A Vision Can Make a Difference
Chances are that words like “business planning,” “innovation,” and “continuous learning,” do not immediately come to mind if you are asked to describe a military support organization. However, when describing the support organization for Canada’s East Coast Navy, they are a daily part of operations. With more than 7,000 regular force and 4,000 civilian customers, as well as a large reserve and cadet population to support, this Halifax-based operation is the largest and most complex of its kind in the Canadian Forces today. Its efforts have earned it a place as one of its most innovative and effective work places. What makes Formation Logistics Halifax different from other support organizations in the CF today? What is its competitive edge? There is one critical element to this success story. It is the workforce and the commitment by all levels in the organization to the Units’ vision.
Formation Logistics Halifax’s vision states: “through continuous improvement and the adoption of innovative business practices, Flog will endeavour to become a best practice leader in the Canadian Forces in providing its customers cost-effective, quality logistics support.” Wherever you look in Formation Logistics Halifax you will see concrete evidence of this “best practice” mindset.
The amalgamation of the Transportation and Land Maintenance (TEME) activities of both CFB Halifax and 12 Wing Shearwater under one corporate umbrella, is just one such example. The new TEME organization is now able to provide exceptional synergy, reduce overhead costs, and has led to other CF firsts such as The Commercial Vehicle Optimum Life Business Case (Warranty Model). This has proved to be a great success and is being looked at by Units across the CF for adoption.
Formation Logistics has also taken a very pro-active approach to the management of waste in Formation Halifax. An Integrated Waste and Hazardous Materiels Management Officer is now responsible for all aspects of waste management. This led to a very pro-active approach to the diversion of waste from the landfill, and has ensured that the Formation has not only met, but also exceeded, all federal and local municipal waste diversion targets. As well, the establishment of a Centralized Hazardous Materiels Management Programme in Formation Halifax was assessed by the Office of the Auditor General as exemplary in demonstrating the direction that the rest of the CF should be pursuing. As such, it is another example of a CF Best Practice.
The management of acquisition credit cards is another area where Formation Logistics has excelled. A one-day course was developed and introduced to ensure that every cardholder was adequately trained to use the cards within locally established contracting guidelines. This and other similar contracting training packages which have been developed locally have been requested by units across the CF to assist in the development of their much-needed training programs.
Formation Logistics has also led the way in the CF in its commitment to vendor relations and the partnership that has developed over the last few years between the waterfront customers and the vendors. This value-added activity provides a bridge between the vendor and the client, so that both are well served. A key element of this activity is the sponsorship of bi-annual Trade Shows that allows the vendor and buyer to meet and exchange information. The latest Trade Show had 100 exhibitors and more than 1,000 customers visit in a single day.
Effective communication of the Unit vision and accomplishments have been made a priority. A myriad of tools have been developed, including a first class web site and newsletter, and a video of the supply activities used to explain the unique nature of naval support in the Dockyard. Additionally, a number of brochures have been developed on the programs and capabilities in Formation Logistics in order that best practices developed in Halifax can be exported for use elsewhere.
The materiel management activities in Formation Logistics Halifax are second to none in the CF today. They have aided in the implementation of industry best practices, including cross docking, multi-skilling, delayering, inventory reduction, and warehouse consolidation.
Formation Logistics corporate services have also embraced innovative business practices. Tabular format training has been taken in order that staff could have a better understanding of potential contracting-out scenarios. Activity-Based Costing models have been developed and staffs trained in their development and use. Resources have also been reallocated so that Activity-Based Management is a reality in the organization.
Finally, many of the initiatives that have been put in place in Formation Logistics Halifax, would not have been considered or accomplished if it were not for the “continuous learning” culture that has been developed. From in-house support for the completion of the GED, through to embracing the NIGP certification programme for those involved in buying, Formation Logistics has made a significant investment in the education and personal development of its workforce. It is a matter of great pride in the Unit that training is a “way of life” that is embraced and recognized by all as an investment, rather than a cost.
Formation Logistics Halifax has proven that a commitment to a vision of continuous improvement is achievable in a very diverse and complex organization and that continuous learning is an essential element to this commitment. The day-to-day effort across the
Formation Logistics organization to seize each and every opportunity to learn and adopt better ways of meeting their customer’s needs, makes this organization an excellent role model for others to follow.