- Best Manufacturing Practices

Transcription

REPORT OF SURVEY CONDUCTED AT
TOBYHANNA ARMY DEPOT
TOBYHANNA, PA
JULY 2006
Best
Manufacturing
Practices
1998 Award Winner
INNOVATIONS IN AMERICAN GOVERNMENT
BEST MANUFACTURING PRACTICES CENTER OF EXCELLENCE
College Park, Maryland
www.bmpcoe.org
Foreword
This report was produced by the Office of Naval Research’s Best
Manufacturing Practices (BMP) Program, a unique industry and government
cooperative technology transfer effort that improves the competitiveness of
America’s industrial base both here and abroad. Our main goal at BMP is to
increase the quality, reliability, and maintainability of goods produced by
American firms. The primary objective toward this goal is simple: to identify
best practices, document them, and then encourage industry and government
to share information about them.
The BMP Program set out in 1985 to help businesses by identifying,
researching, and promoting exceptional manufacturing practices, methods, and procedures in design,
test, production, facilities, logistics, and management – all areas which are highlighted in the
Department of Defense’s 4245.7-M, Transition from Development to Production manual. By fostering
the sharing of information across industry lines, BMP has become a resource in helping companies
identify their weak areas and examine how other companies have improved similar situations. This
sharing of ideas allows companies to learn from others’ attempts and to avoid costly and timeconsuming duplication.
BMP identifies and documents best practices by conducting in-depth, voluntary surveys such as this
at Toyhanna Army Depot in Tobyhanna, Pennsylvania, conducted during the week of June 5, 2006.
Teams of BMP experts work hand-in-hand on-site with the company to examine existing practices,
uncover best practices, and identify areas for even better practices.
The final survey report, which details the findings, is distributed electronically and in hard copy
to thousands of representatives from industry, government, and academia throughout the U.S. and
Canada – so the knowledge can be shared. BMP also distributes this information through several
interactive services that include CD-ROMs and a World Wide Web Home Page located on the
Internet at http://www.bmpcoe.org. The actual exchange of detailed data is between companies at
their discretion.
Tobyhanna Army Depot (TYAD) is the largest, full-service electronics maintenance facility in the
Department of Defense (DoD) with a total mission to “Sustain and Integrate Command, Control,
Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) Systems for the
Joint Warfighter.” TYAD is the DoD’s recognized leader in the areas of automated test equipment,
systems integration, and downsizing of electronics systems. TYAD is the DoD’s only Joint C4ISR Depot
and its designated Center of Industrial and Technical Excellence for “C4ISR and Electronics, Avionics,
and Missile Guidance and Control” while the Air Force has designated TYAD as its Technology Repair
Center for “Command, Control, Communications, and Intelligence.” The BMP Survey was conducted at
TYAD in Tobyhanna, Pennsylvania, the week of July 10, 2006.
The BMP Program is committed to strengthening the U.S. industrial base. Survey findings in
reports such as this at Tobyhanna Army Depot expand BMP’s contribution toward its goal of a stronger,
more competitive, globally minded and environmentally conscious American industrial program.
I encourage your participation and use of this unique resource.
Anne Marie T. SuPrise, Ph.D.
Director
Best Manufacturing Practices Program and
Center of Excellence
Contents
Tobyhanna Army Depot
1. Report Summary
Background .......................................................................................................... 1
Point of Contact ................................................................................................... 2
2. Best Practices
Design
Help/Service Desk .................................................................................................. 3
Reverse Engineering Cell ...................................................................................... 3
Test
Automatic Test Equipment ................................................................................... 4
Production
Commercial Off-the-Shelf/Non-Developmental-Item Repair ............................. 5
Flexible Computer-Integrated Manufacturing Program .................................... 6
Facilities
Energy-Savings Performance Contract ................................................................ 6
Environmental Management System ................................................................... 7
Industrial Operations Facility .............................................................................. 8
Logistics
Forward Repair Activities ..................................................................................... 9
Management
Automatic Identification Technology ..................................................................
Business Development Program .........................................................................
Corporate Philosophy and Communications .....................................................
Customer Focus Team/Customer Satisfaction ...................................................
Emergency Roster Information System .............................................................
Lean Deployment .................................................................................................
Lean Organization ...............................................................................................
Metrics-That-Matter Training ............................................................................
Partnerships With Veterans Administration .....................................................
Process Certification of Product, Process Lines, and Work Centers ................
Public-Private Partnering ...................................................................................
Rewarding and Recognizing the Workforce .......................................................
10
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i
C o n t e n t s (continued)
Skills Training and Workforce Sustainment .....................................................
Strategic Plan.......................................................................................................
Voluntary Protection Program ............................................................................
Workers’ Compensation Program .......................................................................
18
19
20
20
3. Information
Design
Computer-Aided Engineering and Product Life Cycle Management ............... 23
Finite Element Analysis ...................................................................................... 24
Production
Enhanced Production, Planning, and Control ...................................................
Fire Finder Radar Tower Track Enclosure ........................................................
Rapid Acquisition of Manufactured Parts Program ..........................................
Routes Development ............................................................................................
24
25
26
26
Facilities
Facilities and Equipment Maintenance System ................................................ 27
Management
Automated Scorecard ..........................................................................................
Automated Individual Development Program ...................................................
Community College Partnership ........................................................................
Cost Estimating ...................................................................................................
Customer-Supplier Labor Management Partnership .......................................
Information Technology Strategic Plan ..............................................................
Leadership Development Program .....................................................................
Liaison Program ..................................................................................................
Star Point Network ..............................................................................................
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31
33
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C o n t e n t s (continued)
APPENDIX
APPENDIX
APPENDIX
APPENDIX
APPENDIX
APPENDIX
APPENDIX
A
B
C
D
E
F
G
-
Table of Acronyms .......................................................................... A-1
BMP Survey Team .......................................................................... B-1
Critical Path Templates and BMP Templates .......................... C-1
Program Manager’s WorkStation ............................................... D-1
Best Manufacturing Practices Satellite Centers ..................... E-1
Navy Manufacturing Technology Centers of Excellence ......... F-1
Completed Surveys ......................................................................... G-1
iii
Figures
Figures
Figure 2-1.
Figure 2-2.
Figure 2-3.
Figure 2-4.
Figure 2-5.
Figure 2-6.
Figure 2-7.
Figure 3-1.
Figure 3-2.
iv
TYAD RF Test Platform ................................................................................... 4
HP9580 RF Test Platform ............................................................................... 5
Pollution Prevention Projects – Continuous Benefits ................................... 7
Forward Repair Activity Field Locations ....................................................... 9
Employee Participation Levels...................................................................... 13
Lean Events and Savings .............................................................................. 14
Strategic Planning Process............................................................................ 19
Computer-Aided Engineering ....................................................................... 23
New Supervisor Checklist ............................................................................. 32
Section 1
Report Summary
Background
Tobyhanna Army Depot (TYAD) is the largest,
full-service electronics maintenance facility in the
Department of Defense (DoD) with a total mission
to “Sustain and Integrate Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) Systems for the
Joint Warfighter.” TYAD is the DoD’s recognized
leader in the areas of automated test equipment,
systems integration, and downsizing of electronics
systems. TYAD is the DoD’s only Joint C4ISR
Depot and its designated Center of Industrial and
Technical Excellence for “C4ISR and Electronics,
Avionics, and Missile Guidance and Control.” The
Air Force has designated TYAD as its Technology
Repair Center for “Command, Control, Communications, and Intelligence.” The BMP Survey was
conducted at TYAD in Tobyhanna, Pennsylvania,
the week of July 10, 2006.
Located at the base of the Pocono Mountains in
northeastern Pennsylvania, TYAD is the largest
regional employer. The depot’s total installation
population of 4,404 includes 3,618 TYAD personnel, 508 contractors, and 278 personnel engaged
in tenant activities. Approximately 190 additional
TYAD employees are deployed at 34 Forward Repair Activity (FRA) sites worldwide. The facility’s
1,296 acres house 153 buildings and 13 test ranges.
The depot’s high-tech Regional Training Center
is the largest and most comprehensive reserve
component-electronics training center, with 340
soldiers having graduated in FY2005. Other specialized facilities include Tactical End-Item Repair,
Communications Security, Threat Test Range, Tactical Missile and Automated Storage and Retrieval
Systems. TYAD’s new 91,000 square-foot Industrial Operations Facility provides a full range of
surface treatment and plating processes in a safe,
pollution-free environment. TYAD has allocated
$70.5 million for future depot enhancements. The
modernization efforts of other unique features include high-bay expansion of the Fire Finder NearField Probe, the Child Development Center, the
C4ISR Refinishing Center, the Public Works facility, the Technical Training Center, and the
SATCOM facility.
For more than 50 years, TYAD personnel have
built a tradition of outstanding customer satisfaction through the delivery of timely, cost-effective,
and high-quality products and services to ensure the
readiness of the U.S. Armed Forces. TYAD’s stateof-the-art facilities, its full-service engineering capacity, its in-house Technical Training Center, and
its highly skilled workforce contribute to the depot’s
distinction as the DoD’s premier electronics industrial facility for the full-service repair, overhaul, and
fabrication of hundreds of electronic systems. The
Northeastern Pennsylvania Alliance’s certified economic model reports that the depot’s total regional
economic impact is $1.8 billion annually. TYAD creates an estimated 7,800 community jobs for residents of 10 surrounding counties with a total of 130
job skills required to perform TYAD’s missions, including engineers, electronics mechanics, computer
specialists, and industrial trade workers.
TYAD’s continuous improvement initiatives have
significantly improved the depot’s productivity since
BMP’s first survey of the facility in 1998. The implementation of Lean Six Sigma alone has resulted in
a total cost savings and avoidance of nearly $47
million to date. The depot’s active pursuit of lean
manufacturing initiatives continues to streamline
TYAD’s processes, improve the flow of systems
through the installation, and return the highest
quality systems in the shortest possible time to the
warfighter. Lean programs, logistics modernization, workforce revitalization, and TYAD’s growing
partnership programs are enabling the depot to exceed customer expectations through reduced costs
and faster turnaround times.
Operating under the Army Working Capital Fund,
TYAD has established a buyer-seller relationship
with customers that allows the facility to focus on
providing the highest quality support at the lowest
possible cost. The depot’s 130 public-private partnerships with companies such as Northrop Grumman
Information Technology, Dell, Raytheon, and General Dynamics provide diverse functionalities that
include program management, reset, engineering,
training, and testing and enhanced capabilities that
include repair and overhaul, systems integration,
manufacturing, and field technical support. TYAD’s
business focus areas, which include systems inte-
1
gration, repair/overhaul, manufacturing, sustainment support, and force projection, are available to
all DoD agencies and industry through the depot’s
Public-Private Partnering Program.
As a leader in providing forward-deployed maintenance services for Army Commercial Off-theShelf/Non-Developmental Items (COTS/NDIs) automated data processing equipment, TYAD operates
FRAs located worldwide that offer the field commander cost savings, quality, and convenience
through in-theater maintenance support and depotlevel expertise to the field, reducing transportation
costs and turnaround times.
TYAD continues to progress as a team-based organization, with all employees fully aware of the
depot’s key business objectives and their respective
roles in improving TYAD’s operational efficiency and
customer satisfaction. Commodity management,
TYAD’s process for technical and project management, is implemented through teams of commodity-based expertise to support weapon systems and
technologies. Commodity Management Teams apply best business practices to high-visibility, resource-intensive projects and programs to ensure
that all design, development, scheduling, coordinating, maintenance, and reporting requirements meet
or exceed customer expectations. All teams are
empowered with the necessary skills to maintain a
business-focused and responsive culture, with all
employees receiving mission core-workload training as well as training in team building, outcomefocused meetings, decision making, brainstorming,
and scorecard development. These skills are transferable from organization to organization, allowing
employees to immediately react to new or shifting
workloads and creating a more flexible workforce.
TYAD’s commitment to a well-trained workforce
is proactively supported through a variety of training and educational initiatives to enhance the knowledge, skills, and abilities of its employees that enable them to effectively accomplish their work.
Training initiatives include on-the-job training, the
opportunity to gain higher-level learning through
TYAD’s partnership with area universities and colleges, and developmental assignments to challenge
employees with diverse roles and greater responsibilities. The depot’s Technical Training Center provides advanced communications-electronics military
occupational skill qualification and reclassification
training for all branches of the military.
2
TYAD’s environmental stewardship has met all
environmental compliance requirements and conservation objectives for ISO 14001 registration.
TYAD is also an ISO 9001:2000-registered facility
and the first DoD agency to be formally certified
as a Voluntary Protection Program Star Site workplace safety program, having met standards in 19
categories set by the Occupational Safety and
Health Administration’s safety program. Employee
health, safety, satisfaction and performance excellence are primary considerations at TYAD. The
facility’s Workers’ Compensation Program is a recognized model for the federal government and has
been benchmarked by the Department of Labor,
the Department of the Army, and the Office of Personnel Management.
TYAD has been recognized as an award-winning
installation at the national, state and local level,
including the Vice President’s Hammer Award and
the Presidential Quality Award; 4 Army Community of Excellence Awards (Chief of Staff level); 8
awards for excellence in personnel management
and education, including the Federal Teaming
Award and the Army’s Best Disability Program
Award; 32 environmental awards, including the
Secretary of Defense/Army Environmental Award
and the Governor’s Award for Excellence; and the
2006 Shingo Prize for Excellence in Manufacturing Award (Bronze level).
The BMP Survey Team congratulates Tobyhanna
Army Depot for winning the 2006 Best Manufacturing Practices Award for Excellence and considers
the following practices in this report to be among
the best in industry and government.
Point of Contact:
For further information on items in this report,
please contact:
Dr. James V. Meyl
TQM Administrator
Business Management
AMSEL-TY-BU
11 Hap Arnold Boulevard
Tobyhanna, Pennsylvania 18466-5051
Phone: 570-895-7086
Fax: 570-895-6173
E-mail: [email protected]
Web site: www.tobyhanna.army.mil
Section 2
Best Practices
Design
Help/Service Desk
Tobyhanna Army Depot’s Help/Service Desk implemented new process upgrades to better service the
19,125 work requests received each year. Upgrades
that affect staff size and expertise, response time,
and software have significantly enhanced the overall quality of the facility’s Help/Service Desk.
In 2002 the Information Management Team implemented a “Most Efficient Organization” that improved the Help/Service Desk in its efforts to support Tobyhanna Army Depot’s (TYAD’s) 4,000 users.
Prior to 2002, the Help/Service Desk was not operating at peak performance. Software tools were
outdated and limited, and employees lacked the
expertise and administrative rights to adequately
service customers. As a result, the Help/Service
Desk had difficulty in servicing simple tier one-related calls (i.e., password resets and print queue
clearing). No call records existed to document the
number of calls received or how they were resolved.
The Help/Service Desk was primarily a “passthrough” operation that recorded customer trouble
and work requests and subsequently forwarded the
request to others for resolution.
The current Help/Service Desk at TYAD is
equipped with the Enterprise Management System
(EMS) and serves as the single point of contact for
the facility’s IT support. One of the most significant
features of the EMS tool is its ability to automate
software delivery remotely. TYAD’s technicians are
now trained to monitor and troubleshoot user desktops remotely, which has resulted in an 85% resolution to work requests and has reduced the need to
dispatch a technician to the user’s PC. Another dynamic feature of the EMS is its ability to incorporate
problem resolutions into a common database, streamlining and eliminating future calls. The EMS capabilities have reduced resolution time and improved
the overall efficiency of the Help/Service Desk.
Customer surveys issued by the Help/Service Desk
indicate that users are “extremely satisfied” with
the recent upgrades to the Help/Service Desk. Cus-
tomer feedback and recorded Help/Service data indicate a widespread improvement in service production and quality, repair time, and customer perception. The improved Help/Service efficiency has also
resulted in a staff reduction from 92 to 68, which has
significantly improved costs. TYAD’s Help/Service
Desk far exceeds other military depot centers in quality of process and performance and received the
Unicenter Technology Excellence Center Award from
Computer Associates in 2004 and 2005.
Reverse Engineering Cell
Tobyhanna Army Depot’s Reverse Engineering Cell
introduces cost savings and reduces repair time to
out-of-warranty and/or obsolete items in a beyondeconomical-repair environment while eliminating the
financial and supportability problems of maintaining the facility’s aging parts.
Tobyhanna Army Depot’s (TYAD’s) Reverse Engineering Cell (REC) is a remanufacturing/repair
facility for obsolete electromechanical hardware as
well as many near- and/or out-of-warranty coverage items. The process begins with the REC’s
analysis if the technical functionality, repair, and
manufacturing of a technology specifically to determine its design and operation. The objective of
the REC is to reduce costs, increase responsiveness to the warfighter, minimize dependency on
external sources, reduce excessive beyond-economical-repair (BER) rates, and train depot technicians (when necessary) in the repair and maintenance of depot items.
Prior to the REC initiative at TYAD, repair or
replacement of obsolete parts would impose formidable cost impacts to TYAD. For example, the REC
cost to reverse engineer and repair the Fire Finder
system is a fraction of the $1 million replacement
cost to replace the entire AN/TPQ-36 and AN/TPQ37 Fire Finder system. REC further reduces TYAD’s
avionic costs by eliminating the expense associated
with replacing 25-30 units of the AN/APN–209 radar altimeter at a cost of $27,000 each and a total
cost savings of more than $800,000. The Air Traffic
Control and Landing System’s High-Voltage Power
3
Supply Test Station created several program schedule delays when it needed a replacement. The average lead-time for a new power supply test station
of this type is six months. REC repaired the unit in
10 days and discovered that the root cause of the
malfunction was the operator’s failure to perform
periodic maintenance.
