CLSSMBB mission - Lean Six Sigma Master Black Belt Updated: 2023 | ||||||||||||||
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Exam Code: CLSSMBB Lean Six Sigma Master Black Belt mission November 2023 by Killexams.com team | ||||||||||||||
CLSSMBB Lean Six Sigma Master Black Belt Exam Code : CLSSMBB Exam Name : Lean Six Sigma Master Black Belt The ASQ Master Black Belt (MBB) certification is a mark of career excellence and aimed at individuals who possess exceptional expertise and knowledge of current industry practice. Master black belts have outstanding leadership ability, are innovative, and demonstrate a strong commitment to the practice and advancement of quality and improvement. Obtaining an ASQ MBB is acceptance and recognition from your peers. The target audience for the ASQ MBB certification are candidates who are or have been employed as MBBs within their organization, or well qualified certified Six Sigma Black Belts (CSSBB) who have substantial experience in each of the major Topic areas within the portfolio. To become certified as an ASQ MBB, a candidate must successfully meet all requirements. To be eligible to apply for the MBB examination, a candidate must hold a current ASQ Six Sigma Black Belt certification (CSSBB) and pass the MBB portfolio review process. Within the portfolio, a candidate must have one of the following experience levels: 1) At least 5 years of experience in the role of a SSBB or MBB. OR 2) Completion of 10 Six Sigma Black Belt projects. Candidates must be able to meet these minimum eligibility requirements in order to have their portfolio reviewed The Certified Master Black Belt (CMBB) is aimed at individuals who possess exceptional expertise and knowledge of current industry practice. Master Black Belts have outstanding leadership ability, are innovative, and demonstrate a strong commitment to the practice and advancement of quality and improvement. Obtaining an ASQ Master Black Belt is acceptance and recognition from your peers. The Master Black Belt certification is an test that consist of 110 multiple choice items and a performance-based assessment that measures comprehension of the MBB Body of Knowledge. 100 of the multiple-choice questions are scored and 10 are unscored. The performance-based portion of the test includes situation specific materials that candidates will be directed to evaluate and respond to. It is offered in English. Total appointment time is five-and-a-half hours, test time is 5 hours and 18 minutes.The second portion is a performance-based assessment that measures comprehension of the CMBB Body of Knowledge. It includes situation-specific materials that candidates will be directed to evaluate and respond to. This portion is two-and-a-half hours long and is also an open book format. Topics in this body of knowledge (BoK) include descriptive details (subtext) that will be used by the test Development Committee as guidelines for writing test questions. This subtext is also designed to help candidates prepare for the test by identifying specific content within each Topic that may be tested. The subtext is not intended to limit the subject matter or be all-inclusive of what might be covered in an test but is intended to clarify how the Topics relate to a Master Black Belt’s role. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the Topic will be tested. A complete description of cognitive levels is provided at the end of this document. I. Enterprise-wide Planning (20 Questions)A. Strategic Plan Development Describe and use strategic planning tools and methods such as Hoshin Kanri, X Matrix, SWOT, PEST, PESTLE, Ansoff Matrix, Porter’s Five Forces, TQM, Business Process Reengineering, Balanced Scorecard, and business excellence models (Baldridge, EFQM, ISO, Shingo) and their utilization in developing enterprise planning. (Apply)B. Strategic Plan Alignment1. Strategic deployment goals Describe how to develop strategic deployment goals. (Apply)2. Project alignment with strategic planDescribe how to align projects to the organizational strategic plan. (Analyze)3. Project alignment with business objectives Describe how to align projects with business objectives. (Analyze)C. Infrastructure Elements of Improvement Systems Describe how to apply the following key infrastructure elements. (Apply)1. Governance (quality councils or process leadership teams)2. Assessment (organizational readiness and maturity models)3. Resource planning (identify candidates and costs/benefits)4. Resource development (train and coach)5. Execution (deliver on project results)6. Measure and Boost the system (drive improvement into the systems, multiphase planning)D. Improvement Methodologies Demonstrate an advanced understanding of the following methodologies, including their associated tools and techniques. (Apply)1. Six Sigma (DMAIC)2. Design for Six Sigma (DMADV)3. Lean (PDCA, Kaizen)4. Theory of constraints 5. Business systems and process management 6. Other problem-solving methods (8 disciplines, root cause analysis)E. Opportunities for Improvement1. Project identification Facilitate working sessions to identify new project opportunities that can be prioritized. (Apply)2. Project qualification Determine the elements of a well-defined project (e.g., business case, charter), the process for approving these projects, and tools used in project definition (process maps, value stream maps, QFD, FMEA, critical-to-x where x can be customer, design, cost, and quality). (Apply)3. Stakeholder managementDescribe how to identify, engage, and strategically align stakeholders. (Analyze)4. Intervention techniques Describe techniques for intervening across levels to prevent potential project failures. (Apply)5. Creativity and innovation tools Use creativity and innovation tools to develop concept alternatives (divergent thinking). (Apply)F. Pipeline Management1. Pipeline creationCreate, manage, and prioritize a pipeline of potential projects for consideration. (Create)2. Pipeline life-cycle managementCreate a selection process that provides a portfolio of active improvement opportunities that are clearly aligned and prioritized to meet/exceed strategic goals. Monitor, re-evaluate, consolidate, and retire pipelines as needed. (Create)3. Regulatory impact on pipelineAssess the impact of regulatory statutes on prioritization/management of pipeline of potential projects. (Understand)4. Pipeline risk managementUse risk management and analysis tools to analyze organizational elements, to appraise portfolios and critical projects, and to identify potential problem areas. (Evaluate) 8Certified Master Black BeltII. Organizational Competencies for Deployment (20 questions)A. Organizational Design 1. Systems thinkingApply systems thinking to anticipate the effect that components of a system can have on other subsystems and adjacent systems including emergent properties. Analyze the impact of actions taken in one area of the organization and how those actions can affect other areas or the customer, and use appropriate tools to prevent unintended consequences. (Analyze)2. Organizational culture and maturityDescribe the implications organizational culture and maturity levels can have on improvement program implementation, including potential barriers. (Analyze)B. Executive and Team Leadership