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ANAD welcomes new commander

ANNISTON ARMY DEPOT, Ala. – On June 27, the depot paused to say farewell to Col. Martine Kidd, the installation's 34th commander, and welcome Col. Joel Warhurst.

Warhurst's last assignment was as the Chief of Strategic Readiness in the Army G-4, which is responsible for the Army logistics and equipment readiness policies.

His career in Army logistics spans more than 20 years and includes time at Army Materiel Command as the assistant executive officer for the commanding general.

Kidd took command July 30, 2015. Her next assignment will be with the U.S. Army Central Command at MacDill Air Force Base, Tampa, Fla., where she will assume duties as the Chief of Plans in the CENTCOM J4.

She shared with the workforce and the crowd how much she had enjoyed her time in command at ANAD and how much she will miss the installation.

"I will always have a special place in my heart for the team here and my hope is that they will always have a special place in their heart for me," she said.

Maj. Gen. Clark LeMasters, commanding general of TACOM Life Cycle Management Command, called both Kidd and Warhurst excellent leaders.

He thanked Kidd for her dedication to ensuring warfighter readiness and to the people at Anniston who made that readiness possible.

LeMasters then charged Warhurst to continue what Kidd had done - taking care of the team, while continuing to cut cost, maintain quality and build upon existing partnerships, both community and mission-related.

"I'm confident in you and your ability to build upon this depot's great reputation," said Warhurst. "Don't be satisfied with what the standard is today."

Warhurst has both a family history in the state of Alabama and a work history in the state.

"This is not the first time I've called Alabama home," he said.

Warhurst shared with the workforce that many of his family members have lived within the state and he has familial ties to various colleges in Alabama.

Because those ties extend through universities within the University of Alabama system as well as Auburn University, he emphasized to employees that he would remain neutral in regards to the famous in-state rivalry.

"I'm humbled and honored to embrace the responsibilities of leadership," Warhurst said. "I'm keenly aware of the performance and reputation of this depot."

Warhurst stressed the first priority of the installation will continue to be the readiness of America's troops as well as her allies, detailing the variety of troops who depend upon products produced at ANAD to work right the first time, every time.

TACOM FMX partnering with the Army National Guard

TACOM’s Fleet Management Expansion (FMX) Directorate, a part of the Field Support Operations Directorate, in the Integrated Logistics Support Center of TACOM, has partnered with several Army National Guard units since 2016 to enhance the unit’s ability to get real-time hands-on experience as it relates to their military occupational skill sets.  FMX is looking forward to additional partnership opportunities in the future with the Army National Guard (ARNG).
With field level maintenance operations in four primary locations and its headquarters in Warren, Mich., FMX provides maintenance support for all U.S. Army Training and Doctrine Command (TRADOC) training-based equipment in order to ensure that equipment is available to train Soldiers at Fort Leonard Wood, Mo.; Fort Benning, Ga.; Fort Lee, Va.; and Fort Jackson, S.C.
When ARNG Soldiers partner with FMX and perform their 2-week annual training at FMX sites, they’re provided with hands-on training in motor pool operations, supply operations and equipment maintenance repair.  The ARNG soldiers provide FMX with manpower that allows them to get ahead on scheduled vehicle services and offers additional labor support in critical areas where there may be a backlog of maintenance requirements.
Earlier this year, the 3666th Support Maintenance Company, Arizona ARNG teamed with FMX Fort Benning during their annual training cycles (March 11-25 and June 3-17) to get real-time, hands-on experience performing field level maintenance operations in support of the Maneuver Center of Excellence.  In 2016, members of the 107th Maintenance Company of the Wisconsin ARNG partnered with FMX Fort Leonard Wood.  During this time, FMX was faced with a real-world mission to classify and inventory over 300 high mobility multipurpose wheeled vehicles, family of medium tactical vehicles, trailers and weapons for turn-in from the 92nd MPs.  The 107th stepped up to the plate and supported the mission right alongside FMX team members to make it a successful mission.
“It’s a win-win for both the ARNG and FMX,” said FMX Director Jerry Music.
Typically, ARNG units work with the ARNG Mission Support Office at the U.S. Army Materiel Command (AMC) and the local installation’s ARNG offices to make arrangements.  Meetings are held to discuss billeting, transportation, dining facilities, maintenance facilities and tooling, maintenance personnel assignment by skillset and additional training opportunities.
FMX is working with the AMC ARNG Mission Support Office to expand this opportunity across all FMX geographical locations with both the ARNG and the Army Reserve for fiscal year 2018 and beyond.
Over the next 6 to 12 months, the following units are tentatively scheduled to perform their annual training at an FMX site:
  • 377th Theater Sustainment Command USAR and 733rd Ordnance Company ARNG, dates to be scheduled.
  • Arizona ARNG 3666th Maintenance Company with FMX Fort Benning, June 9-23 2018.
Training more than a year out is being coordinated with the 237th SMC ARNG, 377th Theater Sustainment Command USAR and 733rd Ordnance Company ARNG.
To view a video of the Arizona ARNG at work at Fort Benning, use the following link: https://www.facebook.com/AZNationalGuard/videos/10154536078006325/

TACOM LCMC Commander visits logistics leaders

FORT CAMPBELL, Ky. - The commander for U.S. Army Tank-automotive and Armaments Command Life Cycle Management Command, Maj. Gen. Clark W. LeMasters, Jr., visited the logistics leaders of Fort Campbell, cohosted by the 101st Airborne Division (Air Assault) Sustainment Brigade, 101st Abn. Div. and Army Field Support Battalion-Campbell, June 26-27, here.