The REC is a key factor in reducing BER items
and saving time and money – prime metrics in the
supportability of the warfighter. REC discoveries
also flow down to benefit depot technicians in the
form of training for improved maintenance. This
new TYAD capability increases in-house efficiency,
reduces cost, and affords TYAD the opportunity to
expand its business externally.
Test
Automatic Test Equipment
In an effort to remove all obsolete automatic test
equipment systems, Tobyhanna Army Depot designed
customized automatic test equipment system replacements that have improved maintainability, reliability, and performance, and significantly reduced costs.
(TYAD) has been a Department of Defense leader in the
use of automatic test equipment (ATE) as a tool for functionally testing and diagnosing electrical/electronics
failures since the 1960s. For
nearly four decades, TYAD
engineers and technicians
have authored hundreds of
test program sets (TPS) to
support the repair of various
weapon systems. Among the
primary ATE used at TYAD
are Army standard testers
such as the AN/USM-410, the
AN/USM-465, and the AN/
GSM-340 as well as other application-specific test systems.
Many of the older ATE systems contained equipment that
became obsolete, creating reliability, supportability and avail-
4
ability issues. The lack of available equipment spares
and the cost of third-party service contracts led to
high system maintenance costs, unacceptable downtimes, and adversely impacted production schedules.
These frequently occurring problems forced TYAD
to seek more cost-effective and maintainable solutions for the replacement of older ATE systems.
In an effort to transition test programs to modern platforms, TYAD designed customized ATE
employing today’s hardware and software technologies. These newly designed PXI/VXI/GPIB-based
ATE systems are built using commercial-off-theshelf test equipment and are controlled by personal
computers running Microsoft’s Windows operating
system. Rehosted test programs are rewritten using innovative software products from National Instruments, such as the LabView graphical programming language and TestStand test executive. TYAD
engineers leverage off these commercial software
products to create customized programming environments that promote rapid development of test
programs. These customizations also serve to
eliminate the possibility of future equipment obsolescence problems. Interface hardware for these
systems is rapidly produced by third-party compa-
Figure 2-1. TYAD RF Test Platform
nies using documentation packages provided by
TYAD. These systems have allowed TYAD to transition test programs in short time frames and at
a justifiable cost.
The new VXI-based TYAD Radio Frequency (RF)
Test Platform is one example of TYAD’s initiative
to eliminate obsolete ATE systems and minimize
the quantity of ATE. The RF Test Platform (Figure 2-1) is configured as a general purpose RF
test station that replaces both an aging HP9580
test system (Figure 2-2) and the TPQ-36/37 Fire
Finder test system.
TYAD also employs the Agilent 3070 in-circuit
test system as a low-cost alterative for diagnostic
testing. The use of third-party interface companies, an extensive library of components with test
vectors included, and efficient debugging and validation tools significantly reduce the labor required
to produce diagnostic test programs. The diagnostic portion of many programs rehosted to customized ATE is often accomplished using the Agilent
3070 test system.
These approaches enable TYAD to accomplish its
extensive ATE requirements for functional and diagnostic testing, while providing in-house support
with greater ease, increased test accuracy, and improved execution times.
Production
Commercial Off-the-Shelf/Non-Developmental-Item Repair
Tobyhanna Army Depot had the foresight to identify a customer need and present the solution to the
Army to display its expertise in computers and associated equipment, increasing operational readiness.
The facility has successfully used the process it developed for the Standard Army Management Information System Program and expanded the depot’s
expertise to other similar programs in support of
the warfighter, including militarized versions.
In the past, forward-deployed Army units that
used the Standard Army Management Information
System (STAMIS) were not receiving timely repair
of warranted Dell equipment (e.g., Dell laptop PCs,
desktop PCs, tower PCs, and servers). Units were
experiencing decreased operational readiness levels because of equipment downtime. The equipment
manufacturer was not able to provide its promised
turnaround time for warranty repairs, which resulted in individual units contacting the manufacturer to arrange for shipment and repair of items.
(TYAD), coordinating with the
Program Executive Office
STAMIS, approached Dell
about using Dell’s Premier
Access Program to become a
certified repair center of Army
users’ Dell equipment at forward-deployed locations as well
as at Tobyhanna. TYAD would
then be a “one-stop shop” for
the soldier. Based on Dell’s
mean-time-between-failure
rates, Dell pre-positions repair
parts at TYAD’s Forward Repair Activities (FRAs) where
the items are repaired. Currently 120 TYAD employees
are Dell-certified technicians
stationed at FRAs worldwide
who can be repositioned to
meet surge requirements.
TYAD technicians use a Dellestablished, predetermined
Figure 2-2. HP9580 RF Test Platform
5
time for repairs to get reimbursed for warranty labor expenditures. Repair work is now normally
accomplished in less than 24 hours to increase the
operational readiness levels of Army units. TYAD
technicians are recertified yearly at TYAD and at
forward locations. TYAD has also developed similar repair relationships with Hewlett-Packard and
Panasonic. FRA employees now support other
projects and are expanding into militarized versions
for General Dynamics.
Flexible Computer-Integrated Manufacturing Program
The Flexible Computer-Integrated Manufacturing
Program is a major component of Tobyhanna Army
Depot’s overall strategy to provide world-class service to its customers and its related facilities, satisfying the need to manufacture spare parts for the
military in a timely fashion and at a reasonable cost.
In 1995 Tobyhanna Army Depot (TYAD) implemented the Flexible Computer-Integrated Manufacturing (FCIM) Program, a Department of Defense- (DoD-) sponsored program designed to
develop the ability to manufacture small quantities of spare parts in a timely manner and at a
reasonable cost. FCIM is centered on the “fourday dream” in which a requisite replacement component for the warfighter in the field is received in
four days or less. A request for the part is sent to
the FCIM facility where the parts list and technical data for the component are gathered, any purchases for necessary materials or subsystems are
made, and a replacement part for the warfighter is
manufactured within a period of four days.
TYAD’s FCIM system is a seamless integration of
several programs designed to intensively manage
and control all aspects of the entire procurement
cycle of printed wiring assemblies (PWAs), cable
assemblies, and wiring harnesses. Customer orders are processed by the Logistics Modernization
Program, and technical data is managed by the Joint
Engineering Data Management and Information
Control System. FCIM employs the rapid acquisition of manufactured parts system to manufacture
PWAs in a semiautomated environment or in a cable
assembly and wiring harness factory.
TYAD receives its work opportunities through
a variety of DoD procurement initiatives. The
majority of the facility’s opportunities are acquired
6
through the Arsenal Act and the Communications
Electronics Life Cycle Management Command
Contractors Opportunities Online (COOLEST) database. COOLEST offers a daily listing of contracting opportunities for electronic assemblies
available to interested bidders . Other work opportunities are received through Defense Logistics Agency solicitations.
The FCIM facility at TYAD uses Product Data
Master Scheduling System, a Joint Logistics Command estimating and approval database, and is in
the process of migrating to a drawing and product
data management system that will give the depot
the capability to handle numerous types of electronic drawing formats. The implementation of
the FCIM Program has enabled TYAD to produce
spare parts for the military in a timely and costeffective manner.
Facilities
Energy-Savings Performance Contract
Tobyhanna Army Depot has developed a federal/private-sector partnership with local providers to
meet its immediate energy needs and has developed
ways to make continuous improvements in energy
savings. The facility has not only conserved energy
but has successfully developed a redundant source
of energy.
To ensure the effective continuing performance
of its mission, Tobyhanna Army Depot (TYAD) began examining the viability of its early 1950s, coalfired central heating plant in 1992. The heating
system had been experiencing an increasing frequency of failure in the boiler and in the steam distribution lines. The Occupational Safety and Health
Administration also found problems relating to
safety and the plant accounting for large amounts
of pollutants released into the air. A local engineering consulting firm performed a series of studies
that ultimately determined the depot’s best option
would be to replace the aging central boiler plant
with a decentralized, natural-gas-fired network of
boiler plants.
TYAD, however, was not eligible for funding grants
to purchase the proposed boiler plants and had no
source of funding for major repairs. This forced the
facility to explore other options, which resulted in
TYAD selecting an energy-savings performance con-
tract (ESPC), a federal- and private-sector partnership under the terms of which the contractor provides capital to facilitate energy-savings projects and
maintains them in exchange for a portion of the energy savings generated. In 1998 HEC, an energy
service subsidiary of Northeast Utilities, was awarded
a 22-year contract with TYAD. Under the terms of
the ESPC contract, new decentralized heating systems were installed in all TYAD’s major buildings,
along with 13 miles of high-pressure natural gas line.
All distribution lines are now underground, and original steam lines have been abandoned due to Army
environmental issues. HEC paid the initial cost of
purchasing and installing new energy-efficient equipment and maintains the equipment, while the government pays $383,000 per month over the life of
the contract. This savings in energy cost compensates the contractor for both installing the original
equipment at a cost of approximately $30 million and
maintaining it until 2022. After the contract expires,
TYAD will take title of all new equipment.
In 2000 HEC was acquired by Select Energy, which
was subsequently acquired by Ameresco in 2006.
The company’s planned maintenance includes replacing or rebuilding 20% of the steam traps every
year, with efficiency based on the quality of steam
at the head of the boiler. With increasing natural
gas costs, especially at the peak rate, Ameresco and
TYAD are considering installing wind turbines and
propane/air farms to offset excessive peak rates of
Project Name
natural gas. The propane/air farm has the potential to result in a one-year savings of approximately
$100,000 versus purchasing natural gas at peak rates.
TYAD would benefit by having a reliable heating
system and boilers that can redirect heat to backfill
other areas. The propane/air farm provides an option to switch from natural gas to propane, which
would create a redundant system.
Environmental Management System
Tobyhanna Army Depot has transitioned its environmental program into a robust environmental
management system program that meets the ISO
14001:2004 Environmental Standard, contributing
to a formidable reduction in pollution sources.
In the mid-1980s Tobyhanna Army Depot (TYAD)
generated a sizable amount of hazardous waste that
included 150 different waste streams from 18 different shops within depot operations and its nine tenant activities. Management recognized that a reduction in the generation of these wastes was key to the
facility’s future competitiveness and operation.
A concerted plan of action was initiated to make
improvements in the Environmental Management
Program. ISO 14001 certification was viewed as a
means to providing a competitive edge. Management buy-in was achieved, a gap analysis was per-
Targeted Pollution Source
Annual Reductions
Year
Implemented
Zirconia Alumina Grit blast Substitution
waste sandblast grit
104,267 lbs
1991
Hydraulic Fluid & Oil Recycling
used hydraulic fluid and oil
3781 gals
1993
IOF Sulfide Sludge Dehydrator
metal-bearing sludge
29,346 lbs
2003
Recycling
solid waste
2,661,360 lbs
1990
Stage II Controls on Fueling Facilities
air emissions – VOCs
2855 lbs
1997
Paint Usage – VOC Reductions
air emissions – VOCs
39,660lbs
1996
Conversion from Coal to Propane Heat
air emissions
8000 lbs
2000
Conversion from Coal to Natural Gas
air emissions
509,600 lbs
2000
solid waste
11,854,880 lbs
2000
water usage
20,000,000 gals
2000
Ultraviolet Disinfection System
chlorine
2020 gals
1998
Water Recirculation
water usage
5,335,924 gals
2003
Water Chiller
water usage
16,638,750 gals
2005
HM Reuse
HW
6447 lbs
1992
Figure 2-3. Pollution Prevention Projects – Continuous Benefits
7
formed, and the Environmental Management System (EMS) Manual was developed. The TYAD
Commander’s Policy introduced four key elements
– prevent pollution, minimize impact, environmental compliance, and continuous improvement. An
employee awareness campaign was implemented,
and internal auditors from the Environmental Management Division, the Quality Management Division, and ISO 14001 directorate representatives
were then trained in the ISO 14001 Standard.
In 2003 ISO 14001 was achieved, with recertification achieved in 2006. TYAD follows the ISO prescriptive and strives for continuous improvement,
maintains document control, conducts quarterly program reviews, maintains all requisite records, and
conducts management reviews to ensure compliance
to the ISO 14001 Standard. All supervisors have ISO
14001 requirements in their rating standards. A corrective/preventive action program was developed
consisting of notice of deficiencies (NODs) and corrective action requests (CARs). NODs are used to
document environmental deficiencies and CARs are
used to identify violations of the EMS Manual. Follow-up and reporting to the commanding officer and
directors is accomplished using a scorecard.
Lean and Six Sigma initiatives are also being
implemented at TYAD. As a result of the Energy
Policy Act of 2005, new energy management goals
have been established. Areas being studied for further consideration include windmills and geothermal and solar power. TYAD is the first federal facility to join the National Pollution Prevention
Partnership, a voluntary effort to target persistent
bioaccumulative and toxic materials for reduction
elimination. TYAD is targeting lead and cadmium
under this initiative. Since 1990 many additional
improvements and annual reductions have been
identified and achieved in different pollution prevention projects (Figure 2-3).
Recycling revenue has increased from $100,000
in FY2001 to $375,000 in FY2005. Refuse removal
cost avoidance showed a savings of $58,000 in
FY2001 and a savings of $138,000 in FY2005. A
significant reduction in pollutants emitted was
seen in 2005, with a total of 79 tons versus 331
tons in 2000. Class I ozone-depleting substances
were eliminated and the use of underground storage tanks decreased from >100 to 4. The savings
realized by the pollution prevent projects indicate
TYAD is effectively using continuous improvement tools to enhance the competitiveness of the
depot’s operations.
8
Industrial Operations Facility
The Industrial Operations Facility is a centralized
parts-finishing building that contains updated media
blasting, metal treatment, and painting processes for
finishing and refinishing of component parts and assemblies. The use of new equipment, technology, and
improved shop layout in the Industrial Operations
Facility has resulted in improved workflow, material
handling, quality, and environmental controls.
The Industrial Operations Facility (IOF) is a centralized parts-finishing building that contains updated media blasting, metal treatment and painting processes for finishing and refinishing of
component parts and assemblies. Prior to the opening of the IOF in 2001, the technology used in the
industrial shops dated to the 1950s and 1970s, with
antiquated equipment and processes. The shops
were located in different areas, requiring part transport to be planned and scheduled. There was no
central staging area; rather, supplies and parts were
stored in the aisles amid the office/workbench setting or within the shop itself. Waste-water treatment was at maximum capacity, and none of the
water used in the plating area was recycled. The
plating shop suffered from inadequate crane coverage, untreated tank emissions, and inefficient rinsing of parts. There was also little in-process hazardous material storage. The inability to expand or
modernize forced the design and construction of the
IOF building.
The IOF was designed and built to increase capability and productivity as well as to address environmental concerns. The IOF employs the use of
new equipment and technology, as well as improved
shop layout. Industrial metal-finishing operations
are now separated from other administrative and
manufacturing areas and finishing shops are centrally located in close proximity to one another, allowing for better material flow. The size of shop
areas increased from 37,000 square feet to 91,000
square feet, providing the capability to handle increased workload. A central staging area of 4,000
square feet was incorporated, simplifying parts
tracking and keeping pallets off the floor while reducing clutter.
In addition to productivity improvements, environmental process controls also improved significantly. The IOF contains a waste-water treatment
plant capable of handling 1,000,000 gallons of water
per month. Reverse osmosis and membrane tech-
nology is used to remove contaminants and recycle
90% of the groundwater resources used to operate
the facility. Plating shop tank emissions are
scrubbed and removed from the exhausted air
stream, and a push/pull ventilation system reduces
the amount of air exhausted from the shop. Multiple rinse tanks with counter current deionized
water rinsing are used, allowing for improved quality rinsing and less water usage. Several tanks also
use ultrasonic rinsing for hard-to-rinse parts.
Microfiltration and enhanced metal precipitation
chemistry have resulted in the reduction of metal
pollutants below the detection limits of monitoring
instruments. The IOF also contains 2,000 square
feet of hazardous material storage space and an increase in crane coverage exceeding 100% of the
larger plating tanks.
The IOF has resulted in improved workflow, material handling, and quality. The efficient layout of
the shop areas has decreased the part transport distance between shops by 450 feet. The overall square
footage of shop space has increased by 145%, and
the number of cranes in the plating area has increased by over 300%. The drying capacity in the
paint area has increased by 100%, allowing parts to
be dried in a timely manner. Ninety percent of the
water in the plating shop is recycled, which means
that only 10% of the water needs to be treated. The
use of reverse osmosis reduced the estimated size
of the treatment plant by 75%. Significant improvements in productivity and environmental controls
have been realized as a result of new equipment,
technology, and improved shop layout in the IOF.
Logistics
Forward Repair Activities
Tobyhanna has developed a forward repair activity for systems and office equipment that allows office equipment (i.e., computers, printers, accessories)
to be repaired in-theater, eliminating the long downtime that results when equipment would otherwise
have to be returned to depot for repair.
Forward repair activities (FRAs) for Standard
Army Management Information Systems, Common
Ground Stations, Tactical Operation Centers, Army
Airborne Command and Control Systems, and office equipment (i.e., computers, printers and accessories) did not exist for the U.S. Army prior to 1994.
Field returns were typically shipped to the depot
and/or vendor for repair and return to the customer,
resulting in lengthy repair lead-times and excessive
costs to ship repaired items back to the customer.
Tobyhanna Army Depot (TYAD) established an
organization to support these pieces of office equip-
FRA Ft. Wainwright, AK
FRA Ft. Richardson, AK
FRA Ft. Carson, CO
FRA Ft. Drum, NY
FRA Ft. Friedrichsfeld, GE
FRA Ft. Seoul, Korea
FRA Bosnia
Tobyhanna, PA
FRA Kosovo
FRA Ft. Lewis, WA
FRA Ft. Lee, VA
FRA Colonial Heights, VA
FRA Ft. Hood, TX
FRA Afghanistan
FRA Ft. Campbell, KY
FRA Iraq
FRA Ft. Bragg, NC
FRA Kuwait
FRA Hunstville, AL
FRA Hawaii
Figure 2-4. Forward Repair Activity Field Locations
9
ment either at the garrisons or in-theater. This
support allowed for the elimination of the costly
shipping charges of the whole unit and quick turnaround of repairs from the FRAs. The repairs are
done with a “float” stock initially pushed by the office equipments’ original equipment manufacturer.
