GENERAL DYNAMICSGENERAL DYNAMICS
Electric BoatElectric Boat
Leadership Development and Leadership Development and Lean Six Sigma at Electric BoatLean Six Sigma at Electric Boat
Deneen ThaxtonDeneen ThaxtonDirector of Process andDirector of Process and
Manufacturing EngineeringManufacturing Engineering
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Electric Boat
ME - 2ME - 2
CT - 8630CT - 8630
TRF Kings Bay - 93TRF Kings Bay - 93
TRF Bangor - 80TRF Bangor - 80
VA - 380VA - 380
Pearl Harbor NSY - 2Pearl Harbor NSY - 2
San Diego - 1San Diego - 1
NY - 200NY - 200
RI - 2200RI - 2200
DC - 13DC - 13
UK - 93UK - 93Australia - 7Australia - 7
Other - 9 Other - 9
Electric Boat Locations and Staffing
Puget Sound NSY - 350Puget Sound NSY - 350
Electric Boat Employs12,000 people Nationwide
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Electric Boat
Electric Boat History100 Years of Innovation
Holland 1900 Nautilus World War II
World War I
Cold War
688
FBM’s Ohio
Seawolf
Virginia
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Electric Boat
SEAWOLF Class
Current Major Programs
Submarine Maintenance
SSGN
VIRGINIA Class
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Electric Boat
Electric Boat’s Burning Platform
Dec03 Mar04 Jun04 Sep04 Dec04 Mar05 Jun05 Sep05 Dec05 Mar06 Jun06 Sep06 Dec06 Mar07 Jun07 Sep07 Dec07
Dir
ect E
mp
loye
es
WORKLOAD
AVAILABLE ONROLL
STAFFING PLAN
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Electric Boat
Why Focus on Leadership Development?
9
31
3 71
102
1
147
51
7
199
77
10
4
197
88
132
98
46
6
2
35
19
4
1
2
0
50
100
150
200
250
300
20s 30-34 35-39 40-44 45-49 50-54 55-59 60-64 >65
VP
Director
Manager
Supervisor
Only 14% of Supervisorsare <40 years old
Only 4% of Managersare <40 years old
Only 2% of Directorsare <40 years old
Our Leadership PipelineNeeds Filling!
Our Leadership PipelineNeeds Filling!
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Electric Boat
Traditional EB Leadership Development Efforts and the roll of Lean 6 Sigma
Lean Six Sigma– High potential leaders at
all levels– 2 year FT assignment– Exposure to Business– Free to Fail– Networking with all levels
of management and trades
Business Leader Program– Future Directors and VPs– Training Collateral Duty– Immersion in Business– Learn by doing– Failure not an option– Networking with Executives
Engineering Rotation Program
NCDP
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Electric Boat
Electric Boat’s PI Objectives
• Improve performance to business objectives
• Teach leadership team to manage processes
• Create future leaders Process
Re-engineering Where canWhere canwe improve?we improve?
Continuous ProcessImprovement
(Employee Initiatives) What frustrates me?What frustrates me?
StrategicInitiatives Where do weWhere do we
want to be?want to be?
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Electric Boat
Laying the Foundation for Leadership Development
Develop strategy to get the right people:• Get management buy-in• Entice the right Black Belts
– “2-year on loan”– Pay incentive– Exposure to Sr. Mgmt and the whole business– Incorporate Belts back into the organization:
• Management position (Graduate)• Black Belt in home organization• Return to original position• Master Black Belt
Organization doesn’t really accomplish anything. Plans don’t accomplish anything either. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.
- General Colin Powell
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GENERAL DYNAMICS
Electric Boat
Selecting the Right People
• Black Belt competency matrix• “Full Time Green Belts” - proving ground for
future Black Belts• Select the class as a team
– Group dynamics– Organizational Business Development
• Provide interview feedback
Look for intelligence and judgement and most critically a capacity to anticipate, to see around corners. Also look for loyalty, integrity and high energy drive, a balanced ego and the drive to get things done. - General Colin Powell
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GENERAL DYNAMICS
Electric Boat
Black Belt Development
70% Projects (DMAIC or Special)
30% Leadership development
Leadership is the art of accomplishing more than the science of management says is possible
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GENERAL DYNAMICS
Electric Boat
How Do You Teach Leaders to Lead?
