Celebrating 50 Years DYNAMICS RESEARCH CORPORATION
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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
EXECUTIVE BOARD President Col Art Cameron president@loanational.org Vice President Lt Col Richard Schwing vicepres@loanational.org Treasurer Lt Col Walter “Ike” Isenhour treasurer@loanational.org Information Officer Capt Deb Perry InfoOfficer@loanational.org Membership Development Capt Stephanie Halcrow membership@loanational.org Executive Senior Advisor Lt Gen Donald J. Wetekam Webmaster/Website Capt JD DuVall webmaster@loanational.org www.loanational.org
THE EXCEPTIONAL RELEASE Editor Col (ret) Kent Mueller editor@loanational.org Assistant Editor Lt Col Lee Levy assteditior@loanational.org Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon pr@loanational.org ER Worldwide Staff Col Mary H. Parker, 39MXG/CC Lt Col Cheryl CA Allen, SAF/AQQM Maj Gene K. Carter, ACSC Student Capt Richard Fletcher, 437 AMX/MOO Capt Paul Pethel, 372 TRS/DO
The Exceptional Release SPRING 2003
Spring 2005
FEATURES Defense Acquisition University: Life Cycle Logistics for the 21st Century Submitted by Bill Kobren . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Maintenance Officer Intermediate Course Submitted by: Capt Tony Lombardo and Capt Jeff Baldwin . . . . . . . . . . .16 Fuels Transformation: Special Purpose Maintenance Skill Set Migrates to Fuels Submitted by Capt Daniel Olmstead and TSgt David Perez . . . . . . . . . .20 Analyze This? Submitted by Capt Christopher T. Joyce . . . . . . . . . . . . . . . . . . . . . . . . . .22 Spares Campaign Flyin' High at Robins Submitted by Capt T. Andre Johnson . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Seeing Things Clearly: Lean Project Gives F-15 Mechanics Clear Picture Submitted by Ms. Holly L. Birchfield . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 It’s All About the Troops! Submitted by Mr. Chris Curtis and 1 Lt Tony Aultman . . . . . . . . . . . . . . . .30 Waste Not - Want Not. Logistics Transformation: The Tactical Level Submitted by Capt Rene V. Alaniz . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Stepping Out of the Comfort Zone Submitted By Sandra I. Erwin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
DEPARTMENTS President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Got Mentorship? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
Graphic Design MMagination, Inc. - Fairfax, VA www.mmagination.com
LOA Archives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
LOA National PO Box 2264 – Arlington, VA 22202
Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46
Issue No. 95 - Spring 2005
Chapter Crosstalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
President’s LOG(istics) LOA Vision: “A Professional organization devoted to promoting quality logistics, professional development of logistics officers and civilians, and an open forum for leadership, management, and technical interchange.” Greetings My Logistics Friends: In previous correspondence, I and others, have talked about the need for professional logisticians to be a member of a professional organization. Whether it's the Logistics Officer Association or some other professional organization, these organizations allow you to further your professional
Col Art Cameron
development by staying abreast of current issues in your area of expertise and by networking with members that have similar interests and experiences. Of course, I'm going to recommend that your professional organization of choice be LOA. LOA has the unique advantage in that we can provide professional development at both the local level
ER: PRESIDENT’S LOG(ISTICS)
through our chapters and at the National Level. Your LOA National Board has had a few months under the belt to set a course for the next couple of years. Let me give you an update on some of the issues we have in the works.
C H A P T E R S U P P O R T: ! Established a National Level Chapter Chairman: Lt Col(s) Tom Miller ! Providing Chapter education material - talking points ! Returning a portion of the National dues back to the local chapters
MENTORSHIP: ! Recruiting additional mentors ! Providing a mentor/mentee game plan (education is the key) ! Putting additional rigor into the mentor/mentee matches
MEMBERSHIP: ! Established a goal of increasing membership to 4,000 ! Reaching out to under represented populations ! Creating life time membership option
C O M M U N I C AT I O N S : ! Webpage--Redesigning to make more customer friendly ! Monthly update--Putting rigor into the communications flow--more succinct, hard hitting, aesthetically pleasing ! ER--Seeking increased membership inputs (Letters to the Editor, “Perspectives” page)
2
SPRING 2005
CONFERENCE (2005): ! Team Robins is bringing together the best conference to date. ! Scheduled great Strategic/Operational/Tactical level speakers ! Located at a great venue - Atlanta's Omni Hotel at the CNN Center
L O A N AT I O N A L E X E C U T I V E T E A M : ! Increased team of National level volunteers to better serve members ! New Civilian, Reserve, Guard, mentor, chapter advisors Your National team is dedicated to making sure LOA is meeting your needs. However, to ensure we're developing this growing organization to best support our members, we need your ideas. Please feel free to weigh in with your thoughts on what's working and what's not. Send any suggestions or ideas on how we can improve this already great organization to me or any of the other members of the LOA National Board. Remember, keep our deployed war fighters and their families in your hearts and prayers! Thanks for allowing me the privilege to serve as your LOA President,
–– COL ART CAMERON PRESIDENT, LOA NATIONAL
EXCEPTIONAL RELEASE
3
Editor’s Debrief
Flexibility…Agility…. Two keys to adapting to the challenges of logistics…right? True to that tradition, Marta and I, and the entire ER editorial TEAM have adapted this edition based on the inputs from LOA authors across the Air Force. We actually intended for this edition to more narrowly focus on Acquisition Logistics as a “shaper” of readiness, but as excellent articles rolled in from enthusiastic authors, we were faced with a choice…share the good stuff with ER readers, or deliver on a more narrow topic. Easy choice… we included more! From the School House at Sheppard, you get a look at the “Seven Level School” for Col (ret) Kent Mueller in one of the UH-1H helMaintenance Officers, the Maintenance Officer Intermediate Course. “Back in the day” I icopters delivered to the Iraqi Air Force. can tell you that the MOIC was a DCM (usually scotch on the breath) screaming at you on grave shift for something that was not controllable…but had caused a jet to go late…sure don't miss that! At any rate, up and coming MOs now can look forward to learning experiences with less trauma, and that is good.
ER: EDITOR’S DEBRIEF
In kind of a follow up to a story we did a while back, another Sheppard contributor updates us on the further evolution of the special vehicle maintenance world. This piece gives us a look at details associated with fuels maintenance, and where in the logistics complex those vital skills and duties are migrating…good stuff. Wright Patterson authors shed light on the efforts and impact of work at the Air Force Research Lab in the human effectiveness realm. In “It's All About the Troops” LOAs get a look at Transformation from a different azimuth, with interesting views of initiatives by the lab focused on the improvement of human performance From Warner Robins, we get a topical view of the ALC activities supporting F15 Weapon System Supply Chain Management. From the flight line all the way up to the Air Staff, we can all benefit from this view of some of the “nuts and bolts” of readiness. For a while there's been a “buzz” about the need for broader understanding wholesale processes, and SCM is certainly one of the key initiatives…we appreciate this input! In another F15 fleet readiness story we get a close up look at one of the LEAN initiatives that is “shaving off” flow days, and improving efficiency on the PDM line at the Depot. This piece sheds some light on the application of LEAN, and its obvious benefits to aircraft availability. On the “far end” of logistics resource wars can be “won and lost” as well, so viewing waste elimination as a transformation issue makes for interesting reading. How systems and materiel “exit the inventory” can either be a cost or a revenue generator. Being an “Enterprise Management” fan, I appreciate this view of better resource management. From Ogden, we get a needed reminder that all our programs rely on good data to ensure programming, budget, and execution success. Back in the ancient old days…remember the screaming DCM… in the field it was driven by the technicians having to fill out AFTO 349s… to document time..the origin of the “garbage in/garbage out” paradigm. This fresh look at F16 sustainment as an outcome of accurate data is good for us all. I've been leading an exciting existence of late as well. I just returned from Baghdad, having delivered the first two UH-1H Helicopters of 16 to the Iraqi Air Force. My Team arrived on the 29th of January, so yes, I was on the ground building up helos on election day, riding the “Rhino Run” to the IZ, chowing at the DFAC, and sleeping in my armor at night. OK this phase of my professional life is supposed to be over… I'll try to throttle back! Anyway, the picture is my combat delivery picture..... Right seat and dangerous over Baghdad...... Fifty feet, 100 knots.... Hoooah! (Actually my pilots wouldn't let me near the controls!) Again a huge thank you to Marta, Col Levy, Col Parker, and the entire editorial TEAM… good stuff… keep it coming, and we'll keep printing it!
––K E N T M U E L L E R 4
SPRING 2005
AND YOUR
ER TEAM
- ATLANTA 2005 Mark Your Calendar for the
2005 LOA NATIONAL CONFERENCE October 10-13 at Omni CNN Center Atlanta, Georgia. Hosted by the Middle Georgia LOA Chapter. 2005 Theme: EXPEDITIONARY LOGISTICS FOR THE 21ST CENTURY Registration opens in June. Interested in Exhibiting? Call Marta: 405-701-5457
got mentorship? Submitted by Brigadier General Arthur B. Morrill III The military, the private sector and others are increasingly relying on formal mentoring to complement professional development initiatives; LOA is no different. Several years ago, LOA began matching mentors with mentees and, to date, LOA has matched over 200 mentors and mentees. This is an impressive start but there are many more LOA members who would benefit from a solid mentoring relationship. Of course, mentors traditionally serve as teachers or trusted counselors for mentees. Regardless the Brig GenArthur B. Morrill III
specific role, most people can identify those who had a significant and positive impact on them. Mentors act as role models, compatriots, guides, cheerleaders and constructive critics. In fact, men-
tors are frequently friends, relatives, co-workers or teachers. Alternatively, they can also be historic or contemporary personalities…but typically, mentors are people that are simply more experienced. A mentor's main role depends on the mentoring relationship's focus. One should seek more than one mentor since no single mentoring relationship is likely to encompass mentoring's three broad purposes. First, career mentoring helps mentees develop the necessary skills to enter or continue on a successful career path. Second, personal development mentoring supports mentees during times of personal or social stress and provides guidance for decision making. Third, educational or academic mentoring helps mentees positively expand their horizons. All of this better equips mentees to deal with daily life-on and off duty. Not surprisingly, mentees are those mentored-but they also provide insights to mentors just as the mentors do for them. A successful mentoring relationship frequently enriches both the mentee and mentor and often contributes to a stronger organizational team. Additionally, we can-and should-mentor ourselves through personal observation, self-study, training and formal education. With self-mentoring in mind, I recommend an addition to your professional library by John P. Kotter and Dan S. Cohen -The Heart of Change: Real-Life Stories of How People Change Their Organizations (ISBN 1-57851-254-9). Kotter and Cohen examine real organizational change to understand how it occurs. They examine actual stories from people in the trenches in various organizations. They point out that while many “…believe change happens by making people think differently, Kotter and Cohen say the key lies in making them feel differently.” Thus, “they introduce a new dynamic-'see-feel-change'-that fuels action by showing people potent reasons for change that spark their emotions.” This emotional connection is often a powerful catalyst that enables heroic acts, outstanding ORIs and true transformation. In short, people achieve great things because they're equipped with relevant training and they're emotionally connected to the organization's vision, objectives, and goals. 6 SPRING
2005
In addition to great examples how change occurs, this book also offers practical tips via an eight-step method applicable to any organization. Speaking of change, in the coming months Lt Col Rich Schwing (LOA Vice President) and I will expand the LOA Mentoring Program, focusing on four areas. First, we'll continue matching mentees with mentors. Second, we'll provide guidance to mentors and mentees on mentoring. Third, we'll enhance LOA Conference mentoring sessions and functional updates and, finally, I'll continue this “Mentoring” column for the ER. Stay tuned for periodic updates on these initiatives. In the meantime, log on to LOA's website, www.loanational.org, and sign up to be a mentor or mentee. As a closing thought, I encourage mentors and mentees to practice diversity in mentoring relationships. If we only seek those who think as we do or who come from similar backgrounds, we limit our growth and the two-way benefit mentioned earlier. Our object is to enable LOA members to be better leaders and followers, and to be more capable and innovative logisticians. Of course, the real point of all of this is no one is on this journey alone. Therefore, I'll be looking for your inputs-on any aspect of mentoring. You can email me at arthur.morrill@pentagon.af.mil.
Brigadier General Arthur B. Morrill III is the Director of Resources, DCS/Installations & Logistics, HQ USAF/ILP.
Well… Not Exactly… But you CAN have this page. Reserve Your Spot Today! Call Marta 405-701-5457.
EXCEPTIONAL RELEASE
7
Perspectives CIVILIAN LOGISTICS PROFESSIONALS By Mr. Edward C. Koenig III There have been times in my 30 year DOD career when I found the ubiquitous slogan “people first” to ring a bit hollow. It appeared to me that too often, as a service, we were not showing the priority inherent in that statement; not putting our money where our collective mouths were. Developmental training was relatively scarce and focused more on leadership/management, as opposed to training the technical skills that define a civilian logistics professional.