Tobyhanna currently has 100 civilians stationed at
garrisons around the country and 43 civilians deployed in-theater. The FRA-developed infrastructure supports worldwide maintenance. It is easily
expandable to accommodate new workloads, with a
complete capability to “reach back” to the depot for
complete support.
TYAD has been certified as the warranty repair
center for Dell, Itronix, Micron, Hewlett-Packard,
and Panasonic, allowing rapid turnaround and eliminating lengthy downtime of office equipment
Management
Automatic Identification Technology
Tobyhanna Army Depot successfully implemented
automatic identification technology and radio frequency identification technology to locate disassembled parts at various stages of the refurbishing
process. Automatic Identification technology provides 100% real-time visibility of assets, easily locates parts when required, and enables the depot to
effectively monitor the progress of tagged systems
in process, resulting in more than $450,000 in projected annual savings.
Tobyhanna Army Depot’s (TYAD’s) core business
is the refurbishing and repair of electronic systems.
As these systems arrive at the depot, the maintenance work center disassembles and sends the system parts out to various manufacturing work centers (supports shops) for repair and refinishing.
Prior to implementing automatic identification technology (AIT) and radio frequency identification
(RFID), work center personnel tagged system parts
manually using an intershop work order routing tag.
Work centers relied on human intervention to track
the status of system parts primarily by walking
though work centers.
An assessment of this tracking process was conducted in April of 2003 and revealed that personnel
in work centers expended approximately 1-1½ hours
daily searching for system parts. The assessment
also revealed that critical parts were sometimes
10
transported by forklift to incorrect work centers
where they would “dwell” until they were later recovered following an extensive search effort. The
non-valued-added activity of physically tracking parts
decreased productivity and increased repair time and
labor costs. On-time deliveries were subject to delay and customer satisfaction was at risk.
In December of 2004, TYAD implemented a pilot
program using AIT and RFID technology for two major systems undergoing repair. System highlights included coverage in 23 work centers and storage areas
located in multiple buildings and outdoor areas. A
dedicated server with Visibility software was integrated with the depot’s existing PC network via an
Ethernet LAN. Location sensors, lift carts, and shadow
boards were strategically located and RFID tags were
placed on approximately 300 component parts.
As the two systems were disassembled and parts
moved for repair and refinishing to and through various support shops, TYAD was able to have 100% realtime visibility of assets. The new system easily located parts when required, enabling TYAD to
effectively monitor the progress of the tagged systems
in process. TYAD gained access to historical tracking
information, including time sequence of repair cycle
and pickup and delivery times between processes.
An independent study of the system was conducted
by the Naval Postgraduate School in Monterey, California, and a findings report was generated in June
2005. The study concluded that TYAD would save
more than $450,000 annually and realize a full return on investment of the AIT/RFID system within
the first year. The new technology also dramatically expedited TYAD’s refurbishing process, enabling the systems piloted to return to the field 35
days and 10 days, respectively, sooner than with the
old process. With the success of the pilot, TYAD
has expanded the program to a third critical system
in January 2006 and a fourth system in June 2006.
Business Development Program
Through its redirected and improved business
development process, Tobyhanna Army Depot has
been successful in establishing a relationship with
new program managers that has lead to new business opportunities and participation in multiple integrated product teams. The depot’s workload has
increased significantly, with the facility currently
realizing a return on investment of $27 for every $1
spent in its business development function.
Prior to 2004, the business development function
at the Tobyhanna Army Depot (TYAD) was based
on a commodity management concept, with marketing performed by product experts (commodity
managers) along in-house product lines. Driven by
production management and engineering missions,
commodity managers focused mainly on internal
customers and current production. This internal
commodity-based approach, combined with a work
structure that had commodity managers working
in small product teams or “cells of expertise,” resulted in redundancies and inefficiencies.
As commodity managers focused on marketing
only their specific products, it was not uncommon
for two or three TYAD personnel to be calling on
the same buyer at the same time. Missed opportunities resulted when buyers did not know whom
to contact at TYAD. Missed opportunities also occurred as commodity managers were unable to
uncover buyer needs outside their particular area
of expertise.
To respond to these challenges and improve the
depot’s ability to increase its future workload, TYAD
redirected and reorganized its business development
function and processes. The role of the commodity
manager shifted from product-focused to people-focused. Specific marketing plans were developed for
each targeted buyer or program manager (PM). Instead of marketing one specific product line, business development personnel would market all key
depot capabilities to assigned PMs. All capabilities
being marketed were linked to the organization’s
strategic plan and core competencies. Each marketing plan included descriptions of capabilities likely
to match the needs of targeted PMs. In addition to
descriptive material, business development personnel received training on capability offerings outside
their area of expertise. A standard PowerPoint presentation detailing TYAD’s capabilities was developed, and personnel were trained to ensure the delivery of a consistent and accurate message from
all staff members to potential buyers.
TYAD is now regularly calling on PMs, establishing new business relationships, and building upon
existing relationships. PMs are no longer confused
as to whom to contact at TYAD. Business Development personnel are better addressing their PMs’
broad range of needs with solutions that cross multiple TYAD product lines. TYAD’s message is now
more consistent and more accurate.
Corporate Philosophy and Communications
Tobyhanna Army Depot has implemented a teamdirected workforce comprised of Tobyhanna employees, the Union, and management whose goal is to
create and maintain a high-performance organization focused on the business and its success. This
change to corporate philosophy came as a result of
in-house survey results that defined a lack of corporate communication skills and follow-up necessary
to improving Tobyhanna’s competitive posture
through continuous improvement.
Corporate philosophy changes were initiated at
Tobyhanna Army Depot (TYAD) during the Base
Realignment and Closure of 1995 along with compliance issues of A-76 and the drive for privatization
of Army depot operations. With the change in philosophy came questions of operational viability.
Answering these questions initiated team process
training, internal surveys, and audits within TYAD.
From these surveys came many references to communication problems that existed that were creating roadblocks to the progress of production issues,
the most prevalent of which was “stove piping” in
which information went up and down but did not
move outside the product line. Information that
was transferred was inconsistent or created internal competition that adversely affected morale and
productivity, leaving issues unresolved productively.
TYAD now understands the philosophical changes
that are needed and has a clear vision of how business will be conducted from the present to the future. The facility’s new systematic approach will
include developing a team-directed workforce,
training personnel to sustain a business-focused
culture, incorporating a balanced scorecard at all
levels of the organization, and adjusting processes
to achieve the highest level of productivity to enhance TYAD’s processes.
With communications paramount to the importance of operations, TYAD understands the size of
the workforce, the diversity of its product lines, and
the matrix relationship created in the philosophy.
Meeting guidelines, information delivery, data reporting, customer satisfaction surveys, and all other
communications indicate that progress is being
made. The combined philosophical and communications changes that have been implemented at
TYAD are adding to the facility’s ability to improve
11
customer business and customer relationships. Continual workforce development, process improvement,
developing feedback, and accountability will continue
to add to TYAD’s ability to sustain the warfighter.
data reports that will improve overall operational
response time, product quality, and customer satisfaction. The warranty program will be even more
cost-effective to the customer when combined with
the “Ask Toby” on-line service.
Customer Focus Team/Customer Satisfaction
Emergency Roster Information System
Tobyhanna Army Depot established a customer
focus team to monitor the “Ask Toby” Customer Service Desk, issue Web-based customer satisfaction
surveys, and conduct follow-up contact to ensure
resolution and satisfaction of all customer queries.
Prior to 2003 multiple organizations within
Tobyhanna Army Depot (TYAD) handled customer
queries without a centralized monitoring method.
There was no standard for issue resolution. Customer satisfaction surveys were intermittent and
customer calls were not logged. Customer surveys
were done on hard copy, and issues and questions
were being sent to the depot operator and not to the
correct individuals to answer customer problems.
After substantial investment, TYAD now has a central survey monitoring program that includes a standard operating procedure to establish and direct every incoming survey, record the reported rating,
identify legitimate customers, share recognition, and
direct low ratings to management through the reporting process. The “Ask Toby” Customer Service Desk
is a broad-spectrum servicing unit that provides technical support, hours of operation and points of contact
that address parts issues, and answers employment
and community support questions. In November 2005
TYAD moved to a Web-based system called “Ask Toby”
for direct customer service, allowing customer satisfaction surveys to be completed on-line. TYAD reduced a 3-page survey to 10 questions, allowing customers to become more interactive with TYAD.
Customer data is held in the system so that return
and follow-up calls can be made. Data changes are
currently being made to the system to allow for support information such as the FAQ, and warranty information. Dedicated personnel and a backup team
man the system during working hours and are responsible for making metrics relative to response time,
for determining the number of “Ask Toby” queries presented, and rolling this data into management reports.
Response data being collected to make trend determinations is available for the out-years of the
project. The long-term advantage of the “Ask Toby”
Customer Service Desk and customer surveys will
be the delivery of clear trend analysis and quality
12
Tobyhanna Army Depot had no central repository
of emergency point-of-contact information for employees prior to September 11, 2001. The Emergency Roster Information System database was developed to serve
as a central depository for a variety of data points that
allows authorized personnel to produce emergency
notification rosters immediately and effectively in response to contingencies and/or emergencies.
Prior to September 11, 2001, Tobyhanna Army
Depot (TYAD) had no central repository of emergency points of contact information for employees.
Information was neither easily accessible nor was
it updated regularly and backed up on a separate
server. Much of the data being stored in separate
systems was either outdated or incomplete, and no
process existed to ensure accuracy
The new process is now maintained in a central repository. Information is initially collected
and stored when an employee reports to TYAD
and is issued a depot identification badge. The
data is used by the Emergency Response Information System (ERIS) database, which also includes each employee’s organization, work
phone, and building location.
Supervisors are required to review their employees’ ERIS database information twice a year – at a
mid-point review and during each employee’s annual appraisal. Supervisors can also update the ERIS
database on an as-needed basis if they are aware of
any information that needs to be changed during
the year. The supervisor’s appraisal is partially
weighted from the completion of these reviews.
The ERIS system allows authorized personnel to
produce emergency notification rosters immediately
in response to emergencies. ERIS also serves as
the main data repository for other applications that
use this data and is backed up separately from its
own server. A more in-depth login of the ERIS database is available to a select number of supervisors at TYAD who can access employee photos,
home phone numbers, and emergency contacts and
contact numbers – all of which empower supervisors to maintain accurate employee information.
To help facilitate these strategy meetings, a War
Room event board was developed that covers the
entire wall where the strategy meetings are held
Tobyhanna Army Depot started its Lean journey in
and graphically shows the Lean applications needed
June 2002. This transformational practice has achieved
for the next several months. The planning board
a total of 429 Lean events (including Lean training),
incorporates areas of interest, near-term action
with an associated savings and avoidance level of more
plans, and a “parking lot” for future Lean initiatives.
than $47.1 million since project inception.
Another aspect of TYAD’s Lean Deployment is the
command
group’s inclusion in Lean presentations.
In June of 2002, Tobyhanna Army Depot (TYAD)
All
levels
of
management are involved in the Lean
started its Lean journey. Prior to the first steps of
event
briefs
with the depot’s commanding officer
the Lean transformation, TYAD had a large amount
leading
off
the
events. This approach is a visible
of waste throughout its industrial and administraand
tangible
display
of the commitment that TYAD
tive processes. A continuous improvement culture
shows
in
support
of
its
Lean transformation.
did not exist, avenues for Lean initiatives were not
An
additional
important
element to TYAD’s
in place, and process details and performance visLean
transformation
is
a
Lean
self-assessment
ibility were minimal.
approach.
This
approach
is
a
continuing
look at
A preliminary step in the Lean transformation
how
well
Lean
deployment
is
faring
–
“lean
on
was to institute strategy meetings with directorLean.”
Standardization
across
the
Lean
conate management. Team leaders began regular
tinuum is scrutinized. Event preparation, event
meetings to plan Lean/Six Sigma events and
charter development, time observations, level
projects that would determine the need for value
loading by bar charting, standardization of event,
stream analyses; workplace organization and stanand in-and-out briefs are regularly reviewed for
dardization events; rapid improvement events; 3P
internal process improvements.
(people, process, product) planning events; and Six
Other aspects and examples of TYAD’s Lean DeSigma projects. Prioritization of these needed
ployment
are the Lean Action Register that tracks
events is based on high repair cycle times, cost
and
closes
actions, standard display boards that
issues, and high-priority systems as dictated by the
show
critical
Lean information to the work cenDepartment of Defense.
ters, static display boards
that stress Lean communicaLe an Ev e nt Participation
tion to all employees, administrative Lean events geared
1200
at waste elimination “above
the shop floor,” and monthly
1000
metrics to track and guarantee continuous improvement.
800
The results at TYAD have
been
impressive. Four Lean
600
model cells have been developed and five more are in the
400
process of Lean Cell certification. Lean/Six Sigma has
200
yielded employee participation levels of more than
0
1,000 employees since incep2002
2003
2004
2005
2006
tion (Figure 2-5). A total of
VSA
85
88
66
134
89
429 events have taken place
6S
0
107
119
189
231
since project inception, with
51
242
248
541
732
RIE
an associated savings and
avoidance level of more than
136
437
1052
Total
433
864
$47.1 million.
Figure 2-5. Employee Participation Levels
Employees
Lean Deployment
13
In October of 2003, Tobyhanna Army Depot executed an overhaul of its Lean/Six Sigma approach
by creating the Directorate of Productivity Improvement and Innovation. This transformational move
integrated continuous process improvement functions to provide a single focus on building and sustaining efficient processes throughout the enterprise.
Savings (Milli ons of D olla rs)
Tobyhanna Army Depot (TYAD) has been on
Lean journey since June 2002. Until October
2003, TYAD’s approach lacked structure and had
limited activity and breadth. No dedicated resources existed other than a small office of six
people, with Lean results sporadic at best. In late
2003 TYAD made a systematic overhaul of its
Lean/Six Sigma approach and created the Directorate of Productivity Improvement and Innovation (D/PII). This forward-thinking move integrated continuous process improvement functions
to provide a single focus on building and sustaining efficient processes throughout the enterprise
while process design, validation, and measurement were incorporated into a single organization to maximize synergy and eliminate waste.
The organizations consolidated under the D/PII
“umbrella” include the Research and Analysis Division, the Process Engineering Division, the
Quality Management and Improvement Divisions,
and the inspection of all products and assets. The
Metrics-That-Matter Training
Tobyhanna Army Depot’s Metrics-That-Matter automated training evaluation system replaced the
manual method of compiling post-training evaluation forms. More useful reports are now generated
at the supervisor and directorate levels, training effectiveness feedback is evaluated, and cost savings
have been realized.
18
180
16
160
14
140
12
120
10
100
8
80
6
60
4
40
2
20
0
0
2002
2003
2004
2005
2006
Lean Savings ($M)
-
9.6
6.8
13.8
16.9
Events (includes Lean
Training) per Year
11
50
79
121
168
Figure 2-6. Lean Events and Savings
14
Industrial Modernization Division will be folded
into the D/PII organization in the near future to
facilitate linkages to facility upgrades and optimize floor space usage during Lean events.
TYAD’s dedicated Lean core team is currently
comprised of 34 employees with one Master Black
Belt and five Black Belts. The core team members consist of commodity teams of various levels
and backgrounds who have direct access to the
director level and mentoring avenues. Recent updates to this approach include Lean process improvement specialists embedded within mission
directorates, which means that each director will
have Lean/Six Sigma expertise on staff to augment and drive Lean sustainment.
The single focus of the D/PII has yielded productivity improvements that have culminated in
a 2006 year-to-date savings of $16.9 million – a
testimony to the savings that result from Lean
events (Figure 2-6).
Lean Events
Lean Organization
Tobyhanna Army Depot (TYAD) implemented the
Metrics-That-Matter (MTM) automated training
evaluation system in 2005. The MTM system, which
replaced the manual method of compiling post-training evaluation forms, is widely used in Fortune 500
companies such as Microsoft and Caterpillar and by
government agencies such as the Defense Acquisition University. MTM provides unlimited data collection of training evaluations including reaction,
learning effectiveness, job impact, business results,
and return on investment.
MTM provides unlimited instructor reporting access; custom evaluations; performance goal tracking; variance reports to identify satisfied/dissatisfied learners; comparative performance reports by
instructor, course, program, location, client, and
learning delivery; internal and external benchmarks; and custom querying. Prior to MTM, training records were completed by hand and evaluations
were completed manually. Manual compilation of
such data was not only time-consuming, but results
were difficult to maintain.
Following the implementation of MTM, TYAD has
realized 1-2 man-years in cost savings and established a standardized evaluation process. MTM also
provides before-and-after tests that allow better
evaluation of the effectiveness of a training course.
Appropriate training in a timely fashion has also
enabled the warfighter to perform its duty efficiently.
Partnerships With Veterans Administration
Tobyhanna Army Depot has established a pair of
innovative partnering arrangements with the Department of Veterans Affairs Medical Center in WilkesBarre, Pennsylvania. In one partnership Tobyhanna
provides space for the Veterans’ Outreach Clinic to
make medical care for eligible veterans more accessible. Under the second partnership, Tobyhanna
employees can be referred by the local Army health
clinic to the Veterans Center for services not available at the clinic. These arrangements have provided additional convenience and cost-saving alternatives to Tobyhanna Army Depot personnel.
