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BOTTOM-UP EFFICIENCY Tony Fernandez, left, and Daniel Perales check a T-700 engine for leaks. By encouraging employ- ees to volunteer their ideas for improvement and sponsoring teams of volunteers to lead change, CCAD fostered a shop-floor culture of cost- and time-consciousness.


CCAD’s former commander, COL


Christopher Carlile, implemented a strategic internal communications cam- paign through his public affairs team to achieve visibility and strengthen the sense of urgency within the workforce. Te commander made sure that he had senior leadership buy-in to successfully deploy the reorganization. He commu- nicated the overhaul to his workforce at every level, actively engaging with employees to incorporate their feedback and suggestions in developing the plan.


One aspect of this campaign involved a depotwide survey to evaluate the workforce’s attitudes toward the cur- rent organizational structure. Te results showed that 98 percent of employees were


dissatisfied with the current work climate and wanted to see improvements that would maximize production and support at the lowest cost and with the quick- est turnaround possible. At that point, the commander deployed a program to encourage employees to volunteer their ideas for improving and shaping the prod- ucts and processes they knew best. Teams of volunteers, known as “leading change teams,” became active in clearing obstacles and achieving quick wins more effectively than any methods used in the past.


CCAD previously had established an Office of Continuous Improvement with staff specially trained to streamline pro- cesses. While the office achieved savings through a number of “quick win” efforts


such as hosting projects in production


shops, these event-driven projects fell short of promoting a cost-conscious culture at the shop-floor level. Te change teams were much more successful, as they relied on employees with the drive to improve the


jobs


they were doing. Te depot


invested in these teams by providing them Lean Six Sigma training and by joining teams of like-minded employees so they could ignite improvements in their shops.


Tis concept had an immediate impact on the workforce as they turned their ideas into reality. One change team resolved long wait


times at base gates


by staggering work shifts. Another team made quality improvements


assembly and flight test. One team in aircraft


ASC.ARMY.MIL


99


BBP 2.0


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