Lean Six Sigma project phase four.

1. Lean Six Sigma Improving FTX/STX2 Tank Draw Quality SFC Henry, Don H. II Project Initiation Date: 31/03/08 Analyze Tollgate Date: 03/07/08

6. Potential Solutions Critical X Root Cause(s) Priority of Effort Potential Solution How Developed? Poor vehicle quality Incomplete PMCS 1 Employee PMCS Training Program Round Robin brainstorming session Lengthy issue times Inaccurate bumper number list 2 Vehicle tracking board 20 Questions Poor vehicle quality 5988-E’s not updated 3 Update SOP 20 Questions Lengthy issue times Vehicles Issued not ready 4 Vehicle tracking board Round Robin brainstorming session

7. Evaluation Criteria Criteria Weight Explanation for Weight Critical Customer Requirements - Y 1 Improve vehicle draw quality +3 Vehicle maintenance is preventative - Y 2 Improve bumper # accuracy +3 Accuracy increases quality and speed Critical Business Requirements - customer satisfaction +2 Essential for contract renewal - save money and improve quality +2 Operating costs should stay low - Implement changes by the end of FY 2009 +1 Establish a new SOP before relocating to Ft. Benning, GA - risk of implementation is low +1 Approx. 1 year away from relocating Regulatory/Other - Adherence to DA Pam 738-750 +3 Essential maintenance processes - Adherence to Technical Manuals +3 Essential service schedules - Adherence to applicable Army Regulations +3 Safety, supply systems, Environment, etc…

9. Selected Solutions: Results The red box indicates two vehicles that were hard to locate on the tracking board due to the small size of the vehicle markers and the use of a single color for vehicle identification. Trial and Error Results Present during 4 or more vehicles drawn Present during 3 vehicles drawn Present during 2 or less vehicles drawn Solution A (correct bumper #’s) All 5 of the bumper numbers issued to soldiers were drawn. Solution B (training) Properly completed 5988-E’s and well trained mechanics Solution C (tracking board) Tracking board reflected vehicle locations

10. Solution Risk Assessment: FMEA Significant changes in the Risk Priority Numbers Process Step / Input Potential Failure Mode Potential Failure Effects SEVERITY Potential Causes OCCURRENCE Current Controls DETECTION RPN Actions Recommended Resp. Actions Taken SEVERITY OCCURRENCE DETECTION RPN What is the process step and Input under investiga-tion? In what ways does the Key Input go wrong? What is the impact on the Key Output Variables (Customer Requirements)? What causes the Key Input to go wrong? What are the existing controls and procedures (inspection and test) that prevent either the cause or the Failure Mode? What are the actions for reducing the occurrence of the cause, or improving detection? What are the completed actions taken with the recalculated RPN? T-1 bumper number list not accurate excessive delays 7 lack of organization 7 none 7 343 Tracking Board UMA 4 3 1 12 PMCS not updated rework 7 lack of personnel 6 Army Policy 5 210 PMCS Training UMA 4 2 2 16 QA/QC not timely rework 4 lack of maintenance 4 EXSOP/Army policy 4 64 restructure of process UMA 2 3 3 18 tank sign over already issued rework 7 lack of organization 2 Army Policy/EXSOP 2 28 tracking board UMA 4 3 1 12 tank dispatch does not go wrong no problems 1 no problems 1 EXSOP 5 5 n/a 0

11. “ To-Be” Process Map Soldier moves vehicle to staging area Errors are corrected before vehicle numbers are issued to the Soldier and the Soldier completes minor checks and routine maintenance (as described in the Technical Manual). QAQC Maintenance Manager Dispatch Soldier Issues prescreened bumper number list to soldier Hand receipt Vehicle signed over to soldier Avg. Delay 30 min Soldier conducts PMCS and updates 5988-E, turns it in to maintenance supervisor Passes QAQC Receives signed QAQC sheet Vehicle dispatched to soldier YES NO NVA time is in dark blue, Total delay time is reduced to .5 hours Retrieves info from RATSS system Notify UMA of the # of tanks needed Mechanics Maintenance manager checks bumper number list and 5988-E, verifies faults and makes repairs if needed

17. Implementation Plan: RACI Chart R = Responsible – The person who performs the action/task. A = Accountable – The person who is held accountable that the action/task is completed. C = Consulted – The person(s) who is consulted before performing the action/task. I = Informed – The person(s) who is informed after performing the action/task. Step Action/Task Responsible Accountable Consulted Informed 1 Updating the UMA EXSOP to reflect the new process 1/16 Maintenance Officer 1/16 Maintenance Officer UMA, 1/16 1/16 leadership, 1/16 soldiers, UMA personnel 2 PMCS training for maintenance personnel UMA training manager UMA Program manager Human resources UMA leadership 3 Tracking board updates Maintenance leader Maintenance leader mechanics soldiers 4 5988-E updates UMA ULLS clerk Mechanics, Soldiers, ULLS clerks Mechanics, Soldiers, ULLS clerks 1/16 leadership, 1/16 soldiers, UMA personnel 5 Issue of bumper number list to Soldiers Maintenance leader Maintenance leader Mechanics/QAQC 1/16 leadership, 1/16 soldiers, UMA personnel 6

23. Analyze Storyboard Define Project Charter T-6 IPR T2T RATSS T-5 T2T T-4 T2T T-3 T2T T-2 IPR vehicle Bumper #s Given to unit T-1 Tank draw, HETT, 5988-E update Measure BII draw measured Tank draw measured 5988-E updates measured RIE Baselines collected Critical X’s Identified Potential Root Causes Identified Root Causes Prioritized Analyze Improve Potential solutions identified Pilot test/results Implementation Plan developed Problem: Poor tank quality at issue Goal: Improve tank quality at issue, Reduce rework, improve fault tracking Non-quantifiable Benefits Morale, tank maintenance, fault tracking Step Action/Task Responsible Accountable Consulted Informed 1 Updating the UMA EXSOP to reflect the new process 1/16 Maintenance Officer 1/16 Maintenance Officer UMA, 1/16 1/16 leadership, 1/16 soldiers, UMA personnel 2 Hiring of more maintenance personnel UMA Hiring manager UMA Program manager Human resources UMA leadership 3 Tracking board updates Maintenance leader Maintenance leader mechanics soldiers 4 5988-E updates UMA ULLS clerk Mechanics, Soldiers, ULLS clerks Mechanics, Soldiers, ULLS clerks 1/16 leadership, 1/16 soldiers, UMA personnel 5 Issue of bumper number list to Soldiers Maintenance leader Maintenance leader Mechanics/QAQC 1/16 leadership, 1/16 soldiers, UMA personnel 6

24. Sign Off I concur that the Improve phase was successfully completed on 11/17/08. If developed, the forecasted financial and/or operational benefits have been entered into PowerSteering (See Section 6 of Deployment Guidebook). I concur the project is ready to proceed to next phase: Control. CW4 David Lucy Resource Manager/Finance COL Leopoldo Quintas Deployment Director SFC Don H. Henry II Black Belt Nathan Sprague Master Black Belt MAJ Andre L. Mackey Sponsor / Process Owner