TACOM LCMC "is responsible for the complete life cycle management of vehicles, equipment, weaponry, and support systems used by U.S. Soldiers on the ground from production, deployment to disposal," according the TACOM LCMC official website.

LeMasters began his visit by holding a luncheon with the senior logisticians throughout the installation.

"It is really important for me to understand what Fort Campbell is struggling with," said LeMasters. "It's valuable for me to come see and hear what problems there may be, so we can make changes accordingly to make it easier for the Soldiers."

LeMasters also held a leader professional development session at Wilson Theater for all logisticians throughout the installation to include a separate session with the senior logistics warrant officers.

He discussed system and maintenance trends affecting TACOM managed fleets on Fort Campbell and evaluation and promotion board trends affecting the warrant officer corps.

He also covered the capabilities of TACOM LCMC and emphasized the importance of leadership and preparing young Soldiers for leadership positions.
"My concern is as we look at the future of the Army and the leaders we have, we need to invest time into each and every one of them to lead and mentor them," said LeMasters. "This way, we can be sure we have the best leaders we can, to win every fight."

As a new lieutenant in the Army, 2nd Lt. Alicia Portee, the assistant logistics officer for the 101st Abn. Div. Sust. Bde., found LeMasters' forum helpful, she said.

I gained a lot of information about TACOM and what step I might want to take next in my career, she said.

Portee, who arrived to Fort Campbell and to the brigade earlier this year, took some advice from LeMasters LPD that she believes will help her in the future.

"[Maj. Gen. LeMasters] talked about understanding a problem before jumping to conclusions, and I found that to be great advice," said Portee.

Portee said she enjoyed the LPD, especially from a senior officer in the Army.

"It really helps us, the lieutenants, know what next step to take and how a general made it to where he is now starting as a second lieutenant," she said.

RIA-JMTC internship prepares cadets as future Army leaders

Cadets from across the country applied for a month long internship with Rock Island Arsenal – Joint Manufacturing and Technology Center.  Ten selectees were placed in legal, public affairs, safety, engineering and a variety of other departments. They were matched to departments coinciding with their majors.

All of the cadets also had the opportunity to tour the factory, John Deere and behind the scenes of the Rock Island Museum; watch a foundry pour; assist in the disassembly of a gun mount; observe process and testing of large and small calibers; meet with the First Army commander, Lt. Gen. Stephen Twitty; and meet individually with the RIA-JMTC commander, Col. Kenneth W. Letcher.

Meeting with high-level officers was one of the highlights for some of the cadets.

“We got to sit down with the colonel and a three-star general. That’s a unique experience because most of the officers you meet in ROTC are lieutenants, captains, sometimes a major or lieutenant colonel,” said Cadet Ryan Distaso. “Getting to talk to that high-level leadership and seeing what it’s like when you get up to those high levels of command, I feel like I understand that better now than I did before I came here.”

Networking was another key for the cadets during this internship.

“The biggest thing is all the people I’ve met. I’ve met a lot of retired military personnel that have given a lot of advice, not only on how to further my military career, but just how everything works in JMTC and what I want to do in the Army and how that can coincide with what I’m doing here,” said Cadet Jermell Chester. “Just going along in my future, I feel like this really benefited me and it’s taken me to the next step of where I need to go.”

This year’s cadets finish their internship Aug. 4, but next summer a new group will wander the halls of RIA-JMTC and learn about the Arsenal's mission of manufacturing and delivering Army readiness to the Warfighter, likely including those cadets, in the near future.

Army to begin fielding new modular handguns in November

FORT MEADE, Md. -- Soldiers have many reasons to be excited about the new Sig Sauer modular handguns, which the Army will begin fielding in November, said Lt. Col. Steven Power, product manager of Soldier Weapons.

Testing of the modular handgun system, or MHS, this spring by Soldiers at Aberdeen Proving Ground, Maryland, resulted in overwhelmingly positive feedback, Power said, and 100-percent concurrence that the XM17 was an upgrade over the M9.

"That's an uncommonly positive thing," Power said, explaining that there's typically some reluctance with any new system. "Typically even in our own households, when you're buying a new car, there's things that people like about the old car better than the new one," he said.

In this case, all of the Soldiers who tested the handgun said the MHS was more comfortable to shoot and they had better confidence with it, Power said.

The first new XM17 handguns are scheduled to be fielded to the 101st Airborne Division (Air Assault) at Fort Campbell, Kentucky, in November.

The Army's versions of the Sig Sauer P320, the XM17 and XM18, have different ammunition requirements than the commercial 320 pistol, and are painted a different color. The P320 was released for commercial use three years ago.

Improved durability and adjustability over the M9, along with interchangeable grips that fit comfortably, are among the features Soldiers can look forward to with the new pistol, Power said.

The new handguns also have an external safety and self-illluminating sights for low-light conditions.

"A big reason why the modular handgun system is such a leap ahead in ergonomics is because of the modular hand grips, instead of just making a one size fits all," Power said. "The shooter will have a handgrip that fits their hand properly which does a lot to improve accuracy -- not only on the first shot but also on subsequent shots."

Members of the 101st Airborne are scheduled to receive about 2,000 pistols in November. Eventually, the Army will distribute the weapons to all units over a 10-year period. From November 2017 until September 2018, the new handguns will be fielded at a different post each month, except for March and April of 2018, according to the current plan.

