OCT 97 Newsletter

INSIDE THIS ISSUE:

Partnership

Tobyhanna Army Depot's successful history of labor-management partnership has enabled the installation to evolve into the Defense Department's most cost-effective maintenance facility. This partnership also is the cornerstone of Tobyhanna's Total Army Quality (TAQ) initiatives. Tobyhanna repairs, overhauls, designs and builds a wide variety of communications-electronics systems for the Armed Forces. The depot, with a civilian work force of approximately 2,400, is located in northeastern Pennsylvania. Tobyhanna was one of six active-Army installations named a 1997 Army Community of Excellence.

In 1962, the American Federation of Government Employees, Local 1647, and Tobyhanna management negotiated the first labor-management agreement in the Department of the Army. Despite this generally harmonious relationship, both labor and management agreed that a new approach was needed in the increasingly competitive 1980s.

As a result, Local 1647 and the depot formed a Labor Management Committee in 1985. During its existence, the committee is credited with such notable achievements as improved employee safety, a 25 percent productivity increase on the repair and overhaul of certain communications-electronics systems, and generally improved working conditions.

The committee also provided tangible support to depot labor and management efforts to create an enviable record of cooperation and resolution of problems at the lowest possible level. For more than 35 years, neither labor nor management has filed an Unfair Labor Practice. It has been nine years since a grievance went to arbitration.

Based on these achievements, the depot took another step forward when labor and management officials testified before Vice President Gore’s National Council in 1993. The testimony occurred because of a recommendation from AFGE National President John Sturdivant, who cited Tobyhanna as a labor-management success story.

In 1994 Tobyhanna established one of the first Labor Management Partnership Councils (LMPC) in the federal government. Tobyhanna’s LMPC consists of the commander and three senior managers, the union local president and three of his senior officers. The council utilizes a consensus decision-making process, addressing critical issues affecting the depot’s business practices and processes, reviewing and approving the installation’s strategic and business plans, overseeing Total Army Quality initiatives and chartering Employee Involvement Teams (EITs) to develop proposals on depot-wide issues.

Because of the achievements of Tobyhanna’s Labor-Management Partnership Council, the depot has embarked on a transition to a team-directed work force. The TEAM POWER process is designed to increase all employees’ understanding of the depot’s key business objectives, and to empower employees to greater involvement in daily operations and long-range planning for the depot’s future.

With the demonstrated success of the labor-management initiatives of more than 35 years, Tobyhanna has confidently chartered additional partnerships with key customers, such as U.S. Army Communications-Electronics Command’s Logistics Readiness Center and Defense Distribution Depot Tobyhanna, as well as agencies, such as the first-ever partnership entered into by the Occupational Safety and Health Administration (OSHA).

For more information about Tobyhanna’s TAQ program and partnerships, contact Dr. James V. Meyl, TAQ Administrator, DSN 795-7086 or 717/895-7086, Commander, Tobyhanna Army Depot, ATTN: SIOTY-BU (Meyl); 11 Hap Arnold Boulevard, Tobyhanna, PA 18466-5051.

- Information provided by Dr. James V. Meyl, Tobyhanna Army Depot -

(Editor’s Note: Tobyhanna Army Depot is one of the Department of Army nominees selected and sent forward for the 1998 President’s Quality Award

competition.)

1998 President’s Quality Award Program Competitors

Top Six Applications Forwarded to OSD

U.S. Army Engineering and Support Center

Rock Island Arsenal

Tobyhanna Army Depot

Fort Carson

Directorate of Community Activities

U.S. Army Corps of Engineers, Huntington

Beware of the goblin of "that is how we’ve always done it."

LTC Jack Spencer

"Whether or not to adopt improved quality practices

is no longer a real option for most companies. The

only option, really, is when to shift and whether your organization will do it soon enough to remain competitive"

--V. Daniel Hunt

"Linking Hearts" to Change Lives

What if you could create a partnership which provides both parties with a measurable material benefit, is "quid pro quo," is worthy of copying, demonstrates entrepreneurial genius, and is not just a public relations activity? You would have the perfect partnership as defined by the TRADOC Partnership Program. Now, what if you could create a partnership that has all the above and is truly life changing as well? You would have "Linking Hearts"!

The realization that military families are a valuable adoptive family resource, especially for minority and special needs children, brought about a truly special partnership agreement on Fort Leonard Wood (FLW). "Linking Hearts" and the Fort Leonard Wood Adoption Project was created in 1991 to utilize and facilitate connection with the military to enhance adoption placements. This program exemplifies partnership and teamwork at its best. It is a combined effort among the Missouri Division of Family Services (DFS), the Area Advisory Council on Adoption, and the FLW Army Community Services (ACS), along with a myriad of community and installation supporters.

In the past military families were presumed to be unstable, making adoption of children difficult. However, given the diverse backgrounds of military personnel, area organizations recognized that military families are a valuable adoptive resource, especially for minority and/or special needs children. As a direct result of the "Linking Hearts" program, during the past four years an average of 84 percent of children available for adoption in Pulaski County were placed in military families.

This tremendous success is due in part to the way available children are introduced to interested families. FLW holds two types of "Linking Hearts" recruitment events twice a year. The first event occurs in June and is a two-day assembly in which adoptable children from throughout Missouri come to FLW with their agency representatives. It is an opportunity for prospective parents to meet the children "face-to-face" and interact in a fun, friendly environment. During the children’s stay, they are given special T-shirts and enjoy activities such as swimming, bowling, museum tours, and a canine demonstration. The children sleep in military barracks and eat in post dining facilities. The two days culminate with a festive picnic attended by families interested in adopting. Each year more than 350 people attend the Picnic, and it is often during the picnic that "hearts are linked."

The second event occurs in November. This is an evening open house held at one of the community clubs on FLW. Present are prospective families and case workers from across the state who represent children in their regions. Adults, who were themselves adoptees, tell how they attribute their personal success to being adopted. They share how being given the chance to become part of a family and having their dreams supported by parents and siblings, rather than by an often impersonal public welfare system, has changed their lives. The case workers provide pictures and profiles of potential adoptive children to interested families.

