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Maritime Logistics Community News : Autumn 2010
29 NAVY SUPPLY NEWSLETTER AUTUMN 2010 understanding of a possible scope of work before tendering for specialist Lean support. At the same time, a number of MCD Group and SPO personnel completed Lean basic and advanced courses each of a week's duration. Following a tender process, Booze and Co, were selected to undertake the MHCSCIP and commenced on 18 January. An Integrated Project Team comprising BOOZ & Co (led by CDRE (Retd) Geoff Walpole and Lean Specialist Mr. Frans Lombard), DNCI (LCDR Gary Zervas and WOMT Dave McLelland), DMO (CMDR (Retd) Joe Blansjaar), MCD Group and MHC SPO formally commenced on 18 January. Phase 1 of the project, delivery of a report on initial opportunity scoping and a way ahead for Phase 2 (detailed measurement and analysis) completed 12 February. Phase 2 is underway with a fully worked up Improvement Plan (business case) due mid April. In line with DNCI's Lean methodology, the project team started out by planning the first four weeks of activity using the Lean A3 planning philosophy. The Lean A3 philosophy was originally designed by Toyota and seeks simplicity. It holds that any plan or process should be able to fit on to an A3 page. If it cannot, it is too complex. With an A3 plan, anyone should be able to understand what the team's objectives and timelines are at a glance; no need to read pages of documents! The A3 plan for this project mapped out the way that the project team would seek out opportunities for improvement by understanding the capability requirements across all of the MHC System's customers, and by asking subject matter experts within the capability. Intensive interviews were held with representatives from MCDSPO, MCD Group, Mine Warfare Faculty, FSU-W and FLSWE-W and the MHC prime contractor Thales. Comments and ideas were written up as hypotheses which were then briefly tested with facts to determine if there was anything to investigate further. Importantly, this fact based approach is the first step in turning opinions in to business cases. The customer requirements, hypotheses and facts were reviewed on a daily basis by the team. The team, operating from the old Route Survey Office at HMAS WATERHEN, adopted an open door policy, inviting anyone to visit. At the end of the first four weeks, the team reported that there were substantial opportunities for significant improvement in the way MHCs are supported, ranging from major transformational activities to lower-level procedural changes. This initial project report will be considered by the MHCSCIP Project Board chaired by COS MCD Group (CMDR Mike Maley). This forum reports to the MHP Force Smart Sustainment Steering Group (chaired by Commander MHPFOR) and ultimately the Navy Reform Governance Board (chaired by DCN). Significantly, the Terms of Reference (TOR) for these boards and steering groups requires that decision-making be devolved, consistent with NGN Signature Behaviours -- so we might anticipate change occurring rapidly. The next Phase (due to complete in Apr) involves extensive further examination of improvement opportunities. Importantly, this will involve detailed measurement, fact finding and comparative analysis to present robust business cases in support of identified improvement opportunities. Lessons learned -- there are plenty, most significantly and perhaps not surprisingly, including: clearly articulating what we require from the contractor and communication, communication, communication. What might appear surprising is that there is significant scope for improving the way MHCs are supported. Even more surprising, everyone is onboard and willingly contributing to discussion around improvement. Significantly, this project has and will require the active involvement (part of the time) of many people at WATERHEN and to date that participation has been very willing. Such has been the interest and enthusiasm to get ideas out there that we are currently progressing a number of associated mini- projects in the MCD and FSU space. This auspicious start for this first DNCI continuous improvement project is very encouraging. Similar results in future improvement projects will go a long way towards making Navy a better place to work now and into the future. Future capabilities earmarked for improvement projects include the Seahawk Support Systems Improvement Program and the Anzac Ship Capability Improvement Project. A statement of work for each project has been released, with work anticipated to commence in late March- early April. If you would like further information on any of the improvement projects currently underway, please visit the DNCI website, accessible through the New Generation Navy / Strategic Reform Program webpage. A Preferred Naval Supplier... DMK FOREST PRODUCTS 46-48 Chard Road, Brookvale NSW 2100 Suppliers of ... • ALL TYPES OF PLYWOOD • • TREATED PLYWOOD • • MDF-MELAMINE & PLAIN • • FORMPLY -- STRUCTURAL • Ph: 02 9938 4166 Fax: 02 9938 1480 PTY LTD