The LVC initiative developed technologies and process improvements supporting critical part anticipation, solution presentation, and solution management oversight at the Corpus Christi Army Depot (CCAD) and Tinker Air Force Base.
The Lean Value Chain (LVC) initiative was a three-year program that supported the analysis of critical part management at the U.S. Army’s Corpus Christi Army Depot (CCAD) and Air Force’s Oklahoma City Air Logistics Center (OC-ALC). The focus of KBSI’s work on the project included the implementation of technologies and process improvements in support of critical part anticipation, solution presentation, and solution management oversight.
The project initially identified, modeled, and analyzed the current and required practices associated with the critical part value chain. Following this successful phase of the project, KBSI began implementing critical part support tools at OC-ALC that assist in acquisition, management, and decision support for a wide range of product recovery options, including part reuse, repair, and remanufacture.
At CCAD, KBSI focused on information gathering and requirements development as a first step to addressing part requirement aggregation needs, a problem that was the cause of improper requirements forecasting. KBSI has constructed detailed material management models as a means for improving materials management processes and for investigating the use and application of critical part data management systems like those implemented at OC-ALC.
The results of enterprise modeling and beta implementations at OC-ALC and CCAD have been the foundation for several later initiatives and technologies developed by KBSI including the Army Transformation in Logistics And Sustainment (ATLAS™) technology, the Toolkit for Enabling Adaptive Modeling & Simulation (TEAMS™), and Sustainment Technologies for Aircraft Depot Maintenance (S-Physics).