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L OGISTICS O FFICER A SSOCIATION Enhancing the military logistics profession since 1982

The Exceptional Release Spring 2011 - Contents

Executive Board President Col Doug Cato president@loanational.org Vice President Lt Col Kevin Sampels vicepres@loanational.org

Features DEPOT

Standard Work for Leaders – What is the Standard? By Colonel Randall D. Burke ........................................................................................... 10

Treasurer Lt Col Terry Dyess treasurer@loanational.org Information Officer Lt Col JD DuVall InfoOfficer@loanational.org Membership Development Ms. Wendy Yonce membership@loanational.org Chapter Support Lt Col Jeff King chaptersupport@loanational.org Executive Senior Advisors Lt Gen Loren M. Reno Mr. Garry Richey Webmaster/Website Lt Col JD DuVall webmaster@loanational.org www.loanational.org The Exceptional Release Editor Col Dennis Daley editor@loanational.org Assistant Editor Col (ret) Mary H. Parker assteditor@loanational.org LOA Executive Director ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff 1Lt Benjamin J. Derry, 373 TRS/DET 3 Maj James Dorn, 380 EMXS/CC Lt Col Richard Fletcher, USNORTHCOM Lt Col Michelle Hall, SAF/PAX Ms. Donna Parry, AF/A4/7PE Lt Col Paul Pethel, 19 AMXS/CC Graphic Design MMagination LLC – Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 119 - Spring 2011

Improvements Put C-130 Center Wing Replacement Back on Target By Captain Barry Willard ................................................................................................ 12

Demand Planning Improves Workload Collaboration at Ogden ALC By Mr. Bill Orndorff ........................................................................................................ 16

Critical Chain Management…A Tool for a Quick Turnaround By Mr. David B. Mann..................................................................................................... 20 BASE

376 ELRS: Making it Work By Captain Jared Eros, Captain Mark Williams, and First Lieutenant Andrew Moisan .............................................................................. 24

Setting the “Pulse” with AGE Production By Second Lieutenant Howard Church ........................................................................... 28

It Only Takes a Squadron…To Make a Worldwide Change By Lieutenant Colonel Dennis “Chip” Primoli................................................................. 32

386th EMXG: Bringing the “Heat” to Desert Ops By Lieutenant Colonel Chad Scholes and Major Mike Campos ...................................... 36

ACC Stranded Aircraft... Finding Their Way to the Fight By Captain Jennifer E. Kennedy & Senior Master Sergeant Wayne R. Stenger ............... 40

Logistics Skill Sets Required for Executing Air Mobility Operations in Blackout Environments By Lieutenant Colonel Lawrence Havird and Mr. John “Buck” Buchanan ....................... 44

Supplying the Fight…Better, Faster, Cheaper! By Lieutenant Colonel Gabriel N. Lopez

..................................................................... 46

Cannon AFB – Western Home of America’s Air Commandos! By First Lieutenant Jason Henderson .............................................................................. 48

Warming to Change at the Coldest Place on Base By Second Lieutenant Hans Hobbs ................................................................................. 52

USTRANSCOM’s “Crown Jewel” at Naval Station Rota By Captain Tom Alford .................................................................................................. 56

23rd Flying Tiger’s Smallest Pave Hawk Phase Team…Lean & Mean By Second Lieutenant James Guthrie and Senior Master Sergeant Matthew Burg .......... 58

Travis AFB’s 60th/349th Maintenance Groups’ AFSO21 in Action By Major Michael Dailey ................................................................................................. 60

PAX Policy and You By Major Nathan McLeod-Hughes ................................................................................. 64

Overcoming AFSO21 By Second Lieutenant Daniel L. Brown, Second Lieutenant Alexandra T. Tomo, and Major James A. Jernigan............................................................................................ 68

Continued on Page 2...



VOICES | PRESIDENT

President’s LOG(istics) Fellow Loggies, Your LOA National Board met several times this past quarter in an effort to continue execution of the long-range strategic vision, making LOA a logistics problem solving organization. Our first meeting this quarter was in Washington DC, three weeks after the conference. We examined the LOA Professional Development triad I talked about at the conference and in the last ER edition. We decided upon the theme, “Shaping Logistics”, for the 2011 conference to be held in Ft Worth, TX, 9-13 Oct 2011. Where past conferences have been “transmit only”, we are working hard to execute the first interactive, problem solving conference. For those transitioning out of the service, we are also working diligently with industry to add a Job Fair during the conference. Likewise, you’ll see some changes coming to the ER as Dennis Daley, our Editor, adds an Industry Corner to hear the views from our industry partners. Also, we are soliciting Joint articles to include in the ER. The last leg of the triad we’re tackling is Chapter Support, the heart and soul of LOA. The board is focused on enhancing chapter support through enhanced chapter management tools, linking to sister organizations like SOLE, NDTA, ATA, and AFA where we have corresponding chapters. Additionally, we will be standing up Regional Chapter Directors that will tie chapters in a given region together, assist the chapters in program execution, and be an added chapter advocate to the LOA National Board. Table of Contents (Continued from Page 1)

STAFF

The Implementation, Success and Future of Repair Network Integration By Ms. Debra Mitchell and Mr. Ben Brooks ................................... 72 EDUCATION

The ICAF Supply Chain Management Concentration Program By Dr. Paul Needham and Mr. George Topic ................................... 76

Best Ammos Paper Squadron Inspection Program By Captain Lucas Buckley ............................................................... 80 SUSTAINMENT

Innovation and Efficiency By Mr. Marcus Caudill and Ms. Marion Homier ............................. 82

Transforming the Air Force One Uniform at a Time By Mr. Davis Oishi .......................................................................... 84

A Different Kind of BRAC By Ms. Sue Murray .......................................................................... 86 VOICES | In Every Issue

Focus on a LOA Industry Partner Mr. Richard “Skip” Whittington ........................................................ 8

President’s LOG(istics) Colonel Doug Cato, President LOA National .................................. 2

Editor’s Debrief Col (Ret) Mary Parker, ER Asst. Editor, and your ER Worldwide Staff ................................................................................................... 4

From the E-Ring Lt Gen Loren Reno ........................................................................... 6

SES Speaks Mr. Ross E. Marshall.......................................................................... 7

Chapter CrossTalk ......................................................................... 91 LOA Memorial ............................................................................. 96

2 | The Exceptional Release | SPRING 2011

Approximately a month after the Washington DC strategic off-site, the board met in Atlanta to select the 2014 Conference site, the Atlanta Hyatt Regency. Just as a recap, the 2012, 30th anniversary, conference will be held in Washington DC at the Omni Shoreham. The 2013 conference returns to Texas at the Dallas Hyatt Regency. In addition to selecting the 2014 conference site, the National Board met to discuss updating the LOA Scholarship program. In addition to promoting education for our enlisted members, we’ve opened the program to LOA members and to children of LOA members. The program will require those taking college classes to research and offer solutions to current logistics challenges within the Department of Defense (DoD) or industry, and high school‐aged students to explore and consider the implications of logistics in military operations. Although the scholarships available each year are contingent upon the donated funds, we have doubled the top award to $5,000 in each of three categories and graduated the scale downward for second through fourth place. I’d also like to thank Lt Col Ben Davis, our Scholarship Chairman, for his dedicated support to LOA. Our new Scholarship Chairman is Col Tom Sadlo. We are looking for a new Chapter Support Chairman to replace Lt Col Jeff King. Jeff ’s done a tremendous job pulling the chapters together and with his leadership, we’ve laid the foundation to robust our local chapters, one of the founding triads of LOA. If you are interested in becoming the Chapter Support Chairman please contact one of the National Board members. Three months after the 2010 conference in early Jan 11, the LOA National Board conducted another strategic off-site, this time with a mix of people representing the LOA demographics. In addition to the LOA National Board members, the team was comprised of Lt Gen (ret) Zettler, Maj Gen (ret) Sullivan, our senior mentor advisor; Maj Gen Fedder, our senior civilian advisor; Mr. Scott Reynolds, representing the founding/charter members; Dave Miller and Bob Drewitt, representing the LOA Field Grade Officers and Chapter President; Lt Col Ley Havird, representing the LOA Company Grade Officers; Capt Erik

VOICES | PRESIDENT

Schmid, and finally Marta Hannon, the queen bee of our conferences. The off-site was professionally facilitated by a Washington DC based firm on a gratis basis. The two day event was intense to say the least and the team put some tough issues on the table. The actionable issues from the Jan 11 off-site were:  Become a logistics problem solving organization that adds value to the logistics community  Redesign the conference to be interactive  Hire a professional staff, starting with a Chief Operations Officer/Director  Implement technology through social networking to synchronize the membership  Create regional chapter directors Since the 8-9 Jan 11 offsite, you’ve seen the social media communication increase on Facebook, Twitter, and on Linked-in. We are looking to generate conversation on key logistics topics through these forums and want to invite all to get an account and link into LOA via these social media sites. As I mentioned above, we’ve enhanced the LOA Scholarship program and we’ve updated the elections LOA guidance to move the elections earlier. By having elections sooner, we give the newly elected officials time to work side-by-side with the current National Board members, again attempting to ease the transition between boards and maintain LOA strategic vision continuity. Nominations are underway for two offices: President and CFO. The LOA Elections Committee is headed by Col Steve Petters, with nominations being accepted through mid-Mar 11. There’s definitely a high operations tempo at LOA National in an attempt to enhance LOA and bring more value to the DoD, the Air Force, and the membership. We encourage you to make your voice heard through our social media sites…we are listening and taking positive action! Col Doug Cato, President LOA National and your LOA National Board

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3 | The Exceptional Release | SPRING 2011

VOICES | EDITOR

Editor’s Debrief The mantra for this edition of the ER is “Smarter Logistics: Better, Faster and Cheaper” and you’ll see that recurring theme in the articles. Starting with Lt Gen Reno’s commentary that highlights the “4 Cs”: ComplianceCost-Challenge-Change; continuing with Mr. Marshall’s examples of challenging assumptions; and throughout the remaining sections of the ER the drum beat is “Better-Faster-Cheaper.” You’ll also see a change in the format with the color-banded sections, 3-column text layouts, call outs highlighting key points of the article and more diversity in the sections (e.g. Industry, Staff, Education, Sustainers) besides our normal sections (i.e. Base, Depot, AFSO21). We start off with a new section from our industry partners, and Mr. “Skip” Whittington presents an overview of “Better-Faster-Cheaper” with the Boeing Company and their support for the C-17. The Depot section has an enlightening article on leaders and standard work by Col Randy Burke, plus topics about the C-130 (center wing box—Capt Barry Willard and critical chain management—Mr. David Mann) and demand planning by Mr. Bill Orndorff. The Base Section has a plethora of articles covering topics that include: the 376 LRS making it work at Manas; Dover’s AGE Shop using pulse production to increase their in-commission rate; 726 AMS at Spangdahlem improving the process for refueling C-17s; 386 EMXG’s efforts to develop a long-term strategy that will achieve major victories in one-to-two rotations of personnel; ACC’s efforts to stand-up and institutionalize the Stranded Aircraft Support Team (SAST); Travis’ RIE to use NVGs for Aerial Port operations in the AOR; constructing a fuel system infrastructure for Bagram’s airlift hub; making the cryogenic plant at Dover more efficient with process improvements; standing-up the 27 SOW at Cannon AFB while continuing to support deployments to the AOR; Rota’s intermodal operations for moving cargo into the AOR; 923 AMXS’s lean event to improve the processes for the phase inspection on the Pave Hawk; the collaborative effort at Travis with the 60 MXG and 349 MXG to interject energy into their AFSO21 efforts; AMC’s Passenger Policy Branch’s efforts with initiatives to improve passenger services; and 9 MXG’s AFSO21 initiative for the phase inspection on the U-2 “Dragon Lady.” We finish off this edition with one article from the staff (Ms. Deb Mitchell’s and Mr. Ben Brooks’ review of RNI); two articles in the education section (SCM Concentration Program and an AMMOS paper on the Squadron Inspection Program); and three articles from the sustainers (Strategic Alternate Sourcing Program Office (SASPO) Sustaining Engineering (SE) Team; using RFID to outfit new recruits with uniform items; and supply chain integration through BRAC Supply and Storage). We had so many submissions for articles in this edition, that we had to push-off some of them to the next edition, and as always, we solicit your support to provide articles for the Fall ER – with the theme: “Shaping Logistics.” V/R, Col (Ret) Mary Parker, ER Asst. Editor, and your ER Worldwide Staff

2010 General Lew Allen Jr. Award Winners

Major Scott Hall: Air Force Chief of Staff Gen. Norton Schwartz presents the 2010 General Lew Allen Jr. Award to Major Scott Hall during a ceremony Jan. 4, 2011, in the Pentagon. Maj Hall was honored for his superb contributions to sortie generation. During the award period he was assigned as the Maintenance Operations Officer for the 20 AMXS, Shaw AFB, NC. (USAF photo by Jim Varhegyi)

4 | The Exceptional Release | SPRING 2011

Senior Master Sergeant Anthony Smith: Air Force Chief of Staff Gen. Norton Schwartz presents the 2010 General Lew Allen Jr. Award to Senior Master Sgt. Anthony Smith. Sergeant Smith was honored for his work as the 57th Aircraft Maintenance Squadron Viper Aircraft Maintenance Unit superintendent at Nellis Air Force Base, Nev. (USAF photo by Jim Varhegyi)

The Exceptional Release A Professional Military Journal written by logisticians for logisticians

The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to editor@loanational.org. Please visit the LOA website for more details. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines for ads) along with stories (as separate text files) and include cutlines/captions (numbered). Name your photo files with the author’s last name and number them according to their match with the caption, such as ‘smith1.jpg,’ ‘smith2.jpg,’ and so forth. All photos and ads should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: http://www.loanational.org/exceptional-release/advertising-rates.php Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 email: marta@loanational.org Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $35. Access membership forms on the website at www.loanational.org.

VOICES | RENO

From the E-Ring We Owe Smart Logistics to Those We Lead and Serve

I note the theme of this ER is “Smart Logistics: Better, Faster, Cheaper.” I’m as eager as you are to read the fine articles this journal has come to be known for generating and add some thoughts here for your consideration. Compliance. I continue to see lack of compliance as the single largest failure in our logistics world. It causes re-do (muda, waste). It damages/ destroys equipment. It injures and kills our people. It costs time. You can complete the “cost” list in your mind. It’s all bad. It’s not better, faster, or cheaper in the long run. We need to model compliance in our words and actions…at home and deployed. Cost and Performance tradeoffs. I mentioned this at the LOA conference and again in the last ER. “Better, faster, cheaper” opportunities abound as we seek equal cost solutions with greater performance or equal performance ones with less cost. I observe that cost-benefit analysis and returnon-investment questions have become part of most decision processes. I ask those questions at my level…you should, too. Challenge old assumptions. So much has changed around us in technology and capability that we need to understand and challenge the assumptions on which we have come to depend. I heard a story of a young girl who asked her mother why she always cut the ends off the ham before putting it in the oven. She did it because her mother and grandmother did. When the young girl asked the oldest generation, she was informed the oven (back in “the day”) was too small to hold the ham without cutting off the ends. Technology changed but the process didn’t. Point made. Change. This is pretty obvious…change is one of only a few constants. The choice to us is to embrace it or resist it, to lead it or delay it, to be its agent or adversary. I observe we in logistics are somewhat better at innovation than we are at adaptation. Don’t abandon the former, but look for opportunity to use the latter. Others have come up with splendid ideas and implemented them, and those same innovations offer us benefits sometimes with only minor adaptation. Those who develop a reputation for leading change (through innovation or adaptation) will go to the head of the class…you will be in demand wherever you go. I’m often asked how we can be both compliant and change-focused. When it comes to statute, policy and tech data, if it’s outdated, ineffective, or inefficient, obey it only until you can get it changed, but work actively to change it for the better…for the faster… for the cheaper. A CMSgt on my staff recently suggested that we not implement a proposal made some time ago whose basis had changed. I agreed with him…his recommendation was “better.” Good for him for being willing to challenge old assumptions and to change the course on which we were headed. We owe smart logistics to those we lead and serve. That’s my view. Lt Gen Loren Reno Deputy Chief of Staff for Logistics, Installations and Mission Support; Headquarters U.S. Air Force, Washington, D.C.

6 | The Exceptional Release | SPRING 2011

VOICES | MARSHALL

SES Speaks Challenging Old Assumptions

Over 25 years ago, as a young, newly hired “loggie”, I was walking through a production shop with an experienced senior logistician. As we discussed the processes occurring around us, I asked him, “What’s up with all this talk of logistics. What does it mean”? His response caught me off guard. “Well, we don’t do logistics here” he said. I was shocked. Here was a seasoned individual that obviously did not understand logistics nor the role he played in the process and there we were standing right in the middle of it. That statement has stuck with me to this day and helped me realize that one of our greatest obstacles to smarter logistics is simply understanding it. At the OC-ALC, insightful leaders and astute workers understand logistics and are doing what Lt Gen Reno suggests – “challenging assumptions”. “Speed and Quality “have become the Tinker motto. It’s a pretty simple concept, and whether you’re on the production line, operating the supply chain, managing a weapon system, or in a support organization, if you can increase the speed at which you accomplish your job and improve the quality, you will have accomplished a degree of smart logistics. With the challenges facing us over the next several years, continuous improvement of logistical processes will have to become a way of life. The good news is the process has already begun. For example, our Engineering Directorate undertook an AFSO21 project to modernize the engineering data repository by ensuring all of the Mylar engineering drawings managed and stored were digitized. Their efforts resulted in reduced ALC customer wait time for hard copy Mylar’s from 14-days to approximately two hours, as well as a 95% reduction in the cost of producing un-dimensioned engineering drawings, a cost avoidance of over $27 million. Another example of process improvement comes from our Propulsion Maintenance Group. To improve and regulate the flow of engine components through production or repair, they stood up a Production Logistics Support (PLS) Division and implemented Theory of Constraints management concepts. Even with increasing production requirements, the group was able to achieve a 60% increase in backshop repair production, from 1400 components repaired per month to over 2400 per month. Their model to regulate the flow of work improved the efficiency and effectiveness of production technicians, reducing overall repair cycle time by 69% and reducing by 70% the number of engine components in work at any given time. Again, as Lt Gen Reno pointed out, “smart logistics” really does come down to challenging old assumptions, and change really is one of the only true constants. Continuous improvement must be ingrained in our culture. Everything we do must contribute to our Warfighter’s capabilities, and our success in today’s environment depends on our dedicated Airmen “doing more without more”. Smart logistics isn’t just the wave of the future; it’s now. There are some great articles in this edition of ER. I encourage you to read them, study them, and learn from them. Our ability to defend and protect our nation depends on it. Mr. Ross E. Marshall, is the Executive Director, Oklahoma City Air Logistics Center, Tinker Air Force Base, Oklahoma.

7 | The Exceptional Release | SPRING 2011

VOICES | BOEING

Focus on a LOA Industry Partner The Boeing Company & C-17 Support. Smarter Logistics: Better, Faster, Cheaper.

SSgt Chris Wiles and Boeing’s Dan Goodman work RoR spares and MICAP needs to support the C-17 mission at Joint Base ElmendorfRichardson. (Photo courtesy of Boeing)

By Mr. Richard “Skip” Whittington

In an unprecedented partnership with the US Air Force and its international customers, the Boeing Company’s Integrated Logistics Division is supporting several USAF weapon systems, including the C-17 Globemaster III. Now in its 20th year of service and over two million flight hours in the rearview mirror, the C-17 continues to perform as the Air Mobility Command’s most versatile, cost effective and available airlift system.

BETTER As with any first-rate partnership, the USAF and Boeing maintain constant tactical communications, including daily phone calls focused on the health of the C-17 fleet. In this global collaboration with every C-17 base, Boeing is able to maintain full fleet situational awareness. Strategically, USAF-Boeing collaboration occurs at the Supportability Operations Review Team (SORT) meetings attended by C-17 Maintainers, Maintenance Group Commanders and their Boeing counterparts. At the SORT meetings, joint process improvement teams report their progress in tackling C-17 fleet process improvements and issues. Examples include a joint study that concluded C-17 Home Station Checks (HSCs) could be extended from 120-days to 180-days (effectively adding thousands of available C-17 flight hours); improving engine time on-wing; and identifying advanced maintenance technologies like faster curing sealants.

FASTER Continuous USAF-Boeing logistics, engineering and maintenance improvements enable 24/7 flexibility and the tactical velocity needed to support the Warfighter in record time. Using a Performance-Based Logistics (PBL) contract, Boeing guarantees its performance in areas most important to the customer. Examples include metrics such as Aircraft Availability, Supply Chain Issue Effectiveness and Field Services Engineering Disposition (ED) response time. When needed, Boeing’s Field Engineering and Technical Services (FETS) teams work side-by-side with USAF maintainers to provide EDs and help troubleshoot chronic C-17 issues. The USAF C-17 Routine ED response requirement is 72-hours with the Urgent ED response requirement set at 8-hours. Boeing’s 2010 average Routine ED response time was 13-hours with urgent EDs answered in less than 5-hours.

CHEAPER The USAF has worked with Boeing to reduce C-17 Dollar Per Flight Hour (DPFH) by 28% over a six-year period (FY04-09) – all the while maintaining a fleet-wide average Mission Capable Rate of 85%. According to the Air Force Total Ownership Cost (AFTOC) database information, the C-17 was the only USAF airlifter to reduce overall support costs over this time period. To achieve DPFH reductions, Boeing leaned-out C-17 support operations and the USAF harvested these savings beginning in new contract periods. Other DPFH reductions occurred by implementing Time Compliance Technical Orders (TCTO) modification “Speedlines”. Speedlines install C-17 modifications either at the C-17 homestation or on a depot flightline. Speedlines save money by reducing the need for depot hangar space and often by eliminating the need to transport a C-17 to do the work at a depot location. Homestation Speedlines also provide the USAF the opportunity to perform deferred maintenance concurrently with a modification. Recent Boeing innovations, like Military Aircraft Health Management (Mil-AHM), which became a HQ AMC requirement in 2010, are projected to save substantial unscheduled C-17 maintenance downtime and spare parts costs. Additionally, Boeing C-17 Interactive Electronic Technical Manuals (IETMs) will introduce troubleshooting efficiencies for maintenance and eliminate paper publication and reproduction costs. The future is bright for C-17 support and the USAF-Boeing industry partnership. In 2008, the Secretary of the Air Force for Acquisition authorized a 10-year Justification and Approval (FY12-21) for Boeing to remain the USAF’s sole-source support provider for the C-17. About the Author: Richard B. (Skip) Whittington is the Senior Manager of Business Development for the C-17 Globemaster III Sustainment Partnership (GSP), a subdivision of the Global Services & Support Business Unit within Boeing Defense, Space & Security. The GSP Program is responsible for providing the U.S. Air Force and International customers with value-added services and innovative sustainment solutions. His role focuses on fully understanding current and emerging customer support requirements for the C-17 airlifter. Mr. Whittington also manages GSP customer communications, promotional materials and new business campaigns. K 8 | The Exceptional Release | SPRING 2011

DEPOT

Standard Work for Leaders – What is the Standard? By Colonel Randall D. Burke

In the Air Force we count on compliance. Compliance to the many standards we have is critical to mission success. The safety of our aircrew, Soldiers, Sailors, Airmen and Marines on the ground, and our civilian workforce across the globe all comes from strict compliance to the safety, process and quality standards we have adopted over the years. Yet in our role as leaders, what process do we comply with everyday? Being in a leadership role and working to something labeled “standard work” seems almost an oxymoron, yet every day leaders throughout the Air Force preach the need to standardize processes and procedures. We develop Air Force Instructions, Operating Instructions, and Standard Operating Procedures to strive for consistency for the sake of safety, productivity and quality. Having standards of performance is key to the way we operate, yet as leaders, we tend to spend our days in chaos running from meeting to meeting and answering e-mail with little time to think strategically or lead.

The paradigm shift we must make is that leadership is a process and therefore we can and must strive for standard work--leader standard work. The paradigm shift we must make is that leadership is a process and therefore we can and must strive for standard work--leader standard work. The primary tenants of lean include flow, pull, 6S, standard work, and visual management. In a lean environment, leader standard 10 | The Exceptional Release | SPRING 2011

C-17 maintenance technicians, Michael Anderson (left side) and Tim Morrow, are reviewing the overall aircraft status on the PCB and the green block lets them know that the aircraft is currently on schedule. (562 AMXS)

work is the process we use to support these tenants. If we can agree the primary role of a lean leader is to:  Create and communicate the VISION  Teach and mentor those they LEAD  MEASURE and ALIGN the work  ELIMINATE the roadblocks  SUSTAIN the change Then using leader standard work is the process by which we achieve these objectives. In order to be successful with leader standard work we must first turn the organization upside down. In a lean environment the concept of servant leadership is important. Instead of managing by directive, lean leaders lead by asking questions, removing obstacles, and focusing on people. The graphic below depicts the concept of servant leadership.

vant leader must be willing to hand off responsibility to lower levels within the organization. Along with the responsibility, we must additionally provide a level of authority to the lower levels to make changes, improvements and corrections as needed. Finally, we must have mechanisms in place to hold people accountable. In the Maintenance Repair Overhaul environment of Warner Robins ALC, we are in the process of implementing High Velocity Maintenance which has as one of its primary objectives to treat the mechanic like a surgeon. The mechanics are the ones doing the value added work as shown in the illustration above. The more time mechanics spend on the aircraft the more time they are adding value. When processes force them to search for tech data, parts, tools, etc., they are not adding value, so how as a leader do we remove the non-value added waste? Gemba time!

