MIL-HDBK-502 - Barringer and Associates, Inc.

More documents

Recommendations

Info

MIL-HDBK-502: ACQUISITIONALOGISTICS3. Define what it is that you want to measure. Start with a blank sheetof paper. Before you examine existing metrics, or plan new ones, decidewhere you are and where you want to go.4. Examine existing measurement systems and generate new metrics ifnecessary. Look for existing measurements. What do they measure? Dothey measure processes, or are they focused on outputs—products orservices for external customers? Ask if the data has been accumulated overtime. If you don’t get clear answers, or if you don’t feel that the data isuseful in managing what you want to manage, create a new, better metric.5. Rate your metric. Is the who, what, when, why, and how defined insufficient detail to permit consistent, repeatable, and valid measurement totake place? Rate your metric against the “Characteristics of a GoodMetric” given in the previous section. Have you selected the proper toolfor analyzing and displaying the data you have decided to collect?6. Collect and analyze metric data over time. First, baseline yourprocess. Start acquiring metric data, from the existing metrics or from thenew ones you have generated. You need a baseline as a starting point. Asthe data accumulates over time, look for trends. Investigate special orcommon cause effects on the data. Assign them to their sources. Comparethe data to interim performance levels. This is the second element of yourmetric package.7. Finalize the metric presentation. When you have completed the firstsix steps, you are ready to present the information your metric hasgenerated. The graphic presentation you provide will clearly and conciselycommunicate how you are performing based on a standard and where youplan to go. This is the third element of your metric package.8. Initiate improvement goals. Remember, this step is the most importantif your improvement efforts are to become a reality! Metrics are a means toan end—the end is continuous improvement. Of course, once theimprovements have been implemented, you are ready to start over again.As improvement is an iterative process, so is the process of developingmetrics to measure it.6.3.4 Feedback LoopAnother important aspect of metrics is the design of the feedback loop.Because metrics measure things and tell us what we have, we can makechanges. Feedback loops tell us if the changes we made improved theproduct. Figure 6-4 examines the feedback loop for a Department ofDefense product.6-17
MIL-HDBK-502: ACQUISITIONALOGISTICSUser provides feedback to DoD activities.End result?DoD activities analyze:Analysis results in:Alterations−Improved readiness.FEEDBACK LOOP6.4 SUPPORTABILITY ISSUESengineeringlogistics supporttrainingmanningcostimproved parts and supportbetter training and manningengineering change proposalsFigure 6-4. Metrics Feedback Loop6.4.1 Supportability RequirementsSupportability issues—constraints, down time, turn around times, life-cyclecosts, stockage levels, and the like—become specific logistics objectives.• Operations and maintenance manpower and man-hourconstraints• Personnel skill level constraints• Operating and support costs constraints• Target percentages of system failures (downing events)correctable at each maintenance level• Mean down time in the operational environment• Turn around time in the operational environment• Standardization and interoperability requirements• Life-cycle costs• Stockage levels of materiel• Repair level6-18
Page 3:
MIL-HDBK-502: ACQUISITIONALOGISTICS
Page 9 and 10:
Page 11: MIL-HDBK-502: ACQUISITIONALOGISTICS
Page 17 and 18: MIL-HDBK-502: ACQUISITIONALOGISTICS
Page 112 and 113:
Page 114 and 115:
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Page 122 and 123:
Page 124 and 125:
Page 126 and 127:
Page 128 and 129:
Page 130 and 131:
Page 132 and 133:
Page 134 and 135:
Page 136 and 137:
Page 138 and 139:
show all

MIL-HDBK-502 - Barringer and Associates, Inc.

Create successful ePaper yourself

Delete template?

Save as template?