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The Exceptional Release

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

F A L L 2010

EXECUTIVE BOARD President Col Doug Cato president@loanational.org Vice President Col Richard Schwing vicepres@loanational.org Treasurer Lt Col Terry Dyess treasurer@loanational.org Information Officer Ms. Cathy Snyder InfoOfficer@loanational.org Membership Development Lt Col Jeff Martin membership@loanational.org Chapter Support Lt Col Jeff King chaptersupport@loanational.org

Features Air Force Daedalian Award Winners ....................................................................................4 Astray Freight: Lost in the Supply Chain System By Mr. Frank Washburn......................................................................................................20 CRFing the AOR… By Captain Joe Balk, Major Jeff Hayden and Captain Shana Serrano ............................26 Operation Deepwater Horizon: Battling the Worst Environmental Disaster in our Nation’s History By Colonel Kathryn “KJ” Johnson ......................................................................................30 Roles & Responsibilities:Services, Combatant Commands & You By Colonel Tom Miller ........................................................................................................34 Difficulties in Obtaining MICAP Support to Bagram Airfield By Lt Col Travis Condon, Capt Carl Johnson, Capt Rebecca J. Selby, TSgt Mary Richardson, TSgt Jeremy Ridgway ....................................................................................36 BEAR Supports Forces in Afghanistan By 1st Lieutenant Luis E. Rivera........................................................................................46

Executive Senior Advisor Lt Gen Loren M. Reno Mr. Garry Richey

Born to Die: Sustaining DoDs Aerial Targets Program ......................................................48

Webmaster/Website Lt Col JD DuVall webmaster@loanational.org www.loanational.org

F101 RNI... There is no I in TEAM By Captain Jason Malewiski ..............................................................................................56

What the Colonel and Chief Know that You Don’t... Yet By Captain Kylene Ruth ....................................................................................................54

THE EXCEPTIONAL RELEASE

402nd Electronics Maintenance Group: Enabling the Warfighter One Circuit at a Time By Capt Jerry L. Ottinger II ................................................................................................60

Editor Col Dennis Daley editor@loanational.org

Experiences on a Joint Expeditionary Tasking – A CGO Perspective By 1LT Edwin Robert Gaston ............................................................................................64

Assistant Editor Col (ret) Mary H. Parker assteditor@loanational.org LOA Executive Director ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff 1Lt Benjamin J. Derry, 373 TRS/DET 3 Maj James Dorn, 748 SCMG/CCX Lt Col Richard Fletcher, 305 AMXS/CC Lt Col Michelle Hall, SAF/PAX Ms. Donna Parry, AF/A4/7PE Lt Col Paul Pethel, 19 AMXS/CC Graphic Design MMagination LLC – Atlanta, GA www.mmagination.com

Keeping the C-5 Flying By Lt Col William “Bill” Kountz............................................................................................66 Heading Home By Major Matt Harnly..........................................................................................................70 Journey of the 451st Expeditionary Maintenance Group By Colonel Robert Hopkins ................................................................................................72 Kandahar AEF Lessons Identified By Lieutenant Colonel Mark Rose......................................................................................76 Kirtland’s Maintainers Bulldoze Environmental Challenges to Enable CV-22 Training and Expedite Capability to the Field By Lieutenant Colonel Rob Jackson ..................................................................................78 Air Force Mortuary Affairs Operations Center By Christin Michaud ..........................................................................................................82 To Be the Best, You Need to Compete with the Best! By 1LT Danielle Kreger ....................................................................................................86

LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 117 - Fall 2010

Table of Contents Continued on Page 2..

President’s LOG(istics) Fellow Loggies, I hope that your summer has gone well across the globe. It’s hard for me to believe it’s time again for the premier logistics conference, time does fly! As you all know by now, the 28th National LOA Conference will be held in Orlando, FL from 11-14 October 2010. The theme this year is “Logistics: The Combat Enabler” and we fully expect over 1,400 members and Logistics Professionals in atten-

Col Doug Cato

dance. The LOA National Board has worked hard to get you a stellar cast of speakers to talk about supporting and sustaining the warfighters on the front lines of today’s world-wide military engagements. Just to give you a small sampling of the caliber of speakers, we’ll be hearing from the Air Force Chief of Staff, Gen Schwartz on the

ER: PRESIDENT’S LOG(ISTICS)

last day of our conference as he provides a view from the top. Also on the last day, our keynote banquet speaker is Dr. Ashton Carter, Under Secretary of Defense for Acquisition, Technology, and Logistics (AT&L). Gen Fraser, Commander US Southern Command will give his warfighter perspective on logistics support. The Commander Air Force Materiel Command, Gen Hoffman will be talking about the future of the Air Force Air Logistics Centers. This year we have a Total Force panel with Lt Gen Reno (AF/A4/7), Lt Gen Stenner (Chief AF Reserve), and Maj Gen O’Hollaren (HQ AFMC ANG Liaison). A returning star from the Joint Staff will be LTG Gainey as she discusses Educating Logistics Leaders. Lt Gen Owen (ASC Commander) will discuss acquisition as the first step to logistics. Maj Gen McMahon will be back from his desert tour and will be bringing us his perspective on Joint Logistics in the Combat Zone. The list continues with our renowned logistics general officers and senior civilians, who daily reach out and support LOA, and we thank them for their continued support. Take a few moments, if you haven’t already, and log on to www.loanational.org and register now for the best logistics conference in the world. LOA National Conferences are where you’ll get serious professional development and learn from the greatest logistics minds, all pulled together into one location. There’s nowhere else you can obtain this level of knowledge at one time! Don’t

TABLE OF CONTENTS (Continued from page 1)

forget at the same time to register for your hotel as well. The conference will be at the Caribe Royale in Orlando, a facility that provides not only rooms, but a full conference center. Once you

In Every Issue

are on-site, there’s no reason to leave…you get professional devel-

President’s LOG(istics) ........................................................2

opment by day, catching up with old friends and mentoring in the

From the E-Ring ..................................................................6

evening socials, all while getting some of the best food ever.

SES Speaks..........................................................................7

I look forward to seeing each of you at the conference and I know

Perspectives ........................................................................8

you’ll have a fantastic time.

Perspectives ......................................................................12

V/R,

Focus on a Chapter Leader ..............................................88 Chapter CrossTalk ..............................................................91 Milestones ..........................................................................96

SUMMER

COL DOUG CATO, PRESIDENT LOA NATIONAL AND YOUR

2010

LOA NATIONAL BOARD.

A Request from the ER Team ER readers, we need your help. Each ER edition has a theme that features a theme of specific issues. What topics of interest would you recommend for a future ER edition? Please contact me via email at dennis.daley@ndu.edu with your ER theme suggestions. Col Dennis Daley

1Lt Benjamin J. Derry

Col (ret) Mary H. Parker

Lt Col Richard Fletcher

Maj James Dorn

Lt Col Michelle Hall

Ms. Donna Parry

Lt Col Paul Pethel

The Exceptional Release 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 for ads) along with stories (as separate text files) and include cutlines/captions. All photos and ads 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. Fullpage ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: http://www.loanational.org/exceptional-release/advertising-rates.php 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

Air Force Daedalian Award Winners Daedalian Major General Warren R. Carter Logistics Effectiveness Award: 56th Logistics Readiness Squadron, Luke AFB (AFSOC)

Daedalian Award Winner Large Unit Category (Phoenix Award nominee): 52d MXG, Minot Air Force Base, ND

Best in the Air Force AFSOC suppliers from Luke AFB.

Daedalian Award Winner Maintenance Medium Unit category:

Daedalian Award Winner Small Unit Category: 721 AMXS, Ramstein AB, Germany

3rd Component Repair Squadron, Elmendorf AFB, AK

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From the E-Ring T H E P E O P L E PA R T

ENABLING LOGISTICS

The theme of this edition of the ER is Logistics: Enabling the Warfighter. We’ll be talking about this at the LOA National Conference in Orlando, and I hope you’ll be able to join us for that, too. I look forward to the opportunity to see and thank so many of you for your service. In case we don’t

Lt Gen Loren M. Reno

ER: FROM

THE

E-RING, SES SPEAKS

connect there, let me share some abbreviated thoughts here on this important topic. It’s easy to think of maintenance as synonymous with logistics. I think of it as a subset. To be sure, maintenance is logistics, but logistics is more than just maintenance. (Not trying to make your head hurt!) You know the other logistics subsets, so let me just affirm you, and the part you contribute, are as critical to that upon which the Warfighter depends. And don’t confuse geography with value. While we need what our deployed logisticians do, we also need the contributions of all the rest. I’m talking about civilians at ALCs, maintainers supporting other combatant commanders, aerial porters and those at en route locations, headquarters staffs, and folks in Joint jobs and Defense Agencies…to name a few. Let me say a few words about the people part of logistics. Some of our tours of duty to the AOR have grown to 179 days, and more than a few to 365. Great is the service you offer, and great is the sacrifice of your family. I thank you and them. Together, you are Enabling the Warfighter because of the importance of what you do and the confidence you have in the support they send. Some of you who have heard me speak won’t be surprised to hear me quote two great warfighting generals. Alexander the Great said, “My logisticians are a humorless lot; they know that if the campaign fails, they are the first ones I will slay.” And Gen Eisenhower said, “It’s not difficult to prove that most battles, campaigns and even wars are won or lost primarily because of logistics.” I find neither an exaggeration. More than a year ago, I heard Gen North, now the COMPACAF, say that the war in which we are engaged is a logistics war. I believe he is right, too. It won’t surprise you, either, to know that even here on the E-ring of the Pentagon, our preoccupation is with the Warfighters and what they need. It manifests itself in fuel, basing, parts, engines, logistics readiness officers, transportation, TCTOs, resiliency, weapons, ammunition, MICAPS, force shaping, reset, surge, vehicle, funding, and maintenance experience issues…to name a few. Rightly, it’s an AF priority to “support the Joint and coalition team to win today’s fight.” One day in June, I decorated and promoted a logistics major whose 4th grade son just learned he had Type 1 diabetes, and the father was within days of deploying for a year with the family relocating to his wife’s hometown. Another example of Service before Self. Thank you all for enabling the Warfighter!

— LT GEN LOREN RENO DEPUTY CHIEF OF STAFF FOR LOGISTICS, INSTALLATIONS AND MISSION SUPPORT, HEADQUARTERS U.S. AIR FORCE, WASHINGTON, D.C.

SUMMER

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SES Speaks A I R S TA F F L O G I S T I C S … R E A D Y T O S U P P O R T WA R F I G H T E R A N D T H E M I S S I O N .

THE

Ms. Sue A. Lumpkins, a member of the Senior Executive Service, is the Deputy Director of Logistics, Office of the Deputy Chief of Staff for Logistics, Installations and Mission Support, Headquarters U.S. Air Force, Washington, D.C. Ms. Sue A. Lumpkins

For the past three years I have had the honor of serving as the Deputy Director of Air Force Logistics at the Pentagon. While we have many day-to-day challenges to work; policy issues, budget decisions, manpower challenges, one quote is never far from the forefront of our minds:. "The only thing necessary for the triumph of evil is for good men to do nothing" - Edmund Burke Our ability to provide the tools necessary to “do something” comes in many forms. The Logistics Directorate works supply chain policy, maintenance policy, training, manpower, equipment, vehicles and logistics related plans and programs. These diverse areas work together to ensure we minimize potential conflicts that could have a negative impact our war fighters within the logistics arena. In addition to ensuring logical and enabling policies are available for the repair, packing, transporting, delivery of parts, engines and aircraft, the directorate also ensures/monitors timely delivery of BEAR, WRM and MRAPs to the AF/COCOM components in the AOR. Three areas have held a prominent role the past several months: reset of equipment, vehicles from Iraqi to Afghanistan, mitigating stressed career fields and the Airman Resiliency Program. n

The folks in HAF/A4L that work the reset issue balances the current needs of the forces in Iraqi as plans are executed to provide increased support the Afghanistan effort. We know the equipment and vehicles must be reused – budget cannot be wasted.

The directorate also manages the logistics career fields. Logistics is also a major enabler in the AOR effort. As such the LRO (Logistics Readiness Officer) is a highly utilized career field. Efforts are underway to shift some JET tasking to other logistics AFSCs and at the same time increase the denominator (make more 21Rs available). The same is true of several of our enlisted career fields. We employ continuous communication with the Global Force Management (GFM) FAM and AFPC/DPW schedulers, combined with a close partnership with the ARC FAMs, allowing us to artfully juggle finite resources against historical and unprecedented requirements thus mitigating the deployment burden on logistics career fields. Also force presentation, or banding, has sustained maximum support for the war effort while mitigating a negative impact to our home station reach-back capability.

Another area in which we are currently working policy issues deals with the Airman Resiliency Program. Deconflicting the requirement for proper accountability of equipment while affording our warriors who have served “outside the wire” decompression time is an emerging priority. The Airman Resiliency Program sets the stage for successful transition, recovery and reintegrating of our warriors to their work centers and their families.

The dedicated officers, enlisted and civilians that work these issues every day are keenly aware of the importance of their work. They have come back from (in some cases several) 179 or 365 deployments and/or have a vacant desk beside them from a friend and collogue that had has just deployed to serve.

–– MS. SUE A. LUMPKINS DEPUTY DIRECTOR OF LOGISTICS, OFFICE OF THE DEPUTY CHIEF OF STAFF FOR LOGISTICS, INSTALLATIONS AND MISSION SUPPORT.

EXCEPTIONAL RELEASE

Perspectives

ER: PERSPECTIVES

IN STEP WITH DEPLOYED COMMANDER COLONEL TOM MILLER, 455TH EXPEDITIONARY MAINTENANCE GROUP COMMANDER AT B A G R A M AIRFIELD, A F G H A N I S TA N .

Colonel Tom Miller in action. (Photo Col Tom Miller)

ER: How long have you been in place as a deployed commander and what was your previous assignment. What were the major adjustments you made as you assumed your commander’s responsibilities?

COL MILLER: I took command from Col Larry Gatti on 7 June. He, his deputy Lt Col Jacque Mongeon, and their entire team did a great job in a very challenging environment and set up the mission for success. My previous assignment was SDE in a National Defense Fellowship at the Brookings Institution. Were there adjustments from wearing a suit everyday at Washington DC think tank to being an EMXG/CC in Afghanistan?, Yes I’d say there were at least a couple. There were differences but no surprises. The Air Force does a great job preparing officers for group command. From flight commanders to squadron commanders you are learning the skill sets that you’ll continue to need in later years. As you hold each position in wing after wing and are mentored by Airmen, both officer and enlisted, it shapes your perspective. I think being an EMXS/CC at Balad several years ago was invaluable. It gave me an opportunity to better understand the unique challenges a deployed commander faces, challenges that were different than what I experienced as a commander at Seymour Johnson. ER: Look outside the tent and describe what your base looks like in terms of mission activity? What aircraft are on the ramp? What tenant organizations are present? What joint or

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coalition forces present? Paint a picture for our readers.

COL MILLER: It is the most diverse operation I’ve ever seen. In addition to our own fleet of 6 different Air Force weapon systems, there are Army helos, Navy and Marine aircraft, a myriad of commercial transports from small commercial planes to large Russian commercial IL-76s and AN-124s. As you would expect, it is a 24/7 flightline where at 0200 it is common to see a John Deer tractor being used to tow every propeller driven twin engine variant, Military All-Terrain Vehicles (MATVs) offloaded from C-17s and Dust Off helicopters bringing wounded heroes to the hospital. It expanded my concept of what the phrase “total force” can really mean. ER: What keeps you awake at nights? Describe your biggest challenge as a deployed commander.

COL MILLER: A big challenge is staying ahead of ever changing beddown requirements. The EMXG, EOG, EMSG and the XP have to work very closely together to allocate the precious resources like ramp space, workspace and yes, even billeting. There are only so many places to bed down airpower in Afghanistan, so we maximize the capability we bring here. We spend time honing the sustainment of the aircraft launch and recovery sequence during airfield attacks. More details on that in person, but have no doubt that Airmen of every rank are innovative and mission focused in this area. It makes you proud to see them in action.

2010

Something that does not keep me awake at night is the professionalism and dedication of our Airmen. It is crystal clear to me when I talk to our maintainers from across the total force that they understand what we are doing here and what is at stake. We emphasize, at every level, that our contribution to the Joint Fight is executing disciplined maintenance to provide responsive airpower. It doesn’t take a leap of logic for them to see that their hard work in meeting exacting standards is what enables mission accomplishment. ER: How is the supply system supporting you at the end of the logistics tail? How well is the transportation system working for you? If you could change one thing in the supply system what would it be?

COL MILLER: When something is in the standard systems, it moves to us at a predictable rate. Predictability is not as important as speed, but it is a close second. If we know when a part will arrive, we can make better decisions on cannibalization and other actions to maximize aircraft availability. The GLSC was created when I was on the Air Staff so that has been a great improvement since the last time I deployed. Now there is an enterprise level network to work issues and a methodical way to escalate them when they are critical. Instead of just knowing the right person, now there is an easily understood structure to the expertise that has always been there. Here, Maj Gabe Lopez is our ELRS/CC and his squadron’s engagement with our maintenance and operations team makes all the difference in the world. If I could change one thing in the supply system…I’ll take all the visibility in the supply, distribution and repair cycles that ECSS will have, only I’ll take it now! ER: Describe your local intermediate maintenance repair capability. Is it adequate? If you are supported by CONUS or regional repair centers, is the repair support sufficient and timely?

COL MILLER: I was surprised at the capability that is in place here. From digital X-ray to a CNC machine, there are a number of capabilities I didn’t think would be available. Our fabrication experts assist other services in manufacturing needed parts, our hydro shop assists the Expeditionary Security Forces Squadron with the hydraulic systems on their guard towers, and much more. We are looking to the future to develop capabilities, but must balance increasing intermediate level repair with the boots on the ground requirements.

We are well supported by repair activities in the AOR, in Europe, and from CONUS at the ALCs. We rely on CRFs for LRUs, engines, brake assemblies and have a good web of relationships which is important. We’ve identified that as a wing we need to do a better job expediting our engines back into the distribution system, and we are doing a lean event to improve that process. ER: Are you supported by on-site contractors? Who are they and what functions do they perform?

COL MILLER: We have a critical military/contractor relationship in the 455 AEW. The MC-12W is one of the most important weapon systems for the ground force commander. It gives incredible situational awareness and the hunger for this asset rises every week. I feel sure everyone knows the speed in which the MC-12W was fielded and that it is supported with contractor maintainers—it is quite the success story. We have a QAE that received training and orientation on the program prior to deployment, which is a vital step and should continue. The MC-12W maintainers are an AMU in our eyes. True, there are differences in the rule sets, but we make every effort to build one team and that has carried us a long way. ACC and AFMC are working hard to align the relationship and smooth the seams between contractor and military maintenance in the program. We have one standard for maintenance in the Air Force and it is captured in 21-101. We are moving forward to the common requirement. ER: You are in the middle of high summer heat conditions. How do the heat conditions affect your Airmen, aircraft and equipment?

COL MILLER: Bagram is over 5000 ft above sea level, so that takes a little adjustment for many. It is a “dry heat” and the wind blows significantly in the late afternoon which makes dehydration a concern. The wind also means you need to tie down things you wouldn’t normally think need tying down (like fighter aircraft). Because it isn’t humid, our folks often don’t realize how quickly they are dehydrating, so we push water as you do everywhere in the AOR. Personal hydration systems (like Camelbacks) are key to make sure everyone has access to a good supply of water and avoiding the FOD hazard of plastic water bottles (which is even more critical…because of the wind). We see all the equipment challenges you would expect—significant wear and tear on aircraft tires and brakes because of heavy landing weights, environmental control systems are put to the test, as well as every machine getting its fair share of sand and Continued on next page...

EXCEPTIONAL RELEASE

dirt. These are challenges but not surprises, and there are processes in place to mitigate the impact on equipment.

Capt Anthony Bryant, 510 EAMU OIC with F-16 Crew Chief SrA Alexander Wieczorek.(Photo Col Tom Miller)

ER: Our LOA CGOs what to hear from you. What advice do you have for our CGO members about a deployed assignment?

ER: PERSPECTIVES

COL MILLER: My advice is to absolutely jump at the chance to deploy. The experience you get as a CGO in the deployed environment will prove to be a gold mine to you later, whether you draw on that experience in a staff position or in command. Prepare yourself, professionally and personally, to be the leader you need to be at that critical hour. If you have prepared yourself, you’ll be in a better position to lead your people, which is why you became an officer in the first place. ER: Let’s talk deployment cycle lengths. Would a policy of only 365-day deployments improve your mission effectiveness? From your perspective what are the advantages of 120-day or 180-day deployment cycles?

COL MILLER: My personal opinion is that 365 is the right answer for group commanders, deputy commanders and squadron commanders. It is important to provide the continuity for long term improvement and to mitigate the turbulence of AEF swapouts. I think 180-day deployments are important for Chiefs and officers in key positions like maintenance supervision and that these should be off-set from the normal rotations to again provide continuity. If aviation units move to the 180-day deployments, it would reduce the turbulence involved during the three swapouts per year. The importance of predictability in the AEF cycle cannot be underestimated. If you are notified of a deployment for 180-days, then that is what you plan on, that is what your family prepares for, that is how you choose your people, equipment and aircraft. If people plan on 180-days from the beginning, they know where the goal line is and they can get in the right mind set. Moving the goal line becomes much more difficult than starting with 180-days in mind.

COL MILLER: Make a considerable effort to line up your predeployment TDYs with the inbound OG and the MSG Commanders. ACC A1 did that for us and forming those relationships early among the group commanders has paid dividends every single day. If my successor is reading this, I’d just like to say you are the most fortunate colonel in the Air Force. The opportunity to be a group commander in Afghanistan is like no other, especially at this time in history. The 455th does three things: defend the base, supply the fight and win. Every maintainer here can see themselves in all three parts of that mission. It is a humbling experience to be part of a team that performs in this environment around-the–clock, and the most rewarding experience you’ll have in the Air Force... Congratulations!

COL DALEY: Tell the truth now. Is it true that the 436th Dover C-5s and C-17s are the best looking, cleanest and best maintained aircraft that transit your ramp? COL MILLER: Since nothing stays still on our ramp for more than an hour or two I’ll give a huge thanks to Dover and all the airlift maintainers and loggies that keep the constant stream of critical supplies and equipment coming to us. Every day is game day for AMC, and everyone in AFCENT appreciates what you do to keep the fight sustained. K

ER: Your successor may very well read this edition of Perspectives. What is that one thing that you wish you knew prior to assuming commander at a deployed location?

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2010

Perspectives

ER: PERSPECTIVES

IN STEP WITH DEPLOYED COMMANDER: COLONEL JOHN KUBINEC, C O M M A N D E R O F T H E 3 7 9 T H E X P E D I T I O N A R Y M A I N T E N A N C E G R O U P. ER: How long have you been in place as a deployed commander and what was your previous assignment. What were the major adjustments you made as you assumed your commander’s responsibilities?

ER: Look outside the tent and describe what your base looks like in terms of mission activity? What aircraft are on the ramp? What tenant organizations are present? What joint or coalition forces present? Paint a picture for our readers.

COL KUBINEC: After earning parole from the Log Panel Chair

COL KUBINEC: From the moment I arrived I’ve been amazed

job at the Pentagon, I took command of the 379 EMXG on 4 June from fellow warrior Larry Stephenson. My biggest adjustment so far, besides being apart from Tanya, has been learning to be a commander of commanders. I’m blessed with amazing squadron commanders and I’ve had to learn to give them room to command, while I assume the role of advisor, coach and strategic leader.

at the diversity of missions at Al Udeid. In the wing alone we have tankers, bombers, airlift, and recce platforms (KC-135, B1, C-130, C-21, C-20, E-8, RC-135)...all with their own unique requirements and challenges. On top of that, we support the massive C-17 operation as well as the Navy P-3s and the RAF C-130s, not to mention the endless stream of transient aircraft. The wing is also host to the Army’s 69th Air Defense Artillery

Colonel Kubinec with some of his amazing Airmen of the 34th AMU. (Photo Col John Kubinec)

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Brigade, AFCENT Forward and the CAOC, CENTCOM’s Forward Headquarters, and SOCCENT Forward. And of course, we are only able to do all of this because of the great support and cooperation of our gracious hosts who allow us to operate with them at this strategic crossroads. ER: What keeps you awake at nights? Describe your biggest challenge as a deployed commander.

COL KUBINEC: Honestly, I sleep great… we have incredible Airmen in our Air Force and I don’t worry a bit about their ability to safely and compliantly generate the ATO. As for challenges, on top of typical aircraft issues, trying to build an ever changing group of Airmen into a cohesive team is our biggest challenge. We have Airmen on 30, 60, 90, 120, 179, and 365day rotations…and everything in between. But as with any challenge, there’s a great opportunity as well, and we work hard to take advantage of the diversity of ideas and experience to better ourselves and the mission. ER: How is the supply system supporting you at the end of the logistics tail? How well is the transportation system working for you? If you could change one thing in the supply system what would it be?

COL KUBINEC: I’m not just saying this because I’m married to an LRO, but I think the supply chain is supporting us as well as possible. Locally, our LRS provides very responsive support and is an integral part of our team. Globally, if there’s one thing I’d mention to our ER readers—it’s that even one day matters to us when it comes to MICAPs. That one day can make the difference in providing the ground commander the airpower needed to save American lives. We have some unique capabilities here and when we can’t meet our commitment; there isn’t anyone else in theater to pick up the slack. I’ve spent many years in AFMC and I know our professionals across the command get it. We thank you for your service and dedicated support…know that it truly does make a difference.

idea how many diverse capabilities were resident in the group. Later in the ER you’ll read an article written by some of our maintainers and logisticians describing our centralized repair facilities. I won’t steal their thunder, but will say that this is a part of our mission we take very seriously. I know Col Miller at Bagram depends on our support to help make his mission happen, as do my other fellow AOR group commanders and we won’t let them down. I’m also very proud to partner with AMC to establish repair capability for the C-17 (avionics and wheel & tire) in the AOR…a first of its kind endeavor. Also, as Balad draws down, we’re taking on more capabilities to ensure timely and quality support to the entire AOR. ER: Are you supported by onsite contractors? Who are they and what functions do they perform?

COL KUBINEC: The majority of our group is blue-suit maintenance (active, guard, reserve, and civil service) but we do rely on contractors in several important areas. Our C-21 maintenance and transient alert functions are run by contractors and we’d be lost if it wasn’t for our patriotic field service reps that help with the JSTARS as well our C-17 avionics. Here in the AOR, it truly is one team with no seams…we’re all here to make the mission happen no matter what it says on your ID card. ER: You are in the middle of high summer heat conditions. How do the heat conditions affect your Airmen, aircraft and equipment? Continued on next page... John in front of the EMXG rock! (Photo Col John Kubinec)

ER: Describe your local intermediate maintenance repair capability. Is it adequate? If you are supported by CONUS or regional repair centers, is the repair support sufficient and timely?

COL KUBINEC: The intermediate repair capability of the 379th Maintenance Group would make any group commander jealous. I had no

EXCEPTIONAL RELEASE

COL KUBINEC: I thought I knew what hot was from my time at Luke. But here at Al Udeid it is NOT a dry heat! Add high winds and blowing dust to the oppressive heat and humidity, and you have a huge leadership challenge. The mission here has continued to grow but the flightline infrastructure hasn’t been able to keep pace, so our Airmen have to endure the elements without the benefit of a single maintenance hangar. This greatly impacts our ability to accomplish the mission and requires focused attention from leaders across the group. We constantly have to balance the welfare of our Airmen with the never ending demands of the mission. The aircraft and AGE (especially the air conditioners) are also impacted by the environment, but it’s the human weapon system that bears the biggest burden. ER: Our LOA CGOs what to hear from you. What advice do you have for our CGO members about a deployed assignment?

ER: PERSPECTIVES

COL KUBINEC: Nowhere else will a CGO have the raw leadership opportunity than they will in a deployed environment. My CGOs shoulder a tremendous responsibility to generate the ATO and take care of their Airmen...and they do a great job. Enter into it knowing that a deployment will stretch you personally and professionally. My advice would be to embrace the growth opportunity, keep the focus on your mission and your Airmen, and remember that expeditionary does not equal experimental. Lastly, enjoy it! There’s no greater honor than to lead America’s sons and daughters in combat. ER: Let’s talk deployment cycle lengths. Would a policy of only 365-day deployments improve your mission effectiveness? From your perspective what are the advantages of 120-day or 180-day deployment cycles?

while I acknowledge the more regular turnover creates some leadership challenges, the benefits are worth it. A similar case holds true for some of our low density assets like the JSTARS and Rivet Joint. In August, our Rivet Joint celebrated 20 years of continuous service in the AOR with the JSTARS not far behind. Remember each of these aircraft only come from one home unit and some of the Airmen that support these platforms are on their double-digit deployment. Bringing them in for shorter periods of time allows us to maximize our personnel mix without burning out the Airmen. ER: Your successor may very well read this edition of Perspectives. What is that one thing that you wish you knew prior to assuming commander at a deployed location?

COL KUBINEC: I wish I would have taken some time to establish contact with my primary force providers and with the supporting SPOs. It’s harder to establish good relationships from across the ocean, and spending some time with these critical members of the team ahead of time would have been well worth it. Other than that, be prepared for the ride of your life!