The objective of servant leadership is to enhance the growth of individuals in the orga- Now having a better understanding of the role nization and increase teamwork and personal of a lean leader, the primary place to focus on involvement. Servant leaders are often seen as leader standard work is in time management. humble stewards of their organiza- Insert Figure # 1 depicts servant Leadership, SOURCE - Simpler Consulting--depicts the concept of servant leadership tion’s resources (human, financial and physical). Another aspect of servant leadership is responsibility, authority and accountability. In this respect a ser-

BURKE Leaders have to carve The second place portant, each e-mail must be read in order to out time to work on where leader standard understand what impact or applicableablitity it what’s important. The work comes into play may have on us. One way to manage this is to illustration below shows is driving a culture of implement a process by which e-mails that rehow the different leadcontinuous improve- quire action, a response, or are just informative ership levels typically ment and empower- can be sorted for prioritization. Additionally, spend their time in both ment. In the block having a protocol regarding how to address etraditional and lean ortime shown above mails in the TO: section eliminates the potenganizations. In a non(photo #4) time is tial for dual work and or confusion about ownlean environment we dedicated to working ership. The TO: line should be used to address tend to reward and recwith improvement those where a specic action is required—do not ognize those who come teams. For leaders to include anyone on the TO: line for informain at the eleventh hour drive culture change tion only. The CC: line should be used to adand save the day which they must be visible dress those with a need to know but no action drives a culture of fire to the workforce and or response is required. Additionally, codes or fighting. In a lean envi- 402 AMXSS Chief of Financial management sec- personally engaged words at the beginning of the Subject: line can ronment, the true hero is tion, Edwin Aguilar explains the Voucher Settle- in the improvement be used for ease of sorting and prioritization. ment Process using the PCB. (402 AMXSS) the one who drives proprocess. At these For example — 1.) ACTION: Suspense 19 cess improvement to the briefings and out in Mar 11, XYZ point paper; 2.) SIGN: E-SSS point that the fires never get started. the Gemba is where leaders have an opportu- for Coord; 3.) APPROVE: Suspense 2 Sep 11 FY12 Budget; and 4.) FYI: LOA Golf Tournity to use their servant leadership skills. “Gemba” as noted above is the lean term for nament 15 Apr 11 (could be an action as well!). “where the work is done.” This can be in a One of the primary tools of a lean leader is vihangar, back shop, flightline, conference room, sual management. In the Gemba Production Our AFSO21 program has all the tools and office, or any other place that work is executed; control boards, safety boards, and 6S boards techniques required to develop, implement, therefore, any place where there is a process are all parts of visual management that are in and sustain standard work. As leaders, it is our that’s executed is a “Gemba.” Those processes the Gemba. Mission Control Centers (MCC) responsibility to use the tools from our tool might include sheet metal repair, engineering are another example of visual management. box to drive standard work at all levels of our review, hiring requisitions, travel documents, MCCs are used at higher levels of the organi- respective organizations-- including our own record keeping, or any other process that flows. zation to track the implementation and execu- office. If we go to the Gemba, then this will be the tion of strategic and tactical levels of process first place where we will use our servant leader- improvement objectives. Performance reviews About the Author: Colonel Randall D. Burke is ship skills. During Gemba walks we have an are held in the MCC to regularly review prog- the Commander of the 402nd Aircraft Mainteopportunity to ask the personnel conducting ress towards strategic goals. nance Group, 402nd Maintenance Wing, Warner value added work questions about their proRobins ALC, Robins AFB. He is a career logisticess. Questions such as, How is this process At the process level, Production Control Boards cian and a member of the Middle Georgia Chapter working? How is the process measured? What (PCBs) are a form of visul management which of the Logistics Officer Association. K are the improvement objectives? and most im- allows leaders to see the status of a process at a glance. During Gemba time leader standard portantly, how can you as a leader help? work takes the leader to the PCB to see how lower level leaders Time management is the are driving execution and improvement. single biggest pitfall in deThe lean leader uses veloping standard work for this opportunity to leaders. ask questions, provide resources, and Time management is the single biggest pitfall remove obstacles. in developing standard work for leaders. The only way to move out of the traditional fire Another area where fighting mode is to schedule and commit to leader standard work having time on our calendars everyday that is can be of great asspent for “improving.” For example, the “Block sistance is in e-mail Time” schedule below shows Gemba Walk protocol. Today, all time is scheduled daily. This is time spent go- of us receive many ing to various Gembas throughout the orga- e-mails that are just informational nization and observing work where the work for purposses, yet withis taking place. As leaders, we can and will get out a method of much better insight to the real issues when we C-5 maintenance technician, Timothy Williams, reviewing an upcoming aircraft sorting the imporwalk the Gemba vice listening to a briefing in process. (559 AMXS) tant from the unima conference room. 11 | The Exceptional Release | SPRING 2011

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Improvements Put C-130 Center Wing Replacement Back on Target By Captain Barry Willard

In 2006, the 402nd Maintenance Wing (MXW ), 560th Aircraft Maintenance Squadron (AMXS) at the Warner Robins Air Logistics Center (WR-ALC) was assigned the workload of the C-130 aircraft Center Wing Replacement (CWR) program. The purpose of the program is to extend the C-130 service life and prevent aircraft groundings due to cracked components within the Center Wing Box (CWB) structure. The magnitude and impact of this program is quite extensive. It applies to over 50% of the C-130 fleet and affects every major command that has the C-130 aircraft assigned. The overall man-hours involved range between 20,000 and 43,000 depending on whether the aircraft is scheduled for CWR or if the aircraft has been scheduled to receive concurrent programmed depot maintenance (PDM). The CWR process itself is complex requiring the orchestration of numerous skills, including aircraft mechanics, sheet metal technicians, electricians, machinists, optical alignment and hydraulics technicians. Large fixtures are installed inside and outside of the fuselage in order to stabilize the airframe while the old CWB is removed. Once the new CWB is installed, the structure is aligned and the wings are reattached. The standard work package has a scheduled flow of 220 days for a CWR and 300 days for a CWR/PDM combo. Over time, the CWR program at WR-ALC has evolved into a 10step process.

C-130 mechanics are removing the old center wing box from an AFSOC aircraft at the WR-ALC depot facility. (Photo 560 AMXS)

The multiple tasks associated with the 10-step process often require coordination with agencies outside of the 560 AMXS. These agencies are responsible for supporting all depot maintenance functions at WRALC, and not just the CWR program. This often leads to scheduling conflicts, task reprioritization and the potential for unforeseen time delays, which all affect the CWR critical path. Additional challenges initially experienced by the CWR program included the supportability of key structural components and the availability of dedicated dock spaces. In order to counter these and other potential delays and to ensure steady progress of the CWR program, the 560 AMXS identified and implemented several process improvement initiatives throughout the FY10 timeframe. One of the main sources of improvement was to address numerous â&#x20AC;&#x153;green partsâ&#x20AC;? (or the parts which are Chart 1: Engineering drawing showing the description of a CWB with the internal structure and not part of the actual CWR kit work specification) components. (Source 560 AMXS)

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WILLARD that were not readily available when needed. The first goal was to establish a repair process for the structural bow beam. The initial CWR requirements called for complete replacement of all bow beams. However, in many cases the beams were not available at the specific time needed for installation. Since this installation occurred during the fixture cell phase, delays in receiving the beam would add weeks to the overall CWR critical path. 560 AMXS technicians, in discussion with the System Program Office engineering staff, made the suggestion to repair versus replace the bow beam. Engineering agreed providing a 16-hour or two-shift repair. 560 AMXS continues to repair approximately 80% of all bow beams, maintaining momentum and recovering additional days for the critical path. Additional “green parts” such as the bar fittings, and the end board caps were inspected and replaced after failing inspection. In this case, the squadron relied upon the 402nd Commodities Maintenance Group’s (CMXG) local manufacturing capabilities and was able to obtain the manufactured parts and maintain CWR throughput. The second improvement was a modification to one of a number of internal fuselage fixtures that are used to maintain aircraft alignment throughout the CWR process. The internal alignment fixture mounts to several locations within the aircraft fuselage and is used to maintain the shape of the aircraft once the wings and CWB are removed. As originally designed, the fixture required 100% removal of all cargo doors and ramps in order to be installed. Once again, 560 AMXS technicians stepped up to the plate and identified a fixture design modification that would accommodate installation of the alignment fixtures, without removal of the cargo door and ramp. This improvement had immediate impacts on numerous fronts throughout the 402 MXW. Primarily, the CWR process recovered 5 flow days by eliminating the need to remove the cargo door and ramp. Leaving the cargo door and ramp in place maintained the sealing surfaces and ensured a higher probability of successful pressurization Charts #2 and #3 C-130 CWR Flowdays Schedule, Sponsor - C-130 CWB Analysis Section) on the first attempt. Allowing the door and ramp to remain in place also removed the requirement sonnel to technical school co-ops currently in training. The rapid growth for in-flight operational checkout during the aircraft Functional Check Flight (FCF). In many instances, aircraft would of the program and general lack of experience of the “new” workforce require multiple FCFs due to door and ramp rigging challenges that contributed to a steep learning curve. Individual cell performance has steadily improved over the past fiscal year showing decreased rework and could not be verified on the ground. increased technician confidence. The third improvement was directed towards the technician’s proficiency. At the very beginning of the CWR effort, the 560 AMXS had 90 The fourth improvement focused on performing concurrent work in mechanics dedicated to the program. Over the past 24 months, the the CWR fixtures. 560 AMXS technicians noticed that installation of program has grown to well over 423 mechanics and support staff. The the right-hand forward beam was consistently delaying the install for a newly hired employees have experience ranging from retired USAF per- large portion of the aircraft wiring. Technicians requested approval to

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DEPOT | DEMAND PLANNING IMPROVES WORKLOAD... begin the beam installation earlier in the process, allowing the wiring to proceed ahead of the scheduled start dates. This simple installation change allowed concurrent installation of wiring and subsequent major structural components. Another major process change involved the recurring installation and removal of the floorboards and pressure panels. In order to move the aircraft from the fixture to the build-up cell, floorboards and pressure panels had to be installed. Once at the build-up location, the pressure panels and floorboards were removed so that the build-up could begin. 560 AMXS technicians questioned the removal and reinstallation process and were determined to eliminate the rework. They moved several installation operations from the build-up cell to the fixture cell and completed them prior to aircraft movement. In addition, they developed a temporary installation process that allowed for easier component removal once the aircraft reached the build-up cell. The fifth improvement area looked at reducing rework and flow days in build-up. According to Michael J. Yawn, 560 AMXS CWR scheduling chief, “One of the biggest areas of improvements is the continuity between the aircraft production team (first line supervisor, aircraft scheduler, supply technician, and planner).” Every team member knows the critical path of their aircraft and each member focuses on their part to manage and execute the critical path. The team meets daily to review work in progress, resolve bottlenecks/constraints and they also look ahead to make sure that the tasks needed to be accomplished next are fully supportable. These team members have also come together to build a standardized network for the strip, fixture, and build-up cells. They established a task listing for the new CWR box kit and required tooling, equipment, parts and hardware needed for the process to flow. The final improvement was within the optical alignment process. The original CWR work specifications required the alignment to be accomplished just prior to functional test. This required three aircraft tow

operations, a defuel purge and refuel operation, additional jack and down jack in order to remove the fuel and prepare the aircraft for alignment. In most cases the next aircraft in line had already claimed dock space and locating a hangar suitable for alignment was a challenge. 560 AMXS was able to negotiate changes to the work specification allowing alignment to be completed during the build-up phase, before it was fueled and before it left the hangar ensuring a dedicated alignment location was available. This small change provided an additional 3 days back to the CWR critical path. As logisticians, we are frequently reminded that accurate planning can help secure our success no matter what we are tasked with doing. While we do our best to identify all potential problem areas, we are often reacting to issues that arise after the process has been put in place. How we react to these issues plays a crucial role in determining the direction required for success. The 560 AMXS, as well as the multiple agencies involved (engineering, planning, plant services, 402 CMXG and 402 AMXSS), has successfully reacted by implementing the appropriate process improvements to put the CWR back on its initial targeted timeline. Even with these improvements underway, the CWR team continues to strive for new ways to improve upon current processes by utilizing AFSO21 and other Lean concepts. The WR-ALC goal is to produce quality products, on time to the customer. The CWR team has adopted a “Continuous Process Improvement” philosophy as part of their daily work strategy to make this goal a reality. About the Author: Capt Barry Willard is currently the Operations Officer in the 560th Aircraft Maintenance Squadron, 402nd Aircraft Maintenance Group, 402nd Maintenance Wing, Warner Robins ALC, Robins AFB. He is a member of the Middle Georgia Logistics Officer Chapter. K

CHART #4 CWB Speedline Cell Performance, Sponsor - C-130 CWB Analysis Section) Chart depicts the Strip, Fixture and Build-up of the CWB FY10date cell completions

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Demand Planning Improves Workload Collaboration at Ogden ALC By Mr. Bill Orndorff

Perhaps it was simply a disconnect, or maybe a case of “we’ve always done it this way.” But what resulted was a customer requirement far exceeding the Master Production Schedule (MPS) forecast of parts needed to perform aircraft depot maintenance. At Hill AFB, solving these situations involved greater concentration on demand planning requirements -- and better collaboration -- among the Defense Logistics Agency (DLA), the 748th Supply Chain Management Group (SCMG) and Chart 1 the 309th Maintenance Wing (MXW ). The DLA charter is to manage consumables -parts or items that are not repairable. The Air Force Global Logistics Support Center, represented at Hill by the 748th, manages commodity items or parts that are repairable. GLSC decides whether their items can be repaired or if new items are needed. The 309th performs the depot maintenance on F-16s, A-10s, C-130s, F-22s and the Minuteman ICBM. Following a rapid improvement event to improve A-10 landing gear support to Ogden ALC A-10 programmed depot main16 | The Exceptional Release | SPRING 2011

tenance, Major General Andrew E. Busch, Commander of the Ogden Air Logistics Center and former commander of the Defense Supply Center Richmond, Richmond, Virginia, pulled together the 309 MXW, GLSC and DLA to determine the state of DLA collaborative forecasting. He asked those assembled two questions: How well does the Air Force communicate its requirements to DLA, and how well is DLA responding to the Air Force requirements? “Everyone has a role in this,” General Busch said. “DLA manages the

consumables, we need GLSC to make a decision on buy or repair, and if they decide they want to repair, they need consumable parts from DLA, and through the PDMC (Planning for Depot-level Managed Consumables), they communicate the demand plan to DLA and DLA needs to execute it. It involves a constant dialogue and requires standard work so people looking at material in the maintenance wing have a standard template that tells them demand levels for commodities they produce, uses a standard work format to build the Bill

ORNDORFF Of Materials (BOM) and make sure the BOM is accurate, and ensures replacement factors are known so we’re passing a quality signal to executor in DLA.”

Scorecard Joint Team A core team of GLSC, DLA and the MXW was set up to answer the general’s accuracy and response questions. MXW identified the areas they thought they had trouble with, and once identified, a sub-team worked the data with action items and progress charts. They looked at the gaps in the process and how to make them better. Actions worked toward -- through the wing or DLA--wherever the gap was. “Around December 2009, the performance metrics showed negative trends in MICAPs and back orders, our barometers for parts supportability of depot maintenance. General Busch asked Team Hill partners to investigate causal factors of that,” said Colonel J. Reggie Hall, 748 SCMG’s commander. “Much effort was focused on demand planning and forecast accuracy. It was to identify where some of those gaps were, why they were occurring, and what measures we could take to narrow those down. That was the genesis of the scorecard effort.”

many supply and maintenance folks have not realized yet -- that is, DLA buys either to your forecast or to your historical demand,” said Colonel Jim Kinkade, commander of the DLA team at Ogden ALC. “That’s it. So you want both of those data feeds to DLA to be as accurate as possible. “While there has been a lot of talk -- in many venues -- about forecast accuracy, what this team has been able to shine a light on is that forecast accuracy is only one piece of the pie. After all, of the 175,000 parts required to support work done at the Ogden Air Logistics Center, only about 6,100 are being actively forecasted. That is only 3.5%,” Colonel Kinkade said. For the remaining 169,000 parts, Air Force experts are essentially relying

“The tremendous value of this scorecard effort is underlined by one overarching rule that many supply and maintenance folks have not realized yet -- that is, DLA buys either to your forecast or to your historical demand...” on DLA’s statistical forecast to tell their buyers how many parts to buy -- standard work

 Shane Bertagnolli, and electronics technician with the 533rd Electronics Maintenance Squadron, adjusts an F-16 radar antenna inside a Hill AFB test chamber. The F-16 antenna was one area studied by the Demand Planning Scorecard team. (Photo by Bill Orndorff)

The Air Force Forecast Accuracy Scorecard is based on the customer forecast versus the master planning schedule. It depicts the repair process in each area of concern and shows the impact. It makes sure DLA and GLSC have the parts to do what is required, and shows fractures in the supply chain that need to be addressed, as well as where the process is healthy. The scorecard involves three charts that are updated weekly by the team, and briefed to General Busch every four to six weeks:  The Demand Planning Accuracy chart, nicknamed the “purple mountain” chart, compares customer forecast to the MPS along with sales order promised and actual shipments. (See Chart 1)  The Demand Planning Scorecard is a DLA chart that shows what items were forecast and how many DLA bought. (See Chart 2)  The Forecast/Demand/Fill Comparison chart represents, by production numbers, the customer forecast, customer demand, DLA filled requests and stock on hand. (See Chart 3) “The tremendous value of this scorecard effort is underlined by one overarching rule that 17 | The Exceptional Release | SPRING 2011

DEPOT | DEMAND PLANNING IMPROVES WORKLOAD... for DLA. At the same time, Chart 2 - Scorecard Team “Battle Rhythm” there are other important signals like actual parts consumption, because DLA’s “machine-generated” forecast relies heavily on data showing parts consumption, otherwise known as historical demand. “I believe another aspect of the Ogden scorecard that makes it extremely useful is that once the scorecard is generated for an end item, it is nearly stand-alone,” Colonel Kinkade said. “It is actionable without reference to a sea of data or other documents. The three to four slides that comprise the scorecard highlight gaps in various processes, from strategic to tactical. And in most cases I have seen, the slides themselves include all the data that a supervisor in DLA, AFGLSC, the program office, or the Maintenance Wing needs in order to direct action to fix or explore a particular gap -- everything from workload review “comps” and Net Repair Objectives to the quantities of associated parts that DLA has on hand locally and worldwide. It is like a thermometer that doesn’t just say you have a temperature -- it also tells you where the doctor needs to focus his attention to help you get better.”

Landing Gear Lessons Learned In one scenario studied by the scorecard team, there were gaps in landing gear production process for the A-10 Thunderbolt. “The first gap -- a significant one -- was Commodities didn’t collaborate with GLSC on our master production scheduling plan that we put together and that we executed,” said Breck Baker, 532nd Commodities Maintenance Squadron (Landing Gear) director. “Previously, the 532nd would look at a couple forecasts, a D200 (requirement system) file and the Automated Budget Compilation System (ABCS) file from the wing, then without collaborating with GLSC, we would determine, ‘OK, this is what the customer wants but due to carcass problems, parts constraints and other capacities, we can only do this much.’ And so the gap between our repair plan and the actual customer forecast was significant.” Also, no one was focused on resolving the customer issues, only on the issues with the MPS.

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“For FY 11, we collaborate -- we take the ABCS file and we collaborate with our customer and develop a joint plan that we actually both sign off on,” Mr. Baker said. “That joint plan is the MPS that we execute. Now that gap is minimal. It’s a plan that fits our customers as well as us.” Second, the 532nd forecasted parts according to the MPS instead of the customers. DLA wasn’t buying the right quantities and the 532nd wasn’t maintaining the forecast if there were any peaks and valleys in the amount of landing gear production. Now, all forecasts are being worked in collaboration to ensure the true requirement goes forward. “We have a couple of triggers so if a failure factor should happen to change the forecast, we can communicate that to our partners in GLSC,” Mr. Baker said, “or, if we bring in a temporary job, GLSC is informed to ensure 100% of the needed assets are in future forecasts.” Third, requests by the 523rd were not showing all the consumption of parts. “When we brought in a 206 (temporary work order) to

“In my opinion, not showing the appropriate demand history was probably the root of all evil on not getting appropriate part quantities, which continued a vicious cycle over the years.”

“steal” a part because we didn’t have one, we weren’t disciplined enough to show that demand where DLA would have to perform a Demand History Action,” Mr. Baker said. “In DLA’s system, they look at forecasting and they also look at the demand. If we’re not showing the appropriate demand, they’re not going to go out and buy that forecast. Their buys are going to be based on the demand. It’s going to default to the demands rather than the forecast. “To correct that, we’ve developed a standard of work that we’ve implemented and trained our folks on as well as the DLA Retail Item Manager. We also trade monthly reports to ensure that we’re capturing the demands on everything that was sold the previous month. That’s very important. “In my opinion, not showing the appropriate demand history was probably the root of all evil on not getting appropriate part quantities, which continued a vicious cycle over the years.”

Process Improvement While some might think the errors in forecasting were caused by increased use of aircraft in the Iraq and Afghanistan wars, the actual gaps in the process between the supply chain partners has been going on for a long time, some say, for 11 years. Once DLA, AFGLSC and the 309 MXW found the process issues, they applied AFSO21 principles to find how they could improve the process to prevent past problems from recurring. “It started with the A-10 nose landing gear. The planning was going on in all three areas,

ORNDORFF but it wasn’t knitted together holistically. There were some handoffs between our systems and handoffs between our processes that were not necessarily standardized across the different maintenance organizations,” Colonel Hall said. Colonel Hall noted that the forecast was influenced by several factors: the AFGLSC unconstrained requirement forecast, maintenance forecast, maintenance production schedule and DLA demand forecast. “It showed that, in reality, rarely did all of these forecasts match in terms of what the requirement was,” Colonel Hall said. “The maintenance forecast was below the AFGLSC forecast, the production schedule was under the maintenance forecast, then there was actual production -- what we really did which was under that, and finally, the DLA demand which reflected the requirement that was actually passed to DLA. “When you see those superimposed over each other, it jumps out at you. If you’re producing here,” he said, holding his left hand at chin level, “but the requirement is there,” he added, holding his right hand above his head, “And if DLA sees no requirement -- demand -- for those parts, then there’s going to be a shortage of parts.” Identifying the problems, the team found some of it was a handoff between GLSC and maintenance; also, DLA forecasts were based on demand. In some places, there was no demand for a part even though the part was needed. In other places, a part that was required hadn’t been required for a long period of time so DLA showed no need for it. “We were able then to go into a little bit further detail and Chart 2 - F16 CD Antenna find out why that was happening,” Colonel Hall said. “The good news is there have been some process changes, in terms of data exchange, in terms of forecasting collaboration to seriously reduce that delta between the requirements all the way through those forecasts. That’s the way we think that holistically we can improve demand planning across the supply chain.”

be done in collaboration, the Ogden ALC is adding program offices and plans to include industry sole-source providers into the scorecard team. “The program offices are responsible for the overall health of the weapon systems and they’re the ones who are aware of any major modifications from programming changes that affect that,” Colonel Hall said. “For the score-

“In the November-December time frame, we saw a marked improvement in MICAP hours, and that’s because of what happened nine months ago -- it’s just taken that long to see the results.”

card effort here, General Busch has asked that we roll the program office into the scorecard team. “In a long term demand planning perspective for the Air Force, for many of the items we repair, we have industry sole-source partners. Using landing gear as an example, the Air Force piece of the landing gear market is a small market share piece. We don’t have the lion’s share of the aviation industry that interfaces with those industry partners. How we present our demands to them, how we present our forecast

to them, has an effect on the parts availability in terms of administrative and production lead time, but it also plays into the pricing in terms of what we pay for those parts.” Called “collaborative forecasting,” there are big long-term benefits to the Air Force in terms of reduced administrative lead time, reduced production lead time, and ultimately reduced costs with industry as part of the equation. Parts are received quicker, in a more reliable fashion and at a lower expense.

Progress The scorecard team has looked at the Commodities and Aircraft groups in the 309 MXW, and is now working on the Missiles group. “It will take time to see the results; for example, landing gear was in a crisis across multi-platforms,” Colonel Hall said. “In the November-December time frame, we saw a marked improvement in MICAP hours, and that’s because of what happened nine months ago -- it’s just taken that long to see the results. “I think we are making forward progress. Although this demand planning effort has been concentrated at Ogden, some of the benefits of these efforts are indicative of that. We are able to deploy that across the supply chain and over time you will see similar benefits.” About the Author: Mr. Bill Orndorff is a management analyst with the 309th Maintenance Wing, Ogden ALC, Hill AFB. K

Collaboration Recognizing that forecasting needs to 19 | The Exceptional Release | SPRING 2011

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Critical Chain Management… A Tool for a Quick Turnaround By Mr. David B. Mann

Within a year of implementing philosophies inherent to Critical Chain Project Management (CCPM), a breakthrough management method establish by Dr. Eli Goldratt, the 572nd Aircraft Maintenance Squadron (572 AMXS) dramatically turned its operation around. This Ogden Air Logistics Center unit improved its FY10 throughput by 33%, producing 44 C-130 aircraft against 33 aircraft in FY08 and FY09. During FY10, the squadron reduced its work in process (WIP) from 36 to 20 thereby returning 16 additional C-130s back to its customers. At an average cost of about $60 million per C130 aircraft, the total positive impact of this effort was approximately $960 million.

Background

Communication boards are used to provide current aircraft status and synchronization of requirements between maintainers and support organizations. The boards have been instrumental to the Squadron’s success. (Photo by: Chris Elders, 572 AMXS)

overhauls between 40 and 50 C-130s each year with the average work package ranging between 15,000 and 20,000 hours per aircraft.

