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Strategic Plan Meeting

Strategic Plan Meeting. TRIDENT Refit Facility Kings Bay 24 June 2008. Introductions, Kick-off. Tom Sweeney. Strategic Plan Meeting Objectives. Introduce TRF's Strategic Plan Champions and Advisors to TRF's Strategic Plan Leadership Team.

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Strategic Plan Meeting

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  1. Strategic Plan Meeting TRIDENT Refit Facility Kings Bay 24 June 2008

  2. Introductions, Kick-off Tom Sweeney

  3. Strategic Plan MeetingObjectives • Introduce TRF's Strategic Plan Champions and Advisors to TRF's Strategic Plan Leadership Team. • Communicate the Strategic Plan proposals and help to develop TRF's new Strategic Plan with the Commanding Officer’s Vision and Guidance.

  4. Strategic PlanningCaptain John StewartCDR Lawrence Scruggs

  5. Strategic Plan Review Wayne Collier Caren Spahr

  6. TRF Strategic Plan • Purpose • Background at TRF • Projection • Plan Management

  7. TRF Strategic Plan • Role of Champions and Advisors • Communicating the Plan - The Plan as a “Living Document”

  8. Focus Group DataReview Wayne Collier Caren Spahr

  9. Strategic Plan Focus Groups • Purpose • Conducted 7 – 29 November 2007 • Group selection • Group composition

  10. Focus Group Objective “Determine what the TRF Workforce feels is important for the command to measure for the Strategic Plan and the Crosshairs Boards.”

  11. Focus Group Questions • Do you know that TRF has a Strategic Plan and have you read it? • What do you think TRF’s mission is? • What should be the top 5 Goals in supporting the mission? • How should the Strategic Plan be communicated to TRF? • What would you like to see posted and updated on the Crosshairs Boards?

  12. Develop Future Workforce Champions: Tim Wolfe Steven DeWitt Advisors: Joe Mulcahy Georgianna Anderson

  13. Develop Future Workforce OBJECTIVES: • Improve the skills and capabilities of the current workforce • Continuously revitalize the workforce with new employees

  14. Develop Future WorkforceOBJECTIVE: Improve the skills and capabilities of the current workforce Strategies: • Identify additional training and qualification requirements required for each billet (i.e., each unique position description), and document the requirements against the billet in TRFIS. Develop command wide initiatives to provide required additional training. Action: Random ATP’s reviewed and discrepancies noted Portsmouth Apprentice Administrator (Chuck Bogdan) Future: Dedicated time required to evaluate Command wide Shipyard Contacts (Rothermiel @Norfolk, Watland @PSNS)

  15. Develop Future WorkforceOBJECTIVE: Improve the skills and capabilities of the current workforce Strategies: 2. Increase utilization of training facilities and classes at Trident Training Facility and Naval Shipyards. Action: Crane Simulators Point Paper TRF-TTF partnership Future: College Instructors on site Utilize TTF classrooms

  16. Develop Future WorkforceOBJECTIVE: Improve the skills and capabilities of the current workforce Strategies: • Capitalize on advanced technology and dedicate additional time for training. Action: Simulators Future: Expand Training Leader Numbers in Shops TTF Partnership TTF Mock-up Space

  17. Develop Future WorkforceOBJECTIVE: Improve the skills and capabilities of the current workforce Strategies: • Consolidate management of the Personnel Qualification Standard program. Action: PQS Study Guides Future: PQS 101A QA Database

  18. Develop Future Workforce OBJECTIVE:Continuously revitalize the workforce with new employees Strategies: • Maintain the number of apprentices at a minimum of 50 apprentices per year. Hire sufficient number of apprentices to maintain CIVPERS manning. Action: 22 Hires Jan 08 62 Hires July 08 Anticipated Retirements 5 yrs out Future: 50 Hires next 3 yrs

  19. Develop Future Workforce OBJECTIVE:Continuously revitalize the workforce with new employees Strategies: 2. Develop a mentorship program for apprentices. Expand the mentoring program to include all new employees. Action: Mentor Instruction Implemented Future: Expansion to be Addressed

  20. Develop Future Workforce OBJECTIVE:Continuously revitalize the workforce with new employees Strategies: 3. Expand the apprenticeship program to include additional trades by partnering with more colleges and universities. Action: Contact with FCCJ & UNF Future: Valdosta, Brenau, Jacksonville Trade Schools

