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Show June 4, 1992 Hilltop Times AF success in future hinges on training Hill AFB's by Andrew Szucs AFMC Human Resources Development Office of contact for IWSM training is Connie Carlton, Ext. AFB, WRIGHT-PATTERSO- Ohio (AFLC-AFSNews Service) -Of the integration efforts, Integrated Weapon System Management, or IWSM, has taken center stage. The concept is deceptively simple. It places the management of a weapon system, from cradle to grave, squarely on the shoulders of a single manager. Air Force Materiel Command people who will put this concept into action will need to learn about the new ideas, so integrated command headquarters training officials at Wright-PattersoAFB are preparing for the "IWSM C n revolution." "As the professional world of acqui- sition and sustainment develops within AFMC, both contributing cultures will need to understand the' process, from cradle to grave, that program managers must use in efficiently managing their resources," said Charles B. Jackson, who will be director of Human Resource Development for AFMC. "The obvious problem is that there are tens of thousands of future AFMC employees who need the training. point 5-20- office and working groups are producing handbooks, videotapes, and seminars to conduct training, officials said. "The exchange of skills, and indeed the actual cultural exchange that is taking place, begins at a grass roots level," Jackson said. To guide training, "templates" are being developed. For example, one plan outlines training for logistics specialists in concepts of system program office operations, laboratory management, engineering services, as well as the arts and sciences of configuration control and program integration. Similarly, AFSC must know the principles and practical application of sustainment. In another plan, scien- tific and acquisition specialists from AFSC are taught an overview of item management, depot maintenance, and y the operations of a logistics center. "This melting pot of technical skills that will produce Air Force Materiel Command justifies the many management references to this new command as the 'best of both worlds,' " Jackson said. The entire IWSM effort is on a fast track, driven by the need to be operational in time for the July 1 startup of day-to-da- Training is essential "The Human Resources DeveloDirectorate is currently wrestling with that predicament," he pment said. "Systems, Logistics and Communications Commands agree that the training is essential to the success of IWSM." IWSM process action teams, Proc- - BUILDING A NEW 00. ess Integration Teams, the project new AFMC "functional template" for IWSM. A core knowledge template reflects training requirements and training that are common to all participants in the IWSM concept. Making IWSM a reality demands a rigidly methodical approach, officials said. The sheer numbers of people to be trained, combined with the subject's complexity, requires implementation plans in significant detail. AIR FORCE MATERIEL COMMAND CULTURE Command. A substantial amount of training including videotapes covering core knowledge, IWSM whitepapers, and a process action teamprocess integration team overview already is in place. Classroom instruction covers eight different disciplinary areas: financial management, requirements, systems Materiel Risk matrix engineeringconfiguration manage- ment, logistics, program management, technology insertion, contracting, and test and evaluation. Other subjects be- non-progra- ing taught are related to team buildingquality, acquisition, and logistics center operations. The Human Resource Development concept is underlying all training and education efforts for AFMC. The concept keeps experts from each functional area involved as each IWSM training block is developed and im- plemented. The process owner, or functional manager, reviews and approves the efforts being undertaken. Members of eight process action teams who are fine tuning the future process called IWSM also have been pressed into service as subject matter experts on occupational review teams. These teams identify job performance requirements and training Scheduling training and assigning priorities is being done through use of a "risk matrix." Each training block is called high risk, moderate risk or low risk, depending upon how critical it is to successful integration of programs. High risk Category A includes all program executive officer programs; exCategory B includes ecutive officer programs with multiple managers, and Category C includes executive officer prosingle-cente- r with management. grams Most training efforts are being concentrated in Categories A and B. Programs involved in the IWSM concept will require a contact within the training community to answer questions and help schedule training. In March, each AFMC base was asked to identify a permanent training point of contact who could coordinate training activities. These people will assist programs with determining and meeting training requirements and ensure access to training materials and seminars. Hill's training point of contact is Connie Carlton, Ext. resources. Their finished product is the non-progra- m m .NO BMlh SPIClHILSs U2J MJ f JOES S7AG3PS1 AI1 I 1900 W. Riverdale Rd. Roy, Utah 84067 1 HOURS: 8-- 6 8-- 5 Weekdays Saturdays Ask About Our "Happy Trails" Road Hazard Warranty v st?ts a rt , r!Sf iC f & INSPECTION 24 24 Taking care of your tire and service needs since 1970. 773-318- EMISSION OFF OFF ALL BRAKE WORK Mounting FREI Rotations saianunu rnnK vaive ousm HZE Hat Repair 1 to 1 9 yr v . J-jrr- e. A a and COMPUTER WHEEL ALIGNMENT Hnme Jnin the Herd! 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