working hard [to get] Theodore
Roosevelt out on time in December.
We just brought Harry S. Truman in,
so we have an opportunity to start
with a clean set of paper.
We did not induct [the subma
rine] USS Boise this summer at
Norfolk Naval Shipyard. We didn’t
have the capacity. With our past
behavior, we would’ve put her in
the yard for a 22month availabili
ty, but would’ve kept her there for
47 months, the shipyard’s estimate.
Sticking it in when you don’t have
the capacity to do the work is bad.
I can’t imagine being a ship’s force
crew member and having to be in
the shipyard for 47 months. That’s
kind of torture for the crew.
We’ve recognized that we’ve
got to be honest with ourselves,
understand the requirement up
front and then match that require
ment to the capacity available in
the shipyard. NAVSEA has got
to be held accountable and the
naval shipyards have got to be held
accountable to get more produc
tive going forward.
I’m seeing pockets of learning
that tell me we’re starting to do
better. Portsmouth Naval Shipyard
— and naval shipyards in gener
al — have done very well recently
in delivery of submarines on time.
We’re working across the entire
enterprise between the four naval
shipyards to share best practices.
But I can give you the most pro
ductive workforce that has ever been
seen in the history of the world and, if I’ve got too much
work, at the end, I’m still destined to run late. We are
making progress in the naval shipyards but there is more
work to do.
What kinds of factors conspire to work against
the ship’s completion on time?
MOORE: When availabilities run late, it is typically due
to two major things: I don’t have enough people to get
the work done and/or the plan for the work itself was
not a good plan. Fundamentally, we’ve got to do a better
job of tightening up our planning. When you have the
plan right and you match the capacity in the shipyard
to that plan then, ultimately, we’re successful.
SEA 21 [NAVSEA’s Deputy Commander for Surface
Warfare] has done a detailed study that shows if you
identify the growth and get it in the package before
you’ve reached 60 percent completion of the availabil
ity, then we finish availabilities on time. When we get
growth after the 60 percent completion time, we’re
almost always late.
I think the same thing would apply to the naval
shipyards. I’ve got 33,850 people in the naval ship
yards today. I would like to be at about 35,500. My job
is then to explain to the fleet commanders and to the
CNO [chief of naval operations] that for this work
force, for these ships, for this work, here is what I can
get done and how long it is going to take me.