Part X – Process Engineering, Continuous Improvement, Total Quality Management, Total Quality Leadership, or what ever you call it. The bottom line title: Making “it” better

Index to the Series:
Part I: Initiative, marketing, sales, project planning and program management skills
Part II: Auditing Skills
Part III: Operations 24/7/365
Part IV: “Point Papers”
Part V: Collateral Duties
Part VI: The “Git ‘er done!” Factor
Part VII: “Total Care”
Part VIII: Communications in the Workplace
Part IX: “Give a smart person with potential a chance”
Part X: Process Engineering, Continuous Improvement, Total Quality Management, Total Quality Leadership, or what ever you call it. The bottom line title: Making “it” better
Part XI: The Military’s Supply System
Part XII download Faith of My Fathers : “Red Blood or Red Ink”
Part XIII: Constructive Plagiarism

At a mandatory briefing about getting out and working in the “real” world, the briefer said in many cases, you won’t know how to make money for you employer, but if you can show them how to save money, there is the same result on the bottom line: Financial increase.

It took the surge of the “Total Quality Leadership” (TQL) push under Admiral Kelso as Chief of Naval Operations to get me to see there was something we had already been doing for the same reason, but we didn’t know what to call it. We constantly did things with an eye towards spotting trends, so we could figure out how to do things better, or to see things coming off the tracks, by catching the trends early on. I was “exposed” to the formalized TQL methodology as a senior Lieutenant Commander, and then used the methods more effectively for the rest of my career. While getting my training in TQL, I realized processes carried out by those around me, most notably the engineers aboard ship, during my initial sea tours many years before were, in fact, the very methods discussed under TQL.

As time passed over the next several years, the culture of the Navy adopted more to the process control mentality, and much of it became almost subconscious. The great part, was even the skeptics, who thought the time involved in sitting down and looking at how things were done was a waste of time, were gradually converted, as improvements couldn’t be denied after a while.

In addition to the formal drive to make things more efficient, don’t forget the human condition of trying to get things done with the least amount of effort is a powerful force, especially in the enlisted ranks. I say that as a compliment, not in a derogatory manner, because it made the system work better. If the goal was to get it done, and the way there faster was to spend a few minutes gaming it out, so you could “hit the beach” earlier, then you could see that in action.

The fall out of all of this TQM/TQL/CI/Process Engineering experience, involving many levels of the pay structure, is it has become a way of routine business for many service members. This means you can reasonably expect these people to come to you, unafraid of figuring out how to look at systems and procedures and then consider how to make it work better. This means more efficient operations, and therefore, more $$$ in the bottom line.

Part IX – “Give a smart person with potential a chance”

Index to the Series:
Part I: Initiative, marketing, sales, project planning and program management skills
Part II: Auditing Skills
Part III: Operations 24/7/365
Part IV: “Point Papers”
Part V: Collateral Duties
Part VI: The “Git ‘er done!” Factor
Part VII: “Total Care”
Part VIII: Communications in the Workplace
Part IX: “Give a smart person with potential a chance”
Part X: Process Engineering, Continuous Improvement, Total Quality Management, Total Quality Leadership, or what ever you call it. The bottom line title: Making “it” better
Part XI: The Military’s Supply System
Part XII download Faith of My Fathers : “Red Blood or Red Ink”
Part XIII: Constructive Plagiarism

This post can be best categorized by calling it “Give a smart person with potential a chance.”

This part of the series is a little bit of the reverse side of the equation. It’s a topic that I think merits being brought forward and it’s about how the military’s hiring system has a specific method of recruiting to other major corporations. It might do well for the civilian sector to consider this.

My experience is that there are few places, outside of the military and military contractors, that take more than a passing consideration in hiring someone who doesn’t hold the specific “tickets” for a position. After leaving the military and working for a two contractors, I went out and tried to run my own business for a while. I realized I needed to head back into the work force, and as a result, I applied to many jobs that I had the hands on experience to fill. Since I had a degree in hard science, and not engineering or computers, I didn’t get the phone calls. Since then, I have found two good friends who have been recruiters for years and they confirmed my suspicions. If I didn’t have the degrees, I wasn’t going to get a call. I had lots of hands on, in and out of the military, but that didn’t count.

Consider this: The US Military is one of the few places that looks at the potential of people and, based on their aptitude at fundamental skills, they are then accepted and trained. In industry, it’s basically if you haven’t got the experience, you can’t play. It’s a catch 22 for people trying to enter a new field, either for a first time job, or to change career fields. I suspect a lot of great people never get where they can do the most good, because they didn’t have some diploma from a recognized school. I don’t mean employers should wantonly accept anyone, but it may be prudent to consider those who have spent the time doing the work, without the benefit of schooling, and who are successful, for filling some positions.

Another story from my effort at being a headhunter involves the story of a major bank, that relented and let a Marine Major join the company. In short order, they were amazed at how productive he was. In addition, his calm demeanor, in what was perceived as chaos to the bank employees, was noted. Think about it: After being trained as a Marine, what can possibly be a chaos anymore? They wanted more like him, having seen a glimpse of what an ex-service member could do, even without the “training.”

The ASVAB battery of tests, and the AFQT exams are some of the basic skills tests the military uses. The ASVAB is for general skills, and the AFQT is for fitness to be accepted into a flying billet. From tests like this, many people have successfully performed incredibly complex duties, under incredibly difficult circumstances. Granted, the military also has an extremely well developed training capability, in order that those with the aptitude can then be provided with the actual specific skills necessary. This overhead of the training commands is a large expense, but it is a proven process.

It boggles the mind to realize many of these young people who get through this would probably be rejected by major corporations, for a lack of capability, due to not having the experience.

Think about it, potential employer, can you ask some questions that prove a basic aptitude for the position, and also to assess the ability of that person to absorb the information? If you can do that, you may just find an enthusiastic employee, that a few years down the road, has proven themselves to be able to outperform that person who showed up with only the certificate saying they knew something, but had no other life experience.