L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982
The Exceptional Release
EXECUTIVE BOARD
SPRING 2003
President Col Evan Miller president@loanational.org
Features
Vice President Lt Col Pat Kumashiro vicepres@loanational.org Treasurer Lt Col Stephen Petters treasurer@loanational.org Information Officer Maj Stephanie Halcrow InfoOfficer@loanational.org Membership Development Maj Jeff Martin membership@loanational.org Chapter Support Lt Col Dennis Dabney chaptersupport@loanational.org Executive Senior Advisor Lt Gen Kevin Sullivan Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org
THE EXCEPTIONAL RELEASE Editor Col Debra Shattuck editor@loanational.org Assistant Editor Col (ret) Mary H. Parker assteditior@loanational.org Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff Col Cheryl Allen, SAF/AQQM Maj Gene K. Carter, 314 MXS/CC Maj Richard Fletcher, ACSC Student Maj Paul Pethel, 354 MXS/MXM Graphic Design MMagination, Inc. - Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 105 - Fall 2007
F A L L 2007
LOA Conference 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6-12 Sequel, No Equal By Lt Col Pete Miyares . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 SPECIAL SECTION: AFS021 Thinking and Fighting As an Enterprise Submitted by Col Robert Hamm, Lt Col Raymond Briggs, Maj Kirk Peterson, and Mr. Sean Driscoll . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 Time to Build AFSO21 Operational Momentum Submitted by Col (ret) Bob Dubek . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Air Force Maintenance… For 2016 Submitted by Mr. Mark D. Johnson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 AFSO21: A Journey—Not a Destination Submitted by Col Bibiana R. Laborte and Maj Robert Nash . . . . . . . . . . . . .30 Lean Metrics: Red is Good, Green is Worthless Submitted by Capt (ret) Russell Rhea, USN . . . . . . . . . . . . . . . . . . . . . . . . .32 Life Cycle Logistics Management Tool Kit Submitted by Ms. Brenda Robinson & Mr. Dean DeBee . . . . . . . . . . . . . . . .34 WORKING LOGISTICS IN UNMIL “A Hidden Secret” Submitted by Major Trace B. Steyaert . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 Expeditionary Support Squadron Aids Combat Power Submitted by Major Brad Archer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Saving Unit Funds Through the Defense Reutilization Marketing Service Submitted by Mr. Alan Reynolds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 56th Fighter Wing Earns Daedalian Trophy Submitted by 1st Lt Mark Imie III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
In Every Issue President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Logisticians’ Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Chapter Spotlight: Crossroads Chapter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50 Chapter Crosstalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 LOA Memorial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60
President’s LOG(istics) Hello again! The Association is kicking into high gear preparing for the LOA Conference which runs from 12-15 Nov in Washington DC. We are moving out aggressively to confirm the attendance of some fascinating guest speakers and we are working to pave the way for some very special guests to attend the conference. The work being done by the National Capital Chapter has been impressive and is going to make this conference unforgettable. The theme, Proud Past … Bright Future, couldn't be more appropriate. By the printing of this article, registration will be open, so hopefully you already
Col Evan Miller
have your reservations made. Our corporate partners are excited about the conference and their response has been very strong, so there will be much to look at while you are in DC. Keep an eye on the web site to see what we have planned and to check on other attendees. If you are like me, you look forward to the ER arriving in the mail and immediately flip through the magazine to find your favorite parts to catch up on the goings on in the Association. It is always great to catch up to friends and acquaintances in the Milestone section or in the Chapter Updates section. I am also interested in the theme of the new edition. Just like Sports Illustrated, I like
ER: PRESIDENT’S LOG(ISTICS)
to get a sense for the issue by examining the cover. This issue's cover offers an interesting insight into the magazine, although lean is hard to see. I'm sure most of you are looking at how you can "lean" your own organization and perhaps you are struggling with what "lean" looks like. Lots of books describe the process, but the destination is often difficult to visualize. Unlike a hike in the Rocky Mountains, where the journey as well as the destination, are breathtaking, the journey to lean logistics is not usually a pretty path.
However, the lean journey, though difficult, can be both exciting and rewarding in the end. As we have seen through a
number of fantastic projects, lean can make a big difference. The effort to reduce PDM flow days that has increased aircraft available to fly missions is an obvious example of what lean can do, but there are thousands of other examples. Each lean journey begins with a single step and most likely that first step usually involves identifying a problem within an organization. One of the articles you'll find in this issue of the ER examines the lean culture. A lean culture is one that does not shy away from red indicators. Unfortunately our Air Force and most government agencies have not operated with that type of culture. To be lean you have to look for areas where leadership and management can make a lasting positive impact through lean change. That is where LOA and lean and logistics all come together. In this edition of the ER, be sure to enjoy the articles, but as you start your journey through this issue, don't get caught in a lean trap. In my words, a lean trap is one where you lean for lean's sake. You have a continuous process improvement initiative because you have to, and you don't recognize that the lean event is "missing the mark." Remember the quote by Benjamin Franklin as you start (or continue) your lean journey. For the want of a nail, the shoe was lost; for the want of a shoe the horse was lost; and for the want of a horse the rider was lost, being overtaken and slain by the enemy, all for the want of care about a horseshoe nail. Don't lose sight that our lean journey is about the battle … not about the nail. If we are leaning a process, it must not sacrifice the greater good for a smaller part of the process. Don't get caught in the lean trap and fixate on the nail. Lean is a process … a critical process to our "Bright Future. " Use the articles in this edition of the ER and your experiences to stay focused on the war-fighter . Our lean journey must ultimately lead to a more efficient and effective logistics system that supports that war-fighter. The Soldiers, Sailors, Airmen, Marines and civilians on the front lines in the GWOT are our customers and they should not accept less than perfect. Thanks again for all your support and be sure to contact anyone on the national board or in your local chapter if you have questions or if you have any suggestions on how LOA can better serve our customers … You. See you in D.C.
EVAN MILLER, COL USAF PRESIDENT, LOGISTICS OFFICER ASSOCIATION 2
FA L L
2007
The E xceptional R elease
A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: marta@loanational.org and editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to marta@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines) along with stories (as separate text files) and include cutlines/captions. All photos should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: www.loanational.org/adrates.html Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: marta@loanational.org – Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $25. Access membership forms on the website at www.loanational.org.
EXCEPTIONAL RELEASE
3
Editor’s Debrief Time flies when you’re having fun! I can’t believe that my two year tenure as ER Editor-in-Chief is coming to a close. Wow! It seems like just yesterday I was writing my first Editor’s Debrief and working with the worldwide ER staff to gather and edit the best articles on joint, combined, and Air Force logistics we could find. Our focus has been on making the ER a premier professional development journal that includes a balanced assortment of articles from each of the logistics disciplines and that covers a broad spectrum of perspectives from strategic to tactical level. I can’t say
Col Deb Shattuck
enough about the tremendous support we’ve had from rank and file LOA members who have contributed articles and ideas. I particularly appreciated how our logistics flag officers have taken the time on numerous occasions to respond to interview questions and requests for articles. They don’t just pay lip service to mentorship. They put words into practice through their support of the ER and LOA. As I prepare for retirement next spring I am pleased to hand the editor’s pen to Colonel Dennis Daley. Colonel Daley was
ER: EDITOR’S DEBRIEF
Commander of the 402 EMXG at Warner Robins Air Logistics Center until 22 August when he headed off to Dover Air Force Base to take command of the 436 MXG. I know Colonel Daley has lots of great ideas in store for ER readers and I know that you will continue to give him the same great level of support you’ve given me. And now, here’s a quick preview of this issue. As always, we begin our issue with our Senior Leader Perspectives interview. We were delighted that Lt Gen Kevin Sullivan, USAF’s new Deputy Chief of Staff for Installations, Logistics and Mission Support, was able to give us his insights on the latest challenges facing Air Force logisticians. Not surprisingly, keeping momentum on Air Force Smart Operations for the Twenty-First Century (AFSO21) is high on Lt Gen Sullivan’s to do list. This quarter, we’ve got a number of articles focused on Lean and AFSO21. We’ve got a commentary on part one of Col Bob Hamm’s AFSO21 article that appeared in the Summer issue plus part two of the series. We’ve also got part two of the Air Force Maintenance for the Twenty-First Century (AFMx21) article. Captain Russell Rhea, USN retired, provides some thought provoking insights on Lean metrics, arguing that “Red is Good and Green is Worthless.” Col Bibi Laborte describes how Air Combat Command is tackling AFSO21 while AFMC’s Brenda Robinson and Dean DeBee describe how Lean principles are being applied to enhance life cycle logistics management. We’ve taken a pause from our quarterly feature on joint combatant commands and agencies to highlight a unique joint/combined logistics effort, the United Nations Mission in Liberia. We wrap up this issue with some interesting “cats and dogs” articles including a look at an expeditionary support squadron, the inner workings of the Defense Reutilization Marketing Service, and a behindthe-scenes peek at Air Mobility Command’s Airlift RODEO 2007. LOA’s Information Officer, Maj Stephanie Halcrow, provides the second installment in her new “Logisticians’ Library.” Be sure to add at least one of her recommended books to your Fall reading list. Finally, as always, let me encourage you to continue to send your feedback and article ideas to editor@loanational.org so we can ensure the ER stays on the cutting edge of logistics professional development. In keeping with the upcoming 60th birthday of the Air Force, our theme for the Winter issue is “Logistics: From Heritage to Horizons.” We’re looking for articles that describe logistics “the way it was” and that look forward to “the way it will be.” Thanks again for your great support. KEEP ‘EM FLYING— SAFELY!!
––COL DEB SHATTUCK AND YOUR ER TEAM 4
FA L L
2007
Perspectives IN STEP
WITH
LT G E N K E V I N S U L L I VA N
ER: As you assume your new duties as Deputy Chief of Staff for Installations, Logistics, and Mission Support, what are your top three priorities?
GEN SULLIVAN: I’m going to cheat a little bit in answering this question because my first priority
Gen Kevin Sullivan
is to ensure that the Air Force A4/7 community is out front in supporting the three top priorities of the Secretary and Chief. We need to provide the agile combat support that will enable us to win the global war on terror, establish the policies and fight for the resources to develop and take care of our Airmen and their families and streamline our processes across the A4/7 portfolio to free up dollars to invest in recapitalizing our Air Force.
ER: PERSPECTIVES
Second, I want the A4/7 community to continue to lead the Air Force in AFSO21 transformation. Gen Wetekam led the charge across our Air Force in implementing the tenets of transformation, and I don’t intend to let that legacy tarnish under my watch. I can’t tell you at this point where our next big transformation opportunities will be, because they’ll be identified by the smart people who are working those processes today. I can tell you that we’ll remain relentless in seeking out those opportunities and Leaning those processes at every turn. Finally, I intend to pay close attention to completing the implementation of the major initiatives we already have ongoing. As you look at the major projects we’ve initiated across logistics — ECSS, GLSC, RE21 and others, along with the major transformation initiatives in both Civil Engineering and Security Forces -– the “7” portion of the A4/7 world – we have a lot to do to bring these initiatives to fruition and institutionalize them across our Air Force ER: The theme of this quarter’s issue is “Leaning into the Future.” It focuses on how logisticians are applying Lean and AFSO21 principles to doing things better, faster, smarter and cheaper. What are some of the best Lean/AFSO21 successes you’ve seen recently and what areas do you think need focus for additional improvements?
GEN SULLIVAN: Because I just came from an Air Logistics Center, most of the recent Lean successes I’ve seen personally have been at the three ALCs – which continue to lead our Air Force in Lean implementation and I’m very proud of that fact. However, I’ve been very impressed with the amount of base-level Lean activity that I’ve learned about since I came to the A4/7 job. For example, the 305th MXG at McGuire AFB has developed a mobile composite tool kit which uses a wireless tool accountability system. This allows their mechanics to spend less time checking tools in and out and more time doing aircraft maintenance. In addition, the 4th AMXS at Seymour Johnson has come up with a new process for managing their aircraft cannibalization program which is putting 36 fewer aircraft a year into cann status. The 552d EMS at Tinker has developed a new isochronal inspection process which is keeping more AWACS aircraft in the air throughout the year. PACAF Sentry squadrons at Kadena and Elmendorf are benefiting to the tune of an extra 60 days of aircraft availability a year. Our Logistics Readiness Squadrons are doing their part as well. One initiative I am familiar with firsthand is the streamlining that the 75th LRS at Hill AFB has done to their mobility bag issue process. They are now able to issue complete, properly sized bags at the rate of one minute per person. That is 50% faster than the previous process. It’s clear that the entire Air Force logistics community is making great progress in implementing Lean. We need to continue to encourage this tactical implementation of Lean, because every successful local event breeds more converts to Lean thinking. If there’s something we need to focus more on, it’s getting everyone to understand that while tactical level Lean activity is important to changing our culture, enterprise-wide implementation of Lean is where we’ll get our biggest bang for our Lean buck. And of course, eLog21 is our umbrella program for implementing Lean across the logistics enterprise. ER: In his Winter 2006 interview with the ER, Lt Gen Wetekam, commented that he was “fairly satisfied and increasingly optimistic” about eLog21. Can you give us an update on this transformational initiative?
6
FA L L
2007
GEN SULLIVAN: As I stated earlier, expeditionary Logistics for the 21st Century (eLog21) is the basis for enterprise-wide Air Force logistics transformation. The goals of eLog21 are to increase equipment availability by 20% and reduce annual operating and support costs by 10%. To reach these goals, over 20 complementary initiatives covering the entire logistics spectrum have been initiated. eLog21 uses a combination of the best continuous process improvement and business process reengineering practices such as Lean, Six Sigma, and Theory of Constraints. It also aims to change the current stove-piped, reactive processes to anticipatory, and eventually, predictive processes with an enterprise focus. I would agree with Gen Wetekam’s assessment that eLog21 continues to make good progress. Since that Winter 06 interview, we’ve awarded the integration contract for the Expeditionary Combat Support System (ECSS) and are well into our blueprinting process, we’ve implemented phase I of the Centralized Asset Management (CAM) program, AFMC is standing up the initial cadre of the Global Logistics Support Center and we are refining our Aircraft Availability Improvement Program (AAIP) plans to be requirements based – and these are just a few examples of the progress we’ve made. Our challenge will be to continue to keep all our eLog21 balls in the air in a coordinated flight path, while we work the change management that will be needed as we fundamentally change the way we provide logistics support across our Air Force. ER: What other transformational initiatives do you expect to undertake during your tenure?
GEN SULLIVAN: I believe that many of our most far-reaching transformation initiatives begin at the grass-roots level, so it’s not likely that my crystal ball will be very good in predicting all the initiatives that we’ll work during my tenure. If you look at where we are with Lean today, it’s easy to forget that Lean really began at a single ALC 6-7 years ago, spread to the other ALCs without any direction from above. It has only been fairly recently that we’ve seen top-down guidance promoting Lean thinking across our Air Force. I’d like to think that many of our next generation transformational initiatives will emerge in a similar manner — maybe from a LOA member whose reading this today. I can tell you one thing we’re teeing up over the next few months will be a look at how much further we can go with RE21 in consolidating intermediate level maintenance. This won’t really be a new initiative but a logical extension of the good work that’s been done thus far. ER: The Air Force is well on its way toward executing the significant force shaping efforts driven by PBD 720. What is your assessment of progress made to date? Have Air Force logisticians been able to sustain previous capabilities while absorbing the manning cuts? Are there any unexpected second or third order effects that you and your staff are addressing?
GEN SULLIVAN: The 2007 reductions associated with PBD 720 were taken off the books in June, so I’m not sure enough time has passed to determine what the long-term impacts will be. It appears that we’re sustaining our capabilities through aggressive use of AFSO21 to find more efficient ways to execute the mission and the “can do” attitude of our logisticians. I do suspect we’ll find some problem areas as time goes by but early returns are as yet unclear. As for the second and third order effects, I see a couple of things we’ll need to do. First we’ll need to start applying our AFSO21 results in our planning for wartime missions. Most of our Unit Type Code (UTC) requirements are based on legacy processes that have yet to reflect our improved efficiencies. We must build UTCs based on our new processes that can deliver capability and are supportable with our authorized manpower. The second area we’re watching is the effect that changes in other functional communities may have on logisticians. The vast scope of transformation across the Air Force is only now starting to be synchronized.
We’ll have to be careful to ensure we understand how
changes in other functional areas impact logistics. Lastly, some of our LOA members may have heard rumors regarding increases to the end strength goal, but I want to be clear that if the end strength does increase it will likely be to support new missions, not to restore cuts that were already planned in logistics. ER: Do you have any additional comments you would like to make to the 3,500 members of the Logistics Officer Association?