Once hearts are linked and the decision is made to adopt, the partnering organizations work together to facilitate the adoption procedures. For example, the Missouri DFS increased their staff in Pulaski County by three, and office space is provided on FLW for an adoption specialist to assist military and civilian clients. The program also receives special consideration from the Pulaski County court system. The court allows military families to complete their nine-month supervisory period in other jurisdictions, if necessary, due to Army directed military moves.

Apart from the obvious benefits of the partnership, there are tangible benefits as well. Recent statistics indicate that the average age of a child in Missouri foster care is 7.1 years of age. The government pays an average of $259 per month for the care of that child , with an added $200 yearly clothing allowance. If this one child, at age 7, remains in foster care until age 18, it will cost tax payers about $36,000 to care for that single child. If that child has special needs, such as behavioral or medical problems, the cost greatly increases. The 163 children adopted as a direct result of "Linking Hearts" represent a potential saving of approximately $6 million to taxpayers.

Presently, there are more than 450 children in Missouri available for adoption. Without this unique and special partnership, it is reasonable to assume that the potential for adoption of many children in the state would be significantly less. This project was nominated for the 1996 Public Service Excellence Award and the 1997 Innovations in American Government Award because of the dedicated commitment of its supporters to excellence in public service. "Linking Hearts" truly is a success story and a wonderful example of how a little ingenuity can create a partnership that is undeniably lifechanging.

- Information for this article provided by Cecilia Young, Office of Excellence, DRM, Fort Leonard Wood -

The New Manager

Teacher and coach who ensures that the team

members have the skill and will to accomplish

their new responsibilities.

Procurement officer who obtains resources

needed by the team.

Facilitator who negotiates the group dynamics

and interpersonal conflicts unleashed by group

decision making.

Boundary manager who assures that suppliers

and customers become part of the team.

--Anonymous

Medical Logistics Reengineering in Europe

In February 1995 the United States Army Medical Materiel Center, Europe (USAMMCE) held its

inaugural Strategic Planning Conference. The first step of a quality improvement journey was taken as staff members made a commitment to process improvement and total quality customer service. At the time, no one dreamed that these changes would have such a large impact in such a short time. Since that meeting, the medical supply pipeline in Europe has been markedly shortened, as order and ship times have been reduced from four weeks to 72 hours for Germany-based customers, and seven days or less to locations outside of Germany. Dental and health clinics can now order directly from USAMMCE and that eliminates intermediate stock points, saving $1.2 million of inventory. Customers now maintain fourteen days or less of supplies as opposed to 60 to 90 days. Additionally, USAMMCE has reduced its internal order processing time from days to hours, decreased inventory levels by $14.7 million and warehouse space by 139,000 square feet. In recognition of their success, USAMMCE was awarded Vice President Gore’s Hammer Award for significant contributions in support of the President’s National Performance Review principles. A key to the success experienced by USAMMCE involved the development of close partnerships with its customers. Out of this partnership two innovative computer programs were developed, the USAMMCE Customer Assistance Module (UCAM) and the Portable Customer Assistant Module (PCAM). The objective behind these programs was to provide customers real-time, online information that would enhance their ability to more effectively manage their medical supply accounts. The following provides an overview of these systems.

UCAM: This is a UNIX based program that provides customers an extensive array of modules that link directly to several USAMMCE databases, including the Theater Army Materiel Management Information System (TAMMIS). With this system, customers can research requirements, query inventory balances, place orders, obtain order status, acquire in transit visibility of their shipments (a first for DOD) and submit Reports of Discrepancy (ROD). Additionally, customers can order free excess material, obtain Unit Assemblage (AU) listings, obtain Quality Control data and check on the status of Medical Maintenance work orders.

PCAM: This is a windows based point and click application that was designed to provide customers

greater flexibility and ease in placing orders to USAMMCE. With PCAM, customers can research requirements, place orders and obtain status. All functions and operations in PCAM are performed on the customer’s PC. The only electronic connection with PCAM is two 5-minute or less File Transfer Protocol (FTP) sessions daily. The point and click application allows the customer to easily search and find a product.

USAMMCE is extremely proud of its accomplishments over the past two years and has briefed many distinguished visitors who have come for a closer look at how USAMMCE supports its customers. But these enormous strides and accomplishments could not have been made possible without two key ingredients: (1) a commitment by USAMMCE’s staff to total quality service, and (2) the close and trusting relationship that has developed with the USAMMCE team to put their requirements into action. It is because of this symbiotic relationship and USAMMCE’s commitment to its vision—"Preferred for Our Performance; Accountable to Our Customers," that it is fast becoming a recognized leader in medical logistics. Lieutenant Commander Stephen Symonds, DSN 495-7427 or e-mail: symondsss@em.pirmasens.amedd.army.mil will provide any additional information.

- Information provided by Colonel William Clayton, U.S. Army

Medical Materiel Center, Europe -

COE "Bridges the Gap" to Higher Education

U.S. Army Engineers (COE) love to build bridges! It's what they do (among a host of other things). And the U.S. Army Engineer School and Fort Leonard Wood (FLW) has used the Partnership Program to build a successful bridge to assist their officers in advancing from undergraduate to graduate degrees. Good partnerships typically allow each of the participants to capitalize on the strengths and resources of each other. They are usually arrangements whereby "you have something I need and I have something you want." With this in mind, the U.S. Army Engineer School (USAES) recognized the importance of their engineering officers obtaining graduate degrees along with recognizing the good fortune of having a University internationally renowned for its engineering programs just 26 miles away. Thus, the USAES entered into a very successful venture with the nearby University of Missouri - Rolla (UMR), creating the USAES-UMR Cooperative Graduate Program. The U.S. Army gets engineering officers with advanced degrees, while UNM gets a "captive" population of highly skilled, trained, and motivated engineering students from which to draw.

