B e s t M a n u f a c t u r i n g P r a c t i c e s

REPORT OF SURVEY CONDUCTED AT

LETTERKENNY ARMY DEPOTCHAMBERSBURG, PA

BEST MANUFACTURING PRACTICES CENTER OF EXCELLENCECollege Park, Maryland

www.bmpcoe.org

JUNE 1997

F o r e w o r d

This report was produced by the Best Manufacturing Practices (BMP)program, a unique industry and government cooperative technology transfereffort that improves the competitiveness of America’s industrial base both hereand abroad. Our main goal at BMP is to increase the quality, reliability, andmaintainability of goods produced by American firms. The primary objectivetoward this goal is simple: to identify best practices, document them, and thenencourage industry and government to share information about them.

The BMP program set out in 1985 to help businesses by identifying,researching, and promoting exceptional manufacturing practices, methods, and

procedures in design, test, production, facilities, logistics, and management – all areas which arehighlighted in the Department of Defense’s 4245-7.M, Transition from Development to Productionmanual. By fostering the sharing of information across industry lines, BMP has become a resource inhelping companies identify their weak areas and examine how other companies have improvedsimilar situations. This sharing of ideas allows companies to learn from others’ attempts and to avoidcostly and time-consuming duplication.

BMP identifies and documents best practices by conducting in-depth, voluntary surveys such asthis one at Letterkenny Army Depot conducted during the week of June 23, 1997. Teams of BMPexperts work hand-in-hand on-site with the activity to examine existing practices, uncover bestpractices, and identify areas for even better practices.

The final survey report, which details the findings, is distributed electronically and in hard copy tothousands of representatives from government, industry, and academia throughout the U.S. andCanada – so the knowledge can be shared. BMP also distributes this information through severalinteractive services which include CD-ROMs, BMPnet, and a World Wide Web Home Page located onthe Internet at http://www.bmpcoe.org. The actual exchange of detailed data is between companies attheir discretion.

Letterkenny Army Depot operates a maintenance and ammunition depot for the receipt, storage,issue, maintenance, and disposal of assigned commodities, and also provides administrative, logistic,and facilities support to tenants and attached organizations. Base Realignment and Closure 93postured Letterkenny Army Depot as the Department of Defense’s specialized missile componentsand missile support equipment Center of Technical Excellence and the integrated depot-levelmaintenance facility.

The Best Manufacturing Practices program is committed to strengthening the U.S. industrial base.Survey findings in reports such as this one on Letterkenny Army Depot expand BMP’s contributiontoward its goal of a stronger, more competitive, globally-minded, and environmentally-consciousAmerica.

I encourage your participation and use of this unique resource.

Ernie RennerDirector, Best Manufacturing Practices

Letterkenny Army Depot

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C o n t e n t s

1. Report Summary

Background......................................................................................................... 1Best Practices ...................................................................................................... 2Information ......................................................................................................... 3Point of Contact .................................................................................................. 4

2. Best Practices

TestNondestructive Testing Program ........................................................................ 5Radiological Counting Program .......................................................................... 5Real Time Radiography Applied to Paladin Production .................................... 6

ProductionIngersoll Machining Center................................................................................. 7Repair of PATRIOT Radar Set Bearing .............................................................. 7

ManagementFully Burdened Utility Rate ............................................................................... 8Multi-Trades Contract ......................................................................................... 8Organizational Meetings ..................................................................................... 9Paladin Teaming Contract ................................................................................ 10Five-Year Indefinite Quantity Contract Radio Controlled

Fire Alarm System ....................................................................................... 10LEAD Recycling Program .................................................................................. 11Shop Stores Contract ......................................................................................... 11

3. Information

ProductionAvenger Coolant Reservoir Assembly Disconnect Coupling ............................ 13AIM-9M Sidewinder Missile Umbilical Cable Repair ...................................... 13Powder Coating of Support Equipment Components ...................................... 14

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C o n t e n t s (Continued)

Repair of PATRIOT Radar Set Coolant Pump ................................................. 14Upround Sidewinder and HARM Missiles ....................................................... 14

LogisticsContractor Supplied Materials to Paladin Production Line ............................ 15Toolmaker Positions........................................................................................... 15Truck Inspection/Demurrage Tracking ............................................................ 16

ManagementAmmunition Training/Certification Program Tracking System ..................... 16Cost Estimating Process .................................................................................... 17Requisitions and Turn-Ins ................................................................................ 17Ozone Depleting Solvents .................................................................................. 17

APPENDIX A - Table of Acronyms ........................................................................ A-1APPENDIX B - BMP Survey Team......................................................................... B-1APPENDIX C - Critical Path Templates and BMP Templates .......................... C-1APPENDIX D - BMPnet and the Program Manager’s WorkStation ................. D-1APPENDIX E - Best Manufacturing Practices Satellite Centers ..................... E-1APPENDIX F - Navy Manufacturing Technology Centers of Excellence ......... F-1APPENDIX G - Completed Surveys ........................................................................ G-1

Letterkenny Army Depot

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2-1 Real Time Radiographic Facility ............................................................................... 63-1 AIM-9M Guided Missile .......................................................................................... 133-2 Detention Charges ................................................................................................... 16

TTTTTablesablesablesablesables

2-1 Multi-Trades Contract ............................................................................................... 93-1 Operating Cost Comparison: Powder versus Liquid Epoxy Paints ....................... 14

F i g u r e s

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S e c t i o n 1

Report Summary

Background

Letterkenny Army Depot (LEAD), located atChambersburg, Pennsylvania is a depot installa-tion reporting to the U.S. Army Industrial Opera-tions Command at Rock Island, Illinois. LEAD oper-ates a maintenance and ammunition depot for thereceipt, storage, issue, maintenance, and disposal ofassigned commodities. LEAD also provides admin-istrative, logistic, and facilities support to tenantsand attached organizations.

LEAD's ammunition mission occupies 12,000acres, with more than 2.2 million square feet of floorspace, as well as 902 earth-covered igloos, 10 above-ground igloos, and 100 inert storage locations. Inaddition to the receipt, storage, and issue of ammu-nition, LEAD has the capability to perform mainte-nance on munitions components, surveillance onammunition and guided missiles, and disposal of upto 10,000 lbs. of ammunition per day through de-militarization, burning, or processing through adeactivation furnace.

On December 18, 1941, the Secretary of Wardirected the acquisition of land in central Pennsyl-vania for the storage of ammunition and generalsupplies. This mission later expanded to include themaintenance of combat and transportation vehicles.This maintenance mission has continually expandedto include electronic equipment, radar, and missilesystems. Although the general supply mission trans-ferred to the Defense Logistics Agency in 1992,LEAD retains its ammunition storage mission.

Base Realignment and Closure 93 postured LEADas the Defense Department's specialized missilecomponents and missile support equipment Centerof Technical Excellence and the integrated depot-level maintenance facility. LEAD has joined UnitedDefense, Limited Partnership in a model teamingprogram for the production of the Army's latestM109 Self-Propelled Howitzer—the Paladin.

Base Realignment and Closure 95 transitioned alltowed and self-propelled artillery to Anniston ArmyDepot. The Base Realignment and Closure commis-sion also recommended privatization of tacticalmissile guidance and control, or transition toTobyhanna Army Depot.

Tenant activities located at LEAD include Commu-nications and Electronics Command and Missile Com-mand Liaison Offices consisting of the following:

• Defense Contract Management Area Operations• Defense Distribution Depot-LEAD• Defense Megacenter Chambersburg• Defense Printing Service• Defense Reutilization and Marketing Office• Defense Logistics Agency System Automation

Center• Test Measurement and Diagnostic Equipment -

Region I• United Defense, Limited Partnership• U.S. Army Audit Agency• U.S. Army Health Clinic• U.S. Army Materiel Command Management

Engineering Activity• Industrial Logistics Systems CenterLEAD serves as the Industrial Operations

Command's Center of Technical Excellence for theHoming All the Way Killer (Phase I); Phased ArrayTracking to Interception of Target; and Paladin,Avenger, Sparrow, Hellfire, and Hazard Minimiza-tion. LEAD is the organic depot for the overhaul,test, repair, and/or modification for Dragon; Tube-launched, Optically Tracked Wire (TOW) Bradley;TOW2; TOW Cobra; Phoenix; Air to Air Stinger;Sidewinder; High Speed Anti Radar Missile; ArmyTactical Missile System; Towed Howitzers (M101,M102, M114, M115, M116, M120, M198 families);Self-Propelled Howitzers (M109 and M110 fami-lies); and the M578 Recovery Vehicles. The follow-ing Tactical Missile systems are transitioning toLEAD: Multiple Launch Rocket System; Shille-lagh; Land Combat Support System; Maverick; andAdvanced Medium Range Air to Air Missile.

In addition to the typical facilities that provideLEAD the capability to perform depot level mainte-nance on a wide variety of equipment, LEAD hasmany specialized facilities associated with its as-signed maintenance and ammunition missions:

• Tritium Facility — Licensed by the NuclearRegulatory Commission, LEAD has a speciallydesigned facility for the repair of self-luminoussources for fire control components.

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• Nuclear Biological and Chemical Filter Testing —LEAD provides training, conducts testing,designs nuclear biological and chemical filtercomponents, and performs nondestructivetesting and maintenance on nuclear biologicaland chemical filter systems.

• Radiographic Inspection Facility —This facilityhouses a 320-Kilovolt x-ray machine and a 25-Megavolt betatron x-ray machine which provideLEAD with the capability to x-ray through up to20 inches of steel.

• Firing Range — LEAD's firing range canaccommodate everything from small arms tohowitzers, tanks, and antitank missiles.

• Flexible Computer Integrated Manufacturing,Computer Numerical Control/Manual DataInterface, and Computer Aided Design/Computer Aided Manufacturing — Automation,business practices, and equipment areintegrated to focus on support of customers.

LEAD has a support agreement with the AirForce to store, test, and ship Shrike, Sparrow,Sidewinder, and High Speed Anti Radar Missiles,and to upround Sparrow and Sidewinder missiles.

LEAD employs nearly 2,000 civilian personnel,three military personnel, and 497 contractor per-sonnel. The depot includes 19,243 acres and 1,780buildings with 8.4 million square feet of floor space.LEAD's annual operating budget is $220 million,with an annual payroll of $66 million and localprocurement totaling $9.6 million.

Best Practices

The following best practices were documented atLetterkenny Army Depot:

Item Page

Nondestructive Testing Program 5

LEAD's Nondestructive Testing Program Man-ager was trained for Level III nondestructivetesting. This certification allows LEAD to pro-vide in-house training and approvals. The costsavings analysis indicates that the training costswere recouped after 75 days, with additionalsavings of $24 thousand every 75 days.

Radiological Counting Program 5

Using state-of-the-art radiological counters anddata capture software, the Radiological Count-ing Program analyzes and evaluates actual orpotential radiation hazards. Surveys are per-

formed on all receiving, shipping, maintenance,storage, and disposal of radioactive commodities.