Situation in June 2009

In June of 2009, the 572 AMXS had trouble meeting many of its customer’s commitments. The organization was not producing aircraft on time; aircraft turnaround times were high; and throughput was inefficient with costs above budget. Performance within the squadron steadily declined over 18 to 24 months despite concerted efforts involving extensive overtime, high stress and fire-fighting. Root causes were identified late summer and into the fall of 2010. As new leadership took command and different The organization was not perspectives and philosophies took hold, root producing aircraft on time; causes moved to the center of attention. They included: aircraft turnaround times

At a time when our country is engaged in two wars in austere environments, having sufficient cargo carrying capacity and tactical airlift supwere high; and throughput High work-in-process (WIP): In June 2009, port are critical. There is high demand for was inefficient with costs there were 36 aircraft on station and squadC-130 Hercules aircraft due to the varied and ron resources were arbitrarily spread thin over above budget . vital roles it serves in support of our armed multiple aircraft. For example, a repair section forces in Iraq, Afghanistan, and CONUS. Purwithin the docks had the capacity to work on chasing more C-130 aircraft is a non-starter at a time when the Departthree aircraft but was actually working on seven. In flight test, the crews ment of Defense is facing severe budget pressures. Therefore, increasing were working on eight aircraft when in reality they could support just the availability of the existing C-130 fleet is essential to meet mission three. The squadron was adhering to a sense that as long as there’s work requirements. and mechanics are working, we must be making progress. As producA number of key factors impact aircraft and fleet availability. One fac- tion resources started work on multiple aircraft, however, there was an tor is the turnaround time of depot maintenance. C-130 units send adverse effect on support departments like materials (parts), scheduling, their aircraft to depot maintenance squadrons like the 572 AMXS for planning, backshops, etc. Shared resources were getting pulled in mulprogrammed depot maintenance (PDM) once every 5 years. Under- tiple directions and supportability suffered (i.e. getting the parts, work standably, they expect their aircraft returned on time (or even sooner), cards, tools, etc. ready for the mechanic). As supportability suffered, the on cost, and with the highest quality. Meeting these demands is even mechanics encountered interruptions (start-stops). With every intermore challenging when depot maintainers find unexpected corrosion or ruption or stoppage, they started working on even more aircraft. This fatigue and face parts supportability issues as a result of diminishing vicious cycle increased delays and worsened productivity. manufacturing sources. The 572 AMXS is one of three aircraft maintenance squadrons in the 309th Aircraft Maintenance Group. The 572 AMXS performs depot level overhaul on six different models of C-130 aircraft supporting the US Air Force, US Navy and US Marine Corps. The squadron has 12 maintenance docks and runs a 2-shift operation. The squadron typically 20 | The Exceptional Release | SPRING 2011

Lack of clear task-level priorities: Every step of aircraft maintenance requires multiple resources (mechanics, parts, paperwork, tools, etc.) to come together for smooth execution. As delays increased, conflicts became severe and priorities changed frequently. It was very hard to align everyone to the same priorities. As a result, synchronizing multiple entities to execute tasks became a challenge and individual task comple-

MANN tions suffered. In turn, productivity suffered and delays compounded. Schedule extensions: With increasing delays, the squadron looked for reasons to extend the delivery date to maintain “on-time” performance. As additional work was discovered during inspections, the squadron often requested schedule extensions from their customers to account for that unexpected/ additional work. Occasionally, multiple requests were made on the same aircraft even when the additional Kevin Kennedy, 572 AMXS Structural Work Leader, prepares a center wing rainbow fitting for installation. (Photo by: David Mann, 572 work could have AMXS) been performed nance, repair and overhaul (MRO) organizations, reflected great results c o n c u r r e n t l y. Schedule extensions offered temporary relief from pressing timelines but at many corporations. Implementing Critical Chain Management reincreased the overall WIP as aircraft stayed longer at the depot while quired the following changes: inductions continued at the originally planned rate. Limiting WIP: The squadron had little-to-no control over the previFocus on cost: An underlying tenet in Air Force programming, plan- ously scheduled induction of aircraft into the depot for the execution ning, budgeting and execution compels depot managers to primarily fo- year. The squadron, however, decided to limit the number of aircraft cus on budget metrics like mechanic yield, output per man day and effi- being worked on at any given time and place the rest on “hold”. For exciency. These measurements are key budget factors but, when considered ample, squadron leadership set a limit to actively work on no more than 12 aircraft at any time (out of a possible sevin isolation, can negatively affect performance enteen aircraft physically located at the docks). because they steer wrong behavior (like cherry The support departments As previously mentioned one production flight picking jobs out of sequence, striving to meet had seven aircraft in work at one time yet had concentrated their efforts hours rather than ensuring the “right” hours were adequate resources to properly work only three produced, starting more work just to keep busy, on making these “active” aircraft. Similarly, the flight test section preetc.) and inadvertently subordinate throughput aircraft ready for producviously had eight aircraft in work at one time and on-time production schedules. As aircraft tion. Mechanics conceneven though they had staffing for only three. production delayed, the squadron incurred adUnder the new rules, all production flights were trated on fewer aircraft and ditional personnel overtime, re-work, constant limited to working on just three or four aircraft firefighting, and expediting. The net impact was worked only on tasks that at any given time. that the squadron failed to meet budget and fell short of production.

were supportable .

The Turnaround Group, wing, and center leadership as well as customers across multiple commands lost their patience. The squadron needed to turn around its operation quickly and effectively. Asking people to work harder or increasing overall facility/manpower capacity were not immediate remedies. Faced with limited options, the new squadron leadership turned to Critical Chain Management. This new method for running mainte-

NASCAR allows seven crew members over the wall during a pit stop to change four tires, put in two cans of gas and clean the windshield on one racecar…all typically accomplished in less than 15 seconds. Now imagine the same seven crew members being tasked with accomplishing the servicing on two racecars in different pits at the same time. They would have to put on eight tires, pour four cans of gas and clean two windshields. Picture the chaos of team members going back-and-forth to accomplish tasks

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DEPOT | CRITICAL CHANGE MANAGEMENT... and most likely out of sequence. The end result is a Increased Aircraft Availability pit stop somewhere in the neighborhood of 45 seconds–3 times over the goal. Essentially the squadron achieved the same thing by spreading their limited and valuable resources across multiple aircraft. Rather than getting tasks accomplished faster they actually extended the duration of tasks on every aircraft. Allowing aircraft to sit was counter intuitive but it provided focus to the organization. The support departments concentrated their efforts on making these “active” aircraft ready for production. Mechanics concentrated on fewer aircraft and worked only on tasks that were supportable. The managers focused on managing fewer aircraft at a time. Limiting WIP had an immediate effect. The pace of maintenance picked up and aircraft completions increased. Quality and speed improved as people stayed focused and were not multi-tasking. Work-in-Process was kept strictly under control by releasing the next “hold” aircraft only after one aircraft got completed (or was Increased Throughput released from the docks). To everyone’s surprise the squadron produced aircraft more efficiently despite the fact aircraft were on hold for some period of time. Setting clear task-level priorities: The squadron leadership set clear priorities for “active” aircraft and communicated them to the entire organization. Supervisors and managers received clear instructions to allocate resources only to priority aircraft and not allow anybody to spread too thin. As much as possible, squadron leadership ensured the priorities remained unchanged and kept tight control on priority adjustments. Minimizing schedule extensions and correctly monitoring budget factors: Unit leadership strictly controlled schedule extensions, and halted additional extensions for new work packages that could be worked concurrently. They revised the aircraft schedule and set aggressive due dates for dock completion (where The Squadron has experienced a significant increase in throughput in just over a year after deploying a majority of the depot work is accomplished) the tenets of Critical Chain Project Management. (Photo by: David Mann, 572 AMXS) and aircraft delivery. Managers focused on delivery dates and throughput, and were accountable to Results meeting the two aggressive due dates. Limiting WIP and setting clear priorities for everyone enabled the managers to commit to and meet the The squadron achieved a significant jump in performance by following the Critical Chain Management rules. For example: aggressive schedules. Establishing a “fast-track” issue resolution process: Since the entire organization worked at an accelerated pace, it was imperative to resolve any constraints/ issues on the active aircraft. Visual communication boards located at the job site highlighted potential impacts and provided current status to the repair enterprise. Open issues were escalated quickly because low WIP and clear priorities allowed managers to take prompt action and resolve issues rapidly.

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Within weeks of implementing changes, the squadron produced (on an average) one additional aircraft per month. The squadron delivered 44 aircraft in FY10 against 33 each in FY08 and FY09…33% increase in aircraft throughput. With inductions staying the same, the number of aircraft on station reduced from 36 to 20 in 15 months…44% decrease in aircraft on station. The squadron improved its cost-to-budget performance from a depressing 85,000 hours in FY09 to a positive 17,000 hrs in FY10, a 102,000 hour swing in

MANN direct production hours. This was accomplished with 25 less technicians than the previous year. Quality performance also improved during this period. The customer-reported quality defect rate dropped from 1.11 to 0.35 per aircraft from FY09 to FY10.

Next Steps

Despite achieving dramatic improvements in FY10, the squadron is continuing on its path to provide better support to the C-130 community .

Despite achieving dramatic improvements in FY10, the squadron is continuing on its path to provide better support to the C-130 community. One of the first steps toward solidifying processes for the future is to renew contractual support for management training and installation of Concerto software. Additionally, the squadron set aggressive targets to reduce the turnaround time by an additional 20% to meet its on-time performance goals. In order to do so, they are implementing a task-level priority system based on Critical Chain Management rules (setting priorities at aircraft level is a starting point but is not sufficient to manage depot maintenance)

to achieve additional gains in throughput. Furthermore, the squadron is setting policies and establishing metrics that institutionalize the rules of Critical Chain Management. No question, the Critical Chain Management contributed to the increase in aircraft production. The 572 AMXS recognizes success depends on continually reviewing and adapting to change…our nation’s war fighting capacity depends on it.

About the Author: Mr. David B. Mann is the Squadron Director of the C-130 Production Squadron, 309th Aircraft Maintenance Group, Ogden Air Logistics Center, Hill AFB. The C-130 Production Squadron is responsible for programmed depot level maintenance, restoration and modification of Navy, Marine and Air Force C-130 aircraft. Mr. Mann directs four flights comprised of maintenance technicians, supervision and support personnel. K

LOA’s NEW Scholarship Program! Call for Nominations The Logistics Officer Association has a new and improved scholarship program. There are now three categories: Master’s, Bachelor’s, and High School! Top award in the first two categories is $5000 and $1500 for the High School category! If you are a LOA member, a High-school aged child (10th-12th grade) of a LOA member, or an enlisted member you are eligible to compete. But this is only if you are pursuing a higher degree than you already possess. What do you need to do? The nomination package information is available on the LOA website’s scholarship link http://www.loanational.org/_files/LOA%20G-3%20_Scholarship_%201%20Feb%202011.pdf More specifically: 1) For those seeking the scholarship to pursue their Masters degree, write a 15-17 paged double-spaced paper on a current DoD logistics issue. 2) For those seeking the scholarship to pursue their Bachelor’s degree, write a 10-12 paged double-spaced paper on a current DoD logistics issue. 3) High School students (grades 10-12 including those graduating in 2011) need to write a paged double-spaced paper on a historical military event. Each chapter may nominate one person for each category. The top two nominees in the Masters and Bachelors categories will present their papers to a field of judges during the 2011 LOA National Conference. In these economically challenging times what are you waiting for?

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BASE

376 ELRS: Making it Work By Captain Jared Eros, Captain Mark Williams, and 1st Lt Andrew Moisan

The 376th Air Expeditionary Wing (AEW ), located at the Transit Center at Manas, Kyrgyzstan, is a diverse organization with a unique, multifaceted mission. The 2,000-strong military, civilian, and contractor force at Manas support Operation Enduring Freedom in four distinct ways: Air Refueling, Airlift, Onward Movement, and Humanitarian Assistance/Partnership Building. The 376th Expeditionary Logistics Readiness Squadron (ELRS), commanded by Lt Col Will Phillips, III, plays an integral part supporting each of the 376 AEW missions. The376 ELRS operations constitute the largest on the Transit Center with over 200 Airmen focused on “making it work.”

The Mission Air Refueling The 376 ELRS is vital to the 376 AEW’s Air Refueling Mission. The Fuels Management Flight oversees the operation and maintenance of the largest (4 million gallons) fuel bladder farm in the AOR which provides over 100 million gallons, to include over 550,000 gallons of fuel to our coalition partners, annually for numerous transient and permanent party aircraft. The 376 ELRS Fuels Management Flight has enabled over 3,800 KC-135 sorties and provided over 215 million pounds of fuel in support of 5,100 missions in 2010. Additionally, the Fuels Management and the Vehicle Management Flights ensure a vast fleet of R-11 and C-301 mobile refueling assets remains in peak condition to meet the Warfighter’s needs. Airlift The 376 ELRS Aerial Port Freight Section and Deployment and Distribution Flight work hand-in-hand to ensure that the 376 AEW’s Air24 | The Exceptional Release | SPRING 2011

The 376 ELRS stands ready to execute the mission (Photo courtesy of 376 AEW/PA)

lift mission continues without interruption. Whether storing baggage for movement downrange or load planning for future airlift assignment, throughout 2010 the 376 ELRS team members moved and/or processed over 20,000 short tons of cargo in support of 1,100-plus C-17 cargo sorties, to include mission critical and high visibility Mine Resistant Ambush Protected (MRAP) Armored Vehicle movements. Notably, the team accomplished this while working amidst a constant state of facility construction and infrastructure modifications. Onward Movement The Transit Center at Manas serves as a key gateway into and out of the Afghan AOR and the 376 ELRS team plays a crucial role in supporting the 376 AEW’s Onward Movement mission. The ELRS Aerial Port Flight, Joint Movement Control Center Logistics Plans, and Vehicle Operations Sections processed and moved over 467,000 passengers (up to 55,700 passengers a month), and transported over 25,000 short tons of baggage in support of both deployment and redeployment movements. The 376 ELRS Material Management Flight, consisting of Supply and the Expeditionary Theater Distribution Center (ETDC), issued and receipted essential deployment assets such as Individual Body Armor (IBA)/ Fire Resistant Improved Outer Tactical Vest (FRIOTV ), and Cold Weather Gear to nearly 14,000 transient and permanent party personnel. While working together with other Expeditionary Wings and outside agencies such as the CENTCOM Deployment Distribution Operations Center (CDDOC) and the Air Mobility Division (AMD), the 376 ELRS team maintained average deployment and redeployment times to under 48 and 72 hours respectively. Humanitarian Assistance-Partnership Building A unique aspect of the 376 AEW’s charter is Humanitarian Assistance (HA) and Partnership Building. This mission facet may account for a

EROS, WILLIAMS & MOISAN smaller portion of what is accomplished at Manas, but it is no less important. 376 ELRS personnel hosted numerous Aerial Port and Vehicle Maintenance Military-to-Military Exchanges with our Kyrgyz counterparts, attended various social and cultural events in and around the Transit Center, and supported the Honorary Commander program. The Vehicle Operations Section alone provided transport for over 1,500 Air Force personnel supporting 232 various HA missions throughout the country.

Making it Work From an infrastructure standpoint, the 376 ELRS worked hard to provide a more hospitable and safe work environment for its personnel, ultimately leading to process and efficiency savings. Recently, the Vehicle Management Flight celebrated a ribbon cutting event for a new 7,500 square foot General Purpose Vehicle Maintenance Facility. This new facility provides a warmer, better illuminated working environment than the clamshell-style tents used prior to construction, and increases the capability for simultaneous vehicle maintenance operations by 33% and useable workspace by roughly 50%. The new facility has been instrumental to the Vehicle Maintenance Flight maintaining an overall fleet Vehicle-In-Commission rate of over 85% despite the sometimes harsh weather seen at Manas. The Deployment and Distribution Flight’s Traffic Management Office also leaned forward from a process efficiency perspective. In early 2010, the 376 ELRS worked to develop a process that would allow cargo not eligible for air transport to be shipped to our brothers-in-arms in Afghanistan. In conjunction with the Defense Logistics Agency (DLA) and Surface Deployment and Distribution Command (SDDC), the team began to use what is now known as the Transit Center at Manas-Expressway (TCM-E), an ‘off-shoot’ of the Northern Distribution

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Above: A1C Ashley Turnage of the 376 ELRS Fuels Management Flight works with Manas International Airport officials support one of the many civilian rotator missions that pass through the Transit Center at Manas (Photo courtesy of 376 AEW/PA)

Left: 376 AEW personnel work to load an MRAP for downrange support of OEF (Photo courtesy of 376 AEW/PA)

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BASE | 376 ELRS: MAKING IT WORK Network (NDN). The NDN is a network of multi-modal transportation routes which bring supplies from the United States and Europe into Afghanistan and the TCM-E created a viable ‘on-ramp’ to the NDN. Although the impetus was to reduce the logistics footprint at the Manas Transit Center, the solution also supplied low-priority cargo to locations in Afghanistan which had a demand for those resources. The TCME also resulted in the collective benefit of clearing the backlog of excess DLA equipment and vehicles, reducing the solicitation and contract coordination required for such shipments, and by saving over $2.0 million in air transport costs. The Traffic Management Office coordinated ground transport via the TCM-E for over 200 pieces/360 short tons of DLA assets valued at over $4.0 million. Cargo efficiencies are important, but the Marines walk onto a C-17 Globemaster III at the Transit Center at Manas, Kyrgyzstan. (USAF photo by SrA 376 ELRS paid additional attention to im- Nichelle Anderson) proving Onward Movement processes. The these ruptures was attributed to the high operations tempo and constant 376 ELRS worked with Maintenance and Operations Group leadership teams to refine gray tail flight Sequence of exposure of hard hose lines to extreme hot and cold temperatures in the Events (SOE) milestones. This cross-talk enabled each organization to Kyrgyz climate. The Fuels Management Flight worked tirelessly with have greater knowledge, understanding and appreciation of the behind- AFCENT A4 to procure and install collapsible hoses and valves, makthe-scenes work that occurs prior to launching an aircraft. As a result, ing it easier to fault isolate and identify product wear and defects before and despite the deteriorating weather conditions of the winter, the 376 a rupture occurs. Thus far, Fuels Management replaced 3,000 feet of LRS successfully reduced flight delays by over 25%, due in part to the hoses and is expecting to replace 4,000 feet more in the near future. In implementation of the Wing’s universal SOEs. In particular, the Fuels addition to providing the 376 ELRS with a safer and more environmenManagement and Aerial Port Flights benefitted from greater synchro- tally sound operational environment, the new equipment will allow the nization, as their specific functions require collaboration with Mainte- Fuels Management Flight to integrate with the newly acquired Fuels Operational Readiness Capability Equipment (FORCE) system, pronance and Operations to achieve overall mission accomplishment. viding greater fuel facility efficiency. FORCE will soon be used as the The 376 ELRS also worked to increase fuels process efficiencies, cor- standard fuels operating system in deployed locations and is currently rect production problems, and increase receiving capacity for the Transit being used at other installations throughout the AOR (i.e. Ali Al Salem, Center as Manas. Throughout 2010, the Fuels Team suffered several hard Al Dhafra, and Balad). hose fuel ruptures resulting in small, contained fuel spills. The cause of During 2010, additional fuel storage capacity was introduced MSgt Phillip Powell and TSgt Oscar Aguilar of the 376 ELRS Aerial Port Flight share to the Transit Center. In coordination with AFCENT A4, the the finer intricacies of a 60K Tunner w/Kyrgyz military counterparts. (Photo courtesy Manas fuel bladder inventory increased from 14 to 20 bladders. of 376 AEW/PA) While berms were constructed to encapsulate these new bladders, older fuel bladders were concurrently replaced. Despite many outstanding accomplishments, the Transit Center at Manas faces operational obstacles and challenges. The 376 ELRS learned to work around and through many of these obstacles, as well formulate possible long-term solutions to each one of these unique challenges in the upcoming years.

Challenges and the Future The first thing many visitors notice when arriving at the Transit Center at Manas is the large amount of construction underway to support the Transit Center’s growing mission and airfield capabilities. The 376 ELRS has not been spared the effects of this construction, as evidenced by the current passenger terminal and ramp construction projects. In order to support a flightline expansion project, the freight yard will lose approximately 6,000 square meters of working space. The Aerial Port terminal yard has 26 | The Exceptional Release | SPRING 2011

EROS, WILLIAMS & MOISAN also been temporarily re-located, creating interesting logistics challenges for Aerial Port cargo and baggage handlers. Finally, the movement of the Traffic Management Office operating location from one area of the flightline to another is yet another example of how the 376 ELRS will accommodate the extension of one of the current aircraft ramps.

tenance and operation of such a large fuel bladder system is a significant drain on resources. The 376 ELRS Fuels Management Flight team members spend hours measuring fuel levels on bladders and quantities are, at times, difficult to verify, especially when weather conditions are poor. These fuel bladders are constantly exposed to the elements and the winter months’ snow removal To compensate for the freight efforts can be both labor and yard’s loss of space, the Expemanpower intensive. The large ditionary Civil Engineering size of the bladder farm also Squadron (ECES) will expand makes it difficult to move fuel the freight yard in the spring throughout the storage sysmonths by 7,000 square meters 376 AEW and ELRS Leadership perform the ribbon cutting for the new General Purpose tem, potentially causing fuel Vehicle Management Flight facility. (Photo courtesy of 376 AEW/PA) and install a pallet stacker which to stagnate and congeal. Furwill increase pallet positions thermore, fuel bladders present from 96 to 215. Other temporary solutions include working with the the constant threat of rupture and the Fuels Management Flight spent Expeditionary Maintenance Group (EMXG) and Expeditionary Mis- well over 200 man-hours repairing leaks in one of the bladders. While sion Support Group (EMSG) to find storage space for critical assets a hydrant system may not ever be a possibility because of the fact that requiring covered storage and conducting baggage operations outside of the airfield is shared with the host country, the 376 ELRS is looking to both the Freight and Baggage Yards. the future and recommended an eventual installation of four 1.5 million gallon above-ground storage tanks With expansion of the passenger and to accommodate the flying mission at cargo mission at the Manas Transit Manas. Center on the horizon, the 376 ELRS worked with 376 AEW Leadership Process and flight infrastructure to refine the concept of operations improvements increased squadron for Onward Movement of military productivity and improved the qualpersonnel. Currently, the passenger ity of life for many of the 376 ELRS terminal is physically separated from Airmen. Despite many challenges, flightline operations and support functhe 376 ELRS will continue to suptions. At most stateside locations, port and integrate with the men and terminals are located on the flightwomen of the 376 AEW and “Make line, making passenger processing and it Work.” movement a more confined and precise operation. This physical separation About the Authors created logistics challenges, increased transport times, and increased flight Capt Jared Eros is the Operations Officer delays. The 376 ELRS and 376 AEW for the 376th Logistics Readiness Squadworked together to develop a new ron and is assigned to the 349th Air Moflightline command and control, pasbility Wing at Travis AFB, CA. senger processing, baggage, and cargo/ customs compound composed of four Capt Mark Williams is the Deployment large fixed structures near the flightand Distribution Flight Commander for line. This new facility, while still in the the 376th Logistics Readiness Squadron planning stages, could create numerous and is assigned to the 132nd Fighter process efficiencies to include reduced Wing in Des Moines, Iowa Air National troop and baggage movement, higher Guard. levels of troop and cargo accountability, and increased visibility and integraLt Andrew Moisan is the Aerial Port tion of flightline command and control Flight Commander for the 376th Logisfunctions. tics Readiness Squadron and is assigned to the 62nd Air Mobility Wing at McFinally, while the 376 ELRS can apChord AFB, WA. K preciate having the title of the “Largest Airman 1st Class Jason Rayner, 376 ELRS, pumps fuel into a petroBladder Farm in the AOR,” the main- leum, oil and lubricants fuel truck. (USAF photo by Senior Airman Nichelle Anderson)

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BASE

SrA Kenneth Stirling finishes the final steps of the oil/filter stage on a New Generation Heater. (Photo 2Lt Howard Churcah) By Second Lieutenant Howard Church

Process improvement is the name of the game withAFSO21 and Lean initiatives becoming driving forces in today’s operational Air Force. Being able to do more with less, eliminating wasteful processes and reducing costs are not just good practices, but necessities. Secretary of Defense, Robert Gates, said it is “a matter of principle and political reality to make sure every taxpayer dollar counts.” His statement stems from the requirement to cut $100 billion dollars from the defense budget over the next 5 years. Our current mission is as important as ever, but with tighter budgets, less manpower, and older weapon systems, it has become absolutely essential for us to take a clear look at our processes. Utilizing our most precious resource, our people, we are able to tap into an unlimited amount of creative potential while bringing ownership of the process right back to the shop, at the lowest level. Through this necessity, the hard working maintainers of the 436th Maintenance Squadron’s Aerospace Ground Equipment (AGE) flight, located at Dover AFB, DE have been at the forefront of that process improvement with their new pulse production line.

pieces of AGE. The process improvement plan consisted of a flow to keep a constant inspection/repair process in motion by moving the equipment in stages, or pulses. The 450+ pieces of equipment consist of 27 different types, with about half of them being categorized as “powered” due to the fact that they have some sort of prime mover (engine), while the other half are “non-powered.” The non-powered units range from 7 simple, yet different types of maintenance platform stands to aircraft towbars and jacks. The powered units are more complex pieces like electrical power generators, air compressors, heaters, air conditioners, and hydraulic test stands, just to name a few. It is a logistical challenge on the backs of flight leadership to maintain an accurate working schedule. The two equipment categories, powered and non-powered, also have different categories of inspections. Powered AGE inspections are categorized as Phase

I and Phase II inspections while non-powered units are inspected on a 180-day schedule. While the Phase I and 180-day inspections are similar, the Phase II is a more in- depth inspection. With all 450+ pieces of equipment on a 180-day schedule, they require two major inspections, or a total of about 900 inspections to be completed each year. The AGE Flight consists of 30 active duty personnel, 6 Air Reserve Technicians, and 8 civilians for a total of 42 personnel who inspect, repair, service and deliver the 450+ pieces of equipment. All personnel work on a 5-day a week, 8-hour work cycle, to ensure 24/7 coverage for servicing and delivery. To meet the workload of the schedule, all 900 inspections are divided among the 52 weeks of the year, excluding weeks 25, 26, 51 and 52, which correlate to the 4th of July and Christmas holidays. The 900 inspections divided by 48 weeks computes to 18.75 pieces requiring inspection

...the requirement to cut $100 billion dollars from the defense budget over the next 5 years. Pulse Production Defined Pulse production, also referred to as a “pulse line,” is AGE Flight’s AFSO21/Continuous Process Improvement (CPI) initiative that is expected to drive their equipment inspection operations well into the next decade. It is a streamlined approach to handle the scheduled maintenance of Dover Air Force Base’s 450+ 28 | The Exceptional Release | SPRING 2011

The first stage of the pulse line, indicated by red lines, shows AGE requiring inspection. (Photo 2Lt Howard Church)

CHURCH weekly. To meet this demand, the AGE Flight accomplishes 4 to 5 pieces Monday through Thursday, with 4 pieces on two days and 5 on the remaining two days for an average total of 18 units a week. This number is a general weekly average based on the diversity of the equipment. Because of the variability, some units require additional time to accomplish their inspections. The goal is to create, as close as possible, a “standard” work day consisting of an average hands-on, or takt, time for each 8-hour workday. Takt, which is derived from the German word Taktzeit, translates into cycle time. When we speak of takt time we are talking about setting a pace for an assembly or industrial line, such as with automobiles. By setting a takt time for each stage of production, it clearly identifies an established goal for maintaining pace within an allotted time frame. By staying ahead of or maintaining the takt time, it enables the producer to maintain a consistent flow with the consumer. A perfect example of takt time being utilized effectively occurred in 1941, with the construction of the B-24 Liberator bomber aircraft. The Willow Run assembly plant was constructed by Ford Motor Company and utilized Henry Ford’s state of the art mass production line. The various parts of the B-24 aircraft were broken down into 6 separate sections consisting of center wing, aft fuselage, outer wing, nose, tail, and engine, all of which had established takt times for completion, before converging for final assembly. The mass production of the B-24 and strict adherence to established takt times was so effective that by the end of 1944, the plant was able to produce one aircraft every hour, with a grand total of 8,685 aircraft produced, a feat unrivaled by any other US aircraft manufacturer during World War II.

