Home' Defence Magazine : Issue 3 2010 Contents 24 www.defence.gov.au/defencemagazine
thrives in Navy conscience
The New Generation Navy (NGN) Program has reached the end of
its first year, with many aspects of the Program already business as
usual across Navy.
RIGHT: Chief of Navy Vice Admiral
Russ Crane, Able Seaman Kristy
Debnam and Warrant Officer of
the Navy Warrant Officer Mark
Tandy cut up the cake to celebrate
the first birthday of the New
Generation Navy (NGN).
Photo: LSIS Phillip Cullinan
Projects under NGN include changes
to the way leadership training is
delivered to all ranks, with a focus on
what makes an effective, inclusive
and ethical leader. These leadership
principles are now delivered as
three-day workshops to senior sailors
and senior officers, and as modules
in existing training programs for
junior officers, and in promotion
courses for junior sailors.
Culture change projects include
improving technical training, getting
people to sea earlier, improving
the effectiveness of the rejoining
process, increasing awareness
of flexible work practices, and
reviewing respite and predictability
across the fleet.
The signature behaviours were
an early outcome of NGN, and
are now being embedded in Navy
through the Making the Change
program, which is being facilitated
through the divisional system. These
behaviours are a guide to Navy’s
preferred culture, and demonstrate
attention to people, performance and
All Navy people will now have their
performance assessed against these
behaviours as part of their NOPARs
and SPARs, with work underway
to align the Navy’s promotion and
advancement systems with NGN.
For further information on the NGN
projects, log on to the NGN site on
the Navy intranet.
Those in Navy’s Directorate of Navy Continuous Improvement (DNCI) are
keeping busy with several projects that will develop a culture of cost
consciousness by equipping commanders and managers with the tools to
deliver capability more effectively and efficiency.
MAIN: A rainbow catches the harpoon launcher
of HMAS Anzac as she approaches HMAS Sirius
for a replenishment-at-sea during the Fleet
Concentration Period. Photo: ABIS Andrew Dakin
Continuous improvement projects underway
include the Mine Warfare and Clearance Diving
Continuous Improvement Program (MCDCIP) and
the Seahawk Support Systems Improvement
The MCDCIP project is halfway through phase
two and involves extensive further examination of
improvement opportunities. Importantly, this will
involve detailed measurement, fact finding and
comparative analysis to present robust business
cases in support of identified improvement
SSSIP started in March 2010 and focuses on
support systems such as operational maintenance
and deeper maintenance programs.
The ANZAC Ship Capability Improvement Project
(ASCIP) commenced in April 2010.
DNCI is also rolling out a suite of training products
throughout the RAN. Training available for selected
personnel includes a one-day lean overview
workshop, a four-day level one practitioner course
and a five-day level two specialist course.
This development provides an exciting opportunity
for sailors, civilians and officers to be involved
in improving our Navy from the bottom up, with
training and top level support, to really make a
In time, Navy will build a large footprint of all
levels of lean practitioners, to ensure our journey
as a continuous improvement organisation is
successful and fulfills Navy’s requirements under
If you would like further information on lean
training or any of the improvement projects
currently underway, please visit the DNCI website,
accessible through the New Generation Navy /
Strategic Reform Program webpage.
DNCI was established in July 2009 with the
responsibility for identifying opportunities for
improving the way Navy does its business and
developing a culture of cost consciousness.
ABOVe: Leading Seaman Writer Reyannon Sansom
ensures all ship’s company of HMAS Anzac are
looked after with pay and allowances during the Fleet
Concentration Period. Photo: ABIS Andrew Dakin
Navy comes of age
defence magazine ›
At the launch of NGN, Chief of Navy Vice
Admiral Russ Crane said that improving Navy’s
culture was his number one priority.
“I am proud to say that in the last twelve months
there has been a positive change in our culture,
but we need to do more,” VADM Crane said.
“There has been a tremendous amount of work
done by the NGN personnel to implement and
deliver initiatives and changes for the RAN and
its sailors, and there have been successes and
positive reactions right throughout the Navy.
Navy Warrant Officer (WO) Mark Tandy agrees
that the impact of NGN is beginning to be felt
across the fleet, but change would need to be
initiated and managed by leaders of all ranks.
“Sailors are genuinely excited about NGN and
what the future holds, however they want to see
results in their workplace,” WO Tandy said.
“This will be the focus for Navy in the second
year – ensuring that we lead by example. If we
are going to make a real difference in our culture
then workplace leadership will be the key.”
VADM Crane acknowledged that there is a still
more to do to create Navy’s desired culture, and
that the changes would continue to be felt for
“NGN is a five-year program, and culture change
is too challenging and far too important to rush,”
VADM Crane said.
“The Australian people expect us to perform and
behave to a higher standard, and to ensure we
are a Navy renowned for excellence in service
to our nation. This vision must be consistently
interpreted and shared by all throughout the
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