Cost Avoidance over $8.1 Million USD
Manager:
Mr.C. M.
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Customer:
Confidential
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Role:
Director of Quality / Six Sigma Master Black Belt
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Location:
Afghanistan
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Turnover:
USD 378 Million 2009 Annual.
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Time frame:
2 months
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No. of employees:
approx. 2,800
About the Customer
The Customer executes, directs and manages field and sustainment level logistics for U.S. and selected coalition forces in Afghanistan.
They serve as the single-entry point for integration and synchronization for acquisition, logistics and technology between the tactical and the materiel enterprise while enhancing unit readiness and improving combat capability in accordance with ARCENT and USFOR-A priorities.
The AFSB uses a building block approach to supporting the Afghanistan Combined/Joint Operations Area (CJOA)
Testimonial from Сustomer
The AECOM team met the Under Secretary of Defense’s challenge to rebuild a battle-damaged RG-31 from the bare hull in less than 16 days. “In fact, they completed it in 12 days” Secretary of Defense Robert Gates stated. The contract for rebuilding the MRAP was awarded to AECOM (AC FIRST) and increased the contract value from $1.5 Billion USD to $1.9 billion USD.
Situation (Challenge)
When the MRAP (Mine-Resistant, Ambush-Protected) Vehicles first arrived in Afghanistan, it became a main target for IEDs, roadside or vehicle born explosives.
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There were 7 MRAPs per week that were battle damaged.
If the Hull was not been breached the MRAP could be repaired. In most cases the Hull was intact and the MRAP could be rebuilt at a lower cost than just replacing it with a new one.
The cost to Airlift Battle Damaged MRAPs to Kuwait for repair was $160,000 USD Round Trip, $80,000 USD each way.
A decision had to be made whether to send them to Kuwait for Depot Maintenance or could they be rebuilt in Afghanistan.
Solution (Achievement)
The Training Department was instructed to develop a “BASIC MRAP TRAINING PROGRAM” to familiarize the work force. This helped them to make the decision if there was no Hull Breach, if so, the Battle Damaged MRAP couls be stripped to the Hull and rebuilt.
There were 4 each, 2 man teams. Each team was responsible for their section of the MRAP. This allowed for improved concentration in their section of the MRAP. This also allowed for quicker turn around and eliminated the need to airlift the vehicles to Kuwait.