COL DALEY: Tell the truth now. Is it true that the 436th Dover C-5s and C-17s are the best looking, cleanest and best maintained aircraft that transit your ramp? COL KUBINEC: I don’t really care where the tail is from or how clean it is, as long as it’s carrying people or parts to help make the mission happen! But to tell the truth, I’m partial to our host nation C-17s and their fancy paint job. K

Terrible Towel Rules Worldwide...Go Steelers!! (Photo Col John Kubinec)

COL KUBINEC: In general, longer deployments provide more continuity and are important for key leadership positions. However a blanket policy of only 365 or only 179-day deployments simply doesn’t work for many members of our total force. Many of our guard and reserve Airmen want to be here but they have to balance their service with the demands of their employer back home. We need the flexibility of different tour lengths to allow these patriots to serve. And 14 FA L L

2010

Logistics Officer Association 2010 National Conference Donâ&#x20AC;&#x2122;t Miss the Yearâ&#x20AC;&#x2122;s Largest Gathering of Influential Air & Space Logistics Professionals

Logistics: THE Combat Enabler Attend ~ Exhibit ~ Network Last year's LOA Conference was a huge success, drawing over 1400 logisticians from across the Armed Forces as well as senior executives from many top defense manufacturing companies. LOA 2010 will be another great opportunity to share ideas, proven practices, and new technology. Confirmed Speakers: Gen Norton Schwartz, Mr Terry A. Yonkers, Gen Donald Hoffman, Lt Gen Douglas Fraser, LtGen Kathleen Gainey, Lt Gen Loren Reno, Lt Gen Thomas Owen, Lt Gen Charles Stenner, and many more! For a list of confirmed speakers and tentative agenda go to www.LOANational.org

Orlando l 11-14 October 2010 Registration & Exhibit Sales Now Open www.LOANational.org

11-14 October 2010

2010 LOA National Conference Caribe Royale Orlando

Please Visit Our Industry Partners in the 2010 Industry Partner Hall A4I/eLog21 AAI Corp/Textron Systems AAII AbilityOne/NISH ADS, Inc Advanced Software Design, Inc Advanced Testing Technologies, Inc Aerotest Limited AEROWING AFLMA Air Force Asset Marking and Tracking Air Force Global Logistics Support Center Air Force Institute of Technology American Military University Applied Research Laboratory, Penn State ASD Division of ASQ Aventure Aviation Aviall Services Inc. BAE Systems Battelle Boeing CDO Technologies, Inc. Chromalloy CribMaster/WinWare, Inc CSC Defense Acquisition University Defense Logistics Agency DRC DRS Technologies, Inc ESS Expeditionary Combat Support System Fatigue Technology Flexible Lifeline Systems, Inc. GE Aviation Grey Beard Associates, LLC Honeywell IBM Corporation ICF International IDB IDZ Technologies Inc.

IFS Aerospace and Defense Intergraph ITT Corporation J.B. Roche (MFG) Ltd Joint ALC - OC /OO/WR Kennon Aircraft Covers Laser Technology Inc Lockheed Martin LORD Corporation Military Logistics Forum Miro Technologies Moog Inc. NDIA NORDAM Northrop Grumman Corporation Oracle Parker Aerospace Pratt & Whitney Raytheon Company Rolls Royce (H800) SAP Public Services Savi, A Lockheed Martin Co Simpler Consulting, LP Snap-on Tools Spokane Industries StandardAero Teradyne Timken Aftermarket Solutions Tracewell Systems UmeVoice, Inc. University of Tennessee Center for Executive Education URS USAA USAF AMMOS W. L. Gore & Associates, Inc. Williams Electrolinx

2010 LOA National Conference Agenda

Sunday 10 October

Wednesday Continued

1600-1800 Registration Opens

0815 – AFMC & Future of ALC – Hoffman, CDR AFMC 0900 – Educating Logistics Leaders – Gainey, CJCS J4

Monday 11 October

0900 – Industry Partner Hall Opens

0700 – 1600 Registration Open

1015 – Breakouts: Logistics in Execution: Support to the Warfighter

0700 – Buses Depart for Golf Tournament

1145 – Award Lunch – Keynote: Mr. Peter Doolan –

0830 – Golf (Shotgun Start) 1800 – Icebreaker – Changes in Latitudes - Changes in Attitudes Caribe Pool (Wear your ParrotHead attire)

Open to all attendees and exhibitors 1315 – Industry Partner Hall Reopens 1345 – Breakouts: Logistics in Execution: Support to the Warfighter 1515 – Joint Logistics in Combat Zone –McMahon, AF/A4L

Tuesday, 12 Oct 2010

1600 – Total Force Panel: Reno, Stenner, O’Hollaren

0700 – 1600 – Registration Open

1700 – Industry Partner Hall Closes

0700 – Breakfast – Boca V-VII

Free Evening

0800 – Opening Ceremony & Welcome Remarks 0815 – Chief Loggie's View –Reno, AFA4/7

Thursday 14 October

0900 – CCDR on Logistics– Fraser, USSOUTHCOM

0700 – 1800 Registration Open

0900 – Industry Partner Hall Opens

0700 – Breakfast – Boca V-VIII

1015 – ALC Commanders Panel: Gillett, Peyer

0800 – Admin Remarks / Chapter Roll Call

1100 – Lunch – Industry Partner Hall

0815 – AFSO 21 Continuing Improvement Efforts and ECSS:

1100 – Lunch – Stars & Bars

Dunn/Moran

1100 – Lunch – Group CC

0900 – Solving the Logistics Problem - Outbrief – Cameron

1100 – Lunch – Squadron CC

0900 – Exhibits Open

1300 – Strategic Planning "AF Future" – Westgate

1015 – Leadership Panel: Chambers, Owen, Sullivan, Tune

1350 – Acquisitions – First Step in Logistics – Owen

1120 – Breakouts: Force Development

1500 – Breakouts: Not Your Traditional Log

1230 – Lunch Industry Partner Hall

1500 – Industry Partner Hall Closed until 1800

1230 – Chapter President's Meeting/Lunch

1600 – Chapter Photos – History Wall

1345 – View from the Top: Schwartz, CSAF

1800 – Loggie Reception – Industry Partner Hall

1530 – Industry Partner Hall Temporarily Closes 1700 – Senior Officer (06-up) Tour Industry Partner Hall

Wednesday 13 October

1800 – Banquet Reception – Industry Partner Hall

0700 – 1800 Registration Open

1900 – Industry Partner Hall Closes Permanently

0700 – Breakfast – Boca V-VII

1900 – Banquet – Keynote: Mr Terry A. Yonkers, Assistant Secretary

0800 – Admin Remarks / Chapter Roll Call

of the Air Force for Installations, Environment & Logistics

** Agenda subject to change**

Thanks to Our 2010 Sponsors! Please be sure to visit them in the Industry Partner Hall!

PLATINUM SPONSOR Lockheed Martin Aeronautics GOLD SPONSOR Booz Allen Hamilton n GE Aviation SILVER SPONSORS Deloitte Services, LP n SAP BRONZE SPONSORS Pratt and Whitney INTERNET CAFÉ SPONSOR Standard Aero

BADGE HOLDER SPONSOR Booz Allen Hamilton

ICE BREAKER SPONSOR Accenture

GOLF PREDATOR SPONSOR: Booz Allen Hamilton GOLF DRAGON LADY SPONSOR: Boeing

LOGGIE RECEPTION SPONSOR Boeing Company

CONFERENCE GUIDE SPONSOR Honeywell Aerospace

KEYCARD SPONSOR Honeywell Aerospace

BREAK SPONSOR Defense Logistics n NDIA

We still have sponsorships available. If your company would like to increase exposure, contact Marta Hannon today at marta@loanational.org

2010 LOA National Conference Scholarship Donors Scholarship Donors ($500 and up)

CORPORATE CONTRIBUTORS The Boeing Company Booz Allen Hamilton Pratt and Whitney WBB Consulting

INDIVIDUAL CONTRIBUTORS Col (ret) Pam Carter Col (ret) Robert Drewitt Lt Col (ret) Russ Hall

All Scholarship Donations are tax deductible – donate today! Contact Marta Hannon at marta@loanational.org

Astray Freight: Lost in the Supply Chain System

By Mr. Frank Washburn “Would you like insurance and delivery confirmation for your package?” We have all thought twice about “protecting” parcels shipped through a commercial business, and if we could easily replace the item, then we are likely to pass on the protection. What if that item was a critical $5M aircraft part? What then? In September2009, General Donald Hoffman, Commander, Air Force Materiel Command, signed a Commander-Directed Investigation (CDI) for an Air Force classified asset purchased by a surplus dealer. The asset was found in a trailer described as “unclaimed freight.” Despite numerous Government Accountability Office (GAO) audits, studies, and investigations, the Air Force continues to discover supply chain “escapes” that potentially impact Warfighter support.

NOT

NEW PROBLEM

During the last several months of 2009, the Air Force Global Logistics Support Center (AFGLSC) led an Air Force Astray Freight Improvement Process Team (IPT) to identify solutions to supply chain escapes throughout the Air Force. The Astray Freight

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IPT was a multi-functional team that included experts from HAF, AFMC, AMC, PACAF, USAFE, AFGLSC, 754 ELSG/IL, DLA, and advisors from US Transportation Command and Military Surface Deployment & Distribution Command. Under General Hoffman’s guidance, the Astray Freight IPT used AFSO21 process improvement methods to map supply chain process flows to identify 35 nodes where materiel could become lost, gathered and analyzed materiel movement data and identified and developed countermeasures to 19 specific root causes for lost materiel.

W H AT

ARE THE

ISSUES?

In 2008, the Air Force shipped 770,000 items with 1.25% of the assets unaccounted for. While that may not seem high, it represents $43 million of lost assets. During that same time, FedEx shipped 9,888,350 DoD packages, of which only 0.0125% had lost claims filed. Previous years reflected similar numbers. In their search for solutions, the Astray Freight IPT examined research from the last 10 years. In September 2001, the Logistics Management Institute performed an Astray Freight Business Case Analysis and found little incentive for the Air Force and contract carriers to support the DoD Government Cargo Recovery Effort (GOCARE) activities.

2010

Between July 2002 and July 2005, the GAO performed several audits related to astray freight and inventory control. They cited inadequate management oversight and accountability, inaccurate records, and substantial write-offs. In 2008, Headquarters USAF (HAF) sponsored an astray freight study which verified the findings from the previous studies – the transportation visibility and supply accountability of government assets required improvement; the GOCARE Astray Freight program required strengthening; and the Air Force Inventory Control System needed solutions to its compliance issues. Based on historical studies and IPT analysis, the Air Force Global Logistics Support Center (AFGLSC) believes there are several general factors contributing to Air Force inventory control and recovery issues. Those factors include:

number of qualified personnel available for GOCARE Committee duty. Coupled with the regionalization of supply functions and resultant manpower reductions, the Air Force saw decreased numbers of base-level supply personnel with “handson” experience in physical inventory control processes.

OPERATIONS TEMPO: One unfortunate consequence of the Air Force’s shift in focus to ongoing contingency operations is a reduced awareness on supply chain activities. In many shops, it became too easy to just “get the job done and worry about the paperwork later.” Additionally, when the Air Force deployed many mid-level “boots-on-the-ground” supervisors, it created a gap in critical physical inventory training at the home station.

ORGANIZATIONAL CHANGES: Organizational changes man-

dated by Base Realignment and Closure (BRAC) to Since GOCARE efforts are transfer physical storage of not centrally managed across assets to other DoD compothe Air Force, little oversight nents resulted in loss of direct exists to monitor the effecservice accountable responsitiveness of the program. bility. In addition, the Air Geographic GOCARE Force eliminated Supply Committee Members (CMs) Inventory and Inspection secare assigned as additional tions in the 1990s as a reduties to base-level transorganization initiative, porters. Committee Members resulting in the Air Force are required to contact moving inventory causative assigned locations on a quarresearch responsibilities to terly basis, either in person or the personnel responsible for by telephone, to determine if physical storage. The Air assigned locations have astray Force recently “restored” the freight to report. Upon notiinventory section to provide fication that a carrier has dedicated capability for astray freight in their possesinventory adjustments and Airman 1st Class Antonio Harris inspects sealed chemical warfare ensembles sion, CMs verify ownership, for tears that would make them unusable. Along with other mobility items stored research. In addition, perinside the warehouse, Airman Harris ensures that various types of mobility provide a receipt to the termisonnel “inventory control” equipment are serviceable, organized and accounted for. (U.S. Air Force photo nal manager, and make training and experience is by Master Sgt. Alfred A. Gerloff Jr.) arrangements to forward the based on two distinct training shipment to a government and experience paths in the location. Today, 123 GOCARE CM positions exist across the Air Force supply chain. One training and experience path is Air Force with 20% sitting vacant. through the AFGLSC and the other training and experience path is through base level Logistics Readiness Squadrons. Efforts LACK OF INCENTIVES: Services are not incentivized to locate are underway to address the training and experience path of supand recover astray freight. Incentives could be patterned after ply personnel. the zero-overpricing or suggestion programs where we provide financial rewards for recovered items, such as a “finder’s fee.” INVENTORY ADJUSTMENTS: Inventory policies plus lack of

GOCARE IS INEFFECTIVE:

DOWNSIZED WORKFORCE: In the 1990s, the Air Force down-

emphasis and oversight of physical control of Air Force assets

sized the transportation workforce, which in turn reduced the

EXCEPTIONAL RELEASE

Continued on next page... 21

Inventory Losses: In addition to identifying general factors for supply chain escapes, the IPT analysis also revealed specific findings contributing to inventory losses. n

PROCEDURAL n

E R : A S T R A Y F R E I G H T: L O S T

IN THE

S U P P LY C H A I N S Y S T E M

have led to a culture of undesirable inventory adjustment practices. An analysis of the inventory adjustment losses revealed a significant number of invalid adjustments. These invalid adjustments indicate a lack of guidance, training and understanding of inventory adjustment processes and leads to an improper resolution of Air Force inventory losses.

The Automated DD Form 1149 (off-line shipment form) program limits the data input by users. This limitation forces shippers to manually process transactions in the Cargo Movement Operations System (CMOS) increasing the potential for mis-shipments. Much of the materiel for Military Standard Requisitioning and Issuing Procedures is not tracked and monitored through enterprise systems, creating astray freight opportunities Erroneous retail-level inventory adjustments are occurring because supply chain procedures are not properly followed

Air Force requisitions with a “prepared to ship” status for 30 days or more are leading to potential astray freight

A lack of standardized inbound receiving process at bases, ports and Traffic Management Offices

No system interfaces between critical supply chain nodes (e.g. CMOS, Global Freight Management and DLA Support System)

Retail inventory adjustments are not posted to wholesale “records” in a timely manner, creating a gap in enterprise visibility

Shipping addresses are not consistent between all legacy logistics systems, creating the potential for shipments to be sent to incorrect destinations

There is a lack of consistency between causative research and wholesale and retail inventory adjustment processes, making it difficult to measure “true” net inventory losses

The retail inventory process does not track “reversals” of losses that are subsequently found

Proliferation of organizational owned shipping accounts (FedEx, DHL, etc.) has led to the shipment and receipt of Air Force-owned assets outside standard transportation and supply channels contributing to astray freight.

PROCESS n

At times, inventory reconciliations between the DLA inventory control system and the wholesale Air Force inventory control system are not effective and timely

The current GOCARE program is not managed or properly resourced to effectively recover astray freight

Staff Sgt. Kurt Haselbeck inventories aircraft parts received at the supply warehouse at this forward-deployed location. (U.S. Air Force photo by Staff Sgt. Jocelyn Rich)

COMPLIANCE n

Degraded inventory control from “Homeless” National Stock Numbers (NSNs) with on-hand balance and no Item Management Specialist n

Incorrect catalog data (e.g. incorrect demilitarization codes allow assets to transfer to Defense Reutilization and Marketing Service (DRMS) prior to required demilitarization)

Transportation Discrepancy Report (TDR) and Supply Discrepancy Report (SDR) policies are not always enforced/updated

Some items purchased on Government Purchase Cards, and subsequently shipped to deployed sites, have missing data, no military shipping label, no transportation control movement documents or incomplete OCONUS delivery addresses

22 FA L L

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People n

Retail-level inventory write-offs or gains are attributed to human error due to lack of training and guidance

Lack of fundamental training and oversight of discrepancy reporting, Tracer Action Required processes

Basic physical inventory processes

Not all personnel are trained to accept/reject inventory adjustments

SOLUTION – AIR FORCE INVENTORY C O N T R O L A N D R E C O V E RY I N I T I AT I V E

Airman 1st Class Curtis McCord checks in aircraft parts and supplies at Joint Base Balad, Iraq. The 332nd Expeditionary Logistics Readiness Squadron's Receiving Flight Service Center Airmen process approximately 350 aircraft parts a week, including broken parts and replacements, which they ship to recipients across the base. (U.S. Air Force photo/Airman 1st Class Jason Epley)

The scope of inventory loss in the supply chain, including in-transit shipments, retail and wholesale stocks is immense. The IPT discovered several opportunities to decrease astray freight and inventory losses across the supply chain enterprise. The Air Force Inventory Control and Recovery Initiative signifies a shift toward an integrated, end-toend approach for enhancing visibility and control of the Air Force supply chain. After meeting with General Hoffman to discuss the initiative, AFGLSC is standing up an “Inventory Control and Recovery Team” to centralize, standardize and manage inventory control improvement efforts. A key element of the initiative is to improve inventory control collaboration between AFGLSC and the major commands. Collaboration is targeted to develop inventory control, recovery strategies, and training, plus improve positive inventory control of Air Force assets across the enterprise.

At the request of the Air Staff, the Team is also working to reinvigorate the GOCARE program. The team established a webbased “Community of Practice,” centralizing quarterly reporting and allowing its users to report recovered assets and complete online training. They are also developing metrics and providing quarterly reports to leadership using the data collected on inventory control. The metrics will provide enterprise-wide visibility of inventory adjustments, with drill downs by MAJCOM and inventory adjustments for Nuclear Weapons Related Material (NWRM), classified, COMSEC and weapons. In addition, the metrics will provide quarterly visibility of GOCARE recoveries and regional Air Force overage of GOCARE carrier visits and calls.

with DLA to identify potential improvements in the wholesale asset reconciliation process between the DLA’s Distribution Standard System and the Air Force’s Stock Control System. Through more frequent asset reconciliations, the subsequent causative research and corrective actions for imbalances should improve the wholesale visibility and control of Air Force assets and provide more accurate requirement (repair and buy) decisions. AFGLSC is developing database search capabilities to identify “past” supply chain escapes and an automated lost-item alert capability to prevent future supply chain escapes. They plan to leverage Enterprise Solution-Supply capabilities to programmatically identify late shipments based on delivery standards. This capability will allow supply chain managers to establish a more deliberate approach for identifying potentially lost assets and a faster response to search and recovery efforts. AFGLSC is also recommending the implementation of control mechanisms such as self-inspection and higher headquarters inspector general special interest items to provide enterprisewide emphasis on inventory control. They are working with HAF officials to develop policies for end-to-end tracking of Air Force “critical” TDRs and SDRs for arms, ammunition and explosives, classified material, sensitive material and NWRM. They are also supporting HAF efforts to develop an inventory control strategy based on an item’s need for visibility, accountability, security and velocity. This includes the development of a

The Inventory Control and Recovery Team also plan to work Continued on next page... EXCEPTIONAL RELEASE

S U P P LY C H A I N S Y S T E M IN THE

E R : A S T R A Y F R E I G H T: L O S T

as $127M for August 2006 through May 2009, including found material, prevention of erroneous disposal, misidentified assets, fleet assistance and container recovery. Through the integrated use of these three systems, the Navy boasts a 99.6% or greater proof of receipt for Navy managed repairable movements. AFGLSC is studying an Air Force/Navy collaborative “pilot program” to determine how the Air Force could leverage Navy capabilities to achieve 99.6% or better proof of deliver of assets.

chart or matrix to help make the policy readily assessable and easier to understand. Current plans would place these charts in AFMAN 23110 with links to related policies on commodity and inventory control characteristics (i.e. visibility, accountability, security and material handling.) According to HAF officials, they will work closely with the ECSS logistics transformation office to ensure the inventory control strategy is in lock-step, with controls embedded in ECSS.

CHANGING C U LT U R E

JOINT C O L L A B O R AT I O N

THE

AFGLSC officials are making their purpose clear – through a Since the Air Force is not the focused and aggressive Air Force only service to experience supInventory Control and Recovery ply chain escapes, the campaign, they plan to change AFGLSC collaborated with Airman 1st Class Sunil Patel (left) and Staff Sgt. Ebony Stewart load items the culture to one that will NOT other services to find solutions marked for shipping in a delivery truck at the loading dock area. The Airmen accept significant losses going to astray freight and supply are assigned to the 386th Expeditionary Logistics Readiness Squadron's through our transportation system inventory control problems. traffic management office at a forward-deployed location. The TMO outand stored in our supply system. AFGLSC hosted a meeting bound freight section prepares an average of 50 to 100 shipping crates daily. (U.S. Air Force photo by Master Sgt. Alfred A. Gerloff Jr.) Potential impacts are significant with the Navy Supply Systems – improved availability of critical Command, Navy Inventory Control Point, who provided a comprehensive briefing and assets to the Warfighter; savings in taxpayer dollars; increased demonstration of their integrated approach to maintaining one- confidence in Air Force supply chain processes; and developfor-one inventory control with signature proof of delivery for all ment of a performance oriented inventory management team Navy-managed repairable assets. Their solution is based on three across the Air Force. integrated programs under the management of a single process The AFGLSC strategy to prevent, locate, and recover supply owner. The first, the Electronic Retrograde Management System, chain escapes is in line with the HAF inventory control strateis a web information technology program providing a single gy to optimize visibility and control of our most critical Air source of visibility for all repairable assets shipped throughout the Force assets. Although the strategy will lead to positive outNavy supply chain to include receipt and shipment of assets from comes, long-term results will require the commitment of every contract repair facilities. The second program, Advanced Air Force supply chain professional to establish a culture of perTraceability and Control, is executed by Fleet and Industrial sonal accountability for Air Force inventory. Supply Centers and is responsible for global transportation planning and execution through direction to shipping activities, US About the Author: Mr. Frank Washburn is the Director, 401st Transportation Command contracts, tenders, other vehicles, and Supply Chain Management Squadron, AFGLSC. Mr. Washburn spot quotes as necessary. Finally, the Technical Assistance for held a wide variety of supply chain related positions over the course Repairables Processing (TARP) capability is a Navy Inventory Control Point contracted program which provides a field pres- of his 33-year logistics career, to include base-level and regional ence for training, monitoring, and oversight of Warfighter func- supply activities, major command staffs (USAFE, SAC, ACC, and tions related to repairables management. AFMC), Foreign Military Sales, Inspector General team, and sevNavy Inventory Control Point quoted their TARP savings alone

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eral deployments to include Operation IRAQI FREEDOM.

2010

CRFing the AOR…

By Captain Joe Balk, Major Jeff Hayden and Captain Shana Serrano The Air Tasking Order is published for the next day’s flying. Maintainers throughout the theater are fixing aircraft, ordering parts, and accomplishing final preps to ensure their operations brethren have the safest aircraft to support the mission. The supply kits are small in the deployed environment but critical to the mission. To reduce the logistics footprint in the AOR, the Centralized Repair Facility (CRF) was established at the 379th Air Expeditionary Wing to shorten the supply chain while providing repair capability to the Warfighter for identified capabilities. So…what is a CRF and how does this CRF support the AOR? The CRF concept is not new to the USAF. For several years, the Air Force has experimented with the idea of an intermediate repair capability that is centralized and/or regionalized to reduce manning requirements, facility footprint, and take advantage of the lower transportation costs in today’s logistics environment. There are currently several examples of this CRF capability in our Air Force: F100 jet engine intermediate maintenance (JEIM) in Misawa, B-1B JEIM at Dyess and McConnell, and the TF34 JEIM facility at Shaw. Another example of the centralized repair capability is the C-5 regionalized isochronal inspection dock at Dover AFB. This con-

cept was fielded in 2007 to save money and time. The Air Force expects to save about $51 million while increasing the availability days of C-5s throughout the fleet by 900 days per year. This increase equates to approximately 2.5 more C-5s available to carry cargo throughout the world each and every day. In 2004, the RAND Corporation concluded a study on centralized repair capabilities for the Air Force and recommended the following: The USAF should continue to explore the option of using overseas centralized intermediate repair facilities (CIRF) in conjunction with CONUS CIRFs. This would allow units to share repair resources, thereby consolidating maintenance operations and reducing personnel and equipment. Furthermore, if the resource savings were great enough, the Air Force might have enough equipment available to move some overseas in peacetime as well as wartime. This would reduce airlift needs when units deploy for a contingency, particularly at the beginning of deployments when airlift is in greatest demand. In September 2006, the 379th Air Expeditionary Wing stood up the first CRF in the AOR. The CRF is a team comprised of Airmen

Above: From left to right, TSgt Derek Martin and SSgt Kelly Mayberry from the 379 ELRS move a C-130 propeller from the 379 EMXS Propulsion Flight to the 379 ELRS CRF for shipment processing. (Photo courtesy 379 AEW/PA office)

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2010

from the 379th Expeditionary Logistics Readiness Squadron (ELRS), and the 379th Expeditionary Maintenance Squadron (EMXS). This centralized infrastructure balances inventory levels across the enterprise while reducing resource requirements from individual units. A key advantage to the CRF is that repair begins as soon as broken items (engines, pods, wheels, LRUs, etc.) arrive. Under a centralized supply system, spares are owned and managed by a single independent entity, not tied to a particular unit. This gives the CRF maintenance the opportunity to swap requirements between MDSs as appropriate and prioritize requirements based off larger mission requirements. Centralized intermediate maintenance provides the Air Force with considerable benefits toward AEF objectives. Collocation of intermediate-level maintenance personnel and equipment creates economies of scale and reduces the amount of equipment and personnel required to meet operational requirements. Furthermore, by developing centralized facilities with a larger collection of repair resources and personnel with varying skill levels, centralized facilities can increase the availability and reliability of equipment and increase opportunities for technical training. CRFs successfully reduce the intratheater logistics footprint, base operating support, and force protection requirements while sustaining contingency operations through its reach back capabilities. CRFs provide immediate employment and sustainment of deployed forces without waiting for follow-on intermediate maintenance packages. The CRF at the 379 AEW epitomizes the concept of centralized repair supporting a multitude of different weapon systems and bases. The 379 EMXS provides the critical repair capability to ensure that the 379 ELRS has the parts needed to support the requirements from all downrange customers. The 379 EMXS maintains eleven capabilities that support 31 locations throughout the AOR meeting the needs of Air Force, Coalition, and Joint brethren in arms. The CRFs produce about 20,000 assets per year while saving approximately $10 million dollars in transportation costs and $50 million in cost avoidance with supply exchange costs to the

repair network. The 379 AEW is perfectly located to provide this capability given this locationâ&#x20AC;&#x2122;s role as a transportation hub. The wing can transport the assets downrange in a timely manner keeping all aircraft fully supported. The 379 EMXG operates multiple shops in support of the CRF operations. The hydraulic shop provides over 300 assets a year to support the RC/KC-135 brake repair capability. With the KC135 offloading approximately 1 million pounds of fuel per day in support of OEF/OIF, these aircraft provide the lifeblood for all the fighters, bombers, and ISR platforms providing kinetic capability and information. The Precision Measurement Equipment Laboratory (PMEL) in the 379 EMXG supports an inventory of over 16,000 line items. This shop is about to become the first certified PMEL laboratory in the AOR. Another centralized component is the Crash and Recovery capability for large aircraft. This team is ready to forward deploy anywhere in the AOR in four hours to recover aircraft or clear runways to ensure mission accomplishment. The CRF is responsible for the test/repair of the C-130 E/H model engines and propellers. With the recent closure of the Ramstein AB CRF, workload has doubled for the 379 EMXSâ&#x20AC;&#x2122;s Continued on next page...

From left to right, SrA Richard Harper, SrA Mandela Barrolle, and SrA David Billingsley from the 379 ELRS move a 28 ply E-3 main landing gear tire from the 379 ELRS CRF to the 379 EMXS Wheel and Tire back shop to get mated with a wheel assembly. (Photo taken by TSgt Jeffrey Presson,379 ELRS)

EXCEPTIONAL RELEASE

Propulsion Flight turning out over 180 assemblies annually to support the AOR. Meanwhile, the F-15E avionics Airmen support Strike Eagles in the AOR with 35 critical avionics components producing about 350 line replaceable units per month. Another capability keeping aircraft in the air is the heavy aircraft wheel and tire CRF in which a talented group of Airmen produce approximately 1,800 assemblies a year to support the C-130, KC-135, B-1 and E-3/8 aircraft. The wheel and tire CRF will soon begin providing this capability to the C-17 aircraft as well. A critical lifesaving capability the CRF supports is the Patient Therapeutic Liquid Oxygen (PT LOX) converters. These are used extensively throughout the AOR to provide breathing oxygen for aeromedical evacuation of our wounded warriors during the golden hour. These same Airmen are dual-hatted to support all the LOX/GOX carts for the AOR. They will repair and service these carts to ensure they are available for servicing aircraft.

SSgt Gregory Olsen from the 379 EMXS Precision Measurement Equipment Laboratory calibrates a test set for an undisclosed location in Southwest Asia. (Photo courtesy 379 AEW/PA office)

A new capability recently added at the 379 CRF is the C-17 Computer Automated Test Equipment (CATE). This capability is providing initial support to repair 10 LRUs with a plan to increase this support for all 36 LRUs. This is a first-of-its-kind forward deployed capability and has been necessary in the AOR to support the thousands of C-17 sorties providing critical airdrop support to our forward operating bases. Another new avionics capability is the Electronic Countermeasure CRF for the theater supporting all ALQ-184 and ALQ-131 ECM pods.