The pulses are streamlined to minimize worker movement by providing all the required parts, tools, and support in each respective pulse by employing “pointof-use” methodology. Additionally, to create a standard workday, the powered and non-powered inspections are divided up fairly evenly, with two pieces being non-powered and two powered. The final piece, if scheduled, varies depending upon the total takt time of the first four units. With this process, all 4 units scheduled each day will be accomplished using the skills of every em-

The AGE pulse line in action, as viewed from the top floor of the AGE hangar. (Photo 2Lt Howard Church)

ployee. As previously mentioned, workers are generally set on an 8-hour work cycle but in order to ensure they maintain the flow of inspections, all workers consolidate manpower until the daily workload is completed. Fridays allow for the completion of War Readiness Material inspections along with shop equipment (bench grinders, overhead hoists, jack stands, etc.) inspections, time to restock parts and supplies in each pulse, and comply with any other Air Force training requirements. A closer examination of the pulses or stages highlights how the AGE Flight accomplishes all the diverse inspections using the same pulse line. Each pulse is set up for the “process” or “task” that must be accomplished, not the equipment type. All inspections have required processes such as equipment wash, removal and reinstallation of lubricating fluids and associated filters, inspection of the equipment’s corrosion prevention measures, an overall inspection of work carded items to identify defects, and finally, repair of all identified defects. The pulses are streamlined to minimize worker movement by providing all the required parts, tools, and support in each respective pulse by employing “point-of-use” methodology. Once each pulse is complete, the line “pulses” and the equipment moves down the line to the next pulse, much like an assembly line. Should a situation arise that is going to delay the line from making its predetermined movement, the entire line stops further movement until the condition is remedied. This concept is what

makes the pulse line so unique. The creation of the pulse line has helped alleviate some of the stressors involved with scheduling 180day, Phase I, and Phase II inspections. For example, it is understood that two pieces of non-powered AGE requiring only a 180-day inspection, the more simple inspection, will be put in front of the more complex Phase II inspection. This is where the pulse line benefit becomes twofold; the equipment will never be ahead or lagging behind in the process and worker productivity is maximized to the fullest potential. The significance and success of the process is confirmed by evaluating worker productivity, attitude, and reviewing statistical data before and after implementation. Using the 6-Sigma process, AGE was able to design each pulse to be capable of performing the same task for each piece of equipment, regardless of its inspection requirements.

A New Approach Prior to the pulse line concept, equipment inspections at Dover were completed using a cradle-to-grave process, where one technician would be assigned a piece of equipment to work until completion. It became their responsibility to ensure full completion, from pre-inspection to repair, cleaning to lubrication, through final inspection. Additionally, all units requiring an inspection that week would be brought into the shop on the first day of

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BASE | SETTING THE “PULSE” WITH AGE PRODUCTION the week (batch & queue) and would remain there until the inspection was completed, normally late Thursday or Friday. All tools and parts were located in the normal composite tool kit (CTK) crib, and the entire process was dependent on the ability and reliability of each worker. In June 2009, the In-Commission (IC) rate of the equipment sat at 78% with 160 scheduled inspections due and 106 unscheduled maintenance actions due. The manning at Dover along with the less efficient inspection process led to an increasing backlog of overdue inspections on equipment that is essential to the C-5 and C-17 mission. The leadership of the AGE Flight realized it was time for a new approach.

Dover’s AGE shop is now 18 months into its new pulse production maintenance process and the attention it has received, along with the results it has posted, speak volumes about their success. Dover AFB was not alone in its process improvement actions with AGE production, and when newly assigned Flight Chief, SMSgt Patrick Lausier, was informed of a new process implemented at Ramstein AB, he immediately investigated its potential with a site survey trip to Ramstein’s production line. The Ramstein AGE shop effectively utilized the Lean concept of flow and transformed their scheduled and unscheduled maintenance actions into a cel-

lular maintenance process. Using concepts very similar to stages previously mentioned with pulse production, Ramstein used cells to perform one specific action with all parts, tools, and resources within that particular cell. The standardized work practices eliminated waste and drastical- The 6-Sigma process was used for initial design and to maintain each stage of the pulse line. (Photo 2Lt Howard Church) ly reduced inspection times. A great ment and material, and returned $4.6 million example is a Phase II inspection on a generain facilities, saving $174,000 in annual maintetor, which typically took 5 days under the old nance costs. The remarkable accomplishments cradle-to-grave process; now it can be accomof Ramstein’s AGE production line were conplished in 5-hours and returned to the flight ducted utilizing their 73-member team while line the same day. SMSgt Lausier immediately losing manpower requirements, supporting recognized the potential he could bring back OEF and OIF deployments, and providing to Dover to help alleviate the 260+ backlog intopnotch support to meet mission demands. spections. Regardless of the magnitude of the challenge, the benefits could greatly enhance After viewing Ramstein’s process, SMSgt AGE’s ability to support Dover’s mission. Lausier helped ignite Dover’s journey. Knowing what he had available to him, sufficient Signs of Success facilities and adequate resources, he thought It is more aptly titled a Lean journey, since the his greatest challenge would be to encourage actions of changing a process consist of con- workforce buy-in; however, due to the backlog tinually improving and evaluating while elimi- of inspections and growing unscheduled mainnating further waste. Ramstein started their tenance workload, it was evident to even a novjourney over 2 years ago and have continually ice mechanic that something had to be done. improved their overall cellular maintenance Dover’s AGE shop is now 18 months into its process. Even with a 17% increase in overall new pulse production maintenance process and equipment, Ramstein’s IC rate still improved the attention it has received, along with the re34%. They reduced their square footage results it has posted, speak volumes about their quirement for maintenance facilities from success. The IC rate has gone from 78% to 90%; 29,950 sq ft down the efficiency of scheduled inspections has into 7,400 sq ft, a creased by 81%, and unscheduled maintenance difference of 70%. actions have gone down by 55%. Additionally, As they reduced by maintaining the standard workday, they’ve their environmen- completely eliminated all backlog inspections tal footprint, they and made it nearly impossible to fall into a were also able to repeat backlog situation. Getting a handle on alleviate excess in- the maintenance, inspection, and support secventory with a 35% tions of AGE Flight has given them the ability decrease in CTKs, to commit more drivers to the very demanding a 50% reduction in dispatch section.

hazardous waste collection points, and the elimination of 97% of bench stock. In addition to the considerable process changes to AGE maintenance, SrA Darreyn Johnson performs maintenance on a Self Generating Nitrogen Ser- Ramstein saved over vicing Cart (SGNSC). (Photo 2Lt Howard Church) $238,000 in equip30 | The Exceptional Release | SPRING 2011

The driving factor behind pulse production was the result of a continued demand on manpower and AGE flight’s ability to maintain the mission at Dover. Supporting the daily missions with servicing and delivery, struggling to complete the scheduled inspections, and working unscheduled maintenance, AGE flight had reached a “fork in the road”. The two options they faced were to request more man-

CHURCH power or evaluate and change their processes. The cradle-to-grave maintenance practice was not producing the necessary results and could not be sustained by the flight. Pulse production was the answer! Receiving no additional manning authorizations, and utilizing what resources they had available, they were able to streamline the process using the same number of assigned personnel. Their IC rate and ability to support the mission increased substantially while alleviating some of the significant burden being placed on the backs of the hardworking AGE technicians. Regardless of the numbers, the greatest benefits have been passed on to the workers with a significant impact on shop morale.

The driving factor behind pulse production was the result of a continued demand on manpower and AGE flight’s ability to maintain the mission at Dover . Along with the positive statistics, there has been a remarkable improvement in worker at-

titude, performance, and morale while they have made the careful transition into the pulse production process. “The flow has changed from very disorganized and chaotic, to a more standardized and set schedule. We were all very reluctant to change and buy-in was the biggest issue. We began to see the benefits of the process, and now, it is making us money,” says AGE Inspection Repair Forman, Gregory Ordway. AGE Flight members have been very pleased with the increase in productivity, the flexibility of driver scheduling with dispatch, and stability the flow schedule has provided them. A very strong attribute of the entire SMSgt Patrick Lausier explains the maintenance process as we pulse production process is that walk through the pulse line. (Photo SSgt James Higgins) it is still improving. The AGE Flight has already received valujust a reflection of Team Dover’s approach to able feedback from what was put into action innovation. and directly affected the stages of the pulse line itself. The result was another 15% reduction The pulse production concept has made a lastin man-hours on the overall pulse production ing impression and enhanced our operational line. Dover AFB has been a leader in AFSO21 capability involved with Aerospace Ground initiatives and the improvements in AGE are Equipment. “It is still a working model and we are not where we want to be yet. The process is not perfect, but we are definitely on the right path,” said SMSgt Lausier. The question has already been raised. Can we benchmark the successes at Dover AFB throughout Air Mobility Command, or the Air Force? The future is yet to be written, but we are optimistic. About the Author: 2Lt Howard Church received his commission from USAF OTS in February 2010. He is assigned to the 436th Maintenance Squadron at Dover AFB, DE. He is currently serving as the Fabrication Flight Commander. [Howard.Church@us.af.mil] K

SrA Darreyn Johnson, A1C Jared Muhle, and A1C Jesse Zasada work two pieces of AGE in consecutive stages of the pulse line. (Photo 2Lt Howard Church)

31 | The Exceptional Release | SPRING 2011

BASE

It Only Takes a Squadron…To Make a Worldwide Change By Lt Col Dennis “Chip” Primoli

IDEA: Change Can the expertise and efforts at the squadron level really make worldwide impact? That is exactly what a small team from Air Mobility Command’s 726th Air Mobility Squadron at Spangdahlem Air Base, Germany was able to accomplish. A C-17 Refuel Improvement Team comprised of five subject matter experts studied the C-17 refueling process and then identified opportunities to increase efficiency. The team combined the Air Force Smart Operations for the 21st Century (AFSO21) and the Technical Order improvements process to capture, document and implement change. Their efforts resulted in seventy-six separate improvements that reduced overall task motion by 50%, plus saved 1.5 hours per refuel (or 221,000 man-hours) and $8.4 million annually. These improvements affected the C-17 fleet worldwide to include our coalition forces that operate the C-17 aircraft.

PROCESS: Challenged old assumptions In 2009 during a HQ Air Mobility Command Logistics Standardization Evaluation Program (LSEP) inspection of the 726th Air Mobility Squadron, a major negative trend was noted on C-17 refueling proficiency. Rather than just answer the 90-day response requirement with an inadequate fix to “answer the mail” the squadron decided to dig deep into the issue and answer a question. Was this really a proficiency problem, a process problem,

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or both? With the full support of squadron leadership the team assembled and decided to use the AFSO21 eight-step process to identify the root cause or causes. First to be examined were the squadron’s own quality assurance rates

Their efforts resulted in seventy-six separate improvements that reduced overall task motion by 50%, plus saved 1.5 hours per refuel (or 221,000 manhours) and $8.4 million annually.

with C-17 ground refueling. These rates did not match the negative findings discovered by inspectors during the LSEP inspection. Research demonstrated that squadron evaluations only sampled portions of the refueling process. The LSEP inspection unmasked the overall problem with proficiency by evaluating the refuel task from start to finish. The team immediately focused on proficiency and discovered that a contributing factor was the technical order itself. It was riddled with over-processing and unproductive steps which contributed to the proficiency problems. With further study it was discovered that some refuel subtasks were actually impossible to complete as written from beginning to end due to mul-

PRIMOLI

First, during the refuel preparation task a complete hydraulic check was required. This hydraulic check was over-processed, repeating numerous steps that had already required in other checklists. A simple rewrite of the same technical ordered created a streamlined check that saved 98,000 man-hours annually. Additionally, by incorporating only essential steps for interphone communications directly into the refuel technical order, the team elimiNew C-17 Refuel task saving 1,100 C-17 Refuel task as previously writnated the need to reference a diffeet of movement during every refuel. ten. ferent technical order to complete refueling tasks. This avoided 20 To further validate the new verand validate the recommendations. Durminutes of unnecessary work per sion of the refuel technical order, the team ing this event, they performed both refueling refuel. Also, the inspection and installation of sought feedback and validation from 17 dif- processes in real time. The event outlined all the single point refueling cap was identified as ferent maintenance units. With positive feed- the teamâ&#x20AC;&#x2122;s discoveries and countermeasures to an unnecessary task. The task required the capback from those units and the AFSO21 event ensure technical order compliance and safety. attaching lanyard to be measured during every complete, the team submitted 76 change rec- With this face-to-face event, all parties underommendations through the technical order stood the changes and approved 100% of the By accomplishing a comchange process, requesting urgent responses recommendations. With the release of these plete technical order rebased on the operational impact. Challenging changes the C-17 ground refueling operation old assumptions proved very difficult due to the was enhanced worldwide. write, they corrected a complexity and number of recommendations; patchwork type fix that is as a result the approval process slowed signifi- IMPACT: Cost and Performance common in technical orcantly. Tradeoffs tiple oversights. Using the AFSO21 process, with a team made up of several C-17 subject matter experts and production supervisors, the entire technical order was scrubbed for errors. By accomplishing a complete technical order re-write, they corrected a patchwork type fix that is common in technical orders, where one change can affect other steps that were overlooked or not considered at the time of a change. This rewrite enabled the team to measure the newly improved technical order against the previous version.

With the recommendations at a standstill the team elected to overcome the bureaucracy by working further validation through AFSO21 consultants to develop a refueling process validation meeting. The team invited the C-17 Weapons System Manger and other subject matter experts to Spangdahlem AB to review

Given the number of C-17 sorties each day around the world, the implications of improving the refueling process were immense. When examining the entire refuel task during the AFSO21 event, each process was broken down into subtasks. The cumulative saving in those subtasks produced significant improvements.

ders, where one change can affect other steps that were overlooked or not considered at the time of a change.

ď&#x192;&#x153; 33 | The Exceptional Release | SPRING 2011

BASE | IT ONLY TAKES A SQUADRON... refuel; the team simplified cap inspection and installation, cutting 20 minutes from the refueling process and saving 43,300 man-hours annually. Support equipment was also examined. A fuel collection container mandated by technical order limited the user to a specific type of bucket, which is also prone to spilling. The team eliminated the requirement for this specific bucket and recommend use of any mil-spec approved fuel container. This increased task versatility to capture and dispose of fuel waste regardless of geographic location. Another key improvement was the “battery only refueling” subtask, which could not be performed due to the technical order missing vital steps. This process allows for ground refueling without reliance on an external power generator. Utilizing this method saved 3.6 gallons of diesel fuel per refuel, a $940,000 dollar savings per year. By streamlining procedures from Team Photograph at the Chief of Staff Team Excellence Award Event Left to right: SMSgt Robert Johnson, TSgt Joshua Mursu, Mr Eric Nolf, TSgt Jason Conner, MSgt James Peirce. (USAF other technical orders and eliminat- Photo) ing over-processed steps, the team cut more than 50 steps from the overall a subject for interpretation or debate in the ing proven processes, such as AFSO21, this refuel task. Further, with the re-sequencing of United States Air Force maintenance com- team was able to visually map the entire refuel subtasks and steps they decreased excess mo- munity. This attitude and culture ensures these task, identify performance gaps, develop sound tion by consolidating all steps for a specific changes must be used on every refuel task. In countermeasures and produce faster, more effiarea to be completed at one time. The new addition to Air Mobility Command, Pacific cient and less expensive processes to complete a process yielded a motion savings of 1,100 feet Air Forces, Air Edcritical logistics task that per refuel, a 14,000 mile cut annually saving ucation and Trainwe do every day. These C-17 refueling immediately $410,000. These changes netted an overall re- ing Command, Air efforts were recognized became safer, faster, and duction in refuel time by 1.5 hours. With an National Guard by the team winning more cost efficient, freeing average of 65,000 C-17 refuels accomplished and the Air Force a 2010 Chief of Staff each year requiring three personnel to com- Reserve Command up valuable personnel for Team Excellence Award plete each refueling, a time savings of approxi- will now benefit and being designated a other duties but also time mately 221,000 man-hours was achieved. This from these more for family and quality of life United States Air Force reduction of work equates to an annual saving efficient procedures “Best Practice”. This programs. of 8.4 million dollars. C-17 refueling imme- and cost savings. truly validates this group diately became safer, faster, and more cost ef- Further, the United of outstanding and tenaficient, freeing up valuable personnel for other Kingdom, Australia, Canada, Qatar, the Heavy cious Airmen as the most dedicated and gifted duties but also time for family and quality of Airlift Wing in Pápa, Hungary and any future around. It shows that improvements can haplife programs. operators of the C-17 will also utilize these pen and it only takes a squadron.

SUSTAINMENT: Compliance Using two well known and proven processes, the AFSO21 program and the technical order improvement program, the team at Spangdahlem AB was able to standardize and sustain a more efficient C-17 refueling process fleetwide. To the team’s knowledge, this is the first time anyone has ever combined these two processes. Technical order compliance is not 34 | The Exceptional Release | SPRING 2011

improvements, which truly makes this a worldwide change with significant impact.

VALIDATION: Cheaper

Better,

Faster,

The success of the 726th Air Mobility Squadron’s C-17 Refuel Team symbolizes the spirit of innovation, teamwork and dedication which is truly needed for future smart logistics as resources become more and more costly. Us-

About the Author: Lt Col Dennis “Chip” Primoli is the Commander, 726th Air Mobility Squadron (AMC) Spangdahlem AB, Germany. He is a Senior Pilot with more than 3,700 hours in airlift and special mission aircraft. Prior to this assignment he was the Executive Officer to the Commander, Eighteenth Air Force, Scott AFB, Illinois. K

BASE

386th EMXG: Bringing the “Heat” to Desert Ops By Lieutenant Colonel Chad Scholes and Major Mike Campos

Activated when Heat Stress Category 3 is reached, the HEAT Patrol monitors all personnel until the heat stress category goes back to level 2. On patrol, TSgt Curtis Miller provides A1C Derek Woodring with a cold bottle of water. (Source: 386 EAMXS/CC)

So, why would we want to change now? For starters, we are in an expeditionary environment where almost 100% of the Airmen rotate in and out every 4 months. As a result, the primary focus is on mission execution versus constant improvement. This expeditionary mindset is further complicated by a reluctance to fix processes that many perceive as already being very effective.

This year marks the 10th year since the 386th Air Expeditionary Wing (AEW ) started its mission as the primary tactical airlift hub in Southwest Asia for Operation IRAQI FREEDOM and now Operation NEW DAWN. (Note: the wing regularly executes missions in support of Operations ENDURING FREEDOM and Combined Join Task ForceHorn of Africa.) In 2010, the wing’s fleet of C-130s safely executed Another reason for change centers on the constantly fluctuating requirenearly 12,000 missions with a near perfect 98.4% Mission Effectivements, mission sets and leadership, plus the fog of war. Leaders at all ness rate (number based on daily execution of the Air Tasking Order), levels want to make things better. However, sometimes those changes even though the team players kept changing with every 120-day rotamay take years to become a reality. Consequently, leaders opt for smaller tion throughout the year. When the numbers were tallied for calendar projects that can be completed during their tours. As a result, many year 2010, the loggies, the aircrew and other support agencies of the good ideas sit on the sideline until the next rotation. Just as Lieutenant 386 AEW and 5th Expeditionary Air Mobility Squadron successfully General Loren M. Reno asks us to “challenge old assumptions,” Colonel transported more than one million passengers and 350,000 tons of cargo Ricky Thompson, 386th Expeditionary Maintenance Group (EMXG) to various locations throughout the AOR. Needless to say, it takes a commander, challenged his group leaderhighly efficient team to be this effective, ship to develop a long-term strategy that but constant process improvement means Needless to say, it takes a highly once set into motion, will achieve major we must also continuously examine how efficient team to be this effective, victories one-to-two rotations or even 5 we operate, even when completing the asto 10 years from now. but constant process improvement signed missions 98.4% of the time. means we must also continuously We were also tasked to outline how we First Downs Then Touch- examine how we operate, even when can achieve first-downs or touchdowns downs while we are on the field and to develop completing the assigned missions an enduring playbook that can be passed The wing’s historian will tell you that the 98.4% of the time. on to each new team. The goal is to pro386 AEW has been successful for years. 36 | The Exceptional Release | SPRING 2011

SCHOLES & CAMPOS vide future successors with insight into the vision of the future so that they can continue to execute the strategy during their limited time on the field of battle. The initiatives highlighted below are several of the first-down successes from the 386 EMXG that supported better, faster and cheaper mission accomplishment. LOW OIL PROPELLER SERVICING C HANGE - In 2008, the 386 EMXG initiated an in-depth analysis on the high number of low oil propeller servicing discrepancies. The analysis resulted in a change to the servicing frequency from 14 to 7 days. Low oil light write-ups were reduced but problems still existed. In 2010, with the help of a temporarily assigned Air Force Engineering Technical Service (AFETS) C-130 engine expert, Mr. Burdick, we decided to go through another round of continuous process improvement dealing with propeller low oil discrepancies. He approached the problem from a different perspective. Instead of looking at the time interval, he investigated the servicing process for improvements. With the assistance of 386th Expeditionary Aircraft Maintenance Squadron(EAMXS) C-130 engine experts, Mr. Burdick developed a new servicing technique, gained approval via a Technical Assistance Request (TAR) to use the alternate method, and trained a cadre of maintainers to use the procedure during a 30-day test. The results were promising. The new process reduced low oil propeller write-ups by 90% and the remaining 10% were due to verified propeller leaks. Furthermore, the revised procedure cut task-time by 50% further increasing aircraft availability. Mr. Burdick submitted an AFTO 22 and the TAR expiration was extended permitting continued use of the procedure locally until the suggestion can be further evaluated and implemented AF-wide. To ensure continuity between AEF rotations and minimize the burden of a continuous training load for each AEF rotation, Mr. Burdick and SSgt Anthony Anderson enlisted the help of the 386th Public Affairs videographers to create a 15-minute training video. After one full rotation of personnel, the video they created appears to be a huge success.

