2. Enabling Objectives DEFINE commitment.
Introduction
Enabling Objectives
DEFINE commitment.
EXPLAIN how a Petty Officer demonstrates Honor, Courage and Commitment.

3. Introduction The Navy’s Core Value of Commitment
I will obey the orders…
Accordingly, we will:
Demand respect up and down the chain of command;
Care for the safety, professional, personal and spiritual well-being of our people;
Show respect toward all people without regard to race, religion or gender;
Treat each individual with human dignity;
Be committed to positive change and constant improvement;
Exhibit the highest moral character, technical excellence, quality and competence in what we have been trained to do.
The day-to-day duty of every Navy man and woman is to work together as a team to improve the quality of our work, our people and ourselves.

4. Enabling Objectives Lesson 1 EXPLAIN vision in your own words.
EXPLAIN mission in your own words.
LIST the elements of an effective vision and mission statement.

5. Effective Vision Statements
Lesson 1
Effective Vision Statements
Set in the future
Almost attainable
Concise
Balanced with external/internal drives
Consistent with the Navy’s Core Values
Inspiring

6. U.S. Navy Vision Statement
Lesson 1
U.S. Navy Vision Statement
For 240 years, the U.S. Navy has been a cornerstone of American security and prosperity. To continue to meet this obligation, we must adapt to the emerging security environment. The initiatives laid out in this Design represent initial steps along a future course to achieve the aims articulated in the Revised Cooperative Strategy for the 21st Century (CS-21R) in this new environment. It’s a tremendously complex challenge. As we get underway, we must first understand our history - how we got to where we are. Moving forward, we’ll respect that we won’t get it all right, and so we’ll monitor and assess ourselves and our surroundings as we go. We’ll learn and adapt, always getting better, striving to the limits of performance. This cannot be a “top-down” effort; everybody must contribute.
Strategic environment adaptability –  
a) The first global force is the traffic on the oceans, seas, and waterways, including the sea floor – the classic maritime system.
b) A second increasingly influential force is the rise of the global information system – the information that rides on the servers, undersea cables, satellites, and wireless networks that increasingly envelop and connect the globe.
c) The third interrelated force is the increasing rate of technological creation and adoption.
Our competitors –
a) Russia and China are not the only actors seeking to gain advantages in the emerging security environment in ways that threaten U.S. and global interests.

7. U.S. Navy Vision Statement cont’d
Lesson 1
U.S. Navy Vision Statement cont’d
b) All of these actors seek to exploit all three forces described above – the speed, precision and reach that the maritime and information systems now enable, bolstered by new technologies – to counter U.S. military advantages and to threaten the rules and norms that have been the basis of prosperity and world order for the last 70 years.
3) Core attributes –
a) INTEGRITY: Our behaviors as individuals and as an organization align with our values
as a profession. We actively strengthen each other’s resolve to act consistently with our values. As individuals, as teams, and as a Navy, our conduct must always be upright and honorable both in public and when nobody’s looking.
b) ACCOUNTABILITY: We are a mission-focused force. We achieve and maintain high standards. Our actions support our strategy. We clearly define the problem we’re trying to solve and the proposed outcomes. In execution, we honestly assess our progress and adjust as required – we are our own toughest critic.
c) INITIATIVE: On their own, everybody strives to be the best they can be – we give 100% when on the job. Our leaders take ownership and act to the limit of their authorities. We foster a questioning attitude and look at new ideas with an open mind. Our most junior teammate may have the best idea; we must be open to capturing that idea.
d) TOUGHNESS: We can take a hit and keep going, tapping all sources of strength and resilience: rigorous training for operations and combat, the fighting spirit of our people, and the steadfast support of our families. We don’t give up the ship.
4) Four lines of effort – a) Strengthen naval power at and from the sea; b) Achieve high velocity learning at EVERY level; c) Strengthen our navy team for the future; d) Expand and strengthen our network of partners
CNO Guidance-2016

8. Effective Mission Statements
Lesson 1
Effective Mission Statements
Challenging
Goal Oriented
Attainable
Align with the vision statement

