INNOVATIONS IN AMERICAN GOVERNMENT

B e s t M a n u f a c t u r i n g P r a c t i c e s

REPORT OF SURVEY CONDUCTED AT

TOBYHANNA ARMY DEPOTTOBYHANNA, PA

BEST MANUFACTURING PRACTICES CENTER OF EXCELLENCECollege Park, Maryland

www.bmpcoe.org

1998 Award Winner

JULY 2006

This report was produced by the Office of Naval Research’s BestManufacturing Practices (BMP) Program, a unique industry and governmentcooperative technology transfer effort that improves the competitiveness ofAmerica’s industrial base both here and abroad. Our main goal at BMP is toincrease the quality, reliability, and maintainability of goods produced byAmerican firms. The primary objective toward this goal is simple: to identifybest practices, document them, and then encourage industry and governmentto share information about them.

The BMP Program set out in 1985 to help businesses by identifying,researching, and promoting exceptional manufacturing practices, methods, and procedures in design,test, production, facilities, logistics, and management – all areas which are highlighted in theDepartment of Defense’s 4245.7-M, Transition from Development to Production manual. By fosteringthe sharing of information across industry lines, BMP has become a resource in helping companiesidentify their weak areas and examine how other companies have improved similar situations. Thissharing of ideas allows companies to learn from others’ attempts and to avoid costly and time-consuming duplication.

BMP identifies and documents best practices by conducting in-depth, voluntary surveys such as thisat Toyhanna Army Depot in Tobyhanna, Pennsylvania, conducted during the week of June 5, 2006.Teams of BMP experts work hand-in-hand on-site with the company to examine existing practices,uncover best practices, and identify areas for even better practices.

The final survey report, which details the findings, is distributed electronically and in hard copyto thousands of representatives from industry, government, and academia throughout the U.S. andCanada – so the knowledge can be shared. BMP also distributes this information through severalinteractive services that include CD-ROMs and a World Wide Web Home Page located on theInternet at http://www.bmpcoe.org. The actual exchange of detailed data is between companies attheir discretion.

Tobyhanna Army Depot (TYAD) is the largest, full-service electronics maintenance facility in theDepartment of Defense (DoD) with a total mission to “Sustain and Integrate Command, Control,Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) Systems for theJoint Warfighter.” TYAD is the DoD’s recognized leader in the areas of automated test equipment,systems integration, and downsizing of electronics systems. TYAD is the DoD’s only Joint C4ISR Depotand its designated Center of Industrial and Technical Excellence for “C4ISR and Electronics, Avionics,and Missile Guidance and Control” while the Air Force has designated TYAD as its Technology RepairCenter for “Command, Control, Communications, and Intelligence.” The BMP Survey was conducted atTYAD in Tobyhanna, Pennsylvania, the week of July 10, 2006.

The BMP Program is committed to strengthening the U.S. industrial base. Survey findings inreports such as this at Tobyhanna Army Depot expand BMP’s contribution toward its goal of a stronger,more competitive, globally minded and environmentally conscious American industrial program.

I encourage your participation and use of this unique resource.

Anne Marie T. SuPrise, Ph.D.DirectorBest Manufacturing Practices Program andCenter of Excellence

F o r e w o r d

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Tobyhanna Army Depot

1. Report SummaryBackground .......................................................................................................... 1Point of Contact ................................................................................................... 2

2. Best Practices

DesignHelp/Service Desk .................................................................................................. 3Reverse Engineering Cell ...................................................................................... 3

TestAutomatic Test Equipment ................................................................................... 4

ProductionCommercial Off-the-Shelf/Non-Developmental-Item Repair ............................. 5Flexible Computer-Integrated Manufacturing Program .................................... 6

FacilitiesEnergy-Savings Performance Contract ................................................................ 6Environmental Management System................................................................... 7Industrial Operations Facility .............................................................................. 8

LogisticsForward Repair Activities ..................................................................................... 9

ManagementAutomatic Identification Technology .................................................................. 10Business Development Program......................................................................... 10Corporate Philosophy and Communications ..................................................... 11Customer Focus Team/Customer Satisfaction ................................................... 12Emergency Roster Information System ............................................................. 12Lean Deployment ................................................................................................. 13Lean Organization ............................................................................................... 14Metrics-That-Matter Training ............................................................................ 14Partnerships With Veterans Administration ..................................................... 15Process Certification of Product, Process Lines, and Work Centers ................ 15Public-Private Partnering ................................................................................... 16Rewarding and Recognizing the Workforce ....................................................... 17

C o n t e n t s

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Tobyhanna Army Depot

Skills Training and Workforce Sustainment ..................................................... 18Strategic Plan....................................................................................................... 19Voluntary Protection Program ............................................................................ 20Workers’ Compensation Program ....................................................................... 20

3. Information

DesignComputer-Aided Engineering and Product Life Cycle Management ............... 23Finite Element Analysis ...................................................................................... 24

ProductionEnhanced Production, Planning, and Control ................................................... 24Fire Finder Radar Tower Track Enclosure ........................................................ 25Rapid Acquisition of Manufactured Parts Program .......................................... 26Routes Development ............................................................................................ 26

FacilitiesFacilities and Equipment Maintenance System ................................................ 27

ManagementAutomated Scorecard .......................................................................................... 27Automated Individual Development Program................................................... 28Community College Partnership ........................................................................ 29Cost Estimating ................................................................................................... 29Customer-Supplier Labor Management Partnership ....................................... 30Information Technology Strategic Plan .............................................................. 30Leadership Development Program ..................................................................... 31Liaison Program .................................................................................................. 33Star Point Network .............................................................................................. 33

C o n t e n t s (continued)

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Tobyhanna Army DepotC o n t e n t s (continued)

APPENDIX A - Table of Acronyms .......................................................................... A-1APPENDIX B - BMP Survey Team .......................................................................... B-1APPENDIX C - Critical Path Templates and BMP Templates .......................... C-1APPENDIX D - Program Manager’s WorkStation ............................................... D-1APPENDIX E - Best Manufacturing Practices Satellite Centers ..................... E-1APPENDIX F - Navy Manufacturing Technology Centers of Excellence .........F-1APPENDIX G - Completed Surveys ......................................................................... G-1

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Tobyhanna Army Depot

Figures

Figure 2-1. TYAD RF Test Platform ................................................................................... 4Figure 2-2. HP9580 RF Test Platform ............................................................................... 5Figure 2-3. Pollution Prevention Projects – Continuous Benefits ................................... 7Figure 2-4. Forward Repair Activity Field Locations ....................................................... 9Figure 2-5. Employee Participation Levels...................................................................... 13Figure 2-6. Lean Events and Savings .............................................................................. 14Figure 2-7. Strategic Planning Process............................................................................ 19Figure 3-1. Computer-Aided Engineering ....................................................................... 23Figure 3-2. New Supervisor Checklist ............................................................................. 32

F i g u r e s

S e c t i o n 1

Report Summary

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Background

Tobyhanna Army Depot (TYAD) is the largest,full-service electronics maintenance facility in theDepartment of Defense (DoD) with a total missionto “Sustain and Integrate Command, Control, Com-munications, Computers, Intelligence, Surveil-lance, and Reconnaissance (C4ISR) Systems for theJoint Warfighter.” TYAD is the DoD’s recognizedleader in the areas of automated test equipment,systems integration, and downsizing of electronicssystems. TYAD is the DoD’s only Joint C4ISRDepot and its designated Center of Industrial andTechnical Excellence for “C4ISR and Electronics,Avionics, and Missile Guidance and Control.” TheAir Force has designated TYAD as its TechnologyRepair Center for “Command, Control, Communi-cations, and Intelligence.” The BMP Survey wasconducted at TYAD in Tobyhanna, Pennsylvania,the week of July 10, 2006.

Located at the base of the Pocono Mountains innortheastern Pennsylvania, TYAD is the largestregional employer. The depot’s total installationpopulation of 4,404 includes 3,618 TYAD person-nel, 508 contractors, and 278 personnel engagedin tenant activities. Approximately 190 additionalTYAD employees are deployed at 34 Forward Re-pair Activity (FRA) sites worldwide. The facility’s1,296 acres house 153 buildings and 13 test ranges.The depot’s high-tech Regional Training Centeris the largest and most comprehensive reservecomponent-electronics training center, with 340soldiers having graduated in FY2005. Other spe-cialized facilities include Tactical End-Item Repair,Communications Security, Threat Test Range, Tac-tical Missile and Automated Storage and RetrievalSystems. TYAD’s new 91,000 square-foot Indus-trial Operations Facility provides a full range ofsurface treatment and plating processes in a safe,pollution-free environment. TYAD has allocated$70.5 million for future depot enhancements. Themodernization efforts of other unique features in-clude high-bay expansion of the Fire Finder Near-Field Probe, the Child Development Center, theC4ISR Refinishing Center, the Public Works facil-ity, the Technical Training Center, and theSATCOM facility.

For more than 50 years, TYAD personnel havebuilt a tradition of outstanding customer satisfac-tion through the delivery of timely, cost-effective,and high-quality products and services to ensure thereadiness of the U.S. Armed Forces. TYAD’s state-of-the-art facilities, its full-service engineering ca-pacity, its in-house Technical Training Center, andits highly skilled workforce contribute to the depot’sdistinction as the DoD’s premier electronics indus-trial facility for the full-service repair, overhaul, andfabrication of hundreds of electronic systems. TheNortheastern Pennsylvania Alliance’s certified eco-nomic model reports that the depot’s total regionaleconomic impact is $1.8 billion annually. TYAD cre-ates an estimated 7,800 community jobs for resi-dents of 10 surrounding counties with a total of 130job skills required to perform TYAD’s missions, in-cluding engineers, electronics mechanics, computerspecialists, and industrial trade workers.

TYAD’s continuous improvement initiatives havesignificantly improved the depot’s productivity sinceBMP’s first survey of the facility in 1998. The imple-mentation of Lean Six Sigma alone has resulted ina total cost savings and avoidance of nearly $47million to date. The depot’s active pursuit of leanmanufacturing initiatives continues to streamlineTYAD’s processes, improve the flow of systemsthrough the installation, and return the highestquality systems in the shortest possible time to thewarfighter. Lean programs, logistics moderniza-tion, workforce revitalization, and TYAD’s growingpartnership programs are enabling the depot to ex-ceed customer expectations through reduced costsand faster turnaround times.

Operating under the Army Working Capital Fund,TYAD has established a buyer-seller relationshipwith customers that allows the facility to focus onproviding the highest quality support at the lowestpossible cost. The depot’s 130 public-private part-nerships with companies such as Northrop GrummanInformation Technology, Dell, Raytheon, and Gen-eral Dynamics provide diverse functionalities thatinclude program management, reset, engineering,training, and testing and enhanced capabilities thatinclude repair and overhaul, systems integration,manufacturing, and field technical support. TYAD’sbusiness focus areas, which include systems inte-

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gration, repair/overhaul, manufacturing, sustain-ment support, and force projection, are available toall DoD agencies and industry through the depot’sPublic-Private Partnering Program.

As a leader in providing forward-deployed main-tenance services for Army Commercial Off-the-Shelf/Non-Developmental Items (COTS/NDIs) au-tomated data processing equipment, TYAD operatesFRAs located worldwide that offer the field com-mander cost savings, quality, and conveniencethrough in-theater maintenance support and depot-level expertise to the field, reducing transportationcosts and turnaround times.

TYAD continues to progress as a team-based or-ganization, with all employees fully aware of thedepot’s key business objectives and their respectiveroles in improving TYAD’s operational efficiency andcustomer satisfaction. Commodity management,TYAD’s process for technical and project manage-ment, is implemented through teams of commod-ity-based expertise to support weapon systems andtechnologies. Commodity Management Teams ap-ply best business practices to high-visibility, re-source-intensive projects and programs to ensurethat all design, development, scheduling, coordinat-ing, maintenance, and reporting requirements meetor exceed customer expectations. All teams areempowered with the necessary skills to maintain abusiness-focused and responsive culture, with allemployees receiving mission core-workload train-ing as well as training in team building, outcome-focused meetings, decision making, brainstorming,and scorecard development. These skills are trans-ferable from organization to organization, allowingemployees to immediately react to new or shiftingworkloads and creating a more flexible workforce.

TYAD’s commitment to a well-trained workforceis proactively supported through a variety of train-ing and educational initiatives to enhance the knowl-edge, skills, and abilities of its employees that en-able them to effectively accomplish their work.Training initiatives include on-the-job training, theopportunity to gain higher-level learning throughTYAD’s partnership with area universities and col-leges, and developmental assignments to challengeemployees with diverse roles and greater responsi-bilities. The depot’s Technical Training Center pro-vides advanced communications-electronics militaryoccupational skill qualification and reclassificationtraining for all branches of the military.

TYAD’s environmental stewardship has met allenvironmental compliance requirements and con-servation objectives for ISO 14001 registration.TYAD is also an ISO 9001:2000-registered facilityand the first DoD agency to be formally certifiedas a Voluntary Protection Program Star Site work-place safety program, having met standards in 19categories set by the Occupational Safety andHealth Administration’s safety program. Employeehealth, safety, satisfaction and performance excel-lence are primary considerations at TYAD. Thefacility’s Workers’ Compensation Program is a rec-ognized model for the federal government and hasbeen benchmarked by the Department of Labor,the Department of the Army, and the Office of Per-sonnel Management.

TYAD has been recognized as an award-winninginstallation at the national, state and local level,including the Vice President’s Hammer Award andthe Presidential Quality Award; 4 Army Commu-nity of Excellence Awards (Chief of Staff level); 8awards for excellence in personnel managementand education, including the Federal TeamingAward and the Army’s Best Disability ProgramAward; 32 environmental awards, including theSecretary of Defense/Army Environmental Awardand the Governor’s Award for Excellence; and the2006 Shingo Prize for Excellence in Manufactur-ing Award (Bronze level).

The BMP Survey Team congratulates TobyhannaArmy Depot for winning the 2006 Best Manufactur-ing Practices Award for Excellence and considersthe following practices in this report to be amongthe best in industry and government.

Point of Contact:For further information on items in this report,

please contact:

Dr. James V. MeylTQM AdministratorBusiness ManagementTobyhanna Army DepotAMSEL-TY-BU11 Hap Arnold BoulevardTobyhanna, Pennsylvania 18466-5051Phone: 570-895-7086Fax: 570-895-6173E-mail: james.meyl@tobyhanna.army.milWeb site: www.tobyhanna.army.mil

S e c t i o n 2

Best Practices

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Design

Help/Service Desk

Tobyhanna Army Depot’s Help/Service Desk imple-mented new process upgrades to better service the19,125 work requests received each year. Upgradesthat affect staff size and expertise, response time,and software have significantly enhanced the over-all quality of the facility’s Help/Service Desk.

In 2002 the Information Management Team imple-mented a “Most Efficient Organization” that im-proved the Help/Service Desk in its efforts to sup-port Tobyhanna Army Depot’s (TYAD’s) 4,000 users.Prior to 2002, the Help/Service Desk was not oper-ating at peak performance. Software tools wereoutdated and limited, and employees lacked theexpertise and administrative rights to adequatelyservice customers. As a result, the Help/ServiceDesk had difficulty in servicing simple tier one-re-lated calls (i.e., password resets and print queueclearing). No call records existed to document thenumber of calls received or how they were resolved.The Help/Service Desk was primarily a “pass-through” operation that recorded customer troubleand work requests and subsequently forwarded therequest to others for resolution.

The current Help/Service Desk at TYAD isequipped with the Enterprise Management System(EMS) and serves as the single point of contact forthe facility’s IT support. One of the most significantfeatures of the EMS tool is its ability to automatesoftware delivery remotely. TYAD’s technicians arenow trained to monitor and troubleshoot user desk-tops remotely, which has resulted in an 85% resolu-tion to work requests and has reduced the need todispatch a technician to the user’s PC. Another dy-namic feature of the EMS is its ability to incorporateproblem resolutions into a common database, stream-lining and eliminating future calls. The EMS capa-bilities have reduced resolution time and improvedthe overall efficiency of the Help/Service Desk.

Customer surveys issued by the Help/Service Deskindicate that users are “extremely satisfied” withthe recent upgrades to the Help/Service Desk. Cus-

tomer feedback and recorded Help/Service data indi-cate a widespread improvement in service produc-tion and quality, repair time, and customer percep-tion. The improved Help/Service efficiency has alsoresulted in a staff reduction from 92 to 68, which hassignificantly improved costs. TYAD’s Help/ServiceDesk far exceeds other military depot centers in qual-ity of process and performance and received theUnicenter Technology Excellence Center Award fromComputer Associates in 2004 and 2005.

Reverse Engineering Cell

Tobyhanna Army Depot’s Reverse Engineering Cellintroduces cost savings and reduces repair time toout-of-warranty and/or obsolete items in a beyond-economical-repair environment while eliminating thefinancial and supportability problems of maintain-ing the facility’s aging parts.

Tobyhanna Army Depot’s (TYAD’s) Reverse En-gineering Cell (REC) is a remanufacturing/repairfacility for obsolete electromechanical hardware aswell as many near- and/or out-of-warranty cover-age items. The process begins with the REC’sanalysis if the technical functionality, repair, andmanufacturing of a technology specifically to de-termine its design and operation. The objective ofthe REC is to reduce costs, increase responsive-ness to the warfighter, minimize dependency onexternal sources, reduce excessive beyond-eco-nomical-repair (BER) rates, and train depot tech-nicians (when necessary) in the repair and main-tenance of depot items.

Prior to the REC initiative at TYAD, repair orreplacement of obsolete parts would impose formi-dable cost impacts to TYAD. For example, the RECcost to reverse engineer and repair the Fire Findersystem is a fraction of the $1 million replacementcost to replace the entire AN/TPQ-36 and AN/TPQ-37 Fire Finder system. REC further reduces TYAD’savionic costs by eliminating the expense associatedwith replacing 25-30 units of the AN/APN–209 ra-dar altimeter at a cost of $27,000 each and a totalcost savings of more than $800,000. The Air TrafficControl and Landing System’s High-Voltage Power

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Supply Test Station created several program sched-ule delays when it needed a replacement. The av-erage lead-time for a new power supply test stationof this type is six months. REC repaired the unit in10 days and discovered that the root cause of themalfunction was the operator’s failure to performperiodic maintenance.

