Navy Enlisted/Officer Occupational Classification System (NEOCS/NOOCS)

Client: Navy Manpower Analysis Center (NAVMAC)

Project Statement

Navy Enlisted Occupational Classification System (NEOCS) is the method the Navy uses to identify enlisted personnel skills and the requirements associated with these skills. The system forms the basis for actions taken concerning enlisted personnel planning, manpower management, accession, training, promotion, distribution, assignment, and mobilization. NEOCS consists of the Enlisted Rating Structure and the Navy Enlisted Classification (NEC) Structure.

Navy Officer Occupational Classification System (NOOCS) is the method the Navy uses to identify skills, education, training, experience and capabilities related to both officer personnel and manpower requirements. This system forms the basis for officer personnel planning, manpower management, accession, training, promotion, distribution, career development and mobilization. NOOCS consists of four major subsystems: the Designator/Grade structure, the Navy Officer Billet Classification (NOBC) structure, the Subspecialty (SSP) structure, and the Additional Qualification Designation (AQD) structure.

The scope of the project was to construct a SIMPROCESS model of the NEOCS and NOOCS process and provide a master re-engineering plan. The NEOCS and NOOCS process was defined as those activities that occur, once a proposed change has been identified and formally sent to NAVMAC for processing. Additionally, the model focused on NAVMAC actions. The specific processes, work time, and costs associated with non-NAVMAC activities were not included (e.g., the analysis steps performed by the NEOCS board were not documented, timed, or cost analyzed).

CACI Services Involvement

The CACI BPR team consisted of a project lead, one simulation analyst, a part time (on-site) analyst, and a customer liaison. SIMPROCESS was used to build the NEOCS/NOOCS “As-Is” and “What-If” simulation models.

Deliverables

CACI provided NAVMAC with an “As-Is” simulation model, 3 “What-If” simulation models, a final report, final briefing slides and presentation, tracking spreadsheet, and 2 resource matrices.

Results

After completing the customer interviews and beginning the “As-Is” model construction, the current process’ faults became readily apparent. The requests were spending an inordinate amount of time in review, and sitting in “in-baskets.” The process was also full of many small and menial, but easily automated tasks. The team then developed three concept models to alleviate the current process faults. The first alternative aimed at streamlining the process through policy and/or procedural changes. The second alternative was based on the implementation of an internet workflow system. The third alternative was a combination of the previous two models integrating the benefits of both of the previous alternatives. The team then constructed three simulation models based on the implementation of the alternatives. Based on the results obtained from the three “What-If” simulation models the BPR team was able to recommend an alternative system for executing the NEOCS/NOOCS process. The chosen alternative was based on the combination model, specifically an internet workflow system that incorporated the policy and procedural changes. The model yielded significant quantitative improvements.

  • Reduced the total cycle times of NEC establishment, revision, and deletion requests (NEOCS) by 23-39%
  • Reduced the resource utilizations of the NEOCS personnel by 14-33%
  • Reduced the total cycle times of SSPs, NOBCs, Designators, and AQDs (NOOCS) by 24-42%
  • Reduced the resource utilization of the NOOCS analyst by 41%
  • Significantly reduced the number of all types of requests in the system
The team also developed a tracking spreadsheet for the NAVMAC staff to help keep track of pending requests and collect data, and to serve as an interim fix until the new system could be implemented.