B08_Attachment 0002_AMC OIB Assessment Results 29 June 2020.pdf

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UNCLASSIFIED

UNCLASSIFIED

AMC Depot and Arsenal Optimization Assessment Results

Presenter Presentation Notes Ladies and Gentlemen, good morning (afternoon).

On behalf of General Gus Perna, the 19th Commanding General of the U.S. Army Materiel Command, I would like to provide you with an informational overview of the U.S. Army Materiel Command Headquartered at Redstone Arsenal in Huntsville, Alabama.

I’m _____________, from _______________ and it’s my privilege to share this overview with you on behalf of GEN Perna.

At Army Materiel Command, we proudly say, “If a Warfighter shoots it, drives it, flies it, wears it, communicates with it, or eats it - the Army Materiel Command Provides It!” [Next Slide]

Way Ahead

AMC-level actions:

LCMC-level actions:

Site actions:

OIB-wide solutions

LCMC-

solutions

• Active supervision expectations

• Operational culture

• OIB capacity planning stds.

• Overall OIB strategy

Recommended areas to work

• Depot strategy

• Depot oversight/support

• O/T management

• Supervision

• Hourly/daily goals

• Work planning (pilots)

• System for Management

Site actions

• All sites can take action to reduce loss-time, anticipate issues, increase rigor, and manage O/T

• But many issues require more substantial and coordinated actions—three approaches:

‒ Define top-down and OIB-wide (broad or phased rollout) ‒ Pilot at the LCMC level ‒ Pilot at the Depot/Arsenal level, systematize, then extend across OIB

Top-Down

Bottom-Up

Opportunity Matrix

Just-Do-Its A1. Enforce shift starts, ends, and breaks A2. Manage O/T (approval and AAR) A3. Conduct shop floor AARs and take actions (e.g. update BOMs)

Quick-Wins B1. Implement shop floor production system (hourly/daily goals) B2. Standardize PY planning, management, and utilization B3. Standardize daily/weekly capacity planning process B4. Implement standardized common Lean tools1

Medium-Level Efforts C1. Improve level and quality of active supervision C2. Design and instill a high-performing operational culture C3. Implement missing SFM elements and grow SFM maturity C4. Implement dynamic shop floor resource balancing C5. Implement process for best practice sharing C6. Implement key leading metrics and cascade C7. Simplify and standardize core ILSC2 processes3

C8. Set targets for and reduce man-hour standards

Higher-Level Efforts D1. Move LCMCs to oversight and support of site execution D2. Implement centralized dynamic demand planning (ILSC) D3. Organize ILSC around key value streams D4. Segment labor rates by cost center to improve cost accuracy D5. Develop overarching OIB strategy

1 – Kitting, Kanban, segmenting workflow, milestone management, setup preplanning 2 – Refers to ALC, ILSC, and/or MLRC 3 – For example, provisioning, item management, and work loading

EFFORT

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A1

A2 A3

B1

B2 B4

C8

C5

C6 C7 D4

C1

C2 C3

C4 D1

D2D3

D5B3