APPLICATION OF LEAN SIX SIGMA PROCESS IMPROVEMENT AT TOBYHANNA ARMY DEPOT

摘要

Tobyhanna Army Depot (TYAD) provides a large part of the Army's logistics support. They work with Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) throughout the Department of Defense. Tobyhanna has adopted Lean Six Sigma as their primary means for Continuous Process Improvement moving forward and adopting increasing missions with limited resources. Lean Six Sigma uses the Define-Measure-Analyze-Improve-Control (DMAIC) methodology attempting to eliminate waste and improve the quality of their processes. One of Tobyhanna's many missions is distributing both hazardous material (HAZMAT) and non-hazardous material to locations around the world where Mobile Depot Maintenance (MDM) teams are deployed. These teams submit orders for equipment and supplies needed to complete their maintenance mission, and Tobyhanna, working with the Defense Logistics Agency (DLA), gets the equipment/supplies, packs it, and sends it. Many different variables are in play in the process including the shipment of HAZMAT and regulations between DLA and TYAD. The project they are adopting is one in which they will attempt to improve the proportion of deliveries arriving on time, accuracy of items in each delivery, and accuracy of delivery location for MDM shipment missions.