Eliminating Functional Stovepipes: Process Organizing the Air Force Logistics Readiness Squadron

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9781288407026: Eliminating Functional Stovepipes: Process Organizing the Air Force Logistics Readiness Squadron
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Originally, the Air Force's Logistics Readiness Squadron (LRS) was organized to bring components of base-level logistics processes together under cross-functional process owners. Four years after the Air Force implemented that concept, however, the LRS has evolved into a collection of functional stove-pipes. Many organizational theories point to the benefits of a process-oriented organization. By grouping together the functions that contribute to a particular process, workers are not constrained by organizational boundaries, problems are more readily solved, and managers gain better situational awareness of their process' performance. Process-alignment is not a new concept for US military logistics organizations. Prior to the 20th century, many logistics units were process-oriented. The increased complexity of technology led military organizers to align logistics units by function, so that each function could most effectively manage its particular resources. Experiences from World War II through Operation DESERT STORM demonstrated the continuing need for process-owners overseeing all of the functions that contribute to their process. By aligning the squadron structure along the processes it conducts--deployment, materiel distribution, fuels distribution, base sustainment, and squadron support--the LRS can maximize the productivity of its personnel and provide more effective logistics support to Air Force wings.

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Christopher D. Holmes
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Book Description Biblioscholar, United States, 2012. Paperback. Condition: New. Language: English . This book usually ship within 10-15 business days and we will endeavor to dispatch orders quicker than this where possible. Brand New Book. Originally, the Air Force s Logistics Readiness Squadron (LRS) was organized to bring components of base-level logistics processes together under cross-functional process owners. Four years after the Air Force implemented that concept, however, the LRS has evolved into a collection of functional stove-pipes. Many organizational theories point to the benefits of a process-oriented organization. By grouping together the functions that contribute to a particular process, workers are not constrained by organizational boundaries, problems are more readily solved, and managers gain better situational awareness of their process performance. Process-alignment is not a new concept for US military logistics organizations. Prior to the 20th century, many logistics units were process-oriented. The increased complexity of technology led military organizers to align logistics units by function, so that each function could most effectively manage its particular resources. Experiences from World War II through Operation DESERT STORM demonstrated the continuing need for process-owners overseeing all of the functions that contribute to their process. By aligning the squadron structure along the processes it conducts--deployment, materiel distribution, fuels distribution, base sustainment, and squadron support--the LRS can maximize the productivity of its personnel and provide more effective logistics support to Air Force wings. Seller Inventory # LIE9781288407026

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Book Description Biblioscholar, United States, 2012. Paperback. Condition: New. Language: English . Brand New Book ***** Print on Demand *****. Originally, the Air Force s Logistics Readiness Squadron (LRS) was organized to bring components of base-level logistics processes together under cross-functional process owners. Four years after the Air Force implemented that concept, however, the LRS has evolved into a collection of functional stove-pipes. Many organizational theories point to the benefits of a process-oriented organization. By grouping together the functions that contribute to a particular process, workers are not constrained by organizational boundaries, problems are more readily solved, and managers gain better situational awareness of their process performance. Process-alignment is not a new concept for US military logistics organizations. Prior to the 20th century, many logistics units were process-oriented. The increased complexity of technology led military organizers to align logistics units by function, so that each function could most effectively manage its particular resources. Experiences from World War II through Operation DESERT STORM demonstrated the continuing need for process-owners overseeing all of the functions that contribute to their process. By aligning the squadron structure along the processes it conducts--deployment, materiel distribution, fuels distribution, base sustainment, and squadron support--the LRS can maximize the productivity of its personnel and provide more effective logistics support to Air Force wings. Seller Inventory # AAV9781288407026

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Book Description Biblioscholar, United States, 2012. Paperback. Condition: New. Language: English . Brand New Book ***** Print on Demand *****.Originally, the Air Force s Logistics Readiness Squadron (LRS) was organized to bring components of base-level logistics processes together under cross-functional process owners. Four years after the Air Force implemented that concept, however, the LRS has evolved into a collection of functional stove-pipes. Many organizational theories point to the benefits of a process-oriented organization. By grouping together the functions that contribute to a particular process, workers are not constrained by organizational boundaries, problems are more readily solved, and managers gain better situational awareness of their process performance. Process-alignment is not a new concept for US military logistics organizations. Prior to the 20th century, many logistics units were process-oriented. The increased complexity of technology led military organizers to align logistics units by function, so that each function could most effectively manage its particular resources. Experiences from World War II through Operation DESERT STORM demonstrated the continuing need for process-owners overseeing all of the functions that contribute to their process. By aligning the squadron structure along the processes it conducts--deployment, materiel distribution, fuels distribution, base sustainment, and squadron support--the LRS can maximize the productivity of its personnel and provide more effective logistics support to Air Force wings. Seller Inventory # AAV9781288407026

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Book Description Biblioscholar, 2012. PAP. Condition: New. New Book. Shipped from US within 10 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000. Seller Inventory # IQ-9781288407026

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Book Description Biblioscholar, 2012. PAP. Condition: New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000. Seller Inventory # IQ-9781288407026

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Book Description BiblioScholar. Paperback. Condition: New. 42 pages. Dimensions: 9.7in. x 7.4in. x 0.1in.Originally, the Air Forces Logistics Readiness Squadron (LRS) was organized to bring components of base-level logistics processes together under cross-functional process owners. Four years after the Air Force implemented that concept, however, the LRS has evolved into a collection of functional stove-pipes. Many organizational theories point to the benefits of a process-oriented organization. By grouping together the functions that contribute to a particular process, workers are not constrained by organizational boundaries, problems are more readily solved, and managers gain better situational awareness of their process performance. Process-alignment is not a new concept for US military logistics organizations. Prior to the 20th century, many logistics units were process-oriented. The increased complexity of technology led military organizers to align logistics units by function, so that each function could most effectively manage its particular resources. Experiences from World War II through Operation DESERT STORM demonstrated the continuing need for process-owners overseeing all of the functions that contribute to their process. By aligning the squadron structure along the processes it conducts--deployment, materiel distribution, fuels distribution, base sustainment, and squadron support--the LRS can maximize the productivity of its personnel and provide more effective logistics support to Air Force wings. This item ships from multiple locations. Your book may arrive from Roseburg,OR, La Vergne,TN. Paperback. Seller Inventory # 9781288407026

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