IMAGE 2005 Conference DLA Forum Tuesday, May 17, 2005 Albuquerque, New Mexico Attendees: Betty Durham (DDC) Angel Gonzalez (DSCC) Gloria Rodriguez (DSCP) Yalier Fuster (DSCR) Archie Crawford (DSCR) Famia Magana (DO) Cynthia Sexton (DOP) Loraine Fahling (DRMS) Introduction / welcome – Famia Magaña DLA HEP Forum Handouts Slide 2 Slide is to be shared with committees for everyone to be familiar with DLA business. Good to share with interns and new hires. This probably should be shared before the DLA organization chart. Slides 3-5 Activity and organization business plan should align with Agency Enterprise plan. No activity should counter the Agency‟s Strategic Plan. Vice Admiral Keith Lippert, USN, made a commitment to have a day for each service. On each respective service day, he directly hears their concerns and needs. One comment that was consistent among all of the services was the high cost recovery rate. VADM‟s goal is to lower cost recovery so not to lose the service‟s business. For example, USMC had once turned elsewhere for their uniforms. However, DSCP has now started making their uniforms again. Slides 6-9 Business Systems Modernization (BSM) BSM is the most discussed Agency initiative right now. Yalier Fuster (DSCR) commented that he was trained using the old system. DSCR will be last to move to BSM. He wants to make sure that he has everything right on the old system so transformation can be smooth. BSM makes the Agency a broker of suppliers as opposed to a broker of supplies. He has not had any direct experience with BSM, but it seems to be a good tool. Global Stock Positioning GSP impacts DDC the most. TRANSCOM is not taking over DLA. They are the distribution process owner. VADM and J-3 Director, MG Daniel Mongeon, USA, meet monthly with TRANSCOM in order to better meet distribution goals. TRANSCOM will retain its SES cadre, but it will be managed by DLA J-1. 2 Supplier Relationship Management and Distribution Planning Management System Both are key to preparing for distribution set-up. It‟s important to make sure theaters are ready and set up for contingencies and have basic needs met in time for operations (i.e., fuel, parts, military / troop supplies, chem. Suits, uniforms). Customer Relationship Management (CRM) briefing by Loraine Fahling Loraine Fahling has been on the CRM team for three months. Prior to that, she was in training. EEO can probably borrow from CRM. CRM is a ground-floor initiative that will grow. DLA is working harder to meet customers‟ needs. DLA does not have a sustainable process. Each field activity operates differently. The goal of CRM is to make customer relationship, one face for the Enterprise. June 2005, approximately 350 people will start the concept / pilot demo for marketing. This is the beginning stage. Training will be conducted at the various locations. Each activity has provided information regarding what they do to service their customers from start to finish. The goal for 2008 is to pull the actions of each FA into one process so that each activity knows what the other is doing. June 2005 will start the first training process to work out the process kinks. The next phase will be to work on deciding which processes can be retained. Slide 2 CRM is somewhat like a customer profile. The goal is to think ahead of what the customer may need so can be prepared for future orders. (i.e., It has been the pattern of Customer A to order boots every three months. DLA will know that, and therefore be prepared to check with them and get their order and boots in time). CRM pulls all activities together as DLA so customer will know DDC, DSCP, etc., are a part of DLA. CRM helps move to proactive from reactive. Slide 3 BSM is for accountability CRM is support by the SAP software. SAP will unify the different databases used at DLA. Limited Production Release Stage will occur later and will bring more people on board to CRM. The customers have not yet been brought in. The transformation process is not yet visible. The six big companies that all FAs work with will be involved in the training. Slide 4 Step 1: Identifying the processes. Looking at one DLA call center (i.e., 1-800-4DLA) as opposed to the customer having to call each FA they work with for one order. The FA roles will be invisible to the customer. The customer will not see the number of people involved in their order. This way of doing business requires a change in mindset from „FA‟ to one DLA. The intent is to have CRM build and gain customer loyalty, and also to win back past customers. 3 Slide 5 Goal is to improve customer readiness by DLA knowing in advance what the customer will need and when. This knowledge would be based on the customer‟s past ordering schedule and needs. CRM will also be able to track when the customer wants to be contacted regarding supply needs and how they want to be contacted (i.e., weekly or monthly emails, order over the internet, etc.,). Yalier Fuster remarked that CRM allows the Agency to move from warehousing to just-in-time delivery. CRM required the cooperation and knowledge of the suppliers. This type of customer service does not involve just DLA and the customer, but also the supplier. Developing CRM requires Business Process Engineering, which involves the knowledge of how each FA does business because each FA conducts business differently. Slide 6 CRM information can be found at several different locations. Want to make sure it is explained at each level of CRM‟s development. CRM Change Management Team Members are the key players in communicating CRM to the workforce. The HEP committees can support CRM by getting the word out that CRM is coming. Everyone should be on board and have a positive attitude. DLA is spending a lot of money on this. The big question will be how will CRM affect jobs? So far, CRM will have a positive impact on jobs, by making duties easier to perform. CRM team has been meeting monthly with senior leadership with the intent that senior leaders will inform their supervisors, and on-down. The discussion on CRM has also generated a buzz for CRM folks to speak at all-hands. SAP is an application in the same manner as Windows. SAP allows all databases to work together. Some databases may go away, but they have not yet been identified. Inventory Control Points will take the place of FA. FA overlap will not be visible. Comment from Betty Durham (DDC), CRM will make doing business more efficient. Comment from Famia Magaña, CRM will improve readiness. DLA T&T Article from May 4, 2005 regarding CRM is a „must read‟ because it mirrors Fahling‟s briefing. Per Magana, it would be in the best interest of the EEO Community to know about CRM and