Engagement Result

Assignment: The Commander, Air Mobility Command set a command wide objective to: “Within 5 Years, Create a Self-Sustaining Continuous Improvement Culture throughout Air Mobility Command.” This complex, Command-wide initiative affected 136,000 military and civilian personnel throughout Head Quarters Air Mobility Command, Tactical Airlift Control Center, the 18th Air Force and sixteen (16) supporting domestic and international operating locations in the European and Pacific en-routes.

Action: MainStream GS delivered CPI Lean and Six Sigma consulting, training, coaching and facilitation to AMC Command-wide. The four primary focus areas of the engagement included: 1) Develop enterprise-level measures of success 2) Install a Strategy Alignment and Deployment methodology 3) Develop program management office and governance structures to enable performance management and improvement effort and associated changes 4) Develop a broad-based improvement understanding measuring cultural change and program effectiveness while creating organic certified Green and Black Belt facilitation expertise.

Results:

  • Developed a comprehensive SA&D methodology that while modified over the years has sustained to date through 5 different Commanders.
  • Throughout the 5 years of our engagement and continuing beyond our engagement, the Command is managing and leading SA&D utilizing the Governance Structures and Metrics established.
  • Supporting Annual Improvement Priorities and plans are continuing to be executed throughout the various elements of the Command.
  • More than 1000 projects, events and improvements to Quality, Cost, Schedule and Safety had been executed, saving the Air Mobility Command in excess of $100M in direct savings and cost avoidance, as well as improving Mission support capability throughout the Command. Examples include:
    • East Coast Port Realignment: Eliminated redundant travel between Charleston, Dover, and McGuire AFB’s with expected savings of over $42M annually.
    • European Route Optimization: Re-routed C-5’s to Ramstein, Germany, saving over $35k per flight and $9M annually.
    • KC-10 Thrust Reverser: Thrust reversers were identified as the number one driver of Non-Mission Capable (NMC) KC-10's. Through LSS Mainstream helped organic client resources vastly improve- test equipment and a new trouble-shooting process to reduce NMC time by 87%.
    • KC-135 Periodic Inspections: Periodic Inspections (PI) were not standard across AMC. Lean techniques used to create standard PI processes. The PI processes were implemented and led to a reduced inspection time by 22% resulting in an annual increase of 504 days of aircraft availability.