Why Not?

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Why Not?
Army Sustainment Command Advance Planning
Briefing to Industry 20-21 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
Align improvement opportunities to one of these 6
major mission areas / lead principal staff
element.
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Headquarters United States Army Sustainment
Command (ASC)
As of 11 Mar 2008
Commanding General
DCG for Mobilization
CSM
Army Field Support Brigades
LOGCAP LSU
x 7
Deputy to the Commander
Command Assessment Continuous Improvement
Contracting Support Brigades/PARC
MFSC
x 4
Inspector General Office
ASC Logistics Support Evaluation Team (ALSET)
Equal Employment Office
Lean Six Sigma (LSS)
Small Business Office
Organizational Inspection Program
Executive Director for LOGCAP
Executive Director for Field Support
Office of Counsel
Acquisition Center
Chief of Staff
SGS
LOGCAP DPD-Kuwait
JAG
Ammo Install Contracting Division
Dep CofS, G-1
Distribution Management Center
HHC
LOGCAP DPD-Iraq
Competition Advocate/ Ombudsman
Logistics Assistance Program Directorate
Dep CofS, G-2
Exec Svcs
LOGCAP DPD-Afghanistan
ASC Forward Directorate
Public AffairsOffice
LOGCAP LOD DPD-Ft Belvoir
Dep CofS, G-3/5/7
Army Prepositioned Stocks Directorate
Historian
Dep CofS, G-4
Support Operations Directorate
Internal Review
Dep CofS, G-6
Chaplain
ASC Military 210 - Civilian 617 - Contractor
1440
Surgeon
Dep CofS, G-8
613 Military 1562 Civilians72694
Contractors 15 Countries 35 States
Provost Marshal
National Guard Advisor
Army Reserve Advisor
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Vision
The ASC Command Assessment and Continuous
Improvement Office will become the commands
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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Mission
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 commands eyes and ears, identifying trends
and anomalies throughout the ASC. The ALSETs
expanded technical capabilities will serve as the
"standards pilot" for all ASC operations.
Commandwide deployment of continuous improvement
and LSS principles will shape the culture and
mindset of the ASCs 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
Commanders 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."
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ASCs Approach toLeveraging Enterprise
Improvements
Continuous Improvement
Collective Approach
Source ofRepair
Partnering with IMCOM, ACC, ICC,
Industry Identify Implement Best
Practices Standardized QA Operations Standardize
dContracts Standardized Performance Metrics
DOLs APS Sites FLRCs FRAs Theater
Sustainment
RESET LBE PDTE APS
THEATER SUSTAINMENT
CI Integrating Replicating Best Practices
Across the Enterprise
ASC Programs
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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 90012000 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 AMC Rapid Review Team
(RRT) Assessments
Ft. Richardson 29-30 Oct 07 Ft Wainwright 1-2 Nov
07
Italy Leghorn 6-7 Mar 08
Germany Planned 23-27 Jun 08
Ft. Lewis 10-11 Jul 07

• 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

Ft. Drum 3-5 Jan 06 24 Jul 07
Ft. Dix 29-30 Jan 08
Ft Carson 26-27 Jun 07
Ft. Eustis Planned 15-16 Apr 08
Ft. Campbell 18-19 Sep 07 Planned3-4 Jun 08
Ft. Leonardwood 11-12 Dec 07
Ft. Riley 22-23 May 07
Ft. Knox 13-14 Mar 07
Ft. Bragg 7-8 Aug 07 25-26 Mar 08
Ft. Stewart 6-8 Feb 07 7-9 Mar 07 5-6 Feb 08
Charleston Afloat 14-16 Nov 06
Ft. Gordon Planned 10-11 Jun 08
Ft. Benning 14-15 May 07
Schofield Barracks 6-7 Nov 07 Wheeler AAF
Schofield Barracks 6-7 Nov 07
Ft. Bliss 23-24 Oct 07
Ft. Hood 30-31 Aug 06 16-17 Oct 07
Ft. Polk 22-23 Jan 08
Korea Planned 23-24 Jun 08
404th AFSB
405th AFSB
406th AFSB
407th AFSB
403th AFSB
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AMC Rapid Review Team Assessment
2007RRT Site Visits
Conduct rapid, hard-hitting assessments of AMC
organic industrial base using industry experts in
Production, Supply chain management Lean Six Sigma
Ft 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
2008 Scheduled RRT Site Visits
Maintenance
Supply
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

Rapid Review Team
Industry Best Practices

• 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

Rapid Improvement Events
Make recommendations to Improve quality, Reduced
cycle times, and Reduce cost
LSS Follow-on
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Enterprise Board (E-Board)
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What does the E-Board Show Me?
AFSBs, AFSBns, LSEs
Trends, Improvement Replication Opportunities
Sharing Excellence Best Practices
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Continuous Improvement Road Ahead

• ISO 90012000 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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Questions
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