  21. Develop Future Workforce OBJECTIVE:Continuously revitalize the workforce with new employees Strategies: 4. Improve the quality of the apprenticeship program by scheduling the apprenticeship advisory committee to review the program biannually. Action: Anticipated meeting by 30 Aug Members: C116, XO, TD, DH, GF, Union, Appr reps

  22. Develop Future Workforce OBJECTIVE:Continuously revitalize the workforce with new employees • Expand the recruiting program to target military separating from service from additional naval activities in the region. Action: TAP Tri-Base Job Fairs Diversity Job Fair Future: Tri-Base Brunswick, Maine

  23. Maintain Operational Excellence Champions: Brian Logan David Bliton Andy Lowe Advisors: Tom Sweeney Gary Pond

  24. Maintain Operational Excellence OBJECTIVE: Promote and instill a culture of Continuous Process Improvement in order to maintain operational excellence Strategies: 1. 5S performed on 100% of TRF shops. Identify and 5S TRF material storage areas, to include SUBSAT. (Collier/Spahr) 2. Standardize process for validating and leveraging financial benefits of LEAN events. Determine follow-up methods and measure the effectiveness of LEAN events. (Collier/Spahr) 3. Continue to maintain efficiencies gained through 5S events through monthly and quarterly evaluations. (Collier/Spahr) 4. Develop and implement a plan to include shop supervisors into a cross-trade command surveillance program in order to identify best practices and areas requiring improvement, provide data for self-assessment and encourage knowledge sharing throughout the command. (Logan)

  25. Maintain Operational Excellence OBJECTIVE: Promote and instill a culture of Continuous Process Improvement in order to maintain operational excellence Strategies, continued: 5. Develop local and nationwide counterpart relationships to form a nexus for knowledge sharing and establishing best practices. (Bliton) 6. Improve problem/lessons learned reporting utilizing rework forms, critique reports and planning feedback forms for the purpose of preventing problem recurrence. (Logan) 7. Further develop, integrate and sustain planning, scheduling and resource management processes. (Lowe) 8. Track and analyze workforce performance including best practices, significant problem lessons learned, cost of rework and the results of audits and surveillances. Provide regular and effective feedback to every employee with an eye towards continuous process improvement. (Logan)

  26. Sustain a Safe and Healthy Work Environment Champions: Advisors: Jonathan Wilson CMDCM Todd Snyder

  27. Sustain a Safe and Healthy Work Environment OBJECTIVE: Establish, maintain, and sustain employee participation in an effective wellness program Strategies: 1. Develop and coordinate health and wellness education programs such as Lunch and Learn sessions. 2. Coordinate Annual Health Fair to include screenings for blood pressure, diabetes, and cholesterol. 3. Disseminate health and wellness education information via media sources such as Trident Tribute and the TRF Web Page.

  28. Sustain a Safe and Healthy Work Environment OBJECTIVE: Develop a culture of safety among our workforce to reduce the number of accidents causing lost work days by 80% for FY 08 using FY 02’s statistics as a baseline and reduce illness/injury (IRR) by 30% from FY 07. Strategies: 1. Increase the effectiveness of shop safety committees and OSH/ORM council. 2. Improve safety training and awareness at all levels by increasing the effectiveness, attendance, and documentation of shop specific safety training, new hire safety training, personnel qualifications, and compliance with Navy/OSHA required safety training. 3. Increase the effectiveness of communication and feedback on safety and health matters through publications, dissemination of meaningful metrics, and effective use of the findings of mishap reports, safety surveys, surveillances, audits and inspections.

  29. Sustain a Safe and Healthy Work Environment OBJECTIVE: Develop a culture of safety among our workforce to reduce the number of accidents causing lost work days by 80% for FY 08 using FY 02’s statistics as a baseline and reduce illness/injury (IRR) by 30% from FY 07. Strategies (continued): 4. Publicize and reinforce that supervisors are sensitive to safety issues brought up by the workforce and consider safety as a normal practice. 5. Involve supervisory personnel in all aspects of safety programs as they apply to the shop work practices and mission accomplishment.

