FINAL_CPI_PWS_28_Jan_19.docx

PERFORMANCE WORK STATEMENT

FOR

AIR FORCE RESERVE COMMAND

Continuous Process Improvement (CPI) Cultural Transformation

28 January 2019

1.0 DESCRIPTION OF SERVICES.

1.1 Scope. This Indefinite Delivery Indefinite Quantity requirement is to provide professional Continuous Process Improvement (CPI) Black Belt support for CPI cultural transformation and innovation in Air Force Reserve Command (AFRC). These services include facilitation and mentorship support to agency personnel to transfer the knowledge and skills necessary to develop and sustain a CPI culture. The following terms are used interchangeably throughout this document: candidate, trainee, mentee, practitioner, Process Manager and unit member.

1.1.1 The Contractor shall adhere to the Air Force CPI certification requirements as defined in AFI 38-401 and AF standardized/AFRC approved CPI training (found on the AF CPI Portal @ https://cs2.eis.af.mil/sites/10944/cpi/sitepages/home.aspx).

1.1.2 The Contractor shall evaluate and support Green and Black Belt Facilitators, AFRC Process Managers or other nominees as approved by HQ AFRC/A9 and directed by the HQ AFRC/A9R Contracting Officer Representative (COR).

1.1.2.1 The Contractor shall support AFRC efforts to build capability that will enable personnel to gain the necessary skills to become certified CPI practitioners. Contractor efforts shall assist AFRC in implementing CPI with the goal of developing organic AFRC facilitators into resident experts capable of developing, implementing, and sustaining a culture of CPI. The Contractor shall facilitate and/or mentor certification candidates during CPI events.

1.1.2.2 The Contractor shall evaluate and support Green Belt trainees during facilitation of events. The Contractor shall assist and review the candidate’s certification package to ensure it is technically sound.

1.1.2.3 The Contractor shall evaluate and support Black Belt trainees while facilitating events. Once the trainee has attended the AF CPI Black Belt course at the USAF CPI School, Air University, Maxwell AFB, AL, Black Belt trainees must demonstrate project work for one or more improvement initiatives of Black Belt scope and select the best one to submit to SAF/MG for certification consideration.

1.1.2.4. The Contractor shall evaluate and support Black Belt trainees instructing one AF CPI Green Belt academic course, utilizing the SAF/MGM-approved curriculum posted on the AF CPI portal at the following link: https://cs2.eis.af.mil/sites/10944/CPI/SitePages/home.aspx > Training > Training Materials.

1.1.3. Background. AFRC has been engaged in developing organic CPI capability for implementation of CPI activities across the command. Leadership agrees that an important part of sustainment and self-sufficiency is the maturation of the CPI culture throughout the command, following AFRC’s Framework for CPI Cultural Transformation. (Attachment 1)

1.1.3.1 The Air Force has embarked on a path of CPI which encompasses a variety of process improvement techniques such as: Lean, Six Sigma, Theory of Constraints (TOC), Business Process Reengineering (BPR) and others and blends them into a model for CPI. Most importantly, this architecture is based on the idea that process improvement will never be complete; even good processes can be improved. Although individual process improvement tools are not new, the Air Force is actively integrating them into a common system approach.

1.1.3.2 Air Force organizations are currently performing process improvement through the use of a wide variety of CPI tools with the guidance of facilitators, including but not limited to: Benchmarking, Enterprise Value Stream Analysis (EVSA), Strategy Alignment (SA), Value Stream Mapping/Analysis (VSM/A), 5S, Rapid Improvement Event (RIE), Standard Work, Simulation Modeling, Internal Control Measures (ICM), Balanced Scorecard (BSC), Process Analysis and Re-engineering, the Air Force Practical Problem Solving Method (PPSM), Root Cause Analysis/Corrective Action. More advanced CPI tools, such as Six Sigma, will be employed as processes, facilitators, culture, and leadership continue to mature. Most CPI efforts currently underway are employing Lean methods and tools to accomplish a comprehensive improvement to production and administrative processes. Although Lean has been the prevalent method of implementing process improvement, AFRC is maturing towards measurement of key performance indicators and achievement of process capability through the use of trend analysis and gap closure using Six Sigma and other appropriate systems analysis tools. AFRC uses a CPI Maturity Assessment based on the Framework for CPI Cultural Transformation to assess the degree to which AFRC units have adopted CPI. (Attachment 2) Each organization will be at a different level of maturity and their senior leaders, with consulting, will be responsible for defining their organizational goals and approach to full implementation and CPI transformation.

1.1.3.3 The transformation roadmap provides the parameters to gauge success or failure along the way and engages the workforce in the process (i.e. educating, training, conducting process improvement events, establishing effective performance management systems, rewards, etc.) An essential component of a comprehensive improvement process is the assessment and management of the organizational culture. Developing a mindset of continuous improvement is the key to transformation. The people, their involvement and enthusiasm, supervisors and managers, processes, policies, instructions, bureaucracy, and readiness for change contribute to defining the culture and either enabling or constraining beneficial change. Process improvement initiatives will focus considerable effort on ensuring cultural change is addressed in all AFRC initiatives, and will also focus on measurement of results and impact, as well as replicating solutions and innovations across the AFRC enterprise.