The USAES, working with the Engineer Branch and UMR, developed a program, integrated into the Engineer Officer Advance Course (EOAC), which allows students to complete a graduate degree program in Engineering Management, Environmental Engineering, or Civil Engineering (Environmental Emphasis). This is how the USAES-UMR Cooperative Graduate Program works. To be eligible to apply, an officer must hold a bachelor's degree from a college in good standing and meet UMR enrollment requirements. Once accepted by UMR, students start their graduate classes during the first weeks of EOAC. UMR grants students in the program partial credit toward their degree for successful completion of EOAC. The students also take courses in the evenings during their 20-week EOAC stay at FLW UMR faculty teach all of these courses on site at FLW. By EOAC graduation, officers will have earned 15 credit hours of the 33 required. After EOAC graduation, the Engineer Branch extends students in the program 16 weeks on permissive status (not TDY) to attend UMR full time to complete their degree. What normally would take two years to complete, is reduced to about 38 weeks. The students also reap substantial monetary savings, paying about $5,300 for a program which normally costs more than $10,000. Tuition assistance, 75 percent of the cost per credit hour, is even available for the courses taken while in EOAC.

The USAES-UMR Cooperative Degree Program began in November 1994 with EOAC class 1-95. The program was initiated offering only the Master of Science (M.S.) in Engineering Management, and success with that program allowed expansion with the additional options of M.S. Environmental Engineering and M.S. Civil Engineering (Environmental Emphasis). To date, 243 students have participated in the program and all but four have graduated. (These four were unable to complete the program due to conflicts with their military assignments.) Currently, there are 65 officers enrolled. Approximately 50 percent of EOAC students from each class take advantage of this unique opportunity.

This partnership has been tremendously successful and a "win-win" situation for all involved. Capitalizing on a partnership relationship to build a bridge for Engineer officers to cross from undergraduate to graduate degrees has definitely increased the versatility and technical proficiency of the Engineer Corps and makes for an even better, more intelligent Army. "Essayons!"

- Information from the Office of Excellence, DRM, Fort Leonard Wood -

"Learn as though you would never be able to master it; hold it as if you would be in fear of losing it."

--Confucius

Partnering and Standardizing at MEDCOM

The U.S. Army Medical Command (MEDCOM), Director of Logistics, is working with the Department of Veterans Affairs in pursuing areas of mutual interest such as equipment procurement and maintenance, supply support, readiness support, environmental services and waste management, technical sharing, automation integration, and financial bill paying.

Senior leadership met with their counterparts to provide corporate direction and oversight while technical specialists worked out sharing details on initiatives that demonstrate a potential for financial benefit. The organizations have started sharing informat

Enhancing Regional Teamwork

The U.S. Army Corps of Engineers has used partnering successfully as part of its construction contracting process for several years. Tulsa District has used this team building and relationship enhancing technique with its military customers. Recently, Tulsa District participated in partnering with other Corps Districts to enhance regional teamwork within the Corps. District to District partnering has potential to help revolutionize effectiveness of the Corps in supporting the Army, Air Force and other customers.

Too often, sister organizations find themselves in an unhealthy competitive mode. Although competition is certainly healthy in most instances, too much competition can result in an isolation attitude where effective communication is lost, trust is broken, and teamwork is absent. The losers are the customers supported by the competing organizations.

Such was the case with the Tulsa and Fort Worth Districts. These two relatively large, full service, high performing and proud districts found themselves competing for environmental restoration work at military installations and other federal agencies. Each district was working to increase it’s own workload.

The Corps’ focus on ONE CORPS certainly set the stage for the partnering meeting between Tulsa and Fort Worth Districts. The results of the partnering support the US Army Corps of Engineers’ strategies to Revolutionize Effectiveness, Seek Growth Opportunities and Invest in People. The partnering initiative met every one of the seven sub-strategies the Corps is focusing on, particularly Satisfy the Customer, Build the Team, and Reshape Culture.

The facilitated partnering meeting resulted in the adoption of an "abundance philosophy." Finding the best use of Corps resources to support the customer will result in customer satisfaction and additionally work for the Corps. The meeting addressed topics such as contract sharing, development of a "Hazardous, Toxic and Radiological Waste (HTRW) Filter," and responsibilities of the geographic district project manager. The "HTRW FILTER" is a simple but significant process. Using a predetermined process, the geographic Project Manager utilizes a screening panel consisting of representatives from both Districts to determine how the project best can be accomplished, using the in-house and contracting resources of each District and known capability elsewhere in the Corps.

This effort was so successful that the Southwestern Division office included an objective in their Campaign Plan to "Make the HTRW Design District (Tulsa District) an effective example of regional teamwork" and included an initiative for the Design District to partner with each of its sister Districts.

A second partnering meeting was held with the Little Rock District. This meeting placed special emphasis on understanding the need for mutual goals in the BRAC environmental programs at Fort Chaffee, developing transition plans for geographic project management implementation and identifying the need for restructuring the HTRW Design Center to make it easier to use by geographic districts. A third partnering meeting is scheduled with the Galveston District in October.

Colonel Timothy Sanford, Commander of Tulsa District, said, "Without partnering, the commitment of the districts to work together in support of our customers would not have been possible." His counterpart in Fort Worth District, Colonel Peter Madsen, summed up the effort, "Here is an opportunity for both organizations to win. If we are successful on our follow-through, our customers will be the real benefactors."

- Information provided by Mr. John H. Roberts, U.S. Army Corps of Engineers—Tulsa District -

Partnership Reduces Consumption and Saves Dollars

Finding ways to reduce energy consumption and save tax dollars led Fort Detrick and the National Cancer Institute to sign an innovative Basic Ordering Agreement (BOA) with Allegheny Power Systems (APS). The partnership ensures compliance with an Executive Order directing all government agencies to reduce energy consumption by 30 percent by the year 2000. The agreement authorizes APS to investigate and carry out approved energy conservation measures on Fort Detrick using APS financing.

Cogenex, an affiliate company of APS, has subcontracted to study all the buildings on Fort Detrick, including Frederick Cancer Research and Development Center (FCRDC), for possible energy-saving improvements. They will address all energy utilization, including electrical and mechanical systems, in most of the post’s buildings. The study began 8 July 1997 and anticipated completion is within five years.