GEN SULLIVAN: I’d like to thank all the members for what they’ve done and what they continue to do for our Air Force. The thousands of men and women who execute the logistics mission for the Air Force are among America’s best. They deserve to be led by America’s best leaders. Our LOA membership makes up much of that leadership cadre – both past and present – and I’m very proud of the work they do. I’m also pleased and proud that LOA’s membership is up to 3,500. I believe this reflects the quality of the organization and just how serious our logistics leaders are about their own professional development. K
EXCEPTIONAL RELEASE
7
LOA 25th Anniversary 1982-2007 Proud Past – Bright Future
Don’t Miss 2007 LOA National Conference 12-15 November Hilton Washington, 1919 Connecticut Ave NW Washington, DC Hosted by the Capital Region LOA Chapter Register Today! WWW.LOANATIONAL.ORG Exhibit Space Available WWW.LOANATIONAL.ORG/CONFERENCE Questions? Email Marta Hannon MARTA@LOANATIONAL.ORG
LOA CONFERENCE 2007 UPDATE
No Sequel, No Equal Submitted by Lt Col Pete Miyares
What an irony. My summer edition of the ER arrives as I am sitting down to pen my second article on LOA 2007 Conference. I am tempted to continue in my Rocky theme – after all there are six Rocky movies – but LOA’s 25th Anniversary Conference, themed “Proud Past, Bright Future . . . a 25th Anniversary” is no sequel. Instead it will be a one time event you won’t want to miss! Set in the heart of downtown Washington DC, at the Washington Hilton, 12-15 November, this year’s conference will feature new topics, new ideas, new approaches, new sites and some new twists. Your LOA National Board has brainstormed a full schedule designed to motivate and equip you for future success. The informal part of the conference is on Veteran’s Day and includes a full day of golfing on two of Andrews AFB’s courses or if golf is not your thing you can take a trip to explore the Dulles Air & Space Museum and the AF Memorial. This day will be capped off with the conference’s Ice Breaker which you won’t want to miss! The conference’s first formal day begins in high gear featuring discussions centered on what’s new in Force Structure and Development. The new Air Force Deputy Chief of Staff for Logistics, Installations and Mission Support, Lieutenant General Kevin J. Sullivan, will present the State of Logistics. He will be followed by a discussion on Air Force Structure by Lieutenant General Raymond E. Johns, Deputy Chief of Staff for Strategic Plans and Programs. With a new emphasis on breakout sessions, this day will include focused panel discussions for Civilian Directors, Group, Squadron and Flight commanders. There will also be Force Development Sessions for LROs, Maintenance Officers, Contracting Officers, and Civilians. Day Two continues the pace focused on the Global War on Terrorism (GWOT). After hearing from Middle East experts, conference attendees will participate in breakout sessions that focus on deployed experiences from various professional, organizational, and grade-specific perspectives. There will also be sessions that provide GWOT perspective from various MAJCOMs. Day Three launches us to our Bright Future as Air Force Logisticians and as members of an organization expanding into the Joint and Coalition Communities. The conference wraps up with the grand finale, the 25th Anniversary banquet, where we’ll celebrate scholarship and award winners as well as be inspired by an outstanding guest speaker. These three days will provide us the opportunity to become better equipped to forge victories in the challenges that lay ahead of us in this new century. So come and see what is new... Come invest in your Bright Future...Come to the LOA 2007 Conference and help celebrate 25 outstanding years of LOA! Registration is still open at the LOA Website, http://www.loanational.org/. We promise… this is no sequel and it will have no equal.
PROUD PAST…BRIGHT FUTURE ER COVER CONTEST WHAT WILL OUR ER COVER LOOK LIKE ON OUR 50TH ANNIVERSARY?? Now is your chance to predict the future! Design an ER cover for 2032. LOA prizes will be awarded for 1st, 2nd and 3rd place. All entries will be displayed at the LOA Convention Icebreaker and voted on by LOA members! CONTEST RULES: 1. Covers limited to one page 8 1/2 x 11 2. All submissions should be emailed to: lori.hill.ctr@pentagon.af.mil Or mailed to: Lori Hill 4636 20th St. N. Arlington, VA 22207 3. Deadline for submissions: 31 Oct 07 - Halloween!! 4. Questions…call Lori at com: (703) 588-7943 or DSN: 425-7943
Be Creative... Futuristic!
Thank You LOA 2007 Conference Sponsors PLATINUM SPONSOR DynCorp International DIAMOND SPONSOR Lockheed Martin GOLD SPONSOR WBB Consulting SILVER SPONSORS Battelle Pratt & Whitney BRONZE SPONSORS AAI Corporation ATTI INTERNET CAFÉ SPONSOR Standard Aero KEY CARD SPONSOR Honeywell Aerospace LOGGIE RECEPTION SPONSOR Boeing ICEBREAKER SPONSOR Honeywell Aerospace ONLINE REGISTRATION SPONSOR Derco Aerospace GOLF TOURNAMENT SPONSOR The Nordam Group CONFERENCE GUIDE SPONSOR Honeywell Aerospace MORNING COFFEE BREAK SPONSOR BAE Systems Sponsorships are still available! If you would like to be a LOA 2007 Sponsor please visit or website at: http://www.eshow2000.com/LOANC/sponsorship_opportunities.cfm
2007 LOA National Conference Scholarship Donors ($500 and up) CORPORATE CONTRIBUTORS ATTI Boeing Booz Allen Hamilton Honeywell Aerospace Lockheed Martin Pratt & Whitney WBB Consulting INDIVIDUAL CONTRIBUTORS Col (ret) Stephen Farish Col (ret) Steve Powers Lt Col (ret) Russ Hall Col (ret) Geary Wallace Col (ret) Robert Drewitt
SPECIAL SECTION
print g is a re in w o ll o f . The FSO21 A g in c a br s are em r leader io year. n e s h SAF rlier t is a U e t a d h n t a COST ilable is comm question ers of h E, O N the ava re is no b e h IM h m t i e T T w m N : s O t to This ing s Note IES… lson sen ight th h less. IT r r t i a IL e w Editor' B C h t l A e r a P er mo art CA oing ter Gen AF Sm f doing us on d INNING of a let WAR-W I asked you to foc e mythical idea o a few thoughts on r of losing onth ing th e you dange out Last m of chas I'm in and giv d a w a e o e d t i n s ear me k t n h a i I h u s t .) e o c y 1 n r 2 t t do resou (AFSO ask tha what i to buil entury but I'd I want 1 isn't, , C 2 h 1 t t O 2 s n S 1 O o F 2 m r the of AFS what A ions fo ention discuss m y e l f h Operat e t i r b ith like to f you w te. I'd a lot o e l e ward. d r o g f ittin ove h m e o r t o f in be e need r QAF how w ound fo r a ue t r is, and c e a ow tI it. you wh me, bu f e t e s o s e in I s a o g a how Th impleold this Force. Here's ow we h h ir 't h A n it y o w t D can ali as mouth. not Qu , and I eas, it w r ll u is id e o 1 e y w 2 h t y er y h e in AFSO time v do awa sn't wit ad tast ing to lem wa ith a b er that o b b w g o r m y t e p a o a e w m a aw y re th 're n AF … walked e focus leaders ay. We Q h r ly d t f b o o io e t a n s k b s e a o le e s ut. pr F cip tak or t all abo ly 90s Your A sites," me mis is the prin . a ff f s is o m o e e h y t the ear h h ic t t n t teg ma ot wha ment making at "stra eve in ou that's n oiding o imple rossed t v c ally beli a … d s e ality, y o g fe t il li le or fa our itted han . In re r t m h e r t it d t e m e e g o w t r b c 1 n la b cle all O2 is me your jo become in a cir e. AFS we are o s 1 d d 2 n u n e o O s u u y o o S r n y F e A ased lp mo it a assur s. It's b it com an't let s to he ions," s s l c t e o d c la e e o l o t u l r g W a f p e c . o r rs. with "r u just mission n a set d othe place o e … yo r work ints an ore tha combat m u a r a r m o t u n y s g o n a n g i o a in th rst nd fc from had improv 1 is no o unde ore it heory o 2 t h f t c e O , d a b a e S o e r F g m n p n g A si e lo ap most simply, why w w you FSO21 ly, the ean, six o 's l e t h A t s a a a g h n t i Quite m n i h i , t e l uc do greater tructur you. U success ideas s e been some s er been ement to help re only e v v all hav a d e s o i l r s n v l o p o s o o r t a m o i t h t d to p are jus ur AF process ies and designe nt in o t theor r, these inuous e t a e i e n b c r i o f g m f c e e e l h em re era s. All t in the . But r me mo on sev sis on antage ur idea o beco a v o t h y d p a d e e r r m e a u e o 1 our ed The n AFSO2 tools to ce add ome of a S l e n s i p . e e o h m v t t e a e d use th aggresand us es we h eas. we nee how to elieve resourc your id d have w b n t y o a I n b n a , a t k s d r e u e r f o folea on't fuel impo e rest o re's on mand t f you d h ey are e i t h m h t s t o n s , a e C n l 1 h e e mus the er t SO2 ful wh this co ols are d long rest of r ith AF o a t e o o w f r h e t d s s h r i e r g a u th fo th orw us all rly eno All of 's time een on move f ot nea p guide ools. It l n have b aining. t e r , , As we t s h e s r s 's C o e n t t L a h a ft want tc ilita rA and th e use o lks tha I don't ied fac ally ou f h o . i c t f y i t f r a i d n e future, c e w o c i e f ti sp he orple FSO21 nd cer l lead t ations, nt opp eir peo r 200 A ors wil ained a oveme organiz e t r r rain th t t c v p e o e r o m i s t i t s u D t o ju he et ou of in-h ers and ge of t y have sively s dvanta mmand urrentl r cadre a o c e l g C l r e u r a f l u W o a ke it. ls, and d win t to ta low su o build ese too ly wan ight an need t f h p t e o m f t i o s W t s e I . us ttle. exi … mand to fill s in ba g. We ffective s n e e e i r n e h a e t h u t v i q e s h n t ct throug comba ur effe mber o en or a O21. a burd e reme p your grade o S s e e e a F e d e b k l A y p s o c t h y , n g a e e this r effici d throu but alw orkplac uest fo your w SO21, s offere q e F i n r t i A i u n o 1 g u 2 n t t i AFSO ever le t by us explore e can n efficien w h e r c e a o r e o m f e As you s to be s. Ther for way n's war o k i t o a o l N o our u all t r. rage yo ing sta ur guid I encou o y s a eness effectiv , ngman low wi l e f r u Yo n Carlso Bruce F S l, U A Genera ander Comm
Thinking and Fighting As an Enterprise: The Culture of Air Force Smart Operations for the 21st Century (AFSO21) Submitted by Col Robert Hamm, Lt Col Raymond Briggs, Maj Kirk Peterson, and Mr. Sean Driscoll
biggest dividends. Understanding the 7Ss of culture: strategy, structure, systems, shared values, stakeholder values, skills and strengths,
In the Spring issue of the ER, I outlined a vision of a changed culture where our functional stovepipes learn to think and fight as a true seamless team, or as a total enterprise. Building the right culture using AFSO21 will make the future state a reality, but just
style of leadership (Learning Organization Doctrine, Roadmap for Transformation, US Army Corp of Engineers) will aid the transition. If we are able to tackle the 7Ss of culture, then we will have a lasting influence on the way we think about the enterprise.
wanting a culture change won’t bring it about. This article dis-
L E A D E R S H I P . As an organization makes the transition from the
cusses the tools required to get to the desired future state. Those
current state to the future state, many factors come into play. None
tools include leadership, strategy deployment, cross functional
plays a more pivotal role than that of the organization’s leadership.
teams, education and training, rewards and recognition, and final-
Leaders set the tone for developing the enterprise culture; they are
ly, metrics. But before discussing those tools, we need to under-
the very cornerstone of the enterprise transformation. In his book
stand what makes an organization’s culture.
Good to Great, Jim Collins discusses a hierarchy of leaders. At the
U N D E R S TA N D I N G
THE
I M PA C T
OF
C U LT U R E
ON
AN
O R G A N I Z A T I O N . How an organization thinks, meets, plans, and performs work defines its culture. Oh, if it was only that simple! Ask ten different people to define culture and you’ll get ten different answers. Yet if we truly want to operate as an enterprise – the work we do to change culture will pay the
top of this pyramid is the group
deemed
“Executive”
the
leaders,
characterized as “self-
effacing individuals who displayed the fierce resolve to do whatever is needed
Understanding the 7 S’s of Culture
to be done to make the company
S T R A T E G Y . The art of devising and employing a system of activities that mobilizes
great.”
all resources toward a valuable goal. A clearly defined strategy lets everyone know what’s important – time and resources spent on anything else is waste. Strategy starts at the very top and must be aligned all the way to employees at the lowest level. More on strategy later.
He further states that these
“leaders channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that [they] have no ego or self-
S T R U C T U R E . The formalization of relationships, roles and responsibilities to organ-
and foremost for the institution, not
ize and perform work. The structure of the Air Force enterprise is in-place; the Wings, Groups, Squadrons and Flights are the foundation of our Air Force. We don’t need to reorganize if we can get our minds right. However, without AFSO21, we don’t have a structure for continuous improvement.
themselves.”
SYSTEMS. A defined process or set of processes that link and activities that enable work
interest.
Indeed, they are incredibly
ambitious—but their ambition is first
It’s the leaders who have the responsibility to transcend stovepipes and effect change across the expanse of the greater organization. Michele Bechtell in her book
Untangling
Organizational
to be done and goals to be achieved. Every member must recognize that we are a system of systems. Everything from how we process awards and decorations to delivering air and space power – complex systems get the work done. Optimization of one process at the expense of another will almost always drive overall enterprise efficiency down. Everything we do, from launching an airplane to contracting and acquisition cross multiple stovepipes – each just as important as the next. Success depends on people who understand not only their piece of the enterprise – but the entire enterprise.
Gridlock explains, “You will increase
S H A R E D V A L U E S . Attributes promoted by the organization to motivate the behav-
your probability of success when you
ior of the members of the organization. The Air Force core values; integrity first, service before self and excellence in all we do remind us every day of what it takes to get the mission done. It’s the Airman’s common bond!
view your organization as a complex system of vertical and horizontal processes. Systems thinkers see beyond the immediate. They have peripheral vision. They focus not only on their local performance within the system but also on the overall performance of the system.” There is a distinct difference between dedication
and
commitment.
Individuals will never commit themselves unless their boss is leading the transformational charge. Leaders must trust those under them to promote the enterprise transformation and, when it happens, be willing to make the radical changes in the organization to promote the transformation effort. Many of our Air Force leaders have these qualities today, but we need to continue to
S T A K E H O L D E R V A L U E S . Essential characteristics or attributes important to individuals or outside organizations symmetrically engaged with organization. Understanding stakeholder values requires respect for each other, communication, and dialogue at all levels of the organization. Mutual respect encourages teamwork and breaks down the walls that exist at the seams of our organization. While Air Force values are clear, we must understand the values of our suppliers and our customers – the enterprise starts and ends with them. SKILLS
AND
S T R E N G T H S . Skills are techniques and procedures that people know
how to do. Strength is a developed talent that might include the ability to accomplish an objective at a high level of performance. The current “stovepipe” structure in the Air Force does an outstanding job of developing Airmen’s skills and strengths. The foundation of the organization is each player’s knowledge of their job. The senior leaders in the Air Force value the skills and strengths which stovepipes create.
STYLE
L E A D E R S H I P.
Involves understanding context and people, making goals clear and believable, learning from others building relationships and teams, removing road blocks. As with any organization Leadership is the key to success. Successful leaders are able to integrate learning into operations and empower their workforce. Leaders at all levels of the enterprise should conduct after-action reviews in a non-threatening, non-blaming style - where blame is not placed on an individual and solutions are rewarded. We fix processes, not blame. It is fitting that the last of the 7S’s is leadership, because leadership is the primary tool to drive the change in any organization. OF
Continued on next page... EXCEPTIONAL RELEASE
17
advance and promote those leaders that are true change agents and
know how or where they fall short, or even if they have met their
not just store keepers. Only leaders with a viable strategy will be
goal.
able to guide the cultural and physical changes occurring as an organization transitions to an enterprise.
One strategy model in use today provides clear Vision, Mission Statement, Breakthrough Objectives (BTOs), and Annual
S T R A T E G Y D E P L O Y M E N T . Why have a strategy? A strategy
Enterprise Improvement Priorities (AEIPs) to subordinate units
provides several important elements to the enterprise. First, a strat-
throughout the command. At the wings, Annual Improvement
egy provides a clear roadmap for the transformation by setting clear
Priorities (AIPs) are developed to support the command’s vision,
goals and objectives for the organization, even during the leader’s
mission, BTOs, and AEIPs – thereby ensuring alignment with the
absence.
Second, a strategy lays the foundation for continuous
major command and focusing each wing. Metrics are used to mon-
improvement and evolution within the organization. The enter-
itor progress. The AIPs, aligned with the major command, provide
prise is a continuously evolving organism and must have a vision
the strategy and focus necessary to guide the wing. Decisions on
for continuous improvement. Third, a clearly defined strate-
local resources, processes, and how the wing performs work are driv-
gy defines the metrics. Without clear direction and goals, an organization cannot measure itself correctly and will not
en by this strategy deployment model.
C R O S S - F U N C T I O N A L T E A M S . A Cross-functional team is a group of employees from various functional areas of the organization, all focused on a specific objective: remove waste, improve coordination and innovation across the value stream and solve problems. Why cross-functional teams? To face complex challenges…any organization needs to incorporate a range of styles, skills, and perspectives.
