Presentation Title:

Overview and 
     Purpose:

The Army is making revolutionary changes in Reliability to assure the success of their Transformation process. To do that they had to diagnose the systemic Reliability, Maintainability and Supportability (RMS) issues plaguing many programs and, through root cause analyses and the Lean, Six Sigma and Design for Six Sigma disciplines, set into motion a new Systems Engineering framework with emphasis on RMS. The key to proving the proposed solution sets for this program were valid requirements for change, required demonstration that a new culture could be developed and emplaced within the Systems Engineering life cycle processes. These SE processes, consist of advanced RMS tools, best practices, methodologies, advanced technology investments and a continuous improvement mechanism with valid life cycle measures. Likewise, a systemic methodology for culture change is required to assure success. Predominant in that culture change process is the need for aggressive core competency growth and development.

The army’s integrated strategy for RMS culture change success on a national level is a story of urgent need and mandated success. Time will tell if the culture change processes will be successfully embraced, and ultimately achieved. The plan has been developed and is currently being implemented. Life cycle cost consequences of systems in the past require that this program demonstrate the investment and, therefore, return on investment character of highly effective RMS planning and execution within the Systems Engineering framework.

Author/ Presenter:

Keywords:

Reliability, Maintainability, Supportability (RMS); Culture Change, Change Agent, Systems Engineering, Core Competency Enhancement, Advanced RMS Tools, RMS Best Practices, RMS Methods