Cogenex will alternate between Department of the Army-owned buildings and FCRDC. At the completion of each building’s study, an energy conservation proposal will be submitted to the U.S. Army Garrison to be evaluated. When approved, it becomes an Energy Conservation Measure (ECM). Any capital improvements will be funded and implemented by Cogenex using the energy-saving dollars.

For more information, contact Jim Arter, mechanical engineer, at Fort Detrick, at 301/619-2434.

- Information provided by Fort Detrick -

USASMDC and Alabama University Join Forces

The United States Army Space and Missile Defense Command (USASMDC) has scored another bull’s-eye in its efforts to improve internal processes and reach out to the academic community. This command has tasked Alabama Agriculture and Mechanical University (A&M) to thoroughly review the existing research and development acquisition process, from needs determination through contract award and administration. The University will also review the statutory, regulatory, and policy framework which supports the acquisition process.

USASMDC is especially proud of this accomplishment as A&M falls under the Historical Black College/University program. The contract is valued at $200,000. Mrs. Victoria Binford will be SMDC’s central point of contact for this project. In this capacity, she will provide access to reference materials concerning the existing SMDC acquisition process and Government acquisition in general. Employees and students of the University will perform and participate in this research effort to the maximum practical extent. The University will also be free to utilize the services of outside experts and consultants in highly complex or specialized areas. A stipulation in the agreement requires that 50% of the cost incurred under this project for personnel must be expanded for employees and students of the University.

Dr. Oscar L. Montgomery, Vice President for Research and Development (R&D) at the University, will act as the principal investigator. Using the results of the review, A&M will develop a more streamlined, efficient R&D acquisition process for SMDC. The new process will emphasize the use of performance-based contracting and will take maximum practical advantage of the latest developments in electronic technology. The final report will include a training syllabus and course outline which can be used to train employees in the optimum usage of the new streamlined acquisition process.

- Information provided by Ms. Elizabeth J. Hurt, US Army Space and Missile Defense Command -

"Watch your thoughts; they become words.

Watch your words; they become actions.

Watch your actions; they become habits.

Watch your habits; they become character.

Watch your character; it becomes your destiny."

--Frank Outlaw

Quality Management --

The STEALTH Approach

The mention of TQM or Quality Management is received with either distinct support or disdain; there is usually not a gray area. We have learned some valuable lessons within DOD, and it is time to embrace these lessons and treat them as opportunities for improvement. The effects of making quality a part of an organization’s day-to-day business are that they:

- Provide return on investment in six months to a year.

- Improve internal processes.

- Identify and improve customer service.

- Apply lessons learned to ongoing projects as soon as possible.

- Don’t create new meetings/boards/committees.

- Don’t create additional project or process teams.

- Don’t take employees away from their daily duties.

- Improve management and employee relations.

- Empower employees.

Quality Management must become a part of the activities of an organization. A STEALTH approach to institutionalizing quality management principles within an organization follows:

S - Systematic

T - Total

E - Effective

A - Accountable

L - Logical

T - Training Sensitive

H - Humanistic

Systematic

The organization needs to analyze current in-house systems, identifying existing areas to institutionalize quality. Staff meeting agendas at all levels should include TQM. This negates the need for an additional meeting. It provides management commitment since TQM is being made a part of the organization’s day-to-day business. The perception that TQM is an additional duty, unrelated to the mission of the organization, is eliminated.

Total

The organization should involve everyone. Initially, focus on creating a level playing field where management and employees work together on current issues. Employees do not see the introduction of TQM as a new and formal effort, but utilize the new tools based on current projects. An organization should generate ideas on areas employees feel need change; have a vehicle in place to analyze employee ideas and provide results in short turnaround time; charter and train process action teams and publicize results. The word will travel fast that this TQM process has teeth.

Effective

The organization should empower and support employees in making changes. It needs to develop a critical mass and focus the efforts on immediate and widespread implementation of TQM philosophy in varied ongoing projects. Actual use of TQM will evidence immediate benefit and support. Employees immediately see the benefit when their concerns are addressed. This will revitalize them and the battle to win their support will not be difficult.

Accountable

Identify processes that spell success for the organization. (Ask this question: If your organization no longer existed, what would be missing within DOD?) Most organizations have a business plan, organization mission and functions, TAQ plan, and/or technology master plan. Why not develop one plan incorporating all facets of the organization? This plan focuses on providing a picture of the organization and its future focus. It should include vision, mission, major processes, goals, objectives, values, etc. Build measures into the overall organization plan that focus on these processes. Results are linked to the document that guides the organization and the accomplishment of the measures will let management know when they are on target. It will let employees know that value added and cost benefits do occur from TQM. Focus efforts on where the resources come from and where the resources go (i.e., where you get your money and where you spend your money).

Logical

The organization should use applicable resources (space, people, equipment) to institutionalize the philosophy whenever possible. Since the current environment has already placed most organizations in a change mode, this is the optimum time to incorporate the philosophy and tools into the organization.

Training Sensitive

Surveys should be administered to determine employees’

training needs. Organizations should identify any discernible gaps and use just-in-time training to close these gaps. The training effort is guided by the organization using train-the-trainer packages, facilitators, or consultant personnel.

Humanistic

Part of any organizational plan should focus effort on the human element. Organizations should bring additional focus to quality of life and employee and management roles. Empowerment is a vital success factor in this area. Organizations must motivate employees concerning a project that they own and from which they see the benefit. Continuous improvement, like any other approach, must incorporate a focus on teams and the dynamics that individuals working in teams create. It is imperative to address handling conflict, communications, focusing on a common goal, etc., in any plan. Organizations should provide human behavior and team building training throughout the project. Continuous training should be provided on people issues.

- The culture of each organization is the basis for developing approaches to institutionalizing TQM. This approach is the accumulation of lessons learned from many organizations. The Space and Missile Defense Command is enjoying success in institutionalizing quality management, and the STEALTH plan is a key component to that success.

-Information provided by Ms. Elizabeth J. Hurt, U.S. Army Space and Missile Defense Command -

"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new."

