Budget overruns and scheduling difficulties within the White Sands Missile Range (WSMR) test community have become more prevalent of late. Two of the biggest customer complaints have been that WSMR is too expensive, and that the scheduling process is slow and inflexible; the WSMR Non-track Optics organization has been suggested as the main contributor to these problems. WSMR Non-track Optics manages multiple types of specialized static cameras, networking instrumentation, and vehicles to transport and control its equipment, but has shown itself unable to support numerous test activities scheduled during the same timeframe. The focus of this thesis is to define the process whereby requirements for Non-track Optics support are routed, identify process inefficiencies within the organization, and recommend solutions for the Non-track Optics organization to successfully adopt the pull method, where the ability to set-up instrumentation and support exactly what the customers want, when they need it, is achieved within budget. In identifying and addressing these inefficiencies, solutions can be applied resulting in WSMR becoming a more affordable and customer-oriented test range.http://archive.org/details/whitesandsmissil1094538887DoD Civilian, Department of the Army WSMRDoD Civilian, Department of the Army JIEDDOApproved for public release; distribution is unlimited
