1. We’re working to eliminate this guy…the Frozen Middle
Coined in the 80s by the CEO of General Motors: When the upper and lower echelons of an organization WANT change but the middle cannot move beyond their Status Quo
That’s what you, as CPI Practitioners, are up against as well

2. AFIMSC/RMC (FM Center of Expertise)
Provide Analytical Support
to Air Force Installations & Major Commands
On demand consulting
Clear, unbiased analysis
Expert training
Brief history of CoE and how we staff our organization to maintain breadth as well as depth of knowledge

3. In order to provide the best support to yourself and your decision makers…
Do not be a “Yes Man”
Answer the Auditor or the Inspector:
What are you doing?
Why are you doing it that way?
Does it make sense to do it that way?
Have you ever thought about doing it differently?
You have a RIGHT to DEMAND EVIDENCE and an OBLIGATION to THINK CRITICALLY.

4. CPI 8 Step Identify the Issue Implement Analyze the Issue Evaluate
1. Clarify the problem
What is the “Pain” and who is affected?
4. Determine root cause
What are the most critical root causes of the effect or pain?
6. See countermeasures through
(a. “Plan” the work)
What exactly needs to be accomplished to implement the countermeasures?
(b. Do the work)
Identify the Issue
Implement
2. Break down the problem
ID the performance gap
What is the performance gap and Impact on the organization or mission?
7. Confirm the results
How did we do?
Improvement target realized?
Analyze the Issue
5. Develop countermeasures
What must be done to mitigate the root cause(s)?
Develop Alternatives
Evaluate
Here’s how we can support your efforts. Think of us as “the analyst next door” and call when you want to bounce an idea or two off someone.
Blocks 1-8 – Augmenting Your Force with Unbiased Analysts
Block 1 – CRITICAL Thinking ~ CPI Practitioners are “trained” -- our experienced analysts can help
Block 2 – Calculating Cost Impacts to Customer ~ with the CREATE tool or a less complex method
Blocks 4, 5, and 6 – Our repository of analyses may provide ideas
Block 5 – CREATIVE Thinking
Block 7 – Re-Calculating Cost Impacts to Customer
Block 8 – Costs for Sustaining the Improvement
3. Set improvement target
What does right look like?
When should it be achieved?
8. Standardize successful processes
How will we maintain the gains?
How will we communicate and facilitate replication?
Evaluate Alts

5. What’s “Analysis”? Process Flows Cons Tools Consequences Funding
Benefits
Time Series
Pros
Tradeoffs
Benchmarking
These are some of the things we mean by “Analysis”
Which one are familiar to you?
CPI Examples from audience
There’s a lot to organize so we work through it methodically
We often find ourselves backtracking when we uncover new evidence
We’re deliberate and analytical at the CoE
We’ll discuss a few in more detail
Effects
Risk
Resources
Costs
Financials
Uncertainty
Stakeholders

6. Data Sources AFI 65-503 Cost Factors
af/USAF/ep/globalTab.do?channelPageId=s6925EC FB5E E329A9
SAF/FMC Homepage on AF portal; various tools & data
JFTR, JTR, allowances, and per diem rates
AF e-publishing; various resources useful for analysis
AFIs /502/503/504/508/509 and /1021/1032

7. Steps 2, 7, 8 – Cost Analysis
Examples of how our analysis may apply to a CPI event.
Let’s talk about where this data may be derived.

8. CREATE Cost Demo

9. The A3 – Steps 2, 7, 8 – Cost Analysis
But, is there more to consider?
Examples of how our analysis may apply to a CPI event.
Let’s talk about where this data may be derived.

10. CREATE Benefits Demo
Benefits Analysis is a methodology to capture nonmonetary aspects of each alternative. For example:
Changes in capability
Flexibility
Efficiency
Security
Morale
Benefits Analysis Process:
Gather Panel (generally 4-8 various stakeholders, including end user if possible)
Establish Benefits (vary with each study)
Weight Benefits (w/Rationale)
Score Each Alternative against Each Benefit (w/Rationale)
Cost/Benefit Ratio

11. Benefits Analysis
Examples of how our analysis may apply to a CPI event.
Let’s talk about where this data may be derived.

12. Risk Assessment Matrix
Risk Analysis
Risk Assessment Matrix
PROBABILITY
SEVERITY
Frequent
Likely
Occasional
Seldom
Unlikely
Catastrophic E H M
Critical L
Marginal
Negligible
Risk Can Be Analyzed Multiple Ways: But one must THINK it through!
Pre-decisional
Criticality of key assumptions
Financial accuracy
External events
Stakeholder reactions
Unintended consequences
Post-decision
Implementation schedule
Impact of residual risk
Mitigation plans

13. with about 30 tabs open. ~Unknown
I may look like I’m
not doing anything,
but I’m quite busy
problem-solving,
being creative,
or just thinking
in my head
with about 30 tabs open ~Unknown
We’re good at taking the time to think.
This is a great way we can help the CPI process.
Third Party Support partnering with CPI Practitioners.

14. Examples From Our Repository
Doing Now
Community Center
Dorm
Generic Facility Project
Doing But Can Improve
Gate Ops
Bowling Alley Changes
Marina
Library
Travel Card
NAF Vehicles
E Readers
Potential Areas
ID Card Issuance
Marquees
TDY/Mil Pay Transactions
Overhire Request
Finance Weekly Training
Simulators vs. Jets
Crowded Gym (CC tasking)
Failing PT Test
Bad OPR Rate
DUIs
Our repository is not open to the public.
Call us to see if we’ve done a study that may help with your event.

15. Contact Us CoE SharePoint CREATE
CREATE
CoE Strategic Plans and Partnerships Division
Chieko Steely
Lisa Anderson

16. Again, we’re all working to work our way through, around, or over the Frozen Middle!

17. QUESTIONS