Cross-func-
tional teams are a means to manage collaboration, concept creation and promote synergy. Cross functional teams encourage and reward team work.
Cross
functional teams performing rapid improvement events allow airmen to cross horizontally through vertical stovepipes and create an environment where enterprise goals supersede stovepipe goals.
E D U C AT I O N
AND
TRAINING.
Our training and education needs to go beyond awareness, and it should be integrated within our Professional Military Education (PME) architecture. The appropriate AFSO21 tools for the front lines, middle management, and the enterprise leaders need to be taught and reinforced within the PME architecture.
The front lines need to focus on recognizing and eliminating waste in their areas, instituting standardized work, 6S (safety, sweep, sort, straighten, standardize, and sustain), and improvement events within their functional area. Airman Leadership School and the Air and Space Basic Course can teach material on 6S, recognizing the types of waste, and how to participate in rapid improvement events. Basic development and understanding of metrics is also required at an early stage. Front line supervision should be tracking performance, identifying problems and assigning actions with tools like QCDS Boards (Quality, Cost, Delivery & Safety). The main focus at this level is to know how to identify waste, eliminate it and effectively communicate and record results.
resources in alignment with Air Force strategic objectives.
R E WA R D S
AND
R E C O G N I T I O N . General Creech, Commander
of Tactical Air Command for 6 years, identified three types of leaders: incompetents, store keepers, and change agents. To be an effective AFSO21 leader, you need to be a change agent. Change agents need to be rewarded through performance reports, decorations, quarterly/annual awards, and professional awards.
Our officers and
enlisted corps are the most motivated and selfless serving force in the world, so choosing the tools to provide rewards and recognition are the easy part. The hard part is choosing what to reward and recognize. You must know where/what you contribute to the value stream. You also must demonstrate that you know how to use the
As Airmen move to middle management (NCOs, Captains and
AFSO21 tools, and you must participate in the new culture.
Majors), they need to be able to lead waste elimination from the
Therefore, Senior Raters will have to choose to make the AFSO21
system by way of cross-functional teams and by taking ownership of
change agent CGO their #1 with stratification on the OPR. So who
their value streams. Middle management should be using value
is the change agent? How about the one that leads improvement
stream maps to identify the current state and creating the future
events of all types? Or the one who serves as a facilitator,
state maps. Middle management should also know how to use and
helping others slash waste from their processes? Or
lead with more powerful tools like, 6-Sigma and Theory of
the one who helps build the cul-
Constraints. NCOA, BDE and IDE are perfect opportunities to
ture
by
teaching
continue the education in detailed VSM, and introducing more complicated ideas like 6-Sigma and Theory of Constraints.
Continued on next page...
Finally, our more senior leaders need to develop the vision, incentives, and policies that will encourage all members to think from an enterprise perspective. Notice the enterprise level thinker needs to begin at the staff officer and SNCO level
Enterprise thinking is
not just within the realm of the Generals, Colonels, and Chiefs. If the iron Lt Colonels and Majors, and MSgts don’t have the enterprise perspective, then the tribal wars will continue. These folks need to create transparency in the stovepipes as they rise to the top. Full transparency needs to exist at the Squadron Commander and Operations Officer levels. This is where the grunt work of true enterprise level enhancements will come from. From the project officers on Staffs, to Operations Officers in Squadrons, and Squadron Superintendents, they will do the enterprise level heavy lifting from within their stovepipe, if we develop them right. Their task is to provide the vision, incentives, and policies to make enterprise level transformations. They must have command of all of the tools in the AFSO21 tool box to be effective. Enterprise leaders should be providing a clear vision, removing barriers and providing EXCEPTIONAL RELEASE
19
AFSO21 principles? The other side of recognizing change agents is
cost, delivery, and safety (QCDS). Here are a few words on met-
by NOT recognizing the storekeepers. Naysayers and feet draggers
rics for each:
need to be called out. Once senior leaders put value on AFSO21 activities by drawing a line that says if you have not participated in an improvement event this quarter, you will not be the quarterly award winner, our folks will get the picture.
QUALITY: Most production organizations have some form of Quality Assurance function. Many of their metrics are sufficient. However, we seldom have metrics that define quality from the customer’s point of view. Capturing the customer’s perception of quality is necessary to truly under-
So far, we have just addressed individual awards and recognition,
stand value. In addition, quality metrics reinforce the behavior of keep-
but there is another side to recognizing people’s hard work, and
ing defects from getting to the customer instead of building quality into the
those are our team awards. Almost all of our team awards are func-
product as value added activities are performed.
tionally driven. They foster the culture of the stovepipe, but that’s not to say that they are all bad. With some correction and guidance, our group and team awards can focus on the enterprise and value generation.
Leaders need to review functional awards to
emphasize adding value to the enterprise, not just the functional area sponsoring the award.
COST: A highly recommended cost metric is one of productivity – Total Cost / Units Produced. The bottom line for any organization is whether they produced more with the same resources or produced the same amount with fewer resources or both. Be careful as you tabulate resources expended. We constantly say that our people are our most valuable asset; however, we seldom measure how we use that asset. Productivity is one measure,
M E T R I C S . Metrics should tie to the same strategic vision, mis-
but so is Active Duty overtime. Do you really know how much overtime
sion, BTOs, AEIPs and AIPs we spoke of earlier. These are true
your Airmen are doing? For the Active Duty, it is a quality of life issue.
enterprise level metrics and they can measure real process improvements. Using a production control board for each level of the enterprise, from individual work areas to the leaders at the top is a good start. The production control boards typically include metrics about quality,
DELIVERY (SCHEDULING): There is an inherent pitfall in the way organizations measure success within this category. The best industry has to offer is on-time and complete. That doesn’t take into account returns, damage or any of the other definitions of quality to the customer. Having something in the right place, at the right time, in the right quantity, with the right quality, in the right order at the right price is a tall order but not impossible.
SAFETY: Safety is critical – we all know this. Days lost due to accidents and injuries and damage to equipment are costly and just plain waste. But just tracking days since the last on-duty accident is not a safety program. Put the numbers up where everyone can see them – and then do something about it through real root cause analysis and process improvement – not by fixing blame but by fixing processes. Metrics don’t need to be complicated – as a matter of fact, everyone on the shop floor or in the office needs to understand the metric for it to be useful. And if you are measuring anything that doesn’t somehow tie to value for the customer – stop! If you aren’t using a metric to manage key processes tied 20
FA L L
2007
to a strategic vision of value for the customer, the time spent building the metric is waste.
L E V E R A G I N G S U C C E S S . Call it benchmarking, sharing, or stealing good ideas, the best way to spread the word about AFSO21 is to leverage off of the success of others. Visits to witness the power of AFSO21 or a community of practice website or both - fact is we can talk about it, read about it or we can go see it. Good ideas come from everywhere and we should learn to take advantage of the work of others. The “not invented here” or “we’ve always done it this way and its works just fine” syndromes are our enemy. Chances are that the old process was built when we had a lot more folks. Symposiums like the one sponsored by the Lean Aerospace Initiative are great places to share ideas and successes. Our Air Force, in its current state, is a complex organization of functional stovepipes – effective but not efficient.
These
stovepipes, while useful, create seams in the organization that create waste we can no longer afford. We don’t need to reorganize our Air Force to get at the waste – we just need to see, think and operate differently across the enterprise. To gain the benefits of AFSO21 tools, we must learn to think and operate across these functional stovepipes—we need to think enterprise. We need leaders who see beyond their stovepipes and break down barriers at the seams to root out the waste that lives there.
We need
strategy aligned from top to bottom to guide us. Our leaders need to be taught the skills necessary to manage complex change and we all need to understand the impact of culture within any organization. We need to add AFSO21 tools and enterprise thinking to our education and training programs while we find ways to reward and recognize our change agents. Finally, we need to learn to measure what’s important from the customer’s perspective. There is nothing wrong with our organization or our people. We are a part of the greatest airpower the world has ever known but we are wasteful. AFSO21 is teaching us to see the waste within our stovepipes. But to get at all the waste we need to think beyond our stovepipes-we need to think like an enterprise. About the Authors: This article was the team effort of Col Robert Hamm, 436 MXG/CC, Lt Col Raymong Briggs, 736 AMXS/CC, Maj Kirk Peterson, 436 APS/TR and Mr. Sean Driscoll, 436 AW/XPX. K
AFSO21- Getting Started with 12 Easy Steps In the summer edition of the Exceptional Release, I described the tools required to change organizational culture into a culture that accepts AFSO21 in daily operations. Those tools include leadership, strategy deployment, cross functional teams, education and training, rewards and recognition, and finally, metrics. The AFSO21 toolbox contains a number of tools such as Lean. Like anything that deals with addiction, Lean can be mastered with a 12 step program. Here are 12 ideas that any strategic leader can do to start down the AFSO21 road. If you do them all, your folks will think you’re an AFSO21 genius. 1. READ LEAN THINKING BY WOMACK AND JONES. This is the easiest read and the first 5 chapters include the most information about what Lean is all about. It should only take a few hours. 2. SET THE TONE. Of course, setting the tone is basic leadership everyone learned before they were even commissioned. If you walk in and say, “we have to do this AFSO21 thing because AF tells us to”, you’re finished. You will never be able to convince folks that it’s for real, or part of a culture change. Instead, tell your leaders, movers and shakers, i.e., officers, chiefs, superintendents that it is time to get on board the AFSO21 train or move out. They will be graded and rewarded by how much they help build the culture of continuous improvement.
5. USE THE STRATEGIC PLAN TO MAKE AN ACTION PLAN. The strategic plan tells you (and your people) what you will focus on, the action plan priorities the strategic plan actions and assigns POCs and dates; i.e. how and when. The action plan also allows you to balance resources with objectives because you can’t implement everything at once. Follow-up on your action plan; see step 3! Your action plan will not execute itself without regular oversight. This needs to be done in public, face-to-face, not through e-mail. 6. Make AFSO21 a part of your weekly staff meeting. You’ve heard it before, what get watched, gets done, fixed, or improved. You may also consider establishing a separate executive steering committee for your Group’s AFSO21 effort, but if you don’t re-visit AFSO21 issues weekly, it will stagnate. Don’t just review numbers of Airmen trained; focus on real improvements and action items. Once you get going on the other steps, you will have a host of details to follow up on, and weekly meetings make that possible. Don’t settle for running this as a “project” with email and monthly/quarterly updates. The pace of change will be dismal—weekly or you really aren’t doing it at all. 7. APPOINT A FULL TIME CPI MANAGER. Do this “out of hide,” if necessary. Without a dedicated person to coordinate facilitators, training schedules, TDYs, improvement events, planning sessions, etc. it will be like pulling teeth to get anything on the calendar. If you are at the Group level, identify your own go-to person. Wings should find a way to stand up a dedicated AFSO21 shop. It is very important to remember that AFSO21 saves more work than it brings. You should be able to produce enough savings in about a year to justify the extra overhead position(s).
3. IDENTIFY YOUR CRISIS IN PLAIN/SIMPLE TERMS. If you don’t articulate a crisis or burning platform, folks will not understand or internalize a need for change. If you don’t have a crisis, create one, otherwise AFSO21 will not take root. Your newest Airman needs to be able to understand and respond to the crisis. The way they respond is to slash waste and participate in process improvement. AFSO21 is the path out of crisis.
8. TRAIN! This is another one to do out of hide, if you can’t find other alternatives. Training is one way to “make it real” for your folks. It’s the first induction that the train is pulling into the station, and it’s the first opportunity for the masses to get on the train. You can pick up training material from a number of bases that have good programs. It should take about a month to adapt the existing material to your base and to get an instructor certified to teach. Awareness level training needs to be non-stop, so ramp up your instructor cadre so you don’t burn a few folks out. Consider becoming a certified Phase I (Awareness) instructor yourself. It sends a powerful message when senior leaders know the basics well enough to teach the class. Don’t delay on getting training started.
4. DO YOUR STRATEGIC PLANNING. Without a strategic plan, your AFSO21 efforts will appear random and haphazard. The strategic plan should align with AF, MAJCOM, and Wing missions and goals. Most commands are building 3 to 5 year breakthrough objectives (BTOs) and Annual Enterprise Improvement Priorities (AEIPs). If you are in a MAJCOM with BTOs and AEIPs, all you have to do is figure out what steps you will do that directly supports the BTOs and AEIPs. With good facilitators to keep on task, this level of strategic planning can be done in about 4 to 8 working hours. Do it off-site if necessary, but this can be done by locking folks in the conference room and buying pizza. Nike got it right when they said, “Just do it”.
9. VISIT! SENDS FOLKS TDY. This is an essential part of benchmarking and learning by seeing. Which will cost you more, spending 160 hours to build your own AFSO21 basic training course, or sending someone TDY for 3 days to a base that already has an up and running AFSO21 basic course? Obviously it is easier to recognize and steal good ideas from those that are doing it, rather than inventing everything for yourself. This is one of the neat aspects about process improvement and AFSO21, those that are drinking the cool-aid are always happy to share ideas. TDYs also offer an avenue to reward your movers and shakers. Send the people that make things happen, not the expendable MSgt that is just looking to pad a resume
for retirement. You need some payback time to get the return on the investment of the TDY dollars. Also, you can learn almost as much about AFSO21 by sending folks on virtual TDYs to the AFSO21 web pages, community of practice pages, industry and academic web pages, as well as places like the Lean Enterprise Institute and the Lean Aerospace Institute web pages. This is “pull” information just waiting for you, but if you don’t make someone go on a virtual TDY for 2 or 3 days to visit these web sites, you won’t get the knowledge brought back to your organization. Pick some of your movers and shakers, take them out of the office to a separate building with some computers connected to the internet and direct them to these three web sites to start with: AF AFSO21 web site: https://www.my.af.mil/gcssaf/afp40/USAF/ep/globalTab.do?channelPageId=946951&pageId=681743, the Lean Enterprise Institute: http://www.lean.org, and the Lean Aerospace Institute: http://lean.mit.edu/. Have your folks brief what they’ve learned at your staff meeting or AFSO21 steering group meeting. Knowing that they have to do a brief will keep them focused on task and not just make it a play session. 10. IMPLEMENT 6S (SAFETY, SWEEP, SORT, STRAIGHTEN, STANDARDIZE, SUSTAIN) PLAN. Implementing a regular inspection and audit plan will give your some quick wins. Shops and work areas will become places of pride and folks will see that AFSO21 can make a difference. Use this success as leverage for the tougher projects later on. Quick wins will build momentum and enthusiasm to help get past those that are dragging their feet. 11. REWARD THOSE THAT PLAY BALL. Setting the tone in item 2 is in reference to key leaders in the organization. However, your rewards and recognition of those that contribute to building a culture of change need to make it to all ranks. Find a way to recognize every member of a Rapid Improvement Event, Kaisan, Action Work Out, etc. Reward your process improvement manager, and accelerate the retirement of those that actively resist. Were you part of a Rapid Improvement Event in the last 3 years? No? Then no PCS decoration. This is a sword that needs to cut both ways. 12. EXPECT RESISTANCE AND SETBACK, BUT DON’T LET IT STOP YOU. Some improvements will seem to evaporate, and shops that seem to have a 6S program will suddenly fall back to where they were. It happens, but if you are persistent, your wins will outnumber your setbacks and you will have steady progress. As the fire catches on, your progress will accelerate and your setbacks will decrease. Be ware, there is a tendency after a few years of good AFSO21 improvements to feel as if “you’ve arrived”, and there is nothing more to improve. This is the worst potential setback that must be met by re-doubling efforts, but that is a problem for another time.
Being a strategic genius is not impossible. Starting and building a strong AFSO21 culture in any organization is a great way to ensure effective stewardship of taxpayer’s resources. Good luck with your journey. K
Our technology and expertise played a key role in the transformation of Ogden, ALC at Hill Air Force Base. Enhancing processes and securely locating inventory at point-of-use proved dramatic results. More time available to turn out warfighter assets 11 More jets in the field Stock outs were eliminated by 100% Travel time was reduced by 330% Non-productive time was reduced by $83,000 a month Vending machines paid for themselves in under 6 months
Call us to see how we can help your logistics operation receive similar results or read a complete case study at: www.cribmaster.com/cs.htm
1.888.419.1399 1 2005 USAF-LOA National Conference - www.loanational.org
http://TheCenter.utk.edu 865-974-5001
PROVEN. RESULTS. FASTER. The University of Tennessee Center for Executive Education offers • Unparalleled Expertise • Internationally Ranked Programming • Transformational Thinking • World-renowned Research • A Reputation for Educational Innovation and Integration
Open Enrollment and Custom Programming 30 years of experience in process improvement, lean enterprise, supply chain management, and leadership development. Over 20 different courses offered, including:
• LEAN MRO • PERFORMANCE-BASED LOGISTICS • SUPPLY CHAIN MANAGEMENT Certifications available
Transformational Executive MBAs In-lieu-of-thesis projects deliver millions in corporate savings...Immediate, on-the-job application... Intensive leadership development program...Global business exposure Four innovative, integrated, and high-compression learningsm programs offered, including fully accredited
• ONE-YEAR AEROSPACE MBA for aerospace professionals
VISIT US AT THE LOA NOVEMBER CONFERENCE IN WASHINGTON D.C. AFA AIR & SPACE SEPTEMBER CONFERENCE IN WASHINGTON, D.C. The University of Tennessee is an EEO/AA/Title VI/Title IX/Section 504/ADA/ADEA institution in the provision of its education and employment programs and services.
