$


TRANSMISSION POWERHOUSE


CCAD employee Frankie Thomas machines the main transmission housing for an AH-64 Apache. CCAD is the largest helicopter, engine and component maintenance facility in all of DOD. (Photos by Ervey Martinez, CCAD)


root of the issues remained. Meanwhile, labor rates shot up. Tis push to produce also compromised the depot’s financial responsibility to the customer, employee development, product quality and continuous organizational improvement.


Te depot’s rate of production would not be sustainable in the long run if the workforce failed to adapt its busi- ness practices to peacetime operations and limited budgets. Tis would com- promise CCAD’s


status as a premier


aviation maintenance facility, which could lead to a loss of work, capabilities and human capital.


CCAD responded to this challenge in 2011 with an organizational restructur- ing to shore up weak points in internal communication. Depot personnel paired this with the launch of an internal messaging campaign encouraging a pro- fessional recommitment to the depot’s core


values of financial responsibil- ity, customer service, product quality,


employee empowerment and organiza- tional improvement.


Tis outline, known as the balanced


scorecard, became the CCAD standard by which all production and support areas were measured continually. (See Figure 1 on Page 100.) Tis plan would enable the depot to achieve organiza- tional change, increase production rates and lower costs to survive the effects of reduced budgets and fewer troops in Iraq and Afghanistan.


ASC.ARMY.MIL


97


BBP 2.0


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