Power said troops from different military branches have already trained with the new handguns and tested them, but none have fielded the weapons yet. The new weapons have long been anticipated, as the M9 Beretta, first issued in 1986, is nearing the end of its serviceability.

"That's pretty dated technology," Power said of the M9. "The specific performance improvements from MHS over the M9 are in the area of accuracy, dispersion (and) ergonomics. And ergonomics isn't just about the comfort of the shooter."

A lot of the weapon's accuracy can be attributed to ergonomics, Power said, adding that human factors engineering determines how well the weapon works in a shooter's hand.

Sig Sauer earned the $580 million contract to produce the weapons in January after winning the Army and Air Force's XM17 Modular Handgun Competition. The Army will continue to use 9mm rounds, subcontracted to ammunition manufacturer Winchester. Power said the Army did not have a preference to remain with the 9mm rounds, but rather used a systems approach to determine ammunition type.

"There was no prejudice toward 9mm," Power said. "The goal was to pick a system that best met our requirements."

Col. Vieira retires from Army after 30 years

A retirement ceremony for Col. Jeffrey Vieira, Executive Director of the Integrated Logistics Support Center, was held at the Detroit Arsenal Aug. 3, 2017. Vieira has served at TACOM since 2015 and is retiring from the Army after 30 years of service.
During his distinguished career, which included overseas assignments in Germany and Iraq, Vieira has held key positions in the Army Budget Office, at Fort Knox and Fort Leavenworth, and supported our efforts in New Orleans after Hurricane Katrina.  

“I’m proud to have served in the Army,” Vieira said. “I’ve enjoyed it and would probably do it a little longer if I could.”
“Col. Vieira has served honorably for 30 years,” said TACOM LCMC Commanding General Maj. Gen. Clark LeMasters. “Simply put, COL Vieira has been a role model and inspiration to Soldiers across the globe for decades. He embodies the warrior ethos and exhibits the qualities the Army looks for in each of its officers.”  

Project Manager Soldier Warrior

Project Manager Soldier Warrior (PM SWAR), part of Program Executive Office (PEO) Soldier, develops, acquires, and fields integrated air and ground Soldier systems that make Soldiers sustainable and survivable and connects Soldiers with platforms and tactical networks. The portfolio increases Soldier situational awareness and combat effectiveness, decreases combat load and improves mission flexibility.
Product Manager Air Warrior (PM AW) integrates all aviation life support and mission equipment through the Air Soldier System (AirSS) Program. It’s an ensemble that improves the combat effectiveness and situational awareness of the Army aircrew member. This system leverages several Joint service technology efforts to create a modular system that increases situational awareness and freedom of movement at the flight controls. It also enhances mobility to safely operate aircraft systems, reduces physiological stress, facilitates aircraft entry and exit, and provides survival gear in the event that an aircraft goes down over land or water.
Product Manager Ground Soldier Systems (PM GSS) provides unprecedented situational awareness and battle command to dismounted Soldiers through the Nett Warrior (NW) system. NW provides advanced navigation, situational awareness and networked information-sharing capabilities. It also reduces fratricide and increases lethality and accomplishment of the combat mission. NW optimizes and integrates future dismounted Soldier capabilities while reducing the Soldier's combat load and logistical footprint by carrying a single device with multiple tactical “apps” for combat operations.
Project Director Soldier Systems and Integration (PD SSI) leads the PEO Soldier cross-product integration to manage the dismounted Soldier and squad baselines using tools including the Warrior Integration Site (WinSite) and the Load Effects Assessment Program–Army (LEAP-A). This office also develops and fields active hearing protection systems and expeditionary power and power management solutions designed for Soldiers in combat operations in austere environments. It also serves as the executive agent for the Soldier Enhancement Program (SEP). This program gives Soldiers and Industry the opportunity to submit commercially available ideas that are evaluated by Soldiers and the result informs requirements through a Try-Buy-Decide process.

Detroit Arsenal Senior Service College Fellowship Class of 2018 Convenes

The Detroit Arsenal seminar Senior Service College Fellowship (SSCF) Class of 2018 commenced on July 24, 2017.  The Detroit Arsenal Seminar fellows include Harsha Desai, Mike Dunne, Andy DiMarco, Lisa Gronowski, John Hufstedler, Mike Sawyers and Munira Tourner. The Fellowship prepares board-selected Army senior civilians (GS-14/15 & equivalents) to lead Army acquisition and sustainment organizations. The Fellowship's graduate-level curriculum includes leadership, national security, guest speakers, executive level mentoring, staff visits to military organizations and combatant commands, research, and courses in senior program management and acquisition leadership. The Detroit Arsenal seminar, originated by the Assistant Secretary of the Army (Acquisition, Logistics, and Technology), is run under the auspices of the Defense Acquisition University, with TACOM and Lawrence Technological University (LTU) partners. In 2013, the Army recognized SSCF as equivalent to the Army War College, and granted it Military Education Level 1 (MEL-1) status.
This year's class was welcomed by Army, DAU, and LTU leaders.  For the Army, LTG Ostrowski, Principal Military Deputy to the Assistant Secretary of the Army (Acquisition, Logistics and Technology) and Director of the Army Acquisition Corps; Mr. Timothy Tarczynski, TACOM's Deputy Chief of Staff for Human Capital, G-1; and Ms. Nancy Deming, TACOM's SSCF Program Manager, welcomed the new Fellows.  DAU's welcome include congratulations from DAU SSCF Executive Director Mr. Mark Lumb, DAU Midwest Region Dean Mr. Travis Stewart, DAU Detroit Arsenal Seminar Director Ms. Deborah DiCesare, and DAU Midwest Region Associate Dean of Academics Mr. Carl Hayden. LTU's orientation and welcome included Dr. Virinder Moudgill, LTU's President and CEO; Dr. Maria Vaz, LTU's Vice President of Academic Affairs and Provost; Dr. Bahman Mirshab, Dean of LTU's College of  Management; Dr. Jacqueline Stavros, Professor and Director of LTU's Doctorate of Business Administration; and Ms. Mina Jena, Director of LTU's Business Programs.

