Flashcards in week 3 POC Block 3 Deck (41):
Air Force Manpower Division (AFPC/MA)
-Performs manpower studies that apply to more than one MAJCOM or for organizations without management engineering capability.
-Publishes all manpower standards.
Base-level Manpower and Organization Section:
-Provides tactical-level manpower support to base organizations.
-Verifies and validates local manpower processes.
-Assists functional managers with process improvements.
Manpower Requirements Determination
-Conducts Colonel, CMSgt, Career Progression Group (CPG)
-Contract Manpower Equivalent (CME)
-aircrew position review to ensure equitable distribution of these manpower spaces across the Air Force.
Program Allocation & Control
Processes authorization change request (ACR) which is the process used to request changes to the resources listed on the UMD.
Prepares/processes organizational change request (OCR) which is the FORMAL WAY TO MAKE CHANGES TO THE STRUCTURE OF AF ORGANIZATIONS.
Administers the Airman Powered by Innovation (API) Program
Functional Grouping :
Air Force organizations will have these characteristics:
-goal and scope
-one person in charge
These tactical echelons are designed to increase operational effectiveness rather than to review and transmit paperwork
Organization Action Terms
means to provide the legal authority for a new unit. An example is when HAF gives permission to create a new unit that has not previously existed.
-withdrawing the legal authority for a unit
-The designation of the unit is retired and preserved in historical records.
will renew legal authorization for a disbanded unit. An example is the 12th Maintenance and Supply Group, disbanded after WWII. When HAF decided to bring back this unit as 12th Logistics Group 50 years later, they reconstituted the unit (renewed legal authority).
will end the existence of a unit, detachment of a unit, or provisional unit. An inactive unit retains its lineage, history, and honors, and is available for activation when needed again.
means to change the name or number of a unit.
A CMS can be utilized for three different levels of study:
(emphasis on 2)
-Air Force Studies create standards that apply to many different bases across more than one MAJCOM
-MAJCOM Studies create standards that apply to one MAJCOM
Assessments: Manpower use assessments for the following reasons:
-lack of experience with new systems makes a formal standard study impractical.
-standard would be short-lived due to a system that is approaching phase-out.
-To determine the initial impact of a new mission.
Phase 1 - Feasibility
Six Phases of The Manpower Standard Development Process
primary objective of determining the viability and timing for proceeding with the manpower standard development process
Phase 2 – Familiarization: Six Phases of The Manpower Standard Development Process
Familiarization provides the in-depth background knowledge and related functional information needed to identify potential process improvements and to design the best approach for the MEP study effort
Phase 3 - Study Design: Six Phases of The Manpower Standard Development Process
-Processes are used to develop the Process Oriented Description (POD)
-Identify conditions which affect the way work is done and impact manpower requirements. These will become the Statement of Conditions (SOC)
-Team identifies potential “work load factors”
-Workload factor is the “x” in the final equation and determines the number of requirements needed by the work center
Phase 4 – Measurement: Six Phases of The Manpower Standard Development Process
During this phase, the team gathers information on man hours expended on the various processes identified in the POD
Phase 5 – Analysis: Six Phases of The Manpower Standard Development Process
The end result of analysis is selection of a model/equation for use in the new manpower standard that is used to determine the number of requirements each location performing that function earns as well as the correct grades and skill level to accomplish their mission.
Phase 6 – Reporting: Six Phases of The Manpower Standard Development Process
During this phase, the study team reports its findings. The final report is a detailed document that is produced by the study team at the end of the study to document various aspects of the study effort. This report serves as the foundation for publication of the manpower standard.
Air Force Manpower Division (AFPC/MA) will:
-Exercise administrative control over the API Idea Cell (former IDEA team).
-Coordinate all organizational and manpower changes of the API Idea Cell with AF/A1 prior to approval and implementation.
Airmen Powered by Innovation (API) Idea Cell will:
-Execute and manage the API Idea Process.
-Assist submitters in the quality development of the idea submission.
-Monitor each idea through each phase (submission, evaluation, implementation, holding the gains, confirming results) of the process until final disposition.
Improved to ensure fact rich ideas are forwarded for evaluation.
Parts of the API Process
-Hold the gains phase
Evaluation Phase. During
OLDM evaluates the idea through validation of the Current method, Proposed method, Expected benefits, and Cost of implementation. There are three potential outcomes of the evaluation phase: 1) approved or approved in part with intent to implement, 2) approved or approved in part without intent to implement, or 3) disapproved.
Org lev dec makerOLDM confirms results and 1.) makes resource savings (manpower and/or hard savings) available for harvesting the year following confirmation of results, or 2.) recommends a new standard of performance and measurement.
The Chief of Staff Team Excellence Award (CSTEA)
recognizes outstanding team performance and shares best practices within the Air Force
Program Presentation - Chief of Staff Team Excellence Award
Nominated teams will present a 15-minute formal presentation of their team's story followed by a 10-minute question and answer session.
Eligibility: Air Force Productivity Excellence Award
Individuals or small groups (no more than 6) of military members and civilian employees of the Air Force may be eligible. Nominations must have demonstrated savings of at least $1 million over a 12-month period within the past 5 years.
-ACTION ITEM. List a brief description of the action(s) needed to accomplish the objective.
-ST/LT. An action that is a short term fix is indicated by the code “ST” and a more permanent countermeasure is indicated by the code “LT”.
-Person Responsible. List the name of the person responsible for ensuring completion of the action item.
-Schedule. Indicate the START and FINISH time frame for the action item.
A prioritization matrix
is useful to help team members achieve consensus about an issue. It is frequently used to rank or prioritize problems or issues, usually generated through brainstorming, using criteria important to your organization
Brainstorming is the most often used tool to generate the ideas
Display the ideas.
The most common methods are on a board, wall, or tabletop. The ideas should be randomly placed to prevent leading team members.
An affinity diagram
is a tool that takes large amounts of data (such as ideas, opinions, or issues) and organizes them into groupings based on their natural relationships
is an excellent technique for creative thinking. It involves group members and allows them to quickly generate, clarify, and evaluate a list of ideas. The emphasis of brainstorming is on QUANTITY, not quality. Experience has shown that brainstorming works best when a skilled facilitator is employed.
Begin the session by recording all ideas with each person presenting one idea at a time. DO NOT criticize or discuss any idea during the generation phase. Continue this phase until all ideas have been exhausted.
The “˃˃˃” symbol indicates
incorrect or no position data. If you see a person’s information floating at the top of the UPMR with this symbol, it means the member is not assigned to a valid position.
The “#” symbol indicates
unfunded positions; you cannot fill these positions.