1.1.3.4 AFRC’s primary objective for implementing CPI is to facilitate the ongoing transformation of its processes that support the United States Air Force and its allies. This transformation requires a significant cultural change to increase the effectiveness and efficiency of AFRC’s readiness to provide or support combat ready forces. AFRC’s goal is to make sustained and continuous improvements utilizing Lean Six Sigma thinking and CPI principals. This cultural change will be required to enable data-driven, risk-based decision making. To achieve this cultural change, HQ AFRC, Senior Leaders, and Process Managers (PMs) shall identify potential organizations, products, programs, and/or processes for the implementation of CPI based on the current maturity level and readiness for change within the organization.

1.1.3.5 The Contractor shall consider all levels of leadership in the development of process improvement and problem-solving capability at both the individual level in support of the training and certification processes, and at the organizational level in support of performance improvement to move AFRC towards a fully mature CPI culture.

1.1.3.6 The intent of this contract is to advance the CPI cultural maturity of all AFRC units, as evidenced by the annual AFRC CPI Maturity Assessment. (Attachment 2). The Contractor shall work with unit members to review the cultural transformation within the organization and develop or refresh a CPI Strategic Roadmap for the way ahead to advance the cultural maturity for the unit.

1.1.3.7 The AFRC goal is that NAFs/Wings/Independent Groups will not exceed 36 months between Strategy Alignment (SA) events. SA events articulate mission and vision statements and define strategic priorities, goals, objectives, and a schedule of planned initiatives. Independent Groups have the same functions and responsibilities as a like-type wing, but its scope and size do not warrant wing level designation.

1.1.3.8 Attributes of the AFRC CPI strategy include:

Process Managers achieve Black Belt certification as soon as possible from assignment; one certified Black Belt Facilitator at each NAF/Wing/Independent Groups and Air Reserve Personnel Center (ARPC), at least one certified Green Belt Facilitator in each HQ AFRC Directorate/ Direct Reporting Unit (DRU), and one or more Green Belt Facilitator(s) per each Group within AFRC Wings. Other attributes include: full implementation of event action plans to achieve desired results and maximized training opportunities by targeting three trainees per event-- while ensuring facilitation techniques as well as CPI principles and tools are adequately taught and understood.

Practitioners should gain experience in a variety of CPI events, examples of which include, but are not limited to: EVSA, SA, PPSM, RIEs, VSM/A, 5S, Standard Work, Visual Management, and Gemba Walks.

1.2 Organization. The AFRC organization with primary responsibility for this requirement is Headquarters (HQ) AFRC, Directorate of Analyses, Lessons Learned and CPI (HQ AFRC/A9), A9R Division.

1.3 Place of Performance. These services will be performed primarily at the Government’s facility located at HQ AFRC/A9R, Robins AFB, GA; however, the Contractor shall be required to travel to CPI events at various approved government sites, to include identified AFRC locations. (Attachment 3) Telework is authorized for pre-and post-event activities after receiving written approval from the Government. Telework is not authorized for event execution without written approval by the Government.

1.4 Required Services.

1.4.1 Facilitate or Mentor Candidates for Approved CPI Activities. All Contractor activity must be pre-approved by the COR.

1.4.1.1 The Contractor shall facilitate or mentor candidates in the preparation, execution and post event follow-up for events in accordance with SAF/MG and HQ AFRC guidance. When the candidate demonstrates proficiency at the level of certification being pursued, the Contractor shall recommend the candidate for certification.

1.4.1.2 The Contractor shall utilize events to improve the efficiency and effectiveness of operations that directly support implementation of strategically-linked CPI initiatives within each organization to provide CPI training and not solely for the purpose of certification. Contractor efforts shall be directed towards advancement in the Framework for CPI Cultural Transformation.

1.4.2 CPI Green Belt and Black Belt Events. The Contractor shall facilitate or mentor trainees during Green Belt and Black Belt Events. This shall include pre-event preparation, Just-In-Time training, event execution, and post-event follow up. The Contractor shall submit documentation for the event as described in paragraph 1.4.6 (1.a.) with the next Monthly Status Report (MSR) no later than 30 calendar days from the end of the event. Acceptable Quality Level: (90 %) with the ability to make corrections/resubmit documentation to the COR within 30 days. (CDRL A002, DI-MISC-80555A, Monthly Status Report)

1.4.2.1 Pre-event Preparation. The Contractor shall ensure events are chartered to define the problem, scope, team, and desired goals and objectives and demonstrate the importance of leadership involvement and commitment. The Contractor shall also assist in the preparation of agendas. The Contractor shall assist in defining requirements for data gathering to establish baseline performance and a method by which to measure success of the event. Event prep should include a search for prior initiatives and related solution-sets.

1.4.2.2 Just-In-Time Training. The Contractor shall provide training and materials for each event, for example: introductory training materials on CPI methodologies and principles found on the CPI Portal at https://cs2.eis.af.mil/sites/10944/cpi/sitepages/home.aspx, as well as instruction to trainees for familiarization with other associated tools and techniques. The Contractor shall recommend just-in-time training modules for event team participants.

