Swot Analysis Of 91 Ftr
Executive Summary
916th Communications Element, 916th Air Refueling Wing, AFRC
Mission Statement
The mission of the 916th Communication Element is to deliver cutting edge voice, data, IT/IM capabilities while providing dynamic customer service supporting mission needs. The element carries out its mission by providing all essential personnel with reliable communications systems. We secure critical wing-wide information resources and exchanges by anticipating and responding to our dynamic customers and mission needs.
Customer Analysis
The Communications Element has a diverse customer group. Since we provide 24/7 communications to the entire 916th Air Refueling Wing (ARW) and various tenant units, our customers are civilians of all grades …show more content…
and Airmen of all ranks. My internal customers are all employees that work for the 916th ARW. Our main internal customers are mission essential personnel that are authorized to carry cell phones. These include but are not limited to the Wing Commander, Command Chief, First Sergeants, and various group commanders. The external customers are the 911th Air Refueling Squadron, 414th Fighter Squadron, and local recruiters. Both the internal and external customers are content with the service they receive. The Communications Element ensures that telephone services are always available barring any unplanned outages. However, when that occurs, the team works tirelessly until services are restored. The only complaint that has been noted is the perceived excessive time to process trouble tickets. In order to mitigate this complaint, the Element will propose a plan to reduce processing time.
Resource Stewardship
Budget
With the FY16 budget of $40K, approximately $3.3K a month, the 916th Communications Element has sufficient budgeting and funds to support all mission essential supplies and equipment. Currently, the only monthly must pay is the cell phone bill which is about $2.4K a month. Cell phones are mission essential requirements; if that bill should increase, additional funds will be loaded into our account. The proposal to decrease the trouble ticket processing time will not require additional funds to execute. Most items on the budget are considered mission enhancing and are one time purchases. These items should be purchased at this time because funding is available. Upon analysis of our current budget, no costs should be cut or eliminated at this time.
Current and Future Manning
The 916th Force Support Squadron completed a manpower study in the fall of 2014.
Currently, the unit manning document (UMD) is sufficient. However, the document does not account for personnel that are deployed, TDY, or on leave. We recently scrubbed this UMD due to a mandatory Reduction in Force; we are expecting a new document sometime in CY16. Our current manning for the Communications Element is 20 funded/authorized with 20 assigned. The issue we are addressing in this 100-day strategic plan is reducing the trouble-ticket processing time. This issue is not considered a manning issue at this time. We need to streamline processes to prevent members from being overtasked as our overall workload is increasing as the Wing grows.
SWOT Activity
Upon completion of the SWOT analysis, weaknesses and threats were identified that would impact the mission and vision of the 916th Communications Elements. The major weakness identified were training gaps which leads to a lack of qualified personnel, excessive shipping time for replacement phones, and no information available for customers to perform simple trouble shooting on their communication devices. We feel that performing a rapid improvement event (RIE) on the customer service/trouble-ticket process will help mitigate some of these weaknesses.
The …show more content…
Future
Vision Statement
To enhance leadership’s communication capabilities by providing and maintaining cell phone services.
Strategy Map
The Strategy Map will focus on on addressing the issue of the excessive time taken to process trouble-tickets. This process can be fixed at the Element level. Improving this process will have positive effect all levels of the organization. We decided on this priority due to the SWAT analysis performed. We focused on the items identified in the weakness area that are under the Element’s control and would have a significant impact on mission efficiency and effectiveness. Leadership will agree that this issue should be looked at because providing customer service is a top priority in the Wing. When we are able to lower trouble-ticket processing time, all levels of customers on base will be provided with access to information 24/7 with very minimal breaks in service. This fix will also increase efficiency and teach critical thinking skills to the Airmen rotating through the Element.
Priority Statements
The Element’s priority is to exceed mission needs and customer expectations in an ever-changing environment by streamlining the governing of cell phones used in the 916th ARW. One task of the Communication’s Element is issuing and maintaining cell phones used by a variety of people on base. Looking for ways to improve customer service aligns with the mission statement of “providing dynamic customer service”.
Goal Statements
To meet this priority, the unit’s goal is to decrease trouble-ticket close-out times from the average 10 days to under eight days within the next three months.