MacDonald retires from CASA position for Michigan

A retirement ceremony for Bruce MacDonald, Civilian Aid to the Secretary of the Army for Michigan, was held Aug. 4, 2017 at the Detroit Arsenal.  MacDonald has served as the CASA since his appointment by the Secretary of the Army in 2005 and will continue to serve as CASA Emeritus following his retirement.
“Bruce, you have been an extraordinary leader, who has given generously of your time for the last 12 years as Michigan’s CASA,” said TACOM LCMC Commanding General Maj. Gen. Clark LeMasters.  “You have inspired us. We are inspired by your continued patriotism, for stepping forward and advocating for Michigan and its Soldiers and Department of Army civilians, for volunteering to represent Michigan during the good times and bad and your willingness to sacrifice for us.”
MacDonald’s 38-year distinguished active duty Army career began in 1961, when he enrolled in the ROTC program at the University of Michigan.  Highlights of his active duty career include Infantry, Airborne, and Ranger assignments as well as major flag assignments as Deputy Chief of Army Public Affairs, Commanding General of the 300th Military Police Command, and Commanding General of the 70th Division. He retired in 1999 as a Major General.  When added together, his active duty career and service as Michigan’s CASA have added up to a total of 50 plus years of service to the Army.
In addition to his roles as a local business and community leader, he holds memberships in numerous military and veterans organizations and is a former Michigan Defense Base Closure and Realignment Commissioner.
CASAs are a vital part of the Army, promoting good relations between the Army and the public and advising the Secretary about regional issues.  Each state, the District of Columbia and the five U.S. territories have one or more CASAs appointed to provide a vital link between the Army and the communities for which they serve. CASAs are usually business or civic leaders who possess a keen interest in the welfare of the Army and their communities.  CASAs serve a two-year term without compensation. Terms may be extended to a total of 10 years of service. The secretary may recognize a civilian aide as a CASA Emeritus after 10 years of distinguished service.
"CASAs are critical in telling the Army story," said former Secretary of the Army Eric Fanning. "They connect America's communities to the military in so many ways.”
In his role as Michigan’s CASA, MacDonald has been instrumental in telling the Army story to our congressional representatives as well as local business and community leaders.  He has become a familiar face to six TACOM LCMC commanding generals and numerous other senior leaders.  His efforts have helped to ensure that TACOM LCMC Soldiers and civilians will continue to play a vital role, not only for the Army, but also in the local communities where they live.
“There is one point that I would like to leave you with,” MacDonald said.  “We have something that I want you all to help me pay attention to.  We have 190,000 Soldiers in 140 countries carrying on our work as Americans and we need to never lose sight of the fact that we’re in this together.”

Retired Michigan high school teacher, coach to receive Medal of Honor

WASHINGTON -- The White House announced June 13 that on July 31, President Donald Trump will present the Medal of Honor to Spc. 5 James C. McCloughan.
McCloughan's valorous actions occurred during 48 hours of intense fighting against enemy forces on Nui Yon Hill near Tam Ky, South Vietnam, May 13 to 15, 1969. The combat medic was serving with Company C, 3rd Battalion, 21st Infantry Regiment, 196th Infantry Brigade, Americal Division.
A private first class at the time, McCloughan voluntarily risked his life to rescue wounded and disoriented personnel. Despite being personally wounded by shrapnel and small-arms fire, McCloughan refused medical evacuation. Instead, he opted to stay with his unit, where he continued to brave enemy fire so that he could rescue, treat and defend his wounded comrades.
While moving the wounded onto medical evacuation helicopters, his platoon leader ordered him to join them. But he said he disobeyed the order, telling the lieutenant, "You're going to need me."
The next day, elements of his battalion were getting probed by the North Vietnamese army. His own platoon had stood down and was recovering in the relatively quiet sector of Landing Zone Center, also in the vicinity of Tam Ky. McCloughan joined another platoon for a scouting mission. The platoon was ambushed and the other platoon medic was killed, leaving McCloughan as the sole medical specialist in the company.
Through intense battle, McCloughan was wounded a second time by small arms fire and shrapnel from a rocket propelled grenade while rendering aid to two Soldiers in an open rice paddy.
In the final phases of the attack, two companies from the NVA and an element of 700 soldiers from a Viet Cong regiment descended upon Company C's position on three sides. McCloughan, again with complete disregard for this life, went into the crossfire numerous times throughout the battle to extract wounded Soldiers, while also fighting the enemy.
In the early morning of May 15, McCloughan knocked out an RPG position with a grenade. He continued to fight, treat casualties and eliminate enemy soldiers until he collapsed from dehydration and exhaustion.
During the battle, 17 men were lost to enemy fire and many more were wounded, he said. Over the 48-hour battle McCloughan risked his life on nine separate occasions and is credited with saving the lives of 10 members of his company.
McCloughan admitted that during the intense battle, it was surreal to be shooting at the enemy one moment and treating wounded North Vietnamese soldiers, as well as American Soldiers, the next.
McCloughan said that he never had his sights set on being in the military, much less becoming a hero. But when his country called him to serve, he said he willingly answered that call and later did what he had to do to save lives on the field of battle.
McCloughan graduated in June 1968 from Olivet College in Michigan, with a degree in sociology and a teaching certificate. He received an offer to teach and coach football at South Haven High School in South Haven, Michigan -- the town where he was born. It was his dream job, he said.
A short time later, he received a draft notice. He entered the Army Aug. 29, 1968. His teaching and coaching plans were put on hold while he served his two-year enlistment.
In 1970, he returned home and was re-accepted at South Haven High School, where for 40 years he taught psychology, sociology and geography. He also coached football, wrestling and baseball.
McCloughan was inducted into the Michigan High School Coaches Association Hall of Fame, Michigan High School Football Association Coaches Hall of Fame, the Michigan High School Baseball Coaches Association Hall of Fame and the Olivet College Athletic Hall of Fame.
Now 71 and retired, McCloughan said that during his time teaching and coaching, he never talked about his Vietnam experiences. He said many of those experiences were very painful and he has only recently opened up about them.

