Original Date: 07/10/2006
Revision Date: / /

Tobyhanna Army Depot has implemented a team-directed workforce comprised of Tobyhanna employees, the Union, and management whose goal is to create and maintain a high-performance organization focused on the business and its success. This change to corporate philosophy came as a result of in-house survey results that defined a lack of corporate communication skills and follow-up necessary to improving Tobyhanna’s competitive posture through continuous improvement.

Corporate philosophy changes were initiated at Tobyhanna Army Depot (TYAD) during the Base Realignment and Closure of 1995 along with compliance issues of A-76 and the drive for privatization of Army depot operations. With the change in philosophy came questions of operational viability. Answering these questions initiated team process training, internal surveys, and audits within TYAD. From these surveys came many references to communication problems that existed that were creating roadblocks to the progress of production issues, the most prevalent of which was “stove piping” in which information went up and down but did not move outside the product line. Information that was transferred was inconsistent or created internal competition that adversely affected morale and productivity, leaving issues unresolved productively.

TYAD now understands the philosophical changes that are needed and has a clear vision of how business will be conducted from the present to the future. The facility’s new systematic approach will include developing a team- directed workforce, training personnel to sustain a business-focused culture, incorporating a balanced scorecard at all levels of the organization, and adjusting processes to achieve the highest level of productivity to enhance TYAD’s processes.

With communications paramount to the importance of operations, TYAD understands the size of the workforce, the diversity of its product lines, and the matrix relationship created in the philosophy. Meeting guidelines, information delivery, data reporting, customer satisfaction surveys, and all other communications indicate that progress is being made. The combined philosophical and communications changes that have been implemented at TYAD are adding to the facility’s ability to improve customer business and customer relationships. Continual workforce development, process improvement, developing feedback, and accountability will continue to add to TYAD’s ability to sustain the warfighter.

For more information see the Point of Contact for this survey.