Tobyhanna Army Depot (TYAD) has established a
pair of innovative partnering arrangements with the
Department of Veterans Affairs (VA) Medical Center in Wilkes-Barre, Pennsylvania. In the first partnership TYAD has agreed to provide space for the
Veterans’ Outreach Clinic on depot property where
TYAD employees are able to receive diagnostic testing and treatment. The clinic provides an array of
primary care services, lab services, and other specialty support through “telemedicine” to eligible
depot personnel. This partnership provides convenient, on-base medical services to the veterans
employed at TYAD, reducing the amount of personal
time spent off-base for medical appointments.
Under the terms of the second partnership, the
VA Medical Center provides diagnostic testing to
TYAD employees for on-the-job injuries and physical evaluations. This arrangement enables TYAD
employees to be referred by the local Army health
clinic to the Veterans Center for services not otherwise available at the clinic, including deployment
physicals, dental evaluations, and other specialized
tests such as stress screening and magnetic resonance imaging (MRI). This partnership was implemented to reduce medical and compensation costs
for the depot. Medical services provided by the Veterans Center are provided at rates that are often
half those charged in the local private sector. The
Veterans Center is also an option for workers’ compensation-related injuries at the employee’s choosing. Workers’ compensation offers a wide array of
services, including CT scans, MRIs, physical therapy,
orthopedic consultations, and dermatology services.
The benefits of these partnerships include timely
access to convenient health care services for TYAD
employees, cost-effective treatment, and community
service for veterans.
Process Certification of Product, Process
Lines, and Work Centers
Tobyhanna Army Depot’s Certification Program
places greater authority in the hands of production
workers, allowing them to sign off on all their own
work. As a result, redundant inspections have been
eliminated and cost savings have been realized.
Tobyhanna Army Depot (TYAD) continues to develop and improve internal process control procedures aimed at reducing its inspection costs without sacrificing product quality. The process
certification procedures effort has evolved throughout the 1980s and 1990s to include the certification
of product lines, process lines, and work centers.
In 1998 a more comprehensive certification concept
was fully implemented under the current TYAD
15
Mission Directorate Standing Operating Procedure,
Mission Directive-56.
As an integral part of the TYAD Productivity Improvement & Innovation Directorate, the Process
Certification of Product, Process Lines and Work
Centers organization aligns with the Lean and Six
Sigma efforts. Lean events have been conducted in
18 of the 20 currently certified work centers. The
implementation of the certification process has given
TYAD employees the opportunity to perform their
own quality inspection requirements, contributing
to the production process in a cost-effective manner to ensure that Lean, Six Sigma, and quality initiative gains are sustained.
Tangible and intangible benefits are also being
realized. The reduction in man-hour execution by
the inspection process equates to an estimated savings of 19,800 man-hours per year along with other
intangible process-time cost avoidance. Metrics include the Total Mission Scorecard quality index results, which are consistently in the 98% range.
Since the 1998 inception of the Certification Program, 14 work centers have been maintained and
six process/product lines have been implemented.
Components of the Process Certification of Product, Process Lines and Work Centers include:
• Work Center - “Everything produced” that was
first-article-accepted in a previously certified
shop
• Product Line - One production line previously
certified within the scope of the work center’s
expertise, limited by product type and national
stock number
• Process - Refers primarily to support of or phase
of the production (applies to all products)
The certification process defined in MD-56 consists of a three-step approach leading to final certification of candidate shops to perform their own
quality inspection requirements:
• Step I - Conception phase (application for candidacy, Certification Review Team [CRT], CRT
implementation tasks, program package and
contents). The CRT will identify and develop
the certification program requirements, determine what procedures are required, and establish performance indicators.
• Step II - Evaluation phase (interim probationary period before review). Focus will be on
auditing to confirm that procedural documents
are being followed, noncompliances are documented, and corrective action(s) are initiated.
• Step III - Determination phase (Certification
16
Panel Review). The CRT will reassess the established requirements in Phases I and II to
verify implementation, compliance, and performance. Certification occurs when the candidate has satisfied and demonstrated the requirements set forth in the memorandum of
understanding with approval from the Certification Review Panel.
Examples of processes that enhance support of
the program include but are not limited to the following:
• The Logistics Modernization Program has
taken over for numerous legacy systems, enhancing TYAD’s business process in certification data collection, analysis, and reporting
• Shop areas now have a standardized form and
process for data input
• Annual product surveillance audits have been
instituted and conducted in recent years to
ensure that a quality product is consistently
produced
The implementation of Web-based access to work
instructions, standard operating procedures, regulations, and other mission-related documentation
has resulted in better document control. The audit
processes that support the monitoring of certified
and noncertified areas have been improved with the
institution of a more structured internal auditing
program to sustain the depot as an ISO 9001-registered facility.
Public-Private Partnering
Tobyhanna Army Depot has formed a full-time
staff dedicated to finding and forming strategic
partnering opportunities, with Tobyhanna acting
in the capacity of a subcontractor to private industry. By partnering with Tobyhanna, industries
receive full logistics support to their programs in
the field and at the depot to provide the most costeffective quality products and services in support
of the warfighter.
As an Army full-service engineering organization,
Tobyhanna Army Depot (TYAD) provides contractors solutions for their government partnership requirements. With the facility’s capabilities often
not being considered by industry teams, TYAD began to actively market its capabilities and its ability
to partner with private industry and government
program managers. TYAD’s previous strategy was
to take a more passive role without expending much
effort to seek work from private industry.
In 2000 the depot reviewed seven applicable statutes under Title 10 of the U.S. Code to determine
those that support a Department of Defense Working Capital Fund activity, such as TYAD performing
work for private parties. Review by the legal and
contracting teams determined that TYAD could be
more proactive in providing services that would
support the efficient acquisition and support of military systems. TYAD attributes that benefit the private sector by providing better value to the
warfighter include an existing worldwide support
infrastructure that can be leveraged and the ability
to effectively make or integrate electronics. The
business office organization was modified and a fulltime group was organized to find and facilitate workgaining teaming arrangements with private contractors to actively market TYAD capabilities by:
• Looking for opportunities to become involved
in long-range and/or new programs
• Finding forums to provide private industries
with information about capabilities not widely
known in the private sector
• Securing overarching partnerships with private
industries
• Providing contractors one TYAD employee for
all their partnership efforts
• Expediting the partnering process by having
documents in place (e.g., nondisclosure agreements and teaming agreements)
TYAD used the knowledge of its existing commodity managers and targeted contractors with secured,
large contracts in areas of TYAD’s core competencies. TYAD also has small- and medium-size private partners with good technical expertise that are
lacking adequate integration ability or the ability
to provide adequate logistics support. Some of these
partnerships provide certain elements of integrated
logistics support to the contractor for the warfighter.
TYAD has used flexibility given by recent authoritative changes to fully engage with private industry
partners by providing sales on a fixed-price basis;
tailored rates or prices (e.g., certain overhead elements can be removed from rate if not applicable);
and multi-year, fixed-price agreements.
As of March 2006, TYAD had entered into a total of 123 partnerships, 29 of which are currently
generating in excess of $18 million in 2006 revenue. TYAD has seen substantial increases in
work, with $2.4 million in revenue in 2004 and
$5.2 million in 2005 from private-party agree-
ments. The return on investment in effort to
obtain this work was 18 to 1 in 2006.
By partnering with TYAD, private industries are
able to use the organic industrial base to complement its own capabilities, creating a win-win situation for both industry and government. Partnering
also enables industry to leverage existing TYAD capabilities to avoid generating extensive and unnecessary overhead in sharing depot expertise while
TYAD, in turn, continues to learn from industry best
practices and preserves the depot’s core capabilities.
Rewarding and Recognizing the Workforce
Tobyhanna Army Depot continually strives to improve its Recognition and Awards Program to ensure that employees are recognized in an equitable
manner and that employee morale remains high.
The program reinforces productive employee behavior and enables a positive organizational culture.
TYAD considers employee awards and recognition
as a key component of an employee’s ongoing motivation and continually strives to improve the Recognition and Awards Program to ensure employee
productivity is rewarded equitably and employee
morale remains high.
One of the innovative awards that has been implemented is “Rewarding the Workforce,” which is
based on the net operating result (NOR). This award
replaces the traditional sustained superior performance and quality step increases. The maximum
amount of the award is capped at $1,500 per employee and the minimum is $500. To be eligible for
the full payout, an employee must meet specific timein-job requirements. Employee with significant
adverse actions against them, violations of Equal
Employment Opportunity guidelines, violations of
standards of conduct, ratings of less than fully satisfactory, or those on leave without pay for more
than six months are not eligible for the payout. The
On-the-Spot, Special Act, and Time-Off awards continue as before. This reward system improves management-employee relations and morale. Employees are now constantly looking for ways to improve
the NOR and frequently assess how individual actions will affect the NOR.
TYAD also established the Team Award to recognize teams for special efforts. Team members receive a letter of appreciation signed by the depot
commander accompanied by a jacket embossed with
17
a TYAD logo. The depot commander presents the
team members at a ceremony with the recipients’
peers present. The immediate supervisor, or any
individual having direct knowledge of the team’s act
in coordination with the team member’s supervisor, can initiate the award.
The Length-of-Service Award ceremony is held
monthly to recognize employees for 30, 35, 40, 45
and 50 years of service. The depot commander presents the award for 30 years of service, which consists of the presentation of a certificate and pin, a
signed and framed picture of TYAD, and a flag flown
over the depot and the United States Capitol on or
about the honoree’s 30th anniversary date. For 35
years of service, an engraved wall clock is presented;
for 40 years, an engraved gold wrist watch is presented; for 45 years, a personalized crystal decanter
with an embossed Army coin is presented; and for 50
years, a tree is planted in an appropriate place on
TYAD’s grounds with a plaque commemorating the
milestone placed near the tree. Coworkers, friends,
and family of the recipients are welcome to attend
all Length-of-Service Award ceremonies to honor
employees and recognize TYAD’s appreciation for the
recipients’ dedicated service to the country.
The Incentive Awards Program, an automated
process that resulted from a 2006 Lean event, further enhances the existing awards and recognition
programs as well as improvements to turnaround
times by streamlining and eliminating non-valueadded steps in the various awards processes. Initial cost savings of approximately $100,000 were
immediately realized. Continual emphasis is placed
on the depot’s Incentive Awards Program so that
the workforce receives proper recognition. This
program reinforces employees’ productive behavior
and creates a positive organizational culture.
Skills Training and Workforce Sustainment
The goal of Tobyhanna Army Depot’s Technical
Development Division is to provide technical, professional, and leadership skills for its workforce that
will promote and maintain technical competency and
sustain a business-focused culture to support the
needs of the warfighter.
The Technical Development Division (TDD) serves
as the overall program manager for training
Tobyhanna Army Depot’s (TYAD’s) employees. The
TDD provides four categories of training that include
18
mandatory, mission-essential, developmental duty,
and developmental nonduty training for the
workforce to support mission requirements, maintain technical competency and develop skills for future technology requirements. Staff members include a training officer, training instructors, training
administrators, education technicians, and administrative assistants. TYAD uses internal training
instructors as well as external resources as needed
to fulfill training needs.
TYAD’s Training Center offers internal electronics courses, online information technology courses,
new employee training courses, and computer-based
Learning Resource Center courses – all of which are
conducted during duty hours. The Vendor Training
Program is also conducted during duty hours and
offers a wide variety of topics. The Leadership Development Program includes a diversity of government leadership programs and TYAD’s Supervisory
Excellence Program, which includes online staff development courses, leadership education and development courses, and five additional courses that include Human Resources for Supervisors, Effective
Briefing, Fundamentals of Business Writing, Working Capital Funds, and Diversity Workshop.
The Workforce Revitalization Programs include
Mentoring, Cooperative Education, and the Apprenticeship Program that is offered internally and allows employees to gain advancement through a combination of formal classroom education and on-the-job
training. For every 180 hours of education, employees are expected to give a one-year service commitment. Employees are awarded credits for courses
taken that are transferable for continued degree education with local colleges. TYAD also has an excellent program for high school students who would like
to work in the summer and during holidays as well
as a Student Career Experience Program for students
planning to work while they are pursuing an
associate’s degree at a local community college.
Assessment testing is administrated to new electronics workers and electronics mechanic for evaluation of skill levels. Recommendations for training
are provided to the employees and supervisors.
Employees and their supervisor develop an individual
development plan to enhance the employee’s skills,
knowledge, and abilities. Mission supervisors identify training needs relevant to each employee’s
workload requirements. Training requests are provided to TDD that strategically direct the implementation of workforce development and mission-related
requirements.
A documented
training needs assessment or Automated Individual
Development Plan
(A-IDP) must be accomplished for every employee at
least once a year.
The assessment
should reflect only
the training necessary to enhance an
employee’s efficiency and productivity. Courses to
be taken during
duty hours must be
mission-related to
the directorate.
Developmental
non-duty training
will improve employee performance
but is not directly
mission-related. Figure 2-7. Strategic Planning Process
All training needs
requisite to the enhancement of current skills and
In 2004 Tobyhanna Army Depot (TYAD) revamped
those necessary for mission accomplishment are
it strategic planning process to a team-based stratentered into the A-IDP database, which is the basis
egy plan with a stated intent to position TYAD to be
for annual training needs surveys that determine
successful in the future and achieve its vision of
what training is necessary.
becoming “the C4ISR Logistics Support Center of
Choice for Warfighter Readiness and TransformaTYAD’s training programs focus on strengthening the
tion.” Prior to 2004, the Strategic Planning Prodepot’s workforce by providing the technical, profescess did not expose the entire population of TYAD
sional, and leadership skills to sustain a business-foto the forward-looking plans developed by the leadcused culture. Employees will gain the technical and
ership team. TYAD’s current Strategic Planning
professional competencies for career advancement that
Process is executed by a primary team consisting of
enable TYAD to support mission requirements (i.e., the
the Command Group, the directors, the deputy diwarfighter). TYAD’s management commitment to prorectors, and the multidisciplined Strategic Planning
viding excellent training to its employees has bolstered
Team responsible for initiating situation analysis.
employee morale and productivity, creating a positive
The process focuses on specific areas that include
work environment and workforce retention.
repair/overhaul, manufacturing, force projection,
sustainment support, and systems integration.
Strategic Plan
Situation analysis takes into account a self-generated strengths, weaknesses, opportunities, and
Tobyhanna Army Depot transformed its strategic
threats analysis that is balanced against priority isplanning process into a team-based strategy plan insues and internal and external boundary conditions.
tended to position the depot to be successful in the
The external/internal analysis is “bucketed” into key
future and achieve its vision to become the “C4ISR
categories that include government, technology,
Logistics Support Center of choice for Warfighter
markets, competition, production factors, human reReadiness and Transformation.”
source, economic/social factors, and finance.
19
Once the situation analysis is complete, the strategic direction of TYAD is established by categorizing resulting issues of strategic concerns into five
major goal areas, each with a specific objective and
subsequent strategies, actions, and targeted measures that set the strategic direction for TYAD. Goal
areas include:
• Business Development
• Financial Management
• Innovation
• Human Resources
• Transformation
Once these actions are identified, responsible organizations are assigned and implementation plans
are developed with quarterly Primary Team reviews.
The strategy plan is then communicated through a
TYAD-ingrained communication plan that includes
cascade briefings along with a posting plan on the
Intranet (Figure 2-7).
TYAD’s newly restructured Strategic Planning
Process drives employee involvement by connecting
employees to strategic goals. First-line supervisors
and subject matter experts all serve on subgroups.
TYAD has also actively benchmarked other organizations and leveraged industrywide lessons learned.
Voluntary Protection Program
Tobyhanna Army Depot’s participation in the Occupational Safety and Health Administration’s Voluntary Protection Program shows a commitment
by management and the workforce to work together
in an effort to exceed the minimal safety requirements, which has resulted in an injury rate that is
55% below industry standards.
The purpose of the Occupational Safety and Health
Administration’s (OSHA’s) Voluntary Protection Program (VPP) is to emphasize the importance of, encourage the improvement of, and recognize excellence in occupational safety and health programs.
Sites that participate in the VPP work not only to
remain compliant with OSHA regulations but commit to exceed the minimal health and safety standards set by OSHA. As a VPP participant, Tobyhanna
Army Depot (TYAD) management and labor work
together to protect the workforce as opposed to the
traditional compliance-oriented approach.
TYAD began the VPP process in 1998, which meant
entering into a new relationship with OSHA focused
on trust and cooperation and a goal of safety excel-
20
lence for the protection of the workforce. TYAD’s
strong management commitment and leadership were
necessary to establish criteria that exceeded the minimal standards set by OSHA. This was accomplished
through employee involvement teams, safety star
points, employee vigilance, job hazard analyses, quarterly safety inspections, safety talks, accident investigations, Web-based interactive safety training, hazard identification and abatement programs, directorate
scorecard review, safety council meetings, and the use
of personal protective equipment.
Since the implementation of VPP, injury rates are
calculated to be 55% below those of similar industries. Injury rates for days-away-restriction transfer
cases are down to 18%. TYAD received the Merit
Site Award in 1999 and 2000, a Star Site Award in
2000, and VPP recertification in 2006. Achieving VPP
Star status has propelled TYAD to a level of safety
excellence and the distinction of being the first defense organization to achieve VPP recognition.
Workers’ Compensation Program
Tobyhanna Army Depot has implemented a case
management process to control workers’ compensation costs that were excessive prior to 1989. The
assignment of a full-time administrator to manage
the program combined with increased workforce
awareness of health and safety has resulted in savings of more than $10 million and a significant decline in injury claims.
The Workers’ Compensation Program at
Tobyhanna Army Depot (TYAD) was perceived by
management to be “out of control” prior to 1989.
For a small minority of the TYAD workforce, the
compensation program was a 45-day, fully paid vacation that required only a physician’s statement to
remain off work. The number of claims prior to
1989 and the associated cost of workers’ compensation claims were becoming a burden to the organization, with the number of claims equaling approximately 10% of the workforce. Active claims (new
claims plus any claims still being tracked and paid)
totaled more than 200 per year.
