Crane Quarterly Magazine

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Crane Quarterly Magazine
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2 CRANE QUARTERLY MAGAZINE | April-June 2018 Commanders Comments Col. Michael P. Garlington Teammates, Each day you are at work I want you to consider if you are effective efficient or both when executing your daily duties are you helping us ensure the Warfighter has the ammunition they need to decisively defeat our enemies and come home safely? Are we merely just getting our jobs done, or are we getting them done in the most efficient manner possible? As we look at the idea of efficiency and how it relates to the work we do at Crane Army, its important to understand the difference between being effective and being efficient. Effective (adj.) is defined as Adequate to accomplish a purpose; producing the intended of expected result. Simply put, it is just getting the job done. On the other hand, efficient (adj.) means Performing or functioning in the best possible manner with the least waste of time and effort or producing more while working the same or less. In other words, the difference of doing the right things (effective) versus doing things right (efficient). We have been doing the right thing for years at Crane, but in a time of narrowing resources we must now accomplish the things we do better. At Crane Army, by being more efficient we can lower the price of our products, which will generate more business and maintain a steady workload. JMC Headquarters recently introduced several reform initiatives and as a part of these we have recently publicized the six cultural pillars of JMC. These Pillars help guide the work we do so we can continue providing munitions readiness to the Warfighter in the most efficient way. The Pillars are built on the Army values and support creating a greater alignment across all JMC installations. Crane Army continues to lead the way as the first Depot to roll out the Organic Industrial Base to Sustainable Readiness Model effort which include the Cultural Pillars, the System for Management and the Supervisor Behavior Model as we strive to get better and remain Ready, Reliable and Lethal. These efforts and the values associated with the pillars (trust, accountability, professionalism, learning, forward thinking and mutual support) also fall in line with my top three priorities of Safety, Quality and Efficiency. As we look at efficiencies and the OIB to SRM effort, I want you to consider how these processes help shape and guide you in your daily work. In turn, not only will this help us be more efficient in our roles at Crane Army, but it will also help us align with General Pernas directive for the OIB. Thank you for your continued hard work and dedication to ensuring quality munitions readiness. In the coming months, more information will be put out in regards to our effort to become more efficient, including the SFM, SBM and Cultural Pillars and how to implement them across the work force. Lets continue to be effective in our daily jobs and strive to become more efficient and continue to lead the way in the OIB!

PAGE 3 3 CRANE Quarterly Magazine COMMAND STAFF Col. Michael P. Garlington Commander Norman Thomas Deputy to the Commander EDITORIAL STAFF Thomas Peske Public and Congressional Affairs Capt. Amy Crane Public Affairs Officer Ha yley Smith Publ ic Affairs Specialist EDITORIAL OFFICE INFORMATION The Crane Quarterly is an authorized publication for members of Crane Army Ammunition Activity and the Department of Defense. Contents of the magazine are unofficial and are not necessarily the views of, or endorsed by, Crane Army Ammunition Activity, the Department of the Army, the Department of Defense, or any other U.S. Government agency. The editorial content of the Crane Quarterly is the responsibility of the Public Affairs Office at CAAA. Features 10 MOVING THE TARGET Improving Processes and Increasing Efficiency 13 RENOVATIONS AND MODERNIZATION Creating an Environment for Efficiency 14 EMPLOYEES IN THE SPOTLIGHT Making a Difference for Crane Army In Every Issue 2 COMMANDERS COMMENTS The Efficiency Model 4 RAPID FIRE CAAA News and Notes 5 RECON Photos from the Field 6 INTEL The Army Vision: 2028 Contents Mailbag CAAA welcomes feedback from readers. Feedback can be submitted via email and must include senders name, phone number and valid email address. Send feedback emails to: Postal address: CAAA Newsletter, ATTN: JMCN-PA, 300 Highway 361, Crane, Indiana 47522-5099. Q. Will the Bedford Gate remain closed permanently? A: No, it is not permanently closed. According to NSA Crane, the Bedford Gate will open once repairs are complete. The gate is currently closed as repairs take place. There were some unexpected delays largely due to contracting issues.