The REC is a key factor in reducing BER itemsand saving time and money – prime metrics in thesupportability of the warfighter. REC discoveriesalso flow down to benefit depot technicians in theform of training for improved maintenance. Thisnew TYAD capability increases in-house efficiency,reduces cost, and affords TYAD the opportunity toexpand its business externally.

Test

Automatic Test Equipment

In an effort to remove all obsolete automatic testequipment systems, Tobyhanna Army Depot designedcustomized automatic test equipment system replace-ments that have improved maintainability, reliabil-ity, and performance, and sig-nificantly reduced costs.

Tobyhanna Army Depot(TYAD) has been a Depart-ment of Defense leader in theuse of automatic test equip-ment (ATE) as a tool for func-tionally testing and diagnos-ing electrical/electronicsfailures since the 1960s. Fornearly four decades, TYADengineers and technicianshave authored hundreds oftest program sets (TPS) tosupport the repair of variousweapon systems. Among theprimary ATE used at TYADare Army standard testerssuch as the AN/USM-410, theAN/USM-465, and the AN/GSM-340 as well as other ap-plication-specific test systems.

Many of the older ATE sys-tems contained equipment thatbecame obsolete, creating reli-ability, supportability and avail-

ability issues. The lack of available equipment sparesand the cost of third-party service contracts led tohigh system maintenance costs, unacceptable down-times, and adversely impacted production schedules.These frequently occurring problems forced TYADto seek more cost-effective and maintainable solu-tions for the replacement of older ATE systems.

In an effort to transition test programs to mod-ern platforms, TYAD designed customized ATEemploying today’s hardware and software technolo-gies. These newly designed PXI/VXI/GPIB-basedATE systems are built using commercial-off-the-shelf test equipment and are controlled by personalcomputers running Microsoft’s Windows operatingsystem. Rehosted test programs are rewritten us-ing innovative software products from National In-struments, such as the LabView graphical program-ming language and TestStand test executive. TYADengineers leverage off these commercial softwareproducts to create customized programming envi-ronments that promote rapid development of testprograms. These customizations also serve toeliminate the possibility of future equipment obso-lescence problems. Interface hardware for thesesystems is rapidly produced by third-party compa-

Figure 2-1. TYAD RF Test Platform

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nies using documentation packages provided byTYAD. These systems have allowed TYAD to tran-sition test programs in short time frames and ata justifiable cost.

The new VXI-based TYAD Radio Frequency (RF)Test Platform is one example of TYAD’s initiativeto eliminate obsolete ATE systems and minimizethe quantity of ATE. The RF Test Platform (Fig-ure 2-1) is configured as a general purpose RFtest station that replaces both an aging HP9580test system (Figure 2-2) and the TPQ-36/37 FireFinder test system.

TYAD also employs the Agilent 3070 in-circuittest system as a low-cost alterative for diagnostictesting. The use of third-party interface compa-nies, an extensive library of components with testvectors included, and efficient debugging and vali-dation tools significantly reduce the labor requiredto produce diagnostic test programs. The diagnos-tic portion of many programs rehosted to custom-ized ATE is often accomplished using the Agilent3070 test system.

These approaches enable TYAD to accomplish itsextensive ATE requirements for functional and di-agnostic testing, while providing in-house supportwith greater ease, increased test accuracy, and im-proved execution times.

Production

Commercial Off-the-Shelf/Non-Develop-mental-Item Repair

Tobyhanna Army Depot had the foresight to iden-tify a customer need and present the solution to theArmy to display its expertise in computers and as-sociated equipment, increasing operational readiness.The facility has successfully used the process it de-veloped for the Standard Army Management Infor-mation System Program and expanded the depot’sexpertise to other similar programs in support ofthe warfighter, including militarized versions.

In the past, forward-deployed Army units thatused the Standard Army Management InformationSystem (STAMIS) were not receiving timely repairof warranted Dell equipment (e.g., Dell laptop PCs,desktop PCs, tower PCs, and servers). Units wereexperiencing decreased operational readiness lev-els because of equipment downtime. The equipmentmanufacturer was not able to provide its promisedturnaround time for warranty repairs, which re-sulted in individual units contacting the manufac-turer to arrange for shipment and repair of items.

Tobyhanna Army Depot(TYAD), coordinating with theProgram Executive OfficeSTAMIS, approached Dellabout using Dell’s PremierAccess Program to become acertified repair center of Armyusers’ Dell equipment at for-ward-deployed locations as wellas at Tobyhanna. TYAD wouldthen be a “one-stop shop” forthe soldier. Based on Dell’smean-time-between-failurerates, Dell pre-positions repairparts at TYAD’s Forward Re-pair Activities (FRAs) wherethe items are repaired. Cur-rently 120 TYAD employeesare Dell-certified techniciansstationed at FRAs worldwidewho can be repositioned tomeet surge requirements.

TYAD technicians use a Dell-established, predetermined

Figure 2-2. HP9580 RF Test Platform

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time for repairs to get reimbursed for warranty la-bor expenditures. Repair work is now normallyaccomplished in less than 24 hours to increase theoperational readiness levels of Army units. TYADtechnicians are recertified yearly at TYAD and atforward locations. TYAD has also developed simi-lar repair relationships with Hewlett-Packard andPanasonic. FRA employees now support otherprojects and are expanding into militarized versionsfor General Dynamics.

Flexible Computer-Integrated Manufac-turing Program

The Flexible Computer-Integrated ManufacturingProgram is a major component of Tobyhanna ArmyDepot’s overall strategy to provide world-class ser-vice to its customers and its related facilities, satis-fying the need to manufacture spare parts for themilitary in a timely fashion and at a reasonable cost.

In 1995 Tobyhanna Army Depot (TYAD) imple-mented the Flexible Computer-Integrated Manu-facturing (FCIM) Program, a Department of De-fense- (DoD-) sponsored program designed todevelop the ability to manufacture small quanti-ties of spare parts in a timely manner and at areasonable cost. FCIM is centered on the “four-day dream” in which a requisite replacement com-ponent for the warfighter in the field is received infour days or less. A request for the part is sent tothe FCIM facility where the parts list and techni-cal data for the component are gathered, any pur-chases for necessary materials or subsystems aremade, and a replacement part for the warfighter ismanufactured within a period of four days.

TYAD’s FCIM system is a seamless integration ofseveral programs designed to intensively manageand control all aspects of the entire procurementcycle of printed wiring assemblies (PWAs), cableassemblies, and wiring harnesses. Customer or-ders are processed by the Logistics ModernizationProgram, and technical data is managed by the JointEngineering Data Management and InformationControl System. FCIM employs the rapid acquisi-tion of manufactured parts system to manufacturePWAs in a semiautomated environment or in a cableassembly and wiring harness factory.

TYAD receives its work opportunities througha variety of DoD procurement initiatives. Themajority of the facility’s opportunities are acquired

through the Arsenal Act and the CommunicationsElectronics Life Cycle Management CommandContractors Opportunities Online (COOLEST) da-tabase. COOLEST offers a daily listing of con-tracting opportunities for electronic assembliesavailable to interested bidders . Other work op-portunities are received through Defense Logis-tics Agency solicitations.

The FCIM facility at TYAD uses Product DataMaster Scheduling System, a Joint Logistics Com-mand estimating and approval database, and is inthe process of migrating to a drawing and productdata management system that will give the depotthe capability to handle numerous types of elec-tronic drawing formats. The implementation ofthe FCIM Program has enabled TYAD to producespare parts for the military in a timely and cost-effective manner.

Facilities

Energy-Savings Performance Contract

Tobyhanna Army Depot has developed a federal-/private-sector partnership with local providers tomeet its immediate energy needs and has developedways to make continuous improvements in energysavings. The facility has not only conserved energybut has successfully developed a redundant sourceof energy.

To ensure the effective continuing performanceof its mission, Tobyhanna Army Depot (TYAD) be-gan examining the viability of its early 1950s, coal-fired central heating plant in 1992. The heatingsystem had been experiencing an increasing fre-quency of failure in the boiler and in the steam dis-tribution lines. The Occupational Safety and HealthAdministration also found problems relating tosafety and the plant accounting for large amountsof pollutants released into the air. A local engineer-ing consulting firm performed a series of studiesthat ultimately determined the depot’s best optionwould be to replace the aging central boiler plantwith a decentralized, natural-gas-fired network ofboiler plants.

TYAD, however, was not eligible for funding grantsto purchase the proposed boiler plants and had nosource of funding for major repairs. This forced thefacility to explore other options, which resulted inTYAD selecting an energy-savings performance con-

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tract (ESPC), a federal- and private-sector partner-ship under the terms of which the contractor pro-vides capital to facilitate energy-savings projects andmaintains them in exchange for a portion of the en-ergy savings generated. In 1998 HEC, an energyservice subsidiary of Northeast Utilities, was awardeda 22-year contract with TYAD. Under the terms ofthe ESPC contract, new decentralized heating sys-tems were installed in all TYAD’s major buildings,along with 13 miles of high-pressure natural gas line.All distribution lines are now underground, and origi-nal steam lines have been abandoned due to Armyenvironmental issues. HEC paid the initial cost ofpurchasing and installing new energy-efficient equip-ment and maintains the equipment, while the gov-ernment pays $383,000 per month over the life ofthe contract. This savings in energy cost compen-sates the contractor for both installing the originalequipment at a cost of approximately $30 million andmaintaining it until 2022. After the contract expires,TYAD will take title of all new equipment.

In 2000 HEC was acquired by Select Energy, whichwas subsequently acquired by Ameresco in 2006.The company’s planned maintenance includes re-placing or rebuilding 20% of the steam traps everyyear, with efficiency based on the quality of steamat the head of the boiler. With increasing naturalgas costs, especially at the peak rate, Ameresco andTYAD are considering installing wind turbines andpropane/air farms to offset excessive peak rates of

natural gas. The propane/air farm has the poten-tial to result in a one-year savings of approximately$100,000 versus purchasing natural gas at peak rates.TYAD would benefit by having a reliable heatingsystem and boilers that can redirect heat to backfillother areas. The propane/air farm provides an op-tion to switch from natural gas to propane, whichwould create a redundant system.

Environmental Management System

Tobyhanna Army Depot has transitioned its envi-ronmental program into a robust environmentalmanagement system program that meets the ISO14001:2004 Environmental Standard, contributingto a formidable reduction in pollution sources.

In the mid-1980s Tobyhanna Army Depot (TYAD)generated a sizable amount of hazardous waste thatincluded 150 different waste streams from 18 differ-ent shops within depot operations and its nine ten-ant activities. Management recognized that a reduc-tion in the generation of these wastes was key to thefacility’s future competitiveness and operation.

A concerted plan of action was initiated to makeimprovements in the Environmental ManagementProgram. ISO 14001 certification was viewed as ameans to providing a competitive edge. Manage-ment buy-in was achieved, a gap analysis was per-

Figure 2-3. Pollution Prevention Projects – Continuous Benefits

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formed, and the Environmental Management Sys-tem (EMS) Manual was developed. The TYADCommander’s Policy introduced four key elements– prevent pollution, minimize impact, environmen-tal compliance, and continuous improvement. Anemployee awareness campaign was implemented,and internal auditors from the Environmental Man-agement Division, the Quality Management Divi-sion, and ISO 14001 directorate representativeswere then trained in the ISO 14001 Standard.

In 2003 ISO 14001 was achieved, with recertifica-tion achieved in 2006. TYAD follows the ISO pre-scriptive and strives for continuous improvement,maintains document control, conducts quarterly pro-gram reviews, maintains all requisite records, andconducts management reviews to ensure complianceto the ISO 14001 Standard. All supervisors have ISO14001 requirements in their rating standards. A cor-rective/preventive action program was developedconsisting of notice of deficiencies (NODs) and cor-rective action requests (CARs). NODs are used todocument environmental deficiencies and CARs areused to identify violations of the EMS Manual. Fol-low-up and reporting to the commanding officer anddirectors is accomplished using a scorecard.

Lean and Six Sigma initiatives are also beingimplemented at TYAD. As a result of the EnergyPolicy Act of 2005, new energy management goalshave been established. Areas being studied for fur-ther consideration include windmills and geother-mal and solar power. TYAD is the first federal facil-ity to join the National Pollution PreventionPartnership, a voluntary effort to target persistentbioaccumulative and toxic materials for reductionelimination. TYAD is targeting lead and cadmiumunder this initiative. Since 1990 many additionalimprovements and annual reductions have beenidentified and achieved in different pollution pre-vention projects (Figure 2-3).

Recycling revenue has increased from $100,000in FY2001 to $375,000 in FY2005. Refuse removalcost avoidance showed a savings of $58,000 inFY2001 and a savings of $138,000 in FY2005. Asignificant reduction in pollutants emitted wasseen in 2005, with a total of 79 tons versus 331tons in 2000. Class I ozone-depleting substanceswere eliminated and the use of underground stor-age tanks decreased from >100 to 4. The savingsrealized by the pollution prevent projects indicateTYAD is effectively using continuous improve-ment tools to enhance the competitiveness of thedepot’s operations.

Industrial Operations Facility

The Industrial Operations Facility is a centralizedparts-finishing building that contains updated mediablasting, metal treatment, and painting processes forfinishing and refinishing of component parts and as-semblies. The use of new equipment, technology, andimproved shop layout in the Industrial OperationsFacility has resulted in improved workflow, materialhandling, quality, and environmental controls.

The Industrial Operations Facility (IOF) is a cen-tralized parts-finishing building that contains up-dated media blasting, metal treatment and paint-ing processes for finishing and refinishing ofcomponent parts and assemblies. Prior to the open-ing of the IOF in 2001, the technology used in theindustrial shops dated to the 1950s and 1970s, withantiquated equipment and processes. The shopswere located in different areas, requiring part trans-port to be planned and scheduled. There was nocentral staging area; rather, supplies and parts werestored in the aisles amid the office/workbench set-ting or within the shop itself. Waste-water treat-ment was at maximum capacity, and none of thewater used in the plating area was recycled. Theplating shop suffered from inadequate crane cover-age, untreated tank emissions, and inefficient rins-ing of parts. There was also little in-process haz-ardous material storage. The inability to expand ormodernize forced the design and construction of theIOF building.

The IOF was designed and built to increase capa-bility and productivity as well as to address envi-ronmental concerns. The IOF employs the use ofnew equipment and technology, as well as improvedshop layout. Industrial metal-finishing operationsare now separated from other administrative andmanufacturing areas and finishing shops are cen-trally located in close proximity to one another, al-lowing for better material flow. The size of shopareas increased from 37,000 square feet to 91,000square feet, providing the capability to handle in-creased workload. A central staging area of 4,000square feet was incorporated, simplifying partstracking and keeping pallets off the floor while re-ducing clutter.

In addition to productivity improvements, envi-ronmental process controls also improved signifi-cantly. The IOF contains a waste-water treatmentplant capable of handling 1,000,000 gallons of waterper month. Reverse osmosis and membrane tech-

9

nology is used to remove contaminants and recycle90% of the groundwater resources used to operatethe facility. Plating shop tank emissions arescrubbed and removed from the exhausted airstream, and a push/pull ventilation system reducesthe amount of air exhausted from the shop. Mul-tiple rinse tanks with counter current deionizedwater rinsing are used, allowing for improved qual-ity rinsing and less water usage. Several tanks alsouse ultrasonic rinsing for hard-to-rinse parts.Microfiltration and enhanced metal precipitationchemistry have resulted in the reduction of metalpollutants below the detection limits of monitoringinstruments. The IOF also contains 2,000 squarefeet of hazardous material storage space and an in-crease in crane coverage exceeding 100% of thelarger plating tanks.

The IOF has resulted in improved workflow, ma-terial handling, and quality. The efficient layout ofthe shop areas has decreased the part transport dis-tance between shops by 450 feet. The overall squarefootage of shop space has increased by 145%, andthe number of cranes in the plating area has in-creased by over 300%. The drying capacity in thepaint area has increased by 100%, allowing parts tobe dried in a timely manner. Ninety percent of thewater in the plating shop is recycled, which meansthat only 10% of the water needs to be treated. Theuse of reverse osmosis reduced the estimated size

of the treatment plant by 75%. Significant improve-ments in productivity and environmental controlshave been realized as a result of new equipment,technology, and improved shop layout in the IOF.

Logistics

Forward Repair Activities

Tobyhanna has developed a forward repair activ-ity for systems and office equipment that allows of-fice equipment (i.e., computers, printers, accessories)to be repaired in-theater, eliminating the long down-time that results when equipment would otherwisehave to be returned to depot for repair.

Forward repair activities (FRAs) for StandardArmy Management Information Systems, CommonGround Stations, Tactical Operation Centers, ArmyAirborne Command and Control Systems, and of-fice equipment (i.e., computers, printers and acces-sories) did not exist for the U.S. Army prior to 1994.Field returns were typically shipped to the depotand/or vendor for repair and return to the customer,resulting in lengthy repair lead-times and excessivecosts to ship repaired items back to the customer.

Tobyhanna Army Depot (TYAD) established anorganization to support these pieces of office equip-

Figure 2-4. Forward Repair Activity Field Locations

FRA Hawaii

FRA Hunstville, AL

FRA Ft. Hood, TX

FRA Ft. Lewis, WA

FRA Ft. Richardson, AK

FRA Ft. Wainwright, AK

FRA Ft. Carson, CO

FRA Ft. Drum, NY

Tobyhanna, PA

FRA Ft. Lee, VAFRA Colonial Heights, VA

FRA Ft. Campbell, KY

FRA Ft. Bragg, NC

FRA Ft. Friedrichsfeld, GE

FRA Bosnia

FRA Kosovo

FRA Iraq

FRA Kuwait

FRA Afghanistan

FRA Ft. Seoul, Korea

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ment either at the garrisons or in-theater. Thissupport allowed for the elimination of the costlyshipping charges of the whole unit and quick turn-around of repairs from the FRAs. The repairs aredone with a “float” stock initially pushed by the of-fice equipments’ original equipment manufacturer.Tobyhanna currently has 100 civilians stationed atgarrisons around the country and 43 civilians de-ployed in-theater. The FRA-developed infrastruc-ture supports worldwide maintenance. It is easilyexpandable to accommodate new workloads, with acomplete capability to “reach back” to the depot forcomplete support.