--Machiavelli

What Really Matters

We all know someone who drives the car of our dreams, and it is usually not us or a person who can make those unbelievable putts, again and again. Then, there is the soldier who continually maxes the PT test, even after breaking a leg two months previously. Of course, we tend to reminisce about these people usually while driving our car, playing our golf game, or running our PT test two miles. We look up to these folks and may wonder what they did to get where they are. We all have something about us that causes remembrances in others; some we can control and others, we cannot.

While these pursuits may be worthwhile and may cause folks to remember you, what really matters is what you leave behind in the minds and lives of those with whom you come in contact. Many of us get caught up with our day-to-day activities, struggling to get the suspenses off our desk and meet the next deadline. In the midst of this hustle and bustle, we tend to forget those around us, especially those with whom we impact either directly or indirectly.

I recently learned of the death of a retired Army colonel who helped guide me through some of those first rough decisions when I came into the Army, things like future assignments and jobs and what it would take to be where I wanted to be. I didn’t know it then, but he was serving as a mentor to me. As I absorbed his thoughts and ideas, I began to formulate my career with his "thoughts of wisdom." In each and every assignment I had the

opportunity to be mentored, to be guided by someone I respected for his or her professional capabilities. As I reflect on those under whom I have had the opportunity to serve, both directly and indirectly, I recall the time they took to sit down with me and talk me through things. In those technical issues, those things, which to them were routine and perhaps mundane activities, they took the time to guide and teach me.

And now, as I near the pinnacle of my career, there are those around me looking to me for that one snippet of wisdom to help them along their career. I now realize that one of the greatest gifts we can give those who work around us is our knowledge, the knowledge we have accumulated through our experiences. Whether it is advising on a technical issue, a next assignment, or which social function to attend, we, as senior leaders, have the opportunity to mentor those just coming into the system. Part of the mentoring process is perhaps, to advise on a different route than the one we took, to blaze a new and perhaps novel trail, but one which a person with unleashed energies and forming talents can vigorously pursue.

The Chief of Chaplains at Aberdeen Proving Grounds just began a formal mentoring program which will match up mentors with those desiring to be mentored. What an opportunity for both people. Now, in a formal arrangement, we can share our experiences and knowledge with those willing to learn. Whether it’s how to speak in public, write a document or research paper, or plan for an educational degree, that is the chance to mold the lives of others.

The great thing about this program is that we are able to reach and mentor those outside our immediate sphere of influence. Supervisors and senior leaders, take this opportunity to be a mentor, to help guide and mold another in your areas of expertise.

Inexperienced younger workers, with a dream or desire, get involved as a mentoree.

This is a win-win situation for all. For the mentors, it is a great chance to freshen our skills and to dust the old cobwebs from our technical expertise. For the mentorees, it is a chance to learn from those we respect and admire in their work or life positions.

- Article by Lieutenant Colonel David Young in "The Sentinel" - March/April 1997, Chief of Chaplains, Aberdeen Proving Ground, MD -

(Editor’s Note: The U.S. Army Center for Health Promotion and Preventive Medicine (USACHPPM) at Aberdeen Proving Ground has established a mentoring program—The Mentoring for Success Program.)

CRREL Partnership with Ilisagvik College

The U. S. Army Cold Regions Research and Engineering Laboratory (CRREL) in Hanover, NH, set out to achieve joint opportunities by signing an Educational Partnership Agreement with Ilisagvik College in Barrow, AK, in September 1996. The agreement established a mutual understanding and cooperation between CRREL and Ilisagvik College in the implementation of a "Partnership in Education" program. This partnership recognizes the importance of science and technology education to the future political and economic well-being of the Nation as well as the importance of Ilisagvik College to the business, industrial, and governmental institutions of the North Slope Borough, Alaska. The basis of the partnership reinforces the goals of the U.S. Army Corps of Engineers to invest in people and reshape culture as it nurtures an environment that promotes two-way growth and communications.

Ilisagvik College is located on the North Slope of Alaska in a region including the Bering, Beaufort, and Chukchi seas. Over the years, many CRREL researchers have been working in this region investigating the physical, chemical, and mechanical properties of snow and sea ice. CRREL partnership with Ilisagvik College will help to fulfill the mission of Ilisagvik College as well as to provide support to CRREL research in Alaska. Such a relationship serves to improve the effectiveness of CRREL's organization and implement new responsibilities in a wave of change.

Ilisagvik College was established to provide post-secondary academic education to residents of the North Slope Borough, preparing them for employment and assisting them to live with dignity and economic independence while perpetuating and strengthening the Inupiaq language, culture, values, and traditions. CRREL provides students with the opportunity to work and gain academic credits by filling varied roles in real-life projects. CRREL will also provide available equipment for the use of the college, and possible job opportunities at its Hanover and Fairbanks facilities, while CRREL laboratory staff will be available to act as mentors, and to assist in teaching and course development. On the cornerstone of leadership and growth, CRREL benefits from the partnership by having a work force on the North Slope.

The partnership entails the collaboration of mutual interest, and the pursuit of potential sources of funding. Operational performance is also a key element to this partnership as it shall increase productivity, and reduce the costs of field work. The established relationship between CRREL and Ilisagvik College is designed to encourage and enhance study in the scientific disciplines. Such a working relationship provides valuable opportunities for the faculty and students of Ilisagvik College, and is an extremely valuable asset for CRREL. This partnership fosters innovation within an adaptable program, and is a product of reinvention in the future of Total Army Quality.

- Information provided for preceding article by Ms. Sarah Pfaefflin, US Army Cold Regions Research and Engineering Laboratory -

Army Top Winner at Federal Quality Awards Ceremony

On 10 July 1997 the United States Army Infantry Center and Fort Benning, Fort Benning, Georgia, was the sole winner of the 1997 President’s Quality Award (PQA) Program’s coveted Presidential Award for Quality. This award is the nation’s highest award for federal quality achievement.

The awards ceremony was a highlight of the 10^th Annual National Conference on Federal Quality in Washington, DC. Fort Benning enjoys a distinguished record of mission accomplishment and superior performance. Their journey in quality began in 1989 with an extensive training initiative in Total Army Quality. Using the Army’s Performance Improvement Criteria as a working tool, Fort Benning provides cost-effective delivery of trained and ready infantrymen to meet the needs of the nation in an increasingly efficient manner.

