Business Process Engineering Case Study (A):
Task Force Navy Family Support
The Challenge
Hurricane Katrina was the costliest and one of the deadliest hurricanes in the history of the United States. Within hours, the complicated levee system that keeps New Orleans dry had been breached, and 25,000 Navy Families were in desperate need of help.
In response to the devastation, the Chief of Naval Operations (CNO) ordered the standup of Task Force Navy Family (TFNF) with this guidance: “Hurricane Katrina devastated cities and towns. It took lives. By damaging our bases in that region, it even chipped away at some of our combat capability. But it did not destroy the human spirit. It did not destroy the Navy Family. No storm can wipe that out. We will stand by the Navy Family as the Navy Family has stood by us.”
The TFNF mission to “coordinate full spectrum community service operations to provide a rapid return to a stable environment for our affected Navy family” was simply stated; however, numerous issues would hinder TFNF’s ability to execute that mission:
- The newness of the TFNF command meant that there were no established processes or standard operating procedures (SOPs)
- The dispersion of the supporting commands stressed communication lines and limited cross-coordination
- The complete devastation of communities and basic infrastructure reduced the ability to establish and communicate with support facilities within the affected area
- Evacuated Navy Families were spread throughout all 50 states and parts of Canada, which reduced the Navy’s ability to locate and contact every individual
Only through Knowledge Management (KM), would TFNF be able to move massive amounts of information throughout the Navy enterprise and deliver solutions to these dispersed personnel. SOLUTE, a recognized industry leader in KM, was called in to form the nucleus of the TFNF KM Team. 
SOLUTE's Approach
SOLUTE’s time-proven process that combines the methodology of Knowledge Management and the efficiencies of Lean Six Sigma would vastly improve TFNF’s information exchange issues.
Our first task was to capture the “as is” process and organization of TFNF, which consisted of Subject Matter Experts (SMEs) and Command Liaisons from many organizations within the Navy. The SMEs coordinated support in their specialty area and the liaisons represented their command’s interests. While these personnel provided support to the Navy families, a SOLUTE KM & Process Team Defined and Measured:
- All organizations within the Navy that were providing support to the affected Navy families
- The internal processes of these organizations
- The interactions between organizations
- The flow of information gathered by BUPERS to these organizations
The SOLUTE KM & Process Team then Analyzed and identified areas for process improvement, such as:
- Where TFNF would best be positioned within the process in order to improve assistance
- How to rate and prioritize reported Family needs, based on severity
- How to gather and distribute “all-source” information
- How the Command Master Chief (CMC) Ombudsman group could maximize contact with affected Navy Families
- How to leverage and best support the commands in the affected area
The SOLUTE KM & Process Team Improved the “as is” process and developed an Information Flow Diagram that mapped the proposed “end state” process. After review with and approval from Senior Navy Leadership, SOLUTE implemented and Controlled the “transitional process” through proper documentation and training (see Business Process Engineering Case Study B).
Value Delivered
 By better understanding the people, processes, and tools involved in providing family support, SOLUTE enabled TFNF to handle tens of thousands of calls, e-mails, and walk-ins from Navy Families affected by Hurricanes Katrina, Rita, and Wilma. Over 24,500 affected Navy Families completed their Family Needs Assessments, which SOLUTE assisted in developing. From these surveys, over 20,000 different Family needs were identified and routed (per SOLUTE’s Information Flow Diagram) to the appropriate supporting organization. Upon the scheduled stand down of TFNF, only 1750 severe needs required transition to standing supporting organizations.
By helping to establish a culture of acceptance for TFNF’s tools, processes, and organization; SOLUTE’s KM & Process Team also provided a number of second-order, intangible benefits to the Navy enterprise:
- Instilled a sense throughout the Navy that “we take care of our own”
- Presented a positive image of the Navy to the public
- Restored / increased morale for the Navy Family
- Alleviated Family Advocacy issues caused by catastrophe
- Restored mission readiness for Affected Navy Units
- Established new Navy-specific model for catastrophic disaster recovery (see Business Process Engineering Case Study B)
The stand up and execution of TFNF is a classic example of how Knowledge Management and Lean Six Sigma can reduce “growing pains” and streamline processes during the formation of an organization. ,An integral part of the standup of TFNF, the SOLUTE KM & Process Team provided innovative solutions that enabled TFNF and its supporting organizations to efficiently and effectively “coordinate full spectrum community service operations to provide a rapid return to a stable environment for our affected Navy family.”
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