U.S. ARMY SERVICE CAP FOR FIELD GRADE LOGISTICS BRANCH OFFICERS

Like all our products, our Logistics branch service caps are manufactured to meet or surpass all Army Regulations. Manufactured in Army Shade 450, they feature a hatband in the Logistics branch color of Soldier Red. On the visor are two arcs of oak leaves, embroidered in gold bullions, indicating that the wearer has achieved Field Grade rank (O-4 to O-6). (Note that there are no Field Grade Warrant Officers in the Logistic branch.) A goldenlite chinstrap complements the hatband’s gold border and the golden stripe found on the trousers of the Army Service Uniform and the Blue Mess Dress uniform.

Our service caps ship mounted and ready to wear.

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A critical component in the Logistic branch’s toolbox is Lean Six Sigma (LSS), a management system that seeks to identify inefficiencies or nonproductive techniques to speed up production or processing times while measuring variations that can create waste or errors and analyzing them based on plus or minus three standard deviations in a normal statistical curve (the basis of the statistical “six sigma.”)

Developed the Motorola Corporation in the 1980s, the model has been adopted by countless enterprises and was deployed in the Army in 2006—the same year that the Chief of Staff of the Army created the Logistics Corps, the Logistics Officer Corps, and the Logistics branch. In 2013, the Army Logistics University held its first-ever graduation of military and government students who had completed the coursework qualifying them for certification as black belts in the Army’s LSS program. (LSS employs a martial-arts style system of colored belts to indicate proficiency.)

But Lean Six Sigma is not without its critics. Dr. Christopher R. Paparone, an Associate Professor at the Army Command and General Staff College’s Department of Logistics and Resource Operations at Fort Lee, Virginia, notes that a 2006 survey of literature related to performance-based techniques, including LSS, indicated that 43 percent of the companies who employed them between 2002 and 2005 did not achieve the objectives sought

For example, Robert Spector and Mary West, in their 2006 survey of the literature, revealed studies that reported that 43 percent of the companies who adopted performance-based techniques between 2002 and 2005 failed to achieve the program’s objectives. Other drawbacks noted by Dr. Paparone include the tendency of LSS to cause its users to focus so strongly on metrics of existing processes that they can overlook new approaches, and the possibility of resentment from Soldiers who interpret new procedures as coercive or overly bureaucratic.

On the other hand, Dr. Paparone points out that these hurdles came be overcome with thoughtful implementation and that LSS can yield significant savings, and the Army says that LSS generated some $6 billion in efficiencies over the first six years of its deployment.
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About us

As a certified manufacturer of uniforms and insignia, The Salute Uniforms considers it a privilege to provide the members of our nation’s military services with superior-quality apparel and accoutrements. We guarantee that every product we offer is made in the USA and meets or surpasses Mil-Spec standards. Browse our online catalog and discover how our tradition of excellence and commitment to innovation makes us your best source for military uniforms, insignias, medals, and accessories.

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Salute Industries Inc, proud maker of The Salute Uniforms.
105 Apache Drive, Archdale, NC, 27263. Tel: 1-844-937-2588