A variety of activities go on at the base, including infantry training, infantry doctrine, infantry future and power/force projection. The base supports 21,000 active soldiers daily and services 103,000 people—including ROTC students, the base’s civilian work force, active soldiers, retirees and dependent family members. Key leadership and support are important to the base’s success. Quality at Fort Benning is all about taking care of their soldiers and families.

In addition to Fort Benning’s achievement, three other Department of the Army organizations received Quality Achievement Awards in the 1997 PQA competition: Rock Island Arsenal, Rock Island, Illinois; U.S. Army Communications-Electronics Command Logistics and Readiness Center, Fort Monmouth, New Jersey; and U.S. Army Communications Acquisition Center, Fort Monmouth, New Jersey.

Army Organizations Compete in 1998 PQA Program

From 24 July 1997 through 1 August 1997, a 39-member Board of Examiners convened in the Washington, DC, area to evaluate, score and select six Army nominations to go forward in national competition for the prestigious 1998 President’s Quality Award Program. The program is designed to recognize federal organizations that have improved their overall performance and demonstrated a sustained trend in providing high quality services to customers. The Board of Examiners reviewed 19 Army-wide submissions.

The 1998 Army nominees are the U.S. Army Engineering and Support Center, Huntsville, Huntsville, AL; Rock Island Arsenal, Rock Island, IL; Tobyhanna Army Depot, Tobyhanna, PA; Fort Carson, Fort Carson, CO; Directorate of Community Activities, US Army Garrison-Panama; and the U.S. Army Corps of Engineers, Huntington District, Huntington, WV.

Over the past three years the Army has been the sole recipient of the President’s Quality Award—the federal government’s equivalent to the Malcolm Baldrige National Quality Award. The U.S. Army Infantry Center and Fort Benning, Fort Benning, GA, is the 1997 Presidential Award for Quality winner, the U.S. Army Armament Research, Development and Engineering Center (ARDEC), Picatinny Arsenal, New Jersey, is the 1996 winner; and the U.S. Army Tank-automotive Research, Development and Engineering Center (TARDEC), Warren, Michigan, is the 1995 winner.

Army Day Symposium

The theme of the 8 July 1997 Army Day Symposium hosted in Washington, DC, by the Director of Management, Office of the Chief of Staff, Army, was "Managing Change and Maintaining Continuous Improvement into the 21^st Century." Army Senior Leaders shared their visions, expectations and insights on this vital subject with approximately 300 Army military and civilian personnel from Army-wide organizations in attendance. Participants in the audience asked pertinent questions of the speakers following their presentations.

Lieutenant General John A. Dubia, Director of the Army Staff, opened the symposium. General Dennis J. Reimer, Chief of Staff, Army, was the keynote speaker. His remarks about Total Army Quality in the Changing American Army were a highlight of the day. Two panels of Senior Leaders shared the successes of their organizations as a result of their change management and continuous improvement efforts and described plans to continue these efforts as their organizations march into the 21^st Century. Major General Carl F. Ernst, Commanding General, U.S. Army Infantry Center and Fort Benning, winner of the 1997 Presidential Award for Quality, presented the organization’s Quality Journey. The Director of the Office of the Secretary of Defense Quality Management Office, Ms. Anne O’Connor, gave an informative overview of DoD Total Quality Management initiatives and lessons learned. The program concluded with a demonstration by Lieutenant Colonel Nick Justice of the General Officer Management Office on the vital link in the Army’s future for continuous communication, "Army On-Line."

The representatives on the Headquarters, Department of the Army Panel were the Honorable Helen T. McCoy, Assistant Secretary of the Army (Financial Management and Comptroller); Dr. Kenneth Oscar, Acting Assistant Secretary of the Army (Research, Development and Acquisition); Mr. Jayson Spiegel, Deputy Assistant Secretary of the Army for Force Management, Manpower and Resources; and Mr. Mark J. O’Konski, Director, Logistics Integration Agency. The Major Command Panel included General William W. Hartzog, Commanding General, U.S. Army Training and Doctrine Command; General Johnnie E. Wilson, Commanding General, U.S. Army Materiel Command; General David A. Bramlett, Commanding General, U.S. Army Forces Command; and Mr. John R. Kohler, Deputy Chief of Staff Resource Management, U.S. Army Europe and Seventh

MACOMs and Schools will receive in first quarter FY 98 copies of the brochure distributed during the Army Day Symposium and a video tape of the Symposium.

New SecDef Team Excellence Award

The Office of the Secretary of Defense has established the Secretary of Defense Team Excellence Award. The purpose of the award is to recognize outstanding team performance, share best practices within DOD, promote systematic approaches to enhance mission capability, improve operational performance, and ensure sustained results.

Teams from the Military Departments as well as the OSD Staff, Joint Staff, Unified Commands, Defense Agencies, and Defense Field Activities will have an opportunity to highlight the significant improvements made through their quality management initiatives. The Strategic Management and Innovations Office staff will distribute guidance on eligibility requirements, criteria, nomination procedure, and recognition of winners in the near future.

"See everything.

Overlook a great deal.

Improve a little."

--Pope John XXIII

Unsung Hero Awarded

On 2 November 1996, a big black Suburban was headed from El Paso towards Albuquerque, New Mexico. The automobile was a special presidential vehicle being driven by Secret Service Special Agency Keith Schwalm. Schwalm was heading back to Albuquerque after assisting with President Bill Clinton’s visit to El Paso and Las Cruces, New Mexico. The left front tire blew on the specially equipped vehicle sending it across the freeway and flipping it over, causing massive damage. In addition, the young driver’s life hung in the balance over the next few hours.