Time to Build AFSO21 Operational Momentum Submitted by Col (ret) Bob Dubek After reading Colonel Bob Hamm’s article “Thinking and Fighting as an Enterprise,” in the excellent Spring 2007 edition of the Exceptional Release, I was left pondering how to truly incorporate AF Smart Operations for the Twenty First Century (AFSO21) as a way of life in the Air Force. In my opinion, the Air Force must continue to beat the drum to avoid treating AFSO21 as just another “program.” The AF must start sharing the examples, big and small, of how the AF is making “lean” improvements to processes every day. I am a process guy. When I was on active duty, I was lucky enough to get an AF-sponsored Master of Science degree in Operations Research. I understand the value of process definition, critical evaluation, trying new methods, and collecting/analyzing data to support change. All of these events take time, but the AF must invest the time to define its processes in order to identify waste or opportunities for improvement (return on investment). The question we must answer is how does the AF motivate the busy Airman with his/her hands on the processes to make the changes? The answer is leadership. Leadership is a central theme in Colonel Hamm’s article. Support for change must come from the top (and middle) in order for the layers below to not only accept change, but also to initiate change. How do we visibly demonstrate upper management acceptance of change? It might start with attendance at AFSO21 training sessions. More significantly, how about leading these sessions at the local level? How about rolling up our sleeves with the Airmen in the trenches and implementing or at least trying their ideas? I’d like to expand on Colonel Hamm’s general example of moving a piece of cargo, and offer an example of a success we had at McGuire AFB late last spring. It’s a good illustration of a simple, physical change with negligible cost paying large dividends. Base missions evolve over time and, as they change, physical layouts sometimes become sub-optimized without anyone even realizing it. At McGuire AFB, the commercial partner cargo aircraft parking and marshalling area was located outside of the base flightline 24
FA L L
restricted area approximately 1/2 mile from the freight terminal. After reviewing the current situation as the MSG/CC, I consulted some Airmen seeking operational improvement suggestions. One Airman innocently commented, “It’s a long way from here to the parking area (as we looked at vacant aircraft spaces right in front of us), why can’t Evergreen park right here?” Good question. After asking “Why” a number of times, I received the standard answers: We cannot have commercial aircraft in the restricted area. The aircraft are too big for the parking spaces. These aircraft cannot make the turning radius. I cannot give up any parking spaces. I need my like aircraft close together. It will interfere with engine run tests There were more, but the point is well understood…stovepipe thinking was creating obstacles to change. Essentially, McGuire AFB had two options, do nothing or measure the areas and test for validity. Thankfully, as a team we chose the latter option. The other two group commanders and I invested our time and personnel resources to research, measure, mark, wing walk, and secure
2007
commercial aircraft within our restricted area, during day and at night. We re-marked and re-established aircraft parking priorities. As a result of the effort, the relationship between the contract carriers and our Airmen improved. Additionally, the local U.S. Customs and Department of Agriculture inspectors were very appreciative of the improved operations (by proximity) for them. In short, the aircraft parking ramp was configured to accommodate wide-body aircraft. Round-trip K-loader movements were reduced from one mile to 300 yards and, consequently, overall time to download aircraft was significantly reduced. When parking gets tight on the main ramp, we can temporarily go back to the way we used to do it. As usual, there was organizational inertia to keep things just as they were, but there were also three group commanders in favor of improving, putting the right expertise on the issue, while ensuring we were operating safely and within governing instructions. The change process demanded our personal involvement to ensure communication between stovepipe AF organizations (such as airfield management, CES, APS, LRS, MXG, SFS) was clear and productive to include making sure we made measurable progress in testing then implementing change. The result of our efforts include changes in operating procedures, major improvements in operational effectiveness, and an overall and visible acceptance of working together for smarter operations…all before launching formal AFSO21 goals, procedures, etc. I’m in the private industry sector now. The environment is very different. You cannot make up for process waste by assigning more “24x7 GI manpower” at a problem or inefficiency; every dollar you spend is one less dollar of profit. My business unit is more effective when I can reduce production and/or transportation costs. Something like cheaper truck backhaul rates is an efficiency I want to exploit, but it takes organization, scheduling, good process control and, of course, integration across potential stovepipes like raw material purchasing/delivery and finished product sales/delivery. Similarly, I do not think a transportation company efficiently aggregating “less than a truckload” deliveries happens by accident.
Here are some general suggestions for any organization to increase efficiency and reducing waste. Hold regular brainstorming sessions generating “within stovepipe” ideas for regular “across stovepipe” implementation discussions. Triage “mission generation requirements” – not just within the maintenance stovepipe, but for better overall scheduling/throughput impacts in all mission areas. Integrated parking/scheduling teams works during formal events like concrete repairs, snow removal, etc., why not use them for “normal” operations like maintenance, load/unload, fueling, pre-flight, etc.? Change the location of operations to better fit the environment. Use mobile equipment to assist when you cannot move the operational environment. Utilize connected IT solutions for better information sharing. Have a “new guy” map a process in your organization during indoctrination. This fresh set of eyes could either uncover a new waste to be reduced or eliminated or at a minimum produce another set of documentation with our stovepipe, as Col Hamm described. Then integrate across stovepipes. The bottom line for any change within an organization rests on the shoulders of leadership. It is imperative that our young Airmen see their leaders visibly working to implement change and to try new ideas. If leadership supports change (sometimes it requires pushing), we can cultivate the ideas of our Airmen through the organizational imperfections. Then we can grow an AFSO21 culture and harvest the benefits through more efficient and effective operations. About the Author:
Col Bob Dubek, USAF (ret), is Chief
Operating Officer for Earth Biofuels, Inc. He commanded the 305 MSG/CC at McGuire AFB and served in a broad array of field and staff assignments doing aircraft design, weapons testing, and personnel studies. His collaborators on the McGuire AFSO21 effort were Col Randy Harvey, the current 305 MXG/CC and Col Jon Van Guilder, former 305 OG/CC and currently PAS for AFROTC Det 867 at Norwich University, CT. K
EXCEPTIONAL RELEASE
25
Air Force Maintenance… For 2016 Submitted by Mr. Mark D. Johnson Envision a future in which Air Force aircraft are maintained by multi-skilled maintainers. Imagine that these aircraft have a selfdiagnosing and predictive maintenance capability. Gaze across the aircraft parking ramp and imagine how much faster and more effective maintenance will be on such aircraft. If you are a first-term, or even second-term Airman, this will be the reality of aircraft maintenance before you reach retirement eligibility! Although I used aircraft maintainers in the example, the same holds true for all maintainers, whether they are working on aircraft, munitions, missiles, space vehicles, or related support equipment. To make this future view a reality—and to allow the maintenance community to realize this future state—requires a strategic plan. The Air Force maintenance community is embarked on a journey to tap the innovation and creativity of its maintainers across the Air Force. The maintenance community takes transformation mandates seriously and plans to implement smarter, leaner, and more efficient and effective ways to generate sorties/missions…and to sustain the health of its fleets. The Air Force maintenance transformation journey is guided by a forward thinking, strategy-based plan called Air Force Maintenance for the 21st Century (AFMx21). AFMx21 supports Expeditionary Logistics for the 21st Century (eLog21), Agile Combat Support (ACS), and the Air Force Strategic Plan. Leading this journey is the Air Force Maintenance and Munitions Advisory Group (AFMMAG), a group comprising senior maintenance leaders from across all Major Commands (MAJCOM) and the Air National Guard (ANG) and chaired by the Air Force Director of Maintenance. The AFMMAG has persistently attacked the development of the first-ever comprehensive, 26
FA L L
2007
strategy-based plan to address maintenance transformation. Our efforts are focused on improving maintenance processes and posturing for the future. AFMx21 reflects foresight and a deliberate effort by the AFMMAG to align and synchronize maintenance transformation efforts with eLog21 and ACS initiatives. This Fall, the maintenance community will publish its AFMx21 Strategic Plan and the accompanying AFMx21 Implementation Plan. The strategic plan defines the planning process, vision, goals, and objectives that will guide the maintenance community on this transformation journey. The implementation plan is the roadmap and
The first goal seeks to better develop our maintenance Airmen by providing them with the training to ensure their success as multiskilled maintainers. Maintainers today face a changing landscape as advances in technology continue to revolutionize how we perform our mission. First, the work to optimize career development and progression models has begun. Already we see that our expeditionary environment As the Air Force transforms to requires highly adaptive a leaner and more agile force, maintainers. New policies Goal 1—People the impact to the maintewill support these changes Develop and retain America’s best and brightest, pronance community will be sigand create multi-skilled nificant and require deliberducing highly qualified and motivated, multi-skilled maintainers as the number ate, proactive actions. It is maintainers to meet mission requirements, safely, of Air Force Specialty important for maintainers to effectively, and efficiently with the goal of…making the Codes (AFSC) decrease. understand the expected USAF the Service of choice Second, we have begun to changes as well as the plan to study maintenance trainfacilitate those changes. This Goal 2-—Processes, Organizations, and Policy ing from a Total Force peris certainly a dynamic time in Design and implement lean, flexible, and integrated spective. Effective support our Air Force as we cope with maintenance processes, organizations, and policy, and to the warfighter depends cuts in personnel, aging on continuity of effort and commit to a culture that demands safer, cost effective, weapon systems, challenging consistency of process so and efficient maintenance operations budgets, and a myriad of prothat all expeditionary grams and initiatives that teammates—Active, Goal 3— Equipment, Information Systems, and impact how maintenance is Guard, or Reserve—can Infrastructure performed today and how it smoothly and effectively Provide maintainers the right equipment and tools, will need to be performed in execute the mission when information systems, and infrastructure to safely genthe future. working together. Finally, erate mission-ready weapon systems and munitions we will review the use and The AFMx21 Strategic Plan availability of our mainmarks a watershed event in Goal 4—Expeditionary Maintenance tainers to ensure that they Air Force maintenance histoProvide light, lean, lethal, integrated, and precise are available to perform ry. maintenance capability—anywhere, on time, on target their primary duties and This AFMx21 vision is supprevent backlogs of work. ported by four goals that This effort will include reflect the major categories of reviews of the mix of Total Force components who perform maintransformation from a maintenance perspective: tenance functions and how they integrate with the active force. The Spring 2007 issue of The Exceptional Release journal included Together, these new training processes will ensure that we continan article entitled “Air Force Maintenance for the 21st Century ue to improve the development of our outstanding, highly qualified (AFMx21)…The Plan to Transform Air Force Maintenance.” The workforce as it faces the challenge of maintaining both new and article contained a discussion of how AFMx21 began, and intro- legacy systems. contains the detailed tasks, subtasks, and action plans necessary to achieve the AFMx21 vision of “Total Force, multi-skilled maintainers safely generating and sustaining secure, mission-ready weapon systems, munitions, and equipment in a lean, flexible, global environment.” Together, these plans ensure our maintenance transformation efforts stay focused on Air Force priorities.
duced its vision and goals. This article provides additional information on the objectives and tasks behind the goals. These objectives and associated tasks provide a foundational framework to guide our efforts toward achieving the four goals. In AFMx21, references to the maintenance community include Headquarters Air Force, MAJCOMs, and ANG maintenance leaders and all aircraft, munitions, missile, and space maintenance workforces. AFMx21 focuses the time, attention, and resources of the military, DoD civilians, and contractors who make up the maintenance community, on the goals and objectives in the Strategic Plan. Let’s take a look at each of the four goals.
The second goal addresses the key components of maintenance processes, organizations, and policy. We will work to align maintenance processes with the initiatives in eLog21 to facilitate the integration of maintenance requirements into the Air Force supply chain management process. Numerous programs and processes will impact how maintenance processes are performed tomorrow and in the future. Maintainers need to understand eLog21 transformation and initiatives such as Global Logistics Support Center (GLSC), Repair Enterprise for the 21st Century (RE21), and weapon system
EXCEPTIONAL RELEASE
Continued on next page... 27
integrated life-cycle management, because these impact maintenance requirements and how maintainers do their jobs. Safety is of paramount importance and therefore, the supporting tasks focus on improving the safety of maintainers. Better safety measures and increased awareness are needed to avoid accidents, mishaps, and lost productivity. Another area in the plan addresses better integration and communication of AFSO21 progress across the maintenance enterprise. We should capitalize on web-based resources to push information such as scheduled rapid improvement events and value stream mapping events across maintenance, with the goal of converting tactical-level achievements into strategic results. This can streamline the process of sharing lessons learned and opportunities for improvement. In support of eLog21 goals, we will increase aircraft availability by 20 percent and reduce Operations and Sustainment costs by 10 percent. Finally, this goal addresses the need to ensure that policies reflect transformed processes and organization structures. The third goal addresses information systems, equipment, and infrastructure to ensure that maintainers have all they need to safely generate mission-ready weapon systems and munitions. We will develop processes that leverage technological advances to support current and future weapon systems. With the fielding of the Expeditionary Command and Control System (ECCS), objectives and tasks focus the maintenance community on being fully integrated with ECSS. Rapid and easy access to accurate and relevant information, using integrated command and control information systems and tools, is essential in streamlining maintenance operations and is critically important to sound maintenance management. In addition, this goal addresses the need to replace 25 percent of current support equipment with smaller, lighter, more versatile, reliable, and environmentally efficient support equipment to 28
FA L L
better meet the needs of the expeditionary warfighter. Moreover, there is an objective and tasks that are focused on improving maintenance facilities, during both renovation and new construction. To meet this need, human factors, environmental efficiencies, standardized processes, and technological advances will be considered and implemented wherever possible. The fourth goal focuses on expeditionary maintenance. Although expeditionary requirements are considered in the first three goals, some aspects need to be specifically addressed under a separate goal; and therefore, this goal is directed at providing precise maintenance capabilities that are light, lean, lethal, and integrated and that can be employed anywhere, on time, and on target. This goal focuses us on always considering areas such as a reduced logistics footprint, right-sized Unit Type Codes (UTC), and efficient and standardized processes and on the necessity of planning and designing to those standards. It is hoped that this insight into the AFMx21 goals has provided you an understanding of the need for a unified focus for maintainers at all levels and in all MAJCOMs and the ANG. You can see why a strategic plan is necessary and why every maintainer “owns� a piece of the AFMx21 strategic planning and implementation process. These plans are designed to define and establish a roadmap to the future for Air Force maintenance. Leading this journey are the members of the AFMMAG and other senior leaders, both officer and enlisted, from across the Air Force maintenance and logistics arena. They are dedicated to making the maintenance processes of today and tomorrow more streamlined and effective at supporting the warfighter in the Global War on Terrorism. We will accomplish this task by aligning the efforts of all maintainers with the goals, objectives, and tasks of AFMx21. There is much to be done. Determining the right AFSCs to combine, the right equipment to purchase and the right processes to change will require all of us to be involved and focused on making the tough choices, because they will directly impact the future of maintenance. I invite all maintainers to take ownership of AFMx21 and commit to helping us realize the vision. To find out more about AFMx21, please visit us on the web at https://afkm.wpafb.af.mil/AFMx21 or email us at A4MSP@pentagon.af.mil. About the author: Mr. Mark D. Johnson is Deputy Director of Maintenance, Deputy Chief of Staff for Logistics, Installations and Mission Support, Headquarters U.S. Air Force, Washington D.C.
K 2007
Ctr Sue E. Sapp
AFSO21: A Journey— Not a Destination
Submitted by Col Bibiana R. Laborte and Maj Robert Nash
tives estimating almost $12M savings (not including increased productivity and mission effectiveness).
Last year the Air Force embarked on a process improvement journey. Not a journey in a negative sense, but an infinite quest toward continuous improvement.