Roles1. Executive leadership rolesDescribe the roles and responsibilities of executive leaders in the deployment of improvement programs in terms of providing resources, managing change, and communicating ideas. (Analyze)2. Leadership for deploymentCreate action plans to support optimal functioning of Master Black Belts, Black Belts, Green Belts, champions, and other participants in the deployment effort. Design, coordinate, and participate in deployment activities, and ensure that project leaders and teams have the required knowledge, skills, abilities, and attitudes to support the organization’s improvement program. (Create)C. Organizational Challenges1. Organizational dynamicsUse knowledge of human and organizational dynamics to enhance project success and align cultural objectives with organizational objectives. (Apply)2. Intervention stylesUse appropriate intervention, communications, and influence styles, and adapt those styles to specific situations (i.e., situational leadership). (Apply)3. Interdepartmental conflictsAddress and resolve potential situations that could cause the program or a project to under-perform. (Apply)D. Organizational Change Management1. Change management modelsDescribe different change management models (Kotter’s 8 Steps, ADKAR, Competing Values Framework). (Apply)2. Techniques to gain commitmentDescribe how to gain commitment from the organization’s leadership for the improvement effort. (Understand) 3. Techniques to overcome organizational barriersDescribe various techniques to overcome barriers to successful organizational deployment. (Apply)4. Necessary organizational structure for deploymentDevelop the inherent organ-izational structure needed for successful deployment. (Apply)5. Communications with managementDescribe elements of effective communications with management regarding organizational benefits, failures, and lessons learned. (Apply)6. Organizational culture change techniquesAssess culture of the organization and its ability to problem-solve and improve. Describe techniques for changing an organizational culture, such as rewards and recognition, team competitiveness, communications of program successes, and appropriate cascading of goals throughout the organization. (Apply) 9Certified Master Black BeltE. Organizational Feedback 1. Voice of the customer and voice of the processAssess the appropriate collection of Voice of the Customer and Voice of the Process data, both internal and external. (Evaluate)2. Capturing and assessing feedbackDevelop a customer-focused strategy for capturing and assessing customer feedback on a regular basis. (Evaluate)F. Organizational Performance Metrics1. Financial measuresDefine and use financial measures, including revenue growth, market share, margin, cost of quality (COQ), net present value (NPV), return on investment (ROI), cost-benefit analysis, direct costs, indirect costs and opportunity cost, project cash flow, and breakeven time performance. (Analyze)2. Business performance measuresDescribe various business performance measures, including Balanced Scorecard, key performance indicators (KPIs), and the financial impact of customer loyalty, and describe how they are used for project selection, deployment, and management. (Analyze)III. Project Portfolio Management (15 questions)A. Project Management Principles and Life Cycle1. Project management principlesOversee critical projects and evaluate them in terms of their scope, goals, time, cost, quality, human resources requirements, communications needs, and risks. (Evaluate)2. Project management life-cycle elementsApply phases of project manage-ment life cycle (initiation, planning, execution, control, and closure). (Analyze)B. Project Portfolio Infrastructure and Management 1. Governance methods and toolsDevelop governance documents, tracking tools, and other methodologies that will support project success. (Create)2. Cross-functional project assessmentAppraise interrelated projects for scope overlap and refinement, and identify opportunities for leveraging concomitant projects. Identify and participate in the implementation of multidisciplinary redesign and improvement projects. (Evaluate)3. Executive and midlevel management engagementFormulate the positioning of multiple projects in terms of providing strategic advice to top management and affected midlevel managers. (Create)4. PrioritizationPrioritize projects in terms of their criticality to the organization. (Evaluate)5. Performance measurement Design, support, and review the development of an overall measurement methodology to record the progress and ongoing status of projects and their overall impact on the organization. (Evaluate)6. MonitoringApply appropriate monitoring and control methodologies to ensure that consistent methods are used in tracking tasks and milestones. (Analyze)7. Status communicationDevelop and maintain communication techniques that will keep critical stakeholders and communities apprised of project status, results, and accountability. (Create) 10Certified Master Black Belt8. Supply/Demand managementGenerate accurate project supply/demand projections, associated resource requirements analysis, and mitigate any issues. (Create)9. Corrective actionFacilitate corrective actions and responses to customers about the corrective action and its impact. (Analyze)C. Project Portfolio Financial Tools1. Budgets and forecastsAssess and explain budget implications, forecasting, measurement, monitoring, risk analysis, and prioritization for portfolio level projects. (Evaluate)2. Costing conceptsDefine the concepts of hard and soft dollars and use cost of poor quality, activity-based costing, and other methods to assess and prioritize portfolios. (Apply)IV. Training Design and Delivery (10 questions)A. Training Needs AnalysisAssess the current level of knowledge and skills in each target group in relation to the skills and abilities that are needed. Determine the training requirements for each target group by using tools such as a gap analysis to compare genuine performance with potential or desired performance. (Evaluate) B. Training Plan ElementsDesign training plans to close the knowledge and skills gaps. Refine the plans based on the number of people needing to be trained in a particular technique or skill, and whether multidisciplinary or multi-level competency training is appropriate. (Create) C. Training Materials and Curriculum Development1. Training material sourcesDetermine whether to outsource the training or develop in-house, including considerations such as cost, availability of internal subject matter experts, and timing. (Analyze)2. Adult learning theoryDevelop or select training methods and resources that adhere to adult learning theories. (Analyze)3. IntegrationEnsure that the training harmonizes and leverages other tools and approaches being used and that it is aligned with the organization’s strategic objectives and culture. (Evaluate)4. Training deliveryMonitor and measure training to ensure that it is delivered effectively and efficiently by qualified individuals. (Apply)D. Training Program Effectiveness Develop an evaluation plan to assess, verify, and Boost the acquisition of required knowledge and skills within schedule, budget, and other constraints. (Create)V. Coaching and Mentoring Responsibilities (10 questions)A. Executives and Champions1. Scoping and resourcingCollaborate with executives and champions on scoping projects and selecting individuals and assignments for various projects. (Evaluate) 2. Executive reviewsCollaborate with executives and champions on reviewing projects, including timing, questions to ask, and setting expectations for project timing and completion. (Create)3. Leadership and communicationCoach executives and champions on the need for constancy of purpose and message, and the importance of using clear communication techniques and consistent messages. (Evaluate)4. FeedbackUse constructive techniques to provide feedback to champions and executives. (Evaluate)B. Teams and Individuals1. Belt coaching and mentoringDevelop a career progression ladder for belts. Assess their progress and provide constructive feedback to enable them to work effectively on team projects. Use coaching, mentoring, and intervention skills as needed, including canceling or reassigning projects if necessary. (Create)2. Project reviewsCreate guidelines and expectations for project reviews, and perform them in a timely manner. Assist project leaders in selecting appropriate content for presentation to management. (Create)3. Team facilitation and meeting managementPractice and teach meeting control, analyze team performance at various stages of team develop-ment, and support appropriate interventions for overcoming team challenges, including floundering, reviewing, and diagnosing failing projects. (Create)4. Non-belt coaching and mentoringDevelop information that will help non-belt project participants to advance their understanding of improvement initiatives and develop the necessary skills and knowledge to become effective belts. (Evaluate) 12Certified Master Black Belt12Certified Master Black BeltVI. Advanced Data Management and Analytic Methods (25 questions)A. Measurement Systems Analysis (MSA), Process Capability, and Control1. Propagation of errorsUse propagation of errors to evaluate measurement systems based on calculated values from multiple inputs. (Evaluate)2. Attribute (discrete) measurement systemsUse appropriate tools and methods (e.g., percent agreement, Kappa, Kendall, intra-class correlation coefficient) to analyze and interpret discrete measurement systems. (Evaluate)3. Variables (continuous) measurement systemsUse appropriate tools and methods (e.g., X – R, X – s, individual and moving range) based on control samples to analyze and interpret continuous measurement systems. (Evaluate)4. Destructive measurement systemsUse appropriate tools and methods to assess a destructive measurement system. (Analyze)5. Process capability for non-normal dataCalculate capability using Weibull and other methods for non-normal data. (Apply)6. Automated process control (APC) and statistical process control (SPC)Recognize when to use APC instead of or in conjunction with SPC. (Understand)B. Measuring and Modeling Relationships Between Variables1. Autocorrelation and forecastingIdentify autocorrelated data, including time-series modeling (e.g., ARIMA) and forecasting. (Analyze) 2. Multiple regression analysisApply and interpret multiple regression analysis, including using variance inflation factors (VIFs) to identify collinearity issues. (Analyze)3. Logistic regression analysisApply and interpret logistic regression analysis, including binary, ordinal, and nominal data considerations. (Analyze)4. Model fitting for nonlinear modelsApply and interpret fits of models that are nonlinear in the parameters. (Apply)5. General linear models (GLM)Apply and interpret GLMs such as ANOVA results (crossed, nested, and mixed models), simple linear regression, multiple regression, ANCOVA (analysis of covariance) and continuous MSA. (Apply)6. Components of variationSelect, calculate, and interpret components of variation and nested design studies. (Evaluate)7. SimulationApply simulation tools such as Monte Carlo, dynamic process simulation, and queuing theory. (Apply)8. Linear programmingUnderstand how linear programming principles, such as critical path analysis, can be used in modeling diverse types of problems (e.g., planning, routing, scheduling, assignment, design) to optimize system performance. (Understand)9. Reliability modelingUse reliability modeling and tools to enhance reliability of a product or process. (Apply)10. Qualitative analysisUse appropriate qualitative analysis tools (affinity diagrams, force field analysis) and analyze the results. (Analyze) 13Certified Master Black Belt13Certified Master Black BeltC. Design of Experiments (DOE)1. Factor relationship diagramApply and interpret factor relationship diagrams. (Apply)2. Complex blocking structuresRecognize other designs for handling more complex blocking structures, including Latin squares and balanced incomplete block designs (BIBD). (Understand)3. DOE approachesRecognize when to apply approaches such as screening designs (including Definitive Screening Designs), response surface methodology (RSM), mixture experiments, evolutionary operations (EVOP), split-plot designs, Taguchi designs, and computer-generated designs (e.g. D-optimal designs). (Understand)D. Data Management and Analytics1. Enterprise data managementRecognize and understand data management elements such as data governance, data architecture, data life-cycle management, data quality (accuracy, timeliness, consistency, completeness, uniqueness, validity, conformity, precision), meta data, master data, data privacy, and data security. (Understand)2. Data analyticsRecognize when to apply predictive analytic approaches such as decision trees (including random forest, boosted forest), neural networks, partial least squares, text analytics, image recognition, and pattern recognition (structured and unstructured data). (Understand)E. DFSS (Design for Six Sigma)DFSS tools: Recognize and understand tools such as QFD, TRIZ, morphology box, and axiomatic design to generate design concepts. (Understand) | ||||||||||||||
| Lean Six Sigma Master Black Belt GAQM Master mission | ||||||||||||||
Other GAQM examsCSTE Certified Software Test Engineer (CSTE-001)CSSGB Certified Six Sigma Green Belt 2023 BPM-001 Business Process Manager (BPM) CEH-001 Certified Ethical Hacker (CEH v.11) CLSSBB Certified Lean Six Sigma Black Belt (CLSSBB) CLSSGB Certified Lean Six Sigma Green Belt (CLSSGB) CSM-001 Certified Scrum Master (CSM) CLSSYB Certified Lean Six Sigma Yellow Belt (CLSSYB) LCP-001 Linux Certified Professional (LCP) Powered by LPI CPD-001 Certified Project Director (CPD) CDCS-001 Certified Data Centre Specialist (CDCS) R18 CCCP-001 Certified Cloud Computing Professional (CCP) CLSSMBB Lean Six Sigma Master Black Belt CBAF-001 Certified Business Analyst Foundation CPEH-001 Certified Professional Ethical Hacker (CPEH) CTFL Certified Software Tester - Foundation Level (CSTFL) | ||||||||||||||