Real Time Radiography Applied to 6Paladin Production

LEAD installed a Real Time Radiographic Sys-tem to inspect welds on the M10916 PaladinSelf-Propelled Howitzer. The real time system iscapable of visual display of the objects beingscanned. Remote positioning of the x-ray tubeand collector permits continuous, instantaneousviewing of welds on the travel lock assembly andhull. This system dramatically reduced nonde-structive testing and transportation costs.

Ingersoll Machining Center 7

LEAD acquired and installed a state-of-the-artComputer Numerical Control bridge mill to sup-port the production demands for the M10916Paladin Self-Propelled Howitzer. This equip-ment reduced manpower and overtime require-ments while providing additional productioncapability for the Depot.

Repair of PATRIOT Radar Set Bearing 7

LEAD developed a procedure for the limitedrepair of the Phased Array Tracking to Intercep-tion of Target (PATRIOT) radar set bearing. Theprocedure incorporates the installation of over-size bearing balls to restore dimensional clear-ance requirements. This procedure provides acost savings of $26 thousand per bearing.

Fully Burdened Utility Rate 8

LEAD developed a single, fully burdened utilityrate for reimbursement of utility services whichhas eliminated undercharging on utility salescontracts.

Multi-Trades Contract 8

LEAD established a Multi-Trades Contract forservices in 19 labor categories. The contract isfirm fixed price and has an indefinite quantity ofservice. The contract serves as a workforce mul-tiplier, saving on overtime costs and reducingservice order backlogs. The contractor performsmuch of the installation's preventive mainte-nance work.

Organizational Meetings 9

LEAD's Directorate of Ammunition Operationsconducts biweekly organizational staff meetingsfor the four major mission areas. The meetingagenda includes the status of existing programs,new programs, production, facilities, equipment,

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manpower, and overtime requirements. Actionitems are assigned, and any discrepancies areidentified and reconciled. These meetings as-sure proper coordination throughout the Direc-torate of Ammunition Operations.

Paladin Teaming Contract 10

LEAD entered into a partnership with UnitedDefense, Limited Partnership for the productimprovement application on the PaladinM109A2/A3 self-propelled howitzer. The part-nership yielded cost avoidances and savings inexcess of $61 million, and received nationalacclaim as a model for government and industrycooperation.

Five-Year Indefinite Quantity Contract 10Radio Controlled Fire Alarm System

LEAD entered into a five-year, indefinite quan-tity contract for radio controlled fire alarm boxes,panels, and accessories. The unique capability ofthe contract is that it allows other federal instal-lations to order from the same contract. Itemsare shipped to the ordering installation; all pricesand terms are established in advance; and allcoordination for the transfer of funds from otheractivities, as well as assuming responsibility forproper receipt of the items, are handled throughthe current contract.

LEAD Recycling Program 11

The LEAD recycling program utilizes excessbuildings and equipment and generates $360thousand in annual cost avoidances. The pro-gram recycles old corrugated cardboard; number1 and number 2 plastics; aluminum and steelcans; and scrap wood and wooden pallets. Theprogram is expected to generate $500 thousandin profits for 1997.

Shop Stores Contract 11

The Shop Stores Contract is a firm fixed price,indefinite quantity contract. Orders are placed toone contractor for an entire project's material. Thiscontract significantly improves work scheduling.

Information

The following information items were documentedat Letterkenny Army Depot:

Item Page

Avenger Coolant Reservoir Assembly 13Disconnect Coupling

LEAD repairs leaking Avenger reservoir assem-bly disconnect couplings rather than replacingthem. The cost of a new coupling is $422. The costto repair the coupling is $0.16 for two O-ringsand one hour of labor. The first year's savings isnearly $55 thousand.

AIM-9M Sidewinder Missile Umbilical 13Cable Repair

LEAD developed a procedure to duplicate thefactory manufacturing process to repair or re-place damaged Sidewinder Missile UmbilicalCable boots. When compared to entire cablereplacement, this procedure resulted in an aver-age cost savings of $1,046 per cable.

Powder Coating of Support Equipment 14Components

LEAD is using powder coating of small andmedium sized parts such as brackets, frames,boxes, and panel fronts. This process is an alter-native to the epoxy painting system. The use ofthe powder coatings reduced curing times, haz-ardous materials use, and emissions.

Repair of PATRIOT Radar Set Coolant 14Pump

LEAD developed a procedure to repair the PA-TRIOT Radar Set coolant pump motor shaftbearing and seal surfaces. The procedure uti-lizes Tungston Inert Gas welding and electrodeposition plating to build pump shaft diametersfor final machining to required dimensions. Costsavings are expected to be $10,600 per coolantpump assembly.

Upround Sidewinder and HARM 14Missiles

LEAD performs testing, uprounding, disassem-bly, reassembly, inspection, and demilitariza-tion of AIM-9 Sidewinder, HARM, and the Air toGround Missile-88.

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Contractor Supplied Materials to 15Paladin Production Line

The contractor delivers needed components re-quired to build the Paladin chassis directly tothe production line work stations. This deliverymethod increases production performance.

Toolmaker Positions 15

With the shift from conventional munitions tomissiles, LEAD reclassified production machin-ery mechanics to toolmaker positions. The tool-maker position more accurately describes thework performed (i.e., fabricate and install uniquemissile handling tooling and equipment).

Truck Inspection/Demurrage Tracking 16

Empty and loaded inbound vehicles are inspectedto assure safety and suitability to transportammunition and explosives. LEAD implementeda tracking method to account for the movementof a commercial carrier in the ammunition area.This tracking method minimizes detention timesand demurrage charges.

Ammunition Training/Certification 16Program Tracking System

LEAD developed a database that contains train-ing requirements, certification training history,and pending training for the Ammunition Certi-fication Program. This database can also be usedfor other training applications.

Cost Estimating Process 17

LEAD developed a database to track cost esti-mates. This database allows a comparison of thecost estimates to actual costs which will helpmake future cost estimates more accurate.

Requisitions and Turn-Ins 17

The Department of Public Works established acentral delivery point in a receiving warehouse.The warehouse clerk verifies delivery and pre-pares the necessary hand receipt documentationwhich reduces cataloging errors.

Ozone Depleting Solvents 17

LEAD has greatly reduced the use of ozonedepleting chemicals. Aqueous parts washers havereplaced a majority of 1-1-1 Trichloroethanevapor degreasers. Alternative solvents have beenused effectively in many cold wash tanks.

Point of Contact

For further information on items in this report,please contact:

Mr. Ed AverillDirector of Ammunition OperationsSIOLE-AA1 Overcash AvenueLetterkenny Army DepotChambersburg, PA 17201-4150Phone: Commercial (717) 267-8400,

DSN 570-8400Fax: Commercial (717) 267-8388,

DSN 570-8388Email: alkya@letterkenn-emh1.army.mil

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Test

Nondestructive Testing Program

In July 1995, LEAD invested $24 thousand tohave its Nondestructive Testing (NDT) ProgramManager certified for Level III NDT for Radio-graphic, Magnetic Particle, and Penetrant throughthe American Society of Nondestructive Testing(ASNT). An analysis of the cost savings showed thata payback to LEAD for this expenditure occurredevery two and one-half months by providing in-house NDT procedure approval and training. Thishas saved money and simplified the NDT process inlieu of consultation with an off-depot Level III.

The repair activities at LEAD rely on the NDTLab for important daily piece-part verification.LEAD did not have a certified Level III on-site; theNDT program relied on the Army Research Lab(ARL) at Watertown, Massachusetts for NDT train-ing, procedure preparation, and approval. Whenthe ARL was closed and moved to Aberdeen TestCenter, Aberdeen, Maryland, only one Level III wasavailable for training. This change and distancefrom Aberdeen Test Center caused LEAD to eitherdevelop and certify a Level III, or contract with anoutside agency.

LEAD selected the NDT Program Manager totrain and take the ASNT Level III certificationexaminations in Radiographic, Magnetic Particle,and Penetrant Testing. Total estimated cost fortraining and certification examinations was $24 thou-sand and required more than six months of dedicatedstudy on the Program Manager's part. Listed beloware a few of the many benefits of this decision:

• Converted the conventional Radiographicrequirement to real time x-ray for the Paladintravel lock, reducing testing time from 14.2 tofour hours per Paladin.

• Coordinated the elimination of x-rayrequirements on the Paladin gun mountprojections where Magnetic Particle andRadiographic testing had been performed.LEAD's Level III convinced Paladin ProgramManagement that weld integrity could be ensuredby Magnetic Particle alone. This change reducedeight hours of verification time per Paladin.

• Changed the method of inspection from Penetrantto Magnetic Particle on the M198 Towed Howitzercradle to reduce man-hours from twenty to twoper M198 Howitzer. This practice also reducedhazardous materials normally involved instripping paint and repainting.

In FY97, 51 new NDT procedures were developedand another 50 are under review. Process changesare underway which include increasing the sensi-tivity level of the Post Emulsified Penetrant Immer-sion system from two to three. A new penetrant isbeing used that is biodegradable, making it moreenvironmentally friendly.

Several test methods involve high amperage flowto detect metal fatigue. LEAD's testing has identi-fied individual cases where the testing was de-signed by formula which was not as thorough as itcould have been. The situations identified could nothave been discovered without actually performingthe test on a piece-by-piece basis. The resultingNDT has the ability to prevent catastrophic failuresin the field.

LEAD has trained and certified base personnel onequipment they are familiar with eliminating theneed to travel to distant training sites. CurrentlyLEAD has certified 17 Level IIs for Penetrant; 16Level IIs for Magnetic Particle; seven Level IIs andone Level I for Radiographic; and three Level Is forUltrasonic.

Radiological Counting Program

LEAD routinely handles many types of radiologi-cal materials while conducting Depot operations.Many of these materials are in the optical andguidance systems of the vehicles and missiles pro-cessed by the Depot. In order to comply with safetyand Nuclear Regulatory Commission regulations, a100% survey of all commodities containing radioiso-topes in receiving, shipping, or storage is required.To accomplish these surveys, the Depot maintainsa dedicated radiological counting facility (RCF).

The counting facility has been in operation aboutseven years. Prior to that, the program was poorlyfocused and ineffective due to outdated and unreli-able equipment to conduct the required analysissurveys. The equipment in use at that time had

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Best Practices

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limited sample capacity, required manual data re-duction, and had lengthy calibration times. Therewere no adequate systems or processes for surveytracking and traceability. Slow turnaround timesfor survey results often delayed operations. Thecounting facility and its highly temperature-sensi-tive counting equipment were located in a ware-house with inadequate environmental controls. Theimpetus for change occurred when mishandling ofradiological material resulted in a major Tritiumcontamination of the industrial radiological facilitywhich required more than $1 million and 18 monthsto clean up.

