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Show p n B 7T 0 s ion Jr . 00 Burton's reaction was a little different. "I thought it was sort of a good Hilltop Times staff writer news-banews scenario," he said. Lauri Young got the chance Friday "The good news was that Lauri w ould most people oly dream of she swapped represent the division well. The bad news was that there was a good probjobs with her boss for the day. a with Young, personnel specialist ability she would outshine me." the Technology and Industrial SupTaking Young's place meant Burton port Directorate, changed places with had assignments for the day involving her boss, David Burton. Burton is the personnel-relatejobs Like generating chief of the program control division statistics for use in a staff summary, in the TI Directorate. The move is a processing personnel action requests and smoothing out some computer quality management initiative. The idea for the exchange came from glitches. a focus group in Burton's division. The Young left him a list of six things division a focus groups are chaired by that needed to be done for the day. chief and include a representative from Half-wathrough, he was still on item one. every section in the division. a be "I'm signing up for another comit "Somebody suggested might divigood idea for people within the puter training class after (filling in for sion to 'walk a mile in each other's Young)," he admitted. shoes.' " Burton said. "I agreed. Young's schedule as Burton's stand-iincluded attending briefings, the "Next thing I knew, we were advertising for volunteers to change places commander's staff meeting, the direcwith me for a day." torate staff meeting, conducting her division staff meeting, signing volunteers submitted their own Twenty names to participate in the job swap. orders, presenting awards, handling Seventy or 80 employees from the di- problems, and a luncheon with Col. vision witnessed the drawing. Gary L. Curry, the deputy director of When Lauri's name was drawn, she the TI Directorate. Young admitted to being nervous, got so excited she canceled a day's leave she had scheduled. but said the job became more fun as "I was excited about the prospect of the day progressed. Dave working my job," she said. "I "It gave me confidence," she said know that I had the support of up"to wanted him to see how tough it really per management everyone was is. by Frances Kosakowsky 'J d I i i I ' t I -- - - I I 1 i d in 1 y j n i f U S j v- - 1 . Ci David Burton, personnel specialist for the day, compiles statistics for briefing... "Now, was that 25 or 250 I was supposed to be using?" 00 0 she's mB terrific!" Burton said he enjoyed being with the personnel team all day, and especially liked the camaraderie he saw. He said it also reminded him that these people do a difficult job under sometimes stressful circumstances. "After the air logistics center reorganization and the reduction in force, everyone was put in a challenging and sometimes frustrating position," Burraton said. "The supervisor-to-worke- r tio is presently one supervisor to every 34 workers, which makes it very difficult to spend much ne time with employees. "At the same time, employee workloads increased significantly. But, they're getting the job done." Burton, a long-timproponent of total quality management concepts like the above, said that after the reorganization and after compensating for the effects of the recent reduction in force that moved people out of jobs and into others, management had some other ideas they wanted to try. When the plans were presented to the employees, the answer back was, "Don't do it." The reason given was that they had a hard enough time forming new relationships and establishing teams that e Si Day's schedule Lauri Young, right, discusses the day's calendar with Jan Applegate, her "secretary for the day." A division chief is a busy person. Neol Word Crunching numbers one-on-o- V Air Force Pholoi by staff Q) worked well together without adding any more changes. "We took their advice and didn't (make any more changes)," Burton said, "and they have been as good as their word. "All of them took on additional duties and are getting the job done. No manager can ask for more. "If we hadn't had the mechanisms for employee feedback that TQM provides, we could have made a bad mistake," he said. Burton said this job swap with Young is just another illustration of what could be accomplished once employees believe they are actually empowered under TQM to make suggestions and have them acted upon by general consent. "We plan to use everyone's ideas wherever they apply. That's what TQM is all about," Burton said. Burton and Young agree that the job swap was fun and they both learned to appreciate the other's job. "It was fun for a day," Young said, "but I don't think I want his job. I was absolutely exhausted!" Burton echoed the sentiment on the day being hard work. Young added," Dave got five of the six things done before the end of the day. I think he did fine." KlspDGs3l El Continued from Page 1 ER with patients who technically don't need to be there," Henriksen said. "Thanks to recent staffing improvements, we now have a solution," Henriksen said of the new clinic. The clinic has two primary goals, Henriksen said. One is to provide faster, more convenient service to patients with minor illnesses and injuries. The other is to free up the emergency room to handle more serious problems. STLC The acute care clinic is not designed for routine physicals, PAP smears or the management of chronic medical conditions. These are best handled by routine appointments in pediatrics, family practice, internal medicine or the obstetrics-gynecologunit, Henriksen said. "We're excited by the opportunity to better serve our patients," he said. "As we gain experience with the clinic operation, we should be able to fine tune the system to respond y precisely to the community's needs. Accessibility will be greatly enhanced," Henriksen said. The acute care clinic will be open 7:30 a.m. to 8 p.m. Monday through Friday. Appointments can be scheduled through the hospital's central appointment system, Ext. 71847, from 7:30 to 3:30 each day. After 3:30, appointments can be made by calling the clinic directly at Ext. 76606 or 75503 or by simply walking in and accepting the next available time slot. Combat Strength Through Logistics Hilltop Times Published by MorMedia, Inc.. a private firm in no way connected with the U.S. Air Force, under exclusive written contract with Hill AFB. This commercial enterprise Air Force newspaper is an authorized publication for members of the U.S. military services, Contents of the official views of. or Hilltop Times are not necessarily the the Department of endorsed bv. the U.S. government, Defense or the Department of the Air Force. The appearance of advertisements in this publication, including inserts or supplements, does not constitute endorsement by the Department of the Air Force or MorMedia, Inc. of the products or services advertised. Everything advertised in this publication shall be made available for purchase, use or patronage without regard to race, color, religion, sex. national origin. age, marital status, physical handicap, political affiliation or any other nonmerit factor of the purchaser, user or . , , patron. Editorial content is edited, prepared and provided by the Ogden Air Logistics Center Public Affairs Office staff. Bldg. 1102. Room 118. Ext. 77321. . : . ISU1 AF3 Eteri6l Steffi Mo. Ctn. Dal W. Thomptoa Jr. .i.Ommanitr, OO-AIMoj. Woo J. HabiKty ...... ......... uJDirtctor, Public Affair Morilw A, Troinor ...... . . ......, .Chlfr Inttrnal Information ...................;..4.J.-..EditoGory Hatch... SSgt. Barbara Fishtr. ............ ...............AstUtant editor Franc! Kosakowiky ............M ......'...Staff writw C r Da&1ntS! Editorial and "around the hlfl" ittms, noon bfor publication; sports articles, noon MonThursday, day, week of publication; classified ads, 2 p.m. Wednesday, week of publication. For more information, call the editors, Exts. wk 7732177322. |