Mr. Edward C. Koenig III
However, I am currently quite gratified to see and to take part in correcting that disconnect of words and deeds. Air Force senior leaders, across all functional lines, are in the process of establishing new standards of commitment towards professionalizing our civilian work force as part of the larger Air Force initiative known as FORCE DEVELOPMENT. Current processes for looking at officer, enlisted, and civilian development/resource management needs in isolation are being merged to
ER: PERSPECTIVES
respect our total force concept. As an Air Force civilian, this has many implications for your future. Many GS-15 leadership positions are now boarded and managed at an Air Force level similar to the officer corps. General officer and senior executive positions are being assessed for interchangeability and several positions have been “swapped” already. It would be wrong to pass this off as a passing fad; it's a reality. The Logistics Civilian Career Development Program (LCCEP) has already undergone dramatic change to reflect the precepts of the Force Development doctrine, which you will see reflected in the program's future governance and personnel management processes. The Air Force's cornerstone logistics transformation programs; Expeditionary Logistics for the 21st Century (eLog21), Purchasing & Supply Chain Management, and Depot Maintenance Transformation have elevated logistics skills development to parity consideration with schedule, cost, and quality. Each of these groundbreaking programs are applying considerable effort and resources to developing a more technically proficient work force that also understands (via focused training) their broader role in our agile combat support of the expeditionary Air Force. At some point (as early as FY 2006), you will be a recipient of focused training and coaching to improve your development as a logistics professional, as well as greatly improved career management tools to guide you in designing your own Air Force career. While these programs continue to take shape, you have immediate opportunities to facilitate growth that will lead your preparation to take full advantage of upcoming training and experiential opportunities. An active LOA membership provides a wealth of contemporary experience in the art of logistics methods and access to uniformed professionals only too happy to share their wisdom, experience, and time. Through the Exceptional Release and in your LOA chapters, you have enviable access to information that can play a part in your growth as airmen -- and thus your career. My counsel is to get active in your chapters; invest a little time in the ER when it hits your mail box; and consider signing up for the LOA National Conference which offers one of the most concentrated logistics learning opportunities in the world. Future issues of the ER will document the logistics civilian professional opportunities currently in development. As an active LOA member, you'll have better situational awareness of those opportunities, to the benefit of you and your Air Force.
Mr. Edward C. Koenig III, a member of the Senior Executive Service, is Deputy Director for Supply, Directorate of Logistics and Sustainment, Headquarters Air Force Materiel Command, Wright-Patterson Air Force Base, Ohio.
8
SPRING 2005
Perspectives WHY I LIKE CROWDED ROOMS! By Colonel Duane A. Jones Remember the first time someone asked you for career advice? I sure do. I also remember struggling with the answer, not because I didn't want to help, but because I really didn't know what to say. What does it take to be a successful loggie? Is it just doing your job the best you know how; or, is there something else - a key to logistics leadership success? Prior to September 11th, 2001 I didn't have a good answer; Colonel Duane A. Jones but, over the last three and a half years, one has clearly come to mind: “Know the Other Guy's Job, too!” While “knowing your job” goes without saying, it's understanding and appreciating what your teammates are up against that can raise you from being just good to truly exceptional. Here's how I came to this conclusion: It's late September 2001, and a dozen of us are working out of a 15' by 12' room in the back of the Combined Air Operations Center at Prince Sultan Air Base, Saudi Arabia. This is the CENTAF Logistics Readiness Center and we've got reps from each discipline on the A4 staff. We've got officers and enlisted teammates from: Fuels, Supply, Log Plans, Munitions, Aircraft Maintenance, and Transportation. Just outside the door are our other A4 teammates: Contracting, Medical, Services, and Civil Engineering. It's hot, crowded, noisy, and there's a good bit of chaos and confusion. The mission is to build bases and bed down the forces that are quickly moving from CONUS to a variety of Mid-East locations. There is no plan for an Afghanistan campaign and we're all putting the basing scheme together on the fly. As USAF combat units are identified for assignment to the AOR, we get calls from the CFACC asking us where we recommend he bed them down. We tell him we'll have an answer ASAP and we start asking ourselves questions: How long a runway do we need? What's the ramp space requirement? How much WRM is on hand? What about munitions availability? Fuels? After sorting through tens and twenties of factors we make a decision, call the CFACC, and next thing we know, forces are arriving at the given location. This process continues until we've aligned aircraft and forces at 19 different bases. Is it pretty? No. Does it work? Yes. But there's a story behind the story and it has everything to do with “knowing the other guy's job.” We didn't plan to be in a small, hot, noisy room. It just worked out that way. And those teammates who were just down the hall usually spent a good bit of their time standing in any available floor space within that small LRC as well. No one could talk on the phone without the rest of us hearing the conversation. No one could have any kind of conversation in that room without everyone else listening in. It was the worst of times and then, the light went on and we figured out it was really the best of times. Like it or not, we were coordinating! No one made decisions in a vacuum. You just couldn't make a stupid decision without a dozen colleagues setting you straight. And, as the days wore on, something amazing happened. This forced crosspollination started to bear fruit. Our Chief of Supply started answering phone calls for the Munitions controller when he was out grabbing a sandwich. The Fuels guy answered Aircraft Maintenance questions while the Civil Engineering guy reminded us about Services LIMFACs. This was a beautiful thing! Now to be fair, some in that room were better at understanding their teammates' business than others. When I think back on those who really shined, those who made the greatest positive impact on that operation, it was clearly the ones who “knew the other guy's job.” They made better decisions. They gave better advice. They were the better loggies. And I'll tell you this isn't limited to the deployed environment. Today at Bolling AFB the loggies who are highest on my list are the ones who have branched out and learned what the “other guy” is doing. And to be truthful, this isn't a logistics phenomenon. Anyone who knows their business and has a good familiarity with the business of their wing teammates invariably does better and contributes more to the mission. So now, when I get that career advice question, when someone wants to know what they can do to optimize their chances for professional success, I remember those desert days and tell them: “Know the Other Guy's Job, too!”
Colonel Duane A. Jones was commissioned a 2Lt in 1975. He is a core 21A, and is currently Commander, Air Force District of Washington and Commander, 11th Wing, Bolling AFB, DC. EXCEPTIONAL RELEASE
9
DEFENSE ACQUISITION UNIVERSITY: Life Cycle Logistics for the 21st Century Submitted by Bill Kobren
T
he
Defense
Acquisition
University (DAU) is a
Corporate University for the Department of Defense. With a faculty and staff of 553 personnel,
DAU
coordinates
learning programs for nearly 134,000 DoD Acquisition, Technology,
and
Logistics
(AT&L) employees. Its mission is to provide practitioner training, career management, and services to enable the AT&L community to
personnel throughout their careers (certification
make smart business decisions and deliver timely
training, performance support, communities of
and affordable capabilities to the warfighter. As
practice, and continuous learning solutions). In
such, DAU provides total learning solutions and
FY 2004, DAU graduated 94,845 classroom and
opportunities for military and civilian acquisition
on-line students.
10 S P R I N G
2005
As a customer-centric organization ensuring close proximity to major concentrations of personnel, DAU has campuses at five major regional locations: Wright Patterson Air Force Base, OH; Fort Belvoir, VA; Huntsville, AL; Patuxent River, MD; and San Diego, CA, and also operates satellite sites at such diverse locations as Eglin AFB, FL, Hanscom AFB MA, and Los Angeles AFB, CA. As the DoD corporate university for AT&L training, DAU sponsors curriculum and instructor training to provide a full range of basic, intermediate, advanced, and assignment-specific courses for certification. To expand our reach and on behalf of our customers, DAU established over 90 strategic partnerships and equivalency programs with other government agencies, academic institutions, and industry thereby affording DoD personnel a broad range of opportunities to enhance their career-long learning. Although traditionally associated with acquisition training, DAU is expanding course offerings to the defense logistics community at-large, including sustainment of weapon systems as part of the DoD focus on Total Life Cycle Systems Management (TLCSM). As a result, DAU logistics management curricula encompass the entire system life cycle, including acquisition (design, develop, test, produce, and deploy), sustainment (operations and support), and disposal. In the process, the traditional “Logistician” title, as well as the Defense Acquisition Workforce Improvement Act (DAWIA) certification “Acquisition Logistics” moniker has been replaced with a far broader “Life Cycle Logistician” title. So just what is a life cycle logistician? Glad you asked! According to the Life Cycle Logistics Position Category Description: “Life cycle logisticians are responsible for the planning, development, implementation, and management of a comprehensive, affordable, and effective systems support strategy. Under Total Life Cycle System Management (TLCSM), life cycle logisticians have a principal role during the acquisition and operational phases of the weapon or materiel system life cycle. They assemble and lead a cross-functional team of subject matter experts to ensure that supportability requirements are addressed comprehensively and consis-
tently with cost, performance, and schedule during the life cycle. They plan and develop affordable, effective support strategies to meet goals for operational effectiveness, optimum readiness, and to facilitate iterative technology enhancements during the weapon system's life cycle. Life cycle logisticians plan, develop and implement Performance Based Logistics initiatives as the preferred approach to systems support. Life cycle logisticians support the Program Manager (PM) in negotiating performance agreements and ensure the integration of all support elements to achieve affordability, deployability, supportability, and mobility of the weapon system throughout the program life cycle. They can work directly in a PM Office, in support of the PM, or in other supporting logistics activity offices. Life cycle logisticians' responsibilities include: supportability requirement generation; supportability planning, analyses and tradeoffs; fielding of logistics support elements; and performance of supply, maintenance, transportation, sustaining engineering, data management, interoperability, configuration management, manpower, training, safety, health, security, environmental, and disposal functions in support of life cycle management.” To more effectively deliver and reinforce timely training to the DoD workforce, DAU developed and is aggressively implementing what we call the AT&L Performance Learning Model (PLM) (see Fig 2). Built around the four pillars of knowledge sharing, continuous learning, performance support, and training courses, the PLM lays the foundation for meeting the career-long training and professional development needs of the AT&L workforce in general, and the Life Cycle Logistics professional in particular.
T R A I N I N G C O U R S E S . Training Courses offered at DAU were established as a result of the Defense Acquisition Workforce Improvement Act (DAWIA), which identifies education, training, and experience requirements for all AT&L workforce members by career field and certification level. The logistics curriculum has been completely revamped over the last three years, with the revision of every course offered; addition of LOG 102, Sustainment Management Fundamentals Continued on next page... EXCEPTIONAL RELEASE
11
and LOG 235A&B, Performance Based Logistics courses; and the shift of LOG 203, Reliability and Maintainability and
ER: DEFENSE ACQUISITION UNIVERSITY
LOG 204, Configuration Management courses from DAWIA
learned, and best practices. DAU hosts nine functional communities of practice and sixteen special interest areas as part of the ACC. The most frequently used of these sites is the on-line Logistics Community of Practice (CoP) (Figure 4) at http://acc.dau.mil/simp l i f y / e v. p h p ? I D = 9 9 1 4 _ 2 0 1 & I D 2 = O_COMMUNITY. In addition to training and education information, the site includes policy, guidance, tools, and a wealth of material for community access, including extensive PBL, supportability, and sustainment resources.
If the AKSS and the Communities of Practice sound vaguely similar to the old Defense Acquisition Deskbook that debuted in the mid 1990s and was familiar to many acquisition professionals, it's because they are. According to an article This model shows a simplified representation of the logistics courses required for certification as a life cycle in Program Manager Magazine by Sylwia logistician. At each level, educational and/or experiential expectations must also be met. Gasiorek-Nelson entitled Transitioning certification requirements to “assignment-specific� (available the Defense Acquisition Deskbook: First Release of New DoD as required) status. In addition, to encourage greater enroll- AT&L Knowledge Sharing System Set for Fall 2002: ment in the LOG 235A Performance Based Logistics (PBL)
In March 2002, the Office of the Under Secretary of Defense for
distance learning course, particularly those students from
Acquisition, Technology and Logistics (USD [AT&L]) authorized
industry and those who are not part of the DAWIA workforce,
the Defense Acquisition University (DAU), Fort Belvoir, Va., to
OSD directed the removal of all course prerequisites in 2004.
facilitate the transformation of the legacy Acquisition Deskbook, hosted at Wright-Patterson Air
K N O W L E D G E S H A R I N G . The AT&L
Force Base, Dayton, Ohio, to
Knowledge Sharing System (AKSS) pro-
a new DoD AT&L Knowledge
vides on-line access to a variety of tools
Sharing System. The resultant
and reference materials to support the
system, planners envision, will
DoD workforce. The AKSS, a one-stop
be
a
new
generation
source for DoD AT&L information,
Acquisition Deskbook that will
highlights policy documents, regulations,
provide a more robust and
the FAR & DFARS, CJCS 3170
capable tool for the DoD
Instructions, the interactive DoD 5000
AT&L workforce. From its
series
inception
and
Defense
Acquisition
Figure 4 - DAU Web-Based Logistics Community of Practice
The Acquisition Community Connection (ACC) hosts on-line communities of practice that provide an electronic forum for sharing knowledge, information, lessons SPRING 2005
the
intended to be a centralized
and guidebooks and handbooks, to name
12
1995,
Acquisition Deskbook was
Guidebook, glossaries and acronyms lists, just a few.
in
repository for formal acquisition policy and for the collec-
tion of best practices, lessons learned, courses, templates, recipes, rules of thumb, and other informal/discretionary information used
to implement policy and manage programs. This initiative offered
P E R F O R M A N C E S U P P O R T . DAU personnel also provide
the acquisition community something they had never had before--
Rapid Deployment Training on a variety of topics, including
acquisition information at their fingertips in one location.
