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www.military.ie the defence forces magazine | 17 control processes. Sgt Robbie Treacy has, as his Lean Green Belt project, implemented a stock-control and re-ordering system in Main Techni- cal Stores that has significantly cut down on storage space, waste and, ultimately, cost. Airman Gerry Flynn's project has focused on stores layout, specifically the location of stores lifting equipment within Main Technical Stores. My project concentrated on the procurement cycle and the implementation of vendor-managed, supply-chain solutions. other Lean projects included the procurement of aircraft crew tools to replace personal tools and a fully kitted out aircraft work bay that has resulted in more efficient work practices and reduced maintenance time on the aircraft. Recently ACCS's quality management system was certified to ISo 9001:2008 by the National Standards Authority of Ireland (NSAI) for the provision of procurement, contracts and financial management activi- ties. The quality management programme complements our contract management activities and provides an additional layer of processes, regulatory and legislative compliance assurance. The principle reason for introducing the programme was to focus ACCS towards better meeting customer needs, particularly after con- tracts are placed. The quality management programme provides a clear framework to structure feedback and ensure it is appropriately reviewed and actioned to ensure continuous customer-focused improvement. This feedback, both from end users (Air Corps units) and suppliers, feeds into the ACCS contracts management function. This feedback helps inform contract review discussions with suppliers; ensures that contracts are fit for purpose and represent clear value for money; and can provide critical information at contract renewal stage. Allied to the quality management programme is the introduction of service level agreements (SLAs) to the contract management process. The SLA provides a clear reference document for use by both internal customers and supplier employees delivering contract services. This is particularly helpful, as with a clear schedule of what is and is not includ- ed in the contract outlined in the SLA there is no ambiguity over what is being paid for. The SLA and associated contracts management processes are extremely effective in ensuring that contracts are providing value for money and are being executed to the expected quality. overall, the innovation programme in ACCS, encompassing Lean Six Sigma, ISo quality management system, and contract management ini- tiatives, has resulted in a culture of continuous improvement across the Air Corps. Individuals of all ranks are bringing tangible outcomes that derive benefit to the Air Corps supply chain, maintenance functions and operations, and ultimately delivering value for public money. Vox Pops Comdt mark Caulfield, oC ACCs "Subhead A9 is responsible for the procurement and maintenance of the Air Corps fleet and its support func- tions. In order to help achieve maxi- mum benefit from resources ACCS has implemented Lean Six Sigma and ISO 9001 Quality Management System. We have become a centre of excellence for Lean Six Sigma within the Air Corps and have initiated a number of projects that have provided significant savings in terms of time and money." sgt robbie tracey "I was tasked to visit Air Corps Main Tech Stores (MTS) to see if we could improve on their stock control/inven- tory holding methods using Lean Six Sigma. After observing, I recom- mended changes to the oil and greases stock. We also changed MTS's control stock from a six-month storing and holding a surplus stock, to a running contract. It now holds a one-month stock, that can be refilled within 72 hours, has a three-month stock life, and the supplier must hold 10% of our stock in their warehouse. These changes have significantly cut down on storage, spending and waste." Armn Christopher higginbotham "The idea for a requisition tracker on the ACCS IKON site was prompted by the waste of manpower time spent on enquires/calls/visits to this office. It has allowed us to create a search- able spreadsheet that matches our requisi- tion approval process, and which can now be searched by liaison point-of-contact using cost centre code, sub head code, status, etc. This has already significantly reduced our requirement to answer calls and it's only been in operation for a month." Armn Gerry Flynn "After observing that the MTS floor layout could be improved on, I laid out designated areas so that stores lifting equipment could operate more efficiently. Lifting equipment is now more easily accessible and documentation is more readily available to the forklift drivers. I found the Lean Six Sigma project to be very beneficial for the improvement to the operation of the stores." ACCS personnel with their NSAI ISO 9001:2008 certification, with Capt Dominic Kelly (retd), who was the former project manager for the innovation programme.

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