My experiences working in depot maintenance throughout Tinker Air Force Base gives me knowledge to understand its diverse workplace environments. I am a very effective team player who can work well with others to resolve deficiencies effectively. However, the two main strengths I possess are initiative and communication.
For over seventeen years I have been committed to Tinker Air Force Base and the mission of supporting the warfighter. Vital in meeting requirements of any position on base is initiative and communication. Without initiative there is no problem solving or culture change that can occur. Opportunities are missed to positively transform situations for ourselves, our co-workers, and for the production of a quality product for
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our customer when communication is lost. I took initiative in learning my duties at Engine Final Preparation and Categorization, a sub-unit of the Engine Test Cell Unit, when I first was hired. I not only learned the requirements of inspection and repair, but recognized that my findings would affect production time and displayed resourcefulness in order to put forth the best recommendations for repair. While in propulsion I was given the opportunity to become the Hazardous Material/Waste Monitor for my work area.
I seized the chance to learn about federal and state laws regarding handling, storage, and reporting procedures. I not only monitored my local work site, but was then able to take part in inspections around the propulsion area concerning hazardous material. Educating myself in this area gave me the capability to work as an environmental specialist for propulsion. As a specialist I would interact with shop areas gaining direct knowledge of the complications being faced. I followed through with supervisors and employees to develop new procedures for control of the materials within their area. When a shop that was having problems finding a chemical to meet requirements needed; I would assist in locating a suitable solution for the …show more content…
issue. In both propulsion and aircraft I recognized a need and stepped up to become involved in the Voluntary Protection Program (VPP) working with management and employees. I contributed to VPP as a team member for the Hazard Prevention and Committee. My participation in numerous projects such as the Head Injury Reduction Team, “Walk the Talk” initiative, and Reflective Belts/Rain Suits for Post Dock assisted in creating a positive safety environment. Moreover, my involvement lead me be chosen to represent maintenance employees across the installation during a base wide Hazard Reporting Rapid Improvement Event. The event engaged me with Base Safety and other members from around the installation compelling clear communication on my part to ensure that an accurate perspective was given of workplace challenges. The mission we accomplished in that event was to create a user friendly and transparent system that would promote accountability and involvement from employees for reporting a hazard found on base. In the Aircraft Maintenance Group I saw the necessity of process improvement which led my interest in transformation.
At that time I also became involved with the local union and was appointed as the transformation steward for Aircraft Group. Learning the policies and procedures for what drives our practices was my first priority in the transformation arena. I studied and establish an operational knowledge of each worksite within the group. I assessed the gathered information to interpret the area needs for concentrated performance and accomplishment of production plans. Projects such as the reduction of flow days and training plans for gated systems were major happenings that I worked on in Tanker Squadron, Bomber Squadron, E3s, and Services. I took full advantage of working with the engineers and supervisors within the Mistake Proofing Program (MPP) in Aircraft. Connection with management, support personnel and building a mutual trust with the employee on the production floor allowed me to bring all sides together. In MPP, I sought items that would make way for progress in the work place; we developed and produced items such as: KC-135 landing gear dolly fixture, B1 filter housing tool, Mega-Door hanger door safety enhancements, along with numerous other
tasks. Now in Quality Assurance, I am starting a new journey to find my place in the AFSC Way and believe my experiences give me a vantage point like no other. Completing my associates and moving forward onto my bachelors would further develop effective management skills in me and allow me to contribute to the overall dynamic of the organization.
Effective planning is impossible without first understanding the problem. Commanders rely on personal observations, experiences, and input from others to develop understanding. They also prioritize information requests and incorporate additional information as those requests are answered. A complete understanding of the problem and environment builds the foundation for the operational process and ...
As NCO’s we sometimes become complacent in our positions and our routines. Accepting challenges is what sets us apart and continues to ensure that we grow as Soldiers, Leaders, and Non-Commissioned Officers. The Sergeant Audie Murphy Club induction process is rigorous, and because of the rigorous amount of preparation that it takes to earn it, I will become a more knowledgeable NCO, while also allowing room to realize what my weaknesses are in order to improve in those areas. This learning and self-refining assessment will ultimately help me become a better NCO for my Soldiers. I aspire to become a member of the Sergeant Audie Murphy Club for
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
As a Marine, it is imperative to have leadership skills along with being capable of working with others. This book was written to enhance the reader’s mentality of how the Marines operate. It informs those who are looking into the service, and provides an in depth look into the trials and tribulations it has been through—as well as conquered. This book substantially explains the vigorous training platoon 3086 went through in order to earn the title of being a Marine.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
The Minnesota Mining & Manufacturing Corporation (3M) was founded in 1902. It reported sales revenues of $16.7 billion during the year 2000. These revenues came from 3M's six business divisions: industrial; transportation, graphics, and safety; healthcare; consumer and office; electro and communications; and specialty materials. All business divisions were profitable in 2000. The same year, the company made more than 60,000 products and about $5.6 billion sales came from products that had been introduced during the prior four years and another $1.5 billion came from products introduced during 2000. Annually, more than 75,000 employees worked to create more than 500 new products. The company was recognized for its vertical organizational structure, with businesses established by technologies and markets. It was one of the most admired corporations in America and was awarded the National Medal for Technology, the U.S. government's top award for innovation, in 1995.
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
Owning your own business for Space Craft could be very exciting and could require an extreme amount of work and time. It was the day my troubles came, when I realized so much could occur at one time. When a Space Craft shut down such as mine “The Unstoppable Flames”, it caused millions of job losses, money issues, and also confusion of the operation in the company. Millions of people went without jobs unnoticed. Some had just walked into work that morning and I had to report the disturbing news that The Unstoppable Flames will no longer be unto existence. By the look on their face I could tell their hearts were broken and dreams were lost. According to www.NASA.gov a Space Craft provides about 5,300 jobs and that’s only for the research center.
With those skills and with sheer determination and diligence, I progressed quickly to become an operational support
In my Learning team, my personal strength is having good people skills. I meet and get involved with new people everyday whether it be work or school related. I enjoy speaking, listening and giving input to my team members so that they are aware that they can count on me to participate as a team player in our Learning Team. Good people skills are very important in a group setting because of all the di...
Regulation compliance, employee safety, fire safety, ergonomics, industrial hygiene, hazardous waste removal, training procedures, and management relations are samples of features taken into consideration during a Safety Major’s day. Though there are numerous specializations safety professions can choose, a base knowledge in all fields is essential for a successful career. Therefore, I intend to pursue a continuation of safety certifications that will demonstrate a persistent ability to learn about my career. For the initial duration of my profession, I hope to obtain an Environmental Health and Safety specialist entry level position for an established organization. If the opportunity arises, I will promote within the same organization until