Table of Contents
National Performance Review
Reinventing the Department of Defense
Department of the Navy
- Defense Printing Service (DPS). The Defense Printing Service (DPS) is responsible for
duplicating, printing, and document automation requirements for the Department of Defense which
encompasses document conversion, electronic storage, output and distribution of hard-copy and
digital information. DPS successfully implemented an automated process for Navy training material.
This process involved the conversion of classified Advancement Manuals from hard-copy to digital
format. These manuals were formally stocked at several Navy Inventory Control Points. Once
converted to digital format, the manuals were transmitted to a DPS "on-demand" site in
Pensacola for printing. Based on the success of this initiative, warehouse support for
classified Advancement Manuals was terminated this past summer. Processing time was reduced
from approximately 3 weeks to 2-3 days, manpower requirements were reduced, and more
warehouse space was made available. The first phase of implementation involved 50 line
items (approximately 100K books); the second phase of implementation includes the balance
of 1,600 additional line items. Complete output-on-demand service at several DPS sites
began in January 1996.
- Navy Public Work Center (NPWC) Pensacola, Florida. NPWC Pensacola reengineered
its Material Delivery Process. The old process for issuing material caused their mechanics
to waste time by waiting in long lines behind locked counters with signs that read "DO NOT
ENTER." The process sometimes required several attempts by the counter clerk to find
the "right material" needed by the mechanic. This resulted in delayed customer jobs
and higher labor costs. In the new process, the reinvented process, it took only six weeks
for the mechanics and the material department to form a team, buy new shelving and bins, tear
down the locked doors, build "check out counters," buy "shopping carts" and
bar code wands, put new bar code labels on the bins, and open their "STOP and SHOP." The mechanics now walk freely into an open, clean, and beautifully arranged Stop and Shop; exchange their ID cards for a bar code wand; find and scan material or a suitable substitute; and quickly check out at the counter. If an item is not available or their customer has questions, there is a customer service representative conveniently located in the Stop and Shop. The customer service representative buys the material immediately and ensures delivery to the mechanic. The process is automated, and the mechanic receives a receipt immediately. The issues are automatically sent through their accounting and inventory system and monthly sales reports are generated that show all sales. NPWC Pensacola also provide this service to their external customers who have "self-service" initiatives underway. The new process has resulted in 120 percent improvement in overall customer satisfaction.
- Naval Surface Warfare Center, Carderock Division (NSWCCD). The Carderock Division of
the Naval Surface Warfare Center provides research and development, testing and evaluation (RDT&E);
fleet support; and in-service engineering for surface and underwater sea vehicles; hull mechanical
and electrical (HM&E) systems and propulsors; logistics R&D; and supports the maritime industry.
NSWCCD is the leading Navy R&D laboratory for logistics support technology and develops and
maintains integrated logistic support (ILS) products for HM&E equipment and systems in the
Fleet. To improve its processes and better serve its customers, the Division pursued
certification under ISO 9001 in five prototype areas: purchasing, full-scale trails,
calibration, vibration, and submarine sail systems. This effort reinvented the quality
management and assurance process of the Division based on the 20 elements of ISO 9001, a
set of international standards for quality management and quality assurance. The
management process of these five areas was certified by the American Bureau of Shipping
as having met the external auditing criteria of the International Standards Organization.
The management system is set up at the Division level and reviewed at the Executive
Steering Board which consists of the Commander and Director of the Division, the
Division's ISO Program Manager and the executive managers of those five
prototype organizations. The system is implemented at the prototype level. The
Division ISO committee implements the Division Management System as it relates
to the prototypes and provides a structured forum to discuss and resolve issues
and initiatives that impact inter/intra functional lines.
- Streamlined Acquisition. The Navy recently contracted for a replacement of
the ancient and trouble plagued P-250 pump, ending years of "customer complaints" from
the fleet. the S&S RL was a driving force behind this streamlined acquisition, starting in
1992 when the S&S RL purchased 8 NDI/COTS pumps from industry to be assessed at the Fleet NDI
office in Norfolk, VA. Between 1992 and 1994, the NDI/COTS pumps were thoroughly tested in
Norfolk and at the Naval Research Laboratory's Technology Center for Safety and
Survivability (an S&S "creation" in concert with ONR). As a result, a NDI/COTS
pump was selected and under contract in less than three years - reducing the "normal"
time of 5-8 years, and canceling a multimillion dollar "development program" to
design a replacement from scratch. In addition to saving 3-5 years developing the
replacement, the total emplacement costs have been reduced by approximately $25
million by using an NDI/COTS solution.