4 CRANE QUARTERLY MAGAZINE | April-June 2018 Rapid Fire 2 3 Leadership Guidance on Efficiency LEMC Partnerships to Increase Efficiencies NDAA Supports Project at Crane Army NEWS & NOTES 1 Letterkenny Munitions Center recently partnered with Raytheon Integrated Defense Systems in an effort to increase efficienices in their managment systems process. LEMC integrated a management system to track schedule performance and health in individual work teams. The system serves as a one-stop-shop information tool to communicate production schedule, cost and quality conformance, as well as safety, training and key visit information. The new system not only meets industry standards, but also supports the pursuit of productivity goals and increasing overall efficiency for the installation. The Fiscal Year 2019 National Defense Authorization Act supports Crane Army Ammunition Activity with $16 million dollars for a Railyard that will increase operations. The design contract for the Railcar Holding Area MILCON was awarded June 1, 2018. CAAA expects the construction award late FY19 or early FY20. The $16 million project will provide an explosives railcar holding yard. Construction will include approximately one mile of rail, increasing CAAAs overall rail holding net explosive capacity. Naval Facilities Engineering Command (NAVFAC) MidAtlantic will contract the design and construction with Crane Army input and oversight. Gen. Gustave Perna, AMC Commanding General We need 100 percent of the people doing 100 percent of the job, and we need to make sure were all paying attention and were all part of the solution.

PAGE 5 5 Recon An employee disassembles rocket warheads with white phosphorus payloads. After the fuze and explosive material are separated from the projectile body, the white phosphorus material is chemically converted to safer substances in an environmentally-friendly, closed demilitarization process. A Crane Army employee loads and seals explosive powder into expulsion charge assembly bags. The charges form part of a chain of explosives inside illumination rounds that connect the fuze to the flammable material that burns to provide illumination.


6 CRANE QUARTERLY MAGAZINE | April-June 2018 THE ARMY VISION: OUR FUTURE ENDSTATE The Army of 2028 will be ready to deploy, fight, and win decisively against any adversary, anytime and anywhere, in a joint, multi-domain, high-intensity conflict. The Army will maintain its ability to conduct irregular warfare while simultaneously deterring adversaries anytime, anywhere. Five Objectives of the Future Army Vision: Man-Grow the Active Army above 500,000 Soldiers with associated growth in the Army Reserve and National Guard Organize-Ensure war-fighting formations have sufficient infantry, armor, engineer, artillery and air defense assets Train-Focus on high-intensity conflict, with emphasis on operating in dense urban terrain, electronically degraded environs and under constant surveillance Equip-Reform the current acquisition system and unify the modernization enterprise under a single command with the intent to focus on delivering the weapons, combat vehicles, sustainment systems and equipment when Soldiers need it Lead-Develop smart, thoughtful and innovative leaders who are comfortable with complexity and are capable of operating from the tactical to strategic level 2028 Secretary of the Army Dr. Mark T. Esper speaks with a Soldier while visiting an Army installation. Esper recently laid out The Army Vision through 2028 that will ensure Americas Soldiers are able to fight and decisively win in any future battle. (Photo Credit: U.S. Army photo by Daniel Torok ) Prepare for the toughest fight. We must now build the Army of 2028. Dr. Mark T. Esper Secretary of the Army Intel