1.4.2.3 Event Execution. The Contractor shall facilitate and/or mentor the facilitator trainee during the entire event and provide advice and guidance during breaks, and intervene when necessary for proper event flow. The Contractor shall actively observe and recommend tools and techniques to improve team performance and event success. The Contractor shall conduct a daily hotwash to review progress, and make recommendations. The Contractor shall mentor with a heavy emphasis on hands-on implementation and on-the-job training in order to transfer knowledge and expertise to AFRC trainees and team members.

1.4.2.3.1 Leadership participation. The Contractor shall ensure events Champions, Process Owners, and Team Leads are engaged in the event kick-off, vector checks, and outbriefs.

1.4.2.3.2 Results. The Contractor shall ensure that countermeasures are developed and prioritized and an action plan is developed in order to achieve desired results. The Contractor mentored initiatives shall demonstrate the ability to successfully implement the CPI tools and techniques resulting in key performance measures relative to readiness, mission accomplishment, financial, or compliance.

1.4.2.3.3 Event Documents. The Contractor shall provide training and assistance in the development of associated metrics, action plans, out-briefs, process maps, preliminary A3s (Attachment 4), and other items associated with documenting the event. Submitted A3s will be evaluated using the approved A3 Evaluation Grade Sheet. (Attachment 5). The Contractor shall upload, or train and assist the trainee in uploading A3s and value stream maps in the AF designated software application.

1.4.2.3.4 Return on Investment (ROI). The Contractor shall assist in identifying data collection requirements, developing SMART improvement targets, defining measures of success, and developing performance metrics, to include financial cost avoidances and savings.

1.4.2.3.5 Replication of Proven Innovation. In cases where benefits may be duplicated at other locations across AFRC, the Contractor shall recommend the innovative idea or improvement initiative for evaluation by functional SMEs for potential implementation.

1.4.2.4 Post-Event Follow-Up. The Contractor shall provide a mentor grade sheet (Attachment 6) to document observation of Green Belt and Black Belt trainee/mentees and assessment of the trainee/mentee’s competency. The Contractor shall score steps one through six of the A3 Evaluation Grade Sheet for the preliminary A3 during the event, and steps seven and eight on the completed A3 when the team’s action plan has been implemented and results have been achieved.

1.4.2.5 All products developed or provided under this contract shall be considered property of the Government.

1.4.3 Strategy Alignment (SA) Events. The Contractor shall provide CPI facilitator support to unit leadership and approved facilitator trainees to establish Strategy Alignment. Deliverables from the SA event include, but are not limited to: new or refreshed mission and vision statements, priorities, goals and objectives. The Contractor shall assist in the development of key performance indicators and a CPI Strategic Roadmap reflecting three to five scheduled CPI initiatives identified during the SA activity. The Roadmap may contain a combination of Just-Do-It’s, CPI events, and long-term initiatives. In all cases, these planned events should be aligned with higher echelon and/or Commanders priorities. The Contractor shall submit documentation for the event as described in paragraph 1.4.6 (1.b.) with the next MSR no later than 30 calendar days from the end of the event. Acceptable Quality Level: (90 %) with the ability to make corrections/resubmit documentation to the COR within 30 days.

(CDRL A002, DI-MISC-80555A, Monthly Status Report)

1.4.4 CPI Site Visit. The Contractor shall conduct face-to-face or virtual Site Visits to provide CPI Subject Matter Expert (SME) consultation and/or CPI training to Unit Leadership and/or Process Managers at identified AFRC locations. (Attachment 3). The Contractor shall submit documentation, as described in paragraph 1.4.6 (1.c.) with the next MSR no later than 30 calendar days from the end of the event. Acceptable Quality Level: (90 %) with the ability to make corrections/resubmit documentation to the COR within 30 days (CDRL A002, DI-MISC-80555A, Monthly Status Report)

1.4.4.1 The Contractor shall assist AFRC organizations in (1) assessing the current maturity level of CPI efforts already started, (2) identifying potential areas for CPI implementation, and (3) overcoming cultural barriers to transformation, with the goal of ensuring full-scale CPI implementation throughout AFRC.

1.4.4.2 The Contractor, working with unit members to review the cultural transformation within the organization, shall provide CPI SME consultation to develop or refresh a CPI Strategic Roadmap for the way ahead to advance the cultural maturity for the unit. Site Visits may incorporate, but are not limited to: Gemba walks, reviewing the unit’s CPI Maturity Assessment, Strategy Alignment deployment, standard work, gap analysis and performance management.

1.4.4.3 The Contractor shall manage time to maximize coaching unit leadership and the trainees identified for certification during Site Visits. The Contractor shall provide CPI SME consultation to AFRC senior leaders on leading organizational CPI cultural transformation in the Air Force environment. The Contractor shall perform Site Visits with the goal of ensuring full-scale CPI implementation throughout AFRC.

1.4.5 AF CPI Green Belt Academics. The Contractor shall instruct the 40 hour AF CPI Green Belt course, or evaluate and support Black Belt trainees or other approved trainees while the trainee is instructing the 40 hour CPI Green Belt course, utilizing SAF/MG approved curriculum and Contractor provided training materials. The Contractor shall submit documentation, as described in paragraph 1.4.6 (1.d.) with the next MSR no later than 30 calendar days from the end of the event. Acceptable Quality Level: (90 %) with the ability to make corrections/resubmit documentation to the COR within 30 days. (CDRL A002, DI-MISC-80555A, Monthly Status Report)

1.4.5.1 If evaluating a trainee instructor, the Contractor shall submit a recommendation of the candidate’s proficiency at delivering the Green Belt Academics.

1.4.5.2 The Contractor shall possess requisite knowledge and command of the training material with no additional train-the-trainer or learning curve required.

1.4.6 Monthly Reporting. The Contractor shall prepare and provide a Monthly Status Report of the Contractor’s CPI activity from the previous month to the COR no later than the fifth of each month. The report format shall be IAW CDRL instructions. (CDRL A002, DI-MISC-80555A, Monthly Status Report) The monthly report should contain the following information at a minimum:

1. A list of all Contractor activities, to include: location and organization supported, names of AFRC trainee/mentees supported during the event, event names, travel to/from dates and work begin/end dates

a. CPI Green Belt and Black Belt Events.

i. A preliminary A3 (steps one through six)

ii. An A3 Evaluation Grade Sheet for the preliminary A3 (steps one through six) must meet Air Force standard published on CPI portal

iii. The preliminary A3 and the A3 Evaluation Grade Sheet must be submitted with the MSR no later than 30 calendar days from the end of the event

iv. A mentor Grade Sheet for Trainee Facilitator Practitioner(s)

v. Evaluation/recommendation on trainee/mentee’s proficiency for the level of certification being pursued

b. Strategy Alignment Events

i. Leadership supported during the event

ii. Mentor Grade Sheet for Trainee Facilitator Practitioner(s)

iii. CPI Strategic Roadmap containing three to five CPI Just-Do-It’s, events or long-term initiatives to be accomplished during the ensuing 36 month period

iv. Mission/Vision/Priorities/Goals/Objectives

c. CPI Site Visits

i. Purpose and Type of Site Visit

ii. Leadership supported during the event

iii. Review of Organizational CPI Maturity Assessment and action plan

iv. CPI Strategic Roadmap containing three to five CPI Just-Do-It’s, events or long-term initiatives to be accomplished during the ensuing 24-36 month period

v. Updated Process Manager Certification Plan to meet Air Force certification timeline standards

vi. Narrative of Issues and Concerns

vii. Synopsis of the Way Ahead for CPI Implementation

viii. Review PM’s quarterly wing CPI metric

d. AF CPI Green Belt Academics

i. Roster of attendees

ii. Evaluation/recommendation on trainee/mentee’s proficiency at delivering the Green Belt Academics

2. When recommending a trainee/mentee for certification, the Contractor Team Lead shall submit an A3 Evaluation Grade Sheet (Attachment 5) for the complete A3 (steps one through eight) and a Mentor Grade Sheet (Attachment 6) for certification consideration by HQ AFRC/A9 Master Process Officer (MPO).

3. RALFI (brief statements of Results, Accomplishments, Lessons Learned, Future Plans, Issues or Concerns).

4. Recommendations of innovative ideas or improvement initiatives for potential Replication of Proven Innovation.

2.0 SERVICES SUMMARY (SS). The table below identifies the performance standards that will be measured by the Government. The Contractor shall have these elements as part of their Quality Control Program and may have others as necessary, i.e. progress reports and briefings, to meet quality standards.

1.4.6 (1.a.)

The contractor shall facilitate or mentor trainees during Green Belt and Black Belt events. The Contractor shall submit documentation for the event as described in paragraph 1.4.6 (1.a.) with the next MSR no later than 30 calendar days from the end of the event.

Acceptable Quality Level: (90 %) with the ability to make corrections/resubmit documentation to the COR within 30 days.

1.4.6 (1.b.)

The Contractor shall provide CPI facilitator support to unit leadership and approved facilitator trainees to establish Strategy Alignment.

The Contractor shall submit documentation for the event as described in paragraph 1.4.6 (1.b.) with the next MSR no later than 30 calendar days from the end of the event.

Acceptable Quality Level: (90 %) with the ability to make corrections/resubmit documentation to the COR within 30 days.

1.4.6 (1.c.)

The Contractor shall conduct face-to-face or virtual Site Visits to provide CPI SME consultation and/or CPI training to Unit Leadership and/or Process Managers at identified AFRC locations. (Attachment 3) The Contractor shall submit documentation for the event, as described in paragraph 1.4.6 (1.c.) with the next MSR no later than 30 calendar days from the end of the event.

Acceptable Quality Level: (90 %) with the ability to make corrections/resubmit documentation to the COR within 30 days.

1.4.6 (1.d.)

The Contractor shall instruct the 40 hour AF CPI Green Belt course, or evaluate and support Black Belt trainees or other approved trainees while the trainee is instructing the 40 hour CPI Green Belt course, utilizing SAF/MG approved curriculum and Contractor provided training materials. The Contractor shall submit documentation, as described in paragraph 1.4.6 (1.d.) with the next MSR no later than 30 calendar days from the end of the event.

Acceptable Quality Level: (90 %) with the ability to make corrections/resubmit documentation to the COR within 30 days.