TYAD began by taking a proactive approach to
managing the Workers’ Compensation Program –
educating supervisors, educating the workforce, and
hiring a full-time administrator to focus on the problem and get results. All incidents are now given a
high priority with a structured and documented
approach and focused case management. The administrator works closely with the supervisors to
ensure they understand the need to get employees
back on the workforce. The administrator also works
closely with employees to see that they are getting
their maximum benefit entitlement, ensuring that
employees reenter the workforce, and disciplining
those that violate the program. All new employees
are educated on the cost impact of the Workers’ Compensation Program and the important role they play
in minimizing the cost of the program to TYAD.
Policy changes have also been instituted. Depot
policy states that any temporary restriction, however limiting, will be accommodated and the
employee’s home department is required to accommodate its employee as necessary. If the home department cannot accommodate an employee, an appropriate position will be found at the depot. When
permanent restrictions prevent an employee from
returning to his or her original status, another position will be found at TYAD to accommodate the em-
ployee unable to return to his or her work status
prior to injury.
The Workers’ Compensation process now involves
processing all claims through the administrator, with
program benefits and responsibilities explained to the
employee who must commit to return to light duty.
The administrator mails the treating physician a letter that explains TYAD’s willingness to accommodate any requisite medical restrictions. The administrator contacts employees at home as needed, and
independent medical exams can also be performed if
required. All available Department of Defense incentive programs are used to facilitate an employee’s
return to work.
The number of claim counts at TYAD has been
reduced from over 300 in 1982 to nearly 50 in 2006.
The Workers’ Compensation Program has netted a
savings in excess of $10 million while the cost of an
average claim continues to decrease. Every employee
with a work-related injury has been successfully returned to work since 2000.
21
Section 3
Information
Design
manufacturing and designers using the same models and software, their efforts can be done concurrent with the design phase. This approach saves
cycle time and minimizes rework when compared
to the traditional serial process.
Visualization software, PTC’s ProductView, allows
designers and customers to perform a virtual “walkthrough” of systems before they are ever produced.
This allows customer-driven changes to be made in
the initial cost-effective design cycle.
TYAD uses Structural Research and Analysis’s
COSMOS software and PTC’s Pro/Mechanica software for finite element analysis (FEA). FEA allows
designers to subject models to simulated airdrop,
rail impact, shock, vibration, over pressure, dynamic
loading, and fatigue testing. Modules used include
static, dynamic, and thermodynamics. TYAD also
uses CFdesign software for computational fluid dynamics analysis.
TYAD is well-positioned to leverage its suite of
CAE tools and its deep domain knowledge of CAE.
Computer-Aided Engineering and Product Life Cycle Management
Tobyhanna Army Depot has evolved its computeraided design capability into a state-of-the-art computer-aided engineering system that includes Pro/
Engineer software, Visualization software, Structural
Research & Analysis’s Cosmos software, and
CFdesign software.
Tobyhanna Army Depot (TYAD) has been using
computer-aided design (CAD) for 18 years. Since
1988 TYAD has advanced its CAD capability into a
state-of-the-art computer-aided engineering (CAE)
system encompassing design, analysis documentation, detailing, and manufacturing (Figure 3-1).
TYAD uses Parametric Technology Corporation
(PTC) Pro/Engineer software for mechanical design,
manufacturing, and documentation. Pro/Engineer enables
TYAD design engineers to provide three-dimensional parametric, fully associative, solidmodeling capabilities. Models
Concurrent
are shared concurrently
throughout the design process
with manufacturing techniCONCEPT
cians, drafters and illustrators.
Models provide a complete
DESIGN
physical description of parts,
assemblies, and entire sysANALYSIS
tems, including information
on weight, center of gravity,
DRAFTING
and interference checking.
Designers create realistic
MANUFACTURE
mechanisms, evaluate model
behavior, and collaborate in
real time with other members
of the design team.
Associative
Manufacturing technicians
use Pro/Engineer to create all
of the computer numerical
control code that drives manufacturing equipment. With Figure 3-1. Computer-Aided Engineering
Control
Optimization
Computer-Aided Engineering
23
TYAD is also in the process of moving its extensive
library of CAE models from a work-group-style, CAEmodel-only management system to an
enterprisewide product life cycle management
(PLM) system. The PLM system chosen for this
effort is PTC’s PDMLink. PDMLink will create a
single, secure Web-based source for product data
for its entire installation, with vaulting, revisioning,
structure management, searching and life cycle
management. The system will control all product
documentation associated with a project, including
CAE models, drawings, analysis data, and Microsoft
Office documentation and will also provide change
and configuration management throughout a
product’s life cycle. PDMLink also has embedded
visualization for all models and documents, allowing organizations such as contracting, business
management, and production control to view and
mark up CAE models and product documentation.
TYAD anticipates having the first phase of its PLM
system implementation completed by August 2006.
solids modeling. Mechanical properties such as
weight and center of gravity could be calculated that
allowed for an actual simulation of the design on
the computer. However, this was independent of
the finite element analysis (FEA) that was completed
on the design.
From 1992 to 2002, TYAD merged FEA modeling
requirements into the CAD design process and implemented dynamic forces analysis on its designs, developing static equivalent forces from the analysis
that was crucial to simulating the stresses exerted
on a design during Aberdeen testing. Simulation of
this test was valuable, enabling failures of the test to
be “designed-out” before a single weld was made on
an actual prototype. TYAD is currently working with
larger models, particularly full solid assemblies that
can be run through this analysis.
Production
Enhanced Production, Planning, and Control
Finite Element Analysis
The Finite Analysis Group has developed a static
equivalent model for a dynamic process that has
predicted – with near 100% accuracy – what will fail
on a specific transportability stress test. This equipment has also been successfully used in other applications, most notably in the creation of a lifting fixture for removing the elevated equipment rooms.
Tobyhanna Army Depot (TYAD) has a requirement
to measure peak accelerations on equipment for
uses such as transportation. From the 1960s to1983,
known inputs to a design such as stress forces and
accelerations were very limited, with MIL-STD 810
and hand calculations used to determine these
forces. Calculations were based on static loads only
and often required costly rework on produced prototype items if calculations were incorrect.
From 1983 to 1989, TYAD acquired the ability to
model using the AUTOCAD 2-D program for computer-aided design (CAD), which allowed for the development of two-dimensional drawings and models. This program did nothing for structural analysis
in full, life-like simulation but did shorten the rework cycle because models were easily modified
using the computer.
From 1989 through 1992, TYAD began implementing computer-aided engineering – the first full 3-D
24
In December 2006 Tobyhanna Army Depot plans
to go live with a series of new Enterprise Resource
Planning tools that will give the depot the ability to
see customer demand schedules and adjust the
workforce accordingly, reducing inventory levels and
production stoppages.
In December 2006, Tobyhanna Army Depot
(TYAD) plans to go live with a series of new Enterprise Resource Planning (ERP) tools to increase the
functionality and usefulness of the Logistics Modernization Program. The current scheduling system at TYAD is an informal and reactive process
that typically results in high inventory levels and
production stoppages. A project is often accepted
when the capacity and resources available to meet
project requirements are unknown and delivery
dates are inaccurate, resulting in the need for employees to work overtime or for extra shifts to be
added to ensure timely project completion. Delivery dates may be delayed further if TYAD does not
have the required parts or supplies on hand to meet
project needs and has to order them, which may
take several weeks.
The new ERP functionalities will give TYAD the
ability to see its customer demand schedules and to
adjust the workforce accordingly, while reducing
inventory levels and production stoppages. The new
tools include:
• The Demand Planning tool determines what
assets are needed and when. Instead of waiting for an asset to enter the shop floor to determine what material or capacity is available
to support it, the needs will be forecasted.
There are three types of demands/customer
orders: 1) Funded, in which the customer has
identified and funded the project; 2) Planned/
Unfunded, in which the customer has expressed a need but has not funded the effort;
and 3) Unplanned.
• The Material Requirements Planning (MRP)
tool is a forecasting system that determines
what material is needed, in what quantity, and
when the materials are to ordered. Customer
demand schedules drive the MRP and allows
materials to be available just in time when the
production floor needs them, reducing inventory levels and production stoppages typical in
the legacy scheduling system. MRP data requirements include accurate bills of material,
accurate production routings, allocation of
materials to different parts of the production
route, sound material order policies (reorder
point, period of supply), and use of unrestricted
stock policy in the Automated Storage Retrieval System.
• Customer demand schedules also drive the
Capacity Requirements Planning (CRP) portion
of the system. CRP forecasts work center requirements by determining what type of labor
skills and equipment are required on the shop
floor at a given time. CRP allows the depot to
see the location of potential overloads in the
various work centers on the production floor.
The scheduler can use CRP to adjust capacity
levels in the problem work centers by increasing capacity or moving a workload to another
work center with similar capabilities.
• The Master Production Scheduling (MPS) system is a new function at TYAD that uses data
from the Demand Planning, MRP, and CRP
tools to determine if project schedules can
be met. MPS uses operation data, machine
data, and skill set requirements from CRP
and inventory and purchasing data from MRP
to develop a delivery plan. The delivery plan
is a realistic plan of what the business intends to deliver/produce and is expressed in
specific configurations, dates, and location.
The delivery plan goes to the work centers
for execution.
The new ERP tools that TYAD plans to implement
will have a significant impact on project schedules,
inventory, and capacity. MRP will promote on-time
delivery of material, increased inventory turns, excess inventory reductions, and inventory cost reductions. CRP benefits will include reduced repair
cycle times, capitalization on resource allocation to
meet schedules, increased production throughput,
and production cost reductions. The MPS will develop a realistic plan of what TYAD intends to deliver/produce. Successful implementation of these
tools will result in their implementation across all
Army depots.
Fire Finder Radar Tower Track Enclosure
Tobyhanna Army Depot developed a temporary
shelter that provides the capability to perform tower
track testing in inclement weather, reducing overall
process flow time and expediting the completion of
critical systems to meet requirements of the
warfighter.
Tobyhanna Army Depot’s (TYAD’s) Fire Finder
tower track radar locates enemy fire emplacements
and other small objects from detected trajectory
through the use of algorithms. Prior to 2005, TYAD
was using an outdoor tower track calibration facility to verify system accuracy. Tower track calibration testing compensates for mechanical manufacturing tolerances and assures mechanical and
electrical system alignments are congruent. During tower track testing, wind velocity cannot be
greater than 20 mph, there can be no rain or snow,
and the outside temperature must be between 50°F
and 100° F. The weather does not always cooperate
at TYAD, with only 67 clear days a year.
An environmental, nonmetallic shelter was built
that will enable TYAD to perform tower track testing in inclement weather and control temperature,
wind, snow, rain, and interference (ground clutter).
A fiberglass, reinforced plastic and acrylic (plexiglas)
shelter was designed and tested by TYAD engineering staff in only four hours using the ComputerAided Engineering system. The newly constructed
shelter has allowed dependable testing on a yearround basis. Fire Finders are always in short supply in the field, making rapid turnaround of overhauled units essential. Calibration testing for Fire
Finder radars requires a minimum of three days to
complete. Fifty-five Fire Finders were completed
in 2005 and 35-40 were completed in 2006.
25
The new wooden structure, which is presently 90%
complete, is fabricated with all nonferrous materials and houses a door to the tower, ground baffles
to stop ground clutter, and a small enclosed work
area for the employees. The completed tower is
expected to improve process flow time and expedite
the completion of critical systems to support the
warfighter.
Rapid Acquisition of Manufactured Parts
Program
The Rapid Acquisition of Manufactured Parts Program at Tobyhanna Army Depot has enabled the
facility to better serve its customer base in the rapid
manufacture of printed wiring assemblies with minimal documentation. Future enhancements to the
system will help to ensure progress and success of
the program.
In the mid-1990s Tobyhanna Army Depot (TYAD)
installed the Rapid Acquisition and Manufacturing
of Parts (RAMP) system to expedite the manufacture of printed wiring assemblies (PWAs), which
greatly revolutionized the facility’s processes. The
RAMP system, which integrates hardware and software at the workstation level for the semiautomatic
assembly of PWAs, consists of three major functional
areas that include:
• The factory floor where the actual manufacturing occurs
• The Manufacturing Engineering Data Capture
(MEDC) system
• The business process that has now been replaced by the Product Data Master Scheduling System (PDMSS) and the SAP element
The factory floor consists of all of the equipment
and facilities to accommodate the actual building of
the hardware. The floor equipment includes a parts
presentation system that presents the component
parts to the operator in the proper order and visually indicates to the operator the location and orientation of the part on the printed wiring board (PWB).
MEDC is the software system that acts as the
media to transport information between the different applications used in the design layout process.
The process starts when parts list and component
parts list data are entered. If the component library does not contain the part data, this information must be entered and becomes permanently
stored in the library for later retrieval. Typical data
26
includes form, electrical values, pin data, classification schemes, and gate data. The next step of the
process is to scan the artwork data in whatever format it can be presented. RAMP software then takes
the data inputs and generates a schematic that operators use to generate a net list. TYAD software
is then run to establish all the details about the
actual printed wiring board PWB’s construction, including hole location, circuit spacing, layer spacing,
and other data required to manufacture the PWB.
The PDMSS and SAP systems capture labor hours
and material costs on a per-unit basis and function
as the floor scheduling and control system.
TYAD has realized productivity benefits from the
use of the RAMP system. Depending on PWB complexity, design/layout time can be reduced from
more than one month to less than one week. Errors in the design/layout process have been virtually eliminated due to the reduction of manual intervention in many steps of the process.
TYAD is continuing to make major changes to its
RAMP system to ensure its ongoing success. Work
is in progress to migrate MEDC to a PC-based environment that runs on OrCAD Ultra. Further preliminary investigative work is ongoing that will integrate the Standard for the Exchange of Product
Data and the ISO 10303-210 Application Protocol
for Electronic Assembly, Interconnect, and Packaging Design. These changes will ensure process continuity, sustainment of investment, and supportability of the software and hardware systems.
Routes Development
Tobyhanna Army Depot is currently developing
production routes that will allow designated
schedulers/controllers to schedule work using repair shop capacity. The new routes are scheduled
to be fully implemented by August 2007 and are
expected to correct repair cycle times, allow justin-time material delivery, and reduce production
and inventory costs.
Tobyhanna Army Depot (TYAD) is currently developing production routes that will allow designated
schedulers/controllers to schedule work using repair shop capacity as opposed to flooring jobs as they
are received from numerous controllers. A route is
an internal process flow used to manufacture major or secondary end items or to fabricate required
materials. The initial approach to develop routes
assumed one person per operation per cost center,
which resulted in large overall completion times.
Because the majority of work was performed within
one cost center, all material was allocated to that
cost center. Consequently, material was received
and stored in the shop long before it was needed.
Routes are now being constructed within the Logistics Modernization Program environment (SAP)
and used by production controllers to distribute manhours to the repair shops. Supply specialists develop bills of material that are then used by process
engineers to develop the routes. The route redevelopment effort subdivides cost centers into work
centers by specialized equipment and specialized
labor skill sets. Actual manpower is reflected within
the operations and material allocations are detailed.
“Long text” is utilized to provide more specific shop
instruction in each operation (e.g., paint color,
chemical treatment, and process variations).
By modifying the production routes, correct repair cycle times will be realized, material will be
delivered just in time, production and inventory costs
will be reduced, and capacity planning will be
achieved. The new routes are scheduled to be fully
implemented by August 2007.
Facilities
Facilities and Equipment Maintenance
System
Tobyhanna Army Depot is using a customized version of MAXIMO maintenance software to effectively
manage the depot’s facilities and equipment maintenance requirements, including the requesting, tracking, managing, costing, and reporting of equipment
and facilities maintenance activities.
In 1996 the Army selected Tobyhanna Army Depot (TYAD) as its initial operating site for the Facilities Equipment and Maintenance (FEM) system that
runs on MAXIMO software, which was developed
by Product Software and Development Incorporated
for the Joint Logistics System Center. Beta testing
of the system was completed and deployed throughout TYAD in 1999. FEM is essentially a standard,
asset maintenance-management system that allows
users to manage mobile equipment utilization, mobile and production equipment maintenance, real
property maintenance, and facilities maintenance
work. The system also allows users to manage in-
ventory (spare parts and consumables) in their
storerooms, perform employee assignment and labor reporting, and generate job plans and preventive maintenance procedures.
The FEM system facilitates a single data-entry
point that interfaces with legacy systems such as
the Defense Property Accountability System. The
single data-entry point creates work orders for equipment, machinery, and vehicles and identifies which
division of the Directorate for Public Works (DPW)
is responsible for the work. The work order is
printed out in the appropriate DPW division so the
supervisor can assign the work. Artisans performing the work document all material and man-hours
spent on the job. The FEM system manages all
parts inventory for availability, interchangeability,
usage, and requirements – reducing the amount of
parts maintained in the depot’s warehouses while
incorporating parts availability into workload scheduling. FEM is used at TYAD to manage over 2,200
pieces of production and service equipment items
and all depot facilities and grounds; schedule preventive maintenance on all of the depot’s vehicles,
mobile equipment, production equipment, buildings
and grounds; and processes more than 24,000 maintenance-repair work orders annually.
Future plans for upgrading TYAD’s FEM system
including incorporating handheld terminals (HHTs)
for ease of inventory management and creation of a
paperless work order completion system. Data will
be entered into the HHTs real time during each workday and downloaded at the end of each work shift.
Management
Automated Scorecard
The Automated Scorecard Program was started in
January 1997 when Tobyhanna Army Depot’s senior
leaders and the union established key business objectives with related metrics to measure specific business
areas. The Scorecard has evolved into a management
tool that currently measures over 100 business metrics
that alert management to problem areas in sufficient
time to implement corrective action.
