Enclosure (1) to COMDITINST 16010.12A
EXCELLENCE (continued)
OBJECTIVE 17. (continued)
Opportunities for Improvement. Real-property records are our greatest material weakness and
will be corrected in 1998. Better accounting data will help us make better management decisions.
Integrating our IT systems with the accounting system will greatly reduce the accounting workload.
Where appropriate, we must consider use of contractors for audit compliance efforts where possible
to minimize impact on field workload.
Owner. Director of Finance and Procurement
OBJECTIVE 18: EMBEDDING OUR COMMITMENT TO QUALITY MANAGEMENT
Purpose. Rapid, continuous improvement of performance is essential for meeting the ever-
increasing expectations of stakeholders: customers, citizens, Congress, employees, and suppliers.
The Baldrige criteria quality principles of customer focus, total involvement, and data-based
analysis, supplemented by continual self-assessment, benchmarking and comparison, will enable us
to meet this demand by maximizing the value of our intellectual capital. Integration of these
principles will promote systematic improvement of all operations and support programs.
Opportunities for Improvement. Process and customer requirements for key operational and
support processes must be clearly defined so they can be met and measured. Unnecessary activities
must be identified and eliminated; they are not only wasteful, they also distract leaders and
managers from the truly important priorities and frustrate employees. Leaders at every level need to
focus their organization on desired outcomes such as Performance Goals, balancing the needs of all
stakeholders, and to use data and feedback from processes, customers and employees to make
decisions. We need to clearly define what we expect from our continuous-improvement activities.
Owner. Vice Commandant
OBJECTIVE 19: EMPOWERING FIELD COMMANDS TO MATCH RESOURCES TO
WORKLOAD
Purpose. Empowering field commanders to quickly reallocate resources will be helpful to
missions, customers, productivity, and our employees (e.g., balanced workloads). It supports surge
capability and intelligent borrowing of resources necessitated by longer term federal budget-
formulation. It allows response to changing circumstances more rapidly than can be
accommodated by Headquarters decision making. It also permits quicker alignment to changing
strategic goals (e.g., translation of program goals into local operations) and encourages innovation
and vigilant stewardship.
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