3.0 GOVERNMENT PROPERTY AND SERVICES

3.1 Base Support. The Government shall furnish items incidental to the place of performance (Ex: cubicle space, desk, chair, desktop or laptop computer, and access to copier, fax and a networked printer. In addition, the Government shall provide telephone service, to include the Defense Switched Network (DSN). The contractor shall ensure use is limited to performance of contract related official Government business. Upon completion or termination of the contract or expiration of employee identification passes, the prime contractor shall ensure that all items to include base ID passes, desktop computer, laptop computers, peripherals, and other software/hardware is returned to the Contracting Officer’s Representative (COR) and each individual is processed through the directed Out-processing checklist.

3.2 Government System(s). The Government will provide Contractor personnel access to system(s) necessary to perform tasks under the contract/order. Upon completion/termination of the contract/order or transfer/termination of Contractor personnel, the system account(s) will be closed.

4.0 GENERAL REQUIREMENTS

4.1 Period of Performance. Performance shall commence at date specified in resultant contractual document for a one-year basic period with four options.

4.2 Team Lead. The Contractor Team Lead shall have full authority to act for the Contractor on all contract matters relating to the daily operation of the contract.

4.3 CPI Consultants. All Contractor personnel who serve on this contract shall be certified CPI Black Belt Professionals with a minimum of five years’ experience in the application of CPI methods in production and services areas. The Contractor shall provide their certificate(s) of proficiency. The names and phone numbers shall be provided, in writing, to the HQ AFRC/PKA Contracting Officer (CO) and the HQ AFRC/A9R Contracting Officer Representatives (CORs) upon award.

4.4 Post Award Meeting. The Contractor shall attend a one (1) day post award meeting convened and hosted by AFRC/A9 COR. The post award conference will be held within two weeks of contract award. The location will be a mutually agreed upon site to be determined after award. The Functional Commander, AFRC/PKA CO and AFRC/A9 COR will participate with Contractor Representatives. The meeting will provide an orientation and overview of the contract scope, terms and conditions. The meeting will detail the roles and responsibilities of AFRC team members, QASP, performance evaluations, and contract closeout.

4.5 Training Requirements All authorized users of DoD information systems (ISs)/Platform Information Technology (PIT) systems must receive initial cybersecurity user awareness training as a condition of access to an IS IAW DoD 8570.01-M, thereafter all users will complete annual cybersecurity awareness refresher training. This training can be found on the Defense Information Systems Agency (DISA) Information Assurance Support Environment (IASE) portal: http://iase.disa.mil/eta/Pages/index.aspx

4.6 Contractor Availability. The on-site Contractor shall be available from 0730 until 1630 (local time), Monday through Friday, excluding federal holidays. The Government reserves the right to change availability at any time. The Contractor shall support Unit Training Assemblies (UTAs) weekends based on the HQ AFRC UTA schedule as required.

4.7 Federal Holidays. The Contractor shall not have staff present at the Government installation facilities on federal holidays. The federal holidays observed are as follows: New Year’s Day, Martin Luther King’s Birthday (as celebrated), President’s Day (as celebrated), Memorial Day, Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day and Christmas Day.

4.8 Contractor Identification. The Contractor personnel shall wear contractor-provided identification at all times while in government facilities so as to distinguish themselves from Government employees. Contractor personnel may attend meetings, answer phones, and work in other situations where their status is not obvious to third parties; therefore, the Contractor personnel shall always identify themselves as Contractor support to avoid potential misrepresentation as Government personnel or to avoid situations arising where sensitive topics might be better discussed solely amongst government personnel. Electronic mail signature blocks shall identify their company affiliation. Where practicable, Contractor personnel occupying collocated space with their Government program customer shall identify their work space with their name and company affiliation.

4.9 Travel. The Contractor shall coordinate specific travel arrangements with COR thirty days in advance, unless emergency travel (will be coordinated immediately), and obtain advance, written approval from HQ AFRC/PKA CO for any travel. The contractor’s request for travel shall be in writing and contain the purpose of the trip, number of participants, dates, locations and estimated costs of the travel. The Contractor travel payment is limited to reasonable and allowable costs to the extent that they do not exceed on a daily basis the maximum per diem rates in effect at the time of travel as set forth in the Government’s Joint Travel Regulation, Volume 2 and allowable per FAR 31.205-46, Travel Costs. No profit or fee will be paid.

4.10 Continuation of Mission-Essential Services During a Crisis. The Functional Commander or civilian equivalent has determined, by placing the decision in writing, that all of the contractor services performed under this contract are not mission-essential and will not continue in the event of a crisis.

4.11 Non-Personal Services. The Government will neither supervise contractor personnel nor control the method by which the contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual contractor personnel. It shall be the responsibility of the Contractor to manage its personnel and to guard against any actions that are of the nature of personal services, or give the perception of personal services. The Contractor shall notify the AFRC/PKA CO immediately if any task requires action by the Contractor personnel that constitutes, or are perceived to constitute personal services. These services shall not be used to perform work of a policy/decision making or management nature, i.e. inherently governmental functions. All decisions relative to the CPI Cultural Transformation program supported by the Contractor shall be the sole responsibility of the Government.

4.12 Security. The Contractor shall comply with all security regulations and directives identified herein and other security requirements as shown elsewhere in this contract.