TYAD has been certified as the warranty repaircenter for Dell, Itronix, Micron, Hewlett-Packard,and Panasonic, allowing rapid turnaround and elimi-nating lengthy downtime of office equipment

Management

Automatic Identification Technology

Tobyhanna Army Depot successfully implementedautomatic identification technology and radio fre-quency identification technology to locate disas-sembled parts at various stages of the refurbishingprocess. Automatic Identification technology pro-vides 100% real-time visibility of assets, easily lo-cates parts when required, and enables the depot toeffectively monitor the progress of tagged systemsin process, resulting in more than $450,000 in pro-jected annual savings.

Tobyhanna Army Depot’s (TYAD’s) core businessis the refurbishing and repair of electronic systems.As these systems arrive at the depot, the mainte-nance work center disassembles and sends the sys-tem parts out to various manufacturing work cen-ters (supports shops) for repair and refinishing.Prior to implementing automatic identification tech-nology (AIT) and radio frequency identification(RFID), work center personnel tagged system partsmanually using an intershop work order routing tag.Work centers relied on human intervention to trackthe status of system parts primarily by walkingthough work centers.

An assessment of this tracking process was con-ducted in April of 2003 and revealed that personnelin work centers expended approximately 1-1½ hoursdaily searching for system parts. The assessmentalso revealed that critical parts were sometimes

transported by forklift to incorrect work centerswhere they would “dwell” until they were later re-covered following an extensive search effort. Thenon-valued-added activity of physically tracking partsdecreased productivity and increased repair time andlabor costs. On-time deliveries were subject to de-lay and customer satisfaction was at risk.

In December of 2004, TYAD implemented a pilotprogram using AIT and RFID technology for two ma-jor systems undergoing repair. System highlights in-cluded coverage in 23 work centers and storage areaslocated in multiple buildings and outdoor areas. Adedicated server with Visibility software was inte-grated with the depot’s existing PC network via anEthernet LAN. Location sensors, lift carts, and shadowboards were strategically located and RFID tags wereplaced on approximately 300 component parts.

As the two systems were disassembled and partsmoved for repair and refinishing to and through vari-ous support shops, TYAD was able to have 100% real-time visibility of assets. The new system easily lo-cated parts when required, enabling TYAD toeffectively monitor the progress of the tagged systemsin process. TYAD gained access to historical trackinginformation, including time sequence of repair cycleand pickup and delivery times between processes.

An independent study of the system was conductedby the Naval Postgraduate School in Monterey, Cali-fornia, and a findings report was generated in June2005. The study concluded that TYAD would savemore than $450,000 annually and realize a full re-turn on investment of the AIT/RFID system withinthe first year. The new technology also dramati-cally expedited TYAD’s refurbishing process, en-abling the systems piloted to return to the field 35days and 10 days, respectively, sooner than with theold process. With the success of the pilot, TYADhas expanded the program to a third critical systemin January 2006 and a fourth system in June 2006.

Business Development Program

Through its redirected and improved businessdevelopment process, Tobyhanna Army Depot hasbeen successful in establishing a relationship withnew program managers that has lead to new busi-ness opportunities and participation in multiple in-tegrated product teams. The depot’s workload hasincreased significantly, with the facility currentlyrealizing a return on investment of $27 for every $1spent in its business development function.

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Prior to 2004, the business development functionat the Tobyhanna Army Depot (TYAD) was basedon a commodity management concept, with mar-keting performed by product experts (commoditymanagers) along in-house product lines. Driven byproduction management and engineering missions,commodity managers focused mainly on internalcustomers and current production. This internalcommodity-based approach, combined with a workstructure that had commodity managers workingin small product teams or “cells of expertise,” re-sulted in redundancies and inefficiencies.

As commodity managers focused on marketingonly their specific products, it was not uncommonfor two or three TYAD personnel to be calling onthe same buyer at the same time. Missed oppor-tunities resulted when buyers did not know whomto contact at TYAD. Missed opportunities also oc-curred as commodity managers were unable touncover buyer needs outside their particular areaof expertise.

To respond to these challenges and improve thedepot’s ability to increase its future workload, TYADredirected and reorganized its business developmentfunction and processes. The role of the commoditymanager shifted from product-focused to people-fo-cused. Specific marketing plans were developed foreach targeted buyer or program manager (PM). In-stead of marketing one specific product line, busi-ness development personnel would market all keydepot capabilities to assigned PMs. All capabilitiesbeing marketed were linked to the organization’sstrategic plan and core competencies. Each mar-keting plan included descriptions of capabilities likelyto match the needs of targeted PMs. In addition todescriptive material, business development person-nel received training on capability offerings outsidetheir area of expertise. A standard PowerPoint pre-sentation detailing TYAD’s capabilities was devel-oped, and personnel were trained to ensure the de-livery of a consistent and accurate message fromall staff members to potential buyers.

TYAD is now regularly calling on PMs, establish-ing new business relationships, and building uponexisting relationships. PMs are no longer confusedas to whom to contact at TYAD. Business Develop-ment personnel are better addressing their PMs’broad range of needs with solutions that cross mul-tiple TYAD product lines. TYAD’s message is nowmore consistent and more accurate.

Corporate Philosophy and Communications

Tobyhanna Army Depot has implemented a team-directed workforce comprised of Tobyhanna employ-ees, the Union, and management whose goal is tocreate and maintain a high-performance organiza-tion focused on the business and its success. Thischange to corporate philosophy came as a result ofin-house survey results that defined a lack of corpo-rate communication skills and follow-up necessaryto improving Tobyhanna’s competitive posturethrough continuous improvement.

Corporate philosophy changes were initiated atTobyhanna Army Depot (TYAD) during the BaseRealignment and Closure of 1995 along with com-pliance issues of A-76 and the drive for privatizationof Army depot operations. With the change in phi-losophy came questions of operational viability.Answering these questions initiated team processtraining, internal surveys, and audits within TYAD.From these surveys came many references to com-munication problems that existed that were creat-ing roadblocks to the progress of production issues,the most prevalent of which was “stove piping” inwhich information went up and down but did notmove outside the product line. Information thatwas transferred was inconsistent or created inter-nal competition that adversely affected morale andproductivity, leaving issues unresolved productively.

TYAD now understands the philosophical changesthat are needed and has a clear vision of how busi-ness will be conducted from the present to the fu-ture. The facility’s new systematic approach willinclude developing a team-directed workforce,training personnel to sustain a business-focusedculture, incorporating a balanced scorecard at alllevels of the organization, and adjusting processesto achieve the highest level of productivity to en-hance TYAD’s processes.

With communications paramount to the impor-tance of operations, TYAD understands the size ofthe workforce, the diversity of its product lines, andthe matrix relationship created in the philosophy.Meeting guidelines, information delivery, data re-porting, customer satisfaction surveys, and all othercommunications indicate that progress is beingmade. The combined philosophical and communi-cations changes that have been implemented atTYAD are adding to the facility’s ability to improve

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customer business and customer relationships. Con-tinual workforce development, process improvement,developing feedback, and accountability will continueto add to TYAD’s ability to sustain the warfighter.

Customer Focus Team/Customer Satisfaction

Tobyhanna Army Depot established a customerfocus team to monitor the “Ask Toby” Customer Ser-vice Desk, issue Web-based customer satisfactionsurveys, and conduct follow-up contact to ensureresolution and satisfaction of all customer queries.

Prior to 2003 multiple organizations withinTobyhanna Army Depot (TYAD) handled customerqueries without a centralized monitoring method.There was no standard for issue resolution. Cus-tomer satisfaction surveys were intermittent andcustomer calls were not logged. Customer surveyswere done on hard copy, and issues and questionswere being sent to the depot operator and not to thecorrect individuals to answer customer problems.

After substantial investment, TYAD now has a cen-tral survey monitoring program that includes a stan-dard operating procedure to establish and direct ev-ery incoming survey, record the reported rating,identify legitimate customers, share recognition, anddirect low ratings to management through the report-ing process. The “Ask Toby” Customer Service Deskis a broad-spectrum servicing unit that provides tech-nical support, hours of operation and points of contactthat address parts issues, and answers employmentand community support questions. In November 2005TYAD moved to a Web-based system called “Ask Toby”for direct customer service, allowing customer satis-faction surveys to be completed on-line. TYAD re-duced a 3-page survey to 10 questions, allowing cus-tomers to become more interactive with TYAD.Customer data is held in the system so that returnand follow-up calls can be made. Data changes arecurrently being made to the system to allow for sup-port information such as the FAQ, and warranty in-formation. Dedicated personnel and a backup teamman the system during working hours and are re-sponsible for making metrics relative to response time,for determining the number of “Ask Toby” queries pre-sented, and rolling this data into management reports.

Response data being collected to make trend de-terminations is available for the out-years of theproject. The long-term advantage of the “Ask Toby”Customer Service Desk and customer surveys willbe the delivery of clear trend analysis and quality

data reports that will improve overall operationalresponse time, product quality, and customer satis-faction. The warranty program will be even morecost-effective to the customer when combined withthe “Ask Toby” on-line service.

Emergency Roster Information System

Tobyhanna Army Depot had no central repositoryof emergency point-of-contact information for employ-ees prior to September 11, 2001. The Emergency Ros-ter Information System database was developed to serveas a central depository for a variety of data points thatallows authorized personnel to produce emergencynotification rosters immediately and effectively in re-sponse to contingencies and/or emergencies.

Prior to September 11, 2001, Tobyhanna ArmyDepot (TYAD) had no central repository of emer-gency points of contact information for employees.Information was neither easily accessible nor wasit updated regularly and backed up on a separateserver. Much of the data being stored in separatesystems was either outdated or incomplete, and noprocess existed to ensure accuracy

The new process is now maintained in a cen-tral repository. Information is initially collectedand stored when an employee reports to TYADand is issued a depot identification badge. Thedata is used by the Emergency Response Infor-mation System (ERIS) database, which also in-cludes each employee’s organization, workphone, and building location.

Supervisors are required to review their employ-ees’ ERIS database information twice a year – at amid-point review and during each employee’s an-nual appraisal. Supervisors can also update the ERISdatabase on an as-needed basis if they are aware ofany information that needs to be changed duringthe year. The supervisor’s appraisal is partiallyweighted from the completion of these reviews.

The ERIS system allows authorized personnel toproduce emergency notification rosters immediatelyin response to emergencies. ERIS also serves asthe main data repository for other applications thatuse this data and is backed up separately from itsown server. A more in-depth login of the ERIS da-tabase is available to a select number of supervi-sors at TYAD who can access employee photos,home phone numbers, and emergency contacts andcontact numbers – all of which empower supervi-sors to maintain accurate employee information.

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Lean Deployment

Tobyhanna Army Depot started its Lean journey inJune 2002. This transformational practice has achieveda total of 429 Lean events (including Lean training),with an associated savings and avoidance level of morethan $47.1 million since project inception.

In June of 2002, Tobyhanna Army Depot (TYAD)started its Lean journey. Prior to the first steps ofthe Lean transformation, TYAD had a large amountof waste throughout its industrial and administra-tive processes. A continuous improvement culturedid not exist, avenues for Lean initiatives were notin place, and process details and performance vis-ibility were minimal.

A preliminary step in the Lean transformationwas to institute strategy meetings with director-ate management. Team leaders began regularmeetings to plan Lean/Six Sigma events andprojects that would determine the need for valuestream analyses; workplace organization and stan-dardization events; rapid improvement events; 3P(people, process, product) planning events; and SixSigma projects. Prioritization of these neededevents is based on high repair cycle times, costissues, and high-priority systems as dictated by theDepartment of Defense.

To help facilitate these strategy meetings, a WarRoom event board was developed that covers theentire wall where the strategy meetings are heldand graphically shows the Lean applications neededfor the next several months. The planning boardincorporates areas of interest, near-term actionplans, and a “parking lot” for future Lean initiatives.

Another aspect of TYAD’s Lean Deployment is thecommand group’s inclusion in Lean presentations.All levels of management are involved in the Leanevent briefs with the depot’s commanding officerleading off the events. This approach is a visibleand tangible display of the commitment that TYADshows in support of its Lean transformation.

An additional important element to TYAD’sLean transformation is a Lean self-assessmentapproach. This approach is a continuing look athow well Lean deployment is faring – “lean onLean.” Standardization across the Lean con-tinuum is scrutinized. Event preparation, eventcharter development, time observations, levelloading by bar charting, standardization of event,and in-and-out briefs are regularly reviewed forinternal process improvements.

Other aspects and examples of TYAD’s Lean De-ployment are the Lean Action Register that tracksand closes actions, standard display boards thatshow critical Lean information to the work cen-

ters, static display boardsthat stress Lean communica-tion to all employees, admin-istrative Lean events gearedat waste elimination “abovethe shop floor,” and monthlymetrics to track and guaran-tee continuous improvement.

The results at TYAD havebeen impressive. Four Leanmodel cells have been devel-oped and five more are in theprocess of Lean Cell certifi-cation. Lean/Six Sigma hasyielded employee participa-tion levels of more than1,000 employees since incep-tion (Figure 2-5). A total of429 events have taken placesince project inception, withan associated savings andavoidance level of more than$47.1 million.

Figure 2-5. Employee Participation Levels

14

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Lean Organization

In October of 2003, Tobyhanna Army Depot ex-ecuted an overhaul of its Lean/Six Sigma approachby creating the Directorate of Productivity Improve-ment and Innovation. This transformational moveintegrated continuous process improvement func-tions to provide a single focus on building and sus-taining efficient processes throughout the enterprise.

Tobyhanna Army Depot (TYAD) has been onLean journey since June 2002. Until October2003, TYAD’s approach lacked structure and hadlimited activity and breadth. No dedicated re-sources existed other than a small office of sixpeople, with Lean results sporadic at best. In late2003 TYAD made a systematic overhaul of itsLean/Six Sigma approach and created the Direc-torate of Productivity Improvement and Innova-tion (D/PII). This forward-thinking move inte-grated continuous process improvement functionsto provide a single focus on building and sustain-ing efficient processes throughout the enterprisewhile process design, validation, and measure-ment were incorporated into a single organiza-tion to maximize synergy and eliminate waste.

The organizations consolidated under the D/PII“umbrella” include the Research and Analysis Di-vision, the Process Engineering Division, theQuality Management and Improvement Divisions,and the inspection of all products and assets. The

Industrial Modernization Division will be foldedinto the D/PII organization in the near future tofacilitate linkages to facility upgrades and opti-mize floor space usage during Lean events.

TYAD’s dedicated Lean core team is currentlycomprised of 34 employees with one Master BlackBelt and five Black Belts. The core team mem-bers consist of commodity teams of various levelsand backgrounds who have direct access to thedirector level and mentoring avenues. Recent up-dates to this approach include Lean process im-provement specialists embedded within missiondirectorates, which means that each director willhave Lean/Six Sigma expertise on staff to aug-ment and drive Lean sustainment.

The single focus of the D/PII has yielded pro-ductivity improvements that have culminated ina 2006 year-to-date savings of $16.9 million – atestimony to the savings that result from Leanevents (Figure 2-6).

Metrics-That-Matter Training

Tobyhanna Army Depot’s Metrics-That-Matter au-tomated training evaluation system replaced themanual method of compiling post-training evalua-tion forms. More useful reports are now generatedat the supervisor and directorate levels, training ef-fectiveness feedback is evaluated, and cost savingshave been realized.

Figure 2-6. Lean Events and Savings

15

Tobyhanna Army Depot (TYAD) implemented theMetrics-That-Matter (MTM) automated trainingevaluation system in 2005. The MTM system, whichreplaced the manual method of compiling post-train-ing evaluation forms, is widely used in Fortune 500companies such as Microsoft and Caterpillar and bygovernment agencies such as the Defense Acquisi-tion University. MTM provides unlimited data col-lection of training evaluations including reaction,learning effectiveness, job impact, business results,and return on investment.

MTM provides unlimited instructor reporting ac-cess; custom evaluations; performance goal track-ing; variance reports to identify satisfied/dissatis-fied learners; comparative performance reports byinstructor, course, program, location, client, andlearning delivery; internal and external bench-marks; and custom querying. Prior to MTM, train-ing records were completed by hand and evaluationswere completed manually. Manual compilation ofsuch data was not only time-consuming, but resultswere difficult to maintain.

Following the implementation of MTM, TYAD hasrealized 1-2 man-years in cost savings and estab-lished a standardized evaluation process. MTM alsoprovides before-and-after tests that allow betterevaluation of the effectiveness of a training course.Appropriate training in a timely fashion has alsoenabled the warfighter to perform its duty effi-ciently.

Partnerships With Veterans Administration

Tobyhanna Army Depot has established a pair ofinnovative partnering arrangements with the Depart-ment of Veterans Affairs Medical Center in Wilkes-Barre, Pennsylvania. In one partnership Tobyhannaprovides space for the Veterans’ Outreach Clinic tomake medical care for eligible veterans more acces-sible. Under the second partnership, Tobyhannaemployees can be referred by the local Army healthclinic to the Veterans Center for services not avail-able at the clinic. These arrangements have pro-vided additional convenience and cost-saving alter-natives to Tobyhanna Army Depot personnel.

Tobyhanna Army Depot (TYAD) has established apair of innovative partnering arrangements with theDepartment of Veterans Affairs (VA) Medical Cen-ter in Wilkes-Barre, Pennsylvania. In the first part-nership TYAD has agreed to provide space for the

Veterans’ Outreach Clinic on depot property whereTYAD employees are able to receive diagnostic test-ing and treatment. The clinic provides an array ofprimary care services, lab services, and other spe-cialty support through “telemedicine” to eligibledepot personnel. This partnership provides conve-nient, on-base medical services to the veteransemployed at TYAD, reducing the amount of personaltime spent off-base for medical appointments.

Under the terms of the second partnership, theVA Medical Center provides diagnostic testing toTYAD employees for on-the-job injuries and physi-cal evaluations. This arrangement enables TYADemployees to be referred by the local Army healthclinic to the Veterans Center for services not other-wise available at the clinic, including deploymentphysicals, dental evaluations, and other specializedtests such as stress screening and magnetic reso-nance imaging (MRI). This partnership was imple-mented to reduce medical and compensation costsfor the depot. Medical services provided by the Vet-erans Center are provided at rates that are oftenhalf those charged in the local private sector. TheVeterans Center is also an option for workers’ com-pensation-related injuries at the employee’s choos-ing. Workers’ compensation offers a wide array ofservices, including CT scans, MRIs, physical therapy,orthopedic consultations, and dermatology services.

