DoD Hazmat Business Process Reengineering: Environment, Safety Occupational Health (ESOH) Transformation Office of the Deputy Under Secretary of Defense for Installations Environment ODUSD(I&E) Business Enterprise Integration March 2006
Overview Background Defense Business Transformation ODUSD(I&E) Business Enterprise Integration (BEI) BEI Approach to Transformation Rationale for Hazardous Materials (Hazmat) Business Process Reengineering (BPR) DoD Hazmat BPR 2
DoD Business Transformation Organization Governance I&E View Defense Business Systems Management Committee DUSD(BT) DUSD(I&E) I&E Domain Governance Board DoD Component BEI Business Process Reengineering Teams RP&ILM Investment Review Board BEI Directorate Program Success Factors (i.e., Why we will succeed ) Senior leadership engagement -with realistic robust governance model Joint warfighting imperatives -creates opportunities for collective decisions Statutory regulatory requirements for business transformation Subject Matter Expertise DUSD(FM) Governance DEPSECDEF, USDs, CJCS, Secretaries of the Military Departments Acknowledgement of tiered accountability Continuity leverages learning from past three years, with visible opportunity for success during next four years. BRAC forcing function for integration Team members who have done this before in private sector Business Enterprise Architecture (BEA) Enterprise Transition Plan (ETP) serve as blueprint course of action for transformation 3
ODUSD(I&E) Business Enterprise Integration Vision: An I&E community that provides timely, accurate reliable information within I&E to the warfighter DoD business enterprise Mission: Support both the I&E DoD Business Transformation goals Goals: The ODUSD(I&E) Business Enterprise Integration Directorate will produce outcomes that: Provide better information for strategic tactical decisions Reduce the cost of business operations Improve stewardship of I&E assets Support integration of DoD enterprise business operations I&E Strategic Goals Right Size Place Right Quality Right Safety Security Right Resources Right Tools Metrics Alignment I&E Business Enterprise Integration Goals Enable achievement of I&E strategic tactical goals objectives Provide better information for strategic resourcing decisions Reduce the cost of business operations Improve stewardship of I&E assets Support integration of DoD enterprise business operations DoD BT Enterprise Goals Support joint warfighting Provide better information for strategic resourcing decisions Reduce the cost of business operations Improve stewardship to the American People 4
BEI Approach to Business Transformation Collaborative Collaborative Business Business Process Process Reengineering Reengineering Requirements Requirements Documentation Documentation Prepare Prepare document document Component Component authorization authorization Document Document Collaborative Collaborative Results Results Integrate Integrate requirements requirements processes processes Business Business Enterprise Enterprise Architecture Architecture Enterprise Enterprise Transition Transition Plan Plan Update Update Policies Policies Ongoing Ongoing Leadership Leadership Activities Activities Manage Manage the the real real property property installations installations lifecycle lifecycle information information technology technology portfolio, portfolio, provide provide investment investment review review Host Host new new I&E I&E enterprise enterprise capabilities capabilities Pursue Pursue new new reengineering reengineering opportunities opportunities Implementation Implementation Support Support Develop Develop enterprise enterprise capabilities capabilities Support Support component component development development of of implementation implementation plans plans milestones milestones Review Review milestones milestones outcomes outcomes 5
Evolution of ESOH Management Sustainable Operations E[SOH]MS**/ Functional Integration P2*/Pursuit of Excellence Denial Acceptance & Compliance Tolerance *P2 = Pollution Prevention, ** EMS = Environmental Management System 6
BEI -- ESOH Strategy Transforming Defense ESOH Management To Enhance Efficiency Improve Warfighter Readiness Manage Assets to Support the Mission Sustainable Operations Manage Operations to Sustain Assets Internal External Stakeholder Support 7
DoD Hazmat BPR 8
Why Reengineer Hazmat Management? Hazardous materials are: ESOH risk impact-intensive A cost driver across the Department Hazmat BPR: a logical first step for ESOH transformation Target of Component-level transformation initiatives Foot in the door toward integration of sound ESOH management into mission activities 9
