Disruptive solutions process: Difference between revisions

Revision as of 15:35, 6 July 2021

Revision as of 02:11, 27 January 2022

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==Overview==

The typical defense industry bureaucratic approach to problem-solving involves long [[Leadlead time|lead times]]s and relative inflexibility. Long development cycles and lead times results in solutions that are no longer relevant.<ref>[{{cite web |url=http://www.nationaldefensemagazine.org/blog/lists/posts/post.aspx?ID=661 |title=Archived copy |website=www.nationaldefensemagazine.org |access-date=27 January 2022 |archive-url=https://archive.today/20140503132704/http://www.nationaldefensemagazine.org/blog/lists/posts/post.aspx?ID=661] |archive-date=3 May 2014 |url-status=dead}}</ref>

Recent attempts to resolve inefficiencies include overwhelming the problem with funding, resources, and manpower—for example, major weapon systems development, such as a new fighter jet or IT system.<ref>[http://www.armytimes.com/article/20140403/NEWS/304030061/Lawmakers-scold-DoD-medical-records-failure]</ref> Conversely, when resources are constrained, bureaucratic staff adopt continuous process improvement, similar to [[kaizen]], [[total quality management]], and [[Lean Six Sigma]]. This perpetuates low-value programs that should be eliminated, rather than "improved".

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==History==

The disruptive solutions process was first used in 2004, when a joint team led by Vaughan created Project ''Black Mountain''. The project evolved from a combined requirement to share real-time tactical data among ground and air forces, as well as avoid [[mid-air collision|mid-air collisions]]s within the [[area of responsibility]]. The term 'disruptive' was borrowed from the marketing term [[disruptive technologies]].

More recently, DSP has been used in the [[Air National Guard]] and [[USAF|the United States Air Force]] to field mishap prevention programs:

* ''See and Avoid'': a web-based civilian-military midair collision avoidance program created by Vaughan and led by the [[Air National Guard]] Safety directorate from 2005 to 2009.<ref>[http://www.SeeAndAvoid.org See And Avoid] {{webarchive|url=https://web.archive.org/web/20061020000103/http://www.seeandavoid.org/ |date=October 20, 2006 }}</ref>

* ''WingmanDay.org'': provides tools for commanders, leaders, and care practitioners. In 2011, the program was relaunched as ''Wingman Day''. The Air Force Safety Center took the RealBase Toolkit concept and developed one-stop-shopping online tool kits hosted on the secure Air Force Portal.<ref>{{Cite web |url=http://www.wingmanday.org/ |title=Wingman Day |access-date=November 28, 2019 |archive-url=https://web.archive.org/web/20161202213017/http://wingmanday.org/ |archive-date=December 2, 2016 |url-status=dead }}</ref>

* ''FlyAwake'': a web-based fatigue risk management tool which returns quantitative fatigue analysis for a given flight schedule.<ref>[http://www.Flyawake.org Fly Awake, User-Friendly Fatigue Assessment and Mitigation]</ref>

* ''[[Wingman Project]]'': a suicide intervention initiative that shows family and friends of distressed Airmen how to intervene to save a life, providing training in 54 U.S. states and territories.<ref>[http://www.WingmanProject.org The Wingman Project]</ref>