10th Mountain Division to get first JLTVs

QUANTICO, Va. -- An infantry brigade combat team of the 10th Mountain Division will be the first unit to get the new Joint Light Tactical Vehicles, or JLTVs, around January 2019 once full-rate production kicks in, said Col. Shane Fullmer.
Fullmer, the joint program manager for the JLTV program, spoke at a JLTV demonstration and media roundtable here on June 14.
The brigade will receive 500 JLTVs on a one-for-one replacement of the unit's current fleet of Humvees, he said.
Officials said that a total of about 100 JLTVs are being provided this year by Oshkosh Defense, the maker of the vehicle, at a low-rate initial production of about 10 per month to the Army and Marine Corps for testing.
The full suite of testing includes command, control, communications, computers, intelligence, surveillance and reconnaissance; reliability qualification; and live-fire, according to a chart provided at the media roundtable.
The Army plans to purchase at least 50,000 JLTVs and the Marine Corps so far plans to buy about 5,500 for a total cost to both services of about $24 billion, with production extending over the course of 20 years, according to Army officials.
Andrew Rogers, program manager, Light Tactical Vehicles at PEO Land Systems Marine Corps, said the Marine Corps is re-evaluating its order and may order upwards of 10,000. The first JLTVs for the Marine Corps, he said, will go to a battalion at Camp Lejeune, N.C., in late 2019.
Fullmer said there are four variants of the JLTV that will be produced: general purpose, close-combat weapons carrier, heavy gun carrier and utility. Of those four variants, each comes in two door or four door options.
The two-seaters have an extended bed and are built to carry up to 5,100 pounds of supplies, he said. The four-seaters carry about 3,500 pounds, including four Soldiers seated and a fifth operating the weapons turret.
Weapons that can be carried in the JLTV include .50-caliber machine guns, Mk-19 grenade launchers and TOW missiles, he noted.
Requirements for the JLTV production included the ability to be airlifted by CH-47 or CH-53 helicopters and to have a similar footprint as the Humvee so they'd fit inside the decks of amphibious ships, Fullmer said.
Learning to drive the JLTV is a breeze, Fullmer said. The first item that a driver will notice is the floating suspension, which can be adjusted. So for example, if the vehicle is in a 30-degree incline, the driver can flatten out the suspension to level the vehicle.
Also, the operator has a display that shows the condition of the vehicle, including the engine, transmission and suspension.
The venerable Humvee had great maneuverability and payload but very little protection, particularly in the underbody, Fullmer said, while the Mine Resistant Ambush Protected vehicle had high protection levels but poor maneuverability, particularly in the mountainous terrain of Afghanistan. JLTV has all the advantages of payload, protection and performance, he concluded.
David Diersen, vice president and general manager of Joint Programs for Oshkosh Defense, said the JLTV is two-thirds the weight and half the price tag of the MRAP, and the JLTV is about 70 percent faster than the MRAP and much more maneuverable.
Diersen added that the JLTV's Banks Engineering 866T Turbo diesel engine consumes diesel as well as JP8 and DF2 at fuel-efficient levels.
There have been discussions with the U.S. Army Tank Automotive Research, Development and Engineering Center as well as Defense Advanced Research Projects Agency for future autonomous operations, he noted.
Finally, Diersen explained that Oshkosh was able to keep the cost per vehicle down because the company also builds civilian vehicles and therefore has an economy of scale advantage. "So you might see a JLTV rolling down the assembly line followed by a snowplow and garbage truck."
Fullmer said the JLTV was kept on schedule and within budget because of cooperation and close dialog between the Army, Marine Corps, Oshkosh and the requirements and acquisition communities.

