MPS gets customer focused

  • Published
  • By Mark Wyatt
  • 66th Air Base Group Public Affairs
HANSCOM AIR FORCE BASE, Mass. --  The 66th Force Support Squadron's (FSS) Military Personnel Section (MPS) has made big changes recently in an effort to improve efficiency and customer service for those who require identification cards or other personnel business.

"The changes were made as a result of a tiger team that was developed this past fall to improve five areas that were self-identified as needing greater efficiency," said Stephan C. Tupeck, the Manpower and Personnel flight chief.

The tiger team, led by Maj. Joseph Green, the deputy director for FSS, looked at infrastructure, internal processes and their training program as focus areas.

"Getting back to basics was a key part of our approach," said Green.

Together, the team made significant infrastructure changes as well as some minor changes that have helped to provide better customer service to the nearly 70 customers that are seen each day.

"We evaluated our workspaces and made adjustments that improved efficiencies and projected a professional workplace for customers," stated Green. "The tiger team process also identified common denominators that has set up a standard battle rhythm and allows flexibility so that we can shift work effort where it is needed."

Like most offices around base, the personnel section is not without deployments, reduced manning or other manpower challenges.

"In fact, the timing of our tiger team effort couldn't have been better," continued Green. "With the Global Base Support cuts sustained in FSS, our self-improvement results are even more critical."

Minor changes, such as adjusting their customer service hours of operation to 9 a.m. to 3 p.m., have provided dedicated time to ensure they accomplish their mission.

"Opening at 9 a.m. instead of 8 a.m. allows us to complete Air Force-mandated and in-house training, time to research issues for customers and to update data systems necessary to ensure our customer's records are up to date," said Green. "The emphasis on training has significantly improved compliance. Customer service has improved and we have a prideful and energized MPS team."

Staffed at only 72 percent, the personnel section is looking at creative approaches to reach a more broad audience as well as provide commanders with human resource tools to better respond to personnel issues.

For example, the personnel section will attend commanders calls and provide organizations with specific information on a topic as it relates to personnel, said Tupeck.

In addition, Tupeck added that the team made changes to the Customer Support waiting area that make the area more comfortable if there is the instance of longer wait times caused by high volume or technical issues.

"The kids section is larger and more kid- and family-friendly, we moved Security Forces pass and I.D. section forward to clarify their services and we streamlined the sign-in process for customers," said Tupeck.

Diane Turbide, a customer support technician who noted that the changes provide a more professional image, is excited about the improvements.

"Our customers have noticed it and comment daily on it," said Turbide. "In particular, the children's area has been great. Children love it, parents love it and we love it."

The improvements have proven to be infectious for MPS personnel.

"Our team is now evaluating processes on their own and developing strategies to make improvements," said Tupeck. "The bottom line: customers are benefitting and our team has higher morale as a result. It's a win-win for everyone."