The benefits of these partnerships include timelyaccess to convenient health care services for TYADemployees, cost-effective treatment, and communityservice for veterans.

Process Certification of Product, ProcessLines, and Work Centers

Tobyhanna Army Depot’s Certification Programplaces greater authority in the hands of productionworkers, allowing them to sign off on all their ownwork. As a result, redundant inspections have beeneliminated and cost savings have been realized.

Tobyhanna Army Depot (TYAD) continues to de-velop and improve internal process control proce-dures aimed at reducing its inspection costs with-out sacrificing product quality. The processcertification procedures effort has evolved through-out the 1980s and 1990s to include the certificationof product lines, process lines, and work centers.In 1998 a more comprehensive certification conceptwas fully implemented under the current TYAD

16

Mission Directorate Standing Operating Procedure,Mission Directive-56.

As an integral part of the TYAD Productivity Im-provement & Innovation Directorate, the ProcessCertification of Product, Process Lines and WorkCenters organization aligns with the Lean and SixSigma efforts. Lean events have been conducted in18 of the 20 currently certified work centers. Theimplementation of the certification process has givenTYAD employees the opportunity to perform theirown quality inspection requirements, contributingto the production process in a cost-effective man-ner to ensure that Lean, Six Sigma, and quality ini-tiative gains are sustained.

Tangible and intangible benefits are also beingrealized. The reduction in man-hour execution bythe inspection process equates to an estimated sav-ings of 19,800 man-hours per year along with otherintangible process-time cost avoidance. Metrics in-clude the Total Mission Scorecard quality index re-sults, which are consistently in the 98% range.Since the 1998 inception of the Certification Pro-gram, 14 work centers have been maintained andsix process/product lines have been implemented.

Components of the Process Certification of Prod-uct, Process Lines and Work Centers include:

• Work Center - “Everything produced” that wasfirst-article-accepted in a previously certifiedshop

• Product Line - One production line previouslycertified within the scope of the work center’sexpertise, limited by product type and nationalstock number

• Process - Refers primarily to support of or phaseof the production (applies to all products)

The certification process defined in MD-56 con-sists of a three-step approach leading to final certi-fication of candidate shops to perform their ownquality inspection requirements:

• Step I - Conception phase (application for can-didacy, Certification Review Team [CRT], CRTimplementation tasks, program package andcontents). The CRT will identify and developthe certification program requirements, deter-mine what procedures are required, and es-tablish performance indicators.

• Step II - Evaluation phase (interim probation-ary period before review). Focus will be onauditing to confirm that procedural documentsare being followed, noncompliances are docu-mented, and corrective action(s) are initiated.

• Step III - Determination phase (Certification

Panel Review). The CRT will reassess the es-tablished requirements in Phases I and II toverify implementation, compliance, and per-formance. Certification occurs when the can-didate has satisfied and demonstrated the re-quirements set forth in the memorandum ofunderstanding with approval from the Certifi-cation Review Panel.

Examples of processes that enhance support ofthe program include but are not limited to the fol-lowing:

• The Logistics Modernization Program hastaken over for numerous legacy systems, en-hancing TYAD’s business process in certifica-tion data collection, analysis, and reporting

• Shop areas now have a standardized form andprocess for data input

• Annual product surveillance audits have beeninstituted and conducted in recent years toensure that a quality product is consistentlyproduced

The implementation of Web-based access to workinstructions, standard operating procedures, regu-lations, and other mission-related documentationhas resulted in better document control. The auditprocesses that support the monitoring of certifiedand noncertified areas have been improved with theinstitution of a more structured internal auditingprogram to sustain the depot as an ISO 9001-regis-tered facility.

Public-Private Partnering

Tobyhanna Army Depot has formed a full-timestaff dedicated to finding and forming strategicpartnering opportunities, with Tobyhanna actingin the capacity of a subcontractor to private in-dustry. By partnering with Tobyhanna, industriesreceive full logistics support to their programs inthe field and at the depot to provide the most cost-effective quality products and services in supportof the warfighter.

As an Army full-service engineering organization,Tobyhanna Army Depot (TYAD) provides contrac-tors solutions for their government partnership re-quirements. With the facility’s capabilities oftennot being considered by industry teams, TYAD be-gan to actively market its capabilities and its abilityto partner with private industry and governmentprogram managers. TYAD’s previous strategy was

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to take a more passive role without expending mucheffort to seek work from private industry.

In 2000 the depot reviewed seven applicable stat-utes under Title 10 of the U.S. Code to determinethose that support a Department of Defense Work-ing Capital Fund activity, such as TYAD performingwork for private parties. Review by the legal andcontracting teams determined that TYAD could bemore proactive in providing services that wouldsupport the efficient acquisition and support of mili-tary systems. TYAD attributes that benefit the pri-vate sector by providing better value to thewarfighter include an existing worldwide supportinfrastructure that can be leveraged and the abilityto effectively make or integrate electronics. Thebusiness office organization was modified and a full-time group was organized to find and facilitate work-gaining teaming arrangements with private contrac-tors to actively market TYAD capabilities by:

• Looking for opportunities to become involvedin long-range and/or new programs

• Finding forums to provide private industrieswith information about capabilities not widelyknown in the private sector

• Securing overarching partnerships with privateindustries

• Providing contractors one TYAD employee forall their partnership efforts

• Expediting the partnering process by havingdocuments in place (e.g., nondisclosure agree-ments and teaming agreements)

TYAD used the knowledge of its existing commod-ity managers and targeted contractors with secured,large contracts in areas of TYAD’s core competen-cies. TYAD also has small- and medium-size pri-vate partners with good technical expertise that arelacking adequate integration ability or the abilityto provide adequate logistics support. Some of thesepartnerships provide certain elements of integratedlogistics support to the contractor for the warfighter.TYAD has used flexibility given by recent authori-tative changes to fully engage with private industrypartners by providing sales on a fixed-price basis;tailored rates or prices (e.g., certain overhead ele-ments can be removed from rate if not applicable);and multi-year, fixed-price agreements.

As of March 2006, TYAD had entered into a to-tal of 123 partnerships, 29 of which are currentlygenerating in excess of $18 million in 2006 rev-enue. TYAD has seen substantial increases inwork, with $2.4 million in revenue in 2004 and$5.2 million in 2005 from private-party agree-

ments. The return on investment in effort toobtain this work was 18 to 1 in 2006.

By partnering with TYAD, private industries areable to use the organic industrial base to comple-ment its own capabilities, creating a win-win situa-tion for both industry and government. Partneringalso enables industry to leverage existing TYAD ca-pabilities to avoid generating extensive and unnec-essary overhead in sharing depot expertise whileTYAD, in turn, continues to learn from industry bestpractices and preserves the depot’s core capabilities.

Rewarding and Recognizing the Workforce

Tobyhanna Army Depot continually strives to im-prove its Recognition and Awards Program to en-sure that employees are recognized in an equitablemanner and that employee morale remains high.The program reinforces productive employee behav-ior and enables a positive organizational culture.

TYAD considers employee awards and recognitionas a key component of an employee’s ongoing moti-vation and continually strives to improve the Rec-ognition and Awards Program to ensure employeeproductivity is rewarded equitably and employeemorale remains high.

One of the innovative awards that has been imple-mented is “Rewarding the Workforce,” which isbased on the net operating result (NOR). This awardreplaces the traditional sustained superior perfor-mance and quality step increases. The maximumamount of the award is capped at $1,500 per em-ployee and the minimum is $500. To be eligible forthe full payout, an employee must meet specific time-in-job requirements. Employee with significantadverse actions against them, violations of EqualEmployment Opportunity guidelines, violations ofstandards of conduct, ratings of less than fully sat-isfactory, or those on leave without pay for morethan six months are not eligible for the payout. TheOn-the-Spot, Special Act, and Time-Off awards con-tinue as before. This reward system improves man-agement-employee relations and morale. Employ-ees are now constantly looking for ways to improvethe NOR and frequently assess how individual ac-tions will affect the NOR.

TYAD also established the Team Award to recog-nize teams for special efforts. Team members re-ceive a letter of appreciation signed by the depotcommander accompanied by a jacket embossed with

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a TYAD logo. The depot commander presents theteam members at a ceremony with the recipients’peers present. The immediate supervisor, or anyindividual having direct knowledge of the team’s actin coordination with the team member’s supervi-sor, can initiate the award.

The Length-of-Service Award ceremony is heldmonthly to recognize employees for 30, 35, 40, 45and 50 years of service. The depot commander pre-sents the award for 30 years of service, which con-sists of the presentation of a certificate and pin, asigned and framed picture of TYAD, and a flag flownover the depot and the United States Capitol on orabout the honoree’s 30th anniversary date. For 35years of service, an engraved wall clock is presented;for 40 years, an engraved gold wrist watch is pre-sented; for 45 years, a personalized crystal decanterwith an embossed Army coin is presented; and for 50years, a tree is planted in an appropriate place onTYAD’s grounds with a plaque commemorating themilestone placed near the tree. Coworkers, friends,and family of the recipients are welcome to attendall Length-of-Service Award ceremonies to honoremployees and recognize TYAD’s appreciation for therecipients’ dedicated service to the country.

The Incentive Awards Program, an automatedprocess that resulted from a 2006 Lean event, fur-ther enhances the existing awards and recognitionprograms as well as improvements to turnaroundtimes by streamlining and eliminating non-value-added steps in the various awards processes. Ini-tial cost savings of approximately $100,000 wereimmediately realized. Continual emphasis is placedon the depot’s Incentive Awards Program so thatthe workforce receives proper recognition. Thisprogram reinforces employees’ productive behaviorand creates a positive organizational culture.

Skills Training and Workforce Sustainment

The goal of Tobyhanna Army Depot’s TechnicalDevelopment Division is to provide technical, pro-fessional, and leadership skills for its workforce thatwill promote and maintain technical competency andsustain a business-focused culture to support theneeds of the warfighter.

The Technical Development Division (TDD) servesas the overall program manager for trainingTobyhanna Army Depot’s (TYAD’s) employees. TheTDD provides four categories of training that include

mandatory, mission-essential, developmental duty,and developmental nonduty training for theworkforce to support mission requirements, main-tain technical competency and develop skills for fu-ture technology requirements. Staff members in-clude a training officer, training instructors, trainingadministrators, education technicians, and admin-istrative assistants. TYAD uses internal traininginstructors as well as external resources as neededto fulfill training needs.

TYAD’s Training Center offers internal electron-ics courses, online information technology courses,new employee training courses, and computer-basedLearning Resource Center courses – all of which areconducted during duty hours. The Vendor TrainingProgram is also conducted during duty hours andoffers a wide variety of topics. The Leadership De-velopment Program includes a diversity of govern-ment leadership programs and TYAD’s SupervisoryExcellence Program, which includes online staff de-velopment courses, leadership education and devel-opment courses, and five additional courses that in-clude Human Resources for Supervisors, EffectiveBriefing, Fundamentals of Business Writing, Work-ing Capital Funds, and Diversity Workshop.

The Workforce Revitalization Programs includeMentoring, Cooperative Education, and the Appren-ticeship Program that is offered internally and al-lows employees to gain advancement through a com-bination of formal classroom education and on-the-jobtraining. For every 180 hours of education, employ-ees are expected to give a one-year service commit-ment. Employees are awarded credits for coursestaken that are transferable for continued degree edu-cation with local colleges. TYAD also has an excel-lent program for high school students who would liketo work in the summer and during holidays as wellas a Student Career Experience Program for studentsplanning to work while they are pursuing anassociate’s degree at a local community college.

Assessment testing is administrated to new elec-tronics workers and electronics mechanic for evalu-ation of skill levels. Recommendations for trainingare provided to the employees and supervisors.Employees and their supervisor develop an individualdevelopment plan to enhance the employee’s skills,knowledge, and abilities. Mission supervisors iden-tify training needs relevant to each employee’sworkload requirements. Training requests are pro-vided to TDD that strategically direct the implemen-tation of workforce development and mission-relatedrequirements.

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A documentedtraining needs as-sessment or Auto-mated IndividualDevelopment Plan(A-IDP) must be ac-complished for ev-ery employee atleast once a year.The assessmentshould reflect onlythe training neces-sary to enhance anemployee’s effi-ciency and produc-tivity. Courses tobe taken duringduty hours must bemission-related tothe directorate.D e v e l o p m e n t a lnon-duty trainingwill improve em-ployee performancebut is not directlymission-related.All training needsrequisite to the enhancement of current skills andthose necessary for mission accomplishment areentered into the A-IDP database, which is the basisfor annual training needs surveys that determinewhat training is necessary.

TYAD’s training programs focus on strengthening thedepot’s workforce by providing the technical, profes-sional, and leadership skills to sustain a business-fo-cused culture. Employees will gain the technical andprofessional competencies for career advancement thatenable TYAD to support mission requirements (i.e., thewarfighter). TYAD’s management commitment to pro-viding excellent training to its employees has bolsteredemployee morale and productivity, creating a positivework environment and workforce retention.

Strategic Plan

Tobyhanna Army Depot transformed its strategicplanning process into a team-based strategy plan in-tended to position the depot to be successful in thefuture and achieve its vision to become the “C4ISRLogistics Support Center of choice for WarfighterReadiness and Transformation.”

In 2004 Tobyhanna Army Depot (TYAD) revampedit strategic planning process to a team-based strat-egy plan with a stated intent to position TYAD to besuccessful in the future and achieve its vision ofbecoming “the C4ISR Logistics Support Center ofChoice for Warfighter Readiness and Transforma-tion.” Prior to 2004, the Strategic Planning Pro-cess did not expose the entire population of TYADto the forward-looking plans developed by the lead-ership team. TYAD’s current Strategic PlanningProcess is executed by a primary team consisting ofthe Command Group, the directors, the deputy di-rectors, and the multidisciplined Strategic PlanningTeam responsible for initiating situation analysis.The process focuses on specific areas that includerepair/overhaul, manufacturing, force projection,sustainment support, and systems integration.

Situation analysis takes into account a self-gen-erated strengths, weaknesses, opportunities, andthreats analysis that is balanced against priority is-sues and internal and external boundary conditions.The external/internal analysis is “bucketed” into keycategories that include government, technology,markets, competition, production factors, human re-source, economic/social factors, and finance.

Figure 2-7. Strategic Planning Process

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Once the situation analysis is complete, the stra-tegic direction of TYAD is established by categoriz-ing resulting issues of strategic concerns into fivemajor goal areas, each with a specific objective andsubsequent strategies, actions, and targeted mea-sures that set the strategic direction for TYAD. Goalareas include:

• Business Development• Financial Management• Innovation• Human Resources• Transformation

Once these actions are identified, responsible or-ganizations are assigned and implementation plansare developed with quarterly Primary Team reviews.The strategy plan is then communicated through aTYAD-ingrained communication plan that includescascade briefings along with a posting plan on theIntranet (Figure 2-7).

TYAD’s newly restructured Strategic PlanningProcess drives employee involvement by connectingemployees to strategic goals. First-line supervisorsand subject matter experts all serve on subgroups.TYAD has also actively benchmarked other organi-zations and leveraged industrywide lessons learned.

Voluntary Protection Program

Tobyhanna Army Depot’s participation in the Oc-cupational Safety and Health Administration’s Vol-untary Protection Program shows a commitmentby management and the workforce to work togetherin an effort to exceed the minimal safety require-ments, which has resulted in an injury rate that is55% below industry standards.

The purpose of the Occupational Safety and HealthAdministration’s (OSHA’s) Voluntary Protection Pro-gram (VPP) is to emphasize the importance of, en-courage the improvement of, and recognize excel-lence in occupational safety and health programs.Sites that participate in the VPP work not only toremain compliant with OSHA regulations but com-mit to exceed the minimal health and safety stan-dards set by OSHA. As a VPP participant, TobyhannaArmy Depot (TYAD) management and labor worktogether to protect the workforce as opposed to thetraditional compliance-oriented approach.

TYAD began the VPP process in 1998, which meantentering into a new relationship with OSHA focusedon trust and cooperation and a goal of safety excel-

lence for the protection of the workforce. TYAD’sstrong management commitment and leadership werenecessary to establish criteria that exceeded the mini-mal standards set by OSHA. This was accomplishedthrough employee involvement teams, safety starpoints, employee vigilance, job hazard analyses, quar-terly safety inspections, safety talks, accident investi-gations, Web-based interactive safety training, haz-ard identification and abatement programs, directoratescorecard review, safety council meetings, and the useof personal protective equipment.

Since the implementation of VPP, injury rates arecalculated to be 55% below those of similar indus-tries. Injury rates for days-away-restriction transfercases are down to 18%. TYAD received the MeritSite Award in 1999 and 2000, a Star Site Award in2000, and VPP recertification in 2006. Achieving VPPStar status has propelled TYAD to a level of safetyexcellence and the distinction of being the first de-fense organization to achieve VPP recognition.

Workers’ Compensation Program

Tobyhanna Army Depot has implemented a casemanagement process to control workers’ compensa-tion costs that were excessive prior to 1989. Theassignment of a full-time administrator to managethe program combined with increased workforceawareness of health and safety has resulted in sav-ings of more than $10 million and a significant de-cline in injury claims.

The Workers’ Compensation Program atTobyhanna Army Depot (TYAD) was perceived bymanagement to be “out of control” prior to 1989.For a small minority of the TYAD workforce, thecompensation program was a 45-day, fully paid va-cation that required only a physician’s statement toremain off work. The number of claims prior to1989 and the associated cost of workers’ compensa-tion claims were becoming a burden to the organi-zation, with the number of claims equaling approxi-mately 10% of the workforce. Active claims (newclaims plus any claims still being tracked and paid)totaled more than 200 per year.

