Case Study: U.S. Defense Contractor Infrastructure Uncovery and Process Mapping, 2014

A U.S. Defense Contractor  hired Bert Lord in January of 2014 to come in and help set up an operations management capability.  Prior to this the U.S. Defense Contractor was a maturity level 1 organization that just reacted to each situation and had no planning systems in place.  There was no reporting and no procedures.  The top level of management did not even know how many employees they had and what they were doing.  Each infrastructure support activity was stove piped and did not work well with the other support activities even when there was only four employees doing the support staff functions.  The company was a complete mess.  Bert came into this environment and the management did not want to even speak about where they were because they were embarrassed about how little they knew.  This was a shambles.  Bert took the next six months interviewing employees, asking them about what work items they completed, and reviewed the systems used to complete work items.  The first step Bert took was to create an operations report. The operations report consisted of each contract that the U.S. Defense Contractor had, prime or subcontract, and spelled out the exact mission of that contract.  The employees working on each contract was captured and their exact status.  A section was also added about business development and recruiting steps being taken within each contract to ensure that management was keying to this aspects.  Another section was added that allowed the local managers a place to annotate their issues weekly to ensure that management was able to facilitate the resolution of those issues.  From this meeting a weekly operations call was implemented.  HR, Finance, Contracts, and management were invited to into the weekly operations call.  As the other units were on the call it was easy to address many of the issues on the call but if not then a point was made to address those issues right away.  As management was on the call they could then follow up with completion of those tasks.  For the first time since the company was started the management had an understanding of what was happening within their company.  

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