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Past Performance

Zone Two





3.1, 3.2, 3.3, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22



US Marine Corp (USMC)

With regard to the USMC, Management Science & Innovation (MSI) provides services including Lean Six Sigma, Theory of Constraints, Value Stream Management, ITIL, software systems design, process automation, cost analysis, force structure and manpower analysis, strategic planning, goal deployment, training, facilitation, and related disciplines incorporated into the USMC Continuous Process Improvement Guidebook.  We currently provide these services to the USMC through a MOBIS contract via the Marine Corps Business Enterprise Office (MCBEO).  This contract incorporates the tasks and responsibilities of the above contract and is an example of our ability to satisfy the customer.  Our team of consultants has audited NAVSEA Green Belt training, co-taught, clearing criteria to be an approved NAVSEA Green Belt instructor.  The team is also on track for approval for the NAVSEA Black Belt class.

MSI holds the prestigious title of Lead Consulting firm on the USMC-wide Lean Six Sigma Deployment; Lead Facilitators of the Total Life Cycle Management Core Value Stream Deployment; and Lead Consultant on the continuous improvement of the Urgent Needs Process.  Our recent efforts leading the USMC’s Total Life Cycle Management (TLCM) Value Stream deployment demonstrate our competence in life cycle logistics management integrated with continuous process improvement.  A major component of the ground equipping capability being improved via the TLCM initiative is the supply chain.  In these roles, MSI has developed and analyzed numerous surveys as part of both large and small improvement efforts.  Most recently, we conducted a survey of the USMC Maintenance community.  Results of this survey are driving several recommendations being put forth by the sustainment planning IPT.

Our recent efforts leading the USMC’s Total Life Cycle Management (TLCM) Value Stream deployment demonstrate our competence in life cycle logistics management integrated with continuous process improvement.  A major component of the ground equipping capability being improved via the TLCM initiative is the supply chain.  Through detailed process mapping of the supply chain and a thorough understanding of the metrics, stakeholder concerns, and technological issues of the supply chain, MSI is formulating profound improvements such as the end to end integration of reliability centered maintenance, the creation of an enterprise wide cost management competency, and integration of modeling and simulation based upon up front design of experiments and enterprise wide modeling and simulation standards and practices.  To make such profound change, MSI has provided expert facilitation and logistics subject matter expertise to ensure the direction is both consensus and optimal.  Currently, we are developing the enterprise strategy, goals, objectives and a balanced set of metrics that will guide enterprise life cycle management for the Marine Corps in the future.  MSI services on TLCM, the sustainment planning IPT, and various MCLC and depot CPI projects have given us tremendous depth and breadth of knowledge related to the challenges facing the SMC and other program support offices.

MSI solely developed and delivered the highly successful TLCM Boot Camp class.

MSI has conducted and supported 170 projects to date and improved approximately 300 processes as part of our Lean Six Sigma work for the Corps, delivering hard dollar return on investment, improving readiness, and driving strategic change.  There is no company of Lean  Six Sigma experts more experienced with the successful execution of Lean Six Sigma in the Corps than is MSI.  Examples of MSIs Lean Six Sigma successes with the USMC include.  UUNS improvement, AAV line improvement, the TLCM initiative, Albany HVAC, and Radar Regionalization.  Currently, MSI is conducting Lean Six Sigma projects such as HazMat life cycle management improvement, MRAP GFE management, and DLA D List improvement.

MSI consistently provides the Marine Corps CPI Program and its customers with the highest level of performance.  For all customers, MSI provides an on-line evaluation form in which customers can provide feedback on our team members at any time and as often as they wish.  Data pulled 13 December 2010 shows that USMC CPI participants evaluating our consultants score us at 97.4% above average or excellent, with excellent accounting for 84.2% of the score.  This is truly impressive.  It is a quantifiable representation of our focus on adding value.

As an example of the quality of MSI's services, the savings reported by the director of MCBEO for FY10, MSI was the driving force behind 48% ($2.4M) of type I and 56% ($28.9M) of type II savings reported.  Based on this analysis, the Marine Corps return on investment by contracting with MSI is $31.3M for the year.


Zone Four





3.1, 3.2, 3.3, 3.5, 3.6, 3.7, 3.8, 3.10, 3.11, 3.12, 3.16, 3.18, 3.20, 3.21




US Army Reserve Command

MSI provides USARC with strategic deployment advice, mentoring, project identification, and project execution.  This pertains to efforts of the Continuous Process Improvement Office (CPIO) regarding but not limited to Strategic Management, Operational Process Improvement and Institutional Adaptation.   In 2010, MSI completed the following major projects for USARC in addition to mentoring, strategic planning and other services.

