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Army August 30, 2012
Trainers increase value
Reform initiatives at training establishments are helping to reduce costs
I WOULD like to highlight some
of the ways that we are making
the most of every dollar we spend
The Combined Arms Training
Centre (CATC) is increasing the
use of simulation in weapons train-
ing. This initiative will reduce the
expenditure of live 66mm and
84mm ammunition and is expected
to deliver savings of around $4.3m
Work across all other natures of
ammunition continues in conjunc-
tion with reviews of the relevant
Training Management Plans with
the aim of ensuring that all unnec-
essary duplication is removed from
To be clear though, simula-
tion enhances rather than replaces
live-fire training, leading to better
results through cheaper training.
At the Army Logistics Training
Centre (ALTC), a range of courses
are being restructured to achieve
the same outcomes more quickly.
The length of the Protected
Mobility Vehicle Maintainers'
and Combat Medical Attendants'
courses has been significantly
Apart from the benefit of reduc-
ing the cost of training, this also
means soldiers spend less time
away from their units and families.
Restructuring has also enabled
the Army's drivers to gain qualifi-
cations on a wider variety of vehi-
cles, reducing the need to conduct
additional follow-on courses.
The Army Recruit Training
Centre is also introducing a range
of quite simple initiatives that will
reduce the training overheads by
about $500,000 a year.
These include moving activi-
ties from weekends to weekdays to
reduce the costs of hiring civilian
support staff, delaying the issue of
some clothing items until trainees
have progressed further in training
when the items are needed, and
identifying smarter ways to sup-
port training activities such as the
Many of these initiatives have
Maj-Gen Angus Campbell
Aiming to save: Reducing costs without hurting capability is
possible even in training environments, where simulations and course
restructuring are helping to reduce expenses. File photo by Sgt David Pang
I HAVE recently directed a comprehensive review
of the current capability and development path of
the Army Capability Management System (ACMS).
Decision support tools, such as ACMS, are
vital for Army. By linking resources to activities
and then activities to preparedness, Army can truly
understand the status of our contingency forces and
the costs involved in maintaining them. This allows
commanders at all levels to understand risks and
allocate resources accordingly
ACMS has been supporting Army for more than
10 years and it has developed significantly over this
period. But I am well aware of its current limita-
It is now time to take a comprehensive review of
its applicability to current Army business practises
and utility for the user.
I am committed to refocusing the development
of ACMS to support Army's preparedness manage-
This is an opportunity for Army to harness the
potential of ACMS, align it to a commonly under-
stood vision and to support those within Army
entrusted with its use, management and command
While expert technical advice will be sought, a
key component of this review is input from the user.
If you currently use or have used ACMS in your
duties, you have an opportunity to influence the
development of this tool.
A link to an online survey will be emailed to all
regular ACMS users. If you do not receive the link
but wish to contribute, please contact Maj Robin
Alsworth on firstname.lastname@example.org.
Any initiatives and observations will be wel-
comed. The review team will be briefing their find-
ings for consideration by the Army Resource and
Capability Modernisation Committee in October.
-- Maj-Gen Angus Campbell, DCA
resulted from analysing how we
do our business using the Lean Six
Sigma (LSS) methodology.
LSS education is proving such
a worthwhile investment that
we will be conducting a Lean
Executive Leaders Program in
early September for Army's colo-
nels and brigadiers. This will sup-
port our long-term goal of con-
tinuous improvement in capability
delivery across the Army.
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