Objectives
The objectives listed below must be accomplished to ensure the priority and goals are met. As the Telecommunications Specialist, MSgt TJ Brown is ultimately responsible to ensure all these objectives are met. However, he will name project officers to the specific objectives. The first objective is to streamline the trouble-ticket process and is assigned to MSgt T. Breezy. He will implement an action plan to remove waste/no-value added steps that are not necessary to execute the process of assigning and processing trouble-tickets. This action plan will include the creation of a trouble-ticket database to track this information. The second objective, assigned to Mr. T. Alot, is to contact the cell service company to expedite cell phone delivery. He will be tasked to reach out to service contractor via telephone to engage in dialogue to implement a plan to enhance the service of the contract. Finally, to achieve the third objective, MSgt T. Breezy will work with SSgt Jones to create a Frequently Asked Questions (FAQ) sheet for minor technical issues. SSgt Jones will create a PDF document and post it on the splash page of the wing’s SharePoint site. easing the excessive time to receive a needed device.
Training
The civilians will provide training for all new technicians. This will result in a continuous training environment/program for the new technicians because the civilians are always available during our customer service hours. This will expedite processing of cellular trouble-tickets because the only fully qualified technician can focus on closing a backlog of tickets and streamlining the cellular process without stopping to train new technicians. Seeing that the civilians are always available during our customer support hours, this will be an added benefit to our training plan to move the unit forward. A streamline troubleshooting guide will be redeveloped/tweaked every Friday for the upcoming week. This will ensure we reach our streamlined process within our 100-day plan.
Continuous Process Improvement
Based on the information we received from the SWOT analysis, a RIE will be utilized to address and alleviate identified problems and close performance gaps.
Currently, there is a delay in resolving trouble-tickets. This is due to the constant rotation of newly assigned Airmen into the section. Training takes time and is hard to accomplish because there is only one military person permanently assigned to the shop. The two civilians assigned to the Element will train the new Airmen. However, their position description requires revising to include this responsibility. Additionaly, there is no troubleshooting guide published to help customers fix simple issues. We will create this troubleshooting guide and update it
weekly.
916th Communications Element, 916th Air Refueling Wing, AFRC
Mission Statement
The mission of the 916th Communication Element is to deliver cutting edge voice, data, IT/IM capabilities while providing dynamic customer service supporting mission needs. The element carries out its mission by providing all essential personnel with reliable communications systems. We secure critical wing-wide information resources and exchanges by anticipating and responding to our dynamic customers and mission needs.
Customer Analysis
The Communications Element has a diverse customer group. Since we provide 24/7 communications to the entire 916th Air Refueling Wing (ARW) and various tenant units, our customers are civilians of all grades …show more content…
and Airmen of all ranks. My internal customers are all employees that work for the 916th ARW. Our main internal customers are mission essential personnel that are authorized to carry cell phones. These include but are not limited to the Wing Commander, Command Chief, First Sergeants, and various group commanders. The external customers are the 911th Air Refueling Squadron, 414th Fighter Squadron, and local recruiters. Both the internal and external customers are content with the service they receive. The Communications Element ensures that telephone services are always available barring any unplanned outages. However, when that occurs, the team works tirelessly until services are restored. The only complaint that has been noted is the perceived excessive time to process trouble tickets. In order to mitigate this complaint, the Element will propose a plan to reduce processing time.
Resource Stewardship
Budget
With the FY16 budget of $40K, approximately $3.3K a month, the 916th Communications Element has sufficient budgeting and funds to support all mission essential supplies and equipment. Currently, the only monthly must pay is the cell phone bill which is about $2.4K a month. Cell phones are mission essential requirements; if that bill should increase, additional funds will be loaded into our account. The proposal to decrease the trouble ticket processing time will not require additional funds to execute. Most items on the budget are considered mission enhancing and are one time purchases. These items should be purchased at this time because funding is available. Upon analysis of our current budget, no costs should be cut or eliminated at this time.
Current and Future Manning
The 916th Force Support Squadron completed a manpower study in the fall of 2014.
