ANNISTON ARMY DEPOT, Ala. -- The depot ended fiscal year 2018 with progress made in the areas of performance to promise, safety and continuous process improvement.

Col. Joel Warhurst, the depot's commander, highlighted each of these areas during his Oct. 10 town hall meeting.

The event was aired live to the workforce from the Training Building and can be viewed in the Town Hall archives on IPTV.

LINES OF EFFORT

Warhurst discussed three lines of effort with the workforce, showcasing the depot's priorities and how they fit with the Tank-automotive and Armaments Command as well as Army Materiel Command.

"This is a reinforcement of how I visualize our main initiatives," Warhurst told the crowd. "All of these relate to how we can do business better on depot."

The three lines of effort are: Readiness, Optimize the Depot, and Workforce Development and Professionalism.

Warhurst took a moment to give additional attention to workforce development, letting employees know the training, performance evaluations and certifications which make up this line of effort are in place to ensure the ANAD workforce is ready to support the war fighters at home and overseas.

"We are looking at our capability to deploy an concert with the war fighter," said Warhurst. "When it happens, we don't have 90 days to get ready to go, we have to go now."

PERFORMANCE TO PROMISE

In the last two years, since fiscal year 2016, ANAD's performance to promise has risen from 76 percent to 95 percent.

P2P is a measurement of how well the depot is able to complete products on schedule.

"Overall, our performance has been very steady at 95 percent or better," said Warhurst, adding he would like to see 100 percent reached in fiscal year 2019.

DIGITAL DEPOT

ANAD is quickly gaining technological improvements to assist with parts movement throughout the installation.

Warhurst discussed a variety of digital tools the depot is using or will use in the near future, such as the Industrial Complex Integrated Information Tracker, better known as iCIIT, and the radio frequency identification tools the installation is considering for the future.

"What we are looking to do is leverage technology to make us more efficient and work smarter, not harder," said Warhurst.

Many of these tools will require input from employees on the shop floor to ensure data is recorded accurately and the programs operate as they should.

"This is about giving you the tools and visibility of what needs to be worked in a given sequence," said Warhurst.

QUALITY

While the dollar value of rework at ANAD remained high in FY18, at $3.8 million, Warhurst said the number of hours spent on rework has declined.

"In FY16, we had more than 25,000 hours worth of rework. This year, we only had a little over 23,000 hours of rework," he said.

He encouraged employees to continue to take the time to do each process correctly the first time to eradicate rework.

"This is about how we provide a quality product back to the war fighter," said Warhurst. "It's got to work in the most austere, toughest conditions."

SAFETY

"We've continued to have fantastic results in our safety trends," said Warhurst, noting the reductions in Occupational Safety and Health Administration recordable injuries, overexertion injuries and incidents due to non-compliance.

He reminded employees that accidents can be prevented by thinking through processes; ensuring the correct personal protective equipment, guards and other protections are in place; and taking the time to follow procedures.

Warhurst emphasized several good safety practices in place throughout the installation, such as ergonomic tooling, planning work and reporting of near misses, accidents that almost happened, but didn't.

He also discussed some of the ways the installation still needs to work to become safer.

The use of homemade tools, rather than equipment which can be verified; accidents due to non-compliance; and working without the proper protective equipment, including fall protection, topped the list.

CONTINUOUS PROCESS IMPROVEMENT

ANAD had a $31.7 million goal in continuous process improvements to meet in FY18. The final tally for CPI projects was $38.65 million.

"It is clear in my mind that there are ample opportunities across depot for us to gain efficiencies," said Warhurst.

Warhurst asked every employee on the installation to look at the processes they perform in their jobs to see how things can be more efficient.

"I'm empowering you to tell us what you need to make your job easier," he said.

DEPOT CAPACITY

More than 700 employees are being added to the depot's workforce this year to assist with the increased workload.

The commander said work in FY19 will continue to increase.

"This is just a sign of what the current Army trends are in terms of readiness," said Warhurst. In FY19, we have a lot of readiness drivers the Army is saying Anniston Army Depot needs to work."

GAP UPDATE

The final Group Award Program metrics showed a calculated total of $1,687.50, which had to be rounded up. This means eligible employees will receive a $1,688 payout Nov. 22.

Warhurst touched on the FY19 GAP, details of which can be found on page 4.

"I would love to give $2,000," he said. "Earn it. I'm not going to give you anything, you have to earn it."

Warhurst said each of the FY19 goals have been set to be realistic and are achievable.

FINAL NOTES

Warhurst ended the town hall by reminding employees to take care of themselves and each other.

The mandatory shutdown time in December, he said, is a good time to spend relaxing with family.

Employees also need to watch out for signs of suicide in our friends and family members and treat everyone with the dignity and respect they deserve.

FINAL 2018 GAP

Anniston Army Depot's Group Award Program payout for fiscal year 2018 is $1,688, with payouts anticipated Nov. 22.

The metrics concluded with a payout of $1,687.50, which has been rounded up for each employee to the final amount of $1,688.

This payout is for the period from Oct. 1, 2017, through Sept. 30, 2018.

In order to determine whether or not you are eligible to receive a payout, criteria for the GAP policy must be met.

The criteria can be found on page 3 of the Oct. 4 issue of TRACKS.

Productive Yield:
Direct Productive Yield:
Final FY2018 hours - 1,600
Final FY2018 payout - $250
final amount is 100 percent of maximum

Indirect Productive Yield:
Final FY2018 hours - 1,654
Final FY2018 payout - $62.50
final amount is 25 percent of maximum

Performance to Promise:
Final FY2018 percentage - 95
Final FY2018 payout - $375
final amount is 75 percent of maximum

Net Operating Result:
Final FY2018 loss - -$2.24M
Final FY2018 payout - $500
final amount is 100 percent of maximum

Continuous Process Improvement
Final FY2018 savings - $38.65M
Final FY2018 payout - $500
final amount is 100 percent of maximum

FINAL FY2018 TOTAL: $1,688
The final calculated total from the metrics, $1,687.50, has been rounded up for each eligible employee. For eligibility requirements, see Page 3 of the Oct. 4 issue of TRACKS.