Afso21 Eight-step Process To Critical Thinking - Essay for you

Essay for you

Afso21 Eight-step Process To Critical Thinking

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AFSO21 - What does AFSO21 stand for? The Free Dictionary

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Value is defined as a need that a customer is willing to pay for (DoD Continuous Process Improvement Transformation Guidebook), and waste is described as "Defects, Over production, Waiting time, Non-standard over processing, Transportation, Intellect, Motion, and Excess inventory"; (represented by the acronym D-O-W-N-T-I-M-E, AFSO21 Playbook, p.

As the idea has matured within the Air Force, it has taken on a personality of its own in becoming AFSO21 .

As a result of an enterprise-wide task order that placed MainStream's senior experts within the headquarters of the Air Mobility Command (AMC/HQ) as well as at 14 domestic bases, AMC/HQ is in year two of an active Strategy Deployment that is aligning their AFSO21 efforts throughout the MAJCOM in order to achieve the AMC's breakthrough objectives of "increasing system velocity and Precision, Slashing Waste in All Processes, and Creating a Self-Sustaining Continuous Process Improvement Culture.

AFSO21 does much more than just produce straight-forward results because it promotes a culture that eliminates waste, shares best practices, and reduces cycle times for delivering effective combat capability.

realizing this vision will enable war fighters to exploit forecast uncertainty instead of becoming its victim--and thus will promote the objectives of AFSO21 .

AFSO21 is the key strategy to guide continuous process improvement that allows the Air Force to continue evolving while meeting mission-critical needs of today's warfighter.

Achieving maximum benefits through an AFSO21 review would require assistance by experienced consultants.

This is not an additional program but a process to place Safety on the path of continuous improvement--it fits right with our current AFSO21 processes.

Under the auspices of Air Force Smart Operations for the 21st Century or AFSO21. I have asked every Airman to make energy a priority and to bring ideas forward on how we can be more energy efficient.

They felt opportunity cost, effort, and time might be better spent on other AFSO21 events and initiatives which would provide a higher return on time invested.

I solicit your help in optimizing our resources by applying AFSO21 tools, techniques and principles.

To align the GFA curriculum with FM's heavy emphasis on AFSO21 initiatives, it now includes a course that AFIT has taught for many years, business process improvement.

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AFSO21 APK by GLIP Inc Details

Description: AFSO21 APK

Thank you for checking out the AFSO21 app for AFSOC. Other MAJCOMS coming soon.

AFSO21 stands for: Air Force Smart Operations for the 21st Century

AFSO21 has support at the highest levels, but it's not just a tool for commanders to use. It's a culture change that involves everyone.

AFSO21 is all about process improvement; it's a different mindset we all need to embrace. It means looking at all our tasks to determine which steps, processes or entire jobs add value and which do not.

This app has been built so your can learn more about AFSO21 and what is going on within AFSOC in term of process improvement.

AFSO21 provides the tools -- like Lean, Six Sigma and Theory of Constraints -- to make the improvements, but I want to be clear that they are just tools. The revolution is in the way we look at everything we do with an eye toward doing it better.

We are using our very successful balanced scorecard work as a launch point for AFSO21. The Air Force is using AFSO21 to analyze those key processes, eliminate waste, focus on the value-added parts of the processes and further improve them. AFSO21 is the future of the Air Force. We are not getting more people, resources or money. The only thing we can truly change is our processes. It's like Churchill said after the war, "Gentlemen we are out of money. Therefore, we will have to think!" It's time to think! It's time to act!

Air Force AFSO21 program aims for continuous improvement

Air Force AFSO21 program aims for continuous improvement

Committing to improvement has been a continuous battle cry of the Air Force Smart Operations for the 21st Century ever since its conception.

Otherwise known as AFSO21, the program aims to strengthen the ability of every Airman to drive improved mission performance. This is in line with the Air Force's strategic goals and objectives through continuously enhancing methodologies, strengthening management effectiveness and shaping mindsets and behavior.

"It is basically a continuous process improvement," said Master Sgt. Michael Buhat, Aviano AFSO21 superintendent and facilitator. "We have the tools and techniques that were borrowed from the civilian sectors that teach us how to identify and eliminate waste."

These wastes include processes, tasks and "stuff that does not add value to the customer." Focusing on generating efficiencies and improving combat capabilities, AFSO21 applies to all of the processes associated with the Air Force mission.

"There's eight types of wastes that we've identified," Sergeant Buhat said. "They summed it down to a good acronym – DOWNTIME."

These include defects, overproduction, waiting, non-standard work, transportation, intellect, motion and excess inventory.

"If you have those in your process, and they don't add value to the customers, they are considered waste," Sergeant Buhat said.

Following an eight-step model, the AFSO 21 process includes:

  • Clarify and validate the problem
  • Break down the problem and identify performance gaps
  • Set improvement target
  • Determine root causes
  • Develop countermeasures
  • See countermeasures through
  • Confirm results and process, and
  • Standardize successful processes

According to Master Sgt. Joshua McCulloch, Aviano AFSO21 facilitator, the goal of the AFSO21 is to meet the "Commitment to Improvement" slogan of Brig. Gen. C. Q. Brown Jr. 31st FW commander.