Full Time Support Division (FTS-D):  Assigned the project to investigate and recommend action to improve the USARC FTS-D.  Army Reserve leadership had become frustrated with the apparent lack of transparency and efficiency within this directorate.  MSI worked with members of FTS-D, Stakeholders briefed on Implementation Plans, Risk Register and Log (Risk Management Tool) and provided a memorandum / guidance from the Chief of Staff to disestablish FTS-D and realign positions according to the Army Reserve Executive Board and Chief of Staff (COS) guidance on 22 JULY 2010.  Implementation was to occur no later than 1 October 2010 but will now be addressed in concert with BRAC law and move to Fort Bragg in April 2011.  The estimated full implementation savings or avoidance is roughly estimated at $4.7 Million dollars of process waste in time or functional resource utilization.  This is the portion of implementation that is focused on streamlining the tasks and sub-functions within key processes in each of the FTS-D divisions and branches with major processes that were identified and process mapped in detail.  Major realignment of functions pertaining to other directorates outside of the core FTS-D have been moved since 1 October 2010. 

Medical Readiness:  MSI was assigned the Medical Readiness project.  It was initiated by Deputy Commanding General (DCG), Brigadier General Miller and focused on improving the medical readiness of the Army Reserve (AR).  During the initial phases of the project, the data gathered lead to the initial scope being revised to focus on the 143rd Expeditionary Support Command (ESC).  The initial unit and scoping is the first project of a multi-generational set of projects.  At the time of the re-scoping, the overall Army Reserve medical readiness percentage was 59.56%.  Through the use of the tools and techniques designed at ferreting out root cause solutions, it was determined that the development of a tool to enable leaders and managers, at all levels, quick and easy access to medical readiness information in a format conducive to proactively managing the force was necessary.  To mitigate this issue, the team developed the Medical Readiness Tool (MRT).  This tool is an access database that uses Individual Training and Readiness System (ITRS) as a conduit for information from many systems, to include but not limited to Medical Protection Software (MEDPROS), Regional Level Application Software (RLAS), etc.  This tool is in the process of being deployed to the units of the 143rd ESC in a pilot deployment.  Initial indicators show the potential time savings per user at approximately 3 hours per week, translating to a rough order magnitude for type 2 financial savings of 1.6 million dollars across the Army Reserve Enterprise. 

Structure Realignment:  MSI was tasked in August 2010 with developing a recommendation for a change in the Army Reserve structure.  The Army Reserve leadership was looking for an approach, and sound method, for assessing possible structural changes to achieve a level of improvement. MSI and other collective key team members within the Army Reserve focused on a re-organization around decisions, factors of shared values and elements of the current Army Reserve Enterprise.  The courses of action, realization aspects (what were needed to achieve change) and collective benefits were presented to the Army Reserve Executive Board (AREB).  The final outcome was the Army Reserve Leadership published final decisions and changes as an Army Reserve Organizational Realignment in October 2010. 

Develop and Implement a solution for the Army Reserve Staff Action Process (AR-SAP):  MSI was tasked to Provide Sharepoint 2010 design and development services focused on improving the AR-SAP.  Services will include:  The development and implementation of custom solutions for Army Reserve critical business needs to include: web parts, work flows, and InfoPath Forms; develop Business Process Management (BPM) components (workflows, forms, reports, lists, and scripts) in a modular, reusable, and/or replicable manner such that future process automation tasks conducted by process improvement teams are standardized and efficient; troubleshoot SharePoint 2010 system and application issues; Advise site owners, end users, and customers on the capabilities and use of SharePoint 2010; document system processes and procedures in a clear and concise manner; perform systems analysis, identify maintenance upgrade issues, and resolve user issues; participate in internal customer meetings, refine business requirements, and assist in technical training / demonstrations; work with vendors, team leads, engineers, and other IT team members on SharePoint 2010 projects, providing knowledge transfer as needed; train key, designated individuals on the development/use of BPM components, as it applies to the SharePoint 2010 environment.  Overarching benefits of this project impact multiple paradigms and change management constraints found in the Army Reserve Core Enterprise structure and enable BPM, key performance indicator management to include collaboration and coordination on a standard enterprise platform.

Army Force Generation (ARFORGEN) Model:  MSI was tasked by the DCG Army Reserve to assist with the development of a tool focused on improving the working knowledge of the ARFORGEN process and requirements by cycle.  MSI developed a non-linear training tool, which allows the leadership to quickly disseminate, via their information technology (IT) platforms, the requirements and methods for achieving the readiness requirements needed to fulfill the respective ARFORGEN cycles.  In this manner, the Army Reserve command structure will have the most up-to-date information, at a fraction of the cost required to print and disseminate a “Commander’s Handbook.”

Additionally, the MSI team assessed current USARC operations, their related information systems, metrics, and capability gaps against the requirements of ARFORGEN.  This analysis lead to the development of an operating model in which USARC could realign its core operations to meet the needs of ARFORGEN in a more effective and efficient manner.