Navy OPNAV N10

In order to improve the precision of the Navy Manpower portion of the President's Budget Submission to Congress, the CFO of Navy Manpower (Chief of Naval Personnel Command) needed to revise the method for preparing the Navy's part of the submission. Additionally, certain incidents proved the lack of ready access to detailed financial data. As a result the CFO contracted to resolve these issues.

CAI was contracted to build a system that would meet these goals. The President's Budget is a budget for future years. In order to better forecast the future it is necessary to be able to track the past and to identify trends and changes to financial requirements to date. For the Navy the problem was the historical and execution manpower data was in many individual, large scale systems. While a few of the systems shared data, no single system shared all of the data. An identifiable trend in any one of these systems could have a significant impact on the financial needs of the Navy in the President's budget.

In short CAI designed an Oracle based system that provided the means to store Navy Manpower personnel, billet, pay, and work data in a single system, the Navy Manpower Programming and Budget System (NMPBS). This system has interfaces from over 16 Navy personnel data systems. As a result trends that are identifiable in the personnel system but not identifiable in the pay system can be accounted for in the budget submission.

Further, this system allows users to query data that originally came from several Navy OLTP systems in one place, with one login/password, and by one COTS query tool. Never before have users been able to aggregate all of this kind of data and perform analyses in a tool more powerful than Excel. Users have access to combined data in tables with up to 500M rows–a capacity far beyond the reaches of Excel.

In federal budgeting as in the private sector it is bad to go over budget. In federal budgeting it is also bad to go substantially under budget. A budget under-run will be held against the following year. In today's budgets that is a cost that cannot be afforded.

Beginning in 2006 CAI was instrumental in helping the Navy implement the Toyota Lean Model in Navy Manpower. All Navy work was identified, itemized, and mapped to each Navy billet. CAI was instrumental in the design of the methods to identify, capture, and store this data and built the capability as the Intelligent Workbook (IW) in NMPBS. This capability provided a Total Force view of the Navy in that it captures military, civilian, and contractor billets as part of the budget build. CAI built a web-based application for Navy users to personally input the work data and for the system to provide costing. As a result for the first time the Navy could easily apply Six Sigma methods to gain efficiencies and economies in the approximately $50B/year that Navy Manpower costs. Further, the Navy is able to build its Program Objective Memorandum (Navy Manpower's portion of the President's Budget) from the bottom up, billet by billet with each billet cost being calculated at a very high level of precision.

As a result of CAI's efforts the Navy is able to improve the precision of its manpower forecasts from an error rate of 5-10% to less than 1%. Further, data calls that routinely come into the CFO's office and other Navy offices regarding manpower questions no longer take weeks to manually assimilate and provide an answer. These questions are often answered in less than an hour. These type questions have been received from DOD, Congress, the Executive Branch, other military branches, and others. The responses have been accurate and timely. The Navy has also gained the ability to apply operational research tools and other models for the purpose of further maximizing the impact of the Navy Manpower budget.