TACOM celebrates LGBT Pride Month

TACOM Life Cycle Management Command observed Lesbian, Gay, Bisexual and Transgender Pride Month June 14 with a visit and speech by Charin Davenport, Navy veteran and president of the Michigan chapter of the Transgender American Veterans Association.
Davenport said she realized by age 4, in the late 1950s, that something about her was different.
By age 8, when others knew her as a boy nicknamed Tucker, she was trying to tell her father that she didn’t want to play baseball; she wanted to do what the “other girls” were doing. But people in the early 1960s weren’t as accepting of people who identified themselves as members of the opposite sex as they are today, and Tucker’s father, a baseball coach, would hear none of it. “You’re not a girl,” she remembers him saying. “Yes I am,” she countered, remaining on the front porch after he walked away, understanding that she couldn’t beat her father on that point.
So for the next 20 years or so, she kept her real identity hidden from everyone but her closest friends. But after two marriages and seven years in the Navy, Charin Davenport was finally set free to live the life Tucker had always wanted – to live openly as a female.
In Davenport’s terms, her real identity until then was “invisible.” “I was trying not to be me,” she told the audience. “I was literally trying to kill myself but not die. I was trying to be the best man that I could be. I didn’t feel guilty, I felt shame. Here’s my body … I must be crazy.”
Davenport enlisted in the Navy in 1974, serving as an in-flight avionics electronics technician on the P-3B Orion. “My father was so happy,” she said. “I finally had found a way to make him happy and get out of town at the same time.”
She had her own stereotypes about the Navy and what it could do for her.
“I’m going to go into what I perceived to be this hyper-masculine environment and I’ll become the man I’m supposed to be,” she remembers thinking. “It didn’t work. It just didn’t work, but I kept trying. I got married – twice, have three beautiful kids, have grandkids,” she said before her voice trailed off.
Her presence on the 15-man P-3 flight crew proved to be essential on one mission when the barometric altimeter failed, causing the aircraft to plunge toward the ocean. With Davenport and the pilot pulling on one yoke and the co-pilot and another crew member pulling on the other, the P-3 finally leveled off. “I was the only woman flying on a P-3 who saved the lives of her crew members,” she said of a time before women were allowed to be aircrew members. “I was that woman but no one knew it.”
It was a few years after leaving the Navy that Davenport decided to come out as female, to make herself visible. She had been attacked twice while in the Navy because she told someone who she really was. She finally decided that being out in the open was the best cover.
According to Davenport, 20-25 percent of transgender people are veterans. Veterans or not, Davenport advises asking people which pronouns they use when referring to themselves. “If you meet someone it’s OK to say, ‘What are your pronouns?’ You should ask that question if you don’t know. Don’t be afraid to ask. If you’re going to serve with them or you’re going to work next to them, you can try to fight it all you want but that person is going to be there. You might as well figure out who they are and get over it. They deserve to be there as much as anyone else.”
Davenport added that some transgender people don’t want to go by the pronouns he, his, she or her, but by they or them instead. She explained that people might hear those three sets of words used in reference to transgenders, and any are OK if that is their wish.
It is never OK, though, to ask transgender people personal questions related to surgeries or to assume that they are gay, she said. “That’s none of their business.”
She also made the distinction between sexual identities and gender identities. “Sexual identity or orientation is about who you love and who you wake up with in the morning, but gender identity is about who you are and who you wake up as. This is not a question of sexuality. Trans people can be lesbian, gay, bisexual or heterosexual. They’re all the things that those who aren’t trans can be – not can be,” she corrected herself, “are.”
Davenport met with her father when he beckoned her to his bedside before he passed away. “It’s you. You’re so beautiful,” she remembered him saying. This time, it was he who made her happy.

PEO GCS Teammate Helps Army Save Millions

Lien Dierker, Lead Systems Engineer and Lean Six Sigma Black Belt in the Program Executive Office Ground Combat Systems, recently led the Obsolescence Products Manager – Integrated Process Team of six other employees on a project that saved AMC $7,290,161.00. 

Team members were Todd Hawotte, Angela Ward, Brad Hoffman, Angela Hernandez, Byron Morigney and Matt Dolecki.

“This project was a very positive initiative for the PM Abrams,” said Dierker.  “It was also executed in a successful similar way by Stryker team led by me a few years ago.” For the Stryker project, she evaluated the pricing for a three-year contract from FY13-FY15, resulting in a savings of $33.4 million.
She and her team completed a "Better Buying Power" project using her black belt lean six sigma and project management experience to make a process improvement for PM Abrams Obsolescence Management.  The project began in October 2015 and was completed in January 2017. They used the project management methods, and systems engineering approach to manage the OM in terms of cost, schedule and performance. They worked with the Original Equipment Manufacturer (General Dynamics Land Systems) to analyze the current requirements of part availability, obsolescence issues and resolutions. They then requested budget from AMC, evaluated cost submitted by GDLS and applied Earn Value Management method to reduce the price.  She and her teammates received time off awards in recognition of their accomplishments.

“I am happy that I make a difference for the US Army,” Dierker said. “This is an important initiative for ‘Better Buying Power’ that the Big Army directed. I am happy that I successfully applied systems engineering and project management principles to support the obsolescence management program for both Stryker and Abrams PMOs. I was able to take a confused, complex, and costly problem and transform it into an ordered, systematized, easy to understand and cost effective system.”

