Applying Enterprise Architecting within Army Transformation Prof. Nightingale / LTC Matty 22 January 2009 http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-1
Agenda Enterprise Architecting Overview Applications Aviation Center Logistic Command OH-58 Kiowa Program Aviation Enterprise Future Work http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-2
Enterprise Strategic Analysis for Transformation (ESAT) Strategic Objectives ESAT Enterprise Analysis Enterprise Identification Future State Vision Actionable Transformation Plan http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-3
E A Views Interrelationships Policy / External Factors Process Strategy Organization Products / Services A Knowledge Info/Infrastructure http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-4
Mission: Support Ft Rucker s mission to train pilots for US army Aviation, Administer contract oversight of aircraft maintenance. Maintain 431 aircraft from 7 aircraft types 240,000 annual flight hours 566 daily missions, 5AM to Midnight Order $1 million in parts daily Vision by FY 2009 Expand Contract Oversight to Satellite locations: Ft Bliss, Ft Eustis, Ft Benning, Ft Huachuca Expand Contract Oversight to Include new Equipment: Russian Helicopters Unmanned Aerial Vehicles Ground Transport, Rifles, Training Equipment, etc. ACLC Mission & Vision http://lean.mit.edu 2008 Massachusetts 2008 Massachusetts Institute Institute of Technology of Technology Nightingale Matty, 11/17/08- et al, - 5
Aviation Logistics Fleet Management Current State Enterprise Layout TRADOC HQDA AMC ACSIM Financials 10 year contract, 3 rd with 7 ext. options $300 million annually USAAWC AMCOM IMCOM 1 st AVN BDE. ACLC Garrison/DOL Enterprise Expansion AFS FT Huachuca FT Bliss FT Rucker FT Eustis FT Benning http://lean.mit.edu 2008 Massachusetts 2008 Massachusetts Institute Institute of Technology of Technology Nightingale Matty, 11/17/08- et al, - 6
LESAT Results Current state Desired state Gap Leadership 2.5 4.3 1.8 Lifecycle 2.1 4.1 2.0 Enabling Infrastructure 2.3 4.1 1.8 Current State General awareness; informal approach deployed in a few areas with varying degrees of effectiveness and sustainment Desired State On-going refinement and continuous improvement across the enterprise; improvement gains are sustained GAPS Most Gaps >= 3.0 are tied to Deployment Planning and Transformation Roadmap http://lean.mit.edu 2008 Massachusetts 2008 Massachusetts Institute Institute of Technology of Technology Nightingale Matty, 11/17/08- et al, - 7
As is Enterprise Architecture 1. Dormant 2. Discretionary 3. Demanding 4. Dominant 5. Dangerous 6. Dependent 7. Definitive DLA Material Mgt Div TACOM Ranger Tng AFS Legitimacy 1 ACLC 4 5 7 TRADOC CECOM DPW 3 2 Unions AMCOM AMC USAAWC 6 FAA DOL NETCOM 1st AV BDE USAIC FORSCOM CCAD Key stakeholder values: Mission performance for current requirements Maintenance quality Safety (personnel, equipment) Security (physical, data, equipment) Maintenance capability growth Resource provision (human, facilities, equipment) Contract fulfillment Best practices in maintenance & management Resource conservation (energy, waste, etc.) Based on stakeholder analysis, we identified the following groups: Supplier Leadership Subordinate Customer Shareholder Power http://lean.mit.edu 2008 Massachusetts 2008 Massachusetts Institute Institute of Technology of Technology Nightingale Matty, 11/17/08- et al, - 8 Criticality
Enterprise Processes LIFE CYCLE ENABLING LEADERSHIP Requirements Development Fielding New Equipment & Procurement Distribution (of Spares, Systems) Product/Process/Procedure Development Maintenance Production Supply Chain Management Aircraft/Vehicle Retirement Configuration Management Security Facilities Environmental Safety Quality Assurance Resource Management Human Resources Information Management Strategic Planning Strategic Partnering Business Model / Growth Force Management Transformation Management Observations First time they listed their processes Processes are not clearly defined Processes lack metrics/measurement Limited Leadership Processes Reactive near-term planning No Deliberate Growth Mgt. No Business Model Process http://lean.mit.edu 2008 Massachusetts 2008 Massachusetts Institute Institute of Technology of Technology Nightingale Matty, 11/17/08- et al, - 9
Current Maintenance (Metric Driving Operations) Under Capacity Un-used Capacity Maintenance Demand Maintenance Capacity Metric Compliance Value Delivery http://lean.mit.edu 2008 Massachusetts 2008 Massachusetts Institute Institute of Technology of Technology Nightingale Matty, 11/17/08- et al, - 10
ACLC Unused Capacity 0.0% -10.0% 0 1 2 3 4 5 6 7-20.0% -30.0% -40.0% -50.0% EH/UH60A/L UH60M CH47D CH47F OH58D Contact AH64D -60.0% -70.0% http://lean.mit.edu 2008 Massachusetts 2008 Massachusetts Institute Institute of Technology of Technology Nightingale Matty, 11/17/08- et al, - 11
Integrated Enterprise Across Enterprise Architecture Framework HQDA AFS CON1 CON2 Benning USAIS Bliss USAADASCH IMCOM Rucker USAAWC TRADOC Eustis USCACS Huachuca USAIC ACLC CECOM AMCOM TACOM AMC Lead Responsibility Process http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-12