The Centralized Repair Facility is here to stay and is a critical component of the Air Force logisticsâ&#x20AC;&#x2122; vision for the 21st Century. The 379 CRF is 5,000 miles closer to the fight and reduces the AOR requirement by over 650 manpower positions, 35,000 square feet in facilities, and well over 500 equipment and machinery items. The advantages of a CRF closer to the fight have been realized thanks to the stand-up and on-going expansion of the 379 CRF. The men and women assigned to the CRF are providing the deployed Warfighter more agile combat support while reducing manpower, transportation, and repair cost requirements. About the authors: Maj Jeff Hayden recently completed an assignment as the 379 EMXS Commander and is currently

assigned

Wright-

Patterson AFB, Ohio. Capt

Joe

Balk

currently

deployed as the 379 EMXS Operations Officer and is assigned to McChord AFB, Washington. Capt Shana Serrano is currently deployed

the

379

ELRS

Materiel

Management

Flight

Commander and is assigned to HQ USAFE, Ramstein AB, Germany. Clockwise from left bottom corner to right, SrA James Matyiko, A1C Corey Sites, SSgt Russel Garza, and TSgt Matthew McEndree from the 379 EMXS Propulsion Flight set the propeller and dome blade angle to the feather position. (Photo courtesy 379 AEW/PA office)

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2010

AFRC C-130 sprays chemical dispersing agent. The 910th AW specializes in aerial spray and is the Department of Defense's only large-area. (USAF photo by TSgt Adrian Cadiz)

Operation Deepwater Horizon: Battling the Worst Environmental Disaster in our Nation’s History By Colonel Kathryn “KJ” Johnson On April 20th, The Deepwater Horizon, a Mobile Offshore Drilling Unit, moored in the Gulf of Mexico 51 miles Southeast of Venice, Louisiana, caught fire and sank. The drilling unit subsequently broke and began spewing crude oil into the fragile waters of the gulf at an alarming rate. Estimates range wildly from 15,000 to over

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100,000 barrels a day. On April 29th, the Department of Homeland Security declared the spill to be of national significance and NORTHCOM sprung into action to combat an already drastic situation. The 910th Airlift Wing from Youngstown Air Reserve Station, Ohio, was tasked by the Secretary of Defense to conduct aerial spray for Operation Deepwater Horizon. Their mission: to neutralize the oil spill with oil dispersing agents and hopefully minimize the impending damage to the environment. For almost 20 years the 910th and the maintainers who work there have been practicing for just this scenario. The C-130s they maintain are specially modified for this mission with booms, tanks and spray nozzles that the maintainers of the 910th helped design themselves. As part of the US military's only fixed-wing aerial spray team, the 910th flew their specially configured C-130 aircraft just 100 feet above the water and sprayed oil dispersant designed to break the slick into smaller droplets. Similar to a detergent, the dispersant is supposed to push the droplets deeper into the depths of the ocean where microorganisms can literally eat the oil. From there the microorganisms go to work continuing to break down the oil further.

DEPLOYING

RESPONSE

Major Rich Slaght, a maintenance officer from the 910th Airlift

2010

Wing, led a team of about 60 reservists, including 32 maintainers, and three C-130 aircraft to Stennis International Airport in Mississippi, a private airport without government facilities. This location allowed the aircrew to be co-located with their civilian counterparts to include civilian command and control. Working with the US Coast Guard, US Environmental Protection Agency and the National Oceanic Atmospheric Administration, the Reserve aerial spray team covered more than 30,000 acres with oil dispersant in the six weeks they were deployed to Mississippi and the Gulf Coast. Initially, the maintenance team worked 12-hour shifts each day to prepare, load, and maintain the three aircraft that were deployed during the operation. “When Chief Daniels and I arrived one week into the operation, our first concern was to monitor work-rest cycles and increase manning to a two-shift operation. Morale was high, but we could see the long days were starting to take a toll. Our work schedule was seven days a week from dawn to dusk. We worked with ops and set up a Thursday rotator from home to bring in parts and people,” Major Slaght explained. After the initial week, the spray shop at Youngstown had only one 7-level and two 3-level skill specialists remaining to prepare two additional systems in case the call came to increase capability.

LOGISTICS CHALLENGES “This operation was unique because lenge--this deployment was a larger than a normal spray mission yet smaller than a mission in support of an overseas contingency operation,” Major Slaght also said. From a maintenance perspective the Stennis operation offered greater challenges due to lack of organic maintenance support that would be found at a military installation such as Keesler AFB, or Hurlburt Field. Headed up by MSgt Ken Pauley, the 910th Spray Maintenance Flight Chief, the maintainers worked closely with and under the operational control of the Marine Spill Response Corp. Initial parts and equipment were minimal–just enough to get the job done while the team tried to assess the potential length of time they might be deployed.

“The Stennis Airport employees were wonderful in their support and helped to arrange such things as a tug and tow bar from the Coast Guard, and aircraft fresh water rinses done by the fire department,” MSgt Pauley explained. Aircraft fueling, accomplished at the aircraft parking spot, had to be accomplished after every second or third sortie, while chemical upload was handled much like a NASCAR pit stop. Large tanker trucks and a load station were positioned on a perpendicular taxi ramp so that the aircraft would pull into position with engines running. The rear ramp would open up and the spray technicians would push a load station connected to a long hose to the tanker truck out to the aircraft. Upload times would vary but the average would be around 10 minutes to upload 2,000 gallons. The fastest time came in at around 7 minutes 42 seconds. The chemical dispersants require special handling and maintenance. “The liquid in the tanker trucks tended to shift away from the outlets and that can cause a unique set of challenges,” said Chief Daniels. “We have to wear differing levels of Personal Protective Equipment like hazmat suits to load the tanks and handle the equipment. That also presents a training challenge for the maintainers,” added the chief. The team met other logistics challenges while deployed. Parts and equipment came from home station but the team also got outstanding support from sister bases like Keesler and Hurlburt. “Both of those bases bent over backwards to help

it presented us with a chal-

Continued on next page...

A chemical dispersing C-130 Hercules cargo aircraft at Stennis International Airport Mississippi on May 4. Members of the 910th Airlift Wing were in Mississippi to assist with response to the Deepwater Horizon oil spill. (USAF photo by TSgt Adrian Cadiz)

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E R : O P E R AT I O N D E E P WAT E R H O R I Z O N

A team of Air Force Reserve aerial spray aircraft maintainers, assigned to the 910th Aircraft Maintenance Squadron based at Youngstown Air Reserve Station, Ohio, prepare a chemical pump to refill a chemical dispersing C-130 Hercules cargo aircraft at Stennis International Airport. (USAF photo by TSgt Adrian Cadiz)

us out,” Major Slaght explained. He went on to say, “On Mother’s Day we were told early in the morning that Stennis airport did not have enough fuel to support all the civilian aircraft and our aircraft. We started calling every base with an airfield operation to try and find fuel. The folks at Keesler not only opened up their POL to refuel our AC but also sent a 42,000 pound fuel truck to Stennis to make sure we had enough fuel for the day.”

TOUGH

FOR

OPS TOO

Getting the chemicals delivered and dispersed was difficult for the operators at times. Flying at 100 feet off the surface of the ocean requires a specific sea state and winds. Major David Tancer, lead pilot and overall Officer In Charge for the team, went on to explain, "We can't see the oil real well from that height, so there are civilian spotter planes about 1,500 feet above the surface that tell us exactly where our targets are." This enabled the operators to precisely deliver dispersant to the areas it would be most effective. The Coast Guard assisted by testing the water in areas where dispersant was used and comparing it to areas where it was not used to gauge its effectiveness.

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A R E WA R D I N G E X P E R I E N C E Throughout their six weeks in Mississippi, the 32 maintainers worked non-stop to ensure the missions went off as planned. “We were called in by the unified command to support DoD operations with our unique spray mission capability,” said Colonel Craig Peters, 910th Operations Group commander. The 910th flew a total of 93 Sorties and 211.5 flying hours. They dispersed more than 148,956 gallons of chemical dispersant over 30,094 acres. All in all the maintainers said they were proud and happy to have played a part in the containment of the worst environmental disaster in our nation’s history. Major Slaght summed it up by saying, “It was a quick mobilization, but morale remained very high knowing we were contributing and helping to contain the oil that was spreading throughout the Gulf.” About the Author: Colonel Kathryn J. Johnson is the Director of Logistics Twenty-Second Air Force, Dobbins Air Reserve Base, Georgia. As a Senior Air Reserve Technician she is responsible for a logistics staff that provides guidance and expertise for the thirteen Air Force Reserve wings assigned to 22 AF.

2010

Roles & Responsibilities: Services, Combatant Commands & You By Colonel Tom Miller We all learn about the Military Services and the Combatant Commands in our commissioning programs and through Professional Military Education. I can’t say that I really started paying close attention to the difference in roles between the two until I was a captain, it sank in deeper as a deployed squadron commander in Iraq, and it finally crystallized for me on the Joint Staff. Here at Bagram, I am fortunate enough to watch Airmen executing their wartime mission they’ve trained for at home firsthand in a 24/7 ATO cycle. As maintenance officers and logistics readiness officers, we go on the road with our people, equipment and aircraft to Red Flags, Combat Hammers, Rodeos, and other training events in preparation for the employment of airpower. Ammo troops (and a few fortunate 21As/others) go to AFCOMAC, and we practice to deploy and fight in Operational Readiness Inspections…all in preparation for a wartime mission. Other than memorizing answers for a PME test, is it important to understand the differences in the roles of the Service and the role of the Commandant Command? You bet it is, and leaders need to be able to convey it their people.

BAGRAM AIR FIELD, Afghanistan -- A crew chief with the 455th Expeditionary Aircraft Maintenance Squadron marshals an F-15E Strike Eagle. (USAF photo by SSgt Samuel Morse)

THE ROLE

OF THE

SERVICE

The Services are directed by Title 10 of the United States Code (USC) to organize, train and equip forces to provide combat capability to protect our Nations’ vital national interests. The Armed Forces don’t just develop capabilities they think are important from a Service perspective, they provide forces and systems to meet the requirements of the Combatant Commands. USC Title 10 not only directs the Services to prepare the force, but also gives a statutory requirement for the Services to support forces (including logistics) assigned to Combatant Commands. So the distinction may seem subtle when you read the print on paper, but is significant in our effectiveness as the components of the Department of Defense. The Services (not the Combatant Commands) recruit people, train them and form units. The Services also plans for, procure, field and maintain weapon systems to execute assigned missions. They mold the people and machines into a force capable of executing a mission that is needed by a Combatant Command. Said another way, the Service presents those forces to the Commandant Commander for employment. That’s why you’ve never seen CENTCOM recruiting office and why

there are no such things as “Air Force” targets, there are Joint Force Commander targets. Logistics is a career field where, for the most part, our preparation at home is closely aligned with the mission we will execute when we deploy to a contingency. I said most, of course, because if you asked the loggies that are deployed as JET Airmen, or mentoring the Iraqi Air Force or Afghan National Air Corps, they are clearly working outside of home station duty descriptions. For a moment though, let’s just consider what is often thought of as the traditional deployment for maintainers with an aviation unit. For a fighter unit, that probably means the AMU OIC deploys with his or her Chief and maintainers, or maybe as a munitions officer or maintenance operations officer.

AF MSgt Matt Lingelbach, and Airman 1st Class Trevon Garner, 455th Expeditionary Maintenance Squadron/AMMO, attach the tail to a 500 lb guided bomb unit at Bagram Airfield, Afghanistan. (USAF photo by MSgt Jeromy K. Cross)

So how do Airmen maintainers, both officer and enlisted, prepare for their wartime mission. We have operational readiness inspections and other evaluations to ensure we have a disciplined approach to our mission so as a Service when we present forces we aren’t using county options. In our maintenance example we use Phase I and Phase II ORIs to hone the skills of sortie generation, deployment, munitions operations, and many others while dealing with simulated air base attacks.

THE ROLE

OF THE

C O M B ATA N T C O M M A N D

The President, through the Secretary of Defense and with the advice of the Chairman of the Joint Chiefs of Staff establishes Combatant Commands. They are responsible for a range of missions, one of which is warfighting. The missions that are assigned to a COCOM are what generates the requirement for the capabilities the Services provide in the first place. They determine what type of aircraft and other weapon systems we procure, how long we keep them and what we replace them with. They determine the skill sets we need our people to have and the equipment they need to accomplish assigned missions. While deployed, one often hears the saying “don’t count the days, make the days count.” This phrase really speaks to the concept that a deployment to the AOR isn’t a stand-alone temporary hire event to go to before getting back to the “real” job back home. It actually is the mission the Air Force has been preparing you to lead and execute for years. If we revisit our example of an AMU OIC, the skill sets needed at home are the same ones used when deployed. Flightline maintainers do thorough FOD walks, execute rigorous tool control, closely scrutinize the special certification roster, and prioritize tasks that maximize aircraft availability while deployed, just as they do at home. When deployed and executing the wartime mission, leaders disperse critical equipment like spare engines and have processes to maintain accountability of personnel in anticipation of an airfield

attack…just like we practice in an ORI. At a higher level, the skills of discipline, standardization, and drive for mission accomplishment are not skills that magically appear for the first time in a combat environment, instead they are cultivated and developed in the Service for use in the most dynamic of circumstances while deployed. The theme here is not to hone those skills to do well during an inspection, but instead to pursue a disciplined maintenance approach that will enable the effective execution of the mission when deployed. If successful in this pursuit, the evaluations a unit receives in preparation for that mission will reflect that readiness.

W H Y I T M AT T E R S T O Y O U . The distinction between the Service roles and the roles of the Combatant Command are important to understand as a leader. Understanding your role and the tools at your disposal will make you more effective. You won’t find a “use only in peacetime” disclaimer on AFI 21-101 for a reason. The disciplined skills that serve you well in preparation for your wartime mission are the ones that will make you most effective when executing it. Winston Churchill said, "To every man there comes in his lifetime that special moment when his is figuratively tapped on the shoulder and offered a chance to do a very special thing, unique to him and fitted to his talents; what a tragedy if that moment finds him unprepared or unqualified for that which would be his finest hour." One way to prepare for your finest hour is to hone the skills and standards in every position you hold, so that you can effectively lead when you are tapped on the shoulder. About the Author: Col Tom Miller is the 455th Expeditionary Maintenance Group Commander at Bagram Airfield, Afghanistan. He has commanded a squadron in the CONUS and in Iraq and has been a member of LOA since 1991.

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Difficulties in Obtaining MICAP Support to Bagram Airfield

By Lt Col Travis Condon, Capt Carl Johnson, Capt Rebecca J. Selby, TSgt Mary Richardson, TSgt Jeremy Ridgway

My logisticians are a humorless lot . . . they know if my campaign fails, they are the first ones I will slay. –Alexander the Great There are variations in expedient Mission Capable aircraft parts support to the Warfighter. Depending upon the unit, Major Command, and day of the week, there are significant delays in pulling, processing, and shipping parts. The intent of this article is to generate discussion on how to improve the process and better support the Warfighter. We have been at war for over nine years and the pace continues to pick up in Afghanistan. We are currently part way through surge operations and the need for combat power continues to increase. Every day, Bagram Airfield inAfghanistan is flying combat missions against our enemies in support of troops in contact. All airframes are needed to support flying operations, but many times, a few aircraft are not mission capable (MICAP) because of parts . This, in

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turn, drives a supply MICAP situation where the aircraft cannot perform its mission because parts are needed to fix the aircraft. Mission capable parts are critical to completing the mission at Bagram Airfield and every other location supporting the war effort. These parts are also critical at home stations where vital training is completed to prepare units for their wartime mission. Every available airframe at Bagram Airfield could have a mission assigned to it, but part delays reduce the warfighting capability. Being at war is considered the “norm” for most Airmen and this may lead to incidents of some complacency and/or lack of aggressiveness when at home station supporting the war effort. There are other additional factors that may contribute to long lead times in the supply chain such as organizational changes. The Air Force Global Logistics Support Center (AFGLSC) activated in May 2007 became the Air Force’s Supply Chain Management (SCM) process owner. As with any reorganization, there will be inefficiencies and learning curves to provide the level of service the customer expects. This paper will discuss the overall logistics system supporting the Warfighter, some agencies involved in this support, the priorities and policy for parts requisition and shipment, gaps in support in the logistics pipeline and conclude with recommendations for improving support to the Warfighter.

2010

MICAPS First, let us take a look at the definition of a MICAP, how it is determined, the different categories of MICAPs and the priorities in support. “A MICAP is defined as a customer’s request to identify parts at the base on the highest priority basis.” These orders apply when material is needed to repair mission essential equipment. Of note, MICAP procedures should be used to satisfy customer requirements only after all efforts are made to resolve material shortage problems through local resources. These local resources will include Mobility Readiness Spares Packages (MRSP), Contingency Readiness Spares Packages (CRSP), Aircraft Parts Store (APS), and Storage and Issue. MICAP requirements dictate special methods and procedures be used to obtain items required by Air Force organizations to maintain mission capability A MICAP can be determined by Priority, Urgency of Need Designator (UND), Urgency Justification Code (UJC), Force Activity Designator (F/AD), and Transaction Exception Code (TEX). Once a MICAP is determined, it is further broken down by category. When order-

ing a MICAP for an aircraft, engine, or equipment specific UJCs and Standard Reporting Designators (SRD) are used for identification. For every asset there is a specific SRD assigned to identify whether the MICAP is valid and considered MICAP-reportable. There is an additional level of MICAP that receives continuous tracking and priority from sourcing to destination—an Air Mobility Command (AMC) MICAP. The following is the definition of an AMC MICAP: “18 AF TACC/XOCL directs AMC MICAP shipments providing expeditious logistics supporting recovery actions for AMC, AMCgained, and operational support airlift (OSA) aircraft that are not mission capable (NMC) or have reported mission essential (ME) discrepancies away from home station. 18 AF TACC/XOCL also directs AMC MICAP shipments of recovery equipment return to tasked unit upon completion of aircraft recovery. Shipments designated as AMC MICAP will be identified by the project code (PC), PACER HAUL, 196 and required delivery date (RDD) 999.” Continued on next page...

A1C Kyle Crawford, 332nd Expeditionary Maintenance Squadron electronics and environmental systems specialist, installs parts of a new environmental control system for an F16 Fighting Falcon at Joint Base Balad, Iraq (USAF photo by SrA Christopher Hubenthal)

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E R : D I F F I C U LT I E S

O B TA I N I N G M I C A P S U P P O R T

BAGRAM AIRFIELD

ROLES SUPPORTING

THE

WA R F I G H T E R

The Maintenance Supply Liaison (MSL) is the primary focal point for the Expeditionary Maintenance Group (EMXG) to interface between base level supply and the AFGLSC. Specifically, “the MSL monitors the overall maintenance and supply interface, resolves supply support problems, reviews reports and coordinates supply related training needs for decentralized supply support personnel…The LRS/CC, through the MSL, is the liaison between maintenance units and the Air Force Global Logistics Support Center (AFGLSC)” This particular relationship, as will be illustrated later, produces many gaps in support at the base level unit (LRS).. There are numerous occasions when the MSL and/or the Expeditionary Logistics Readiness Squadron (ELRS) Commander attempt to determine the location of a part or to determine the correct leadership position to influence part movement. This is not every efficient or effective. The role of the deployed MSL within the EMXG includes various tasks and responsibilities. In a war time environment, the MSL provides 100 percent supply support to ensure maintenance needs are met and there are no supply delays in maintaining combat capabilities. In this environment, the MSL is directly involved in all the Expeditionary Aircraft Maintenance Squadron (EAMXS) decentralized supply processes ensuring supply discipline is maintained and engaging with support units to ensure quick parts availability to keep the aircraft Fully Mission Capable (FMC). Additionally, the MSL provides supply support to the maintenance back shops assigned to the EMXG to ensure test spares and back shop capabilities are fully serviceable to support aircraft and weapons needs. The MSL works directly with the AFGLSC to expedite parts movement and ensure critical items are identified to prevent long lead times or parts un-supportability. The AFGLSC concept was designed to reduce the mobility footprint and consolidate weapons system support into two functions: Combat Air Forces (CAF) and Mobility Air Forces (MAF) materiel management. Within each, the Mission Readiness Division is primarily responsible for the sustainment of Air Force weapon systems through

MICAP support, awaiting parts (AWP) management, and customer support responsibilities. The Weapon System Manager (WSM) is the single point of contact for managing overall weapon system operational support, to include current and past supportability problems, modification plans/spares, aircraft transfers, CRSP management, contingency operations, unsupportable MICAPs, and AWP Management. They are charged with providing the Warfighter supply support 24 hours a day/7 days a week. Working through the AFGLSC, the MSL ensures the right part is ordered to provide the right capability and also monitors the progress of the MICAP until it is received at the base. Some factors that determine how quickly a part gets to a base are covered in the Uniform Materiel Movement and Issue Priority System (UMMIPS). To determine the precedence in requisition and shipment, the UMMIPS sets forth specific guidance.

U N I F O R M M AT E R I E L M O V E M E N T PRIORITY SYSTEM

ISSUE

As stated in AFMAN 23-110, Volume 1, Part 1, Chapter 24, “The Uniform Materiel Movement and Issue Priority System (UMMIPS) provides a ready basis for expressing the relative importance of requisitions and materiel movement transactions using a series of two-digit codes (01-15), referred to as Priority Designators (PDs); and the designation, or non-designation, of a Required Delivery Date (RDD).” Additionally, the priority designator is based on a combination of the F/AD and the UND. These factors determine the priority of issuance and shipment for a given activity.

Table 1

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AND

2010

Table 2 UMMIPS – Urgency of Need Designator

The F/AD defines the relative importance of a force, unit, etc. in meeting DoD objectives and are ranked with “I” being highest and “V” being the lowest. The UND expresses the need of an item as determined by the requisitioning activity and are defined by alphabetic letters A, B, or C, with A being the highest. The PD (numerals 01 through 15, with 01 being the highest) is based on the relationship of the F/AD and the UND. Tables 1 and 2 below, show the relationship between the F/AD, UND and PD. Some examples of the appropriate use of UND “A” are: 1. “Required for immediate end use and without which the force or activity is unable to perform its assigned operational mission.” 2. “Required for immediate installation on, or repair of, missionessential materiel and without which the force or activity is unable to perform its assigned operational mission.”

that a CONUS unit (366th Fighter Wing at Mountain Home AFB) has a F/AD of 2 and the combat units (fighter aircraft) at Bagram Airfield also have a F/AD of 2. Within UMMIPS, the priorities at Bagram Airfield are the same as at Mountain Home AFB! This leads to difficulties in thinking and processing Bagram’s MICAPs as a priority over other organizations within the same F/AD. To compensate for this, the AFGLSC does a rack and stack within a F/AD based on the Joint Chiefs of Staff Project Codes—9GJ for Iraq and 9GF for Afghanistan. The assigned project code is what gives some bases higher MICAP priority than the rest of the Air Force. All this ties together in the Time Definite Delivery (TDD) Standards identified in DoD Instruction 4140-01-R, DoD Supply Chain Materiel Management Regulation. Table AP8 T1 of this regulation identifies TDD as the “maximum amount of time that should elapse during any given pipeline segment for items that are in stock or for items that are processed as part of planned direct-vendor deliveries. They represent 85 percent of the aggregate times that the wholesale supply system is capable of delivering required materiel to its customers.” Bagram Airfield would fall under Area D (table 3) for timeline determination. However, in a MICAP situation, the “EXP” category in Table 3 indicates the TDD standard for Bagram Airfield.

The first part of UMMIPS is the F/AD. An interesting fact is

“Commercial door-to-door air service is only for OCONUS shipments that are transportation priority 1 or 2. It is an alternative service to be used when established Air Mobility Command channel service is not adequate. The intransit-to-theater standard for commercial door-to-door service encompasses the total time for contract transportation rather than individual nodes. A required delivery date (RDD) equal to ‘999’ indicates an expedited handling requirement for Non-Mission-

Tab a le 3 UMMIPS – Time Definite Delivery Standards Continued on next page... EXCEPTIONAL RELEASE

BAGRAM AIRFIELD TO

O B TA I N I N G M I C A P S U P P O R T IN

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Capable-Supply (NMCS) overseas customers or CONUS customers deploying within 30 days. This RDD applies to requisitions with priority designators 01 through 03 and is reserved for U.S. Forces.” According to these time standards, a critical MICAP supporting combat missions will take approximately six and a half days to arrive once sourced. This timeframe is sometimes met in the commercial air express sector and when not met, the cause for the delay is usually processing time at the base level to get onto the commercial airlift system. For AMC channel missions, this timeframe is rarely met, if ever.

SEGMENT 1

DESCRIPTION

Supply/Depot pulling the part and providing to TMO/shipment activity TMO/Shipment activity moving part transportation node (Commercial acft, Organic acft, truck, etc)

Transportation Node moving part forward(commercial airlift or USAF Aerial Port)

Arrival at Bagram

TMO receipt at Bagram

Supply Receipt at Bagram

Expeditionary Maintenance Group receipt at Bagram

Table 4a – Self Defined Logistics Pipeline Segments

Delays broken out by MAJCOM/Organization 100

GAPS IN THE LOGISTICS PIPELINE

After many months of observation, personal experience and analysis, we have found that there are seams and gaps in the logistics pipeline. From sourcing the part to receipt in hand, there are numerous hand-offs and individual stovepipes of logistics along the way. To help illustrate this, these segments are broadly broken out into seven specific segments as identified in Table 4a.

Based upon the 455 EMXG’s experience and 10 MICAP Board data from 26 Oct 2009 to 5 Apr 0 2010, we discovered that Bagram Airfield had a ACC AETC AFCENT AFMC AFRC AFSOC AMC ANG DLA GE GLSC PACAF UK USAFE total of 1,407 MICAPs of which 280 (20%) were Chart 1 -- Delays by MAJCOM considered a “problem.” The following data examples are derived from our MICAP boards and only include any MICAP part that was Awaiting Shipment, Awaiting Mission. Table 4 provides a awaiting shipment, release or a mission for two days or more. description for each type of delay. Anything less than two days was not considered a “problem” in Within these three broad categories the locations with the most this analysis. Using this data, and as indicated in Chart 1 below, delays in awaiting release were Lakenheath AB, Spangdahlem we found that most of our delays were coming out of USAFE, AB, Defense Logistics Agency, Aviano AB and Tinker AFB as Air Force Central Command (AFCENT), Air Force Materiel indicated in Chart 3. Command (AFMC), Air Combat Command (ACC) and the Defense Logistics Agency (DLA). As shown later in this paper, Within the awaiting shipment category, the specific locations some of these delays can be attributed to the sourcing priority with the most delays were Lakenheath AB, Aviano AB, used by the AFGLSC. Spangdahlem AB, Balad AB and Seymour Johnson AFB as indiFurther breakdown of location delays show that Lakenheath AB, Dover AFB, Aviano AB, Spangdahlem AB and Al Udeid AB were the primary locations the delays were taking place as identified in Chart 2. The delays are grouped into three categories: Awaiting Release,

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cated in Chart 4. Lastly, within the awaiting mission category, the most frequent delays were at Dover AFB, Al Udeid AB, and Ramstein AB as indicated in Chart 5 below. Many times, this can be attributed to waiting for a mission to pick up the part.

2010

1. AFGLSC Sourcing Policy for Bagram Airfield – Order of sourcing: The order of sourcing is: OCONUS/deployed AOR units in or near theater (contingency sites), OCONUS units in USAFE, Source of Supply (Depot), CONUS units, other OCONUS units not in or near theater 2. Time Definite Delivery (TDD) Standards. As identified earlier in this paper, the TDD standards for MICAPs supporting combat missions at Bagram Airfield is approximately six and a half days. The preparation and processing at base level plus weekend sourcing typically causes the delays when the six and a half days cannot be met. 3. Transportation Mode Selection – Selection procedures (Worldwide Express (WWX), AMC gray tail, etc.) may cause some of the delays. For USAFE, if the part is sourced mid-day on Friday, it will not move via worldwide express until Monday night. Furthermore some bases in USAFE could truck (with military members) MICAPs to Ramstein AB and get the part to the theater sooner instead of waiting three to four days for worldwide express. This requires a change in mindset. During a recent part delivery, it took more than 10 days to get the part off of a particular base because Continued on next page...

Breakout by Base -- Delays in Processing/Shipment 40 35 30 25 20 15 10 5 0 Al Dhafra Al Udeid Ali Al Salem AMARG Atlanta Aviano Balad Brandon DLA Dover Eglin Eielson GLSC Hill Homstead Hurlburt Kadena Kandahar Kunsan Lackland Lakenheath Langley Leipzig Luke Manas McEntire McGuire Mildenhall Moody Mt Home Nellis Ramstein Robins Seymour Shaw SMS Spangdahlem Tinker Tracy

The ELRS and the EMXG anecdotally determined what the numbers proved accurate as indicated in Charts 1 – 5. What the charts do not show is some of the causes discovered while working this process. Listed below is a breakout of some of these causes of gaps and delays in the sourcing and delivery process:

Chart 2 – Breakout by base

TYPE DELAY

DESCRIPTION OF DELAY

Awaiting Release

Base supply or the depot has the part, has the order to release the part, but the part has not yet been released to any shipment activity.

Awaiting Shipment

The Traffic Management Flight, or similar function, has the part but has not yet scheduled/aligned against a specific mission (DHL, FedEx, AMC Msn #, etc)

Awaiting Mission

Part is aligned to a mission, load planned, but has not yet physically moved.

Table 4– Type of Delay

MICAP Delays Awaiting Release for Shipment 20 18 16 14 12 10 8 6 4 2 0

Chart 3 – Awaiting Release for Shipment

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the part moved from TMO to the Aerial Port where it sat for many days because of no available mission. 4. Weekends – There is a trend of lack of aggressiveness over weekends in continuing to move the part to the theater. There are worldwide express carriers that do not pick up on weekends, stand-by personnel that do not pull the part from supply or push the part out of TMO, etc.