4.12.1 Information Security Program. The Contractor shall be integrated into the sponsoring Government activity’s Information Protection Program (IPP) which participates in the host Servicing Security Activity’s IPP.

4.12.1.1 Controlled Unclassified Information. The Contractor shall mark, handle and safeguard Controlled Unclassified Information in accordance with the DoD Manual 5200.1-M, Volume 4, DoD Information Security Program: Controlled Unclassified Information (CUI), and the DD254, DoD Contract Security Classification, if applicable.

4.12.2 Personnel Security Program.

4.12.2.1 Background Investigation Requirements. The contract will not require any disclosure, possessions or access to classified information. The Servicing Security Activity at the installation will be responsible for processing background investigations for Contractor personnel.

4.12.2.2 Contractor Notification. The Contractor is notified by Servicing Security Activity at the installation Personnel Security section of the results of the Contractor personnel background investigation for Trustworthiness Determinations.

4.12.2.3 COR Notification. The Servicing Security Activity at the installation will document the HSPD-12 credentialing determination when the case file is returned to the submitting office number (SON) for a local decision. The Contractor personnel shall not have access to sensitive information, automated information systems, or restricted areas until a final determination is made. The Servicing Security Activity at the installation provides final credentialing determinations to the COR and sponsoring unit security manager.

4.12.2.4 Terminations. If Contractor personnel are terminated before the Government completes the Trustworthiness Determination, the Contractor’s PM shall immediately forward written notice to the Servicing Security Activity at the installation with a copy of the notice to the COR.

4.12.3 Physical Security Program.

4.12.3.1 Installation Perimeter Access Control. The requirements for installation perimeter access are detailed in Air Force Federal Acquisition Regulation Supplement (AFFARS) clause 5352.242-9000 entitled, Contractor Access to Air Force Installations, in Section I, Contract Clauses, of the basic contract. Contractors merely requiring unescorted access to the installation to perform services, that don’t require access to classified information or network access, will be vetted IAW AFM 31-113, para 4.3 and issued a DBIDS Identification Card. The Contractor is only allowed to visit the installations specified in the contract and/or DD254.

4.12.3.2 Resource Protection and Integrated Defense. The Contractor shall safeguard all government property in accordance with AFI 31-101, Integrated Defense, and any forms provided for Contractor use. The Contractor shall immediately report all thefts, vandalism, or destruction of property and equipment (Government or Contractor owned) to the Contracting Officer Representative (COR) of this contract.

4.12.3.3 USAF Restricted Area and Controlled Area Access. The requirements for USAF Restricted Area and Controlled Area access are detailed in AFI 31-101, Integrated Defense, and governed at each installation by the Integrated Defense Plan, if required.

4.12.3.4 HQ AFRC Facility Access. The Contractor personnel shall be issued access control badges which will allow access to work centers, as applicable.

4.12.3.5 Privacy Act of 1974. The Contractor personnel shall have access to Privacy Act information that requires adherence with the Privacy Act of 1974, Title 5 of the U.S. Code, Section 552a, AFI 33-332, Air Force Privacy Act Program, and other applicable agency rules and regulations. The Contractor personnel shall follow agency procedures to identify and safeguard reports and data accordingly. The Contractor shall ensure that Contractor personnel assigned to this requirement are briefed annually on properly identifying and handling Privacy Act data and reports.

4.12.4 Network Security.

4.12.4.1 Overview. Network access is a privilege extended to Contractor personnel. Network access will be granted by the Government after all criteria have been met and may be suspended for cause as defined in AFMAN 17-1301, Chapter 4. Network access will be approved by the Government in accordance with AFI 31-501, AFI 16-1406, AFMAN 17-1301, AFI 33-200, DoDI 8510.01, and DoDM 5220.22-M and its supplement. Pursuant to AFMAN 17-1301, every individual who has access to the Air Force (AF) network (af.mil) or af.smil domain, specialized systems, and mission systems is a network user. Before becoming an Air Force network user, the Contractor personnel shall have a favorable background investigation for the designated IT level and system, be trained, and licensed. This process of training and licensing ensures every AF network user is trained and aware of the basic principles of network security and their role in cybersecurity. The Government will issue a Common Access Card in accordance with Air Force FAR Supplement clause 5352.242-9001 entitled, Common Access Card for Contractor Personnel, to Contractor personnel that meet the criteria (favorable trustworthiness determination, training and licensing).

4.12.4.2 Information Technology (IT) Level and Investigation Required. Contractor personnel shall possess a Tier 1 background investigation for IT Level III as mandated by DoD Regulation 5200.2-R entitled, Personnel Security Program, paragraph C3.6.15 and DoD Instruction 8500.1 entitled, Cybersecurity, para 3i. These background investigations will be submitted by the Government and they do not result in security clearance eligibility. Contractor personnel shall possess a current and favorable background investigation for designated level (IT level III) access prior to contract performance. Contractor personnel without a current investigation shall follow the procedures in paragraph 4.12.2.1 above.

