# Culture innovations a main focus at leadership summit

/ Published Oct. 28, 2022
BATTLE CREEK, Mich., 
Defense Logistics Agency Disposition Services leaders and culture representatives discussed culture innovations at the annual Strategic Leadership Summit Oct. 24-28. This is the first time culture representatives attended the summit in person at the Hart-Dole-Inouye Federal Center.   

                DLA Disposition Services Culture Champion Brienne Hallifax presents culture update at leadership summit.                            DLA Disposition Services Culture Champion Brienne Hallifax presents culture update at leadership summit                            DLA Disposition Services Culture Champion Brienne Hallifax presents culture update at leadership summit.            SHARE IMAGE:Download ImageImage DetailsPhoto By: Kelly BurellVIRIN: 221028-D-D0441-450Culture champions and representatives play a vital role in workplace culture improvement by providing expertise, advice, support, and advocacy with senior leaders at their major subordinate command.

DLA Disposition Services has 12 culture representative volunteers who work closely with Culture Champion Brienne Hallifax. Together, they collaborate to optimize the agency’s environment and ensure all employees are heard, as well as identify new ways to maximize output efficiencies for all the sites.

“I use Brie as a sensor to check the vibe and feelings of the workforce,” Director Mike Cannon said. “I use that information to find out what people are talking about, what are their attitudes and what are the trends. That is the most critical part of her advice.”

Earlier this year, Cannon asked employees to submit recommendations on how to improve the culture and business model for the organization.                DLA Disposition Services' culture team met in person for the first time at this year's leadership summit.                            DLA Disposition Services Culture Team                            DLA Disposition Services' culture team met in person for the first time at this year's leadership summit.            SHARE IMAGE:Download ImageImage DetailsPhoto By: Jake JoyVIRIN: 221028-D-D0441-451

“We wanted a fresh perspective on some initiatives, to see if we were on track,” Hallifax said. “We received 47 responses, and 47 responses out of a 1,500-person organization seems really low, but the great thing about the responses was that they were consistent, actionable and really honest.”

Feedback included warehouse innovations and modernization, customer innovations, metrics, culture and hiring practices.

“We received 10 culture recommendations, and at the time, we already had 6 of the 10 culture items in the works,” Process Reengineering and Culture Representative Don Helle said. “The comments led us to explore the remaining four, but we were happy that our innovation research was on the same page as those in the field.”

Notable research and development initiatives include an automated floor cleaner and sweeper, a glove that can scan barcodes, an automated arm that can assist property disposal specialists with moving property, and a customer express check-in process.

“A main objective for warehouse innovation is to minimize dull, dirty and dangerous tasks so personnel can spend more time on more complex decision making,” said Helle. “Your value is not the strength of your back, like being able to lift heavy items out of a box, your value is the complexity of your mind. We should be able to automate those dull, dirty and dangerous tasks.”

“We think that doing those key things will both improve our business and our culture because our folks are then valued for their knowledge and experience,” Hallifax added.

Many recommendations were actionable and added value to the workforce by minimizing the ‘dull, dirty, and dangerous tasks,’ but the team also received feedback that challenged current capabilities of the agency.  

A common challenge found within the submissions was the low-tech infrastructures that most sites work with which would rule out a number of suggestions.

“To quote Mr. Cannon, ‘we need to find high tech solutions with low-tech infrastructures,’” Helle said. 

One proposal that met the technological parameters suggested using a ‘self-scanner’ method – similar to self-checkout kiosks at the grocery store – for customers turning in property. This allows the customer to check-in and scan items without needing a property disposal specialist present. This would offer employees on the floor more time for complex tasks.

“It’s a great concept, but it’s also dependent on the site location,” Helle said. “Some sites work more frequently with military personnel, so they have the ability to scan their information. Some sites work with commercial truck drivers more often, then it’s no value added. We put a great tool at your site, but you will rarely use it because your most frequent customer is a commercial truck driver.”

Although action cannot be taken immediately on all recommendations, it was a great way to check in with the workforce for a current and more accurate perspective on the work environment.

“Back in June, we did a pulse check with the organization since it’s been a couple of years since we completed a culture survey and we were hearing some different ideas on how we can improve things,” Hallifax said. “It’s something that can get us through to our next survey cycle.”

During the strategic leadership commit, culture representatives met to create a plan for the upcoming culture survey, as well as discuss the way forward for fiscal year 2023.