MICAP Delays for Awaiting Shipment 20 18 16 14 12 10 8 6 4 2 0

Chart 4– Delays Awaiting Shipment 5. Segmented Pipeline – Each segment may pursue moving MICAPs, but it is in isolation and the entire supply/transportation chain is not considered. For example, a part at a USAFE base was released by TMO to the AMC function at the same base. TMO had done their job in releasing the part to the next activity, yet there was not going to be a mission out of AMC for many days. When we identified this concern, a SNCO in 735 SCMG stated that the unit had “met their obligation.” This is a perfect example of the stove-pipe mentality that needs to be fixed. 6. Points of Contact – Although AFGLSC manages all MICAPs, Bagram Airfield’s leadership monitors more closely and continually tries to “push” the part through the system. As a part is held up at various segments along the way, Bagram leadership is left to determine who to call/e-mail to break this part loose and keep it moving. Between the AFGLSC and Bagram Airfield’s leadership, there is no actionable oversight as the part moves through the system. As we encountered problems in a particular command, we were told we could call the LRS Commander, Air Mobility Squadron Commander, etc. Trying to figure out who to call at a Depot, DLA, or a baseit not easy as we deal with a myriad of locations and parts. Additionally, over a weekend, it is virtually impossible to get action. Why is it left to the end user to try and find the right POC to take action? Lack of Aggressiveness -- Being at war for a numbers of years has numbed some in understanding how critical every single airframe is to prosecuting the war. There is little doubt that leadership understands, but the Airmen and NCOs may not. Examples of Gaps in Support

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“A MICAP is a failure of the supply chain and should be viewed as such.” This is true, yet it doesn’t appear to be. MICAPs seem to be the norm and remedying this situation is a continual process. The expense of manpower, equipment, transportation costs continues without any identifiable means of efforts to reduce the number of MICAPs. It is easy to see the logistics challenges of getting parts to the Warfighter in a land-locked country surrounded by virtually impassible mountain ranges. One of the most reliable methods of getting MICAPs into Bagram Airfield is utilizing DHL. With sourcing from the US or Europe, the routing is through Leipzig, Germany then Bahrain, providing a MICAP delivery to Bagram Airfield in just four to five days. Even the best method of transportation still wastes multiple days in transit making it imperative that MICAP processing on bases, through DLA, or suppliers is done as expeditiously as possible. The DoD TDD standard for Bagram Airfield MICAPs is six and a half days (see Table 3), which gives a unit or DLA one to two days to completely process a MICAP before it is picked up by DHL. Yet it seems ourAirmen may be one of our biggest delays by making poor choices in airlift selection or a general lack of urgency in moving the part. As the data showed earlier in the article, it has been easy to track the total work stoppage that happens in Supply Warehouses, TMOs, and Aerial Ports on the weekends. When you add in the “down days,” it stops movement for four days which may translate into weeks an airframe is down for parts. In the war zone where each piece of iron is slotted to perform multiple sorties in one day, taking even a single aircraft out of the fleet is detrimental to the war effort. Not moving parts on the weekends or days off has become so accepted, we often

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see it documented in the comments in Enterprise SolutionSupply (ES-S). A comment on a recent 1A MICAP at Bagram Airfield said, “Asset has not moved due to 4 day…holiday.” According to DoD 4140.1-R, “all requirements with an RDD of “999” [MICAPs], “N__”, or “E__” shall be processed on a 24hour basis, 7 days a week.” The source must be considered when selecting a part to ensure the quickest source to delivery time.

Dover AFB, DE. Once at Dover AFB it had to be processed and manifested for an AMC channel mission, which took multiple days. All the while this HH-60 is grounded due to lack of urgency on getting MICAPs to the AOR.

The releasing of parts by DLA is also a factor in delaying MICAPs. The release is typically granted by only one individual so, when that person is off for the weekend, on leave, etc., On two separate occasions with F-15 Additionally the trend seems to be to choose the easiest mode the MICAP sits. of transportation and not necessarily the mode that will get it to Connectors, there were 5 and 12 days of unnecessary delay while the destination the fastest. Recently GLSC sourced an F-16 awaiting the release. Additionally the releases came only after a multitude of calls, emails, and finally canopy MICAP from a USAFE a push from the top down within the base. TMO processed the MICAP Canopy Timeline DLA chain of command. quickly, yet never seemed to look at 15 Apr MICAP Processed/Sourced to Aviano the fastest method in getting that Additionally, delays in DLA sourcing Processed and Departed Aviano on 16 Apr part to Bagram Airfield. The AMC mission new MICAPs also wastes precious options could have been 17 Apr Arrived Turkey time. One night, from 1600-1700 FedEx/DHL or by trucking the part 20 Apr Departed Turkey on AMC mission local, Bagram input 13 new MICAPs to Ramstein AB, Germany for an 20 Apr Arrived Greece for F-15 Actuators. Yet at 0230 local, almost daily AMC channel mission 20 Apr Departed Greece on AMC mission 9.5 hours later, only 7 of the 13 21 Apr Arrived back at Aviano into the AOR. Instead, it was MICAPs had been worked. When 21 Apr Departed Aviano on AMC mission transported to the Aerial Port at MSL called to inquire on why 21 Apr Arrived Sicily this USAFE base to be manifested. MICAPs were not being worked, 21 Apr Departed Sicily on AMC mission After five days of flying this canopy MSL was told, “they went to a brief22 Apr Arrived Ramstein around Europe, it returned to the 25 Apr Load Planned at Ramstein ing.” same USAFE base before being 29 Apr Manifested at Ramstein flown to Ramstein AB via Sicily. It Issues like these happen every day 29 Apr Depart Ramstein on AMC mission then took another six days for it to and with many MICAPs. This trans30 Apr Arrive at Bagram be loaded onto an AMC mission to lates into a small team of individuals Table 5 – F-16 Canopy Timeline Bagram Airfield (see Table 5 at Bagram Airfield working to ensure below). MICAPs are getting processed. In the Another example is a Locations MICAPs Awaiting Missions ELRS, there are two MICAP refueling 25 MSL NCOs (TSgts) receptacle for anHHthat work this issue 60 that was sourced during their deploy20 to an ACC west ment. Day and coast CONUS base. night, they call and In this case, estab15 email on every lished AMC channel MICAP. Twice a day, service was inadethey update a tracker 10 quate. Instead of utiwith the status on lizing commercial, each MICAP for door-to-door service 5 ELRS and EMXG as DoD 4140.1-R allows, for MICAPs, 0 Continued on next the unit chose to Al Udeid Ali Al Salem Balad Brandon Dover Manas McGuire Mildenhall Ramstein (blank) page... truck the part across Chart 5 – Awaiting Missions the United States to

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especially important in overseas sourcing locations as customs, country holidays, etc., come into play and limit responsiveness to the Warfighter. There may need to be adjustments based on when a part is sourced that determines where it is sourced, not just a standard set policy based on location, but one also based on time and transportation availability. Additionally, we need to possibly seek development of some type of decision support software.

leadership to review. In addition, they create slides and attend the daily EMXG Staff Meeting with the ELRS Operations Officer to explain MICAP status. The ELRS Commander and Operations Officer are actively engaged, every day, with escalating MICAP issues. Between the 4 individuals calling and emailing the sourcing LRS, Aerial Ports, fighter MICAP functionals, and SCMGs, we average 30 calls/emails every 24 hours. It is apparent that some changes need to be made.

The line between disorder and order lies in logistics.… –Sun Tzu W H AT W E A R E D O I N G T O I M P R O V E WA R F I G H T E R S U P P O R T We have implemented improved processes for MICAP management at Bagram Airfield. First, we implemented MICAP parts delivery to EAMXS. The original process required maintenance personnel to drive to the opposite side of Bagram Airfield and to pick up their part. The drive alone for this process is typically one hour. Additionally, on average, it took about four hours from the time Supply called maintenance to pick up the part until the time it was picked up. Our new process has Supply calling Vehicle Operations, who, in turn, delivers the part to the Aircraft Parts Store (APS). The APS then finishes the delivery right to the customer. This process frees over 1,800 man-hours back to EAMXS to help put aircraft back into service as quickly as possible. We are also reviewing stock levels in order to ensure we “rightsize” our inventory. With so many MICAPs, we need to get the right parts at Bagram Airfield to cut down on the delays in getting aircraft ready for the mission. We have collected the demand data and are currently putting together our case to ensure we have the right stock on hand. Currently, the Supply system is not as responsive as it should be to wartime fluctuations in operations tempo and the swapping of airframes within an AOR base.

SUGGESTIONS

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As the AFGLSC continues to refine their processes, there are particular areas that need additional attention across the entire supply chain supporting the Warfighter. 1. Sourcing Priorities. Sourcing priorities need to be examined to ensure the entire logistics chain is considered when sourcing a part. If worldwide express carriers are not available on weekends, then other options should be considered. This is 44 FA L L

2. Time Definite Delivery Standards. As identified earlier in this paper, the TDD standard for MICAPs supporting combat missions at Bagram Airfield is approximately six and a half days. A holistic look at exactly how we move these parts from sourcing to receipt needs to be done. There should be a separate category for combat mission support as compared to home station support. 3. MICAP Management. AMC MICAPs receive complete visibility to ensure the timeliest delivery. Understandably, these parts are needed to continue to support the entire logistics chain; however, beyond this type of MICAP, there is not a varying level in visibility and action for fighter aircraft MICAPs. There needs to be separate levels/categories of MICAPs to ensure the Warfighter gets the support needed. As discussed earlier, the F/AD for Bagram Airfield and for Mountain Home AFB fighter aircraft is the same, thus the requisition and transportation priority is really no different, even though one mission is actually wartime engagement and the other is training. Recommend specifying a certain cell within the AFGLSC for total MICAP management for either Bagram Airfield or Afghanistan. They would lead efforts to make timely MICAP deliveries, reduce the trend of MICAPs, adjust stock levels, etc. With various personnel working within an F-15 and F-16 support cell, it is difficult to become very familiar with each location’s needs, logistics constraints and concerns. 4. Complete Visibility of the Entire Logistics Chain. We need better management of the entire logistics chain to provide the quickest sourcing to delivery time. Is the right transportation mode considered? Have missions been examined to determine if the source selected really is the best source to get it to the customer the fastest? Does someone follow each part along the pipeline to ensure it does not delay at any given location too long? Have time standards been evaluated to ensure we are not just “meeting our obligation” but actually sourcing and delivering as quickly as possible? We need one agency to call when the supported base can see the logistics chain is not working at its optimum and get immediate support. We need to develop an automated software package that would flag concerns based on pre-set timelines.

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This would allow personnel to focus only on those areas needing attention and not on everything, all the time.

LEANER Wrestle the gorilla until they get tired Always have an excuse

LIFTER Wrestle the gorilla until the gorilla gets tired Don’t make excuses, don’t fix blame, they fix problems Try again Direct the flow and create a path for others to follow Are achievers, they start their own engines, they don’t rely on other for their personal motivation Take responsibility for their actions and help others become accountable Solve problems and don’t consider it work

Try once Go with the flow

5. Stock Control Support. Satisfied with meeting quota, do just enough to get We need to bring Stock by Control personnel back Quick to pass the buck into the AOR or have Would rather cause problems than do actual work personnel at AFGLSC that work hours which Table 6 – Leaner or Lifter directly support the information needs of the we do. If you are a Logistics Readiness Officer, delve into this AOR. Additionally, we need to improve the communication and become the expert. You need to know how to help the syssupport in order to run the necessary Logistics Support tem work to better support Aircraft Maintenance and thus operSystems (ESS, STATS, Discoverer) to effectively handle the ations. If the Aircraft Maintenance community has to engage supply and planning functions. Without a tool like within the parts realm before you have done everything you can, Discoverer, or the ability to run reports locally (e.g. C01), we then you should be doing more—be a lifter and not a leaner. have to request these sets of data from outside this location. 6. Proper Oversight of the Process and Standby Personnel. Are MICAPs monitored at the base level to ensure when providing lateral support, and are they doing this in a timely manner? Is the right level of leadership involved at the base/depot level to ensure the part is quickly pulled and shipped? Are weekends properly covered and the right personnel available? 7. MAJCOM Involvement. Are Major Commands (MAJCOMs)/Depots/DLA involved to help influence proper sourcing and transportation of MICAPs? Should a Logistics Readiness Center be established to properly and expeditiously support the Warfighter? 8. Right Metrics. Are the right metrics developed? If the averages are used, then the anomalies and problems in the process will get buried in the successes. The right metrics should include every single MICAP that goes outside a certain boundary, not only at each stage of the pipeline, but along the entire sourcing to delivery timeline. Each segment of the pipeline should be analyzed for every single anomaly to find the root cause and eliminate it in the future. This would better help isolate and resolve problems in the supply chain.

A wise man learns from his experience; a wiser man learns from the experience of others. –Confucius

About the Authors: Lt Col Travis Condon is currently deployed as the 455th Expeditionary Logistics Readiness Squadron Commander at Bagram, Airfield and assigned as the 366th Logistics Readiness Squadron at Mountain Home AFB, ID. Capt Carl Johnson is currently deployed as the 455th Expeditionary Logistics Readiness Squadron Operations Officer at Bagram, Airfield and is assigned to the 155th Logistics Readiness Squadron at Nebraska Air National Guard, Lincoln, NE. Capt Rebecca J. Selby is currently deployed as the 455th Expeditionary Logistics Readiness Squadron Director of Operations and Installation Deployment Officer at Bagram Airfield, and assigned to the New Jersey Air National Guard’s 108th Wing at McGuire AFB, NJ. TSgt Mary Richardson is currently deployed as one of two Maintenance Supply Liaisons within the 455th Expeditionary Logistics Readiness at Bagram, Airfield and assigned to the 60th Logistics Readiness Squadron at Travis AFB, CA TSgt Jeremy Ridgway is currently deployed as the 455th Expeditionary Logistics Readiness Squadron Maintenance Support Liaison at Bagram, Airfield and assigned to the 18th Logistics

Hopefully this article finds its way into making some changes and also educating others on the importance and impact of what

Readiness Squadron at Kadena AB Okinawa, Japan.

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A1C Teddy Perez, 49th MMSS guides a 13,000 pound forklift carrying nearly 11,000 pounds of AM-2 matting onto a flatbed trailer. The 49 MMSS is deploying 480,000 square-feet of the matting that will be assembled to create airstrips supporting joint and coalition forces throughout Afghanistan. (USAF photo by SSgt Joe Laws)

BEAR Supports Forces in Afghanistan By 1st Lieutenant Luis E. Rivera In December of 2009, the Airmen of the 49th Materiel Maintenance Group (MMG) initiated the largest surface movement in the unit’s history. To attain this milestone, the 49 MMG effectively processed 150 truckloads of Basic Expeditionary Airfield Resources (BEAR) equipment and supplies consisting of 480,000 square feet or 8 football fields of Airfield Matting-2 (AM-2) and three 550 – personnel encampments in direct support of Warfighters in Afghanistan. However, the 49 MMG did not go at it alone. In fact, its efforts were closely coordinated with the Army’s Surface Deployment and Distribution Command (SDDC) and the 49th Logistics Readiness Squadron (LRS), effectively forming a joint effort to support the Area of Responsibility (AOR). The 49 MMG at Holloman AFB is the only Air Force unit that provides mission-ready BEAR in support of joint and collation forces. The mission of the 49 MMG is to deploy, employ, sustain, maintain, redeploy and reconstitute BEAR assets anytime, anywhere, at a moment’s notice. Additionally, the 49 MMG is the AF Center of Excellence for BEAR operations and it is also the pilot unit for all AF BEAR Unit Type Codes (UTCs), which was a contributing factor to the success of this most recent deployment. Upon receiving the tasking, the 49 MMG put into action one of its primary responsibilities - to provide the equipment and supplies 46 FA L L

needed to support combat forces at locations with a limited infrastructure. BEAR provides Warfighters with an array of systems and equipment items including: personnel shelters; aircraft shelters; food service facilities; hygiene facilities; power and water production and distribution equipment, climate control units; refrigeration assets; vehicles; runway lighting; vehicle maintenance equipment; and Mobility Readiness Spares Packages (MRSPs). The 49 MMG’s 312 skillfully trained Airmen, spanning 42 Air Force Specialty Codes, provide deployed forces the necessary infrastructure to establish a functioning airbase with the capability to launch and recover aircraft. On-site technical support is provided by deployed Subject Matter Experts (SMEs) known as BEAR J1 and J2 enabler teams, of which the 49 MMG is the Air Force’s sole provider. BEAR J1 teams consist of 13-personnel and deploy with the assets to provide sustainment forces technical guidance on how to construct BEAR bases and maintain the related equipment. BEAR J2 teams consist of 9-personnel and deploy worldwide to construct larger structures that may be used as aircraft hangars, maintenance facilities or even warehouses. The 49 MMG was asked to provide deployed troops with AM-2 valued at $15M. The AM-2 is used to create airfield matting for the expansion of aircraft parking aprons and to increase Maximum on Ground (MOG) number of aircraft at remote locations. To prepare for the tasking the 49 MMG engaged in a three-phase plan. The

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phases included: 1.) packaging, 2.) marking for shipment, and 3.) staging the equipment for transportation. Team BEAR was particularly involved in packaging operations that ensured the quality of the bindings straps which hold the bundles of AM-2 together and ensured manageable quantities. Once the equipment was packaged and marked for shipment it was transported to staging areas for commercial carrier pick-up. As a result, the 49 MMG effectively positioned the 480,000 square feet of AM-2 matting in direct support of the Warfighter. Additionally, the 49 MMG provided the AOR with three sets of 550-personnel encampments valued at $10M, with the capability to support 1,650 personnel in remote environments. The 550-personnel encampments are stand-alone sets that provide deployed forces with billeting, food source and hygiene equipment. The billeting portion of the encampment consists of shelters that house 12-personnel per shelter, with a heat pump environmental control unit that establishes stable temperatures in hot or cold environments. The food source is provided via a Single Pallet Expeditionary Kitchen (SPEK) that provides two hot meals and one Meal Ready to Eat (MRE) per person/per day. Additionally, hygiene is provided in the form of latrines and shower-lavatory units, with the option of additional amenities and equipment that include self-help laundry, cold weather heaters, camouflage netting and concertina wire. To ensure that these assets were ready for deployment, the tasked equipment was identified and extensive functional checks were conducted. This ensured that all of multifunction items (e.g. SPEKs) were serviceable and deployment ready.

Once all function checks were completed the assets were staged for commercial carrier pick-up. Key players in the transportation of the assets were the Army’s SDDC and the 49 LRS, which supported the operation by primarily providing In-Transit Visibility (ITV) and commercial carrier transportation, respectively. To accomplish ITV the Airmen of the 49 MMG and 49 LRS programmed Radio Frequency Identification Devices (RFID) and outfitted every container with one each. The RFID capability provided the Combatant Commander with up-todate information on the location of the equipment and with accurate estimated time of arrival. This technology also allowed SDDC personnel the ability to track all equipment items in-transit from the Point Of Embarkation (POE) to the final destination – ensuring the proper delivery of the equipment to the requesting units in the AOR. Moreover, the 49 LRS’s coordination provided the required transportation to support all 2910 short tons of equipment, an average of 25 trucks per day for a total of 6 days. The recent tasking to provide AM-2 and 550-personnel encampments was a great accomplishment for the 49 MMG. The unit supplied deployed Warfighters with equipment that will effectively enhance the deployed forces’ ability to meet the mission requirements in austere environments. This was also a successful endeavor in joint and intra-service collaboration garnered to support the Warfighter. About the Author: 1st Lt Luis E. Rivera is a Logistics Readiness Officer assigned the 49 MMG at Holloman AFB, New Mexico.

Members of the Holloman Exercise Evaluation Team inspect baggage tags during a Phase I exercise. (USAF photo by SSgt Joe Laws)

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Born to Die: Sustaining DoDs Aerial Targets Program By Major Park Ashley If you have worked fighter aircraft flight line maintenance at any time in your career, chances are you’ve deployed to Tyndall AFB for Combat Archer and/or to Eglin AFB for Combat Hammer to support the Weapons System Evaluation Program (WSEP). Watching Weapons Evaluation Group Television (WEG TV), you may have seen an orange sub-scale aerial target launch off of the rails destined, as a remotely piloted unmanned target, for one of the aircraft you generated. Alternatively, you may have seen an F-4 fly-by or static display at an air show. You may have asked, “How did that subscale get there and who maintains it? Or, “Where did these F-4s come from? I thought they were in the bone yard.” Welcome to the 53rd Weapons Evaluation Group and the 82nd Aerial Targets Squadron, maintainer and provider of aerial targets for weapons testing programs.

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A E R I A L TA R G E T S PROGRAM HISTORY

The aerial targets program came about due to a need identified during the Vietnam War. The WSEP exists because of failures experienced in the air-to-air combat arena, primarily poor missile performance in Vietnam. The 82nd Aerial Targets Squadron was activated 1 Jul 81. Since then, the full scale aerial targets fleet has included the QF-102 (1983-1984), QF-100 (1983-1993), QF-106 (1991-1996), and the QF-4 (1996 - Present). Sub-scale aerial targets have included the BQM-34, the MQM-107 and currently the BQM-167.

A E R I A L TA R G E T S P R O G R A M T O D AY The 53rd Wing is one of five USAF Warfare Center wings spread out over 21 operating locations. As one of four groups in the 53rd Wing, the 53 WEG exists to provide AF leaders an annual assessment of overall Combat Air Force weapon system effectiveness and suitability by conducting weapons build through impact evaluations… and to provide threat representative full scale and sub-scale aerial targets for WSEP, DoD, and Foreign Military Sales (FMS) air-

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to-air weapons testing programs. The 53 WEG has an unrelenting focus on ensuring the sons and daughters of this Nation go into harm’s way with weapons that are 100% understood, 100% ready and 100% capable 100% of the time.

try tactics, techniques and procedures (TTP) support for the OEF/OIF Warfighters.

A myriad of minor miracles is required to occur in a particular order for aerial target presentation. One of the major players in The 53 WEG supports four flying locations: Tyndall, Eglin, coordinating this effort is the 81st Range Control Squadron (81 Holloman and Hill AFBs. US Code Title 10 Section 2366 RCS) which provides radar control and range safety during live requires that a major munitions or missile program may not pro- missile firings. Telemetry relay stations are set up along the Gulf Coast and need to be mainceed beyond low-rate initial tained in top shape for misproduction until realistic sion success. The 82 ATRS lethality testing of the proprovides the aerial targets, gram is completed. Hence, sea surveillance and weapons systems are tested telemetry, and sub-scale and evaluated against full targets recovery. Did you scale aerial targets prior to know the Air Force still has deployment to combat air an active navy? The 82 forces or our allies. The 53 ATRS owns a fleet of range WEG operates DoD’s only clearance and sub-scale tarfull scale aerial targets to get recovery boats. When provide lethality and reliasub-scale targets land in the bility data for the CSAF and Gulf of Mexico, the Florida COCOMs. offshore contractor recovThe 83rd and 86th Fighter F-4 aircraft in the “boneyard” (USAF photo) ery team locates and Weapons Squadrons (83 returns targets to the base FWS and 86 FWS) are the for salt water decontaminalead squadrons for evaluattion, repair and reuse. The ing air-to-air weapons and squadron also includes air-to-ground precision guidDetachment 1 at Holloman ed munitions testing respecAFB, which supports full tively. They evaluate scale aerial target testing weapons systems in realistic over the White Sands scenarios and report findings Missile Range. Examples of directly to the COMACC the programs this detachand CSAF. Support providment has supported over ed by WSEP includes custhe past year include: tomers such as the Army, Japanese Air Defense Navy, coalition partners and Team, 49 FW F-22 Raptor FMS. It is not unusual to QF-4, E9 Telemetry and Sea Surveillance aircraft, and sub-scale recovery boats in Adversary, Navy Test Pilot see Navy F-18, German formation. (USAF photo) School, Army Patriot misTornado, Canadian CF-18 sile developmental testing, and USAF F-15E and F-16 AMRAAM program and British Aerospace Engineering (BAE) aircraft on the WSEP ramp together at the same time. The 83 Systems tests. FWS maintainers evaluate Combat Archer deployed maintenance personnel, aircraft and maintenance processes during each The 53rd Test Support Squadron (TSS) provides life-cycle susWSEP to identify training shortfalls or equipment issues and tainment support to include technical, acquisition, highlight best practices. These results are briefed to the unit and logistics/maintenance support, and strategic planning of test sent to the owning organization and the maintenance commu- assets to the 53 WEG in support of USAF air-to-air and air-tonity for dissemination. The 86 FWS has also provided in-counContinued on next page...

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D I E : S U S TA I N I N G D O D S A E R I A L TA R G E T S P R O G R A M TO

ER: BORN

ground operational test programs. The 53 TSS Special Devices Flight provides engineering, fabrication, and avionics support for the development of prototype and temporary modifications for aerial target systems. With the capability to rapidly design, engineer and fabricate test items, this flight provides unique support for force development evaluations and operational tests conducted by the 53 WEG. The 53 TSS Threat Replication Flight provides current and future threat replication planning in support of the 53 WEG, HQ ACC and CAF aircrews. This unit provides threat-based engineering support and expertise for solutions or processes that improve mission execution efficiency, profile realism, workload, limitations/capabilities and test results.

At Hill AFB, the F/QF-4 System Program Manager responsibilities include: program management, engineering oversight, technical data management, depot assistance and parts support for the basic F-4 airframe and all non-drone specific parts. In addition, the Mature and Proven Aircraft Branch provides System Support Management functions to support the BQM-167.

The 309th Aerospace Maintenance and Regeneration Group (AMARG) at Davis Monthan AFB, is responsible for the resurrection of selected F-4 aircraft to become targets. This selection is performed during a lot review to determine which aircraft will be the best candidates for the next lot of purchased aircraft. Determination is based on general condition of the aircraft and The 16th Electronic Warfare Squadron Detachment 1 at Tyndall forms documentation. Early lots acquired the latest F-4 E/G AFB provides various types and configurations of electronic model aircraft, which had relatively few flight hours and were attack pods for both full scale and sub-scale targets depending on still in good condition. More recently, due to the lengthening of the QF-4 program to as late as 2017, the lot selections have the test mission requirements. had to tap into the RF-4C models which are much older and Program managers, acquisition logisticians and engineers work have many more flight hours than the E/Gs. 309 AMARG curbehind the scenes to forecast spares provisioning, plan test flights rently reactivates two RF-4C aircraft per month in support of for modifications, provide responses for maintenance assistance this full-scale aerial target (drone) program. In approximately requests and publish TCTOs. The 691st Armament Systems 189 days, AMARG mechanics return the aircraft, some of which Squadron at Eglin AFB is the lead office for management of Air have been stored for almost 20 years in the desert, to flying staForce aerial targets programs, which includes both full-scale (QFtus. The airframes do not receive “modern” communication sys4 and soon to be QF-16) and sub-scale (BQM-167) targets. The tems or state of the art avionics. They are delivered to BAE primary role of the 691st is to develop new target capabilities to Systems in Mojave, CA for drone conversion essentially in the meet ACC requirements and to support/procure existing targets same configuration as when they initially arrived for storage. systems for the 53 WEG. In order to sustain the new target sysHowever, prior to the first flight, all TCTOs are made current tems, the 691st obtains logistics support from other organizations and the airframes’ engines, flight controls, fuel, hydraulic and oil such as the F-4 or F-16 aircraft program offices (in the case of systems, landing gear and instruments are inspected, repaired and QF-4 and QF-16) and, for the BQM-167, the prime contractor. replaced as necessary. According to Mr. Don Hookstra, flight chief for AMARG’s F-4 regeneration program, the group has withdrawn nearly 1,000 different aircraft to support ACC’s full-scale aerial target program. “Since 1972, Recovery boat lifts a missile damaged the group has successfully accomplished the reactivasub-scale target from the Gulf of tion of 153 F-102s; 312 F-100s; 182 F-106s; and 283 FMexico. (USAF photo) 4 Phantom IIs,” said Mr. Hookstra. The first F-4 delivered in support of the QF-4 program was F4G 697261 on 11 March 1991 and aircraft production is expected to continue through 2012. The BQM-167 original equipment manufacturer, Composite Engineering, Inc. (CEi) provides program management support and is the depot under a contractor logistics support arrangement. Tying it all together is ACC/AMIC, the WEG functional manager and ACC/A8XT, the program element management office.

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SCALE LOGISTICS

BQM-167s thunder off the launch pad with 9,000 lbs of RATO bottle thrust. (USAF photo)

How is all this programmatic and logistics support tied together to enable the Warfighter? Being the only USAF aerial targets provider, the 82 ATRS/MX sits at the confluence of logistics support for these assets. 82 ATRS logisticians work closely with the operations and maintenance contractor, Defense Support Services (DS2), to ensure timely implementation of support to meet mission demands. The 82 ATRS/MX ensures the DS2 personnel have what they need in terms of materials and guidance to launch, recover and maintain the aircraft. This includes technical data, government furnished equipment and oversight/decision making. Here are a couple of examples of the logistical challenges faced by the logistics professionals in the 82 ATRS. The BQM-167 weapon system is early in its life and still has bugs which need to be worked out. For example, during the Rocket Assisted Take-Off (RATO) bottle separation phase, the shaft of the RATO bottle rotates up and, roughly 82% of the time, contacts the bottom of the target empennage. This contact results in damage ranging from minor paint scrapes to deep gouges and generates an empennage change 23% of the time. At a cost of $11,000 and 11 maintenance hours per empennage to replace, a way to prevent this damage was eagerly sought. Original Equipment Manufacturer (OEM) engineers designed and installed a kick plate that would deflect downward upon engine exhaust impact. This downward movement would cause the shaft of the RATO bottle to rotate downward and to clear the empennage during the separation phase. Logisticians in the 82 ATRS worked with System Program Office (SPO) and CEi engineers, and DS2, to conduct weight and balance, launch rail fit checks, test flights and TO development. Test flights proved their worth with no contact made between RATO bottle and empennage and the TCTO for full implementation is forthcoming.