PAGE 7 7 When the U.S. Army took over the mission of being the DoDs munitions provider as the Single Manager for Conventional Ammunition in 1977, it inherited a munitions enterprise largely built on the remnants of World War II-era strategy. As the Army (and Department of Defense) evolves to handle the challenges of 21st Century adversaries, the munitions enterprise must evolve as well. Efficiency is the key to ensuring it is a vital power projection platform effectively delivering munitions. Through multiple initiatives from the U.S. Army Materiel Command and the Joint Munitions Command, Crane Army is actively working to improve its efficiencies. These initiatives range from improving cultural understanding of how to be more productive throughout the workday to enhancing both short and long range planning to increase logistics and production capacity and throughput. Over the past couple of months, Crane Army employees received tools to assist them in meeting this goal including the Sustainable Readiness Model, to increase readiness and stability across the Organic Industrial Base, and the Oliver Wight Supply and operations planning process, to help with supply and demand outlook. To better increase readiness and stability across the OIB, JMC developed and distributed a strategy to link the OIB output to the SRM, which include the cultural pillars, the System for Management and the Supervisor Behavior Model. The aim of these efforts is to provide the depot and plants in JMC with a standard model for both its processes and its culture. JMC brought in a consulting organization, Wilson Perumal & Company, to introduce and implement the SBM and cultural pillars to all JMC installations. The OIB-SRM team visited five depots looking at how primary depot functions were being performed. We saw five different processes being done for the same function. The team tried to take the best of these processes and design a JMC Way, Walt Songaila, JMC OIB-SRM coordinator said. It was no coincidence that we conducted the design and implementation phase of the OIB-SRM concept at Crane Army Ammunition Activity first. It directly correlates to CAAAs continuous improvement culture. Without exception CAAAs leadership believes that if an alternate process is proven to be as effective and more efficient they will incorporate it to the best of their ability. According to Crane Armys Deputy to the Commander Norman Thomas, the System for Management is designed for looking at the day-to-day operations. He said the SFM will help CAAA know how it is doing by giving it targets and measuring against those targets, not unlike private industry. Songaila explained how in the private sector, efficiency is driven by profit and loss. He said, Companies that are profitable thrive and those that are not, die. This forces a continuous drive to be more efficient and competitive. As we all know in government we dont have free market place competition to drive improvements in efficiencies. Sure we all want to do what is best for the taxpayer, but we are not driven based on survival like the private sector. As such, HQ (Army Materiel Command) pushed an efficiency target to the depots to reduce man-hour standards (hours to complete specific tasks) by 20 percent starting in fiscal year 2020. The concept behind the reduction in man-hour standards is designed to achieve 20 percent more throughput or the same throughput without working extra overtime to accomplish the work. Songaila said, CAAA is on a great path to meet the HQ targets and I believe will lead the way for the JMC enterprise. I was very impressed at how CAAA was evaluating daily production targets based on gained efficiencies. I saw firsthand the same type of efforts on the SDO (Supply Depot Operations) side of CAAAs business. Taking the Initiative: Creating a More Efficient Workforce Story continues on page 8


8 CRANE QUARTERLY MAGAZINE | April-June 2018 In addition to adjusting processes, man-hour standards and cost centers at the depots, JMC also introduced six cultural pillars which serve to provide leaders and every employee with the skills to fully and efficiently execute the missions at each installation. The pillars aim to shape the culture and the way we work every day. Everything we do should be guided by the influence of our cultural pillars. Our job is to deliver munitions readiness, and if we work the way the pillars suggest, we cannot fail no matter how great the challenges get, Rhonda VanDeCasteele, JMC deputy to the commander, said. The cultural pillars do not take away from the Army Values of loyalty, duty, respect, selfless service, honor, integrity and personal courage. The Army Values define who we are as Soldiers and civilians in the Army; whereas the cultural pillars help define how we work in the JMC enterprise and support the Army and Warfighter with quality munitions. In an effort to be more proactive in identifying future supply and demand and business opportunities, AMC introduced the Oliver Wright Supply and Operations Planning process. This process is designed to evaluate CAAAS mid to long range supply and demand planning on a monthly basis over a 4-24 months period. Thomas explained that this type of long-range planning will allow the entire AMC Enterprise to be synchronized better in their efforts for providing readiness to the Warfighter. Along with the new programs being introduced by AMC and JMC, Crane Army will continue to find efficiencies through new efforts in its Continuous Improvement Program and adhering to the ISO 9001 Quality Management Standards. What Can You Do? It is easy to think the efficiency improvement efforts are something for the higher headquarters or upper management to worry about, but this effort will require every person at Crane Army to do their part to improve on our operations. Here are a few simple, yet powerful ways you can help improve our ability to deliver munitions readiness. *Hold each other accountable for the work being done -your coworkers, supervisors and yourself. *Lean out your own processes Are you doing your work with the fewest steps or more expedient manner. Keep within the standard operating procedures, but look for improvements. *Tell your supervisor about ways to make your work more efficient dont let your great ideas go unheard. Is there a better process or tool you could recommend? *Understand what your daily goals are and how you can best reach them. *Give 100 percent every day to what you are doing.