CIRF technician learns TAR approved method developed by Mr. Burdick to repair the seal versus returning the entire propeller assembly unserviceable. (Source 386 EAMXS/AFETS)

The plan provides realistic and actionable risk reduction measures for a deployed environment with limited manning. (Source: 386 EMXG/CCE)

PROPELLER SHIPMENT C HANGE - After an unusually high number of depot-serviced propellers began arriving to the 386 EAMXS in an unserviceable condition, a team of engine technicians, aided by Mr. Burdick, reviewed the shipping process from depot shipment to the final destination. To determine the root cause of the issue, Mr. Burdick traveled to the Air Forceâ&#x20AC;&#x2122;s Centralized Intermediate Repair Facility (CIRF) located in the AOR. Once there, he teamed with CIRF personnel to identify and develop process improvements with a goal of preventing some of the known issues from recurring. The team discovered the blade seals were resting on a blade support in the shipping crate. The Air Force is attempting to source a new shipping crate that

supports the blades in a different location. As an interim fix, a technical data change allows the repair of the seals by rolling out the damage at the CIRF. As a result of these changes, it is believed the Air Force will save more than $850,000 each year in transportation and repairs costs. More importantly, the changes will reduce maintenance downtime theater-wide. HEAT RISK MITIGATION - Like most CONUS locations, June through September are the months flightline personnel are exposed to the hottest

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BASE | 386TH BRINGING “THE HEAT” TO DESERT OPS temperatures. It is no secret that temperatures in the CENTCOM AOR are excessive in the summer. Combine the harsh temperatures with the fast paced and unrelenting operational requirements and it is easy to see the daily risk of heat stress. Since manning levels prohibit full implementation of recommended work/rest cycles, it was imperative to implement a comprehensive, actionable risk reduction plan. The success of this strategy is based on a combination of administrative and physical processes designed to mitigate exposure to the extreme heat stress conditions than any one method or process listed below can afford. First, the 386 EMXG initiated a “Heat Category Action Plan.” Part of this plan included the creation of a “High Exposure Action Team,” or HEAT patrol that is activated when Heat Stress Category 3 is reached. This team’s sole responsibility is to assist flight line leadership in distributing water/sports-drinks and monitoring personnel every 15 to 30 minutes depending on the Heat Category. Additionally, the EMXG developed a fluid replacement/warning signs card and distributed it to all new personnel along with The 386 ECES transformed the smoke shack (above) into a climate controlled sanctumandatory heat risk mitigation training. Taking flightline safety ary (below) for extreme temperatures to reduce heat stress risks and enhance mission one step further, local civil engineers volunteered to convert a effectiveness. (Source: 386 EAMXS/CC) metal smoke shack into a cooling station. What was a metal frame with metal siding quickly transformed into a closed structure complete with insulation, paneling, windows, doors and an air condition and heating unit that can be utilized all year-round. Dubbed the “EZ Shack,” the strategically located cooling station provided a brief respite during extreme temperatures without disrupting maintenance activities. It also eliminated the time lost due to the maintainers walking from the flightline to the maintenance building to cool off. Although current limitations related to manning levels all but eliminate use of work/rest cycles as part of a deployed heat mitigation strategy, it does not negate the inherent responsibilities supervisors, wingmen and individuals have to remain vigilant and aggressively monitor themselves and others. The 386 EMXG heat mitigation processes and tools achieved the desired goal: zero flightline related heat injuries, which translated into maximum mission effectiveness. 386TH EXPEDITIONARY MAINTENANCE SQUADRON SORTIE SUPSortie Support flight function is aligned within an aircraft maintenance squadron. At the 386 EMXG, the flight falls under the organization structure of the 386 EMXS affording the 386 EAMXS the ability to focus on aircraft generation. Although this team is small in numbers and from varying backgrounds like Fuel Cell, NDI, and back shop E&E, they had a huge impact on improving the way the flightline operates.

PORT F LIGHT IMPROVEMENTS - Traditionally, the

Starting in June 2010, the Sortie Support Flight started undergoing a major transformation that involved 6S as well as numerous other process improvement efforts. Since the building they work out of is too small to house everything, numerous conexes, trailers and storage cabinets have been acquired throughout the years to store all the tools, test equipment and consumables utilized by flightline maintenance personnel. Finding items became a lengthy process, and it was hard to tell what was on hand, overstocked, or in need of replenishment. After 4 four months everything is inventoried and most daily use items are now on the shelves

38 | The Exceptional Release | SPRING 2011

within the support section’s building. Everything else has been relocated and consolidated into one trailer or several smaller consumable lockers. Now 100% of what CTK handles is easy to locate and ready for immediate issue. In addition, the Support Flight relocated hazardous materials previously stored in lockers outside exposed to the summers 125+ degree temperatures to an indoor climate controlled location. This not only eliminated a safety concern, but also extended the service life of products that require extra man hours to monitor and account for proper disposal, thereby saving both time and money. Aside from storage and space savings, the flight also standardized training plans and developed new continuity books to reduce the turbulence associated with AEF rotations. Their efforts not only raised the flight’s quality assurance pass rate from 67.2% to 94%, but also significantly

SCHOLES & CAMPOS reduced the number of lost tools that tie up manpower and drive unnecessary expenditures for replacement tools. The flight’s proudest accomplishment stems from knowing their effort contributes to the 386 AEW’s ability to sustain a 98.4% sortie effectiveness rate. TIRE ACCESS 6S - An example of a “Just Do It” type of improvement was seen in the tire storage area. The C-130 tires and dollies were stored under a sun shade surrounded by gravel. This meant personnel handled and transported heavy parts/equipment in loose gravel. Additionally, the tire dollies were haphazardly stored near a heavy traffic customer service door for flightline supply. Overall, the storage location created unnecessary wear and tear on equipment and increased risk of injury to personnel. To fix the problem, the EAMXS coordinated the use of a different sunshade with direct, paved access to the flight line. Spots were also identified for each dolly. Besides the expected safety benefits, expediters reported a total time savings of 20 minutes from start to finish of each tire change. MOBILE DEBRIEF - A mobile debrief preparation has been in work for ABWA (AFSO21-By-Walking-Around) can generate many “why” questions that proseveral months. The process improvement teams presented the new duce simple changes increasing mission effectiveness and efficiency. (Source: process and benefits to group and wing leadership following the test 386 EAMXS) . After approval, the EAMXS gained access to an additional step-van with a new power inverter installed for a printer/copier and Wireless LAN-capable laptop to perform G081 actions. The EMXS Combat Metals section built a removable table and bench seats so the vehicle can be easily converted to an expediter vehicle, if required. Once the printer/copier is received, the process will be fully implemented. Expected benefits highlighted by the test included: 1) Production Supervisor/Expediter remain on the line; 2) enhanced communication between maintenance and aircrew at the aircraft; 3) discrepancies are shown directly to maintenance at the aircraft; 4) forms stay at the aircraft and maintenance never has to stop; 5) 43% reduction in debrief process time. Finally, as a general maintenance rule of thumb, a better debrief increases the likelihood of a solid, first-fix. This and the velocity gained by mobile debrief process are additional tools to increase aircraft availability for high-paced deployed operations. ROOT CAUSE ANALYSIS (RCA) – Lieutenant General Reno challenged all logisticians “to model compliance in our words and actions…at home and deployed.” This could not be truer, especially at a forward deployed location. Mistakes, re-work and safety mishaps are amplified in a deployed environment because the personnel and asset margins are less than at home. Lost man-hours or aircraft availability raise the risk of lost combat sorties and lives. In order to influence compliancebased trends at a deployed location, one must accelerate the Quality Assurance Observe, Orient, Decide, Act (QA OODA) Loop. To do this, Colonel Thompson implemented a 48-hour turnaround of all QA findings (24 hours for safety or technical data related findings) along with an accompanying “5-Why” RCA. Although we still hold an abbreviated monthly out-brief of findings to identify trends, tightening the QA OODA Loop produced several process improvements with immediate impact but more importantly, it maintained the compliance spotlight on “high beam” and has kept personnel and aircraft mishap free. Implementing and sustaining changes to achieve better, faster and cheaper logistics processes at a deployed maintenance unit is a challenge, especially with 4-month rotations. Changing the “I’m deployed so AFSO21 doesn’t apply” attitude requires continuous involvement of leaders at all levels. Getting Airmen involved frequently requires getting them to understand the changes they are suggesting or making today,

could actually benefit them or one of their stateside coworkers when they are deployed again in the not so distant future. After all, it is not about scoring a touchdown on every play, but about moving the ball forward on offense (i.e. constant improvement) and not giving up any ground on defense (i.e. not reverting back to old processes) so that eventually touchdowns will be scored and the team will be winners when the game clock for operations in the AOR winds down to zero. And as Lieutenant General Reno points out, “those who develop a reputation for leading change (through innovation or adaptation) will go to the head of the class” or in the case of sustaining combat operations, being the best loggies in the world is an obligation, not an option! Together we can all gain the efficiencies and effectiveness needed to “keep ‘em safe and keep ‘em flying!” About the Authors: Lt Col Chad Scholes is commander of the 386 EAMXS. Maj Mike Campos is commander of the 386 EMXS. K

39 | The Exceptional Release | SPRING 2011

BASE

ACC Stranded HC-130, broken off station en route to the AOR. (Photo provided by MSgt Aaron Wallenburg)

By Captain Jennifer E. Kennedy & Senior Master Sergeant Wayne R. Stenger

Fly, Fight, and Win…right? Got it…But first we need to ensure the right people, parts and equipment are in place wherever aircraft are broken in order to set the warfighting stage. As logisticians, we’re charged with repeatedly questioning the “hows” and “whys” of all sustainment practices. On the front burner, we need to optimize investment returns with the end goal of realizing tangible aircraft availability gains or, at least, reduced costs for comparable performance. With shrinking budgets and increasing global presence, utilizing innovative practices to “make ends meet” could likely be considered our newest force-enabler. Recently attention has been given to how efficiently Combat Air Forces (CAF) aircraft are supported while “on the move”.

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How it All Started In 2008, Major General P. David GILLETT, Jr. (former Director of Logistics, Headquarters Air Combat Command) received memos from two Wing Commanders expressing concern about lack of timely support for stranded EC/ HC-130 aircraft en route to the Area of Responsibility (AOR). After considerations, Maj Gen Gillett directed “CAF Stranded Aircraft Support” as ACC/A4’s first AFSO21 event utilizing the eight-step model. In 2009, the team defined stranded as “an aircraft that is off-station in a Not Mission Capable (NMC) condition requiring support (people, parts and/or equipment) that is beyond what is locally available or beyond ESTA [Enroute Support Team Advanced] capabilities”. Initial polling revealed at least 45 CAF aircraft

KENNEDY & STENGER were stranded in 2008. Of these, at least ten incidents significantly delayed weapon system delivery to the AOR. A follow-on survey sent to the field unearthed 85 notable stranded aircraft in the previous two years. This impacted over 60 missions across 17 of CAF’s 23 airframe types. A further troubling fact was that ACC was the only command which hadn’t authored a governing instruction clarifying roles and responsibilities for stranded aircraft recovery. Mr. Shawn Dougherty, an ACC/A4C contractor and key working group member, set about drafting an Air Combat Command Instruction (ACCI) and Memorandum of Agreement (MOA) template to get the ball rolling. The team conducted fact-finding sessions which yielded a few viable Courses of Action (COAs). The weighted criteria to evaluate each were: level of complexity and costs (manpower/facility/equipment). An existing CAF construct with adequate logistics manpower made the most sense but wasn’t readily available without significant restructure and manning plus-ups. Major General Judith A. Fedder (former Director of Logistics, Headquarters Air Combat Command) stated, “We need to understand more of what the implications are for each COA. Let’s explore this further.” Ultimately the team agreed that relying solely on unit-level assets or the command’s Weapon System Teams (WST) for coordination wasn’t efficiently utilizing all available assets to expedite complex recoveries. Furthermore, no single existing CAF entity possessed all needed resources, visibility or legitimate authority to leverage Air Force-wide support without formal inter-command coordination. The need for a centralized cell at the ACC Headquarters, which networks with the CAF Component-Numbered Forces (C-NAF), was formally acknowledged. After noting Mobility Air Forces (MAF) and Air Force Special Operations Command’s (AFSOC) C-NAF successes, the team explored Logistics Readiness Center (LRC) centric-type solutions.

(SAST) Point of Contact (POC) to support EC/HC-130s as pathfinders. This initiative would serve as a CAF test and validation period prior to any stand-up of a full-time team or a published ACCI. The CAF NAFs and the SAST comprised the CAF Stranded Aircraft Support Network (SASN). The charter of the network was clear: expedite logistics support for off-station CAF aircraft (for which Main-

tenance Groups request support). SASN goals for supported recoveries: recovery plans to be completed within 24-hours of notification, and movement of personnel, equipment and parts to begin within 48-hours of initial request.



From left to right: Mr. Gerry Imai (GS-13), SMSgt Wayne Stenger, MSgt Aaron Wallenburg. Reviewing/ training with the newly-published ACCI 21-108. (Photo provided by MSgt Aaron Wallenburg)

The Beginning of the ACC Stranded Aircraft Support Team (SAST) In early 2010, concerns regarding lack of or “slow” support for CAF stranded aircraft continued to surface. Citing the evidence, Maj Gen Fedder established CAF stranded aircraft as her #2 priority and subsequently approved a short-term plan to stand-up a temporary Stranded Aircraft Support Team

SAST - Mr. Gerry Imai (GS-13), SMSgt Wayne Stenger, MSgt Aaron Wallenburg sourcing airlift for a stranded aircraft. (Photo provided by MSgt Aaron Wallenburg)

41 | The Exceptional Release | SPRING 2011

BASE | ACC STRANDED AIRCRAFT... In February of 2010, members of the AFSO21 working group visited Davis-Monthan and Moody AFBs to solicit inputs, solidify interim procedures, and standardize “pathfinder” C-130 support. The results of these meetings promoted a better understanding of roles at all levels, streamlined communication, and provided a realistic way ahead to improve deployment supportability. The accomplishment of these milestones laid the foundation towards establishing an ACC centralized coordination cell as part of the CAF Support Network.

Making Progress... Moving forward, ACC hosted an Air Forcewide NAF Stranded Aircraft Support Conference. On the A4’s behalf, Lt Col Mark Hesse of ACC/A4C led the working group. Representatives from the 3AF (United States Air Forces, Europe-USAFE), 13AF (Pacific Air Forces-PACAF), 23AF (AFSOC), 18AF (Tanker Airlift Control Center-TACC), Global Strike Command, and 1AF (Air Forces, North-AFNORTH) were all in attendance. The primary goal was to determine the scope of CAF stranded aircraft issues. A secondary objective was to gain insight from other commands while noting best practices and lessons learned. The final agenda item was to define expectations, including how ACC would interact with the other MAJCOMs. The longterm vision highlighted AFSOC/MAF/CAF collaboration on stranded aircraft recover-

Stranded Aircraft Recovery CONOPS.

ies. Significant roadblocks cited by attendees were lack of process, continuity, and leadership awareness of off-station NMC aircraft. There simply wasn’t a single agency or program which provided visibility of when, where and how often CAF aircraft are stranded. Moreover, both AFSOC and Air Mobility Command (AMC) were without an ACC POC to coordinate support for their stranded aircraft at or near an ACC base.

CAF Stranded Aircraft Support Network.

42 | The Exceptional Release | SPRING 2011

...leverage the entire logistics enterprise to expedite recovery of any stranded aircraft, regardless of location. Subject matter experts from AMC and AFSOC provided inputs on ACC’s CAF draft support procedures, numbered ACCI 21-108. Once complete, the draft was coordinated through CAF A4 staffs. The instruction defines roles and responsibilities for CAF CNAFs, the SAST, and Maintenance Group Commanders (MXG/CC) down to Maintenance Recovery Teams (MRT). ACC, 3AF and 13AF began using the draft ACCI 21-108 to validate recovery procedures. In turn, this enhanced, and in some instances, established working relationships internal to the CAF, and externally, with AFSOC and the MAF. Meanwhile, a SNCO was needed to execute and evaluate the draft procedures for ACC. SMSgt Wayne Stenger of the EC-130 WST, also a stranded aircraft working group member, volunteered to support both EC/HC-130s “out of hide”. Dual-hatted while providing sole 24/7 coordination for multiple recoveries, over several months, proved taxing but validated the perceived-need for centralized assistance in the CAF. As manpower became available, the SAST officially stood-up and now reports to

KENNEDY & STENGER the ACC/C2ISR (Command and Control/Intelligence, Surveillance and Recon) division led by Colonel Ronald Roux. ACC/A4 approved ACCI 21-108 in early October 2010 and it was formally published in December. Further, a MOA between ACC and AMC for MAJCOM-level logistics support of transit aircraft is in final coordination. The agreement formalizes support from the 618th Air Operations Center (AOC, under the TACC) to leverage opportune airlift and obtains universal logistical assistance for both CAF and MAF assets.

How Does It All Work? The aircrew or senior maintenance representative with the stranded aircraft, contacts their home station Aircraft Maintenance Squadron (AMXS). After debriefing, the AMXS recommends a recovery strategy to the MXG/ CC. The MXG/CC decides if recovery is best accomplished by the unit or if assistance is needed. If assistance is required, the request is sent to the SAST (or owning C-NAF) using CAF Form 1 “Stranded Aircraft Worksheet”. The SAST/C-NAF then locates resources and coordinates with appropriate agencies for the support. This may involve assisting organic recovery or coordinating assistance from other units or commands. The SAST/C-NAF remains engaged until the aircraft is returned to an airworthy condition. More specifically, the SAST/C-NAF controller coordinates with either the 635th Supply Chain Management Group (SCMG) at Scott AFB, or the 735 SCMG at Langley AFB, to locate requested supply assets, regardless of distance from the stranded aircraft. The SAST then researches all viable military-airlift (milair) flights, essentially aligning all known assets to viable mil-air flights. The controller then gives the supporting SCMG the mission number after coordinating approval from mil-air’s controlling agencies. The SAST then tracks progress with the appropriate Traffic Management Office (TMO)/Special Handling agencies to ensure timely movement. This process increases the unit’s ability to vet out all recovery options before implementing a plan. In most cases, assisted recoveries result in mitigating or eliminating commercial movement lags and Other than Continental United States (OCONUS) customs delays.

The MXG/CC retains ownership of the recovery process and determines what level of support to request from the SAST/C-NAF. In turn the SAST/C-NAF coordinates needed support on behalf of the owning MXG/CC. Utilizing enterprise logistics and bringing their vision to fruition, the SAST/C-NAF coordinates within the CAF SASN, and reaches out to 618 TACC and 623d Combat Logistics Office (CLO) to leverage the entire logistics enterprise to expedite recovery of any stranded aircraft, regardless of location. SMSgt Stenger, who runs the SAST, stated, “There may be units who believe the SAST would take control of their recovery, this simply isn’t the case. The supported MXG is given a few COAs and determines which path to take (if any). In most cases, they (the MXG) are impressed with the options available to them by utilizing dedicated support with service-wide contacts and visibility. We’re here to do the legwork, collaborate and advise viable alternatives to expedite recoveries.”

awaiting fighter fix). Recouped aircraft availability days are the same; they include sympathy and support aircraft which are not operating in any other capacity except to wait for the NMC aircraft to be fixed.

The team has recently grown from one dualhatted active duty SMSgt to include a guardsman and a reservist utilizing Individual Mobility Augmentee (IMA) funded billets, in addition to a career-broadening GS-13 who arrives late January. Briefings of ACC’s support initiative have been presented at MXG/ CC conferences and word of mouth (by supported units). The future state will be clearer as enhanced 24/7 support and Global Decision Support System (GDSS) capabilities are fully on-line.

No doubt, recovery of aircraft is inherently a unit responsibility. However, the command is ultimately charged with supporting its units in every way. A dedicated aircraft recovery support structure isn’t new to the AF but ACC’s latest initiative is an example of using AFSO21 procedures to embrace an issue, validate a need, and utilize a business sense to affect change. The effort established a centralized assistance agency which provides the unit a larger scope of options when planning a recovery. Furthermore, the establishment of the SAST enhances inter-command relations through collaborative efforts. Maximizing fleet efficiency and supportability is a communal responsibility and Air Combat Command is “all in”.

...The SAST has recouped over $120,000 in per diem expenses, 686 man days, and increased aircraft availability by 85 days across CAF/MAF and Special Operations Forces (SOF) Measures of Success The team is cutting TDYs and manning costs while increasing aircraft availability across multiple MAJCOMs. Recouped per diem is calculated from location rate multiplied by the amount of stranded persons and by the days saved in process. This includes sympathy “stranded fighters” and support (i.e. tanker

Maximizing fleet efficiency and supportability is a communal responsibility

Since pathfinder initiatives in February 2010, the ACC SAST has responded to over 100 requests involving 56 aircraft. The recoveries include A-10s, B-1s, F-15s, F-16s, E-3s and four variants of the C-130. To date, the SAST has recouped over $120,000 in per diem expenses, 686 man days, and increased aircraft availability by 85 days across CAF/MAF and Special Operations Forces (SOF). In some cases, they were able to fulfill needed support in less than one 8-hour shift.

About the Authors: Capt Jennifer E. Kennedy is a Logistics Readiness Officer stationed a Langley AFB. She works in HQ ACC/A4R as the Officer in Charge, Command Spares Management Section. SMSgt Wayne R. Stenger is a Crew Chief stationed at Langley AFB. He is the HQ ACC/ A4C Airborne Branch Superintendent and Chief, Stranded Aircraft Support Team. K

43 | The Exceptional Release | SPRING 2011

BASE

N V G F i e l d of Vision with following caption: “Mr. Buck Buchanan briefs Col David Coley, 60 MXG/CC, on NVG 40-degree field of vision cues for load team chief during C-130 NVG qualification exercise” (Photo by TSgt David Crawford) By Lieutenant Colonel Lawrence Havird and Mr. John “Buck” Buchanan

Picture yourself leading logistics operations. You are at an unimproved landing strip at a forward operating location supporting Coalition ground troops in contested territory. Enemy mortar attacks and unguided missile strikes are frequent. Probing base perimeter attacks have occurred within the recent past. Since the primary purpose of your base is to serve as a forward, ground force aerial port of entry, you speculate that the enemy’s goal in these harassment attacks is to disrupt flightline operations. Most attacks occur at night and flightline operations have been impacted. What do you do to minimize potential disruption to the mission at hand? One potential answer is to reduce nighttime vulnerabilities by leveraging Night Vision Goggle (NVG) technology in order to operate in blackout conditions. While the use of NVGs mitigates the risk of the base attack in this scenario, it also increases operational safety risks to personnel performing flightline operations since field of vision goes from a 200-degree to a 40-degree field of vision environment. The question a good leader must ask when confronted with increased risk to personnel is whether the risks outweigh the operational 44 | The Exceptional Release | SPRING 2011

“reward.” If the reward is greater, leadership must then identify the secondary effects of operating in an increased risk environment and develop appropriate control measures to safely execute the mission. Today’s dynamic operating environment demands that our Airmen be able to operate 24/7 in contested territory and that we negate the adversary’s ability to disrupt our critical operations. The Air Force logistics community began conducting NVG ramp operations during Operations IRAQI and ENDURING FREEDOM and soon learned that personnel were at increased risk to injury when conducting 10K All-Terrain (AT) forklift operations due to the reduced field of vision environment described above. After receiving feedback from personnel recently returning from deployments and validating at least three mishaps where the 10K AT wheel spotter was injured, the 60th Aerial Port Squadron at Travis AFB, conducted a Rapid Improvement Event (RIE) in the summer of 2010 to tackle the safety risks encountered when conducting NVG ramp operations in blackout conditions. The RIE team used AFSO21 principles to identify a root cause for the risks encountered and then identified an innovative solution to mitigate the safety risk.

The team’s root cause analysis revealed that NVG reduced field of vision was causing personnel to “channel” their attention span on the equipment being operated and loaded while at the same time they reduced communication between team members performing the task. The net result is while NVG operations were reducing the vulnerability to base attack; they also were exponentially placing personnel at greater risk to injury since team member communication was less effective. The innovative solution to improve team communication was to use off-the-shelf, wireless headset communications technology that made it easier for team members to communicate with each other while maintaining the required “channeled” attention on the moving equipment. Mr. John “Buck” Buchanan, 60th Aerial Port Squadron, led the effort to execute the RIE team’s end state result and rapidly developed a training plan and concept of operations for incorporating the wireless headset into qualifying aerial port personnel to safely use NVGs. A three-phased training plan was developed whereby students received academic NVG instruction in Phase 1, performed NVG operations during Phase 2, and executed a loading operation utilizing NVGs without instructor participation for certification in Phase 3.

HAVIRD & BUCHANAN Training development test trials also allowed the team to reduce the total number of personnel required for the task from six to four (load team chief, AT operator, AT spotter, and 50-foot/distance safety monitor). Separate wheelspotter and separate distance safety observer positions were eliminated due to the increased communication and situational awareness of the remaining team members. Finally, the team improved the pallet load time from 10 minutes to 5 minutes, while also reducing both required ground time and aviation fuel expended by 50%. The Travis NVG RIE results clearly illustrate that the addition of wireless headset communications in NVG operations safely mitigated the field of vision safety risk. The additional time and fuel savings efficiencies gained from improved situational awareness were unexpected but represent a game changing stretch goal opportunity for the logistics community at large. What other logistics tasks do we have that wireless communication technologies could improve? Can and should we look at routinely performing aircraft parking and receiving tasks in blackout conditions

to neutralize our adversary’s ability to disrupt operations? The United States maintains a considerable advantage in executing nighttime military operations and our logistics support elements need to rigorously question whether the logistics enterprise is doing all it can to maximize support during blackout operations. Today’s fight illustrates that our adversaries may increase their emphasis on trying to disrupt and deny our advantage by conducting low investment/ low risk attacks at night. To counter this emerging threat, we must identify those core logistics tasks that can be and/or must be executed during blackout conditions. We also need NVG Hummer Loading under caption: “Load team chief marshals a High Mobility Multipurpose Wheeled Vehicle (HMMWV) under NVG to more effectively train looperation utilizing wireless headset communications to maintain gisticians on how to operate communication with vehicle driver” (Photo by TSgt David Crawford) in blackout environments. To date, we have identified communications technology. Furthermore, we only a fraction of those logistics tasks that can have absolutely failed to truly operationalize be safely completed using NVG and wireless the few logistics tasks we can perform to the same level of proficiency as our flying and special operator counterparts do in their core mission areas. Robust training plans are required without a doubt, but we can and should look, as an enterprise, at what logistics tasks are absolutely essential in blackout operations and find ways to grow and sustain those required NVG capabilities. About the Authors: Lt Col Lawrence “Ley” Havird is the Deputy Commander, 60th Maintenance Group and the current Travis Golden Gate LOA Chapter President. He possesses a broad combat air forces and mobility air forces field level aircraft maintenance background. He has completed multiple contingency deployments and commanded both an Aircraft Maintenance Squadron and activated a Munitions Squadron in Korea.