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| CLSSMBB Dumps CLSSMBB Braindumps CLSSMBB Real Questions CLSSMBB Practice Test CLSSMBB dumps free GAQM CLSSMBB Lean Six Sigma Master Black Belt http://killexams.com/pass4sure/exam-detail/CLSSMBB Question #87 Section 4 Early in a project a Belt will want to begin to identify and evaluate risk factors for the subject process and will therefore begin building a(n) ________. A. FMEA B. SIPOC C. X-Y Diagram D. Team Charter Answer: A Question #88 Section 4 Of the various types of data shown below which is NOT representative of Variable Data. A. Length of a table B. Liters of solution added to a formula C. Number of employees wearing a uniform D. Miles per hour of a vehicle Answer: C Question #89 Section 4 The two types of data that can be used in Statistical Analysis are Attribute and Variable. A. True B. False Answer: A Question #90 Section 4 All the data points that represent the total set of information of interest is called the ________________ . A. Population B. Sample C. Frame D. Spread Answer: A Question #91 Section 4 Data that can be measured on a continuum and has meaningful decimal subdivisions are __________ data. A. Continuous B. Surplus C. Discrete D. Variable Answer: A Question #92 Section 4 A Personal Trainer was assessing her workout class participants for their body fat content and had to include data for her analysis. One of the columns listed the range of weight of the people included in the studies. This required plotting a Histogram of the weight of the people assessed for their body fat content. While drawing the Histogram the x-axis contained a certain scale of data. Pick the scale of data that is appropriate for Histograms. A. Ordinal Scale Data B. Ration Scale Data C. Nominal Scale Data D. Interval Scale Data Answer: D Question #93 Section 4 Production Line 1 is able to complete 500 units per shift. Production Line 2 is able to finish 1,500 units per shift. Production Line 2 is 3 times faster than Production Line 1. This analysis is an example of ______________ Scale Data. A. Nominal B. Ratio C. Ordinal D. Interval Answer: B Question #94 Section 4 A fundamental rule is that both Standard Deviation and Variance can be added. A. True B. False Answer: B Question #95 Section 4 The _______ is the most frequently occurring value in a distribution of data. A. Median B. Mean C. Mode D. Center Point Answer: C Question #96 Section 4 A natural logarithmic base is not required for which of these distributions for probability calculations? A. Weibull B. Normal C. Poisson D. Binomial Answer: D Question #97 Section 4 Which of these is not a primary cause for Non-normal Data? A. Skewness B. Mixed Distributions C. Kurtosis D. Formulosis E. Granularity D Answer: Explanation Question #98 Section 4 Use this data to calculate the Z score. Average oF. 65, Standard Deviation: 3, Upper Spec Limit: 72 A. 0.27 B. 1.5 C. 2.33 D. 4.12 Answer: C Question #99 Section 4 The _____________ Distribution would be the most desirable for modeling the number of stitch defects in a portion of fabric. A. Exponential B. Extended C. Poisson D. Weibull Answer: C Question #100 Section 4 Which of these graphical presentations displays the values of each individual reading? A. Histogram B. Box Plot C. Stem and Leaf Plot D. X-Y Diagram Answer: C For More exams visit https://killexams.com/vendors-exam-list Kill your test at First Attempt....Guaranteed! | ||||||||||||||
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The Army is now granting noncommissioned officers who successfully complete the Mission and Installation Contracting Command Master Gunner Course a personnel development skill identifier code recognizing the increased capability they bring to the service’s sustainment requirements. The personnel development skill identifier code, or PDSI, is used, in combination with an enlisted member’s military occupational specialty, to identify unique skills, training or experience obtained during their careers that add value to the Army and organization in carrying out a mission. A Sept. 14, 2023, memo from the Department of the Army Office of the Deputy Chief of Staff for Personnel established PDSI C6M for Soldiers completing the MICC Master Gunner Course. The memo served as notification of implementation into a future change to Department of the Army Pamphlet 611-21, Military Occupational Classification and Structure. It also designates the MICC, located at Joint Base San Antonio-Fort Sam Houston, Texas, as the PDSI code proponent. Master gunners are traditionally seen in the combat arms realm of the Army. Contracting Soldiers in the 51C career field are the first among the sustainment warfighter function to obtain an identifier for such a skill, opening a new field of thought and theory. Current structure for the contracting career field only has one identifier for NCOs - the battle staff NCO. A battle staff NCO holds a higher grasp of the tactical features of the Army. The new PDSI highlights the technical and tactical experts in contracting, now reflected in personnel records updated through the Integrated Personnel and Pay System - Army. Army contracting NCOs Contracting is a bit different than most career fields in that rank and time in the career field are not necessarily indicators of technical readiness. The MICC Master Gunner Course grew out of necessity and traces its inception to the 409th Contracting Support Brigade at Sembach Kaserne, Germany, as an initiative to train and certify brigade-level internal evaluation assessors before evolving to encompass evaluation assessor certification. Senior enlisted leaders at the 408th Contracting Support Brigade at Shaw Air Force Base, South Carolina, and 922nd Contracting Battalion at Fort Campbell, Kentucky, then next built upon the course to leverage its value as a talent management tool to identify and develop Soldiers and civilian employees in the contracting career field. MICC leaders adopted this tool as an enterprise-wide workforce development solution, fielding its first two-week course for nine Soldiers and one civilian employee in April 2022. The MICC Master Gunner Program has transformed with the needs of the Army, but the foundation is as it has always been - to objectively evaluate each team member’s ability to deploy tonight. The driving factor to obtain the PDSI was to distinguish the skill level and capability of the contracting master gunners. The level of experience, skill and education that contracting master gunners have achieved is beyond the daily scope of responsibilities for 51Cs. The process of obtaining the PDSI required coordination with higher echelons seeking the coordination and concurrence of officials at the Army Contracting Command, Army Materiel Command and U.S. Army Acquisition Support Center levels before approval by the Department of the Army Personnel. The identifier provides an additional factor for consideration with talent management. Soldiers with the PDSI may receive assignments or missions of higher magnitude with limited risks or limitation to the performance during execution. Graduates of the MICC Master Gunner Course are expected to support and perform under the guidance of the Master Gunner Program. MICC master gunners provide monthly assessments on the individual training and readiness levels of the personnel at their home stations. They also serve as a council of expertise to provide commanders with recommended solutions to issues and concerns faced by leaders around the world. When prompted with an obstacle, master gunners discuss the root problem as a council and devise a potential solution for the commander to overcome the issue. Increased technical readiness In mid-September 2023, Army Chief