Innovation Council -
2010 Innovation Award Winners
Congratulations to the following Coast Guard individuals or teams who have created or implemented innovative solutions to Coast Guard challenges. For more detailed information, use the links on each award name.
Science or Technology
SH-60F to MH-60T CONVERSION PROCESS
CG-41 - CWO Montgomery Everson
After completing a thorough engineering analysis, CWO Montgomery
Everson, assigned to the H-60 Projects Cell at the Aviation Logistics Center
(ALC),
determined that a retired U.S. Navy SH-60F could be converted into the Coast
Guard’s unique MH-60T Configuration at a substantially lower cost than a new
procurement. Working closely with the OEM and Naval Air Systems Command
(NAVAIR), CWO Everson developed a procedure to modify significant portions of
the SH-60F, including the cabin subfloor, left hand bulkhead, and nose area.
This organic industrial process yields a replacement aircraft in the Coast Guard
fleet for approximately $15M. This represents a savings of over $12M when
compared to the OEM projection for a new aircraft. CWO Everson’s industrial
process was prototyped on the fleet replacement aircraft, CG6043, which began
flying operationally in September 2009. It is now being used to transform a
second Navy hull into a spare MH-60T hull for use as a crash spare in the event
of another significant mishap. This new industrial process reduces the delivery
time for future aircraft by approximately 18 months.
Operations or Readiness
OPERATIONAL RISK ASSESSMENT MODEL (ORAM)
LANT-7
The Operational Risk Assessment Model (previously called
LORAM, or LANT ORAM), was developed to support mission
planning and analysis of all 11 Coast Guard missions at the
operational level to support the Standard Operational
Process (SOPP). The model enables operational commanders
to compare the effects of and choose from among various
resource allocations allocation strategies by combining
quantitative and qualitative theoretical frameworks to
calculate and compare risk among Coast Guard missions
and geographical areas. While risk assessment and
management is not an exact science, ORAM provides a
calculated risk index number (RIN) that enables a common
measurement across all mission areas, enabling decision makers to make informed
and defendable trade off decisions.
ORAM provides the following benefits: provides rigorous
and defendable risk analysis that supports resource
apportionment decisions and enables optimization of limited
assets - ensures that operational planning is linked to both
strategic and tactical planning.
Admin, Training or Support
MANDATED TRAINING
FORCE READINESS COMMAND 51
Many senior managers have identified over the last decade the expanding mandated
training requirement and challenged many entities to get it under control. It
was not until the formation of the Force Readiness Command that one entity was
able to exert the control and innovation necessary to harness the unbridled
runaway horse. VADM Pekoske challenged the training system to meet a FORCECOM
first year goal of controlling and reducing mandated training. The leadership
team led
a large training system matrix team that accomplished several difficult
tasks. They challenged programs to justify the actual mandates and develop
curricula that met the performance requirements with the application of human
performance technology. This included the difficult job of facilitating programs
with similar training requirements to consolidate training into fewer and more
efficient courses. Lastly they led technical teams to develop innovative
e-learning courses that delivered training in less time than conventional
methods and with better retention of information. The result is that mandated
training is reaching more members, has better compliance accounting and occupies
far less members time.
CDR Joel Magnussen Award for Management
VESSEL RESPONSE PLAN PROGRAM
IMPROVEMENTS
HQ CG-5431
Growth in the Vessel Response Plan (VRP) contract had
not taken advantage of developments in technology or
workflow management. As a result, costs had risen to an
unsustainable level, customer service to the maritime industry was marginal, and processing times for plan reviews was inordinately
long. The VRP staff leveraged database technology and Lean/Six Sigma and ISO
9000 work flow and quality management systems to improve the efficiency of the
VRP program. Additionally, electronic media (email, internet) are being used to
speed up correspondence and approval of VRPs. An internet based program is in
development with OSC Martinsburg to automate plan transmission and simplify plan
reviews. Plan review times are reduced from 45-60 days to an average of 13 days.
Customer service and responsiveness has been dramatically improved at a reduced
cost. The VRP program is positioned to react to future regulatory changes and
development.
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