Defense Contract Management Command - Ft. Belvoir, VA
Eliminating hazardous materials from DOD contracts and weapons systems by promoting partnerships among the Services and their Contractors.
Historically, recommendations by contractors for using
alternatives to hazardous materials on government contracts resulted in
repeated testing by individual defense and contractor program managers, so all
parties could gain their own confidence in the performance of the alternatives
being considered. More often than not, alternatives were never accepted or
agreed upon by the parties involved using this approach. As a result, DOD and
the industrial base duplicated efforts and paid multiple times for
qualification of the same alternatives for commonly shared processes, with
little or no success to show for it. Then in early 1994, defense industry
contractors, weapons systems program mangers, and various DOD/Industry
conference attendees (CEOs and Corporate Presidents) expressed a need for
"jointness" to address common pollution prevention issues. Toward that end, a Secretary of Defense Memorandum, dated August 11, 1994, set requirements for cooperation of the Military Departments, Defense Agencies, and industry to work in unison to reduce duplication of effort in addressing pollution prevention opportunities. All were facing the same pressure for change.
Despite this history, impediments have remained to overcoming duplication of efforts in qualifying alternatives to hazardous material processes, changing military specifications/standards, budgeting enough money, qualifying tests for alternatives, and prioritizing approaches. To overcome these impediments the JG-APP was established by the Joint Logistics Commanders (JLC), on September 15, 1994 to focus on pollution prevention at sources (e.g., contractor plants). The joint group, consisting of representatives from each of the services, plus Defense Logistics Agency (Defense Contract Management Command), has focused on single contractor sites where they have found: (1) opportunities to minimize efforts in the identification of shared processes across multiple service programs; (2) opportunities for modification of designs, to influence future plans; and (3) chances to implement technically acceptable alternatives. Execution of the JG-APP's methodology entails identification of shared processes and applications, establishment of common test protocols, and joint coordination of alternative acceptance and implementation. The JG-APP methodology is complemented by the Single Process (Block Change) Initiative to facilitate quick, economical changes to contracts for qualified alternatives/processes. The JG-APP initiative also bridges manufacturing and sustaining (e.g., depots, et al maintenance facilities) logistics pollution prevention efforts with the Joint Depot Environmental Panel, another JLC group, established to focus on the needs of the depot community. This ensures a two-way communication of successes and lessons learned between contractor manufacturing activities and defense maintenance communities. Successes are also shared throughout private industry.
The JG-APP began methodology validation with selection of
seven pilot sites having multi-service, multi-program manufacturing processes.
Participating in the initiatives are McDonnell Douglas, Lockheed Martin, Pratt
& Whitney, Texas Instruments-Defense Group, Hughes Missile Systems, Boeing
Defense Systems, and General Electric Aircraft Engines. The methodology
consists of 16 steps: identify players, list potential contractors, determine
interest in the program, develop teaming agreements, identify target
chemical/processes, identify alternatives, down-select alternatives, define
Joint Test Protocol, implement JTP elements, formulate contractor
implementation plan, conduct pilot tasks and estimate funding requirements,
develop a business strategy, conduct and pay for validation testing, analyze
data and implement, report on validation process, use report to create a
Concept Paper for SPI (Acquisition Reform initiatives), and assure continuous
process improvement. Products developed using JG-APP methodology are made
available for use by government and industry. The tenant of the joint service
partnership with industry is quite simple: there are no proprietary interests
with respect to pollution prevention opportunities once an agreement is
reached regarding the qualifications of alternatives. Technology transfer
throughout Government and industry, even among competitors, is accomplished in
this manner (also see http://www.jgapp.com).
Results (Current Status and Benefits)
JG-APP has seen big successes in 1996. Using the JG-APP methodology, Texas Instruments (TI) was the first pilot site to achieve a Block Change (April) through the SPI phase. This success at TI reduces annual VOC emissions by 40-80%, or 2,880 fewer pounds of VOCs, 3,000 fewer pounds of waste solvent and paint, and 300 fewer gallons of paint thinner; and at McDonnell Douglas, a cost avoidance of $6.25M from the reduction in the duplication of alternative qualification testing has been realized. As of April 1996, the initiative has documented a total of $12M in cost avoidance in qualification testing and alternative implementation. At the other pilot sites, JG-APP is seeing alternative testing to substitute various hazardous materials used in various systems. At Boeing, the emphasis is on replacing chrome, nickel, and cadmium. Unlike the other pilot sites, Boeing is focusing on pollution prevention across its entire industrial base and not just the immediate contractor site (Seattle in this case). At General Electric, where they have facilitated the Propulsion Environmental Working Group (includes Pratt & Whitney, Allison, Williams, Allied Signal, et al power plant manufacturers), the use of lead as a dry-film lubricant for jet engines is being explored. At Pratt & Whitney, chromated primer replacements were chosen for study. At Lockheed Martin, three pollution prevention opportunities were selected: replacement of zinc chromate primers; reduction of high VOC topcoats; and elimination of ink stenciling. The first two are being leveraged at two other pilot sites, TI and Hughes. At Hughes, the tests focus on eliminating chromium as used in conversion coating. At TI, low/no VOC primers and topcoats to replace high VOC counterparts is the emphasis. McDonnell Douglas is testing chromate primers used on the aircraft exterior surfaces. The testing at McDonnell Douglas will extend over two years, to include lab and field phases. In contrast, when field testing is not required, the total test period may be concluded in as few as four months.
The JG-APP Advisory Board (JPPAB) has invested approximately 3.4 man years into the pilot phase of the initiative during 1995 and 1996, plus $1.885 million for engineering and technical support provided by the National Defense Center for Environmental Excellence, and approximately $200,000 over two years for temporary duty assignment expenses (travel, per diem, etc.). The service and contractor participants, together, spent an average $275-300,000 per site to test the various alternatives.
Representatives from each of the services plus Defense Contract Management Command (DCMC). JG-APP principal/JPPAB counterpart (below).
USAF: BG Clyde M. Bolton Jr, Chairman JG-APP
Robert Hill, Chairman JPPAB
USA: MG Roy E. Beauchamp
USN: RADM L.F. Schriefer
USMC: MG Williams
DCMC: MG Robert W. Drewes
A. Ken Siler