PAGE 9 9 Presume trust in each other Strive to always be reliable and trustworthy Do what you say and what is expected, whether someone is looking or not Communicate honestly, openly and respectfully Have courage to do what is right and hold everyone to commitments Have high standards in place and hold everyone to those standards Act with an ownership mindset Treat everyone with respct Invest in professional relationships, effective communication and professional development Listen to others and take pride in your job knowing the Nation depends on us Value knowledge and improvements, look for opportunities to learn and grow Seek to improve the organization by maintaining high standards of professional excellence Approach work analytically, assessing the expected outcome of a simple task to developing alternatives for a strategic decision Think strategically within and beyond Crane Army Collaborate, help others, look out for each other and welcome the same in return Back each other up, point out mistakes with a helpful spirit Be mindful of others and supportive in discussions Everything we do should be guided by the influence of our cultural pillars. Our job is to deliver munitions readiness, and if we work the way our pillars suggest, we cannot fail no matter how great the challenges get. Rhonda VanDeCasteele, JMC Deputy to the Commander CULTURAL PILLARS SHAPING HOW WE WORK AND SUPPORT THE ARMY Crane Army exists to provide munitions readiness to the Warfighter. With such a vital mission, it is essential to work in a culture that upholds to the highest standards of employees and equipment. Joint Munitions Command introduced six cultural pillars which serve to provide leaders and every employee with the skills to fully and efficiently execute the missions at each installation. The pillars aim to shape the culture and the way we work every day. Everything we do should be guided by the influence of our cultural pillars. Our job is to deliver munitions readiness, we cannot fail no matter how great the challenges get, Rhonda VanDeCasteele, deputy to the commander said. The cultural pillars do not take away from the Army Values of loyalty, duty, respect, selfless service, honor, integ rity and personal courage. The Army Values define who we are as Soldiers and civilians in the Army; whereas the cultural pillars help define how we work in the JMC enterprise and support the Army. Tools for Success: Becoming a More Effective Workforce


10 CRANE QUARTERLY MAGAZINE | April-June 2018 Efficiency is a top priority as Crane Army strives to remain relevant to the Warfighter. CAAA needs its entire workforce working hard on this team effort to increase efficiency. Recently, employees at the CAAA machine and tooling shop made significant breakthroughs on increasing efficiency while maintaining product quality. The machine and tooling shop construct parts for specific projects and various customers including CAAA, other Army installations, the Navy and additional entities. The major longrunning endeavor is producing canisters for use in manufacturing illumination and infrared candles at Crane Armys pyrotechnics facility. The machine and tooling shop is the premier provider of this item. The workers at the shop face demanding production goals. To better meet and exceed these targets, Kevin Doerner, plant support director, posts production targets for each machine cycle period of the day on kiosks next to the machines. Visibility increases production and efficiency, Doerner said. Anybody at any time can walk out on the floor and know exactly what the operator is doing. That keeps everybody on the same page. Setting the production goals for the entire shop is not as simple as determining how long it takes to make a single part. Each job has its own limitations and specifications, and operators typically have other tasks besides making parts in order to keep the machine and tooling shop running. Doerner and his employees adopted a data and visibility-driven approach. We studied time cycles and production rates for each machine to set new production targets, Jonathan Miller, planner at the machine and tooling shop, said. Instead of using generic rates, setting new production targets allow for max rates and parts per day to meet more specific goals and timelines. The high production targets can seem daunting, but the machine shop team breaks down the target goals based on the time periods. They found that it is much easier for them to reach multiple small goals rather than one large one, even though at the end of the day the team is still producing the same number of units. Moving the Target: Improving Processes and Increasing Efficiency

