Lean Manufacturing Principles Improving the Targeting Process.

摘要

The Army's framework for targeting is the Decide, Detect, Deliver and Assess (D3A) methodology. The D3A and Joint Targeting processes are indeed time-tested and proven, but a change in focus is driving the need to improve targeting. As a force, we have focused on operations in a counterinsurgency environment for the last 10 years. However, as Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF) end, our change in focus is moving toward high-intensity conflict. We have to ensure we have the targeting skill set and proficiency to transition into the new focus of the larger force. One of the most prevalent criticisms and or challenges of the targeting process that arose during OIF and OEF is that the 'adaptability and flexibility of the targeting staff affects the application of systematic targeting procedures in new and changing environments.' This inability to adapt the process to changing environments has generated second-order problems. Some of the second-order effects that have arisen from the root cause (adaptability) include the inability to effectively assess the effects of the target engagement, and the overall timeliness of the targeting process, both of which can be attributed to the adaptability of the process. This thesis will assess whether methods that improve modern businesses can also improve the targeting process, specifically the adaptability of the process. The thesis will analyze a proven business improvement model (Lean Manufacturing), compare and contrast the business model with the military targeting process and real-world combat experiences in application of the process, and search for areas of improvement in the adaptability of the process. Thus, the problem statement is as follows: Can Lean Manufacturing methods employed by modern businesses improve identified weaknesses in the targeting process.