4.12.4.3 Foreign National Network Access. All Contractor personnel that are Foreign Nationals shall meet the requirements of AFI 31-501 prior to network access. The Contractor shall ensure the request for network access for Foreign Nationals in their employ are processed and approved by the Foreign Disclosure Office (FDO) in accordance with AFM 17-1301, paragraph 4.2.3 and its sub-paragraphs. All requests for must be staffed through the AFRC Foreign Disclosure Office at least 30 days in advance of the intended visit.

4.13 Health & Safety Program. The Contractor is responsible for the safety and health of their personnel and protection of the public on Government work sites (DODI 6055.1, Paragraph E5.1). The Contractor shall comply with Government Safety and Health regulations including, but not limited to, Public Law 91-596, Occupational Safety and Health Act (OSHA), and DoD Directive 4715.1E, Environmental, Safety, and Occupational Health (ESOH) and maintain a health and safety program that meets OSHA standards. If the AFRC/PKA CO notifies the Contractor of a potential OSHA violation, the Contractor is obligated to comply with the applicable OSHA regulations. The Contractor shall require all subcontractors to comply with required safety, health, and fire standards.

4.14 Incident or Mishap Procedures. In accordance with AFI 91-204, Safety Investigations and Reports, the Contractor shall report mishaps involving damage or injury to USAF assets/interest. The Contractor shall immediately call 911, if required, and ensure the USAF is notified of mishaps. The Contractor shall, within one hour, notify the AFRC/PKA CO, AFRC/A9R COR and Government Safety Manager of all mishaps or incidents involving damage to government property. This notification requirement shall also include physiological mishaps/incidents. A written or email copy of the mishap/incident notification shall be sent within 24 hours to the AFRC/PKA CO (with copy to AFRC/A9R COR) and the Government Safety Manager. The Contractor shall cooperate and assist Government personnel in the investigation of the mishap and submit and Accident/Incident Report which shall contain, as a minimum, the following information:

(A) Contract, contract number, name and title of person(s) reporting

(B) Date, time and exact location of accident/incident

(C) Brief narrative of accident/incident (events leading up to the accident/incident)

(D) Cause of accident/incident (if known)

(E) Estimated cost of accident/incident (material + labor to repair/replace)

(F) Nomenclature of equipment and personnel involved in the accident/incident

(G) Corrective actions (taken or proposed)

(H) Other pertinent information The Contractor shall, in the event of an accidental incident/mishap, take reasonable action to establish control of the incident/mishap scene, prevent further damage to persons or property, and preserve evidence until released by the incident/mishap investigative authority.

4.15 Fire Emergencies. The Contractor personnel shall dial 911 to report fire related emergencies.

4.16 Department of Labor (DoL) Inspection of Contractor Operations. The Contractor is subject to DoL inspections and enforcement by OSHA health and safety officials while performing work on a Government installation. The OSHA health and safety officials may access workplaces on Government installations at any time, scheduled or unscheduled, during regular work hours. The OSHA health and safety officials must meet security requirements to enter restricted or classified areas. The Contractor shall immediately notify the AFRC/PKA CO, the AFRC/A9R COR, and the contracting unit’s Safety Office upon notification of a visit.

4.17 Fire Protection and Prevention Program - Robins AFB GA. All Contractor personnel performing work on properties under jurisdiction of Robins AFB GA shall be responsible for fire safety and compliance with all applicable OSHA, State, Air Force, AFMC, and base regulations and directives. The Contractor personnel shall attend a contractor's briefing on fire safety prior to any work. The Contractor shall ensure that all Contractor personnel and sub-contractors under their control are briefed on fire prevention practices in accordance with Robins AFBI 32-2001, Fire Protection Operations & Fire Prevention Program. The Contractor personnel who work on Robins AFB GA are required to take annual fire prevention refresher training in accordance with RAFBI 32-2001, paragraph 2.4.

4.18 Environmental Management System (EMS).

Environmental Management System (EMS): Contractor/subcontractor personnel who perform work on any Government facility shall comply with the EMS requirements established by the facility. Contractor/subcontractor personnel may be required to complete EMS training prior to beginning work.

4.19 Agency Affirmative Procurement Programs (APP) (formerly Green Procurement Program (GPP)): In accordance with FAR 23.404, 100% of purchases of Environmental Protection Agency (EPA)-designated products included in the Comprehensive Procurement Guidelines (CPG) list [https://www.epa.gov/smm/comprehensive-procurement-guideline-cpg-program ] and/or United States Department of Agriculture (USDA)-designated products included in the bio-based product listings [http://www.biopreferred.gov] shall, at a minimum, meet the EPA or USDA standards for recovered materials or biobased content, respectively, unless an item cannot be acquired competitively within a realistic timeframe, meet appropriate performance standards, and/or be acquired at a reasonable price. The Contractor shall provide own supplies, toner, and paper.