At about the same time, members of the 571st Medical Company, which flies military emergency helicopters, began pulling temporary duty at Biggs Army Airfield. Five minutes into their shift, the team received word of the accident and immediately responded. Upon arrival at the accident site, the rescue team, which included paramedic Specialist Chris Wirtenburg, immediately began the medical evaluation of Schwalm. It was deemed the agent’s injuries were life threatening and that he needed to be air evacuated to a trauma center immediately. Wirtenburg began stabilizing Schwalm for the 20-minute flight to William Beaumont Army Medical (WBAMC) Center in El Paso.

Upon arrival at WBAMC, a team of Army doctors, nurses and technicians went into action to repair the damage the accident had caused Schwalm. For the next several days, the young agent remained in critical condition at WBAMC’s Intensive Care Unit. Day and night, the medical staff worked with the agent in a time of extreme crisis. Finally, the agent’s condition began to improve, and when he was stable, he was transferred to a hospital closer to his family in Albuquerque. The WBAMC and 571^st medical teams continued on their duties taking care of military and civilians that need their help, quietly and without recognition.

On 14 May 1997 the Secret Service awarded 42 WBAMC and 571^st staff members with special awards for the work they did in saving Agent Schwalm’s life. As an added special award, Bruce Bowen, the Secret Service Assistant Director of Investigations, and Special Agent Mike Harris presented a special Secret Service Life Saving Award to Wirtenburg for his role in saving Schwalm’s life. In the 132 year history of the Secret Service, the award has never been presented to anyone outside the agency. Schwalm knows what it took to save his life. He has recovered and is back on duty with the Secret Service.

- Information from an article by Ron Joy published in the May 22, 1997, issue

of "The Monitor" -William Beaufont Army Medical Center

DOD Revised Reinvention Waiver Policy

On 2 April 1997 the Department of Defense (DOD) established a revised waiver policy, focusing on improving the waiver process that responded to the needs of the Reinvention Centers and Laboratories.

The DOD Revised Waiver Policy:

The revised waiver policy formalized the process by directing waiver requests be forwarded to the National Performance Review (NPR) implementation office of the originating component. For Army, the NPR implementation office is the Strategic Management and

Innovations Division, Management Directorate,, Headquarters, Department of the Army.

The policy instituted the Office of Performance Improvement and Management Reengineering (PI&MR) as the central coordinating point for all DoD waiver requests.

Waiver requests that are agreed to by the Office of the Secretary of Defense (OSD) staff principal and DOD General Counsel will go into effect immediately after both concurrences are reviewed by PI&MR. However, full concurrence must be granted before waiver request goes into effect.

Waiver requests that are not resolved between the DoD staff and Reinvention Lab or Center are forwarded to the Under Secretary of Defense (Comptroller), and, if necessary, the Secretary of Defense, for decision.

We are interested in your comments. Specifically, let us know if the revised policy had a positive, negative or no impact on goals of your organization. Forward comments to Ms. Diane Farhat, Strategic Management and Innovations Division, email: farhadl@hqda.army.mil

"Great discoveries and achievements invariably involve the cooperation of many minds."

--Alexander Graham Bell

Downsizing’s Downside

Though downsizing, Total Quality Management (TQM) and Reengineering seek to dramatically reshape organizations; many managers say they often don’t produce the results they hoped for, a new study by the National Research Council has found.

The study, "Enhancing Organizational Performance," funded by the Army Research Institute and conducted by a committee of academics and management consultants, says that the reasons downsizing, TQM and reengineering often fail are unclear, possibly because the changes they provoke are so transformational that people within organizations instinctively resist them.

"Although the principles and processes of TQM, downsizing, and reengineering are reminiscent merely of commonly prescribed ‘good’ management practice, a majority of organizations that embark on these change efforts do not accomplish their objectives," the study concluded.

A basic problem with TQM is that it doesn’t have a standard definition, the study says. TQM efforts vary widely from organization to organization. One survey discovered companies had used 945 different TQM techniques. Another survey found that 67 percent of TQM programs at US and European firms that were more than two years old died for lack of results.

While TQM has had limited success, the study says that "downsizing as a strategy for improvement has proven to be, by and large, a failure." Seventy-four percent of senior managers whose companies downsized said that morale, trust and productivity declined after downsizing. "The fear, distrust, uncertainty and potential for personal harm may mitigate against any organizational downsizing strategy," the study says.

Of the three change methods, reengineering is the least well-researched. The term was not even used until 1990. The intent of reengineering, the study says, is to "begin again and design new processes from scratch." Reengineering alone, however, will not improve organizational performance, the authors say. Eighty-five percent of companies that embarked on reengineering efforts reported little or no gain, according to a survey of more than 1,500 companies in the U.S. and Europe.

The study says that although many managers are embracing TQM, downsizing and reengineering, each risks "being relegated to the management fad ragbag, however, because none has been rigorously studied in systematic, empirical ways, especially regarding its impact on organizational effectiveness." And, the study concludes, "evidence also exists that each is useless if not harmful."

- An article by Brian Friel published in the April 24, 1997, issue of

"Government Executive" -

"If better is possible, good is not enough."

--Anonymous

Saving Trees

How did the United States Army Space and Missile Defense Command (USASMDC) save 120 trees this year? How did they get into the tree-saving business? They did it by modernizing the way they communicate information on their local area network. They did it by creating an "Internet."

Anyone who has spent time on the Internet can appreciate its ability to make vast amounts of diverse data from countless sources instantly accessible to virtually anyone, anywhere, without paper. USASMDC is realizing this potential by implementing its own "Internet," a private network that leverages the best aspects of today's leading Internet standards and technology. Command officials estimate the reduction in paper-based information distribution will save approximately 120 southern yellow pine trees each year after full implementation of the Internet.

Dr. James R. Fisher, Director of the Missile Defense and Space Technology Center in the USASMDC, led several multi-talented integrated product teams of Government and contractor personnel that created the contractor first web-based Internet. In keeping with the stated vision below, even the team’s Internet planning documentation is written in web page format using the open standards of the Internet. The new Internet is much more than just a way to save paper.

MDSTC Internet Vision Statement--

Competition is Good

- Use open standards and non-proprietary vendors.

- Every web page works on both major browsers: Navigator and Internet Explorer

Dead Trees are Not Good

- Publish all administrative documentation such as policies, and procedures electronically.