"We want to take all the processes that fit into General Brown's overview of his mission, and we want to make every process that we can as efficient as possible so that the wing is as productive as possible," Sergeant McCulloch said.

Sergeant Buhat said AFSO21 boils down to the mission.

"We do our job and improve our process so we can effectively execute our mission," he said. "The Air Force basically wants every Airman, from airman basic to general officers, to be problem solvers; seek for problems and opportunities of improvement."

Eight golden steps for a better negotiation

Preparation is one in the most important aspects of negotiation. Neglecting this crucial component can result in a bad deal or a failed agreement.

People never plan to fail, but they often fail to plan. This is a sensible and shrewd maxim which has dogged many business owners since time immemorial. It's the prime reason why so many intrepid enterprises fail so miserably, despite the determined if not heroic efforts of their proud owners. A grand idea had illuminated their hopes and they thought or assumed they couldn't fail. They crashed into a stark reality when their ledgers bled the colour red, and consequently, the life of their business itself. They failed because they didn't plan.

'Be Prepared.' is a brilliant Boy Scout motto which should be akin to the first commandment to any endeavour upon which we embark. Successful businesses follow prescribed models that are not all that dissimilar to mathematical formulas. Success is not a mystical alchemy but rather the science of tried and tested methodology.

Successful negotiations are no different. We must prepare ourselves through intelligent, reasoned planning. To do otherwise is not much different, from trying to grope and fumble your way through a dark and unfamiliar room.

To illuminate your way to the negotiating table, here are the 8 golden steps . which will guide your way in planning your approach.

Step 1 - Understanding

We gain understanding of the purpose of the negotiation through prioritizing and ranking our needs or objectives. Secondly, we must follow the same process for our counterpart. Our understanding is based on all the intelligence we can gather about them. It may either be an estimation of their objectives, or a fairly reasoned guess. We must also rank and prioritize what we perceive as their needs and objectives.

Performing this procedure will enable us to consider possibilities about a potential and beneficial outcome, not only for ourselves, but also for out counterpart. This overview offers us a perspective about the issues we are going to face.

Step 2 - Invent Solution Scenarios

Once we understand our prioritized objectives, and what we perceive as those of the other side, in terms of the desired outcome, we can determine what areas would be potential areas of mutual agreement. Here, we might find the basis for finding a region of compromise. Alternatively we can consider prospects to trade off as concessions. Likewise, we can determine those concessions our counterpart might have to offer, which are of interest to ourselves. We need not re-invent the light bulb, just a better one.

Step 3 - Establish the Alternatives

The prepared negotiator knows that there is a bottoming out point, where the negotiation might collapse like a house of cards. Both sides will have a reservation price or bottom line which they will not transgress or cross. If our paths do not intersect, then there is no zone of agreement and the talks will likely fall to pieces. Keeping this possibility in mind, the intelligent negotiator realizes that they must chew over their best possible alternatives or BATNA, which is the fall back position, should talks fail. We must realize that our counterpart is of a similar mind. So we need to discover their best alternatives to fully appreciate the relative strengths of both parties in comparison.

Step 4 - Give Your BATNA Some Spinach

The stronger we can make our BATNA. the stronger are our alternatives. This is not just a preparatory phase of the process; it must be seen as an ongoing process. Anything you can do to strengthen your alternatives, empowers your position at the table. A feeble BATNA weakens your ability to be as effective as possible. It may possibly make you prone to being placed in the position of accepting a less favourable deal.

Step 5 - Who's the Big Cheese?

Be fully cognizant of what decision making authority you bring to the table. More importantly, before you even sit down to begin negotiating, it is crucial that you clarify the decision making authority limits of the other side. One of the most common gambits used to gain advantage over us, as we are about to reach that critical stage of agreement, occurs when your counterparts shrug their shoulders and calmly advise, they have to clear it with the 'Powers That Be ' Our looming agreement becomes deflated like the air leaking out of a balloon and we find we are caught in the power shuffle squeeze. They could be holding out for "just a few more concessions".

By ensuring that the authority levels of the people who represents the other side are understood, we will have the proper knowledge to adjust our strategy accordingly. Our counterparts do not need to have equal authority, but we need to make sure we clarify, that we haven't committed to anything before they get the authorization to complete the agreement.

Step 6 - What Do You Know About Them?

Information is power. Put your counterparts under the corporate microscope and research their background as thoroughly as possible, to find out what you can about them. Similarly, we need to know as much as possible about the operations of the company or organization they are representing. We can achieve a better understanding of their needs and interests through research. Knowledge is power. but ignorance is a miserable and unacceptable excuse.

Step 7 - Don't Let the Bough Break

A rigid tree often breaks in the face of a raging wind while a flexible one, bends to survive and weather the storm. A rigid posture or position is often counter productive. Be prepared to open your mind to new opportunities, by adapting to changing circumstances and adjust your strategy and tactics accordingly. Don't weigh yourself down to a specific position. A rigid stance will give you no room to navigate a different course, or alter your options.

