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2006 Installation Management Institute. High-Performing Organization. Transforming Logistics Through the HPO 9 January 2006. Ray Urena U.S. Army Corps of Engineers. The US Army Corps of Engineers Vision Statement.

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High performing organization

2006 Installation Management Institute

High-Performing Organization

Transforming Logistics Through the HPO

9 January 2006

Ray Urena

U.S. Army Corps of Engineers


The us army corps of engineers vision statement
The US Army Corps of EngineersVision Statement

“The world’s premier public engineering organization responding to our Nation’s needs in peace and war.”

A full spectrum engineer force of high quality, dedicated soldiers and civilians:

Trained and Ready

Vital Part of The Army

Dedicated to Public Service

Army Values-Based


The us army corps of engineers usace operations
The US Army Corps of EngineersUSACE Operations

Spectrum of USACE Operations

One Corps Serving the Nation and the Armed Forces

PEACE

WAR

WARFIGHTING

DISASTERS

WATER

RESOURCES

INFRASTRUCTURE

ENVIRONMENT

Creating synergy between water resource development and environment

Restoring, managing and and enhancing ecosystems, local and regional

Building and sustaining the critical facilities for military installations and the public

Responding to local, national and global

disasters

Providing full spectrum engineering and contingency support


Military Programs

  • Military construction

  • Base operations

  • Environmental restoration

  • Geospatial engineering

Research & Development

  • Military engineering

  • Terrain & geospatial

  • Structures

  • Environment

  • Water resources

Civil Works

Interagency

Support

Real

Estate

  • DOD

  • Federal

  • State

  • Local

  • International

  • Navigation, hydropower

  • Flood control, shore protection

  • Water supply, regulatory

  • Recreation, disaster response

  • Environmental restoration

  • Acquire, manage &

  • dispose

  • DOD recruiting facilities

  • Contingency operations

USACE Missions

Homeland Security

  • Critical infrastructure

  • Anti terrorism planner

  • The infrastructure

  • Security partnership


9 Divisions

45 Districts

2 Centers

ERDC

1 Engineer Battalion

MACOM Overview

North

Atlantic Div

(EUCOM)

Alaska

Seattle

Great Lakes &

Ohio River

Div

Walla

Walla

New

England

Northwestern Div

Portland

St. Paul

Buffalo

Detroit

New York

Rock

Island

Philadelphia

Pittsburgh

Chicago

Baltimore

Omaha

Cincinnati

Sacramento

Hunting-

ton

San

Francisco

St.

Louis

Norfolk

Kansas City

South Pacific Div

Louisville

Nashville

Wilmington

Little

Rock

Tulsa

Los

Angeles

Memphis

Southwestern

Div (CENTCOM)

Charleston

Atlanta

Albuquerque

Honolulu

Vicks-

burg

Savannah

Pacific

Ocean Div

(PACOM)

Mobile

Ft. Worth

Jacksonville

Dallas

New Orleans

2 ENCOMs

OCONUS Districts:

Europe (Germany)

Far East (Korea)

Japan

Afghanistan

3 in Gulf Region

Div (Iraq)

Mississippi

Valley Div

Galveston

South Atlantic Div

(SOUTHCOM)


Technical Assistance

Construction Support

USACE Around the World

EUROPE

UNITED KINGDOM

NETHERLANDS

DENMARK

NORWAY

SWEDEN

FINLAND

ESTONIA

LITHUANIA

POLAND

HUNGARY

MOLDAVA

ROMANIA

MACEDONIA

ALBANIA

BULGARIA

EUROPE

RUSSIA

UKRAINE

BOSNIA

KOSOVO

GERMANY

ITALY

BELGIUM

ASIA

U.A.E.

OMAN

INDIA

VIETNAM

PHILIPPINES

KAZAKHSTAN

ASIA

GEORGIA

TURKEY

ISRAEL

JORDAN

SAUDI ARABIA

KUWAIT

BAHRAIN

QATAR

JAPAN

SOUTH KOREA

NORTH AMERICA

CANADA

GREENLAND

DOMIN. REPUB.

HAITI

JAMAICA

MEXICO

GUATEMALA

NICARAGUA

PANAMA

EL SALVADOR

HONDURAS

COSTA RICA

AFGHANISTAN

PUERTO RICO

AFGHANISTAN

IRAQ

EAST AFRICA

EGYPT

ERITREA

CHAD

KENYA

RWANDA

WEST AFRICA

SENEGAL

GHANA

MALI

NIGER

CAMEROON

CENT. AFR. REP.