- Maintain access and search capability on the Internet.

Easy is Good

- Use consistent standards for web pages.

- Maintain site index for rapid navigation.

- Use common "top-of-site" buttons on every page.

Most useful and interesting content.

Educate users in the proper use of the Internet. Educate; do not regulate.

Involve everyone who shares this vision in the development.

Permit broad access to information within the Command.

Information: Enter once -- read many.

Internet is a natural evolution in the way we communicate on electronic networks. A decade ago, the client/server vision deserved to win MIS support. At its heart, it is distributed computing. Central information and applications are stored on a server, and distributed to individual clients (usually PCs) upon request. The advantage: Clients can access information and services anywhere on the network.

These benefits come at a hefty price. The client/server model is costly, complex, and proprietary. It requires an all-or-nothing commitment to an exclusive system. It requires all connections to the network to adopt and enforce the same costly proprietary system.

"Internet" is a better alternative because it avoids some of client/server's worst pitfalls. Because intranets are based on open Internet standards, they have many advantages over traditional client/server methods. For instance:

- Thin clients. An Internet application runs within a standard browser, so there is nothing new to install.

- Scaleable. Start small and grow big.

- Extensible. Start internal and go external. An "extant" can include customers, sister agencies, staff, and other remote locations. As long as they can run a browser, they can run the Internet application.

Change, of course, is the one and only true constant in the world of computing. In this context, the Internet--with its continual state of evolution and growth--is the ideal model for a network designed for the future. Digital's Don Skarzensky sums it up this way: "No question, Internet is the wave of the future."

The implementation of the USASMDC Internet is a challenge because it introduces a new paradigm of information management. It is a paradigm based on more open communication of information, open standards, individual responsibility for decentralized data, rapid, flexible, and less costly automated methods to communicate information. As with any new process, care must be taken to insure effective information security, training of users and operators, and the evolution of efficient administrative methods.

- Information fprovided by Mr. David Hayes, U.S. Army Space and Missile Defense Command -

TAQ Training Progress

The Chief of Staff, Army, recently asked for a status on the implementation of Total Army Quality (TAQ) training in the Army War College, Command and General Staff College, Branch schools, and NonCommissioned Officer Education System. The Director of the Army Staff sent a letter to the Training and Doctrine Command, Army National Guard, United States Army Reserves, and the Office of the Deputy Chief of Staff for Operations, Headquarters, Department of the Army, for details on implementing TAQ in our training base.

Most institutions are doing some quality training now, but feedback from the field has indicated that program development is underway with full implementation planned for the 1998-1999 school year at the institutions listed above. This is an exciting step forward for TAQ. The effects of this training should benefit the Army for years to come as we train the next generation of senior leaders, officers and NCOs.

When the field has responded, the Strategic Management and Innovations Division (SMID) will provide that feedback to you with more detail on TAQ training in our institutions. POCs at the impacted commands have a rare opportunity now to share your insights and experience with the doctrine developers on this important topic.

Mark Your

Calendar

Through 7 April: The National Council for Public-Private Partnerships and the Design-Build Institute of America luncheon series in Washington, DC. Contact 202/467-6800 or ncpp@intenetmci.com

19 Nov, 17 Dec: USDA Modernization Seminar Series. Call 202/720-6076 for information.

Nov 97: Federal Privatization V Conference. Contact 703/558-3080

DoD Quality News

OSD Quality

DoD’s Performance Assessment Guide, a valuable support tool to assist managers assess and improve organizational performance, is available on the Internet at http://www.dtic.mil/performance/paguide.html

POC is Jack Denslow, fax 703/491-4911.

Air Force Quality

The Air Force Center for Quality and Management Innovation is developing a "best-practices clearinghouse," allowing commanders to access recognized best practices of other Air Force units via the Internet.

Air Force has released the bi-annual Chief of Staff of the Air Force Survey on organizational climate and quality of life.

Marine Quality

The Marine Corps held a successful Process Management/Quality Management Conference in July with representation from all major commands in attendance.

General Richard I. Neal, Assistant Commandant of the Marine Corps, is featured in a newly released video tape endorsing quality management. Call Dr. Eric E. West, 703/614-0852, to request a copy.

To Our Readers....

We hope you enjoyed this issue of "Leading Change".....the Department of the Army (DA) Total Army Quality (TAQ) newsletter. The purpose of this newsletter is to communicate DA initiatives directed at Quality, continuous improvement, and the National Performance Review (NPR); to provide educational

material regarding Quality and NPR principles and concepts; and to publicize and share the successes that many Army organizations are enjoying as they continue along their Quality journey. "Leading Change" is published by the Strategic Management and Innovations Division, Management Directorate, Office of the Chief of Staff, Army. We will continue to publish "Leading Change" quarterly and encourage you to send us any articles or information you would like to see included in the future. We would like your comments and suggestions on how we can improve this publication. Our next issue will focus on benchmarking. Please send your comments and article submissions for publication to Ms Gail Terry, HQDA OCSA, ATTN: DACS-DMC-P, Crystal Square Two, Suite 1001, 1725 Jefferson Davis Highway, Arlington, Virginia 22202, or E-mail terrygh@hqda.army.mil. Look for this newsletter and other information about ongoing and future TAQ and NPR initiatives on the World Wide Web: http://www.army.mil/dpr-page/home.htm.

Headquarters

Department of the Army

Office of the Chief of Staff, Army, Director of Management

Strategic Management and Innovations Division (SMID)

SMID Staff

Ms. Randa Vagnerini Director, Strategic Management (703) 602-2760; DSN 332-2760

and Innovations Division E-mail:leadingchange@hqda.army.mil

LTC Jack Spencer Total Army Quality Team Chief (703) 602-2726, DSN 332-2726

E-mail: spencjh@hqda.army.mil

MAJ Timothy Mulholland Staff Officer, TAQ Team (703) 607-1305; DSN 327-1305

E-mail: mulhotj@hqda.army.mil

Ms. Gail Terry Quality Specialist, TAQ Team (703) 607-1307; DSN 327-1307