Herren addresses the challenges facing the Department of Defense leadership in their attempts for Continuous Process Improvement projects. By focusing on leadership goals, accountability, and effective use of resources and infrastructure, Herren offered solutions for institutional change—sustaining a culture to create long-term return on investment.
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Changes in political landscapes necessitate that agencies shift gears and direction to accommodate new goals and initiatives. As a consequence, defense and civilian agencies seek out theories and applications in management science to drive business operational efficiency and effectiveness. Herren encourages companies to implement continuous process improvement—evaluating and creating the optimal business practices for sustaining mission readiness.
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Since annual spending by the Department of Defense (DoD) is affected by economic conditions, the DoD's annual budget will increase only a nominal amount in the next year. As an effect, many organizations are forced to take a budget cut to balance the DoD budget. With budget cuts looming, these organizations are forced to spend efficiently and to provide traceability of their financial data in order to deem their budget credible to leadership. Herren designed a four-phase strategy that allows organizations to implement financial transparency and efficient spending habits, allowing for substantial returns to be made on investments.
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The Implementation of Risk Analysis in Proposal Evaluations and Cost Models presentation delves into the importance of using range-based pricing over point estimates to truly estimate the cost of a system with a certain degree of confidence.
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Energy has become a strategic as well as an operational imperative for our military. New approaches and innovative technologies are required to significantly improve fuel efficiency, increase endurance, enhance operational flexibility, and support forward presence while reducing vulnerability inherent in a long supply line tether. Assured access to reliable and sustainable supplies of energy is central our military force's ability to meet operational requirements globally, whether keeping the seas safe of pirates operating off the coast of Africa, providing humanitarian assistance in the wake of natural disaster in the Pacific, or delivering counter-terrorism and special mission unity to hostile regions in the Middle East. From both a strategic and operational perspective, the call to action is clear. Rapid employment of energy efficient technologies is required to transform the Defense Department's operational energy posture while meeting increasing electric power demands for enhanced combat capability. Considering the challenges facing the our military forces, this presentation proposes a disciplined framework bridging legislation into operations support the mission with operational energy.
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The All Electric Warship (AEW) is the ideal platform to provide the needed power to support these advanced weapons and is, by definition, an engine employed as a weapon. The weapons systems technologies of the future demand a never before rivaled level of power, cooling, and energy storage involving energy management and architecture complexities including stable delivery, robustness and compatibility with future platforms.
View the corresponding white paper titled "U.S. Navy efforts towards development of future naval weapons and integration into an All Electric Warship (AEW)."
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Katie Schneck presented "Reducing Fuel Consumption: A Maritime Energy Portfolio Management Approach" at NDIA's Environment, Energy Security & Sustainability Symposium on 11 May in New Orleans. In her brief, she discussed a methodology for discovering, assessing, prioritizing, and monitoring NAVSEA energy initiatives to ensure that they achieve the Secretary of the Navy's and the Chief of Naval Operations' Energy Goals.