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Why Not?Why Not?

Army Sustainment CommandArmy Sustainment CommandAdvance Planning Advance Planning Briefing to IndustryBriefing to Industry20-21 August 200820-21 August 2008

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Agenda

• Command Assessment and Continuous Improvement (CACIO) Overview

• Quality Expectations

• Cycle of Continuous Improvement

• AMC Rapid Review Team Assessment

• E-Board

• Road ahead

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ASC Major Mission Areas &LSS Strategic Alignment

ContractingServices:

Manages contracts with civilianfirms to provide subsistence,

construction, maintenance, and supply/distribution services in place

of military force structure.

Ammo Chem Demil FMS Contingency Contracting ARFORGEN Support

Reset: Enable units to train

and deploy by assistingwith repair and equipment.

TACTICAL OPERATIONALSTRATEGIC

ARFORGENSupport

ARFORGENSupport

EquipmentManagementEquipment

Management

Field Support: Identifies and resolves technical and sustainment issues and mitigates materiel readiness problems for the COCOMs.

AFSB CommandersLSE Commanders

AMC LCMC Equip LARsLMSs and SLARs

TAV

CIF

MRA

P 1

114

Xfer

LA

P L

og S

pt Army Prepositioned Stocks:

Provides power projection platforms for COCOMS, Disaster Relief and Humanitarian Aid.

Afloat & Land-Based

Materiel Management:

Provide logistics support to equip and sustain our forces world wide.

LOGCAP:U.S. ARMY Premier Capability To Support Global

Contingencies By Leveraging Corporate Assets

To Augment Army Current And Programmed

CS/CSS Force Structure. Support Enabler

For Force Vision and Future Forces

Align improvement opportunities to one of these 6 major mission areas / lead

principal staff element.

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Organizational Inspection Program

Army Field Support Brigades

Contracting Support Brigades/PARC

Headquarters United States Headquarters United States Army Sustainment Command (ASC)Army Sustainment Command (ASC)

Commanding GeneralDCG for

Mobilization

Deputy to the Commander Command Assessment & Continuous Improvement

CSMLOGCAP LSU

MFSC

Small BusinessOffice

Equal Employment Office

Inspector General Office

As of 11 Mar 2008

x 7

x 4

Office of Counsel

JAG

Acquisition Center

Ammo & Install Contracting Division

Acquisition CenterSupport Division

Chemical DemilContracting Division

Field SupportContracting Division

Executive Director for LOGCAP

LOGCAP DPD-Kuwait

LOGCAP DPD-Iraq

LOGCAP LOD DPD-Ft Belvoir

LOGCAP DPD-Afghanistan

Executive Director for Field Support

Distribution Management Center

Logistics Assistance Program Directorate

Army Prepositioned Stocks Directorate

ASC Forward Directorate

Support OperationsDirectorate

Chief of Staff

Dep CofS, G-1

Dep CofS, G-6

Dep CofS, G-8

Dep CofS, G-4

Dep CofS, G-2

Dep CofS, G-3/5/7

Competition Advocate/ Ombudsman

Army Reserve Advisor

National Guard Advisor

Internal Review

Historian

Public AffairsOffice

Chaplain

Surgeon

Provost Marshal

Exec Svcs

HHC

SGS

613 Military 1562 Civilians72694 Contractors 15 Countries 35 States

ASC

Military: 210

- Civilian: 617

- Contractor: 1440

ASC

Military: 210

- Civilian: 617

- Contractor: 1440

ASC Logistics Support & Evaluation Team (ALSET)

Lean Six Sigma (LSS)

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Vision

The ASC Command Assessment and Continuous Improvement Office will become the command’s expert and

principal advisor for all assessments, evaluations, and analysis efforts. CACIO will improve, standardize, and replicate

efficient and effective best practices ASC enterprise wide, while fostering a culture of

continuous improvement.

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The CACIO will perform as a fully integrated and responsive assessment and improvement capability. The CACIO will provide a revamped and well-synchronized inspection program to serve as the command’s eyes and ears, identifying trends and anomalies

throughout the ASC. The ALSET’s expanded technical capabilities will serve as the "standards pilot" for all ASC operations.

Command–wide deployment of continuous improvement and LSS principles will shape the culture and mindset of the ASC’s Soldiers

and Civilians to routinely challenge themselves to be the most effective, most efficient, and most responsive to the Soldier. The CACIO will utilize cataloging and trend analysis tools, enabling

alignment of improvement efforts and resources to the Commander’s priorities.

The CACIO system will encourage sharing and replication of best practices, industry or government, and LSS improved processes

across the entire ASC enterprise as the "standard."

Mission

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ALSET/INTERNAL AUDIT-STDs PILOT,

CONTROL CHECKER

LSS - IMPROVE & REPLICATE

ImproveImprove

AnalyzeAnalyze

ControlControl

MeasureMeasureDefineDefine

ENTERPRISEASSESSMENT

OIP

LSS

ALSET

RRT

GAO

AAA

MCP

IRACOIG

ASC’s Approach toLeveraging Enterprise Improvements

Source ofSource ofRepairRepair

DOL’s

APS Sites

FLRC’s

FRA’s

Theater Sustainment

CollectiveCollective Approach Approach

Partnering with IMCOM,

ACC, ICC, Industry

Identify & ImplementBest Practices

Standardized QAOperations

StandardizedContracts

Standardized Performance

Metrics

RE

SE

T

L

BE

PD

TE

A

PS

T

HE

AT

ER

SU

ST

AIN

ME

NT

ContinuousContinuous Improvement Improvement

AS

C P

rog

ram

s

CI – Integrating & Replicating Best Practices Across the Enterprise

CI – Integrating & Replicating Best Practices Across the Enterprise

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MG Radin QuotesASC Commanding General

• “…this continues to be the foundation by which I am trying to build this command around...continuous improvement...getting better every day at what we do...”