of Staff Gen. Randy Goerge identified four focus areas aimed at maintaining readiness. Those include warfighting, continuous transformation, strengthening the profession and delivering ready combat formations. The Master Gunner Program nests well with all four focus areas by objectively measuring the technical readiness of the individual contracting professional. It strengthens the profession by design. Readiness in contracting is more than just physical and medical readiness - it is also technical readiness. High levels of technical readiness can only be achieved in the “trenches” - getting out there and making the mission happen by executing contracting support across the full spectrum of operations. Understanding the technical readiness aspect is the key to the MICC Master Gunner Program. Through fiscal year 2023, the MICC Master Gunner Program has graduated 30 military members with a slate of classes on schedule for fiscal year 2024. An additional five master gunners consist of cadre who developed the course. Those having already completed the course are being grandfathered with the PDSI code, which becomes effective Nov. 1, 2023. Master gunners, at their respective locations, evaluate each individual’s technical readiness based on training and real-world experiences. The evaluation allows them to build a training and experience strategy focusing on any deficiencies. This increased individual technical proficiency strategically impacts readiness at echelon, whether that be at the contracting detachment, battalion, brigade or center level. This ensures contracting professionals are not only ready to support warfighting but also fight by delivering combat-ready contracting formations. Another 10 Army civilian employees in the acquisition career series have also graduated from the MICC Master Gunner Program, returning to their respective installation contracting offices armed with greater knowledge to better assess contracting challenges in the workplace and work with leadership to present solutions. Civilian employes who also serve as 51Cs in the Reserve or National Guard are also entitled to the C6M PDSI. PDSI codes fall into one of three categories and may be used to track individual skill sets. Those categories include a permanent PDSI code for a unique skill set required for identification in a personnel system for more than three years; temporary PDSI codes for those possessing unique skills to be identified in personnel systems not exceeding three years; and a PDSI for Reserve component mobilization for training or individual skill training. Contracting NCOs accomplishing the MICC Master Gunner Course possess a permanent PDSI. Editor's note: Article originally published by the U.S. Army Acquisition Support Center. About the authors: Sgt. Maj. Lloyd Cueto is the U.S. Army Mission and Installation Contracting Command Operations Directorate sergeant major at Joint Base San Antonio-Fort Sam Houston, Texas. He is a doctoral candidate with an M.B.A. in asset management from University of the Incarnate Word of San Antonio and a B.B.A. in professional studies from Excelsior University. As an Army acquisition professional for more than 13 years, he is certified as a contracting professional and a Lean Six Sigma Blackbelt and has served more than 19 years with the U.S. Army. Master Sgt. Payten Redfearn is a senior contracting NCO with the U.S. Army Contracting Command at Redstone Arsenal, Alabama. He holds an M.B.A. in finance from Post University of Waterbury, Connecticut, and a B.S. in business administration from Post University. As an Army acquisition professional for more than 10 years, he is also certified as a contracting professional and has served more than 20 years with the U.S. Army. Daniel P. Elkins is a public affairs officer with the U.S. Army Mission and Installation Contracting Command at Joint Base San Antonio-Fort Sam Houston, Texas. He holds an M.A. in communications from St. Mary’s University of San Antonio and a B.A. in communication from Louisiana Tech University. He is also certified as a volunteer federal mediator for central and south Texas government entities. He has more than 35 years of public affairs experience spanning both the U.S. Air Force and U.S. Army. While grassroots nonprofits tend to be smaller organizations, their missions have the ability to bring about change on the local, national and international stage. As these nonprofits gain attention, it leads to organizational growth and an increase in the amount of funding received, allowing more progress to be made toward the mission but also introducing additional challenges. One common challenge nonprofit leaders face is ensuring the mission remains front and center in everything the organization does. In the face of incoming dollars and increased attention, it’s easy to lose focus on the mission and the people being served. As experts, the members of Forbes Nonprofit Council members have experience navigating the growth of their organization and the challenges that arise from that change. Below, 15 of them share tips for leaders of growing charity or nonprofit organizations to help them stay focused on the mission they serve. 1. Prioritize The Well-Being Of Your ConstituentsAlways maintain a strong connection to your mission and prioritize the well-being of those you serve. Avoid being sidetracked by the influx of financial resources and heightened attention as you grow. Continue to show appreciation for your longtime supporters, and resist any temptation to deviate from your mission in pursuit of financial incentives. - Debora Wondercheck, Arts & Learning Conservatory 2. Choose Impact Over DollarsOne way to ensure that growing nonprofits are focused on their mission is for leaders to choose impact over dollars. Create a mission statement that succinctly defines the organization's purpose, values and goals. Make sure it clearly articulates the core issues the charity is addressing and the impact the organization aims to achieve. - Rocky Bucano, The Universal Hip Hop Museum( dba The Hip Hop Museum) Forbes Nonprofit Council is an invitation-only organization for chief executives in successful nonprofit organizations. Do I qualify? 3. Avoid Letting Donors Set Organizational PrioritiesMake sure that you do not let grantmakers or donors impose their priorities on your organization. Ensure you are writing grants that further your mission and programming. Additionally, it is very important to make sure you have a gift acceptance policy in place that’s approved by your board to prepare yourself for rapid growth and transparency. - Bruce Maj Pelz, Maji Safi Group 4. Assess Alignment With Potential Funding SourcesLeaders should be prepared to say “no” as readily as they are to say “yes” to potential funding. It is tempting for all nonprofits to accept “easy” funds, but this can be particularly true for growing or grassroots organizations with smaller budgets. Mission fit is critical. Really think through the long-term impact on your mission and the drain on resources needed to accomplish deliverables that may be out of scope. - Shari O'Loughlin, The Compassionate Friends 5. Implement SystemsDevelop mechanisms to keep the mission at the center. Revisit your mission frequently, and utilize a decision-making matrix for new initiatives