TYAD began by taking a proactive approach tomanaging the Workers’ Compensation Program –educating supervisors, educating the workforce, andhiring a full-time administrator to focus on the prob-lem and get results. All incidents are now given ahigh priority with a structured and documented

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approach and focused case management. The ad-ministrator works closely with the supervisors toensure they understand the need to get employeesback on the workforce. The administrator also worksclosely with employees to see that they are gettingtheir maximum benefit entitlement, ensuring thatemployees reenter the workforce, and discipliningthose that violate the program. All new employeesare educated on the cost impact of the Workers’ Com-pensation Program and the important role they playin minimizing the cost of the program to TYAD.

Policy changes have also been instituted. Depotpolicy states that any temporary restriction, how-ever limiting, will be accommodated and theemployee’s home department is required to accom-modate its employee as necessary. If the home de-partment cannot accommodate an employee, an ap-propriate position will be found at the depot. Whenpermanent restrictions prevent an employee fromreturning to his or her original status, another posi-tion will be found at TYAD to accommodate the em-

ployee unable to return to his or her work statusprior to injury.

The Workers’ Compensation process now involvesprocessing all claims through the administrator, withprogram benefits and responsibilities explained to theemployee who must commit to return to light duty.The administrator mails the treating physician a let-ter that explains TYAD’s willingness to accommo-date any requisite medical restrictions. The admin-istrator contacts employees at home as needed, andindependent medical exams can also be performed ifrequired. All available Department of Defense in-centive programs are used to facilitate an employee’sreturn to work.

The number of claim counts at TYAD has beenreduced from over 300 in 1982 to nearly 50 in 2006.The Workers’ Compensation Program has netted asavings in excess of $10 million while the cost of anaverage claim continues to decrease. Every employeewith a work-related injury has been successfully re-turned to work since 2000.

S e c t i o n 3

Information

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Design

Computer-Aided Engineering and Prod-uct Life Cycle Management

Tobyhanna Army Depot has evolved its computer-aided design capability into a state-of-the-art com-puter-aided engineering system that includes Pro/Engineer software, Visualization software, StructuralResearch & Analysis’s Cosmos software, andCFdesign software.

Tobyhanna Army Depot (TYAD) has been usingcomputer-aided design (CAD) for 18 years. Since1988 TYAD has advanced its CAD capability into astate-of-the-art computer-aided engineering (CAE)system encompassing design, analysis documenta-tion, detailing, and manufacturing (Figure 3-1).

TYAD uses Parametric Technology Corporation(PTC) Pro/Engineer software for mechanical design,manufacturing, and documen-tation. Pro/Engineer enablesTYAD design engineers to pro-vide three-dimensional para-metric, fully associative, solid-modeling capabilities. Modelsare shared concurrentlythroughout the design processwith manufacturing techni-cians, drafters and illustrators.Models provide a completephysical description of parts,assemblies, and entire sys-tems, including informationon weight, center of gravity,and interference checking.Designers create realisticmechanisms, evaluate modelbehavior, and collaborate inreal time with other membersof the design team.

Manufacturing techniciansuse Pro/Engineer to create allof the computer numericalcontrol code that drives manu-facturing equipment. With

manufacturing and designers using the same mod-els and software, their efforts can be done concur-rent with the design phase. This approach savescycle time and minimizes rework when comparedto the traditional serial process.

Visualization software, PTC’s ProductView, allowsdesigners and customers to perform a virtual “walk-through” of systems before they are ever produced.This allows customer-driven changes to be made inthe initial cost-effective design cycle.

TYAD uses Structural Research and Analysis’sCOSMOS software and PTC’s Pro/Mechanica soft-ware for finite element analysis (FEA). FEA allowsdesigners to subject models to simulated airdrop,rail impact, shock, vibration, over pressure, dynamicloading, and fatigue testing. Modules used includestatic, dynamic, and thermodynamics. TYAD alsouses CFdesign software for computational fluid dy-namics analysis.

TYAD is well-positioned to leverage its suite ofCAE tools and its deep domain knowledge of CAE.

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TYAD is also in the process of moving its extensivelibrary of CAE models from a work-group-style, CAE-model-only management system to anenterprisewide product life cycle management(PLM) system. The PLM system chosen for thiseffort is PTC’s PDMLink. PDMLink will create asingle, secure Web-based source for product datafor its entire installation, with vaulting, revisioning,structure management, searching and life cyclemanagement. The system will control all productdocumentation associated with a project, includingCAE models, drawings, analysis data, and MicrosoftOffice documentation and will also provide changeand configuration management throughout aproduct’s life cycle. PDMLink also has embeddedvisualization for all models and documents, allow-ing organizations such as contracting, businessmanagement, and production control to view andmark up CAE models and product documentation.TYAD anticipates having the first phase of its PLMsystem implementation completed by August 2006.

Finite Element Analysis

The Finite Analysis Group has developed a staticequivalent model for a dynamic process that haspredicted – with near 100% accuracy – what will failon a specific transportability stress test. This equip-ment has also been successfully used in other appli-cations, most notably in the creation of a lifting fix-ture for removing the elevated equipment rooms.

Tobyhanna Army Depot (TYAD) has a requirementto measure peak accelerations on equipment foruses such as transportation. From the 1960s to1983,known inputs to a design such as stress forces andaccelerations were very limited, with MIL-STD 810and hand calculations used to determine theseforces. Calculations were based on static loads onlyand often required costly rework on produced pro-totype items if calculations were incorrect.

From 1983 to 1989, TYAD acquired the ability tomodel using the AUTOCAD 2-D program for com-puter-aided design (CAD), which allowed for the de-velopment of two-dimensional drawings and mod-els. This program did nothing for structural analysisin full, life-like simulation but did shorten the re-work cycle because models were easily modifiedusing the computer.

From 1989 through 1992, TYAD began implement-ing computer-aided engineering – the first full 3-D

solids modeling. Mechanical properties such asweight and center of gravity could be calculated thatallowed for an actual simulation of the design onthe computer. However, this was independent ofthe finite element analysis (FEA) that was completedon the design.

From 1992 to 2002, TYAD merged FEA modelingrequirements into the CAD design process and imple-mented dynamic forces analysis on its designs, de-veloping static equivalent forces from the analysisthat was crucial to simulating the stresses exertedon a design during Aberdeen testing. Simulation ofthis test was valuable, enabling failures of the test tobe “designed-out” before a single weld was made onan actual prototype. TYAD is currently working withlarger models, particularly full solid assemblies thatcan be run through this analysis.

Production

Enhanced Production, Planning, and Control

In December 2006 Tobyhanna Army Depot plansto go live with a series of new Enterprise ResourcePlanning tools that will give the depot the ability tosee customer demand schedules and adjust theworkforce accordingly, reducing inventory levels andproduction stoppages.

In December 2006, Tobyhanna Army Depot(TYAD) plans to go live with a series of new Enter-prise Resource Planning (ERP) tools to increase thefunctionality and usefulness of the Logistics Mod-ernization Program. The current scheduling sys-tem at TYAD is an informal and reactive processthat typically results in high inventory levels andproduction stoppages. A project is often acceptedwhen the capacity and resources available to meetproject requirements are unknown and deliverydates are inaccurate, resulting in the need for em-ployees to work overtime or for extra shifts to beadded to ensure timely project completion. Deliv-ery dates may be delayed further if TYAD does nothave the required parts or supplies on hand to meetproject needs and has to order them, which maytake several weeks.

The new ERP functionalities will give TYAD theability to see its customer demand schedules and toadjust the workforce accordingly, while reducinginventory levels and production stoppages. The newtools include:

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• The Demand Planning tool determines whatassets are needed and when. Instead of wait-ing for an asset to enter the shop floor to de-termine what material or capacity is availableto support it, the needs will be forecasted.There are three types of demands/customerorders: 1) Funded, in which the customer hasidentified and funded the project; 2) Planned/Unfunded, in which the customer has ex-pressed a need but has not funded the effort;and 3) Unplanned.

• The Material Requirements Planning (MRP)tool is a forecasting system that determineswhat material is needed, in what quantity, andwhen the materials are to ordered. Customerdemand schedules drive the MRP and allowsmaterials to be available just in time when theproduction floor needs them, reducing inven-tory levels and production stoppages typical inthe legacy scheduling system. MRP data re-quirements include accurate bills of material,accurate production routings, allocation ofmaterials to different parts of the productionroute, sound material order policies (reorderpoint, period of supply), and use of unrestrictedstock policy in the Automated Storage Re-trieval System.

• Customer demand schedules also drive theCapacity Requirements Planning (CRP) portionof the system. CRP forecasts work center re-quirements by determining what type of laborskills and equipment are required on the shopfloor at a given time. CRP allows the depot tosee the location of potential overloads in thevarious work centers on the production floor.The scheduler can use CRP to adjust capacitylevels in the problem work centers by increas-ing capacity or moving a workload to anotherwork center with similar capabilities.

• The Master Production Scheduling (MPS) sys-tem is a new function at TYAD that uses datafrom the Demand Planning, MRP, and CRPtools to determine if project schedules canbe met. MPS uses operation data, machinedata, and skill set requirements from CRPand inventory and purchasing data from MRPto develop a delivery plan. The delivery planis a realistic plan of what the business in-tends to deliver/produce and is expressed inspecific configurations, dates, and location.The delivery plan goes to the work centersfor execution.

The new ERP tools that TYAD plans to implementwill have a significant impact on project schedules,inventory, and capacity. MRP will promote on-timedelivery of material, increased inventory turns, ex-cess inventory reductions, and inventory cost re-ductions. CRP benefits will include reduced repaircycle times, capitalization on resource allocation tomeet schedules, increased production throughput,and production cost reductions. The MPS will de-velop a realistic plan of what TYAD intends to de-liver/produce. Successful implementation of thesetools will result in their implementation across allArmy depots.

Fire Finder Radar Tower Track Enclosure

Tobyhanna Army Depot developed a temporaryshelter that provides the capability to perform towertrack testing in inclement weather, reducing overallprocess flow time and expediting the completion ofcritical systems to meet requirements of thewarfighter.

Tobyhanna Army Depot’s (TYAD’s) Fire Findertower track radar locates enemy fire emplacementsand other small objects from detected trajectorythrough the use of algorithms. Prior to 2005, TYADwas using an outdoor tower track calibration facil-ity to verify system accuracy. Tower track calibra-tion testing compensates for mechanical manufac-turing tolerances and assures mechanical andelectrical system alignments are congruent. Dur-ing tower track testing, wind velocity cannot begreater than 20 mph, there can be no rain or snow,and the outside temperature must be between 50°Fand 100° F. The weather does not always cooperateat TYAD, with only 67 clear days a year.

An environmental, nonmetallic shelter was builtthat will enable TYAD to perform tower track test-ing in inclement weather and control temperature,wind, snow, rain, and interference (ground clutter).A fiberglass, reinforced plastic and acrylic (plexiglas)shelter was designed and tested by TYAD engineer-ing staff in only four hours using the Computer-Aided Engineering system. The newly constructedshelter has allowed dependable testing on a year-round basis. Fire Finders are always in short sup-ply in the field, making rapid turnaround of over-hauled units essential. Calibration testing for FireFinder radars requires a minimum of three days tocomplete. Fifty-five Fire Finders were completedin 2005 and 35-40 were completed in 2006.

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The new wooden structure, which is presently 90%complete, is fabricated with all nonferrous materi-als and houses a door to the tower, ground bafflesto stop ground clutter, and a small enclosed workarea for the employees. The completed tower isexpected to improve process flow time and expeditethe completion of critical systems to support thewarfighter.

Rapid Acquisition of Manufactured PartsProgram

The Rapid Acquisition of Manufactured Parts Pro-gram at Tobyhanna Army Depot has enabled thefacility to better serve its customer base in the rapidmanufacture of printed wiring assemblies with mini-mal documentation. Future enhancements to thesystem will help to ensure progress and success ofthe program.

In the mid-1990s Tobyhanna Army Depot (TYAD)installed the Rapid Acquisition and Manufacturingof Parts (RAMP) system to expedite the manufac-ture of printed wiring assemblies (PWAs), whichgreatly revolutionized the facility’s processes. TheRAMP system, which integrates hardware and soft-ware at the workstation level for the semiautomaticassembly of PWAs, consists of three major functionalareas that include:

• The factory floor where the actual manufac-turing occurs

• The Manufacturing Engineering Data Capture(MEDC) system

• The business process that has now been re-placed by the Product Data Master Schedul-ing System (PDMSS) and the SAP element

The factory floor consists of all of the equipmentand facilities to accommodate the actual building ofthe hardware. The floor equipment includes a partspresentation system that presents the componentparts to the operator in the proper order and visu-ally indicates to the operator the location and orien-tation of the part on the printed wiring board (PWB).

MEDC is the software system that acts as themedia to transport information between the differ-ent applications used in the design layout process.The process starts when parts list and componentparts list data are entered. If the component li-brary does not contain the part data, this informa-tion must be entered and becomes permanentlystored in the library for later retrieval. Typical data

includes form, electrical values, pin data, classifica-tion schemes, and gate data. The next step of theprocess is to scan the artwork data in whatever for-mat it can be presented. RAMP software then takesthe data inputs and generates a schematic that op-erators use to generate a net list. TYAD softwareis then run to establish all the details about theactual printed wiring board PWB’s construction, in-cluding hole location, circuit spacing, layer spacing,and other data required to manufacture the PWB.The PDMSS and SAP systems capture labor hoursand material costs on a per-unit basis and functionas the floor scheduling and control system.

TYAD has realized productivity benefits from theuse of the RAMP system. Depending on PWB com-plexity, design/layout time can be reduced frommore than one month to less than one week. Er-rors in the design/layout process have been virtu-ally eliminated due to the reduction of manual in-tervention in many steps of the process.

TYAD is continuing to make major changes to itsRAMP system to ensure its ongoing success. Workis in progress to migrate MEDC to a PC-based envi-ronment that runs on OrCAD Ultra. Further pre-liminary investigative work is ongoing that will in-tegrate the Standard for the Exchange of ProductData and the ISO 10303-210 Application Protocolfor Electronic Assembly, Interconnect, and Packag-ing Design. These changes will ensure process con-tinuity, sustainment of investment, and supportabil-ity of the software and hardware systems.

Routes Development

Tobyhanna Army Depot is currently developingproduction routes that will allow designatedschedulers/controllers to schedule work using re-pair shop capacity. The new routes are scheduledto be fully implemented by August 2007 and areexpected to correct repair cycle times, allow just-in-time material delivery, and reduce productionand inventory costs.

Tobyhanna Army Depot (TYAD) is currently de-veloping production routes that will allow designatedschedulers/controllers to schedule work using re-pair shop capacity as opposed to flooring jobs as theyare received from numerous controllers. A route isan internal process flow used to manufacture ma-jor or secondary end items or to fabricate requiredmaterials. The initial approach to develop routes

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assumed one person per operation per cost center,which resulted in large overall completion times.Because the majority of work was performed withinone cost center, all material was allocated to thatcost center. Consequently, material was receivedand stored in the shop long before it was needed.

Routes are now being constructed within the Lo-gistics Modernization Program environment (SAP)and used by production controllers to distribute man-hours to the repair shops. Supply specialists de-velop bills of material that are then used by processengineers to develop the routes. The route rede-velopment effort subdivides cost centers into workcenters by specialized equipment and specializedlabor skill sets. Actual manpower is reflected withinthe operations and material allocations are detailed.“Long text” is utilized to provide more specific shopinstruction in each operation (e.g., paint color,chemical treatment, and process variations).

By modifying the production routes, correct re-pair cycle times will be realized, material will bedelivered just in time, production and inventory costswill be reduced, and capacity planning will beachieved. The new routes are scheduled to be fullyimplemented by August 2007.

Facilities

Facilities and Equipment MaintenanceSystem

Tobyhanna Army Depot is using a customized ver-sion of MAXIMO maintenance software to effectivelymanage the depot’s facilities and equipment mainte-nance requirements, including the requesting, track-ing, managing, costing, and reporting of equipmentand facilities maintenance activities.

In 1996 the Army selected Tobyhanna Army De-pot (TYAD) as its initial operating site for the Facili-ties Equipment and Maintenance (FEM) system thatruns on MAXIMO software, which was developedby Product Software and Development Incorporatedfor the Joint Logistics System Center. Beta testingof the system was completed and deployed through-out TYAD in 1999. FEM is essentially a standard,asset maintenance-management system that allowsusers to manage mobile equipment utilization, mo-bile and production equipment maintenance, realproperty maintenance, and facilities maintenancework. The system also allows users to manage in-

ventory (spare parts and consumables) in theirstorerooms, perform employee assignment and la-bor reporting, and generate job plans and preven-tive maintenance procedures.

The FEM system facilitates a single data-entrypoint that interfaces with legacy systems such asthe Defense Property Accountability System. Thesingle data-entry point creates work orders for equip-ment, machinery, and vehicles and identifies whichdivision of the Directorate for Public Works (DPW)is responsible for the work. The work order isprinted out in the appropriate DPW division so thesupervisor can assign the work. Artisans perform-ing the work document all material and man-hoursspent on the job. The FEM system manages allparts inventory for availability, interchangeability,usage, and requirements – reducing the amount ofparts maintained in the depot’s warehouses whileincorporating parts availability into workload sched-uling. FEM is used at TYAD to manage over 2,200pieces of production and service equipment itemsand all depot facilities and grounds; schedule pre-ventive maintenance on all of the depot’s vehicles,mobile equipment, production equipment, buildingsand grounds; and processes more than 24,000 main-tenance-repair work orders annually.

Future plans for upgrading TYAD’s FEM systemincluding incorporating handheld terminals (HHTs)for ease of inventory management and creation of apaperless work order completion system. Data willbe entered into the HHTs real time during each work-day and downloaded at the end of each work shift.

Management

Automated Scorecard

The Automated Scorecard Program was started inJanuary 1997 when Tobyhanna Army Depot’s seniorleaders and the union established key business objec-tives with related metrics to measure specific businessareas. The Scorecard has evolved into a managementtool that currently measures over 100 business metricsthat alert management to problem areas in sufficienttime to implement corrective action.

In 1997 the senior management at TobyhannaArmy Depot (TYAD) began the AutomatedScorecard Program, a tool that enables seniormanagement to monitor key business objectiveson a monthly basis. The Automated Scorecard

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alerts management to problem areas while provid-ing visibility to all value-added metrics throughoutthe command, including overseas operations. Thescorecard’s ability to monitor more than 100 metrics,address out-of-tolerance metrics with reasons fortheir variance, and develop a get-well plan have madeit an invaluable tool for senior leadership and ana-lysts at their monthly meetings. TYAD’s annual ob-jectives are then broken down into monthly targets.

