A Cadet's Perspective on Modernization -- Part Three
(From our Cadet Intern, 1/c Ryan Cassidy. Read Part One and Part Two)
The other day I received a comment on my previous post from BM3 Duffy of Small Boat Station Bodega Bay stating:
After reading BM3 Duffy's comment, I had a couple of questions and wanted to find out more regarding his concerns about the managerial segments of FORCECOM and DCMS. So I called BM3 Duffy and we had a conversation discussing the possible hiccups within the organizational structures of the two commands. One of the concerns BM3 Duffy had was the use of the training and assessment teams within FORCECOM. Currently the Coast Guard uses a number of training teams to evaluate units and ensure their readiness to complete the mission. Many of these teams work for different commands but have overlapping responsibilities, resulting in multiple assessments of the same thing. Having experienced an RFO on my last unit, USCGC MAKO, I know how much effort went into preparing for the two day event and I can see how having multiple training teams could be a frustrating and inefficient burden.
Luckily, under FORCECOM there will be a division which will specialize in capability, standardization, and analysis (FC-7) across the entire Coast Guard. One of the responsibilities of this division will be to manage these different training and evaluation efforts into a more streamlined process, hopefully reducing the number of different unit visits or inspections required. (For a much more detailed and specific discussion of this effort, check out this post on iForcecom.)
Another question from my discussion with BM3 Duffy was what is being done about standardization in regards to maintenance on small boats. He brought up the point that the aviation community has a system where mechanics have parts on hand to complete a job and the parts are standardized throughout the country, allowing mechanics from different parts of the country to work on other Coast Guard aircraft independent of where they are from. Currently, this is not necessarily the case within the small boat community. Often times stations need parts for an essential mission, but are not able to get the part because the support/supply management system is just not there. Consequently, many stations buy parts from outside the Coast Guard network just to get the job done. This causes a number of problems including non-standardized boat configurations, untracked purchasing information, and even greater disconnect between the stations and supply centers. DCMS is organized to address these inefficiencies in mission support through its product line managers.
A product line manager will be assigned to a specific platform and their job is to know that platform and make sure those units have what they need. For example, there will be a designated product line manager assigned to the 47 foot motor life boats who will handle all maintenance and supply for all 47s throughout the Coast Guard. When a small boat station has a problem with an engine on their 47, they can call their product line manager and the manager will get the parts required and make sure they are shipped to the unit as quickly as possible.
By having a specialized manager taking care of every type of unit, we can make sure units have the same parts other units have (Configuration Management), supply chain management will be improved and better aligned with maintenance requirements to improve quality, timeliness and reduce waste or excess (efficiency). In addition to the product line managers, the Coast Guard will use an information system to improve information management, enabling product line managers to better sense the specific needs of their asset and units and be able to proactively ensure that units have the right parts, at the right time, at the right cost. (If you haven't watched the Logistics Transformation Video, I encourage you to do so.)
Lastly, what I have been talking about here is functionality. In my last post, I provided a graphic of the current structure of the Coast Guard as well as a revised structure under modernization. Under the current structure, similar functions are being carried out by multiple organizations with lines of communication between them crossing all over the place, causing multiple checkpoints that only create waste and slow down our processes. The modernized structure will be functionally based and provide both supported and supporting elements with greater clarity and understanding of their roles and responsibilities within the organization allowing them to perform their functions with greater effectiveness.
I hope I have answered a few of your questions BM3 Duffy and for everyone else, thank you for reading!
BTW...While I am trying my best to help explain the purpose, benefits and implementation of modernization, it is possible (in fact likely) that I might not be getting this exactly right. I certainly welcome any input or feedback from any subject matter experts out there who might be reading these, especially if I am getting something wrong.
1/c Ryan Cassidy
"Cadet Disclaimer: These posts are my attempt to try to make Modernization more relevant and understandable to the junior workforce. These are the thoughts of a simple cadet and should not be taken as those of the Commandant. I still have some time to go before I could do that."
