Case Study: Coast Cutter Spencer

As a Senior Enlisted Leader I aspire to develop a better comprehension of strategic issues. Having in-depth knowledge of the complexities behind decisions, processes, and the totality of circumstances is instrumental when addressing matters to Coast Guard field units. Furthermore, this perspective is integral to a Senior Enlisted Leader’s ability to provide timely, complete and reliable counsel to operational and strategic leaders, particularly when making decisions that significantly affect the workforce.

can not afford to be late in carrying out their assigned tasks, for the repercussions can be life threatening to ones fellow shipmates, as well as to the integrity of the ship. Being late to watch can affect the quality of work being done in the work environment. Quarters is a vital necessity within our NAVY where ones chain of command can brief all hands on new information concerning either the workspaces or ones specific job. Watch standing is every sailor’s duty. Without a proper and thorough turnover it hinders the effectiveness of the watch station. Missing information during turnover can result in wasted man-hours, equipment damage, or can compromise the security of the command in which one works.

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

The marketing strategy that Ricci has selected has many pros and cons. The cons are that it is highly targeted, easy to track, and highly informative. By being highly targeted, Ricci will be able to directly send advertisements to the specific target market based on the results from the feasibility study done by the consultant. Also, this will help Ricci find households that have already purchased related products in the past with the use of mailing lists. Since implementing a mail order marketing strategy is easy to track, Ricci will be able to easily calculate the return on investment. This strategy also provides the consumers with a great deal of information since mail ordering is highly informative. This type of strategy will allow for Ricci to send out an advertisement that consists of a picture of the product, detailed information about it, and a sales letter. They can also use the sales letter to offer special discounts and promotions as well.

At approximately 1:40pm on Saturday March 26, 2016, UCPD Officer Jonathan Santiago was on the first floor of Shippee Hall and smelled marijuana coming from Shippee 132B. Hall Director on Duty, Robin Bogen, arrived to the scene at around 1:42pm. After the arrival of a second UCPD officer at approximately 1:45pm, Officer Santiago knocked on the door of Shippee 132B to speak with Resident Ross Rackin regarding the strong smell of marijuana that was coming from the room. Following the conversation, Officer Santiago issued Resident Rackin an infraction for drug paraphernalia. At the conclusion of the incident, Hall Director Bogen and Resident Assistant Emily Cassidy introduced themselves to Resident Rackin. Resident Rackin appeared to be agitated

Recent changes to the High Year Tenure (HYT) waiver process timeline at the E6-E8 level for fiscal year 2016 are too short. This change has caused extremely compressed timelines for members to make the necessary preparations after they have been identified for mandatory retirement. It has also led to uncertainty months into the assignment year for units with HYT candidates. The Coast Guard needs to expand the E6-E8 HYT waiver timeline to align with the E3-E5 HYT waiver timeline.

Line chiefs were much of the time contending with each other instead of concentrating on the best enthusiasm of Macon. Each would trust the other would be the reason for venture delays as opposed to cooperating to stay away from venture defers inside and out. When dates slipped, fingers were pointed and the issue would intensify extra time. One of Macon's clients had an administration office that constantly pointed the finger at designing for the greater part of their issues. In the event that the machine was not amassed accurately, it was building's shortcoming for not archiving it plainly enough. On the off chance that a part fizzled, it was building's flaw for

Our maintenance department has went to a shift schedule and in order to be more efficient with addressing questions, supply needs, or any maintenance service that may arise on-site, effective immediately all requests directed towards Travis James, Larry Wettstein & Glen Griffin, should be directed to Tim Warren or Jodie Spriggs.

Posted on Dec.1, 2015 Maintenance Worker Winter bids Shift change Dec. 14, 2015. However, Pitt or Union granted Tim Simms Second shift change on November 23, 2015 due to his hunting schedule. If this wasn't done under handed all Employees would of started Winter Schedule Nov. 23, 2015 . Another reason why I couldn't start earlier was because Bob Godzik wanted a time change said Scott Coffman Union steward . Bob Godzik didn't bid on the Maintenance III 7:00 am. Job which he would of been granted due to

Since it was the first time that a 48-36 or 36-48 hour schedule was implemented within Dispatch, some tweaks were made to ensure that we were all following the City’s policies and procedures; for example, we had to adjust how lunch was taken and whether or not it would be paid. Scott and Susan had voiced concerns about working by themselves during the last week of April (Josh Bogart was out and Lena worked night shift), Energy Control Supervisor talked to both dispatchers and advised that the change was only temporarily and that plans were made to cover SCADA and phone while they went to lunch.

Due to the increase in numbers of new recruits joining the ....... and an increase in the numbers of the Ship’s Company, relocation to a new gymnasium and office is required, which I have been tasked to organise. This needs to be achieved and completed mainly over a weekend, Friday to Monday, to limit interruptions to Initial Naval Training.

Newport News Shipbuilding and Dry Dock Company (NNS) performs designs, construction, repair and overhaul for ships, primarily for the United States Navy. On February 1987, the Defense Contract Audit Agency (DCAA) issued a subpoena duces tecum to NNS demanding financial statements, federal income tax return, Virginia income tax return and associated schedules for the period 1 January 1983 to 1987. NNS provided the state tax returns to DCAA but withheld the reminder of the subpoenaed documents claiming the demand was unlawful and unenforceable and filed a declaratory judgement action which the Government moved to dismiss. The district court denied DCAA’s order for the documents and the Government appealed this decision.

The following paper analyzes the Whitbread World Sailboat Race case scenario presented at the end of chapter 9 in the Gray and Larson text, Project Management: the Managerial Process. The project encompasses two main objectives; one, design, build and test a new vessel, and two, select and train a crew capable of winning the race. Both objectives must be completed within 45 weeks, the start of the race, and with a planned budget of $3.2 million.

The following paper analyzes the Whitbread World Sailboat Race case scenario presented at the end of chapter 9 in the Gray and Larson text, Project Management: the Managerial Process. The project encompasses two main objectives; one, design, build and test a new vessel, and two, select and train a crew capable of winning the race. Both objectives must be completed within 45 weeks, the start of the race, and with a planned budget of $3.2 million.

The boat project was an enjoyable one. This project was able to test many abilities of the average student including teamwork and preparation. It also offered insight on what exactly what was and wasn’t good for different parts of the boat, but throughout the next few paragraphs a few items will be discussed. These items will include different designs of a boat whether they are good or bad, buoyant force, specific propeller types, and efficiency, the end/test results of Steven.