Read e-book online A Common Operating Picture For Air Force Materiel PDF

By Raymond A. Pyles, Robert S. Tripp, Kristin F. Lynch, Don Snyder, Patrick Mills

Describes a possible universal working method (COP) for the Air strength materiel sustainment method (MSS). The authors first increase a COP according to the rules of effects-based measures, schwerpunkt (organizational focus), choice rights, and a nonmarket monetary framework, then they observe the COP to depot-level reparable part sustainment to demonstrate how the COP may increase total MSS potency and responsiveness.

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Extra resources for A Common Operating Picture For Air Force Materiel Sustainment: First Steps

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Those objectives provide the foundation for developing a coherent management system that concentrates and coordinates an organization’s efforts. A large organization such as the Air Force is necessarily composed of many agencies with different technical specialties and local concerns. While a vision statement provides only general direction, with little concrete advice, it narrows the framework for the intra-organizational dialogs about what is to be achieved. While individual agencies may have their own concerns, the presence of a vision statement means that they must spell out how their concerns may affect the larger organization’s ability to achieve its objectives, if they want to receive resources or other support from the larger organization.

In its military context, it means the focal point or main objective or effect to be obtained in an operation or activity. Framework 13 The idea of a focal point or a center of gravity has been understood for some time in military thinking (Clausewitz, 1832). Boyd extends that notion when discussing the blitzkrieg approach. In his view, the concept was broadened in those fast-moving operations to characterize the content of communications between a force commander and his subordinates. Implicitly, it was used to delegate broad authority to take independent action to those subordinates when unexpected opportunities or challenges arose.

At the far right of each row is a column identifying specific communications issues associated with each kind of information. For example, some information may be latent to a specific location (perhaps too detailed, too volatile, or unobservable elsewhere), or it may only be available as the knowledge internal to a person with some specific experience or education. Each information availability matrix is devoted to only a single decision and the information that may be relevant to that decision. If an agency has access to the relevant information at the appropriate time, an “X” in the appropriate row and column indicates that fact.

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