This accident highlighted the need for state-of-the-art instrumentation; modern data and recordkeeping systems; improved quality control; improvedenvironmental and hazardous material controls;effective training programs; and assignment of dedi-cated personnel. A mobile trailer was purchasedwhich provided adequate space for new laboratoryinstruments. The trailer had temperature and hu-midity controls, was self-contained, and could beeasily moved if necessary. New equipment includedtwo advanced liquid scintillation counters and a lowalpha/beta proportional counter. These instrumentsprovided the capability for high sample capacities,accurate measurements, and interface with per-sonal computer systems for data capture and analy-sis. A full-time physical science technician wasassigned to manage the RCF and serve as the assis-tant Radiation Protection Officer. All sur-vey activities are logged and assignedtracking numbers for traceability. A suiteof software tools is used for data reduction,analysis, and charting.

The new facility and equipment pro-vide a state-of-the-art capability that hasreduced analysis time, increased surveyefficiency, and provided effective radio-logical controls. The net results showmore efficient and timely operations with-out delays due to survey backups; im-proved safety; and the amount of radio-logical hazardous waste has been reducedby 98% by switching to a biodegradablescintillation solution.

In the coming year, the RCF will be oneof the first of nine Army depots to beconnected to the Laboratory Informa-tion Management System. The pilot pro-gram for this system is coordinated out ofWright Patterson Air Force Base. Thesystem will provide an electronic connec-

tion allowing the labs to share data with otherdepots, and track information and samples transit-ing between depots.

Real Time Radiography Applied toPaladin Production

In 1993, as part of the Paladin howitzer upgradeprogram, LEAD became responsible for the hullmodifications necessary to convert inducted M109A2/A3 vehicles to the M109 A6 Paladin configura-tion. The upgrade included an x-ray requirementfor the travel lock bracket assembly, which is weldedonto the front of the hull.

At the beginning of the program, with a lowerproduction rate of eight vehicles per month, thewelded hulls were loaded on a truck; transportedseveral miles to the conventional x-ray facility;unloaded and mounted on a transport fixture; andmoved into position in the facility. This process wastime and labor consuming and involved a good dealof logistical coordination. The radiographic testingrequired loading film, and exposing and processing20 shots at the welded area with two techniciansspending a total of 14 man-hours. A failure indicationrequired returning the hull to the welding facility forrepair and then repeating the x-ray process.

A new real time radiographic facility (Figure 2-1)was built and has been operational for the last twoyears. Having this new facility has improved the

Figure 2-1. Real Time Radiographic Facility

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efficiency of this process and prepared LEAD for therequirements of full-scale production of 18 hulls permonth. The facility consists of a 160KV source,image intensifier, camera, and console/TV display.The source can be positioned and aimed remotelyfor all 20 shots from the control panel. Viewing andinterpretation is real time through the TV display inthe control room with no need for film processing.

With this new system, the hull is inspected in themanufacturing building with transport only requir-ing a shop cart and forklift. The x-ray image isviewed on a high resolution screen, and records arestored on Super VHS tape. The real time radiogra-phy system includes the ability to computer en-hance the image to improve the view of any indica-tions. The original 14 man-hours required for the x-ray technicians has been reduced to four man-hours. The transport and logistics costs (truck,trailer, driver, loading, and unloading) have beenvirtually eliminated. Hazardous material genera-tion has been reduced by the real time viewingwhich eliminated the need for film and film process-ing supplies. A printout of any indication can also bemade and sent to the weld shop along with any hullrequiring repair. Value Engineering savings for imple-menting this real time system was placed at approxi-mately $663 thousand over a three-year period.

Production

Ingersoll Machining Center

From August 1991 through September 1994,LEAD had a maximum production rate of modifyingeight M109 hulls per month. In February 1992, ashop capability study indicated that, in order toachieve full rate production of 18 hulls per month byAugust 1996, shop capabilities would have to beincreased significantly. The practices used at thattime to produce one hull incorporated the use ofportable machining operations requiring 115 man-hours, and the use of a conventional machiningcenter requiring 72 additional man-hours. Any down-time of the machining center had a direct impact onthe schedule and number of hulls produced. In orderto solve this problem and improve the capabilities ofthe shop, a specification was developed in February1992 for a Computer Numerical Control bridge mill.

The bridge mill would be capable of machining thehulls with a minimal amount of man-hours requiredfor portable and conventional machining. Procure-ment for the new machine was initiated, but re-search by LEAD personnel and the Paladin projectmanager revealed that normal time frame for a

machine of this type to come on-line was at least oneyear. With a mandatory date of August 1996 toachieve full production, LEAD formed a multi-func-tional integrated process team of 16 members. Themembers represented all departments involved inthe procurement, operation, and installation of thenew machine. Meeting once a week, the team hadthe authority to make any decisions necessary toprevent delays. This effort resulted in the machinebeing delivered and installed in November 1995, andthe first production hull cut being taken in March1996. The average time frame of one year for on-linestartup was reduced by six months. The productionrate of 18 hulls per month was exceeded in May 1996,three months ahead of the August schedule.

Benefits of this new machining center include anincrease in the present and future capabilities ofLEAD; a significant reduction in the machiningprocesses and setups associated with the modifica-tion of the M109 hull; a reduction of manual opera-tions performed using conventional and portabletooling; consistent improved quality; and a savingsof 79.8 machining man-hours per hull.

Repair of PATRIOT Radar Set Bearing

Phased Array Tracking to Interception of Target(PATRIOT) Radar Bearing assemblies are receivedfrom field units in various states of unserviceabliltydepending on environmental conditions, use, etc.The bearing assemblies require remanufacture toensure stability when aligning the PATRIOT mis-sile radar guidance system.

The bearing assemblies are disassembled and theinner and outer races, balls, and spacers are cleaned.The diameter of the removed balls is measured perspecifications. Past practice consisted of replacingthe bearing assemblies if the inner and outer bear-ing race diametral difference exceeded 0.025 inch.The cost to the government was $25 thousand perunit. The new method is to only replace the ballsusing the following formula to determine the diam-eter of the new balls (5 times the diameter of thepresent ball bearing plus the present inside diam-eter measured using the present balls minus thepresent outside diameter measured using thepresent balls minus 0.015 inch) divided by three.

By measuring the balls and the clearance withinthe races, new balls can be made that ensure therequired fit. The cost of materials and labor toreplace the balls is approximately $2 thousand.When old bearings were used, alignment times wouldtake up to 24 hours; with the new diameter balls, therealignment procedure takes only three hours.

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Replacing the bearing balls in lieu of the bearingassembly has proven cost effective and efficient,and is unique in the measurement procedure for thenew balls.

Management

Fully Burdened Utility Rate

LEAD's Directorate of Public Works (DPW) estab-lished a single rate schedule for sale of utilityservices on all contracts with tenants to recover thecost of providing electric, water, and sewer utilities.

The DPW is responsible for buying and distribut-ing electric, water, and sewer service for the LEADprograms and tenants. DPW provides all capitalimprovements and maintenance required on theDepot property to deliver these utilities to the user.Prior to 1993, utility rates charged to the user wereprepared under guidance contained in Army Regu-lation 420-41. However, this guidance did not allowadequate provisions to recoup costs. The DPW uti-lizes the Army Working Capitol Fund; thereforeoverhead is not a funded expense which resulted inundercharging on utility contracts with tenantsand programs.

Using Activity Based Costing analysis, DPW isnow recouping the fully burdened cost from theuser. Utility billing is based on metered (actualunits consumed times prevailing rate) andunmetered (engineering estimates of yearly unitsconsumed times prevailing rates) computation. Ratedevelopment for electricity is based on the com-bined total of the purchased electricity from thepower company, the amortized capital improve-ments over five years, the normal budget amountsfor maintenance and repairs, and the pro-ratedshare of DPW overhead divided by the estimatedunits of electricity consumed. Water and sewerrates are based on the combined total of the opera-tion cost of pumping stations, the water treatmentplant, the waste treatment plant, the normal cost ofmaintenance and repair, the amortized capital im-provements, and the pro-rated share of overheaddivided by the total gallons consumed. Sewer usageis based on 75% of water consumed, and waterconsumption is based on 50 gallons per person perday plus process demands. Through these actualand estimated usages, a single rate is computedyearly for electricity, water, and sewage usagecharged to each tenant, program, and activity.

The practice of developing a single burdened utilityrate for reimbursement of utility service has been in

effect since 1994. The practice has provided competi-tive and reliable utility service for the continuedoperations and performance of LEAD and its tenants.

Multi-Trades Contract

LEAD’s DPW implemented a Multi-Trades Con-tract with a single local vendor to assist the Depot inperforming recurring and routine maintenance andpublic works operations. The concept was initiatedto enable DPW to be more competitive with theoutside labor market and better meet customerneeds in terms of quick response, cost, quality, andtimeliness for the completion of work.

In the early 1990s, LEAD recognized that na-tional Base Realignment and Closure (BRAC) ini-tiatives would result in manpower reductions andconsolidation of core functions throughout the Armyindustrial community. Within this framework, DPWbegan developing a regional public works concept.This strategy included realignment of the Director-ate to function as a businesslike organization andexpand its workload to include performing work forothers in the public sector and for private contrac-tors on the installation. The objective was to enableDPW to competitively sell its services to tenantactivities located at LEAD and to outside customerswithin a 150-mile radius of the Depot.

This approach is consistent with government ini-tiatives to refocus on core mission competencies andservice requirements to provide more business-likeand better managed government operations. Officeof Management and Budget Circular No. A-76,“Performance of Commercial Activities,” establishesFederal policy for the performance of recurringcommercial activities. This policy has been refinedin recent years to include guidance and proceduresto determine whether recurring commercial activi-ties should be operated under contract with com-mercial sources, maintained in-house using govern-ment facilities and personnel, or operated throughinter-service support agreements. Efforts to “rein-vent” the way government does business have en-couraged options such as privatization, make or buydecisions, adoption of better business managementpractices, and joint ventures with the private sector.

To implement this approach, LEAD applied forand received authorization to operate as a business-like organization and was given a provisional unitidentification code. The Multi-Trades Contract wasprimarily established to enable DPW to meet cus-tomer requirements at LEAD while expanding itspublic and private sector workload without hiringadditional personnel.

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The Multi-Trades Contract is a firm fixed priceindefinite quantity service contract awarded to alocal vendor (sole source). LEAD uses the contractprimarily for cyclic work such as roofing and heat-ing, ventilation, and air conditioning maintenance,and for service orders and small work requests lessthan $2 thousand in value. Service orders typicallyinvolve construction, alteration, or repair (includ-ing painting and decorating) of buildings. By usingthe contractor for small recurring jobs, LEAD re-duced the cost of performing this work and allowedthe limited DPW workforce to focus on long-termprojects and work for other customers.

The categories of trade personnel covered by theMulti-Trades Contract include (note that * denotesmost frequently used; labor is priced on an hourlybasis by trade): Laborer, Grounds Maintenance;Pipefitter; Carpenter*; Plumber*; Carpet Layer;Sheet Metal Worker*; Electrician*; Welder; GeneralMaintenance Worker; Woodcraft; Locksmith; FireAlarm Mechanic; Maintenance Trades Helper; FireExtinguisher Repair; Mason; Millwright; and Heat-ing, Ventilation and Air Conditioning Mechanic*.

