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Original Date: 09/15/1997
Revision Date: 01/18/2007
Information : Condition Code-K Inspections
In October 1996, the Ammunition Operations Directorate decided to use a team approach to process Condition Code-K (CC-K) receipts. Subsequent to 1996, the Directorate had 992 lots in CC-K that required inspection. These lots were more than 45 days past the required processing time for inspection, which caused an unknown safety-in- storage hazard. The holding building of 11,000 square feet was at storage space capacity, and too many people were handling receipt paperwork causing duplication of effort.
By April 1997, the CC-K team achieved a zero backlog status, reduced inspection costs, and improved receipt performance. The morale within the team also improved. The team accomplished this by setting three goals: 1) clear the backlog; 2) save money and time; and 3) have 100% participation of team members.
The CC-K team reached its goals by working smarter. The backlog was cleared by reducing paperwork and transferring ammunition to storage locations. All storage location transfers and condition code changes are done on the receipt document (1348-1) versus Ammunition Transfer Record (ATR). By not using the ATR, savings of $170 per lot were realized, equating to more than $168 thousand in savings in six months. Ammunition is no longer transferred from a receiving tractor trailer, to a storage location, then to an inspection building, and back out to storage. The incoming tractor trailer unloads all ammunition at the CC-K building for inspection. After inspection and classification, the ammunition goes to a storage location. By using this process, the CC-K team is saving both money and time.
In just six months, TEAD’s Ammunition Directorate realized many victories by empowering the employees to make cost reduction and time saving changes. It took the support of the Directorate and the commitment by all team members to accomplish the objectives and goals. The CC-K team continues to work toward process improvements by implementing new suggestions. The CC-K team hopes to become self-directed while assisting other teams to reach their goals.
For more information see the
Point of Contact for this survey.
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