Successful Performance Technology · • Shipyard Port Hueneme • CSFE Washington • Shipyard...

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Successful Performance Technology Successful Performance Technology Bumping Up Against Organizational Culture Bumping Up Against Organizational Culture Terry Williams Terry Williams HPC HPC Det Det Manager Manager United States Navy United States Navy

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  • Successful Performance TechnologySuccessful Performance Technology““Bumping Up Against Organizational CultureBumping Up Against Organizational Culture””

    Terry WilliamsTerry WilliamsHPC HPC DetDet ManagerManager

    United States NavyUnited States Navy

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    “The Navy’s future is about being able to take credible, persistent combat power to the four corners of the earth, to provide options for the President of the United States anywhere, anytime around the world, around the clock, the sovereignty of the United States of America, without a permission slip. That's what our nation needs.

    The HPC team will help our institution deliver combat capability more effectively. You will help us optimize our Navy's potential and the human resources that we possess.”

    CNO – Sep 03

    Human Performance CenterHuman Performance Center’’s Product iss Product is……

    Improving Performance !ImprovingImproving PerformancePerformance !!

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    Norfolk• HPC HQ• FFC• OPTEVFOR• NNWC• CNE• CENNAVINTEL• CPD• CENATNSF• CNL• ATGLANT• NAVSAFECEN• NECC• MSC• Shipyard

    Pax River• NAVAIR

    D.C.• NAVSEA• CNI• OPNAVAnnapolis• USNA

    Dahlgren• CSCS

    Groton• SLC/CSL

    Newport• NWC• SWOS

    Panama City• CEOD/DIVE

    Pensacola• CNATT• CID

    San Diego• CNAF• CNSF• SPAWAR• FASWC• CNI

    Corpus Christi• CNATRA• CNI

    Monterey• NPS

    Great Lakes• NSTC• CNI

    Millington• NPC

    Athens• CSS

    Honolulu• CPF• CNI• Shipyard

    Port Hueneme• CSFE

    Washington• Shipyard

    Portsmouth• Shipyard

    JAX• CNI

    Orlando• HPC N7

    Human Performance Center DomainHuman Performance Center DomainHPC is an Echelon III HPC is an Echelon III Command and reports to Command and reports to MPT&E/DCNPMPT&E/DCNP

    HPC Command StructureHPC Command Structure31 Dets/134 personnel31 Dets/134 personnel

    Learning CentersLearning CentersAcquisitionAcquisitionTYCOMSTYCOMSOthersOthers

    Corporate Analytical Corporate Analytical SupportSupport

    HPC PartnershipsHPC PartnershipsGovernmentGovernmentAcademicAcademicAssociationsAssociations

    Future OpportunitiesFuture Opportunities

    * Shipyards * OPNAV* CNI * MSC

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    The Whole PictureThe Whole Picture

    American Society for Training & Development. HPI in the Workplace. Copyright ©2000.

    Performer

    Organization

    Process

    Performance happens within the white space

    Helping to deliver and maintain to the NavyHelping to deliver and maintain to the Navy……““Right People, with the Right Skills, in the Right Places,at the Right People, with the Right Skills, in the Right Places,at the Right Time.Right Time.””

    Engineer Solution

    Material Solution

    Policy Solution

    Manpower Solution

    Management Solution

    Ergonomics Solution

    Process Solution

    IT Solution

    Rewards Solution

    Training Solution

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    •Type of Root Cause•Match Interventions

    •Recommendations

    Intervention Selection

    •Determine Business Goals

    •Articulate Relationship toHuman Performance

    Actual Performance State

    •Manage the Project•Help the Organization Adapt to the Changes•Gather Formative Evaluation Data

    •Formative Evaluation•Summative Evaluation

    •Knowledge•Motive•Physical Resources•Structure/Process•Information

    Desired Performance State

    GAP

    Business Analysis Performance Analysis Cause Analysis

    Evaluation of Results Intervention Implementation

    Change M

    anagement

    HPI Process ModelHPI Process Model

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    Performance TechnologyPerformance Technology

    ???

    ???

    ???

    ???

    ???