Under the contract, the contractor's required re-sponse times for specified work priorities are: Emer-gency: four hours; Urgent: two days; and Routine:20 days.

The contractor must decide to reject individualjob orders or service orders for emergencies within30 minutes and all others within 24 hours. Workinghours are 6:00 a.m. to 10:00 p.m. The contractormay perform work within a 150-mile radius ofLEAD. Service orders are small jobs less than 40hours, limited to $2 thousand in value. Individualjob orders are jobs of 40 to 10,000 hours, limited to$1 million in value. The Multi-Trades Contract hasbeen used mostly for service orders and providesguaranteed annual minimum levels. Table 2-1 showshow the Contract has been applied to date.

The Multi-Trades Contract has been a very effec-tive mechanism, helping LEAD maintain competi-tive rates and be responsive to customer require-ments. The Contract helped retain existing custom-ers and permitted taking on new public and privatesector customers in the region. This strategy is a keypart of the Depot's efforts to meet the changescreated by government facilities' restructuring whileaddressing the competitive challenges of the future.

Organizational Meetings

The Director of Ammunition Operations (DAO)initiated a structured DAO meeting format to im-prove organizational communication and effective-ness. The meetings are held biweekly and dividedinto major mission areas:

• Storage/Stockpile Reliability• Army Missile Maintenance• Demilitarization/Conventional Ammunition

Maintenance• Air Force and Navy Missile MaintenanceThe meetings are sequential and last approxi-

mately 30 to 45 minutes. All key directorate person-nel attend the meetings to ensure that proper dis-cussion of the issues is achieved. Agendas are devel-oped prior to each meeting by the DAO staff, andopen time is allowed for any topics and concernsthat employees may have regarding the four areas.

One key aspect of the meeting format is the use ofan impartial facilitator who is charged with con-ducting the meetings and providing minutes to keyDirectorate personnel. The facilitator designatesthe individuals responsible for future action itemsand tasks in the meeting minutes. The facilitator isa contract employee, not a DAO or Depot employee,which ensures that meetings are conducted in animpartial manner. This format has been in effect forthree to four years. The average number of employ-ees attending the meetings is eight to twelve DAOpersonnel.

Since this format has been used, the Directoratehas reaped several key benefits that have improvedmorale and organizational effectiveness. First andforemost, communication has been greatly enhancedwithin the Directorate at all levels. The teamingefforts have been improved and all key issues andtaskings have been properly coordinated, benefit-ting both management and employees.

Table 2-1. Multi-Trades Contract

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Paladin Teaming Contract

LEAD and United Defense, Limited Partnership(UDLP), Paladin Production Division, have enteredinto a partnership to upgrade the Paladin M109A6.This is a very unique and aggressive cooperativeeffort on the part of both LEAD and UDLP.

Prior to the 1990s, two separate industrial baseswere needed to maintain and renovate Army as-sets—an organic base and a private base. Bothsectors were noncompatible and had excess capac-ity. As the Army started to significantly downsize, itwas obvious to both sectors that the organizationsneeded to integrate and partner where possible ifthey were to survive as manufacturing organiza-tions. Senior Army leadership, as well as LEAD andprivate sector companies, recognized the need tocreate an integrated industrial base where privatecompanies team with government organizations toreduce excess capacity and complement each other'smanufacturing expertise. The Army funded aproducibility evaluation task team to study compa-nies in order to minimize the learning curve andencourage a joint effort with an existing govern-ment facility.

• Partnership — A “Best Value” contract wasawarded to UDLP, Paladin Production Division,to upgrade the M109A6 Howitzer at LEAD. Thepartnership was entered into between theProject Manager Paladin, LEAD, and UDLP.The roles and responsibilities were subsequentlyagreed upon, and a team venture was initiatedat LEAD. UDLP entered into a facility usecontract. A key part of the partnershipagreement was the Paladin Integration Team.This team, through the use of IntegratedDefinition Modeling, clearly defined the roles,responsibilities, and processes for which eachpartner would be accountable.

• Teaming — Under the mutual agreement, eachparty was responsible for distinct facets of theupgrade program. UDLP was responsible for allparts, make or buy; assembly of turrets;integration of turrets with chassis; and finalvehicle test, inspection, storage, and shipment.LEAD was responsible for disassembly ofincoming assets; refurbishment of the M109A6chassis; testing of automotive/carrier systems;and final vehicle painting.

• Program Results — By mutually supportingeach partner, several significant savings havebeen achieved. All M109A6 have been delivered

two months ahead of schedule to the customer,Project Manager Paladin. Every M109A6 isdelivered in unconditional status with no qualityissues. Significant administrative changes andcosts have been reduced or eliminated. The jointmanagement team has been able to waive 30Department of Defense/Army regulations,thereby helping the joint venture succeed. Thestaffs hold joint quality reviews and have jointresolution of manufacturing/managementproblems. This unique teaming arrangement,through the acquisition strategy, has allowedthe Army to reprogram $46 million.

By each side focusing on its respective strengthsand committing to teaming, each partner is in awin-win situation.

Five-Year Indefinite Quantity ContractRadio Controlled Fire Alarm System

LEAD has established a contract that providesthe ordering of an unlimited quantity of radio con-trolled fire alarm boxes, panels, and accessoriesover a five-year period without further militarysupply system involvement.

A unique feature of this contract permits thesystematic implementation of an effective and effi-cient radio controlled system for modernizing thebase operations fire protection system. The systemis also capable of extending to the needs of regionalgovernment and private sector fire protection. Theradio controlled system consists of frequency modu-lated radio transmitter alarm stations that reportemergency alarm messages to a master controlreceiver station. The receiver station monitors emer-gency signals. The wireless system eliminates theneed for underground cables or telephone lines. Byusing solar power for primary power and battery forsecondary power, the system is independent ofoutside power sources. The system is vandal resis-tant, virtually maintenance free, and provides port-ability at a much lower cost than conventional lineterminated systems. Radio controlled systems areespecially cost effective and reliability enhancingwhen strategically locating emergency alarm sta-tions over a large region, such as the LEAD propertyand Franklin County.

The contract is currently in its second option year.More than 100 radio controlled alarm stations havebeen ordered and installed throughout the Depot.They are connected to the Fire Department's Vision21 System for monitoring. In addition to the fire

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protection, other emergency alarm stations havebeen installed throughout the Depot to monitoremergency conditions of lift stations, turbidity lev-els at the water plant, flame out and pressure ofboilers, and security intrusion. The reliability of thesystem has significantly reduced the number ofalarm checks required and eliminated line repairs.The five-year indefinite quantity contract has sig-nificantly reduced the cost of contract administra-tion, saved cost per item ordered, and allowed thesystem to be built with compatible components. Aunique capability of this contract allows other fed-eral installations to order an unlimited quantity ofradio controlled boxes, panels, and accessories. Theseitems are then shipped directly to the orderinginstallations. All prices and terms have been nego-tiated in advance which eliminates duplication ofeffort. All coordination for handling the transfer offunds from other activities, and the responsibilityfor proper receipt of the items are handled throughthe LEAD contract.

LEAD Recycling Program

The LEAD Recycling Program was establishedand developed to recover scrap from waste streams,prevent pollution, and conserve natural resources.The major objective of this program is to provide fullreimbursement of funds generated back to the in-stallation. This program has utilized excess build-ings and equipment for a successful, award winningrecycling/reuse program generating $360 thousandin annual cost avoidance.

The solid waste at LEAD was land filled as gar-bage until 1989. An employee at the base identifiedthe need to collect land filled materials in sourceseparated containers and identified a market forthese commodities. By utilizing an unused building,converting unused wire baskets into recycling bins,and acquiring excess material handling equipmentfrom the Defense Reutilization and Marketing Of-fice (DRMO), the foundation of an excellent recy-cling program was established. To ensure that topmarket prices were received for the recyclablescollected, the program leader chose to store col-lected materials in baled form. A horizontal balerwas purchased to be used for old corrugated card-board, number 1 and 2 plastics, and aluminum andmetal cans. Warehouse space was free; thereforestoring large quantities of materials before balingwas the best utilization of equipment. At the drive-up collection center, small holes were cut in building

walls to allow limited access for recyclables whilereducing contamination. Training throughout thebase was key to keeping large volumes of clean feedstock. Recycling bins were purchased and distrib-uted base-wide. The custodial services were utilizedto transport material from offices to each building'scollection center. Equipment turned in at DRMOprovided a valuable source for material transportvehicles for the recycling center. An excess DRMOtractor trailer allowed LEAD's recycling program toexpand off base and provide recycling drop off/collection centers for three towns within FranklinCounty. These small communities could not sup-port recycling programs on their own. The 808 tonscollected annually in these communities supportthe volume market prices for LEAD's program.

Each year, 700 tons of wood scrap at the base areground into mulch by a large shredder purchasedfrom sales of recyclables. The shredded material issold for $3 per ton. A lumber sales project wasestablished for good, reusable lumber which collectsapproximately $600 weekly. More than 12,000 good,reusable pallets are sold each year for reuse. Theprice for each pallet ranges from $4 to $5.

This program, which has won recognition fromthe Governor of Pennsylvania, has turned wastedresources into a 1997 projected profit of approxi-mately $500 thousand. The revenues generatedfrom this successful program have been utilized topurchase recycling equipment, safety trailer andequipment, several pieces of equipment for DepotWelfare and Recreation, a break area building foremployees, and a lighted welcome marquee at theDepot entrance that often announces the lumbersales bargains. Additionally, requests for instruc-tion from other bases continue to increase.

Shop Stores Contract

In 1995, LEAD established a Shop Stores Con-tract with a local vendor to handle the purchase ofcommon material and supplies used by the DPW.Prior to this, material purchases were handledthrough the Installation Supply Account and theDirectorate of Contracting for procurement actions,then shipped to the Defense Logistic Agency (DLA)for distribution. These purchases required formalprocurement actions which added time and cost.For example, typical issue/receipt charges by DLA,even for very low cost items, could be as much as $70per transaction and often amounted to more thanthe cost of the item.

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The Shop Stores Contract is a firm fixed priceindefinite quantity service contract awarded to asingle vendor who maintains a supply facility withina 15-mile radius of LEAD. The contractor providessupervision, management personnel, equipment,and supplies to operate and maintain the supplyfacility. The contractor is authorized to purchase,receive, store, handle, and issue all types of materi-als. Under the contract, the contractor maintainscatalogs and price lists for all items carried. Thisinformation, and commercial stock numbers, fulldescriptions, units of issue, consumption data, andcumulative amounts the government has receivedare also provided to the government electronicallyusing commercially available software. Orders areplaced on a daily basis. The government provides arequired delivery date, and the contractor has arequired time frame within which to accept or rejectthe order. In most cases, the contractor delivers thematerials, but small orders can be picked up byauthorized government personnel. Items available

under the contract include plumbing supplies; heat-ing and air conditioning parts; electrical supplies;paint and painting supplies; hardware items; andbuilding materials.

