Cost-wise readiness and doing more with less is now the norm. Agencies will be held accountable for delivering capabilities and readiness under real fiscal restraints and will continue to fiercely compete for limited resources.
Given this new reality, how do agencies better look at their mission, test alternative budget cutting strategies and quantify the impact on future mission success? Government needs a more quantifiable, repeatable and defendable way of:
For over 25 years ProModel has been providing custom and out of the box COTS technology to the private and public sector enabling rapid, predictive, Course of Action capability around process and project management challenges.
Government Agency Uses Predictive Portfolio Simulation to Reduce Project Approval Cycle Time and Improve Resource Capacity Planning
A government agency whose responsibility involves overseeing and approving very long cycle time (years) and high risk construction projects was struggling with the complexity of managing multiple projects of this magnitude at the same time. They were facing resource constraints as well as pressure to shorten the approval time
Shorten the contract approval cycle time
Develop a simplified, yet accurate way, of analyzing long term resource requirements
ProModel worked with the agency to develop a re-usable predictive project portfolio planning capability to help them achieve their objectives both now and in the future. To date they have been able to achieve the following:
Understand more accurately their actual approval process and where the bottlenecks are
Test ‘What-If” scenarios around potential different courses of action without interrupting their live process
Improve the process for forecasting their resource requirements over the next 5-10 years
Lean Six Sigma Analysis for Army Depot Paint Shop Capacity and Labor Resources
One of the critical functions for which the Army repair depot is responsible is the Paint Shop reset of mechanical items through staging, steam clean, prep, blast and paint. Approximately 11 different items run through the depot's Paint Shop, taking varying times to reset and repaint.
The depot was anticipating increased demand due to the continued high level of troop deployment throughout the world, and needed to know the maximum capacity of items it was capable of repairing for a given month. Anticipating a demand of resetting a minimum of 200 units per month, the depot engaged ProModel to help develop a simulation solution which would give them the capability to analyze their paint shop reset operations.
Identify the actual maximum capacity of items the Paint Shop can reset given the current state of equipment and resources.
If the current throughput did not meet the demand of 200 units per month, identify the primary and secondary constraints.
Lean Six Sigma principles were used to develop current and future state predictive analytic simulation models. The current state model indicated a maximum monthly output of 93 mechanical items reset with resources scheduled for 2 shifts, four days a week, validating data reflective of the actual process.
A new model was created to simulate the future state scenario to determine the system's maximum capacity with the current staffing while running two blast booths. The maximum capacity with two blast booths and current staffing is 107 items per month.
Then the future state model was used to determine that once the blast booth process was no longer the constraint, labor was the new constraint of operating a system with two blast booths.
The Global Force Management Data Initiative (GFM DI) mandates the implementation of a capability that provides a dynamic view of the DoD inventory based on Service Force Structure. This enables timely and accurate senior leader decision-making to best assist the Chairman in fulfilling his statutory responsibilities in support of Secretary of Defense Allocation Decisions.
The Joint Force Capabilities Catalog (JFCC), resident on the Global Laydown Server (GLS), is a decision support tool that provides Capabilities, Readiness, Availability, and Employment (CRAE) data from Service and DoD authoritative data sources (ADS) to provide meaningful and understandable information to the user.
The JFCC Decision Support Tool enables a common view of the Service's force pool in the APEX Enterprise supported by GFM Allocation. Users have the capability to view global force pool baselines, conduct course-of-action experimentation via operational plan impact assessments, capture and measure comprehensive readiness impacts based upon distribution and redistribution of forces and materiel, and conduct predictive analysis assessments of changes in force structure.
ProModel Corporation was chosen to design, develop, and deliver the JFCC and GLS based upon our extensive experience in providing decision support capabilities to the Army (Army Force Generation Synchronization Tool) and the Navy (Naval Synchronization Tool).
Major objectives supported by the JFCC/GLS are:
Meeting the Army's need for its Force Generation processes to sustain global responsiveness and regional engagement while protecting the precious time Soldiers have at home with their families, is a complex challenge. ProModel Corporation was selected to partner with U.S. Army Forces Command (FORSCOM) to develop a toolset that simulates the Total Army moving through the Army Force Generation process and provides the necessary predictive capabilities. The resulting technology developed by this partnership is the Army Force Generation Synchronization Toolset (AST). AST is available on both the SIPR and NIPR Networks to users across the Army worldwide and is the baseline platform supporting the Army's Sustainable Readiness Process.
Major objectives supported by AST are as follows:
Decision Support Tool Promotes Army's Supply Chain Readiness
"DST gives materiel managers the capability to realign equipment on their property books to maximize readiness or fulfill high-priority requirements. A plan that once took days to create can now be completed in minutes. With just a few clicks of the mouse, property book officers can optimize their formation, synchronizing existing equipment on-hand against authorization."
- Lt. Col. Rodney Smith, chief, Distribution Integration Division, DMC.
AMC (Army Materiel Command) Restoring its Atrophied Repair Parts Inventory
Using a new system called the Decision Support Tool that Army Sustainment Command runs out of Rock Island Arsenal, Ill., "for the first time in my career, we can really see ourselves, and so we know where every single piece of equipment in the Army is, whether you are in the active component, the Reserve component or the National Guard. It’s never been that way; it’s very powerful."
Army Materiel Command - General Gus Perna
The Army has an enormous challenge with getting the right equipment (materiel supply) to the right place at the right time (demand). To locate, prepare the equipment and get it to the units to meet requirements, the Secretary of the Army gave Army Materiel Command (AMC) the mission of being the Lead Materiel Integrator (LMI) - the manager of Army materiel distribution/redistribution process.
To accomplish the LMI mission, AMC required total asset visibility, visibility of all materiel transactions and the ability to plan into the future. LOGSA created the LMI DST (Lead Materiel Integrator Decision Support Tool) to provide the Materiel Enterprise with this functionality.
LMI DST is the unclassified, web-based, collaborative tool the LMI uses to lead the Army Materiel stakeholders through the planning and execution of Army materiel distribution/redistribution. By consuming both legacy and enterprise data, LMI DST provides materiel managers with unprecedented Asset Visibility. LMI DST matches validated, prioritized equipment demands with available Army inventory in depots, units, and other sources. It provides an advanced planning capability to resolve complex scenarios that include force structure changes, modernization of equipment and authorizations and quickly identifying excess in the future. The tool helps equipment managers consider the impact of delivery times and transportation costs and the long-term effects of any decisions.
The Naval Synchronization Toolset (NST) is an Internet-based software tool that provides the Department of the Navy (DoN) with predictive analytic capabilities for the sourcing of aircraft to squadrons, squadrons to air wings, and air wings to aircraft carriers. NST provides rapid visibility into the consequences of the scheduling decisions related to individual aircraft, squadrons, carrier air wings, and carriers. The predictive planning capabilities of NST are used to resource F/A-18 aircraft to squadrons and air wings to support carrier strike groups (CSGs), with the intent of extending the lives of older, currently deployed aircraft.
Facilitate the efficient, synchronized development of authoritative operational, maintenance, and training schedules for the DoN's operational units and their assets
Facilitate the development of alternative courses of action (COAs) to explore the impacts of potential changes to operational commitments, training patterns, and fiscal constraints