Abstract:

The database division made improvements in the Systems Sustainment Suite (SSS) to benefit the SE Logisticians. The SSS improvements provided a centralized repository for Vanishing Vendor (VV), Government-Industry Data Exchange Program (GIDEP), and Life Cycle Analysis (LCA). This improvement allows for a single-stop-shopping capability, allows for all functional areas (VV, GIDEP, and LCA) to pull from a single CM data source for all Part Number (PN) data (Data Warehouse [DWH]), displays all DWH data to the researcher alleviating an added step of opening DWH, common functions, displays, reporting capability, and cross-functional data sharing.

Results of Improvement - It took approximately 30 minutes to research a part and there are approximately 100,000 parts that are identified as piece parts in the DWH. Once we’ve identified all the PNs that are piece parts (PP) we don’t have to re-identify the same part again, a man-hour intensive effort. The automation only shows those PNs tagged as LRUs. Now, if there is a newly introduced PN in DWH for that CAGE, the new PN is listed in the CAGE case, requiring the researcher to review and determine whether the new part is PP or LRU. If we had to continue researching these same parts every 6 months it would equate to 100,000 hours per year - a modest $4.5M cost avoidance in research is achieved.

• GIDEP - Because of these improvements, GIDEP System Engineering hours were reduced from 2080 per year to 208 per year - Those hours were reallocated to VV and FFF efforts. A 90% productivity gain.
• LCA - Functional capabilities that automatically count system installed quantities using DWH, automatically calculates sparing requirements for 5, 10, 15 years. This automation has reduced hours for SPARTA by at least 50 percent, a $41,600 per year savings. Freed up hours are reallocated and used for more difficult research. Hours were also set aside for future full LCA studies.
• Additional improvements- Further enhancements to the SSS resulted in an additional savings of 1,352 hours. A 35% productivity gain.

Learn more about this case study: savingscs1@l-3sustainment.com

Abstract:

Developed eleven custom routers to manage the production of cables, panels, LRUs and racks. The newly developed routers generate an electronic version of the paper router allowing the elimination of the manually generated paper router thereby improving Production Control efficiency.

Results of Improvement - Each paper router required about 4 minutes to generate for an established known MSO. At 953 orders per RBC Core this is approximately 63 hours saved.

• Added benefit: The solution also provided transaction history of the production operations, shows the material used in the order, and any provides a history of defects

Learn more about this case study: savingscs2@l-3sustainment.com

Abstract:

ESSD and SE implemented a Defect and Change Management System which allowed SCNC to capture and track defects through the whole life-cycle. The system was implemented on the weekly TDR board for RBC VTS-A. Engineers enter defects or other change requests into the system as they are working and the TDR board then works to try to adjudicate or otherwise resolve the requests. The TDR board has some authority to monitor and facilitate the resolution of these change requests. Manual processes were automated and also there is a central repository to work from. The engineers could work live in the tool during the TDR board and so the results of their decisions were immediately reflected in the record-keeping system and did not have to be captured later. The overall time to prepare, run, and follow-up on RBC SQT TDR activities dropped from 200 minutes to 49 minutes a 24% cycle time reduction.

Results of Improvement - As a result of these improvements, ESSD and SE identified a cost avoidance of $385,218 for the RBC VTS-A TDR board. This Defect and Change Management System was implement on 13 other projects resulting in a total cost avoidance of $1,520,923 for the Defect and Change Management System Process improvement for FY06. ESSD is credited with 50% of this improvement equating to $760,461.

Learn more about this case study: savingscs3@l-3sustainment.com

Abstract:

L-3 assisted in developing the automated BOE for SCNC. The e-BOE tool automates the estimating inputs from prime and sub-contractors, creating the CSV tables for import into the pricing model. The e-BOE significantly reduces the manual process previously utilized in developing the proposal basis of estimate. The e-BOE allows for near real-time pricing updates due to project schedule and/or scope changes which are inherent within the development of a proposal. This tool was developed while we were in the midst of creating the DGS RBC proposal and software updates were often made within hours to ensure that the e-BOE provided a user-friendly as well as accurate system. The SCNC e-BOE is providing substantial savings as well as improved customer satisfaction.

