Continuous improvements are the ongoing actions that a company undergo in order to improve their products, services or processes. The Army implements different tactics and systems depending on the branch, and the specific Military Occupational Specialties, all to improve the support for the warfighter customer. Working in the Logistics field for over 14 years I have experience different tactics, tools, and executed innovative ways in order to continue improve the branch. For the past several years property accountability has been the main focus within the field. For more than a decade the Army was at war, the high operational turnover of property and personnel caused the Army to lose focus on property accountability costing the Army billions …show more content…
The director of Army Acquisition Command Operations, J.R. Richardson once said; "The goal of the CPI program is to document, analyze, and improve all of our processes, measure our success along the way and to take the organization to increasingly higher levels of performance. High performing organizations improve employee morale and customer satisfaction," (Scott, 2014). The CPI is a widely use program within the different branches of the Army; for the Logistics’ field there are several key subprograms that falls under this big umbrella. For instance, the Command Supply Discipline Program (CSDP); another one is the Lean Six Sigma (LSS) certifications, and the Total Army Quality Program …show more content…
This program includes; staff assistance visits, where the staff evaluates an organization, and assists in improving procedures ____with in their command. In addition, even though this is considered a program, is more of a ____ to help establish a culture of supply discipline across the Army by standardized and continuous training. For example, mandatory training, and certification levels according to rank, and position are some of the requirements that continuous improvements address in the efforts to sustain a culture of
Top managers, supervisors and key personnel will be assessed based on case findings. 5. Gathering Internal Data for Review: • Upon completing interviews, relevant data on supply chain management, operations management, finance and economics, HR, and IT activities of the organizations will be reviewed. 6. Strategies and Analysis: • Integrating information, which was collected in all the previous stages, finding out the gaps between current activities and: a) Supply chain management.
Timeliness is dependent upon stakeholder (internal/external to MCAS) providing feedback/concurrence to finalize processes. ICE comment data is presented to MCAS CO on a quarterly basis. CRITICAL ELEMENT 3 TITLE: CPI and Financial Reviews S: Conduct, assist and report financial/program management, department reviews, and CPI projects to ensure sound financial management and program efficiency and effectiveness. Assist departments with CPI projects. M: Reviews and projects shall be conducted and reported in accordance with established yearly plan and will include facilitation, education, instruction, assistance, analytical findings, observations, recommendations for improvement, cost benefits and/or alternate methods of operation, preparing draft reports with results; documenting CPI project results; ensuring RM is briefed and afforded an opportunity to respond to report or project results; report review results to the CO in a timely manner; and follow-up on report and project results in subsequent
Solider ID tags, benefits for veterans, widows, and orphans, and trench warfare all were solutions to the flaws identified within
The Canadian Armed force play a crucial role within the Canadian government and its success. They may have one of, if not the most important role of protecting Canadian and its citizens. This leaves the Canadian Armed Forces needed a direct and effective organizational structure to ensure their continued success. Since the inauguration of the Canadian Armed Forces, they have operated using the traditional or classic organizational structure. At the time it was the only way organizations operated but as time has gone on and organizational structures have evolved, the Canadian Armed Forces has elected to stay with the traditional organizational structure for the many advantages it gives them (Kerzner, 2013).
I am writing this to explain the circumstances that resulted in the recent moves, and the frequency of those moves, of me and my family. Furthermore, I will demonstrate that those moves are abnormal to the Army and should not be used as a basis for determining future moves. In 2004, the Army instituted the Force Stabilization Initiative in order to increase readiness and stability for the fighting force, and predictability for their families. This initiative outlined stability for first term Soldiers at approximately six years and second or third term Soldiers at approximately three years.
Support the recruitment and retention of underrepresented student populations by creating coordinating, and managing the two tiered Diversity Achievement Program: the Secrets to Success Transition Program alongside the Diversity Peer Mentoring Program § Create, maintain, and schedule various diversity and inclusion related initiatives such as the Social Justice Speaker Series, the Diversity Dialogue Series, Soup & Substance Luncheons, and Cultural Heritage Months § Recruit, train, and supervise undergraduate student workers and student mentors for the Diversity Peer Mentoring Program § Taught three sections of the First Year Seminar for 25 first year students § Work with, train, and supervise a graduate assistant from the master 's program in
This program is intended for professionals seeking to supplement their existing skills and earn the credentials needed for career advancement, such
Little did I know this thought would cross my mind quite a bit over the next three months. It wasn’t an “oh my god, this is too hard” kind of thought, but more of a “why are we doing it this way? There’s an easier way to do this’ kind of thought. More or less it frustrated me how much the military carries the “that’s the way it’s been, so that’s the way it’ll always be” kind of approach to things. Not that it’s a bad concept, but it frustrated me to no end.
This ‘needs assessment’ can be used to provide improvement strategies based on the organizations employees, education/training opportunities, and need to build stronger ties within communities (Day, Fleenor, Atwater, Sturm & McKee, 2014). This assessment will be used in order to identify, define and improve leadership development within the non-profit organization: The Salvation Army of Kansas and Western Missouri
NOT for resale purposes ©HSC DIPLOMA HELP Continuing professional development - to ensure relevant knowledge and skills, to develop new skills and to assist career progression. Your organisations aim will be to deliver a high quality service to those using it and to always be looking for ways to improve the services provided and it’s delivery. Improvements will be measured against performance targets. Targets will be met with a good management system/team and with a workforce with good morale and training and an organisation with good staff retention.
My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success. The 4th ABCT has experienced several challenges that have led to ethical and moral issues along with a lack of confidence in the leadership. A vision will provide the ABCT with a motto, something to up hold. Therefore, how current business is conducted needs to change. In order, to make a change and address the challenges that 4th ABCT
Accountability In The Army What is accountability ?. Accountability is the obligation that an individual or an organization has to be answerable, take responsibility for its actions, and provide an account in a transparent manner. Achievement of this character trait in an organization requires every individual in an organization to own up to his or her responsibilities, their actions and the results after that. Accountability is crucial due to various reasons. Accountability can make someone trustworthy it can provide responsibility it can encourage ownership it can.
Some seem to underscore the need of accountability for records and equipment, but these aspects are very crucial when it comes the U.S. Army working properly. A soldier could not conduct operations efficiently if they do not have the proper gear with them. Alternatively, consider a soldier who is conducting an operation but forgets to bring their gear along. Without proper accountability, a soldier could not decently serve the needs of the Army. Similarly, when it comes to records of the issued gear or equipment that needs to be serviced, accountability and responsibility of these components must be taken.
It is important to maintain our equipment because without our equipment or non-efficient equipment, our mission success or readiness goes down. This is especially important in the military because of the seriousness of our jobs. It is in the Army values "I will always maintain my arms, my equipment, and myself." Army Regulation seven hundred fifty dash one establishes policies assigns responsibilities for the maintenance of Army materiel. The provisions of the regulation are applicable to all Army and civil-funded property under the direct control of the U.S. Army Corps of Engineers.
They also offer training programs to improve their skills and prepare mentally and physically for their responsibilities in the company. Technological Development With the company’s vision of “Meeting needs. Exceeding expectations. ” This means that the response data and Nikon in its core technology center for the collection, research and development.