PBL and Unique Identification (UID) to name a few. The
DAU's David D. Acker Library supports the University's cur-
logistics department provides PBL support to DoD Services &
ricula and its research in defense acquisitions. Resources
Agencies, including PBL Roadshows and facilitated PBL
include e-books & periodicals, links to military service
workshops at the point of need. Consulting support includes
libraries, and an extensive Learning Resource Center (LRC),
targeted and rapid deployment training, “Ask a Professor�
the latter which includes over 3,100 learning packages in a
queries, research projects, and fee-for-service courses.
variety of multimedia formats including audiotapes, video-
Over the last three
tapes, and CD-ROMs.
years, DAU has com-
CONTINUOUS LEARNING.
pletely revamped its
The
Continuous
logistics curriculum,
Learning Center offers con-
expanded education
tinuous learning opportuni-
capabilities
ties designed to maintain cur-
capacity,
rency and help employees
focused on providing
meet the DoD requirement
timely
to complete 80 hours of con-
focused training and
DAU
changes transforming
modules covering a myriad of
the
Depot
Partnering,
DLA Support to the Program Manager, PBL, Force-Centric Logistics Enterprise (FLE), and Reduction in Total Ownership Costs (RTOC) to name a few. New modules are constantly being added, with modules on Designing/Assessing
customer-
to facilitate the rapid
2005, there were 89 training
Maintenance
is
at the point of need
years. As of early February
including
and
performance support
tinuous learning every 2
topics,
and
Life
Cycle
Logistics career field. These integrated logistics management learning resources are available for the entire DoD workforce, and you are encouraged to take advantage of all of the resources DAU has to offer.
Supportability in DoD Weapon Systems, DMSMS &
Bill Kobren is Sustainment Program Director at Defense
Obsolescence, and Packaging currently in work. Additional
Acquisition University at Ft Belvoir VA. He retired from
information can be obtained at http://clc.dau.mil/kc/no_login/
the Air Force in 2003 after serving 21 years as an air-
portal.asp?strRedirect=LC_CIA.
craft maintenance officer in multiple wing and headquar-
In addition, DAU also hosts and participates in a variety of public forum events, such as conferences, symposia, and expos
ters assignments in Tactical Air Command and U.S. Air Forces in Europe, and program office assignments as an
that promote learning and offer continuous learning opportu-
acquisition logistics officer in Air Force Materiel
nities, including hosting the annual Program Manager's
Command. Bill has been a member of LOA since 1985.
Workshop, the DAU Alumni Association Conference, and
He can be reached at bill.kobren@dau.mil. K
the annual PEO-SYSCOM Conference.
Continued on next page...
EXCEPTIONAL RELEASE
13
DAU LOGISTICS COURSES LOG 101
ER: DEFENSE ACQUISITION UNIVERSITY
Acquisition Logistics Fundamentals (Certification) ! 25 Student Hours ! 60 days to Complete ! Web-Based Distance Learning - Acquisition logistics role in the system acquisition life cycle - Acquisition logistics role in system engineering processes - Operational requirements identification - Life cycle costing - Sustainment logistics - Supportability analyses - Contracting - Contractor support - Ten elements of logistics support LOG 102 (OCT 04) Systems Sustainment Management Fundamentals (Certification) ! 5 Student Hours ! 60 days to Complete ! Web-Based Distance Learning - Enterprise Business Environment - DoD Logistics Organizations - Policy/Driving Ideas/Directions - Performance Based Logistics - Public-Private Partnering - Life Cycle Reduction of Total Ownership Costs (RTOC) - Supply Chain Management (SCM) Concept and SCM Definitions and Perspectives - Logistics/Supply Chain Structure - Supply Chain Operations Reference Model - Plan Supply Chain - Plan & Source Inventory - Maintenance Role In Supply Chain - Maintenance/Supply Interface - Deliver-Order Processing & End-to-End Distribution - Material Return - Supply Chain Performance - Enabling Technologies - Supply Chain Quality Management - Environmental Considerations LOG 201 Intermediate Acquisition Logistics (Certification) ! Hybrid Course ! 60-Hour Distance Learning AND 5-Day
14
SPRING
2005
Resident Course ! Application- and Tool-Based with Cases and Exercises - Systems Engineering and Supportability Analysis - Market Research - Modeling & Simulation - Life Cycle Costing - Supportability Strategy Development - Test and Evaluation - Contracting LOG 203 Reliability and Maintainability (R&M) (Assignment Specific) ! Web-Based Distance Learning ! 60 days to Complete - Reliability and Maintainability (R&M) Overview - R&M relationship with supportability - Translating user requirements into qualitative and quantitative R&M parameters - Using R&M predictions in developing support requirements - R&M testing and risk management - Impact of manufacturing variability on field reliability LOG 204 Configuration Management (CM) (Assignment Specific) ! 5-Day Resident Course ! Application- and Tool-Based - CM Requirements during life cycle - Configuration Identification - Data Management - Configuration Status Accounting - Audit and Verification - Configuration Control - Software Configuration Management - Performance Metrics - Planning and Managing a CM Program LOG 235A Performance Based Logistics (Certification) ! 50 Student Hours ! 60 days to Complete ! Web-Based Distance Learning - Performance Based Logistics Tools & Processes - Reliability, Maintainability, Supportability - Supply Chain Management - Configuration Management - Commercial Military Integration
- System Support Options - Business Case Analysis - Continuous Modernization - Enterprise Integration LOG 235B Performance Based Logistics (Certification) ! 5-Day Resident Course ! Case-Based and Practical Exercise - Commercial Military Integration - Business Case Analysis - Continuous Modernization - Supply Chain Management - System Support Options LOG 304 Executive Life Cycle Logistics Management (Certification) ! 9 Day Resident Course ! Case Based and Practical Exercise - Emerging Concepts - Evolutionary Acquisition - Systems Engineering - Performance Based Logistics - Metrics - Performance Agreements - Management/Oversight - Best Value - Business Case - Reduction in Total Ownership Cost (RTOC) - Force-Centric Logistics - Technology Insertion - Environmental Policy - Interoperability Enrollment in DAU courses is easily done on-line. Details on these requirements are available in the on-line 2005 DAU Catalog at http://www.dau.mil/catalog. You can find all service application links at http://www.dau.mil/registrar/apply.asp. The Air Force registers its own military and civilian employees. DAU has no visibility on your application until the Air Force registers or “wait lists� you. Additional information can also be found at http://www.safaq.hq.af.mil/mil/career/. You can also call or e-mail the Air Force Acquisition Training Office (AFATO), Randolph AFB, at DSN 487-6580 or Commercial 210-652-6580, FAX DSN 4871348, Comm FAX 210-652-1348, or via email at ACQ.NOW@randolph.af.mil.
MAINTENANCE OFFICER INTERMEDIATE C O U R S E ... A Seven-L Level School for Maintenance Officers! Submitted by Capt Tony Lombardo and Capt Jeff Baldwin Most of you may know by now that there is a Career Field Education and Training Plan (CFETP) for Aircraft Maintenance (21A) and Munitions Maintenance (21M) Officers. Did you know there is also a new formal course for 21As and 21Ms that is required by those CFETPs? Did you also know that for many of us, this is a critical step in order to wear the senior level badge? Did you also know that failing to attend one of those two courses will prevent you from getting the opportunity to compete for squadron command? The course being referred to is the newly developed Maintenance Officer Intermediate Course (MOIC). MOIC was designed to provide future Maintenance Operations Officers with the necessary tools to prepare, execute, and sustain maintenance combat operations. MOIC's focus is the understanding and application of sound maintenance leadership and principles, whether deployed or in-garrison. As of 1 Dec 04, MOIC has graduated over 100 maintenance officers; 225 are projected to come through the school house doors during FY05.
HISTORY In 2001, senior maintenance leadership decided to fill a longstanding gap in maintenance officer professional training and development. AF/ILM staff envisioned an advanced mainte-
nance officer course that would ensure all maintenance officers at the mid-point of their career achieved a certain higher level of knowledge. In November 2001, a Utilization and Training Workshop (U&TW) initiated course development for MOIC, then called the Intermediate Maintenance Officer Course (IMOC). The course went through several iterations throughout initial development. In March 2004, the first MOIC class was taught. The inputs from the course validation, consisting of three classes, were discussed at the subsequent U&TW in June 2004. Through the U&TW process, the command representatives made significant revisions to the MOIC curriculum. In Oct 2004, the newly revised course was brought on line.
C U R R E N T S TAT U S MOIC is an AETC course that falls under the Aircraft and Munitions Maintenance Officer Courses umbrella and is taught at Sheppard AFB, TX. It is taught in the same distinguished halls where new maintenance officers take the Aircraft Maintenance Officer Course (AMOC) and the Munitions Maintenance Officer Course (MMC). MOIC's 15 academic-day (3-week) curriculum spans a wide variety of topics. The course material was developed to address three broad areas any warfighter will be involved with, be it at home station or at a deployed location: Prepare, Execute and Sustain.
Photo: SHEPPARD AIR FORCE BASE, Texas -- Staff Sgt. Kalaeone Needham (center) has students Airman Ryan Ross (left) and Airman 1st Class Sakawa Ogega point out F-16 Fighting Falcon parts during training here. (U.S. Air Force photo by Airman 1st Class Jacque Lickteig)
16 S P R I N G
2005
The material taught and discussed in class is reinforced through visits to the Oklahoma City Air Logistics Center (OC-ALC), an American Airlines repair facility, and a Lockheed Martin assembly plant. These trips provide MOIC students with a look at state-of-the-art depot and commercial maintenance practices. These tours also give students an outstanding look at aircraft acquisition and sustainment in action from many different perspectives. Hands-on exercises add validity to many of the lessons. Students make corrections to erroneous CFETPs, calculate quantity distances for an ammunition site plan, and review forms prior to signing off an exceptional release. Of course, there are a few more highly beneficial exercises, but it is better to save a few things as a surprise for the students!
MOIC SUBJECT AREAS ! AFMC ! Key aircraft/munitions air logistic center directorates ! Program managers ! Contractor Supported Weapons System (CSWS) ! Personnel Readiness ! Manpower ! Manpower Modeling ! Status of Resources and Training System (SORTS) and AEF Reporting Tool (ART) ! Training ! Special Certification Roster (SCR) ! Officer/Enlisted upgrade training requirements ! Maintenance Operations Officer (MOO) responsibilities
One of the most valuable tools to the class is the crosstalk among maintenance officers with extremely diverse experiences. Maintenance officers love to share their experiences and give their expert opinion on just about every issue. The MOIC staff has capitalized on this by requiring students to provide a formal briefing on their base's mission and a separate briefing on a process improvement from their base that other bases could benefit from.
! Budget ! Budget process
Finally, a formalized relationship with AMMOS has been established so that we ensure the MOIC curriculum closely follows that of AMMOS into the future. The curriculum will not be completely identical, as AMMOS is 13 weeks, compared to 3 weeks with MOIC. The MOIC staff strives, however, to incorporate as much of AMMOS as possible, while still meeting the guidance provided by the 21A and 21M functional managers during the U&TWs.
! AF Occupational Safety & Mishap Prevention Operations ! Environment Safety Occupational Health Compliance Assessment and Management Program (ESOCAMP) ! Safety investigations and report requirements ! Mishap prevention programs ! Military Munitions Rule (MMR) and munitions storage rules ! Explosive safety and quantity distance fundamentals
Continued on next page...
