Faced with the daunting task of stopping insurgents in Iraq and Afghanistan from utilizing their number one killing option with the use of radio controlled IEDs was a major focus for the Army as it quickly developed numerous Counter Radio Controlled IED (CREW) jammers to smother the threat.
After meeting the initial challenge of delivering systems into Iraq and Afghanistan it became apparent that there were a number of efficiencies that could be implemented to create greater continuity while saving money. That is where Clarissa Lane, Project Manager Electronic Warfare Chief, Readiness Management Division; and her Lean Six Sigma (LSS) project for CREW Multifunctional Direct Theater Support Personnel came into play.
As of two years ago there were multiple versions of jammers utilized in theater, which came with their own set of Field Support Representatives (FSR) who handle installation, set-up and maintenance of the systems.
“Several Original Equipment Manufacturers (OEMs) support the CREW Program as there are mounted, dismounted and fixed site variants of the CREW system,” said Lane. “Each OEM provides a Contractor Logistics Support package. This support typically includes FSR support and usually that FSR comes at a higher rate because he or she is considered a subject matter expert.”
At the time there were more than 180 FSRs being utilized for the multiple variations of jammers with more operational needs statements coming in requesting additional systems as the surge in Afghanistan was moving into full swing.
To meet the increased demand for support in an efficient manner, Lane was directed to develop an LSS project for CREW support.
LSS combines the principles of Lean (reducing and eliminating non-value activities) with Six Sigma (reducing variation and increasing quality) to improve process effectiveness and efficiency. The principle process by which LSS is applied in Army projects is known as Define–Measure–Analyze–Improve–Control. DMAIC is a structured problem-solving process through which a team logically defines a problem; develops and implements solutions linked to underlying causes; and establishes control measures to make sure the solutions stay in place.
“This project was two–fold. Our first goal involved transitioning CREW FSRs from stove–piped, product–focused OEM support to a mix of organic and contractor capability–focused support,” said Lane. “Our second goal involved collaborating across PEO IEW&S and cross–sharing with PdM Forward Looking Infrared (FLIR).”
FSRs for IED jammers are now trained on all variants of the CREW system which greatly reduced the number of personnel needed to ensure protection against radio controlled IEDs. As an added bonus the product manager for Forward Looking Infrared reached out to the CREW office to ask that CREW FSRs also be trained to maintain gunshot detection systems.
The Gunshot Detection system is a passive acoustic gunshot detection system that uses a bullet’s shockwave and muzzle blast to determine the relative position of the shooter. The Counter–Sniper can be used as a stand-alone system and is integrated into the Vanguard counter–sniper system.
The Gunshot Detection FSRs were previously only located in major hubs in Afghanistan and as such had to be set–up as fly away teams that visited smaller Forward Operating Bases (FOBs) and Contingency Operating Bases (COBs) throughout the area of operation in order to perform maintenance on systems.
“Prior to teaming with CREW, PdM FLIR used a Fly-Away Team support concept for Gunshot Detection. As we all know, travel throughout Afghanistan is a challenge. If you had a Gunshot Detection issue at a FOB, FSRs were required to travel to the system location, repair the system, and return to their point of origin. CREW is supported out of five Regional Support Centers (RSCs) and 26 FOBs,” said Lane. “Instead of the Fly–Away Team wasting four to six days in non–value added time traveling to repair the system, a reduced number of FSRs are now co–located at the CREW RSCs and FOBs. Additionally, FLIR has increased support, because the CREW FSRs can also support Gunshot Detection,” said Lane.
Prior to leaving FOBs on missions FSRs are able to ensure CREW and Gunshot Detection systems are loaded and operating properly. The FSRs rely on training that they receive on CREW systems at the CREW University at Aberdeen Proving Ground, MD and on Gunshot Detection Systems at Ft. Bragg, NC.
“Teaming with CREW was the absolute right thing to do as our FSR missions are platform centric and very similar,” said Lt. Col. William (Matt) Russell, product manager Forward Looking Infrared. “This teaming was a no–brainer due to the efficiencies that would be gained, funding saved and support increased across my portfolio if I teamed with CREW. FLIR and CREW are continuing this effort and branching it out to other program efforts, as this is a win–win for Soldiers, both programs and our taxpayers.”
The LSS project is estimated to save approximately $37.7 million. “By working within my Product office alone, she has saved millions while maintaining the same level of support our soldiers in harm’s way need. Clarissa has been able cross train organic Field Service Representatives supporting five separate products to all work together,” noted Lt. Col. Bruce Ryba, product manager CREW. “Then you look across the other Product offices and other Program Executive Offices, and there is millions more of savings she has provided. The efficiencies gained through this project are exactly what our soldiers and our taxpayers need!”
Lane suggests this model can be utilized throughout the PEO and within other organizations starting first with in–house solutions. “We are optimizing FSR support across PM Electronic Warfare by cross-leveraging FSRs to support Quick Reaction Capability programs for PdM CREW, PD Raven Fire and PdM Prophet,” said Lane. “We are multi-functional within our O–6 level Electronic Warfare office as well as supporting PdM FLIR. We are fully optimizing our FSRs and Theater infrastructure and there is potential for other O–6 PMs to take a similar approach to reduce field support costs.”