PAGE 11 11 Its a mental game, Miller said. How do you eat an elephant? One bite at a time. Same concept. If your goal is 200 units a day, that can seem impossible, and a lot of times people wont even try. On the other hand, making 79 units in a specific time period seems much more achievable. The target goals are dynamic throughout the length of the project and adapt to the needs of the entire machine and tooling operation. Setting the rate for a machine without accounting for any incidents or occurrences that can happen through the course of a day is a recipe for failure. No job works in a vacuum. Every day we chart cycle times for the machine in question as well as other tasks or issues that would pull an operator away from the machine to capture the best target rate for that particular day, Miller said. As we go through the day, after we set the rate we assign each time period a target and operators record their actual production rate next to the target along with a reason why any parts were rejected. This data is used to find ways to improve the process, not identify operators not hitting the target. Consistently recording rates and the causes of delays in a visible location shows how to make the process better. When you have visibility, efficiency usually goes up automatically, Doerner said. If theres a problem hitting the target at a machine, its not the operators fault, its showing that theres something we need to fix. Its not identifying an operators error, its identifying a process error and highlights where we can make improvements. If we see the same step cause downtime multiple times, we know its a bigger issueits a process deficiency. Doerner and his team have improved several processes already with smart investments in equipment upgrades. The newest additions are a robotic welder and a robotic lathe, a machining center used to cut steel and aluminum. The implementation of these automated instruments will not decrease the number of operators needed to run a job, but will allow the project to be completed much faster and pose much less risk to worker safety. The robots do the heavy lifting, Doerner said. Previously operators would have to lift each 10-20 pound metal part up onto the machine top all day, leading to severe operator fatigue. Sometimes by the end of the day operators could hardly walk, and along with the exhaustion there are a lot of drop and trip hazards, so we purchased the robotic lathe to take the weight off the operator. The work at the machine shop fits well into the overall values at Crane Army, especially Col. Michael Garlingtons priorities of safety, quality and efficiency. Were addressing efficiency through these kiosk production boards and reporting production rates four times a day, Doerner said. For safety, were installing robotic machines to reduce hazards. And were doing all this without sacrificing the quality of our products. The results of these upgrades and process changes speak for themselves. Production data shows that projects run on machines paired with kiosks are completed 40 percent more efficiently than similar projects without kiosks. The robots do the heavy take the weight off the operator.


12 CRANE QUARTERLY MAGAZINE | April-June 2018 This capability provides a unique opportunity to inspect ammunition in a timely, efficient manner, while freeing up depot operations personnel for other workloads. -James Tollett, Chief of Ammunition Surveillance MOBILE INSPECTION WORKSHOP The Mobile Inspection Workshop provides the ability to expedite asset inspections by eliminating the need to schedule and transport ammunition to and from the quality and inspection building, also known as Surveillance. Instead, forklift operators bring ammo onto magazine loading dock and boxes are carried into the workshop where they inspect the munitions. Once inspections are complete, the ammo is repacked and the forklift operator replaces it in the magazine. Prior to the Mobile Inspection Workshop, ammo inspections required a full crew to travel to a magazine, load ammo onto a truck, drive to Surveillance and unload ammo before it was inspected, repacked and taken back to the magazine. Now, just two people, an inspector and a forklift operator, can complete the inspection right at the magazine before moving onto the next assignment. Portable Assessment: A More Efficient Way to Conduct Quality Ammunition Inspections

PAGE 13 13 The Crane Flexible Manufacturing Complex, formerly known as Rockeye, is currently undergoing renovations as part of the Armys modernization strategy to upgrade existing workplaces and increase efficiency. When complete, the upgrades will allow production lines and projects to flow continuously through buildings, improving production rate and better supporting the Armys overall mission. Currently, M1122 artillery round is the main project at CFMC, which takes old conventional munition rounds and reuses the shells to create low-cost training projectiles for the Army. Based on the demand of the product, Crane Army was selected as another source for production along with McAlester Ammunition Plant. Crane began working on the project in 2015 and wrapped up the final production at the former building June 20, 2017. The need to move to the new facility is due to the fact the current production is spread over several areas and buildings which is not effective, Sal Ghazi, branch chief for PM Combat Ammunition Systems said. By putting all operations in one building, the flow can be continuous from start to finish. The new location and layout of buildings will help transport rounds from building to building. Previously, Crane Army relied on trucks to move rounds, which slowed the pace of operations. We plan to double our production, Tom Long, a program manager for the project, said. Long added that with the new facility, not only will production rates drastically improve, but they will be able to fill future orders more efficiently and safely. The improved rate not only will keep Crane Army competitive, but also frees up time and space for similar melt/pour workloads. While renovations take place, production operations remain flexible and can operate in other locations depending on the workload. This summer a power project begins which will reestablish the active rail service to the complex. Additionally, this fall the main break room will get an upgrade. The renovations will preserve some of the original features and furnishings to save the 1950s industrial look of the facility. Production operations at CFMC plans to be fully functional and operational by fiscal year 2019. Col. Will McDonough, Combat Ammunition Systems project manager at PEO Ammo, surveys the ammunition and equipment production capabilities at the Crane Flexible Manufacturing Complex. Renovations and Modernization: Creating an Environment for Efficiency


