In the latest iteration of an ongoing partnership between the United States Military Academy West Point and Tobyhanna Army Depot (TYAD), three senior groups of cadets finished Lean Six Sigma (LSS) Green Belt projects provided by members of Team Tobyhanna leadership.

LSS is a performance improvement methodology that combines the principles of Lean and Six Sigma to enhance efficiency, reduce defects, and improve overall organizational performance. It focuses on streamlining processes, eliminating waste, and delivering greater customer value.

The 14-year partnership has become competitive due to its popularity and has presented added value to TYAD. After cadets are expertly prepared at West Point, the projects present to opportunity to provide them with practical firsthand application of the processes they have been taught in the classroom. The projects help TYAD grow, identifying opportunities for efficiencies, enhancement and improved warfighter readiness.

The conclusion of the cadets’ time with TYAD was an out brief, during which the cadets offered what they’ve learned through the five steps of LSS to depot leadership and members of Team Tobyhanna.

This year’s LSS presentations were focused on Hazardous Materials (HAZMAT) Reduction, Production Order Traveler Accuracy, and System Throughput within TYAD’s C4ISR Finishing Division​. The three groups operated meticulously with members of Team Tobyhanna as they followed the five-step method (define, measure, analyze, improve, control) of LSS.

TYAD’s Director of Quality Management Christopher Musso emphasized the significant impact the TYAD-West Point relationship has on both organizations.

“The partnership between West Point and Tobyhanna Army Depot represents a strong synergy of academic excellence and real-world military logistics expertise. By implementing LSS methodologies with measurable objectives, the Capstone projects have delivered tangible improvements in efficiency, and operational readiness, while providing the cadets with invaluable exposure to real-world logistics challenges,” said Musso. “The cadets have not only developed solutions that enhance our current operations, but they have also experienced firsthand the complexity of military industrial processes. This collaboration exemplifies our commitment to developing both tomorrow’s leaders and today’s operational excellence within the Army and the organic industrial base.”

The goals of each team varied. The HAZMAT Reduction team set out to improve the Hazmat Disposal Process from 11.24% waste to 5.62%, the Production Order Traveler Accuracy team aimed improve the accuracy and reduce delays of the TYAD traveler documents and the System Throughout team wanted to reduce the planned versus actual repair cycle time (RCT) from an average of 59 to 20 days to improve process efficiency and increase the sigma quality level from 0.81 to 1.25 for production orders over planned RCT within the C4ISR Finishing Division by April 2025. Where applicable, the goals were met and data was provided to exemplify why their solutions would be effective.

When it comes to reducing HAZMAT, the group concluded the best solution would be to create a Power BI Dashboard that can be used to address communication barriers between the ordering party, the Defense Logistics Agency, engineers, and cost center. They said that having accessible and easily digestible HAZMAT data would promote conversation and the addressing of issues early.

Cadet Calahan Barker was among the members of the HAZMAT Reduction team. He said having the opportunity to apply what they’ve learned in the classroom to real-life situations adds to the educational experience.

“These projects are a good experience because it allows cadets to put everything we’ve learned in class to use. To see all of the things you’ve learned in class come to life makes it more real,” said Barker. “The projects expose you to aspects of a topic that might not have been discussed in class.”

The Production Order Traveler Accuracy team concluded that Order Maintenance Training, revisions to existing documentation, and a review of current routes would present improvements to the organization. The System Throughout group determined that allocating floorspace as an assignable resource in the Logistics Modernization Program, which is a program that uses enterprise resource planning to manage logistics, supply chains, and finances, and co-locating the Operation Planning Branch with one that would aid its mission would improve process capability.

Depot Commander Col. James L. Crocker offered closing remarks at the out brief where he lauded the teams’ efforts saying “you can already see the positive effect your projects have created.”

“The longstanding relationship between Tobyhanna Army Depot and West Point has been a fruitful one for both organizations. By welcoming cadets on post, the next generation of Army logisticians come face-to-face with what they’ve learned in the classroom, and depot artisans come face-to-face with the next generation of warfighters whom their work is supporting,” said Col. Crocker. “Your work will help to drive meaningful conversations across the depot about how we can continue to work towards becoming the most efficient organization possible.”

Looking ahead, TYAD plans to continue collaborating with West Point to ensure tomorrow’s warriors are ready, modern and prepared in all aspects of warfighting. Collaborative partnerships across the DOD and private sector are directly aligned with Tobyhanna’s long-range strategic plan, TOBY2035. The effort has four strategic focus areas: Investing in Our People, C5ISR Readiness, Shape the Future and Strategic Communications and aims to posture the organization for future success.