Sub-scale depot logistics support is conducted by CEi, the BQM167 Skeeter manufacturer. Its on-site depot level item manager and field technical representative provide invaluable support to ensuring the Skeeter is ready to launch. The BQM-167 has a life expectancy of only six flights; however, some meet their

demise during their first flight while others last eight or ten. Given its short life span, how does one manage the life cycle logistics of this disposable target asset? This is one job where the disposal portion of the life cycle is encountered far more frequently than that of its full-scale brother. The 82 ATRS/MX and DS2, in coordination with the local base agencies, developed a process for routine disposal of sub-scale targets at the Eglin AFB Defense Reutilization Management Office. An exciting opportunity for the sub-scale mission is to deploy to and operate at the Utah Test and Training Range (UTTR). Operating at the higher altitude and with a mountainous background offers pilots a more realistic backdrop for todayâ&#x20AC;&#x2122;s fight. The 53 WEG has developed a phased approach to establishing a permanent full-time sub-scale and full-scale target capability at UTTR. Phase 1, Drone Control and AMRAAM Telemetry Validation was completed in Nov 07. Phase 2, Sub-scale Launch Capability Validation was demonstrated in Nov 08. Phase 3, the first Combined (A/A and A/G on same sortie) WSEP was conducted in Aug 2009 and, at the time of this writing, the 82 ATRS is preparing for a second Combined WSEP in August 2010. Lessons learned in this overland air-to-air environment often make their way immediately into TTPs for use by aircrews and maintainers in the CENTCOM AOR. As many of you well know, deployment has unique logistics challenges. Deployment to UTTR, located on the Armyâ&#x20AC;&#x2122;s Dugway Proving Ground, proved to be a true "bare base" scenario for BQM-167A operations. Over a million dollars worth of infra-

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D I E : S U S TA I N I N G D O D S A E R I A L TA R G E T S P R O G R A M

QF-4 NULLOs lined up on “death row” (USAF photo)

structure was established at the site, to include launch pad preparation, storage shelter, operating facilities and telemetry setup. Additionally, the targets and support equipment had to be shipped and assembled to meet the needs of the WSEP. After months of preparation and construction, the 82 ATRS was ready for flight operations. Logistics support during the 2-week WSEP was just as difficult. The sub-scale operating location is 40 miles from the front gate. Real time support from outside agencies, something that is often taken for granted on flightlines across the Air Force, was not a reality. Communication and coordination with civilian contractors, Air Force and Army personnel for resources proved critical to mission success. The 53 WEG, in conjunction with ACC/A8XT and the USAF Warfare Center, are preparing for Phases 4 and 5, permanent sub-scale and full-scale target capability respectively. In order to fulfill future UTTR WSEP requirements, many more infrastructure requirements as well as additional pieces of support equipment, will be needed...logistics never rests! For the full-scale targets logistics support team, the question is how to sustain an aircraft that has been abandoned by the traditional logistics support arena. Once regeneration and subsequent drone modification package installation is completed, the now designated QF-4 aircraft arrives at Tyndall AFB to accomplish a Systems Acceptance Flight Evaluation (SAFE). This flight is a checkout of the drone modification with the Gulf Range Drone Control System. The SAFE flight is performed with a pilot in the cockpit but being controlled by an operator on the ground. If the aircraft passes, it is then accepted by the DoD from the contractor and added to the fleet. During the resurrection process, the aircraft are identified as either restricted (2

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year, 50 flight hours, limited Gs) or unrestricted (4 year, 300 flight hours, original design G loading). The unrestricted fleet comprises the manned fliers which conduct the majority of the weapons testing associated with the full scale target. Once the aircraft has reached the end of its life, it is de-manned and added to the Not Under Live Local Operator (NULLO) fleet on “death row” to await its final flight. It is difficult enough to support an aircraft that has been flying for 50 years, but doing so for a 40+ year old aircraft that has been retired for 20 years poses particular logistical challenges. One challenge is that the USAF F-4 platform competes with FMS for parts and in many cases is on an equal priority. There have been occasions where a part on order for months issues only to be diverted to fulfill an FMS case requirement. Other challenges to obtain parts have been a little more complex such as obtaining Constant Speed Drive and Generator (CSD&G) replacements. The problem in getting replacement CSD&Gs is twofold. First, the two units that are mated together are managed by two different Air Logistics Centers. Second, the only serviceable test set used to operationally check a mated CSD&G is at AMARG. To ensure the squadron has spare CSD&Gs, the 82 ATRS had to create an agreement with AMARG to ensure a priority rush on replacement CSD&Gs under a separate funding document. Due to a variety of administrative setbacks, a mated NSN could not be established, therefore eliminating a more timely traditional ordering process. To minimize aircraft down time, the 82 ATRS/MX office now works directly with AMARG for replacement CSD&Gs with approval from the SPO and has the parts delivered via DD Form 1149. In many cases, logistics support is a pick-up game creating support along the way since the QF-4 program does not have the luxury of outside contractors contin2010

ually making parts to support our mission. This is where Total Force comes into play: DS2 supply personnel establishing requirements, active duty in the 82 ATRS logistics office and DS2 highlighting problem areas, depot civilians working the supply acquisition piece and finally, industry making the new parts when contracted by DLA. Each day brings a new challenge as it does with many aging platform systems but a solid team, creative logistics support, and a proactive approach is an absolute must to keep the Phantom flying.

A E R I A L TA R G E T S P R O G R A M FUTURE

logistics problems to provide the targets for missile testing. As Warfighters take the latest weaponry into battle, we can be confident that their lethality has been tested and proven on one of our own “adversaries.” About the Authors: Maj Park Ashley is the Maintenance Operations Officer of the 82 ATRS responsible for both full-scale and sub-scale aerial target logistics support. In addition to various F-16 flightline positions, previous assignments include the F-16 System Program Office WPAFB, the 412 MXG at Edwards AFB,

OF THE

and the Office of the Secretary of the Air Force for Warfighter Integration and Chief Information Officer.

What does the future of the aerial targets program look like? The single major change coming is the replacement of the QF4 with the QF-16 in FY15. Its logistics support concept is anticipated to be somewhat different than the QF-4. Three major logistics issues to be dealt with are supporting both Block 15 and Block 25 aircraft, two types of engines (P&W -100 and -200) and the introduction of hydrazine into the equation.

Contributing authors include: Capts Bobby Cheek and Frank Tharp – 82 ATRS, Tyndall AFB Capt William Hope – 53 TSS, Tyndall AFB CMSgt Louis Fields – 83 FWS, Tyndall AFB Mr. William Boor – OO-ALC/GHMM, Hill AFB

Whether it is the state-of-the-art in sub-scale aerial targets like the BQM-167 or an old war bird turned drone like the QF-4, the 82 ATRS and the logisticians, contractors, programmers and engineers supporting these systems face and tackle challenging

Mr. Michael VandenBoom – 691 ARSS, Eglin AFB Mr. Don Hookstra – 309 AMARG, Davis-Monthan AFB

Capt Franklin Tharp, MSgt Perry McKeithan and TSgt Philip Praeger (not shown) man the 82 ATRS QF-4 Logistics Office. (Photo Maj Park Ashley)

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What the Colonel and Chief Know that You Don’t... Yet By Captain Kylene Ruth What if there was a document that provided considerations for planning and executing combat support; a manual of sorts explaining things that senior enlisted leaders and colonels just “know” from years spent enabling combat capability? Would you want to read it? Those manuals exist and are called Air Force Tactics Techniques and Procedures (AFTTP). In the hierarchy of doctrine, AFTTP is doctrine written for decision makers at the tactical level. Often, the word “doctrine” conjures up visions of thick intimidating manuals filled with confusing language and complex theory. In operations and logistics tactical doctrine, nothing could be further from the truth. For the logistician, AFTTP supports both basic doctrine and related operations doctrine such as AFDD 2-4, Combat Support and the USAF Agile Combat Support (ACS) CONOPS. There are two volumes of maintenance AFTTP; AFTTP 3-3.Aircraft Maintenance (AFTTP 3-3.ACFT MX) and AFTTP 3-3.Munitions and Missile Maintenance (AFTTP 3-3.MUNS/MISSILE MX). The USAF Expeditionary Center’s 422nd Joint Tactics Squadron (JTS) is currently producing an AFTTP 3-1.Planning and Employment Considerations for Expeditionary Combat Support (ECS) (AFTTP 3-1.ECS Planning) for Airmen engaged in all ECS functions. Together, these AFTTP volumes take complex theory and describe “how” the tactician ensures mission accomplishment through the application of tactics, techniques and procedures. In order to comprehend AFTTP, it is necessary to understand the JP 1-02, Department of Defense Dictionary of Military and Associated Terms, definition of each element. Tactics are the employment and ordered arrangement of forces in relation to each other. Techniques are non-prescriptive ways or methods used to perform missions, functions or tasks. Finally, procedures are standard, detailed steps that prescribe how to perform specifics tasks. Leaders should apply logistics TTP within each of the of Agile Combat Support Master Processes; Readying the Force, Preparing the Battlespace, Positioning the Force, Employing the Force, Sustaining the Force, and Recovering the Force.

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Members of the 22 ARW/XP plan for an upcoming exercise. (Photo – Capt Kylene Ruth)

As doctrine, AFTTP are authoritative, but not directive in nature. Therefore, some TTP are general ideas or items for consideration and less specific than actions listed in a TO or AFI. As an example, AFTTP 3-3.ACFT MX offers tactics for tailoring Unit Type Codes (UTCs) to meet global mission requirements when Readying the Force. The volume states, “When deploying to other than a bare-base, it may be possible to tailor your UTCs to reduce airlift, increase efficiencies with other units and leave more people and equipment at home station. When tailoring UTCs consider the following: n Operating location – cold, hot, tropical. n Tasked mission requirements – do the tasked UTCs meet requirements? n Host Nation Support available – from the IGESP/ESP or site survey. n Items that can be contracted – from the In-Garrison Expeditionary Site Plan (IGESP)/Expeditionary Site Plan (ESP) or site survey. n Forces/equipment that are already in place – from the IGESP/ESP or site survey. n Transportation constraints. n Potential for forward deployment – from Designed Operational Capability (DOC) Statement or tasking message. n Duration of the deployment – from DOC Statement or tasking message. n Centralized Repair Facility (CRF) utilization to ensure there is not duplication of capability.” For aircraft operating under the phase inspection concept, Time Distribution Interval (TDI) management is a crucial part of Readying the Force and Employing the Force. AFTTP 3-3.ACFT MX provides a technique for Phase TDI Management. “One technique for managing phase flow is known as the ‘thirds rule’: n Top Third – aggressively manage. Primary emphasis should be placed on the top third of the TDI flow. These are the aircraft that are going to be due phase soonest, and therefore require daily management. Managing the top third should be a focus of 2010

powerful training device. They can daily production and weekly complement officer Career Field scheduling meetings. Education and Training Plan n Middle Third – moderately (CFETP), provide position-specific manage. These aircraft will training, refresher training and offer require phase within 4 to 8 topics of discussion for professional months, and as such need to development groups such as the be focused on in the quarterly Logistics Officer Association and Top plan, to ensure a drastic “stair Airmen build a GBU-24 on the munitions assembly conveyor. (Photo – Three. The AFTTPs may also serve step” does not occur. Capt Kylene Ruth) as a foundation for discussions and n Bottom Third – cursory manage. These aircraft have a substation amount of hours and will informal training opportunities between operations, maintenance, and not require phase for months. Effective long term scheduling will logistics readiness professionals on subjects of shared interest such as ensure these aircraft remain on track and should only require scheduling, deployment and combat sortie generation. minimal attention on a day-to-day basis.” Logistics AFTTP remain relevant and useful with the submissions Finally, AFTTP 3-3.MUNS/MISSILE MX outlines procedures a and scrutiny of the logistics community. Subject matter experts in munitions organization should take when Sustaining the Force and the art and science of logistics planning and execution should participate in the update process that occurs on a 24-month cycle. The when an incident or mishap occurs. formal portion of the update process includes a planning conference Steps to Take When an Incident Occurs: (for maintenance volumes only), a virtual rewrite conference, and a n Notify safety staff and chain of command immediately. review conference. However, MAJCOMs and logistics leaders in the n Munitions control, MOC, wing safety, and the command post field may submit suggestions for the TTP at any time by contacting should have comprehensive emergency action checklists to the respective model manager. Following the review process, the cover around-the-clock mishap notification. new AFTTP volume is routed through all MAJCOMs before twon Unit key investigators arrive, preserve information that could digit approval and publication by either the 561 JTS or the 422 JTS. possibly be destroyed (e.g., vehicles, personnel, equipment on The 561 JTS is responsible for honing the Warfighter’s capability to scene, and documentation). n Preservation of life and property takes precedence over protec- fly, fight and win. As such, the 561 JTS produces AFTTP for not only the maintenance community but each major weapons system. tion of evidence. n Ensure personnel stay “on duty” until released by the squadron Maintenance leaders should become familiar with AFTTP written commander. Toxicology tests are typically ordered, by the com- by their operations counterparts as well. On the other hand, the mander, for personnel involved in Class A, B, and C mishaps, 422 JTS coordinates the development of ECS AFTTP publications where human factors could have contributed to the mishap. that support ECS Airmen and their employment in a deployed enviMaintain control of the involved individuals to preserve pos- ronment. Logistics leaders have access to a variety of electronic resources produced by the two joint tactics squadrons. Additionally, sible evidence. n Contact wing safety for questions on reporting and investiga- logistics leaders may join the 21X Tactics, Techniques, and tion. Reference AFI 91-202, US Air Force Mishap Prevention Procedures Community of Practice (CoP). Program, for further details. Logistics leaders faced with the challenge of enabling combat capaLogistics leaders should use the AFTTP volumes as decision making bility should remember the utility of AFTTP. AFTTP may be a reltools, a common language for mission accomplishment, and as a logis- atively new resource in the logistics community, but the lessons tics training device. The volumes provide a common set of under- within survived the test of time and contact with the enemy. standing on which logistics leaders base decisions. A leader may use About the Author: Capt Kylene Ruth is the information presented within to the Maintenance Operations Officer, 86th build a decision making matrix, draft MODEL MANAGERS: Maintenance Squadron Ramstein AB, AFTTP 3-3.ACFT MX and 3-3.MUNS/MISSILE MX: standard operating procedures, or influCapt Justin Godfrey, USAF AMMOS/MXAT Germany. Prior to this assignment she ence the leadership vector pertaining to DSN: 682-5935, COMM: (702)652-5935 served as USAF AMMOS instructor and mission accomplishment. Doctrine proNIPRNET EMAIL: Justin.Godfrey@nellis.af.mil. vides a common language and this conAFTTP 3-3.ACFT MX and 3AFTTP 3-1.ECS PLANNING: sistency enables members of all career 3.MUNS/MISSLE MX model manager. Lt Col Christine Rilovick, AF/A4/7Z fields to understand and employ K COMM: (703)693-7172 AFTTPs. Furthermore, AFTTPs are a NIPRNET EMAIL: Christine.Rilovick@pentagon.af.mil

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F101 RNI... There is no I in TEAM Mr. Harland Monroe and Mr. Japheth Bennett also from Tinker AFB Repair Node inspecting a forward stator case (Photo by MSgt Robert Vanliew)

By Captain Jason Malewiski Ron Jaworski once said, “The heartbeat of a football team is the quarterback position and I think everyone who has any intelligence about the game understands you must have consistency at that position to be a championship team.” The challenge for commanders today is to think beyond the quarterback position and focus on the entire team. On our country’s Independence Day, General David H. Petraeus addressed his newly assumed command of the 130,000-strong international force in Afghanistan and stated "this is an effort in which we must achieve unity of effort and common purpose."

T H E R E PA I R N E T W O R K

T H R I V E S T O D AY

B E C A U S E O F T H E S A M E C A L L T O D U T Y.

Repair Network Integration (RNI) has been used on the F101 engine since July 2009 and there are some key takeaways from this effort. Recall the Summer 2010 issue of the ER when initial implementation of RNI was happening. Great accomplishments were made in the “Proof of Concept” phase during a period when the F101 serviceable spares dropped below War Readiness Engine (WRE) levels to a dangerously low quantity of six engines. Poor engine reliability in the Area of Responsibility (AOR) due to extreme environmental conditions drove a surge in engine removals which overwhelmed the supply chain. The F101 RNI team quickly huddled and developed a plan which produced 57 spare engines in the test period and reached 25 spare engines across the enterprise as a result of awesome collaboration. RNI continues to benefit the current WRE which is 34 of a required 29 engines as of 1 July 2010. 56 FA L L

Figure 1 highlights the impact of RNI since implementation in July 2009. The good news is--the WRE trend is continuing to move in the right direction!!!

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CHALLENGE

–

SCORING TOUCHDOWNS ON

E V E R Y P L AY I S N O T E A S Y Several would-be tacklers, such as concerns with implementation, supply processes limiting the ability to rapidly respond to changing Warfighter needs, funding and manpower have been overcome. The F101 Repair Network Manager, Ms. April Howie, stated, “It’s been amazing to watch the transformation of field units from being dead set against RNI to now being the biggest advocates.” Their inputs used to only benefit their home unit (repair node) and now they positively impact the entire fleet. An example of the winning strategy to overcome horrific parts shortages and increased Engines Not Mission Capable for Supply (ENMCS) rates involved huddling all team members on weekly “RNI calls.” This team included the Propulsion Directorate, Original Equipment Manufacturer, Global Logistics Support Center, System Program Office, Defense Logistics Agency, Centralized Intermediate Repair Facilities, Node Managers (Propulsion Chiefs), and the RNI Program Management Office. These meetings afforded the opportunity for team members to address production issues with the overall goal of increasing net serviceable spares. Tinker’s Repair Network Manager (RNM) for the RNI initiative and Director, 537th Aircraft Sustainment Squadron, Ms. Bobbi LaRue stated, “It’s all about making the right decision on the right part.” This is a shift in current logistics business. For example,

2010

when engine spare levels are green, the current supply chain operates to deliver parts to support engine production. However, when WRE levels drop below established trigger points, the RNM directs parts priority to create the next serviceable engine. This is possible by having the supply experts involved in the decision-making process to transfer priority on a MICAP from one with the longest hours to an engine that needs the part to become a full up motor. Prior to RNI, the Air Force couldn’t effectively maximize existing manpower (capability) because of different qualification standards, testing parameters, parts ordering and maintenance documentation systems in the field and at the depot. At the December 2009 General Officer Summit, the decisions were made to standardize the Tinker and Dyess Centralized Repair Facilities (CRFs). Today, the Air Force has the capability for any trained and certified mechanic to perform maintenance on any engine at any location with required the resources. Tinker’s Repair Node Manager, Mike Jones stated, “With common usage of Integrated Maintenance Data Systems/Standard Base Supply System, we now have better visibility on our parts and more accurate maintenance documentation, whereas before these capabilities were limited. First, it has given the mechanic on the floor the ability to see what they have on order and provides delivery dates enabling them to work around scheduled deliveries. In addition, the system provides continuous real-time maintenance documentation instead of records that are only updated once the engine has been built and sold. Given 20+ engines in work, the changeover has given us better fidelity in our maintenance processes and has made us more efficient in production.”

mizes the F101 Network capacity by using Edwards AFB to produce two engines per month. RNI established a flexible agreement with Edwards to produce a combination of the six Type Model Series (TMS) engines based on quarterly negotiations. Edward’s Repair Node Manager, Mr. Larry Wolford stated “We have several TMS engines on our ramp and being able to support the RNI suits us well. We have a highly qualified and stable work force and being able to provide support to the flight test community and the Warfighter gives our personnel a true sense of contributing to the big picture.” With the recent installation and certification of Pacer Comet IV engine testing and diagnostics software/hardware system at their engine test facility, Edwards continues to improve upon their capabilities. In addition, Ms. LaRue stated, “This flexible agreement is possible because Edwards maximizes their capability and capacity (CAP2) to the fullest – all mechanics are cross-trained to work in the back shops, flightline, test cell, or the Jet Engine Intermediate Maintenance (JEIM) shop.” In addition, Dyess AFB has been the leading touchdown scorer by producing the most engines in the network. They produced 74 of the 142 engines from October 2009 – June 2010. Dyess’ Repair Node Manager, SMSgt David Nettlow stated, “This is only possible with an attitude of cooperation versus competition between nodes.” Currently, WRE is above established levels and this has been heroically maintained even with the increased demands from the AOR. Mr. Ralph Garcia who is the Engine Enterprise Manager stated, “Based on the proven success for the F101 RNI we are aggressively incorporating this effort into the whole propulsion enterprise.”

RNI also has the ability to relocate engines from one maintenance location to another, maximizing From left to right SrA David Lawson, A1C Shelbi Fields, and A1C enterprise capacity and minimizing Vanessa Baldovino from Dyess AFB Repair Node . Disassembling location constraints. Another huge a Low Pressure Turbine. (Photo by SMSgt David Nettlow) success story is the development of the Financial Management (FM) playbook which provides step-by-step instructions on how to cross multiple funding lines. For example, RNI currently opti-

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THE WINNING GY – SIMPLE

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I N G A N D TA C K L I N G RNI is a thoughtful and methodical phased approach which relies on expertise from across the Air Continued on next page...

ER: F101 RNI... THERE

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Force and across functions. The focus of RNI is to develop the function before the form, which is done through development of fundamental core processes. This evolutionary process-based approach focuses on deliberate definition of how to manage an enterprise, not an organizational structure. In simple terms, we need to work on our blocking and tackling which is the processes (function) and let the team make-up or organizational design (form) fall into place later. Next year’s schedule is already posted and the first team to kickoff the new season is the F100-229 team (July 2010). In the months to come, the remaining schedule includes F108-100, F100-220, F110-100, and TF34 engine lines. Every good team creates a winning strategy and documents that strategy in a playbook. The RNI team is focusing on the key tasks to enable success. The first task for the RNM to stand up a network is to create a collaboratively developed playbook which provides the tools and processes to operate as a repair network. The playbook starts with a network implementation plan. The RNM needs to begin with baselining the network, identifying and training network managers, training repair node managers, and finally obtaining the proper network certification.

are actual requirement vs. the projected requirement. Common performance metrics across locations to measure success in the same way for both people and programs are in development for every step of the process. The team made a big gain with the FM guidelines in the RNI playbook. Everyone’s first question is “How are we going to pay for that?” The FM guidelines provide step-by-step instructions on how to move money across commands, switch Centralized Asset Management (CAM) dollars to Working Capital Funds (WCF).

THE

GAME IS NEVER OVER

The team is focused on Propulsion and continuous process improvement as the Air Force strives to be #1 in the Coach’s Poll.

Effective, August 2010, Ms. Bobbi LaRue passes the guidon to Major Brenden Shaw to lead the propulsion repair network at Tinker AFB. Major Shaw stated, “The success of the repair network…is the network! The success is dependent upon everyone’s role in the Mr. Bryce Sewalson and Mr. Jon Esse from Edwards AFB Repair Node installing Spray Bars into propulsion-sustainthe Augmentor Assembly. (Photo by John Buckley) ment business. Where the work is accomplished and The next task is to create an operational plan and train the how the engines meet our customer’s needs MUST be transparrepair nodes. The RNM will develop the repair requirement, validate CAP2, develop a workload allocation plan, identify trig- ent to the Warfighter.” gers, and receive node leadership approval.

About the Author:

Finally, the RNI team is developing metrics referred to as “RNI True North Metrics” which include WRE, Mean Time Between Repair (MTBR), affordability and safety. The RNM will measure each step of the process, including measurements of the leading and lagging indicators to that process output. For example, each enterprise will compute a Fiscal Year (FY) repair requirement; the leading indicators are flying hour changes, MTBR changes and operational changes, whereas the lagging indicators

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Capt Jason Malewiski is an Acquisitions

Officer in the HQ USAF Logistics Career Broadening Program. Officers in the program are competitively selected and developed as materiel officers with the potential to fill future senior materiel management leadership positions in the Air Force and Joint Logistics system. He is currently assigned to Tinker AFB.

2010

402nd Electronics Maintenance Group: Enabling the Warfighter One Circuit at a Time By Captain Jerry L. Ottinger II Beyond the crossroads of supply support and flightline maintenance is an organization where hunks of silicon are transformed into targeting hardware and inoperable 70-year-old electronics are transformed into navigation devices that keep aircraft headings accurate. This organization is the 402nd Electronics Maintenance Group (402 EMXG) and it is located in the heart of middle Georgia at the Warner-Robins Air Logistics Center.

700,000 square feet. The payoff is equally sizeable, and last year the 402 EMXG supported more than 275 aircraft subsystems with 1.9 million production hours on 75,000 end items with over 6,100 stock numbers. They also answered over 3,000 surge requirements, modified 6,000 items through Time Compliance Technical Orders, manufactured 4,000 items, and, as a regional Precision Measurement Equipment Laboratory (PMEL), calibrated in excess of 39,000 items for 60 facilities east of the Mississippi River.

C A PA B I L I T I E S

MISSION The mission of the 402 EMXG sounds simple: “To provide combat ready avionics parts and services that enable our war fighters to put bombs on target! Transforming capabilities into effects!” In reality, however, execution of this mission is far more complex. The work requires over 1,300 civilian, military and contract personnel, a $375M annual operating budget, and 32 facilities that cover over

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The 402 EMXG supports systems ranging from the F-22’s advanced electronic warfare equipment to B-52 avionics that were first fielded six decades ago. It is a daunting task, but the diversity of the mission is mitigated by dividing labor into focused squadrons, including Precision Attack, Common Avionics, Fighter Avionics, PMEL/Manufacturing, and Support. Together these units analyze, test, modify, repair, and demilitarize components for the varied

2010

weapons and delivery systems employed in operations around the world. A common link across the group, and one of its biggest challenges, is the requirement for Automated Test Equipment (ATE). The answer to this challenge is the modernization of the 268 different testers currently in EMXG worth $300M to “common-core testers.” This project has been underway since 2000, and in 2006 the resulting tester was designated the Versatile Depot Automatic Test Station, or VDATS. The project is accelerating and seeing success both as a program and in real-world use. Technician Michael Wilson uses the W-J 1560A In 2007, the VDATS RF tester to run a part from APR-46 workload (left). The Versatile Depot Automatic Test stawas named the inaugution, or VDATS (right), will be capable of running ral member of the “Air not only the APR-46, but many other workloads Force Family of faster, quieter, with less electricity, and with a Testers” and subse- footprint as much as 75% smaller than legacy quently became the testers. (Photos by Ms. Sue Sapp). first USAF tester incorporated into the “DoD Family of Testers”. There are now 40 VDATS in use at WR-ALC for both production and software development and they are having a remarkable impact. “The machines are faster, consume less electricity, have interchangeable parts, and are as much as 75% smaller than some legacy testers, but VDATS are more than just new machines to test assets,” said Support Engineering Chief Dempsey Ventress. “They can be used for 95% of our tester workload, but the real velocity increase stems from the ability to port data between shared VDATS and achieve the ‘common tester’ concept. Another major benefit is that they were designed and built in our depot—making us the VDATS experts to provide for organic sustainment and eliminate the proprietary data and obsolescence issues inherent in our legacy testers.” There are additional specialized capabilities within the 402 EMXG that exist nowhere else in the Department of Defense. One such ability is the 569 EMXS’s ability to manufacture circuit boards. “Given a drawing or condemned sample circuit card, we can build new boards over 20 layers thick,” said Mr. Marty Sheppard, a lead manufacturing engineer. This resource is available for anyone who needs it, but it is especially important when obsolescence and low order quantities make support from the commercial sector difficult or cost prohibitive. Additionally, in the Reverse Engineering (RE) office, legacy components are disassembled and analyzed by a skilled team that

then establishes new processes to restore repair capabilities for crucial systems. One major beneficiary in recent years has been the F-15. The RE team completed five F-15 projects in the last two years and resolved MICAPs, production and parts issues, saving over $9M in the process. The hybrid microcircuit facility adds even more flexibility to 402 EMXG capabilities. Operating a DoDunique Class 7 Clean Room, engineers and technicians design, manufacture, repair and test microcircuit technology to include wires thinner than a single strand of human hair and components smaller than a grain of salt. Captain Barry Willard, the 402 EMXG Maintenance Operations Officer, summed up saying, “We have capability way beyond that of a typical MRO organization, which allows us to find internal solutions to diminishing sources and obsolescence like no other electronic maintenance organization in the DoD.”

T R A N S F O R M AT I O N The 402 EMXG has realized impressive increases in production and on-time support during recent years, and these improvements are not by accident. In 1999 the 402 EMXG began instituting Lean as a pilot project, six years before the Air Force Smart Operations for the 21st Century (AFSO21) initiative was launched. The program now averages dozens of annual events and has even earned recognition via industry’s SHINGO Prize for Operational Excellence at the Bronze and Silver Medallion levels. This recognition brought more than accolades, however, and the Silver SHINGO Prize feedback revealed that though Lean was being practiced, it was not widespread or institutionalized. Colonel Reed, 402 EMXG Commander, cited the report’s finding, saying, “It described our problem as ‘doing Lean, not being Lean’ and observed that the program was ‘an inch deep and mile wide instead of an inch wide and mile deep.” That critique resonated with leadership, sparking the pursuit of Model Cells, or targeted areas where the impact of Lean could be showcased and taught. Mr. Darryl Holmes, the EMXG primary Change Manager, explained, “Model Cells helped dramatically

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ER: 402ND ELECTRONICS MAINTENANCE GROUP

in our ability to show people what a Lean way of thinking looks like. It showed how an organization matures and visually displayed the journey so that people could see Lean is real and extremely beneficial. In other words, it translated the Lean events, boards, and books into an observable shop setting with real people, real products, and real results.” Amid the drive to increase performance (Left) Mr. Steve Lawhorn operates precision computer conand production, the need to operate trolled circuit board drilling machine during the assembly of a safely also remains a top priority. To circuit card. (Right)Hybrid technician Paul Grimes performs bolster these efforts, the 402 EMXG has the meticulous task of removing individual components from embraced the Voluntary Protection a microcircuit in need of repair. (Photos by Ms. Sue Sapp). Program (VPP) and established a cooperative environment where manageMr. Emory Griffin, acting group deputy. To this end, group and ment, labor, and Occupational Safety and Health squadron leaders set what they call the ‘Big, Hairy, Audacious Administration (OSHA) can implement a comprehensive, Goal’ for the group in a recent enterprise value stream mapping employee-focused health and safety program. Mr. Ryan event. “We want to become The Electronics Center of Choice, Prosperie, a 402 EMXSS Management Analyst, praised the VPP known for meeting customer requirements on time, every time!” program saying, “increased safety awareness is tied to reduced declared Jackie Cleghorn, 566th EMXS director. The personnel incidents and increased production. We have improved and of the 402 EMXG have responded by capitalizing on AFSO21, continue to as VPP matures.” The grass roots effort has taken internalizing VPP and integrating unique capabilities not found off and to date there are 18 Gold and 4 Silver EMXG “Safe Site” anywhere else in DoD to extend their support to the war fightlocations, and the Group is on track to achieve the coveted er. Colonel Reed summarized her thoughts saying, “the war OSHA “STAR SITE” status later this year. fighter doesn’t care that we have diminishing sources of supply The 402 EMXG’s efforts have earned the General Thomas P. and obsolescence for critical electronic items necessary to fix Gerrity Award, Maintenance Effectiveness Award, Outstanding radars, communications equipment and targeting pods. They Unit Award, the John Slattery Professional Achievement Award just want a black box that works. It’s our job to partner with our at the National Level, and multiple SHINGO Awards, to name supply chain to ensure there is an item on the shelf for them. just a few of their accomplishments. “The recognition is great To accomplish this, we’ll continue to transform and adapt, for our hard-working and dedicated workforce, but there is no because every EMXG employee knows the war fighter is counttime to relax. We still have many problems to solve and processing on us.” es to improve if we are to stay competitive in our business,” said About the Author: Captain Jerry L. Ottinger II is a Logistics Readiness Officer in the Logistics Career Broadening

Officer

Warner-Robins

at Air

Logistics Center.

