$
focusing their efforts. “Once leadership sees it as a priority and they support it, then it’s much easier to get everybody on the same page and working toward the same goals.”
Tat said, LSS projects don’t just come from leadership and then trickle down.
“Tere are two ways that we come up with projects,” Cole said. “From the bottom up and top down. From the top down, we want to look at our strategy, metrics and goals, and where we are fall- ing short. For example, we found that the time required to staff our acquisition documents was impacting and delaying contract awards. We found there was considerable rework of these documents as they went through the staffing process. We launched a Lean Six Sigma project that improved the process of develop- ing the acquisition documents up front by using a cross-functional team. Tis process improvement eliminated much of the rework downstream and enables us to staff documents faster.”
But efforts also come from the bottom up. For example, she said, “One of our engineers from [the project management office for] Stryker noticed large crates of scrap wheels while visiting one of the depots. Tey saw waste. Tey launched a [Lean Six Sigma] project by forming a cross-functional team of depot and staff employees, and they were able to elimi- nate that waste.”
In addition, she said, “we have several projects that are using Lean Six Sigma and Design for Six Sigma methods and tools to upgrade our Abrams tank elec- tronics and power line replaceable units, or LRUs. Tis enables us to proactively identify and reduce operations and sus- tainment costs by influencing up-front design decisions.” Tese projects, she said, will have a significant impact on
the cost of supply and maintenance of Abrams tank LRUs, with estimated financial benefits of $126 million over seven years.
Cole said that LSS lends itself to nearly every aspect of BBP 2.0, which “helps you achieve your organization’s goals. We need to do things faster, better, smarter and at less cost. Tat’s the end goal of Better Buying Power.”
What do you do, and why is it impor- tant to the Army or the warfighter?
As the Army Master Black Belt for PEO GCS, I lead PEO GCS in implementing Lean Six Sigma methods to improve our processes and deliver affordable, capa- ble ground combat systems to the joint warfighter. I ensure that we select the most important projects that will enable PEO GCS to achieve our objectives and goals. Trough the use of LSS, leaders and teams make decisions based on data and analysis to gain greater efficiency, productivity and satisfaction among our partners and stakeholders.
With reduced resources, it is even more important that we successfully execute efficient
processes that
reduce costs and eliminate redundant or inefficient processes. Tere is a sense that we are all one team and we need to work together and share ideas and resources to accomplish our mission.
What’s the greatest satisfaction you have in being a part of the AL&T Workforce?
It is very rewarding to work with such a diverse team with a vast range of skills, knowledge and experiences. As a Master Black Belt, my responsibilities include teaching and mentoring teams to solve problems. I learn something new every day from everyone I work with.
Acquisition has changed profoundly in many ways in the past 25 years. How do you see it changing in the future, or how would you like to see it change?
Trough focused strategies like BBP, we will continue to provide affordable world-class capabilities much faster than we have in the past. In an ever-changing world, our Soldiers need us to accelerate our ability to provide new capabilities, using new technologies.
deliver high-
quality capabilities on time. We need to do things faster, better, smarter and at less cost.
During your career with the Army AL&T Workforce, what changes have you noticed—in processes, training, equipment, etc.—that have impressed you the most? What change has sur- prised you the most, and why?
I have noticed a greater focus on process discipline and sharing information and best practices across organizations. I am impressed with the passion and commit- ment of leadership and the workforce to
What’s something that most people don’t know about your job? What sur- prises outsiders most when you tell them about your job?
Continuous performance improvement opportunities exist across the entire life cycle, whether it is in the design, manu- facturing, logistics or sustainment of our vehicles. Everyone has the opportunity to make improvements in their area, which ultimately helps the warfighter.
—MR. STEVE STARK
ASC.ARMY.MIL
89
BBP 2.0
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