Critical self-assessment puts Global Strike Command on the right path
Posted 4/6/2011
Email story
Print story
by Carla Pampe
Air Force Global Strike Command Public Affairs
4/6/2011 - BARKSDALE AIR FORCE BASE, La. (AFNS) -- With the Air Force conducting operations on multiple fronts across the globe and facing shrinking resources, Air Force Global Strike Command Airmen are focusing on finding smarter ways to accomplish the mission.
"(The Analyses, Assessments and Lessons Learned Directorate) is the entity that is aimed at helping the command, at all levels, to not have to re-learn anything," said Lt. Col. Dwayne Hall, the lessons learned division chief. "If people keep walking into the same wall, we're going to keep experiencing the same pain each time."
The directorate, known as A9, helps the commander, headquarters staff and commanders at the command's six wings improve efficiency and effectiveness.
One of the biggest advantages A9 has, according to Colonel Hall, is the ability to send staff members out to the wings to talk face-to-face with the people experiencing a problem or trying to resolve an issue.
"Where we really 'make our money' in A9 is when we sit down with people and interview them," he said.
Colonel Hall said once an issue is identified, the staff calls in expertise from across the command.
"We take issues that the wings are struggling with on a daily basis and bring them back to the staff. Then we can help create opportunities for change and help them focus their efforts," Colonel Hall said. "We can focus on any issue that someone feels is important.
"We can't afford to stay fat, dumb and happy," he said. "We should all be concerned with capturing the experiences of Airmen and incorporating the best ideas at all levels. Our focus is to help produce a lean, effective combat capability."
One way the directorate does this is by focusing on areas important to the command.
"We attempt to 'marry up' with the efforts that are consuming time and effort at the headquarters, numbered Air Forces and wings," Colonel Hall said.
In keeping with the command's value of "critical self assessment," the analyses and assessments division looks at everything from current and future weapons systems to force structure within the command, to ensure that leaders have the best information possible when making decisions, the colonel said.
"Our analyses and assessments folks can help tell a more detailed story and help staff action officers convey a more detailed solution/problem set," he said. "In essence, our guys take us beyond the anecdotal answer to the scientific, analytical answer."
Those detailed analyses and recommendations from lessons learned have led to a number of successes since the standup of the command, including recommending a bomber generation training course to educate individuals about the aircraft generation process, he said. This training course clarified the role played by Task Force 204 for squadron commanders and their planning personnel.
Another lessons learned success was the current development of more comprehensive and telling metrics to improve ICBM maintenance processes to better predict system sustainment and health-of-force concerns, he said.
"The basis for our existence is to focus critical resources, people and missions on the right path," Colonel Hall said. |
|
|