6. Establish Options for Extension/Integr ation with Army Milestones Pursue & & Aviation & Determine Articulate Business Case for Lean Continuously Sustain Maintenance Strategic Focus on Stakeholder Value Improve Enterprise CYCLE Transformation Imperative Leverage Lean Gains 5. Balance Government Oversight/Know Strategic Implications of Transformation ledge with Monitor & Measure the Outcomes Long-Term Contract Corrective Nurture, Efficiencies Nurture, Process, & Imbed Lean Culture Action Process & Imbed Capture & Diffuse Lessons Lean Enterprise Learned Thinking Synchronize Strategic STRATEGIC 4. LSS Deployment Long-Term & Short-Term Cycles Implementation Results Develop Detailed Project 3. Contract Implement & Implementation Plans Negotiation for Synchronize Detailed Plans Coordinate Flexability/Scalability Implement Projects and Transformation /AdaptabilityTrack Progress Plan Commit Resources Provide Education & Training EXECUTION CYCLE 2. E-Log Book & Schedule Development Create Transformation Plan Identify Key Enterprise Improvement Project Areas Determine Impact Upon Enterprise Performance Prioritize, Select and Sequence Project Areas Publish Communication Plan Lean Enterprise Transformation Roadmap 7. Determine Future Short-Term Corrective Action Alignment Requirements Identified Engage Leadership in Transformation Understand Current State Envision & Design Future Enterprise PLANNING CYCLE A Committed Leadership Team Perform Stakeholders Analysis Define As-Is Value 1bi. Stream Align Perform Enterprise Assessment Capabilities & Deficiencies Identified Align Enterprise Infrastructure Convey Urgency Foster Executive Structure Lean Learning Obtain Executive Buy-In Establish Executive Lean Transformation Council Create Vision of Future State Define To-Be Enterprise Value Stream Perform Gap Analysis Lean Enterprise Vision 1a. Establish a Governance 1b. Process Management Processes With Governance Structure 1bii. Product/Service Portfolio 1biii. ARFORGEN Align Organization Align Incentives Empower Change Agents Rationalize Systems Metrics & Policies Align Metrics 1biV. High-Level http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-13 http://lean.mit.edu Source: Nightingale, Srinivasan and Mize 2008 Massachusetts Institute of Technology D. Nightingale - MM/DD/YY- 13
OH58 Kiowa Program Enterprise http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-14
Stakeholder Salience (IPR) Criticality 10.00 8.00 6.00 4.00 2.00 0.00 AMCOM (G-3) DA G3 (AVN) FORSCOM (CDR) TRADOC - USAAWC DA G8 Legitimacy Power PM Kiowa Bell Helicopter http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-15
Kiowa Enterprise Processes Concept Development Technology Development System Development Production Development Operations Development Equipping Reset Available Ready Readiness Acquisition Distribution Development Deployment Transition People Installation MGT Family Support Services http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-16
Aviation Enterprise http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-17
Aviation Enterprise ARFORGEN Implementation DA G-8 Army Strategic Imperatives: Sustain the Army's Soldiers, Families and Civilians; Prepare our Soldiers for success in the current conflict; Reset forces expeditiously; and Transform our Army to meet the demands of the 21st century. Bring Organizations Together Routinely to Work as an Enterprise Addressing Units in ARFORGEN Cycle ARFORGEN http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-18
Future Work http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-19
ALT Life Cycle Management Framework How do you manage (eat) this process (elephant)? http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-20 One task (bite) at a time.
Organization Process Levels No process architecture Process Architectures: Clearly defines Inputs, Activity and Outputs Connects levels of work to ensure management alignment Enables Strategic Cycle in terms of Development of Management Plan and Execute and Review Performance http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-21
A B (Program Initiation) C DoDI 5000.2, May 2003 Concept Refinement Technology Development System Development & Demonstration Production & Deployment Operations & Support ASA/ALT PEOs/PMs AMC RDECOM ATEC ACA ASC MEDCOM Plan and Direct Acquisition Manage Science & Technology Program Formulate Acquisition Effort Manage Program Conduct System Engineering Conduct Financial Management Conduct Procurement & Contract Management Perform Acquisition Logistics Conduct Product Support (Sustainment) Taxpayer Congress Manufacture and Produce System Conduct Test & Evaluation White House OMB OSD Army $ FBS DoD Enterprise Systems Army Enterprise Systems GIG Core Enterprise Service (CES) Standardized Acquisition Enterprise Service & Data Standardized Acquisition Unique Capability & Data http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-22 OV-1 AABEAv4.0--Operational Concept Diagram.ppt
Army Enterprise Management Executive Office of the Headquarters (SA, CSA, USA, VCSA) ASAs & CE Cdrs (Enterprise Council) Policy Formulation Acquisition Personnel HQDA (Secretariat + ARSTAF) Strategy Development ARFORGEN Materiel PPBE Readiness Training Future Requirements Oversight Services & Infrastructure Objective: Effective Delivery of Outcomes Trained and Ready Forces for the Combatant Commanders Objective: Efficient Delivery of Outputs Improve ARFORGEN: Effective and Efficient delivery of Trained and Ready Forces http://lean.mit.edu 2008 Massachusetts Institute of Technology Nightingale 11/17/08-23