that will enable you to evaluate the opportunity against key criteria, such as alignment to mission, ability to execute, scale and scope, reputational impact, and financial return, among others. Having this structure makes saying “no” easier. This is important for all nonprofit leaders. - Scott Dolan, Excelsior University 6. Concentrate On The Intended ImpactTo avoid mission drift, leaders must be hyper-focused on the impact that they want to make with their stated mission. Never create a program just because of the desires of the grantor. Every service or program should answer a need that corresponds with the strategic initiatives of the organization. - Kimberly Lewis, Goodwill Industries of East Texas, Inc. 7. Avoid Taking On Additional ProjectsMy only advice to the leaders of a growing grassroots charity or nonprofit organization will be to stay focused. When they grow and become prominent, they should not lose their focus, especially when they get donations. Rather than starting other projects, these leaders should only focus on their main cause and their primary mission to bring hope and change for the community. - Amina Wattoo Kasuri, The Lighthouse 8. Develop Ways To Measure PerformanceBe very clear on your strategy and how you will measure performance in the delivery of that strategy. Then ask, "Can I fit this on a post-it note?" If you can't, keep working at it until it is concise and well-structured enough that on one Post-it note, you have what you are doing, why you are doing it and at most three measures to assess your efforts. - Jonathan Prosser, Compassion UK 9. Collaborate With The CommunityGround your growth in your community. Have a plan or set of goals created from community feedback and listening, and use that as a decision point for new opportunities. Model your growth as well when it comes to staffing—at what point do you hire, and who do you hire first? The more you plan for that today, the more seamless it will be when the opportunity occurs. - Matthew Gayer, Spur Local 10. Understand The Core Of The MissionUnderstand what is truly at the core of your mission and stay laser-focused on accomplishing it. You'll need to create guidelines for evaluating opportunities so you can avoid unnecessary distractions and be unified in your decisions. These guidelines will give you the confidence to say “no” to opportunities so you can spend your valuable time on opportunities that will advance your mission. - Nicole Suydam, Goodwill of Orange County 11. Be Clear On Your ‘Why’ And ‘What’Be super clear on your “why” and your “what.” When you are clear and focused on why you're engaged in your work and what your intended outcomes are, you can weigh what comes up against those two anchors. Ask yourself, “Does this bolster my “why” and directly impact my “what”?” If not, then you can park it for later and revisit when you have more bandwidth or resources. - Nick Lynch, Collidescope IO, Inc. 12. Center The Best Interests Of Those You ServeLeaders should focus on prioritizing the populations they serve and making decisions in the best interest of their mission, vision and values. A wise nonprofit leader once told me, "Focus your eyes on the sky and keep your feet firmly planted on the ground." Be visionary for the people you serve and run a tight and quality ship that will be worthy of the mission. - Ron Ottinger, STEM Next Opportunity Fund 13. Beware Of Mission CreepBe careful of mission creep, and don't let dollars donated for "close but different" priorities change your focus. Always have the next steps in mission delivery ready to launch when the time is right, but stay the course on set priorities. - Gwen Cooper 14. Maintain What Started The GrowthLeaders of grassroots nonprofits experiencing early growth would be wise to keep themselves and the team focused on what put them on this growth trajectory. It is easy to get distracted by shiny things such as grants and large donations when you’re starting out, but ultimately, your organization will only grow if you remain single-mindedly focused on what you’re doing to serve your supporters. - Michael Horowitz, The Community Solution Education System 15. Look To The FutureFocus on the mission and the word “next.” Successful leaders, businesses and organizations are never stifled by a challenge or distracted by success. Mission focus and always looking for the “next” opportunity will ensure positive movement for the nonprofit. Too much focus on the immediate success could lead to maintaining the dreaded status quo. Be the leader that leads with “what's next.” - Aaron Alejandro, Texas FFA Foundation A successful company starts with a strong office culture. But some businesses prioritize the wrong aspects of a thriving business environment or forget about it entirely. Thousands of business experts have scrutinized what goes into company culture, but the root of the matter often gets lost. Many companies try to adopt flashy workplace incentives, like office ping-pong tables or Google’s bike meetings, to build a positive environment. While these offerings may seem great on the surface, they have not been proven to retain and engage employees. A successful company culture starts with a defined, tangible mission. If your employees don’t know where they fit in the process or what the company is working toward, your organization will flounder. “It is fundamental to set the tone of the work environment,” said Jasmin Terrany, a psychotherapist and life coach who supports professionals. “Employees these days are not as motivated by simply a paycheck. If you want employees who are going to go to battle with and for you, they need to feel connected to a deeper purpose or mission.” We’ll explore the idea of a company mission and why it matters. Then, we’ll learn how to create and define a mission for your organization. To keep employees happy without a raise, prioritize their work-life balance, loop them in on the company’s big picture, and encourage communication. What is a company mission?A company’s mission is its reason for existing. While all for-profit companies aim to make money, a mission specifies the founders’ most crucial priorities beyond monetary gain. A mission typically addresses what the company does and how and why it does it. It may also include a statement of values and ethics. A mission identifies a common overarching goal that, ideally, all employees can get behind and use as motivation and behavior guidelines. Usually a company’s founder creates the mission, although the company may modify it as time passes and the company evolves. A company’s mission is summed up in a mission statement, which may range from a single sentence to a short paragraph. Large companies sometimes spend years and millions of dollars trying to develop a succinct and compelling mission statement. Luckily, however, the process does not need to be as laborious for small companies. A business owner, and perhaps a close group of executives or stakeholders, can craft a small business mission statement within weeks. A company mission should do three things:
Examples of company missionsTo get an idea of what your mission might look like, it can be helpful to review examples of missions from well-known companies. Many of these missions focus on corporate social responsibility.
