The Operations Process : The Operation Process

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

COL Prescott’s understanding of operational variables (PMESII-PT) and mission variables (METT-TC) contributes to his mission command effectiveness. In Battles of the Revolutionary War (Wood), COL Prescott demonstrates his grasp of these variables by determining the British forces’ strength, the morale condition of his own men and the effective location from which his orders say defend. The 6000 British soldiers’ training and equipment outstrip the colonists in every aspect. To deny the British from seizing Dorchester Heights, COL Prescott’s understanding of the current situation gave way to his effective planning that was effective in his visualization of the defense mission.

(2) Attributes. It is portrayed that Lieutenant BF initially demonstrated poor judgment when setting up the defense of

Part of GEN Burnside’s failure was in part to southern intelligence. MG Hooker was devoted to not allowing this to happen, as seen through his emphasis on his intelligence programs. Building a cohesive team, sharing understanding and commanders intent requires collaboration between two

Major General Burnside’s failure at the Battle of Fredericksburg could initially be attributed to the army not receiving the pontoon bridges in time to cross the river and sustain the army’s momentum. However, MG Burnside’s bigger issue can be linked back to his lack of mission planning. The issue of not receiving the pontoon bridges relates directly to the lack of Intelligence Preparation of the Battlefield (IPB). During IPB, the battlefield environment is defined, battlefield effects are described, the threat is evaluated, and threat courses of action are determined (Headquarters, Department of the Army, 1994). If MG Burnside had taken the time to conduct proper terrain analysis of the Rappahannock River

Candidate Blackmon successfully plotted the current location of the objective. SNC’s five paragraph order was delivered confidently, however he did not properly state the friendly situation. SNC stated that friendly units were northwest of the current location instead of friendly units being one mile north then west along Guadalcanal. Without this information SNC’s brief was inaccurate. Though SNC was confident during his brief, he did not have the attention of his squad as members who were focusing in different directions staring into the trees or cleaning their nails. The squad's lack of attention was ignored by the squad leader. After engaging the enemy SNC was informed that he sustained casualties and the bridge was covered by enemy fire

Candidate Fowler successfully calculated the azimuth, however failed to calculate the distance and plot the location of the objective. SNC’s five paragraph order was delivered confidently, however lacking information. SNC failed to properly brief the enemy situation, regarding the location of the enemy. SNC stated that the enemy was seen in the area, however he failed to mention they were seen west of the area which is in the vicinity of the objective. SNC was provided with the accurate information regarding azimuth and distance; however when briefing his squad he still provided an inaccurate distance. Upon enemy engagement SNC properly assessed threat by engaging with buddy rushes. SNC did not ensure area was clear before bringing the casualties

Enemy combatants, in familiar terrain, chose to stand and fight from fortified positions; forcing commanders to improvise and adapt quickly to unforeseen circumstances. Support elements received the operational order within just one week of the expected execution date. Staff elements created analysis and plans on poor intelligence estimates and recent experience. Strategic planners also failed to establish command and control of the assault force. Lack of forethought for an integrated joint operation, although ultimately successful, led to the death of U.S. service members. Joint planning for Operation Anaconda, with its complex variables requiring integrated skills, failed to account for enemy variables, withheld information from support elements, and failed to establish effective command and control.

Imagine sitting in a helicopter that is taking to a battle ground were an estimated 2000 enemy troops are awaiting your arrival. You know you are heavily outnumbered but regardless, you have a mission to complete. The lives of your subordinates sit in the brink as they are counting on your ability to make split second decisions, employ meticulously devised tactics, and give precise orders. These are the challenges Lieutenant General Harold “Hal” Moore faced on 14 Nov 1965 during the first battle of the Vietnam War.

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We continued to have personality challenges, due to the Operations Officer having a directive leadership approach, and strong personality traits that were not inviting no matter how much he tried. This was because he had a vision of what the end state of the mission would look like and had already mapped out the process on how to get to the end state without everyone’s by in on the process. For the Army personnel who worked with him before, we knew and trusted that he would lead us through the process the most efficient way. For the leaders who never worked with him and the Airmen who were not accustomed to his approach, struggles throughout the entire planning process until, the plan was exercised using a rock drill and charted each phase of operation using a sync matrix, which is part of military decision-making process. After and during the rock drill, you could visually see the staff get the overall vision of what the OPS Officer had been saying all along. It was like a light bulb turning on for each of the staff members. Since then, the staff in the JDOC has learned to take a step back and think about their processes, and how it effects both the Army and Air Guard elements, and their Soldiers and Airmen. We also take into account the language we use, and how to better integrate our forces with each other in order to exercise the JDOC plan throughout the

Candidate Perrine’s brief was conducted in a calm and confident manner but was lacking critical information in almost each paragraph of the order. The orientation consisted simply of the current location and a brief synopsis of the scenario with no objective location or direction of attack. The enemy situation was briefed in two parts split by the friendly situation which only consisted of the location of the remainder of the squad. His EPW plan in the Administration paragraph was very good with the inclusion of coordinating with the Company Gunnery Sergeant for transportation of said EPW’s after 5 S’ and a T. SNC also had good foresight to account for the location of the platoon sergeant and Company Gunnery Sergeant for the location of key

3.1 For each hotel, what is the role of technology and the role of operations

Operations processes refers to the acquisition of inputs which are transformed in a business through the addition of value into outputs of goods and services. Businesses use operational processes involving inputs and transformation processes to increase efficiency and output. The operations management focuses on carefully and managing processes to produce and distribute products and services based on the nature of the business. To achieve objectives in a business, the quality of products are monitored regularly using customer services and warranties. Both Qantas and McDonalds, utilise operation process in order to gain maximum efficiency and productivity.

1. It has been said that forecasting using exponential smoothing is like driving a car by looking in the rear-view mirror. What are the conditions that would have to exist for driving a car that are analogous to the assumptions made when using exponential smoothing?