Submarine Construction Performance Improvement Manager

The mission of this position is to support the Shipbuilder in delivering new construction submarines per the requirements, on schedule with the requisite quality and safety. This position will drive prompt improvements in SSBN and SSN performance as measured by Earned Value Management System metrics (Budgeted/Targeted Quantity of Work Performed, Actual Quantity of Work Performed, etc.) and by adherence to the Shipbuilder’s schedule. Near term objectives are delivery of SSBN 826 and SSN 803 in 2026 and achieving “1 Columbia Class +2 Virginia Class Submarines by 2030”. This effort will be accomplished through networking with Shipbuilder engineering, material management, procurement, planning, management, and operations personnel along with daily deck-plate observations and follow-up with the Shipbuilder and other stakeholders. Follow up to include working with the Shipbuilder, and other stakeholders on the root causes for performance challenges and on working to overcome those challenges. The job requires more than 25% time on deck plate, in shops, and in material storage, handling, and transportation sites understanding opportunities and challenges. This position reports to and works for the Transformation Management Office (TMO) within Direct Reporting Portfolio Management (DRPM). In this role, you will: Identify, Investigate and concisely communicate the scope, status, and impact of any construction related schedule delay or quality issues to both Shipbuilder Leadership, Transformation Management Office and Navy Team Leadership. Conduct and document work effectiveness observation studies to identify process barriers and gaps that impact shipbuilder effectiveness. This includes daily deck plate observations of work in progress, attendance daily at supervisor-to-team morning start up meetings, and turnover meetings across shifts. Develop understanding of root causes for any construction delays or quality issues associated with module construction and outfitting. Areas to address in each root cause analysis include but is not limited to: · Adequacy of information management process · Adequacy of material management processes · Adequacy of Quality Management System processes and adherence by the Shipbuilder and suppliers relied on to support the Shipbuilder Rapidly assess the scope of a construction-impacting technical, supply chain or resource related issues. Liaison with the appropriate cognizant shipbuilder SMEs, government engineering team members, and program office support representatives to lead and drive these issues to resolution. Identify and document barriers including ones with NAVSEA and the Program Office that slow down or do not support module delivery pace and quality in support of submarine construction goal of 2+1 submarine deliveries per year. Work closely with Shipbuilder engineering, production, quality assurance, program office and other relevant departments to resolve technical issues in an expedient manner. Develop, in collaboration with the Shipbuilder, TMO, Navy teammates, and other stakeholders, process improvement recommendations and strategies when documenting Opportunities for Improvement (OFI) identified during observation studies Enhance communication between the Shipbuilder and government on technical issues to shorten timelines necessary to resolve construction-impacting liabilities. Streamline communication channels for routine reporting between stakeholders to reduce delays, improve coordination and maximize shipbuilder labor effectiveness. Proactively develop in collaboration with the Shipbuilder and other stakeholders process improvement plans that result in more timely and efficient resolution of technical, supply chain or resource constraint issues The task of this role requires direct personal engagement with the Shipbuilder and leading a 20+ person team to provide: 1. Daily deck plate presence on SSBN and SSN modules and hulls under construction and test, assessing and influencing resource allocation, progress to targets, and barriers/constraints to required schedule, cost, and other performance objectives. 2. Rapid intervention and engagement with the Shipbuilder to overcome real-time barriers to meet daily objectives. 3. Leadership, management and collaboration of the contribution of the 20+ person team to the Transformation Management Office (TMO). The TMO and 20+ team will consist of analysts and personnel from the Navy, including personnel from the Supervisor of Shipbuilding. 4. Collaborate with the Shipbuilder defining systemic improvements with engineering, planning, operations/production, ship/project management, and supply as issues are manifested on waterfront. 5. Identify, Assess, and support opportunities to improve Shipbuilder management and supervision of deck plate work and supporting organizations and activities. This effort is anticipated to span the typical Range of improvement opportunities, e.g., "just do it" to formal causal analysis with follow-on long-term and short-term corrective actions. 6. Identify, assess, and support opportunities for improving Shipbuilder performance through improving Navy/government support to the build program.