The Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility Consolidation: A Review of Performance Measures
Abstract
An important step in the Navy's Regional Maintenance Program is the consolidation of Pearl Harbor Naval Shipyard and the Naval Intermediate Maintenance Facility to improve maintenance operations. Final approval to continue operation as a consolidated organization is scheduled for FY 2000. To gain approval, the Navy must demonstrate to the Office of the Secretary of Defense (OSD) and the Congress that the consolidation has been successful in improving maintenance operations. This thesis evaluated five metrics proposed by the Naval Sea Systems Command (NAVSEA) and the Naval Audit Service (NAS) to measure performance of the consolidation. The process of developing a strategic plan and a performance measurement system (PMS) was explained. The "Balanced Scorecard" framework was used to present the five metrics in a comprehensive PMS. The five proposed metrics, "cost per unit of output", "quality", "production efficiency and resource utilization", "CSMP backlog", and "schedule adherence", were evaluated as useful measures of performance. Ten additional metrics were developed that provide managers further evaluation tools to measure improvements in maintenance operations. Of the ten, only "total asset turnover", the "days worked ratio", and "revenue/cost per employee", are recommended for inclusion with the original five metrics for OSD and Congressional review.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 1998
- Accession Number
- ADA347016
Entities
People
- James R. White
Organizations
- Naval Postgraduate School