Project Definition Organizational effectiveness is an issue that has attracted considerable attention in the modern business environment. This issue has been the subject of numerous studies across various fields including the military. The increased focus on organizational effectiveness is attributable to the critical role it plays in successful execution of organizational mission in order to realize the established goals and objectives. In the past few years, the U.S. Air Force has used various techniques and metrics to determine organizational success and effectiveness. Some of these metrics include the performance of an organization’s leaders, operating environments, and specific mission tasking (Taylor, 2017). Additional measures toward enhancing organizational effectiveness in the U.S. Air Force include the development of Air Force Smart Operations for the 21st Century (AFSO21), which seeks to create efficiencies and enhance combat capabilities across the Air Force (The Intellectual and Leadership Center of the Air Force, n.d.).

Problem Statement

Despite the establishment of various metrics and techniques for enhancing organizational effectiveness in the Air Force, military organizations still experience challenges that hinder their effectiveness. This Air Force squadron is currently facing problems relating to timely processing of 1,000+ USAFE IMT 79’s, which is characterized by delays. The specific issue experienced by this organization is delays in the timely processing of 1,000+ USAFE IMT 79’s, Request for Base Entry Identification. In the current framework, the process currently takes up to 4 weeks instead of the desired 1 week. Delays in the processing of request for base entry identification has significant impact in the effectiveness of this military organization and mission execution. The organization seems to be experiencing a degradation of performance in internal processes relating to processing requests for base entry identification. The current framework for handling this internal process seems outdated and overtaken by the fast-paced nature of military operations due to rapid technological advancements. As a result, the organization seems to be falling further behind its adversaries since its internal operations on handling of 1,000+ USAFE IMT 79’s is characterized by waste. Based on the categorization of Classic Waste, the current problem facing the organization falls under Waiting, which involves delays in construction or customer delays in check-out lines (Villanova University, 2017).

This project seeks to address the causes for these delays and eliminate waste through the implementation of a 15-week Squadron Process Improvement. The proposed solution for addressing this problem is the creation of a new processing system to enhance handling of requests for base entry identification. According to Steiner (2006), electronic communications request systems have been found effective in handling processes and improving workflow when processing USAFE requests. The proposed solution for dealing with this problem will be deemed effective if it contributes to timely processing of request for base entry identification within a week from the current 4-week period.

Project Type and Level

The project type and level for addressing the identified problem is Limited Evolutionary endeavor dealing with a 2 ½ year problem of the processing time of the USAFE IMT 79.

Addressing the Issue/Problem

When looking at or addressing the problem, an analysis needs to take place using a cost-effective and easy technique. Since this project has no funding for it other than manpower, the easiest and cost-effective measure for conducting an analysis of the issue or problem is observation. Heneman III, Judge & Kammeyer-Mueller...

This easy and cost-effective technique provides thoroughness and wealth of information in an unparalleled manner to any other method of conducting an analysis. Observation is also suitable for analysis of this problem/issue since it’s the most direct technique of collecting data or information since it does not rely on secondary sources of information. Through using this technique, insights relating to the problem/issue will be collected in a direct manner.
Using the uploaded AFSO21 and the Villanova LSSBB Book of Knowledge as guidelines, the team will observe the process, create a flowchart, identify potential root causes using the Cause-and-Effect Diagram (Fishbone diagram), Develop Countermeasures using PICK (Possible, Implement, Consider, Kill) chart. Furthermore, the team will See Countermeasures through, Confirm Results & Process, and finally, standardize the successful processes. Additionally, the team will track for 30 days the time consumed from initiation through completion/pick-up of the paperwork as a baseline.

The process in this project starts with customer initiation through completion/pick-up. The team will examine the current process and potential causes for delays through observation. Each step from customer initiation to completion/pick-up will be observed and analyzed to determine if there are any delays and their causes. During this process, the capabilities of the designated team members to carry out these steps in a timely and efficient manner will also be examined. This will help in determining whether the problem is brought by human factors or attributable to issues in the current system. The project will seek to identify the reasons for the delays and seek approval from the Sponsor for immediate implementation. However, the scope of the project will not include the DD Form 577, Appointment/Termination Record – Authorized Signature, but rather only look at the causes for delays and eliminate waste thus creating timely processing (flow).

Project Timeline

An important aspect toward achieving the desired goals and objectives of the proposed project is the establishment of a clear and concise project timeline for each activity. A project timeline is vital towards tracking project status and deadlines for each activity. This proposed project will be carried out between 8th May to 5th August. The project timeline and key milestones are as follows…

· 8th May – First Meeting

· The implementation of the proposed project will commence on 8th May with a meeting between the relevant stakeholders in the organization and the project team. The meeting will discuss probable Process Improvement Projects based on the identified problem/issue currently facing the organization. This is an important step in the execution of this project since there are various kinds of process improvement projects that are suitable for different types of problems.

· 15th May – Second Meeting

· A second meeting will be held a week after the first one to discuss flowchart of USAFE IMT 79. This meeting will focus on discussing the current and desired status of USAFE IMT 79 based on the flowchart. This will play a crucial role in understanding the problem and the most suitable solution for addressing it.

· 5th June – Third Meeting

· The third meeting will discuss updates and receive data on USAFE IMT 79’s processed and processing time as a baseline.

· Additionally, countermeasures to the identified issues or concerns in handling request for base entry identification will be discussed.…