He is

currently serving in the 566th

Electronics

Maintenance Squadron of the The N-1 Directional Gyro repair line before (left) and after (right) application of LEAN and the Model Cell concept. ‘Being Lean’ instead of ‘Doing Lean’ resulted in one-piece repair flow, boosted production from 33 to as many as 60 per month, and helped the shop clear 122 backorders and start putting ‘A Condition’ assets on the shelf to support the warfighter. (Photo by Ms. Sue Sapp).

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402nd

Electronics

Maintenance Group.

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Experiences on a Joint Expeditionary Tasking – A CGO Perspective By 1LT Edwin Robert Gaston Senior leadership has stressed that Joint Expeditionary Taskings (JETs) are not going away any time soon. From October 2009 to April 2010, I deployed to Camp Victory outside Baghdad, Iraq, on a JET deployment. Prior to departure, I received very general advice on working with the Army. My goal in writing about this deployment is to give other junior CGOs a better sense of what they can expect if called upon to fill a JET position, especially what some of the key differences are between the Air Force and the Army. The conclusions and insights that follow are based on conversations and observations made in my six months of working in an Army headquarters; officers deployed in different conditions would perhaps reach other conclusions. My tasking was to fill a 21R position as a Unit Movement Officer in Multi-National Corps–Iraq Headquarters. I was told my duties would include arranging air transportation for Army transition teams (small groups of soldiers living and working with the Iraqis) within the country. Upon arriving at Camp Victory, the Air Force Captain I was replacing told me the job had gone away and the OIC was not sure what issues I would work. As the organization that owned the position was the Corps Operations Directorate (an Army Corps is comparable to a Numbered Air Force), I ended up in the Corps Joint Operations Center’s (JOC) Iraqi Security Forces section. Our job was to be subject matter experts on the Iraqi Army, federal and local police, and other security agencies. Although this was essentially an Intelligence job, Army leadership was not concerned with the background of personnel assigned to the section; our team included a Navy Surface Warfare officer, a Marine firefighter, an Army Field Artillery officer and an Army tank driver. The prevailing view was that an officer or NCO should be able to handle staff work almost regardless of the field.

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I spent the first few weeks of the job learning the fundamentals of Army language. The Army uses different acronyms and phrases, so I had to ask some very basic questions. Many of these terms related to Army organizational levels. The Army units most commonly dealt with in the JOC were companies, similar to a flight; battalions, roughly equivalent to a large squadron; brigades, analogous to a wing; and divisions, which have no direct Air Force counterpart. The Army also uses the General Staff system to a much greater degree than the Air Force does (some elements down to the Battalion or even Company level). Most of the numbered staff sections (1-9) were represented in the JOC, so learning the directorates and what they worked was crucial. In my experience, the Army does not use instructions and manuals in the same way the Air Force does; you would not hear an Army officer say something along the line of “what does 21-101 say about that?” While doctrine and TTPs are important, most day-to-day Army business is accomplished using operations and fragmentary orders. An entire section in the JOC worked strictly on orders from the Corps to lower echelons. Soldiers I spoke with said this is also frequently the case in garrison: a unit will publish an OPORD for a month or a set operation and then publish weekly or daily FRAGOs with changes and updates. A common assertion about Army culture is that there is a more distinct line between officers and enlisted than there is in the Air Force, to the point that Army officers will not eat with their enlisted soldiers or call them by their first names. This was not borne out in my experience. I saw no stigma attached to officers and enlisted soldiers eating together or socializing within bounds, and some officers chose to address enlisted soldiers by their first names, just as some do in the Air Force. I would say that the Army is much more rank-conscious than the Air Force. Army Majors are very aware that

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they are no longer company grade officers but are now field grade officers. Enlisted soldiers seem to be given less responsibility than we typically give our Airmen. In meetings where I would expect to see Air Force Chiefs making important contributions, there were no enlisted soldiers at all. This brings an element of culture shock to Airmen who are accustomed to the Air Force way of doing things. Another familiar claim about the Army is that company grade officer development is much more institutionalized than it is in the Air Force (regular officer lunches, training events, assigned professional reading, etc.). Again, my experience does not confirm this. In talking with Army Captains, CGO development sounds much the same as in the Air Force and depends on whether or not the commander considers it a priority. Several Army CGOs said that, due to the current operations tempo, this is frequently a lower priority than in years past. Worth noting is that active duty Army Lieutenants are promoted to Captain after 36 months of commissioned service rather than 48 months. Second Lieutenants are promoted to First Lieutenant after 18 months and then to Captain after another 18 months. Consequently, it was somewhat uncommon to see Army Lieutenants around base. Upon commissioning, Army officers are assigned to branches (Armor, Infantry, Aviation, etc.) rather than specialties like in the Air Force. Officer development is similar to the Air Force in that officers receive both formal and informal training, as well as a variety of assignments within their branch. For instance, my section OIC was an Army Lieutenant Colonel (abbreviated LTC) whose branch was Field Artillery. He had completed assignments with howitzer and rocket artillery systems, worked on a staff, commanded a Company and a Battalion, and completed the Army’s Command and General Staff School and War College. One notable difference in officer development is that advanced academic degrees are not emphasized by the Army. Many field grade officers I spoke with did not have Master’s degrees and were not concerned about getting them. The prevailing view is that if the Army wants you to have a Master’s, the Army will send you to get one.

does not have maintenance officers like the Air Force. Instead, Aviation warrant officers start as pilots who choose a track upon promotion to Chief Warrant Officer 3 (around 8 years of service). Tracks available within the Aviation branch are operations, maintenance, safety, and instructor pilot. Warrant officers who track maintenance can command maintenance units, but fall under higher echelon operations units (i.e. a maintenance company in an Aviation battalion). Joint experience is vital to the development of any officer. A JET deployment has been an excellent primer for me in working with other services, especially the Army. Although it might entail working outside of one’s core career field, it is an efficient way to gain experience in the joint environment. I hope that I have been able to provide some insight into the benefits of filling a Joint Expeditionary Tasking. I would recommend any officer consider going on one as part of his or her career broadening efforts. About the Author: 1LT Edwin Gaston received his commission from Air Force ROTC upon graduation from Louisiana State University in 2006.

He is currently assigned to the 7th Aircraft Maintenance

Squadron at Dyess AFB, Texas.

He has held jobs as the AMU

Assistant OIC, Fabrication Flight Commander, and Group Executive Officer. Edwin.gaston@dyess.af.mil

An important characteristic of the Army is the use of warrant officers. As we do not have warrant officers in the Air Force, it is difficult to understand where they fit in. Warrant officers are primarily technical experts within their branch and outrank enlisted soldiers, but are outranked by commissioned officers. Warrant officers occasionally command units, but most often provide knowledge continuity and technical expertise. A good example of how the Army uses warrant officers is found in the Aviation branch, as the Army

1Lt Eddie Gaston standing in front of Al Faw Palace, Camp Victory, on 1 January 2010 during the Transfer of Authority from Multi-National Force-Iraq to United States Forces-Iraq. (Photo by Lt Edwin Gaston)

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A custom designed tail stand makes working on the six story C-5 tail easy, safe and greatly expedites ISO inspection and maintenance tasks. (Picture by Andre Bowser, 439 AW/PA)

Keeping the C-5 Flying By Lt Col William “Bill” Kountz Maintaining the largest aircraft in the US Air Force inventory can be a real challenge. To improve fleet aircraft availability, the C-5 community took a total force, “Enterprise” approach to tackling the heavy maintenance requirements of this major component of the Air Force strategic airlift capability. One of the major aspects of the enterprise approach involves the Air Force Reserve Command’s Regional Isochronal (R-ISO) Inspection facility at Westover Air Reserve Base, Massachusetts. The 439th Maintenance Group at Westover accepted this task head-on using a total force mix of personnel, AFSO21 initiatives, and hard work to improve production and overall C-5 fleet health. Isochronal inspections consist of a thorough inspection of the aircraft structures and systems at a set interval. The C-5 ISO cycle consists of two minor ISO inspections, one major ISO inspection, two more minor ISO inspections and programmed depot maintenance. The R-ISO initiative took a total force approach to managing the isochronal (ISO) inspection requirements of the entire C-5 fleet that involved 3 R-ISO inspection facilities. The locations selected to complete the ISO inspections are Dover AFB (active duty) and Martinsburg ANB (Air National Guard) for major ISOs and Westover ARB (Air Force Reserve) for minor ISOs. The expected benefits include manpower savings across the enterprise; reduced equipment requirements across the enterprise; and better production due to creating a standardized repeatable process. Regionalization of this operation creates cost benefits through manpower and equipment reductions while improving aircraft availability using focused total force teams perfecting standardized repeatable processes. The manpower reductions are realized by consolidating ISO assigned manpower enterprise-wide to the 3 locations with an overall reduction in total authorizations. Likewise, equipment

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investment was reduced due to 3 R-ISO locations required to have the extensive, custom designed maintenance stands use for R-ISO maintenance. Another point that needs clarification at this time is there are two metrics that will be used throughout the article that are routinely used to define ISO performance. One is fly-to-fly days which are defined as the total number of days the aircraft is on the ground from the last flight prior to ISO and the first flight following ISO. This metric is very dependent on weather, aircrew availability, scheduling and aircraft status prior to ISO input. Like most processes, the R-ISO is measured. The common metric applied to the RISO is the number of flow days. The flow days metric is defined by the first day the ISO dock takes possession of the aircraft until the aircraft is mission capable with a completed pre-flight inspection. The ISO flow days metric is the one that will primarily be used in the article.

I N I T I A L O P E R AT I O N A L C A PA B I L I T Y The first full year of the regional isochronal inspection process started in FY08 at Westover Air Reserve Base. The goal assigned to the unit included incrementally increasing the production rate of 13 ISO inspections per year to the ultimate goal of 26 per year by FY12. The first year goal was to complete 13 ISO inspections without overlapping aircraft. To meet this production rate, the unit established a goal of 28 ISO flow days per ISO inspection. This was an important goal since the past production rate averaged about 50 ISO flow days, and kept 2 and occasionally 3 aircraft down at the same time, negatively impacting aircraft availability. The first step to increase the production rate was to lay in addi-

2010

tional manpower. The Air Force began laying in the additional manpower requirements in the middle of FY07. This manpower came from a total force mix of Air Reserve Technicians (ARTs), traditional reserve personnel on full time orders, active guard reserve (AGR) personnel, active duty Air Force and civil service employees. The process of hiring, training and organizing this diverse group of approximately 70 newly assigned airmen into a cohesive team was one of the greatest challenges during the year. Production wasn’t improving at an acceptable rate even with the increase in manpower and it became evident that increased manpower without clearly structured processes and an organized worksite was not going to improve production. The production rate for FY08 hovered around a disappointing 46 ISO flow days with a fly-to fly (time between last flight and first flight following R-ISO) of 68 days per inspection (See Figure 1).

A view looking from behind an aircraft in the ISO. Stands completely engulf the enormous C-5 “Galaxy” making work at any level or location easily accessible. (Picture by Andre Bowser, 439 AW/PA)

Nearing the end of FY08 the R-ISO team began its Air Force note with great expectations for the coming year. To keep in Smart Operations for the 21st Century (AFSO21) journey. In step with the requirement to incrementally increase the number mid-August 2008, the team completed the first event using the of ISO inspections completed per year, there were 15 inspections Six “S” Evaluation tool to look at the ISO process. The team scheduled for FY09. Factoring in some ISO downtime for workstand maintenance uncovered 34 “just-do-it” recand general facility ommendations to improve upkeep, the team standardization, organization established the goal and, most importantly, safety. of 21 ISO flow days The organization changes per inspection. were estimated to reduce travel time by 50%. One To kick off FY09 the message that jumped out durISO team ran anothing this event was do not er AFSO21 event to underestimate the impact of clean up a major improving the work environissue identified in the ment. Painting, clearly estabfirst event. This seclishing storage areas and ond event focused walkways, and improved directly on composite lighting are just a few safety tool kit (CTK) and and cosmetic changes to benchstock requireestablish more pride in the ments and organizaFigure 1: AFRC Regional ISO Flow Days FY08, (Source: 439th MXS/MXM) worksite. TheR-ISO team tion. The goal was left this first AFSO21 event to streamline the process for tool sign-out and improve the CTK charged up about being able to effect change as owners of their area flow to reduce wait time. The team produced outstanding process. They were ready to show what this team could really results from this event to include a $9,000 reduction in benchaccomplish together. stock overhead, movement of tools and equipment to the pointof-use, organized and restructured the benchstock to improve ease of use, and 22 other “just-do-it” recommendations.

GETTING INTO STRIDE The Westover R-ISO team jumped into FY09 with a new sense of purpose. Although they clearly missed the mark on meeting the 28 ISO flow days goal in FY08, the year ended on a positive

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ond year of the AFRC With an improved work enviR-ISO. First, the last 4 ronment--safer, brighter and aircraft going through better organized--the team was ISO during FY09 were ready to make significant accomplished using the improvements in production. Maintenance Steering The first 4 months saw some Group â&#x20AC;&#x201C; 3 (MSG-3) initial improvements, hitting workcards. This was a an average of 29 ISO flow completely new set of days, but the goal was still not inspection cards based in sight. Although a good on the civilian aviation portion of the hiring was commodel. These workplete, there were still significards dramatically cant vacancies. Many of the changed the inspection new personnel, although expefocus and created some rienced mechanics, lacked Figure 2: AFRC Regional ISO Flow Days FY09, Source: 439th MXS/MXM setbacks in the process ISO experience. The actual that had been created ISO inspection process needed to be synchronized to utilize this larger workforce without them for the legacy workcards. Second, this year marked the first ISO interfering with each other. There were many redundancies and inspection that demonstrated that the R-ISO concept was a true C-5 enterprise operation when the 439th Maintenance Group excessive dead time. completed their first inspection of an active duty aircraft. Once again, this energized team of process owners came together in an AFSO21 event to Value Stream Map the ISO inspecTIME TO PROVE IT CAN BE DONE tion process. With the work environment optimally organized, they wanted to improve the flow of personnel on the aircraft to Motivated by the huge production improvements accomplished accomplish the required workcards in the most efficient order. in the previous year, the Westover R-ISO team went into the This team assembled experts in each of the maintenance Air current fiscal year with high expectations. Once again, to meet Force specialty codes (AFSCs) required in the ISO process. The the requirement of incremental production improvements the Rteam took every step of the ISO inspection process and created ISO was scheduled to accomplish 18 inspections in FY10. Still a step-by-step process aimed to minimize redundancies (mechan- striving to complete these inspections without overlapping airics returning to the same area of the aircraft numerous times). craft and allowing required facility downtime the goal for this Additionally, they wanted to reduce dead time (mechanics not working because other functions were performing non-compatible operations). At the end of this event they believed their new process would reduce the flow by 4 days. The actual ISO flow time average from the previous 12 months was 35 days with the best single aircraft flow being 26 days. So, what was the actual result of implementing the new process? The next 2 aircraft averaged 25 days. In fact, the ISO flow days average for the last ten aircraft accomplished in FY09 was 22 days. Overall, FY09 ended with an average ISO flow time of 24.5 days and an average fly-to-fly of 33 days (See Figure 2). Obviously, the year had seen some significant improvement with a reduction of 20 ISO flow days per aircraft and nearly 50% reduction in fly-to-fly, but there was still work to be done. Of note, there were 2 significant events during this sec-

Standing on the maintenance platform over the forward fuselage looking aft clearly demonstrates the enormous task of performing a thorough inspection of the entire C-5. (Picture by Andre Bowser, 439 AW/PA)

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aircraft on the back-line getting it ready to fly out while simultaneously inputting another aircraft into the ISO inspection process. To test the process of overlapping 2 aircraft, the Westover R-ISO team agreed to accept a 19th aircraft on the FY10 schedule during July. This test will help develop the manpower scheduling process required to accomplish this in the future without increasing ISO flow days.

year was 18 days average ISO flow time. Based on past accomplishments, for the first time, the goal seemed attainable.

The first 2 aircraft of FY10 started off as FY09 had ended, both completed in 22 ISO flow days. With six MSG-3 ISO inspections completed, it was time to examine the new workcards through Figure 3: AFRC Regional ISO Flow Days FY10, Source: 439th MXS/MXM the AFSO21 Value FUTURE EXPECStream Mapping tool. The ISO team gathered the same multi-AFSC group of experts TAT I O N S together to create a process that maximized the number of man- The R-ISO team looks to FY11 and full operational capability in hours being accomplished on the aircraft at one time. FY12 with confidence that future goals are attainable. They Additionally, they wanted to address some coordination and expect to accomplish 22 ISO inspections in FY11 and be ready accountability issues that weren’t going well between shift for 26 in FY12. There is still work to do with manning levels turnovers. Based on the mapping and comparing to past opera- hovering at around 80% with about 30 more authorizations comtions, the team left this event confident they could produce an ing from units standing down their ISO operations in FY11. This final manpower will provide the capability for a third shift ISO in 19 ISO flow days. and solidify the ability to finish one aircraft while inputting The team immediately took the new ISO inspection process and another. There is no doubt this team will meet these and other put it to use. Since implementation of the new process flow, unknown challenges in the future. Westover’s R-ISO has averaged 20 ISO flow days per aircraft with a fly-to-fly of 23 days in FY10. The ISO team completed The total force maintenance team running the Air Force 13 of the scheduled inspections for FY10, with number 14 due Reserve Command’s R-ISO inspection operation clearly demonto roll out mid-July. They actually managed to produce one air- strates what a diverse group of professionals can do when they craft in 15 ISO flow days, with another aircraft meeting the 18 work together toward a goal. The enormous improvements ISO flow days goal. Overall, this year they may not make an could not happen without giving this team ownership of the average of 18 ISO flow days, but they are very consistently hit- process. Ownership combined with AFSO21 training and tools enabled this team to become a benchmark ISO operation. The ting 19 ISO flow days (See Figure 3). work of the AFRC RR-ISO at Westover Air Reserve Base proOutside of the 15 and 18 flow day inspections, the team has a vides direct positive impact to the Air Force C-5 fleet everyday few other accomplishments this year worth talking about. From giving the Combatant Commanders reliable strategic airlift. the beginning, one of the original R-ISO goals, at the enterprise level, was launch the aircraft from the facility onto an Air About the Author: Lt Col William “Bill” Kountz is the Mobility Command tasked mission. This goal was met after Commander, 439th Maintenance Group, Westover Air Reserve Travis AFB flew one of their aircraft from the Westover R-ISO Base, MA. He has an extensive 27 year background in aircraft on a 15-day mission through the USCENTCOM area of responmaintenance with prior assignments as the 482nd Maintenance sibility. The aircrew reported that the aircraft performed outstanding with only one non-mission capable discrepancy during Squadron Commander at Homestead Air Reserve Base, FL and the the mission. Additionally, it is becoming obvious that to com- 911th Maintenance Squadron Commander at Pittsburg Air plete 26 aircraft inspections per year there will be times that the Reserve Base, PA. Before moving to Westover, he was the 301st Westover R-ISO will need to have the capability to work one

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Heading Home By Major Matt Harnly This week we flipped over another month on the calendar hanging in our barracks. To my team, it meant one month closer to redeployment – to me, it marked my twelfth and final month in Afghanistan. I’ve experienced no more memorable assignment than my past year in Afghanistan. As a logistics military advisor, the ability to develop personal relationships with nearly three score of Afghan soldiers and to stand beside their leaders as they achieved new and progressive successes, provided a deep feeling of satisfaction. There were disappointments, of course, such as not being able to discourage obviously bad decisions or uncovering purposefully misleading lies, but overall, building one-on-one rapport, experiencing the natural beauty of Afghanistan, and being embedded in a new and unique culture, carried a lot of weight towards making this a favorable experience. Many military advisors leave this country worn out and soured. I’d like to think I’m not one, but their frustrations are understandable. Grievances and Afghanistan go hand-in-hand--reducing some of our self-imposed sufferings would not be a wasted effort. You may have heard the expression that we haven’t fought 8-years of war in Afghanistan, but have fought eight, 1-year wars. This is a criticism of both the military’s high personnel turnover rate and the continuity inefficiencies it creates. Continuity programs are practiced in Afghanistan and typically involve a five to fifteen day overlap between the inbound and outbound persons. The weakness in this program is its assumption that the incumbent fully understands his/her job and can effectively conduct a turnover. I’ve witnessed one key set of positions at my base change four times in seven months – at some point, both the old and the new persons could do very little to avoid the poor turnover that was going to happen. To become proficient with any job, takes time. To become proficient in a job you’ve never done before takes even more time. As a military advisor, you need to become proficient in a job you’ve probably never done, work with a people whose language you probably don’t speak, whose culture probably differs from yours, and whose true business occurs within a social network of which you’ve very little understanding and less access. Proficiencies in this role begin to manifest between the third and fourth months of a deployment – unfortunately, at the 6-month point, many military either redeploy or are transferred to another duty. My senior ranking non-commissioned officer liked to say he spent more time educating coalition forces (i.e., advisors & staff) on Afghan processes than he did mentoring Afghans. This quip is humorous, but it is not far from the truth. When a local coalition

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Offering recommendations on how to resolve vehicle damages sustained to a half dozen vehicles received from the National Depot in Kabul. (Photo by Matt Harnly)

unit swapped out or when key members in our higher command changed, we spent a lot of time rehashing current Afghan processes and prevalent issues. It served us well to ensure our coalition partners understood the intricacies of the Afghan logistics system, but so much time was spent either training (or learning) fundamental knowledge, that relevant issues could take months to solve, if only because so few people understood the dynamics within the Afghan structure to affect change. My team spent six days a week with our Afghan counterparts. Some of this time was working side-by-side with our Afghans during daily operations, but much was conversing over various issues or topics: these ranged from weekly projects, to operational constraints; from resolving military pay problems, to discipline limitations; and, ofcourse, there was the mandatory chai and discussions about family or health. What I learned through these hours of bouncing conversation was there was a lot I didn’t know about the men with whom we worked and the social networks they navigated to conduct business. The fact that we didn’t fully understand these peo-

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ple and their systems (those processes not documented in policy) created a lot of frustration on our behalf. Coupled with our heavy reliance on translators, circular fact-finding discussions, and culture gaps, identifying root causes for benign issues was problematic. Finding answers to complicated problems was near impossible. For months my team had the words, “To Understand,” drafted at the top of the whiteboard we used to track our weekly agenda. It was an ever-present reminder that before we offered advice, we needed some confirmation we really understood the problem. With high turnover rates and coalition forces perpetually in the learning phase, our ability “to understand” was paramount, if we were to help resolve the important issues. Further, effectively working with the Afghan army required more than understanding the differences between our cultures – it required an “acceptance” of those differences. Our pre-deployment training did a fair job teaching the academic differences between our cultures, but knowledge doesn’t assure compliance. Small achievements don’t garner decorations or promotions and are often by-passed by the novice mentor for the prospects of “great reward through great project.” This is a symptom of our own recognition system and it afflicts not only the novice mentor, but often leadership. Big projects are necessary, but we cannot under value the success of small victories. Socks, for example. Many Afghans wear sandals with their daily attire and don’t wear socks, but when you’re in uniform, you wear boots and not sandals – since you don’t wear socks with sandals, why would you wear socks with boots? Some days, our significant accomplishment is educating soldiers on the importance of wearing socks with boots. Funny? Perhaps. But what are the implications of not wearing socks in boots? Hygiene? Blisters? Did you know that soldiers frequently soak their boots in water to wash out the foot odor? Often, this results in a higher wear out rates on the boots – seams failing – soles pealing – canvas tearing. When the Ministry of Defense projects annual requirements for a 134,000 soldiers, they budget accordingly. They are not pleased when your platoon or battalion goes through twice as many boots, because the soldiers in that unit were repeatedly washing the stink out of their boots due to not wearing socks.

tions for Afghan problems.” Because it is politically unpopular to let Afghans fail, we routinely employ the “just fix it” technique of problem resolution for the Afghan military. This begets a practice where the coalition develops more and more solutions to Afghan problems and the Afghans rely (or expect) more and more on coalition support. Aside from the intuitive implications of this practice (i.e. how can we withdraw from Afghanistan if we are always a crutch), I have witnessed multiple occasions where the Afghan Army refused to solve an issue they were capable of solving. In the end, we (coalition) solved the problem – much, I presume, as was expected by the Afghans. We had a second quote posted on our whiteboard, “It’s amazing how fast the Afghans will solve a problem, when it’s important to the Afghans.” I believe this through and through. With few exceptions, the Afghans are a very capable people, and can (and will) solve problems when it is important enough. I believe we hurt ourselves through the copious application of “just fix it,” and we as a military, and as supportive public, need to accept more Afghan-based solutions, even if it implies some failure. I realize this article doesn’t address any profound or revolutionary issues, but these few areas do create significant stressors for advisors and their leadership. Fixing turnover problems and changing mindsets are not easy challenges to resolve, but any problem can be fixed with time and persistence. I have seen some progress in these areas over the past year, but I’d certainly like to see more. About the Author: Major Matt Harnly is a logistics officer assigned to the Pentagon, Studies & Analysis, Assessment and Lessons Learned Directorate. He has been on multiple deployments into the CENTCOM area of operation and recently returned from a 365-day temporary duty to Afghanistan, where he worked as a logistics military advisor.

Advisors who individually focus on completing big projects are predestined to failure. Turnovers, varying Afghan support, and “emergency” projects levied from leadership sidetrack and kill many major projects. Big projects are absolutely necessary, but we need to culturally accept and employ bite-sized projects – you get them to wear socks and I’ll teach them how to maintain their boots – together, we’ll keep them in-line with the annual budget plan. Little victories. Lastly, I cannot stress enough the importance of employing and enforcing the concept of “Afghan solu-

On-duty, Depot security guards sitting in front of their steel guard shack at 203rd Corps Headquarters, Camp Thunder, Gardez, Afghanistan. (Photo by Matt Harnly)

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Journey of the 451st Expeditionary Maintenance Group By Colonel Robert Hopkins Through the course of time, one seldom gets the opportunity to create an organization from nothing, much less during a war. At Kandahar Airfield, Afghanistan, Airmen from all over the USAF came together as individuals and individual units, united in the purpose to promote democracy in an austere environment to counter the atrocities witnessed on “9/11” in New York City and the Pentagon. These Airmen are the Airmen from the 451st Air Expeditionary Wing. These talented Airmen came to Kandahar not knowing what to expect and holistically executed all facets of existence in a combat zone. In particular, the men and women of the 451st Expeditionary Maintenance Group (EMXG) set amazing records for combat generation throughout the year. How did they set up a maintenance group in combat and execute the mission? They were focused, visionary, set goals and demonstrated leadership. They concentrated on the right things while managing a diverse and complicated fleet. They were able to use all maintenance skill sets, to include contract maintenance. A maintenance culture--of excellence using continuous process improvement to set and establish the highest standards--was developed. The 451 EMXG stood up 2 July 2009 at Kandahar Airfield Afghanistan. We were focused on providing maintenance and munitions support for persistent and powerful airpower presence in the Afghanistan area of operations through the use of world-class: tactical airlift; close air support; Intelligence, Surveillance and Reconnaissance (ISR); Command, Control and Communications (C3); airborne datalink; combat search and rescue; and casualty and aeromedical evacuation capabilities, whenever and wherever needed. The group is responsible for support to over 80 aerial platforms to meet air tasking orders (25K sorties/180K flying hours) for the International Security Assistance Force (ISAF) and the Deputy Combined Forces Air Component Commander (DCFACC). The group is comprised of over 700 personnel in two squadrons (aircraft maintenance and maintenance with maintenance operations flight) 72 FA L L

from the active, reserve and guard components. Civilians, contractors and military personnel make up this great team. We operate primarily at Kandahar, Jalalabad, and Bastion.

451 EMXG VISION/MISSION/GOALS To set the vision right for the year, we focused on “People, planes, processes…Mission-Focused and Right the First Time.” Keeping true to this vision enabled us to get focused, pay attention to what was important: “Professional Airmen providing exceptional maintenance and munitions support, anytime, anywhere.” Throughout the year we kept mission accomplishment at the forefront; developed Airman to their fullest potential; enhanced infrastructure to facilitate maintenance and improve quality of life; managed fleet health to ensure aircraft availability; and fostered joint and coalition relations to maximize airpower and showcase great Airmen. Throughout the year, we were amazed what maintainers did to accomplish the President’s directives to support this operation. Maintainers were always willing and able to support this effort. Great leadership at the home front throughout the years coupled with great training enabled Airman to “step up to the plate and hit the grand slam.” They did it with great ideas, they were very innovative and resourceful; and all the while accomplishing the mission. Knowing they were coming to an austere location, with a long logistics pipeline, they understood change was going to occur. Change in the way they think in a war zone. Change in living conditions and comfort. Change in the way they were going to adapt when dealing with the operational tempo while adhering to fundamental 2010

and core maintenance practices. Those who did not understand this change was happening struggled, and adjusting to conditions and leadership was daunting. As with change, the Total Force (active, guard and reserve components) coalesced into a winning and formidable team. We had deputy group commanders, squadron commanders, company grade officers and chiefs in critical billets from the guard and reserve leading the way in a spectacular and invigorating fashion. Parts of this winning team included contractors from General Atomics, Battle Space, Raytheon and L3. These contractors were simply amazing and were just as much a part of this war effort as any Airman. We were proud they were part of the team. Units and individuals rotating in and out were briefed up front about expectations and held to high standards. They were presented with the challenge and performed higher than the highest expectations.