BSM and how they relate to where the agency is moving. It is easy not to consider it related to EEO, but the two initiatives can impact employees. Also as EEO professionals, we should want to be associated with the large CRM effort, and support the Agency‟s initiatives. CRM can be discussed at HEP meeting. HEP Committees can help promote the understanding of CRM and other Agency initiatives. HEPCs can ask expert folks to come in and speak during the monthly meetings. Can also use „learn at lunch‟ seminars as a marketing tool. In addition, by inviting CRM and contacts for other Agency initiatives to brief the committees, and then having 4 committee members inform the workforce, shows the command that the HEP Committees have value. The Committees are another vehicle for publicity for key Agency initiatives. In addition, the HEP Coordinators can add to resume “Facilitated CRM workshop.” This is an example of leadership. DLA Nine Core Managerial Competencies SESers have five competencies. Current Agency application process uses the competency-based way of determining skills, knowledge. If an application does not address leadership competencies, then more than likely the applicant will not qualify for jobs, no matter if they are currently are doing the job. ASP DO turn-over since July 2004 has forced the Staff Directors to learn how to utilize ASP to get qualified candidates. ASP relies heavily on identifying key-words, skills that supervisors identify as important in the job. Key-words are key to picking employees. HR will give the hiring official / office 20-30 words to select as key words. The hiring office generally picks about 10 words as key. The job skills identified should relate to the Nine Competencies. ASP may go away because the company that owns RESUMIX decided to no longer support it. DOD is currently looking at something to support RESUMIX or a similar product. Quickhire has been mentioned. It is similar to ASP. So far the customer will not see any changes. The changes will only be related to maintenance. ASP is a major issue at the field activities. ELDP was discussed E-workplace is a repository of Agency information. MD-715 DLA produced EEO Program status report. MD-715 focuses on the barrier analysis. Using data (1st stage) to develop plan. No longer focusing on the numbers. But the additional focus is on participation rates in areas such as promotion, awards, training. Trying to find way to capture and report information (for Balanced Scorecard briefing). Identify the barrier, then its causes, and then develop strategies to eliminate the barrier. Action Plan – should tie to HEP and should support MD-715 analysis. Everything ties to deficiency, tied to management. 5 Defense Workforce Analysis Tool(DWAT) Underlying product comes from the Department of Veterans Affairs and is a Government Off The Shelf (GOTS) product. Staff Directors participated in a DWAT demo in Columbus a couple of weeks prior to IMAGE. Saw how DWAT produced the mandatory reports (i.e., RNO data at FAs, and percentages against the CLF). The J6 goal is to have DWAT by June 2005. VADM wanted to know if the Agency will be late in submitting the MD-715 report. J6 knows that this is high on the VADM‟s radar. DWAT will be available to everyone. All employees will be able to run their own reports. Phase one of implementation will involve the EEO community. Phase two of implementation will involve the Agency supervisors. Phase three of implementation will involve the workforce. Collateral duty EEO folks should have access as well. HACU Need to get through to management that they are advertising to the intern DLA, the field activities, and DOD but also the Federal government. Would like to have HACU feed into the DLA Corporate Intern Program (DCIP). Yalier Fuster created a survey for HACU interns to complete regarding their experience at DSCR. Archie Crawford and Yalier Fuster both of DSCR, commented that they need help from HACU in terms of getting address for interns to get them the survey upon completion of their intern. DSCR has also created at checklist for HACU internship process. The checklist helps the activity make sure that proper procedures have been followed in terms of bring the intern on board and making sure that everything is in place once they start. Betty Durham of DDC provided the following comments. DDC brought HACU administrators and their DDC students to DDC headquarters to brief leadership. All DDC HACU interns that participated Spring 2005 applied for DCIP. One intern will return to DDC. The next DDC intern class will be assigned to New Cumberland. DDC will start assigning interns to other locations as soon as more accessible housing can be located. Gloria Rodriguez of DSCP commented that HACU students who worked at DSCP two summers ago are now in the DCIP. A HACU student from 2004 returned to school. She got a DCMA contact and then got a job as a co-op with DCMA and has since been offered a permanent position. In addition, one HACU intern that started with DSCP is currently still with DLA, but at another field activity. DSCP requires that their interns do an essay regarding their experience. In 2004, DSCP had a luncheon in which the interns shared their essays. The essays were shared with the VADM who was floored. 6 NEW INTERN REQUIREMENT: Each intern is to write an essay regarding their intern experience with DLA. TO DO BEFORE NEXT TELECONFERENCE: Get from field activities a detailed description of their HACU internship implementation plan / process from start to finish. The information is then shared with all. TO DO BEFORE NEXT TELECONFERENCE: Share in advance of monthly meeting, how HACU can best be promoted (i.e., interns briefing leadership/corporate board; centralized funding). TO DO BEFORE NEXT TELECONFERENCE: Get from DSCR the checklist for HACU intern process. Yalier Fuster indicated that he helped develop the checklist. The checklist ensures that things are taken care of BEFORE the intern arrives. TO DO BEFORE NEXT TELECONFERENCE: Get survey from Yalier. The checklist helps also to identify geographic challenges. Also, a report is prepared based on the survey responses. DSCR commented that they use the committee for execution of HACU. EEO, HEP Committee members and others involved may ask, “What‟s in it for me?” Answer: EEO is getting ownership of the program by being more involved. Committee members introduce interns to supervisors. TO DO NEXT TELECONFERENCE: Discuss how HACU can be an enterprise approach. TO DO: Propose DLA survey through DOD. Push DOD to get HACU to develop an „after internship‟ survey for its participants.
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