Results of Improvement - The e-BOE tool saved the team of estimators/support per proposal/pricing activity approximately 630 hours per year. It is believed estimated savings will grow as the estimator/support staff are trained. At 20 proposals/pricing actions per year the projected savings for the proposal/pricing team is $756,000 per year.

Learn more about this case study: savingscs4@l-3sustainment.com

Abstract:

Document Production & Presentations (DP) reduced its internal requirement to maintain a year’s worth of Work Request Form documentation to 6 months. Because of this process improvement, the scanning of historical JCNs is no longer required.

Results of Improvement - Because of the above process improvement, Document and Data Control will be able to increase productivity by scanning an additional 1,950 aperture cards per year, an 8.3% improvement in productivity.

Learn more about this case study: savingscs5@l-3sustainment.com

Abstract:

ARS CRF analysis & design is impossible without the ADMF. Cannot run ARS in Normal Mode (ARTS login) without ADMF.

Results of Improvement - The emulator has already been used to resolve several TDF’s seen during the integration and regression test phases of the aforementioned release. Resolving TDF’s with the emulator allowed the ADMF to remain available for use by other teams. This tool has already been used in countless situations, most notably to assist in stress-testing the ARS software to prepare for the 4.4 release. When ARS was enhanced with multi-threading to improve the IRON configuration routines, intermittent defects related to inter-thread timing were introduced. This type of defect is particularly difficult to reproduce - it would only show up once in several hundred attempts. By using the two emulators together, supports can be executed without the presence of a user, and turned around more quickly than by using the actual equipment. Thus, the rate of reproducing the defect was increased, allowing the software team to track down the intermittent problems in a small fraction of the time that would have been required otherwise.

This automation technique will be used with every release of the ARS software to stress-test the system, ensuring its strength in an operational environment with prolonged use. A $70,800 per year savings.

Learn more about this case study: savingscs6@l-3sustainment.com

Abstract:

Technical Order Management simplified and streamlined the Foreign Disclosure Office (FDO) review process for all AFMC Forms 252. Specifically, the FDO review will now be done by the 252 coordinator who also checks the TOMS database for site applicability. Previously, the 252 coordinator would receive the 252, send it for FDO review by a technical writer who would then return it to the 252 coordinator. This process improvement eliminates two handoffs per 252, an average of 560 handoffs per year; 4 throughput hours per 252, an average of 1,120 throughput hours per year; and eliminates an hour of actual touch time per 252, an average of 280 labor hours per year.

Results of Improvement - As a result of the above improvement, Technical Order Management is able to process an additional 10 TDPs and two AFMC Forms 252 as well as review 17 more AFTO Forms 22 and devote another 280 man-hours to development projects. This improvement was a direct result of the “Brother can you Spare A Dime” program.

Learn more about this case study: savingscs7@l-3sustainment.com

Abstract:

Data Management personnel recognized that the traditional method of developing Technical Orders (TOs) would not meet an accelerated project schedule required by the Government. The team took a proactive, innovative approach and created the TO Development Caucus. The TO Caucus brings all necessary labor resources together to work on TOs with no external interruptions. The team lead coordinated the initiative and secured the approval of management and the Government. During the 60% IPR, the team delivered five required TOs at a level approaching 100% complete, far surpassing the requirements of a 60% delivery and normally achieved at a 90% IPR. A detailed plan and schedule were developed and specific resources were assigned. Each task duration was to not exceed 3 days. Outside resources were called in to review developed documentation for accuracy and completeness. Tech writers were called in to perform quality checks of developed data to shorten the time required for the Document Production review. Additional tech writers were brought in to develop the Illustrated Parts Breakdown (IPB) and other portions of the manuals. Weekly postings of the draft TOs were provided to the Government via PIMS for their review and comment. At the conclusion of the TO Caucus, positive comments were received from both the HTSI Division Manager and the Deputy SCNC Program Manager.

