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Perspective 


Objectives 


CSl: Understand and Respond to 
External Customer and 
Stakeholder Needs 



Customer & Stakeholder 
Perspective (Ends) 


CS2: Improve External Customer 
Readiness 



CS3: Promote Customer and 
Stakeholder Collaboration and 
Communication 


CS4: Improve Stakeholder Value 
and Reduce Customer Logistics 
Burden 



US Army Medical Logistics / US AM M A Scorecard / Q4 2009 


Measures 


CSla: % of Customers Actively 
and Accurately Reporting Supply 
Status via Tewls Release 2.0 
Assemblage Management and 
Other Similar Reporting Tools 


CSlb: % of Customers Actively 
and Accurately Reporting 
Maintenance Status via a Medical 
Maintenance Enterprise System 



CSlc: # of Identified Action Items 
From Surveys 



CSld: Annual Forecasting Plan 
Analysis 



CS2a: % of Unfonecasted 
Requirements From Stakeholder 
or Customer Accomplished by 
ROD 



CS2b: % Fully Mission Capable 
(EMC) Maintenance Significant 
Items [per AR 750- 1-2) ^ 


CS3a: % Change of Inbound / 
Outbound Volume (reflecting 
increase of quality and timeliness) 
of RRs (CHATTER) 



CS4a: % of Progress Against Plans 
for Implementation of Army 
Campaign Plan / ARFORGEN 
Centralized Programs (i.e. MMRP, 
BCT UDPj and Training Sets)., 





Initiatives 


08 - Realize a Viable 
Assemblage Management 
Capability, TEWLS R 2.0 
(formally CBOM / CSM) 



08 - Realize a Viable 
Assemblage Management 
Capability, TEWLS R 2.0 
(formally CBOM / CSM) 



21 - Full Medical Materiel 
Readiness Program (MMRP) 
Implementation to support 
ARFORGEN tenets [U] - Expand 
Reset capabilities to support 
ARFORGEN ... 



Generated on 09/11/2009 at 01:33 PM 







IPl: Improve Recjuirements 
Planning and Synchronization 


IP2: Expand and Optimize 
Production Capacity 


IP3: Execute an Integrated 
Lifecycle Management Process 


Internal Perspective 
(Ways) 


IP4: Integrate Medical 
Maintenance Capabilities 


US Army Medical Logistics / US AM M A Scorecard / Q4 2009 


IPla:; % Changes to the Executive 
Level Fielding Schedule 

A 

❖ 


IPlb: # of Changes to the 

Executive Level Fielding Schedule 



IP2a: % Changes to the Executive 
Level Fielding Schedule 

A 



IP2b: % of ARMT Plans Not 

Executed 

A 

❖ 


IP2c: % of Missions Adjusted vs. 
Planned Missions 

A 

❖ 


IP3a:; Operational Availability (Ao) 


08 - Realize a Viable 

Assemblage Management ^ 

Capability, TEWLS R 2.0 H ^ 

(formally CBOM / CSM) 

IP3b: % of Standardized Processes 


IP3c: % of Identified Medical 
Equipment With Approved ILS 
Strategies 


46 - Achieve Acquisition 

Integration Benefits by Aligning 

Processes^ Objectives and Teams 


IP4a: % Progress Against an 
Establishment Plan 



4 


Develop System Level 
Procedures and Work 
Instructions for APS and RCHD 
Maintenance Operations 


Develop System Level 
Procedures and Work 
Instructions for M3D. 


Develop System Level 
Procedures and Work 
Instructions for NMP. 










Generated on 09/11/2009 at 01:33 PM 




Learning 8 l Growth 
Perspective (Means) 



IP5a: % of Products with a ^ 

Program Baseline ^ 

11 - Automated Interactive 

Training for Medical Equipment ^ 

Items 



IP5: Improve and Expand 

USAMMA Processes, Services, and 

Products 

IP5b: % of Products with ^ 

Requirements Documents ^ 

21 - Full Medical Materiel 

Readiness Program (MMRP) 



Implementation to support ^ 

ARFORGEN tenets [U] - Expand H ^ 

Reset capabilities to support 

ARFORGEN 


IP5c: % of Advanced 

Development Products Meeting 

Schedule 


LGla: % Progress Against TDA ^ 

Update ^ 


LGl: Optimize Organizational ^ 

Design and Human Capital ^ 

LGlb: % of Succession Plans ^ 

Approved Against Critical Positions ^ 

44- Synchronize Workforce ^ 

Training & Education [U] ^ 


LGlc: % of Fill On-hand 

Compared to Required Positions 

for Category A (Total TDA] and ^ 

Category B (Critical Only) 


