Laughlin Air Force Base, Texas -- The key to improvement and change is focusing on things that allow people to meet customer requirements without holding onto—or introducing—non-value-added elements.
One of the worst cultural conventions in the Air Force is the seemingly uncontrollable desire for new managers and leaders to make their mark on the organization.
Leaders often insist on bringing some initiative from their previous position or want to do something visible for a new boss. Many new leaders begin to “improve” things almost immediately without first gathering the necessary information on which to base initiatives.
Before implementing a new idea, a leader must identify there is a problem beyond personal perception of preference that requires a resolution. He or she should ensure the existence of that problem by considering workplace data.
Change must be driven by a full understanding of a process and a process must be driven by a full understanding of a customer. The most common failure in processes originates in the leader not fully recognizing the customers’ needs.
It is important to remember customers only care if the product and service they asked for has the quality, quantity and timeliness they demand.