Results of Improvement - The TO Caucus initiative enabled the VTS-A TO team to save 44 calendar days during the 60% IPR by having a dedicated space and the dedicated resources to develop the TOs. The estimated savings as compared to the traditional approach for TO Development equates to the following:

Estimated additional work days using old process:	44
Total of 5,100 tech writer hours following old process:	5,100
Total tech writer hours with new TO Caucus process:	3,700

A total of 1,400 tech writer hours were saved with the new TO Caucus process.

Learn more about this case study: savingscs8@l-3sustainment.com

Abstract:

TSMD created an automatic QC process; enabling Adobe Acrobat to apply attribute changes to mass amounts of aperture card scans. Prior to this, the user would open each card manually in Adobe, rotate the image 90 degrees to the right, embed the page image (for thumbnail view), and set open options to standardized the format--a manually intensive task. The new automatic QC function enables Adobe to automatically apply rotation, thumbnail embedding, and set open options. This automation enables these settings to take effect on mass amounts of files at once, eliminating the cumbersome labor process of manually applying all of the above changes to each file.

Results of Improvement - The annual goal for producing aperture cards is 50,000. To manually set all of the open options and execute the other QC functions per file would require 30 seconds to complete. The new automatic QC can be performed on the 50,000 files at savings of approximately 417 hours to process 5,000 more aperture cards, or 10% more than the annual goal.

Learn more about this case study: savingscs9@l-3sustainment.com

Abstract:

The SENSOR contract stored all their drawing and illustration data in Excel spreadsheets. They planned to create a database and hire a temp to manually type in all the data from the Excel spreadsheets. SCNC Drawing Management and Illustration’s modified a copy of the SCNC Drafting Database for the SENSOR contract and manipulated the Excel data so it could be copied and pasted into the new database, eliminating the need to hire a temp employee. SENSOR now has all their data stored in the new database.

Results of Improvement - The cost of creating a new database, hiring someone to enter the data, and training them to use the database would be approximately 720 hours, or $30,960. The cost to customize the SCNC database and input the Excel data was 15 hours, or $645. This cost avoidance totaled $30,315.

Learn more about this case study: savingscs10@l-3sustainment.com

Abstract:

Document and Data Control performs process audits of the Quality System documentation. These audits include 10% of Quality System documentation 10 times a year. The other two audits include 100% of all Quality System documentation. After collecting metrics for 4 years to measure the results of these audits and using the Statistical Process Control (SPC) feature in Minitab, it was discovered that only 1,153 Defects Per Million Opportunities (DPMO) occur. This equates to a defect percentage of 0.12% or a 99.88% yield annually. With this data, it was determined that the 10% audits are not cost effective. In the future, only the two 100% audits will be performed each year. The results will be monitored to identify any increases in defects.

Results of Improvement - Because of the above process improvement, an annual savings of $3,440 was realized. This savings are used to provide additional support to aperture card scanning.

Learn more about this case study: savingscs11@l-3sustainment.com

Abstract:

TSMD identified an initiative to reduce the number of Air Force Technical Orders (AFTOs) currently being controlled by the Technical Information Center (TIC). The GPO helped identify the AFTOs that were AFSCN related and needed to be kept in the TIC. Of the 948 AFTOs, only 40 needed to be kept. The savings realized by eliminating 908 AFTOs includes labor for manual inserting change page updates, fewer AFTOs to be inventoried (a requirement of AFTOs 00-5-1 and 00-5-2), a reduction in customer service requests to digitize and make the AFTOs available on the CDL, as well as freeing up the square footage storage requirements.

Results of Improvement - The savings for not having to maintain the 908 AFTOs results in a cost avoidance that includes $13,514.47 for not having to manually insert change page updates, $2,601.50 inventory cost reduction, $243.81 in fewer customer service requests, and $739.53 for the 81 square feet of space saved required to store the 948 documents. The savings totals $17,099.31, which will allow digitization of an additional 482 library hard-copy documents to E-media, a productivity increase of 42%.

Learn more about this case study: savingscs12@l-3sustainment.com

Abstract:

Document Production & Presentations (DP) created a macro in the DP database to automatically generate an e-mail message to CAMs for verifying charge numbers and authorizations to work for each document submitted. At 850 project work requests, the 10 minutes per message equates to about 142 hours annually. Using the new macro enables DP to achieve the same result in half the time, a 50% savings.

