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Zone Two
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FA(s)
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Contract
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Prime/Sub
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Customer
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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
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GS-10F-0022S
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Prime
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US Marine Corp
(USMC)
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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.
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Zone Four
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FA(s)
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Contract
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Prime/Sub
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Customer
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|
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
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W91LV2-10-F0013
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Prime
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US Army Reserve Command
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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. | |
