Budget Highlights Book - DON FM&C Website - U.S. Navy

Improving Performance February 2010CONTINUOUS PROCESS IMPROVEMENT (CPI)The Department continues to employ CPI as an enabler to manage the Departmentof the Navy’s processes and enhance warfighting capabilities and readiness. CPI isa compilation of methodologies for analyzing how work is currently being done andhow processes can be improved to do the job more efficiently and effectively on anongoing basis.With the establishment of the Deputy Under Secretary of the Navy for BusinessOperations and Transformation, the Department will bring together processes andorganizations for the accomplishment of strategic and corporate business objectives;identify opportunities to streamline, align and improve core business processes andsystems to achieve efficiencies in DON business operations and orchestrate theactions required to pursue these opportunities; and synchronize, integrate andcoordinate business processes. The Department is also reengineering its approach tobusiness transformation by migrating from a systems‐centric approach based oncapabilities across its business missions.A Department‐wide CPI process is now being developed to socialize the governanceof top down and bottoms up improvement projects crossing multiple commandlines to help close performance gaps. Additionally, best practices will becommunicated throughout the Department using strategic communications toprovide transparency and opportunity for replication of best business practices.Below are some recent examples of Department of the Navy process improvementefforts. These efforts are complete and funding adjustments have been incorporatedinto the FY 2011 President’s Budget request.• The CVN 74 USS Stennis significantly reduced non‐value added steps in theirOrdnance test and repair processes that saved over 4 hours for everyOrdnance Test Readiness Review. The resulting impact to the AviationSquadrons is that high demand Ordnance Items will be immediately availablefor tasking.• NAVAIR reduced Aviation Support Equipment fuel servicing wait time by20% (4.8K man‐hours; 1.7 miles travel distance); and increased availability by30% (reclaimed 9K gallons annually). There was an overall reduction of P‐3Ccommunity fuel cost for support equipment (SE) by reclaiming residual fuelSE.7‐2 FY2011 Department of the Navy Budget