Greenwashing is when a brand spends more time, money and effort on marketing itself as environmentally friendly than it does on living up to its sustainability claims. Patagonia is one company that’s transparent about its current level of sustainability and efforts to improve. Why a mission mattersEmployee engagement and retention are crucial for any small business’s success. It’s expensive to recruit, hire and onboard new employees, and the changing work landscape has made it the norm for professionals to jump jobs regularly. Hiring an employee should be an investment. Small businesses need to build a sustainable organization that can withstand the pressures of encroaching job offers. Yet, many workers still don’t feel engaged at work. A 2021 Gallup poll found that only 36% of U.S. workers feel engaged in their jobs. This lack of engagement is a nightmare for small business owners. When employees aren’t engaged, productivity wanes, and businesses may end up spending more time looking for the right people than focusing on the employees they already have. Creating a company mission also allows organizations to define what they stand for, which leads to growth. “Having a well-defined mission not only gets the buy-in from my employees, but it helps clarify what my company does and does not do,” Terrany said. “It can be easy to get caught up in information overload and get distracted from the plan. Having a well-thought-out mission helps me and my employees stay focused.” In addition, a strong mission statement can carry the company forward even after a founder passes away or retires. Your mission statement should be strong and compelling, giving employees motivation that goes beyond money. How to find a company missionCreating a company mission starts with defining tangible values. The most important part is being honest and genuine in your approach. Phillip Cohen, president and founder of Cohen Architectural Woodworking, built his commercial woodworking business from the ground up. He started woodworking in 1975 as a recovering addict, and his organization’s mission evolved as his business grew. Cohen received the 2017 SBA Missouri Small Business Person of the Year award. “Our stated mission is to transform every life we touch by the way we live, the way we treat people, and the beautiful work we produce,” he said. To develop the right kind of mission, Cohen said, business owners must be honest with themselves and look to tangible values beyond profit. These values, or worldviews, can attract the right kind of employees and provide an organization with a framework for success. “If you’re the senior leader, whether you like it or not, whatever happens in your heart is what happens in the business,” Cohen said. Tips for articulating your company’s mission
Post your mission in your office, include it in your recruiting and onboarding materials, write it in your company handbook, and discuss it at company meetings. An example of a visible mission is the “Believe” sign in the locker room in the Apple show Ted Lasso. Living your company’s missionTo act as a true leader, you should be an example of your company’s mission. This takes your mission from words posted on a wall in the break room to a living goal. “The leader goes first,” Cohen said. “If you want a culture where people are honest and admit their failures, then you need to be the first one in.” Cohen described a situation where he had to fire some toxic employees from his woodworking company. While they may have been high performers, these workers didn’t align with Cohen’s mission and goals as a business owner. He said the decision to confront some employees was difficult, but it proved his integrity to other employees and potential hires. By serving as an example for your employees, you align your idea of your business’s culture with day-to-day realities. Otherwise, a mission is just an abstract idea that doesn’t reflect what a company is actually like. Remember that the mission doesn’t end with the business owner – it’s shared among all employees. In addition to discussing your mission and posting it on the walls, your company’s mission should also be apparent in company policies. For example, if treating customers with respect is part of your mission, the company should reward and recognize service reps when customers give them excellent feedback or mention them in positive online reviews. If honesty and integrity are part of your mission, you shouldn’t compensate sales employees when they get the sale through dishonest or underhanded means. The importance of being honest and genuineA defined company mission gives your organization direction and helps you engage and retain employees. When working on your mission, be honest and genuine about your ideals as a business owner and think critically about how you want your business to impact the world. Once you have a business idea and a mission, you must be the first to follow its tenets. It’s also important to surround yourself with workers who agree with your mission and live it out each day. “If you’re the senior leader, you trust the mission that’s burning in your heart,” Cohen said. “And then you surround yourself with mentors who call you out and tell you the truth and tell you when you get off course, so you [get] to be accountable to people.” Matt D’Angelo contributed to the writing and reporting in this article. Source interviews were conducted for a previous version of this article. Jennifer Dublino is a prolific researcher, writer, and editor, specializing in topical, engaging, and informative content. She has written numerous e-books, slideshows, websites, landing pages, sales pages, email campaigns, blog posts, press releases and thought leadership articles. Topics include consumer financial services, home buying and finance, general business topics, health and wellness, neuroscience and neuromarketing, and B2B industrial products. 
