Home' Navy News : June 10th 2010 Contents 17
June 10, 2010
it mean for you?
LOOKING AHEAD: SBLT
Matthew Higginson takes a fix
on board HMAS Broome during
Exercise Cassowary 2010.
Photo: LEUT Alistair Tomlinson
creation of a single IT environment that
will simplify the delivery and updating
of software across the organisation; less
outages; and consolidation of Defence's
200 data centres down to approximately
10. What this means for Navy is that, in
the future, we should have better access
to new technology which can be used to
improve productivity and make our lives
a little easier. One of these initiatives is
the ability to hold a video conference
from your computer which will save
travel and time away from families.
Additionally, as part of reforming
ICT, Navy has already achieved success
in streamlining support processes.
The Chief Information Officer Group
has taken responsibility for operational
ICT support for the Fleet Information
Systems Support Organisation (FISSO).
The result for Navy is that FISSO can
now focus on improved provision of
planning, building and integrating ICT
systems in the Fleet.
Smart sustainment is the largest
area of reform in the SRP. It is about
identifying opportunities to improve the
delivery of our levels of capability at less
cost. There will be no compromise in
safety or capability.
One of the key strategies Navy is
adopting to make reforms and sav-
ings is through a structured continuous
improvement program characterised by
continuous and incremental improve-
ments to processes, and by removing
unnecessary activities using a structured
and systematic methodology to make
improvement in the workplace.
We will do this through embedding
business improvement skills and building
an enduring improvement culture into
our leadership training continuum.
Navy Continuous Improvement will
focus on supporting and working with
Fleet and the SPOs to make enduring
improvements to their organisations
and delivering deep reform in Smart
projects currently underway
The Mine Warfare and Clearance
Diving Continuous Improvement
Project is the first major Navy capabil-
ity improvement project initiated under
the SRP. Opportunities for improvement
have already been identified with busi-
ness cases being considered.
The Seahawk Support Systems
Improvement Project began on March
22 with a focus on the range of support
systems; specifically operational mainte-
nance and deeper maintenance programs
maintenance management, processes
and turnaround times;
inventory management (both repair-
able items and breakdown spares; and
rotable items management.
The Anzac Ship Capability
Improvement Project began on April 19.
The project comprises a comprehensive
capability needs analysis of the Anzac
ships, the support arrangements and
stakeholders to identify opportunities to
improve effectiveness and efficiency. The
aim is to deliver capability at a reduced
cost without adversely impacting current
or planned capability.
Over the next 12 months projects
will begin in a number of other areas
across Navy including: Squirrel (whole-
of-capability); Navy Communications;
Hydrographic; Maritime Ranges; Afloat
Support/Refueling; FFGs; and LPAs.
The SRP and Navy's Continuous Improvement program
are about driving efficiencies without compromising ef-
fectiveness to provide better outcomes for Defence as a
whole. The SRP is not like previous Defence efficiency
drives. It acknowledges that reform of this kind requires
us to change the way we do business, that this will take
time, and that it will need to be properly resourced and
managed. Navy needs to make improvements to help
us achieve Navy's future maritime force being provided
through the White Paper. The intent is to reduce the un-
necessary workload on people and streamline our proc-
esses so we can be more productive rather than having to
SRP is just about saving money
Experience with other military and industrial organisations
shows that waste is everywhere -- we just don't always
recognise it. The evidence also shows that planned im-
provement programs are the best way to find waste, get
rid of it and put the time and effort back into the workplace.
Ultimately it means that we can all work effectively but no
harder than we need to. If you need help identifying wast-
age in your workplace contact the Directorate of Navy
There is no waste in my workplace -- what we need
is more people and money!
Nobody knows your job better than you do. Navy Continu-
ous Improvement is about providing you with the tools,
training, skills and support to identify and make enduring
improvements in your organisations. Our signature behav-
iours provide a set of principles for how people might en-
gage in this activity. Continuous Improvement will be done
Working with you as our customer to define the require-
ments and the solutions. You are the experts in what you
do, and you need to champion your own improvements.
Assisting in implementing and sustaining solutions.
Training your people to effect the changes needed. This
gives you the confidence to create the right solutions.
Clearly documenting agreed processes. This discipline
maximises the likelihood of change management suc-
Someone's going to come and tell me how to do
Jobs will go as a result of SRP
Navy's workforce will grow by about 400, resulting in a Navy
workforce of about 14,300 military personnel. Over time
some jobs may need to be relocated, many personnel will
need training with additional skills and a few non-deploy-
able positions will be civilianised. Everybody affected will
have the opportunity to learn new skills, relocate or move to
an equivalent position as there is no plan for redundancies.
While some unfilled and unnecessary positions may go, the
overall number of military personnel won't be reduced.
Busting the myths
For further information and updates on
Continuous Improvement progress in Navy,
go to the Navy website. NGN/SRP -- Royal
Australian Navy -- NAVY
Navy has already had some early
wins to help us achieve strategic reform.
Projects shaping our future leaders
include changes to the way leadership
training is delivered to all ranks, with a
focus on what makes an effective, inclu-
sive and ethical leader.
Our business improvement courses
are now embedded into all levels of
leadership training. These programs will
support reform behaviours and ensure
we have a workforce that can drive con-
tinuous improvement and reform through
The signature behaviours were an
early outcome of NGN, and are now
being embedded in Navy through the
"Making the Change" program, which is
being facilitated through the Divisional
System. These behaviours are a guide to
Navy's preferred culture and reflect the
The application of these behaviours
is intrinsically linked to the principles
of SRP, and will be the driver for effec-
tive reform within Navy. For this reason,
these signature behaviours will be the
instrument through which Navy responds
to the challenges of SRP.
Considerable energy and effort has
gone into planning the implementation
of SRP and establishing Governance
structures for reform. This means that we
can hit the ground running with initia-
Navy's Continuous Improvement
program has also achieved significant
progress in capturing potential savings
under implementation of the lean meth-
odology (set of tools to identify waste
and opportunities for improvement, such
as value stream mapping). Although yet
to actually reap benefits, these initia-
tives are likely to contribute significant
savings through reformed practices and
processes within Navy sustainment.
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