LEADERSHIP Every unit and individual is unique with their skill set, culture and talent level. Like a baseball farm team, they all have to develop, practice and execute before coming to the big league. When we started this group, we had four different units focused on their individual unit skill sets. We did not have applicable local maintenance governing instructions unique to this area and we were hampered by organizational cultures and differences and applications up-front. To counter and facilitate durable cultural change to bring units into alignment and enforce standards, leadership style and approaches adapted to pace maintenance cultural change throughout the year. We focused on a demanding, tough and consistent approach initially to get units to follow basic Maintenance 101 principles and have everyone on the “same sheet of music.” QA was revamped; teeth were put into the program thereby shaping and enforcing standards. Four different cultures were blended into one maintenance culture--doing the right thing first. Initially, units needed time to adjust to the new leadership vision focused on forging the maintenance culture into a cohesive team across the spectrum of different capabilities and platforms. They were used to getting the “mission done” with limited resources, ramp space, facilities, etc. To create this culture, expectations were set high with standards up-front. We discussed the vision and goals, focused on housekeeping, ramp layouts, capabilities, infrastructure and maintenance basics. Was it hard for maintainers to adapt?--absolutely; however, those who knew what was right, embraced the change with open arms. We had to be more "hands-on" up front in our approaches, but later we delegated more as the span of control grew to over eight different and unique units.

Turnover is normal in the AOR. We had 37 company grade/contract managers swap out in one year. In addition, we had 6 squadron commanders and 5 deputy commanders rotate (3 were planned rotations, 2 were integrated from the Guard to offset an operational requirement to bed down other platforms at another location.) Finally, we had 19 Chiefs rotate as well. With all these rotations, staying consistent on-message; keeping standards; and laying out expectations were the norm. Throughout the year, we used the daily maintenance standup to discuss and teach Maintenance 101 and held units accountable for their maintenance culture. Teaching, formulating and modeling at the collegiate level became the norm. Individual discussions and monthly/weekly officer calls (ad hoc Logistic Officer Association meetings) focused on personnel and professional growth. We also went on “site survey” truck rides around the base to set expectations and clarify points. As for curveballs, there were many throughout the past year; expect the unexpected. We had to deal with a myriad of issues. As the most attacked airbase in the AOR, we had to deal with suicide bombings, rocket and ground attacks. Keeping maintainers focused was an inherent responsibility we took to heart. We had to deal with several Class A aircraft mishaps [mostly Remotely Piloted Aircraft (RPAs)] as well as a battle damaged aircraft, to meet the air tasking order. The long logistical pipeline caused us to prioritize maintenance for low density/high demand aircraft. In addition, working and living on an airfield as a tenant brings additional challenges. NATO had senior airfield authority and the Army had base operating support-integration. Rule changes were the norm and adjustments were made to accommodate the increase in mandated surge operations and single runway operations. We also had to deal with major flooding, hampering our capability in munitions delivery, and impacting sleeping quarters and maintenance operations. To meet these challenges, like President Reagan’s approach to relations with the Soviet Union we had to “trust, but verify.” Communication at all levels was imperative and the norm. Agreements were made at different levels, handshakes were made. However, verifying actions and follow up were the norm to ensure things were getting done in an accurate and timely manner. There were times when the airfield authority forced us to relocate to improve airfield management and layout. There were other issues we had to deal with when faced with any tasking presented to us. Heat in the AOR is a problem not only for personnel, but for our platforms. We have complicated machinery with multitudes of special equipment requiring free

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flowing coolant. With single runway operations, prioritizing aircraft for launch and managing the heat window became an arduous task and a time consuming process for some units. Cramped ramp space and limited storage areas were also concerns. Creating space and storage required vision and creativity with a lot of hard work and sweat from the maintainers. Getting rid of clutter and having a clean ramp became imperative. Whether dealing with the coalition or focused on performing a complex repair, leadership involvement at all levels was paramount in a war zone. However, most importantly for a maintainer in a war zone, is the requirement to focus on our core principles that are inherently “tried and true” throughout the decades. When we instill our belief system and incorporate “Maintenance 101” as our foundational basis to execute our business, we will never fail.

DIVERSE FLEET We had a diverse fleet of fighters, rotary wing, ISR, airlift and C3 assets. Each fleet brings its own skill set and capabilities and yes, challenges. The maintainers that worked these platforms were civilians, active, guard, reserve and contractors. The challenges working on these platforms were numerous and sometimes just complicated. We had many platforms that were high demand/low density (HH-60s, HC-130s, MC-12s, MQ-1, MQ9s) assets. Some assets were one-of-a-kind and required innovative techniques to fix maintenance problems. Managing these fleets involved detailed, hands-on maintenance. Communication is a key principle to ensure platforms were worked and fixed. Communication involving supporting commands, operational command, depots and industry were critical to maintaining a healthy diverse fleet. Curve balls were normal. We would be sent emergency and urgent action Time Compliance Technical Orders (TCTOs) without advanced notification. Procuring the right equipment and kits to complete these TCTOs required oversight, communication and follow up.

thing to do or to manage the fleet to meet the air tasking order. Before a platform is flown to the Area Of Responsibility (AOR), we coordinated with the home station unit to work all the inspections coming due. A good aircraft wash and a thorough scrub of delayed discrepancies were also needed. We also managed and worked the delayed discrepancies in the AOR before the aircraft were sent home. We attempted to not pass off work to the home station. We realized folks at home were busy working other aircraft and had limited manpower while supporting the war effort. We wanted to ensure we were sending a platform, in the best possible condition we could, to the returning unit’s home station.

CONTRACT MAINTENANCE In the past, we have heard horror stories about contract maintenance. Like all stories, there is always 10 percent truth and 90 percent embellishment. Contract maintainers are warriors and were producing amazing and impressive results. The contract maintenance teams we had at Kandahar were right in the mix with us. One night while under attack, one contractor team generated an aircraft to take out the insurgent with little fanfare. They did not hesitate to act…truly impressive…great Americans. Contract maintainers want to give the Air Force top quality products and results. There are governing instructions, directives, and responsibilities for contract maintenance that we all need to know. Some were clear as day; while, others were not so clear. It is the inherent responsibility of the maintenance group commander to have these contracts managed correctly. Believe it or not, there are some organizations that still think the maintenance group commanders are responsible for the care and feeding of these teams but not for their maintenance. Maintenance group commanders are responsible--as the senior maintainer on the airfield, regardless where the platform comes from or who works on them.

Since we put an enormous amount of flying hours on these platforms, we had to manage the phase and isochronal inspections daily. As one would try to prevent overflying the phase hours on any platform, there were times when decisions had to be made to overfly a platform. Yes, we overflew a few aircraft. Yes, we actually flew one on a double overfly. Working with the engineers, depot and lead command during these critical times, overflying or sending a platform into phase early might be the right

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Performance work statements must be read and understood. Quality Assurance Evaluators (QAEs) need to be trained and involved in the daily operations for contract maintenance. Ignoring the QAEs does them a disservice, risks financial liability and punitive consequences for the commander if they are not used. Notwithstanding, throughout the year, contractors changed, contracts were modified for work specifications, and new systems where brought online. Each of these events involved understanding, communication and leadership to ensure we received the best for the Warfighter and our government. Roles and responsibilities were levied on maintenance group commanders and field/company grade officers without any prior training. Program managers and contract officials forced requirements and responsibilities on units to monitor the contracts for new systems. However, folks deployed were not trained in Contracting Representative Officer (CRO) or Functional Commander (FC) responsibilities before they deployed. To prevent training deficiency in the future, it is imperative that commanders ensure line remarks are made highlighting skill sets to monitor these contracts before personnel deploy.

CONTINUOUS PROCESS IMPROVEMENT You cannot fly, fight and win a war without creativity, innovation, critical thinking and leadership from the front (not from behind your desk). We could not have done as well getting this group off the ground and executing our mission in a war zone, if we did not focus on continuously improving our processes and adapting to the ever-changing political, operational and technological landscape presented to us. Continuous Process Improvement (CPI) is an accelerant and change agent in establishing the right culture for excellence in maintenance practices and discipline. We used CPI to get buy in at all levels. Due to the military’s hierarchal organizational structure, many Airman's opinions, thoughts and ideas were seldom heard or raised. CPI allows Airmen to have a voice. The ideas, opinions and thoughts were raised and heard allowing creativity, ownership and easier implementation for change. When they were given ownership, areas and processes were streamlined, sorted, and cleaned, creating a safe operational environment as the standard. With ownership, processes become more efficient and effective. When Airmen cleaned up their areas, they were surprised to uncover things in their work areas. The C-130 unit ordered coveralls for their maintainers. When they 6S'd their

area, they found 50 overalls as well as critical aircraft parts. Another important feature utilizing CPI is the need to focus on important things and processes. Forty six percent of MQ-1 engines in the CAF were rebuilt at KAF. The MQ-1 engine shop was struggling to keep up with the demand of numerous scheduled and unscheduled engine changes and rebuilds. On an average, rebuilding an engine took 4 days. With a lean six sigma event, the process was streamlined to 2 1/2days. When equipment purchased for this process event arrives, engine rebuild will take 1 1/2 days. We had several CPI events using Lean Six Sigma tools to support this war effort throughout the year. We focused on phases, support sections, engine overhauls, ramp layouts and munitions handling equipment. The experiences over this past year have been extremely rewarding to see Airmen from all facets of life assimilate into a lean fighting unit that was able and willing to make contact with the enemy at a moment’s notice to protect Airmen, Sailors, Marines, Soldiers and civilians. Their leadership, vision and ability to continuously improve processes for effectiveness and efficiency on a very dynamic and diverse fleet were not only refreshing, but amazing to see. As it was mentioned to a fellow a group commander recently, “There is a total transformation here. With all the curveballs thrown at your team, I can say I'm unequivocally impressed with all the work, leadership and tenacity that prevailed over the past year. It was truly a pleasure serving your team. They are great Americans. Bottom-line: They done good!” About the Author: Colonel Robert Hopkins is currently the Commander of the 451st Expeditionary Maintenance Group at Kandahar Airfield, Afghanistan.

He leads over 700 personnel

comprised of Active Duty, Guard and Reserve members. He oversees the daily operations of 8 various weapon platforms here in the AOR. Upon his departure from Kandahar, he will be going to 9th Air Force, Shaw AFB, SC.

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Maintenance crews in Kandahar Air Field work around the clock to prepare the MQ-1B predators for their critical intelligence gathering missions. (Photo courtesy Mark Rose)

Kandahar AEF Lessons Identified that govern how we prepare to go to combat zones, and perhaps most importantly, how we chose to support them.

By Lieutenant Colonel Mark Rose Before becoming the AEF deputy MXG at the 451st Air Expeditionary Wing in Kandahar, I was a CAF AMXS commander that regularly prepared and sent aircraft maintenance units to the AOR. Having the opportunity to see the other side of the process was one I eagerly jumped at. Although the lessons identified (as the British call them, instead of lessons learned) aren’t too revelatory in nature, I found there were just too many parallels to ignore from my last sandbox deployment when Operation SOUTHERN WATCH was in full swing. Given that Afghanistan is a far cry from the relatively peaceful existence we knew at KSA’s Prince Sultan Air Base, it’s unfortunate that similar shortfalls still exist. I would like to encourage Loggies at all levels to use the following five points to challenge any preconceived ideas

1. Prepare your personnel, equipment and aircraft completely: To many it seems the taskings are many, the resources to fill them shrink by the day, and often at the base/field level the ‘top priorities’ are just about everything. From Kandahar Air Field (KAF), ill-prepared personnel, aircraft and equipment could mean lost ATO sorties, and that could mean US or coalition ground forces not getting what is often life and death close air support. While home station events like inspections, TDYs and local exercises can be consuming requirements, nothing should rank above supporting Americans in contact with the enemy. Also, the In-Garrison Expeditionary Site Plans (IGESPs) and AOR-given preparatory information should be heeded whenever available. Afghan Maj Gen Sherzai and Lt Col Mark Rose. (Photo courtesy Mark Rose) 76 FA L L

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2. Deployers need to be prepared for the unexpected: As a core aircraft maintainer, I never expected to put together an EMXG Ground Defense Working Group to locate and prepare defensive fighting positions to be manned by maintainers, but it happened. When I went to the Mishap Board President’s course, I did not ever think I would be an Interim Safety Board President for a flying mishap, but I was. I got to learn aircraft I’ve never seen before, worked with coalition forces I’d never previously met, and went ‘outside the wire’ when I thought the possibility of ever doing so was very remote. It continually amazed me how life would change in a second, and whatever priorities we’d been working before were so quickly shoved to the side. 3. Don’t overlay a peacetime rule set on a combat environment: KAF doesn’t have a flying hour program. It receives a combat Air Tasking Order, every day. That ATO governs everything, and making 100% of it is always the objective. There are no days off. Most of the agencies we depended upon worked our requirements with the same urgency as a stateside unit. Requests for contract maintenance clarification went weeks without answers. MICAP Estimated Ship Dates (ESDs) over a year away were sent to KAF without explanation or alternatives. It’s hard when the AOR is running a 5minute mile every day, but the work centers that provide support aren’t at the same pace or share the same mindset. 4. Send the best you have to offer: Requirements for deployed manning documents are imperfect at best, and line remarks have a strange way of disappearing from one rotation to the

An HH-30 Pave Hawk and CH-47 Chinook stand ready for Combat Search & Rescue missions. (Photo courtesy Mark Rose)

next. Nonetheless, it was more than bothersome when a unit tasked to fill a FGO maintenance position thought that a First Lieutenant that hadn’t ever been an AMU OIC could fill it. If we admit that the AEF process makes occasional mistakes, leaders making fill/reclama decisions should strive to send the right person for the job tasking. And, when in doubt, there’s nothing wrong with calling for clarification. 5. The “8,000 mile screwdriver” doesn’t work: There were many instances where the home station would bypass the AEF command structure completely and give direction to units or people deployed to the AOR. Also, AOR contract maintenance can be greatly complicated when the decision makers aren’t in the same hemisphere, easily reachable, or are unresponsive to requests for clarification. Deployed units no longer ‘belong’ to their home station until they get home, and calling constantly for status updates is an unnecessary distraction. We need to do everything we can to make our actively engaged combat forces more effective, safe and lethal. And, it’s not just the logistics system that reaches far and wide to make this happen. At one point or another, just about every Airman plays a role in making this happen, directly or indirectly. These five points are critical in nature as lessons identified are meant to be, but it’s up to us to make them “Lessons Learned.” About the Author: Lt Col Mark Rose is the Deputy Commander of the 451st EMXG at Kandahar Airfield, Afghanistan.

Kirtland’s Maintainers Bulldoze Environmental Challenges to Enable CV-22 Training and Expedite Capability to the Field By Lieutenant Colonel Rob Jackson The 58th Special Operations Wing at Kirtland AFB is home to the Air Force’s first, and Air Education and Training Command’s only, operational CV-22 Osprey unit. The 71st Special Operations Squadron (SOS) is responsible for training the Air Force’s CV-22 aircrew and the 71st Aircraft Maintenance Unit (AMU) is responsible for maintaining Kirtland’s fleet of tilt-rotor aircraft. CV-22 tilt-rotor technology represents a leap forward in aviation, combining the attributes of both a helicopter and a fixed-wing aircraft. The Osprey fills a long-standing USAF and US Special Operations Command (USSOCOM) requirement for long-range, high-speed, all weather, infiltrate/exfiltrate/resupply of Special Operations teams in hostile, denied and politically-sensitive areas. Tilt-rotor technology has been a key enabler allowing rapid movement and resupply over long distances from point of origin to the final objective. Air Force Special Operations Command (AFSOC) will procure a total of 50 Ospreys over the next 7 years, and acceleration of CV-22 fielding is a top priority of both the AFSOC and USSOCOM commanders. Along with accelerated procurement and manufacturing, a key ingredient in rapidly standing up this Low Density/High Demand capability is the training of aircrew, a key mission area of the 58th Special Operations Wing (SOW). 78 FA L L

Kirtland is the front of the “pipeline” for America’s Specialized Airpower. Air Force Special Operations Command needs the 58 SOW to rapidly graduate CV-22 aircrew students in order to synch up with ongoing aircraft fielding and help stand up new units, both CONUS, and soon to be, OCONUS. Moreover, newly graduated Osprey aircrew members hit their units and almost immediately deploy in support of overseas contingency operations. This puts a premium on the timeliness and quality of aircrew training at Kirtland. However, maintaining a complex aircraft in a high altitude desert environment has presented significant challenges that the designers didn’t realize. The 71 AMU has overcome many of these environmental challenges by creatively partnering with industry, the Joint Program Office, and operational units in order to reverse several negative maintenance trends.

THE CHALLENGE The unit has seen total maintenance man-hour per flight hour (MMH/FH) skyrocket from 35 MMH/FH per month to as high as 170 MMH/FH per month mostly due to environmental related maintenance. The cumulative impact has been decreased aircraft availability making it challenging for pilots to meet training requirements.

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KIRTLAND’S AUSTERE ENVIRONMENT New Mexico’s high desert environment mimics conditions pilots are likely to encounter at deployed locations and provides an outstanding opportunity for aircrew to hone their skills in dustout landings. However, these constant dust-out landings are extremely demanding on the aircraft and the maintainers in several ways. First, the engines consume large amounts of dust and sand, causing compressor erosion and low power conditions, which in turn drive frequent engine changes. The average time-on-wing has been just 107 hours. To address this condition, Kirtland maintainers have partnered with Naval Air Systems Command and Rolls Royce to analyze and correct the deficiencies causing these problems. This effort led to implementation of new maintenance techniques, inspections and several engine design changes. Second, the sand and harsh volcanic ash are driving premature erosion on the proprotor blades. This blade erosion drives engineering disposition for repair procedures or often times complete replacement of the blades. To address this issue, Kirtland maintainers have agreed to be the test base for a new HONTEK blade coating. This HONTEK blade coating was successfully demonstrated on Army UH-60s in Iraq. Since implementation of the test, the unit has seen significant improvement in blade life. The unit has taken an aggressive advocacy role in accelerating the fielding of HONTEK blades and repair capability.

and premature wire chaffing. The mixture of oil, hydraulic fluid and soil produces a “sandpaper effect”. This eats through wire insulation as well as metal braided EMI shielding, causing shorts and inducing electrical malfunctions. Obviously, shorts and electrical malfunctions are not a good thing on a fly-by-wire aircraft. Backshop and phase mechanics have initiated several wiring Integrated Process Team (IPT) initiatives. In fact, many new inspection requirements and wire overhaul tasks have been incorporated into scheduled maintenance work cards as well as backshop requirements. Almost 140 man-hours have been added to the phase inspection to proactively address wiring problems. This preventive maintenance has added to the overall phase maintenance package. However, it has paid dividends in reducing the quantity and downtime associated with wiringrelated pilot report discrepancies Finally, the austere environment has driven increased maintenance workload. The dirt, dust and volcanic ash that build up in daily flight operations required austere cleaning inspections after each flight. These austere inspection requirements can add several hours onto a normal BPO/Pre-flight inspection. However, this maintenance is essential to prevent the sand and dirt from clogging up and reducing the operation of aircraft filters, oil coolers, engine rinses, etc.

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Additionally, when blades or engines are replaced, they can generate multiple Functional Check Flight (FCF) attempts in order to perform rotor track and balance operations, along with engine performance diagnostics. Osprey maintainers analyzed the rotor track and balance plus engine vibration trends and, in concert with engineers, revamped procedures to reduce average rotor track and balance and engine FCF time by more than 60%.

A1C Cody Gunter, a flex team member working with the 71 AMU, performs maintenance on a CV-22. (USAF photo Kirtland AFB)

Third, the austere environment has caused significant

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THE IMPROVEMENT EFFORT The unit initiated a CV-22 Aircraft Availability and Programmed Flying Training (PFT) improvement effort. The IPT is an umbrella effort of multiple events, projects and "to dos" to attack CV-22 aircraft availability and improve operations from several perspectives. The key area initiatives were focused to include: the phase inspection process, 35-hour inspection process, CANN-over/rotor track and balance process, BPO/Pre-flight inspection process, FCF process, maintenance training, aircraft wash and flex team augmentation. The IPT started with a HQ AETC Aircraft Availability study published in March 2009 and the team was initially focused inward on AMU operations. However, as the IPT evolved it grew to become squadron, group, wing-wide and eventually encompassed the entire CV-22 fleet. In the phase inspection initiative, backshop maintainers from the 58th Maintenance Squadron (MXS) were trained and took full responsibility for accomplishing phase inspections, a task that was previously performed by 71 AMU. 58 MXS personnel conducted AFSO21 events and effectively trained personnel in new tasks and responsibilities. They zealously worked to streamline the phase process, improve efficiency, decrease down time, and increase repair velocity. In the FCF process, AMU maintainers worked with operators and contract flight crew personnel to analyze and improve FCF crew scheduling. The result was more efficient and effective crew scheduling, aligning FCF aircrew members with the maintenance demands of the AMU, resulting in less downtime and decreased overtime costs. Finally, group-wide personnel from the 58 MXS, 58th Maintenance Operations Squadron and 550 AMU participated in the “flex team” concept. Under this concept, personnel were trained group-wide then “deployed” for 30-day rotations to augment the 71 AMU. Backshop and C-130 maintainers were trained to augment flightline CV-22 maintainers while analysts and schedulers were trained to backfill support section tasks, freeing additional maintainers.

A1C Cody Williams, a flex team member working with the 71 AMU, performs a visual inspection on a CV-22 spline shaft. (USAF photo Kirtland AFB)

been substantial. First, a complete culture change has happened within the 71 AMU. Where the AMU was experiencing low retention rates, today our maintainers feel empowered with a new sense of pride and ownership. Retention is at an all time high. This culture change was achieved through bottom up communication and developing comprehensive improvement plans. This change was recently validated when the AMU achieved an “Excellent” rating in the 2010 HQ AETC Unit Compliance Inspection. Also, through the comprehensive efforts of our IPT, we’ve been able to reduce MMH/FH from a high of 170 MMH/FH in September 2009 to a low of almost 28 MMH/FH by March 2010. In addition, by closely working with the 71 SOS, we’ve been able to improve our PFT performance by creatively scheduling an increased daily maintenance window which provided the opportunity to work delayed discrepancies. In March 2010, the AMU generated the second most flying hours on record since the Ospreys have been stationed at Kirtland. However, the metric that we are most proud of is that a year ago, the wing was nearly 38 days behind in the CV-22 PFT program. Today, through a combined maintenance/operations effort, the 58 SOW is on track producing CV-22 aircrews. In today’s fight, our special operators need the Osprey’s tilt-rotor capabilities and our maintainers are all in, doing what is necessary to overcome daily challenges to deliver when and where it counts. About the Author: Lt Col Rob Jackson is the Commander, 58th Aircraft Maintenance Squadron at Kirtland AFB, NM. He is a career maintenance officer with assignments in Japan, Italy and

T H E F I N A L A N A LY S I S

CONUS. He is a former AF Logistics Career Broadening Officer

Kirtland maintainers have attacked aircraft challenges in creative ways to produce CV-22 aircrew graduates from the training pipeline. The cumulative impact of the improvement efforts has

and Joint Staff Officer at US Special Operations Command. He

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holds five professional certifications including Six Sigma Black Belt and Demonstrated Master Logistician.

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Receive a 15% discount with code 10389XZ11PA.

www.defenselog.com Key Speakers Include:

WHEN: November 30 December 3

Tuesday, November 30: The Synchronized & Interoperable Supply Day ◆ The Defense Medical Logistics Day ◆ The PBL Supply Chain Workshop ◆ The Transportation Logistics & Partnering Day Wednesday & Thursday, December 1&2: Main Program Friday, December 3: The PBL, Maintenance & Sustainment Day

WHERE: The Marriott Crystal Gateway, Arlington, VA THEME: Resetting For The Future Of Logistics

Lieutenant General Kathleen M. Gainey Director for Logistics J-4, THE JOINT STAFF Lieutenant General Frank A. Panter, Jr. Deputy Commandant for Installations and Logistics US MARINE CORPS Lieutenant General Mitchell H. Stevenson Deputy Chief of Staff ARMY G-4 Lieutenant General Janet C. Wolfenbarger Vice Commander AIR FORCE MATERIEL COMMAND

Here’s why Defense Logistics is the one event you can’t afford to miss in 2010:

hear from senior logisticians and policy makers from across DoD and the ✓ You’ll ❑ Services – our leaders give you a comprehensive look into how the new administration has impacted their short-term initiatives and long-term vision.

✓ You’ll create even stronger partnerships with industry leaders whose expertise will ❑ help drive your future initiatives and further extend the enterprise.

✓ And you’ll focus on key successes and lessons learned in OIF and OEF to drive ❑ future innovations and support of the warfighter.

Our specialized program will deliver you the most relevant content over four full days: Tuesday, November 30: Choose From 4 Separate Focus Days Of Content

Friday, December 3: The PBL, Maintenance & Sustainment Day

➔ The Synchronized & Interoperable Supply Chain Day

This day focuses on how PBL and maintenance are delivering dramatic improvements in performance with lower operating costs across the total life cycle. Winning strategies offered by:

➔ The Defense Medical Logistics Day ➔ The PBL Supply Chain Workshop (afternoon only) ➔ The Transportation Logistics & Partnering Day (afternoon only) *If you choose an afternoon only option, you can attend the morning of a full day option. See page 16 for details. Sponsored By:

➔ Rear Admiral Raymond E. Berube, Commander Naval Inventory Control Point Philadelphia, US NAVY ➔ Gary J. Motsek, Assistant Deputy Under Secretary of Defense (Program Support), US DEPARTMENT OF DEFENSE

Vice Admiral William R. Burke Deputy Chief of Naval Operations for Fleet Readiness and Logistics (N4) US NAVY Vice Admiral Mark D. Harnitchek Deputy Commander UNITED STATES TRANSPORTATION COMMAND Vice Admiral Alan S. Thompson Director DEFENSE LOGISTICS AGENCY Alan Estevez Principal Deputy Assistant Secretary of Defense (Logistics & Materiel Readiness) US DEPARTMENT OF DEFENSE Elizabeth (Beth) McGrath Deputy Chief Management Officer, US DEPARTMENT OF DEFENSE Major General Yves J. Fontaine Commanding General US ARMY SUSTAINMENT COMMAND Major General Raymond Mason Deputy Chief of Staff for Logistics US ARMY FORCES COMMAND

Organized By:

Call: 888-482-6012 or 646-200-7530 Fax: 646-200-7535 Email: defense@wbresearch.com Web: www.defenselog.com

Air Force Mortuary Affairs Operations Center Honoring America’s Fallen The Charles C. Carson Center for Mortuary Affairs, a $30 million, 73,000square-foot, state-of-the-art facility became home to the mortuary in October 2004. (USAF Courtesy photo)

By Christin Michaud

In December 2008, the Air Force Mortuary Affairs Operations (AFMAO) Center was created at Dover AFB to organize the Air Force's mortuary affairs programs into a streamlined unit for Air Force families and Air Force leadership and create a single chain of command for the operation of the Port Mortuary for all Services and the Joint community. When AFMAO was activated on Jan. 6, 2009, it combined the missions of both Air Force Mortuary Affairs and Dover Port Mortuary at the Charles C. Carson Center. The Port Mortuary is responsible for the return of all Department of Defense personnel from Overseas Contingency Operations. AFMAO is comprised of the Mortuary Affairs Division, the Operations Division and the Port Mortuary Division, which operates the Nation's sole port mortuary and is the largest mortuary in the DoD.

Once a fallen Soldier, Sailor, Airman or Marine dies, the Theater Mortuary Evacuation Point notifies Human Remains Command, Control and Communication (HRC3). The process of notification within AFMAO begins in HRC3, which collects information on how and where the fallen service member was killed and disseminates the information to others. They also track flight information from the area of operations, to the mortuary collection point, to the theater mortuary evacuation point overseas, and most often through Ramstein AB, to Dover AFB. “We track the entire process from the time we are notified of a fallen downrange to the time the fallen return home,” said Air Force 1st Lt Marti Bernet, HRC3 officer in charge, deployed from Shaw AFB. “C3 has the responsibility of knowing where the fallen is at all times. It is a privilege to be a part of the AFMAO team. I am honored to serve my country in this capacity.”

Air Force Mortuary Affairs and the Dover Port Mortuary had a staff of just 39 personnel. Today, with the combined organization and increased mission, AFMAO’s total-force requirement consists of more than 150 active-duty Soldiers, Sailors, Airmen and Marines, as well as Guardsmen, Reservists and civilians. The mission at the Charles C. Carson Center is also supported by representatives from federal agencies such as the Federal Bureau of Investigation and the Armed Forces Medical Examiner System, who are responsible for ensuring the identifications of the fallen and conducting death investigations. Together, the team of professionals ensures dignity, honor, and respect to our nation's fallen military members and the highest level of care, service and support to their families. The onset of a combined mission meant reorganizing within the facility to account for an increase in personnel, and construction of additional facilities including the Center for the Families of the Fallen. The Department of Defense’s Joint Personal Effects Depot and a Medical Examiner’s office will also be relocated to Dover AFB.

