AMC Organizational Alignment

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AMC Organizational Alignment/ Synchronization
Integrated Action Group (IAG) April 2007
Patrick J. Shaw Chief, ARFORGEN Branch Logistics
Operation Cell Logistics and Readiness Center
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Purpose

• To provide the C-E LCMC community the status of
  the AMC Organizational Alignment/Synchronization
  Integrated Action
• Group (IAG) activities to date

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Agenda

• IAG Background
• Strategic Imperatives
• IAG Accomplishments to date
• Impacts for C-E LCMC
• Way ahead

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IAG Background

• AMC DCG Chartered Integrated Action Group (IAG)
• IAG Members
• HQ, AMC (G-3, G-5, G-8)
• Army Sustainment Command
• Life-Cycle Management Command
• Installation Management Command
• LOGSA
• During the IAGs
• Codify the Strategic Imperatives
• Develop the should be process models
• Guided by consensus vs unanimous agreement
• Document unresolved issues for subsequent work by
  the IAG
• Final products approved by General Officer
  Steering Committee

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Strategic Imperatives

• The IAG reviewed and clarified the AMC Strategic
  Imperatives
• AMC equips and sustains forces IAW the Army Force
  Generation (ARFORGEN) model and DARPL
• 1a) To accomplish this, AMC collaborates
  with our ASA(ALT) and ACOM partners through
  relationships with our Headquarters, Life Cycle
  Management Commands, and Army Sustainment Command
  Structure (A short statement of the problem or
  successful action that pertains to this, lateral
  or higher headquarters, plans, policies,
  procedures, systems, or staff organization
• 2) The Army Sustainment Command (ASC) is AMCs
  face to the field and will represent the
  user/unit view of equip and sustain timelines and
  priorities for mission synchronization with HQAMC
  and Life Cycle Management Commands

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Strategic Imperatives (cont)

• The Life Cycle Management Commands provide
  technical oversight and life cycle management for
  weapon systems
• The Headquarters AMC establishes RESET policy
  and guidance, provides resources, and ensures
  program compliance
• ASC synchronizes and integrates RESET maintenance
  for the Army in collaboration with the LCMCs,
  DOLs, FLRCs, and other Installation Maintenance
  Activities for the workloading of CONUS
  non-military field maintenance and worldwide
  sustainment maintenance
• AMC optimizes the use logistic resources through
  development effective/efficient sourcing
  strategies that right size the contractual
  vehicles at field/installation/depot sites to the
  most effective number

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Strategic Imperatives (cont)

• AMC provides critical data and a Common Operating
  Picture (COP) to stakeholders and Commanders
• AMC operates within a methodology of continuous
  process improvement and value stream analysis
  that ensures increased effectiveness, efficiency
  and understanding while maintaining
  standardization and a common operating framework
• 9) AMC has measurable performance goals supported
  by well-defined metrics and standards that gauge
  operational, financial, and readiness performance

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Accomplishments to Date

• Developed objectives, performance measures and
  action items for each of the Strategic
  Imperatives
• Completed development of to be Process Flow
  Maps and Process Dictionaries in support of each
  of the process maps
• 1.0 RESET
• 2.0 Deployment
• 3.0 Re-Deployment
• 4.0 Cross Platform Integration
• 5.0 Sustainment Level RESET Maintenance Funding
• 6.0 Field Level RESET Maintenance Funding
• 7.0 Deployment Left Behind Equip (LBE) and
  Pre-deployment Training Equipment (PDTE) Funding
• Sub-IAG meetings to incorporate DOL OPCON
• Ammo
• Supply
• Maintenance

General Officer Steering Group (GOSC) approved
20 Dec 06
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Impacts for C-E LCMC

• C-E LCMC Commander serves as Ombudsman/ambassador
• Development of Fleet Plans/Playbook
• Field Level Overflow
• Workload/SOR analysis and determination
• Leverage existing capabilities
• Funding
• Execution
• Platform Integration
• DOL OPCON work in progress