In 1997 the senior management at Tobyhanna
Army Depot (TYAD) began the Automated
Scorecard Program, a tool that enables senior
management to monitor key business objectives
on a monthly basis. The Automated Scorecard
27
alerts management to problem areas while providing visibility to all value-added metrics throughout
the command, including overseas operations. The
scorecard’s ability to monitor more than 100 metrics,
address out-of-tolerance metrics with reasons for
their variance, and develop a get-well plan have made
it an invaluable tool for senior leadership and analysts at their monthly meetings. TYAD’s annual objectives are then broken down into monthly targets.
A standardized scorecard was initially developed
and is now used at monthly scorecard meetings
when objectives are reviewed. The scorecard is
then posted on the TYAD Intranet and discussed
at all Home Team meetings during which out-oftolerance goals must be addressed, the reason for
the variance explained, and a plan to correct the
discrepancy presented. The Scorecard serves as
a monthly monitoring mechanism for management as well as a tool for defining specific business performance metrics for both mission and
non-mission areas. The Scorecard review also
serves as the primary forum for all TYAD business discussions. Only key indicators are monitored, which effectively simplifies the process yet
holds each team accountable. Management is
aware of problem areas in sufficient time to implement corrective action, and no significant burden
is placed on the employees.
TYAD installed software that will house an automated scorecard with a digital dashboard.
Real-time metrics data will then be available to
all directors at all times on the Web. TYAD’s
new software upgrade includes trend analysis,
alerts, graphic indicators, and drill-down capability to improve the facility’s current business
processes. Other organizations using this software include the Department of Transportation,
the Department of Homeland Security, the U.S.
Army Corps of Engineers, and the Federal Aviation Administration.
Automated Individual Development
Program
The Automated Individual Development Program is a Web-based tool developed to provide a
synergistic link to Tobyhanna Army Depot’s Technical Development Division to ensure that employees receive skills enhancement training that correlates with the needs of the depot.
28
The Automated Individual Development Program (A-IDP) was developed to ensure that all
Tobyhanna Army Depot (TYAD) employees are
able to receive adequate training to maintain their
current jobs and to prepare for future assignments
and to create a vehicle for the analysis, planning,
and evaluation measurements of an overall employee training program. The A-IDP functions to
provide employees training choices relevant to
their occupations in three categories of courses
offerings that include:
• Army Civilian Training Education System –
All courses prescribed by career program ladders and acquisition and technology
workforce requirements (government
schools)
• Mission – Technical courses necessary for
the organization to achieve state-of-the-art
expertise and align with the organization’s
strategic plan
• Professional office skills – Courses that offer the basic essentials needed for successful performance in a work setting (e.g., office automation, team work, leadership,
supervision, and communication skills). Filters are applied to each course title in the
database, limiting what employees see based
on their grade, supervisory level, career program, and organization.
The A-IDP was implemented in October 2004
as mandated by the Communications Electronics
Life Cycle Management Command, TYAD’s major command organization. It was initiated to
provide not only an automated input system but
to provide a synergistic link to the Technical Development Division (TDD). After supervisors determine their employees’ training needs, employees can create a relevant IDP within minutes,
selecting up to eight courses that can be taken
during four fiscal years. Employees can print their
IDPs if training documentation is required.
The A-IDP system also provides metrics to directorate training coordinators that show organizational training costs and training costs per employee through the generation of organizational
funding reports. Employee reports can also be
generated that list A-IDP submission by organization, employees who have or have not logged
into the A-IDP, and employees who have or do
not have an IDP. These metrics constitute valuable data for the TDD as well as the training coordinators who can view and monitor an employee’s
IDP. Course reports can be generated that show
course requests and course costs. Course completion reports can also be accessed through the A-IDP
system, which has improved a formerly labor-intensive manual system that did not adequately address
the training necessary to maintain an effective and
productive workforce at TYAD.
Community College Partnership
Tobyhanna Army Depot has begun the process of
workforce revitalization in an effort to implement multiple programs for acquiring and retaining employees
through the depot’s College Partnership Program.
The demographics of the workforce population of
the Tobyhanna Army Depot (TYAD) indicate a migration towards an aging workforce. Statistics show
the average age of a TYAD employee is currently 47.
In 2006 the projected number of personnel eligible
to retire is 765 (22% of the workforce) – a number
that will increase to 1612 (46% of the workforce) by
2011. The increase in retirees has precipitated a
workforce revitalization effort at TYAD to fill the void
left by retiring employees.
TYAD has taken a multidiscipline approach to hiring competent employees and retaining them by joining the Northeastern Pennsylvania Alliance Electronics Training Consortium and the Scranton Chamber
of Commerce Electronics Committee. Additional
workforce revitalization efforts include the Teacherin-the-Workplace Program, Tech Prep SMART
events, school visits with representatives from local
colleges, and the Student Career Experience Program
(SCEP). The SCEP was implemented in 2000 with
the intent to develop highly skilled employees through
a partnership with TYAD and three local colleges offering an associate’s degree in electronics. The program has grown to 13 partnerships since its inception. SCEP’s 1-to-2-year program provides full-time
work during the summers and school breaks and parttime work during the school year. The incentive for
participants is employment at TYAD through a noncompetitive conversion to career-conditional status
upon graduation. Students enter the workforce as
trained electronics workers, electricians, engineers,
machinists, logistics management specialists, safety
specialists, carpenters, and management analysts –
most as a WG-08 earning an annual salary of $35,800.
More than 150 TYAD employees have participated
in the SCEP to date.
TYAD’s efforts to revitalize its workforce have resulted in an increase in the number of younger, skilled
employees receiving associate degrees.
Cost Estimating
Tobyhanna Army Depot created a cost estimating
cell that has brought consistency to the cost estimating process and to the quality of the bids developed
through centralized handling of requests along with
standardizing labor time, pricing updates, and a database to track and review quotes.
In 2005 Tobyhanna Army Depot (TYAD) conducted
a rapid improvement event to enhance the effectiveness of it cost estimating function. Cost estimating
at TYAD is defined as “the process of receiving
workload proposals and specifically developing and
delivering to the customer a monetary estimate to
perform the requested work.” The original process
for producing cost estimates was highly unstructured
and decentralized and required multiple steps and
people and excessive time. As a result, deadlines for
bid submittals were frequently missed and potential
contracts were lost.
After assessing the process, it was determined that
multiple problems existed. Initial requests for estimates were being received by approximately 45 production controllers within the operation. The large
volume of requests for new items required a capability study by engineering, which created a backlog in
the engineering and estimating process. All requests
required production controllers to obtain time and
material costs. Time estimates were received from
the shop, while ballpark material costs had to be obtained from parts requisition personnel because shops
did not track price changes. A production controller
would then complete the process by formalizing the
estimate and providing it to the customer. The time
to complete new product estimates was excessive,
ranging anywhere from 60 to 180 days. Additional
problems included the inability of the decentralized
process to track the status of estimates. The material costs available were outdated and standard labor times did not exist. As a result, bidding was
inconsistent and subject to estimates that were
either too high or too low.
In March 2007, the Cost Estimating Cell (CEC)
was established to perform all cost estimating functions for the entire organization with a mission
“to build customer relationships and grow inter-
29
nal workload by providing timely and accurate estimates to our customers both internal and external.”
The CEC was structured with two lead engineers
to handle most of the technical support and a team
of additional engineers available as needed to assist
on larger estimates. A database program was created and administrative support is available to enter and review customer requests along with bidding and follow-up activities. Past quotes were
entered into the system to create a historic support
element. Standard labor times were developed and
price changes were updated to improve bidding consistency. A front-end review component was also
added to exam the feasibility and value to TYAD of
received bid requests to determine if a cost estimate was justified. Specific estimate turnaround
objectives were also established for CEC based on
the complexity of the request – 7 days for simple
requests, 15 days for moderate requests, and 30 days
for complex requests.
With the CEC in place, TYAD is able to accommodate customer requests for bids in a more timely
and efficient manner. Requests not warranting the
time and effort to bid have been significantly reduced, freeing up resources to work on more promising bid opportunities. The centralized handling of
requests along with standardizing labor time, pricing updates, and a database to review past quotes
has brought consistency to the cost estimating process and to the quality of the bids developed. Follow-up is now possible with a support infrastructure in place and a focused staff that has an
established mission and goals.
In the first three months of operation, CEC has
had a positive impact on TYAD’s response to customer requests for estimates. Bids are more consistent and more accurate, resources are being used
more efficiently, turnaround times have been reduced by 50%, and 80% of bid submittals are on time.
Customer-Supplier Labor Management
Partnership
Tobyhanna Army Depot formed a labor-management partnership with the Defense Distribution Depot Tobyhanna, the facility’s major supplier, and the
American Federation of Government Employees Union
Local 1647. The trilateral support organization ensures mutual commitment to maintaining readiness
and retention of the communications electronics depot mission for the United States Armed Forces.
30
Prior to 1995, Tobyhanna Army Depot (TYAD) had
direct supply function. With the advent of the 1995
Base Realignment and Closure, supply functions
were reassigned to the Defense Logistic Agency with
a shift in the chain of command that impacted TYAD,
supply, and labor. In 1996 a partnership charter
was formed to improve customer working relationships and signed by the three parties involved in
the supply chain – TYAD, Defense Distribution Depot Tobyhanna (DDTP), and the American Federation of Government Employees Union Local 1647.
This shift in command also had associated complex
problems that required resolution. Supply discrepancy reports (SDRs), specifically for the Gyro system and integrated site units, created over 100 SDR
transactions between DDTP and TYAD product line
personnel within a 6-month period, stopping movement of items to the shop floor until proper identification could be determined. TYAD personnel have
developed inspection standards and documents that
supply now uses to verify material identity, creating a seamless flow to the production floor.
A strong indication of the efficiency represented
by this customer-supplier labor management partnership is a memorandum of agreement that maps
standardized behaviors between TYAD and DDTP
and has significantly reduced the cycle time for delivering material to the floor by eliminating the waiting time to engage the responsibility of all the involved parties. The automated supply system used
by DDTP now flags problem items and enables quick
resolution, which ensures that the inspecting party
is receiving the correct documentation for the correct item. This process has significantly reduced the
SDR rate from 100 to near 1 on the items presented.
The partnership has also created an environment
that is conducive to improved productivity and quality based on a coalition of trust and communications among the three entities. Through monthly
meetings, prevalent issues and barriers are acted
on or resolved. The mutual cooperation of the partnership ensures that integrated solutions are readily
agreed upon, with the sole basis of the resolution
being the needs and requirements of the customer.
Information Technology Strategic Plan
Tobyhanna Army Depot’s Information Technology
Strategic Plan provides the user community with
the best possible services and products at the best
value to the government by ensuring that all infor-
mation technology initiatives and activities are
mapped directly or indirectly back to one or more of
the depot’s Strategic Plan business objectives, which
directly support the warfighter.
The Tobyhanna Army Depot (TYAD) Information
Technology Strategic Plan (ITSP) provides the IT
roadmap for TYAD based on the principle that all
IT initiatives and activities must map either directly
or indirectly back to one or more of TYAD’s Strategic Plan (SP) business objectives and must adhere
to Network Enterprise Technology Command’s
(NETCOM’s) vision “to transform the Army Enterprise Infostructure to provide decision dominance
for the knowledge-enabled warfighter and business
stewards.” Due to the importance of the TYAD SP
to the success of the TYAD ITSP, the following assumptions are made:
• The TYAD SP is stable and will be subject to
only minor periodic adjustments (course corrections)
• Major changes in strategic direction may be
necessary as the exception and not the norm
The Architecture and Systems and Application
Design Divisions use the following documents and
processes in producing the ITSP:
• Information Technology Master Plan
• Capability Purchase Requests
• IT Profile
• Central and mass purchase of products and
services
The plan provides five baseline services that include Communication Systems and Systems Support (including voice and data networks), Visual Information processes (including graphic art and
imagery), Document Management (records management), Information Assurance (including communication security and computer security), and Automation (data services and applications including
e-mail). All baseline services and request for additional services must meet the following criteria:
• Can the infostructure support the information
system?
• Is there a negative impact to the existing information system?
• Does the information system introduce any
security vulnerabilities?
• Can the information system be managed and
sustained?
The implementation of the ITSP will ensure that
the infostructure is in line with best business practices and the governance and guidance of NETCOM.
The adoption of baseline services and configuration
in conjunction with refresh and modernization plans
will keep the technology current and provide the complete information needs of the user community, offering the user community the best possible services
and products at the best value to the government.
The Directorate of Information Management’s
(DOIM’s) vision statement to “provide an Information Technology Architecture in support of the Business Process, and emerging technologies to ensure
TYAD’s competitive advantage” succinctly reflects
the ITSP’s purpose. To ensure that the TYAD SP
objectives and DOIM IT standards are met, a number of policies and procedures have been implemented. No single approach for IT use is inherently better than another, but enterprises should
match their business drives, intensity of demand
for information, organizational strategy, culture, and
capabilities to the overall business strategy for procuring and using IT. The TYAD ITSP meets these
maxims and is well-written, facilitating the enterprise execution of the depot’s IT strategy by adopting mainstream, proven technologies into a portfolio approach that yields the greatest business benefit
with the least amount of risk.
Leadership Development Program
Tobyhanna Army Depot has implemented the
Leadership Development Program that provides selected program participants with the necessary tools
and practical experience to build strong and effective work teams. The program also includes a new
employee orientation program and a mentoring program for depot supervisors to enhance their individual growth and on-the-job effectiveness by fostering their development through the mentoring process.
Tobyhanna Army Depot (TYAD) implemented the
Leadership Development Program (LDP) to ensure
that its leaders have the skills and practical experience necessary to build strong and effective work
teams. Selected participants will be given a program package to guide them through a series of
training courses, college courses, and developmental assignments geared toward preparing employees for potential supervisory and managerial positions. After accepting a new supervisory position,
employees must complete a shadowing assignment
with a mentor to gain insight into the role of a leader.
Potential candidates are also given a checklist that
31
exposes the new supervisor to multiple personnel
potential. TYAD believes the more educated its leadissues, the basics of TYAD’s internal automated
ers become today, the greater their impact will be
systems, and a forum for meeting the technical
in the future.
experts responsible for each area. The New SuA Primary Team and its representatives are given
pervisor Checklist (Figure 3-2) is to be placed on
full responsibility and ownership of the LDP. The
the organization’s action register and completed
individual and collective efforts of the team and its
within two weeks of appointment to a new posirepresentatives along with those of program partion. The checklist is the roadmap provided for
ticipants support the development of the program
completing the LDP.
and ensure its success.
Leadership candidates are also required to comTraining teams gather feedback on training effecplete six formal training classes that include Supertiveness by interviewing employees and observing
visory Development Correspondence, Human Rewhat skill sets are needed. This allows TYAD to presources for Supervisors, Working Capital Funds,
pare the appropriate training courses that are useful
Effective Briefing, Diversity Training for Supervito the workforce and support the depot in its goal of
sors, and Fundamentals of Business Writing. These
making leadership development a top priority.
formal training classes cover the
fundamental skills that new suNEW SUPERVISOR CHECKLIST
pervisors need to begin their
Proponent office is AMSEL-TY-PE-R
Immediate Rater:
New Supervisor:
management career.
TYAD also provides new em- Organization:
ployee
orientation
and
Not to Exceed:
mentoring. The objective of the Effective Date:
Temporary
Permanent
New Employee Orientation Program is to provide a training ses**Added this action to the Directorate Action Register
sion for all new employees
**Sponsor Assigned:
Shadow Assignment Completed
within the first week of employCorporate Philosophy Handbook, Immediate Rater - .5 hrs.
ment that offers complete and
**Tour of Work Areas, Home Team Immediate Rater - 2.0 hrs
uniform information about
Mission Workload, D/Production Management, x57512
TYAD, its organizational structure, mission, functions and poli**CPAC - Tobyhanna - MER Briefings, x57153 - 2.0 hrs
cies, compensation, benefits,
- Leave Procedures
- Appraisal Process
services, work requirements,
- Local Policies
standards, rules, safe work hab- Discipline Issues
its, and desirable employee-man- Union Issues
agement relations.
**Classification, Staffing and Benefits Division, x57130 - 1.0 hr
The Mentoring Program pro**Equal Employment Briefing, Equal Employment Office, x57575 - .25 hr.
vides TYAD leadership with an
**Union Perspective, Union Office, x57789 - .25 hr.
effective way for supervisors to
**ATAAPS, Financial Analysis Division, x56444 - 2 hrs.
enhance their individual growth
ART, CPAC, x56419 - 2 hrs.
and productivity by fostering
Property Book, Equipment Mgmt Div, x57931 - .50 hr.
new leader development
**VPP Program, Safety Office, x57027 - 1.0 hr.
Toby Reporter, Public Affairs Office, x56552 - .50 hr.
through the mentoring process.
Updated Hometeam Handbook
Each individual selected to par**Schedule Introduction/Welcome Meeting with Command Group
ticipate in the program will be
assigned a mentor to help facilitate and guide the individual in
need of mentoring. This pro**INDICATES ITEMS TEMPORARY SUPERVISORS (less than 1 year) MUST COMPLETE
gram is designed to develop fu- Reviewed by: (Director’s Signature)
ture leaders and managers.
UPON COMPLETION, RETURN VIA E-MAIL TO TECHNICAL TRAINING DIVISION:
The Mentoring Program provides the tools necessary for future leaders to reach their full Figure 3-2. New Supervisor Checklist
32
Liaison Program
Tobyhanna Army Depot has permanently stationed
two employees at its largest Army customer locations, establishing a liaison that enables those employees to respond to customer needs in a lean and
expeditious manner.
Tobyhanna Army Depot (TYAD) has instituted
a long-term commitment to major customer satisfaction through the creation of a liaison program
in which two TYAD employees are permanently
stationed at the depots’ two largest Army customer locations – Fort Monmouth, New Jersey,
and Alabama’s Redstone Arsenal. These employees provide a rapid response to customer problems. Prior to this program, neither direct nor
real-time information flow was in effect with these
customers, resulting in slower-than-needed response times.
