Yorktown, Va. – The U.S. Navy is optimizing its services of "Providing the Site to Fight by realigning workload to the appropriate geographic Optical Fabrication Labs (OFLs)." The Naval Ophthalmic Readiness Activity (NORA) is the largest OFL within the DOD Optical Fabrication Enterprise (OFE), serving beneficiaries world-wide. Since the transfer of Military Medical Treatment Facilities to the Defense Health Agency there has been a growing unequal distribution of workload and responsibility among the strategic geographically located OFLs. Eyewear is part of the readiness requirement for active-duty military personnel, requiring a turnaround time of less than three days.

The “Get Real” phase identified that several OFLs were transferring work outside of NORA's area of responsibility (AOR). CAPT Brian Hatch, director, NORA and project champion, Terri Shambach, Naval Medical Forces Atlantic Improvement Sciences Director and Lean Six Sigma Master Black Belt, Carolyn Thomas, NORA’s Special’s Department Lead and Lean Six Sigma Black Belt trainee, and Jaime Lesson, a prescription eyeglass Maker with the Specials department and  Lean Six Sigma Black Belt trainee conducted a root cause analysis to identify the reasons for higher-than-expected turnaround times.

Multiple shortcomings were identified, with an emphasis on the fact that each lab was setting its own parameters to transfer work, rather than those outlined in the Concept of Operations (CONOPS). This allowed the thresholds to be lowered, and subsequent work was redirected to NORA, a tertiary lab, causing an increase in turnaround time. Additionally, the cost of workload redistributed in direct conflict with the OFE’s CONOPS guidance equated to over $1.6 million of unbudgeted funds for NORA in 2025, with no accountability at the originating OFL.

The "Get Better" phase focused on creating a targeted solution which addresses the constraints by raising awareness of the potential for failure if such actions are not immediately resolved. The parameters for the CONOPS were voted on for approval by the Optical Fabrication Advisory Board (OFAB) to reduce the lens parameters, allowing outlier prescriptions to be forwarded to NORA. This would enable the finish labs additional resources to procure a higher stock of lenses for more common prescriptions that should not be forwarded.

For accountability, all OFE OFLs (Army and Navy) now use the same lens manufacturing system, the Defense Optical Fabrication Enterprise Management System (DOFEMS),which enables workload tracking, accountability, and a comprehensive view of what each lab is doing and how the workload is being distributed across the Enterprise. However, obtaining the information was time-consuming and complex, as it requires navigating multiple websites to gather the necessary data.

The projected "Get Better" outcomes include the creation of an “Enterprise Dashboard” which is easily accessible, revealing workload received, shipped, and transferred to outside labs.

The new “Enterprise Dashboard” provides a clearer picture of how work is being allocated, in addition to highlighting those labs who are unable to complete the mission. The increased exposure will enhance accountabilities for all areas of responsibility, especially during peak times, such as recruitment or periods of conflict.

By implementing the "Get Real, Get Better" program, the entire OFE will become more accountable for its designated workload, ensuring we will be prepared at a moment's notice to execute its mission of "Providing the Sight to Fight."