MAINTAINING CRITICAL SKILLS


UNC-Chapel


Hill’s


Kenan-Flagler


Business School; an LLS for Executive Champions graduation certificate from NC State University; an average of


in transcript


facets of our business,” Lassitter said. 15 Continuing Education Units


and 15 Professional Development Hours


Chapel Hill and NC State; and 200 Continuous Learning Points


toward


professional acquisition and engineering development and career learning.


Aside from the formal degrees and credit hours, participants leave the course with stronger business acumen and a better overall understanding of how work at the depots and arsenals affects the bigger Army, said Lassitter.


“Because of DAELP, I am able to better understand the processes and importance of using Lean. Tis understanding enables us to be better at what we do as commanders and sharper across all


form from UNC-


“Te processes taught at DAELP allow us to better understand the workload and factors that make us competitive with business and commercial industry, which helps improve quality and eliminates waste.


Building quality products for our warfighter is the reason we exist,” he continued. “Tese Lean techniques have allowed our depots and arsenals to evolve into world-class, state-of-the- art operations supporting the nation’s wartime requirements. Te depots and arsenals across AMC have the flexibility and adaptability to provide quality equipment within schedule and cost to meet the changes of modern warfare.”


A DECADE OF LEARNING DAELP has grown exponentially in scope and stature. In 2004, the program opened up to personnel from


organizations outside of AMC. It remains a commander’s course prerequisite for AMC; commanders of government- owned,


government-operated depots


and arsenals are automatically slated to attend. It’s also now a commander’s course prerequisite for the Marine Corps Logistics Command.


Depending on class size, other


organizations can request seats at the O-6 or civilian equivalent level. Commanders can nominate key civilian staff to attend, thus


strengthening continuity at the


depots and arsenals. No class is larger than 30 students, however.


Te program administrators continue to explore ways to keep costs down, said Sturgeon. Tis is what led to the mix of on-site residencies and distance learning, easing the travel burden and allowing commanders to spend more time in their own organizations.


In 2011, DAELP went paperless, providing each participant with a tablet computer to hold all course materials, including


presentations, required


reading and information about program corporate sponsors.


Another program upgrade—a midweek benchmarking tour—was


implemented


for the weeks that participants spend at Chapel Hill. Te tour, which is arranged with a local organization, gives participants the opportunity to see how other organizations operate.


Te most important lesson learned over the past


decade of DAELP,


was that the program curriculum must be adjusted annually to meet changing needs of


SEEING THE BIG PICTURE The Kennecott Copper Mine in northern Utah was one of the stops for the DAELP X Residency 2 benchmarking tour in October 2012.


as well as the objectives and goals of the program participants, hosts,


sponsors and other stakeholders, Sturgeon said. 138 Army AL&T Magazine July–September 2013 though, the ever- the industrial base,


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