A standardized scorecard was initially developedand is now used at monthly scorecard meetingswhen objectives are reviewed. The scorecard isthen posted on the TYAD Intranet and discussedat all Home Team meetings during which out-of-tolerance goals must be addressed, the reason forthe variance explained, and a plan to correct thediscrepancy presented. The Scorecard serves asa monthly monitoring mechanism for manage-ment as well as a tool for defining specific busi-ness performance metrics for both mission andnon-mission areas. The Scorecard review alsoserves as the primary forum for all TYAD busi-ness discussions. Only key indicators are moni-tored, which effectively simplifies the process yetholds each team accountable. Management isaware of problem areas in sufficient time to imple-ment corrective action, and no significant burdenis placed on the employees.

TYAD installed software that will house an au-tomated scorecard with a digital dashboard.Real-time metrics data will then be available toall directors at all times on the Web. TYAD’snew software upgrade includes trend analysis,alerts, graphic indicators, and drill-down capa-bility to improve the facility’s current businessprocesses. Other organizations using this soft-ware include the Department of Transportation,the Department of Homeland Security, the U.S.Army Corps of Engineers, and the Federal Avia-tion Administration.

Automated Individual DevelopmentProgram

The Automated Individual Development Pro-gram is a Web-based tool developed to provide asynergistic link to Tobyhanna Army Depot’s Tech-nical Development Division to ensure that employ-ees receive skills enhancement training that cor-relates with the needs of the depot.

The Automated Individual Development Pro-gram (A-IDP) was developed to ensure that allTobyhanna Army Depot (TYAD) employees areable to receive adequate training to maintain theircurrent jobs and to prepare for future assignmentsand to create a vehicle for the analysis, planning,and evaluation measurements of an overall em-ployee training program. The A-IDP functions toprovide employees training choices relevant totheir occupations in three categories of coursesofferings that include:

• Army Civilian Training Education System –All courses prescribed by career program lad-ders and acquisition and technologyworkforce requirements (governmentschools)

• Mission – Technical courses necessary forthe organization to achieve state-of-the-artexpertise and align with the organization’sstrategic plan

• Professional office skills – Courses that of-fer the basic essentials needed for success-ful performance in a work setting (e.g., of-fice automation, team work, leadership,supervision, and communication skills). Fil-ters are applied to each course title in thedatabase, limiting what employees see basedon their grade, supervisory level, career pro-gram, and organization.

The A-IDP was implemented in October 2004as mandated by the Communications ElectronicsLife Cycle Management Command, TYAD’s ma-jor command organization. It was initiated toprovide not only an automated input system butto provide a synergistic link to the Technical De-velopment Division (TDD). After supervisors de-termine their employees’ training needs, employ-ees can create a relevant IDP within minutes,selecting up to eight courses that can be takenduring four fiscal years. Employees can print theirIDPs if training documentation is required.

The A-IDP system also provides metrics to di-rectorate training coordinators that show organi-zational training costs and training costs per em-ployee through the generation of organizationalfunding reports. Employee reports can also begenerated that list A-IDP submission by organi-zation, employees who have or have not loggedinto the A-IDP, and employees who have or donot have an IDP. These metrics constitute valu-able data for the TDD as well as the training co-ordinators who can view and monitor an employee’s

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IDP. Course reports can be generated that showcourse requests and course costs. Course comple-tion reports can also be accessed through the A-IDPsystem, which has improved a formerly labor-inten-sive manual system that did not adequately addressthe training necessary to maintain an effective andproductive workforce at TYAD.

Community College Partnership

Tobyhanna Army Depot has begun the process ofworkforce revitalization in an effort to implement mul-tiple programs for acquiring and retaining employeesthrough the depot’s College Partnership Program.

The demographics of the workforce population ofthe Tobyhanna Army Depot (TYAD) indicate a mi-gration towards an aging workforce. Statistics showthe average age of a TYAD employee is currently 47.In 2006 the projected number of personnel eligibleto retire is 765 (22% of the workforce) – a numberthat will increase to 1612 (46% of the workforce) by2011. The increase in retirees has precipitated aworkforce revitalization effort at TYAD to fill the voidleft by retiring employees.

TYAD has taken a multidiscipline approach to hir-ing competent employees and retaining them by join-ing the Northeastern Pennsylvania Alliance Electron-ics Training Consortium and the Scranton Chamberof Commerce Electronics Committee. Additionalworkforce revitalization efforts include the Teacher-in-the-Workplace Program, Tech Prep SMARTevents, school visits with representatives from localcolleges, and the Student Career Experience Program(SCEP). The SCEP was implemented in 2000 withthe intent to develop highly skilled employees througha partnership with TYAD and three local colleges of-fering an associate’s degree in electronics. The pro-gram has grown to 13 partnerships since its incep-tion. SCEP’s 1-to-2-year program provides full-timework during the summers and school breaks and part-time work during the school year. The incentive forparticipants is employment at TYAD through a non-competitive conversion to career-conditional statusupon graduation. Students enter the workforce astrained electronics workers, electricians, engineers,machinists, logistics management specialists, safetyspecialists, carpenters, and management analysts –most as a WG-08 earning an annual salary of $35,800.More than 150 TYAD employees have participatedin the SCEP to date.

TYAD’s efforts to revitalize its workforce have re-sulted in an increase in the number of younger, skilledemployees receiving associate degrees.

Cost Estimating

Tobyhanna Army Depot created a cost estimatingcell that has brought consistency to the cost estimat-ing process and to the quality of the bids developedthrough centralized handling of requests along withstandardizing labor time, pricing updates, and a da-tabase to track and review quotes.

In 2005 Tobyhanna Army Depot (TYAD) conducteda rapid improvement event to enhance the effective-ness of it cost estimating function. Cost estimatingat TYAD is defined as “the process of receivingworkload proposals and specifically developing anddelivering to the customer a monetary estimate toperform the requested work.” The original processfor producing cost estimates was highly unstructuredand decentralized and required multiple steps andpeople and excessive time. As a result, deadlines forbid submittals were frequently missed and potentialcontracts were lost.

After assessing the process, it was determined thatmultiple problems existed. Initial requests for esti-mates were being received by approximately 45 pro-duction controllers within the operation. The largevolume of requests for new items required a capabil-ity study by engineering, which created a backlog inthe engineering and estimating process. All requestsrequired production controllers to obtain time andmaterial costs. Time estimates were received fromthe shop, while ballpark material costs had to be ob-tained from parts requisition personnel because shopsdid not track price changes. A production controllerwould then complete the process by formalizing theestimate and providing it to the customer. The timeto complete new product estimates was excessive,ranging anywhere from 60 to 180 days. Additionalproblems included the inability of the decentralizedprocess to track the status of estimates. The mate-rial costs available were outdated and standard la-bor times did not exist. As a result, bidding wasinconsistent and subject to estimates that wereeither too high or too low.

In March 2007, the Cost Estimating Cell (CEC)was established to perform all cost estimating func-tions for the entire organization with a mission“to build customer relationships and grow inter-

30

nal workload by providing timely and accurate esti-mates to our customers both internal and external.”

The CEC was structured with two lead engineersto handle most of the technical support and a teamof additional engineers available as needed to assiston larger estimates. A database program was cre-ated and administrative support is available to en-ter and review customer requests along with bid-ding and follow-up activities. Past quotes wereentered into the system to create a historic supportelement. Standard labor times were developed andprice changes were updated to improve bidding con-sistency. A front-end review component was alsoadded to exam the feasibility and value to TYAD ofreceived bid requests to determine if a cost esti-mate was justified. Specific estimate turnaroundobjectives were also established for CEC based onthe complexity of the request – 7 days for simplerequests, 15 days for moderate requests, and 30 daysfor complex requests.

With the CEC in place, TYAD is able to accommo-date customer requests for bids in a more timelyand efficient manner. Requests not warranting thetime and effort to bid have been significantly re-duced, freeing up resources to work on more prom-ising bid opportunities. The centralized handling ofrequests along with standardizing labor time, pric-ing updates, and a database to review past quoteshas brought consistency to the cost estimating pro-cess and to the quality of the bids developed. Fol-low-up is now possible with a support infrastruc-ture in place and a focused staff that has anestablished mission and goals.

In the first three months of operation, CEC hashad a positive impact on TYAD’s response to cus-tomer requests for estimates. Bids are more con-sistent and more accurate, resources are being usedmore efficiently, turnaround times have been re-duced by 50%, and 80% of bid submittals are on time.

Customer-Supplier Labor ManagementPartnership

Tobyhanna Army Depot formed a labor-manage-ment partnership with the Defense Distribution De-pot Tobyhanna, the facility’s major supplier, and theAmerican Federation of Government Employees UnionLocal 1647. The trilateral support organization en-sures mutual commitment to maintaining readinessand retention of the communications electronics de-pot mission for the United States Armed Forces.

Prior to 1995, Tobyhanna Army Depot (TYAD) haddirect supply function. With the advent of the 1995Base Realignment and Closure, supply functionswere reassigned to the Defense Logistic Agency witha shift in the chain of command that impacted TYAD,supply, and labor. In 1996 a partnership charterwas formed to improve customer working relation-ships and signed by the three parties involved inthe supply chain – TYAD, Defense Distribution De-pot Tobyhanna (DDTP), and the American Federa-tion of Government Employees Union Local 1647.This shift in command also had associated complexproblems that required resolution. Supply discrep-ancy reports (SDRs), specifically for the Gyro sys-tem and integrated site units, created over 100 SDRtransactions between DDTP and TYAD product linepersonnel within a 6-month period, stopping move-ment of items to the shop floor until proper identi-fication could be determined. TYAD personnel havedeveloped inspection standards and documents thatsupply now uses to verify material identity, creat-ing a seamless flow to the production floor.

A strong indication of the efficiency representedby this customer-supplier labor management part-nership is a memorandum of agreement that mapsstandardized behaviors between TYAD and DDTPand has significantly reduced the cycle time for de-livering material to the floor by eliminating the wait-ing time to engage the responsibility of all the in-volved parties. The automated supply system usedby DDTP now flags problem items and enables quickresolution, which ensures that the inspecting partyis receiving the correct documentation for the cor-rect item. This process has significantly reduced theSDR rate from 100 to near 1 on the items presented.

The partnership has also created an environmentthat is conducive to improved productivity and qual-ity based on a coalition of trust and communica-tions among the three entities. Through monthlymeetings, prevalent issues and barriers are actedon or resolved. The mutual cooperation of the part-nership ensures that integrated solutions are readilyagreed upon, with the sole basis of the resolutionbeing the needs and requirements of the customer.

Information Technology Strategic Plan

Tobyhanna Army Depot’s Information TechnologyStrategic Plan provides the user community withthe best possible services and products at the bestvalue to the government by ensuring that all infor-

31

mation technology initiatives and activities aremapped directly or indirectly back to one or more ofthe depot’s Strategic Plan business objectives, whichdirectly support the warfighter.

The Tobyhanna Army Depot (TYAD) InformationTechnology Strategic Plan (ITSP) provides the ITroadmap for TYAD based on the principle that allIT initiatives and activities must map either directlyor indirectly back to one or more of TYAD’s Strate-gic Plan (SP) business objectives and must adhereto Network Enterprise Technology Command’s(NETCOM’s) vision “to transform the Army Enter-prise Infostructure to provide decision dominancefor the knowledge-enabled warfighter and businessstewards.” Due to the importance of the TYAD SPto the success of the TYAD ITSP, the following as-sumptions are made:

• The TYAD SP is stable and will be subject toonly minor periodic adjustments (course cor-rections)

• Major changes in strategic direction may benecessary as the exception and not the norm

The Architecture and Systems and ApplicationDesign Divisions use the following documents andprocesses in producing the ITSP:

• Information Technology Master Plan• Capability Purchase Requests• IT Profile• Central and mass purchase of products and

servicesThe plan provides five baseline services that in-

clude Communication Systems and Systems Sup-port (including voice and data networks), Visual In-formation processes (including graphic art andimagery), Document Management (records manage-ment), Information Assurance (including commu-nication security and computer security), and Auto-mation (data services and applications includinge-mail). All baseline services and request for addi-tional services must meet the following criteria:

• Can the infostructure support the informationsystem?

• Is there a negative impact to the existing in-formation system?

• Does the information system introduce anysecurity vulnerabilities?

• Can the information system be managed andsustained?

The implementation of the ITSP will ensure thatthe infostructure is in line with best business prac-tices and the governance and guidance of NETCOM.

The adoption of baseline services and configurationin conjunction with refresh and modernization planswill keep the technology current and provide the com-plete information needs of the user community, of-fering the user community the best possible servicesand products at the best value to the government.

The Directorate of Information Management’s(DOIM’s) vision statement to “provide an Informa-tion Technology Architecture in support of the Busi-ness Process, and emerging technologies to ensureTYAD’s competitive advantage” succinctly reflectsthe ITSP’s purpose. To ensure that the TYAD SPobjectives and DOIM IT standards are met, a num-ber of policies and procedures have been imple-mented. No single approach for IT use is inher-ently better than another, but enterprises shouldmatch their business drives, intensity of demandfor information, organizational strategy, culture, andcapabilities to the overall business strategy for pro-curing and using IT. The TYAD ITSP meets thesemaxims and is well-written, facilitating the enter-prise execution of the depot’s IT strategy by adopt-ing mainstream, proven technologies into a portfo-lio approach that yields the greatest business benefitwith the least amount of risk.

Leadership Development Program

Tobyhanna Army Depot has implemented theLeadership Development Program that provides se-lected program participants with the necessary toolsand practical experience to build strong and effec-tive work teams. The program also includes a newemployee orientation program and a mentoring pro-gram for depot supervisors to enhance their indi-vidual growth and on-the-job effectiveness by foster-ing their development through the mentoring process.

Tobyhanna Army Depot (TYAD) implemented theLeadership Development Program (LDP) to ensurethat its leaders have the skills and practical experi-ence necessary to build strong and effective workteams. Selected participants will be given a pro-gram package to guide them through a series oftraining courses, college courses, and developmen-tal assignments geared toward preparing employ-ees for potential supervisory and managerial posi-tions. After accepting a new supervisory position,employees must complete a shadowing assignmentwith a mentor to gain insight into the role of a leader.Potential candidates are also given a checklist that

32

exposes the new supervisor to multiple personnelissues, the basics of TYAD’s internal automatedsystems, and a forum for meeting the technicalexperts responsible for each area. The New Su-pervisor Checklist (Figure 3-2) is to be placed onthe organization’s action register and completedwithin two weeks of appointment to a new posi-tion. The checklist is the roadmap provided forcompleting the LDP.

Leadership candidates are also required to com-plete six formal training classes that include Super-visory Development Correspondence, Human Re-sources for Supervisors, Working Capital Funds,Effective Briefing, Diversity Training for Supervi-sors, and Fundamentals of Business Writing. Theseformal training classes cover thefundamental skills that new su-pervisors need to begin theirmanagement career.

TYAD also provides new em-ployee orientation andmentoring. The objective of theNew Employee Orientation Pro-gram is to provide a training ses-sion for all new employeeswithin the first week of employ-ment that offers complete anduniform information aboutTYAD, its organizational struc-ture, mission, functions and poli-cies, compensation, benefits,services, work requirements,standards, rules, safe work hab-its, and desirable employee-man-agement relations.

The Mentoring Program pro-vides TYAD leadership with aneffective way for supervisors toenhance their individual growthand productivity by fosteringnew leader developmentthrough the mentoring process.Each individual selected to par-ticipate in the program will beassigned a mentor to help facili-tate and guide the individual inneed of mentoring. This pro-gram is designed to develop fu-ture leaders and managers.The Mentoring Program pro-vides the tools necessary for fu-ture leaders to reach their full

potential. TYAD believes the more educated its lead-ers become today, the greater their impact will bein the future.

A Primary Team and its representatives are givenfull responsibility and ownership of the LDP. Theindividual and collective efforts of the team and itsrepresentatives along with those of program par-ticipants support the development of the programand ensure its success.

Training teams gather feedback on training effec-tiveness by interviewing employees and observingwhat skill sets are needed. This allows TYAD to pre-pare the appropriate training courses that are usefulto the workforce and support the depot in its goal ofmaking leadership development a top priority.

Figure 3-2. New Supervisor Checklist

NEW SUPERVISOR CHECKLISTProponent office is AMSEL-TY-PE-R

New Supervisor:

Organization:

Effective Date:

Reviewed by: (Director’s Signature)

Permanent

**Added this action to the Directorate Action Register

**Sponsor Assigned:

Shadow Assignment Completed

Corporate Philosophy Handbook, Immediate Rater - .5 hrs.

**Tour of Work Areas, Home Team Immediate Rater - 2.0 hrs

**CPAC - Tobyhanna - MER Briefings, x57153 - 2.0 hrs

**Classification, Staffing and Benefits Division, x57130 - 1.0 hr

**Equal Employment Briefing, Equal Employment Office, x57575 - .25 hr.

**Union Perspective, Union Office, x57789 - .25 hr.

**ATAAPS, Financial Analysis Division, x56444 - 2 hrs.

ART, CPAC, x56419 - 2 hrs.

Property Book, Equipment Mgmt Div, x57931 - .50 hr.**VPP Program, Safety Office, x57027 - 1.0 hr.

Toby Reporter, Public Affairs Office, x56552 - .50 hr.

Updated Hometeam Handbook

**Schedule Introduction/Welcome Meeting with Command Group

**INDICATES ITEMS TEMPORARY SUPERVISORS (less than 1 year) MUST COMPLETE

UPON COMPLETION, RETURN VIA E-MAIL TO TECHNICAL TRAINING DIVISION:

- Leave Procedures

- Appraisal Process

- Local Policies

- Discipline Issues

- Union Issues

Mission Workload, D/Production Management, x57512

TemporaryNot to Exceed:

Immediate Rater:

33

Liaison Program

Tobyhanna Army Depot has permanently stationedtwo employees at its largest Army customer loca-tions, establishing a liaison that enables those em-ployees to respond to customer needs in a lean andexpeditious manner.