The Liaison Program records and resolves customer requests, issues, and concerns that occur
at the Aviation and Missile Life Cycle Management Command (LCMC) at Fort Monmouth and
the Communications Electronics LCMC at the
Redstone Arsenal. The depot’s two permanently
stationed employees provide support to these facilities whose customers are responsible for 79%
of the workload that TYAD executes. This program is organizationally aligned to provide the
greatest customer satisfaction with the least
amount of investment. Customer engagements
that range from requested cost estimates to potential complaints and initial contact with new
customers are all under the influence of the liaison officer. These engagements have resulted in
customer satisfaction data collected through standard depot systems.
As a result of the Liaison Program, new markets are regularly being enabled and customer relationships are continually monitored. Future expansion to this program will be applied to TYAD’s
Air Force customer and to issues regarding the
2005 Base Realignment and Closure and will be
enabled and sustained through Standard Operating Procedure Mission Directive-53.
Star Point Network
Following a 1996 employee survey that revealed
serious communication problems at Tobyhanna
Army Depot, the facility’s leadership implemented
a communication process called Star Point Network, which has had a significant impact on the
depot’s operation and has contributed greatly to
the organization’s success. A recent employee survey revealed that employee morale and productivity has improved considerably as a result of the
Star Point Network.
Tobyhanna Army Depot’s (TYAD’s) Star Point
Network was developed in 1996 in response to
an employee survey that identified communications as major area for improvement. The survey indicated that communication between functional areas was poor and that inconsistent
transfer of information and data produced internal competition and conflict, adversely affecting
morale and productivity.
Star Point Network was developed as part of the
Depot’s communication strategy plan and corporate philosophy. The Star Point Network is a process that enables the vertical and horizontal exchange and flow of information between 160 branch
and division home teams,15 directorate home
teams, and the senior leadership team. A Star
Point emphasizes each of the depot’s key business
objectives as defined by senior management including communications, safety, quality, business performance, and customer service. Lean was recently added as a Star Point in recognition of its
importance to TYAD’s functionality.
A Star Point person is identified at each level (leadership, directorate, division, and branch) and serves
as the focal point of communication with a specific
business area. Employees are selected and serve
as a Star Point. Initially, the term for a Star Point
(excluding communications) was 90 days but has
since been expanded to 6 months to provide individuals a greater opportunity to participate and contribute to the role. The Communications Star Point
position is permanently held by the senior leader at
each level without rotation. A schedule for all rotating Star Points is currently in place with the exception of business performance, which is based on
the depot’s Scorecard performance.
Star Points are charged with passing important
information at weekly Home Team meetings. Primary Team Star Points meet quarterly to discuss
important information pertaining to TYAD’s key
business objectives. Information is then cascaded
to the division and branch Star Points vertically
and horizontally.
33
The Star Point Network has proven to be a valuable business process at TYAD. Communications
have improved greatly across functional areas and
employee concerns, and questions pertaining to the
organization key business areas are addressed and
resolved effectively and timely as a result of the
Star Point Network. A 2004 employee survey revealed that nearly 85% of employees believed their
supervisor was effectively keeping them informed.
The employee survey also indicated that the Star
Point Network has enhanced morale as informa-
34
tion and good ideas to streamline and improve TYAD
operations are transmitted rapidly and accurately.
Today, the Star Point Network enhances the
depot’s corporate philosophy and its communication
strategy. The Star Point Network has also proven
to play an important role in the personal and professional development of TYAD employees. As employees participate as Star Points, their understanding and appreciation for different areas of the depot’s
business grows and enhances their ability to contribute to the success of the depot.
Appendix A
Table of Acronyms
ACRONYM
DEFINITION
3P
People, Process, Product
ADADS
A-IDP
AIT
ATE
Army Depot Automatic Diagnostic System
Automated Individual Development Plan
Automatic Identification Technology
Automatic Test Equipment
BER
Beyond Economical Repair
CAD
CAE
CAR
CEC
COOLEST
CRP
CRT
Computer-Aided Design
Computer-Aided Engineering
Corrective Action Request
Cost Estimating Cell
Communications Electronics Life Cycle Management Command
Contractors Opportunities On-Line
Capacity Requirements Planning
Certification Review Team
D/PII
DDTP
DoD
DOIM
Directorate of Productivity Improvement and Innovation
Defense Distribution Depot Tobyhanna
Department of Defense
Directorate of Information Management
EMS
ERIS
ESCO
Enterprise Management System/Environmental Management
System
Emergency Response Information System
Engineering Service Company
FCIM
FEA
FEM
FRA
Flexible Computer-Integrated Manufacturing
Finite Element Analysis
Facilities Equipment and Maintenance
Forward Repair Activity
HHT
Handheld Terminal
IOF
ITSP
Industrial Operations Facility
Information Technology Strategic Plan
LCMC
LDP
Life Cycle Management Command
Leadership Development Program
MD
MEDC
MPS
MRP
MTM
Mission Directorate
Manufacturing Engineering Data Capture
Master Production Scheduling
Material Requirements Planning
Metrics That Matter
A-1
A-2
NETCOM
NOD
NOR
Network Enterprise Technology Command
Notice of Deficiency
Net Operating Result
OSHA
Occupational Safety and Health Administration
PDMSS
PLM
PM
PTC
PWA
PWB
Product Data Master Scheduling System
Product Life Cycle Management
Program Manager
Parametric Technology Corporation
Printed Wiring Asembly
Printed Wiring Board
RAMP
REC
RF
RFID
Rapid Acquisition and Manufacturing of Parts
Reverse Engineering Cell
Radio Frequency
Radio Frequency Identification
SCEP
SDR
SP
STAMIS
Student Career Experience Program
Supply Discrepancy Report
Strategic Plan
Standard Army Management Information System
TDD
TPS
TYAD
Technical Development Division
Test Program Set
VA
VPP
Veterans Affairs
Voluntary Protection Program
Appendix B
BMP Survey Team
Team Member
Activity
Function
Larry Halbig
317-891-9901
BMP Field Office - Indianapolis
Team Chairman
Indianapolis, IN
Gail Lavrusky
301-405-9990
BMP Center of Excellence
Technical Writer
College Park, MD
Team 1
Don Hill
317-849-3202
BMP Field Office - Indianapolis
Mary Weiland
703-696-0340
Naval Surface Warfare Center - Carderock
Sharon Thompson
812-854-2375
Naval Surface Warfare Center - Crane
Team Leader
Indianapolis, IN
West Bethesda, MD
Crane, IN
Team 2
Rick Buentello
301-405-9990
Darrell Gooden
805-290-8362
Naval Surface Warfare Center - Port Hueneme
Marcus Spells
301-405-9990
Team Leader
College Park, MD
Port Hueneme, CA
College Park, MD
Team 3
Al Lang
843-818-9498
BMP Field Office - Charleston
Kip Pears
301-405-9990
Elsabeth Abraham
301-405-9990
Team Leader
Charleston, SC
College Park, MD
College Park, MD
B-1
Team 4
B-2
Peter Kampf
978-470-5992
Raytheon Integrated Air Defense Center
Team Leader
Andover, MA
Bob Zaruta
570-704-0028
Northeastern Pennsylvania Industrial Research Center
Hanover Township, PA
Jim Shirley
812-854-2416
Naval Surface Warfare Center - Crane Division
Crane, IN
Appendix C
Critical Path Templates and BMP Templates
This survey was structured around and concentrated on the functional areas of design, test, production,
facilities, logistics, and management as presented in the Department of Defense 4245.7-M, “Transition from
Development to Production” document. This publication defines the proper tools-or templates-that constitute the critical path for a successful material acquisition program. It describes techniques for improving
the acquisition process by addressing it as an industrial process that focuses on the product’s design, test,
and production phases which are interrelated and interdependent disciplines.
The BMP program has continued to build on this knowledge base by developing 17 new templates that
complement the existing DOD 4245.7-M templates. These BMP templates address new or emerging technologies and processes.
“CRITICAL PATH TEMPLATES
FOR
TRANSITION FROM DEVELOPMENT TO PRODUCTION”
DESIGN
DESIGN
REFERENCE
MISSION PROFILE
TEST
DESIGN
REQUIRREMENTS
TRADE
STUDIES
DESIGN
POLICY
DESIGN
PROCESS
PARTS &
MATERIALS
SELECTION
DESIGN
ANALYSIS
PRODUCT
TQM
FUNDING
MONEY
PHASING
PRODUCTION
FACILITIES
COST
ASSESMENT
LOGISTICS
MANAGEMENT
INTEGRATED
TEST
MANUFACTURING
PLAN
MODERNIZATION
SUPPORTABILITY
ANALYSIS
MANUFACTURING
STRATEGY
FAILURE
REPORTING
SYSTEM
QUALIFY
MANUFACTURING
PROCESS
FACTORY
IMPROVEMENTS
MANPOWER &
PERSONNEL
DATA
REQUIREMENTS
PRODUCTION
BREAKS
PERSONNEL
REQUIREMENTS
UNIFORM
TEST
REPORT
PIECE PART
CONTROL
PRODUCTIVITY
CENTER
SUPPORT &
TEST
EQUIPMENT
SOFTWARE
TEST
SUBCONTRACTOR
CONTROL
FIELD VISITS/
SITE SURVEYS
TRAINING
MATERIALS &
EQUIPMENT
PREPARE
REQUIREMENT
DOCUMENTS
DESIGN
LIMIT
DEFECT
CONTROL
SPARES
DESIGN/
MILESTONE
REVIEW PLANNING
LIFE
TOOL
PLANNING
TECHNICAL
MANUALS
TECHNOLOGY
BASE
ANALYSIS
TEST, ANYLIZE &
FIX (TAAF)
SPECIAL TEST
EQUIPMENT (STE)
LOGISTICS
ANALYSIS
DOCUMENTATION
DIM. MANUF.
SOURCES & MAT.
SHORTAGE (DMSMS)
FIELD
FEEDBACK
COMPUTER-AIDED
MANUFACTURING
(CAM)
TEMP
DEVELOPMENT/
EXECUTION
MANUFACTURING
SCREENING
SOFTWARE
SIMULATOR
PRODUCTION
FABRICATION
SOFTWARE
COMPUTERAIDED
DESIGN
DESIGN FOR
TESTING
BUILT-IIN
TEST
CONFIGURATION
CONTROL
DESIGN
REVIEWS
DESIGN
RELEASE
BREAD BOARD
DEVELOPMENT
BRASS BOARD
DEVELOPMENT
PROTOTYPE
DEVELOPMENT &
REVIEW
CONCEPT
STUDIES &
ANALYSIS
SPECIFICATION
DEV/ALLOCATION
VALIDATION
TECHNICAL
RISK
ASSESSMENT
DETERMINING
DEFINING NEED
FOR SYSTEM
QUALITY
ASSURANCE
MAKE OR BUY
DECISIONS
SCHEDULE
& PLANNING
DESIGN FOR
ASSEMBLY
ENVIRONMENTAL
ISSUES
NEW PMWS
TEMPLATES
TRANSITION PLAN
C-1
Appendix D
The Program Manager’s WorkStation
The Program Manager’s WorkStation (PMWS)
is an electronic suite of tools designed to provide
timely acquisition and engineering information to
the user. The main components of PMWS are
KnowHow, the Technical Risk Identification and
Mitigation System (TRIMS), and the BMP Database. These tools complement one another and
provide users with the
knowledge, insight, and
experience to make informed decisions through
and beyond all phases of
product development
and production.
KnowHow provides
knowledge as an electronic library of technical
reference handbooks,
guidelines, and acquisition
publications that cover a
variety of engineering topics including the DoD 5000
series. The electronic collection consists of expert
systems and simple digital
books. In expert systems,
KnowHow prompts the
user to answer a series
of questions to determine where the user is
within a program’s development. Recommendations are provided
based on the book being used. In simple digital
books, KnowHow leads the user through the
process via an electronic table of contents to determine which books in the library will be the
most helpful. The program also features a fuzzy
logic text search capability so users can locate
specific information by typing in keywords.
KnowHow can reduce document search times
by up to 95%.
TRIMS provides insight as a knowledge-based
tool that manages technical risk rather than cost
and schedule. Cost and schedule overruns are
downstream indicators of technical problems. Programs generally have had process problems long
before the technical problem is identified. To avoid
this progression, TRIMS operates as a process-oriented tool based on a solid systems engineering
approach. Process analysis and monitoring provide the earliest possible indication of potential
problems. Early identification provides the time
necessary to apply corrective actions, thereby preventing problems and
mitigating their impact.
TRIMS is extremely userfriendly and tailorable.
This tool identifies areas
of risk, tracks program
goals and responsibilities, and can generate a
variety of reports to meet
the user’s needs.
The BMP Database
provides experience as a
unique, one-of-a-kind resource with more than
4,000 best practices that
have been verified and
documented by an independent team of experts
during BMP surveys.
BMP publishes its findings
in survey reports and provides the user with basic
background, process descriptions, metrics and
lessons learned, and a point of contact for further
information. The BMP Database features a searching capability so users can locate specific topics by
typing in keywords. Users can either view the results on screen or print them as individual abstracts,
a single report, or a series of reports. The database
can also be downloaded, run on-line, or purchased
on CD-ROM from the BMP Center of Excellence.
The BMP Database continues to grow as new surveys are completed. Additionally, the database is
reviewed every other year by a BMP core team of
experts to ensure the information remains current.
For additional information on PMWS, please contact the Help Desk at (301) 403-8179, or visit the
BMP Web site at http://www.bmpcoe.org.
D-1
Appendix E
Best Manufacturing Practices Satellite Centers
There are currently ten Best Manufacturing Practices (BMP) satellite centers that provide representation
for and awareness of the BMP Program to regional industry, government and academic institutions. The
centers also promote the use of BMP with regional Manufacturing Technology Centers. Regional manufacturers can take advantage of the BMP satellite centers to help resolve problems, with the centers hosting
informative, one-day regional workshops that focus on specific technical issues.
Center representatives also conduct BMP lectures at regional colleges and universities; maintain lists of
experts who are potential survey team members; provide team member training; and train regional personnel in the use of BMP resources.
The ten BMP satellite centers include:
California
Iowa
Izlay (Izzy) Mercankaya
BMP Satellite Center Manager
Naval Surface Warfare Center, Corona Division
Code QA-21, P.O. Box 5000
Corona, CA 92878-5000
(951) 273-5440
FAX: (951) 273-5315
[email protected]
Ron Cox
Iowa Procurement Outreach Center
2273 Howe Hall, Suite 2617
Ames, IA 50011
(515) 289-0280 or (515) 294-5240
FAX: (515) 294-4925
[email protected]
District of Columbia
Louisiana
Brad Botwin
U.S. Department of Commerce
Bureau of Industry & Security
14th Street & Constitution Avenue, N.W.
H3876
Washington, DC 20230
(202) 482-4060
FAX: (202) 482-5650
[email protected]
Alley Butler
Maritime Environmental Resources & Information
Center
Gulf Coast Region Maritime Technology Center
University of New Orleans
UAMTCE, Room 163-Station 122
5100 River Road
New Orleans, LA 70094-2706
(504) 458-6339
FAX: (504) 437-3880
[email protected]
Illinois
Robert Lindstrom
Rock Valley College
3301 North Mulford Road
Rockford, IL 61114-5699
(815) 921-2073
FAX: (815) 654-4343
[email protected]
Ohio
Larry Brown
Edison Welding Institiute
1250 Arthur E. Adams Drive
Columbus, OH 43221-3585
(614) 688-5080
FAX: (614) 688-5001
[email protected]
E-1
Pennsylvania
Tennessee
John W. Lloyd
MANTEC, Inc.
P.O. Box 5046
York, PA 17405
(717) 843-5054
FAX: (717) 843-0087
[email protected]
Duane Bias
Y-12 National Security Complex
BWXT Y-12, L.L.C.
P.O. Box 2009
Bear Creek Road
Oak Ridge, TN 37831-8091
(865) 241-9288
FAX: (865) 574-4614
[email protected]
South Carolina
Henry E. Watson
South Carolina Research Authority - Applied
Research and Development Institute
100 Fluor Daniel
Clemson, SC 29634
(864) 656-6566
FAX: (843) 767-3367
[email protected]
E-2
Virginia
William Motley
DAU Program Director, Manufacturing Manager
Defense Acquisition University
9820 Belvior Road, Suite G3
Fort Belvior, VA 22060-5565
(703) 805-3763
FAX: (703) 805-3721
[email protected]
Appendix F
Navy Manufacturing Technology Centers of Excellence
The Navy Manufacturing Technology Program has established Centers of Excellence (COEs) to provide
focal points for the development and technology transfer of new manufacturing processes and equipment in
a cooperative environment with industry, academia, and the Navy industrial facilities and laboratories.
These consortium-structured COEs serve as corporate residences of expertise in particular technological
areas. The following list provides a description and point of contact for each COE.
Best Manufacturing Practices Center of
Excellence
The Best Manufacturing Practices Center of Excellence (BMPCOE) provides a national resource to
identify and share best manufacturing and business
practices being used throughout government, industry, and academia. The BMPCOE was established
by the Office of Naval Research’s BMP Program,
the Department of Commerce, and the University
of Maryland at College Park. By improving the
use of existing technology, promoting the introduction of improved technologies, and providing noncompetitive means to address common problems,
the BMPCOE has become a significant factor in
countering foreign competition.