9. U.S. Navy Mission Statement Lesson 2
“The United States Navy will be ready to conduct prompt and sustained combat incident to operations at sea. Our Navy will protect America from attack and preserve America’s strategic influence in key regions of the world. U.S. naval forces and operations – from the sea floor to space, from deep water to the littorals, and in the information domain – will deter aggression and enable peaceful resolution of crises on terms acceptable to the United States and our allies and partners. If deterrence fails, the Navy will conduct decisive combat operations to defeat any enemy”.
CNO “A Design for Maintaining Maritime Superiority”

10. Enabling Objectives Lesson 2 EXPLAIN creativity in your own words.
EXPLAIN innovation in your own words.
LIST the benefits of creativity and innovation.
IDENTIFY problem solving methods.
ASSESS opportunities for creativity and innovation.

11. Brainstorming Lesson 2 Analyze the problem Prioritize the issues
Look at one issue at a time
Think of as many ideas as possible
Choose and test the best

12. Challenge your Assumptions
Lesson 2
Challenge your Assumptions
The world is NOT flat.
Consider other possibilities
Question the everyday routine

13. Ask Plenty of Questions
Lesson 2
Ask Plenty of Questions
Are we asking the right questions?
How can we do this differently?
How would somebody from another department solve this problem?
What if?
Why do we do it this way?

14. Enabling Objectives Lesson 3 EXPLAIN in your own words a process.
LIST examples of a process.
EXPLAIN continuous process improvement.
LIST continuous process improvement methods.
EXPLAIN continuous process improvement methods.
EXPLAIN how a petty officer supports command mission and vision.

15. Lesson 3
Process - a series of steps and decisions involved in the way work is accomplished.
Process Improvement - seeking to learn what causes things to happen in a process and using that knowledge to reduce variation, remove activities that contribute no value to the product or service produced, and improve customer satisfaction
Continuous Process Improvement (CPI) - a comprehensive philosophy of operations that is built around the concept that there are always ways in which a process can be improved to better meet the needs of the customer and that an organization should constantly strive to make these improvement.
CPI Methods
Lean
Six Sigma
Theory of Constraints
Handbook for Basic Process Improvement

16. Lean Philosophy Lesson 3 Oriented to: People Focused on:
Enhancing Value
Eliminating Waste
Designed to:
help customize products
Be responsive to changes
Generate quality products

17. General Types of Waste Lesson 3 Defects Motion Over-processing
Transportation
Over-production
Waiting
Excess Inventory
Underutilized People

18. Cycle Time- the time it takes to complete one full repetition of work.
Lesson 3
Cycle Time- the time it takes to complete
one full repetition of work.
Flow- progressive achievement of tasks
with no stoppages.

19. Theory of Constraints (TOC)- a philosophy
Lesson 3
Theory of Constraints (TOC)- a philosophy
and methodology for addressing logical
thinking, scheduling and controlling resources,
and measuring performance. The philosophy
emphasizes that a systems constraint exists in
any process and controls the output from the
entire process.
Continuous Process Improvement Transformation Guidebook

20. 5 Steps of Theory of Constraints
Lesson 3
5 Steps of Theory of Constraints
Identify the Constraint
Decide on modify or redesign
Improve constraining task performance
Increase output of constraining task
Return to step 1 & Repeat-Continuous Process Improvement

21. Six Sigma-a strategy that espouses
Lesson 3
Six Sigma-a strategy that espouses
increasing profits by eliminating variability,
defects and waste that undermine customer
loyalty.
Attacks variation in design
Specifies variability
Sets Goals for:
Safety
Reliability
Cost
Performance
Continuous Process Improvement Transformation Guidebook

22. Six Sigma-Variability Sources
Lesson 3
Six Sigma-Variability Sources
Insufficient design margins
Poor design practices
Unrealistic requirements
Changes
Process variability
No two processes are identical
Measurement variability-
No two measurements are precisely the same

23. Lesson 5 Enabling Objectives:
DETERMINE the responsibility, authority and accountability of a Petty Officer Third Class.
DIFFERENTIATE between responsibility, accountability and authority.
EVALUATE interactions between Petty Officers, junior and senior shipmates and peers.
IDENTIFY the responsibility, accountability and authority of each member of the chain of command.

24. Honor Courage Commitment
Lesson 5
Honor
Courage
Commitment
An ideal Petty Officer is……….