AMMPS Fielding Is Underway in Afghanistan
In July 2012, the Army fielded the first 81 of approximately 1,600 advanced medium mobile power sources (AMMPS) generators planned for units in Afghanistan over the next year. These new generators range in size from 5 to 60 kilowatts and are expected to be distributed
to as many as 15 outposts to replace tactical quiet
AMMPS generators are 50 percent more reliable than the generators they will replace. Once fully implemented, AMMPS are expected to avoid 346,000 hours of maintenance manpower a year in Afghanistan. The generators are also expected to cut fuel consumption in theater by 21 percent.
AMMPS generators are being fielded by Project Manager Mobile Electric Power (PM MEP) in partnership with the Rapid Equipping Force. In addition to the generators, PM MEP is providing training and energy specialists to help with the transition.
AMMPS generators are not only important on the operational energy front. They are more capable of supporting the soon to be fielded Capability Set 13, the Army’s first integrated package of tactical communications equipment, than the current power solution is.
Lean Six Sigma Project Improves Inventory Planning for Cartridge and Propellant Actuated Devices
A Lean Six Sigma project at the 21st Theater Sustainment Command has applied technology to improve inventory planning and management of cartridge actuated devices (CADs) and propellant actuated devices (PADs). Under the supervision of Colonel Joseph Tirone, Christina Wall initiated the project, which captures and stores real-time requirements from the unit level in a central location and provides users with valuable tools for managing the inventory of these explosive items used in aircraft ejection, life support, and fire-suppression systems within Army aviation assets.
Each CAD and PAD has a defined service life and must be replaced when expended or when it reaches its expiration date. (If a CAD or PAD is found to be defective or expires, it can cause the grounding of aircraft.) The program used in the Lean Six Sigma project will enable end users to enter the tail number of each CAD and PAD installed and then automatically configure the service life of the item based on the information provided. The system will then send an email to the user and manager of the device to remind them to request a replacement when it is needed.
Additionally, this real-time visibility will provide key technical and logistics notices concerning the extended service life of devices, interchangeable CADs and PADs, and the number of items required in each aircraft.
In keeping with the cradle-to-grave concept, overall responsibility for sustainment remains with the item manager located at the Joint Munitions Command (JMC). However, day-to-day responsibility is delegated to the ammunition managers assigned to the aviation units and is managed within theater and expeditionary sustainment commands.
Theater sustainment managers have long relied on unit planning to predict the quantities of CADs and PADs needed on a yearly basis to replace expiring items, but unit planning did not take into account any Ammunition Information Notices affecting the serviceability of installed items.
Monthly accounting was done using a time-consuming, labor-intensive manual worksheet encompassing thousands of expiration dates of CADs and PADs installed on hundreds of aircraft. The large volume of manual information accumulated using this method sometimes resulted in duplicating or missing sensitive information, and data verification was not possible to accurately project replacements. Unforecasted CADs and PADs led to short resupply notices and additional transportation costs. Long leadtimes (typically 6 to 8 months) also were associated with replacing inventories.
Automating CAD and PAD inventories will give the JMC item manager the opportunity to plan device requirements, procurement, and arrival in theater more precisely. The technology from the Lean Six Sigma project is giving end users an at-a-glance ability to plan inventories. The technology also assists with maintenance scheduling to ensure that the full life of each CAD and PAD is expended, thereby avoiding loss of serviceability and the cost of premature replacement.
The management tools developed in Europe will be incorporated into the future Aviation Logistics Enterprise–Platform for Army-wide use.
Redistribution Property Assistance Team Academy Mobilizes to Train Deploying Soldiers
In March, a mobile training team from the 541st Combat Sustainment Support Battalion (CSSB), 402d Army Field Support Brigade, came to Camp Shelby, Mississippi, from Kuwait to train New York Army National Guard Soldiers in redistribution property assistance team (RPAT) skills.
The 427th Brigade Support Battalion (BSB), 27th Brigade Combat Team, 42d Infantry Division, was notified a month before its deployment to the U.S. Central Command (CENTCOM) area of operations that it would be split into small teams to support the Operation Enduring Freedom (OEF) CENTCOM Materiel Retrograde Element (CMRE) mission in Afghanistan.
Because the brigade combat team that was assigned to train the 427th BSB did not have the organic expertise to train the unit on the CMRE mission or RPAT operations, the 402d AFSB was tasked to provide training support.
The 402d AFSB, in turn, tasked the 541st CSSB and the CSSB’s 227th Quartermaster Company with moving its RPAT academy and its 29 cadre from Kuwait to Camp Shelby within 7 days of notice.
In order to meet training requirements on time, the course was condensed from 9 to 5 days by extending training days to 12 hours and deleting classes that did not apply to units being trained for OEF operations. Soldiers received training in a number of supply processes as well as training on the Army Reset Management Tool and the Theater Provide Equipment Planner. After 4 days of classroom training, the course culminated in a practical exercise in which the cadre acted as customers during the turn-in process and took similar shortcuts to those that customers would when turning in equipment.
