NSA Site Access: Twenty-Fifth Air Force's $95M+ Problem

One Organizational Action Project (OAP) examined and addressed security clearance-based delays for Twenty-Fifth Air Force (25 AF) airmen at National Security Agency (NSA) sites and other locations with that organization’s mission systems. The approximate personnel cost associated with this issue was $95.98M at the beginning of the OAP cycle. Across the enterprise, 985 airmen were unable to perform their missions due to this problem. Given its significance, the OAP focused on discovering initiatives that could be pursued at any stage of the security clearance granting process.

The findings and results of this project highlighted that addressing a significant and potentially daunting multi-organizational problem like security clearancebased delays is not insurmountable. The OAP pursued operational improvements to gain the most from the current system. The project was not designed to overhaul the structure of the security clearance process. The author posited that what is really needed from future researchers is an approach more akin to the operational innovation described by Michael Hammer where an entirely new way of doing business alters the security clearance process to achieve breakthrough change.

NSA Site Access: Twenty-Fifth Air Force's $95M+ Problem

One Organizational Action Project (OAP) examined and addressed security clearance-based delays for Twenty-Fifth Air Force (25 AF) airmen at National Security Agency (NSA) sites and other locations with that organization’s mission systems. The approximate personnel cost associated with this issue was $95.98M at the beginning of the OAP cycle. Across the enterprise, 985 airmen were unable to perform their missions due to this problem. Given its significance, the OAP focused on discovering initiatives that could be pursued at any stage of the security clearance granting process.

The findings and results of this project highlighted that addressing a significant and potentially daunting multi-organizational problem like security clearancebased delays is not insurmountable. The OAP pursued operational improvements to gain the most from the current system. The project was not designed to overhaul the structure of the security clearance process. The author posited that what is really needed from future researchers is an approach more akin to the operational innovation described by Michael Hammer where an entirely new way of doing business alters the security clearance process to achieve breakthrough change.


Building World-Class Demand Forecasting in Aviation Spare Parts Aftermarket

The distributor business model begins with customer demand for our products; it drives all aspects of business planning and guides performance for an industry-leading supply-chain organization. In a journey to become world-class in our Sales & Operations Planning (S&OP) structure, one student's Organizational Action Project (OAP) focused on measuring against world-class demand forecasting performance, and how to integrate demand forecasting into the business planning environment. The OAP looked closely at the demand forecasting process and demand forecast accuracy at our organization, while implementing actions and plans to address gaps and obstacles that could be preventing their organization from being world-class demand forecasters.

Building World-Class Demand Forecasting in Aviation Spare Parts Aftermarket

The distributor business model begins with customer demand for our products; it drives all aspects of business planning and guides performance for an industry-leading supply-chain organization. In a journey to become world-class in our Sales & Operations Planning (S&OP) structure, one student's Organizational Action Project (OAP) focused on measuring against world-class demand forecasting performance, and how to integrate demand forecasting into the business planning environment. The OAP looked closely at the demand forecasting process and demand forecast accuracy at our organization, while implementing actions and plans to address gaps and obstacles that could be preventing their organization from being world-class demand forecasters.


Lean Applied to a DoD Logistics Center

A logistics center for the Department of Defense found itself struggling with a stressful work environment due to an inability to commit to true order delivery dates, a backlog of purchase requests, increasing lead times and the recurring need to expedite.

To improve the center’s performance, this Organizational Action Project supported the implementation of Lean, Continuous Process Improvement, and the Theory of Constraints. The center’s new management execution method realized a 39% decrease in lateness, 77% reduction in lead-time, and a 32% increase in awards.

With impediments removed, reports indicated improvement to overall morale, communications and productivity.

Lean Applied to a DoD Logistics Center

A logistics center for the Department of Defense found itself struggling with a stressful work environment due to an inability to commit to true order delivery dates, a backlog of purchase requests, increasing lead times and the recurring need to expedite.

To improve the center’s performance, this Organizational Action Project supported the implementation of Lean, Continuous Process Improvement, and the Theory of Constraints. The center’s new management execution method realized a 39% decrease in lateness, 77% reduction in lead-time, and a 32% increase in awards.

With impediments removed, reports indicated improvement to overall morale, communications and productivity.