14 CRANE QUARTERLY MAGAZINE | April-June 2018 MANUFACTURING AND ENGINEERING Manufacturing and Engineerings Matt Bernet, an explosives operator supervisor, recently showed great initiative and dedication in his handling of an incident at the pyrotechnics facility. One Saturday, pyrotechnics personnel contacted Bernet after hearing what appeared to be a steam leak. Although he was not responsible for the pyrotechnics facility, Bernet notified Naval Facilities Public Works Department to investigate the issue. Even though Matt was assigned to a completely different building, he did not hesitate to help solve the problem, Bernets supervisor, Brenda Corey, said. He followed up with PWD and ensured he knew exactly what they found. Throughout the day Bernet remained on site to follow up with NAVFAC PWD, keep his superiors informed and guarantee that the buildings ovens and air pressure functioned properly. Public Works found multiple leaks including an air regulator leak, a condensate line leak and a hot water line leak. Bernet did not leave until the air regulator was repaired and the other leaks were secured. Bernet followed up and made sure the pyrotechnics facility was primed for the following workweek. He did an exceptional job of making sure the facility would be ready for Monday morning start up, and I was impressed by his willingness to stay and handle the problem. Bernets resourcefulness and follow through saved CAAA money and production time. His actions exhibit the team nature of executing Crane Armys mission. Crane Army is only as good as its people. Without experienced, dedicated workers, none of the vital support CAAA provides to the Warfighter would be possible. There is a distinct difference between coming to work every day and going through the every day motions versus going above and beyond for the organization. Everyone at Crane Army plays a pivotal role in supporting the Warfighter. These are just a few examples of employees in our workforce who demonstrated superior efforts over the past quarter. Thank you for all your hardwork and committment to Crane Army! Leading the Way at CAAA

PAGE 15 15 PLANT SUPPORT Efficiency is the byword at the Machine and Tooling Shop. Machinist Curtis Russells hard work efforts helped another installation meet mission requirements and allowed Crane Army to stay current on workload. When a problem arose on x-ray carts for McAlester Army Ammunition Plant, Russell became the lead to find a solution in a short timeframe. Curtis completely fabricated the whole x-ray tray system, Russells supervisor, Jarrett Welsh said. He also finished producing the x-ray carts a week ahead of schedule even after all the material had to be reprinted due to factors beyond our control. Hes a smart, competent worker who put in a lot of overtime to complete everything. By finishing a week early, McAlester met mission requirements and hit deadlines. In addition, Russell was able to spend that time on other projects, which helped the entire machine and tooling shop stay current on workload. Beating that first deadline allowed Curtis to move ahead on other work, Welsh said. Now were moving him back to the second phase of the x-ray cart project and I look forward to seeing what more he can do. DEPOT OPERATIONS Depot Operations highlights an ammunition inspector as a subject matter expert. Brad Potts supervisor, Rodney White, speaks highly of Potts work in the department. Brad Potts sets an example of achievement for others to follow, White said. Due to his professionalism and experience, he is a highly respected subject matter expert in the field of ammunition surveillance. Brad displays unfaltering dedication to the mission and repeatedly goes above and beyond the call of duty. His common sense approach to confronting challenges positively impacts overall mission success, and Brads significant experience, flexibility, and readiness exemplify his dedication to ammunition quality. Hard work, dedication, and experience provided by employees like Brad are what help shape CAAAs reputation and committment to the Warfighter.


If we live up the the U.S. Army Values, fulfilling our duties means being able to accomplish tasks as part of a team. Secretary of the Army Mark T. Esper Only Our Best For The Worlds Best LOYALTY DUTY RESPECT SELFLESS SERVICE HONOR INTEGRITY PERSONAL COURAGE