$


With these parameters in mind, the team      - odology. After several team meetings and focused discussions,


the team nar- rowed down the problem statement:


 more consistent and reliable power source, a 5-kilowatt Tactical Quiet Generator, to decrease system downtime and improve readiness rates. Moreover, the team noted that improving the current generators’  and fuel costs.


“With this problem statement in mind,   the project, including increasing OR rates by at least 1 percent and reducing overall generator usage and, in turn, fuel consumption and cost,” said Billy Smith, the LSS team’s internal Black Belt.


GENERATING A SOLUTION


Product Manager Integrated Tactical Systems (PM ITS) successfully demonstrated a hybrid solution to power critical sensors in theater, using the 5-kilowatt Tactical Quiet Generator to decrease system downtime and improve readiness rates. Here, Billy Smith, internal Black Belt on PM ITS’ Lean Six Sigma (LSS) team, describes features of the generator May 22 during the demonstration at Redstone Arsenal, AL. (U.S. Army photos courtesy of PM ITS)


To gain a better understanding of the       the team entered the second phase, Measure, during which they gathered data


for and analyzed various key


“For some time, we have been interested in improving system operational readi- ness [OR] and decreasing our generators’ fuel consumption,” Read explained.


“We decided to partner with our contrac- tor, Raytheon [Co.], to kick off an LSS project to improve system readiness and to identify possibilities to implement alternate energy sources for the sensors.”


PROJECT METHODOLOGY Lean Six Sigma is the Army’s preferred methodology for process improvement and business


transformation. As part of its LSS project, PM ITS assembled a


cross-functional team of subject-matter experts, including an internal LSS Black Belt, to analyze the problems with the sensor generators and to develop tailored, feasible solutions.


The cross-functional nature of the team ensured that all stakeholders had a voice at the table and that all issues were raised and considered. In addition, “We were also adamant that any solution(s) devel- oped would be managed and ultimately owned by the government, to ensure con-         taxpayer,” Read said.


metrics, including fuel consumption patterns and amounts, percentage of failures attributable to the generators, operational availability and readiness, and overall generator power draw.


“We needed to ensure that we were measuring the right things. In this way,         the true causes of the problem. Once we found the causes, we were then able to pointedly design solutions to address them,” Smith said.


Using these data, the team entered the Analyze phase, conducting various      and identify the overall root causes of the generator problems.


ASC.ARMY.MIL 153


EFFICIENCIES


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