Original Date: 07/10/2006
Revision Date: / /
Information : Star Point Network
Following a 1996 employee survey that revealed serious communication problems at Tobyhanna Army Depot, the facility’s leadership implemented a communication process called Star Point Network, which has had a significant impact on the depot’s operation and has contributed greatly to the organization’s success. A recent employee survey revealed that employee morale and productivity has improved considerably as a result of the Star Point Network.
Tobyhanna Army Depot’s (TYAD’s) Star Point Network was developed in 1996 in response to an employee survey that identified communications as major area for improvement. The survey indicated that communication between functional areas was poor and that inconsistent transfer of information and data produced internal competition and conflict, adversely affecting morale and productivity.
Star Point Network was developed as part of the Depot’s communication strategy plan and corporate philosophy. The Star Point Network is a process that enables the vertical and horizontal exchange and flow of information between 160 branch and division home teams,15 directorate home teams, and the senior leadership team. A Star Point emphasizes each of the depot’s key business objectives as defined by senior management including communications, safety, quality, business performance, and customer service. Lean was recently added as a Star Point in recognition of its importance to TYAD’s functionality.
A Star Point person is identified at each level (leadership, directorate, division, and branch) and serves as the focal point of communication with a specific business area. Employees are selected and serve as a Star Point. Initially, the term for a Star Point (excluding communications) was 90 days but has since been expanded to 6 months to provide individuals a greater opportunity to participate and contribute to the role. The Communications Star Point position is permanently held by the senior leader at each level without rotation. A schedule for all rotating Star Points is currently in place with the exception of business performance, which is based on the depot’s Scorecard performance.
Star Points are charged with passing important information at weekly Home Team meetings. Primary Team Star Points meet quarterly to discuss important information pertaining to TYAD’s key business objectives. Information is then cascaded to the division and branch Star Points vertically and horizontally.
The Star Point Network has proven to be a valuable business process at TYAD. Communications have improved greatly across functional areas and employee concerns, and questions pertaining to the organization key business areas are addressed and resolved effectively and timely as a result of the Star Point Network. A 2004 employee survey revealed that nearly 85% of employees believed their supervisor was effectively keeping them informed. The employee survey also indicated that the Star Point Network has enhanced morale as information and good ideas to streamline and improve TYAD operations are transmitted rapidly and accurately.
Today, the Star Point Network enhances the depot’s corporate philosophy and its communication strategy. The Star Point Network has also proven to play an important role in the personal and professional development of TYAD employees. As employees participate as Star Points, their understanding and appreciation for different areas of the depot’s business grows and enhances their ability to contribute to the success of the depot.
For more information see the
Point of Contact for this survey.