Commander's corner.

I am thrilled to be part of this great team. I have really enjoyed getting out to see our folks in action, I have visited our Transportation Groups--the 599th in Hawaii, the 598th in the Netherlands, the 597th at Ft. Eustis, and the 595th's units in Kuwait, Qatar and Bahrain--the Ammunition Terminal Group at Sunny Point, N.C., the JTF-PO at Fort Dix, N.J., and our forward element at Scott Air Force Base. You all are doing amazing things!

We are in turbulent times right now with changes in the Military Surface Deployment and Distribution Command, Department of Defense, and the world. While we are all concerned with the direct impact on each of us, we must remain cognizant of our higher mission--support to the Soldiers, Marines, Sailors, Airmen, DoD civilians, contractors and families around the world who are depending on us to do the right thing.

It is times like this that we must remember that each of us plays a critical role in making the Defense Transportation System work. One person not doing their job can have a significant impact and cause a ripple of disastrous results that affects our ability to get goods to where they need to be, when they need to be there. Don't be the link that breaks.

However, this is also the time to look to your left and your right to see how your teammates are doing stress affects all of us in different ways. We know our fellow workers best and need to be aware of changes in behavior or work habits so that we can help one another through these difficult times. Sometimes just talking about the problem alleviates the issue, but not always. Sometimes it may require others' involvement to address the root causes. So don't hesitate to address your concerns with your supervisor.

We are at a crossroads to do things differently given the changes in personnel and location. For the next six months I want to focus the command on four areas: Business Processes, Metrics, BRAC and our Strategic Plan.

Business Processes

I want us to stop--take a step back and critically look at our processes for executing our day to day business. Sometimes the actions we take have become so routine that we don't question them. Now is the time to sit together and look at each step that the customer/ ourselves/the executer (normally carrier)/receiver of our product or service must take to get the action completed.

Lean Six Sigma is a tool that can help do this but you do not need to wait for this program to ask yourself- what does the receiver of my information/product do with it? How could I pass it in a more usable manner or at a better time of day to speed the process? Is this information available elsewhere?

With the reductions in personnel, the move to Scott Air Force Base and influx of new personnel, now is the time to challenge ourselves on how we do business and work diligently to streamline it so we teach the new personnel our improved processes.

Reviewing and Revising Metrics

Metrics are important to see if you are meeting your goals. We must start with knowing what we want to achieve. Both the AMC commander and the USTRANSCOM commander have told me metrics will be an area they both plan to focus on. So to do this right we need to follow some key steps. Do not fall into the trap of just telling me what you have now. Just looking at the metrics you collect is not sufficient. Also looking at what is available to collect often drives you to look at data that is irrelevant or drives an improper behavior. For some, you will have tots of metrics--others will have few areas. For those with numerous areas, you need to rank order those that are the most important so I get briefed on these first.

So here is my guidance on how I wish to go about this for each staff/group area.

Steps to follow:

Step 1--First identify what we want to achieve.

Step 2--Then ask what information will give us an answer or indication we are or are not on the road to success.

Step 3--Do we capture that information now or must we go get that information?

Step 4a--If we get it now then how often do we pull the data? Is it frequent enough? Is it automated? Do we pull from the best source or are there other sources we should pull from?

Step 4b--If we don't get the data then who must we go to and ask for the data or put a requirement on the system to generate the data? Determine what is the timeline to do this.

Step 5--Who gets it to analyze and what is the product they produce? Who has access to it? Who do we share it with?

Step 6--Then how often do we look at it corporately to assess progress or change strategy to reach success if we are not achieving the goal we set out to achieve?

Executing BRAC

We must ensure we execute BRAC right the first time for several reasons: It sets the tone for all other moves/ changes and prevents unnecessary rework, wasted money and wasted time. This is a significant event for all of us--those going, those staying, and our constituents--all of whom depend on us. So we must take care of the little details that can unravel a major portion of the plan.

To help us keep track of all actions required and the timing to execute I have asked each staff section to develop their Program of Actions and Milestones (POAM). This will ensure we do not overlook something as personnel relocate or depart.

Key of course is the sequence for the moves of each directorate, the hiring of new personnel and the training plan to bring them up to speed. Where 1 need your help is ensuring the transition is invisible to our Warfighters and their families. If you are not making the move I need you to create a desk SOP to lay out all the functions you do, reports you review or create, meetings you attend, and key points of contact, etc. This will be instrumental in training up the new employees and allow a smooth transition to Scott Air Force Base.

Please make use of the transition center we have established. For those of you moving, I want to ensure we assist you during your transition out to Scott Air Force Base. For those who are not moving, the transition center is set up to assist you in finding employment elsewhere--use it to its fullest capacity! We want to make you successful in every way.

Strategic Plan

We have embarked on an effort to update our Strategic Plan. To do this right we must look at the mission in the out years, develop a vision and determine the goals and objectives to support that vision. We have a working group that has begun the mission analysis and this will drive the rest of our process. So more to follow here. This is a key document that will chart our path so we must take time to do it right and not rush to failure.

In closing, change is tough and we are about to embark on a lot of change. I look at this as an opportunity to make changes that we have thought about but not had the opportunity to examine and execute. So please take the time to really help us get it right - none of us have time to do it a second time.

I wish to thank all of you for your hard work, dedication and selfless service. I look forward to meeting more of you in the months to follow. Thanks!

Maj. Gen. Kathleen M. Gainey Commander, SDDC