LG2: Enhance Organizational ^ 

Learning " 

LG2a: % Accomplishment of IDPs ^ 

44- Synchronize Workforce ^ 

Training & Education [U] “ 

LG2b: # of Populated Artifacts in ^ 

KM System H ^ 

LG3: Promote an Organizational ^ 

Culture of Innovation and Quality ^ 

LG3a: % of Organizational 

Performance Excellence Program ^ 

Completed 

NIEW: Organizational Profile 


US Army Medical Logistics / US AM M A Scorecard / Q4 2009 


Generated on 09/11/2009 at 01:33 PM 





















LG4: Promote Organizational 

Information Technology 

Excellence 


LG 5: Actualize a Viable 

Enterprise- wide System ^ 


Resource Perspective 
(Means) 

Rl: Program and Budget for Vital ^ 

Resources ^ 


R2: Improve Management of Vital ^ 

Resources ^ 


R3: Optimize Facilities and ^ 

Infrastructure ^ 



US Army MedicBl Logistics / US AM M A Scorecard / Q4 2009 


LG4a: % of Progress Completed 
Against the ICT Plan 



LG4b:% of Meet or Exceed 
Ratings for Top 5 Established 
Performance Objectives in Service 
Level Agreement (SLA) 



LGSa: # of Core/Critical 
Fjnctionality Accepted in the 
Enterprise System Release Plan 


Rla: % of Validated POM 
Requirements Funded for Each 
MDEP and DHP 


R2a:: % of Mission Requirements 
Funded 


R2b: % of Funding Returned to 
the Army After Fiscal Year-end 


R3a: % Progress against Facilities 
and Infrastructure Master Plan 


R3b: # of Facilities Problems and 
Safety/Health Issues 







01 - Corporate Performance 
Management and Metrics 
Framework 



29 - Develop a Medical 
Maintenance Remote Diagnostic 
Access (RDA) Capability [U] 



45 - Develop ICT Plan 



NEW: Documentation^ 
blueprinting^ funding and 
implementation of a automation 
system that provides for a 
single process integrating 
maintenance with Fi... 




12 - Fully integrate WebMRE 
functionality into TEWL5/DMLSS 
enterprise System 



Generated on 09/11/2009 at 01:33 PM 




















A Fully IntegiabHl Ent&iprise Providing America's Premier Hedical Team Witti Inrwwitive Medica I Logistics Sofutions 


ission: 


Plan, Synchronize, and Promote Medical Logistics for Health Service 

Support to . 

Forces Conducting Joint and Fuii-Spectrum Operations By: [ ] 



r LSI Uhd^r'&tdhd \ 

and Respond to 
External Customer 
and Stakeholder 


CS2: Improve 
External 
Customer 
Readiness 


CS3 ! P r omote 

Customer and 
Stakeholder 
Collaboration & 


CS4. Imp r o v e \ 

Stakeholder Value 
and Reduce 
Customer Logistics 




Equipping and Sustaining the 
Medicai Force 


CUSTOMER AND STAKEHOLDER 

■QBIEC-TIVES 


^^f-Tanag/ng Medicai Materiei Life Cycie ~\ ^Managing Strategic Centralized 


IPl: Improve 
Requirements 
Planning and 
Svnchronization 


IP2: Expand and 
Optimize 
Production 
Caoacib 


I P3 ! 

Integrated 
Lifecycle 
Management 


IP4: Integrate 
Medical 
Maintenance 
Caoabilities 


Expand USAMMA 
Processes, 
Services, and 




ERNAL 
OBI 


LGl: Optimize 

Organizationai 
Design and 




Advicing Organizational Performance Excellence 


LG2: Enhance 
Organizationai 
Learning 


Organizationai 
Cuiture of 
innovation and 


Organizationai 

information 

Technoiogy 



LG5: Actuaiize 
a Viabie 
Enterprise-wide 
System 


LEARNING AND GROWTH OBIECTIVES 


Rl: Program and 
Budget for Vitai 
Resources 


R2: improve 
Management of 
Vitai Resources 


RESOURCE OBJECTIVES 


R3: Optimize 
Faciiities and 
infrastructure