The RPAT academy cadre trained 209 Soldiers from the 427th BSB and certified them as wholesale responsible officers. These Soldiers then deployed to OEF where they received additional training from 227th Quartermaster Company personnel.
||A mobile Kalmar container handler rolls onto the
training site at Camp Shelby, Mississippi, during the
practical exercise portion of redistribution property
assistance team training.
Mass Atrocity Response Operations Handbook Now Available for Military Planners
On 11 August 2011, President Barack Obama directed the establishment of an interagency Atrocities Prevention Board to coordinate a whole of Government approach to preventing mass atrocities and genocide. Presidential Study Directive–10, The Presidential Directive on Mass Atrocities and Genocide, was later codified in the Department of Defense’s Strategic Guidance, Joint Publication 3.07, and the Army Operating Concept as Mass Atrocity Response Operations (MARO).
The Army’s Peacekeeping and Stability Operations Institute’s MARO Mass Atrocity Response Operations: A Military Planning Handbook defines MARO as, “a contingency operation to halt the widespread and systematic use of violence by state or non-state armed groups against non-combatants.”
Though MARO is a new military term, it shares many similarities with other types of Army operations. Sustainment planners will continue to focus on doctrinal planning considerations such as sustainment preparation of the operating environment. However, sustainers planning MARO must consider how their efforts affect the relationships between the killers (perpetrators), the victims, and interveners as well as effects on nongovernmental and private volunteer distribution systems.
The MARO handbook is available online at http://pksoi.army.mil/PKM/publications/collaborative/
Power User Conference Highlights Up and Coming Technologies
Project Manager Mobile Electric Power (PM MEP) held the Power User Conference from 8 to 10 May 2012 at Aberdeen Proving Ground, Maryland. A total of 244 Soldiers, Sailors, Airmen, and Marines attended the event designed to address battlefield power issues.
Attendees checked out new systems being fielded and provided input about systems in use to combat developers, materiel developers, sustainment commands, and Department of Defense leaders in operational energy. The technology on display at the conference included advanced medium mobile power sources, improved environmental control units, solar panel networks, and the load-demand start-stop microgrid system.
This year’s conference was especially important as major changes to energy systems and standards were underway in the field.
Medical Museum Reopens
The new home of the National Museum of Health and Medicine opened in Silver Spring, Maryland, on 21 May, marking the 150th anniversary of its founding during the Civil War as the Army Medical Museum. The museum recently became an element of the Army Medical Research and Materiel Command at Fort Detrick, Maryland. The new 20,000-square-foot facility houses a 25-million-object anatomical and medical history collection, including the world’s largest collection of microscopes. The museum previously was located at Walter Reed Army Medical Center in Washington, D.C., which closed as a base closure and realignment measure in August 2011.
Skill Identifiers Are Approved for Capability Developers
Headquarters, Department of the Army, has approved a proposal by the Army Capabilities Integration Center, Army Training and Doctrine Command (TRADOC), to establish officer and warrant officer skill identifiers and an enlisted additional skill identifier of 7Y for Soldiers who have successfully completed the Capabilities Development Course conducted at the Army Logistics University (ALU) at Fort Lee, Virginia.
The Capabilities Development Course, previously known as the Combat Developers Course, is offered by ALU’s College of Professional and Continuing Education. The 2-week course prepares individuals to conduct various Joint Capabilities and Integration Development System activities, including requirement analysis, capabilities-based assessments, and development of supporting documents, such as the DOTMLPF [doctrine, organization, training, materiel, leadership and education, personnel, and facilities] change recommendation, initial capabilities document, capabilities development document, and capabilities production document, in support of the Acquisition Life Cycle Model and Force Management Process.
Acquisition reviews and the recently released “Decker/Wagner Report on Army Acquisition Reform” have pointed to the need to formalize the training, identification, and qualifications of capability and requirement managers and TRADOC capability managers as the acquisition community does for program managers and program executive officers because of their responsibilities. In support of the acquisition community, capability developers and requirements managers at the TRADOC centers of excellence, capability development integration directorates, the Army Special Operations Command, the Army Medical Department Center and School, and in other Army command force modernization positions determine operational warfighting gaps and establish the requirements for and deliver both non-materiel and materiel solutions.
Soldiers interested in attending the Capabilities Development Course should enroll through their training officer using course code 2G–SI7Y/551–ASI7Y. Additional information on the Capabilities Development Course and its prerequisites is available at www.alu.army.mil/ALU_COURSES/ALMCCD-MAIN.htm.
Army Sustainment Editor Retires
Robert D. (Bob) Paulus, editor of Army Sustainment, retired on 3 July after 32 years service to the magazine. Bob began his career as a Department of the Army civilian in 1979 as a public affairs and communications intern assigned to Army Logistician magazine. During his career, Bob served as an assistant editor, the associate editor, and the editor of the magazine. In 2009, he oversaw the transformation of the magazine from Army Logistician to Army Sustainment, which expanded its scope to include human resources, finance, and medical services. Bob’s military knowledge and editorial expertise will be missed by the Army Sustainment staff and readers alike.