These results are not the command’s only efforts. Our functional communities have been diligently applying AFSO21 tools to areas ripe for improvement. The ACC/A4 staff continues to aggressively address and institutionalize maintenance process improvements on several airframes. This includes scheduled maintenance and inspection actions on A-10s, F-15s and F-16s. Combat Air Forces (CAF)-wide collaborative efforts have already produced standard processes for A-10 and F-16 phase inspections, garnering a 30% and 10% flow-time reduction for the two airframes respectively. CAF experts further leveraged process improvement ideas on the F-16 to reduce the phase process by one full day allowing other inspection actions to occur in phase vice occurring on the flight line thereby greatly improving aircraft availability. Many AFSO21 process improvements are being institutionalized via technical order and command instruction changes. Targeted areas include cannibalization procedures and processes, bundling scheduled maintenance actions, and thru-flight inspections. The ACC/A4 staff has also applied AFSO21 tools to augment priority transformation efforts. These efforts included defining supporting roles for the Air Force’s new Global Logistics Support Center and restructuring Logistics Readiness Squadrons. Additionally, CAF and Mobility Air Forces logistics experts teamed up to improve the installation support agreement process. They worked tirelessly to eliminate waste and
In his Mar 06 “Letter to Airmen,” the SECAF formalized the expansion of Lean concepts beyond just depot operations and called it Air Force Smart Operations for the Twenty First Century (AFSO21)—a dedicated effort to maximize value and minimize waste in our operations. Since then, most of the Air Force has vigorously engaged in a multitude of process improvement efforts at just about every echelon. If you are wondering about some of those initiatives, read on as I share about the early stages of this process improvement journey. In Air Combat Command (ACC), we decided to dedicate the ACC AFSO21 Office’s primary efforts to the wings. The goal was to assist the then 27 ACC wings in implementing AFSO, while also giving them organic capability to conduct their own events. We needed to organize and resource our effort, help fine-tune the AF curriculum, and train ourselves before we began training others. We gave ourselves 10 months to complete this goal. We put the pedal to the metal and have since trained over 40 level 1 facilitators, participated in over 80 wing-level and HQs ACC staff events. Additionally, we are tracking over 150 process improvement initia30
FA L L
2007
Process owners are tackling a variety of initiatives from streamlining strategic planning to reviewing Air Force administrative processes. At the writing of this article, the Air Force announced a streamlined ancillary training program. The CSAF tasked the Deputy Chief of Staff for Manpower, Personnel, and Services, and his staff to take a “hard look at the various types of ancillary training Airmen were being required to attend…By eliminating courses that did not add sufficient value and by redesigning others, our proposed plan will reduce the annual ancillary training requirements to 9 courses lasting a total of just 90 minutes per Airman per year! It gives each Airman 8.6 man-hours back per year; gives the Air Force back 6 million man-hours per year; and allows the Air Force to redirect use of labor valued at $200 million annually.” ( See entir e a r t i c l e a t : http://www.af.mil/library/cscope.asp).
streamline this process from 898 to 185 days. ACC’s other directorates and staff agencies are engaged in AFSO activities as well. The 2007 Installation Campaign Plan outlines the ACC/A7’s commitment to embed AFSO21 principles by incentivizing installations and Airmen to find ways to save resources, improve processes, and reward favorable results. ACC/A3 representatives are supporting several efforts like the Conduct Air, Space, and Cyber Ops process team, Weight Reduction Flying & Ground Ops Efficiencies, and Simulator Training Efficiencies. We know there are huge opportunities to help our command and our Air Force gain more combat capability with AFSO21 tools. In addition to these efforts, we are now setting the stage for greater impact by posturing our headquarters staff to not only look at functional MAJCOM-wide efforts, but to look at their internal staff processes and to explore cross-functional initiatives with significant return on investment potential. We will focus more on processes with broader reach garnering more efficiencies and greater effectiveness. I’m confident a few months from now we will see even more opportunities to improve our processes. You may also wonder about the types of efforts Headquarters Air Force is championing (see below). Each process is headed by a senior three or four-star general officer or civilian equivalent. 1. Plan & Execute Strategic Initiatives
If your unit is struggling with process improvement ideas or priorities, the Secretary of the Air Force’s Smart Operations Office (SAF/SO) suggests you look at the following areas ripe for process improvement: recoupment of precious metals; energy conservation; aircraft maintenance; administrative medical processes to include pharmacy productivity and call centers; expedited separations; daily start/close processes (pre-departure and turnover briefs); infrastructure consolidation/teardown (6S events); and purchased contract efficiencies. Once you tackle those areas, look for additional areas or relook at initiatives addressed earlier on. Process improvement philosophy tells us we need to periodically revisit processes to become more and more efficient each time – a never ending journey— if we are serious about improving.
7. Caring for People
In my opinion, the AFSO21 journey has begun in earnest. The above initial efforts act as force multipliers helping us to address our manning cuts, budget constraints, and modernization issues— enhancing our combat capability. They are also indicative of the many opportunities that lay in front of us if we take to the road. Along the way, we can make a difference in our Air Force that otherwise would be missed. And if we keep at it, (to include revisiting those processes improved earlier) we will be able to do even better. Process improvement is a journey—see you on the road!
8. Provide IT Support
About the Authors: Colonel Bibiana R. Laborte is the AFSO-21
2. Manage Programs & Processes 3. Develop Warfighters 4. Develop & Sustain Warfighting Systems 5. Deployment & Distribution Chain 6. Conduct Air, Space, & Cyberspace Ops
9. Provide Infrastructure 10. Manage Financial Resources
Lead for Air Combat Command.
Major Robert Nash is Chief
ACC/ A4 AFSO21 Transformation Team. K
EXCEPTIONAL RELEASE
31
Lean Metrics: Red is Good, Green is Worthless Submitted by Capt (ret) Russell Rhea, USN I remember having a boss back in my Navy days who managed under the mantra “if you aren’t measuring it, you aren’t managing it.” We had metrics for everything, and we briefed them on a regular basis. I remember the countless hours spent figuring out how to explain and justify those metrics that were in the “red.” I could just see my fitness report and career going down the drain every time the big red meatball was thrown up on the conference room wall – usually followed by a comment from the boss along the lines of “what’s the problem Lieutenant? You need to get this problem fixed.” In the traditional world of management we are enamored with our red, yellow and green metric charts, leading to the ever-present “self-preservation” paranoia about going forward to management “red.” Red is bad, green is good. Knowing that, managers lobby heavily for easily achievable goals so they don’t have to explain why they have “failed.” In the world of Lean management, the mindset is completely reversed. When the big red meatball goes up, the response from the floor is “Great! Thank you for bringing this to our attention. What can we do to fix the problem?” In Lean management, problems are viewed as opportunities – not failures. Lean managers view problems as gold to be mined – and they ruthlessly go after the problem, not the people. They view a “green” board as being worthless – if you are green, where do they focus
32
FA L L
2007
their improvement efforts? I once took a course from Pascal Dennis who worked for and with Katsuaki Watanabe (now President of Toyota) and other Lean masters from North America and Japan at Toyota Motor Manufacturing Canada. He recalled a story of Mr. Watanabe walking into a plant for a visit. The local managers were very excited and proud to show him their metrics as they were all green. They were devastated by his response: “Ah, no problems, must need no managers….” His point obviously being that if they are operating in a comfort zone with metrics that weren’t driving them to attack waste, then they weren’t doing their jobs. What you really want are employees falling over each other to bring problems to the table. In a Lean environment all efforts are focused on removing waste from the work environment through continuous process improvement. All Lean metrics and their associated targets should be focused on that waste removal. The waste is the gold. In the Lean world, employees should understand and be able to translate corporate Lean strategic goals in the context of the work they are doing on the floor. They should know that they will be heralded for coming forward with a problem or roadblock that, if removed, will make the organization more efficient. Management must empower them to fix problems where they can, and go to bat for them when it comes to removing obstacles that they can’t fix themselves. Many in the traditional world relate this to a “suggestion” program. If it takes a formal program to bring ideas to light, you aren’t a Lean organization. Every employee must have the innate
desire to attack waste, and a clear path to the person or mechanism that can help them get it done. They must know and accept that tangible and intangible benefits will be returned to the organization – benefits that may or may not directly affect them. I’m not suggesting that employees should not be rewarded for helping to break through a waste barrier. I am arguing that employees should want to do it for the betterment of the organization, because they have the true sense that in the long run they will benefit. They know that their efforts will help ensure the organization’s long term viability, thus returning to them the assurance that their jobs are secure well into the future. So the next time you see a red metric, praise the bearer of this “good” news. Start digging into the problem to find the waste that is holding your organization back. And the next green metric you see….send the presenter back to the drawing board. About the Author: Russell Rhea (CAPT, USN, ret) is a Lean Six Sigma Green Belt and Project Manager for ICF International working in the Enterprise Transformation Office at the Oklahoma City Air Logistics Center. He has over 25 years logistics experience as a Naval Supply Officer and logistics consultant for ICF International. He is a Certified Professional Logistician holding a MS degree in Logistics Management from the Air Force Institute of Technology, and an MBA in Finance from Wright State University. He can be reached by email at rrhea@icfi.com. K
EXCEPTIONAL RELEASE
33
Life Cycle Logistics Management Tool Kit Submitted by Ms Brenda Robinson and Mr. Dean DeBee Has this ever happened to you? An aircraft modification kit is sent to your unit. Upon receipt, you verify the kit has all the parts listed on the inventory and review the modification instructions. Satisfied with this preliminary work, you schedule downtime for one of your multimillion dollar aircraft to incorporate this new capability. After you start work and make electrical wiring or structural changes that cannot be undone you discover the modification kit is missing vital components that were not on the original parts listing. Your expensive aircraft is now a static display, unable to perform its mission while you conduct the investigation for this omission and obtain the missing parts. This scenario is just one example of a Product Support problem. Product Support is a continuous and collaborative set of activities that establish and maintain the operational capability of a system, subsystem, or major end item throughout its life cycle. It is a cradle-to-grave effort to plan, design, acquire, supply, repair, operate and retire a warfighter capability. In 2005, Air Force requirements to promote a better understanding of Product Support spurred the creation of the Product Support Campaign (PSC), a revitalization effort to improve and standardize Product Support throughout the Air Force. The effort was co-championed by Mrs. Barbara Westgate, Executive Director, HQ AFMC; Mr. Blaise Durante, Deputy Assistant Secretary for Acquisition Integration, Office of the Assistant Secretary of the Air Force for Acquisition; and Mr. Michael Aimone, Assistant Deputy Chief of Staff for Logistics, Installations and Mission Support, HQ USAF.
As part of the PSC, Focus Area Teams concentrated on improvement areas identified through value stream mapping that would have the greatest impact on Product Support. Each Focus Area Team was comprised of multi-functional acquisition and sustainment professionals from across the Air Force dedicated to improving Product Support. The Process Focus Team led by Ms. Eilanna Price, Chief of Logistics, 77 AESW, and co-championed by Ms. Fran Duntz, Deputy for Acquisition, Electronic Systems Center, and Mr. Kenneth Percell, Executive Director, Warner Robins Air Logistics Center, developed some very useful product support tools. The culmination of the teams’ deliverables resulted in the Life Cycle Logistics Management Tool Kit consisting of the Logistics Process Matrix, 34 Logistics Checklists and the Logistics Kneepad Reference. The Tool Kit is designed to be a helpful reference for anyone (e.g., logisticians, program managers, engineers) performing logistics related tasks during a product’s life cycle. Although acquisition reform during the 1990s allowed for innovation and new ideas, it eliminated traditional steps in the product support process. “These new standardized processes are intended to capitalize on lessons learned and allow more efficient processes to be used in executing a strong product support program,” said Ms. Price. “The tool kit will help program and logistics managers in all program and staff offices move through the Product Support realm with greater credibility and accuracy,” Ms. Duntz remarked. “The development of standardized processes, flow charts and checklists simplify the tasks that need to be done in order to field and support our warfighting systems.” Maj Gen Art Morrill, the former Director of Logistics, HQ AFMC/A4, championed these transformation efforts. He said recently, “With AFMC’s growing role as a full spectrum support command—witness the Centralized Asset Management (CAM) initiative—this command is absolutely committed to the deployment and institutionalization of the Life Cycle Logistics Management Tool kit and related enabling devices.” The work accomplished thus far also has far greater future implications for the Air Force. With the advent of the Expeditionary Combat Support
System (ECSS), the team’s tools will be incorporated into ECSS after completion of on-going Logistics Enterprise Architecture (LogEA) certification. Formal training is another avenue being pursued. The team, working in concert with the Air Force Institute of Technology (AFIT), has incorporated Product Support process training into AFIT courses SYS 281, Air Force Acquisition and Sustainment, and SYS 400, Current Topics in Acquisition and Sustainment. Additionally, plans to integrate tool kit training into candidate AFIT Logistics (LOG) courses (e.g., LOG 199, Introduction to Logistics) a r e u n d e r w a y. H Q AFMC/A4A sponsored Ms. Price’s presentation of the Tool Kit to the Product and Logistics Centers during Feb-Mar 07 via Roadshows. The briefings have reached over 700 AFMC employees and garnered positive feedback. Senior Leader support for the Tool Kit and Roadshow at each location was outstanding. The team’s handiwork is certain to leave an indelible mark on AFMC and the Air Force. “The AFMC vision of War–Winning Capabilities…On Time, On Cost will be better served through the use of standardized processes,” Ms. Duntz said. “Speed and credibility will undoubtedly improve; our people will be better able to deliver products and services with complete cradle-to-grave support planning and execution that meet today’s warfighters’ needs.” Links to the tool kit or road show briefing are located in the “Products, Services and Tools” section of the HQ AFMC/A4A Air Force Portal Web Page. About the Authors: Ms. Brenda Robinson is Technical Lead for the Logistics Management Acquisition Logistics Division at HQ AFMC/A4A and SMS.
Mr. Dean DeBee works for SI
International formerly LOGTEC supporting AFMC A4A. K
EXCEPTIONAL RELEASE
35
J Joint Logistics Joint Logistics
WORKING LOGISTICS IN UNMIL “A Hidden Secret”
On 27 December 2006, I was notified by my leadership that I was a shortfall replacement to fill a tasking for a deployment to the United Nations Mission in Liberia (UNMIL). My first question was, “Where in the world is Liberia?” The Republic of Liberia is located a few degrees north of the equator along the southern coast of the western bulge of Africa and borders the countries of Sierra Leone, Guinea, and Cote d’Ivoire. As part of a thirteen member U.S. joint military team, I would be a military staff officer responsible for coordinating logistics operations in sectors two and four of UNMIL. Before leaving the CONUS, I received a consolidated week (normally two) of indoctrination training provided by United States Military Observer Group in Alexandria, Virginia. I arrived in Monrovia, Liberia on 28 January 2007 and began my deployment. The next six months was filled with unforgettable experiences working multinational logistics for the world’s second largest UN mission. According to the CIA World Factbook, Liberia was founded by liberated AfricanAmerican slaves in 1822 and became the first independent African Republic in 1847. From 1990 until 2004, Liberia suffered the bloodshed, chaos, and destruction of civil war. In August 2003, the Liberian government and rebel groups entered into a peace agreement and put an end to 14 years of civil war. In 2004, UNMIL stood up with over 1,000 peacekeeping troops to provide security in support of Liberia’s reconstruction effort. Today, almost 15,000 military and civilian personnel from approximately 50 United Nation contributing countries support this continued endeavor to provide security and stability in this war devastated nation.
Joint Logistics oint Logistics
Submitted by Major Trace B. Steyaert
Within UNMIL logistics, military and civilians work together as a team to accomplish the mission. My position 36
FA L L
2007
reported to both the G4 (military) and the Chief of Joint Logistics Operations Center (JLOC) (civilian). The duties of my position included the following:
emergency logistics. Following resupply, my section provided training to the contingents and gave directives to ensure proper maintenance of reserves.
Advise the G4 and Chief of JLOC on all logistic issues arising in sectors 2 and 4
Chain of Command – As mentioned earlier, I had two logistics supervisors that I reported to for work. Administratively, I had an additional boss, the Senior U.S. Military Observer (SUSMO), an Army Special Forces colonel, who was our U.S. Contingent Commander. Unfortunately, a colonel was not assigned as the G4 Primary Staff Officer to lead military logistics. Leadership of military logistics fell under an Ethiopian lieutenant colonel who lacked the necessary experience and skills to fulfill the requirements of the G4 position. My Bangladeshi counterpart and I assumed the G4 responsibilities and reported directly to the Force Chief of Staff, providing daily logistics briefs to both the Force Commander and Deputy Force Commander. Additionally, I kept the Chief of JLOC properly informed. The key to deconflicting tasks given by both the military and civilian leadership was to communicate clearly and provide timely updates on received tasks to both sides.