- Self-contained Breathing Apparatus (SCBA). The ancient Oxygen Breathing Apparatus
(OBA) has performed well over the past 50 years, providing essential breathing oxygen to
firefighters in the Navy. Recognizing that NDI/COTS technology had long surpassed the OBA
technology, the S&S RL procured a number of available COTS SCBAs for testing in the fleet.
The results were so outstanding that the Navy was able to cancel its R&D effort to develop
a replacement for the OBA, focusing instead on the COTS solution. While several million
dollars were saved by canceling the R&D program, additional savings were achieved from
the competition available in the SCBA market. As a result, customers will soon be
receiving replacements for the venerable OBA, and several million dollars will be saved
and reinvested in other safety and survivability programs.
- Health Usage Monitoring System (HUMS). The HUMS demonstration on a Navy helicopter
in San Diego is totally unique and creative in that it resulted from a CRADA (Cooperative Research
and Development Agreement) struck between AIRPAC, the Fleet (HSL-41) and two manufacturers
of HUMS technologies. The S&S RL was a "facilitator" in this process, and only
takes credit for fighting off "business as usual bureaucrats" who would have stopped
this unique demonstration of state of the art technology.
Beginning with "an idea" in August 1994, a manufacturer sought a means to demonstrate
its technology to the Navy, and sought the assistance of the S&S RL, which created a plan to
obtain fleet user assistance and approval for a demonstration. By February 1995, 5 months
later, the CRADA had been approved, the installation was accomplished, and flight hours were
initiated, using already funded fleet flying hours to gain experience in use of a HUMS on
Navy SH-60B helicopters. In less than a year, over 800 hours of flight time produced
significant information that may lead to millions in savings over the life of the
helicopter, identification of several safety issues that can be resolved far earlier
than previously, and clues to human performance issues that had never before been
identified. While long term financial impact cannot be immediately be determined, it
is likely that at least 30% of the routine maintenance costs for that aircraft can be
avoided. Over the life cycle of the aircraft, that amounts to million of dollars.
Both time and money have been saved. Based on the early success of this demonstration, it
should be possible to cancel a planned R&D effort for several millions of dollars that would
produce little if any gain for the money. A key element of this demonstration was the
industry partners' donation of all the costs involved. There was no cost to the Navy.
- Investment Strategy. The S&S office has analyzed the losses of assets (dollars)
and believes in operational activity (training for combat) and produced a critical briefing
that focuses on the imbalance between investment of resources and actual loss experience. The
briefing has been presented to several Navy and Marine Corps leaders, with very positive response.
Fundamentally, the loss experience has been in aviation - both life and equipment - and funding
for "fixes" has been evenly divided between the various communities, without regard to
actual loss experience.
The "Investment Strategy" pointed out the disparity between losses and investment.
The leadership has only recently begun to understand the underlying strategy that would focus
fix funding on areas with greatest potential for gain, or return on investment. At the present
time, in the Navy and Marine Corps, the greatest potential for payback is in aviation.
Three critical flight safety systems were identified and analyzed for their potential payback
to the fleet users. The three systems were (1) flight recorders for all military aircraft,
(2) ground proximity warning systems (enhanced from civil/commercial aviation), and (3) HUMS
In May 1995, the CNO approved retrofit of Flight Data Recorders in all F/A-18s and all AV-8Bs.
The S&S RL has been instrumental in moving procurement of the FDRs forwarded by several years,
through a demonstration and proof of concept in 1994 and 1995, and use of commercial practices
in contracting for the F/A-18 retrofit. Savings of $55 million - reducing the original
estimate from $85 million to less than $30 million - were realized immediately from use
of normal business practice in obtaining initial estimates.
Again, the "user" has been put in first place. The fleet users fully recognized
the need for FDRs long ago. Only through the creative tactics of the S&S RL has the goal
been approved at the CNO level and funding been identified to obtain these critical systems.
- Aircraft Carrier Anti-submarine Warfare Module Team. The Naval Undersea Warfare
Center Division, Keyport, Washington, reinvented the process of shipboard Anti-submarine Warfare
(ASW) Combat Systems. The outcome of this process is to provide state-of-the-art ASW combat
capabilities to sailors in aircraft carrier battlegroups. Over the past few years, the Aircraft
Carrier Anti-submarine Warfare Module (CV-ASWM) team has developed a new ASW combat system
based on evolutionary acquisition and commericail off-the-shelf and nondevelopmental item
technology that will rleplace existing military standard hardware and software with
state-of-the-art systems. The CV-ASWM system integrates ASW and intelligence information
for the entire battle group (consisting of an aicraft carrier, several surface ships, and
Navy submarines) to counter threats posed by foreign submarines. Through the use of
innovative engineering, procurement, and installation processes this system has been
developed nad fielded with a very small number of people at a very low cost. Savings
are expected to be approximately $60 million over the next 10 years due to reductions
in life cycle costs.