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<p>The Navys approach to planning and executing Chief of Naval Operations maintenance availabilities has undergone significant changes since 2006. The adoption of unique lean initiatives and defined project management fundamentals have guided shipyard and project leadership as they manage scheduled industrial maintenance for ships and submarines. These business practices have resulted in performance measurement and control data being gathered for shipyard management to use as they analyze availability performance. This thesis reports on the results of exploratory analyses of these data to evaluate associations and trends pertaining to cost and schedule performance since the inception of the lean initiative. The studys analyses suggest that numerous performance metrics display trends which suggest availability performance is improving over the defined lean initiative time frame; that several metrics are functions of the length of the individual availability and require appropriate weighting considerations; and that average weekly interim production bow wave metrics evaluated early in an availability may have predictive abilities concerning availability completion success.
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<br>Subjects: CNO Availability; Naval Shipyards; Performance Metrics; Project Management; Navy Industrial Maintenance; Systems Engineering; Process Improvement; Availability Lateness</div>
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White, Matthew J.</div>
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