Liaise directly with Sector HQ’s Logistics Officers and Force HQ’s Sector Liaison Officers to ensure the smooth operation of all logistics functions Monitor/advise the G4 and JLOC on new operational logistic requirements Monitor food rations, POL, general supplies requisitions and ensure timely distributions Create logistics FRAGOs directing cargo movement and coordinate requisite transportation Arrange security escorts for ground transportation of fuel and cargo Provide daily logistics briefings to the Force Commander and his primary staff Conduct contingent logistics site surveys and coordinate resolution of identified issues Liaise with the Integrated Service Support offices of Supply, Fuel, Food, Engineering, Transport, Dispatch, MOVCON, COE/MOU and CITS to provide sustained logistics support Provide logistics induction training class to all new military observers and staff officers Coordinate logistics support for UNMIL exercises, operations, and medical campaigns The challenging experiences during this deployment were too numerous to explain in this short article. I will focus on a few key issues in order to pass some lessons learned to other loggies. Supply Routes – Although roads existed to most of the military locations, many became impassable due to broken bridges or muddy conditions during the rainy season. When this happened, we would shift to helicopter airlift (MI-8 and MI-26) to provide logistics support. Unfortunately, during the rainy season many helicopter airlift missions were canceled. The only option when both airlift and roads are closed is to rely on logistics reserves at each location until resupply can be provided. Some contingents did a great job maintaining logistics reserves while others did not. Breaks in the weather provided windows of opportunity to supply contingents with
Proactive vs. Reactive Management – Probably the biggest challenge working UNMIL logistics was to get all Sector, Battalion, and Company Logistics Officers to be proactive at managing their logistics. Urgent calls from contingents stating they were out of rations, fuel, or water was common place. JLOC would then jump through hoops to get emergency supplies sent to that location in need. To rectify this lack of proactive planning, JLOC hosted a logistics conference for logistics officers down to the battalion level and provided relevant training on topics like water and food management where officers were instructed to maintain at least 4.5 liters of potable water per person, per day, for four days and to maintain at least seven days of food reserves. The rainy season caused the closure of many road and air logistic lines of communication, necessitating contingents to plan for food, fuel, and water reserves. Six month deployments need not be either a grueling or a negative experience. This deployment provided me with positive experiences and benefits that I consider to be a “hidden secret” of LRO deployments. Some of the benefits a field grade LRO would enjoy at this UNMIL assignment are:
EXCEPTIONAL RELEASE
Continued on following page... 37
Experience multinational integrated logistics working with military and civilians as a team Receive a UN ribbon/medal and possibly a Joint Service Decoration (must earn the Joint Service Decoration)
ER: WORKING LOGISTICS IN UNMIL “A HIDDEN SECRET”
A flexible work schedule; work 5.5 days per week; receive 15 days of UN leave and 5 days of recreational leave where many officers travel to exotic African countries Time to complete PME during non-duty hours UNMIL gym available (not quite Gold’s Gym standard…but close) Access to the U.S. Embassy amenities such as the pool, sports facilities, social events, and personal mail Many recreational opportunities in Liberia (beaches, fishing clubs, golf, runner’s clubs) Volunteer opportunities in the local communities (orphanages, church, outreach programs) Receive approximately $24,000 in Mission Subsistence Allowance plus you get HDP/IDP and FSP Liberia is among the world’s poorest countries and many people subsist on less than $1 per day. Liberia lost 90% of its gross domestic product and it will take at least a quarter of a century to return the country to its previous status. Providing security and stability to the Liberian people are essential to this country standing on its own feet. The government led by President Johnson-Sirleaf and the Liberian people must continue to work together to restore hope, peace, and stability for this war torn nation as UNMIL and other non-governmental organizations cannot achieve this task alone. As an integrated team we achieved great success, conducting over 1,600 convoys, 1,100 airlift missions, and 38 sealift deliveries providing approximately 700,000 tons of logistics to nearly 15,000 UN members from over 50 nations. We also supported various humanitarian action campaigns, such as, neonatal tetanus and measles vaccinations, rice seed distribution, and West African Examination Council high school examinations. These efforts provided desperately needed security and education, while ultimately saving Liberian lives. As the fourth LRO to serve in UNMIL, I found this deployment to be very educational and rewarding. I valued the experience of working with civilian professionals and logistics officers from other countries. Also, I enjoyed experiencing the cultures of various contingents. I had my share of frustrations as with any deployment and often I would be reminded by my SUSMO that we were working a UN mission and not a U.S. mission. In closing, I am proud to have served on this deployment and I wish only the best outcome for the Liberian people and their country. Any questions on working logistics in UNMIL can be emailed to trace.steyaert@ellsworth.af.mil. About the Author: Major Trace B. Steyaert is currently the operations officer for the 28th Logistics Readiness Squadron, Ellsworth Air Force Base, South Dakota. He started his career as a Logistics Plans Officer and now is a Logistics Readiness Officer who has held five assignments working logistics to include a short tour to Korea. He has deployed to Saudi Arabia for Operation Desert Shift and to Iraq to be an aerial port Detachment Commander at Q-West FOB. His last deployment (Jan-Jul 07) was to Liberia, West Africa to be a staff officer in charge of logistics operations for Sectors 2 and 4 in the United Nations Mission in Liberia (UNMIL). K 38
FA L L
2007
We are providing the ER readers a link to the web site that contains an interesting article written by LTG C.V. Christianson, USA, Director of Logistics, Joint Staff. An excerpt of the introduction is provided to capture your interest and utilize the link to review the entire article. www.almc.army.mil/ALOG/pdf/jul_aug07.pdf In Search of Logistics Visibility: Enabling Effective Decision Making The Joint Force Commander – and by extension their logisticians – requires timely, accurate and relevant information to make effective decisions. This requirement is especially critical in the Joint Logistics Environment. The joint logistics community must continuously execute processes, effectively coordinate the allocation of limited resources, and clearly understand the supported joint commanders’ requirements across the broad range of military operations. In order to effectively and efficiently execute these functions, joint logisticians must have visibility. Purpose. This paper serves as a reference point for discussion, a framework for concept development, and an integrating tool for the countless efforts across Defense and industry to improve logistics visibility in the broadest and most holistic sense of the term. In order to scope this paper we will focus our attention on the Joint Logistics Environment (JLE). This paper offers a proposed definition of visibility, highlights key issues and concepts for consideration, and offers ideas for future efforts based on an understanding of where we believe the most pressing requirements for visibility lie within the JLE. It is clear that complete system-wide access to all information is not attainable, or even desirable. Given this, we will also offer a framework that describes in broad terms the kind of visibility required by different elements within the JLE.
Expeditionary Support Squadron Aids Combat Power Submitted by Major Brad Archer With two weeks notice, I deployed to Al Asad Air Base, Iraq, in December 2006. As most of you know, just getting to your deployed location is a challenge in and of itself. Each deployment experience is unique and different in many ways. Once you finally arrive at your deployed location, you immediately become very attentive to the operational environment around you. You're likely to work with Airmen from across the active, guard, and reserve components. You may also find yourself working in a joint environment along side Army, Navy, or Marines. This article will highlight my experience working in an Expeditionary Support Squadron, share some candid thoughts about the joint environment, and offer a few lessons learned for those who find themselves deploying to open a new expeditionary air base.
EXPEDITIONARY SUPPORT SQUADRON While transiting through Balad Air Base, Iraq, I requested an office call with the 332d Air Expeditionary Wing's Vice Commander. He welcomed me as the first member of the Air Force's newest expeditionary group, the 438th Air Expeditionary Group (AEG). Then he asked me, "What are you bringing to the fight?" I stated, "I'm a Logistics Readiness Officer ready to beddown combat power."
40
FA L L
Afterwards, we discussed the significance of the task at hand and the importance of the mission. The primary mission of the 438 AEG is to provide close air support for coalition ground forces in Iraq. It marks the first time an A-10 unit has been in direct support of Operation IRAQI FREEDOM since 2003. Three years ago, I had the opportunity to gain first-hand experience and knowledge about the maintenance, repair, and overhaul process for A-10 wings. Now, I suddenly found myself operationally supporting A-10s on the frontlines of the Global War on Terrorism. The 438th Expeditionary Support Squadron is comprised of professionals from supply, transportation, aerial port, logistics plans, personnel, security forces, civil engineering, and communications. Each of these disciplines serves as enablers at home station and deployed locations. Without this logistical capability and technical competence, we would be hard pressed to do what we do across the globe. The newly formed squadron accepted the challenge and helped stand up the 438 AEG. How did we do it? Our success hinged on teamwork, determination, and lots of networking with our Army, Navy, Marine Corps, and contractor counterparts. Once we understood the concept of operations and what support was available at Al Asad, we engaged functional contacts at Al Udeid Air Base, Qatar, and key leadership at Balad through
2007
weekly videoconferences. This set the stage for us to collaborate and communicate what additional resources would be needed to ensure we could execute our flying mission. The Expeditionary Support Squadron construct proved to be highly effective in a deployed environment. For example, supply technicians (2S0X1) and traffic management (2T0X1) personnel were deliberately co-located to receive, store, ship, and deliver property. The supply chain management activity resided directly on the flight line in close proximity with air transportation (2T2X1) personnel. It didn't take long for this group of fine professionals to synchronize the movement of inbound and outbound cargo in support of the A-10 flying mission.
JOINT ENVIRONMENT At Al Asad Air Base, the A-10 Warthogs joined the 3d Marine Aircraft Wing (MAW) (Forward), as one of the primary units operating from the base. Marine F-18 Hornets, C-130 Hercules, EA-6 Prowlers, AV-8B Harriers, and several types of rotary wing aircraft operate there. Logistically speaking, the Marines provide operational-level support, coordination, and guidance to the 3d MAW command element and subordinate units throughout I Marine Expeditionary Forces area of operations. Prior to the A-10 main body arrival, group and squadron commander leadership had an informal meet and greet with the Marines to clearly gain an understanding about base operating support. After all, the Air Force is a tenant and we needed to "understand the rules," so that we could efficiently integrate our mission with the other services. As you might expect, this integration required members to communicate frequently with their counterparts across several specialties and attend weekly meetings.
ple, Army and Air Force cargo transiting through Balad is frequently transported on commingled pallets. Initially, the Navy transported commingled pallets directly to a Joint Distribution Center (JDC). The JDC is basically a holding area for cargo awaiting delivery at Al Asad or movement to contingency operating bases throughout Iraq. This approach prevented supply chain management personnel the opportunity to "peel off" and account for Air Force property prior to movement to the JDC. A joint logistics solution called for the establishment of a pallet staging area for commingled Army and Air Force cargo. As I departed Al Asad, plans were moving forward to construct a C-5 ramp and improve the cargo yard. The joint basing construct presents incredible opportunities at contingency operating bases, especially in the logistics arena. The Department of Defense recently began to explore and leverage some of these opportunities at 12 CONUS sites, but continued collaboration and open dialogue among the services is crucial to formulating a systematic approach towards planning, organizing, and budgeting to sustain base operations. Building joint organizations and integrating them while preserving respective service cultures is certainly achievable.
LESSONS LEARNED Today, there are many logistics operating locations in Iraq. Why do I make note of this? In each location where the Air Force operatContinued on following page...
The joint distribution process provided opportunity to strive for continuous improvement with a Navy unit handling cargo for the Army. For exam-
EXCEPTIONAL RELEASE
41
ed, a site survey team at some point puts "boots on the ground" to identify shortfalls in necessary infrastructure and affiliated support facilities, and determine limiting factors and projected courses of action. Over the years, we've made tremendous strides in considering what it takes to operate in an expeditionary environment. Now, I'd like to share a few tips that may help you on your next deployment to open a new air base at a joint expeditionary site. First, as you prepare to process or tailor cargo to support your flying mission, take the time to understand what items are listed on the logistics detail for your postured unit type code. For example, you may have some very important hazardous or consumable type items. At expeditionary operating locations, you're likely to have limited sources of supply for items that are readily available at home station. The items on your logistics detail will be crucial to your initial operating capability for the first 30 days or so. Some may try to discourage you from packing a limited amount of supplies. My advice is to weigh the consequences of not having these items readily available when it comes to sortie generation and scheduled maintenance.
Second, contact your functional representative at the respective warfighting headquarters to establish rapport and start asking questions. They are in a position to have some knowledge about the upcoming challenges or may even be able to provide a point of contact at the deployed location. Get an advanced copy of the site survey report so you can familiarize yourself with the deployed location. This source document will allow you to keenly focus and quickly prioritize action items to work with the host service. After a thorough review of the report and a week or so on the ground, you'll be able to quickly glean what issues require your attention to ensure a successful beddown. Third, I recommend you put eyes on your supply chain management personnel because they are unequivocally the lifeline of sustaining flying operations. The first question you should consider asking is, "Do we have connectivity to order parts and supplies and ship retrograde assets back to the sources of supply?" Don't take this capability for granted because over the years we have become much more net-centric and there are many potential roadblocks (i.e. firewalls) between where you are operating and reach back connectivity. Then, look to your communication experts to work closely with the respective host service. If for some reason you end up without connectivity, you have some options. Each of the three Air Logistics Centers, the Defense Logistics Agency, and two logistics support centers have established 24-hour customer service outlets to inquire about asset releases, requisition status', and commercial tracking numbers, etc. Bottom line: Sustainment is the name of the game in an expeditionary environment, and that can only be achieved through knowing your contacts both on and off your base, as well as the processes that support your mission. I wish you much success on your next deployment. About the Author: Major Brad Archer deployed to Al Asad Air Base, Iraq, in support of Operation IRAQI FREEDOM from Dec 06 to Apr 07.
He is currently assigned as the
Operations Officer, 30th Logistics Readiness Squadron,
Vandenberg
California. K
42
FA L L
2007
Air
Force
Base,
Saving Unit Funds Through the Defense Reutilization Marketing Service
Submitted by Mr. Alan Reynolds Originally established in 1972 to consolidate the armed services property disposal operations, the Defense Property Disposal Service was renamed the Defense Reutilization Marketing Service (DRMS) in 1985. With a vision statement as “DOD’s provider of choice for world-wide reuse, recycling, and disposal solutions,” DRMS manages an ever changing inventory of excess property. Headquartered in Battle Creek, MI, DRMS has a total workforce of over 1,300, including citizens of several nations where overseas Defense Reutilization and Marketing Offices (DRMOs) are located. Approximately a dozen active duty military personnel are assigned to DRMO operations and contingency missions across the United States and around the world. The impact of this international effort is significant. In FY06, DRMS reported the successful reutilization of property valued at $1.9B, with every dollar reutilized equaling a tax dollar saved through cost avoidance to the DOD.
44
FA L L
Reutilization, Transfer, and Donation (RTD) is the primary mission responsibility of DRMS and the actions associated with RTD have a positive impact on the entire world. The goal of DRMS is to redistribute goods or property purchased with taxpayer’s money to, first of all the DOD (Reutilization Customers); second to federal civil agencies (Transfer Customers); and finally to state and nonprofit agencies (Donation Customers). A team or organization working to implement a Lean initiative will face many challenges. A primary concern of Lean process improvement is keeping costs down. DRMS can play a key role in tackling this challenge. DRMS has high quality material located all around the world that Air Force units can requisition at no cost. For example, if your Lean initiative calls for the installation of a roller conveyor system, the purchase of a forklift, an additional vehicle, or even office supplies, DRMS is a great source to utilize. On average, 21% of the DRMS inventory is composed of property with a con-
2007
dition code ‘A’, which means it is ready for immediate use just like the property stocked in base supply or at an ALC. Normally, this property is in DRMS because DLA or one of the DOD agencies has had a lower than anticipated demand, a higher than normal number of turn-ins, or the item has simply been rendered obsolete by the Supply Chain Manager. Whatever the reason, the property is in the DRMS inventory and your unit can obtain it, with free shipping for those that qualify, to support your Lean imitative. In 1995, DRMS established their internet site (www.drms.dla.mil) and seeks methods to continuously improve it. The site allows any individual to search for property in the DRMS worldwide inventory. The search engine allows you to search by three categories: geographic region, commodity, or National Stock Number (NSN). You can also modify the search to located property in condition code ‘A’. Once you have conducted your property search and located an item, then you can begin the process to requisition it. Using the item information obtained from the website, you simply contact your servicing base supply and obtain a free-issue requisition number for an item from DRMO. With this requisition number, DRMO will pull the item, ensure proper packing, and ship it free of charge to the requisitioning base for delivery to your unit. Property items received at DRMOs are examined and assigned a federal condition code before being stocked and warehoused. Additionally, many of the items received by a Disposal Service Representative (DSR) or at a DRMO are photographed and clearly identified through the use of a National Item Identification Number (NIIN) or NSN. If your unit requires additional information for the property found on the DRMS website, there are several options to pursue. First, there are many weblinks to view additional identifying information (e.g. NSN data, digital photograph, other data provided by the DRMO or DSR, etc.). Second, you can contact the DSR or DRMO by telephone. Finally, you can activate the DRMO link provided and request additional information. Within 72 hours, the DSR or the DRMO will respond to the request by telephone or e-mail. If you are unable to find the property your unit needs, or you have a continuing demand for particular items, you can employ Customer Want Lists, an automated tool that searches the inventory on a recurring basis (i.e. daily, weekly, or monthly). Once you upload particular NSNs into the Customer Want List, the DRMS system will
continually search for the items and will send you an email notification if any of those items are received at a DRMO in the condition requested. The e-mail also has a convenient link so you can view additional information on the item. If units have a large list of property to load for the Tech. Sgt. Tonya Hamilton keeps Airmen assigned to the 447th search (i.e. a bench Air Expeditionary Wing, Baghdad fully stocked with essential stock, Tail Number office supplies and individual equipment items such as hats, Bin area, or Parts gloves and uniform items. (USAF photo by SrA Chawntain Sloan) List), DRMS has enabled the system to accept “Cut and Paste” (1-8 items) or Microsoft Word or Excel files containing as many as 65,000 items. In an effort to educate military members on the DRMS system for turn-in and withdrawal of assets, DRMS is developing a Military Customer Course. This two-day course will guide military members through the DRMS web page and make them experts in the location and retrieval of assets available at sites throughout the world. The course will be available in late FY07/early FY08 at major bases and stations world-wide. DRMS stands ready to be a trusted source of supply for your unit. Inventory accuracy, prompt responses to inquiries, and rapid shipment of items requested are making DRMS a valuable source for the warfighter. If you have additional questions or want to get started in requesting items to save your unit’s funds, visit the DRMS website or contact the DRMS Air Force Reutilization specialist, Mr. Alan Reynolds, at DSN 6615410. About the Author: Mr. Alan Reynolds is a Property Disposal Specialist who works at DRMS HQ in Battle Creek, MI as the Air Force Reutilization Representative.