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Way Ahead

• ARFORGEN OPORD approved 5 March 2007
• Incorporating DOL OPCON Roles, Responsibilities
  and Processes
• Development of Implementing Instructions (SOPs,
  TTPs)
• Roll Out Strategy
• Next GOSC 23 May 07

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Back up Slides
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1.0 Reset Process Mapping
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2.0 Deployment Process Mapping
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Other Process Maps

• 3.0 Re-Deployment Process
• 4.0 Cross Platform Integration
• 5.0 Sustainment Level RESET Maintenance Funding
• 6.0 Field Level RESET Maintenance Funding
• 7.0 Deployment Left Behind Equip (LBE) and
  Pre- deployment Training Equipment (PDTE) Funding

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The Roll-out Strategy identifies key objectives
to ensure processchanges are achieved and
integrated throughout AMC and the Army
Roll-out Objectives

• Main Objective
• Ensure all communications are synchronized
  across AMC, its components, and the Army
• Supporting Objectives
• Raise awareness, disseminate information and
  promote a clear understanding of the purpose of
  the AMC Organizational Alignment and
  Synchronization initiative, focusing on the
  ARFORGEN support process implementation
• Address and educate stakeholders on process
  changes and new process development
• Explain process implementation and the effects on
  the Command
• Manage stakeholder expectations and address their
  concerns
• Provide ample opportunity for a two-way
  communication process between all stakeholders
• Evaluate activities to ensure effectiveness
• Provide ongoing mechanisms that allow for
  continuous improvement

Aligning with the efforts current missions,
these objectives maximize synchronization of all
communications.
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The Communications Life-Cycle Methodology
outlines a detailed strategy that addresses all
communication requirements and fosters
stakeholder buy-in
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The four-step implementation process defines the
necessary steps to effectively communicate AMC
process changes
1
2
3
4
Education
Action
Assessment
Maintenance

• Assess how well changes have been implemented and
  how these changes effected AMC

• Continuously evaluate the process effectiveness
  and make changes, if necessary

• Establish a single start point for all
  stakeholders by creating an information baseline

• Implement functional processes (RESET, Deployment
  and Redeployment)
• Execute the activities in the Tactical Road Map

Purpose

• Status reports
• Change requests

• SOP/TTPs
• Training Sessions

• Follow-up Visit Assessment Criteria
• Surveys and interviews
• Results Matrix

• Training Materials
• AMC Initiative Briefs
• AMC Coordination Briefs (e.g., ASA(ALT) and
  ACOMS)
• GOSC Video

Outputs
January-February
February - May
May- June
June September
On a continual basis, these process changes will
be assessed to ensure needs of the Command, Army
and its Soldiers are being met
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LOGFORGEN as it supports the ARFORGEN process
ARFORGEN Optimizing use of an already agile
force
Redeployment
Available Pool 1 Year
Ready Pool
Reset/Train Pool
Deploy
DEF
DEF
DEF
DEF
(Deployed)
Theater METL Focus
DEF AC/RC
DEF
Deploy
(Deployed)
DEF
DEF
Semi-Annual ARFORGEN Synch Conf
Deploy
AC/RC
Task Organization Adjustments
Request For Forces
(Deployed)
DEF
REF
REF AC/RC
REF
Core METL Focus
(Not Deployed)
REF
REF
CEF
LOGFORGEN Synchronizing the Armys Sustaining
Base
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ORGANIZATIONAL RELATIONSHIPS
LCMC HQ
AFSB CDR
LRC HQ
PEO
SCR
READINESS DIR
LOC
ARFORGEN LNO
LSE
DIVISION
LEO
RESET LNO
LEO RESET DIV
LEGEND
RESET TEAM
Assigned
TRAIL BOSS
OPCON
BLST
Reporting
TEAM C4ISR
Supporting