! Supply/Acquisition Process ! Contracting applications/rules ! Regional Supply Squadron (RSS) in contingency operations ! Munitions allocation and reporting ! Process for buying/repairing items to support air operations ! Defense Logistics Agency (DLA)
! Process Improvement ! Process improvement initiatives currently used in the field ! Quality Assurance ! Forms ! Aircraft forms and critical information necessary to perform maintenance management actions ! Analysis ! Air Force Repair and Enhancement Program (AFREP) and Intermediate Repair Enhancement Program (IREP) ! Tools maintenance analysis can provide to maintenance ! Metrics ! Operations ! Maintenance and operations requirements to fulfill a wing's mission ! Maintenance Processes ! Generation/regeneration processes
MOIC Officers receive a detailed explanation of engine depot maintenance during a class visit to the American Airline's Alliance Field facility. (USAF Photo courtesy of Sheppard AFB)
! Deployments ! In-Garrison Expeditionary Site Plans (IGESPs) and Expeditionary Site Plans (ESPs) ! Readiness Spares Packages (RSPs) ! Deployment tasking process ! Host-nation support agreements ! Concept and resources available to support AEFs ! Centralized Intermediate Repair Facilities (CIRFs) ! Expeditionary site surveys
EXCEPTIONAL RELEASE
17
FUTURE
ELIGIBILITY
With MOICs newly found center of gravity, the staff are heavi- All 21A and 21M officers with a commissioned date after 1 ly focused on near-term improvements that will continue to January 1997 are required to attend either MOIC or AMMOS. enhance the curricuIt is important to note that graduatlum. Before finalizing ing from MOIC will not prevent you the latest revision, from attending AMMOS. In fact, one of the MOIC three MOIC graduates are scheduled instructors recently to attend the January 2005 AMMOS went TDY to Nellis class. This course (or AMMOS) is a AFB to do a curricuprerequisite to wear the senior level lum comparison with maintenance badge and to be selectAMMOS. The visit ed for squadron command. Currently, provided the MOIC 6-8 year captains are the target audistaff with a venue of ence. Functional managers at each parity that will command should be in contact with ensure curriculum officers who are in the window of eliitems shared by both gibility. The MOIC staff would be A recent MOIC class visits the 654th CLSS at OC-ALC. (USAF photo courtesy of Sheppard courses contain the happy to answer any questions you AFB) same focus. In fact, have about the course. the MOIC staff is in Recently a link was added to the AMMOC web site, the process of incorporating several ingenious exercises taken https://webm.sheppard.af.mil/82trg/AMMOC/index.htm, which straight from AMMOS. Also, a MOIC instructor was competicontains information to help you when preparing for MOIC. tively-selected to attend the January 2005 AMMOS class, further The long-term goal is to develop a website that will include strengthening the connection between the two courses. study guides, helpful maintenance links, and other pertinent The MOIC staff is also restructuring the tour of OC-ALC. The material. The MOIC staff looks forward to seeing you or one of OC-ALC is aggressively working with MOIC to specifically tai- your maintainers in a future MOIC class! lor the tour for mid-level maintenance officers. A few planned items on the agenda are to visit an Item Manager to discuss parts Capt Tony Lombardo and Capt Jeff Baldwin are both issues, visit the CLSS, and look at the Lean initiatives the ALC instructors of the Maintenance Officer Intermediate Course is undertaking.
(MOIC) Sheppard AFB, TX. K
Bringing in functional experts to teach contracting, manpower, and pilot training requirements has also been discussed to further enhance those areas. In fact, operator training requirements and their impact to maintenance was taught to the December 2004 MOIC class by the 552nd Operation Support Squadron scheduling officer. The students greatly benefited by hearing from an officer who does the job now and was able to speak to their concerns from a unique perspective. Since the re-write of the course, the feedback from the students has been very positive. Not only have they learned much from the course curriculum, but the students have learned much from each other. The MOIC staff is focused on continual improvement of the course to keep up with changes in the field and improve the overall quality of the information being taught.
18 S P R I N G
2005
MOIC class 041026 in front of a 777 engine at American Airlines during a recent visit.
FUELS TRANSFORMATION: Special Purpose Maintenance Skill Set Migrates to Fuels Photo: SSgt Sebastien C. Goillandeau, an instructor from the Fuels Schoolhouse, is doing a functional check on a R-14. An R-14, or Air Transportable Hydrant Refueling System is a piece of FMSE, equipped with two 50,000-gallon standard fuel bladders, a multifuel diesel engine, filter separator, pressure controls, hoses, nozzles, and adapters to create a selfcontained aircraft refueling system.
Submitted by Capt Daniel Olmstead and TSgt David Perez An obvious part of generating a sortie is the need to be refueled. However, what is not always so obvious are the folks who do the refueling, the 2FOXI Fuels career field (Fuels). These valuable men and women often are dealt a difficult hand trying to maintain clean, dry fuel for the USAF's aviation needs. They are much more than just gas station attendants, although they are responsible for base ground products for all government owned vehicles. However, their primary responsibility is to provide for all aviation fueling needs and when they are dealing with numbers in the tens of thousands, hundreds of thousands and sometimes quantities of millions of gallons, the job is not only impressive but vital in carrying out USAF missions. With this in mind, on 23 July 2004, the ILG with the aid of an Air Force Logistics Management Agency (AFLMA) report results, determined a move to increase the self-sufficiency of the career field was in order. The responsibility for maintaining and repairing pumping systems was migrated from the 2T3X2B, Refueling Maintenance (RFM) career field to the Fuels career field. From January 31st through 4 February 2005, HQ AETC held
Aviano Air Base, Italy -- F-16 Fighting Falcons are lined up at for refueling between sorties. (U.S. Air Force photo by Staff Sgt. Mitch Fuqua)
a site visit to the Fuels Schoolhouse at Sheppard AFB, Wichita Falls, TX to determine what would still be needed by the schoolhouse in order to start this new training. A modified version of the terminated RFM basic course will become a Special Experience Identifier (SEI) used to train Fuels specialists. The Fuels Mobility Support Equipment (FMSE) SEI 387 requirements will no longer exist and the FMSE SEI course subject matter will be adapted/taught in modified Fuels Apprentice and Fuels Craftsman courses beginning in February 2005. An enormous benefit to this skill set migration is that instruction will incorporate maintenance and repair of FMSE. Previously only the Fuels SEI course trained Fuels folks on the operation of the An airman inspects a gauge that indicates the operational status of the fuel system. (U.S. Air Force photo by Tech. Sgt. Michael D. Morford) equipment, there was not a formal course for the Refueling Maintainers to learn how to service these invaluable pieces of equipment. Often the first time an RFM troop got hands on experience on a piece of equipment was in a deployed environment. With this training, Fuels troops will be more efficient at deployed locations. Preliminary instructional efforts will focus on the transition/training the 125 RFM personnel from bases worldwide to become fully integrated POL troops. The training will be through a modified Fuels Apprentice Course. The projected course length is 149 instruction hours spanning over a 19-day period. The conversion course will begin October 2005 with approximately 12 students. The target start date for the new SEI awarding course is also October 2005; however it is a new course being developed, so the start is an approximate at this time. It will consist of an estimated 265 instruction hours encompassing a 30day period with approximately 12 students per class.
SSgt Michael Boyko, an instructor from the 345 TRS DET 1 at Port Hueneme, is teaching students on an R-11, Refueler. The R-11 has a 6,000 gallon fuel capacity and is the primary refueler for servicing aircraft.
Three instructors' positions have been marked for this venture. At present an RFM instructor from Port Hueneme and an experienced RFMer with extensive FMSE maintenance experience have volunteered to PCS to Sheppard AFB to teach this course. Such PCS moves will provide necessary continuity/expertise needed for the course development. A volunteer from the field will be solicited to fill the third position.
The decision has been made with a lot of thought and study and it is up to all involved to see that the new SEI initiative is successful. The bottom line is that this changing of responsibilities should improve the Fuels communities' ability to support the warfighter during deployed operations and that in turn helps the entire Air Force.
Capt Daniel J. L. Olmstead is the Deputy Chief, Programs and Integration Section at HQ AETC, and TSgt David J. Perez is a Command Fuels Human Resoures & Equipment Manager at HQ AETC. Acknowledgements: The authors would like to thank the 366 TRS/TFF “Fuels Schoolhouse� for all their hard work in establishing the new SEI and for their contributions to this article. K Aviano Air Base, Italy -- F-16 Fighting Falcons are lined up at for refueling between sorties. (U.S. Air Force photo by Staff Sgt. Mitch Fuqua)
EXCEPTIONAL RELEASE
21
ANALYZE THIS?
Submitted by Capt Christopher T. Joyce
E
AUTOMATED MAINTENANCE SYSTEM (CAMS)
VERY DAY THOUSANDS OF ENTRIES ARE MADE INTO MAINTENANCE AND SUPPLY DATA SYSTEMS BY
SIONALS.
HAVE
AF
LOGISTICS PROFES-
YOU EVER WONDERED WHAT HAP-
PENS TO ALL THIS DATA ONCE IT ENTERS SYSTEM”?
ACCORDING
“THE
TO ONE URBAN LEGEND IN
MAINTENANCE, THE MOST IMPORTANT REASON TO
“TAKE
TIME” IS TO PROTECT YOUR MANPOW-
ER…ANOTHER COMMONLY HELD VIEW IS THAT IT SIMPLY GIVES THE DATA INTEGRITY FOLKS SOMETHING TO DO, AND UNTIL
CAMS
THE POINT:
“THE
IS DONE.”
THE
SHIFT DOESN'T END
BOTH
OF THESE MISS
VAST AMOUNT OF DATA
ENTERED INTO SYSTEMS SUCH AS THE
CORE
AND ULTIMATELY INTO THE
RELIABILITY
AND
MAINTAINABILITY INFORMATION SYSTEM (REMIS)
HELP THE
F-16 SUSTAINMENT GROUP
AND ITS ENGINEERS AT
HILL AFB
IMPROVE THE
RELIABILITY AND MAINTAINABILITY OF THE
VIPER. IT
IS ABSOLUTELY ESSENTIAL FOR MAN-
AGERS AND TECHNICIANS AT ALL LEVELS TO ENSURE THAT ACCURATE AND DETAILED INFORMATION MAKES IT INTO THESE DATABASES BECAUSE THIS IS THE CORNERSTONE OF TREND ANALYSIS WHEN IT COMES TO TY.
THOSE
F-16
SUSTAINABILI-
KEYSTROKES HAVE A DIRECT LINK TO
OVERALL FLEET HEALTH BECAUSE THAT'S HOW TRENDS ARE IDENTIFIED AND DEALT WITH.
Photo: OPERATION IRAQI FREEDOM -- Crew chiefs marshal F-16 Fighting Falcons toward parking spots at a forward-deployed location in Southwest Asia. Airmen and aircraft from Hill Air Force Base, Utah, are currently deployed supporting Operation Iraqi Freedom. (U.S. Air Force photo by Master Sgt. Terry L. Blevins)
22 S P R I N G
2005
Would you believe that 70% of all maintenance and supply
another reason to focus on accurate data input should be read-
documentation involving Work Unit Codes (WUC) is erro-
ily appreciated: Inaccuracies have the potential to generate a
neous? The most common errors occur when coding refers
chain of events that can result in wasted resources…time and
only to a general system or subsystem, when what's needed is
money. That inoperable aircraft part that was replaced but
the specific identification of a failed component or function.
wasn't turned in with detailed discrepancy information gets
It's commonplace
sent to a repair facility tagged with an AFTO Form 350
to use a system or
that simply states the part is “Not Repairable This Station
subsystem WUC
(NRTS).” When the returned part is received without
during
trou-
detailed information - the missing component level WUC
bleshooting; how-
along with a malfunction narrative - repair technicians
the
p e r f o r m
root cause of the
appropriate
discrepancy is dis-
functional
ever,
once
covered,
the
WUC should be changed to a specific, component level code. Erroneous CAMS
checks
Data analysis revealed the MTBF of F-16 Power Signal Processors (top) was decreasing. This led engineers at Ogden ALC to faulty circuit cards that were causing premature failures. It also led to the development of the MPSP (right), which has fewer cards, a higher MTBF, and more memory, all at a significantly lower cost. Accurate data drove immediate identification of the root cause, and spurred long term improvements that will save valuable resources when fielded.
data can mask significant problems and prevent appropriate logistic actions from happening. Detailed documentation, including a complete description of the problem and how the part was discovered broken, affects not only the MC rate, but also some of the “behind the scenes” processes that contribute to healthy MC rates: logistics analysis, product improvement and financial management. It's also important to make sure the right WUCs are used at the right times. Breaking an aircraft out too early or too late can skew the data, making trends appear worse or better than
that
may or may not generate a failure. If the
part
is
identified as serviceable based on the functional checks, it can find its way right back into the supply chain. Eventually the part is installed on an aircraft, where it again fails under the “right” set of conditions. Detailed discrepancy information may have led the repair technician to induce the fault through more than a simple functional check, resulting in the root cause of the discrepancy being identified and repaired. Some other unit in the AF wasted resources by installing an unserviceable part in an aircraft. In this scenario, more was wasted than just time on testing, shipping and installing one part-the AF missed an opportu-
they really are. A prime example is the F-16 phase inspection.
nity to identify a problem that might contribute to wasted
IAW AFI 21-103, aircraft should only be coded against phase
resources at many different levels, and on a much larger scale.
during the look phase of the work cards. To ensure this hap-
If the part had been repaired, or a new part ordered due to
pens, it's imperative that maintenance agencies are commu-
condemnation, proper demand levels would have been gen-
nicating effectively.
erated against the item. Accurate component repair and
If enhancing fleet health and safety of flight aren't enough,
Continued on next page...