Staff Sgt. Dawn Hankston organizes desert boots marked for individual issue. She maintains stock of more than 245 commonly used items for issue to base people at a forward-deployed location.(USAF photo by MSgt. Alfred A. Gerloff Jr.)
EXCEPTIONAL RELEASE
45
Alan retired from the Air Force as a Senior Master Sergeant in August 2006 after more than 22 years. K
Logistici Logisticians’ Library
Logisticians’ Library AFSO21, Lean Six Sigma, Toyota Production System. You've heard the buzz words and can even use them in your workplace conversation.
But have you actually read the book Lean Thinking? Don't neglect your
professional development any longer. Dust off your copy, sit down and read it. James Womack and Daniel Jones published The Machine That Changed The World in 1990 and overnight became the leading academic authorities on Lean concepts and applications.
Since then, they have con-
tinued their study into "Lean" principles and codified their research in their book Lean Thinking. Lean Thinking details the five key Lean principles, offers several examples of implementation success and proposes a five year action plan for the reader to implement Lean in their organization. Lean Thinking begins with the five key Lean principles developed by Taiichi Ohno while working at Toyota. The authors describe the first principle as defining value and identifying the processes that add to the value. The next step is aligning those valueadded processes into a value stream. Anything not adding value is considered muda or waste. Muda comes in many forms: muda of waiting, muda of transport, muda of inventories and muda defects. Regardless of its type, muda must be, as Womack and Jones
Logisticians’ Library
say, "banished". Lean Thinking continues with describing the principle of single piece flow. This principle in conjunction with the follow on principle of pull ensures only products desired by the customer are produced. The final principle is to seek perfection. The authors propose a relentless pursuit of perfection drives the individual to continually seek improvement to the process - specifically improving on processes already "Leaned". Womack and Jones use a series of examples to illustrate the results that can be achieved through Lean Thinking. Lantech, a Kentucky based family business, is the first example. Lantech is a company is small and produces a limited, albeit technically complicated, line of products. This initial case study helps the reader to start conceptualizing the application of lean principles and their potential results. The authors appreciate that not everyone works in a sterile environment. A more complicated situation is represented by Wiremold Company, a larger firm that produces low-tech electronic components with an uneducated, highly unionized workforce. This case study highlights the potential roadblocks and more importantly the opportunities of implementing Lean with a skepti-
ogisticians’ Library
cal workforce. Additionally, the Wiremold example demonstrates the potential growth from excess floor space, employees and capital resources. The final American company discussed is Pratt and Whitney. This large and complex organization is in many ways similar to the Air Force. For a while the authors get mired down in the historical details of the company, but this shouldn't dissuade the reader from pressing ahead. Ultimately, the Pratt and Whitney story validates that Lean works in complex as well as simple organizations but cautions the reader to prepare for the long journey. The real gem from this narrative is how to deal with a "monument of monuments". Womack and Jones define a "monument" as a machine which cannot be physically moved (because of its size) in the production process. Often the "monument" drives the entire flow and because of its enormous acquisition cost no one wants to eliminate it from the process. Pratt and Whitney deal with their $80 million dollar grinder "monument" by
46
FA L L
2007
replacing it with a series of relatively simple grinding machines with staggering results. Two international companies are saved for last. The German auto manufacturer Porsche underlines the importance of recognizing cultural differences in applying Lean principles.
The
authors use the Japanese radiator and boiler manufacturer Showa to point out that Lean is not necessarily a Japanese way of doing business. The readers find it worthy of note that even Japanese
Logisticians’ L i b r a r y B o o k s h e l f
companies struggle with implementing Lean. While the results
FA L L 2 0 0 7
from Showa case are impressive, more interesting is the digression into Taiichi Ohno's personal "Lean" journey with Toyota. Ohno developed the "Lean" concepts over several decades of work with Toyota; often times knocking heads with Toyota executives to make the changes. This anecdote might well inspire
MENTORSHIP: The Challenge of Command by Roger H. Nye Thinking in Time by Richard E. Neustadt and Ernest May
readers to pick up Ohno's story aptly titled Toyota Production
LEADERSHIP:
System.
The Mask of Command by Sir John Keegan
Lean Thinking wraps up quickly with a proposed action plan. The
Good to Great by Jim Collins
authors divide the action plan into four phases the span across a five year implementation period. The actions seem inclusive with steps labeled "become a change agent", "get the knowledge", and "begin now". But they are a bit short on description as the entire five year action plan is stuffed into less than 25 pages. A little thin for most enterprising leaders, but the authors do acknowledge that "getting the knowledge" is one of the first key
LOGISTICS: Lean Thinking by James P. Womack and Daniel T. Jones Moving Mountains by Gus Pagonis (USA, Lt Gen)
G L O B A L M I L I T A R Y E N V I R O N M E N T: The Lexus and the Olive Tree by Thomas Friedman Terror on the Internet by Gabriel Weimann
steps. Lean Thinking is invaluable to any Air Force officer's profes-
M I L I TA RY H I S T O RY:
sional development. The tremendous potential of implementing
The Face of Battle by Sir John Keegan
Lean is obvious. The foundational concepts are clearly explained
The Wild Blue by Stephen Ambrose
and the concrete examples provide case studies to grow and learn from. The action plan at the end of the book is fragile to stand on its own, but luckily the Air Force provides a wide variety of resources to accompany the reader's "Lean Thinking" journey.
HAVE THE
A BOOK YOU WOULD LIKE TO RECOMMEND FOR
LOGISTICIANS’ LIBRARY
READING LIST?
HAVE
A
Find more Lean and AFSO21 resources at the Air Force Portal,
BOOK YOU WOULD LIKE TO WRITE A REVIEW OF FOR
Communities, AFSO21 (https://wwwd.my.af.mil/).
THE
Major Stephanie Halcrow is a student at the Naval Postgraduate School in Monterey, California. K
LOGISTICIANS’ LIBRARY?
SIMPLY
SUBMIT THE
NAME OF THE BOOK AND A BRIEF DESCRIPTION AS TO WHY YOU RECOMMEND IT TO INFOOFFICER@LOANATIONAL.ORG OR EDITOR@LOANATIONAL.ORG.
EXCEPTIONAL RELEASE
47
CGO Corner AFSO21: THIS ISN'T TQM ALL OVER AGAIN
ER: CGO CORNER
When you think about change, transformation, or process improvement, what goes through your mind? If you've been keeping an eye on big picture Air Force issues, I'm willing to bet you're thinking of Air Force Smart Operations for the 21st Century a.k.a. AFSO21. Some of you who have been in the AF for a while might also be thinking something along these lines, "Here we go again, another fad, another 'check Capt Jim Danik the box and call it good' approach." You may recall in the mid-1990s that the AF tried to improve military operations using methodology from the civilian sector--Total Quality Management (TQM), a.k.a. Quality AF. Although TQM generated some transformational improvements, for the most part it was not very successful, primarily because it relied on a "cookie-cutter" approach (one-size fits all) to make changes throughout the AF. I'm not a subject matter expert on change management, TQM, process improvement, AFSO21, or QAF but I remember participating on a number of "tiger teams" during the TQM days. Back then, we pretty much had to figure out how to make someone else's plan work. More recently (since Oct 06), I've been running the 28th Maintenance Group AFSO21 Office at Ellsworth AFB, SD. At first, I worried that AFSO21 would just be a repackaging of TQM and that it would fizzle out. Fortunately, I learned that AFSO21 is much different than QAF. Unlike QAF, AFSO21 is a unique approach to change that incorporates portions of "Lean thinking," Six-Sigma, Theory of Constraints, Business Process Engineering, and other process improvement models. Rather than advocating a one size fits all approach, AFSO21 provides us the tools and flexibility to improve our processes as we see fit for the way we do business. Each and every one of you as current/future leaders must challenge yourselves and those who work with you to shed the mentality, "it has always been this way so it must be right." Question existing processes if you think there is a better way to do something. Find innovative ways to enhance our combat capabilities. No matter what you do or where you work, the slightest change or improvement can have a rippling positive impact to something downstream. Challenge yourself and others to accept and lead change in a positive manner. Everyday, no matter what your career field, you are confronted with multiple tasks and YOU must make the decision; "Where is my priority and what happens if I rush through this and get it wrong?" Just as a surgeon must review a patient's medical record and determine the best possible technique for performing a critical operation, each of us must become an expert on the task at hand and develop a plan for executing it as efficiently and effectively as possible. As you begin to incorporate AFSO21 into your everyday mindset, ask yourself, "Am I performing this task the safest, smartest, easiest, quickest way possible?" Look at T.O.s and regulations and see if steps could be written in a more logical sequence. If so, submit a change request. Just as surgeons must know their patients, they must also know how to perform the required operation on the brain, heart, or appendix. You, too, must know your job inside out and help the Air Force figure out how to slash "waste" from its processes. Hit the books and learn everything you can about AFSO21 and various process improvement models. Know which Lean tools are most likely to aid process improvement within your workcenter. Do you need to conduct a Rapid Improvement Event, Value Stream Mapping event or just a good old fashioned 5S+1 event? (See below). Once you've learned about the tools, challenge yourself and your people to apply what you've learned to make your workcenter as effective and efficient as possible. If you'd like more information on some of the AFSO21 initiatives we've pursued here in the 28th Maintenance Group, check out our CoP at: https://wwwd.my.af.mil/afknprod/ASPs/CoP/OpenCoP.asp?Filter=OO-OT-AC-49. This quarter's CGO Corner features a guest author, Capt Jim Danik, who runs the AFSO21 Office for the 28th Maintenance Group at Ellsworth AFB, SD. For comments, submissions or questions about the CGO Corner please email CGOCORNER@LOANational.org K
48
FA L L
2007
Chapter Spotlight: Crossroads Chapter CROSSROADS CROSSES
THE
C O U N T RY
TO
H E L P T H O S E L E S S F O R T U N AT E
donated food, clothing, hygiene products, toys and other charitable items to people who live their lives in a landfill in Juarez, Mexico.
problem was, they could not “guarantee” that the supplies would make it and they couldn’t afford to “follow” this truck due to the amount of time between loading and delivery. So, they began by making phone calls to multiple rental companies to try and find the best deal on a moving truck.
One day in November, Captain Fischer overheard Kenda’s frustrated conversation to her coworkers that the individual who had been transporting these items Crossroads members load supplies for residents of Juarez, Mexico. could no longer support her, and that Christmas It’s amazing what a few people can do to gifts and much needed supplies would go impact the lives of thousands. Captain undelivered until God moved on someone’s Brady Fischer and Capt Brenden Shaw, heart to help. Captain Fischer approached two members of the Crossroads Chapter, this issue during the Chapter’s next monthly Logistics Officer Association (LOA) board meeting. It was unanimously agreed found out that with just a little motiva- upon the Crossroads Chapter would take this tion, a touch of energy, and a compas- challenge head on. Capt Fischer and Capt sion for human life, they can affect this Brenden Shaw became the focal points for many people. the challenge.
Capt Shaw, another Logistics Career Broadening Officer and LOA Vice President, drafted a letter to the Charitable Giving Department at Southwest Airlines as they require 45 days to process the over 1,500 letters they receive per month for requests for charitable airfare. Southwest Airlines responded by providing $200 in travel coupons, which more than covered the $79/person one-way airfare from El Paso back home to Oklahoma City. In addition, Capt Fischer drafted a similar request letter, and the U-HAUL International, Inc. Public Relations Department came to the rescue by offering $300 in coupons towards the cost of our 14-foot rental truck.
As a Logistics Career Broadening Officer, and as the Membership Committee Lead for our LOA, Captain Fischer happened upon a logistics challenge that their Tinker Crossroads Chapter simply couldn’t resist. While serving his internship as an Item/Materiel Manager in his Supply Chain Management rotation Capt Fischer met Ms. Kenda Bell. Kenda is a Materiel Manager responsible for 120 items in the 552 Combat Sustainment Squadron, 848th Combat Sustainment Group at Tinker Air Force Base, Oklahoma. In her off-duty time, she spends countless hours supporting the New Beginning Family Worship Center’s (Del City) mission to collect and distribute
So how difficult is it to get some “stuff” hauled from Oklahoma to Juarez? They began by asking the critical 5 Ws…and an H. Who is going to deliver it? What are the transportation costs and options? When can this delivery be made? Where will these items be dropped off and stored? What are the requirements for delivering supplies across the border and…How will they get back home? Their first thought on transportation was to try and secure some “Space A” space on a truck with one of the local moving companies that might be headed to El Paso/Juarez on an already contracted delivery. The
50
FA L L
2007
In addition, multiple phone calls to a variety of hotel chains were necessary to try and get the hotel stays needed as cheaply as possible. Rachael Machuca, the General Manager of the Comfort Inn in Midland, Texas, responded by donating a free room for both officers (which was especially appreciated after having loaded the fully packed truck and making the 8-hour drive to Midland). The officers finally had most of the pieces put together, and now came time for the manpower. After picking up the U-HAUL truck, Kenda easily found 4 people to meet them at the church to help load. Puzzlepiecing this together, to include dismantling bed frames, bicycles, and making use
of every square inch of the truck; they were able to squeeze approximately 4.5K lbs of donated items into the truck to make the trip. Kenda told the story of the officers’ mission to help her church and the church members got busy gathering up as much as possible to help their missionary do his dedicated service. Money raised through bake sales assisted them with tolls, tips, and the majority of their meals. After staying at the Comfort Inn in Midland, Capts Shaw and Fischer began the second leg of their trip into Fabens, Texas, (13 miles east of El Paso) where New Beginning FWC’s church missionary resides. They met up Ed Lewis in a little “hole in the wall” restaurant called “Pop’s” and listened as he told them the story of why he founded the Bridge Builder’s Church in Fabens. “Ed is the most service-before-self person I’ve met in my entire life time.” said Capt Shaw. In addition to his Sunday services, he makes the 1.5 hour drive every Tuesday to deliver the Word of God and supplies to over 5,000 people who live in the Carlos Trivida Landfill in Juarez, Mexico…and has done so for the past 4 years. Ed and his friend Javier “Harvey” Acevedo, who serves as his interpreter, have endured many instances of criminal activity and rioting during their visits, but are quickly overcome by the gratitude seen in the eyes of the parents and children who “survive” in these desperate conditions. Ed solicited some extra hands to help unload the truck into the back of his church in Fabens; reserving a few boxes of candy-filled Easter eggs and a few boxes of toys to deliver into the landfill. According to Capt Fischer, “The moment we arrived, children literally hung on the sides of his truck and embraced him with a welcome of smiles and hugs in appreciation for his charity. Brenden and I took turns passing out the candy and toys and had to
keep a mental inventory of the children who we gave things to because they were pretty creative on hiding what we had given already and making return trips.” This was very understandable due to the impoverished conditions in the landfill. They made multiple stops within the landfill and at every stop more smiles and heartfelt thanks embraced them for the tokens of love.
When you are the "Candyman" everybody loves you!
When the truck was empty, they regretfully closed the doors and made their way back through the Port of Entry. After showing proper identification and a brief vehicle inspection, they were on their way back to Fabens. The Captains also owe a very special thanks to Mike Shoffitt, the General Manager at the Brady gets mobbed by excited kids. Holiday Inn in El Paso for reducing their nightly rate. After an experience like this, they were Brenden and Brady returned home safely, quite tired, but lying there in their heated but at the end of it all, they were not sure rooms and comfortable beds (with cable tele- who this trip benefited more. Did it help vision), one could hardly help but think about the people of Juarez because a couple of all the families living in make-shift shacks that Captains were able to put together a trip to had to endure the 20 F weather these days and provide a few things to these people, or, did over 100+ F temperatures in the summertime. this experience help them more by appreciating what they take for granted and afford The mission was bittersweet. It was bitter them the privilege to share this experience because they eventually had to close the with those they love and their fellow brothdoors and leave knowing that they couldn’t ers and sisters in uniform? K provide for all. It was sweet in that they were able to provide some things to people who live in extreme desperation.
EXCEPTIONAL RELEASE
51
Chapter Crosstalk CROSSROADS CHAPTER – TINKER AFB, OK Submitted by Lt Col Joel Clay, 552 CBSS/CC The Crossroads Chapter hosted a breakfast for Major General Polly A. Peyer, the Director of Resource Integration, Office of the Deputy Chief of Staff for Logistics, Installations and Mission Support, Headquarters U.S. Air Force. MG Peyer utilized current fiscal metrics to illustrate the importance of implementing AFSO21 principles to challenge preexisting business practices to save critical resources. Our chapter visited the Oklahoma City Veteran’s hospital in May and June. Member’s meet one on one with patients currently residing at the hospital, distributing calling cards and get well cards from local schools. Congratulations 2007 LOA Scholarship winners! The $1,000.00 winner is SSgt Nathan Davis (654 CLSS). The $500.00 winner is SSgt Tiffany Chockhern (552 MXS).
E R : C H A P T E R C R O S S TA L K
Our membership has skyrocketed from 88 members registered nationally to 208! This puts the Tinker Crossroads The second largest chapter in LOA. A big congratulations to Col (ret) Daniel M. Lombardi as our chapter’s newest corporate member. Lastly - be sure to see our article about our trip to the orphanage in Juarez, Mexico on page 50.
