Field Feeding Companies, its Advantages, Disadvantages, and those Affected
Field Feeding Companies will affect Doctrine, Organization, Training, Materiel, Leadership, Personnel, Facilities, and Policies (DOTMLPF-P) because of the recently approved Force Design Update, (CASCOM, 2018). In terms of food service support, the FFC’s will change the way that food service personnel operate in Garrison, field and forward deployed environments by consolidating food service personnel into one company and disbursing personnel and equipment when needed by Echelons Above Brigade (EAB). However, when not in support of other units, FFC personnel will be employed in the Garrison dining facilities and will provide Garrison food service support until their
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The FFC’s will provide a scalable modular field feeding design that will benefit all home station EAB units as well as the forward support unit in deployed settings. In addition, FFC’s will allow the Army to provide the capability to support Title 32 defense, disaster relief and humanitarian assistance around the globe as well as homeland defense. Additionally, FFC’s will provide the Army with the capability to maximize and improve readiness as well as allow the Army Field Feeding System (AFFS) to compete against contractual companies that currently support the United States Army. Furthermore, in Garrison operations, FFC’s will allow food service leaders to gain more control and accountability, provide mentorship, and enhance training opportunities for food service personnel, at all levels of any food service operation across the United States …show more content…
In the case of the FFC’s, there are numerous variables of the Army that will be affected by this new concept. Most of the Army’s doctrine will be affected to incorporate the FFC into battlefield operations and capabilities to support the AFFS, humanitarian assistance, disaster relief, whilst maintaining the operation for those units that will not divest their formations of their field feeding capabilities. These changes will occur across 1700 units across all three components in terms of personnel and equipment changes. Food service personnel will become a pooled system that will require tasking in order to initiate the field feeding support process. New and additional leadership opportunities will open for Officers, Warrant Officers, and Noncommissioned Officers that will enable them to become more competitive in their field for career progression. Furthermore, consolidated dining facilities will be impacted in terms of possible closures or will lack the proper amount of personnel if a field feeding company is manning a facility and is tasked at the same time to support an outlying unit. Lastly, all organizations with food service personnel will be impacted, as they will have to divest their units of all Culinary Specialists and their associated field feeding
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
I will go to division and ask that they exclude our S6 shop from any future division CPX’s while we prepare for the NTC rotation and the RAF mission. Word will spread that the new brigade commander is going to bat for the unit. I will work with the combined arms battalions and make sure they are focused on their core infantry and armor skills and provide them the resources and training that they require to get back up to full readiness levels. In regards to red-cycle tasking, we need to change the perception that this is for the Brigade, this is for the soldier’s development for promotion we will roll this into our preparation for NTC and not take it as another tasking. It is simply to prepare us for deployment. As I had mentioned above, with the families fully supporting the brigade by the show of solidarity and community support for what their soldier is doing and why the stress levels on the home front will be reduced and will, in turn, diminish the issues of domestic violence, DUI’s and divorces will hopefully be reduced and when you have happy families you will have dedicated soldiers ready and willing to work
Fort Leonard Wood is the home of the Chemical Corps, and it’s also the home of the Chemical Defense Training Facility (CDTF). The Marine Corps, Navy, Air Force, DOD civilians and allied nation Soldiers come to train at Fort Leonard Wood’s CDTF. In the Army for a Soldier to complete his chemical Military Occupational Specialty (MOS) he needs to successfully finish the CDTF. As he becomes a Non-Commissioned Officer or Officer, he will have to come back to Advanced Leaders Course (ALC), Senior Leaders Course (SLC), Basic Officer Leaders Course (BOLC), or Chemical Captain Career Course (CCC) as this is a requirement determined by the Department of Defense (Unknown, Chemical and Biological Defense Program annual report to Congress (2000), 2001).
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
As a Non-commissioned Officer you can expect me to be a professional leader dedicated to taking care of soldiers, the mission, and the army way of life. You can expect me to use Army Regulations, Technical Manuals, and direct orders from my superiors as my guidance on what actions to take in each situation faced whether tactical or technical. I will not be afraid to make sound and timely decisions in the absence of my leadership’s orders. When left in charge I will take charge.
Almost every angle of the food industry can be considered dangerous. It is dangerous to make the food, as a meatpacking job is one that is viewed as having abnormally high risks; however when the food is handed over a counter on a tray or prepared in a family of four’s kitchen, it poses a huge risk to humankind. Foodborne illnesses are all too common and almost everybody has the possiblity of contracting a foodborne illness. These are life threatening diseases that need to be monitored and regulated; therefore the enforcement of government regulations in the fast food industry could potentially save many lives that are lost annually due to the numerous factors that need regulation.
Production and distribution issues will also be addressed. Many production issues will be corrected as the facility is updated. Distribution is less of an immediate problem and future growth will resolve many of these concerns.
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
The primary challenge for leaders in the Army is taking a group of individuals and molding them into a team. The framework that is employed to the greatest effect uses task-oriented instruction and is called battle focus training. After major objectives are defined, they are broken down into smaller sets. These smaller sets are known as collective tasks and are designed to be accomplished by small teams of soldiers. Each soldier is assigned one or more individual tasks that work together to accomplish the collective task. Training begins by teaching soldiers how to accomplish each of the individual tasks. At this point, emphasis is placed on the soldier as an individual. Although training is conducted in small groups, soldiers are evaluated independently of their peers. Once individual task mastery is achieved, leaders have soldiers begin to work together to accomplish collective tasks. This method of battle focus training incorporates aspects of both individualism and collectivism to accomplish the ultimate goal.
All cooking and baking for the fast food will be done in the kitchen facility. This facility will be equipped with computerized deep fryers, commercial freezer and refrigerators, preparation tables, stoves, ovens, and other related equipment. One employee and one chef will be in charge in the kitchen.
Local Capacity. The convenience store chain can provide local cooking capacity at the stores and assemble foods almost on demand. Inventory would be stored as raw material. This is seen at the U.S. fast-food restaurant franchise Subway where dinner and lunch sandwiches are assembled on demand. The main risk with this approach is that capacity is decentralized, leading to poorer utilization.
Maintaining adequate food supply for workers and employees at site: Maintaining adequate food supply for workers and employees at site was also a big challenge. There were around 2500 people working in shift at 30 different location and arranging adequate and timely food supply was a big challenge.
The problem in the foodservice sector is related to the low income of their workers. Affecting mainly the lifestyle of those who make up this system. In the United States, there are 12 million workers in