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> Home / Acquisition Topics / Program Management / Cycle Time Reduction

Cycle Time Reduction

Overview

Cycle Time Reduction (CTR). From a cost perspective there is a well known saying that time is money. It is, but more importantly time is the competitive edge in providing war fighters the right systems and services at the right time in the right place as well. Both cost reduction and quality improvements, hence competitive improvement, result directly from the use of cycle time as the primary organizational metric. The basic hypothesis is that "as many as 90% of the existing activities [of a business] are nonessential and can be eliminated." Elimination of these activities reduces cost. To eliminate these activities requires a systemic view of the processes of the organization that leads to improved product and process quality with associated reduced internal waste. Cycle time is addressed from the perspectives of management, traditional operating practices, business flow, productivity, the employees, profits, implementation, and future strategies. Concurrent engineering, quality function deployment, and integrated product deployment are valuable tools for cycle time reduction.



Policy and Guidance


Acrobat Document Acquisition Cycle Time Reduction
Acrobat Document Acquisition Strategy Decision Guide --DON
Acrobat Document DOD Integrated Product & Process Development Handbook
Acrobat Document Implementing Cycle-Time Reduction Recommendations
Acrobat Document Study on the Application of Modeling and Simulation to the Acquisition of Major Weapons Systems



Success Stories

Document Acquiring a Common NDI Ship/Submarine Inertial Navigation System
Document Applied Performance Based Specs to Replacement of Inertial Navigation Unit
Document Applying Commercial Practices to SONAR System Component Development
Document Applying Commercial Practices to START Compliant Telemetry Data Collection
Document Applying Perfromance Based Acquisition to the Replacement of Attitude Heading and Reference System
Document Cost Reduction in the TB-29A Towed System
Document Creating a Paperless T-45 Program Office
Document Development of the Integrated Ship Control System (ISCS) Design for the MCM
Document Direct Vendor Delivery Contract for A-CRI System
Document Expedited Task Order Process for Engineering and Technical Support Services Contracts
Document Expediting Joint Tactical Information Distribution Systems (JTIDS) Milestone Decision
Document Expeditionary Fighting Vehicle (EFV) Development
Document F/A-18 E/F Super Hornet Engineering and Manufacturing Development Improvements
Document Integrated Sea Trials Management for Sealift New Construction
Document Joint Standoff Weapon Program's Acquisition Streamlining
Document Meeting Cycle Time Goals for Aviano Runway Repair
Document Meeting JTIDS Testing Requirements through Partnering
Document New Test Paradigm: Reengineering Development, Operational, and Factory Tests
Document Rapid Implementation of Line of Sight (LOS) Network
Document Rapid Prototyping of Shipboard Scalable High Performance LAN (SHPL)
Document Reducing Cost/Schedule for TOMAHAWK All-Up-Round Program
Document Reducing Lead Time for Small Purchases
Document Revolutionizing Multi-Place Life Raft Acquisition
Document Standarization of Ejection Seats across Platforms
Document Streamlining FMS Procurement of the F-100 AEGIS Equipment
Document T-45 Program Office Brings MILSTRIP Procedures in House
Document Use of Innovative Contracting Techniques in Early Stage Design
Document Using SBIR to Modernize Parachute System




Accessibility Help and Information Office of the Assistant Secretary of the Navy (Research, Development and Acquisition)
1000 Navy Pentagon
Washington, DC 20350-1000

Deputy Assistant Secretary of the Navy for Acquisition Management, DASN (ACQ)
Director, Acquisition Career Management
Deputy Assistant Secretary of the Navy for Logistics, DASN (LOG)


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