Thomas Group’s federal government practice is currently focused on that segment of the US Government that protects our national security.
That national security environment has changed dramatically since 9/11 and continues to rapidly evolve. The emergence of new and evolving threats requires agility in responding effectively and cost efficiently. Improving the militaries’ readiness and streamlining its non-combat operations, while managing information exchange among disparate organizations and systems, represents a considerable process improvement challenge, particularly with continuing budget pressures.
Much like business, all federal government organizations need to confront issues of time-to-delivery product/service, productivity, efficiency, process, improvements, and budget management. And just as businesses pursue ways to increase earnings, governments are seeking ways to deliver a good return on taxpayer investment.
Thomas Group has worked in the Department of Defense (DOD) with all of the US Navy’s command centers (called Type Commanders or TYCOMS: Military Aviation, Surface Warfare, Submarine Warfare, Expeditionary Warfare, Network Warfare, and SEALS) and with the Fleet Readiness Enterprise to whom the TYCOMS report, as well as most of the supporting commands, to produce cost-wise readiness of naval forces.
Our initial process improvement work with the US Navy focused on dramatically improving the Time-To-Train (TTT) of Naval Aviators. The application of Process Value Management (PVM) to the flight training process produced more than 2000 Naval Aviators in six years while reducing the TTT from an average of 44 to 27 months (a 37% improvement).
Since then, Naval Aviation has engaged Thomas Group and the PVM methodology to work on its Enlisted Aircrew production, aviation mechanics production and the total supply chain that produces Aircraft Ready for Tasking (a primary readiness metric). At the end of 2006, Naval Aviation production was at 98.1% of Fleet Demand and Naval Aircrew Production was at 99.4%. Aircraft Ready for Tasking improved 63% from 2002 through 2006. All Naval Aviation process improvement work has been consolidated into the Naval Aviation Enterprise program (NAE) and is being operated much like a large, $60 billion corporation. Program work has revealed that the same principals and elements of culture and process change apply when applying PVM to both DOD and corporate enterprises:
PVM has been widely accepted as the change management method of choice by our Department of Defense clients and is driving impressive cost wise readiness results with very high return on investment (ROI) up to 15:1, high even by commercial standards.
Thomas Group’s delivery of PVM provides process view, transparency, metrics that link actions to results and the discipline to apply a proven change management methodology over time. Enterprise thinking is a journey that moves functionally–focus organizations to a process focus then to an enterprise focus, which enables the organization to:
For the past ten years, Thomas Group has rapidly inserted our commercial best practices-based PVM methodology into key national security process improvement opportunities.
Thomas Group has the strategic and operational know-how, coupled with deep process and culture change expertise and enterprise improvement experience, to help any US Government agency, department, or organization.