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Marine Corps Logistics Base Albany

Readiness Enabler for Operational Forces  •
Personnel use technology to increase efficiency

By Pamela Jackson | | January 21, 2011

Editor’s note: This is the second article of an eight-part series on Inside Installation & Environment Division.

Lining the walls of a back office tucked away inside Building 5500 are colorful charts and graphs of all sizes. At first glance, they seem very complicated with all of the spikes and dips, each telling a story.

Numerous drawings inside program analyst David Anderson’s inner and outer office explain how management and design decisions are made inside the Installation and Environment Division.

“As the division analyst over four functional areas, my job is to analyze the processes within the areas of energy management, public works, environmental and housing, to determine how we can do our jobs more cost effectively and efficiently,” Anderson said. “This allows us to perform a better service for our customers aboard the base.”

Anderson said he focuses on using current technologies to save funds for the base and federal government by streamlining processes to perform the same tasks more efficiently.

“This method allows me to provide management and customers with more oversight on the particular services we are providing,” he said.

Pointing to one of the charts, Anderson described the results of an energy analysis he conducted recently.

“We noticed some gas spikes with our energy consumption and were able to look for trends and correlations between our energy consumption and variables that influence that consumption such as manpower and climate,” he said. “This helps us make decisions on what types of energy projects to deploy to help reduce energy consumption.”

Anderson said much of his job in the energy functional area is conducting root cause analyses to determine what causes the energy usage to go up and down in an area. This is critical because it can help reduce costs and assist I&E with meeting the required federal energy mandates, he added.

Anderson described a recently completed energy project that saved the base both time and money.

“We determined a more cost effective way of doing business within our meter reading collection process by using mobile technology so that information is directly loaded into the database instead of the energy manager having to type that information in manually, saving approximately three hours per month and a lot of paper,” he said. Hubert Smigelski, deputy director, I&E Division, said Anderson developed a tool that enables staff to track excessive energy usage to the buildings or determine if it is weather related.

“David also saved time and money by automating our meter reading capabilities to feed directly into our utility usage data base allowing more accurate billing of our customers,” Smigelski said. “His can-do attitude has allowed I&E to move our energy program to the next level much faster than we originally anticipated."

Anderson said the energy data is also incorporated into the Geospatial Information System as a management tool to identify problem areas by looking at a base map, color-coded by facilities, and based on energy consumption.

“All of the projects we conduct can take one or more months to complete depending on the process I am looking at. Once the process is mapped, then I have to analyze it and make recommendations based on the results,” he said. “The end result of all of our projects is to increase our use of technology, streamline processes, save money and reduce our use of paper as much as possible to meet the base commander’s intent of being the premier green base in the Marine Corps.”