• Interpersonal Skill Development
• Business Skill Development
• Professional Development Sessions
• Process Management Training
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GENERAL DYNAMICS
Electric Boat
Interpersonal Skills Development
• Change Leadership training
• Facilitation skills training
• Meyers - Briggs communication seminar
• Mentor trainingExtraversion
“Let’s talk this over.”Introversion
“I need to think about this.”
Sensing“Just the facts, please.”
Intuition“I can see it all now.”
Thinking“Is this logical?”
Feeling“Will anyone be hurt?”
Judging“Just do something.”
Perceiving“Let’s wait and see.”
• InterpersonalInterpersonal• Business Skills• Professional Dev.• Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Business Skills Development
• Supervisory training
• Presentation Skills
• Software tool training– ProcessModel – PowerPoint for Black Belts
• Effective Motivational Management (Self and employee)
• Interpersonal Skills• Business SkillsBusiness Skills• Professional Dev.• Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Professional Development
• Leadership gap assessment
• Projects outside their comfort zone– Business exposure– Pull system for projects
• Business Leader Group
• Mentoring opportunities
• Champion feedback on Belt Performance
• Interpersonal Skills• Business Skills• Professional Dev.Professional Dev.• Process Mgmt.
Have Need
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GENERAL DYNAMICS
Electric Boat
Professional Development
• Practical Leadership Opportunities– “Business Area
Leaders”– Process Owners
for internal processes
• Interpersonal Skills• Business Skills• Professional Dev.Professional Dev.• Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Teaching Leadership Team To Lead
Process Management Training
• EB’s vision / Need
• BMG’s – Process Thinking– Champion Training– Process Owner Training
• Interpersonal Skills• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Process Management Training
EB’s Vision:
• Overcome procedure thinking– EB is very regulated, not process driven
• Get middle management thinking in terms of processes
• Overcome managing by exception– Very reactionary & special case oriented– Never time to think or plan
• Interpersonal Skills• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Key Elements of Process Management Training
Process thinking instead of systems thinking
• Interpersonal• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Key Elements of Process Management TrainingUnderstand your process
I I
Create TGI
Planners translate SWLIN lines into
EB jargon
Supplier Customer
TGI review
Engineering, ops,QA review
MRP & 7G loaded
TGI issued to trades
Production Control
MRP
Cycle Time = 15
NAVSEA Overhaul Contract
Weekly Schedule
Schedule
Labor Hours
Burn Rate
Cycle Time = 30
Labor Hours
Burn Rate
Cycle Time = 10
Labor Hours
Burn Rate
Lead Time = 23
Processing Time = 55
Order
15 30 10
TGI Issued to Trades
5 18
Trades
• Interpersonal• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Key Elements of Process Management Training
Understand what tools to use and when
Just-Do-ItsJust-Do-Its DMAICDMAIC
LeanLean Design for Design for Six SigmaSix Sigma
• Interpersonal• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Key Elements of Process Management Training
• Empower them to change
• Exercises use real work problems
• Interpersonal• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Key Elements of Process Management Training• Power of statistics
DOE - Statapult Gage R&R - M&Ms
• Interpersonal• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Key Elements of Process Management Training• Project Scoping Sheets
• Black Belt Follow-up
• Interpersonal• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
Process Management TrainingResponses To Date
• Interpersonal• Business Skills• Professional Dev.• Process Mgmt.Process Mgmt.
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GENERAL DYNAMICS
Electric Boat
LD Results (18 mo. Point)
• 6 Business Leaders• 3 “Graduates”• In Demand: Multiple
requests for Special Projects Leads
• 2 MBB Candidates• 6 BBs in Functional
Orgs• Word is getting out!
0
5
10
15
20
25
30
35
40
45
Wav
e 1
Wav
e 2
Wav
e 3
Applicants
Nominees
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GENERAL DYNAMICS
Electric Boat
Wave 1 Black Belts
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GENERAL DYNAMICS
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GENERAL DYNAMICS
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GENERAL DYNAMICSGENERAL DYNAMICS
Electric BoatElectric Boat
BACKUP MATERIALBACKUP MATERIAL
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GENERAL DYNAMICS
Electric Boat
Black Belt Competency Matrix
Competency Area
A. Strong, clear, and candid communicator .. an effective presenter/’quick on feet’ .. good negotiator, excellent writing skills. A.