AUSTRALIA

NEW ZEALAND

SOUTH AMERICA

COLUMBIA

EQUADOR

PERU

BOLIVIA

ARGINTINA

OCEANIA

EAST TIMOR

MICRONESIA

MARSHALL ISL

REP. OF PALAU

N. MARIANA IS.

AFRICA

NIGERIA

MOZAMBIQUE

SOUTH AMERICA

BRAZIL

PARAGUAY

OCEANIA

GUAM

ANTARCTICA


What is the us army corps of engineers
What is the US Army Corps of Engineers?

Military Programs

DOD & Mil Construction Approps.

Support for Other Fed. Agencies

Reimbursable

$13.5 B

10,000 personnel

Civil Works

Energy & Water Devel. Approp.

$6.3 B

25,000 personnel

HQ

9 Divisions

Centrally funded

Project funded

“Self-leveling”

Workforce based

on Workload

250 Army

officers

45 Districts

Contractors execute

65% of architect-engineer services

& 100% of construction

An organization unique in the world:

Expert civilians led by small officer corps


Support to the Nation and the Armed ForcesDisaster Response – The Last 10 Years

Washington

Nisqually EQ

Western

Fires ‘94

Red River of the North Floods ’97

Northeast

Ice Storm ’98, ‘01

Devil’s Lake

ND Flood

Northwest

Floods ‘96

WTC

9-11

2001 Spring Flooding

Northeast

Flood ‘96

TWA Flight 800

Midwest

Floods

’93,’95, ‘97

Oakland

Fires

WVFloods

Blizzard of '96

California-

Nevada Floods

’95 ‘97

’97 Ohio River

Flooding

Oklahoma City

-Bombing ’96

-Tornado ‘99

Northridge

Earthquake

Dennis

Arkansas

Tornados ‘99

Floyd

Georgia

Tornados ‘98

El Nino ‘98

Los Alamos

Fires ‘00

Georgia - Florida

Floods ‘94

LA/MS

Floods ‘97

Fran

Bonnie

Texas

Floods

Irene

Guam

Earthquake

Georges

Danny

Bret

Harvey

Typhoon Paka

  • Typical Mission Areas:

    • Ice

    • Water

    • Emergency Power

    • Temporary Roofing

    • Temporary Housing

    • Technical Assistance

    • Debris Clearance and Removal

TS Charlie

Lenny

Hortense

Mitch

Jose

ESF-3

  • 2005 Hurricanes

  • Dennis

  • Emily

  • Katrina

  • Rita

  • Wilma

FEMA’s Engineer


High performing organization1
High-Performing Organization

Why the HPO?

  • Why is the HPO approach preferable to the normal A-76 process?

    • Benefits leveraged in the HPO approach (faster, better, cheaper, safer)

    • Economy of scale & program/process consistency

    • Employees do not have to compete with private sector for their jobs

    • USACE improvement of logistics Civil Emergencies and Military Contingencies response capability

  • Excluded elements

    • All Overseas (Far East, Japan, Europe, Afghanistan, Gulf Region Division and associated districts) Districts, Transatlantic Center, Washington Aqueduct Office, and 249th EN BN (Prime Power) are exempt from the study

    • Excluded elements will be impacted by the new business processes

  • Why us?

    • President’s Management Agenda FY 2002

    • OMB Circular A-76

    • DoD Inventory of Commercial and Inherently Governmental Activities

  • Why now?

    • July 2003 OMB report with the Army’s competition plan reflecting mission and workforce

    • FY 2005 announcement of Logistics A-76 competition

    • Acceptance of challenge to develop HPO – June 2005

  • Who is affected directly?

    All CONUS based USACE logistics employees (Includes Hawaii and Alaska)

  • Who will benefit?

    • The entire Corps because of re-engineered processes

    • FEMA, DHS, USACE Mission Teams (restructured planning/response strategy)


High performing organization2
High-Performing Organization

Re-engineer processes

  • Results orientated (Customer orientated)

  • Streamlined (Variation reduced)

  • Standardized (Uniform output)

  • Optimized

  • Responsive (Fast throughput)

  • Lean(Reduces waste)

High Performing Organization

Results

Matrix

Flat/Horizontal

External Focus

Empower Workforce

Proactive Behavior

Leverage Technology

Share Knowledge (Learning)

Manage Risk

Partnerships

Constructive Labor/Management Environment


High performing organization3
High-Performing Organization

  • HQUSACE & MSCs perform Management & Oversight Process

  • Districts/Centers/Lab/FOAs perform the following functions

  • Supply

  • Travel

  • Transportation

  • Maintenance

  • Facility Management

  • Limited Civil and Military Response Support

Current Logistics Business Process Model (CONUS)

MSCs

DISTRICTS

HQUSACE

Centers/Lab/

FOAs

  • HQUSACE & USACE Logistics Activity (ULA)

  • Performs the Management & Oversight of functions

  • Logistics Activity Center (LAC)

