ROCK ISLAND ARSENAL, Ill. – As the Department of Defense’s premier supplier of conventional ammunition, the Joint Munitions Command continually optimizes its operations to more efficiently deliver ammunition to troops stationed at home and abroad.
JMC’s business processes are an essential component of these operations. The command oversees 17 subordinate munitions arsenals, depots and factories and is responsible for $ 59 billion worth of munitions and missiles. To successfully manage this stockpile, the command analyzes its procedures throughout the company to ensure that tasks are performed in a similar manner and take similar time, taking into account different types of ammunition and site specific variations, such as larger facilities that require more time to transport ammunition to the base.
“Our goal is a repeatable business model,” said Mike Harrington, head of the government owned and managed facilities division. “We want to make sure that the same operation can be done identically at each of our sites. ”
Many of these subordinate organizations have operated since World War II. Historically, each command operated with its own procedures, resulting in significant differences in the time required to manage operations and disrupting the planning process.
“The fact that 17 sites conduct operations in 17 different ways is not sustainable,” said JoEtta Fisher, JMC’s executive director of ammunition and deputy commander. “Our work to ensure standard procedures in subordinate organizations has evolved with the information age. This is essential for getting the right ammunition to the right place at the right time.
JMC’s initiative is similar to that of private retail giants that ship and distribute consumer goods around the world.
“Amazon has hundreds of fulfillment and fulfillment centers around the world,” Fisher said. “If each site had their own set of steps for selecting items and packaging them to fulfill orders, it would be a billion dollar waste. Having identical procedures that work regardless of the location is key. This concept is the same as that of ammunition management.
JMC uses a form of measurement called the man-hour standard to gauge how long it takes to complete a specific task and how quickly the JMC Company can deliver ammunition to American men and women in uniform.
“The standard of working hours is essential to ensure that JMC can meet the demands of the fighters,” said Cindy Brock, director of support for JMC’s organic industrial base. “This is how we estimate the time it takes to get the ammunition to the point of need. “
Operations involved in ammunition logistics, especially those related to production and distribution, have a corresponding standard of working hours, or a typical number of direct working hours required to accomplish the task.
“For example, based on our historical data, it takes almost four hours for one of our subordinate commands to ship a small ton of ammunition,” Harrington said. “It’s the combined work of everyone directly involved in removing the required ammunition, packing and shipping it, and so on. We are now evaluating our contemporary numbers to see if that has changed. We calculate this for each step with each type of ammo we handle.
Updated technology and increased demands, such as the need for additional inspections and efficiency gains, can affect the actual time required to accomplish these tasks.
“This multi-year effort involves analyzing data from several years of ammunition production, shipping, storage and demilitarization at all of our sites,” said Brock. “It’s a long-term investment that will ensure cost fidelity and JMC’s ability to support the fighter, and it’s invaluable.”
|Date posted:||09/21/2021 10:47|
|Site:||ROCK ISLAND ARSENAL, Illinois, United States|
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