The contract was issued for a base year and fouroption years with a guaranteed purchase amount of$400 thousand per year. In the first year, the actualpurchase amount was $851,600; the actual amountfor the second year was $428 thousand.

The Shop Stores Contract has streamlined theprocess for obtaining materials and supplies. As aresult, customer service and satisfaction have greatlyimproved. The shop stores contract eliminated thecumbersome requirements for sole source procure-ment and substantially reduced the costs of acquir-ing and handling material. Inventories of materialshave been reduced 50%, and deliveries have beennearly 100% on time. The number of full-time buyershas been reduced from nine to one, and layers ofmanagement and paperwork have been eliminated.

Production

Avenger Coolant Reservoir AssemblyDisconnect Coupling

LEAD has the mission to repair/overhaul theAvenger missile system for the U.S. Army andMarine Corps. This system consists of eight Stingermissiles and a launcher mounted on a High MobilityMultipurpose Wheeled Vehicle. Included in thissystem, is a 2,000 pound pressure bottle servicingfour Stinger missiles and connecting with quickdisconnect couplings. Many of these couplings werefound to be leaking at the time the system wasinducted into the Depot overhaul line.

The original program scope of work did not autho-rize repair of leaking couplings. Instead they wereautomatically replaced with new ones costing $442each. A major problem for this program, in additionto the cost, was the lack of available replacementcouplings and a long lead time to obtain new parts.This shortage created the necessity to develop analternative to enable adequate support of thecustomer's program requirements.

To resolve the problem of coupling shortages,LEAD engineers performed a reverse engineeringanalysis of the coupling and the leakage problem.As a result, a repair procedure was developed andapproved to replace the connector O-rings. Thisprocedure is now performed on all couplings whetheror not leakage is evident. The repair cost, includingparts and labor, is approximately $60 per coupling(compared to $442 for new couplings). LEAD recentlycompleted the first of a five-year program, repairingabout 100 couplings per month (Avenger Systemsand spares), and realizing a savings of $55 thousand.

The process of reverse engineering to compensatefor parts shortages and develop cost-effective alter-natives has proven to be very effective for LEAD andthe Avenger Item Managers. A repair procedure isdeveloped, submitted to the customer for approval,and implemented as a cost savings. The originalscope of the maintenance program has changedallowing reuse of parts previously discarded. Thistype of effort is further documented and creditedthrough the Army Value Engineering program.

S e c t i o n 3

Information

AIM-9M Sidewinder Missile UmbilicalCable Repair

As part of the Aerial Intercept Missile (AIM)-9MSidewinder Missile Depot Operation, the umbilicalcable (Figure 3-1) is tested, inspected, and repaired.The past practice consisted of inspecting the cablefor serviceability and testing for a 0.1 ohm maxi-mum resistance from point-to-point. If the cablejacket was damaged or if it failed the electrical test,the cable was scrapped. The cost of each replace-ment cable was $1,230.

The new procedure developed by LEAD includesthe replacement of the cable boot or repair of theboot/connector joints. Electrical test failures arestill treated as non-repairable. If the boot is service-able, but the epoxy boot/connector joints are dam-aged, the original epoxy and foreign material areremoved, and the areas are cleaned, primed, and re-epoxied. If the boot is unserviceable, it is splitlengthwise and removed. The original epoxy andforeign material are removed, and the mating sur-faces cleaned. The new boot is shrunk into place,and epoxy is then applied to the boot/connectorinterface. The average cost to repair each cable is$185 versus the $1,230 cost of replacement cables.

Figure 3-1. AIM-9M Guided Missile

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Powder Coating of Support EquipmentComponents

LEAD has the ability to powder coat small andmedium sized parts with simple shapes (such asbrackets, frames, boxes, and panel fronts) which arelater assembled into equipment racks and controlpanels. The process is listed as an alternative to theliquid epoxy painting system used extensively withinthe Department of Army.

The use of powder coating improves the qualityand finish of the item while extending service life.The current liquid coatings force the use of solventsand primers which increase hazardous emissionsand waste of the liquid application. Table 3-1 showsthe significant difference in the costs associatedwith liquid versus powder applications.

Additionally, the powder not attached to the itemcan be recovered from the filters and reintroducedinto the application media. Cure times are substan-tially reduced with powder versus liquid application,and powder coatings have no vapor off-gassing issues.

For years, the use of powder coatings has been aproven performer in numerous applications. Oncecustomer approval for this process is secured, it willenhance LEAD's ability to provide a significantlyimproved product.

Repair of PATRIOT Radar Set CoolantPump

In an effort to reduce costs and improve turn-around time to the customer, LEAD developed arepair procedure to facilitate the repair of the cool-ant pump motor/impeller rotor shaft used on thePATRIOT Radar Set coolant pump assembly. Priorto adopting this procedure, repairs to this unit werelimited to the replacement of seals, packing, andmotor bearings. Any damage or wear to the motorrotor shaft required the entire motor assembly bescrapped and replaced at a cost of just over $11thousand, since the rotor shaft was not an indi-vidual replacement component.

Through the use of reverse engineering of thecoolant pump rotor shaft, a repair procedure wasdeveloped by LEAD. This procedure incorporatesthe use of Tungston Inert Gas welding and/or selec-tive copper plating of the worn or damaged areas ofthe shaft once these areas are pre-machined. Afterwelding and/or plating (depending on the extent ofwear or damage) the repaired areas of the shaft areremachined to required specifications. The rotorshaft is then reassembled into the coolant pumpassembly, and the assembled unit is tested to en-sure proper operation.

By applying this repair procedure, LEAD reducedthe cost of the repairs to the coolant pump assemblyfrom just over $11 thousand to an average of $500per unit. LEAD also expanded the repairs of thisunit to include the rewinding of the pump motorwhen required.

UproundSidewinder andHARM Missiles

For many years, LEADhad the mission and ca-pability to test, disas-semble, upgrade, handle

class V explosives, reassemble, package and shipmissile systems for the military services. The capa-bility to upround (or put in a ready-to-fire configu-ration), store components, assemble and test in onelocation are essential for the effectiveness of modi-fication programs such as the Sidewinder AIM-9M,High Speed Anti Radar Missiles (HARMs), and Airto Ground Missiles (AGM) 88C.

The Sidewinder is a supersonic, air launched,guided missile employing passive infrared targetdetection. The missile is 113 inches long, 5 inches indiameter, and is composed of five major compo-nents: guidance control; target detector; safety arm-ing device; warhead; and rocket motor. The HARMis a high speed, anti-radar missile capable of detect-ing, acquiring, displaying, and selecting a transmit-ting radar threat. HARM is made up of four sections:guidance; control; warhead; and rocket motor.

For the past 30 years, LEAD has been the main-tenance and upgrade Depot for the Sidewindermissile. The current Air Force program to retrofitmissiles to the AIM-9M configuration involves re-moving the guidance system, upgrading all compo-nents to the latest configuration, applying the latestAir Force Time Compliance Technical Orders, test-ing upgraded guidance assemblies from the prime

Table 3-1. Operating Cost Comparison: Powder versus Liquid EpoxyPaints

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contractor, reassembling the missile to an uproundcondition and testing. There is also a Navy retrofitprogram primarily involving an upgrade to theguidance system. The missile is packaged and re-turned to the customer with a disk containing allcomponent serial numbers, dates, and other rel-evant data which are compatible with Air Force andNavy software systems.

The missiles are tested with the same test setsused by the customer's facilities. LEAD is process-ing approximately eight to ten Sidewinders a day,and has completed about 3,000 for the presentupgrade program.

The HARM missile is a newer program for the AirForce and Navy, but involves many similar pro-cesses, procedures, and capabilities as theSidewinder Program. The present Air Force pro-gram upgrades the missile to the AGM-88C configu-ration with a new warhead and guidance system.The program includes disassembly, component re-placement, assembly, test in the upround configu-ration, and collection of component data compatiblewith customer software. Present volume is four tosix missiles per day. Approximately 500 of the 850missiles scheduled under this program have beenmodified. In addition, LEAD has performed an x-ray/cold soak operation on selected AGM-88 rocketmotors. This involved placing the motor in an envi-ronmental chamber, chilling for 24 hours, and thenx-raying the motor to detect any minute flaws. Thisspecial process was used to verify the acceptabilityof more than 2,000 rocket motors.

LEAD has many years experience with thesekinds of programs, is a stock point for missile com-ponents, and has the facilities for handling class Vexplosives. The basic processes are readily adapt-able to specific requirements of missile upgradeprograms. LEAD's experience and capability dem-onstrate effectiveness for testing and assemblingmissiles to an upround configuration.

Logistics

Contractor Supplied Materials to PaladinProduction Line

Repair parts supplied to the Paladin line requiredelivery in correct configuration, number, and typeso production is not impeded. The former processdelivered kits to each mechanic. At times, the kitsdid not contain all required parts or were non-conforming to specifications.

The prime contractor, United Defense, LimitedPartnership (UDLP), established a three-tier sys-

tem for parts: expensive, unique, or pilferable; brack-ets and fixtures; and common hardware. UDLPsupplies all required parts that are unique to thecontractor, and created a 10% reorder point (ROP)on most items. For expensive or pilferable items, theROP may be only one. The contractor owns all of the"bench stock" material, but the installation is re-sponsible for the physical control of the inventory.Periodic inventories and reviews of usage, loss, anddamage keep UDLP informed of supply problemsbefore they impact production. The former methodused a kit system that was supplied to each me-chanic at his bay. This method took resources tobuild the kits and deliver them to the site. Mixedresults occurred when the kits contained shortagesor damaged parts. Under the new method, UDLP isresponsible for the correct number of items being onthe line at the right time ensuring an unencum-bered flow.

The new process has been in place for three years,and after initial resistance, appears to be workingwell. LEAD continues to supply DLA parts to theline, and UDLP seems to have resolved the supportproblems of the past.

Toolmaker Positions

Changes to the mission of the Directorate ofAmmunition Operations (DAO) have resulted inthe reclassification of the position of ProductionEquipment Mechanic. The original mission requiredthat equipment mechanics provide maintenance andsupport to the DAO by maintaining the AmmunitionPeculiar Equipment (APE) which was being used forlocal Depot operations at the time. Modifications oralterations to this equipment were not allowed at thelocal level, and control was provided by a singlemanager at Industrial Operations Command.

To support this program at LEAD, the machineshop within DAO was staffed with one welder, onetool and die maker, and three production equip-ment mechanics. Recent changes to LEAD's mis-sion have resulted in changes to the type of muni-tions being handled by the DAO. Missiles havereplaced conventional ammunition, and the needfor APE equipment no longer exists. This changeresulted in the need to reclassify the position of theProduction Equipment Mechanic to more closelydescribe the type of work now being performed atthat level. The position now requires the mechanicto be readily responsive and innovative. The personmust be versatile; multi-skilled; and able to design,fabricate, and install unique missile handling tool-ing and equipment as required for LEAD to perform

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its new mission. DAO has recently reclassified twomechanics to the position of toolmaker. These twopositions have replaced the original five positionsresulting in closer and more direct support to theDAO. The positions significantly reduced relianceon support from other agencies and provided DAOwith the necessary resources to perform LEAD'scurrent mission.