    Engineer

    ing

    Solution

    PsychometricsSolution

    Manpow

    er

    Solution

    • Quantit

    y

    • Ratings

    • Seniori

    ty

    • Personnel• Human Factors• Safety• Manpower• Training• Medical• Habitability• Survivability

    Policy

    Solution

    ProcessSolution

    Knowledge ManagementSolutionReward & IncentiveSolution

    Stan

    dard

    s &

    Expe

    ctatio

    ns

    Solut

    ion

    IT

    Solutio

    n

    ErgonomicsSolution

    Work

    Environment

    SolutionDoctrine& Testing

    MaterialSolution

    • EPSS• PC Sim• Job Aids• eLearning

    TrainingSolution

    The systematic and systemic identification and removal of barriers to effective individual, organizational, and process performance

    Close the gap between actual results and desired resultsAddresses performance at three levels: organization, process, and individualTies organization goals with the performance of peopleUncovers the real reasons for performance gaps based on cause analysisDevelops solutions to address the root causesManage changeEvaluate results

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    Aircraft Wiring BackgroundAircraft Wiring Background

    Naval Air Systems Command (NAVAIR) identified a rising trend in recurring aircraft wiring maintenance issues resulting in:

    - Degradation of aircraft mission availability- Occurrences of aircraft safety incidents- Expenditure of excess aircraft maintenance man-hours

    NAVAIR Aging Aircraft IPT proposed the development of several Multimedia Job Performance Aids (MJPA) for the Joint Wiring-505 Manual at an estimated procurement cost between:

    $200,000 - $250,000

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    Performance CostsPerformance Costs

    Total Fleet Aircraft Annualized Figures

    Total Maintenance 923,540 MMHRS $31,372,654Safety Mishaps 1.4 Mishaps $24,315,157

    NMC Downtime 104,096 MMHRS $ A/C RFTPMC Downtime 280,357 MMHRS $ A/C RFTTotal Abort MAFS 3,905 Aborts $ A/C RFT

    CURRENT COST OF THE PROBLEM>$55.7 Million

    Maintenance data collection range – Oct ‘03 through Sep ’05 (FY ’05)Safety data collection range – Jan ’02 through Jul’05

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    MultiMulti--Organizational NetworkOrganizational Network

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    Root Cause AnalysisRoot Cause Analysis

    Sources of Performance Deficiency (ProofPoint 2004)

    3%

    10%

    12%10%

    35%

    30%

    Expectations& FeedbackTools & Resources

    Incentives

    Skills & Knowledge

    Manpower

    Personal Initiative

    Which misses the primary root causes:• Expectations &

    Feedback (35%)• Tools & Resources (30%)

    Every year, largecompanies spend$300-900M eachhoping to “fix” just 12% of their problems!

    IndustryIndustrySources of Performance Deficiency

    (E-2C Squadron Site Visits 2006)

    5%

    2% 17%

    2%

    29%

    45%

    Expectations &FeedbackTools & Resources

    Incentives

    Skills & Knowledge

    Manpower

    Personal Initiative

    Which misses the primary root causes:• Tools & Resources (45%)• Expectation &

    Feedback (29%)

    Although MJPAs may be a beneficial intervention,they only potentiallyaddress 17% of our wiring problems!

    WiringWiring

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    Six Boxes ModelSix Boxes ModelT.S. GilbertT.S. Gilbert

    Motives & Preferences(Personal initiative)

    5%

    Selection & Assignment(Manpower)

    2%

    Skills & Knowledge

    17%

    Employee

    Consequences & Incentives

    2%

    Tools & Resources

    45%

    Expectations & Feedback

    29%

    Environment

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    Projected SavingsProjected Savings

    Total Annual Mission Availability SavingsTotal Annual Mission Availability Savings96,000 Additional Ready For Tasking Hours 96,000 Additional Ready For Tasking Hours 976 Less Potential Mission Aborts976 Less Potential Mission Aborts

    Total Annual Cost SavingsTotal Annual Cost Savings$21,000,000$21,000,000

    Maintainers will be able to perform wiring maintenance Maintainers will be able to perform wiring maintenance Better, Faster, Safer, and CheaperBetter, Faster, Safer, and Cheaper…………

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    HPC Value Stream . . .HPC Value Stream . . .

