officers and senior executive staff—share best practices and lessons learned with participants and allow dialogue on a vari- ety of relevant strategic topics.
Te fourth residency is a two- to four- week placement at a leading private or public sector organization where par- ticipants immerse themselves
in the
commercial world. Tey are paired with executive mentors and have the oppor- tunity to interact with executives and managers across functions and operating companies.
“Tis phase has proven to be, by far, the most valued by the students,” Marriott said.
Residencies typically include an orien- tation week at corporate headquarters to discuss corporate strategy, policy
development, structure and culture, fol- lowed by two to three weeks at various business units or manufacturing facilities. More than 75 private sector companies have hosted corporate residencies over the past decade for DAELP students, including Alcoa Defense, AM General LLC, Boeing Co., FedEx Corp., Lock- heed Martin Corp., Toyota Motor Corp., United Technologies Corp. and the U.S. Chamber of Commerce.
Te fifth residency, which wraps up the course, is a five-day session on-site at Chapel Hill. Participants have classes on effective media relations, productive maintenance and risk management, and trends in technology. During this phase, private sector executives share their per- spectives on public-private partnerships, and participants
share feedback and lessons learned from their commercial
industry residencies with senior leader- ship from various services, including AMC, the Marine Corps Logistics Command, retired flag officer executive fellows, and DAELP faculty advisers. Te final session, “Taking Action for Change,” leaves participants with an inspirational discussion on methods of motivating people and organizations to implement change and transformation.
BUILDING RELATIONSHIPS
“Te DAELP program staff focuses a large amount of attention on dedicated rela- tionship building with corporate hosts,” said Sturgeon, creating opportunities for tailored internships to meet the specific learning objectives
and organizational needs of individual participants.
Lassitter, who had no prior experience serving at a depot or arsenal and took command of RRAD after serving as the chief of the Logistics Plans Division for U.S. Central Command, noted that his residencies with Caterpillar Inc. and BAE Systems were a highlight of the program. He gleaned important information about commercial manufacturing processes, safety programs and how to affect orga- nizational culture through leadership and training, especially as it relates to adapt- ing the Lean processes.
“My residencies with industry improved my understanding and application of the Lean processes taught in DAELP and gave insight on how to effect culture change within a manufacturing opera- tion,” said Lassitter.
WHAT WORKS, WHAT DOESN’T DAELP X Participants work on a value stream mapping assignment during the Residency 2 bench- marking tour at Tooele Army Depot, UT, in October 2012. From left are Bob Sharp, CCAD; Darren Jones, Marine Depot Maintenance Command; COL Gerhard Schroter, TYAD; and SGM Ceaser Roberts, RIA.
Today, most students have the opportu- nity to visit two or more organizations, which is a major improvement made to the curriculum over the past 10 years.
At the end of the program, participants receive graduation certificates from
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