leadership development and lean six sigma at electric boat

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


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


Electric Boat

SEAWOLF Class

Current Major Programs

Submarine Maintenance

SSGN

VIRGINIA Class


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


Electric Boat

Why Focus on Leadership Development?

9

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3 71

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147

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7

199

77

10

4

197

88

132

98

46

6

2

35

19

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1

2

0

50

100

150

200

250

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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!


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


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?


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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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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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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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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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


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GENERAL DYNAMICS

Electric Boat


Understand what tools to use and when

Just-Do-ItsJust-Do-Its DMAICDMAIC

LeanLean Design for Design for Six SigmaSix Sigma


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Electric Boat


• Empower them to change

• Exercises use real work problems


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Electric Boat

Key Elements of Process Management Training• Power of statistics

DOE - Statapult Gage R&R - M&Ms


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GENERAL DYNAMICS

Electric Boat

Key Elements of Process Management Training• Project Scoping Sheets

• Black Belt Follow-up


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GENERAL DYNAMICS

Electric Boat

Process Management TrainingResponses To Date


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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!

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Applicants

Nominees

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Electric Boat

Wave 1 Black Belts

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GENERAL DYNAMICSGENERAL DYNAMICS

Electric BoatElectric Boat

BACKUP MATERIALBACKUP MATERIAL

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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

leadership development and lean six sigma at electric boat

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