As-Is Process Flow Chart Evaluation
Create a flowchart of the as-is process using Microsoft Word, PowerPoint, or Excel.

Figure 1: Flowchart Showing Policy Communication Protocols in the US Military

Evaluate the efficacy of your process using process improvement techniques.
One of the primary goals of the process improvement plan is to reduce the bureaucracy of one of the most significant challenges in the US military department. According to Schmidt (2000), the primary issue has been the bureaucratic protocols that often impede the successful policymaking process. Therefore, to evaluate the efficacy of the policymaking process, the Department of Defense will determine the military specifications and legal reforms adopted at each level in the policymaking frameworks. Another essential strategy would be evaluating the factors and determinants that influence the willingness of the defense officials to embrace a standard reform.

Process Improvement Flow Chart
Define metrics and measure the current process.
The metrics that will be used to determine the effectiveness are:-
• The attitudes and perceptions of the military personnel towards the reform
• The time taken to communicate the change from the POTUS office to the service forces
• Priority given to major policies affecting the operations of the military
Use process improvement techniques to improve the process. Create a flow chart of the improved process using Microsoft Word, PowerPoint, or Excel. Use your professional judgment to ascertain how the future process will perform according to your metrics.

Figure 2: Improved Version of the Policy Communication Protocols
 

Summary
Write a 525-word executive summary that includes the following:
• A brief description of the process based on the flowchart of the processes current state
• The results of your process evaluation and how the weak points can be strengthened. Include a description of the process improvement technique(s) used.
• A brief description of process improvements based on the process of the future state
• How you anticipate the future process will perform based on metrics used to evaluate process current state
• A description of your process improvement project to achieve the process future state

The current policy communication framework in the military undergoes a rigorous process from the time it is conceptualized at the President’s office to the time it reaches the service forces and the assigned operations services. Notably, the POTUS is regarded as the vital office because it holds the commander-in-chief of the armed forces. The office communicates policy changes to the Secretary of Department defense, who establishes a memorandum to be distributed to the three other offices, namely the Military Department, the Chair of Joint Chiefs of Staff, and the DoD Field Activities. According to Eanes (2019), before the information is transmitted to other offices, it usually undergoes a bureaucratic process that undermines its effectiveness.
The primary weakness of the first process is lengthy protocols that adversely influence the attitude and perspective of other military representatives in all six branches of the US military. Secondly, the existing process tends to influence the reputation of the DoD in implementing significant reforms and an executive order from the POTUS (see Figure 1). Furthermore, the decision-making process becomes slow as various stakeholders are involved (Lehmann, 2016). Thus, based on the evaluation metrics used to determine the weaknesses, it was established that the process needs improvement to increase its effectiveness in executing the executive orders and decision-making processes.
The improvement strategy used is the reduction of the bureaucratic protocols to enhance the attitude of the military personnel towards the system. Secondly, the improvement process also simplifies the communication channel by centralizing all the communication from the DoD to the service headquarters (Halvorson,& Taitt, 2010). This strategy can reduce the lengthy waiting times enhance the communication process.
The improvement is centered on streamlining the policy communication protocols by reducing the bureaucracy to transform the attitude of the military personnel towards the system. Empirical evidence has established that the existing defense-unique military specifications are complex, costly, and obsolete (Schmidt, 2000). In other words, the protocols are established on a rigid communication structure that undermines quality leadership.
The improved version (see Figure 2) encompasses a straightforward channel that can be used for faster policy changes and reforms implementations. The reduced bureaucracy and transformed communication path are likely to influence the attitude of the military personnel positively. Unlike the previous version, the communication plan from POTUS reaches three primary offices before being disseminated to the DoD in charge of field operations, service forces, and the assigned operational services.
Based on the new reforms, I anticipate that the change improvement plan will suffice in meeting the military defense goals through effective communication. The change will also encourage a profound culture that streamlines downward communication and commands from the POTUS. For instance, if the POTUS declares war after consultations with Congress, the classified information can be communicated without interfering with other departments.
The idea proposed in the new improvement plan will play an integral role in highlighting a profound strategy to develop the impetus for mitigating future challenges that are defined and prioritized by the policy. It will also strengthen the interagency planning and execution of strategies because minimal bureaucracies respond to threats. Moreover, execution of the executive orders will be faster because of minimal barriers that may lead to resistance.

References
Eanes, J. (2019). Organization and Management of the Department of Defense. Organizational Policy & Decision Support Directorate. https://fas.org/irp/agency/dod/org-man.pdf
Halvorson, & Taitt, S. B. (2010). Understanding the Military: The Institution, the Culture, and thePeople. SAMHSA. https://www.samhsa.gov/sites/default/files/military_white_paper_final.pdf
Lehmann, C. F. (2016). Strategy and business process management: Techniques for improving execution, adaptability, and consistency. CRC Press.
Schmidt, C. P. (2000). Changing Bureaucratic Behavior. Acquisition Reform in the United StatesArmy. https://www.rand.org/content/dam/rand/pubs/monograph_reports/2007/MR1094.pdf