Point of Contact:
Dr. Anne Marie T. SuPrise
Best Manufacturing Practices Center of
Excellence
4321 Hartwick Road
Suite 400
College Park, MD 20740
Phone: (301) 405-9990
FAX: (301) 403-8180
Institute for Manufacturing and Sustainment
Technologies
The Institute for Manufacturing and Sustainment
Technologies (iMAST) is located at the Pennsylvania State University’s Applied Research Laboratory.
iMAST’s primary objective is to address challenges
relative to Navy and Marine Corps weapon system
platforms in the areas of mechanical drive transmission technologies, materials processing technologies, laser processing technologies, advanced composites technologies, and repair technologies.
Point of Contact:
Mr. Robert Cook
Institute for Manufacturing and Sustainment
Technologies
ARL Penn State University
P.O. Box 30
State College, PA 16804-0030
Phone: (814) 863-3880
FAX: (814) 863-1183
Composites Manufacturing Technology
Center (operated by the South Carolina
Research Authority)
The Composites Manufacturing Technology Center (CMTC) is a Center of Excellence for the Navy’s
Composites Manufacturing Technology Program.
The South Carolina Research Authority (SCRA) operates the CMTC and the Composites Consortium
(TCC) serves as the technology resource. The TCC
has strong, in-depth knowledge and experience in
composites manufacturing technology. The SCRA/
CMTC provides a national resource for the development and dissemination of composites manufacturing technology to defense contractors and subcontractors.
Point of Contact:
Mr. Henry Watson
Applied Research and Development Institute
Composites Manufacturing Technology Center
934-D Old Clemson Highway
Eagles Landing Professional Park
Seneca, SC 29672
Phone: (864) 656-6566
FAX: (864) 653-7434
F-1
Electronics Manufacturing Productivity
Facility (operated by American Competitiveness Institute)
The Electronics Manufacturing Productivity Facility (EMPF) identifies, develops, and transfers innovative electronics manufacturing processes to domestic firms in support of the manufacture of
affordable military systems. The EMPF operates as
a consortium comprised of government, industry,
and academic participants led by the American Competitiveness Institute under a cooperative agreement with the Navy.
Point of Contact:
Mr. Michael Frederickson
Electronics Manufacturing Productivity Facility
One International Plaza, Suite 600
Philadelphia, PA 19113
Phone: (610) 362-1200, ext. 215
FAX: (610) 362-1288
Electro-Optics Center (operated by the
Pennsylvania State University’s Applied
Research Laboratory)
The Electro-Optics Center (EOC) is a national consortium of electro-optics industrial companies, universities, and government research centers that
share their electro-optics expertise and capabilities
through project teams focused on Navy requirements. Through its capability for national electronic
communication and rapid reaction and response, the
EOC can address issues of immediate concern to
the Navy Systems Commands. The EOC is managed by the Pennsylvania State University’s Applied
Research Laboratory.
Point of Contact:
Dr. Karl Harris
Electro-Optics Center
West Hills Industrial Park
77 Glade Drive
Kittanning, PA 16201
Phone: (724) 545-9700
FAX: (724) 545-9797
F-2
Navy Joining Center (operated by
Edison Welding Institute)
The Navy Joining Center (NJC) provides a national
resource for the development of materials joining expertise and the deployment of emerging manufacturing technologies to Navy contractors, subcontractors,
and other activities. The NJC works with the Navy to
determine and evaluate joining technology requirements and conduct technology development and deployment projects to address these issues. The NJC
is operated by the Edison Welding Institute.
Point of Contact:
Mr. Harvey R. Castner
EWI/Navy Joining Center
1250 Arthur E. Adams Drive
Columbus, OH 43221-3585
Phone: (614) 688-5063
FAX: (614) 688-5001
Navy Metalworking Center (operated by
Concurrent Technologies Corporation)
The Navy Metalworking Center provides a national
center for the development, dissemination, and implementation of advanced technologies for metalworking products and processes. Operated by the Concurrent Technologies Corporation, the Navy
Metalworking Center helps the Navy and defense contractors improve manufacturing productivity and part
reliability through development, deployment, training, and education for advanced metalworking technologies.
Point of Contact:
Dr. Daniel Winterscheidt
Navy Metalworking Center
c/o Concurrent Technologies Corporation
100 CTC Drive
Johnstown, PA 15904-1935
Phone: (814) 269-6840
FAX: (814) 269-2501
Energetics Manufacturing Technology
Center
The Energetics Manufacturing Technology Center
(EMTC) addresses unique manufacturing processes
and problems of the energetics industrial base to
ensure the availability of affordable, quality, and safe
energetics. The EMTC’s focus is on technologies to
reduce manufacturing costs, improve product quality and reliability, and develop environmentally benign manufacturing processes. The EMTC is located at the Indian Head Division of the Naval
Surface Warfare Center.
Point of Contact:
Mr. John Brough
Naval Surface Warfare Center
Indian Head Division
101 Strauss Avenue
Building D326, Room 227
Indian Head, MD 20640-5035
Phone: (301) 744-4417
DSN: 354-4417
FAX: (301) 744-4187
Center for Naval Shipbuilding Technology
The Center for Naval Shipbuilding Technology
(CNST) supports the Navy’s ongoing effort to identify, develop and deploy in U.S. shipyards, advanced
manufacturing technologies that will reduce the cost
and time to build and repair Navy ships. CNST
provides a focal point for developing and transferring new manufacturing processes and technologiy;
benefits that will accrue not only to the Navy but to
industry. CNST is operated and managed by ATI in
Charleston, South Carolina.
Point of Contact:
Mr. Ron Glover
Center for Naval Shipbuilding Technology
5300 International Boulevard
Charleston, SC 29418
Phone: (843) 760-4606
FAX: (843) 760-4098
Gulf Coast Region Maritime Technology
Center (operated by the University of
New Orleans College of Engineering)
The Gulf Coast Region Maritime Technology Center
(GCRMTC) fosters competition in shipbuilding technology through cooperation with the U.S. Navy, representatives of the maritime industries, and various
academic and private research centers throughout
the country. Located at the University of New Orleans, the GCRMTC focuses on improving design and
production technologies for shipbuilding, reducing
material and total ownership costs, providing education and training, and improving environmental engineering and management.
Point of Contact:
Mr. Frank Bordelon, New Orleans Site Director
Gulf Coast Region Maritime Technology Center
Research and Technology Park
CERM Building, Room 409
University of New Orleans
New Orleans, LA 70148-2200
Phone: (504) 280-5609
FAX: (504) 280-3898
F-3
Appendix G
Completed Surveys
As of this publication, 151 surveys have been conducted and published by BMP at the companies listed
below. Copies of older survey reports may be obtained through DTIC or by accessing the BMP Web site.
Requests for copies of recent survey reports or inquiries regarding BMP may be directed to:
Best Manufacturing Practices Program
4321 Hartwick Road, Suite 400
College Park, MD 20740
Attn: Anne Marie T. SuPrise, Ph.D., Director
Phone: 1-800-789-4267
FAX: (301) 403-8180
[email protected]
1985
Litton Guidance & Control Systems Division - Woodland Hills, CA (now Northrop Grumman Navigation Systems)
1986
Honeywell, Incorporated Undersea Systems Division - Hopkins, MN (now Alliant TechSystems, Inc.)
Texas Instruments Defense Systems & Electronics Group - Lewisville, TX
General Dynamics Pomona Division - Pomona, CA
Harris Corporation Government Support Systems Division - Syosset, NY
IBM Corporation Federal Systems Division - Owego, NY
Control Data Corporation Government Systems Division - Minneapolis, MN
1987
Hughes Aircraft Company Radar Systems Group - Los Angeles, CA
ITT Avionics Division - Clifton, NJ
Rockwell International Corporation Collins Defense Communications - Cedar Rapids, IA (now Rockwell Collins)
UNISYS Computer Systems Division - St. Paul, MN
1988
Motorola Government Electronics Group - Scottsdale, AZ
General Dynamics Fort Worth Division - Fort Worth, TX
Texas Instruments Defense Systems & Electronics Group - Dallas, TX
Hughes Aircraft Company Missile Systems Group - Tucson, AZ
Bell Helicopter Textron, Inc. - Fort Worth, TX
Litton Data Systems Division - Van Nuys, CA
GTE C3 Systems Sector - Needham Heights, MA
1989
McDonnell Douglas Corporation McDonnell Aircraft Company - St. Louis, MO
Northrop Corporation Aircraft Division - Hawthorne, CA
Litton Applied Technology Division - San Jose, CA
Litton Amecom Division - College Park, MD (now Northrop Grumman Electronic Systems Division)
Standard Industries - LaMirada, CA (now SI Manufacturing)
Engineered Circuit Research, Incorporated - Milpitas, CA
Teledyne Industries Incorporated Electronics Division - Newbury Park, CA
Lockheed Aeronautical Systems Company - Marietta, GA
Lockheed Missile Systems Division - Sunnyvale, CA (now Lockheed Martin Missiles and Space)
Westinghouse Electronic Systems Group - Baltimore, MD (now Northrop Grumman Corporation)
General Electric Naval & Drive Turbine Systems - Fitchburg, MA
Rockwell Autonetics Electronics Systems - Anaheim, CA (now Boeing North American A&MSD)
TRICOR Systems, Incorporated - Elgin, IL
1990
Hughes Aircraft Company Ground Systems Group - Fullerton, CA
TRW Military Electronics and Avionics Division - San Diego, CA
MechTronics of Arizona, Inc. - Phoenix, AZ
Boeing Aerospace & Electronics - Corinth, TX
Technology Matrix Consortium - Traverse City, MI
Textron Lycoming - Stratford, CT
G-1
1991
Resurvey of Litton Guidance & Control Systems Division - Woodland Hills, CA
Norden Systems, Inc. - Norwalk, CT (now Northrop Grumman Norden Systems)
Naval Avionics Center - Indianapolis, IN
United Electric Controls - Watertown, MA
Kurt Manufacturing Company - Minneapolis, MN
MagneTek Defense Systems - Anaheim, CA (now Power Paragon, Inc.)
Raytheon Missile Systems Division - Andover, MA (now Raytheon Integrated Air Defense Center)
AT&T Federal Systems Advanced Technologies and AT&T Bell Laboratories - Greensboro, NC and Whippany, NJ
Resurvey of Texas Instruments Defense Systems & Electronics Group - Lewisville, TX
1992
Tandem Computers - Cupertino, CA
Charleston Naval Shipyard - Charleston, SC
Conax Florida Corporation - St. Petersburg, FL
Texas Instruments Semiconductor Group Military Products - Midland, TX
Hewlett-Packard Palo Alto Fabrication Center - Palo Alto, CA
Watervliet U.S. Army Arsenal - Watervliet, NY
Digital Equipment Company Enclosures Business - Westfield, MA and Maynard, MA
Computing Devices International - Minneapolis, MN (now General Dynamics Information Systems)
(Resurvey of Control Data Corporation Government Systems Division)
Naval Aviation Depot Naval Air Station - Pensacola, FL
1993
NASA Marshall Space Flight Center - Huntsville, AL
Naval Aviation Depot Naval Air Station - Jacksonville, FL
Department of Energy Oak Ridge Facilities (Operated by Martin Marietta Energy Systems, Inc.) - Oak Ridge, TN
(now National Nuclear Security Administration)
McDonnell Douglas Aerospace - Huntington Beach, CA (now Boeing Space Systems)
Naval Surface Warfare Center Crane Division - Crane, IN and Louisville, KY
Philadelphia Naval Shipyard - Philadelphia, PA
R. J. Reynolds Tobacco Company - Winston-Salem, NC
Crystal Gateway Marriott Hotel - Arlington, VA
Hamilton Standard Electronic Manufacturing Facility - Farmington, CT (now Hamilton Sundstrand)
Alpha Industries, Inc. - Methuen, MA
1994
Harris Semiconductor - Palm Bay, FL (now Intersil Corporation)
United Defense, L.P. Ground Systems Division - San Jose, CA
Naval Undersea Warfare Center Division Keyport - Keyport, WA
Mason & Hanger - Silas Mason Co., Inc. - Middletown, IA (now American Ordnance LLC)
Kaiser Electronics - San Jose, CA
U.S. Army Combat Systems Test Activity - Aberdeen, MD (now Aberdeen Test Center)
Stafford County Public Schools - Stafford County, VA
1995
Sandia National Laboratories - Albuquerque, NM
Rockwell Collins Avionics & Communications Division - Cedar Rapids, IA (now Rockwell Collins, Inc.)
(Resurvey of Rockwell International Corporation Collins Defense Communications)
Lockheed Martin Electronics & Missiles - Orlando, FL
McDonnell Douglas Aerospace (St. Louis) - St. Louis, MO (now Boeing Integrated Defense Systems)
(Resurvey of McDonnell Douglas Corporation - McDonnell Aircraft Company)
Dayton Parts, Inc. - Harrisburg, PA
Wainwright Industries - St. Peters, MO
Lockheed Martin Tactical Aircraft Systems - Fort Worth, TX (now Lockheed Martin Aeronautics Company)
(Resurvey of General Dynamics Fort Worth Division)
Lockheed Martin Government Electronic Systems - Moorestown, NJ
Sacramento Manufacturing and Services Division - Sacramento, CA
JLG Industries, Inc. - McConnellsburg, PA
1996
City of Chattanooga - Chattanooga, TN
Mason & Hanger Corporation - Pantex Plant - Amarillo, TX
Nascote Industries, Inc. - Nashville, IL
Weirton Steel Corporation - Weirton, WV
NASA Kennedy Space Center - Cape Canaveral, FL
Resurvey of Department of Energy, Oak Ridge Operations - Oak Ridge, TN (now National Nuclear Security Administration)
G-2
1997
Headquarters, U.S. Army Industrial Operations Command - Rock Island, IL (now Operational Support Command)
SAE International and Performance Review Institute - Warrendale, PA
Polaroid Corporation - Waltham, MA
Cincinnati Milacron, Inc. - Cincinnati, OH (now Cincinnati Machine, LLC)
Lawrence Livermore National Laboratory - Livermore, CA
Sharretts Plating Company, Inc. - Emigsville, PA
Thermacore, Inc. - Lancaster, PA
Rock Island Arsenal - Rock Island, IL
Northrop Grumman Corporation - El Segundo, CA
(Resurvey of Northrop Corporation Aircraft Division)
Letterkenny Army Depot - Chambersburg, PA
Elizabethtown College - Elizabethtown, PA
Tooele Army Depot - Tooele, UT
1998
United Electric Controls - Watertown, MA
Strite Industries Limited - Cambridge, Ontario, Canada
Northrop Grumman Corporation - El Segundo, CA
Corpus Christi Army Depot - Corpus Christi, TX
Anniston Army Depot - Anniston, AL
Naval Air Warfare Center, Lakehurst - Lakehurst, NJ
Sierra Army Depot - Herlong, CA
ITT Industries Aerospace/Communications Division - Fort Wayne, IN
Raytheon Missile Systems Company - Tucson, AZ
Naval Aviation Depot North Island - San Diego, CA
U.S.S. Carl Vinson (CVN-70) - Commander Naval Air Force, U.S. Pacific Fleet
Tobyhanna Army Depot - Tobyhanna, PA
1999
Wilton Armetale - Mount Joy, PA
Applied Research Laboratory, Pennsylvania State University - State College, PA
Electric Boat Corporation, Quonset Point Facility - North Kingstown, RI
Resurvey of NASA Marshall Space Flight Center - Huntsville, AL
Orenda Turbines, Division of Magellan Aerospace Corporation - Mississauga, Ontario, Canada (now Orenda
Turbines, Repair, Overhaul and Industrial - Division of Magellan Aerospace Corporation)
2000
Northrop Grumman, Defensive Systems Division - Rolling Meadows, IL
Crane Army Ammunition Activity - Crane, IN
Naval Sea Logistics Center, Detachment Portsmouth - Portsmouth, NH
Stryker Howmedica Osteonics - Allendale, NJ (now Stryker Orthopaedics
2001
The Tri-Cities Tennessee/Virginia Region - Johnson City, TN
General Dynamics Armament Systems - Burlington, VT (now General Dynamics Armament and Technical Products)
Lockheed Martin Naval Electronics & Surveillance Systems-Surface Systems - Moorestown, NJ (now
Lockheed Martin MS-2)
Frontier Electronic Systems - Stillwater, OK
2002
U.S. Coast Guard, Maintenance and Logistics Command-Atlantic - Norfolk, VA
U.S. Coast Guard, Maintenance and Logistics Command-Pacific - Alameda, CA
Directorate for Missiles and Surface Launchers (PEO TSC-M/L) - Arlington, VA (now Surface Ship Weapons
& Launchers - PEO IWS 3.0)
General Tool Company - Cincinnati, OH
2003
University of New Orleans, College of Engineering - New Orleans, LA
Bender Shipbuilding and Repair Company, Inc. - Mobile, AL
In Tolerance - Cedar Rapids, IA
ABC Virtual Communications, Inc. - West Des Moines, IA
Resurvey of Electric Boat Corporation, Quonset Point Facility - North Kingstown, RI
United Defense, L.P. Ground Systems Division - Aiken, SC
Auto-Valve, Inc. - Dayton, OH
G-3
2004
United Defense, L.P. Armament Systems Division - Aberdeen, SD
TOMAK Precision - Lebanon, OH
RB Tool & Manufacturing Company - Cincinnati, OH
Forest City Gear - Roscoe, IL
CALCE Electronic Products and Systems Center - College Park, MD (now Center for Advanced Life Cycle
Engineering - CALCE)
U.S. Army Aviation & Missile Command, Automation Division-Integrated Materiel Management Center Redstone Arsenal, AL
2005
Northrop Grumman Electronic Systems - Baltimore, MD
Raytheon Integrated Air Defense Center - Andover, MA
2006
Raytheon-Louisville - Louisville, KY
Midwest Metal Products - Cedar Rapids, IA
Rockwell Collins - Cedar Rapids, IA
Resurvey of Tobyhanna Army Depot - Tobyhanna, PA
G-4

- Best Manufacturing Practices

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