Tobyhanna Army Depot (TYAD) has instituteda long-term commitment to major customer sat-isfaction through the creation of a liaison programin which two TYAD employees are permanentlystationed at the depots’ two largest Army cus-tomer locations – Fort Monmouth, New Jersey,and Alabama’s Redstone Arsenal. These employ-ees provide a rapid response to customer prob-lems. Prior to this program, neither direct norreal-time information flow was in effect with thesecustomers, resulting in slower-than-needed re-sponse times.

The Liaison Program records and resolves cus-tomer requests, issues, and concerns that occurat the Aviation and Missile Life Cycle Manage-ment Command (LCMC) at Fort Monmouth andthe Communications Electronics LCMC at theRedstone Arsenal. The depot’s two permanentlystationed employees provide support to these fa-cilities whose customers are responsible for 79%of the workload that TYAD executes. This pro-gram is organizationally aligned to provide thegreatest customer satisfaction with the leastamount of investment. Customer engagementsthat range from requested cost estimates to po-tential complaints and initial contact with newcustomers are all under the influence of the liai-son officer. These engagements have resulted incustomer satisfaction data collected through stan-dard depot systems.

As a result of the Liaison Program, new mar-kets are regularly being enabled and customer re-lationships are continually monitored. Future ex-pansion to this program will be applied to TYAD’sAir Force customer and to issues regarding the2005 Base Realignment and Closure and will beenabled and sustained through Standard Operat-ing Procedure Mission Directive-53.

Star Point Network

Following a 1996 employee survey that revealedserious communication problems at Tobyhanna

Army Depot, the facility’s leadership implementeda communication process called Star Point Net-work, which has had a significant impact on thedepot’s operation and has contributed greatly tothe organization’s success. A recent employee sur-vey revealed that employee morale and productiv-ity has improved considerably as a result of theStar Point Network.

Tobyhanna Army Depot’s (TYAD’s) Star PointNetwork was developed in 1996 in response toan employee survey that identified communica-tions as major area for improvement. The sur-vey indicated that communication between func-tional areas was poor and that inconsistenttransfer of information and data produced inter-nal competition and conflict, adversely affectingmorale and productivity.

Star Point Network was developed as part of theDepot’s communication strategy plan and corpo-rate philosophy. The Star Point Network is a pro-cess that enables the vertical and horizontal ex-change and flow of information between 160 branchand division home teams,15 directorate hometeams, and the senior leadership team. A StarPoint emphasizes each of the depot’s key businessobjectives as defined by senior management includ-ing communications, safety, quality, business per-formance, and customer service. Lean was re-cently added as a Star Point in recognition of itsimportance to TYAD’s functionality.

A Star Point person is identified at each level (lead-ership, directorate, division, and branch) and servesas the focal point of communication with a specificbusiness area. Employees are selected and serveas a Star Point. Initially, the term for a Star Point(excluding communications) was 90 days but hassince been expanded to 6 months to provide indi-viduals a greater opportunity to participate and con-tribute to the role. The Communications Star Pointposition is permanently held by the senior leader ateach level without rotation. A schedule for all ro-tating Star Points is currently in place with the ex-ception of business performance, which is based onthe depot’s Scorecard performance.

Star Points are charged with passing importantinformation at weekly Home Team meetings. Pri-mary Team Star Points meet quarterly to discussimportant information pertaining to TYAD’s keybusiness objectives. Information is then cascadedto the division and branch Star Points verticallyand horizontally.

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The Star Point Network has proven to be a valu-able business process at TYAD. Communicationshave improved greatly across functional areas andemployee concerns, and questions pertaining to theorganization key business areas are addressed andresolved effectively and timely as a result of theStar Point Network. A 2004 employee survey re-vealed that nearly 85% of employees believed theirsupervisor was effectively keeping them informed.The employee survey also indicated that the StarPoint Network has enhanced morale as informa-

tion and good ideas to streamline and improve TYADoperations are transmitted rapidly and accurately.

Today, the Star Point Network enhances thedepot’s corporate philosophy and its communicationstrategy. The Star Point Network has also provento play an important role in the personal and pro-fessional development of TYAD employees. As em-ployees participate as Star Points, their understand-ing and appreciation for different areas of the depot’sbusiness grows and enhances their ability to con-tribute to the success of the depot.

A p p e n d i x A

Table of Acronyms

ACRONYM DEFINITION

3P People, Process, Product

ADADS Army Depot Automatic Diagnostic SystemA-IDP Automated Individual Development PlanAIT Automatic Identification TechnologyATE Automatic Test Equipment

BER Beyond Economical Repair

CAD Computer-Aided DesignCAE Computer-Aided EngineeringCAR Corrective Action RequestCEC Cost Estimating CellCOOLEST Communications Electronics Life Cycle Management Command

Contractors Opportunities On-LineCRP Capacity Requirements PlanningCRT Certification Review Team

D/PII Directorate of Productivity Improvement and InnovationDDTP Defense Distribution Depot TobyhannaDoD Department of DefenseDOIM Directorate of Information Management

EMS Enterprise Management System/Environmental ManagementSystem

ERIS Emergency Response Information SystemESCO Engineering Service Company

FCIM Flexible Computer-Integrated ManufacturingFEA Finite Element AnalysisFEM Facilities Equipment and MaintenanceFRA Forward Repair Activity

HHT Handheld Terminal

IOF Industrial Operations FacilityITSP Information Technology Strategic Plan

LCMC Life Cycle Management CommandLDP Leadership Development Program

MD Mission DirectorateMEDC Manufacturing Engineering Data CaptureMPS Master Production SchedulingMRP Material Requirements PlanningMTM Metrics That Matter

A-1

A-2

NETCOM Network Enterprise Technology CommandNOD Notice of DeficiencyNOR Net Operating Result

OSHA Occupational Safety and Health Administration

PDMSS Product Data Master Scheduling SystemPLM Product Life Cycle ManagementPM Program ManagerPTC Parametric Technology CorporationPWA Printed Wiring AsemblyPWB Printed Wiring Board

RAMP Rapid Acquisition and Manufacturing of PartsREC Reverse Engineering CellRF Radio FrequencyRFID Radio Frequency Identification

SCEP Student Career Experience ProgramSDR Supply Discrepancy ReportSP Strategic PlanSTAMIS Standard Army Management Information System

TDD Technical Development DivisionTPS Test Program SetTYAD Tobyhanna Army Depot

VA Veterans AffairsVPP Voluntary Protection Program

A p p e n d i x B

BMP Survey Team

B-1

Team Member Activity Function

Larry Halbig BMP Field Office - Indianapolis Team Chairman317-891-9901 Indianapolis, IN

Gail Lavrusky BMP Center of Excellence Technical Writer301-405-9990 College Park, MD

Team 1

Don Hill BMP Field Office - Indianapolis Team Leader317-849-3202 Indianapolis, IN

Mary Weiland Naval Surface Warfare Center - Carderock703-696-0340 West Bethesda, MD

Sharon Thompson Naval Surface Warfare Center - Crane812-854-2375 Crane, IN

Team 2

Rick Buentello BMP Center of Excellence Team Leader301-405-9990 College Park, MD

Darrell Gooden Naval Surface Warfare Center - Port Hueneme805-290-8362 Port Hueneme, CA

Marcus Spells BMP Center of Excellence301-405-9990 College Park, MD

Team 3

Al Lang BMP Field Office - Charleston Team Leader843-818-9498 Charleston, SC

Kip Pears BMP Center of Excellence301-405-9990 College Park, MD

Elsabeth Abraham BMP Center of Excellence301-405-9990 College Park, MD

B-2

Team 4

Peter Kampf Raytheon Integrated Air Defense Center Team Leader978-470-5992 Andover, MA

Bob Zaruta Northeastern Pennsylvania Industrial Research Center570-704-0028 Hanover Township, PA

Jim Shirley Naval Surface Warfare Center - Crane Division812-854-2416 Crane, IN

PRODUCT

FUNDINGMONEY

PHASING

TQM

COST

ASSESMENT

DESIGN TEST PRODUCTION FACILITIES LOGISTICS MANAGEMENT

DESIGN

REFERENCE

MISSION PROFILE

TRADE

STUDIES

DESIGN

PROCESS

PARTS &

MATERIALS

SELECTION

COMPUTER-

AIDED

DESIGN

BUILT-IIN

TEST

DESIGN

REVIEWS

BREAD BOARD

DEVELOPMENT

BRASS BOARD

DEVELOPMENT

PROTOTYPE

DEVELOPMENT &

REVIEW

DESIGN

REQUIRREMENTS

DESIGN

POLICY

DESIGN

ANALYSIS

SOFTWARE

DESIGN FOR

TESTING

CONFIGURATION

CONTROL

DESIGN

RELEASE

CONCEPT

STUDIES &

ANALYSIS

SPECIFICATION

DEV/ALLOCATION

VALIDATION

DESIGN FOR

ASSEMBLY

INTEGRATED

TEST

FAILURE

REPORTING

SYSTEM

UNIFORM

TEST

REPORT

SOFTWARE

TEST

DESIGN

LIMIT

LIFE

TEST, ANYLIZE &

FIX (TAAF)

FIELD

FEEDBACK

TEMP

DEVELOPMENT/

EXECUTION

SOFTWARE

SIMULATOR

MANUFACTURING

PLAN

QUALIFY

MANUFACTURING

PROCESS

PIECE PART

CONTROL

SUBCONTRACTOR

CONTROL

DEFECT

CONTROL

TOOL

PLANNING

SPECIAL TEST

EQUIPMENT (STE)

COMPUTER-AIDED

MANUFACTURING

(CAM)

MANUFACTURING

SCREENING

PRODUCTION

FABRICATION

ENVIRONMENTAL

ISSUES

MODERNIZATION

FACTORY

IMPROVEMENTS

PRODUCTIVITY

CENTER

FIELD VISITS/

SITE SURVEYS

SUPPORTABILITY

ANALYSIS

MANPOWER &

PERSONNEL

SUPPORT &

TEST

EQUIPMENT

TRAINING

MATERIALS &

EQUIPMENT

SPARES

TECHNICAL

MANUALS

LOGISTICS

ANALYSIS

DOCUMENTATION

MANUFACTURING

STRATEGY

DATA

REQUIREMENTS

PRODUCTION

BREAKS

PREPARE

REQUIREMENT

DOCUMENTS

DESIGN/

MILESTONE

REVIEW PLANNING

TECHNOLOGY

BASE

ANALYSIS

DIM. MANUF.

SOURCES & MAT.

SHORTAGE (DMSMS)

PERSONNEL

REQUIREMENTS

TECHNICAL

RISK

ASSESSMENT

DETERMINING

DEFINING NEED

FOR SYSTEM

QUALITY

ASSURANCE

MAKE OR BUY

DECISIONS

SCHEDULE

& PLANNING

TRANSITION PLAN

NEW PMWS

TEMPLATES

A p p e n d i x C

Critical Path Templates and BMP Templates

This survey was structured around and concentrated on the functional areas of design, test, production,facilities, logistics, and management as presented in the Department of Defense 4245.7-M, “Transition fromDevelopment to Production” document. This publication defines the proper tools-or templates-that consti-tute the critical path for a successful material acquisition program. It describes techniques for improvingthe acquisition process by addressing it as an industrial process that focuses on the product’s design, test,and production phases which are interrelated and interdependent disciplines.

The BMP program has continued to build on this knowledge base by developing 17 new templates thatcomplement the existing DOD 4245.7-M templates. These BMP templates address new or emerging tech-nologies and processes.

“CRITICAL PATH TEMPLATES

TRANSITION FROM DEVELOPMENT TO PRODUCTION”

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FOR

A p p e n d i x D

The Program Manager’s WorkStation

The Program Manager’s WorkStation (PMWS)is an electronic suite of tools designed to providetimely acquisition and engineering information tothe user. The main components of PMWS areKnowHow, the Technical Risk Identification andMitigation System (TRIMS), and the BMP Data-base. These tools complement one another andprovide users with theknowledge, insight, andexperience to make in-formed decisions throughand beyond all phases ofproduct developmentand production.

KnowHow providesknowledge as an elec-tronic library of technicalreference handbooks,guidelines, and acquisitionpublications that cover avariety of engineering top-ics including the DoD 5000series. The electronic col-lection consists of expertsystems and simple digitalbooks. In expert systems,KnowHow prompts theuser to answer a seriesof questions to deter-mine where the user iswithin a program’s de-velopment. Recommendations are providedbased on the book being used. In simple digitalbooks, KnowHow leads the user through theprocess via an electronic table of contents to de-termine which books in the library will be themost helpful. The program also features a fuzzylogic text search capability so users can locatespecific information by typing in keywords.KnowHow can reduce document search timesby up to 95%.

TRIMS provides insight as a knowledge-basedtool that manages technical risk rather than costand schedule. Cost and schedule overruns aredownstream indicators of technical problems. Pro-grams generally have had process problems long

before the technical problem is identified. To avoidthis progression, TRIMS operates as a process-ori-ented tool based on a solid systems engineeringapproach. Process analysis and monitoring pro-vide the earliest possible indication of potentialproblems. Early identification provides the timenecessary to apply corrective actions, thereby pre-

venting problems andmitigating their impact.TRIMS is extremely user-friendly and tailorable.This tool identifies areasof risk, tracks programgoals and responsibili-ties, and can generate avariety of reports to meetthe user’s needs.

The BMP Databaseprovides experience as aunique, one-of-a-kind re-source with more than4,000 best practices thathave been verified anddocumented by an inde-pendent team of expertsduring BMP surveys.BMP publishes its findingsin survey reports and pro-vides the user with basicbackground, process de-scriptions, metrics and

lessons learned, and a point of contact for furtherinformation. The BMP Database features a search-ing capability so users can locate specific topics bytyping in keywords. Users can either view the re-sults on screen or print them as individual abstracts,a single report, or a series of reports. The databasecan also be downloaded, run on-line, or purchasedon CD-ROM from the BMP Center of Excellence.The BMP Database continues to grow as new sur-veys are completed. Additionally, the database isreviewed every other year by a BMP core team ofexperts to ensure the information remains current.

For additional information on PMWS, please con-tact the Help Desk at (301) 403-8179, or visit theBMP Web site at http://www.bmpcoe.org.

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A p p e n d i x E

Best Manufacturing Practices Satellite Centers

There are currently ten Best Manufacturing Practices (BMP) satellite centers that provide representationfor and awareness of the BMP Program to regional industry, government and academic institutions. Thecenters also promote the use of BMP with regional Manufacturing Technology Centers. Regional manufac-turers can take advantage of the BMP satellite centers to help resolve problems, with the centers hostinginformative, one-day regional workshops that focus on specific technical issues.

Center representatives also conduct BMP lectures at regional colleges and universities; maintain lists ofexperts who are potential survey team members; provide team member training; and train regional person-nel in the use of BMP resources.

The ten BMP satellite centers include:

California

Izlay (Izzy) MercankayaBMP Satellite Center ManagerNaval Surface Warfare Center, Corona DivisionCode QA-21, P.O. Box 5000Corona, CA 92878-5000(951) 273-5440FAX: (951) 273-5315izlay.mercankaya@navy.mil

District of Columbia

Brad BotwinBMP Satellite Center ManagerU.S. Department of CommerceBureau of Industry & Security14th Street & Constitution Avenue, N.W.H3876Washington, DC 20230(202) 482-4060FAX: (202) 482-5650bbotwin@bis.doc.gov

Illinois

Robert LindstromBMP Satellite Center ManagerRock Valley College3301 North Mulford RoadRockford, IL 61114-5699(815) 921-2073FAX: (815) 654-4343r.lindstrom@rvc.cc.il.us

Iowa

Ron CoxBMP Satellite Center ManagerIowa Procurement Outreach Center2273 Howe Hall, Suite 2617Ames, IA 50011(515) 289-0280 or (515) 294-5240FAX: (515) 294-4925rcox@iastate.edu

Louisiana

Alley ButlerBMP Satellite Center ManagerMaritime Environmental Resources & InformationCenterGulf Coast Region Maritime Technology CenterUniversity of New OrleansUAMTCE, Room 163-Station 1225100 River RoadNew Orleans, LA 70094-2706(504) 458-6339FAX: (504) 437-3880alley.butler@gcrmtc.org

Ohio

Larry BrownBMP Satellite Center ManagerEdison Welding Institiute1250 Arthur E. Adams DriveColumbus, OH 43221-3585(614) 688-5080FAX: (614) 688-5001larry_brown@ewi.org

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Pennsylvania

John W. LloydBMP Satellite Center ManagerMANTEC, Inc.P.O. Box 5046York, PA 17405(717) 843-5054FAX: (717) 843-0087lloydjw@mantec.org

South Carolina

Henry E. WatsonBMP Satellite Center ManagerSouth Carolina Research Authority - AppliedResearch and Development Institute100 Fluor DanielClemson, SC 29634(864) 656-6566FAX: (843) 767-3367watson@scra.org

Tennessee

Duane BiasBMP Satellite Center ManagerY-12 National Security ComplexBWXT Y-12, L.L.C.P.O. Box 2009Bear Creek RoadOak Ridge, TN 37831-8091(865) 241-9288FAX: (865) 574-4614biasdl@y12.doe.gov

Virginia

William MotleyBMP Satellite Center ManagerDAU Program Director, Manufacturing ManagerDefense Acquisition University9820 Belvior Road, Suite G3Fort Belvior, VA 22060-5565(703) 805-3763FAX: (703) 805-3721bill.motley@dau.mil

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A p p e n d i x F

Navy Manufacturing Technology Centers of Excellence

The Navy Manufacturing Technology Program has established Centers of Excellence (COEs) to providefocal points for the development and technology transfer of new manufacturing processes and equipment ina cooperative environment with industry, academia, and the Navy industrial facilities and laboratories.These consortium-structured COEs serve as corporate residences of expertise in particular technologicalareas. The following list provides a description and point of contact for each COE.

Best Manufacturing Practices Center ofExcellence

The Best Manufacturing Practices Center of Excel-lence (BMPCOE) provides a national resource toidentify and share best manufacturing and businesspractices being used throughout government, in-dustry, and academia. The BMPCOE was establishedby the Office of Naval Research’s BMP Program,the Department of Commerce, and the Universityof Maryland at College Park. By improving theuse of existing technology, promoting the introduc-tion of improved technologies, and providing non-competitive means to address common problems,the BMPCOE has become a significant factor incountering foreign competition.