usatoday.com wants to ensure the best experience for all of our readers, so we built our site to take advantage of the latest technology, making it faster and easier to use. Unfortunately, your browser is not supported. Please obtain one of these browsers for the best experience on usatoday.com Tom Cruise’s latest mission won’t be hitting theaters until 2025. Paramount Pictures has delayed the next “Mission: Impossible” by nearly an entire year, from its original date of June 28, 2024 to its new spot on May 23, 2025. Like other films of its size and scale, the eighth “Mission” movie was forced to halt production amid the ongoing SAG-AFTRA strike and won’t be completed in time to open next summer. It’s a fate that faces many big-budget tentpoles if the actors union and studios don’t resolve their contract negotiations in the coming weeks. As part of the move, “A Quiet Place: Day One,” a prequel to 2018’s post-apocalyptic hit, will land on June 28, 2024 instead of its previously scheduled date of March 8, 2024. Meanwhile, an untitled animated “SpongeBob SquarePants” adventure has been postponed from May 23, 2025 to Dec. 19, 2025. It’s not all delays, delays, delays. Director John Krasinski’s “IF,” a fantasy-comedy starring Ryan Reynolds, Krasinski, Alan Kim and Phoebe Waller-Bridge, has moved up from May 24, 2024 to May 17, 2024. With its current placement, the family film has space from a flurry of Memorial Day offerings, such as “Mad Max” prequel “Furiosa,” “Garfield” and “Kingdom of the Planet of the Apes.” Of course, the calendar will be fluid as long as major productions remain shut down. “Mission: Impossible” will arrive on the big screen with a new name. Paramount and Skydance are dropping the second half of its title, formerly “Dead Reckoning Part Two,” though the sequel will directly follow the events of 2023’s “Dead Reckoning Part One.” Christopher McQuarrie directed the seventh “Mission,” which landed in theaters just before the global phenomenon of Barbenheimer. Despite positive reviews and goodwill from Cruise’s last blockbuster sensation “Top Gun: Maverick,” the tentpole fell short of box office expectations with $567 million globally. “Part One” hardly played on Imax screens because Christopher Nolan’s “Oppenheimer” dominated the premium format through the end of the summer. That won’t be the case with the next “Mission,” which is getting a three-week exclusive Imax run. The president has initiated ghost protocol. Okay, not quite, but President Joe Biden did sign a new executive order on artificial intelligence that may have been partially inspired by a viewing of Mission: Impossible – Dead Reckoning Part One. According to the Associated Press, Biden chose the summer blockbuster for a exact viewing at Camp David, but it proved to be less of an escapist experience than he probably hoped, as the movie's villainous AI, "the Entity," seemed to unnerve him. "If he hadn't already been concerned about what could go wrong with AI before that movie, he saw plenty more to worry about," Biden's chief of staff, Bruce Reed, told the AP. In the film, the Entity destroys a Russian submarine after gaining sentience and threatens the entire global intelligence community with its access to weapons and government secrets. Tom Cruise's Ethan Hunt and his team spend the entirety of the movie attempting to secure override keys for the Entity's source code, and the rogue AI outwits them at nearly every juncture, as it identifies each character's weakness, manipulates video footage to change people's faces, and occasionally impersonates team members' voices. Reed indicated that voice cloning is a particularly worrisome issue for the president, and he said that artificial intelligence was already on Biden's mind when he watched the film. In the months of meetings that led up to drafting the order, Biden "was as impressed and alarmed as anyone," Reed said. "He saw fake AI images of himself, of his dog. He saw how it can make bad poetry. And he's seen and heard the incredible and terrifying technology of voice cloning, which can take three seconds of your voice and turn it into an entire fake conversation." The executive order, signed Monday, seeks to ensure "safe, secure, and trustworthy" AI. The members of the executive branch's mission, should they choose to accept it (they should!), is to enact the order's guidance within 365 days. Want more movie news? Sign up for Entertainment Weekly's free newsletter to get the latest trailers, celebrity interviews, film reviews, and more. Related content: Getting Married at Mission Santa Clara... As a Catholic student chapel within the Diocese of San Jose, CA, Mission Santa Clara hosts Roman Catholic weddings for current students, faculty, staff, or alumni of Santa Clara University. Only weddings within the Roman Catholic rite, wherein one party (either the bride or the groom) is a baptized Catholic, are permitted. SCU Affiliation Requirements To reserve Mission Santa Clara for your wedding, either the bride or the groom must be a current student, faculty, staff member or alum of Santa Clara University. Unfortunately, the privilege of using Mission Santa Clara does not extend to relatives or other members of your immediate family. No exceptions to this policy are made. If you have questions about your eligibility, please contact the Mission Office at 408-554-4023. Reservations To make a reservation, you'll need to stop by or call the Mission Office directly at 408-554-4023. Available time slots are as follows:
Weekday/Outdoor weddings are prohibited on campus. Reservations consist of a 2.5 hour window with your wedding beginning at one the above mentioned hours. These times are fixed and may not be extended beyond these offerings. When considering a time slot, you can expect your reservation to be broken up into the following:
Fees and Refunds The reservation fee to schedule Mission Santa Clara for your marriage ceremony is $1250. This fee is due in full within 10 business days of putting a date/time on hold. Failure to make this payment within a timely manner will result in the forfeiture of your wedding date and time. Your reservation fee affords you the following:
Please be advised that this fee does not cover the following:
Optional Services for Purchase
Cancellations and Refunds Marriage Preparation Course Requirements Preparation for the Sacrament of Marriage must begin at least 6 months before your wedding. Consult the following steps to make sure you've met all the requirements before your wedding day. Failure to fulfill any of these obligations can jeopardize your reservation and our ability to host your wedding ceremony.
A Certificate of Completion will be given to you after the conclusion of the courses. These certificates must be submitted to the Mission Office. Should you have any questions or concerns about your marriage preparation requirements, please contact the Mission Office. Wedding Photography The Santa Clara University Campus is private property. Permits are required to utilize the campus for photography purposes. Weddings scheduled to take place in the Mission automatically qualify for a Photography Permit. You will be given this permit at you wedding rehearsal. Please note that wedding photography inside the Mission is prohibited just prior to your wedding ceremony. There is time allotted for this after the conclusion of your ceremony, through the end of your contracted reservation. This time is dictated by the timeliness with which your event begins and progresses. Ceremonies that start late diminish the amount of time you will have for photos in the church. While the time inside the Mission is limited to your reservation, you are free to spend as much time as you wish utilizing the Mission Gardens for pictures both before and after your ceremony. Please contact the Mission Office is you have additional questions regarding photography at your wedding. For those not being married in the Mission, please review this additional information about photography at SCU. Lifehacker covers tech, cooking, health, finance, entertainment, parenting, home improvement, gardening, careers, and more, and our goal is to offer reliable tech help and credible, practical, science-based advice. Each Lifehacker story offers suggestions on something you should do, or offers information you need to help you make a decision on your own. We want to go beyond reporting the news to explaining what you can do in response to evolving technology, events, and trends. Review policyIt’s important to be transparent about how Lifehacker does and doesn’t earn money. Editorial coverage is determined solely by the Lifehacker editorial team for the benefit of our readers. As noted on each article, Lifehacker earns affiliate commissions from products linked on our site, but Lifehacker writers don’t receive any of the commission earned, and our writers have a collective bargaining agreement that disallows pay-for-play writing. Companies have no input or influence on product reviews or editorial outcomes. Our editorial team doesn’t produce paid content or endorsements, and writers aren’t allowed to accept compensation or expensive gifts from external sources. Corrections policyLifehacker makes every effort to correct errors. Grammar, spelling, and style errors will be corrected in the text. Factual errors will include an editor note at the bottom of the story. | ||||||||||||||
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