MBA Insider: A Day In The Life September 9, 2007, 12:45PM EST

Sailing Past B-School

A Darden grad takes on a new challenge from the Navy

by Mac Russell

Mac Russell
U.S. Navy
Virginia (Darden) MBA

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I'm on active duty in the Navy, and my primary job is the support of the Portsmouth Naval Shipyard, one of four remaining naval shipyards in the nation. Established by the federal government in 1800, the Kittery (Me.) shipyard's mission is the overhaul, repair, and modernization of Los Angeles-class submarines, with the overhauls done both locally and remotely.

In business terms, I am the general manager of a strategic unit with 128 employees. I am also the director of a Navy supply center, responsible for housing and distributing over $175 million in significant assets that are distributed globally. As the supply officer, I take care of the ordering, expediting, receiving, storing, and delivering to each project all the material required to complete a repair or overhaul. Additionally, as the director of an inventory control point, I'm tasked with ensuring that the material is received, stored, and then shipped expeditiously when it is requested.

Here's a typical workday:

5 a.m.—I carpool to work with a co-worker. The 45-minute trip is mostly Interstate driving, so it goes by quickly.

6 a.m.—In the office, I've got some time before my first meeting. I check e-mail and message traffic. I get my messages through two servers, so this takes a few minutes. Any e-mails regarding immediate material concerns that I cannot answer right away I forward to one of my direct reports in Acquisition or Material Movement.

7 a.m.—Our weekly production meeting is where the superintendents of each submarine project report their status to the shipyard commander. The discussion surrounds the performance thus far and any concerns about being able to complete the project on time.

9:30 a.m.—Gemba Time—"Gemba" is a Japanese term used in lean thinking that essentially means to go to the shop floor. On the receiving floor, I observe the process of receiving expedited material. We just a bar-coding system into place, a big change for my folks who have been using a manual system.

10:15 a.m.—In the office, there is an issue with a special type of lubricating oil. The supply system is currently out of stock, and the project needs it ASAP. I talk with my business operations manager about locating it somewhere in the Navy's global supply system.

11 a.m.—The business operations manager reports that the expediters have found the lubricating oil. It's being shipped overnight from Norfolk, Va.

11:15 a.m.—I've got time for a quick run. This is my opportunity to clear my head and enjoy the coastal scenery on a sunny day.

Noon—The daily project notes have just been sent out. I look at each one to see if there are material concerns.

1 p.m.—I attend the executive staff meeting with my three direct reports. Today's topic is the monthly report. This is also a good opportunity for me to get input from reports about the operation and any concerns they may have.

2:30 p.m.—I check e-mail and work on the end-of-month report; it's due at corporate in five days. Since corporate headquarters is 750 miles away, I want to make sure they have good visibility of how my operation is doing, both the good and the bad.

3:15 p.m.—I meet with the budget analyst and the business manager to discuss the next fiscal year's budget. It's not due for another week, but we want to make sure we're adequately represented into the new year.

4 p.m.—After answering all the emergent concerns and pertinent e-mails, I wrap up any last-minute issues and head out the door.

5:20 p.m.—I'm home for dinner and to spend some time with my two girls.

8 p.m.—Time to relax. Currently, I'm reading a book titled Lean Distribution. Several of my B-school classes focused on lean thinking, but none focused on distribution centers. So I want to get ideas on improvement processes that I can apply to my operation.

Overall, the job is much more significant than I anticipated. My department plays a role in practically every aspect of shipyard operations. Additionally, I'm running the only distribution center for a group of critical assets that require shipment at a moment's notice to anywhere in world. That being said, business school has helped prepare me for this job. The operations, strategy, and leadership courses, specifically, have provided me with the tools I'll need to lead my organization. My Gemba Time is the best part of my workday. I have 19 work sites throughout the shipyard, and I make a point to visit at least two each day. This gets me out of the office and on the front line, where the real operation is located. It also gives me the chance to talk with employees to get their take on things and hear their ideas. Getting out on the shop floor allows me to see the operation in real time and keep a finger on the pulse of the business.