EXCEPTIONAL RELEASE
23
E R : A N A LY Z E T H I S ?
condemnation rates arm an
most cost effective repairs and
item manager with hard data
to prioritize future improve-
needed to initiate corrective
ments. Analysis teams compile
actions such as increasing
the data and study the discrep-
quantity levels or repair capa-
ancies that are entered into the
bility. Since ramping up repair
system. When data points to a
functions or purchasing addi-
problem, action is taken to
tional parts requires significant
increase parts inventory or task
lead time, accurate demand
engineers
levels help an item manager
improvement and/or re-design.
identify trends. An accurate
Accurate data plays a critical
discrepancy description for the
role in improving the mean-
part in this scenario may have
time-between-failure (MTBF)
helped the repair technician
of aircraft parts. The bottom
identify the root cause, putting
line is that resources can be
a demand on the system for
focused on legitimate problems
another part. This is turn
if the Sustainment Group has
could have fed more data into
accurate data to analyze.
the item manager's decision loop concerning this part. If the part simply tested okay and was put back in the chain, no
with
product
The F-16 will continue to play HILL AIR FORCE BASE, Utah -- Brett Harris uses a puller tool that helps take F-15 Eagle pitch trim controllers apart so they can be cleaned and refurbished without damaging them. (U.S. Air Force photo by Beth Young)
one was the wiser... not good business!
a key role in the USAF for many years to come, and disciplined maintenance documen-
tation will fuel resource decisions affecting it. The challenge for all maintainers, supply specialists, item and project man-
Erroneous documentation of a failed component or function
agers, and engineers will be to ensure the war-fighter gets the
can also keep design faults from getting the scrutiny they
best product we can deliver. That responsibility starts with
need. Parts with high failure rates can be modified or re-
solid documentation. Give your data integrity shop less work
designed. Accurate, detailed information on the cause of fail-
by making this a priority in your work centers. Instill in your
ure speeds the engineering analysis and design efforts needed
maintainers that it's not a simple matter of “finishing CAMS
to produce improved parts. A few minutes of a technician's
before you go home�‌it's a matter of taking care of the jets.
time in accurately documenting component/function failures lays the groundwork for timely and effective improvements. The F-16 Sustainment Group uses maintenance data documented by field organizations on a daily basis to determine the
24 S P R I N G
2005
Capt Christopher T. Joyce F-16 Customer Support Flight Commander at Hill Air Force Base, Ogden, UT. Christopher.Joyce@HILL.af.mil. K
Spares Campaign Flyin' High at Robins Submitted by Capt T. Andre Johnson
F
-15 Weapon System Supply Chain Management (WSSCM) is a product of the Spares Campaign, one of several initiatives of the Air Forces eLOG21 transformation. The WSSCM concept was formally endorsed at the fall 2001 CORONA conference and approved by the AFMC/CC in fall of 20021. Primarily a strategically focused concept, WSSCM is a management principle adopted from industry to improve supply chain management with the purpose of maximizing aircraft availability and reducing total ownership cost of the weapon system2. The WSSCM concept is weapon system centric, integrating and optimizing all facets of the supply chain that support a particular weapon system. In 2003, three WSSCMs were established: KC-135 (OCALC), F-16 (OO-ALC) and F-15 (WR-ALC). Figure 1 illustrates the WSSCM strategic frame work of the three WSSCMs. The F-15 WSSCM is organized into two branches, Analysis and Support (Eagle Control) figure 2. The Analysis branch deals primarily with long-term strategic supply chain analysis specifically related to the F-15 weapon system. The fundamental premise of the Analysis branch is to conduct supply chain mapping and optimization. The Analysis branch also implements performance based agreements, risk analysis, and is an advocate for using tenets of LEAN to improve the F-15 supply chain. The tactical branch, Eagle Control, deals with the day-today management of F-15 weapon system items to improve the overall health of the fleet; monitoring and resolving MICAP issues. Eagle Control is the customer's call-in point and also serves as the intermediary between the customer and the Analysis branch. According to MSgt Brad
26 S P R I N G
2005
Figure 1
Since its inception over a year and a half ago, WR-ALC's F-15 WSSCM has made, and continues to make, tremendous strides optimizing supply chain support for the F-15 weapon system. Some of its major accomplishments include3: ! Developed HQ AFMC WSSCM strategic plan framework for ALC test locations ! Streamlined Source of Repair (SOR) approval process ! SOR transfer of LRUs/SRUs from OOALC to WR-ALC ! Reduction in pipeline time (avg 4.1 days) and funding (approx $117K)
Figure 2
Haupe, Superintendent, Eagle Control, “Eagle Control is where the rubber meets the road for F-15 Supply Support. Eagle Control receives MICAP requests and uses supply systems such as the D035, Webcats and D043 to locate spares. If we don't locate any assets using the supply systems, we contact Boeing for possible direct buy. Eagle Control also monitors the AMARC program for the F-15 fleet and works closely with Air Staff and other agencies on the migration plan for the F-15 Fleet.” As the ALC undergoes reorganization, the WS SCM concept continues to evolve. According to Mr. Bagley, Chief, F-15 WSSCM Division, “The WSSCM prototypes are defining the future processes the Air Force will use to manage the Weapon System supply chains to improve support and reduce ownership cost.”
! Involved in the F-15 fleet migration plan to AMARC ! Established partnership/alliance with DLA; reduced DLA-coded backorders by 20% reduction ! Instrumental in the F-15 SPO earning DLA's coveted Commander's Choice Business Alliance Award ! Awarded HQ AFMC's 2003 Supply Chain Management Team Award
NOTES 1. F-15 System Support Management Directorate, Weapons System Supply Chain Division. FY04 Strategic Implementation Plan (Draft). March 2004. 2. Ibid. 3. Accomplishments taken from package submission for HQ AFMC's 2003 Supply Chain Management Team Award.
Captain Andre T. Johnson is a Career Broadening Officer in the USAF Logistics Career Broadening Program. His core flag is 21R; he has held various flight commander positions at the squadron level. Prior to selection for LCBP and assignment to the Warner Robins Air Logistics Center, he served as 52 LRS Readiness Flight Commander/52 FW Installation Deployment Officer, Spangdahlem, Germany. Captain Johnson is currently in his Supply Chain Management rotation and serving as Chief, F-15 WSSCM Analysis Branch. email: andre.johnson@robins.af.mil. K
SEEING THINGS C L E A R L Y: Lean Project Gives F-15 Mechanics Clear Picture Sheet metal mechanics now easily access parts from bins located near work areas. (Photo submitted by WR-ALC)
Submitted by Ms. Holly L. Birchfield new bench stock bin system
A
is giving aircraft workers on the F-15 program depot
maintenance line a way to visually manage their workload. During a routine work site visit last year, Maj. Gen. Mike Collings, Center commander, made a suggestion for improving aircraft parts management - and workers listened. The Lean Event Team was comprised Finding the right part now takes less time for these WR-ALC mechanics. (Photo submitted by WR-ALC)
28
SPRING 2005
of aircraft mechanics, Lean facilitators
and a representative from Science Applications International Corporation. Together, they comprised a system of clear bins, labeled by part number and type. Mark Bennett, Lean facilitator for the F-15 Lean Office, said the bin system gives mechanics a better way to track parts inventory. “This gives these workers a visually managed system for their parts,” he said. “Now they can just walk up to these bins and they can see what they're looking for.” Bin racks will be located between aircraft worked by mechanics on the upper and lower work areas in the F-15 PDM Cell 2 work area where workers correct problems identified during
Out with the old, in with the new.The new visual system is a major improvement over the old method, depicted here. (Photo submitted by WR-ALC)
the inspection phase of the PDM process. Will Crosby, an aircraft mechanic in Cell 2, worked with other mechanics on the Lean Team to decide necessary items for the bins. He said having the right parts within easy reach helps him get his job done faster. “Once we determined what we needed and how much we needed, it made it a lot easier to get the hardware out of there,” he said. “We've worked it out where the bins hold the proper quantities of items we need to get the job done.” John Tucker, a hydraulics mechanic in Cell 2, said the new system has greatly improved operations in the cell. “The items on the bench stock are now grouped according to series and part number,” he said. “So, now all the bolts are in one section and all the screws are in another section, which makes it easier for mechanics to go to the [bins] and find exactly what they need.” John Burch, a Cell 2 sheet metal mechanic, agreed “It has been 100 percent better,” he said. “You're not walking all over the place looking for stuff now. Everything is right there where you work, so it saves you a lot of time.” Mr. Bennett said the Lean event exceeded its goal of improving the aircraft repair process by 47 percent, saving thousands of dollars in manpower costs.
Ms. Holly L. Birchfield staff writer for the Robins Rev-Up in the 78th Air Base Wing public affairs office, Warner Robins Air Force Base, Ga. Email: holly.birchfield@robins.af.mil K F-15 Clear Bins: WR-ALC employees check out the new clear drawers in the F-15 PDM work area. (U.S. Air Force Photos by Sue Sapp.) EXCEPTIONAL RELEASE
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IT'S ALL ABOUT THE TROOPS! AFRL Helps Air Force Transformation Initiatives Improve Human Performance… In the Long Run! Submitted by Mr. Chris Curtis and 1Lt Tony Aultman “REMEMBER,
I T ' S A L L A B O U T T H E T R O O P S ! ” This was the bottom line message of Colonel Art Cameron in the winter 2004 issue of the Exceptional Release. The meaning in this message is that technicians assigned to units either deployed in the Southwest Asian theater, on tours in Europe, other places worldwide, or in the CONUS are key to our successful initiatives.
The professionals at the Air Force Research Laboratory's Logistics Readiness Branch (AFRL/HEAL) are dedicated to
making human performance enhancements for flightline technicians. The HEAL scientists are committed to the technician through science and technology programs involving human-computer interface, cognitive modeling, and decision support advancements. HEAL researchers include logisticians from all walks of the career field including acquisition loggies all of whom bring invaluable experience to the program. These experts have helped improve the readiness of our world-class logistics troops. HEAL has played a large part in warfighting improvements during the past two decades. Through the combination of knowledge and experience, the HEAL researchers positively impacted operational needs. This wealth of experience helped pave the way for Air Force programs such as the Integrated Maintenance Information Systems (IMIS), Logistics Control and Information Support (LOCIS), and the Aircraft Battle Damage Assessment and Repair (ABDAR) Technology. Each program successfully passed from the research environment to product centers and other transition agents in our Air Force.
2Lt. Nathan Dozier investigates corrosion on an aircraft component using an optical microscope. Air Force Research Laboratory experts will conduct investigations on C-5 Galaxy components using similar methods. (USAF Courtesy photo)
30 S P R I N G
2005
HEAL researchers are continuing their dedication to the flightline technician by understanding identified user
(ATD) consisting of a proof-of-concept field test with a thorough assessment of empirical data.
Staff Sgt. James Barr, a maintenance member of the 46th Expeditionary Reconnaissance Squadron, connects an aircraft starter cart to an RQ-1 Predator to start the engine for a mission. (U.S. Air Force photo by Staff Sgt. Karen J. Tomasik)
needs. Innovative research is underway to focus on the criticality of the troubleshooting phase in the maintenance process. Accurate troubleshooting is seen as the key to reduced errors and an increase in aircraft availability. In addition, researchers realize that due to maintainer advancement, the novice maintainer is left with a void in the knowledge usually gained by experienced maintainer mentoring. In this regard, HEAL, through its current program titled Aircraft Maintenance Intuitive Troubleshooting (AMIT), is centered on assessing the problems associated with flightline aircraft troubleshooting by identifying key performance parameters and technology gaps that need to be considered as an overall integrated approach.
Integrating AMIT research and capabilities with the other programs will be achieved through collaboration with the troops from the key organizations. Remember, it is all about the troops - at every level of support and especially for front-line flightline technicians! A deliberate plan is underway for AMIT research to evolve with applications of other AF initiatives such as Expeditionary Combat Support Systems (ECSS), Enhanced Technical Information Management Systems (ETIMS), Point of Maintenance (POMX), Expeditionary Logistics for the 21st Century (eLOG21), as well as other major initiatives through the Air Force Installation and Logistics (AF/IL) Portfolio Management umbrella.
