Format:
1 online resource (321 pages)
ISBN:
9780833042590
Content:
As the U.S. Army transforms its operating force, inevitably the institutional Army-the "generating force" that fills and sustains the Army's combat units-must change as well. The Army must transform its institutional activities to (1) align them with operating forces in ways that improve support, and (2) release resources from institutional activities that the Army can use to add new brigades and weapon systems. This document describes a way for the Army leadership to negotiate and establish performance goals for institutional activities that give the Army effective control over the alignment of its operational and institutional elements while preserving flexibility and initiative within institutional activities to choose how to meet these goals. It assesses value chains to map how the institutional Army transforms resources into outputs that it delivers to the operating force to support desired outcomes, and also illustrates how to evaluate value chains relevant to three representative institutional Army activities: medical services, enlisted accessioning, and short-term acquisition. It then derives implications for (1) integrating such an approach with the Army's ongoing Strategic Management System and Lean Six Sigma initiatives, and (2) identifying the additional empirical data needed to allow such integration.
Content:
Cover -- Preface -- Contents -- Figures -- Tables -- Summary -- Acknowledgments -- Abbreviations -- Chapter One - Introduction -- Some Important Words -- Road Map -- Chapter Two - The Institutional Army and Its Place in the U.S. Army -- Alternative Definitions of the Institutional Army -- Military Leadership and the Institutional Army -- Production Relationships in the U.S. Army -- How Changes in Priorities Could Affect InstitutionalActivities -- Summary -- Chapter Three - Leadership Views on Change in the Institutional Army -- High-Level Priorities Reflected in the Army PostureStatement -- Priorities in the Army Campaign Plan -- What to Emphasize in the Institutional Army -- Summary -- Chapter Four - Translating Leadership Priorities into Metrics -- Roles of Metrics in the Alignment of the InstitutionalArmy -- 1. Performance of the Operating Force -- 2. Outputs of the Institutional Army -- 3. Stakeholders Who Care About the Outputs of theInstitutional Army -- 4. Attributes of Institutional Army Outputs Relevant toStakeholders -- 5. Key Subprocesses of an Institutional Army ActivityThat Help Generate a Flow of Output Today -- 6. Formal Initiatives to Improve the Performance ofInstitutional Army Activities -- 7. Key Inputs to an Institutional Army Activity -- From Questions to Metrics -- Applying These Metrics to Support Formal ChangeManagement -- Relationship of Value Chain Approach to the StrategicManagement System -- Summary -- Chapter Five - Medical Services -- The Institutional Army Portion of AMEDD -- A Map of IA-Medical Activities That Links TheirPerformance to Operational Goals -- A Map -- Critical Outputs and Relevant Stakeholders -- Selecting Metrics -- Critical IA-Medical Outputs and Associated Metrics -- Total Force/Operating Force Outcomes Relevant to Medical Services(Octagon 1) -- OF-Medical Outputs to the Operating Force (Octagon 2).
Note:
Description based on publisher supplied metadata and other sources
Additional Edition:
ISBN 9780833040008
Additional Edition:
Erscheint auch als Druck-Ausgabe ISBN 9780833040008
Language:
English
URL:
https://ebookcentral.proquest.com/lib/kxp/detail.action?docID=322543