Truck Inspection/Demurrage Tracking

LEAD's truck inspection site is used to inspectcommercial and government vehicles for safety/security compliance (DD Form 626) before carryingammunition items, and also acts as a control fordoor seals, government bills of lading, and localtruck control document Form 3717. Demurragetracking depends on the above processes being com-pleted accurately, and using Form 3717 for carrierand time identification.

Vehicles arriving to haul ammunition or vehicleswith explosives for drop off must undergo a com-plete review. At a minimum, the driver must havea commercial driver's license, and his vehicle mustpass the cited 626 inspection which includes physi-cal checks of the lights, tires, engine, trailer, tarpau-lins, straps, fire extinguisher, steering tightness, andhydraulic connections between the tractor and trailer.Additional requirements must be met depending onmaterial sensitivity and hazard classification.

In the last two years, detention tracking shows thatsignificant savings have been realized (Figure 3-2)

through the use of the local Form 3717. This formtracks commercial driver down time on the installa-tion and avoids frivolous claims of detention charges(nearly $100 per hour) against the Depot. Forcingdrivers to schedule their pickups and deliveries hassignificantly aided LEAD by controlling the com-mercial carriers.

The Depot has managed the programs effectivelyand is now realizing consistent results. Commercialcarriers and the Depot workforce have jointly ben-efitted from increased safety and productivity.

Management

Ammunition Training/CertificationProgram Tracking System

All LEAD employees working explosive opera-tions and employees responsible for planning ormanaging these operations require training. TheAmmunition Training/Certification Program Track-ing System is a database that tracks the trainingrequirements, certification training history, and up-coming training for personnel in a specific job series.

The Ammunition Training/Certification Programis required training as outlined in the Army Mate-riel Command (AMC) Regulation 350-4, LEAD Regu-lation 350-9, and LEAD Circular 15-101. Until fouryears ago, training was always difficult to track. Allcertification records were kept manually through apaper system that was labor intensive and condu-cive to mistakes. It was difficult to keep track oftraining histories and requirements when personnelwere constantly changing positions and job series.

In 1993, a database was developed by LEAD thatkept track of personnel training histories and speci-fied requirements by Job Series. The database isrelational and is linked to the personnel databasethat contains employee information such as jobseries, and Table of Distribution and Allowancesline. Required courses per AMC Regulation 350-4and LEAD Regulation 350-9 are entered into thedatabase. All Form 1556 Training Requests andForm 52 Personnel Actions are entered into thisdatabase to indicate required and received training.Searches can be performed to identify the requiredcourses by Job Series, individual, cost center, andDirectorate. The database provides a listing of per-sonnel who require a certification course. Dataentry and retrieval are easy and accurate.

The database has been operational for the pastfour years, and has brought accuracy and discipline

Figure 3-2. Detention Charges

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to the Ammunition Training/Certification Programtracking requirements. Other training require-ments, histories, and schedules can be kept on thisdatabase. Plans are to extend this capability to theHazardous Waste Training program.

Cost Estimating Process

Cost estimating is a process by which costs toperform a specific task or job are determined. The costestimating process used by DAO at LEAD is basedprimarily on historical data derived from past jobs inlieu of the application of detailed time standards.

The DAO is responsible for disassembly, detona-tion, renovation, testing, and salvage of munitions.The majority of customers are Army, Navy, AirForce, and foreign military. Requests for cost esti-mates are received by telephone and are alwaysfollowed with a memorandum. The memorandumprovides the details of the work requirements suchas product identification, description of work, quan-tities, and schedules. The requests are distributedto the appropriate production controllers for initialdevelopment of the cost estimate data and sched-ules. The production controller coordinates andschedules required meetings to identify, collect, anddocument man-hours, materials, and other cost datarequired by the cost center to perform the work.

For the past six years, historical data derivedfrom past jobs was the primary source of dataapplied to the cost estimating process. Work mea-surement standards are no longer used becausethey are out of date, and it was determined theywere too costly to develop and apply. Applicationand maintenance of work measurement standardsrequire a large staff in a normal setting. In today'ssetting, with the variety of workload requirementsexperienced by DAO, the accuracy becomes ques-tionable. With the automation of historical data, avariety of scenarios can be compared and estimatescan be quickly developed with a high degree ofaccuracy at a much lower administrative cost thanwith the use of work measurement standards.

Along with historical data, the applicable organiza-tions provide input. The production controller collectsthe input and documents these on the StandardDepot System Form 1055-R. This form includes theman-hours, material cost, schedule, and quantities.It is forwarded to the program analysts who applythe appropriate rates to compute the cost per unitand total cost. After the cost estimate is entered intothe database for historical records and tracking

control, it is forwarded to the appropriate personnelfor approval before it is forwarded to the customer.

The cost estimating process based on historical dataand organizational input has been a good trade-off inlieu of maintaining the costly work measurementstandards. The database tracks the history of costestimates and the jobs after they are completed, andprovides easy access for developing estimates. Thecost estimating process is being continuously refinedby comparing the actual cost with the estimated costcontained in the historical database.

Requisitions and Turn-Ins

LEAD developed a new way of doing business forrequisitions and turn-ins of accountable property.The Director for Supply Management consolidatedjob functions for document registration and control,and shifted personnel to new positions for centraldeliveries. The consolidation of job functions elimi-nated unnecessary delays in processing propertydocuments, and eliminated an estimated one to one-and-one-half days processing time out of a three tofive day time line. This represents a 33% decrease intime required to process property documents. Allincoming property is now received at one centralsite for Depot distribution.

LEAD has also aggressively promoted the use ofgovernment credit cards at the Depot. This hassignificantly reduced the amount of administrativetime to obtain property, and decreased deliverytime of goods to Depot customers. Depot customersare now assured that the property they buy isdelivered in a timely fashion and to the properorganization. These initiatives will allow the divisionto shift additional personnel (approximately 15%)after LEAD completes the current BRAC actions.

Ozone Depleting Solvents

From 1993 to 1996, LEAD greatly reduced the useof ozone depleting chemicals by 87%, primarily 1-1-1Trichloroethane (TCA), through use of an aggres-sive solvent substitution program. Aqueous partswashers have replaced a majority of vapordegreasers, and alternative solvents have been usedin many cold wash tanks.

The activities at LEAD are very unique, but stillneed to comply with the Montreal Protocol and theCopenhagen Amendments regarding elimination ofozone depleting solvents in the repair activities atthe Base. The major chlorinated solvent used for

18

surface cleaning was TCA. TCA was used on manyprograms in several specific applications, not onlyfor its cleaning properties but also for its speed andlow cost. TCA was used in hot vapor degreasers andcold dip tanks for metal cleaning, and as an efficientsolvent for wipe cloths as well.

When LEAD's environmental team discoveredthat TCA would not be manufactured after Decem-ber 1995, they quickly needed to identify alterna-tives to the 4,100 gallons of TCA used annually.LEAD looked at all cleaning applications through-out the repair activities on Base and discovered thatmilitary specifications demanded TCA use for sur-face cleaning on several programs. Military specifi-cation PD 680 allows several alternatives for gen-eral cleaning. Alternative cleaning methods wereinvestigated for each program, and the decision wasmade to purchase 12 aqueous-based power washersat an expense of $640 thousand. The aqueous wash-ers were to be used in all cleaning applications thatdid not mandate TCA. These soap and hot watercleaners proved to be very sufficient at surface

cleaning with no significant production delays. Theteam also purchased four smaller impulse washersfor $11 thousand to handle smaller cleaning tasks.

Although several successful TCA replacementswere accomplished, TCA could not be completelyreplaced on all programs by the end of 1995. Toreduce the need to purchase more TCA, a mobileTCA distilling unit was used in February 1995 toreclaim used solvent. Of the 770 gallons of dirtyTCA distilled, 743 gallons of clean solvent werereturned for reuse. Efforts to identify opportunitiesto further reduce TCA use throughout operations atLEAD continue. EcoLink has proven to work wellfor motor cleaning, and Safety Kleen products andPenatone work well for other general cleaning pur-poses. These safer solvents, while more environ-mentally friendly, have other benefits such as re-duced need for worker personal safety equipmentand reduced cost. The waste water from the aqueouswashers can go directly to the waste water treatmentfacility reducing the need for the hazardous wastedisposal incurred by old TCA cleaning methods.

A-1

A p p e n d i x A

Table of Acronyms

AcronymAcronymAcronymAcronymAcronym DefinitionDefinitionDefinitionDefinitionDefinition

AGM Air to Ground MissileAIM Aerial Intercept MissileAMC Army Materiel CommandAPE Ammunition Peculiar EquipmentARL Army Research LabASNT American Society of Nondestructive Testing

BRAC Base Realignment and Closure

DAO Directorate of Ammunition OperationsDLA Defense Logistics AgencyDPW Directorate of Public WorksDRMO Defense Reutilization and Marketing Office

HARM High Speed Anti Radar Missile

LEAD Letterkenny Army Depot

NDT Nondestructive Testing

PATRIOT Phased Array Tracking to Interception of Target

RCF Radiological Counting FacilityROP Reorder Point

TCA TrichloroethaneTOW Tube-launched, Optically Tracked Wire

UDLP United Defense, Limited Partnership

B-1

A p p e n d i x B

BMP Survey Team

Team Member Activity Function

Larry Robertson Crane Division Team Chairman(812) 854-5336 Naval Surface Warfare Center

Crane, IN

Dan Carlson U. S. Army Technical Writer(309) 782-6475 Industrial Operations Command

Rock Island, IL

Team 1

Bob Cale Watervliet Arsenal Team Leader(518) 266-5300 Watervliet, NY

Rodney Huff Tooele Army Depot(801) 833-2181 Tooele, UT

Jack Tamargo BMP Satellite Center Manager(707) 642-4267 Vallejo, CA

Team 2

Rick Purcell BMP Center of Excellence Team Leader(301) 403-8100 College Park, MD

Darrel Brotherson Rockwell Collins Avionics &(319) 295-3768 Communications

Cedar Rapids, IA

Tim Donnelly U.S. Army(309) 782-3655 Industrial Operations Command

Rock Island, IL

Larry Halbig Hughes Air Warfare Center(317) 306-3838 Indianapolis, IN

C-1

“CRITICAL PATH TEMPLATESFOR

TRANSITION FROM DEVELOPMENT TO PRODUCTION”

A p p e n d i x C

Critical Path Templates and BMP Templates

This survey was structured around and concen-trated on the functional areas of design, test, pro-duction, facilities, logistics, and management aspresented in the Department of Defense 4245.7-M,Transition from Development to Production docu-ment. This publication defines the proper tools—ortemplates—that constitute the critical path for asuccessful material acquisition program. It de-scribes techniques for improving the acquisition

process by addressing it as an industrial processthat focuses on the product’s design, test, and pro-duction phases which are interrelated and interde-pendent disciplines.

