Why Not?

1. Why Not? Army Sustainment Command Advance Planning Briefing to Industry 20-21 August 2008 UNCLASSIFIED

2. Agenda • Command Assessment and Continuous Improvement (CACIO) Overview • Quality Expectations • Cycle of Continuous Improvement • AMC Rapid Review Team Assessment • E-Board • Road ahead UNCLASSIFIED

3. ASC Major Mission Areas &LSS Strategic Alignment 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 ContractingServices: Manages contracts with civilianfirms to provide subsistence, construction, maintenance, and supply/distribution services in placeof military force structure. Reset: Enable units to trainand deploy by assistingwith repair and equipment. ARFORGENSupport EquipmentManagement Ammo Chem Demil FMS Contingency Contracting ARFORGEN Support STRATEGIC OPERATIONAL TACTICAL Army Prepositioned Stocks:Provides power projection platforms for COCOMS, Disaster Relief and HumanitarianAid. Field Support:Identifies and resolves technical and sustainment issues and mitigates materiel readiness problems for the COCOMs. Afloat & Land-Based TAV CIF MRAP 1114 Xfer LAP Log Spt AFSB Commanders LSE Commanders AMC LCMC Equip LARs LMSs and SLARs Materiel Management: Provide logistics support to equip and sustain our forces world wide. LBE PDTE CEW DMC / DMT Align improvement opportunities to one of these 6 major mission areas / lead principal staff element. UNCLASSIFIED

4. Headquarters United States Army Sustainment Command (ASC) As of 11 Mar 2008 Chemical Demil Contracting Division Field Support Contracting Division Acquisition Center Support Division 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 Field Support Executive Director for LOGCAP Acquisition Center Office of Counsel 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 UNCLASSIFIED ` 4

5. 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. UNCLASSIFIED

6. 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 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." UNCLASSIFIED

7. Continuous Improvement ASC’s Approach toLeveraging Enterprise Improvements Collective Approach Source ofRepair Partnering with IMCOM, ACC, ICC, Industry Identify & Implement Best Practices Standardized QA Operations StandardizedContracts Standardized Performance Metrics DOL’s APS Sites FLRC’s FRA’s Theater Sustainment RESET LBE PDTE APS THEATER SUSTAINMENT CI – Integrating & Replicating Best Practices Across the Enterprise ASC Programs UNCLASSIFIED

8. 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.” UNCLASSIFIED

9. 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) UNCLASSIFIED

10. 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 UNCLASSIFIED

11. 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 403th AFSB 407th AFSB 406th AFSB 405th AFSB 404th AFSB UNCLASSIFIED 11

12. 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 UNCLASSIFIED

13. Enterprise Board (E-Board) UNCLASSIFIED

14. 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 UNCLASSIFIED

15. 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 UNCLASSIFIED

16. 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 UNCLASSIFIED

17. Questions UNCLASSIFIED 17 UNCLASSIFIED