The Joint Munitions Command’s implementation effort to optimize operations at the Government Owned Government Operated depots has proven to be a game-changer when effectively and efficiently executed. This included identifying opportunities for increasing logistics and production capacity as well as throughput; reducing cycle times and carryover; and building greater enterprise alignment and coordination. In doing this, we established standardized processes in order to gain efficiencies and ensure 100 percent of the people are doing 100 percent of the right work 100 percent of the time. We increased readiness through improved performance. This strategic objective supports JMC in developing and delivering materiel readiness solutions to ensure globally dominant land force capabilities and providing lethality that wins. The goal of this objective is an end state where JMC is a modernized command and enterprise that is resourced, responsive and effective.
In coordination with various JMC headquarters Primary Business Process Owners, the team used best business practices from GOGO installations and assessment recommendations to develop solutions to address drivers of performance improvement and standardization. The design phase resulted in strategies to improve performance by using management systems and training to increase competencies in basic supervisory skills and concepts to strengthen model behaviors. This also included developing tools to pair with existing components to help each installation plan, execute and evaluate its operations.
Additionally, to drive standardization, processes were developed for several JMC operations like surveillance; inventory of assets; issues and receipts, cost centers and depot Ammunition Operations Centers. JMC incorporated strategic, operational and tactical tasks aligned with the strategic objective to reform the Munitions OIB and make JMC’s contribution to Army readiness more efficient and effective through metrics, greater standardization across the enterprise, and strengthening of the ability for headquarters to provide oversight and management of the installations.
“This munitions enterprise-wide effort had a goal of standardizing operations across JMC’s munitions enterprise, ensuring better visibility of assets, communication, efficiency, accountability and readiness,” said Cindy Brock, Division Chief, OIB Support GOGO Division, JMC.
“JMC wants to get all organizations using the same processes in certain areas,” said Darrel Tackett, the Chief of Operations, for Anniston Munitions Center, Anniston, Ala.
As one of the installations managed by JMC, the program improved ANMC’s ability to plan munitions operations. It enabled supervisors to plan more efficiently, allowing them to create tasks in Logistics Modernization Program for all scheduled movements in a week or designated timeframe.
“It also enables workers to simply call in their movements to a centralized Ammunition Operations Center to have them logged into the system, practically in real time,” said Tackett. “Consequently, the ammo enterprise now has greater visibility of asset movements across the organization.”
Another change was the addition of a tiered-level meeting concept. ANMC was already conducting multi-echelon meetings throughout the organization, but the new concept helped tie them together. Now, ANMC’s Tier One meetings or pre-shift huddles, feed Tier Two meetings at the directorate level, which in turn provide data to management during Tier Three gatherings. This allows employees to share great ideas all the way up to the command level and ensures mission awareness at all levels.
ANMC’s Commander, Lt. Col. Roshun Steele, summed up the effort: “with better efficiency, visibility and planning, ANMC and the entire JMC Organic Industrial Base are better prepared to support Army readiness by providing quality lethal munitions to the Warfighter across the globe.”