The BMP program has continued to build onthis knowledge base by developing 17 new tem-plates that complement the existing DOD 4245.7-M templates. These BMP templates address newor emerging technologies and processes.

D-1

A p p e n d i x D

BMPnet and the Program Manager’s WorkStation

The BMPnet, located at the Best ManufacturingPractices Center of Excellence (BMPCOE) in Col-lege Park, Maryland, supports several communica-tion features. These features include the ProgramManager’s WorkStation (PMWSPMWSPMWSPMWSPMWS), electronic mailand file transfer capabilities, as well as access toSpecial Interest Groups (SIGs) for specific topicinformation and communication. The BMPnet canbe accessed through the World Wide Web (athttp://www.bmpcoe.org), through free software thatconnects directly over the Internet or through amodem. The PMWS software isalso available on CD-ROM.

PMWS provides users withtimely acquisition and engi-neering information through aseries of interrelated softwareenvironments and knowledge-based packages. The maincomponents of PMWS areKnowHow, SpecRite, the Tech-nical Risk Identification andMitigation System (TRIMS),and the BMP Database.

KnowHowKnowHowKnowHowKnowHowKnowHow is an intelligent,automated program that pro-vides rapid access to informa-tion through an intelligentsearch capability. Informationcurrently available in KnowHow handbooks in-cludes Acquisition Streamlining, Non-DevelopmentItems, Value Engineering, NAVSO P-6071 (BestPractices Manual), MIL-STD-2167/2168 and theDoD 5000 series documents. KnowHow cuts docu-ment search time by 95%, providing critical, user-specific information in under three minutes.

SpecRiteSpecRiteSpecRiteSpecRiteSpecRite is a performance specification genera-tor based on expert knowledge from all uniformedservices. This program guides acquisition person-

nel in creating specifications for their requirements,and is structured for the build/approval process.SpecRite’s knowledge-based guidance and assis-tance structure is modular, flexible, and providesoutput in MIL-STD 961D format in the form ofeditable WordPerfect® files.

TRIMSTRIMSTRIMSTRIMSTRIMS, based on DoD 4245.7-M (the transitiontemplates), NAVSO P-6071, and DoD 5000 event-oriented acquisition, helps the user identify andrank a program’s high-risk areas. By helping theuser conduct a full range of risk assessments through-

out the acquisition process,TRIMS highlights areas wherecorrective action can be initi-ated before risks develop intoproblems. It also helps userstrack key project documenta-tion from concept through pro-duction including goals, respon-sible personnel, and next ac-tion dates for future activities.

The BMP DatabaseBMP DatabaseBMP DatabaseBMP DatabaseBMP Database con-tains proven best practices fromindustry, government, and theacademic communities. Thesebest practices are in the areasof design, test, production, fa-cilities, management, and lo-gistics. Each practice has been

observed, verified, and documented by a team ofgovernment experts during BMP surveys.

Access to the BMPnet through dial-in or on Inter-net requires a special modem program. This pro-gram can be obtained by calling the BMPnet HelpDesk at (301) 403-8179 or it can be downloaded fromthe World Wide Web at http://www.bmpcoe.org. Toreceive a user/e-mail account on the BMPnet, senda request to helpdesk@bmpcoe.org.

There are currently six Best Manufacturing Practices (BMP) satellite centers that provide representationfor and awareness of the BMP program to regional industry, government and academic institutions. Thecenters also promote the use of BMP with regional Manufacturing Technology Centers. Regional manufac-turers can take advantage of the BMP satellite centers to help resolve problems, as the centers hostinformative, one-day regional workshops that focus on specific technical issues.

Center representatives also conduct BMP lectures at regional colleges and universities; maintain lists ofexperts who are potential survey team members; provide team member training; identify regional expertsfor inclusion in the BMPnet SIG e-mail; and train regional personnel in the use of BMP resources such asthe BMPnet.

The six BMP satellite centers include:

CaliforniaCaliforniaCaliforniaCaliforniaCalifornia

Chris MatzkeChris MatzkeChris MatzkeChris MatzkeChris MatzkeBMP Satellite Center ManagerNaval Warfare Assessment DivisionCode QA-21, P.O. Box 5000Corona, CA 91718-5000(909) 273-4992FAX: (909) 273-4123cmatzke@bmpcoe.org

Jack TamargoJack TamargoJack TamargoJack TamargoJack TamargoBMP Satellite Center Manager257 Cottonwood DriveVallejo, CA 94591(707) 642-4267FAX: (707) 642-4267jtamargo@bmpcoe.org

District of ColumbiaDistrict of ColumbiaDistrict of ColumbiaDistrict of ColumbiaDistrict of Columbia

Margaret CahillMargaret CahillMargaret CahillMargaret CahillMargaret CahillBMP Satellite Center ManagerU.S. Department of Commerce14th Street & Constitution Avenue, NWRoom 3876 BXAWashington, DC 20230(202) 482-8226/3795FAX: (202) 482-5650mcahill@bxa.doc.gov

IllinoisIllinoisIllinoisIllinoisIllinois

Thomas ClarkThomas ClarkThomas ClarkThomas ClarkThomas ClarkBMP Satellite Center ManagerRock Valley College3301 North Mulford RoadRockford, IL 61114(815) 654-5515FAX: (815) 654-4459adme3tc@rvcux1.rvc.cc.il.us

PennsylvaniaPennsylvaniaPennsylvaniaPennsylvaniaPennsylvania

Sherrie SnyderSherrie SnyderSherrie SnyderSherrie SnyderSherrie SnyderBMP Satellite Center ManagerMANTEC, Inc.P.O. Box 5046York, PA 17405(717) 843-5054, ext. 225FAX: (717) 854-0087snyderss@mantec.org

TennesseeTennesseeTennesseeTennesseeTennessee

Tammy GrahamTammy GrahamTammy GrahamTammy GrahamTammy GrahamBMP Satellite Center ManagerLockheed Martin Energy SystemsP.O. Box 2009, Bldg. 9737M/S 8091Oak Ridge, TN 37831-8091(423) 576-5532FAX: (423) 574-2000tgraham@bmpcoe.org

E-1

A p p e n d i x E

Best Manufacturing Practices Satellite Centers

F-1

A p p e n d i x F

Navy Manufacturing Technology Centers of Excellence

Best Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices Centerof Excellenceof Excellenceof Excellenceof Excellenceof Excellence

The Best Manufacturing Practices Center of Excel-lence (BMPCOE) provides a national resource toidentify and promote exemplary manufacturing andbusiness practices and to disseminate this informa-tion to the U.S. Industrial Base. The BMPCOE wasestablished by the Navy’s BMP program, Depart-ment of Commerce’s National Institute of Stan-dards and Technology, and the University of Mary-land at College Park, Maryland. The BMPCOEimproves the use of existing technology, promotesthe introduction of improved technologies, and pro-vides non-competitive means to address commonproblems, and has become a significant factor incountering foreign competition.

Point of Contact:Mr. Ernie RennerBest Manufacturing Practices Center ofExcellence4321 Hartwick RoadSuite 400College Park, MD 20740(301) 403-8100FAX: (301) 403-8180ernie@bmpcoe.org

Center of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesManufacturing TechnologyManufacturing TechnologyManufacturing TechnologyManufacturing TechnologyManufacturing Technology

The Center of Excellence for Composites Manufac-turing Technology (CECMT) provides a nationalresource for the development and dissemination ofcomposites manufacturing technology to defensecontractors and subcontractors. The CECMT ismanaged by the GreatLakes Composites Consor-tium and represents a collaborative effort amongindustry, academia, and government to develop,evaluate, demonstrate, and test composites manu-facturing technologies. The technical work is prob-lem-driven to reflect current and future Navy needsin the composites industrial community.

Point of Contact:Dr. Roger FountainCenter of Excellence for Composites ManufacturingTechnology103 Trade Zone DriveSuite 26CWest Columbia, SC 29170(803) 822-3705FAX: (803) 822-3730rfglcc@glcc.org

Electronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityFacilityFacilityFacilityFacilityFacility

The Electronics Manufacturing Productivity Facil-ity (EMPF) identifies, develops, and transfers inno-vative electronics manufacturing processes to do-mestic firms in support of the manufacture of afford-able military systems. The EMPF operates as aconsortium comprised of industry, university, andgovernment participants, led by the American Com-petitiveness Institute under a CRADA with theNavy.

Point of Contact:Mr. Alan CriswellElectronics Manufacturing Productivity FacilityPlymouth Executive CampusBldg 630, Suite 100630 West Germantown PikePlymouth Meeting, PA 19462(610) 832-8800FAX: (610) 832-8810http://www.engriupui.edu/empf/

National Center for Excellence inNational Center for Excellence inNational Center for Excellence inNational Center for Excellence inNational Center for Excellence inMetalworking TechnologyMetalworking TechnologyMetalworking TechnologyMetalworking TechnologyMetalworking Technology

The National Center for Excellence in MetalworkingTechnology (NCEMT) provides a national center forthe development, dissemination, and implemen-tation of advanced technologies for metalworkingproducts and processes. The NCEMT, operated byConcurrent Technologies Corporation, helps theNavy and defense contractors improve

The Navy Manufacturing Sciences and Technology Program established the following Centers ofExcellence (COEs) to provide focal points for the development and technology transfer of new manufactur-ing processes and equipment in a cooperative environment with industry, academia, and Navy centers andlaboratories. These COEs are consortium-structured for industry, academia, and government involvementin developing and implementing technologies. Each COE has a designated point of contact listed below withthe individual COE information.

F-2

manufacturing productivity and part reliabilitythrough development, deployment, training, andeducation for advanced metalworking technologies.

Point of Contact:Mr. Richard HenryNational Center for Excellence in MetalworkingTechnology1450 Scalp AvenueJohnstown, PA 15904-3374(814) 269-2532FAX: (814) 269-2799henry@ctc.com

Navy Joining CenterNavy Joining CenterNavy Joining CenterNavy Joining CenterNavy Joining Center

The Navy Joining Center (NJC) is operated by theEdison Welding Institute and provides a nationalresource for the development of materials joiningexpertise and the deployment of emerging manufac-turing technologies to Navy contractors, subcon-tractors, and other activities. The NJC works withthe Navy to determine and evaluate joining technol-ogy requirements and conduct technology develop-ment and deployment projects to address theseissues.

Point of Contact:Mr. David P. EdmondsNavy Joining Center1100 Kinnear RoadColumbus, OH 43212-1161(614) 487-5825FAX: (614) 486-9528dave_edmonds@ewi.org

Energetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyCenterCenterCenterCenterCenter

The Energetics Manufacturing Technology Center(EMTC) addresses unique manufacturing processesand problems of the energetics industrial base toensure the availability of affordable, quality ener-getics. The focus of the EMTC is on process technol-ogy with a goal of reducing manufacturing costswhile improving product quality and reliability.The COE also maintains a goal of development andimplementation of environmentally benign ener-getics manufacturing processes.