Mr. Chris Curtis, a senior computer systems engineer and acquisition professional, and
1Lt Tony Aultman, a career, prior-service maintenance officer, are the AMIT program managers assigned to the Logistics Readiness Branch, Human Effectiveness Directorate, Air Force Research Laboratory at WrightPatterson AFB, Ohio. Special thanks to Mr. Charlie Botello and Ms. Mary Wesler for their contributions. K
AMIT is designed to strengthen a technician's procedural training through increased system and strategic learning. HEAL expects the technician will be empowered with AMIT capabilities such as advanced visualization tools, information conversion techniques, and enhanced collaboration in an effort to decrease aircraft downtime. The AMIT effort, in concert with users in the operational commands, is anticipated to culminate in an Advanced Technology Demonstration
Airman 1C Christine Wetmore, 332nd Expeditionary Aircraft Maintenance Squadron, removes the chocks from an F-16 prior to a mission from a desert air base in the Arabian Gulf Region. (U.S. Air Force Photo by Master Sgt. Stefan Alford)
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Waste Not – Want Not Logistics Transformation: The Tactical Level
Submitted by Capt Rene V. Alaniz
A
s I read through and attempted to digest the mounds of literature, CONOPs, and roadmaps concerning Air Force logistics transformation I did so with one
objective in mind - to find a vector that would help me understand my role as a CGO in the logistics transformation construct. In the end after researching all of those documents, although helpful in establishing a sound foundation for my understanding of logistics transformation, it was an
Photo: OC-ALC cut KC 135 flowdays in half by eliminating waste and establishing Lean processes. (USAF photo courtesy of OC-ALC)
32 S P R I N G
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article in the November 12th Tinker Take Off base paper that really solidified in my mind exactly what one of my most important roles as a CGO is in our Air Force's transformation journey. The article featured Lieutenant General Wetekam, Deputy Chief of Staff for Installations and Logistics, in an interview regarding successful transformation efforts at the Oklahoma City Air Logistics Center. The articles reads: To ensure the United States Air Force remains the most respected and capable Air Force in the world, the General believes waste has to be eliminated and resources freed. The General goes on to say “To do that, we need to dig into the processes that we employ in our daily business including maintenance processes, sustainment management, supply [chain] management and base support activities. There is more waste in what we do than any of us realize - 'til we start digging.” “There is more waste in what we do than any of us realize - 'til we start digging.” Wow, my search for a charter was finally over; General Wetekam brought it home for me and I hope his quote brings it home for you as well. Tactical level transformation is what I call it. An absolute “gold mine” exists in our work areas when you consider that over 60 percent of an average weapon system's life cycle costs consist of sustainment costs in the field. “Company grade and civilian equivalent logisticians are the closest to processes in the field and can make a significant savings contribution towards meeting strategic goals of increasing aircraft availability by 20 percent and zero real growth in operations and support costs for FY 05-11 by being actively involved in eliminating waste.” (DCS/IL Transformation Roadmap, 2004).
A few suggestions before you embark on your “tactical level” transformation journey though - arm yourself and your senior NCOs with the right tools and training. The Air Force Institute of Technology (AFIT) offers several short courses that touch on theory of constraints (LOG 260/262) and can get you started in the right direction when identifying, measuring and evaluating your key processes to eliminate waste. The Defense Acquisition University also offers short courses in Acquisition Logistics, Six Sigma, and Lean Logistics that are web based and most importantly…they're free of charge!
H U N T D O W N W A S T E A N D E L I M I N A T E I T . A clear and concise mission statement all CGOs can take to heart and reflect on in their daily activities. Part of transformation is culture change. We, company graders and the senior NCOs under our charge, must set the tone at the tactical level and be always vigilant to processes that require change to free valuable resources. God's speed and happy hunting! Captain Rene V. Alaniz is currently serving as Chief of Maintenance
Inspections,
Inspector
General,
Headquarters Air Combat Command. E-mail: rene.alaniz@langley.af.mil K
Inspectors get a magnified view of an engine's high-pressure turbine area with a new borescope. Digital borescopes are allowing mechanics to more efficiently and accurately inspect aircraft engine. (U.S. Air Force photo by Margo Wright)
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Stepping Out of the Comfort Zone
Submitted By Sandra I. Erwin
more “expeditionary” combat skills, and training
T
hroughout the blue-suit community, there them to run truck convoys alongside soldiers and is an undeniable and growing recognition Marines. that the Air Force is changing, not just by Offering further substantiation that the Air Force
design, but also in an effort to adjust to these is stepping out of its comfort zone is the recently tumultuous times.
released video game, “USAF: Air Dominance.”
The shift so far is subtle but possibly consequential. The game, developed by Critical Mass Interactive It is about making the Air Force less about fighter (CMI), is intended to woo young recruits, purposejocks and more about intelligence specialists, “bat- ly was created to illustrate to prospective airmen tle management” experts and unmanned aircraft that the Air Force has more than just glamorous operators. It is about giving airmen and women dog-fighting jet pilots. Photo: TALLIL AIR BASE, Iraq -- A convoy of United States Air Force personnel travel to resupply a military base in the area of operation Dec. 29. Most convoys are made by the U.S. Army, but this one consist entirely of Air Force personnel. (U.S. Air Force photo by Staff Sgt. C. E. Lewis)
34
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“We want to
tactical fighter wings to transition to other “new relevant
show that there
missions areas,” said Lt. Gen. Daniel James III, director of
are other things
the Air National Guard. These new areas include space,
out there, like
command-and-control, intelligence, reconnaissance and
unmanned air
surveillance. The service, for example, plans to increase
vehicles
and
the number of Predator squadrons in the years ahead. A
cargo planes,”
growing percentage of UAV operators are likely to be
said Sgt. Marv
guardsmen, and they
Daugherty, with
will support regional
the Air Force
commanders around the
Recruiting Service.
world
The game lets potential
from
tactical
recruits pilot the premier F-22 air-superiority
operations centers in
fighter, operate a Predator UAV and fly a C-17
the United States.
transport plane on a
“This is a way of trans-
humanitarian relief
forming the Air Force,”
mission.
James told reporters.
“Our Air Force is dif-
Army
ferent,” asserted Lt. Gen.
Donald
Wetekam,
Lt.
Gen.
H
Steven Blum, chief of the National Guard Bureau,
K.
said he was pleased to see the “big, bold” steps taken
deputy
by the Air Force.
chief of staff for and
“The Air Force has to deliver
With the
certain capabilities so that the
Army strapped by
Army can be a joint expedi-
the hectic pace of operations in Iraq and
tionary force,” Blum said at a
Afghanistan, the Air Force needed to step up
Pentagon news conference. In
to the plate, he noted. “We are providing 25
light of the Bush administra-
percent of the Army’s convoy support in
tion’s announcement last year
Iraq,” said Wetekam. “It’s not one of our tra-
that thousands of Army troops
installations logistics.
based overseas would move
ditional missions, but it demonstrates the flexibility of our airmen.”
The new computer game USAF: Air Dominance allows players to pilot a variety of aircraft.
These developments also go hand-in-hand with the latest move by the Air Force to rebalance its mix of active-duty and reserve forces. The Reserves and Air National Guard gradually will see their fighter squadrons downsize in favor of missions that are con-
their home bases stateside, ground forces will become more dependent than ever on
the Air Force for logistics and transportation. “The Air Force will have to reconfigure its organization, capabilities and technology,” Blum said.
sidered more pertinent to the U.S. war on terrorism.
So far, Blum added, he is encouraged by the Air Force’s
Many Guard units currently operate aircraft that are more
energized by these changes,” he said.
actions. “As an Army customer, I am extremely excited and
than 30 years old. This opens up a window of opportunity for Continued on next page...
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35
Gen. Donald G. Cook, head of the Air Education and Training Command, already has a plan to boost “expeditionary combat skills” service-wide, beginning in basic training for enlisted personnel and extending throughout officer career courses.
“We have to
define what skills our airmen need,” he said. “Our challenge is developing a
COMFORT ZONE
tions and keeping up an aging aircraft fleet.
ER: STEPPING
Another critical piece of the transforma-
OUT OF THE
culture of expeditionary airmen.”
tion is to become more efficient, said Wetekam. The Air Force currently is spending too much money on non-combat functions, such as maintaining installa-
Against a backdrop of possible budget
LACKLAND AIR FORCE BASE, Texas -- Staff Sgt. Scott Grant (right) teaches Senior Airman Jeffery Salonga to use an M-4 carbine during a Basic Combat Convoy Course here. Sergeant Grant was helping students sight in the "red dot" aiming optics of their new rifles. He is a course instructor and is assigned to the 342nd Training Squadron. (U.S. Air Force photo by James Coburn)
cuts, the Air Force will need to find ways to slash costs, or it
Business reform efforts such as “lean” methods of running air
will risk losing its combat edge, cautioned Wetekam.
logistics depots have yielded savings, but that is not enough,
In the logistics and maintenance fields, he added, “there is tremendous amount of waste inherent in what we do.”
Wetekam said. “I don’t believe we have a standard model for process improvements. We are doing that in the logistics community, but I’d like to see that across the entire U.S. Air Force.” It remains to be seen whether the
ongoing
transformation
efforts of the Air Force will result in a permanent makeover. Although officials pledge that, no matter what, the cultural underpinnings of the service will not change.
Sandra
I.
Erwin,
is
the
editor for National Defense Magazine. serwin@ndia.org Reprinted by permission from National
Senior Airman James McGregor scans the horizon for potential threats, preparing for a convoy operation. Airman McGregor recently graduated from a training course designed to teach transportation Airmen how to survive during convoy operations in potentially hostile locations. (U.S. Air Force photo by Capt. Tom Knowles)
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Defense Magazine, January 2005.
CGO Corner MAKING
IT
C O U N T: T A I L O R I N G D I S C I P L I N A R Y A C T I O N
By Capt Bethany Keller and 1Lt Jared Eros How much personal responsibility do you accept when one of your airman has to report to the
Capt Bethany Keller
squadron commander's office for disciplinary action? Do you perceive his/her actions as a failure of your leadership or simply as the unavoidable next step on the airman's road to civilian life? Most CGOs in our logistics community fulfill a Flight Commander or equivalent role; we are the “first line of defense” and are charged to carry out the duties of daily discipline. LOCs and LORs are often used as a blanket fix to alter sub-par duty performance or core value infractions; but in order to achieve a true and permanent change in behavior, it's necessary to individually tailor disciplinary actions.
ER: CGO CORNER
Discipline is initially established by your expectations; your airmen must understand them and be convinced you will not permit them to get away with falling short. Before deciding on a customized
1Lt Jared Eros
course of action, remember that the military is a core-value based institution so your goal must be to make a character-based correction. The purpose of your disciplinary action should be a long-term fix that addresses the root cause of the behavior. You know the airman best, not the commander, so you know what kind of disciplinary action he would best respond to. What does your airman value most? What would he regret being taken away from him, or simply, what makes him tick? Tailoring can include actual reprimands, or simply the manner in which you conduct verbal counseling. Verbal counseling can be extremely effective for all cases if it is customized for each individual. For your better airmen, a simple “I'm disappointed in your actions” is sufficient and reporting to your office is embarrassing enough to invoke change. Yet others know the drill and “zone out” while you or your Flight Chief counsel them. You must clarify the infraction to him or her, how it fell short of expectations, and discern why it happened. Help your airman understand that the correction is in his or her best interest and that your responsibility is to the flight and mission. Ensure you discern between regret and repentance and tailor your action appropriately (i.e. is she sorry she got caught or sorry she did it?). Don't just read “further infractions will result in harsher punishment under the UCMJ.” Explain clearly what will happen the next time she fails to obey standards. Finally, appeal to the individual. Is he usually a team player who let his team down? Maybe she's a seasoned maintainer who's tired of her job and simply in need of praise. Determine if he's inexperienced or limited by his own mental maturity. Appealing to their patriotic pride is generally useful as well. You can focus on the tradition of his career field, the American people's dependence on him for national defense, or how he broke his oath of enlistment promise. When appropriate, serve LOCs and LORs to document performance. In of themselves, however, they may not reach their full potential. The tone and manner in which the paperwork is delivered is equally as important as the content of the letter. Don't be afraid to think outside the box. The use of time, training, classes, special duties, community service, or unique projects all help to reinforce the disciplinary action. Example One: A young SSgt who made bad judgment calls was paired up with a strong TSgt in another section. The resulting Mentor-Mentee relationship (not often pushed at the junior NCO 38
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2005
level) produced a stronger, more competent NCO. Example Two: Another airman was allowed to propose his own disciplinary action after his verbal counseling and paperwork. It forced him to think about the infraction and what he could do to make it up to his duty section. Use of Family Support Center classes (financial management, family conflict resolution) as well as technical classes (Forms Documentation, CAMS etc.) can reinforce expected behavior and give the person the skills to succeed. Have your airman read a book on military history, leadership, or the core values and prepare a report. Similarly for negligent maintenance and safety violations, mandate a paper on a recent aircraft mishap caused by poor maintenance or have them give a safety brief at the next flight call. There is no reason not to use disciplinary action as a professional development opportunity. Ensuring that every disciplinary action is a stimulus to change behavior will produce better airmen who understand how important their performance is to the unit's mission. Ultimately, you want to “change and retain”. This is not a charge to go-easy and “touchy feely”, but rather a challenge to create more useful and constructive discipline. It's your responsibility to correct substandard behavior at the lowest level and to foster each airman's long-term professional and personal development. Taking on this very real obligation to effectively produce the mission and lead your enlisted force will enhance good order and discipline…and keep the trips to the commander's office at a minimum!
