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Improving Army Quality Presented to: ASQ Energy and Environmental Conference 20 September 2005 Diane Meyer U.S. Army, Army Materiel Command Quality Federation Liaison. Purpose. Provide a General Overview of How We are Improving Quality at AMC. Bottom Line Up Front.

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slide1

Improving Army QualityPresented to:ASQ Energy and Environmental Conference20 September 2005Diane MeyerU.S. Army, Army Materiel Command Quality Federation Liaison

"Need to be faster, more agile, less bureaucratic...Need to fight this everyday"

purpose
Purpose

Provide a General Overview of How We are Improving Quality

at AMC

"Need to be faster, more agile, less bureaucratic...Need to fight this everyday"

bottom line up front
Bottom Line Up Front

AMC is relentlessly Reengineering Manufacturing, Repair, and Administrative Processes to improve the Quality of Support to the Joint Warfighter

"Need to be faster, more agile, less bureaucratic...Need to fight this everyday"

what is quality to the warfighter
What is Quality to the Warfighter?

“The quality of products or services is determined by the extent they meet (or exceed) requirements and satisfy the customer, at an affordable cost.”

Defense Acquisition Guidebook

ACCESSIBILITY

SUPPORTABILITY

INTEROPERABILITY

SURVIVABILITY

STANDARDIZATION

QUALITY

RELIABILITY

AVAILABILITY

MAINTAINABILITY

Systems Engineering factors

Quality ensures the Warfighter is

READY to execute mission requirements

"Need to be faster, more agile, less bureaucratic...Need to fight this everyday"

slide5

Quality Mgt Sys

(including ISO 9000)

Metrics

Lessons Learned

Processes

Supplier Mgmt

Govt/Commercial

Partnerships

Past Performance

Best Practices

Core

Competencies

Quality Engineering

Quality Mgr

Software Quality

Product Quality mgmt

Product Verification

AMC Quality

Strategies

Quality Standards

Regulations

Defense Acq Guidebook

Policies

OSD Strategies

Quality Improvement

Lean Six Sigma

Theory of Constraints

Voice of Customer

Professional

Development

Training

Education

Experience

slide6

AMC Continuous Improvement

Vision:An AMC culture of innovation that enables rapid Transformation to the Future Force and continuously creates greater value for the Warfighter

Strategy:

  • Deploy a program ofcontinuous improvementthat reachesevery product and every person in the AMC enterprise
  • Use Lean Six Sigma (L6S) as the continuous improvement foundation while adapting other best practices to unique demands of Warfighter support
  • Extend continuous improvement beyond AMC boundaries into every component of the supply chain by establishing partnerships with customers and suppliers
  • Institutionalize learning and execution through the implementation of formal management processes
  • Use metrics to track performance, demonstrate value and enable decisions
slide7

AMC L6S Snapshot

  • Structured training program producing “certified” change management experts
    • Patterned after Toyota Production System training
    • Over 1300 Green Belts, 100 Black Belts, 10 Master Black Belts trained
    • Additional 54 Black Belts in training
    • Pursuing “joint” training program with DAU and other services
  • Increasing production rates, improving quality and reducing cost through major accomplishments across the industrial base
  • To accelerate deployment and ensure sharing of best practices, fielding a rapid review team of industry experts to conduct hard-hitting assessments of our industrial base
  • Pursuing Continuous Process Improvement (CPI) savings policy to encourage/enable return or reinvestment of savings to buy additional production quantities or fund additional continuous improvement activities
  • Supporting OSD CPI end-to-end pilots (H-60 and HMMWV)
slide8

Faster

  • Better
  • Cheaper

Improving both organic and commercial

industrial base operations

Example Lean Six Sigma Achievements

  • Mean Time Between Overhaul increased from 309 hours to 900+ hours
  • Overhaul cycle timereduced from 300+ to 100 days

T700 Engine

Corpus Christi Army Depot

M2 Machine Gun

Rock Island Arsenal and Anniston Army Depots

H-60 Recap Corpus Christi

  • Kitting enabled production ramp from 300 to 700 weapons/month

HMMWV Recap

Red River and Letterkenney

Army Depots

Ground Mobility VehicleLetterkenny Army Depot

  • Production capability increased from 13 in 2004 to 27 in 2005
  • $990K in Lean savings to SOCOM in FY04
  • Turn around time reduced from 10 weeks to only 8.8 days

SINCGARS

Grayhill and ITT

  • Repair cycle time reduced 50%
  • Throughput increased from 6 vehicles/day to 26/day
  • Doubled first pass inspection
  • Reduced cost by 1/3

Sidewinder

Tobyhanna Army Depot

  • Improved supply condition of Display Keyboard Assemblies from 9000 backorders in Jan 05 to 1000+ in inventory Aug 05
  • Productivity improved by 12%
  • Unit Maintenance Cost reduced by 46%
amc quality initiatives
AMC Quality Initiatives
  • Support OSD Quality Revitalization
      • OSD Strategic Quality Plan
      • OSD Senior Quality Advisory Group (QUAG)
      • Quality input to Defense Acquisition documents
  • Partner with OSD, ASA(ALT), and DCMA
  • Integrate with ASA(ALT) to invigorate Quality
  • Issue HQ AMC Quality Strategy
  • Improve Product Quality Deficiency Reporting
      • Tracking Service Wide Quality Issues/Trends
      • Inter-Service Interface initiative
      • Integrating into Single Army Logistics Enterprise (SALE)

"Need to be faster, more agile, less bureaucratic...Need to fight this everyday"

slide10

MSC

MSC

MSC

MSC

PEO/PM

PEO/PM

PEO/PM

PEO/PM

RDECOM

RDECOM

RDECOM

RDECOM

AMC Quality Federation (AQF)

OSD

The AQF…

Linking Quality Makers and Policy Makers

HQ DA

HQ AMC

Federal Agencies

AQF

Other Services

LCMCs

LCMC= Life Cycle Management Cmd

MSC= Major Subordinate Command

RDECOM=Research, Development, &

Engineering Command

Professional Societies

Academia

DEPOTS, ARSENALS, PLANTS

take away
Take-Away

AMC has a Vision,

Focused Strategies, and Goals leveraging L6S/Continuous Improvement Tools

…Working hard and getting results

reducing cost and cycle times, improving Quality for the Warfighter

Aligns with SECARMY’s Business Transformation Priorities

"Need to be faster, more agile, less bureaucratic...Need to fight this everyday"