4.20 Quality Management System (QMS): The Contractor shall ensure the quality of services through a quality and/or inspection system. The Contractor shall submit a Quality Control Plan (QCP) addressing detection of quality program problems and defects, identification of root causes for quality related problems/defects, correction of root causes related to detected problems/defects, and follow-up to ensure quality related problems/defects do not recur. The plan shall include the schedule of quality assurance/control inspections planned by the Contractor. (CDRL A001, DI-MISC-80508B, Quality Control Plan)

4.21 Contractor Manpower Reporting. Per 10 U.S.C. 2330a, the Contractor shall provide an annual count of contractor/subcontractor personnel performing work for each fiscal year if the DoD is the requiring activity, if the acquisition is using U.S. Government appropriated funds, and if the acquisition is greater than or equal to the simplified acquisition threshold (SAT). The Contractor shall report all Contractor labor hours, including subcontractor labor hours, required for performance of the services provided under the contract in the Enterprise-wide Contractor Manpower Reporting Application (eCMRA). Reporting shall be conducted for each fiscal year, which extends October 1 through September 30. While inputs may be made any time during the fiscal year, all data shall be reported no later than October 31 of the following fiscal year. The Contractor shall establish a record for the contract/order in eCMRA no later than 30 calendar days after contract/order award. The Contractor shall enter Order Data, Contact Data and Location Data. Data for Air Force service requirements must be input at the Air Force CMRA link at http://www.emra.mil . The Contractor may direct questions to the help desk at the eCMRA site: http://www.ecmra.mil .

5.0 APPENDICES

Appendix A, References

Appendix B, CDRLs

1.4.3 1.4.4 1.4.5 1.4.6

Attachment 1:

Attachment 2:

Attachment 3:

Attachment 4:

Attachment 5:

Attachment 6:

image1.emf

AFRC Framework for CPI Cultural Transformation

Note: This framework is a guideline for implementing a CPI culture. It is not intended to be all inclusive. Nor is it intended for one to sequentially follow the steps within each stage. Transforming and establishing a culture is a complex endeavor that requires a multitude of efforts. This includes working CPI efforts that cross more than one stage.

Acronyms: (BB) Black Belt, (GB) Green Belt

Version 2.0

OPR: HQ AFRC/A9R

Date: 14 July 2017

Framework for Continuous Process Improvement (CPI)

Cultural Transformation

Stage 1

Initiation o Leadership commitment to CPI (e.g., CC/DIR commitment letter, CC/DIRs Call topic) o Identify best and brightest to train as CPI facilitators o Publish vision and mission statements and organizational goals o Conduct a strategic alignment event and maintain a strategic roadmap for CPI o Conduct an Enterprise Value Stream Analysis

□ Identify suppliers, inputs, processes, outputs, and customers

□ Identify core competencies and key, enabling, governing processes

Stage 2

Integration o Generate baseline value stream maps of key processes o Establish method for management of organizational performance

□ Institute key performance indicators (e.g., compliance, fiduciary, and readiness)

□ Establish goals and battle rhythm for review of organizational metrics

□ Conduct review of event actions plans to ensure implementation/sustainment

Stage 3

Full

Implementation o Develop plan to grow organic practitioners; aim for 5% GB & 1% BB of population o Develop standard work

□ Perform value stream analysis of all key processes

□ Utilize 5S and visual management in work areas

□ Cultivate cascading, strategically aligned metrics for operational/tactical levels

□ Ensure work is level-loaded (i.e., evenly distributed & meets customer demand)

Stage 4

Transformation o Sustain sufficient organic practitioner capability to facilitate problem solving o Continuously optimize value streams o Replicate innovation and share lessons learned

□ Document efficiencies gained through CPI

□ Benchmark, evaluate, and implement best practices from other organizations

□ Share innovations and lessons learned across the enterprise

All Stages

(Apply as necessary) o Unit Process Manager on track for GB cert NLT 18 months from date of assignment o Unit Process Manager on track for BB cert NLT 36 months from date of assignment o Maintain appropriate level of CPI training for leadership cadre o If mission changes, refresh Enterprise Value Stream Analysis o Review alignment with WG/NAF/MAJCOM strategy & refresh strategic CPI roadmap o Apply practical problem-solving model to:

□ Performance gaps

□ Management or Unit Effectiveness Inspection or self-inspection findings

□ Persistent problems (chronic or acute) image2.emf

AFRC CPI Maturity Assessment

UNIT/LOCATION:

PURPOSE: Commander's/Director's tool to track the organization's CPI journey and cultural transformation. 0 - 49% Stage Completion

- Assessment will be completed semi-annually as directed by AFRC/A9 and briefed to AFRC/CC annually 50 - 79% Stage Completion

- Assessment should be used to brief newly assigned commanders/directors on organization's CPI cultural transformation journey 80 - 100% Stage Completion

- Stages 1 - 4 will not reflect "Green" status until "All Stages" and subsequent stage(s) achieve 80% completion If step is complete click corresponding box

A.1.1 NAF/WG/IndGp CCs: Process Manager position is filled (or RPA has been submitted and PM is on track for BB certification A.1.2 Directors: Primary and alternate CPI POCs have been appointed and are on track for GB certification

Continuous Process Improvement (CPI) Cultural Transformation Assessment

1.3.1 SIPOC generated and documented, i.e. Supplier, Input, Process, Output, Customer

1.3.2 Core Competencies, Key Processes defined, documented

Comments

A.2 Plan developed and implemented to track CPI training for unit leadership A.3 If mission changes, refresh EVSA A.4 Review alignment with NAF and/or MAJCOM strategy and refresh strategic CPI roadmap

1.2.1 High-performing Airmen have been identified…