The negotiation process is not a straight line from A to B. It is about as predictable as the weather and we all know how fast that can change. Have the right mind set before you enter the talks. Keep your mind open to face any potential changes that might spring out at you, when you least expect it.

Step 8 - Know Your Fairness Yardstick

A durable business relationship with a partner, will not survive the test of time if one of the partners feels they have been pressured into making a disadvantageous deal. If we are going to be making proposals, it is essential we determine realistic standards or criteria to form the basis of the proposal.

How else can you sell it to the other side; and how else can either side know whether the deal is subsequently fair? Similarly, how can you accept a proposal from them if there are no standards or criteria to give their proposal any weight or validity? We can use industry standards, internal or outside experts, or past experience to provide some guidelines. There are very few agreements that don't have some kind of history or precedent. These can be used to act as a fairness gauge.

As we prepare our own fairness gauge, we must be proactive and not just reactive. We must always remember to consider developing a gauge, one that can be applied to both sides proposals.


Preparation is one the most overlooked aspects of negotiation. Neglecting this crucial component, can easily result in a bad deal or a failed agreement which ought not to have happened. Very few of us like to do homework, but we know if we aren't prepared, we might fail the test. It sounds like an overly simplistic thing to say, but the consequences can be disastrous. Which position would you prefer before entering a negotiation - to be utterly clueless or happily prepared? It's your call.

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Eight Step Goal Setting Process - Mpact Wealth

Eight Step Goal Setting Process

As we approach a new year, I thought I’d share my Eight-Step Goal Setting Process, since this is the time of year when many individuals and business owners are clarifying their upcoming yearly goals. My coaching recommendation to anyone seriously moving through the goal setting process is to identify a small number of critical goals and targets and to keep the focus tight and narrow. As you identify the critical yearly goals, then begin to break the process down into quarterly and monthly goals and targets, and each week, based upon your monthly goals, create a plan to achieve maximum success throughout the weeks of each month. This will necessarily involve weekly planning, assessment and review, which I’ve discussed in previous blog entries.

The most frequent causes for failure to achieve important goals are:

  1. Lack of a clearly defined and specific goal with an associated completion date;
  2. Lack of a critical action plan to create the path for success;
  3. Insufficient or lack of assessment on what it will take to achieve the goal;
  4. Weak or low-level commitment to do “whatever it takes” to achieve a critical goal;
  5. Related to the above, low accountability for achieving significant results;
  6. Lack of or insufficient support, such as a mentor, coach or support buddy.

If any of the above resonates with you, then take note and ask yourself what you need to change in order to create better, more satisfying results. This is your life, and what I know for sure is that we each need to find a way to create financial wealth and security in our lives. Building a business is one of the top wealth building strategies today. Eighty percent of self-made millionaires started with no money and worked their vision and goals consistently with a high level of commitment, determination and persistence in order to achieve their financial success. Are you willing to do the same? The New Year 2014 is offering you just that opportunity. Place yourself out to the end of next year, and what will you have achieved that significantly advanced you toward achieving your highest priority goals? I hope my eight step goal setting process helps you with that! As we wind down 2013 and look to a new fresh year of 2014, I wish you great success in all areas of your life!



It’s critical to have a clear vision or picture of what your goal or outcome will be. You have to know clearly what it is you want. Vagueness won’t do. You must be specific in your goal setting. Only with clarity can you take focused action on achieving your goal.


Some people call this step, “Getting to the Big Why.” I suggest you start with the “Big What” first. What will be different or better for you by achieving your goal and then ask WHY is that important to you. This step is about establishing your deeper intention and the emotional need that will be satisfied by successfully achieving your goal.


Depending on the goal, you may have to invest in some research and study about how to accomplish the goal in mind. This step is concerned with informing yourself about what’s involved, identifying best practices, and winning strategies to implement.


You must assess how the taking on of that goal will impact or affect your current life. What kind of time, energy, or resources (including financial) will it require of you? Keep in mind that at any given time, your life is already 100 percent full. If you take on anything new, you must be ready and willing to carve out something that already exists in your life in order to make room for the new thing you’re adding to the mix. This step gets at what you’re willing to sacrifice for that something new.


Now you must create your game plan or plan of action. This step is about getting clear on the critical actions required to reach your goal and breaking those actions down into executable steps that you can easily implement.


This step is about raising the accountability factor and keeping you in action within the time frame you’ve established. Without accountability for a completion date, most people engage in procrastination and invest heavily into their reasons and excuses rather than in taking action.


When setting a goal, you need to be able to measure your results. This step is about keeping it “real” with yourself and getting the feedback you need on a consistent basis to adjust and modify your actions accordingly. If you’re to hit your target, you must get feedback to keep you on track.


For any worthy goal important for you, you must make a FIRM DECISION to COMMIT to the work and effort required to reach your goal. Without them, you are setting yourself up for failure from the get go. Commitment aligns your intention with the desired outcome through action.

To your goal setting and achieving success!

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