Life Cycle Management Initiative
What is it? The Army has launched the Army's Life Cycle Management (LCM) initiative designed to deliver better products to the Soldier faster, minimize life cycle cost, and enhance the synergy and effectiveness of the Army Acquisition, Logistics and Technology (ALT) communities. LCM is intended to integrate significant elements of ALT leadership responsibilities and authority to enable a closer relationship between the U.S. Army Materiel Command (AMC) and the Program Executive Offices (PEOs). The life cycle management initiative will provide an integrated, holistic approach to product development and system support.
What has the Army Done? A number of Life Cycle Management Commands (LCMC) have been established that align the PEOs and AMC's Major Subordinate Commands (MSCs) to create the synergy that meets the LCM goals. LCMCs have been created to better manage the life cycle of equipment by commodity for tank, automotive and armaments, aviation and missile, communications and electronics, joint munitions and chemical materials. The approach the LCMCs have taken focuses on creating greater effectiveness for the warfighter while achieving greater efficiencies within major enterprise and organizational level processes. Through collaboration each LCMC has aligned its resources to support the value produced to the war fighters. Each has begun to implement a Lean Six Sigma approach to identifying projects, selecting the initial high priority targets and training the workforce. In addition, the Military Deputy to the Assistant Secretary of the Army for Acquisition, Logistics, and Technology established a Deputy for Life Cycle Integration located at AMC Headquarters, to lead efforts to enhance integration of the processes that are common among the two headquarters.
What efforts does the Army plan to continue in the future? The Assistant Secretary of the Army for Acquisition, Logistics and Technology and the Commanding General of U.S. Army Material Command plan to continue the LCM initiative, integrate it at the enterprise level and measure the results through the deployment of Lean Six Sigma. Future efforts will focus on process integration where appropriate to enhance effectiveness and efficiency.
Why is this important to the Army? The Army cannot afford to use the same processes that require past levels of resources (people, time and money). As the Army has passed down resource cuts, many processes have remained the same, causing significant delays, heavy workload demands and inadequate funding levels to complete projects. By implementing the LCM initiative with Lean Six Sigma methodology, the Army is striving to prevent quality deficiencies and product defects caused by the lack of resources. In equipping the Army, we cannot risk the kinds of defects that may put our warfighters in danger.