Army recognizes best Lean Six Sigma initiatives

WASHINGTON -- Saving millions of dollars, the recipients of this year’s Lean Six Sigma excellence awards reduced processing times, improved health of the force and increased readiness.
This year’s awards program recognized 13 of the best process-improvement initiatives completed during fiscal year 2016. The ceremony was hosted by Karl Schneider, the senior career official performing duties of the under secretary of the Army, and Lt. Gen. Edward Cardon, director of the Office of Business Transformation.
Jason Drenzek, TACOM Integrated Logistics Support Center, and Jared McCallum, Program Executive Office Combat Support and Combat Service Support, produced an automated process for updating 90 percent of an interactive electronic technical manual in eight hours. The old process used an average of 2,500 hours of manual labor. The initiative will generate an estimated net financial benefit of $16.4 million for FYs 2016 to 2018.
That initiative earned them one of four awards in the Non-Enterprise Non-Gated Level category, which recognized projects that do not follow the formal Lean Six Sigma methods.
“We are here to recognize some very extraordinary organizations and extraordinary individuals for the work they have done,” Schneider said to a packed room in the Pentagon.
The money saved by the 11 organizations and their 13 initiatives can be “ploughed into war readiness,” Schneider said. He stressed that in order to pay for readiness, the military must reform the way it does business.
“We want people to think the way these people thought and do what these people did,” Schneider said of the recipients who used Lean Six Sigma principles and practices to adopt new ways of doing business and streamlining processes.
“The Army makes a conscious effort to analyze and improve the processes that undergird our core mission to fight and win our nation’s wars,” said Dr. Charles Brandon, director of the Continuous Process Improvement Office within the Army’s Office of Business Transformation.
“Eliminating billions of dollars in waste and delivering readiness at best value makes us Army Strong,” Brandon said
Three organizations won the prestigious Process Improvement Deployment Excellence Award:
  • The Office of the Assistant Secretary of the Army for Financial Management and Comptroller executed improvements for FY 2016 that resulted in an estimated cost avoidance of $1.7 million, cost savings of $9.5 million and revenue generation of $55 million.
  • The U.S. Army Medical Command executed initiatives ranging from improving Relay Health enrollment to improving Transition Care. During FY 2016, the projects resulted in an estimated net financial benefit of $5.7 million.
  • The 21st Theater Sustainment Command, U.S. Army Europe, successfully transformed its Lean Six Sigma program with greater emphasis on commander involvement and introduced several problem-solving tools. For FY 2016, the projects resulted in an estimated net financial benefit of $2.9 million. 
Ten Process Improvement Program Team Excellence Awards were presented at different levels.
Two awards at the Enterprise level were presented to the Human Systems Integration Directorate, Assistant Secretary of the Army for Manpower and Reserve Affairs/Deputy Chief of Staff, G-1. One team reduced the process lead time in transferring the remains of service members to families from 22 days to 14 days.
Another team from the same office received an award for increasing its engagement on Soldier for Life programs by 60 percent. They improved awareness about employment, education and health care opportunities.
“We spent many hours trying to figure out how we could reach more civilians, more veterans and retirees,” said Staff Sgt. Daniel Young, who accepted the award for the team. He pointed out that the office is now reaching nearly three times the audience it did just a year ago.
Non-Enterprise Black Belt Level Projects:
  • 82nd Combat Aviation Brigade, 82nd Airborne Division, U.S. Army Forces Command, reduced internal lateral transfer process times by 97 percent from 245 days to 7 days with an estimated net cost avoidance of $943,3000 for FYs 2016 to 2021. 
The 82nd CAB streamlined the handling of thousands of helicopter parts, electronic components, tools and machinery.
“We developed better processes to make our unit more healthy and highly combat effective,” said Army Black Belt champion Chief Warrant Officer 2 Mandee Mintz, 82nd CAB property-book accounting technician. “Going through the Lean Six Sigma process allowed us to use these improvement tools effectively to enhance our lateral transfer of excess property, and fill to critical shortages in supplies and equipment.”
  • The 21st Theater Sustainment Command, U.S. Army Europe, improved accuracy in personnel tempo reporting from 0.75 percent to 60 percent for unit readiness, resulting in a net cost avoidance estimate of $703,000 for FYs 2016 to 2022.
Non-Enterprise Green Belt Level Projects:
  • Landstuhl Regional Medical Center, Regional Health Command--Europe, U.S. Army Medical Command, improved the screening time for patients with traumatic brain injury by 50 percent, decreasing the wait time for Soldiers to be evaluated.
  • Deputy Chief of Staff, G-2, U.S. Army Forces Command, improved the G-2X performance reporting time by 63 percent from 39.5 hours to 16 hours and improved the defect rate from 13.9 percent to nearly zero, thereby improving unit readiness.
Timothy Mersereau at FORSCOM G2 took his green-belt Lean Six Sigma training in Spring 2016 and soon began working with his colleagues on how to improve G-2X performance reporting.
“The biggest take-away from this project was communications and the importance of communicating clearly,” Mersereau said. “It saves valuable time every month. This was a good learning experience and a great chance for my team as we worked together.”
“Anything we can do that frees up time to allow Soldiers to conduct training is significant for Army readiness,” said FORSCOM G-8’s Steven Sawicki, a Master Black Belt specialist with the Business and Readiness Improvement Division.
For example, the 82nd Airborne Division conducted its Deployment Readiness Exercise in January 2017. About two months before that exercise began, FORSCOM and the 82nd Airborne Division’s Operations Research and Systems Analysis, or ORSA, and Lean Six Sigma team began planning. They ultimately had 12 to 15 people located at sites during the training exercise to collect over 40,000 data points -- particularly studying six nodes of exercise activities.
Non-Enterprise Non-Gated Level awards recognized projects that do not follow the formal Lean Six Sigma methods:
  • TACOM’s automated process for updating 90 percent of an interactive electronic technical manual in eight hours.
  • U.S. Army Communications-Electronics Command, Tobyhanna Army Depot, U.S. Army Materiel Command, reduced labor hours for Joint Precision Air Drop, or JPAD systems from 28.9 hours to 17.6 hours, thereby generating an estimated net savings of $1.1 million for FY 2016 to 2017.
  • Army Public Health Center, U.S. Army Medical Command, reduced the process cycle time of its conference request and approval process from 22 days to 11 days, and reduced defects caused by lost conference request packets.
  • The Great Lakes and Rivers Division, Nashville District, U.S. Army Corps of Engineers, reduced its contracting office labor burden from 45 hours to 25 minutes per supply order and acquisition costs from $4,365 to $41 through using a Defense Logistics Agency program. The project enabled contract specialists to focus on more complex procurements, resulting in an estimated net cost avoidance of $1.7 million for FY 2016 to 2020. 
This was the first LEAP award received by the Army Corps of Engineers’ Nashville District, officials said. The district implemented a pilot program to use the Defense Logistics Agency’s Facilities Maintenance, Repair Operations Program to purchase supply items faster and save funds. The items ranged from crane cables to air winches, remote switches and sump pumps.
“Purchasing simple supply items (this way) typically also reduces procurement lead time, resulting in the receipt of supplies, material and equipment significantly faster,” said Tim Dunn, deputy chief of the Operations Division for the U.S. Army Corps of Engineers Nashville District.
The initiative reduced the time for orders to be processed by 50 percent from an average of 75 days to 37 days, said Lt. Col. Stephen Murphy, U.S. Army Corps of Engineers Nashville District commander. “More importantly, because of the efficiencies gained … our projects across a seven-state area are getting the supplies they need much faster.”
(Paul Boyce at FORSCOM Public Affairs contributed to this article)

