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Edition: Mon, March 05, 2007
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2007 Army Posture Statement -Army Business Transformation

The goal of Army Business Transformation is to free human and financial resources that can be better applied toward accomplishing our warfighting requirements and accelerating other aspects of transformation. Desired effects include:

- Maximize return on taxpayers' dollar;
- Foster a culture that drives costs down versus driving budgets up..."Defending the Nation is more important than defending the budget";
- Change fundamentally how the Army does business;
- Create a culture of continuous improvement that provides greater capability to our warfighting force;
- Realize significant reductions in cost and cycle time; and,
- Achieve significant quality improvements.

The confluence of the strategic environment, the global war on terror, and modernization create the context for business transformation. The Army is challenged to meet these diverse demands in a fiscally constrained environment. Status quo is not an option.

The Army takes a holistic approach to Business Transformation (BT). BT is approached from a combination of three focus areas: Continuous Process Improvement (CPI), Organizational Analysis and Design (OA&D), and Situational Awareness.

Continuous Process Improvement (CPI) aims at increasing quality, productivity, reliability and safety, while reducing costs and cycle time. CPI focuses on transforming business processes across the Army value hierarchy to support enhanced capability. It assesses how work is currently completed and develops improved processes to perform the job more efficiently and effectively. The Army is leveraging Lean Six Sigma (LSS) as the Army-wide selected process improvement technique. LSS combines performance improvement principles of waste elimination (lean) and reduction in variation coupled with consistent, repeatable performance (six sigma).


- This topic was taken directly from the 2007 Army Posture Statement. To continue reading this topic in its entirety, click here.

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