The CGO Corner is written by Capt Bethany Keller, the Readiness Division OIC at the 31st MXG, Aviano AB, Italy and 1Lt Jared Eros, the Curriculum Flight Commander at the 9th Munitions Squadron, Beale AFB, CA. K
2005 LOA S CHOLARSHIP Call for Nominations The LOA scholarship program is intended to assist the most deserving Air Force, Army, Navy, Marine, Coast Guard, National Guard, or Reserve enlisted or DoD civilian (grade GS-1 through GS-8 and WG-1 through WG-9) in a logistics specialty, with college expenses towards an associate or bachelor degree. Each active chapter may submit one individual for a scholarship. Chapters that do not have their key leadership positions filled with active National LOA members WILL NOT be eligible to submit scholarship nominations. DEADLINE FOR SUBMISSIONS: 28 JULY 2005 Winners are presented their scholarship award at the annual conference banquet. For submission criteria please visit: https://www.loanational.org/g-3.htm
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LOA Archives M A I N T E N A N C E O F F I C E R A S S O C I AT I O N : T H E E A R LY Y E A R S . . . 1 9 8 2 - 1 9 8 3 The year was 1982 and the Air Force was in a state of transition and uncertainty—adjusting to a reduction in force (RIF) and struggling to maintain aging aircraft fleets. This drawdown created significant uncertainties and presented
E R : A R C H I V E S & C H A P T E R C R O S S TA L K
many challenges. It impacted not only personnel, but also weapon system procurement, spares funding, and training; an across-the-board rippling effect. To compound matters, a number of the Air Force’s most experienced officers were forced to leave the service. On the World stage, the Soviets were fighting in Afghanistan, Israel had invaded Lebanon and the British were fighting over the Falkland Islands. The U.S. had failed a rescue attempt of the hostages in Iran, and at home Ronald Reagan had just taken office. Meanwhile in the field, aircraft maintainers were forced to get creative to generate sorties and sustain readiness. Needless to say, Air Force Loggies were concerned about the future of logistics and about their professional development. Loggies at that time asked themselves, “Who are my role models; where are my mentors, and where do I look to guide me through my career?” With all this as a backdrop, it’s easy to understand the motivation that drove ten maintainers to sit down at the Bolling AFB Officer’s Club one afternoon and create a professional organization to groom...at that time... Maintenance Officers – The Maintenance Officer Association. Lt Col Larry Matthews, along with the other founding members, drafted a memo (dated 16 Dec 1981) that laid out their vision for what has now become the Logistics Officer Association.
In a sense, this
document is this organization’s Magna Carta. Formally, MOA was designed to enhance military logistics and provide an open forum to promote quality logistics support and officer professional development. Those ten visionary leaders, LOA’s fore fathers, were… Col Charles Cunningham, Lt Cols Larry Matthews, Jay Bennett, Frank Murphy, Bill James, and Majors John Covi, Dave Csintyan, Robert Druewitt, John Edenfield, and Dave Miller. Their vision resonated so well within the Air Force maintenance community that by the end of the first year, MOA had expanded to 6 regions encompassing 3 major commands, and included 50 charter members! As you can imagine, building the new organization from scratch was no easy task. But MOA’s first President, Lt Col Larry Matthews and the founders had the conviction, determination, and initiative to carry MOA through the first year. To spread the message, the first MOA Newsletter was published in May of 1982 with articles focusing on maintenance productivity, mentoring, combat-oriented maintenance, retention, and the merging of munitions and aircraft maintenance officers – ALL of these issues are still alive today.
Documents and artifacts from the “Early Years” as well as the entire collection of MOA & LOA archives are maintained by LOA Historian Col Jim Hannon.
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2005
K
Chapter Crosstalk DESERT EAGLE EXPEDITIONARY CHAPTER - AL UDEID AB, QATAR Submitted by Lt Col Joni Lee The Desert Eagle LOA Chapter held our first event of the AEF 3/4 rotation in February. Approximately 25 logisticians from the 379th Air Expeditionary
Wing,
the
Combined
Air
Operations Center, and the 8th Air Mobility Squadron were guests of the 379 Expeditionary Logistics Readiness Squadron's Fuels Management Flight. The Flight Commander, Capt Jeffrey Magee, presented an outstanding overview of the
LOA Desert Eagle Expeditionary Chapter in Al Udeid, Qatar.
entire fuels delivery, transfer, and theater support processes, then led a tour of the fuels compound, the base fuels receiving transfer point, the bulk storage area, and the cryogenics plant. This awesome display of fuels facilities and capabilities helped us to gain a better understanding of how this one flight manages to offload more fuel than any other base in the CENTAF area of responsibility.
PALMETTO CHAPTER - SHAW AFB, SC Submitted by Maj Jim Long The Palmetto Chapter has been busy the past few months visiting civilian companies learning how they manage their operations. Our first trip was up to Greenville, SC to visit the BMW plant where Z4s and X5s are made for customers worldwide….unfortunately, nobody got a new vehicle. The next trip we made was to Savannah, GA and Gulfstream's headquarters. While there, we saw everything from brand new aircraft assembly, to aircraft modifications, to periodic heavy maintenance services…what a class act! Finally, in Feb, Shaw AFB got together with McEntire ANG and 25 loggies took a trip out to the Lockheed-Martin facilities at Fort Worth, TX. We were treated to a number of fine F-35 & F/A-22 briefings and a tour of their plant (F-16, F-35, F/A-
LOA Palmetto Chapter visits Lockheed Martin in Ft. Worth.
22 production)…what a trip! Everyone definitely got their fill of Texas BBQ and Tex-Mex, thanks to those who made it happen…Keep 'Em Flying!” Continued on next page... EXCEPTIONAL RELEASE
41
MUSTANG CHAPTER - OSAN AB, KOREA Submitted by Maj David Rega It's been a while since we've spoken, but we've been a bit busy. Our activities over the past few months have included a visit to Suwon Air Base (Korean air base set aside to support incoming units), support of Osan's Air Power Day, hosting a “Spread the Word� brief by maintenance and LRO functionals from AFPC (thanks to Col Moseley, former 607th ASG/CC for sponsoring), a site visit of the 731st Air Mobility Squadron, a site visit of the 5th Reconnaissance Squadron, a site visit of the 51st Munitions Squadron, and most recently a visit from former LOA National President, Col (Ret) Jim Hass (we must be pretty important to have a former LOA president travel all that way to see us!) Lots of future visits and plans are in the oven - just waiting to complete our ORI to implement. Thanks to all for the great support and remember, if you're ready to run come join us!
DOLOMITE CHAPTER- AVIANO AB, ITALY Submitted by Maj Ben Davis
E R : C H A P T E R C R O S S TA L K
The Dolomite Chapter is having a great year just south of the Alps! We keep our F-16s flying in-between wine tastings and snow skiing. 2004 ended eventfully with a trip to the Italian propane gas plant and an AFPC team visit. Six of our members attended the best-ever LOA conference in Las Vegas and then shared condensed briefings with the rest of the chapter. We kicked off 2005 with lively presentations on AMMOS and ALROC.
TEXOMA CHAPTER -- SHEPPARD AFB, TX Submitted by Maj Laurel A. Smyth The chapter has had a very busy schedule since Sep 04. In addition to our monthly meetings we have toured the American Airlines maintenance overhaul facility and Lockheed Martin JSF/F-16 production line in Dallas/Ft Worth. We had a postORI social event at Wichita Falls Winery where we did some wine tasting and toured the facility. During our monthly meetings we have had some very exciting and informative speakers. Maj Gen Loren Reno (AMC/A4) spoke on leadership lessons from his career; Col Mark Atkinson, 82 TRW/CV, spoke on leadership and maintenance philosophies, Col Denise Ridgway, 782 TRG/CC, spoke about her unique non traditional logistics assignments, and Col Samuel Lofton, 82 TRG/CC, gave a briefing on his experiences on the J-4 Staff and presented a condensed version of Log 399. Our upcoming events include a luncheon with Brig Gen Morrill, AF/ILP, a tour of Sheppard AFB's Medical Readiness center where they teach expeditionary medical support, and a social event to see the Wichita Falls' Drillers, a semi-pro football team.
SIR WINSTON CHURCHILL CHAPTER -- RAF LAKENHEATH/RAF MILDENHALL UK Submitted by Maj Michelle Hall Cheerio from Jolly Ole England! Between preparing/deploying RAFL/RAFM personnel for a recent AEF deployment, exercises, and day-to-day operations, our LOA chapter has had the opportunity to squeeze in a bit of professional development as well. The group has developed a shadow program to provide logistics officers of all rank the opportunity to shadow other logistics officers in order to broaden logistics experience. Although in its infancy, it is hoped that the program will increase opportunities for teamwork between the two bases as well as improve logistics knowledge. The group also recently took a trip to
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2005
the UK FEDEX hub at Stansted Airport. During the trip, officers were treated to an afternoon of briefings, tours, and indepth discussions with UK FEDEX personnel about many logistics issues, including the distribution process, aircraft maintenance schedules, and state-of-the art security. Future planned LOA events include a luncheon with WRALC/CC during a visit in May.
KANALOA CHAPTER -- HICKAM AFB, HI Submitted by Lt Col Bruce Coomer Greetings from the Kanaloa Chapter at Hickam! PACOM/PACAF involvement in tsunami relief efforts kept our membership busy the last few months. In the near future we expect an update on logistics support in Iraq from Lt Col Pete Miyares, who just recently returned, and a visit from our AF/IL. If you are in our neck of the woods please stop by for a visit and Mai Tai!
WRIGHT BROTHERS CHAPTER -- WRIGHT PATTERSON AFB, OHIO Submitted by Lt Col Rick Bennett We were honored to host The Honorable Nelson F. Gibbs, Assistant Secretary of the Air Force for Installations, Environment and Logistics. During his address, Mr. Gibbs reminded us that “the strength and flexibility of airpower and joint warfighting success in the Global War on Terrorism is directly enabled by three interdependent factors; outstanding men and women in uniform, superior weapons platforms and an agile support infrastructure.” In September, we held our 1st Annual Golf Fundraiser. From part of the funds raised during the golf tournament, our chapter was able to award a $1,000 scholarship to TSgt Andrew Sprock, towards his Bachelor Degree. Last month, Lt Gen (ret) Zettler hosted us at LOGTEC speaking about Change Management. The Wright Brothers Chapter is active in meeting the vision of LOA National …we are providing opportunities to develop in logistics professionals an understanding of their unique role in AFMC… Deliver war-winning...Technology, Acquisition Support, and Sustainment...expeditionary capabilities to the warfighter.
CAPITAL REGION CHAPTER - WASHINGTON, DC Submitted by Lt Col Algene Fryer The National Capital Region is always busy with elections, congressional hearings and the budget cycle. Last quarter has been no different. After the inspiring 2004 National Logistics Officer Association Conference, we headed into winter with a full slate of events. In November, we hosted a Force Development Panel with speakers on the 21A, 21M, 21R and civilian career fields. Mr. Alan Beckett, Col John Stankowski, Col Ed Felker and Maj Troy Koepnick briefed the chapter on how the Force Development Panels were organized and out-briefed their most recent meetings. The chapter started the Holiday season with a farewell to Mr. Ron Orr, Principle Deputy Assistant Secretary of the Air Force for Installations, Environment and Logistics. Mr. Orr retired after serving over 30 years in the Air Force logistics community. Mr. Orr was our guest speaker at our December meeting and shared his thoughts on the future of Air Force logistics. In February, the Capital Chapter met at Bolling AFB Club for lunch and a great exchange with our Deployed Logistics Panel. Panel members included Col Duane Jones, Lt Col Marty Wiseman, and Capt Annette Bonaro, who ran the gamut of experiences from strategic planning to tactical operations to Iraqi government advisor. Col Jones, now the 11 WG/CC, led the
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CENTAF logistics strategic planning for OEF/OIF. Lt Col Wiseman, an IMA on Air Staff, deployed as a Treasury Department Advisor to the Iraqi Financial Ministry. Capt Annette Bonaro, an LRO, was one of the first AF Combat Convoy Commanders. In our continuing endeavor to educate, network, and expand awareness in the logistics community, the Capital Chapter is sponsoring two tours of the US Capitol Building in March. We will be hosted by one of our fellow loggies, Lt Col (Sel) Stella Smith, who is serving on the Hill as a legislative liaison. The Capital Chapter is fortunate to be located in an area that provides so many professional development opportunities. We take advantage of them all. If you are in the area and would like to join us, please contact us at stephanie.halcrow@pentagon.af.mil.
