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.

The fate of future missions could rest on the skills honed at Tobyhanna Army Depot (TYAD) last week, where Pennsylvania Army National Guard (PA ARNG) soldiers underwent training essential to the Department of Defense’s strategic objectives, provided by the civilians who keep them safe.

Lead IT Specialist for the Tactical Network Engineering Branch Daniel Harnden guided Staff Sgt. Joshua Kleese of the 2nd Squadron, 104th Cavalry Regiment and Staff Sgt. Cody Everitt of PA ARNG Field Maintenance Shop #27 through an intensive training session on the AN/TTC-64Dv3 Command Post Node (CPN) focused on unlocking protocols and performing crucial software updates to strengthen the system. This collaborative training effort between TYAD and the Army National Guard highlights their shared commitment to ensuring personnel are equipped with the knowledge and skills needed for effective field operations, ultimately strengthening mission readiness and capabilities.

A CPN is a mobile communications system that provides secure voice, video, and data capabilities to military units in the field. It enables units to maintain real-time communication and situational awareness, ensuring seamless coordination and decision-making during missions. CPNs are critical for establishing tactical command posts as they allow deployed units to stay connected to higher headquarters and other operational elements, even in remote or challenging environments.

The need for training was realized when the 2nd Squadron, 104th Cavalry Regiment sent their CSN to PA ARNG Field Maintenance Shop #27 for repair, but found they didn’t have the capability necessary to solve the issue. That is where TYAD came in.

After a conversation with TYAD, it was discovered that existing depot personnel had the skills required to teach a troubleshooting course. Thus, a brand-new capability for TYAD was born.

From Feb. 24-27, Staff Sgt. Kleese and Staff Sgt. Everitt gained invaluable hands-on experience in maintenance, troubleshooting, and testing, which will directly enhance their ability to maintain and operate their CPN in future missions.

Harnden said coming to TYAD for training provides value to the warfighter in more ways than one.

“Here we have a main maintenance unit for the Pennsylvania National Guard getting depot maintenance understanding of how to approach different equipment that comes in from guard units and you have a representative of the unit who owns the equipment that can take that back to his unit,” said Harnden. “It is twofold as the equipment is getting looked at and repaired and the soldier now has experience he can bring back to his unit.”

Harnden emphasized that training opportunities such as these are important for warfighters as sometimes issues arise in a moment’s notice and due to the complexity of military systems, troubleshooting notes aren’t always readily available.

“Trainings like this provide the opportunity for soldiers to see the stuff that is not in their books,” said Harnden. “This represents a real-world problem where a soldier may be thinking ‘This is broken. How do I approach this? How do I make this compatible in the field? I don’t have this in my books.’ Here at TYAD, they can be hands-on and take this knowledge back with them.”

Staff Sgt. Kleese spoke highly of the training he received at TYAD, stressing the positive impact it will have on warfighter and mission readiness.

“This training is going to help with the overall mission readiness of our unit as we’re gaining knowledge on how to fix the equipment after it gets troubleshooted at our level and we can’t figure it out,” said Staff Sgt. Kleese. “Getting that firsthand knowledge at the unit level is going to be imperative for troubleshooting in the field. Now, we have the highest level of troubleshooting knowledge we can get and we couldn’t get that anywhere else but here [at Tobyhanna].”

Logistics Management Specialist Jessica Rollyson coordinated getting the soldiers to Tobyhanna. She said the ability to work together with the National Guard benefits both them and TYAD.

“Collaboration is a key component of the training. Soldiers working closely with TYAD’s highly skilled technicians allows them to learn troubleshooting and repair techniques as well as familiarize themselves with the systems in real-time,” said Rollyson. “It’s a unique opportunity to enhance the synergy between those who maintain the systems and those who use them in the field, creating a more agile and well-prepared force overall.”

While on-post, Staff Sgt. Kleese and Staff Sgt. Everitt were also given the opportunity to assist in maintaining a spectrum analyzer at TYAD’s U.S. Army High Tech Regional Training Site and to support TYAD’s Engineering and Cyber Technology Center by utilizing and building a Phone Box Exchange RedCom for testing, further expanding their technical expertise. The depot averages about 640 soldier training hours per year.

TYAD is a recognized leader in providing world-class logistics support for command, control, communications, computers, cyber, intelligence, surveillance and reconnaissance (C5ISR) systems across the Department of Defense. Tobyhanna’s Corporate Philosophy, dedicated work force and electronics expertise ensure the depot is the joint C5ISR provider of choice for all branches of the Armed Forces and industry partners.

