Through IIF’s manpower studies/analysis and management advisory/consulting services, JFHQs can better support the readiness and wellbeing of the Soldiers, Airmen, their Families and respective units.

Full-time (FTS) support requirements studies commissioned by NGB validate the manpower required to accomplish 100% of the Federal workload. However, these studies do not culminate in a comprehensive recommendation for the most efficient/effective organization. Adjutants General must prioritize limited FTS assets against competing priorities.

Staffed with less than 100% of required personnel, organizations are left to develop their own particular business processes (SOPs) with limited manpower (full-time support) to best accomplish the workload. Since JFHQs have various and different administrative and operational command links, both internal and external to the States boundaries, each must accommodate satisfying mission requirements in its own particular way.

Our wartime environment demands maximum efficiency of personnel resources to effectively satisfy pre-mobilization workload requirements, whether in an office environment or in a maintenance bay, but with limited manpower. Identification and implementation of alternative means to enhance the business process provides the leadership with a “comfort” that all that can be done is being done.

How do you maximize productivity of limited number of full-time support authorizations against ever increasing requirements?

IIF is exceptionally experienced in conducting assessments of business processes and organizational management analysis through its Management Advisory Services (MAS) to recommend and validate the most efficient/effective organization. We leverage the Lean Six Sigma methodology to identify and resolve efficiency issues.

IIF will provide a team of exceptionally experienced, National Guard centric professional analysts and SMEs that will quantify improvements to the business processes. Some of whom have and/or still serve in a uniform capacity.

Outcome to the customer:

• Provides leadership with a trust and confidence that limited manpower resources are being used in a manner that maximizes the return on investing in the MAS.
• Captures the revised business process into maps which can be used as a Standard Operations Procedure document. Not only will this document provide current staff with a readily accessible reference to more readily implement revised processes but, it has the potential to more effectively transition newly hired personnel.
• Documents an organizational structure that reduces redundancies, yet enhances continuity of operations and management.
• Identifies most efficient organizations and processes from input around the nation.