Results of Improvement - This process improvement saves 71 hours annually. As a result of this improvement, DP editors and word processors will be able to complete an additional 157 pages or five additional documents over and above DP’s annual

Learn more about this case study: savingscs13@l-3sustainment.com

Abstract:

EVMS Compliance Test for all trained project managers and support staff. A hard-copy test is handed out to each class attendant. The attendance is given a few days to complete the test and turn it into the Program Management Office. Each test would be graded manually (requiring an average of 5 minutes per test). Historically, 300 tests are administered yearly. Upon grading each test, a report is compiled that includes questions missed and the correct answers. This task takes an average of 5 minutes per test. These two tasks total approximately 50 hours. Drawing Management & Technical Illustration created a completely automated on-line system, including automatic grading and report/certification generation.

Results of Improvement - It takes a minimal amount of time to mass grade all tests and generate all reports, saving 50 hours per year.

Learn more about this case study: savingscs14@l-3sustainment.com

Abstract:

The Database Division received a request from the Government customer for a report of repairable items listed in the TOs. In order to get this information, the Government customer would usually have to manually count the work unit codes in all the TOs (approximately 19 books), an effort that would take at a minimum approximately 4 hours. The Database Division created a code in the Document Management System (DMS) to generate a report of these items, once the code was written, (taking less than an hour). The report can be generated in minutes.

Results of Improvement - The DMS report saves the Government customer approximately $172 each time the report is needed.

Learn more about this case study: savingscs15@l-3sustainment.com

Abstract:

Document Production & Presentations (DP) automated its weekly reports for management. The old process involved creating three reports manually each week to reflect all jobs received, all jobs finished, and all jobs still open but received prior to the current week. The new process allows the three reports to be opened in MS Access, the applicable dates entered, and the reports printed. The old process took about an hour a week. The new process takes about 5 minutes each week to complete.

Results of Improvement - This process improvement saves 47.7 hours annually. As a result of this improvement, DP editors and word processors will be able to complete an additional 106 pages or three additional documents over and above DP’s annual workload goals.

Learn more about this case study: savingscs16@l-3sustainment.com

Abstract:

Configuration Management (CM) and Document Production & Presentations (DP) worked together to improve the specification process. Specification production and control are now co-located eliminating interdepartmental transfer time. Work Request forms were simplified, document coordinator support is involved in the process from beginning to end, providing better communication between CM and engineers.

Results of Improvement - The results of this improvement are reduced time spent in coordination, technical exchange, and work authorizations. The old process took approximately 3 hours per specification change. The new process takes approximately 1 hour per specification change. At 35 changes per year this improvement equates to a 70 hour savings per year. This savings will enable CM to process an additional two specification change notices, or one ECP package with associated SCNs.

Learn more about this case study: savingscs17@l-3sustainment.com

Abstract:

TSMD created an online document approval form for the SCNC POG representatives. After a 7-day review, documents were approved during weekly POG meetings. If there were any discrepancies the document would have to be presented at the next POG meeting a week later. Sometimes a document would be in the approval cycle for several weeks just addressing minor issues. Now POG representatives can vote on the document on the intranet at anytime after the 7-day review. If there are issues, the issues are addressed with the POG representatives immediately and the document can be signed by the POG chair as soon as the issues are resolved.

Results of Improvement - documents are getting approved and posted much faster and since we do not have to vote on documents for approval during the POG meetings there is more time for the POG representatives to implement, manage, and continuously improve all contract processes to meet the goals of reducing costs, improving productivity, improving quality, and to facilitate the communication of process issues across the contract. One half hour out of each POG meeting is saved to address other issues - 13 POG Rep times ½ hour per week equal 338 hours per year. In addition, because the documents no longer need to be on the agenda each week, 1 hour is saved creating the agenda which equates to 52 hours saved per year. A total savings of 390 hours.

Learn more about this case study: savingscs18@l-3sustainment.com