  30. Foster Effective Leadership and Communications Champion: Steven Taylor Advisors: John Hart Daphne Cassani

  31. Foster Effective Leadership and Communications OBJECTIVE: Focus on team development to enhance internal communications, guiding TRF into a team-oriented, mission-ready organization. Strategies: 1. Promote team spirit by defining the inter-relationship of TRF’s shops and departments and how each relies on the other. Champion will contact supervisors quarterly to recognize a shop/department that has been especially helpful and cooperative to the success of their operation and publicize results. 2. Research team-building training that has proved successful at other organizations to bring to TRF. 3. Provide annual training bulletin on effective communications.

  32. Foster Effective Leadership and Communications OBJECTIVE: Enhance the ability of supervisors to improve their deck-plate leadership Strategies: 1. Conduct focus groups to identify command concerns on leadership and communication issues and gather ideas from command personnel on ideas to improve. 2. Analyze past survey data input to determine current command climate in relation to leadership and communications. 3. Communicate findings and observations from survey data and focus groups to the Strategic Team. 4. Determine non-value added tasks assigned to supervisors by meeting with each supervisor individually.

  33. Provide the Workforce with Competitive Modern Technology Champions: Jennifer Thornton Gary McMillan Steve Swan Neil Rogers Advisors: Bob Thran Ed Victoriano John Hart

  34. Provide the Workforce with Competitive Modern Technology OBJECTIVE: Collect data on modern technology and analyze the possible applications for TRF. Strategies: 1. Champions attend the International Machine Tool Show to gather information on the latest technology and report findings to the Strategic Team. 2. Champions perform site visits to military and civilian installations with similar functions and gather and analyze ideas.

  35. Provide the Workforce with Competitive Modern Technology OBJECTIVE: Ensure effective system for tracking and replacing old equipment and machinery. Strategies: • Determine equipment and machinery that is reaching the end of its lifecycle within the next 2 - 3 years. 2. Analyze current lifecycle tracking of equipment and machinery to ensure future needs are being addressed.

  36. Provide the Workforce with Competitive Modern Technology OBJECTIVE: Gain efficiencies by enhancing consumable tool issue, retrieval and re-order process; PEB service; and PPE issue. Strategies: 1. Track usage of tools & materials. 2. Research technology to eliminate the need to visually inventory stock. 3. Determine methods to automate the issue, retrieval and restocking processes of tools and materials 4. Research methods to reduce the time of acquiring tools and materials.

  37. Mission, Vision, Values and Guiding Principles Captain Stewart

  38. Mission and Vision MISSION Sustain Kings Bay Submarines at a maximum level of readiness to support the defense of the United States. VISION Building the premier Submarine Repair Activity through collaboration and innovation while preparing the future workforce. Commanding Officer Captain John A. Stewart

  39. Values We VALUE: • People as our most critical resource • Leadership by example • Faithfulness to TRF, its mission and team • Strict standards of discipline • Non-negotiable integrity • Focus on the customer

  40. Guiding Principles Therefore, as our GUIDING PRINCIPLES, we: • Demonstrate LEADERSHIP. Everyone is a leader. Leadership is that quality, inherent or acquired, that enables a person to achieve accomplishment from their subordinates and co-workers by virtue of their willingness rather then by force. • Are LOYAL to TRF and its mission, to those around us and ourselves.

  41. Guiding Principles • Excel in TECHNICAL KNOWLEDGE to best support and interact with those we serve and to maintain our reputation as talented and dedicated.  We share and expand our knowledge and that of others for excellence. • Have FAITH and confidence in ourselves and those around us.  We value and trust one another.  • Exercise SELF CONTROL AND TACT.  We always command ourselves to act with dignity and respect.  We treat others only in ways that we're willing to be treated in the same exact situation.

  42. Guiding Principles • Use COURAGE IN DECISION.  The difficult decision requires courage to make, and must be made, even when difficult or unpopular.  We also foster courage in others. • Use SIMPLICITY is a key to our success.  We recognize our work as complex and technically demanding.  We follow rules and requirements with interest not only in implementation, but intent and effectiveness as peoples lives depend on our commitment to these requirements. But once the requirements are met - then make it as SIMPLE as possible. Complexity beyond what is required to be complex does not it it better, it only adds to the possibility of bad things happening.

  43. Guiding Principles • Work with ENERGY, ENTHUSIASM, PERSEVERANCE. Always. Never give in! • COMMUNICATE EFFECTIVELY. Know the difference between communication and effective communication.

  44. Feedback/DiscussionPlan Communication Wayne Collier Caren Spahr

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