and tasks that yield a product. An IPT Leader, in his CA role, is responsible for the external customer advocacy/interface, in his IPTL role he is responsible for cost, schedule and performance. An IPT Leader is not responsible for people stuff, he/she is responsible for people’s output! The Branch Head “owns” the people and their care and feeding. Development, Performance Evaluation Awards, all based on concurrent IPT Lead input… The work and the people piece converge at the Department Head/Deputy Department Head level. For Reference

CA’s in the IPT-CAO: 

CA’s in the IPT-CAO 13 IPT Lead & 15 CA Org Design

FY06 Performance Recap: 

FY06 Performance Recap End-Strength Plan: Started FY at 1160, end year at 1132 (2.3% drop). FY07 redline (nominal 50% of attrition) will put us at 1125 by 1 Oct 07. FY08 redline may be level depending on Dahlgren’s ability to hire on plan. Work Projection: FY06 will close at 1300. FY 07 and out, level at approx. 1300 work years. 65/35 split between in- house/contractors. Financial Projection: New reimbursable orders up from $392M in FY06, to $400+M in FY07.

The Forecast for 2007: 

The Forecast for 2007 The Macro View – trending steady as she goes… no major variations in Product Areas or total business base. Looking at approx. 1300 work years, steady in-house/contractor split 65-35% The Micro View – few ups and some downs

What does this mean to you?: 

What does this mean to you? Expect continued expansion (and maybe some contraction) to the private sector in selected work areas, mainly LCS Mission Package work. Expect a level business outlook for NSWC PC, with a continued gradual shift toward private sector work as in-house manning gradually declines at a much flatter slope. Expect to become part of selected IPTs as the IPT-CAO construct matures in NAVSEA. Expect to interact with the designated IPT leads as they establish themselves in their new roles. Expect a bright outlook for NSWC PC in the foreseeable future, as work continues to grow slowly, and you continue to become a more integral part of this evolving partnership.

References: 

References If it’s important, put it in writing! Exec Plan … use this one to keep them in and get the work done Things to know… use this one to bring them in

Backup: 

Backup

Percent Contracted by Department: 

Percent Contracted by Department

Contracted Workyears by Department: 

Contracted Workyears by Department (Actual Awards thru mid-July 2006) Direct Workyears Fiscal Year Quarters

Contract Work Years Trends: 

Contract Work Years Trends

Slide15: 

0.0 100.0 200.0 300.0 400.0 500.0 600.0 Q105 Q205 Q305 Q405 Q106 Q206 Q306 Q406 Fiscal Year Quarters Direct Workyears Diving Mines Chem Bio HSFP Life Supt Specwar DJC2 Amphib MCM Contracted Workyears by Technical Capability (Actual Awards thru mid-July 2006) FY04 Carry-in not shown FY total projects to ~467 WY’s for FY06

Percent Contracted by Technical Capability: 

Percent Contracted by Technical Capability

Contract Labor Projection: 

Contract Labor Projection

Work Year Projections: 

Work Year Projections