The other day I received a comment on my previous post from BM3 Duffy of Small Boat Station Bodega Bay stating:
My unit recently received a FORCECOM brief which was pretty much our introduction to modernization. I have one small question, which I'm sure has been addressed, regarding the breadth of responsibility these new "branches" will have. How do FORCECOM and DCMS intend to ensure quality readiness and logistics support for the vast number of different units they will now be responsible for? My question stems mostly from small difficulties and growing pains we've experienced at my unit with the recent swap to the ALMIS system for small boats.This is a great question to ask considering the whole reason for writing these posts is to make modernization relevant to the junior work force and future leaders of the Coast Guard. I will break my response into two separate posts for clarity; the first discussing the organization of FORCECOM and DCMS and the second discussing the ALMIS system and what is in the future for supply chain management.
After reading BM3 Duffy's comment, I had a couple of questions and wanted to find out more regarding his concerns about the managerial segments of FORCECOM and DCMS. So I called BM3 Duffy and we had a conversation discussing the possible hiccups within the organizational structures of the two commands. One of the concerns BM3 Duffy had was the use of the training and assessment teams within FORCECOM. Currently the Coast Guard uses a number of training teams to evaluate units and ensure their readiness to complete the mission. Many of these teams work for different commands but have overlapping responsibilities, resulting in multiple assessments of the same thing. Having experienced an RFO on my last unit, USCGC MAKO, I know how much effort went into preparing for the two day event and I can see how having multiple training teams could be a frustrating and inefficient burden.
Luckily, under FORCECOM there will be a division which will specialize in capability, standardization, and analysis (FC-7) across the entire Coast Guard. One of the responsibilities of this division will be to manage these different training and evaluation efforts into a more streamlined process, hopefully reducing the number of different unit visits or inspections required. (For a much more detailed and specific discussion of this effort, check out this post on iForcecom.)
Another question from my discussion with BM3 Duffy was what is being done about standardization in regards to maintenance on small boats. He brought up the point that the aviation community has a system where mechanics have parts on hand to complete a job and the parts are standardized throughout the country, allowing mechanics from different parts of the country to work on other Coast Guard aircraft independent of where they are from. Currently, this is not necessarily the case within the small boat community. Often times stations need parts for an essential mission, but are not able to get the part because the support/supply management system is just not there. Consequently, many stations buy parts from outside the Coast Guard network just to get the job done. This causes a number of problems including non-standardized boat configurations, untracked purchasing information, and even greater disconnect between the stations and supply centers. DCMS is organized to address these inefficiencies in mission support through its product line managers.
A product line manager will be assigned to a specific platform and their job is to know that platform and make sure those units have what they need. For example, there will be a designated product line manager assigned to the 47 foot motor life boats who will handle all maintenance and supply for all 47s throughout the Coast Guard. When a small boat station has a problem with an engine on their 47, they can call their product line manager and the manager will get the parts required and make sure they are shipped to the unit as quickly as possible.
By having a specialized manager taking care of every type of unit, we can make sure units have the same parts other units have (Configuration Management), supply chain management will be improved and better aligned with maintenance requirements to improve quality, timeliness and reduce waste or excess (efficiency). In addition to the product line managers, the Coast Guard will use an information system to improve information management, enabling product line managers to better sense the specific needs of their asset and units and be able to proactively ensure that units have the right parts, at the right time, at the right cost. (If you haven't watched the Logistics Transformation Video, I encourage you to do so.)
Lastly, what I have been talking about here is functionality. In my last post, I provided a graphic of the current structure of the Coast Guard as well as a revised structure under modernization. Under the current structure, similar functions are being carried out by multiple organizations with lines of communication between them crossing all over the place, causing multiple checkpoints that only create waste and slow down our processes. The modernized structure will be functionally based and provide both supported and supporting elements with greater clarity and understanding of their roles and responsibilities within the organization allowing them to perform their functions with greater effectiveness.
I hope I have answered a few of your questions BM3 Duffy and for everyone else, thank you for reading!
BTW...While I am trying my best to help explain the purpose, benefits and implementation of modernization, it is possible (in fact likely) that I might not be getting this exactly right. I certainly welcome any input or feedback from any subject matter experts out there who might be reading these, especially if I am getting something wrong.
1/c Ryan Cassidy
"Cadet Disclaimer: These posts are my attempt to try to make Modernization more relevant and understandable to the junior workforce. These are the thoughts of a simple cadet and should not be taken as those of the Commandant. I still have some time to go before I could do that."
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12:59 PM
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