PLANNED EVOLUTION
FIGURE 1
time and costs while making smarter choices in workload.
CCAD FY 2012 LEGEND
AS9110A - SAE International standard, "Quality Management Systems - Requirements for Aviation Maintenance Organizations"
ESPS - Electronic Shop Production System
IMMC - Integrated Materiel Management Center
Employees
E1. Invest in the financial and business skills of leaders. E2. Empower, train and develop the next generation of CCAD leadership. E3. Improve employee work-life balance and wellness.
E4. Empower every employee to participate in positive change through leading change teams.
F1. Ensure accuracy of financial data. F2. Balance carryover.
F3. Optimize inventory levels and reduce excess material.
F4. Use Business Case and 7D Analysis for decisions.
F5. Improve contract administration.
C1. Meet the negotiated schedule coordinated with IMMC.
C2. Use business and quality manage- ment to improve process control and product reliability.
C3. Systematically track and reduce rework. C4. Engage stakeholders within the enter- prise to improve performance.
Balanced Scorecard Financial Customer and Quality Organizational Improvement
O1. Adopt AS9110A standard. O2. Increase proficiency in LMP and ESPS. O3. Establish Configuration Control Manage- ment System.
O4. Ensure organizational design is appro- priate for Depot 2015.
O5. Develop a paperless environment for critical processes.
CCAD’s new proactive and efficient cul- ture enabled the workforce to recapitalize more Black Hawks than ever—50 A-to- L models—by improving systems and processes in workshops with innovative technology, lean methodologies and best business practices. Te Aircraft Support Division, for example, reduced turn- around time 17 percent in FY12, and the trend continues today.
POINTING THE WAY
In 2011, CCAD set the stage for a professional recommitment to its core values with this balanced score card, which became the organization’s standard by which all production and support areas would be measured continually. The goal was to enable the depot to achieve organizational change, increase production rates and lower costs to survive the effects of reduced budgets and fewer troops in Iraq and Afghanistan. (SOURCE: CCAD)
CCAD did not expect to have the capa- bility to produce 50 A-to-L-model Black Hawks until FY15, having achieved only 48 aircraft the year before. Now the depot is also rebuilding U.S. Air Force Pave Hawks, as well as Customs and Border Protection Blackhawks, and is in talks to include the U.S. Navy and Coast Guard in the recap program.
In another example of newfound efficien- cies at CCAD, during FY12, UH-60 main rotor blades were not available in sufficient quantities
to maintain fleet
readiness. Despite numerous space and capacity constraints,
reduced equipment duplications and established a free-issue site to redistribute available equipment effectively. By the official launch of the reorganization on Sept. 1, 2012, the CCAD workforce was already demonstrating how effective an employee-led, cost-conscious culture could be.
CASE IN POINT: BLACK HAWK RECAP Tese organizational strides were key to the success of CCAD’s UH-60 Black Hawk recapitalization program, which represents
just one example of how
CCAD is achieving the highest possible return on capital assets and investments.
Te depot has become the cornerstone of sustainment for the Army’s Black Hawk fleet. Te Black Hawk recap pro- gram, introduced more than a decade ago, maintains the Army’s combat readi- ness by updating aircraft already in the inventory to meet the evolving require- ments of modern warfare. Recap, part of the Army’s efforts to reduce platform sustainment costs, avoids of
the expense replacing aging helicopters with new ones.
Specifically, CCAD’s Black Hawk recap program saves taxpayers approximately $12 million with each rebuild. Since 2003, the program has saved the tax- payer more than $20 billion, cutting
100 Army AL&T Magazine January–March 2014 the depot ramped
up output within 90 days. By maximiz- ing workflow and increasing productivity, CCAD was able
to increase monthly
production on Black Hawk blades from 120 to 160.
Measured another way, in FY11 the Rotary Wing Division increased monthly production of Black Hawk main rotor blades by 43 percent,
from 70 to 100
blades. In FY12, UH-60 tail rotor blade production increased 18 percent, from 85 to 100. AH-64 main rotor blade produc- tion increased 50 percent, from 40 blades in FY11 to 60 in FY12. Altogether, the division increased production by 30 per- cent in one fiscal year without incurring any additional cost or expansion.
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