B. Listens effectively and stimulates development of new ideas with effective probing/questioning. B.
A. Creates exciting and positive working environment with strong projection of confidence for making improvements. A.
B. Projects genuine personal commitment to business, quality and process improvement. B.
A. Demonstrates ability to dissect and comprehend complex situations. A.
B. Willing to dive into details when necessary .. “get hands dirty”. B.
C.
D.
E.
A. Sharing style with effective coaching skills and knowledge of performance reinforcement techniques. A.
B. Creates an open and receptive mindset for learning .. and effectively imparts new information. B.
A. Works effectively across traditional organizational boundaries of function, rank and other differences. A.
B. Promotes cross functional efforts. Trusts others. Encourages risk taking and empowerment behavior. B.
A. Understands and promotes need for change. A.
B. Enjoys problem solving and initiates new and better ways of doing things B.
A. Effectively motivates individuals/teams through personal example and influence skills vs. rank or position. A.
B. An involved results-oriented style with keen interest in team members - - leverages individual strengths. B.
A. Doesn’t hesitate to “push back” when he/she disagrees w/ direction .. “in face” of champions when necessary. A.
B. Willingness to face difficult issues .. take a stand .. become personally involved in resolving problems. B.Confident/Tough
C. Proficient with algebra level mathematics.
D. Has an understanding of basic statistics.
E. Has basic computer skills (PowerPoint, Excel, Word).
Empowerment
Change Agent
Leadership Values/Skills
Communication Skills
Passion/Enthusiasm
Analytical/Technical Skills
Training/Coaching
Specific CompetenciesLevel of
Competency (1,3, or 5)
Grand Average
Total
G E N E R A L D Y N A M I C S
Electric Boat
BLACK BELT INTERIM PERFORMANCE APPRAISAL
Black Belt’s Name: Dept. Badge:
Champion’s Name: Dept.
Dept. Head or Next Higher Level’s Name:
Brief description of Black Belt project:
Evaluation Period: From: (mm/dd/yy) To: (mm/dd/yy)
PERFORMANCE RATINGS
(1) Excels at Job Requirements (3) Meets Job Requirements(2) Exceeds Job Requirements (4) Does Not Meet Job Requirements/Needs
Improvement
Organizing and Planning Daily WorkSchedules
N/A
O Much work shows evidence of little or poor planningO Planning and organization limited to established proceduresO Plans and organizes most aspects of workO Develops a systematic plan of organization when attacking a given problemO Highly efficient in planning and organizing work
Teamwork/Promotes OpenCommunication
N/A
O Difficult to work with and cooperates with others only when directedO Shows minimal concern and effort toward promoting teamworkO Occasionally interfaces with others in the group to attain desired resultsO Cooperative and frequently works to help group achieve results through teamwork/open communicationO Consistently contributes and strives to foster team effort/open communication within own and other groups
Arriving at Logical DecisionsN/A
O Erratic in ability to reach logical conclusionsO Has some difficulty in analyzing a variety of facts in arriving at sound conclusionsO Is usually logical in approach to problemsO Shows strong ability to differentiate between relevant and irrelevant detailsO Invariably arrives at correct conclusions even with the toughest problems
Meets Project Financial RequirementsN/A
O Shows little or no regard for financial requirementsO Occasionally completes financial requirements within allotted timeO Usually completes financial requirements within allotted timeO Occasionally completes financial requirements ahead of timeO Consistently completes financial requirements ahead of time
Managing under PressureN/A
O Has difficulty in maintaining control even in ordinary situationsO Inclined to become upset under somewhat trying circumstancesO Maintains self-control except under difficult conditionsO Adapts well to changing situationsO Conducts self admirably even under very difficult circumstances
Project Types
Lean Project Obvious waste Improve flow, reduce steps Solution evident, or discovered by
simple analyses Extensive data not required Capital often required to implement Cross functional team 3 months – ? years
DMAIC Project Complex problem, solution not
evident Sophisticated tools and data
analyses Reduce variation and defects Existing process No capital required Cross functional team 4 – 6 months
Go-Do Project Solution known Can be implemented quickly and
locally Often come from employee
suggestions Encourages employee participation 30 – 60 days (or less!) to complete Just do it!
Design for Six Sigma Project New product or process Sophisticated tools and data
analyses Capital required Large, cross functional teams Driven by customer priorities Stage-gate structure 1 – 3 year completion
Projects should be driven from Value Stream Maps
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GENERAL DYNAMICS
Electric Boat