    HPI Projects Completed in FY05HPI Projects Completed in FY05

    # of Projects started/worked: 154# of Projects started/worked: 154# Projects in Implementation/evaluation: 33# Projects in Implementation/evaluation: 33

    NETC $ Invested in HPC for FY05 : $ 14.1 MNETC $ Invested in HPC for FY05 : $ 14.1 MPotential First Yr Savings: $ 81 MPotential First Yr Savings: $ 81 M(Net(Net––after project investment)after project investment)

    Projected Benefit of Our WorkProjected Benefit of Our Work

    $525 M (FYDP Total)$525 M (FYDP Total)*Includes other type of projects*Includes other type of projects

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    Critical Skill DevelopmentCritical Skill Development

    PlanningPlanning——Strategic, Tactical and OperationalStrategic, Tactical and OperationalProject ManagementProject ManagementChange ManagementChange ManagementCommunicationsCommunicationsInfluencingInfluencing——motivation, incentives, motivation, incentives, consequencesconsequencesUnderstanding clientUnderstanding client’’s business, priorities and s business, priorities and concernsconcerns

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    Key to SuccessKey to Success

    Build trust and credibilityBuild trust and credibilityLink the project directly to organizational priorities and Link the project directly to organizational priorities and responsibilitiesresponsibilitiesGuidance directly from Sponsor/Champion. Confirm they Guidance directly from Sponsor/Champion. Confirm they have the authority to make decisions have the authority to make decisions Anticipate/Mitigate Stakeholder concernsAnticipate/Mitigate Stakeholder concernsBalance concerns/risk to project successBalance concerns/risk to project successClarify the consequences of inaction or delayed actionClarify the consequences of inaction or delayed actionThere is no magic or secret formula, only guidelinesThere is no magic or secret formula, only guidelines……FLEXIBILITY is critical to project success. Executed by FLEXIBILITY is critical to project success. Executed by thorough understanding of the subject matter.thorough understanding of the subject matter.

    ““Successful projects donSuccessful projects don’’t happen in a vacuumt happen in a vacuum…… itit’’s all s all about relationships and trustabout relationships and trust ””

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    Questions?Questions?

    “Better, Faster, Safer, Cheaper”

    Terry WilliamsDetachment Manager

    United States NavyHuman Performance Center

    (850)452-9836 [email protected]

    www.hpc.navy.mil

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    Implementations in WorkImplementations in Work

    NAVAIR AAIPT is in process of reviewing and reducing the 63 wiring maintenance malfunction codes to a number between 10-20.

    CNAF N421 has initiated Maintenance Advisories and AMMT awareness of wiring issues discovered.discovered.

    PMAPMA--260 will 260 will test the use of coldtest the use of cold--heat soldering iron and Light Emitting Diodesheat soldering iron and Light Emitting Diodes for for maintenance use. Investigating the requirement for updating themaintenance use. Investigating the requirement for updating the Time Domain Time Domain ReflectometerReflectometer and Heat Gun battery.and Heat Gun battery.

    CNATT is investigating the need to review the CNATT is investigating the need to review the Connector / Wire Repair courseConnector / Wire Repair course and the and the requirement for a requirement for a Fiber Optic Repair courseFiber Optic Repair course..

    SPAWAR is SPAWAR is removing unauthorized malfunction code 160removing unauthorized malfunction code 160 from the Legacy/OOMA from the Legacy/OOMA NALCOMIS systems as an option and is reorganizing the wiring malNALCOMIS systems as an option and is reorganizing the wiring malfunction codes in function codes in numerical order.numerical order.

    COMACCLOGWING is reviewing the COMACCLOGWING is reviewing the Tool Control Manual and wiring schematicsTool Control Manual and wiring schematics. . Mandating squadron usage of new wiring malfunction codes.Mandating squadron usage of new wiring malfunction codes.

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    CNAF InterventionsCNAF Interventions

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    NAVAIR InterventionsNAVAIR Interventions

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    AirwingAirwing InterventionsInterventions

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    CNATT InterventionsCNATT Interventions