24 MAY 2019 • FOGHORN FOGHORNFOCUS: HUMAN RESOURCES strikingly like Flagship). As it turns out, I wasn’t starting from scratch in either case, for I already had the func- tional pieces. Both of my systems, however, lacked an intentional system- atic approach to improvement; in other words, a process-based management system (like SMS). Recognizing passenger vessel operators come in corporate, govern- ment, and family-owned sizes, I’d like to tout one aspect of CrossFit I discov- www.armstrongmarine.com | sales@armstrongmarine.com | (360) 457-5752 Your vision. Our expertise. On time. providing durability and beauty to NYC’s newest ferries www.rigidized.com/marine marine@rigidized.com ered that applies to implementation of process-based management systems. According to CrossFit, the needs of world-class Olympic athletes and Grandma differ by degree, not kind. As applied to vessel operations, the cruise ship operator needs the same mechanism for continual improve- ment as the small passenger vessel operator, just to a different degree. The mechanism just needs to be scaled to fit your operation. Scale and Implementation With scaling in mind, I created a manual for my volunteer organization that covered our values, purpose, as well as policy and procedure for com- munications, standards of conduct, ordering uniforms, etc., and yes, even included audits and management reviews. For those of you thinking this is way overkill, the first edition of the manual was only 12 pages long and took me only an afternoon to assemble. I soon discovered the value of the manual was that it saved time explaining to each person what and how we did things, and each time we did these things, we did it a little better. Questions like, “how do we order uniforms?” and “how do we schedule a field?” were simply answered by pointing people back to the manual. If someone had a better way to do things, we simply put it in the manual. I know what you’re thinking… that’s great, but that’s not as complex as vessel operations. You’re right, of course! Back to scaling, following this experience, I applied this same mechanism for implementing a pro- cess-based management system to a complex policy, procedure, and guidance intensive operational orga- nization: two U.S. Coast Guard field offices. Again, the application differed by degree, not kind. Benefiting from being in “top management” in both places, leadership commitment and continual improvement statements were first added to the existing orga- nization manual. Then, with the help a process-based management system coach, my steps were to: