Home' Army Acquisition Logistics and Technology Magazine : Army ALT January-March 2014 Contents reduced equipment duplications and
established a free-issue site to redistribute
available equipment effectively. By the
official launch of the reorganization on
Sept. 1, 2012, the CCAD workforce was
already demonstrating how effective an
employee-led, cost-conscious culture
CASE IN POINT:
BLACK HAWK RECAP
These organizational strides were key to
the success of CCAD’s UH-60 Black
Hawk recapitalization program, which
represents just one example of how
CCAD is achieving the highest possible
return on capital assets and investments.
The depot has become the cornerstone
of sustainment for the Army’s Black
Hawk fleet. The Black Hawk recap pro-
gram, introduced more than a decade
ago, maintains the Army’s combat readi-
ness by updating aircraft already in the
inventory to meet the evolving require-
ments of modern warfare. Recap, part
of the Army’s efforts to reduce platform
sustainment costs, avoids the expense
of replacing aging helicopters with
Specifically, CCAD’s Black Hawk recap
program saves taxpayers approximately
$12 million with each rebuild. Since
2003, the program has saved the tax-
payer more than $20 billion, cutting
time and costs while making smarter
choices in workload.
CCAD’s new proactive and efficient cul-
ture enabled the workforce to recapitalize
more Black Hawks than ever—50 A-to-
L models—by improving systems and
processes in workshops with innovative
technology, lean methodologies and best
business practices. The Aircraft Support
Division, for example, reduced turn-
around time 17 percent in FY12, and the
trend continues today.
CCAD did not expect to have the capa-
bility to produce 50 A-to-L -model Black
Hawks until FY15, having achieved only
48 aircraft the year before. Now the depot
is also rebuilding U.S. Air Force Pave
Hawks, as well as Customs and Border
Protection Blackhawks, and is in talks to
include the U.S. Navy and Coast Guard
in the recap program.
In another example of newfound efficien-
cies at CCAD, during FY12, UH-60
main rotor blades were not available in
sufficient quantities to maintain fleet
readiness. Despite numerous space and
capacity constraints, the depot ramped
up output within 90 days. By maximiz-
ing workflow and increasing productivity,
CCAD was able to increase monthly
production on Black Hawk blades from
120 to 160.
Measured another way, in FY11 the
Rotary Wing Division increased monthly
production of Black Hawk main rotor
blades by 43 percent, from 70 to 100
blades. In FY12, UH-60 tail rotor blade
production increased 18 percent, from 85
to 100. AH-64 main rotor blade produc-
tion increased 50 percent, from 40 blades
in FY11 to 60 in FY12. Altogether, the
division increased production by 30 per-
cent in one fiscal year without incurring
any additional cost or expansion.
Customer and Quality
F1. Ensure accuracy of financial data.
F2. Balance carryover.
F3. Optimize inventory levels and reduce
F4. Use Business Case and 7D Analysis
F5. Improve contract administration.
C1. Meet the negotiated schedule
coordinated with IMMC.
C2. Use business and quality manage-
ment to improve process control and
C3. Systematically track and reduce rework.
C4. Engage stakeholders within the enter-
prise to improve performance.
O1. Adopt AS9110A standard.
O2. Increase proficiency in LMP and ESPS.
O3. Establish Configuration Control Manage-
O4. Ensure organizational design is appro-
priate for Depot 2015.
O5. Develop a paperless environment for
E1. Invest in the financial and business skills
E2. Empower, train and develop the next
generation of CCAD leadership.
E3. Improve employee work-life balance
E4. Empower every employee to participate
in positive change through leading
AS9110A - SAE
Systems - Requirements
for Aviation Maintenance
ESPS - Electronic Shop
IMMC - Integrated
POINTING THE WAY
In 2011, CCAD set the stage for a professional recommitment to its core values with this balanced
scorecard, which became the organization’s standard by which all production and support areas
would be measured continually. The goal was to enable the depot to achieve organizational
change, increase production rates and lower costs to survive the effects of reduced budgets and
fewer troops in Iraq and Afghanistan. (SOURCE: CCAD)
100 Army AL&T Magazine
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