Currently, the unit manning document (UMD) is sufficient. However, the document does not account for personnel that are deployed, TDY, or on leave. We recently scrubbed this UMD due to a mandatory Reduction in Force; we are expecting a new document sometime in CY16. Our current manning for the Communications Element is 20 funded/authorized with 20 assigned. The issue we are addressing in this 100-day strategic plan is reducing the trouble-ticket processing time. This issue is not considered a manning issue at this time. We need to streamline processes to prevent members from being overtasked as our overall workload is increasing as the Wing grows.
SWOT Activity
Upon completion of the SWOT analysis, weaknesses and threats were identified that would impact the mission and vision of the 916th Communications Elements. The major weakness identified were training gaps which leads to a lack of qualified personnel, excessive shipping time for replacement phones, and no information available for customers to perform simple trouble shooting on their communication devices. We feel that performing a rapid improvement event (RIE) on the customer service/trouble-ticket process will help mitigate some of these weaknesses.
The …show more content…
Future
Vision Statement
To enhance leadership’s communication capabilities by providing and maintaining cell phone services.
Strategy Map
The Strategy Map will focus on on addressing the issue of the excessive time taken to process trouble-tickets. This process can be fixed at the Element level. Improving this process will have positive effect all levels of the organization. We decided on this priority due to the SWAT analysis performed. We focused on the items identified in the weakness area that are under the Element’s control and would have a significant impact on mission efficiency and effectiveness. Leadership will agree that this issue should be looked at because providing customer service is a top priority in the Wing. When we are able to lower trouble-ticket processing time, all levels of customers on base will be provided with access to information 24/7 with very minimal breaks in service. This fix will also increase efficiency and teach critical thinking skills to the Airmen rotating through the Element.
Priority Statements
The Element’s priority is to exceed mission needs and customer expectations in an ever-changing environment by streamlining the governing of cell phones used in the 916th ARW. One task of the Communication’s Element is issuing and maintaining cell phones used by a variety of people on base. Looking for ways to improve customer service aligns with the mission statement of “providing dynamic customer service”.
Goal Statements
To meet this priority, the unit’s goal is to decrease trouble-ticket close-out times from the average 10 days to under eight days within the next three months.
Objectives
The objectives listed below must be accomplished to ensure the priority and goals are met. As the Telecommunications Specialist, MSgt TJ Brown is ultimately responsible to ensure all these objectives are met. However, he will name project officers to the specific objectives. The first objective is to streamline the trouble-ticket process and is assigned to MSgt T. Breezy. He will implement an action plan to remove waste/no-value added steps that are not necessary to execute the process of assigning and processing trouble-tickets. This action plan will include the creation of a trouble-ticket database to track this information. The second objective, assigned to Mr. T. Alot, is to contact the cell service company to expedite cell phone delivery. He will be tasked to reach out to service contractor via telephone to engage in dialogue to implement a plan to enhance the service of the contract. Finally, to achieve the third objective, MSgt T. Breezy will work with SSgt Jones to create a Frequently Asked Questions (FAQ) sheet for minor technical issues. SSgt Jones will create a PDF document and post it on the splash page of the wing’s SharePoint site. easing the excessive time to receive a needed device.
Training
The civilians will provide training for all new technicians. This will result in a continuous training environment/program for the new technicians because the civilians are always available during our customer service hours. This will expedite processing of cellular trouble-tickets because the only fully qualified technician can focus on closing a backlog of tickets and streamlining the cellular process without stopping to train new technicians. Seeing that the civilians are always available during our customer support hours, this will be an added benefit to our training plan to move the unit forward. A streamline troubleshooting guide will be redeveloped/tweaked every Friday for the upcoming week. This will ensure we reach our streamlined process within our 100-day plan.
Continuous Process Improvement
Based on the information we received from the SWOT analysis, a RIE will be utilized to address and alleviate identified problems and close performance gaps.
Currently, there is a delay in resolving trouble-tickets. This is due to the constant rotation of newly assigned Airmen into the section. Training takes time and is hard to accomplish because there is only one military person permanently assigned to the shop. The two civilians assigned to the Element will train the new Airmen. However, their position description requires revising to include this responsibility. Additionaly, there is no troubleshooting guide published to help customers fix simple issues. We will create this troubleshooting guide and update it
weekly.