If the shortage of parts is truly the unit's fault, the team may discover that orders were not filled because of budget constraints, were canceled by a higher headquarters, or were never placed because of other repair priorities. The improve step requires three activities: brainstorming to create solutions, testing the solutions, and assessing the outcomes of the solutions. Using the FSC maintenance example, two possible solutions could be proposed.
First, a policy could require all units to maintain their shop and bench stocks at percent. Most organizations typically have less than 50 percent of their stocks on hand. In order to mitigate this problem, units could place underused vehicles and equipment in the Army's Low Usage Equipment Program so that they are not required to be maintained at such a high standard.
This could free parts for the maintenance of regularly used vehicles. Most units have vehicles and equipment on their property books that are not authorized by their modified tables of organization and equipment.
Turning in equipment would remove it from the unit property book and eliminate its tracking and maintenance requirements. This would also free funds for regularly used vehicles.
Before implementing a full-scale improvement, the team should conduct a test run on a sample group, for example, one FSC in the BCT. In the control step, leaders and the LSS team monitor the implemented processes, observe benchmarks, and collect relevant qualitative and quantitative data to capitalize on and continue process improvement. This step ensures that processes are controlled and observed to identify and eliminate or mitigate any unplanned variables in the system. Successes, failures, and standard operating procedures should be shared with other organizations.
By improving maintenance processes, sustainers can properly maintain repair parts inventory levels and reduce customer wait times. This is just one example of the growing opportunity for LSS use at the tactical level in the Army. Leaders should seek areas of process improvement by identifying deficiencies, implementing efficiencies, and continually assessing their processes as missions, situations, and environments change.
Process-driven management will make the organization more effective and efficient while saving money. In the end, LSS will result in a better trained organization, a mission-ready fleet, and a lethal fighting force.
Luke P. The goal is for Army organizations to become self-sustaining in the LSS techniques and to leverage the gains that we've earned. The LSS Program Management Office PMO has integrated the improvement efforts of individual commands Army-wide and championed the training necessary to make this a routine way of doing business. The future of Lean Six Sigma is bright. Since the announcement of the efficiencies effort by the Secretary of Defense in May , the LSS value stream analysis is now a fundamental step within the cost-benefit analysis for any new requirement.
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