NVG Pax Loading under caption: “C-130 passenger loading operation under NVG conditions during senior leadership demo exercise at Travis AFB” (Photo by TSgt David Crawford)

Mr. John “Buck” Buchanan, CMSgt (ret) USAF, is the Ramp Operations Flight Chief, 60th Aerial Port Squadron, with over 40 years military and civilian experience in aerial port operations. He is the AF authority on aerial port NVG operations as a certified instructor and task certifier. K

45 | The Exceptional Release | SPRING 2011

BASE

By Lieutenant Colonel Gabriel N. Lopez

One of the busiest airfields in the Department of Defense just received an Olympic-sized upgrade to its flightline operations, allowing it to move fuel more efficiently. On 21 December 2010, the 455th Expeditionary Logistics Readiness Squadron (ELRS), along with the Army Corps of Engineers, 101st Sustainment Brigade (101st SB), and Bay Industries, commissioned a $130 million fuels system at Bagram Airfield, Afghanistan. This marked the end of two years of construction and the beginning of an enduring presence at Afghanistan’s primary airlift hub. This new facelift will allow the men and women of the 455th Air Expeditionary Wing to turn airlift as fast as the commercial and military cargo jets can be downloaded and uploaded. More importantly, it will provide a modern and efficient method to refuel aircraft for the Afghan people for many years to come.

This new facelift will allow the men and women of the 455th Air Expeditionary Wing to turn airlift as fast as the commercial and military cargo jets can be downloaded and uploaded. The Stakeholders The distribution of aviation fuel on Bagram Airfield is a joint endeavor. The Defense Logistics Agency-Energy, Middle East is responsible for supplying the fuel. They are charged with maintaining the continuous flow of fuel from various points around the globe to the airfield. The 101st SB is the primary unit responsible for the complete fuels infrastructure. This includes the storage and management of mogas, diesel, AVGAS, JP-8 and TS-1 used to fuel all aircraft on the ramp. According to CPT Scott Thomas, DLA-Energy Liaison Officer (LNO) to Bagram, “It truly is a joint venture when it comes to fuel. DLA-Energy, the 46 | The Exceptional Release | SPRING 2011

101st SB, 455 ELRS, Fluor Contract Operations, and a separate USAF assigned responsible officer all work in unison to make Bagram POL operations a success. We consistently come together to tackle the daily operations and unexpected road blocks that may occur.” The 455 ELRS is an essential part of these operations and is responsible for the flightline refueling of all aircraft. Since the US military established a presence at Bagram Airfield in 2001, aircraft receive fuel by R-11 mobile refueling A1C Adam Linzy, 455 ELRS/LGRF fuels specialist, is hooking up an trucks driven by Airmen. R-12 Hydrant Servicing Vehicle refueling an aircraft utilizing the new Hydrant System at Bagram Airfield, Afghanistan. (Photo by SrA Sheila Now, those same Airmen will supplement their R-11 deVera, 455 AEW/PA) fleet with five R-12 hydrant strive to increase our cargo velocity rates. The servicing vehicles, which allow for both rapid and large scale refueling new hydrant system is a critical piece to our and defueling of aircraft. This new operation efforts, decreasing aircraft ground times and alwill vastly improve the aircraft servicing turn- lowing us to move Warfighter supplies faster.” Bagram Airfield is the largest consumer of fuel around times. in Air Forces Central Command that does not service tanker aircraft. Fuel is brought into the The Workload land-locked country using multiple sources Bagram Airfield is one of the busiest in the De- and various modes of transportation to keep up partment of Defense. Here, you’ll find every with the colossal demand. Up to this point, type of military and civilian cargo aircraft from managing the fuel storage and throughput was around the world. Combining the transiting accomplished by 210,000 gallon tactical bladcargo aircraft with the assigned MC-12s, C- ders, Fuels Operational Readiness Capability 130s, EA-6s, STOLs and fighters, makes it an Equipment, and R-14 Legacy Systems. extremely busy place. There are over 800 military and civilian cargo missions transiting the The System’s Capabilities ramp monthly and the 455th Expeditionary Aerial Port Squadron (EAPS) moves over 700 The construction of the fuels system includes tons of cargo on the ramp daily. To fuel this ten phases. The opening of the hydrant system massive throughput, it requires approximately on 21 December marked the end of the sevnine million gallons of aviation fuel per month. enth phase. The first six established the storThe 455 EAPS Squadron Commander, Lt Col age tanks and two of the three refueling points. Kirk Peterson said, “The Port supplies the fight Once all ten phases are complete, the system everyday at Bagram. Our Airmen operate the will include six 1.1 million cut and cover tanks, busiest aerial port in the DoD and daily we 11 hydrant outlets, and 14 fill stands. This new

LOPEZ system will rival some state-side systems and is the only one of its kind in Afghanistan. It sets in motion the end of expeditionary fuel bladders and pumps and begins the transition to an enduring fuels operation. The impact is huge! The new fill stands increase capability of filling refueling trucks by 200%. The hydrants improve the fill rate to aircraft by 400 gallons per minute. In addition, the accountability of the fuel will be completely automated, eliminating the labor involved in measuring the expeditionary tanks. According to TSgt Thomas Talley, the Fuels Information Service Center Section Chief, “The largest fuel amount issued so far by the hydrants has been 31,076 gallons to a single aircraft, which would have taken six R-11s and six operators.” Instead, this one mission was serviced with only one R-12 operator and one hydrant operator; a significant savings. Ultimately, it will reduce the number of people required to manage the inventory and it will move cargo faster through the Afghan region. Additionally, use of the single R-12 vehicle reduces vehicle movements on an already saturated airfield, thus improving flight and ground safety.

Once all ten phases are complete, the system will include six 1.1 million cut and cover tanks, 11 hydrant outlets, and 14 fill stands.

The Hydrant System Commis- The Implementation sioning The 455th Air Expeditionary One of the hurdles of commissioning the hydrant system was to clearly recognize the roles and responsibilities of the fuels stakeholders and to overcome Afghanistan’s boots on the ground cap. While the Army does have fuels operators, they do not normally possess the skill sets necessary to administer and operate fixed airfield fuels facilities. As the lead for all of the fuel on Bagram Airfield, it was their responsibility to commission, administer and operate the system. The hydrant system was successfully put through a series of tests by the Army Corps of Engineers designed to stress the system. It was tested over a 12-day period with the assistance of nine Airmen. It required the use of seven R-11s as substitutes for multiple aircraft while five R-12s filled them with fuel. Meanwhile, the daily operations did not cease. The Fuels Flight pulled personnel from different sections to supplement the daily refuel operations. To accomplish this, everyone from the Fuels Flight participated in the venture. From the Flight Superintendent, SMSgt Arnaldo Rodriguez-Matos, to the Refueling Maintenance NCOIC, TSgt Jeremy Whitworth--everyone was helping to commission the system. In addition, Cliff Mitchell, Bagram’s Airfield Manager, did an awesome job handling the unique parking requirements on the airfield during the 12-day period. The new hydrant parking spots had to be kept free during the testing phase each day. In the midst of a busy flying schedule, all cargo aircraft were still refueled with no delays.

SSgt Keoni Brede, 455 ELRS/LGRF Fuels Specialist, is filling an R-11 Refueling Unit utilizing one of 6 new North Hydrant Pump House Fill stands supporting Bagram Airfield flightline operations. (Photo by SrA Sheila deVera, 455 AEW/PA)

Wing Commander, Brigadier General Jack L. Briggs II, has a saying, “Airpower is the Power of Airmen.” In the case of the commissioning of the new fuel system, it could not have been truer. In fact, Airpower transiting Bagram Airfield is now powered by Airmen and a few Soldiers. To help fill a manpower gap created by the opening of the new facility, four Soldiers from Task Force Red Bull were pulled from various Forward Operating Bases to augment the mission until contract personnel can assume the operations. These Soldiers arrived with no fixed fuel facility experience, nor had they ever been exposed to any sort of flightline operations. Airmen from the 455 ELRS Fuels Flight indoctrinated them into the fuels Type III system of operations by training them on fuel issue, receipt operations and operator maintenance. This involved the drafting of lesson plans and showing the Soldiers step-by-step how to operate the system. The Soldiers have been energetic to learn the new operations and have been quick to pick up all the particulars to the new facility. SGT Cowie from Task Force Red Bull mentioned, “This Type III system, in simple terms, is a normal fueling system on steroids.”

The Way Ahead As of 18 January 2011, the joint team made up of Task Force Red Bull and 455 ELRS Airmen have pumped over 1.3 million gallons of fuel through the new system onto 141 wide-body aircraft. The Soldiers will augment the new operation until the 101st SB can set up a local contract to perform the operations and maintenance functions on the new facilities. In the meantime, Airmen from the 455 ELRS will continue to provide oversight and administer training to Soldiers augmenting the operation. In March, an additional pump house is scheduled to open and four more Soldiers will join the team to provide Airpower over Afghanistan. This was all possible from Airmen being adaptive and working together with our joint partners to supply the fight. Their initiative ultimately improves airlift velocity through Afghanistan and will move cargo faster, more efficiently, with fewer people. About the Author: Lieutenant Colonel Gabriel N. Lopez is commander of the 455th Expeditionary Logistics Readiness Squadron (ELRS), Bagram Airfield, Afghanistan. K 47 | The Exceptional Release | SPRING 2011

BASE

Cannon AFB – Western Home of America’s Air Commandos!

By 1Lt Jason Henderson

For aircraft maintainers who have been around the Air Force for a while, thoughts of Cannon AFB elicit visions of dozens of F-16 fighter jets parked on the flightline or flying the clear blue skies over New Mexico. Others may think the base no longer hosts an operational Air Force wing. Both views could not be farther from reality. Cannon AFB is growing by leaps and bounds, well on its way to becoming a showcase base for the Air Force. In 2005, the base was on the Base Realignment and Closure listing and the future of the base was in jeopardy. Air Force Special Operations Command (AFSOC), however, had a requirement to meet its expanding mission needs and saw opportunities in the high-altitude, desert environment and nearby Melrose Air Force Range. In June 2006, the Air Force announced AFSOC would assume a new mission at Cannon AFB, and on 1 October 2007, the 27th Fighter Wing was re-designated the 27th Special Operations Wing (27 SOW ) – “Western Home of the America’s Air Commandos.” What followed in the ensuing months and years was a logistical challenge not typically 48 | The Exceptional Release | SPRING 2011

Above: The 27th Special Operations Aircraft Maintenance Squadron, commanded by Lt Col John Johnson, stands in front of 27 SOW aircraft. Aircraft pictured from left to right are: MQ-9 Reaper, AC-130H Spectre Gunship, Pilatus PC-12, CV-22B Osprey, M-28 Sky Truck, MC-130W Dragon Spear and MQ-1 Predator. (Photo by SrA James Bell - 27 SOW/PA).

The challenge was to take a base with aging infrastructure and facilities exclusively designed for a fighter mission and transform it into a hub for global special operations. seen in today’s Air Force. The challenge was to take a base with aging infrastructure and facilities exclusively designed for a fighter mission and transform it into a hub for global special operations. The essential task was to transform the base without interrupting Overseas Contingency Operations (OCO) or disturbing the command’s ability to respond to worldwide taskings.

Growth of the 27th Special Operations Maintenance Group For the 27th Special Operations Maintenance Group (27 SOMXG), the transforma-

tion meant embracing the business of civil engineering and project management to aid in the planning, design and execution of facility and infrastructure upgrades. Additionally, the transformation plan included phasing out the existing cadre of F-16 maintainers, while sourcing personnel from other AFSOC locations to assist with the bed down of assets. Since the inception of the 27 SOW, the 27 SOMXG grew from 400 personnel in 2007 to more than 1,200 today. Concurrently, the group successfully bedded down 12 MC-130W Dragon Spear, eight AC-130H Spectre Gunships, four CV-22 Ospreys, a fleet of Remotely Piloted Aircraft (RPA) and a contingent of Non-Standard Aviation (NSAV ) platforms. Although transformation was impressive enough, that’s not all that is in store for the 27 SOW. In 2011, the 27 SOW will receive the first of AFSOC’s ten MC-130Js and will receive 16 AC-130Js, nine more CV-22s, with additional NSAV aircraft and RPAs by the end of FY17.

HENDERSON With the projected increase of maintenance personnel associated with these platforms, the 27 SOMXG will soon reorganize to improve the span of control over the different missions rapidly coming online at Cannon. With a projected 900 personnel authorization, the reorganization will begin with a split of the 27th Special Operations Aircraft Maintenance Squadron (27 SOAMXS) into two separate squadrons. The 27 SOAMXS will focus solely on the generation and care of special operations C-130 platforms, while the newly spawned 727 SOAMXS will concentrate its efforts toward special mission aircraft such as the CV-22 and RPA. This distribution will ensure each platform will receive the proper amount of leadership oversight necessary to promote synergistic operations with clearly defined functional responsibilities. Additionally, this reorganization effort will merge the current 27th Special Operations Equipment Maintenance Squadron (27 SOEMS) and 27th Special Operations Component Maintenance Squadron (27 SOCMS) to form the 27th Special Operations Maintenance Squadron with more than 400 personnel, centralizing all back shop repair and flightline support functions.

Building the Support Infrastructure By the end of FY17, the 27 SOW is projected to support over 6,000 personnel with responsibility for 90 aircraft and over 40 RPAs. As part of the build-up effort, several new maintenance facilities were constructed as an element of one of the largest military construction efforts in the Department of Defense. By the end of 2015, nearly every existing maintenance facility will undergo refurbishment or alterations to meet the new AFSOC mission requirements. Additionally, a $496M base expansion is under way that includes an additional aircraft parking ramp and three new C-130 maintenance hangars, plus a world-class corrosion control hangar, fuel cell facility, and a wash rack. The expansion also includes new Aircraft Maintenance Unit (AMU) work centers, a stateof-the-art fitness center and a satellite dining facility.

ated with the new strike package. Contract support personnel integrated into the unit to support the newly installed aircraft systems and began working with and training operators and maintainers on aspects of the design. While a project of this magnitude normally takes years to field and complete, the MC-130W Dragon Spear (as it is now called) was employed on the battlefield just 18 months after the start of modifications.

In addition to the fleet of aircraft, 200 maintainers and their families from the 16 AMU made the move west. The transfer of the unit occurred without missing a beat in continued mission execution. AC-130H Operations In May 2009, the 16th Special Operations Squadron and its fleet of eight AC-130H Spectre Gunships ended its long tenure at the 1st Special Operations Wing (1 SOW ), Hurlburt Field and headed west for its new home at Cannon AFB. In addition to the fleet of aircraft, 200 maintainers and their families from the 16 AMU made the move west. The transfer of the unit occurred without missing a beat in continued mission execution.

Remotely Piloted Aircraft Operations In 2009, the 27 SOMXG stood up AFSOC’s first RPA maintenance unit. This unit com-

bines traditional blue-suit aircraft maintainers with contractors. Together they maintain the MQ-1 Predator, MQ-9 Reaper and numerous Ground Control Stations (GCSs) associated with launch and recovery element operations. This unit is unique in that it includes the Communications specialists. These individuals play a pivotal role in the set up and maintenance of the GCSs as well as troubleshooting and maintaining the radio frequency and satellite communications used in the RPA arena. The future is certainly bright for this unit as AFSOC expands its role in the world of RPA.

CV-22 Operations In May 2010, the 27 SOW welcomed its first CV-22B Osprey to the tarmac. Despite immediately jumping into the fight, the 27 SOW welcomed aircrews and maintainers from Hurlburt Field to hone their skills while the 1 SOW’s fleet of aircraft deployed in support of Operation ENDURING FREEDOM. The team has not paused since, steadily participating in joint exercises around the states while continuing to build and sharpen their special operations capability.

Maintenance/Operations Relationship One of the things that has made the Wing’s transition successful is the unique relationship between the 27th Special Operations Maintenance Group and Operations Group. The barriers to communication that typically hinder the Maintenance/Operations (Mx/Ops) relationship were torn down. Gone are the

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Brand new Maintenance Hangar under construction for the 522nd Aircraft Maintenance Unit (AMU) and their soon to arrive MC-130J aircraft. Additional Hangars for the 16 AMU and 73 AMU AMUs, Fuel Cell and Corrosion Control will break ground in FY11-FY14. (Photo by Capt Wes Alderman-27 SOAMXS/MOO).

MC-130W Operations Shortly after bedding down 12 MC-130Ws in 2008 and completing the fleet’s first deployment in support of Operation ENDURING FREEDOM, news came of a mission change for the platform to fill an emerging need for additional battlefield over watch capability. The 27 SOMXG deployed aircraft and personnel to complete aircraft modifications and tests associ49 | The Exceptional Release | SPRING 2011

BASE | CANON AFB - WESTERN HOME OF AMERICA’S... traditional separate morning meetings within both groups. At the 27 SOW, the morning maintenance meeting is now the “Mx/Ops Meeting,”co-chaired by both group commanders. In attendance are all maintenance and flying squadron commanders; AMU supervision and their respective flying squadron Director of Operations counterpart, and heads of various contractor organizations. Each morning maintenance and operations brief a recap of the previous day. The roundtable also covers the current day’s flying schedule as well as a two-day look ahead. Logistics and operations issues are brought to the table and typically resolved on the spot. From a maintenance standpoint, this forum allows an objective insight to develop. Maintenance leadership at the tactical level can clearly understand and translate aircrew requirements into their fleet management decisions. Overall, this relationship reinforces the dependent nature between both groups. When either side of the house fails, maintenance or operations, the whole team fails! Also indicative of this strong Mx/Ops relationship is the cross-utilization of rated officers, at the 27 SOMXG/CC’s request, to fill company grade officer (CGO) aircraft maintenance leadership billets in the 27 SOMXG to help alleviate CGO shortages in the group. In November 2010, this relationship proved its value as the 27 SOW earned an overall “Excellent” rating during the Wing’s

1Lt Jason Henderson stands in front of an AC-130H Spectre Gunship at a deployed location in the AOR. Lt Henderson is currently the 1 SOEMXS OIC with multiple Special Operations aircraft and personnel under his charge (Photo by TSgt Nikola Pistolich 1st SOEMXS/QA))

first Operational Readiness Inspection. Today, sortie generation and aircrew training effectiveness metrics are at all time highs.

Endless Opportunities As you can see, the Commando Maintainers of the 27 SOMXG were busy over the past three years. The operations and personnel tempo led to a wide range of leadership opportunities

for aircraft maintenance officers to cement the foundations of new organizations. Along with these increased leadership opportunities came the prospect of unique and challenging deployments directly supporting special operations ground forces in numerous theaters of operations. To highlight and put into perspective the depth of these deployment opportunities, every aircraft mission-design series assigned to the 27 SOW will be deployed supporting special operations contingencies around the world by the summer of 2011. While the Cannon of old may not have made it on your “dream sheet,” the 27 SOW has renovated, re-vectored, and reenergized the base and the Eastern New Mexico community. The community completely supports the base and its residents. So, if you’re looking for a once-in-a-career challenge of building and developing a wing that is fully engaged in global special operations, Cannon is the place for you.

2Lt Carlos Franco (20 AMU OIC) stands in front of one of his CV-22 Ospreys. Lt Franco took over the CV-22 AMU in June 2010, after first serving as the Maintenance Group Executive Officer. (Photo by Capt Wes Alderman - 27 SOAMXS/MOO).

50 | The Exceptional Release | SPRING 2011

About the Author: 1Lt Jason Henderson is assigned to the 27 SOMXG. During his time at Cannon he has served as the officer-in-charge for both the Remotely Pilot Aircraft and CV-22 AMUs. He recently deployed to OEF as the Maintenance Operations Officer for the 1st Expeditionary Special Operations Maintenance Squadron. K

BASE

TSgt Jason Lucas and SrA Gabriel Boudoin service a LOX cart for use on the flightline. In FY2010, over 271 thousand gallons of cryogenic was serviced at Dover AFB. (Photo by TSgt Nuss)

Submitted by Second Lieutenant Hans Hobbs

It’s a brisk January morning at Dover AFB as TSgt Jason Lucas and SrA Gabriel Boudoin go about servicing fifty-gallon liquid oxygen (LOX) carts at the cryogenics facility. They are surrounded by two LOX tanks and five liquid nitrogen (LIN) storage tanks ranging in size from five to six thousand gallons. Few realize that cryogenics is an important piece of a Fuels Management Flight’s responsibility or that it is critical component on the flightline. “When people think about POL (Petroleum, Oil, Lubricants) they automatically just think of jet fuel. They forget that a small number of people exist in our career field that actually work specifically in cryogenics,” says TSgt Lucas.

“When people think about POL (Petroleum, Oil, Lubricants) they automatically just think of jet fuel. They forget that a small number of people exist in our career field that actually work specifically in cryogenics.” The responsibility falls largely to a team of three personnel to support the largest cryogenics op52 | The Exceptional Release | SPRING 2011

eration in the Air Mobility Command. As reduced manning and funding are a common theme within the Air Force, TSgt Lucas’ greatest wish is for a permanent civilian position in cryogenics to bolster continuity for a constantly deploying force. Undaunted, the cryogenic personnel have pressed on, transforming the facility into a state-of-the-art operation and a laboratory for continual process improvement (CPI). The story of the Dover AFB cryogenics facility is one of science, vision and a catalyst for change through Air Force Smart Operations for the 21st Century (AFSO21).

Cold Science: Cryogenics and its Applications The term cryogenics typically conjures the cinematic images of the “metallic T-1000 shattering into shards” after encountering spilled LIN in Terminator 2: Judgment Day. Technically, cryogenics is the physical study of very low temperatures at or below -238°F (-150°C) and the behavior of materials at those temperatures. Cryogenics in the context of the Air Force is typically LOX and LIN. The evaporation (“boiling”) points for LOX and LIN are -297°F (-183°C) and -321°F (-196°C) respectively. Typically utilized in gaseous form, oxygen and nitrogen are greatly compressed in their liquid state. For example, one tank of liquid oxygen is equal to 861 tanks of oxygen.

Since LOX is used on the aircraft emergency oxygen system, it is critical that cryogenic technicians continually ensure the purity of LOX. As a rule, LOX must always be 99.5% pure oxygen and 100% contaminant free. Testing is accomplished by performing an odor particulate test. Unlike oxygen, nitrogen has a number of functions in both its liquid and gaseous states. LIN is used in maintenance on certain special tolerance metal components that are installed using ‘shrink fitting’ techniques.1 Also, due to LIN’s ability to push away oxygen, it is often used in aviation fire suppressant systems. For medium and high altitude aircraft, tires are filled with nitrogen rather than atmospheric air since nitrogen is less susceptible to fluctuations in temperature. Some aircraft come equipped with an On-Board Inert Gas Generation System (OBIGGS) that generates a dry nitrogenenriched air “blanket” to cover the interior of the fuel tank and displace the flammable fuelair mixture. However, the C-5 specifically does not have an OBIGGS, thus requiring flightline LIN servicing. This results in bases with C-5 missions, i.e. Dover AFB and Travis AFB, to maintain and service large amounts of LIN.

Handling Cryogenics Despite the number of life saving uses LOX

HOBBS and LIN provide, it is no small irony that they are among the most dangerous materials on base. In every cryogenic operation, technicians exercise extreme caution and utilize head-to-toe Personal Protection Equipment (PPE) to mitigate the potential for cryogenic burns. Both LOX and LIN present their own unique handling challenges. Oxygen, though not combustible, is a key ingredient to combustion. A mist of boiled off LOX can cause something to ignite from the smallest spark generated from a dropped tool. Pure oxygen also causes high instability when it comes into contact with hydrocarbon products. This necessitates an entire toolbox dedicated solely to LOX operations and a ten-point daily inspection that specifically targets the integrity of LOX PPE to include a hydrocarbon check with a black light.

In FY10, Dover AFB utilized over 271,000 gallons of LOX and LIN--21,000 gallons more than the runner-up in AMC. LIN on the other hand is dangerous because it pushes away oxygen. Great for extinguishing flames on an aircraft wing, but extremely dangerous to a cryogenic handler who needs to breathe. It is because of these dangers that every Air Force cryogenic facility is required to have at least one technician on hand who holds a Special Experience Indicator (SEI) in cryogenics. The SEI is earned by completing a two week cryogenic school held at Sheppard AFB.

All this culminated to reduce the product boil-off by 25% per year, translating into over $9,000 in savings annually of DoD cargo through its aerial port each year. In 2010, for organic missions alone, Dover supported over 17,300 flying hours and 773 missions. All this flying means an extraordinary usage of cryogenic product. During the week, Dover technicians will service approximately 750 gallons of LOX and 4,470 gallons of LIN. In FY10, Dover AFB utilized over 271,000 gallons of LOX and LIN--21,000 gallons more than the runner-up in AMC. While the numbers are impressive, the story of success at Dover AFB’s cryogenic facility is in part attributable to the forward thinking visions of past management to upgrade facilities and advocate for funding. While the mission tempo at Dover AFB has historically demanded a high level of cryogenic product, for a number of years the cryogenic facility was simply a concrete pad surrounded by a chain link fence with a small, adjacent shed for storage of the carts. Through a successful MILCON project, a 1,625 sq ft facility was built in 2004 that significantly improved security, weathering and safety. The facility upgrade was an extremely positive improvement for the cryogenic processes. For example, when a cryogenic tank requires cleaning, it is dried out with a purge unit (essentially, a really big hair dryer). Purging is an operation that requires onsite monitoring and can potentially take days. The new building for operations and storage improved the quality of life and extended the life span of the equipment. On the customer support side, the new facility streamlined the cart pick up and drop off process between cryogenics and maintenance. Now LOX carts are placed in a receiving area outside the fenced-in tanks. Maintenance can drop off used carts and pick up filled carts any

time based on the establishment of two scheduled servicing times. Archaic storage tanks that required replacement and the lack of testing equipment that required the coordination and utilization of the POL laboratory, were slowing operations on both the POL and cryogenic sides of the house. Transportation Working Capital Fund (TWCF) provided resources to obtain equipment and streamline the process. It acted as a force multiplier for both cryogenics and POL. The results speak for themselves as shown in Table 1 below. All this culminated to reduce the product boil-off by 25% per year, translating into over $9,000 in savings annually. The immediate impact from the provided TWCF on tank maintenance was $90,000. This all came from an existing fund in which the money was already there –we just needed to ask for it. Although less TWCF funding may be available in the future; the successful receipt symbolizes an important facet of management: the willingness to advocate a need and to ask the question. As hockey great Wayne Gretzky once said, “You miss 100 percent of the shots you never take.”

