Jauss Warren and Spc. Michael Brewer, both assigned to the 201st Brigade Support Battalion’s electronic maintenance shop,
prepare hard drives for software upgrades. (Photo by Chief Warrant Officer 2 Keith T. Graham)
unit’s supply sergeant. This typically
involved a four-hour convoy and an
overnight stay.
My peer and I recommended
changing the classification of the
BFT transceivers based on guidance
provided by our senior warrant officer.
Through email, we presented a convincing analysis to the project manager explaining the restrictions that
the current transceiver classification
caused and the positive impact that
changing the transceiver classification
to class IX (repair parts) would provide. Studies from deployed electronic
systems maintenance warrant officers
provided the data to shape the BFT
project manager’s decision.
The System Works
The classification of the transceivers within the Federal Logistics Data
(Fed Log) was changed to class IX by
the project manager in the logistics
support activity. By making the trans-
54 Army Sustainment
ceiver class IX, the electronic maintenance shop could use the float system
to reduce the operational downtime.
The transceivers were added to the
float system, thus eliminating the wait
time for replacement in southern Afghanistan. Our customers noted an
immediate improvement. This clearly
demonstrated the flexibility of our logistics system.
Systems are Army processes that
can be strengthened by simply networking to gain new, innovative ideas.
I am a believer in systems. I have seen
systems work to meet the commander’s intent to reduce downtime and
optimize maintenance productivity.
By using a flexible system, the 201st
Brigade Support Battalion’s electronic maintenance shop completed over
1,500 man hours, with a team of four,
within six months. This was a remarkable outcome. The shop surpassed its
predecessor’s man hours by 42 percent
with a fraction of the staff.
Logistics systems are made to adapt
to meet real-time needs. In order to
ensure maximum throughput, managers must consider and account for
the ever changing logistics supply
process, personnel levels, and number
of customer units. Remaining adaptable and flexible will ensure that we
can increase throughput regardless of
reduced personnel numbers.
Chief Warrant Officer 2 Keith T. Graham
is an electronic systems maintenance warrant officer with the 201st Brigade Support
Battalion, 3rd Brigade, 1st Infantry Division.
He holds a bachelor’s degree in information
technology from Columbia Southern University and has a Federal Communications
Commission license. He is also Network
Plus, A Plus, and Communication Technology
Technician certified through the Electronics
Technicians Association.