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While the majority of personnel at AFMAO are Air Force, each service has trained mortuary affairs personnel assigned. Respective service liaisons generate a casualty status report once they receive notification from HRC3 and begin preparing a case file on the fallen. Liaisons work with the primary next of kin to coordinate their travel to Dover AFB for the solemn dignified transfer of remains which is conducted from the aircraft to a transfer vehicle upon arrival to honor those who have given their lives in the service of the country. Liaisons work closely with family members and the military or special escort until the fallen leaves the mortuary.

THE

STORY OF MEN AND WOMEN IN UNIFORM

W H O M A K E T H E U LT I M AT E S A C R I F I C E After an 18-year ban on media coverage, Secretary of Defense Robert Gates announced a new policy in April 2009 allowing media to cover dignified transfers with permission from family members. The Primary

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Next of Kin for each fallen service member chooses to have full media coverage, internal media coverage by DoD only or no media coverage at all. Primary Next of Kin who choose internal or external media receive a video recording with photos and footage of the dignified transfer. Public affairs professionals deployed to AFMAO prepare a news release if external media have been approved to cover the dignified transfer and submit it to media outlets across the nation. The first casualty after the policy change was Air Force Staff Sgt Philip Myers. His dignified transfer was covered by 35 media outlets. That was the largest turnout of media coverage since the change, but media have consistently been in attendance for transfers. “A photographer from Associated Press comes to each dignified transfer to allow publications across the country to use photos they may not otherwise be able to get,” explained 1st Lt Randi Brown, Public Affairs officer in charge. The amount of time from when the news release goes out to when the aircraft arrives and the dignified transfer begins doesn’t always allow media outlets from outside the local area to get to Dover in time. LT Brown and her counterpart 1st Lt John Fesler are responsible for explaining the ground rules to reporters and photographers as well as escorting media to the dignified transfer.

DIGNIFIED

the policy changed, there have been more than 600 war fallen and more than 2,500 family members who have made the journey to Dover to witness the return of a loved one. Once the family arrives on the flightline, the dignified transfer begins. The carry team marches out to the aircraft followed by the official party who boards the aircraft. A prayer is offered by the officiating chaplain before the official party assumes their position on the tarmac. The dignified transfer host calls “present arms.” Military members render a salute to the fallen as the carry team donned with white gloves approaches the transfer case and with slow precision, lifts the case then marches slowly, in step to the transfer vehicle and places it inside. The vehicle guide, with deliberate movement, Continued on next page...

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A hot summer day with temperatures soaring above 100 degrees or a freezing winter night with ice and snow doesn’t deter the team of AFMAO specialists from honoring American’s fallen with dignity, honor and respect. On the flightline, preparation begins. Each party involved in the dignified transfer attends a final briefing before the aircraft arrives. The brief is led by Capt Michael Edwards, dignified transfer officer in charge, who is deployed to AFMAO from Beale AFB. The captain oversees the entire dignified transfer process. Simultaneously, the official party, which includes the dignified transfer host, a senior service representative (typically a flag or general officer) and a chaplain, will receive a prebrief in the dignified visitor lounge of the passenger terminal. Once the aircraft lands and customs officials inspect and clear the aircraft, the advance team boards to prepare the transfer cases and ensure the US Flag draped over the case is in order. If needed, a K-loader is prepositioned next to the plane to assist in the transfer. Outside the plane, transfer vehicles and guides are positioned. If approved to cover the event, media set up on scene to document the moment. In the meantime, family members meet at the new Center for Families of the Fallen, a comfortable place constructed for families to wait for the arrival of a loved one. The policy change reversing media coverage brought on an additional change in which DoD began paying for family members to attend the dignified transfer of their loved one if they choose. In the 15 months since

Navy Admiral Mike Mullen, chairman of the Joint Chiefs of Staff, joins Navy Rear Adm. James J. Shannon, commander of the Naval Warfare Center, Army Brig. Gen. Michael T. Harrison, Jr. director, Joint and Futures, office of the Deputy Chief of Staff, G8, Department of the Army, and Air Force Col. Manson O. Morris, commander of the 436th Airlift Wing, Dover Air Force Base, to render honors as a U.S. carry team transfers the remains of Army Capt. Mark A. Garner at Dover AFB, July 8, 2009. (U.S. Air Force photo by Roland Balik)

EXCEPTIONAL RELEASE

Army noncommissioned officer in charge of the preparation of Soldier’s uniforms, has been working in the uniform shop for more than three years ensuring every Soldier’s uniform is perfect. Toro is an Army Reservist deployed from the 311th Quartermaster Company, Puerto Rico. “I will do it for as long as I can,” he said. “It’s the best job I have ever had in the Army. I feel like I’m doing something for servicemembers and their families who await the return of their fallen back home.” Once the uniform is complete, the Dress and Restoration section is one of the final steps in preparing fallen for the departure home. The fallen is dressed in a flawless full service-dress or other uniform selected by the family.

E R : A I R F O R C E M O R T U A R Y A F FA I R S O P E R AT I O N S C E N T E R

closes the door. Guided by a security forces escort, the vehicle then moves the fallen to the Port Mortuary where the staff prepares fallen members for transport to their final destination as determined by the person previously designated in writing by the service member.

P R E PA R I N G

FOR

D E PA R T U R E

Processing begins every morning. Personnel on 120-day rotations from bases worldwide put on their personal protective equipment and enter the processing area to begin. Any remaining jewelry or personal effects are removed from the fallen and inventoried. Larger items are sent to the Joint THE JOURNEY HOME Personnel Effects Depot at While other sections have been Aberdeen Proving Ground, doing their part, the The remains of Army Sgt. Timothy A. David, of Gladwin, Mich., await a until construction of the new dignified transfer as members of the official party deplane and assume Administration and Departures facility at Dover is complete. their position on the tarmac at Dover Air Force Base. (U.S. Air Force section has been processing paperSmall items of sentimental photo by Roland Balik) work and preparing flight arrangevalue are cleaned meticulously ments behind the scenes that will by the personal effects section before being placed in a velvet jewelry bag for the service- bring the fallen to their final resting place. “As the Reverse appointed escort to return to the family. Numbers reflecting Dignified Transfer Officer, I coordinate the transportation of our Dover, the medical examiner and the transfer case are entered fallen to their final destination,” said 1st Lt Kady Rohan, who is into the Mortuary Operations Management System, explained deployed from Langley AFB. “In doing so, I obtain the out1st Lt Amanda Casconi, officer in charge of operations process- bound departure itinerary and notify all parties involved, to ing. The lieutenant, who is deployed from Robbins AFB said include the Squadron Commander that will preside over the certhose numbers are used on tags and stickers printed for the fall- emony, the Branch of Service Liaisons and the military-conen and personal effects. Positive identification is the next step tracted flight service.” Service Liaisons work with the escort in processing and can be done through fingerprints, dental com- that has been appointed to return home with the fallen. Escorts parison and sometimes DNA analysis. A forensic examination are primarily a member of the fallen’s unit, family member or any is conducted to determine the cause of death. Once complete, other individual chosen by the family. The fallen leave as reverently as they arrive. A reverse dignified transfer is conducted the staff prepares the fallen to return to the family. for each of the remains as they depart Dover. “A final transfer Mortuary affairs personnel assigned to the uniform shop begin put- is conducted on the flightline prior to the fallen departing ting a uniform in order with the appropriate awards and medals AFMAO with the utmost honor and respect that we can render once they receive notification of the casualty. Family members to someone who has paid the ultimate sacrifice for his or her select which uniform they want their loved one to wear. Once country,” said LT Rohan. care for the fallen begins, measurements are taken to make certain the uniform fits perfectly. Items are on hand so there isn’t a delay In 2007, the government contracted with Kalitta Air to bring in returning the fallen home. Ribbons and patches line the walls. remains to their final destination. Kalitta Air maintains four An engraving tool allows uniform shop personnel to engrave name small jets at Dover to provide dedicated transportation for fallen tags for service dress uniforms. Army Sgt 1st Class Jimmy Toro, service members and maintains other aircraft on standby. The

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fallen service member being flown home on Kalitta Air is placed in a dignified transfer vehicle and transported to the flightline for the reverse dignified transfer process. Soldiers, Sailors, Airmen and Marines from the local area who are returning home by hearse receive a sendoff from personnel at AFMAO who render a final salute before the hearse departs. In some instances, families contact and request an escort from The Patriot Guard. These riders meet outside the main gate on their motorcycles to lead the hearse from Dover to the final resting place. “It’s a sad duty, but one we feel is necessary,” said local ride captain John Davis. Their mission is to show their unwavering respect for those who risk their very lives for America’s freedom and security.

HONORING

THE

WA R F I G H T E R

The AFMAO mission can be challenging for the team of behindthe-scenes professionals who honor America’s fallen, but they do it with great pride. “The staff is doing a mission that is largely unseen, and that’s the way it ought to be if you are doing it right,” said Col Robert Edmondson, AFMAO commander. From the moment AFMAO receives word of a fallen service member to the time they depart for the final resting place, AFMAO’s team of more than 150 active-duty Soldiers, Sailors, Airmen and Marines as well as Guardsmen, Reservists and civilians ensure dignity, honor, and respect to our nation's fallen military members and the highest level of care, service and support to their families. About the Author: Ms Christin Michaud is assigned to the Air Force Mortuary Affairs Operations Center public affairs office.

U.S. Army Sergeant First Class Jimmy Toro, a mortuary affairs specialist, steam cleans the uniform of a fallen solider during preparation of the dignified transfer of remains process March 31. Sergeant Toro is on his third year-long voluntary deployment assisting the Air Force Mortuary Affairs Operations Center at Dover Air Force Base, Del. The servicemembers in the uniform section prepare uniforms for the fallen and work with military escorts for the dignified-transfer-of-remains process. Sergeant Toro is deployed from the U.S. Army Reserve, 311th Quartermaster Company in Puerto Rico. (U.S. Air Force photo/Staff Sgt. Bennie J. Davis III)

EXCEPTIONAL RELEASE

To Be the Best, You Need to Compete with the Best! By 1LT Danielle Kreger “In today’s challenging maintenance environment, sharpening our skills and finding ways to overcome our skill deficit is key to our future success. Just as Logistics Officers take advantage of our fine professional development organization, maintenance leaders should take advantage of every opportunity to capture the experiences of more seasoned maintenance professionals to enhance operational capability of their units. One way to do that is to encourage our technicians to become part of a professional group like the Aircraft Maintenance Technician (AMT) Society. Second I would challenge each base to send a maintenance team to compete in the AMT Maintenance Skills Competition (MSC) to take advantage of the learning opportunity that is part of their annual competition.”

Team McGuire members, TSgt Lou Monaco and TSgt Matthew Woodward, competing in the Regulatory and Maintenance Technical Publication Research event during the 2010 Maintenance Skills Competition. (Photo AMT Society)

– Col Tracy A. Smiedendorf (62 MXG/CC)

THE COMPETITION Whoever said aircraft maintenance wasn’t fun has never competed in the AMT Society Maintenance Skills Competition. For a second year in a row, AMC teams from three bases - Dyess, McChord, and McGuire, met in Las Vegas, NV to put their maintenance skills to the test against maintenance professionals from across the world, both civilian and military. The AMT Society Maintenance Skills Competition is an annual event held each year at the Aviation Industry Expo. The purpose of the competition is to give, “…teams of licensed AMTs, AMEs, [aircraft maintenance] students [, and] personnel of any country’s

Armed Forces involved in the aircraft maintenance field the opportunity to test their combined abilities against those of their peers.” MSgt Michael Wisniewski (Team McChord, 62 MXS) stated, “It’s nice to put our skills against the civilian side. Looking at the times, we are really comparable. A lot of the civilians have A&P (Airframe and Powerplant) licenses); whereas the Air Force is specialized. “So it’s nice to compare our skills against theirs.” Although the competition events are geared toward the civilian sector of aircraft maintenance, this competition shows that no matter what flavor of aircraft maintenance you perform, the skills associated with providing safe, reliable aircraft are universal.

T H E R E S U LT S Of the 25 teams that entered this year’s competition, six of them

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were US military. In addition to the three AMC Air Force teams, the US Navy sent two and the US Coast Guard sent one. The competition has a military category, which was won this year by Team McChord, with the two US Navy teams taking second and third. While the overall competition winner was not a military team, it is not an unreasonable goal for future competitions. Both US Navy teams did sweep the civilian and foreign maintenance teams in the Cable Rigging event with the two fastest completion times. The events are all judged on completion times, with errors adding more time to the overall event time. Some examples of events include electrical troubleshooting, safety wiring, flight control rigging, and composite material repair. 1Lt Nathan Lucero (Team McCord, 62 AMXS) who is working on planning AMC’s upcoming Air Mobility Rodeo stated that the, Team Dyess coach, MSgt Steven McCabe takes notes as team members (from left to right), TSgt “…Rodeo will have a similar competition with an inOscar Garcia, SSgt Juan Reyes, SrA Mark Reynolds, and SrA Nicholas Elgar change a tire during the hanger atmosphere and timed events similar to what 2010 Maintenance Skills Competition. (Photo AMT Society) we do here.” And the AMC teams agree. “I think it would be a great idea for something like this to be included in the Rodeo competition. It would make the event a lit- real ability to shine.” And it’s that professional mechanical ability tle more interesting,” SSgt Juan Reyes (Team Dyess, 317 AMXS) that this competition is designed to showcase. stated. TSgt Matthew Woodward (Team McGuire, 373 TRS) feels, Whether you’re an AMC Rodeo team looking to fine tune your “this [type of competition] actually showcases your abilities a lot bet- maintenance skills for the upcoming competition, or you’re an airter than [the] Rodeo does. You know you can do forms and inspec- craft maintenance unit just looking for a way to showcase your skills, tions, but the hands on [events], [like] safety wire, show a mechanic’s this competition is a must. For more information about how to enter next year’s competition, visit http://www.amtsociety.org/maintenance_ skills_competition.jsp or contact Kenneth MacTiernan, AMT Society Director and Maintenance Skills Competition Chairman, at jetdr@verizon.net or 619-395-6681. Teams Dyess, McChord, and McGuire look forward to competing with you next spring! About the Author: 1LT Danielle Kreger is currently stationed at Dyess AFB in the 317th Airlift Group.

In her four years at

Dyess AFB, she has been an Aircraft Maintenance Unit Assistant Officer in Charge, the Maintenance Flight Commander, the Quality Assurance Officer in Charge, a deployed Aircraft Maintenance Unit Officer in Team McChord member, MSgt John Broome, competing in the engine troubleshooting event during the 2010 Maintenance Skills Competition. (Photo AMT Society)

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Charge,

and

the

Support

Flight

Commander. This was her second year managing Team Dyess in this competition.

Loggies n

Loggies Deployed n

Loggies Deployed Loggies Deployed

anistan. The licopters in Afgh he g in ad lo un ined C-5M ar E Sharif, locations: Maz The new re-eng te ra pa se o e re ed at th contained carg C-5Ms operat ique load plan un ch Ea . to AB ho (P Bagram my forces. Kandahar, and support US Ar t equipment to ba m co of t or in supp aley) by Lt Jordan He

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The "Victo ry Over A merica Pa after the fir lace" built st Gulf Wa r. It was b one of the ombed on first nights of OIF and abandoned has been ever since . (Photo L t Gaston)

SPRING

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Capt Mike Le wis, 379 EA MXS Opera Deployed on tions Office site survey r, (Photo 379 EAMXS)

ewk for lif Pave Ha G 0 s -6 H an H ntinuity a uring co rs prepare s e n in E ta in . rc a GM Airfield at sea h 451 EMX andahar rve comb K e s t a re p s n to issio cial te is cru saving m units rota e c n photo) a n F te A Main ties. (US ili b a p a c ue and resc

MU OIC 0 AMU OIC, 340 EA Capt Odi Diambra, 34 (Photo ard Aw nth U of the Mo (KC-135s), Top AM 379 EAMXS)

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OIC, 92 EAMU Martin, 4 ie c zalez ra n T o t Cap ard G Sgt Edw S s res to e a rv p e obs he pre panel as a g r from in v te o it rem w transm o fl l e fu ) replace a 492 AMU . (Photo E 5 -1 F n a

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Chapter CrossTalk HINDU KUSH LOA CHAPTER – BAGRAM AF, AFGHANISTAN Submitted by Maj Andrew Huntoon Members of the newly formed Hindu Kush LOA Chapter

The newly formed Hindu Kush Chapter had a busy first couple of weeks as its joint members gained valuable knowledge of USAF and US ARMY flightline operations. First, the 455th EAMXS hosted a flightline tour where members were privileged to see combat operations across one rotary wing and two fixed wing airframes. Members were enlightened on such topics as combat generation, munitions upload operations, and the Joint Tactical Air Request process which ultimately culminates in alert launches.

Next, the chapter had the opportunity to tour the US ARMY’s MQ1C Sky Warrior operation here at BAF. Members were introduced to ARMY flightline maintenance practices to include generation and munitions operations, logistical challenges facing the Sky Warrior, and the Sky Warrior’s role in supporting a Brigade Combat Team (BCT). Events such as these allow our joint members to crosstalk among services, AFSCs, and MOSs to get a thorough understanding of each joint partner’s capabilities in today’s fight. Future ventures are currently in development, to include such topics as US ARMY logistical concepts, the US ARMY ammunition distribution network, and a tour of the busiest Aerial Port Squadron in the world. Stay tuned to the center of it all!

JAMES RIVER CHAPTER– DLA AVIATION RICHMOND, VA Submitted by Capt Kellie Courtland The James River Chapter took ten DLA Aviation Richmond members, civilian and military, to the McGuire VA Hospital in Richmond, VA on 7 July 2010 to visit three injured Airmen. Members presented care baskets and cards to the injured Airmen and their families. The care baskets were donated and built by the DLA Aviation Air Force Customer Facing Division. The Senior Mentor for the chapter, Col Jeffery Meserve, presented Airman Creed “Lifetime Member” shirts to the injured Airmen. He also, presented an Airman’s Coin to AIC David Rogers who has made tremendous progress during his 14 months in recovery. Chapter members were touched by the spirit and motivation

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AIC David Rogers, his Mother Lori, Mr. Reginald Smith & Madeline Diggs from DLA Aviation Richmond

2010

of these recovering Airmen. All three have remarkable stories and are committed to continuing their road to recovery. The James River Chapter is energized to support these Airmen every step of the way. The families of the injured Airmen were very excited to spend time with chapter members and were comforted to know that their Airmen are still important to us and will not be forgotten!

WARRIORS OF THE NORTH CHAPTER – GRAND FORKS AFB, ND Submitted by Maj Srah Williams On 21 Sept, a group of maintainers and logisticians from the “Warriors of the North” Chapter, traveled to Winnipeg, Canada, for a tour of the 17th Wing. Maj Raby, Canadian Forces (CF), provided an overview of the Wing Logistics and Engineering Branch which consists of Telecommunications and Information, Supply, Foods, Air Movement, Transport, Electrical, Mechanical, and Engineering, Refueling, and Construction Engineering. In addition, we toured the Combined Air Operations Center (CAOC). The Canadian CAOC is similar to our Air Staff and acts as the operations center for all Canadian forces. The CF has declined in size from almost 90,000 personnel in the 1980s to just Grand Forks LOA Chapter members visit Canadian Forces over 55,000 today. Personnel deploy on a 30 month cycle for 6 months at a time, most of which serve at Camp Mirage, Afghanistan. Challenges faced in the 17th Wing include 46% manning, 50-year old buildings, and an aging civilian workforce with an average age of 47. The wing is home to 8 C-130E/Hs which are used for SAR and A/R missions. These 8 Herks are a quarter of 32 C-130s across Canada. Aircraft are serviced at one of two depots between Edmonton and Montreal. Maintainers fall into one of three shreds between Avionics, Airframe (E/E, Propulsion, APG), and backshops. Maintenance relies on one supply system for Canadian Forces, Army, and Navy. Benchstock supplies are consolidated in one warehouse to capture daily usage rates instead of individual work stations. The Canadian Forces take snow removal to a new level and call their operation Snow and Ice Control, or SNIC. The “Warriors of the North” were extremely impressed with the professionalism and dedication displayed by our neighbors to the North. Finally, we found it enlightening that the foundation of aircraft maintenance and logistics “across the border” was very similar to our own.

PIKES PEAK LOA CHAPTER – COLORADO SPRINGS, CO Submitted by Mr. Brad Leonard The Pikes Peak Chapter has been busy the past few months. This past spring, we visited Conceal-Fab Corporation, a local antenna concealment manufacturer for the U.S. Government, prime contractors, and commercial wireless carriers. Conceal-Fab shelters do not resemble your typical golf ball antenna shelter radome. These shelters/enclosures provide architectural aesthetics and are able to conceal antennas and items of interest in a way that reduces public interest, detection, and awareness. In essence, they “Hide in Plain Sight.” Continued on next page...

Pikes Peak Chapter mentor Ms. Chris Puckett and others look on as our summer picnic kicks off at Farish Recreation Area.

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We also held our annual summer picnic at the Farish Recreation Area on the west side of the Air Force Academy. Chapter members had a great time of grilling, fishing, and meeting some of our new members. This summer, we plan to offer our first grant to Pikes Peak LOA members and their families. Please check out our new Facebook page, search on Pikes Peak LOA Chapter.

GATEWAY CHAPTER – SCOTT AFB, IL Submitted by Lt Col Kevin Gaudette The Gateway Chapter recently held its annual elections and transferred the reins to the new officers. With the turnover complete, the new officers are turning their attention to the annual summer cycle membership drive, planning the September LOA Golf Tournament, and preparing for the LOA National Conference in October. As always, the Gateway Chapter plans to be in Orlando in full force!

Dan Allgeier shows off his “deadliest catch” from our annual summer picnic at Farish Recreation Area

CROSSROADS CHAPTER – TINKER AFB, OK Submitted by Capt Skylar Quinn The 25th of June saw the culmination of six months of organization and preparation by the Tinker AFB Crossroads chapter with the successful completion of our 2010 annual golf tournament fundraising event. With the help, of our dedicated members, our chapter was able to bring together an event benefitting both the military and the community in the Oklahoma City area. More than 120 people saw our “LOA Crossroads” banner proudly displayed as they showed up in support of our cause. Thanks to those who played in our tournament as well as the help of local sponsorships from companies like Pratt & Whitney, Chromalloy, ICF International, GE, Tinker Federal Credit Union, Northrop Grumman, Battelle, NORDAM, MOOG, and Parker Aerospace we raised enough money to fully fund our local scholarship program, as well as make a donation to LOA National in support of their scholarship efforts. This particular event has realized significant growth over the last few years. Each year our chapter has been able to expand the event and get more involved with the community. As a result we have been able to increase the dollar amount of the scholarships we give to both our military and civilian winners. Top Left: Shotgun start of the 2010 Crossroads' LOA Annual Golf Scholarship Fundraiser Bottom Left: Each year Tinker's LOA Crossroads chapter gives back to the OKC community in the form of two $1000 scholarships

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WRIGHT BROTHERS CHAPTER – WRIGHT-PATTERSON AFB, OH Submitted by Kristina Milentis, Publications Officer The LOA Wright Brothers Chapter promoted education of our defense industry, engaging in two awesome tours this past quarter. The first visit took us to the General Electric (GE) Aviation facility near Cincinnati, Ohio. Up close and personal, we saw GE’s Lean Six Sigma program in action (GE also trains our professionals at Wright-Patterson). Moreover, we visited GE’s F136 (proposed F-35 alternate aircraft engine) assembly line to observe testing and development processes, as well as GE’s Interactive Electronic Tech Manuals design for propulsion systems. An F-35 taxis under the power of GE F136 engines

In our 2nd tour, we visited the National Air and Space Intelligence Center (NASIC). Exceptional shows of the NASIC’s mission, Intel as a Component of a Modern Weapon System, and Foreign Materiel Exploitation. Great job by Mr. Dale Benedetti and Lt Col Kyle Gresham! Stay tuned! The Wright Brothers Chapter is active with some heavy logistics planning for executing its Sixth Annual Golf Outing, our coveted scholarship program fundraiser!

MIDDLE GEORGIA CHAPTER – ROBINS AFB, GA Submitted by Maj Joyce Storm On 7 May 2010, the Robins chapter held its annual golf tournament. The purpose of the event was to raise money for local scholarships benefiting current and future logisticians. Ms. Pamela Reeder, equipment specialist for common avionics, won the $1,000 prize to help further her education at Macon State University. In June, approximately 16 LOA members visited the 116th Air Control Wing’s JSTARS unit, which is a blended active duty and Air National Guard unit. Members received a mission brief covering current unclassified operating statuses and capabilities. The group also discussed topics such as the ability to see moving targets of different size, speed, and composition; and our joint ventures with the Army and other intelligence services. There were discussions regarding the unit’s sustainment requirements, ongoing logistics challenges, and the Total System Support Reliability contract with Northrop Grumman. Afterwards, members received an in-depth tour with aircrew.

Capt Nick Moore, LOA President, presents Ms. Pamela Reeder with a $1,000 scholarship

WASATCH WARRIOR CHAPTER – HILL AFB, UT Submitted by 1Lt Forrest Taylor In May the Wasatch Warriors held their Annual Golf Tournament. Participants representing over 70 local businesses and members of the chapter teed off together in support of the chapter scholarship fund. This year’s scholarship recipients were Mr. John C. Kippen, 309 Missile Maintenance Group, Master Sgt Angela M. Sanders-Crum, 416 Supply Chain Management Squadron, Mr. Zachary J. Pearson, 523 Electronics Maintenance Squadron, Technical Sgt Michael Taylor, 419 Maintenance Squadron. The awards banquet guest speaker was Capt Steven Lyman, Special tactics Joint Terminal Attack Controller for the 561st Joint Tactics Squadron, Nellis AFB, NV. Captain Lyman offered a unique perspective on logistics from the Special Tactics career field. Finally, for our July luncheon we were privileged to host Vice Admiral Alan Thompson, the Director, Defense Logistics Agency. Admiral EXCEPTIONAL RELEASE

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Thompson presented an informative brief on the partnering efforts between DLA and the rest of the DoD as well as shed insight on the outstanding job opportunities available within DLA for Air Force Logisticians.

Vice Admiral Alan Thompson addressing the Wasatch Warriorâ&#x20AC;&#x2122;s July membership meeting

LT GEN LEO MARQUEZ CHAPTER â&#x20AC;&#x201C; KIRTLAND AFB NM Submitted by Lt Col Brian Mikus The Lieutenant General Leo Marquez Chapter is ready to push forward with a plan to rebuild the chapter. Our first goal is to recruit active chapter members. If we can have at least 50% of our members participate in LOA events, then we will be successful. The second goal is to hold a meeting, social event, and educational activity once a month to give our members opportunities to learn and to build camaraderie within the chapter. The last goal is to develop partnerships with five non-DoD organizations. Kirtland has many mission partners, and the chapter can learn a lot from these organizations. The new chapter leadership and sen-

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Milestones COL JOHN BUKOWINSKI

WRITES:

CAPT JOSE MARTINEZ

I retired on 1 July 2010. I am now working for Schweizer Aircraft Corporation (a subsidiary of Sikorsky Aircraft) in Horseheads, NY as their Flight Operations Quality Manager.

LT COL WILLIAM CLARK

WRITES:

I finished a one-year tour in Iraq as the 732 ELRS/CC, and now I’m headed to HAF/A9. The 732 ELRS was deactivated when I left, and I’m honored to have been associated with all the JET loggies who passed through the unit over the years.

MAJ (RET) BILLY GILILLAND

After three awesome years as the Maintenance Training Operations Officer for the Inter-American Air Forces Academy at Lackland AFB, Evelyn, Kevin, Kayla and I are heading westbound to Nellis AFB. I will be working as a Staff Officer for AFOTEC Det 6.

LT COL PATRICK MCEVOY

WRITES:

Two years have come and gone in my stint as Deputy in Misawa. Looking forward to new challenges with Global Strike and the LCAP team.

WRITES:

After two and half years in Oklahoma City, I’ll be standing up a new Division; ARINC Engineering and Technical Services, in Warner Robins, Georgia. I’m looking forward to being in the southland again.

LT COL (RET) JIM MULLIN

WRITES:

Left AFMC/A4 staff for Kandahar Airfield where I am currently the 451 EMXG/CC. Diverse mission with great Airmen making great things happen for the AF every day.

I retired 27 May 2010 at Sheppard AFB, TX and relocated to Eagle River, AK. At my final briefing to trainees I fulfilled a twomonth long promise and did a stage dive and crowd surf with 1,000 crew chief trainees. They asked me to do it months prior...however, I made them wait until the week of my retirement with the condition that they not get into any trouble. They didn’t and here it is: http://www.youtube.com/watch?v=9p0WqThJSew

ELIAS DUNGCA

MAJ MATTHEW PASKIN

COL RICHARD NELSON ER: MILESTONES

WRITES:

Headed to ICAF (class of 2011) after almost 2 years with DLA Troop Support in Philadelphia, PA as Audit Director. Looking forward to returning to the National Capital Region.

After 2 1/2 years at the Air Staff in AF Lessons Learned (AF/A9L) I''ve taken command of the 7 AMXS (B-1s) at Dyess AFB. I hope to see many old friends at the conference this year.

COL CHERYL MINTO

LT COL RODRICK WEBB

WRITES:

I just took command of the 35th Maintenance Group on 1 July and am thrilled to be working with such a fine group of maintainers! ICAF was a great time, but nothing beats being back in the operational Air Force and PACAF! Go Wild Weasels!

LT COL DENNIS DABNEY

WRITES:

Team Dabney has left the beautiful shores of Newport, RI after a wonderful year at Naval War College. We are now at Wright Patterson AFB where I will be the Director of Logistics for the KC-X Program. We look forward to linking back up with the AF family!

CAPT DARREN BRUMFIELD

WRITES:

Moved from Tucson to Abilene ... assumed command of the 7 CMS 7 July. Angela and I love it here in TX.

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WRITES:

After spending a fun year at HQ AFSOC I have moved just down the road to take command of the 33 MXS at Eglin to help beddown the F-35. We are also at the same time forming a triservice and international team so need less to say there is never a dull moment. K

2010

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