A Catalyst for Change “The Air Force is looking at the tactical level for assistance…Logisticians are uniquely positioned to identify appropriate savings.” –Lt Gen Reno, 2010 National LOA Conference Even as a junior CGO, I am often confronted with the reality that the Air Force’s operations tempo continues to crescendo while manpower and budgets fall or flat line. Nonetheless, there is a light at the end of the tunnel. The

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Table 1

Advocating for Vision: The Dover Experience Despite Dover AFB’s relatively small geographical size, it is a hub of constant activity that moves an average of nearly 200,000 tons 53 | The Exceptional Release | SPRING 2011

BASE | WARMING TO CHANGE AT THE COLDEST... AFSO21 program has provided the tactical level with tools to see and deal with the numerous opportunities for improvement. The challenge for leadership is convincing the team that the light at the end of the tunnel is NOT a train. I was candidly told by a sergeant, “At first, I was not a fan of AFSO21. I thought it was the stupidest thing. However, everyone needs to learn to do more with less; it’s a fact of the Air Force.” A fundamental rule of cost analysis is that about ninety percent of the manufacturing cycle is wasted time attributed to systemic, physical and human factors. To put a different spin on it, ninety percent of every process has the potential for improvement. We should never shrink back from dealing with wasted time, money and resources. In his article “Red is Good”, Col Paul J. McAneny said A technician prepares to service LIN on to a C-5. On average, Dover AFB services over 800 gallons of cryogenics per day. it best, “The ultimate goal (Photo by SSgt Chad Cutlip) is to create a Red is Good Air Force transformation, where problems are viewed as opportunities and bearer of bad news is lionized rather than ostracized.” In April 2010, the Dover cryogenics facility became a test laboratory for AFSO21 starting with the tools of 6S. With the customer as the key focus, we aimed to lower costs without lowering performance and/or improve performance without raising costs.

Improvement is continuous. Through basic 6S we cut time looking for a tool by 96%

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First, we understand our customer (maintenance) demands: serviceable LOX carts and LIN trucks available on time. So long as their demands are met, maintenance doesn’t concern themselves with the servicing process. Nonetheless, we asked the question, “If we were “paying” or “waiting” for each step in our process, would we accept the process as it presently exists?” As we learned from the implementation of 6S, the answer was no. For example, finding any given part or tool was a potentially lengthy task. If you worked in the cryogenic facility long enough, you learned through repetition where an item was located. Nevertheless, the disorganization and non-standardization caused complications in the continuity process which could have negative ramifications for the customer.

HOBBS Without labels or drawer organization, finding a needed part, at a minimum, would take twelve minutes. According to TSgt Lucas, “When I first got here, we had vacuum parts mixed with gauges and tank gaskets. There wasn’t any organization.” It was like a library without the Dewey Decimal System. Heaven help you if the new technician misplaced a part because there simply wasn’t a designated place for it. By sorting items and labeling drawers, a non-subject matter expert (SME) was able to locate the drawer of cryogenic assembly parts in 15 seconds. However, the parts still lay unmarked in the drawer, thus requiring another eight minutes to find the part itself. With a second 6S iteration that tackled the organization of the drawer itself, a non-SME was able to find any named part in half (Above) Dover AFB cryogenic facility prior to 2004. (Below) Current cryogenic facility. (Photos by Dover POL and TSgt a minute. With over 200,000 parts, Lucas ) we simply cannot afford to overlook the opportunities for improvement Just as cryogenics is a little known science that has a tremendous impact in our area. By streamlining a process as simple as finding a tool or on the Air Force mission, it is AFSO21 tools such as 6S that provide the part we greatly simplified the learning curve for new technicians and means to enhance a program or facility and provide instant payoffs. The flight augmenters, as well as improving tool accountability and safety. story of Dover AFB’s cryogenic facility is one of science, challenging asAccording to SrA Boudoin, “We are more organized and anyone who sumptions and change. If there is the opportunity for change at -281F°, comes into the (cryogenics) shop should be able to find anything they there is the opportunity anywhere. need without help.” About the Author: 2Lt Hans Hobbs is currently the Fuels Flight Commander in the 436th Logistics Readiness Squadron, Dover AFB. He is a proud member of the Dover Air Bridge Chapter. Special thanks to Lt Col Condon and Lt Col Tyler for mentorship and TSgt Lucas for cryogenics expertise. K

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BASE

How Joint Intermodal Operations are Changing the Game in Afghanistan By Captain Tom Alford

Recently the commander of United States Transportation Command (USTRANSCOM), General Duncan McNabb stopped in Naval Station Rota and held a base-wide Commander’s Call to thank the base population for the intermodal cargo movements in operation since 2006. He used the term “Crown Jewel” to describe how intermodal operations changed the game in Iraq and Afghanistan. General McNabb went on to say, “Rota is one of those pivotal parts of the network that allows General Petraeus and General Austin to not have to worry about logistics.” The men and women of Naval Station Rota are always happy to hear about a job well done, but it begs the question, how does transferring cargo from a ship to an aircraft translate to a game-changing advantage in Afghanistan? More importantly, how awesome does an operation have to be for the USTRANSCOM Commander to call it a “Crown Jewel”?

Rota: gateway to the fight!

In simple terms, an intermodal operation moves high-value cargo from a seaport in the United States, moves it to another seaport near a large airfield where SSgt Poe and SrA Sites from the 725th AMS brief AMC Commander the cargo is transloaded onto General Johns on the finer points of maintaining a C-5. (Photo by strategic airlift platforms and Mrs. Lauren Day) flown the rest of the way into thesecurity of the cargo and that also keeps it furater. Intermodal operations start on the United ther away from corrosive effects of the sea. States’ East Coast where cargo, such as mine resistant ambush protected vehicles or helicop- Next, the cargo is loaded onto a previously ters, is loaded onto Military Sealift Command staged strategic airlift aircraft and flown into ships, one-third of the USTRANSCOM dis- Kandahar where it is quickly downloaded and tribution triad. . From there, the ships sail east put into use. The aircraft is then refueled, seruntil they reach the docks at Rota. Shortly after viced and loaded with redeploying cargo while arrival, the cargo is unloaded and moved about the aircrew is in crew rest. The next day, the 1.5 miles to a storage area on the aircraft park- aircraft and crew fly back to Rota where the ing ramp. Helicopters are towed in a small pa- cargo is downloaded and the cycle repeats. rade ten at a time by tractors, while other cargo Operations continue nonstop until all of a deis moved by trucks and rolling stock is usually ploying unit’s cargo is moved into theater and driven. Rota is the returning unit is redeployed. The largest at a slight dis- intermodal operation at Rota to date occured advantage in over 35-days in November and December of terms of stra- 2009, when 18 aircraft deployed 91 helicopters tegic sealift due for the 82nd Combat Aviation Brigade (CAB), to very little while redeploying 83 helicopters from the cargo lay-down 101st CAB on 90 sorties using 17 flight crews space that one accumulating 1,005 flight hours! might expect to see at a larger Yeah, but what is the cost? port. Rather, cargo is stored Rota, Spain is an excellent strategic location on the aircraft for an intermodal operation because it is one of parking ramp the few places in the world with a seaport and a requiring air- large airfield behind the fence of a single milifield operations tary installation. It represents a perfect balance to trade aircraft of cost versus time. Considering a ship’s econparking space omy of scale, it would cost much less to sail A parade of Apache helicopters being towed from the seaport to a storage area at to ensure the cargo from CONUS to the port of Karachi in Naval Station Rota. (Photo by SMSgt Richard Hammond)

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ALFORD scheduled missions with a 96% maintenance departure reliability rate compared to the 82% for the C-5A and B models. The C-5M will change the game further considering it is expected to raise the C-5 mission capable rate to 75% while saving $17 billion in fuel costs over the next 40 years. When asked about the C-5M’s performance during the latest intermodal, Stage Manager Col Patrick Cloutier of the 439th Airlift Wing said, “In short, the C-5M did what it was designed to do: deliver cargo more effectively and efficiently than its predecessor.” Military commanders throughout history have discovered what the United States can now confirm in Afghanistan, that it couldn’t be a more difficult theater in which to sustain forces. It’s landlocked, surrounded by the highest mountains in the world, has little developed infrastructure and has complex diplomatic relationships with most of its neighbors. With these challenges in mind, intermodal operations through Naval Station Rota offer a Next Stop, Afghanistan! A CH-47 Chinook rolls off the MV Cape Washington at Rota’s seaport after a two timely solution to get the most cargo from its week trip from Charleston, SC. (Photo by SMSgt Richard Hammond) place of origin into theater at the least cost… Pakistan, rather than to Rota and airlift it the and glass flight deck translating to fewer de- and that is how it changes the game as USremaining distance. Unfortunately, it would lays and faster cargo movement. In July 2010, TRANSCOM’s “Crown Jewel”. take several more weeks. Additionally, cargo two C-5M Super Galaxies were used during would then be surfaced moved from Karachi the most recent intermodal operation at Rota. About the Author: Capt Tom Alford is the Mainto its final destination in Afghanistan, thereby With a total of 10 aircraft, the 725th Air Mo- tenance Operations Officer of the 725th Air Moexposing people and equipment to threats un- bility Squadron staged flight crews and Navy bility Squadron at Naval Station Rota. His necessarily. Cargo could also be flown from personnel, moved 102 helicopters and 400K previous assignments include Grand Forks AFB, one or several CONUS airfields directly into lbs of cargo for the 4th CAB to Afghanistan, Aberdeen Proving Grounds and Robins AFB. He Afghanistan much quicker than it could be and it had them in place two days earlier than served as a Metals Technology Craftsman and Inmoved by ship, but at a significantly increased scheduled. The impressive part…two C-5M structor for nine years before earning a commission cost. Simply put, the amount of money saved aircraft flew 55% of the cargo on 22 of the 23 through OTS in 2005. K depends on a variety of factors, like what types of aircraft are used and how far the cargo is Capt Morgan Evans of the 725th Air Mobility Squadron and Colonel Patrick Cloutier of the 439th Airlift Wing brief USTRANSCOM Commander General Duncan McNabb with a CH-47 in the background. (Photo carried by air versus by sea. As an example, by Mrs. Lauren Day) in 2006 USTRANSCOM moved 37 Apache helicopters and 107 airlift containers through Rota while saving the Department of Defense $1.3 million. As an added benefit, transloading cargo at Rota cut the helicopter’s transport time and allowed the Army to maximize pre-deployment helicopter pilot training. In July 2009, an intermodal operation saved $64 million by sending the 5th Stryker Brigade to Kandahar from Fort Lewis, WA through the island of Diego Garcia. Finally, according to local estimates and USTRANSCOM’s 2010 En Route Infrastructure Master Plan, intermodal operations at Rota have typically saved approximately $10 million per operation.

How will the C-5M change things? The C-5M is much more reliable than C-5A and B models as a result of its upgraded engines 57 | The Exceptional Release | SPRING 2011

BASE

Illustration of motion study graphic that ultimately saved 88 miles of walking per aircraft phase. (Photo 2Lt James Guthrie)

Submitted by Second Lieutenant James Guthrie and Senior Master Sergeant Matthew Burg

In the world of aircraft logistics, many understand the maintenance cycle of an aircraft revolves, in large part, around phase inspections. In Air Combat Command all forty HH-60G Pave Hawk helicopters belong to the 23rd Maintenance Group and their process is no different. Pave Hawk 600-hour phase inspections occur approximately every 24 months. Often more in-depth than many fighter aircraft phase inspections, the Pave Hawk inspection requires all flight controls and flight control surfaces to be removed and inspected. To put this in perspective, the HH-60G phase takes approximately 45 calendar days to complete, including 29 days of hands-on maintenance and four days of functional check flights. As a comparison, F-16 Falcon phase inspections average five days and an A-10 Warthog inspection, 10 days. The HH-60G inspection also requires a thorough structural inspection. In the last two years, the HH-60 has undergone a profound mission shift from Combat Search and Rescue in support of downed pilots to Personnel Recovery and Casualty Evacuation in support of service members and Afghan and Iraqi citizens. As a consequence, the utilization rate of the HH-60 has doubled at home stations in order to sustain aircrew training. Additionally, utilization has tripled for deployed aircraft. 58 | The Exceptional Release | SPRING 2011

As such, the interval between phases has decreased from every two years to as little as every 10 months. The increase in demand has led to an intense focus on phase efficiency within the 23rd Maintenance Group, which has phase docks located at three locations: Moody, Nellis, and Davis-Monthan AFBs. The smallest operation is located in the 923rd Aircraft Maintenance Squadron (AMXS) at Davis-Monthan.

These changes resulted in a reduced travel distance of 88 man-miles per phase! One of the challenges at the 923 AMXS Phase dock is minimal manning. With only 13 personnel assigned, unit members had to look for ways to maximize manpower utilization while consistently delivering a high quality product. The key to optimizing manpower is to involve workers at the floor level in Lean events. As many may be familiar, Lean principals are closely tied to the Japanese concept of Kaizen which means “improvement” or “change for the better.” The process seeks to improve standardized activities and processes with a target on eliminating waste. One critical component of any successful Lean event is that change is proliferated from the bottom up. During a recent Phase dock Lean event, the 923 AMXS focused on conducting a motion study, also known as a “spaghetti chart.” The team examined ways to improve the dock floor layout, streamlined the tool location and the point of use utilization. These changes re-

sulted in a reduced travel distance of 88 manmiles per phase! Junior enlisted personnel provided inputs which led to a total floor layout redesign and a $30,000 purchase of workstations that not only reduced travel distance but also reduced the required manning for several tasks. These efficiencies freed technicians to work on other aircraft areas which, in turn, reduced the amount of time taken per phase. As part of a second efficiency initiative, dock senior leadership worked with the end users to completely break down the entire phase process to create a visual control system of the process. The initial goal was to give workers, as well as supervision, “eyes on” the process. In other words, they wanted to know where they were in the process compared to where the plan recommended. Through this scrutiny, the critical path of the phase process was clearly identified. In addition, the team realized there were ways to break the critical path into smaller, more manageable chunks that could be handled by multiple personnel in a shorter window of time. What was once a single series of tasks completed by two technicians, a fact which often prolonged phase as a whole, was now broken into two sets of tasks aligned neatly with the rest of the phase process. Furthermore, when members of the 923 AMXS Phase team sat down and reviewed Job Standards ( JST) they identified many redundant and unnecessary tasks that could be removed and bring about more time savings. Not only did they rewrite some JSTs, they collaborated with the rest of the HH-60 phase docks in the 23 MXG for comments and corrections, ultimately leading to group-wide standardization

GUTHRIE & BURG of the phase process and a time saving of two days per phase. The Airmen and NCOs of the 923 AMXS Phase dock felt empowered to provide more suggestions about how they could improve the process when they realized that leadership was ready and willing to listen to inputs. The team quickly began to search for opportunities to improve internal operations. They also engaged their AF Reserve neighbors, the 305th Rescue Squadron (RQS) which also conducts HH-60 phase tasks. When they examined the 305 RQS process, they discovered ways to improve work areas. For example, by using a triangular tail rotor shaft work stand, a two-person task can be accomplished by one person. Without the stand, two maintenance personnel are required for simple tasks like breaking torque and making adjustments to the shaft. The new stand also increases ease of access and provides secure storage for the shaft while it is off the aircraft. Once the benefits of these small changes were realized, more and more junior NCOs began sharing their ideas about possible ways to improve unit processes. They explored many processes from re-scheduling unit physical training to revamping tool box inventories. Their efforts resulted in the purchase of new lighting and cooling systems for the phase dock in order to better facilitate night time work and reduce the stress of the Arizona summer heat.

923 AMXS Phase dock HH-60G tail rotor triangular work stand. (Photo 2Lt James Guthrie)

Finally, in December 2010, the unit achieved what was, for them, one of the ultimate validations of their hard work. Despite losing two work days to circumstances beyond their control, the 923 AMXS Phase dock’s latest aircraft earned a Quality Assurance zero deficiency inspection. Moreover, they completed the entire phase two days ahead of schedule! The obvious lesson learned from this result was that process change works best when the transformation is initiated from the bottom up. If a worker is allowed to help define his/her task and how it should be done, then it not only has the potential to create a better process, it also raises morale and provides the worker a sense of ownership. The team improved efficiency by capitalizing on Lean processes which then served as a jumping-off point to generate smaller ideas that were examined, modified, and utilized at all levels of the phase process. The 923 AMXS utilized the lack of manning in the Phase Dock to push the crew to become more efficient. Their willingness to challenge each other and not accept the status quo processes or attitudes ultimately drove their success and provided an example of one our core values – “Excellence in All We Do.”

SrA Jonathon Zolinger, Crew Chief, assigned to the 923 AMXS Phase dock working on the hydraulic deck of an HH-60G Pave Hawk. (Photo 2Lt James Guthrie)

About the Authors: 2 Lt James Guthrie – 923 AMXS, Assistant OIC, 55th Helicopter Maintenance Unit. Lt Guthrie previously served as the Flight Commander of the 923 AMXS Aircraft Support Flight and will be leading the 55 HMU rotation to Kandahar AB, Afghanistan starting March 2011.

SMSgt Matthew Burg – 923 AMXS, NCOIC of Aircraft Support Flight. SMSgt Burg has 20 yrs experience on HH-60s with multiple deployments. He recently returned from Kandahar AB, Afghanistan and serves as a 23rd Wing Subject Matter Expert on helicopter phase operations. K

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BASE an AFSO21 effort. The groups’ new, full-spectrum approach includes better more clearly defined partnership with its customer, emphasis on more actionable metrics and analysis, a comprehensive countermeasures plan, and a more robust AFSO21 structure to organize and improve sustainment efforts. Group leadership initiated this effort by improving daily communication and interface with its Operations Group partners. Simply bringing operators and maintainers together more often and with more purpose significantly improved understanding and cooperation. With the many Active and Reserve units assigned to Travis AFB, achieving effective coordination on the use of aircraft is a formidable challenge requiring constant management. The end result of bringing together “Customer” and “Supplier” is greater effectiveness as a wing in executing Travis’ global air mobility mission.

By Major Michael Dailey

The next step was to develop a metrics-based strategy focused on identifying and understanding those things and events driving aircraft downtime. The group Analysis section identified “High-driver” not mission capable (NMC) pacing aircraft systems and analyzed each to determine exactly where to apply efforts and resources. This analysis formed the basis for the “right” Rapid Improvement Events (RIEs). Additionally, the group benchmarked a more powerful and efficient maintenance analysis tool from McGuire AFB.

The 60th and 349th Maintenance Groups (60/349 MXG) at Travis AFB refocused purpose and injected fresh energy into its Air Force Smart Operations for the 21st Century (AFSO21) process improvement program. The groups’ focus goals for FY11 are to achieve AMC’s mission capable To achieve this effort, the 60/349 MXG and home-station departure reliability team placed greater emphasis on elimirates, with a stretch goal of improving nating those constraints within its conaircraft health-of-fleet in general. To achieve this effort, the 60/349 MXG trol that inhibit performing compliant team placed greater emphasis on elimimaintenance, thereby reducing overall nating those constraints within its conaircraft downtime. This cultural shift trol that inhibit performing compliant means smarter, safer practices across maintenance, thereby reducing overall aircraft downtime. This cultural shift the enterprise and represents more means smarter, safer practices across the than just an AFSO21 effort. enterprise and represents more than just Travis KC-10 technicians in action identifying the discrepancies that require installation of the tail stand for troubleshooting and the sub-processes required to get the tail stand installed (Photo by SSgt Willie Howard)

Next, the group developed a “countermeasures” plan to attack improvement opportunities. The 60/349 MXG identified countermeasures as those things causing constraints that were largely within local control. The MXG framed the countermeasures into three impact areas: aircraft, people, and infrastructure. Under the “aircraft” impact area, the MXG identified maintenance analysis, aircraft scheduling, and aircraft system support as countermeasures for achieving focus goals. The “people” countermeasures included training, personnel utilization, and shift structure. Mishap reduction, alignment of standard work, support, and facilities were the key elements that reside within the “infrastructure” area. Periodic reviews of the countermeasures allow group and squadron leaders time to think, evaluate, create and take action based on changing conditions and circumstances. The fourth component in the renewed MXG AFSO21 program is the establishment of a more robust construct to manage its efforts. The MXG understood the AFSO21 maturity level was contingent upon aligning the proper resources towards driving and monitoring change on a daily basis. The group needed the investment of fulltime human resources to carry out world-class process improvement and

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DAILEY get the desired results. Consequently, the group established a central point of contact to help familiarize the workforce, develop facilitator capability, and schedule/coordinate improvement events across a vast and complex organization. Finally, for process improvement activity that cannot take place in the work area, the MXG added an AFSO21 “Center of Excellence” workshop to the main building.

this recommended tool investment, and this modest $20,000 purchase improved productivity and overall fuel shop effectiveness.

Payoff from the fuels RIE initiative was immediate. Just a week after the event, the 60th Maintenance Squadron Fuels Shop faced a double fuel bladder change. Prior to the RIE, this work required 200 hours to accomplish. Although only a third of the event’s action items were With a refreshed AFSO21 vector, the group set out to make changes. implemented, these bladder changes took just 72 hours to complete, a The first task on the list was to determine root cause to high fuel systems 36% reduction. The time savings allowed fuels technicians to move on to downtime and repair time for Travis’ KC-10 refueling aircraft. Analysis other work, thereby reducing downtime on subsequent aircraft. Furtherdata showed the 46XX work unit code (fuel systems) was the top driver more, it is important to note that quality, safety, and compliance were for NMC time. Further analysis indicated the fuel storage subsystem was not compromised to achieve this process improvement. Worker motithe highest driver, accounting for over vation and understanding of the pro17,000 hours (44%) of KC-10 downcess improvement process increased Despite excellent progress and results time at Travis AFB. Value-stream mapas a result of the event. Finally, the ping the process highlighted the fuel USAF’s 2010 AFSO21 Symposium since implementing the new AFSO21 bladder replacement task as an area that highlighted this event for its simplicprogram, the 60/349 MXG believes it should be scrutinized. It accounted for ity and effectiveness. has many process improvement opporthe preponderance of fuel storage repair Other recent Travis RIEs include a tunities and a need to indoctrinate the time. The MXG chartered an RIE team reduced/re-sequenced pre/post KCto uncover and eliminate waste from the AFSO21 culture. 10 aircraft Basic Postflight (BPO) inbladder replacement process. The RIE spection that saved 10 hours of work stretch goal was to reduce task time by per aircraft; a KC-10 Dash 21 “6S” 25%. To capitalize on the expertise of project that freed up 1,000 square feet of valuable hangar space and reothers around the command, the RIE team sought fuels system experts duced confi guration/load time by 23 minutes per aircraft; and a KC-10 from McGuire AFB and McConnell AFB to take part in the RIE. AdA-Check RIE that condensed the schedule/fl ow by 20% saving 4,100 ditionally, the Fuels RIE team had KC-10 subject matter experts from maintenance hours annually. Additionally, “Just do-it” ( JDI) process Quality Assurance and the 660th Aircraft Maintenance Squadron (KC10). The RIE team carefully mapped and studied the fuel bladder re- improvement initiatives yielded immediate results for the group. For placement process with each step of the process dissected to identify instance, a KC-10 refurbishment process JDI enhanced fleet aesthetics process waste. By removing waste and realigning and standardizing the and averted $23,000 in depot charges per aircraft by a simple process steps, the team determined it could reduce NMC time 32% at its process review with an immediate change instituted at lower management levels. change end state. One of the team’s solutions was to purchase special tools to improve bladder changes. Group leadership committed itself to

Despite excellent progress and results since implementing the new AFSO21 program, the 60/349 MXG believes it has many process improvement opportunities and a need to indoctrinate the AFSO21 culture. Changing thinking and behavior at the worker level is the key to achieving the vision and the group still needs to improve how it evaluates and utilizes its available resources. A by-product of logistics’ hard-wired culture and functionallyaligned organizational structure is a conditioning that prevents managers from seeing beyond their immediate organization for the good of the enterprise. As a result, suboptimization of resources can occur that degrades overall effectiveness.