  • Supply

  • Travel

  • Transportation

  • Maintenance

  • Civil and Military Response Processes

  • Regional Logistics Liaisons (RLL)

  • & Logistics Delivery Points (LDP)

  • Provide onsite logistic support

Future Logistics HPO Business Process Model (CONUS)

HQUSACE

ULA


High performing organization4
High-Performing Organization

Major Process Changes (Business Process Reengineering and Value Stream Mapping)

  • Transportation

    • Centralized management of Centrally Billed Accounts (travel)

    • Centralized PCS/TCS/Passport/Visa processing/management

    • Centralized Foreign Travel Clearance processing

    • Centrally managed, locally dispatched Vehicle Fleets

  • Facilities

    • Master Planning centralized

    • Space Management centralized, facility care/maintenance locally managed

    • Centrally managed support contracts

  • Maintenance

    • Centralized maintenance management

    • Centrally managed maintenance contracts to include aircraft maintenance

  • Logistics Delivery Points are HPO assets

    Onsite, multi-skilled, dedicated direct support team


High performing organization5
High-Performing Organization

Major Process Changes (Business Process Reengineering and Value Stream Mapping)

  • Supply

    • Property book management centralized

    • Implement Army property threshold policy

    • DOD three-year inventory cycle implemented

    • Enterprise personal property asset management

    • Centralized management of capitalized assets (Chief Financial Officers Act)

  • Contingency/Emergency Capabilities

    • Dedicated military/civil contingency staff planners

    • Simultaneous multiple civil & military responses

    • 75% of workforce designated emergency essential

    • Professional logistics emergency response staff


High performing organization logistics organization as a hpo
High-Performing Organization Logistics Organization as a HPO …

USACE Logistics Activity

(FOA)

Total 412


High performing organization logistics organization as a hpo logistics activity center lac
High-Performing Organization Logistics Organization as a HPO…Logistics Activity Center (LAC)

Logistics Activity

Center (LAC)

Total 117


Current condition civil emergencies military contingencies staffing guide

High-Performing Organization

CURRENT CONDITIONCivil Emergencies/Military Contingencies Staffing Guide

Current Doctrine: Field Force Engineering Logistics Support Teams (LST) and Civil Logistics Planning and Response (Teams) members are drawn from a volunteer pool that crosses functional lines. There is no required minimum number of logistician team members before crossing functional lines to staff the LPRT & LST.


2005 deployed logistics emergency contingency resources

High-Performing Organization

2005 Deployed Logistics Emergency/Contingency Resources

Current Doctrine: Logistics Support Teams (LST) and Logistics Planning and Response (Teams) members are drawn from a volunteer pool that crosses functional lines.

2005 Deployed LPRTs consist of more Non-professional Logisticians and Additional Volunteers than professional Logistician regular LPRT members

Current

Future


Civil emergencies military contingencies staffing guide

High-Performing Organization

Civil Emergencies/Military Contingencies Staffing Guide

  • Current Logistics Posture Disadvantages:

    • All volunteer force

    • Piecemeal deployment of teams dissolves team cohesion

    • Pick-up teams delays response

    • Regional business approach requires team in entirety

  • Future Logistics Posture Advantages:

    • Dedicated, trained, professional logisticians (75% required deployable logisticians)

    • Planned deployment provides synergy, team cohesion, building on previous experience, & succession planning

    • Deployment is position requirement and insures immediate response

    • USACE national business approach allows for multiple deployment plans

    • Provides for exercises and planning

    • Contractor (Logistics Civilian Augmentation Program), USACE volunteers and retired annuitants support for surge requirements


Hpo emergency contingency response process

High-Performing Organization

HPO Emergency/Contingency Response Process

One Door to the ULA

Liaison is conduit to support all regional issues


Hpo savings
HPO Savings

  • Manpower (Full Time Equivalent)

    • Present: 538

    • Future: 412

  • Estimated net labor savings in five years: $45M

  • Estimated net FTE labor savings: 126 within HPO

  • Estimate prepared using OMB COMPARE software which adjusts for inflation

Indirect Benefits – Estimated Command-Wide 5 Year Cost Avoidance $30M


High performing organization6
High-Performing Organization

HPO Concept Benefits

  • Empowers a workforce of professionally trained logisticians

  • Improves organizational flexibility and depth

  • Promotes and enables focus on the customer

  • Reduces long-term logistics costs

  • Enables USACE commanders and leaders to redirect resources

  • Incorporates Lean Six Sigma


High performing organization7
High-Performing Organization

Challenges

  • Cultural and Operating Changes

  • Finalizing Human Resource Plan

  • Selection of Physical Location


High performing organization8
High-Performing Organization

Stand-up to End State




High performing organization9
High-Performing Organization Timeline

QUESTIONS?


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