Point of Contact:Dr. Anne Marie T. SuPriseBest Manufacturing Practices Center ofExcellence4321 Hartwick RoadSuite 400College Park, MD 20740Phone: (301) 405-9990FAX: (301) 403-8180E-mail: annemari@bmpcoe.org

Institute for Manufacturing and SustainmentTechnologies

The Institute for Manufacturing and SustainmentTechnologies (iMAST) is located at the Pennsylva-nia State University’s Applied Research Laboratory.iMAST’s primary objective is to address challengesrelative to Navy and Marine Corps weapon systemplatforms in the areas of mechanical drive trans-mission technologies, materials processing technolo-gies, laser processing technologies, advanced com-posites technologies, and repair technologies.

Point of Contact:Mr. Robert CookInstitute for Manufacturing and SustainmentTechnologiesARL Penn State UniversityP.O. Box 30State College, PA 16804-0030Phone: (814) 863-3880FAX: (814) 863-1183E-mail: rbc5@psu.edu

Composites Manufacturing TechnologyCenter (operated by the South CarolinaResearch Authority)

The Composites Manufacturing Technology Cen-ter (CMTC) is a Center of Excellence for the Navy’sComposites Manufacturing Technology Program.The South Carolina Research Authority (SCRA) op-erates the CMTC and the Composites Consortium(TCC) serves as the technology resource. The TCChas strong, in-depth knowledge and experience incomposites manufacturing technology. The SCRA/CMTC provides a national resource for the devel-opment and dissemination of composites manufac-turing technology to defense contractors and sub-contractors.

Point of Contact:Mr. Henry WatsonApplied Research and Development InstituteComposites Manufacturing Technology Center934-D Old Clemson HighwayEagles Landing Professional ParkSeneca, SC 29672Phone: (864) 656-6566FAX: (864) 653-7434E-mail: watson@scra.org

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Electronics Manufacturing ProductivityFacility (operated by American Competi-tiveness Institute)

The Electronics Manufacturing Productivity Facil-ity (EMPF) identifies, develops, and transfers inno-vative electronics manufacturing processes to do-mestic firms in support of the manufacture ofaffordable military systems. The EMPF operates asa consortium comprised of government, industry,and academic participants led by the American Com-petitiveness Institute under a cooperative agree-ment with the Navy.

Point of Contact:Mr. Michael FredericksonElectronics Manufacturing Productivity FacilityOne International Plaza, Suite 600Philadelphia, PA 19113Phone: (610) 362-1200, ext. 215FAX: (610) 362-1288E-mail: mfrederickson@aciusa.org

Electro-Optics Center (operated by thePennsylvania State University’s AppliedResearch Laboratory)

The Electro-Optics Center (EOC) is a national con-sortium of electro-optics industrial companies, uni-versities, and government research centers thatshare their electro-optics expertise and capabilitiesthrough project teams focused on Navy require-ments. Through its capability for national electroniccommunication and rapid reaction and response, theEOC can address issues of immediate concern tothe Navy Systems Commands. The EOC is man-aged by the Pennsylvania State University’s AppliedResearch Laboratory.

Point of Contact:Dr. Karl HarrisElectro-Optics CenterWest Hills Industrial Park77 Glade DriveKittanning, PA 16201Phone: (724) 545-9700FAX: (724) 545-9797E-mail: kharris@psu.edu

Navy Joining Center (operated byEdison Welding Institute)

The Navy Joining Center (NJC) provides a nationalresource for the development of materials joining ex-pertise and the deployment of emerging manufactur-ing technologies to Navy contractors, subcontractors,and other activities. The NJC works with the Navy todetermine and evaluate joining technology require-ments and conduct technology development and de-ployment projects to address these issues. The NJCis operated by the Edison Welding Institute.

Point of Contact:Mr. Harvey R. CastnerEWI/Navy Joining Center1250 Arthur E. Adams DriveColumbus, OH 43221-3585Phone: (614) 688-5063FAX: (614) 688-5001E-mail: harvey_castner@ewi.org

Navy Metalworking Center (operated byConcurrent Technologies Corporation)

The Navy Metalworking Center provides a nationalcenter for the development, dissemination, and imple-mentation of advanced technologies for metalwork-ing products and processes. Operated by the Concur-rent Technologies Corporation, the NavyMetalworking Center helps the Navy and defense con-tractors improve manufacturing productivity and partreliability through development, deployment, train-ing, and education for advanced metalworking tech-nologies.

Point of Contact:Dr. Daniel WinterscheidtNavy Metalworking Centerc/o Concurrent Technologies Corporation100 CTC DriveJohnstown, PA 15904-1935Phone: (814) 269-6840FAX: (814) 269-2501E-mail: winter@ctcgsc.com

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Energetics Manufacturing TechnologyCenter

The Energetics Manufacturing Technology Center(EMTC) addresses unique manufacturing processesand problems of the energetics industrial base toensure the availability of affordable, quality, and safeenergetics. The EMTC’s focus is on technologies toreduce manufacturing costs, improve product qual-ity and reliability, and develop environmentally be-nign manufacturing processes. The EMTC is lo-cated at the Indian Head Division of the NavalSurface Warfare Center.

Point of Contact:Mr. John BroughNaval Surface Warfare CenterIndian Head Division101 Strauss AvenueBuilding D326, Room 227Indian Head, MD 20640-5035Phone: (301) 744-4417DSN: 354-4417FAX: (301) 744-4187E-mail: broughja@ih.navy.mil

Center for Naval Shipbuilding Technology

The Center for Naval Shipbuilding Technology(CNST) supports the Navy’s ongoing effort to iden-tify, develop and deploy in U.S. shipyards, advancedmanufacturing technologies that will reduce the costand time to build and repair Navy ships. CNSTprovides a focal point for developing and transfer-ring new manufacturing processes and technologiy;benefits that will accrue not only to the Navy but to

industry. CNST is operated and managed by ATI inCharleston, South Carolina.

Point of Contact:Mr. Ron GloverCenter for Naval Shipbuilding Technology5300 International BoulevardCharleston, SC 29418Phone: (843) 760-4606FAX: (843) 760-4098E-mail: glover@aticorp.org

Gulf Coast Region Maritime TechnologyCenter (operated by the University ofNew Orleans College of Engineering)

The Gulf Coast Region Maritime Technology Center(GCRMTC) fosters competition in shipbuilding tech-nology through cooperation with the U.S. Navy, rep-resentatives of the maritime industries, and variousacademic and private research centers throughoutthe country. Located at the University of New Or-leans, the GCRMTC focuses on improving design andproduction technologies for shipbuilding, reducingmaterial and total ownership costs, providing educa-tion and training, and improving environmental en-gineering and management.

Point of Contact:Mr. Frank Bordelon, New Orleans Site DirectorGulf Coast Region Maritime Technology CenterResearch and Technology ParkCERM Building, Room 409University of New OrleansNew Orleans, LA 70148-2200Phone: (504) 280-5609FAX: (504) 280-3898E-mail: fbordelo@uno.edu

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A p p e n d i x G

Completed Surveys

As of this publication, 151 surveys have been conducted and published by BMP at the companies listedbelow. Copies of older survey reports may be obtained through DTIC or by accessing the BMP Web site.Requests for copies of recent survey reports or inquiries regarding BMP may be directed to:

Best Manufacturing Practices Program4321 Hartwick Road, Suite 400

College Park, MD 20740Attn: Anne Marie T. SuPrise, Ph.D., Director

Phone: 1-800-789-4267FAX: (301) 403-8180

annemari@bmpcoe.org

Litton Guidance & Control Systems Division - Woodland Hills, CA (now Northrop Grumman Navigation Systems)

Honeywell, Incorporated Undersea Systems Division - Hopkins, MN (now Alliant TechSystems, Inc.)Texas Instruments Defense Systems & Electronics Group - Lewisville, TXGeneral Dynamics Pomona Division - Pomona, CAHarris Corporation Government Support Systems Division - Syosset, NYIBM Corporation Federal Systems Division - Owego, NYControl Data Corporation Government Systems Division - Minneapolis, MN

Hughes Aircraft Company Radar Systems Group - Los Angeles, CAITT Avionics Division - Clifton, NJRockwell International Corporation Collins Defense Communications - Cedar Rapids, IA (now Rockwell Collins)UNISYS Computer Systems Division - St. Paul, MN

Motorola Government Electronics Group - Scottsdale, AZGeneral Dynamics Fort Worth Division - Fort Worth, TXTexas Instruments Defense Systems & Electronics Group - Dallas, TXHughes Aircraft Company Missile Systems Group - Tucson, AZBell Helicopter Textron, Inc. - Fort Worth, TXLitton Data Systems Division - Van Nuys, CAGTE C3 Systems Sector - Needham Heights, MA

McDonnell Douglas Corporation McDonnell Aircraft Company - St. Louis, MONorthrop Corporation Aircraft Division - Hawthorne, CALitton Applied Technology Division - San Jose, CALitton Amecom Division - College Park, MD (now Northrop Grumman Electronic Systems Division)Standard Industries - LaMirada, CA (now SI Manufacturing)Engineered Circuit Research, Incorporated - Milpitas, CATeledyne Industries Incorporated Electronics Division - Newbury Park, CALockheed Aeronautical Systems Company - Marietta, GALockheed Missile Systems Division - Sunnyvale, CA (now Lockheed Martin Missiles and Space)Westinghouse Electronic Systems Group - Baltimore, MD (now Northrop Grumman Corporation)General Electric Naval & Drive Turbine Systems - Fitchburg, MARockwell Autonetics Electronics Systems - Anaheim, CA (now Boeing North American A&MSD)TRICOR Systems, Incorporated - Elgin, IL

Hughes Aircraft Company Ground Systems Group - Fullerton, CATRW Military Electronics and Avionics Division - San Diego, CAMechTronics of Arizona, Inc. - Phoenix, AZBoeing Aerospace & Electronics - Corinth, TXTechnology Matrix Consortium - Traverse City, MITextron Lycoming - Stratford, CT

1985

1986

1987

1988

1989

1990

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Resurvey of Litton Guidance & Control Systems Division - Woodland Hills, CANorden Systems, Inc. - Norwalk, CT (now Northrop Grumman Norden Systems)Naval Avionics Center - Indianapolis, INUnited Electric Controls - Watertown, MAKurt Manufacturing Company - Minneapolis, MNMagneTek Defense Systems - Anaheim, CA (now Power Paragon, Inc.)Raytheon Missile Systems Division - Andover, MA (now Raytheon Integrated Air Defense Center)AT&T Federal Systems Advanced Technologies and AT&T Bell Laboratories - Greensboro, NC and Whippany, NJResurvey of Texas Instruments Defense Systems & Electronics Group - Lewisville, TX

Tandem Computers - Cupertino, CACharleston Naval Shipyard - Charleston, SCConax Florida Corporation - St. Petersburg, FLTexas Instruments Semiconductor Group Military Products - Midland, TXHewlett-Packard Palo Alto Fabrication Center - Palo Alto, CAWatervliet U.S. Army Arsenal - Watervliet, NYDigital Equipment Company Enclosures Business - Westfield, MA and Maynard, MAComputing Devices International - Minneapolis, MN (now General Dynamics Information Systems)

(Resurvey of Control Data Corporation Government Systems Division)Naval Aviation Depot Naval Air Station - Pensacola, FL

NASA Marshall Space Flight Center - Huntsville, ALNaval Aviation Depot Naval Air Station - Jacksonville, FLDepartment of Energy Oak Ridge Facilities (Operated by Martin Marietta Energy Systems, Inc.) - Oak Ridge, TN

(now National Nuclear Security Administration)McDonnell Douglas Aerospace - Huntington Beach, CA (now Boeing Space Systems)Naval Surface Warfare Center Crane Division - Crane, IN and Louisville, KYPhiladelphia Naval Shipyard - Philadelphia, PAR. J. Reynolds Tobacco Company - Winston-Salem, NCCrystal Gateway Marriott Hotel - Arlington, VAHamilton Standard Electronic Manufacturing Facility - Farmington, CT (now Hamilton Sundstrand)Alpha Industries, Inc. - Methuen, MA

Harris Semiconductor - Palm Bay, FL (now Intersil Corporation)United Defense, L.P. Ground Systems Division - San Jose, CANaval Undersea Warfare Center Division Keyport - Keyport, WAMason & Hanger - Silas Mason Co., Inc. - Middletown, IA (now American Ordnance LLC)Kaiser Electronics - San Jose, CAU.S. Army Combat Systems Test Activity - Aberdeen, MD (now Aberdeen Test Center)Stafford County Public Schools - Stafford County, VA

Sandia National Laboratories - Albuquerque, NMRockwell Collins Avionics & Communications Division - Cedar Rapids, IA (now Rockwell Collins, Inc.)

(Resurvey of Rockwell International Corporation Collins Defense Communications)Lockheed Martin Electronics & Missiles - Orlando, FLMcDonnell Douglas Aerospace (St. Louis) - St. Louis, MO (now Boeing Integrated Defense Systems)

(Resurvey of McDonnell Douglas Corporation - McDonnell Aircraft Company)Dayton Parts, Inc. - Harrisburg, PAWainwright Industries - St. Peters, MOLockheed Martin Tactical Aircraft Systems - Fort Worth, TX (now Lockheed Martin Aeronautics Company)

(Resurvey of General Dynamics Fort Worth Division)Lockheed Martin Government Electronic Systems - Moorestown, NJSacramento Manufacturing and Services Division - Sacramento, CAJLG Industries, Inc. - McConnellsburg, PA

City of Chattanooga - Chattanooga, TNMason & Hanger Corporation - Pantex Plant - Amarillo, TXNascote Industries, Inc. - Nashville, ILWeirton Steel Corporation - Weirton, WVNASA Kennedy Space Center - Cape Canaveral, FLResurvey of Department of Energy, Oak Ridge Operations - Oak Ridge, TN (now National Nuclear Security Administration)

1991

1992

1993

1994

1995

1996

G-2

Headquarters, U.S. Army Industrial Operations Command - Rock Island, IL (now Operational Support Command)SAE International and Performance Review Institute - Warrendale, PAPolaroid Corporation - Waltham, MACincinnati Milacron, Inc. - Cincinnati, OH (now Cincinnati Machine, LLC)Lawrence Livermore National Laboratory - Livermore, CASharretts Plating Company, Inc. - Emigsville, PAThermacore, Inc. - Lancaster, PARock Island Arsenal - Rock Island, ILNorthrop Grumman Corporation - El Segundo, CA

(Resurvey of Northrop Corporation Aircraft Division)Letterkenny Army Depot - Chambersburg, PAElizabethtown College - Elizabethtown, PATooele Army Depot - Tooele, UT

United Electric Controls - Watertown, MAStrite Industries Limited - Cambridge, Ontario, CanadaNorthrop Grumman Corporation - El Segundo, CACorpus Christi Army Depot - Corpus Christi, TXAnniston Army Depot - Anniston, ALNaval Air Warfare Center, Lakehurst - Lakehurst, NJSierra Army Depot - Herlong, CAITT Industries Aerospace/Communications Division - Fort Wayne, INRaytheon Missile Systems Company - Tucson, AZNaval Aviation Depot North Island - San Diego, CAU.S.S. Carl Vinson (CVN-70) - Commander Naval Air Force, U.S. Pacific FleetTobyhanna Army Depot - Tobyhanna, PA

Wilton Armetale - Mount Joy, PAApplied Research Laboratory, Pennsylvania State University - State College, PAElectric Boat Corporation, Quonset Point Facility - North Kingstown, RIResurvey of NASA Marshall Space Flight Center - Huntsville, ALOrenda Turbines, Division of Magellan Aerospace Corporation - Mississauga, Ontario, Canada (now Orenda

Turbines, Repair, Overhaul and Industrial - Division of Magellan Aerospace Corporation)

Northrop Grumman, Defensive Systems Division - Rolling Meadows, ILCrane Army Ammunition Activity - Crane, INNaval Sea Logistics Center, Detachment Portsmouth - Portsmouth, NHStryker Howmedica Osteonics - Allendale, NJ (now Stryker Orthopaedics

The Tri-Cities Tennessee/Virginia Region - Johnson City, TNGeneral Dynamics Armament Systems - Burlington, VT (now General Dynamics Armament and Technical Products)Lockheed Martin Naval Electronics & Surveillance Systems-Surface Systems - Moorestown, NJ (now

Lockheed Martin MS-2)Frontier Electronic Systems - Stillwater, OK

U.S. Coast Guard, Maintenance and Logistics Command-Atlantic - Norfolk, VAU.S. Coast Guard, Maintenance and Logistics Command-Pacific - Alameda, CADirectorate for Missiles and Surface Launchers (PEO TSC-M/L) - Arlington, VA (now Surface Ship Weapons

& Launchers - PEO IWS 3.0)General Tool Company - Cincinnati, OH

University of New Orleans, College of Engineering - New Orleans, LABender Shipbuilding and Repair Company, Inc. - Mobile, ALIn Tolerance - Cedar Rapids, IAABC Virtual Communications, Inc. - West Des Moines, IAResurvey of Electric Boat Corporation, Quonset Point Facility - North Kingstown, RIUnited Defense, L.P. Ground Systems Division - Aiken, SCAuto-Valve, Inc. - Dayton, OH

1997

1998

1999

2000

2001

2002

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2003

G-4

2005

2006

United Defense, L.P. Armament Systems Division - Aberdeen, SDTOMAK Precision - Lebanon, OHRB Tool & Manufacturing Company - Cincinnati, OHForest City Gear - Roscoe, ILCALCE Electronic Products and Systems Center - College Park, MD (now Center for Advanced Life Cycle

Engineering - CALCE)U.S. Army Aviation & Missile Command, Automation Division-Integrated Materiel Management Center -

Redstone Arsenal, AL

Northrop Grumman Electronic Systems - Baltimore, MDRaytheon Integrated Air Defense Center - Andover, MA

Raytheon-Louisville - Louisville, KYMidwest Metal Products - Cedar Rapids, IARockwell Collins - Cedar Rapids, IAResurvey of Tobyhanna Army Depot - Tobyhanna, PA

2004