Hazmat Management in DoD 1990 s - Implementation of Hazmat Pharmacies revolutionized Hazmat management across DoD Reduced usage Controlled issuance Reduced waste unauthorized use 2005/2006 DoD Hazmat BPR jointly defined next steps in evolution of Hazmat management Leveraged Services DLA re-engineering efforts Focus Areas: Jointness/interoperability; data stardization accessibility; product-data linkage; Hazmat process control 10
Hazmat BPR Summary Scope of Phase 1: Operations sustainment processes involving Hazmat Approach: Integrated, joint, cross-functional initiative: I&E (ESOH), Logistics, Acquisition, Personnel Hazmat BPR, Phase 1 Objectives: o Define DoD core product hazard data requirements o Establish authoritative source for product hazard data o Enable unique linkage of a product to its hazard data o Create stard business process to develop Hazmat process (ESOH) controls Outcome: Document BPR results as DoD Hazmat Requirements Bottom-line: Implementation of BPR requirements is intended to reduce costs improve Hazmat management across DoD 11
Hazmat BPR Context Diagram Hazardous Material Source/Provider Training Activity Planning Activity User (Operational Process) Disposal Activity Risk Assessment Activity Material/ Process Use Information Material/ Process Use Advisory Material Product Data Feed Back Operational Process Process Authorization Risk Assessment Regulatory Community Regulations Material/ Process Use Information Material Product Data Hazmat Material Process Authorizations Material/ Process Use Information Material/ Process Use Information Material/ Process Use Advisory Process Restrictions Authorization Compliance Monitoring Activity Material/ Process use Information Material/ Process Alternative Material Hling Requirement Material Product Data Medical/Healthcare Community Material/ Process Alternative Procurement (Source/Acquire) Activity Weapon System Acquisition Activity Transportation Activity Inventory Management Activity 12
As Is -- Current Situation Data Issues: Non-Stard data within across Components Duplicative IT systems redundant data entry Questionable data quality product-data correlation Lack of authoritative data source(s) Process Regulatory Issues: Inconsistent approval procedures within across components Variable level of protection/support provided to mission, personnel environment Unreliable information for management decisions Inconsistent compliance reporting Inability to assess regulatory impact on DoD mission 13
Hazmat BPR Timeline 4Q05 1Q06 2Q06 3Q06 4Q06 Phase 1 Closeout Preparation for Phase 2 Hazmat BPR Phase 2 --------------- -----Architecture Integration (BEA 5.0?) ------------ Today Hazardous Materials Data Modeling (Phase 1 Phase 2) Materiel Visibility DoD Data Master Integration (Item Master in first 6 months (?)) DGB Meeting Estimated BEA Freeze Draft Requirements Document (Phase 1) Review Draft Requirements Document Integration into BEA 4.0 Draft Review Change Control Plan/process for ESOH Jul 05 Aug Sep Oct Nov Dec Jan 06 Feb Mar Apr May Jun Jul Aug Sep 06 14
To Be Following BPR Implementation Data Solution: Authoritative data source (DoD Product Hazard Data Master) Provides reliable data for management decisions regulatory needs Enables unique linkage of product data Eliminates redundant data entry maintenance Process Regulatory Solution: Stard Product Hazard Data Stard DoD Hazmat business process Common language; jointness; interoperability Consistent levels of support, protection control Sound basis for regulatory reporting impact assessment 15
Hazmat Phase 1 Results Stard data common language for Hazmat Stard Hazmat business process incorporating best practices Modular process for ESOH (operational) controls development Leverages EMS Supports sustainable operations Hazmat incorporated in BEA 3.0 as ESOH Control Requirements Initiated development of DoD Product Hazard Data Master 16
Closing Thoughts Our function in BEI is to enable your transformation requirements Joint, collaborative BPR with Component SMEs Documentation of joint requirements reflecting consensus best practices Integration of requirements into DoD Business Enterprise Architecture functional policy Implementation support It is not necessary to change. Survival is not matory. - W. Edwards Deming 17
One More Thing. Business Enterprise Integration Booth (#1037) Please visit the Business Enterprise Integration booth! Located in Exhibit Hall D, space #1037, across from the Lounge 18
Questions? 19