SANDIA CHAPTER -- KIRTLAND AFB, NM Submitted by Capt Chris Gardner The Sandia Chapter spent the last several months reviving a chapter that had become rather dormant at Kirtland. Since new officer elections last May we have met once a month without missing a beat. Since Kirtland is such a diverse base, our meetings over the last few months have served as a forum where logistics officers from units with different missions can share a
E R : C H A P T E R C R O S S TA L K
little bit about what they do. We have made arrangements for a tour at the local Fed Ex facility in late March. We hope that this will provide an opportunity for our officers to glean ideas from a company that executes rapid and effective shipping with both a ground delivery operation and airport ramp operation.
LONESTAR CHAPTER - DYESS AFB, TX Submitted by Capt Joe K. Delgado The LOA leadership has been busy establishing a Professional Development Committee to ensure all our logistics disciplines are represented. We have representatives from each logistics AFSC (Maintainers, LROs, Munitions, and Contracting) to educate each other how each one of our disciplines is important to the 7th Bomb Wing's mission of putting bombs on target and the 317th Airlift Group's mission of moving cargo when and where needed. Future projects in the plans are to visit OC-ALC and the Lockheed plant in Ft. Worth. Maj Gen Reno had a great visit to Dyess AFB (days before pinning on his second star) to meet with leadership and took a few moments to visit and meet personnel in the shops during his
Maj Gen Loren Reno visits with LOA Lonestar Chapter.
tour of the 7 BW and 317 AG facilities. Afterwards, he was our guest speaker at the LOA lunch on December 1. After a quiz show on great logistician quotes from the past, he provided inspiring comments about leading our troops and setting a vision for both where our organization is going and tempo for getting where we need to be. He closed his comments with advice to make sure we keep ourselves fit in the three main areas: physically, mentally, and spiritually‌make sure we take the time to grow and develop as people and leaders. Truly a great day on the base! K
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Give Them the Recognition They Deserve! Do you know someone who always goes above and beyond? Nominate those deserving individuals for a National Award! Nominations are Due 30 July. M I C H A E L E . Z E T T L E R L I F E T I M E A C H I E V E M E N T A W A R D - This award recognizes members of the Logistics Officer Association who have demonstrated sustained superior leadership in service to this organization. The nominees for this award will have at least 20 years of service in a logistics related career and also at least 10 years of membership in the LOA. G E O R G E T. B A B B I T T A W A R D - This award recognizes the two LOA National members who made the greatest contributions to the furthering of LOA National’s goals and objectives. M A R Y L . S A U N D E R S C H A P T E R D I S T I N G U I S H E D S E R V I C E A W A R D - This award recognizes the three LOA National members who made the greatest contributions in support of their local LOA Chapter activities. D O N A L D J . W E T E K A M C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (large category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. J A M E S L . H A S S C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (small category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. All nominations are due by 30 July and should be sent via e-mail to InfoOfficer@loanational.org. Chapter leadership should refer to http://www.loanational.org/g-5.htm for specific guidance on award nominations.
Milestones COL MARC SARCHET
WRITES:
WRITES:
Made it to Captain and have completed my tour at the 8
Best job I've had in the Air Force. Moved on to the F-16
FW's Wolfpack; loved every minute. Currently, I am sitting
SPO (West),here at Hill, where I am the Deputy Chief of the
in England at RAF Mildenhall in the 727 AMS Aerial
Products Division. A new learning experience and a very
Port...cheers!
good challenge. Enjoying getting to spend a little more time with my wife and two young daughters. Second time we have
MAJ JOHN BULLDIS
WRITES:
lived in Utah and love this area a great deal.
Recently completed the IDE program through AFIT and
CAPT SCOT TERRY
I met while there thank you for your help and friendship.
WRITES:
Just moved from the award winning 27th MXG at Cannon AFB. Now Chief of Aircraft Systems Management on Joint
ER: MILESTONES
CAPT NATHAN MCLEOD-HUGHES
Gave up command of the 325 AMXS at Tyndall on 30 July.
happy to be at Davis-Monthan AFB, AZ. To the class mates
COL (RET) PAM CARTER
WRITES:
STRATCOM staff, Combat Logistic directorate Offutt AFB.
Retired 1 Aug and began Phase II bedding down the C17
CAPT JACQUELINE CHANG
is a new standup under the hub and spoke concept. First a/c
WRITES:
Globemaster at McGuire AFB for The Boeing Company. This
I PCSed from Osan AB to beautiful Monterey, CA, for an
delivered 24 Sep 04 and the next twelve will come at a pace
AFIT stint with the Navy/Army. For the first year, I'll attend
of about 1 per month until 13 are delivered. I'm having great
the Naval Postgraduate School to get a masters in Far East
fun, still supporting national defense and USAF.
Asia Area Studies; during the second year, I'll attend the Defense Language Institute to study the Korean language. I'm
CAPT DENNIS HIGUERA
WRITES:
slated to return to Yongsan for my follow-on...if it's still there!
Newly assigned to 71 AMU, 347 AMXS, Moody AFB, GA.
MAJ CHRIS HAUTH
ing tour in Command and Control.
WRITES:
August 2004 moved from Offutt AFB commanding the 55th AMXS to AF Studies & Analysis Agency at the Pentagon. Absolutely loved command, but finding this chance to look
Back in Aircraft Maintenance after a 3 year career broaden-
CAPT KENNETH ANDERSON
WRITES:
Greetings to all from the sunny coast of Southern California.
at big picture AF issues awesome.
Dede and I have PCS'd from Tinker to Los Angeles AFB
MAJ BRYAN L. RUNION
porting the Space Based Infra Red System (SBIRS) program.
WRITES:
I just finished a 3-year Extended Active Duty (EAD) Tour in July as a Flight Commander with AFOMS at Randolph. I was selected for the Active Guard Reserve (AGR) program as a 21R3 Logistics Readiness Officer. So, I am moving from my primary AFSC as an Aircraft Maintainer to a “Loggie”. I am now at Langley AFB helping to stand-up the newest unit in the Air Force Reserve: the 710th Combat Operations Squadron (710 COS). Our unit is one of the latest total force initiatives: providing experienced operators for the Air Operations Center (AOC) weapon system.
where I am now working in Space & Missile acquisitions sup-
MAJ DOUGLAS M. HEATH
WRITES:
Moved from 13AF Andersen AFB to USPACOM/J4, Camp Smith, Hawaii. douglas.m.heath@pacom.mil DSN 315-4770856
MAJ TIM NESLEY
WRITES:
Moved from the WR-ALC Maintenance Directorate to the land of the morning calm (Korea). I am now at Osan AB as the Squadron Maintenance Officer for the 5th Recon Sq Blackcats. Charged up to be back on airplanes, kicking tires, and providing some flightline leadership.
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MAJ COLIN MORRIS
WRITES:
Moved this past summer from the desert of Davis Monthan AFB, AZ to the Pentagon. I am now working in AF/ILMM as an Action Officer
for
Tech
Order
Policy
and
Maintenance Information Systems. Stop by if you're ever in the DC area. Keep up the good fight!
CAPT SAM ULMER
WRITES:
I am finally getting around to submitting this. In late July I moved to RAF Lakenheath as the Maintenance Operations Officer
for
the
48th
Munitions
Squadron...AMMO! This job is very challenging and rewarding. I do miss the old Alamo Chapter in San Antonio and hope everyone there is still working hard for the 2006 Conference. See you around the Air Force.
CAPT JUAN A. RIOS
WRITES:
Whoa, even I was amazed to be listed as Capt (Ret) on the last ER. No, I didn't leave the AF completely (and I am NOT writing a book!) I simply left Active Duty in order to become a Reservist. I am now the Maintenance Operations Officer for the 349th Equipment Maintenance Squadron at Travis AFB.
LT COL JOEL R. CLAY
WRITES:
Leaving the ART program for IMA. Now assigned to Tinker AFB, OC-ALC.
COL BILL GOAD
WRITES:
Finished up a great year at AWC in June 04, and was reassigned to Defense Logistics Agency in Columbus, Ohio. Interesting place and very joint! Look forward to seeing all my friends at the 2005 convention in Atlanta! If you make to the area give me a call!
R O N A L D L . O R R AWA R D E S TA B L I S H E D A F T E R LOA LEADER. On Jan 7, 2005 the United States Air Force bid farewell to a logistics giant. Mr. Ronald L. Orr, the Principal Deputy Assistant Secretary of the Air Force for Installations, Environment and Logistics retired in a ceremony held at the Pentagon and hosted by the Assistant Secretary of the Air Force for Installations, Environment and Logistics, the Honorable Nelson F. Gibbs. The ceremony culminated thirty-one years of dedicated service to our nation, the Air Force, and the logistics community. During the ceremony Lt Gen Donald J. Wetekam, the Deputy Chief of Staff, Installations and Logistics announced the Ronald L. Orr Award. The award, established in 2005, recognizes the Air Force staff civilian assigned to a FOA, MAJCOM, HAF or SAF installations or logistics activity that has spearheaded the most notable accomplishments to improve business processes or organizational efficiency of military activities. The unveiling of the award came as a complete shock to Mr Orr and he was humbled to receive such an honor and was the highlight of the ceremony. Ronald Orr began his federal civil service career in 1973 as a logistics management specialist. In 1990, after tours at the Air Force Logistics Command Staff and Sacramento Air Logistics Center, he entered the Senior Executive Service as Director of the Ogden Air Logistics Center's Technology and Industrial Support Directorate. In addition, Mr. Orr also served in successive Air Staff positions including Associate Director of Maintenance, Director of Logistics Plans and Assistant Deputy Chief of Staff for Installations and Logistics. Additionally, Mr. Orr served as Executive Director of the DoD Business Initiatives Council where his leadership and vision resulted in the development and execution of 84 initiatives focused on process improvement, reduced cycle time, and legislative relief. These initiatives resulted in almost $1 billion in cost avoidance and savings. Mr Orr has been a LOA member and loyal supporter for many years, working diligently to bolster the LOA civilian population. Sir - we know you will still be involved with LOA no matter where the future leads you. Thank you for your support and vision through the years. Good luck and God bless.
– The men and women of LOA.
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LT COL TAMMY E. FARROW
WRITES:
Relinquished command of the 28th Maintenance Squadron
I hope our paths might cross again in my next career. Best
at Ellsworth AFB in Dec 2004 and PCSed to Minot AFB to
wishes and God speed.
be the Deputy Commander, 5th Maintenance Group.
COL SUE GOLDING
WRITES:
CAPT JOSHUA POPE
WRITES:
After two years at Davis-Monthan keeping A-10s flying and
Have left the beautiful beaches of Hawaii, as well as a great
CAMS running, I've moved on to Maxwell AFB as an SOS
assignment as the PACAF HQ Chief of Munitions, for the
Flight Commander near my alma mater –– go Knights!
Utah ski country. I am now the 75th Maintenance Group Commander at Hill AFB, overseeing among other things, the STAMP/STRAPP operations at Hill and Medina Annex in San Antonio. If you are passing through this way, stop in and visit.
LT COL JOHN GORLA
WRITES:
Took a short notice assignment from Sheppard AFB to the Joint Strike Fighter Program Office in Arlington VA. I'm working long range systems engineering integration/logistics planning for the development of the JSF Autonomic Logistics
ER: MILESTONES
continue to get the right asset to the right at the right time.
System. WRITES:
Have PCSed back to Hurlburt Field from Mt Home AFB, ID. Currently assigned as Chief, CV-22 Integrated Logistics. Time to do staff work and find working on new platform interesting.
COL CONNIE MORROW
WRITES:
My application for retirement has been accepted and the ceremony will be 26 August. My only plans right now are to spend two wonderful early-October weeks in and around Florence, Italy. Will post an update once we know what follow-on plans will be. Until then, as always, the job I'm in is the best one around; reach me at in the global at AF/ILGC.
COL WILLIAM ETCHISON
WRITES:
I want to take this time and express my gratitude to all of the LOA members who I have had the pleasure of working with over the past 7 years. My short tenure as the Air National Guard Advisor gave me great comfort in knowing that the finest Air Force in the world was in the hands of the greatest logisticians in the world. I have no doubt that you will
SPRING
WRITES:
Gerry and I have moved and retired to Gulf Shores, Alabama. The beach is a great place to retire --but real estate prices seem to be catching up with Florida! Best Wishes to all.
1ST LT JUAN TALAMANTES JR.
WRITES:
On the move to Kunsun, Korea to assume as Asst AMU OIC.
LT COL MIKE SALVI
WRITES:
Departed sunny San Antonio (37 LRS/CC) for the Academy on 10 February. The scenery is beautiful, but the weather is
MAJ SHANE BARRETT
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COL (RET) RITA A SPRINGER
2005
way too cold. Taking over as the 10 MSG/CD just in time for the UCI. What better way to start a new assignment? Congrats to all the new O-6 LOA members! K
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