• “Helping each other”

• “Continuous improvement is the engine that drives this command.”

• “Learning from your mistakes is good. Learning from others’ mistakes is excellence.”

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Quality Expectations

“Vision- maximum operational readiness, mission effectiveness and customer satisfaction with Army Sustainment products, services, and

systems.”

Top 10 Expectations…

• ISO 9001:2000 Compliant for OPCONd maint/supply processes

• Thru a “Community of Purpose” involve LCMCs, IMCOM, ICC, AMC Quality Federation, DOLs/FLRCs to improve Quality

• Standardize metrics to measure Quality

• Standardize Quality processes and programs & identify roles and responsibilities (i.e. physical inspections, represent quality reqmts up front in contracts, follow ANSI or ISO sampling methods, develop standard of repairs for all commodities- similar to DMWRs, move from defect detection to defect prevention)

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Quality Expectations(Cont)

• Sharing and replicating best practices/lessons learned • Partner between government and industry • Develop performance incentives to improve Quality• Develop key QA elements & standardize QASPs• Training/education of QA processes & program• Establish governing Quality Board (ASC, IMCOM, ICC)

and structure

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ASC Participation with ASC Participation with AMC Rapid Review Team (RRT)AMC Rapid Review Team (RRT)

AssessmentsAssessments

Ft. Richardson 29-30 Oct 07Ft Wainwright 1-2 Nov 07

Ft. Drum3-5 Jan 0624 Jul 07

Ft. Leonardwood11-12 Dec 07

Ft. Riley22-23 May 07

Ft. Campbell18-19 Sep 07

Planned3-4 Jun 08

Ft. Knox13-14 Mar 07

Ft Carson26-27 Jun 07

Ft. Bliss23-24 Oct 07 Ft. Polk

22-23 Jan 08

Schofield Barracks6-7 Nov 07

Wheeler AAF Schofield Barracks6-7 Nov 07

Ft. Dix29-30 Jan 08

Ft. Bragg7-8 Aug 07

25-26 Mar 08

Ft. Hood30-31 Aug 0616-17 Oct 07

Ft. Lewis10-11 Jul 07

Ft. Benning14-15 May 07

Ft. Stewart6-8 Feb 077-9 Mar 075-6 Feb 08

Ft. GordonPlanned

10-11 Jun 08

Ft. EustisPlanned

15-16 Apr 08

ItalyLeghorn

6-7 Mar 08

Charleston Afloat14-16 Nov 06

• AMC RRT consists of industry experts

• ASC Continuous Improvement follow up with

development of Strategic Implementation Plan:

Conduct Value Stream Mapping

Implement best practices

Prioritize opportunities

Rapid Improvement Events

DMAIC projects

404th AFSB405th AFSB406th AFSB407th AFSB

11

KoreaPlanned

23-24 Jun 08 403th AFSB

GermanyPlanned

23-27 Jun 08

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Conduct rapid, hard-hitting assessments of AMC Conduct rapid, hard-hitting assessments of AMC organic industrial base using industry experts in organic industrial base using industry experts in Production, Supply chain management Lean Six Production, Supply chain management Lean Six SigmaSigma

Make recommendations to Improve quality,

Reduced cycle times, and Reduce cost

Maintenance Supply

Rapid Review Team

Ind

ustry

Best P

ractices

LSSFollow-on

AMC Rapid Review Team AMC Rapid Review Team AssessmentAssessment

2007RRT Site VisitsFt Stewart Ft Carson Ft Campbell Ft Wainwright Ft Knox Ft Lewis Ft Hood Schoefield Ft Benning Ft Drum Ft Bliss Ft Leonardwood Ft Riley Ft Bragg Ft Richardson

• Reduce Production Maintenance Turn-Around Time

• Expedite Equipment Turn-In

• Improve Inventory Control through Integrated Prime Vendor Supply Process

• Eliminate Duplication of Effort (DOL/FLRC)

• Mature Maintenance Management System

Rap

id

Imp

rove

me

nt

Eve

nts

Ft Polk Ft Dix Ft Stewart 401st AFSB Retrograde 405th AFSB-VI/LI Ft Bragg Ft Campbell Ft Gordon Ft Sill 405th AFSB-TASM-E

2008 Scheduled RRT Site Visits

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Enterprise Board (E-Board)

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ASC Trained BB/GB

80 40

What does the E-Board Show Me?

Process Buckets / Staff Collaboration

AFSB’s, AFSBn’s, LSE’s

Trends, Improvement &

Replication

Opportunities

Sharing Excellence &

Best Practices

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Continuous Improvement Road Ahead

• ISO 9001:2000 Compliancy for maintenance and supply processes

• Replicate best practices from Army Preposition Stocks(APS) to other APS, and other related processes

• Use both Government and Industry lessons learned/ best practices and replicate across the enterprise-i.e. ASC Annual Quality Workshop Conference

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Continuous Improvement Road Ahead (Cont)

• Partner between government and industry on continuous improvement• Provide effective QA oversight to achieve compliance enterprise-wide• Leverage E-board and take positive action• Facilitate communication and synergy between

Commanders and ASC staff elements- learn from each other and help each other!

• Instill continuous improvement, LSS mindset, and Quality in our day to day ASC way of life

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