THE INDUSTRIAL BASE
“In engineering, I could stay hyper focused on a single task,” he said. Working as an APM, however, he’s forced to take a more holistic view. “It was a gigantic shift in perspective,” he recalled. “I still think like an engineer, though. … In my work now, these traits are still to my benefit.” Meticulous attention to detail, system- level thinking and process improvement are cornerstones of Devine’s approach to work. In fact, he was surprised and concerned by the lack of standardization in shelter products currently in use across the Army.
With a vast and easily accessible array of shelters available to Soldiers today, it’s no wonder. Soldiers need shelters. Tey can be purchased easily from a variety of sources. Tat makes total sense. Te story gets more complicated, though, when a shelter needs maintenance, or when it needs to be transported to a new location. “What we in the PM world think of as ‘standard’— in other words, tested, safe, transportable and sustainable—is not necessarily the standard for everyone else,” Devine said.
“Soldiers across the Army have a wide variety of types of shelters, and it’s all by virtue of the way they were purchased,” he continued. “We need to reset and look at that issue from a total life cycle perspec- tive.” If a unit procures a standard Army shelter, and it needs maintenance, then the Army offers sustainment support to get it fixed. “If they bought something nonstan- dard,” though, “they’re at the whim of the vendor, who may charge sizable fees for repairs, support, etc.”
So, how might an engineer approach this sort of problem? “Tat … motivated me to spearhead a comprehensive strategy to improve standardization across Army shelters. Over the last year, I have devel- oped the strategy and gained leadership endorsement on the approach.” He hopes
that as the strategy evolves, it demonstrates the value of standardization across this and other similar product types. An engineer through and through.
One difficulty Devine is still learning to tackle is a facet of human nature. “Tere is a tendency to resist change,” he said. “My biggest challenge is making process improvements that stick.” He has learned to start small. “Make moderate improve- ments. Start with small changes and demonstrate the benefit.”
What would he do if he were crowned king of acquisition for a day? “I’d want to make it easier for good ideas to flourish and see quicker and wider implemen- tation,” he said. “Tis line of work is by nature bureaucratic and process-based, which can sometimes stifle good ideas.” Given the chance, he would change that paradigm. “I think it would have to start with greater access. People at the work- ing level would need access to leaders and decision-makers. If that access were there, and the ideas were good, I think leaders would listen and be willing to give new things a try.” He shares similar advice with his peers in acquisition. “Most often, I suggest that there is nothing to be gained in government by withholding informa- tion from your colleagues. Denying access
to information creates lasting impedi- ments to productivity and efficiency that can be difficult to overcome.”
If Devine sounds like a man who has embraced his “nerd” status, he won’t disagree with you. “The most impor- tant lesson I’ve learned—both on and off the job—is that it’s OK to be unique,” he said. “We are all different in how we absorb, process and dispense information. … When a person comes to appreciate and embrace those differences instead of diminishing them, he or she really begins to flourish in both personal and profes- sional life.”
Embracing a diversity of viewpoints, personalities and skills, Devine relishes his work. “Tis position is truly satisfy- ing because FSS has the singular focus of improving a Soldier’s daily life,” he said. “Te products we manage enable safe, seamless, effective execution while on-mission; and off-mission, they improve health, welfare and quality of life. Prod- ucts like ours often go unnoticed and underappreciated, but the positive impact they can have on a Soldier’s life and duties is massive.”
—ELLEN SUMMEY
LUNCH WITH THE BOSS
Ryan Devine, seventh from left, was among a group of Army civilian employees selected to have lunch with then-Secretary of the Army Mark T. Esper during his visit to PM FSS on March 15, 2019. (Photo by Staff Sgt. Brandy Nicole Mejia)
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