Home' Army Acquisition Logistics and Technology Magazine : Army ALT April-June 2012 Contents 116 Army AL&T Magazine
ENGAGING THE WORKFORCE
After defining the types of CPI projects,
the steering committee held workshops
to engage the workforce in identifying
critical projects and potential opportuni-
ties. During this process, one challenge
became evident: There was a need to
change the culture and the mind-set of
the staff, to help them understand that
what once seemed impossible---reduc-
ing waste (non-value-added tasks and
activities) and lowering costs while main-
taining and improving schedule and
performance, without disrupting opera-
tions---was now achievable.
To guide employees to be more proactive
in pursuing efficient solutions in daily
operations and to help them become
more cognizant of the importance of
their individual roles in productively
using resources, the steering commit-
tee developed a set of CPI foundational
1. Ensure leadership involvement.
2. Educate every employee about projects
that qualify as efficiencies and how
those actions benefit the workforce
and the Soldier.
3. Ensure that the documentation pro-
cess for capturing efficiencies is easy to
understand and readily accessible.
4. Train, mentor, and empower employ-
ees to be innovative, creative, and
motivated to change.
5. Provide incentives to the workforce.
6. Promote collaboration with industry.
LAYING THE FRAMEWORK
The next step after the project selection
workshop was selecting project leads to
develop strategies for individual project
implementation and to guide the pro-
cess. Finally, tracking mechanisms and
documentation procedures were estab-
lished to monitor the health and progress
of each project.
"The CPI documentation process is
important because it helps us track our
progress so we can learn how to bet-
ter sustain and mature improvements,"
said Barb Dmoch, Process Improvement
Lead/CPI Director. "The system is user-
friendly for the project leaders and makes
it easy for them to record the good work
being done to make our organization
An informal mentoring program also
ensures that help is available to guide and
support organizational leads. CPI strategy
experts coach PMO project leads; PEO
resource management and cost analysts
support their PMO counterpart leads.
SNAPSHOTS OF SUCCESS
An example of a successful CPI proj-
ect lies in the initiatives of the Robotic
Systems Joint Project Office (RS JPO),
under the management of PEO GCS.
RS JPO reduced the cost of shipping
and storage for robotic assets to be
drawn down, while establishing a
new process for the disposal of
robotic systems that are no longer
required. Unused robots can be turned
in to Defense Logistics Agency Dispo-
sition Ser vices, enabling other federal
and state entities to make further use of
mission-capable equipment. The total
cost avoidance for this project was nearly
Although most projects generally yield
a cost savings or avoidance, PEO
GCS noticed that some initiatives
simply resulted in better business
practices, which are also vital to mis-
sion success. For example, the Process
Conformance Improvement project
provided the benefit of establishing an
organizational assessment mechanism
processes across the PEO. In one case,
methodologies to accomplish the
same procedure were reduced from
five to one.
"Our recent success can be directly related
to the leadership of our PEO and PMs
(project managers), as well as the dedi-
cation and ideas of our employees to
identify waste and lower costs," said
Dave Taylor, PEO GCS Better Buying
Power Expert. "Our leaders and people
delivered excellent results, and we are
incorporating best practices to raise the
bar this fiscal year."
PEO GCS is on its way to surpassing
its FY11 accomplishments. By January,
56 percent of PEO GCS leaders had
completed CPI project sponsor training.
An additional three projects, totaling
more than $50 million in cost savings or
avoidance, have been completed to date;
40 more projects are expected to close by
the end of FY12.
"We are faced with austere economic
conditions that constrain our resources
and demand innovative approaches to
accomplish our mission," Davis said.
"We will pioneer efficiency initiatives
to do things smarter, faster, better, and
at less cost, so we can continue to pro-
vide affordable, integrated, and robust
ground combat systems and ensure the
success of our warfighters."
For more information on PEO GCS, go to
LORI A. GREIN is the Public Affairs Offi-
cer for Program Executive Office Ground
Combat Systems. She holds a B.S. degree
and is a graduate of the Defense Infor-
mation School. Grein has eight years of
government experience in leadership and
public relations roles and is an experienced
correspondent for Army publications.
THE EFFICIENCIES CHALLENGE
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