Tobyhanna’s unparalleled capabilities include full-spectrum logistics support for sustainment, overhaul and repair, fabrication and manufacturing, engineering design and development, systems integration, post production software support, technology insertion, modification, foreign military sales and global field support to our joint warfighters.

Respect, trust, and accountability – Gilchrist earns Supervisor of the Quarter through expertise and values

For his strong leadership, subject matter expertise, and stabilization of a crucial depot program, Tobyhanna Army Depot (TYAD) Tactical Missile Branch Chief Don Gilchrist has been named TYAD’s latest Supervisor of the Quarter.

Over the course of a three-decade career, Gilchrist has worn many hats. An Air Force veteran, Gilchrist carried on his family’s tradition of service to our nation. He served and worked for the Air Force for 16 years before joining the ranks of Team Tobyhanna as an Army civilian over a decade ago.

Gilchrist’s appointment as Tactical Missile Branch Chief is the latest chapter of an accomplished and dynamic depot career that has included time spent in tactical radio, satellite communications, and in Sidewinder missiles as both a Production Controller and most recently as a Logistics Management Specialist. As branch chief, Gilchrist oversees three weapons programs – Sidewinder, Maverick, and Harpoon.

Gilchrist’s approach to ensuring the branch is successful in completing its mission of providing readiness to our warfighters is two-pronged. Gilchrist first relies on his depot experience, in addition to his Air Force munitions experience, as a firsthand playbook for how to best meet the needs of customers and set members of his team up for success.

“32 years I’ve been doing the same thing. When the customer comes in or the customer calls, when they talk about the program and things that they need, I totally understand where they’re coming from,” said Gilchrist. “In the same way, I can look at my employees and understand where they’re coming from and say, ‘I was where you are.’”

Perhaps, most importantly, Gilchrist’s experience has been instrumental in shaping his leadership style.

“It’s like [Tobyhanna Army Depot Deputy Commander] Rob Lantka says, and it’s right from the military – respect, trust, accountability – I expect that in my workers, and my workers should expect that in me. Accountability is very important – we all have a mission to do, and we owe it to the warfighter to deliver a top product.”

Gilchrist believes in order to be a successful leader, create a positive workplace, and in turn maximize efficiency, one must seek to understand their employees while maintaining a healthy supervisor-employee relationship.

“I understand you have a supervisor side to things, and you have to be the supervisor. But learning our people is a component, I believe, of being a good supervisor. They’re not just a name, they’re just not a number on a form that you sign – they are human beings, and you have to establish those relationships.”

When the branch was in need of a leader and at risk of falling behind on orders, depot leadership knew Gilchrist’s extensive knowledge and commitment to the values of respect, trust, and accountability made him an ideal candidate. After agreeing to an initial 120-day assignment, 120 became 240, and 240 became 360 until the position was posted and earned by Gilchrist.

In nominating Gilchrist for the Supervisor of the Quarter award, TYAD Avionics Division Chief John Stochla said, due in large part to Gilchrist’s leadership, the branch has enjoyed improved performance. A particular point of pride is the Sidewinder workload meeting its performance-to-promise schedules and assets per month goals, despite past challenges including parts obsolescence, lightning delays, humidity control issues, and test equipment sustainment issues.

Stochla said Gilchrist’s expertise and leadership style work in harmony to foster a healthy working environment in which employees can enjoy their work while best supporting our nation’s warfighters.

“As a subject matter expert from his years of working in the shop and his time as the Logistics Management Specialist for the Sidewinder Program, he is uniquely qualified to oversee this complex workload. Due to this experience, he has been able to identify bottlenecks in the process and make timely decisions to address them,” said Stochla. “Don promotes teamwork and employee development and displays a high level of energy and enthusiasm. He gives direction, provides guidance, and fields any questions or concerns that his employees might have. He takes the time to listen to their concerns and takes appropriate action. He passes information up to keep his chain of command informed, whether it is a good or bad news story. He exemplifies the Army core values, and it shows. He is respected by his peers and employees.”

Gilchrist said he owes a great deal of the success he has enjoyed to his team and tries to pay it forward every chance he gets.

“I can sit there as supervisor and say do this, do that, or puff myself up – it means absolutely nothing. You have to have a good team, and I have a great team. I can’t say enough good things about them and the hours that they put in,” said Gilchrist.

“I’ve had a lot of good mentors over time to say go this direction or try this or try that. And I’ve tried to do that same thing with the younger employees I have to give them direction because they’re the future, and I want to empower them to say you can do whatever you want.”

When he’s not at Tobyhanna, Gilchrist enjoys camping and serves as the Pastor of Lakeville Community Church in Lake Ariel, Pennsylvania.