Original Date: 04/06/1998
Revision Date: 01/18/2007
Information : Reorganization - Business Center Review
The Anniston Army Depot (ANAD) has had a directorate structure, typical of all Army depots, which reports to the Commanding Officer and Civilian Executive Assistant (CEA). This structure of numerous functional directorates (Resource, Contracting, Engineering, Information Management, Production, Ammunition Operations, etc.) has served depot installations well over the years when missions have been interrelated to all the functional areas. In recent years, however, ANAD’s mission has changed from an installation that overhauled tracked vehicles to an installation with multiple missions, and multiple customers representing many different Commands. Missions for chemical demilitarization, weapons programs from Base Realignment and Closure (BRAC)-affected installations, and support to military and commercial tenants have all become part of managing the Installation. More recent trends toward partnerships with private industry have further complicated the role of strategic management essential to the future success of the Installation.
As a result of these changes in business atmosphere and mission, more attention needed to be given by top-level management in planning for future success and developing long-term business relationships. A new management level, consisting of General Managers for Business Operations and Production Operations, was proposed. In November 1997, this structure was given provisional approval by the Commanding General of the Industrial Operations Command. This was implemented on a one-year trial basis in January 1998. This new structure (Figure 3-1) aligned all Command requirements (e.g., equal opportunity, internal review, law enforcement, risk management, protocol, tenants) under the CEA. All production activities were aligned under a General Manager for Production, and all base operations and support functions (e.g., contracting, public works, resources, information management, business management) were aligned under the General Manager for Business Operations. The basic directorate structure (and management within directorates) was not changed. The primary advantage of this organization is to have the two Business Center Managers responsible for day-to-day operations, with the Commander and CEA having more time for external coordination and strategic planning.
The effectiveness of this structure is reviewed and monitored over the one-year trial period. A Focus Book has been assembled with key performance indicators in the areas of productivity, net operating results, quality, safety, and equal employment opportunity to provide a means of measuring success. The Focus Book is used by the Commander, CEA, and two new Business Managers on a continuing basis to monitor performance.
Figure 3-1. Provisional Structure Chart
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