AEROSPACE & DEFENSE MBA

Quality Control for Combat Casualty Care

A student in the Aerospace and Defense MBA program examined the Document Management Process used by the US Army’s Medical Communications for Combat Casualty Care Project (MC4).

The students’ project found fundamental changes were needed in documentation and quality control. A formal review and editing process was implemented, after which the per-page cost of quality was reduced by 70 percent.

This effort’s success caught the attention of MC4’s higher headquarters, which jointly developed the capabilities for more than 3,000 army personnel over two years, with projected savings of over 15 million dollars per year.

Quality Control for Combat Casualty Care

A student in the Aerospace and Defense MBA program examined the Document Management Process used by the US Army’s Medical Communications for Combat Casualty Care Project (MC4).

The students’ project found fundamental changes were needed in documentation and quality control. A formal review and editing process was implemented, after which the per-page cost of quality was reduced by 70 percent.

This effort’s success caught the attention of MC4’s higher headquarters, which jointly developed the capabilities for more than 3,000 army personnel over two years, with projected savings of over 15 million dollars per year.


Commercializing Rocket Motor Demilitarization

Stockpiles of military rocket motors and ordnance requiring “demilitarization” offer a business opportunity for the commercial sector to participate in. One ADMBA student wrote a marketing plan for a commercial company to expand its rocket motor demilitarization business.

Designed to be executed over two years, the plan uses customer data and interviews to provide a market assessment. It also includes a SWOT analysis, demilitarization marketing strategy and a financial assessment.


Lean Applied to a DoD Logistics Center

A logistics center for the Department of Defense found itself struggling with a stressful work environment due to an inability to commit to true order delivery dates, a backlog of purchase requests, increasing lead times and the recurring need to expedite.

To improve the center’s performance, this Organizational Action Project supported the implementation of Lean, Continuous Process Improvement, and the Theory of Constraints. The center’s new management execution method realized a 39% decrease in lateness, 77% reduction in lead-time, and a 32% increase in awards.

With impediments removed, reports indicated improvement to overall morale, communications and productivity.

Lean Applied to a DoD Logistics Center

A logistics center for the Department of Defense found itself struggling with a stressful work environment due to an inability to commit to true order delivery dates, a backlog of purchase requests, increasing lead times and the recurring need to expedite.

To improve the center’s performance, this Organizational Action Project supported the implementation of Lean, Continuous Process Improvement, and the Theory of Constraints. The center’s new management execution method realized a 39% decrease in lateness, 77% reduction in lead-time, and a 32% increase in awards.

With impediments removed, reports indicated improvement to overall morale, communications and productivity.