NORTHERN LIGHTS CHAPTER – ELMENDORF AFB, AK Submitted by Maj Jeff King, 3 MXS/CC We started the quarter with a surprise visit from Lt Gen (Ret) Leo Marquez! He toured the 3 MXG, dined with some MXG spouses as part of our MXG Spouses’ Day, and we wrapped up the tour with a memorable LOA chapter visit. We had a superb tour of the Anchorage FedEx operations, where we got a look at parcel movement, load planning, and aircraft maintenance activities. This was the first develop- Northern Lights Chapter members pose next to an Alaska-based FedEx aircraft during a facility tour. mental tour as part of an initiative to visit operations representing each of the five modes of transportation over the next year.
Col James Harrold, 3 MSG/CC, presents the 2006 PACAF National Defense Transportation Association Unit Award and the 2006 PACAF Daedalian Major General Warren R. Carter Logistics Effectiveness Award to Lt Col Thomas Trumbull II, 3 LRS/CC.
Elmendorf’s AMMOS and ALROC grads came together to create “Loggie Tactics,” a series of monthly briefings focused on the elements of Agile and Expeditionary Combat Support. The goal is to broaden the knowledge of maintenance and logistics officers and better prepare them for expeditionary challenges. Contact Maj Rob Bearden for crosstell: robert.bearden@elmendorf.af.mil. Speaking of 3 LRS, we’re proud to announce the unit won the 2006 PACAF Daedalian Logistics Effectiveness and the 2006 PACAF National Defense Transportation Association Unit Awards. Well done! We wrapped up the quarter with an insightful lunch with Maj Gen Frederick Roggero, AMC/A3, and Brig Gen Robert McMahon, AMC/A4, during their tour of the 3 WG’s budding C-17 operations. 52
FA L L
2007
This has been an action-packed summer for the Arctic Warriors as we transferred out the last of our C-130s and F-15Es, while simultaneously bedding down the first of our C-17s and F-22A Raptors….and we still made time for some great fishin’ and professional development!
Lt Gen (ret) Leo Marquez (back row, 3rd from the right) poses with 3 MXG spouses after a delightful lunch.
MIDDLE GEORGIA CHAPTER—ROBINS AFB, GA
Summer has arrived and the middle Georgia chapter is far from taking a summer vacation. The chapter introduced its new leadership in June: Capt Sam Payne, President, Capt Mike Sander, Vice, Capt Grant Meadows, Treasurer, and Capt Bobby Buckner and Ms. Susan Gruber, Information Officers. We are excited to have Colonel Larry Kingsley, 542D Combat Sustainment Wing/DV as our military advisor and mentor. Our sincere thanks and appreciation go to Capt Charity Banks and Capt Brad Douglass, who served as our President and Vice President through the spring and were vital to all the recent successes the Robins’ chapter has experienced. Our guest speakers in June were Major Brant Bushnell, MOS/CC for the 116th Air Control Wing. He spoke of the challenges and many successes of managing the Air Force’s only E-8C Joint Stars aircraft in the AOR. Also on the agenda was Captain James “Chip” King, LRO in the 642D Combat Sustainment Group who just returned from the AOR filling an In-Lieu-Of (ILO) tasking. Chip discussed the need for flexibility during deployments and the importance of preparation and training prior to departure. In July we hosted a luncheon with the outgoing Combat Sustainment Wing Director, Mr. Jack Blair, an SES, with over 34 years of logistics experience. He spoke to the chapter on the challenges of logistics for the future including the advent of the Global Logistics Support Center and Expeditionary Combat Support System and their profound effects on the future of logistics.
SONORAN CHAPTER – LUKE AFB, AZ Submitted by: 1st Lt Imie Mark III Our new executive council in place, and with the guidance and mentorship of the 56 MXG/CC, Col Algene Fryer, we renewed our focus on the first two tenets of the LOA vision, educate and unite. Already this year we had the pleasure of hosting a number of distinguished visitors. Lt Gen Donald J. Wetekam, AF/A4/7, honored us by speaking at the Maintenance Professional of the Year Banquet, where he presented the 56 FW with the ’06 AF Maintenance Daedalian Trophy. We also had the privilege of hosting Col John Julsonnet, AETC/A4/7D, who provided excellent insight into a number of the key logistics issues we face across the command. We were grateful, too, for our very own Brig Gen Noel T. Jones, 56 FW/CC, taking the time to challenge us on leadership. Over the remainder of the year we look forward to presenting our members the opportunity to gain further insight from some of our service’s senior logisticians as well as the dynamic speakers resident within our wing. In addition to the outstanding speakers we hosted, we continue to take full advantage of the numerous educational opportunities in and around the Phoenix metropolis. Two opportunities members can look forward to in the near future are tours of the Boeing plant and the nearby University of Phoenix Stadium. At the Boeing facilities we will have the opportunity to not only experience their PDM line for the Longbow helicopter, but also see how they have integrated Lean into their maintenance philosophy. The stadium tour will showcase the tremendous amount of logistical foresight required to rapidly transition the facility from a football field to a number of other venues, such as a concert or racing event, and then back again.
Continued on following page... EXCEPTIONAL RELEASE
53
KANALOA CHAPTER – HONOLULU, HI Submitted by Capt Casey Crabill
E R : C H A P T E R C R O S S TA L K
Aloha, the Kanaloa Chapter has been very busy during this last quarter. Our recently elected committee has dove right into our chapter activities with an aggressive membership campaign to strengthen national and local participation. We recently hosted a joint meeting with the Navy Supply Corps Association of Hawaii (SCAH) where RDML John J. Prendergast, III, Deputy Chief of Staff for Logistics, Fleet Supply and Ordnance U.S Pacific Fleet spoke on Navy logistics in the Pacific Command AOR. Additionally, we were able to hold three separate luncheons with Gen Carlson (AFMC/CC), Mr. Michael A. Aimone, Assistant Deputy Chief of Staff for Logistics, Installations and Mission Support and Maj Gen Dennis Haines (Ret.) Commander, Warner Robins Air Logistics Center. We have also started a local scholarship fund and held a car wash which raised over $900.
Kanaloa Members tour Pearl Harbor
Our location offers a variety of opportunities from quest speakers to joint service interaction but probably the most exciting opportunity is the historical connection Hawaii has to offer. Recently our organization had the unique opportunity to take a private tour of Pearl Harbor, including the Missouri and Arizona Memorial. The Commander Pacific Fleet (COMPACFLT) historic Remembrance Tour is conducted every Tuesday, Wednesday and Thursday and is open to active duty, reserve, retired military and DOD personnel. The two-hour fully narrated tour includes the boathouse museum, 20-minute movie on the attack of Pearl Harbor, followed with a tour around Ford Island and a stop at the Arizona Memorial. For those visiting Hawaii and wishing to take advantage of this wonderful opportunity, reservations can be made by contacting COMPACFLT Protocol Office at 808-474-2194 ext 129. Reservations are accepted up to 30 days in advance. It is clearly evident our chapter has had resurgence in membership and community involvement and we do not want to slow the momentum. Our next joint meeting is with the SCAH and Army Quartermasters, with guest speaker Col Thomas Harvey, Deputy Chief of Staff G-4, U.S Army, Pacific. Additionally, the SCAH is arranging a professional development tour of Naval re-supply operations in the Pacific. Our chapter continues to capitalize on our joint environment and we look forward to becoming one of the top LOA organizations.
FUJI CHAPTER – YOKOTA AB, JAPAN Submitted by Capt Chad Oba Five members of Yokota’s Fuji Chapter were lucky enough to catch a hop down to Kadena to visit the Shogun’s. The Shogun’s, led by 1st Lt Brianne Walker, gave the Fuji’s the five star treatment during their threeday stay. The Fuji’s toured 18 MXG’s F-15 Phase Dock and F-15 Pride Dock, the deployed F-22 Ramp, 18 LRS’s Installation Deployment and Receptions Center, 18 MUNS’s huge Munitions Complex, 18 CES’s land navigation course and the Army’s 1st Battalion Patriot Battery. Everything was absolutely perfect and 1st Lt Brianne Walker ran a tight ship making sure the Fuji’s got the most out their limited time on Okinawa. Left to Right: Capt Randy Saguin, Capt Chad Oba, Capt Sean Setter, Capt Jodi Kelsey, 2d Lt David Breuer, 1Lt Dan Deutsch, and 1st Lt Brianne Walker
54
FA L L
2007
WRIGHT BROTHERS CHAPTER – WRIGHT PATTERSON AFB, OH Submitted by Capt Vaughan Whited Since our last update, we have had some exciting events and news! About 70 of us gathered at the Booz Allen Hamilton facility in Kettering Ohio to get the latest senior views on the Global Logistics Support Center concept. Ms. Lorna Estep, Deputy A4 at AFMC for Supply Chain Management, walked us through the GLSC process and encouraged us all to get involved in making it happen as a force multiplier! We also had a great opportunity to gain a first-hand perspective on the Air Force’s Product Life Cycle Management presentation. Thanks to Ms Eilenna Price of the AFMC/A4 staff did for an exceptional job in presenting. The new board has hit the ground running with Col Lee Levy at the helm as President and Bob Fudge as the new VP. In addition, the team has a welcomed Brig Gen Frank Bruno as the new chapter advisor. In between our monthly gatherings, the chapter board has been actively pursuing an early jump on hosting the 2008 LOA National Conference in Columbus, Ohio. Under the direction of Col Levy and LtCol John Kubinec, the 2008 planning team is well underway. The team met with Marta Hannon and Colonel-Select Doug Cato to collaborate with city coordinators in June on what very well could be the BEST conference you will ever attend! Keep watching the LOA National website for a new link that provides updates for Columbus ’08. Well done, Wright Brothers’ team – strength and honor! K
Well… Not Exactly… But you CAN have this page. Reserve Your Spot Today! Contact Marta Hannon: marta@loanational.org
Congratulations 56th Fighter Wing Earns Daedalian Trophy ER: 56TH FIGHTER WING EARNS DAEDALIAN TROPHY
Submitted by 1st Lt Mark Imie III Luke AFB — The 56th Fighter Wing swept the competition, earning the Air Force’s top maintenance honors as the recipient of the 2006 Clements McMullen Memorial Daedalian Weapon System Maintenance Trophy.
First awarded in
1960, this trophy is given annually to the Air Force unit determined to have the best weapon system maintenance record over the past year. Lt Gen Wetekam, Deputy Chief of Staff for Installations and Logistics, Headquarters U.S. Air Force presented the trophy to the wing at the Maintenance Professional of the Year banquet in March 2007. Daedalus, the first person ever to accomplish heavier-thanair flight, according to the legend, is the namesake of both the award and the organization of military pilots who grant it. Not only was he the first pilot, he was a skilled, mature craftsman, representing the maintainers honored by the trophy. While the award is based on the accomplishments of the maintenance group, it is only appropriate that is presented to the wing. Without medical care for the maintainers, the diverse functions of the mission support group, and the inseparable scheduling teamwork with the operations group, the wing would never have generated 34,941 sorties, and flown 47,384 hours to graduate 377 combat ready pilots and 275 new crew chiefs in 2006. We’ve proven we have the best maintenance in the Air Force. As we move forward to compete for top honors at the DoD level, we can say in unison, “Beware the Thunderbolt!” K
56
FA L L
2007
LOA Memorial
Colonel Michael W. Butler, 1954-2007 Long time MOA & LOA member, retired Colonel Michael Wayne Butler, age 53, was taken from us on June 12, 2007 when his vehicle, a Humvee second in a convoy, was hit by an IED (Improvised Explosive Device) followed by a small arms attack and a direct hit by an RPG (Rocket Propelled Grenade) near Tikrit, Iraq while working for DynCorp International. He is survived by his wife Joanne, sons Mike and Daniel, and grandson Da'Kori. Mike was born in Chicago, Illinois on April 27, 1954 and raised in Omaha, Nebraska. After graduating from North High School in Omaha he spent a year at the University of Nebraska before being appointed to the United States Air Force Academy in 1972. He entered with the class of '76 in June 1972 and graduated with CS-40 on June 2, 1976. Mike was commissioned and began an illustrious and rewarding career as an aircraft maintenance officer. Mike proudly served at various levels in the Air Force, including command of the 50th Component Repair Squadron at Hahn AB, Germany and later of the 39th Logistics Group at Incirlik AB, Turkey. Col Butler retired from the Air Force after 30 years of distinguished military service to our country on July 1, 2006 as the CENTAF Director of Logistics, a demanding position he held for three years. After retirement, Mike took some much-deserved vacation with his family including a trip around the world with Joanne. He and Joanne then settled in rural Rembert, SC; however, Mike could not stay settled for long. He signed on with DynCorp International in December of 2006 to be the Senior Deputy Program Manager for CIVPOL and went back to the region in which he spent much of his Air Force career. Mike brought his leadership to the program and carried on with his "I've got to see it to believe it" approach to business. It was this type of hands-on approach and "lead from the front" mentality that made him beloved to everyone with whom he worked. Mike spent his last days doing what he loved to do and what he knew best - leading. All who met Mike instantly recognized him as a genuine, forthright, and fun-loving man. Whether as a husband, father, friend, superior, or subordinate - Mike took the time to make a difference for the people around him. His absence is deeply felt but his legacy will live on in the countless lives he has touched over his decades of service.
58
FA L L
2007
Milestones MAJ DB DRONOFF
COL THOMAS FITCH
WRITES:
Howdy, Well my family and I have just arrived at RAF Lakenheath for what looks to be an exciting two year tour. I am now the Commander of the 48th Equipment Maintenance Squadron, part of the historic Liberty Wing. An as fate would have it I am just in time for a UCI/MSET, ESOCAMP, and NATO Tac Eval. BRING IT ON! If ever in the area stop by or drop me a line. The pubs always serve LOA members... Best Wishes DB Dronoff 48 EMS/CC BULLDOG ONE
Started work 25 Jun 07 as C2ISR Division Chief at HQ ACC after a great year with the Flying Tigers at Pope AFB, NC. Great to be back in the Tidewater.
COL CHARLES WESTGATE III
MAJ JOHN SCHROEDER
WRITES:
I recently PCSed to Ali Al Salem AB, Kuwait for a 1-year deployment as the Commander of the 386 EMXG. It is great job, working with the mighty Hercs and EC-130H/J aircraft.
MAJ ROBERT SANDOVAL
CAPT JOSE MARTINEZ
I recently retired from the Air Force and have started my second career with GE Aviation. Suzan and I are staying in Oklahoma and I’ll be representing GE Aircraft Engines at OC-ALC. It’s great to be staying attached to the aviation business and supporting the Air Force mission. You can reach me at W: 405-455-3771, M: 405-312-8537 or daniel.lombardi@ge.com. To all our LOA friends…next time you are in mid-America please look us up. WRITES:
Just wrapped up a staff tour at STRATCOM. Moving to Montgomery for ACSC. If I can skip school I will see you all at the conference. WRITES:
I retired from WR-ALC as the Director, RE21 on 1 Sep 2007 after 28 years. I am staying in the Warner Robins area and will be taking a few months off playing golf and traveling before determining what the next chapter of my life will be. I had a very rewarding career and thanks to all who helped me along the way. 60
FA L L
WRITES:
After being at Beale for over 3 years, I am now packing up and heading south to the Inter American Air Forces Academy (IAAFA) at Lackland AFB in San Antonio, TX. The job? I will be the DO for the 318 TRS Maintenance Division, which entails training both, enlisted and officers of North and South America, all aspects of aircraft maintenance. I think this will be a very exciting assignment where I will get a chance to travel throughout the Americas! If you are in San Antonio, shoot me an email. I will be in the global.
COL (RET) DANIEL LOMBARDI WRITES:
COL (RET) MICHAEL WALTERS
WRITES:
I began my 1-year tour in Iraq as the Aircraft Maintenance Advisor to the Headquarters of the Iraqi Air Force in Feb 07. Any volunteers to be my replacement?
Just relinquished command of the 56 EMS at Luke and am now headed to Ogden ALC to serve as the F-22 System Support Manager.
MAJ KRISTOFER TERRY
WRITES:
Just finished ACSC and settled into Hampton, VA, for my new assignment to HQ ACC. I look forward to working with the loggies at A4 (and the 1st FW).
LT COL TIMOTHY MOLNAR WRITES: ER: MILESTONES
WRITES:
LT COL RICHARD SCHWING
WRITES:
I’ve moved on from Army War College to HQ DLA at Fort Belvoir, VA. Working in J39 BRAC office, planning the way ahead for supply, storage and distribution transformation across the DoD services and DLA. If you are in the DC area, come on by!
LOA MEMORIAL Col (ret) Donald “Sparky” Sparks passed away after losing his battle with cancer. “Sparky” was a longtime LOA member and the senior lead for the 2003 LOA Conference held in OKC. He served his country honorably and will long be fondly remembered. K
2007
LOGISTICS OFFICER ASSOCIATION Post Office Box 2264 Arlington, VA 22202
Non-Profit Organization U.S. Postage
PAID Permit No. 768 Nashville, Tennessee