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

February 2010Improving Performance• The Navy reviewed a number of internal acquisition reporting requirementsand found that there was some duplication. By consolidating andstreamlining the reporting process, spending was reduced by $0.4 million peryear.• A team analyzed the Marine recruit training cycle time and determined that ittook 12‐45 business days to discharge a recruit leaving Marine Recruit DepotSan Diego. During this time, resources were expended to billet the recruitand keep the recruit busy. Changes were implemented and the dischargetime was reduced by 62% thereby avoiding costs. This project is beingreplicated at the Parris Island Recruit Depot.• The Navy maintains ships through regular maintenance availabilities atpublic and private shipyards. Maintenance efforts per availability werereviewed to assess man‐days needed to complete the work package that wasrequired at the time the review was conducted. As a result of the review themandays associated with the defined scope of work was reduced. This effortafforded the Navy the opportunity to reduce funding on certain availabilities,increase needed maintenance requirements on certain ships, or reduce theship maintenance backlog.The Administration conducted a government‐wide SAVE initiative in 2009requesting that government personnel recommend alternatives to improve theoperation of the government. The DON is evaluating three of the suggestions todetermine their viability. The remaining suggestions were either not executable orhad been implemented in prior years. If any of the three ideas under evaluation aredetermined viable, they will require a more in‐depth review.BUSINESS TRANSFORMATIONThe Department of the Navy continues to develop its vision for BusinessTransformation. Because of the size and complexity of DON’s business operations itis imperative that the Navy‐Marine Corps team continues to change its businesspractices to be more agile, efficient, and increasingly responsive to the warfighter.In these times of fiscal constraint, the DON is challenged to make necessaryinvestments in future capabilities while sustaining current warfighting effectiveness.As part of a strategy to achieve these competing ends, the DON has adoptedbusiness transformation policy designed to:3FY 2011 Department of the Navy Budget 7‐3