Readiness: Why AMC exists

(Editor’s note: This article is reprinted from the May-June 2017 issue of Army Sustainment Magazine. Perna is the commander of the Army Materiel Command at Redstone Arsenal, Alabama.)
As the Army Materiel Command commander and the Army’s senior logistician, my number one job is to synchronize and integrate the total capabilities of the vast materiel enterprise in support of the chief of staff of the Army’s priorities and combatant commander requirements. My intent is to operationalize the enterprise by focusing the Army’s efforts on output to ensure Army materiel readiness.
At the AMC Senior Leader Forum in February, I introduced six strategic objectives: materiel readiness, Sustainable Readiness, force projection, battlefield sustainment, materiel development, and Armywide sustainment. These strategic objectives synchronize Army and AMC priorities and establish AMC’s organizational strategy to operationalize the command as the Army’s materiel integrator.
In the next few editions of Army Sustainment, I will explain and expand on each strategic objective. In alignment with this edition on readiness, the first two objectives are materiel readiness and Sustainable Readiness.
Materiel readiness means providing the right equipment, materiel, and capabilities to ensure the Army’s ability to fight and win. We achieve materiel readiness when combat-ready forces are sustained and equipped to support global requirements through the provisioning of materiel that is synchronized from the strategic level to the tactical level. Materiel management is capabilities-centric, and it requires the life cycle management commands to actively and effectively manage the Army’s fleets of equipment.
Strategic initiatives within the materiel readiness objective further define how the Army will achieve its end state. First, we must optimize the supply chain, energizing and focusing the wholesale supply system on critical warfighting fleets. To do this, we will optimize supply availability, working toward having 100 percent of requisitions filled by the required delivery dates. Additionally, maximum use of the Materiel Common Operating Picture will provide predictive readiness for units and commanders.
Second, we will plan and execute redistribution to build equipment on hand and divest and demilitarize excess items to best meet Army needs and requirements. Through fully funded and executed demilitarization, we will reduce required storage space and care of stocks.

Third, the Army must aggressively shape sustainment modified tables of organization and equipment in order to support the requirements of future land forces.
The sustainable readiness objective ensures the readiness of total-force formations through the delivery of required capabilities. Sustainable readiness is unit and brigade combat team-centric and driven by the Sustainable Readiness Program to enable combat power. The end state is that Army formations are ready to deploy immediately and are postured to meet combatant commanders’ requirements.
Key to the sustainable readiness objective is ensuring unit equipment is ready to use for Army missions. By providing stable and predictable workloads for the depots, arsenals, and ammunition plants, we ensure a viable organic industrial base to meet current and future requirements.
We must decisively link OIB outputs with SRP priorities. Aligning the workload to brigade rotations through the SRP will allow the Army to reset brigade fleets to ensure they are ready when needed, rather than when funding is available for individual types of equipment.
Likewise, the SRP focuses on managing workload to ensure the right work is done to contribute to Army readiness. Optimizing the OIB also includes assessing and scrutinizing the infrastructure and leveraging product-support capabilities.
To achieve materiel readiness and sustainable readiness, leaders must enforce standards and discipline, be experts in the Army’s processes, and ensure that Soldiers across all formations are trained and equipped to sustain the forces on the battlefield. Across the materiel enterprise, commanders must clearly identify requirements, conduct risk assessments, develop courses of action, and ultimately provide the right output. When this is done we will be successful at providing materiel readiness for the Army and joint force.
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