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AMC Organizational Alignment

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Title: AMC Organizational Alignment


1
AMC Organizational Alignment/ Synchronization
Integrated Action Group (IAG) April 2007
Patrick J. Shaw Chief, ARFORGEN Branch Logistics
Operation Cell Logistics and Readiness Center
2
Purpose
  • To provide the C-E LCMC community the status of
    the AMC Organizational Alignment/Synchronization
    Integrated Action
  • Group (IAG) activities to date

3
Agenda
  • IAG Background
  • Strategic Imperatives
  • IAG Accomplishments to date
  • Impacts for C-E LCMC
  • Way ahead

4
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

5
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

6
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

7
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

8
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
9
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

10
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

11
Back up Slides
12
1.0 Reset Process Mapping
13
2.0 Deployment Process Mapping
14
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

15
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.
16
The Communications Life-Cycle Methodology
outlines a detailed strategy that addresses all
communication requirements and fosters
stakeholder buy-in
17
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
18
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
19
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
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