Point of Contact:Mr. John BroughEnergetics Manufacturing Technology CenterIndian Head DivisionNaval Surface Warfare CenterIndian Head, MD 20640-5035(301) 743-4417DSN: 354-4417FAX: (301) 743-4187mt@command.nosih.sea06.navy.mil

Manufacturing Science and AdvancedManufacturing Science and AdvancedManufacturing Science and AdvancedManufacturing Science and AdvancedManufacturing Science and AdvancedMaterials Processing InstituteMaterials Processing InstituteMaterials Processing InstituteMaterials Processing InstituteMaterials Processing Institute

The Manufacturing Science and Advanced Materi-als Processing Institute (MS&AMPI) is comprisedof three centers including the National Center forAdvanced Drivetrain Technologies (NCADT), TheSurface Engineering Manufacturing TechnologyCenter (SEMTC), and the Laser Applications Re-search Center (LaserARC). These centers are lo-cated at The Pennsylvania State University’s Ap-plied Research Laboratory. Each center is high-lighted below.

Point of Contact for MS&AMPI:Mr. Henry WatsonManufacturing Science and Advanced MaterialsProcessing InstituteARL Penn StateP.O. Box 30State College, PA 16804-0030(814) 865-6345FAX: (814) 863-1183hew2@psu.edu

••••• National Center for Advanced DrivetrainNational Center for Advanced DrivetrainNational Center for Advanced DrivetrainNational Center for Advanced DrivetrainNational Center for Advanced DrivetrainTechnologiesTechnologiesTechnologiesTechnologiesTechnologiesThe NCADT supports DoD by strengthening,revitalizing, and enhancing the technologicalcapabilities of the U.S. gear and transmissionindustry. It provides a site for neutral testingto verify accuracy and performance of gear andtransmission components.

Point of Contact for NCADT:Dr. Suren RaoNCADT/Drivetrain CenterARL Penn StateP.O. Box 30State College, PA 16804-0030(814) 865-3537FAX: (814) 863-6185http://www.arl.psu.edu/drivetrain_center.html/

Gulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyCenterCenterCenterCenterCenter

The Gulf Coast Region Maritime Technology Cen-ter (GCRMTC) is located at the University of NewOrleans and will focus primarily on product devel-opments in support of the U.S. shipbuilding indus-try. A sister site at Lamar University in Orange,Texas will focus on process improvements.

Point of Contact:Dr. John CrispGulf Coast Region Maritime Technology CenterUniversity of New OrleansRoom N-212New Orleans, LA 70148(504) 286-3871FAX: (504) 286-3898

F-3

••••• Surface Engineering ManufacturingSurface Engineering ManufacturingSurface Engineering ManufacturingSurface Engineering ManufacturingSurface Engineering ManufacturingTechnology CenterTechnology CenterTechnology CenterTechnology CenterTechnology CenterThe SEMTC enables technology developmentin surface engineering—the systematic andrational modification of material surfaces toprovide desirable material characteristics andperformance. This can be implemented forcomplex optical, electrical, chemical, and me-chanical functions or products that affect thecost, operation, maintainability, and reliabil-ity of weapon systems.

Point of Contact for SEMTC:Dr. Maurice F. AmateauSEMTC/Surface Engineering CenterP.O. Box 30State College, PA 16804-0030(814) 863-4214FAX: (814) 863-0006http://www/arl.psu.edu/divisions/arl_org.html

••••• Laser Applications Research CenterLaser Applications Research CenterLaser Applications Research CenterLaser Applications Research CenterLaser Applications Research Center

The LaserARC is established to expand thetechnical capabilities of DOD by providingaccess to high-power industrial lasers for ad-vanced material processing applications.LaserARC offers basic and applied research inlaser-material interaction, process develop-ment, sensor technologies, and correspondingdemonstrations of developed applications.

Point of Contact for LaserARC:Mr. Paul DenneyLaser CenterARL Penn StateP.O. Box 30State College, PA 16804-0030(814) 865-2934FAX: (814) 863-1183http://www/arl.psu.edu/divisions/arl_org.html

As of this publication, 98 surveys have been conducted and published by BMP at the companies listedbelow. Copies of older survey reports may be obtained through DTIC or by accessing the BMPnet. Requestsfor copies of recent survey reports or inquiries regarding the BMPnet may be directed to:

Best Manufacturing Practices Program4321 Hartwick Rd., Suite 400

College Park, MD 20740Attn: Mr. Ernie Renner, Director

Telephone: 1-800-789-4267FAX: (301) 403-8180ernie@bmpcoe.org

G-1

1986

1985

A p p e n d i x G

Completed Surveys

1987

Litton Guidance & Control Systems Division - Woodland Hills, CA

Honeywell, Incorporated Undersea Systems Division - Hopkins, MN (Alliant TechSystems, Inc.)Texas Instruments Defense Systems & Electronics Group - Lewisville, TXGeneral Dynamics Pomona Division - Pomona, CAHarris Corporation Government Support Systems Division - Syosset, NYIBM Corporation Federal Systems Division - Owego, NYControl Data Corporation Government Systems Division - Minneapolis, MN

Hughes Aircraft Company Radar Systems Group - Los Angeles, CAITT Avionics Division - Clifton, NJRockwell International Corporation Collins Defense Communications - Cedar Rapids, IAUNISYS Computer Systems Division - St. Paul, MN (Paramax)

Motorola Government Electronics Group - Scottsdale, AZGeneral Dynamics Fort Worth Division - Fort Worth, TXTexas Instruments Defense Systems & Electronics Group - Dallas, TXHughes Aircraft Company Missile Systems Group - Tucson, AZBell Helicopter Textron, Inc. - Fort Worth, TXLitton Data Systems Division - Van Nuys, CAGTE C3 Systems Sector - Needham Heights, MA

McDonnell-Douglas Corporation McDonnell Aircraft Company - St. Louis, MONorthrop Corporation Aircraft Division - Hawthorne, CALitton Applied Technology Division - San Jose, CALitton Amecom Division - College Park, MDStandard Industries - LaMirada, CAEngineered Circuit Research, Incorporated - Milpitas, CATeledyne Industries Incorporated Electronics Division - Newbury Park, CALockheed Aeronautical Systems Company - Marietta, GALockheed Corporation Missile Systems Division - Sunnyvale, CAWestinghouse Electronic Systems Group - Baltimore, MDGeneral Electric Naval & Drive Turbine Systems - Fitchburg, MARockwell International Corporation Autonetics Electronics Systems - Anaheim, CATRICOR Systems, Incorporated - Elgin, IL

Hughes Aircraft Company Ground Systems Group - Fullerton, CATRW Military Electronics and Avionics Division - San Diego, CAMechTronics of Arizona, Inc. - Phoenix, AZBoeing Aerospace & Electronics - Corinth, TXTechnology Matrix Consortium - Traverse City, MITextron Lycoming - Stratford, CT

1988

1989

1990

G-2

Resurvey of Litton Guidance & Control Systems Division - Woodland Hills, CANorden Systems, Inc. - Norwalk, CTNaval Avionics Center - Indianapolis, INUnited Electric Controls - Watertown, MAKurt Manufacturing Co. - Minneapolis, MNMagneTek Defense Systems - Anaheim, CARaytheon Missile Systems Division - Andover, MAAT&T Federal Systems Advanced Technologies and AT&T Bell Laboratories - Greensboro, NC and Whippany, NJResurvey of Texas Instruments Defense Systems & Electronics Group - Lewisville, TX

Tandem Computers - Cupertino, CACharleston Naval Shipyard - Charleston, SCConax Florida Corporation - St. Petersburg, FLTexas Instruments Semiconductor Group Military Products - Midland, TXHewlett-Packard Palo Alto Fabrication Center - Palo Alto, CAWatervliet U.S. Army Arsenal - Watervliet, NYDigital Equipment Company Enclosures Business - Westfield, MA and Maynard, MAComputing Devices International - Minneapolis, MN(Resurvey of Control Data Corporation Government Systems Division)Naval Aviation Depot Naval Air Station - Pensacola, FL

NASA Marshall Space Flight Center - Huntsville, ALNaval Aviation Depot Naval Air Station - Jacksonville, FLDepartment of Energy Oak Ridge Facilities (Operated by Martin Marietta Energy Systems, Inc.) - Oak Ridge, TNMcDonnell Douglas Aerospace - Huntington Beach, CACrane Division Naval Surface Warfare Center - Crane, IN and Louisville, KYPhiladelphia Naval Shipyard - Philadelphia, PAR. J. Reynolds Tobacco Company - Winston-Salem, NCCrystal Gateway Marriott Hotel - Arlington, VAHamilton Standard Electronic Manufacturing Facility - Farmington, CTAlpha Industries, Inc. - Methuen, MA

Harris Semiconductor - Melbourne, FLUnited Defense, L.P. Ground Systems Division - San Jose, CANaval Undersea Warfare Center Division Keyport - Keyport, WAMason & Hanger - Silas Mason Co., Inc. - Middletown, IAKaiser Electronics - San Jose, CAU.S. Army Combat Systems Test Activity - Aberdeen, MDStafford County Public Schools - Stafford County, VA

Sandia National Laboratories - Albuquerque, NMRockwell Defense Electronics Collins Avionics & Communications Division - Cedar Rapids, IA(Resurvey of Rockwell International Corporation Collins Defense Communications)Lockheed Martin Electronics & Missiles - Orlando, FLMcDonnell Douglas Aerospace (St. Louis) - St. Louis, MO(Resurvey of McDonnell-Douglas Corporation McDonnell Aircraft Company)Dayton Parts, Inc. - Harrisburg, PAWainwright Industries - St. Peters, MOLockheed Martin Tactical Aircraft Systems - Fort Worth, TX(Resurvey of General Dynamics Fort Worth Division)Lockheed Martin Government Electronic Systems - Moorestown, NJSacramento Manufacturing and Services Division - Sacramento, CAJLG Industries, Inc. - McConnellsburg, PA

City of Chattanooga - Chattanooga, TNMason & Hanger Corporation - Pantex Plant - Amarillo, TXNascote Industries, Inc. - Nashville, ILWeirton Steel Corporation - Weirton, WVNASA Kennedy Space Center - Cape Canaveral, FLDepartment of Energy, Oak Ridge Operations - Oak Ridge, TN

1994

1992

1991

1993

1995

1996

1997

G-3

Headquarters, U.S. Army Industrial Operations Command - Rock Island, ILSAE International and Performance Review Institute - Warrendale, PAPolaroid Corporation - Waltham, MACincinnati Milacron, Inc. - Cincinnati, OHLawrence Livermore National Laboratory - Livermore, CASharretts Plating Company, Inc. - Emigsville, PAThermacore, Inc. - Lancaster, PARock Island Arsenal - Rock Island, ILNorthrop Grumman Corporation - El Segundo, CA(Resurvey of Northrop Corporation Aircraft Division)Letterkenny Army Depot - Chambersburg, PA