Abstract
The Army's Lean Six Sigma methodology includes five phases: Define, Measure, Analyze, Improve, and Control (DMAIC); each of these phases includes interaction between the stakeholder and process team. This paper focuses on the application of Lean Six Sigma methodology at Tobyhanna Army Depot to help reduce overruns and repair cycle time within the sheet metal cost center. At the initiation of the project, the process incurred over 4,000 hours of overruns, a situation in which it takes longer to repair an asset than the standard hours allocated for the repair. Additionally, the average repair cycle time, amount of time required to repair an individual asset, exceeded customer expectations by almost four days. The paper describes recommended solutions to address both problems.
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