KC-10 Tail Stand RIE team discussing process improvement opportunities in the new 60/349 MXG Center of Excellence Workshop area. (Photo by SSgt Willie Howard)

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BASE | TRAVIS 60TH/349TH MAINTENANCE GROUP... Safety is another process opportunity the 60/349 MXG wants to improve upon, and recognizes flightline, industrial shop and aerial port operations safety as key focus areas. Mishaps are costly in terms of equipment downtime, manpower, materiel and administration (investigation). They also drive re-work in an environment when no organization can afford waste. Consequently, the 60/349 MXG completely overhauled its safety program. The groups retooled the Logistics Risk Management (LRM) course to include current mishap data and placed greater emphasis on root cause analysis. Additionally, the groups had the Quality Assurance Safety office do a thorough 3-year trend analysis to identify what tasks and on what shifts mishaps were taking place. This information was shared with squadron leaders and incorporated into the LRM course. Finally, the groups endeavored to increase safety awareness in key training programs (i.e. MQTP & Port Dawg University). Safety is vital to any logistics operation and must be reviewed to ensure effectiveness. The final pillar in the new 60/349 MXG AFSO21 program is a cultural shift away from treating infractions in the maintenance and air transportation business as solely a compliance matter. The groups recognized root cause analysis (RCA) skills were deficient and needed to find the time to conduct proper RCA. This will generate “free” time later by not continuing to re-work areas that historically had compliance problems. When the group faces non-compliance infractions now, it examines the The KC-10 Tail Stand RIE team was chartered under the pillar of preventing mishaps in high risk tasks while at the same time improving processes to gain additional technician touch time for other maintenance tasks” Team Members from left to right: Front Row - A1C Chris Rosario, TSgt Jason May, 2d Lt Frank Hernandez, and TSgt Roderick Steward; Back Row – TSgt Jeremy Cairns, TSgt Chris Thompson, SSgt Rich Ball, TSgt John Mason, and TSgt Billy Mitchell (Photo by SSgt Willie Howard)

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problem beyond the individual and breaks down the entire “system” to get to the root cause of the individual failure. The group learned that many compliance problems come from constrained employees. The employees wish to do the job quickly and efficiently but are unable due to a broken/hampered process. For instance, when a seasoned technician confronts a bureaucratic barrier or requirement viewed as having little value, the employee may be driven to find non-standard and/or potentially unsafe ways to do the task. By simply investing time/energy toward removing constraints, our leadership can and will improve compliance, safety, and ultimately productivity. To be re-birthed is to be refreshed! The 60/349 MXG AFSO21 program is reborn and beginning to drive a cultural shift in our Airmen. This cultural transformation is spurred by incremental advances towards measurable goals, and what gets measured, gets done. The key to the groups’ future is understanding that process improvement is a continuous effort. It all sounds easy, but for most military trained minds, the idea of anything continuous with no start and no finish is tough to come to grips with. Fundamentally, the 60/349 MXG loggies need to commit to continuous improvement to ensure mission accomplishment in a resource constrained environment. About the Author: Major Mike Dailey is the Commander, 60th Maintenance Operations Squadron (MOS), Travis AFB. In his present job, he leads the largest MOS in the Air Mobility Command and is responsible for providing maintenance support to three weapons systems (C-5, C-17, and KC-10) as well as supporting over 2,200 maintenance and aerial port personnel that make the Team Travis’ mission happen every day. He has over nearly 20 years maintenance experience and has served at flightline, enroute, and depot level supporting the Mobility Air Force mission. K

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 1 AUGUST. LT GEN ZETTLER LIFETIME ACHIEVEMENT AWARD 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. GEN BABBITT AWARD This award recognizes the two LOA National members who made the greatest contributions to the furthering of LOA Nationalâ&#x20AC;&#x2122;s goals and objectives. MAJ GEN SAUNDERS CHAPTER DISTINGUISHED SERVICE AWARD This award recognizes the three LOA National members who made the greatest contributions in support of their local LOA Chapter activities. LT GEN WETEKAM CHAPTER OF THE YEAR AWARD 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. DEBRA K.TUNE CHAPTER OF THE YEAR AWARD This award recognizes the chapter (medium category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. COL HASS CHAPTER OF THE YEAR AWARD 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 1 August 2011 and should be sent via email to InfoOfficer@loanational.org. Chapter leadership should refer to www.loanational.org/about/guidance.php for specific guidance on award nominations.

BASE

Two Airmen talk in front of a historic stained glass window at the Ramstein passenger terminal. The window was moved from Rhein-Main Air Base’s chapel due to the base closing. (USAF photo by Senior Airman Melissa Maraj)

Submitted by Major Nathan McLeod-Hughes

Air Mobility Command (AMC) transports over 2.8 Million passengers throughout the year, including personnel from all military services, various government agencies, and coalition partners. There are two major types of travelers that frequent AMC missions: the Space-Required (official travel) traveler and the Space-Available (Space-A) traveler. Most of you will fall into one of these categories. If you have travelled on an AMC mission, you have experienced the check-in process. Maybe you stood in line for 40 minutes to sign up for a flight, only to be told you were missing the necessary documentation. Maybe you had to show up three hours or more before the flight, only to sit around and wait. Maybe you were traveling with a young child in your family and were in a location that had inadequate facilities or amenities. AMC A4TP Passenger Policy Branch personnel are striving to ease the burden for travelers through several new Passenger Service Initiatives. If we can see it, touch it and experience it, we will try to make it better.

Improved Family Rooms Much like everyone’s experiences when traveling through civilian airports, no two military passenger terminals are the same. There are some commonalties: waiting areas, check-in counters, customer service agents, baggage check points and gates. However, AMC terminals often provide amenities not found at civilian airports, such as dedicated family rooms. In AMC, some family rooms are “showcase” facilities and others are “meat and potatoes.” A4TP’s goal is to upgrade all family rooms to the “showcase” standard.

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Most terminals (barring small locations that lack passenger volume or physical space) have a family room. A4TP is establishing standardized guidelines to define how these family rooms will be styled and equipped to provide standards for safety, cleanliness, style and military requirements, and once completeA4TP will implement them across the enterprise. A4TP’s goal is to make sure that areas are well maintained and tailored to meet military and family needs. All but the smallest terminals will have a family room. Larger terminals will provide greater amenities, such as more dining choices, larger waiting areas, and improved family rooms. These family rooms will provide a warm and inviting refuge for our traveling families. There will be changing stations and cribs for infant care, play areas for toddlers, televisions and other media for older children and adults, combined in an attractive and restful environment that will ease the burden for travelers. Physical size of these family rooms will vary and will not be covered by our guides.

Electrons to Electronics Until recently, payment for excess baggage, head taxes for certain destinations and missions, and meal options, was done with cash or a personal check. A recent passenger service improvement is the installation of credit card reader machines. These new credit card machines are currently located at counters with the Passenger Service Agents (PSAs), but will soon be incorporated into a kiosk, to provide more options to passengers. In 2007, AMC fielded kiosks (similar to the ones found in airline terminals with commercial carriers) in order to increase passenger convenience and reduce time spent in lines. Not surprisingly, the commercial business model is significantly different than AMC’s military model. Commercial kiosks allow ticketed passengers to check-in for their flights, pay for excess baggage and print a boarding pass. Conversely, military kiosks do not deal with customers who have purchased a ticket.

MCLEOD-HUGHES Passengers using the kiosk do not have a reservation in place but use the system to mark themselves present at the passenger terminal, which allows them to be considered for future missions to their destinations, and not for a specific mission. Boarding passes are not generated from the military kiosks. Passengers have to wait until they are selected at roll call before being allowed to board. Additionally, kiosks are required to comply with security regulations, which have strict restrictions in communication with a “.mil system” used to process passengers. Current kiosks use the CAC to identify passengers, and as such, have stricter requirements for usage. The future kiosk may not necessarily be a kiosk at all but likely a web application. Regardless of the form, it will allow passengers to pay for the additional items, will show the current standing of passengers on a given mission, broken out by category code, and provide passengers with information that is crucial for them to make travel decisions. Once the web application goes active, it will be located on the kiosks in locations convenient for passengers’ use. A4TP is currently exploring additional kiosk location sites in an effort to answer the following question: “How do we prevent family with small children from checking out of billeting at 0100, bag drag to the passenger terminal to make a 0130 Space-A roll call, only to find out there are no seats for them, when “the system” knew well beforehand they had no realistic chance of making the flight due either to seat availability and/or their category/position on Space-A wait list?”

Providing information to passengers is the focus of PSAs and the purpose of Flight Information Display System (FIDS), which are connected to the Global Air Transportation and Execution System (GATES) and posted in many passenger terminals. AMC-I 24-101 Volume 14, Military Airlift Passenger Service states “keeping passengers well informed not only shall make the job easier, but also shall result in satisfied customers.” Currently, FIDS provides passenger show times, types of airframes and estimated arrival and/or departure times. In the future, these screens will display Space-A status (i.e., showing passenger position on the Space-A roster for a given flight). Similar to what is shown at a civilian airport, travelers will be able to see what flights are coming in and departing over the next 72 hours. Current Operational Security (OPSEC) protocols restrict displayed information to only a 72-hour forecast and each 24-hour block has restrictions on what can be presented. The info presented at 24 hours prior will be more extensive and precise than what is passed at 48 and 72 hours prior. We are exploring avenues for presenting more information to the passenger with Information Security (INFOSEC) personnel, to ensure we provide maximum useful information while not violating any security guidance. A4TP is not only focused on improvements to passenger terminals. Within the last year, the AMC Travel Webpage went live. This commercially accessible site has a wealth of knowledge available for all AMC travelers. The site boasts multiple links to passenger termi-

Space-A movement through the 721st Aerial Port Squadron, Ramstein AB, Germany. (US Air Force photo/ A1C Kenny Holston)

nals throughout AMC and contains information on flying Space-A and passenger flight programs (i.e., Command-Sponsored Travel, Unaccompanied Dependent Travel Policy and the Injured Soldier’s Family Member Travel program). In addition, there is a variety of downloadable content on the site, from passenger brochures for the Patriot Express and Pet Travel policies, to a Space-A Handbook designed to be a complete reference point for the traveler. Finally, we have a Frequently Asked Questions page designed to answer typical Space-A travel questions.

Lines, Lines and More Lines Nobody likes waiting in lines. In order to reduce lines and waiting times at passenger terminals, AMC sponsored two Rapid Improvement Events (RIEs) with the goal of reducing the number of repeated document checks and customer wait times. The first RIE, conducted in October 2010, dealt with passenger processing rules. The event looked at the entire passenger handling process, from the time passengers walk into a terminal to the time passengers depart on an aircraft. Through standardizing work processes, the team was able to reduce the amount of document handling, from six checks to two. The second RIE was a seat release RIE the purpose of which was to identify ways to provide better seat availability forecasts for AMC travelers. The team determined the need for additional passenger seat notification time and the need to establish a deadline to pass this information to passenger terminals. This time is now standardized at five hours prior to aircraft departure. We also changed guidance that standardized seat release procedures to ensure all passenger terminals provide the maximum amount of seats for travelers in the maximum amount of time possible. In addition to the two RIEs, we standardized the duty passenger show time to two hours and twenty minutes prior to aircraft departure. Space-A roll call will also start at the same time. This new policy prevents the current disparities at passenger terminals and the uncertainty many passengers face in the Space-A process.

It’s Who You Meet As an AMC traveler, you will meet many people along your way. Amongst the first group are the PSAs. A good or bad experience with them may set the tone for your journey. Pas-

 65 | The Exceptional Release | SPRING 2011

BASE | PAX POLICY AND YOU senger satisfaction begins and ends with the PSAs. A smile goes along way, but the correct answer to a passenger question goes a lot further. Because PSAs are critical, one of our most important initiatives is ensuring the PSA training plan is concise and all-encompassing. The PSA training plans provided to newly-assigned PSAs are being revitalized. Additionally, through the use of a new command standard checklist, our PSAs will make sure passengers receive high quality service at every AMC passenger terminal. New â&#x20AC;&#x153;Train the Trainerâ&#x20AC;? classes are forthcoming and will be held at four training hubs in the CONUS, PACAF and USAFE. Building on an existing program, AMC Passenger Customer Service experts have incorporated new ideas (a new customer service video from the civilian sector, for example) as well as updated course material into these new training courses. These trainers will then be responsible for going back to their terminals and providing the same training to their personnel. This is all designed to ensure our PSAs will be provided updated and relevant tools to explain the travel process to the passengers.

From AMC to You As a traveler, these initiatives will provide big dividends for you. You will have more standardization and be able to count on certain amenities. Waiting times will be shorter. It

will be easier to make decisions about whether to go to the terminal for a chance at a Space-A seat. More information will be presented to you on the AMC Travel Webpage and the revised kiosk will be a more useful tool for you. As we get ready to step into the second decade of this century, AMC A4TP is committed to providing a better experience for Relaxation is needed even for both the two and four legged members of our services. (US Air Force photo/SSgt Austin M. May) our customers. We want to improve your travel experience. We believe process refinement, technology innovation and training For more info, please visit the AMC Travel are the keys to success, but we are always ready Webpage: http://www.amc.af.mil/amctravel to accept customer feedback for other ideas. Whether you provide feedback to a PSA, fill in About the author: Major Nathan McLeod-Hughes an Interactive Customer Evaluation (ICE) via is the Deputy Chief, Passenger Policy Branch, HQ the web or complete a customer comment card AMC/A4T. He has served as the Kunsan AB and at a passenger terminal, we will listen to what Scott AFB Chapter Vice-President in 2003-2004 you have to say and do our best to correct any and 2008-2009 respectively. K deficiencies you observe.

Loading passengers onto an aircraft; with proper notice, we can max utilize our available seating. (US Air Force photo/TSgt Cohen A. Young)

66 | The Exceptional Release | SPRING 2011

BASE

Story Title

U-2 phase – the deconstruction of the Dragon Lady (Photo Ctr Tom Rowan)

How U-2 Phase Sustained Process Improvement By Second Lieutenant Daniel L. Brown, Second Lieutenant Alexandra T. Tomo, and Major James A. Jernigan

The challenge that many maintainers encounter within the AFSO21 process, is not identifying ideas, cost savings or waste eliminating iniThe USAF has been in a state of constant high ops tempo for nearly 20 tiatives, but sustaining results of improvement efforts. An exception is years; since the beginning of Operation DESERT SHIELD/STORM, the U-2 Dragon Lady Phase Inspection AFSO21 initiative ongoing in Airmen have been deployed and/or operating in an expeditionary en- the 9th Maintenance Group (9 MXG) at Beale AFB. Improvement efforts within the last 18 months have turned vironment. The U-2 Dragon Lady around the fleet, increased capacity and fielded program has been forward deployed Improvement efforts within the additional capability for a critical Low Supply/ throughout the world in multiple delast 18 months have turned High Demand (LS/HD) weapon system as well tachments since 1960…50+ years of expeditionary operations. The now famil- around the fleet, increased capac- as highlighted the benefits of focusing not only iar and accepted operational pace has ity and fielded additional capabil- on process evaluation but on enduring solutions to sustain gains. had impacts that require maintenance ity for a critical Low Supply/High leaders to manage their operations Demand (LS/HD) weapon system The U-2 Challenge more effectively. Whether the issue is high ops tempo, limited resourcing or To set the stage, it is important to understand fiscal constraints, all maintainers are rethe mission and operational environment of the quired to “do more with less” by managing resources more effectively U-2. Beale maintainers are responsible for the sustainment of the only and eliminating waste within all processes…in the USAF that means High Altitude Intelligence, Surveillance and Reconnaissance (HAISR) AFSO21. capability in the USAF. The fleet is comprised of the venerable U-2 68 | The Exceptional Release | SPRING 2011

AUTHOR JERNIGAN NAME AFSO21 event results – back to basic blocking and tackling as well as the emerging RQ-4 Global manage aircraft including restricting Hawk and operates from multiple configurations/flight profiles; and phase locations around the world. Procrews forced to work 6 days a week just grammatically, the U-2 has been in “a to keep up. Bottom line: operations sunset phase” for a number of years; were not getting the training needed for however, the unique capabilities the new or line pilots and the maintenance U-2 brings to the fight and the inworkforce was in a perpetual, unsustainability of other systems to duplicate able surge mode. those capabilities has resulted in the U-2 remaining the go-to platform for combatant commanders and it is in increasing demand despite its The Road to Recovery – Basic Blocking and Tackquestionable future. ling

The collective result within the U-2 program was an imbalance between Leadership recognized the inability to sustain a workforce on extended operational requirements and maintenance capacity. The apex was schedules, a fleet on its heels, or operators without aircraft availability reached in August 2009 with a fleet on the wrong side of the Time needed to maintain even minimum training requirements. The 9 MXG Distributed Inspection (TDI) curve (fleet average was 41 hours/53% turned to the AFSO21 process to assist. In January 2010, a 20-person below the ideal 110 hour average); aircraft were sitting without hours to team from 10 organizations assembled to analyze the phase inspection process and assess where imfly, waiting to be phased, with a provements could be made. The phase operation unable to delivThe team identified three issues that turned U-2 5-day evaluation included Value er back to the flightline on time. phase around: 1.) maintenance tasks must be Stream Analysis (VSA) and RapThe impacts to operations were id Improvement Events (RIE) placed in the right organizational job jars, 2.) all negative: flying squadrons that resulted in adjustments that forced to curtail average sortie manpower scheduling and utilization must be transformed the phase inspection durations for qualification, conaligned with operational requirements/schedfrom a struggling process unable tinuation and combat mission ule, and 3.) the overall process and associated to meet basic needs into an operaready training sorties to contion out-producing requirements. sub-processes must be efficient. serve available hours; production supervisors required to strictly

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The U-2 phase AFSO21 team (Photo Forrest Harrington)

69 | The Exceptional Release | SPRING 2011

SECTION BASE | OVERCOMING | STORY NAME AFSO21 The first adjustment was a simple management decision: start every phase on time. This may sound basic but the potential impacts to the process and workforce had to be understood before the change could be made. Squadron leadership and phase crews recognized that this approach meant the possibility of limited double docking if a phase went long and getting behind had the potential to create a negative bow wave if not managed effectively. Good inter-squadron resource and time management would be required to work aircraft simultaneously.

The team identified three issues that turned U-2 phase around: 1.) maintenance tasks must be placed in the right organizational job jars, 2.) manpower scheduling and utilization must be aligned with operational requirements/schedule, and 3.) the overall process and associated sub-processes must be efficient. Again, the findings are not revolutionary, in fact, they are very basic. The key was implementing and sustaining the changes and results through consistent focus and good communication between the phase operation and the multiple supporting organizations required to effectively deliver aircraft. Maintenance tasks and job jars. Legacy processes routinely had 9 MXG squadrons weaving in and out of organizational job jars. The Aircraft Maintenance (AMXS) and Maintenance (MXS) squadrons are qualified in many of the same tasks but efficient Mr. Joe Skinner (standing) leads the team prioritization/workflow (Photo Forest Harrington) dictates the most effective organization to accomplish a given task. The two most prominent examples are the pre-inspection wash and the post-inspection preflight. AMXS washes aircraft on a routine basis for corrosion control purposes; the pre-inspection wash required for phase is necessary to facilitate specific inspection criteria. MXS, as the phase experts, integrated the wash into the phase pre-inspection workflow resulting in effective aircraft preparation and negating duplicative task completion. Additionally, previous processes included MXS completing a preflight inspection prior to selling aircraft back to the flightline. However, the scheduling process to fly the aircraft was owned by AMXS; due to the dynamics of the flying schedule, 70 | The Exceptional Release | SPRING 2011

the pre-flight would often expire prior to the aircraft being scheduled which required the reaccomplishment of the inspection. Realigning the pre-flight inspection to AMXS eliminated this wasteful practice enabling the flightline to perform the required inspection within their workflow to meet the flying schedule.

Manpower utilization. Manpower is the most vital resource to maintenance operations but particularly the phase inspection process. Efficiently and effectively utilizing manpower ensures the right-sized workforce with the correct expertise is available to execute processes and maintain schedule. The USAF requires a large amount of training to ensure technicians are both aware and competent. The U-2 phase dock, like many organizations, was being killed by â&#x20AC;&#x153;a thousand paper cutsâ&#x20AC;? accomplishing the myriad of training. Effective scheduling enabled programmed gaps in the phase flow and coordination with the Maintenance Training Flight and Field Training Detachment consolidated ancillary training requirements into bi-annual, week-long sessions. Phase management increased workforce availability and recovered hundreds of man-hours per year. Process streamlining. Task sequencing and waste elimination is critical to achieve optimal efficiency. The AFSO21 event identified problems with both areas and identified adjustments to achieve current results.

through the VSA process assisted by TSgt Billy Phillips and Mr. Nick Boucher

AUTHOR JERNIGAN NAME August 2009 (Chart 1), May 2010 (Chart 2), and January 2011 (Chart 3); The pendulum swings into balance, the U-2 fleet average doubles before settling into optimal position

Previously, phase technicians would complete high interest items late in the inspection process which routinely disrupted schedule and drove the phase passed its scheduled output date. By inspecting these items earlier, the process had time to react and meet programmed delivery dates. Additionally, 29 tasks were eliminated or incorporated throughout the workflow reducing inclusive maintenance actions by 24% (124 to 95). Overall, phase completion was reduced by an average of 5 days, from18 to 13 with a savings of 1,440 manhours per inspection.

The Results The initial results of the U-2 phase AFSO21 event were impressive. Through continuous implementation and refinement, MXS was able to reverse the TDI deficit and double the fleet average from a low of 69.1 hours in August 2009 to a high of 139.5 hours in May 2010, ultimately sustaining the improvements for over a year while attaining the highest production rates in 14 years. The bottom line is the TDI is stable and phase is able to support all operational requirements. Additionally, a positive byproduct has been the ability of phase dock to assist the flightline in times of increased workload including augmenting launch and recovery as well as heavy maintenance operations. These unintended benefits have resulted in increased maintenance complex capacity, increased aircraft availability for homestation flying operations, and additional airframes available for forward deployments. In the final analysis, process improvement is a requirement in today’s environment; equally important is designing improvements to be sustainable. The ultimate objective is to support operational requirements both at home station and forward deployed; doing so ensures mission success. The improved U-2 phase process is now ready to provide maintenance and sustainment support for HAISR operations…whatever, whenever and wherever those requirements may be. About the Authors/Advisor: 2Lt Daniel Brown is an aircraft maintenance officer assigned to the 9th Maintenance Squadron at Beale AFB, CA. He is the Maintenance Flight commander in charge of phase inspection and Repair & Reclamation for U-2, RQ-4, and T-38. 2Lt Alexandra Tomo is the Accessories Flight Commander in the 9th Maintenance Squadron at Beale AFB, CA. She manages the fuels and egress sections which provide maintenance support to U-2, RQ-4, and T-38 aircraft. Maj James Jernigan (Advisor) commands the 9th Maintenance Squadron which supporting the 9th Reconnaissance Wing’s HAISR mission. He is the senior aircraft maintenance manager for field-level repair and modifications on assigned U-2S/T and RQ-4 aircraft, sensor, and support equipment. K

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STAFF

The Implementation, Success and Future of Repair Network Integration By: Ms. Debra Mitchell and Mr. Ben Brooks

In early 2008, as part of the Expeditionary Logistics for the 21st Century campaign, also known as eLog21, the Air Force began the Repair Network Integration (RNI) initiative under the leadership of Major General Robert H. McMahon. RNIâ&#x20AC;&#x2122;s goal is to create an integrated, enterprise approach to managing repair. Consuming $14B per year, repair is the single largest source of supply for the assets required for Air Force mission execution. Although the Air Force faces challenges in todayâ&#x20AC;&#x2122;s fiscal environment, RNI is not solely focused on saving dollars. RNI also is not an Air Force manpower reduction initiative. The initiative neither reorganizes chain-of-command relationships, nor does it attempt to change how maintainers do their daily repair work. The true purpose of RNI is to create an environment where the 46,000 Air Force maintainers, working across a vast global complex of more than 100 repair locations, can collaborate and share information, use standardized processes to manage repair, and ultimately, maximize the effectiveness and efficiency of repair throughout the entire Air Force.

Consuming $14B per year, repair is the single largest source of supply for the assets required for Air Force mission execution. Chris Clark assembles an F108 engine in their new Bldg. 9001 area. Workers began their move-in Dec. 5 and finished just nine days later, relying on all the shifts who still produced engines for the KC-135R during their relocation. (Air Force photos by Margo Wright)

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The Implementation of RNI Air Force repair transformation is not a revolution; it is a phased evolution to ensure RNI is developed and implemented in the right manner. As such, Headquarters Air Force (HAF) and Air Force Materiel Command (AFMC)

MITCHELL AUTHOR & BROOKS NAME

Right: Jet engine mechanic James Nesbit assembles an F108 core in their new Bldg. 9001 area. (Air Force photos by Margo Wright)

are developing and implementing RNI using a carefully measured “crawl, walk, run” strategy to help RNI achieve its goals.

Figure 1: The Vision of RNI

During Phase 1: Proof of Concept (the “crawl” stage), the RNI team defined what constitutes the repair enterprise. The team created core management processes for the repair enterprise and tested the processes for effectiveness. Upon validation of these concepts RNI moved into its current phase – Phase 2: Baselining and Implementation. During Phase 2, the RNI Program Management Office (PMO) has begun to implement the RNI Core Management Processes in the identified ten spirals depicted in Figure 2. Phase 2, Spiral 1 focuses on the propulsion product repair group and is well into its implementation phase. The F101 engine repair network is certified and operating using the concepts of RNI. Currently, sequential processes are in use to baseline and establish the remaining propulsion repair networks. There is also training in development for the propulsion repair network and node managers. Throughout Phase 2, the RNI team has focused on incorporating the significant lessons learned from Phase 1, which has given RNI the ability to begin to “walk.”

Figure 2: RNI Implementation Timeline

In the Fall 2009 issue of Exceptional Release, RNI identified three distinct repair management levels within repair: repair enterprise, repair networks and repair nodes. As the initiative began Phase 2, a Tiger Team, consisting of repair subject matter experts, was established to define the roles and responsibilities within Spiral 1: Propulsion. This Tiger Team identified

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SECTION STAFF | THE | STORY IMPLEMENTATION, NAME SUCCESS, & FUTURE the need for a fourth level of repair management, product repair manager, at the Product Group level. This fourth level was approved by the Enterprise Logistics Governance (ELG) structure and officially incorporated into RNI. These four levels of management allow for centralized planning by the Product Repair Manager (PRM) and Repair Network Managers (RNM), while giving the Repair Node Managers (NM) the decentralized ability to actually execute the repairs (See Figure 3). The AF Enterprise Repair Manager (ERM) oversees all Air Force maintenance activities and provides guidance to the product groups and networks in order to optimize repair enterprise efficiencies. It is important to note that these four levels of management do not change or re-align any chain-of-command relationships. RNI is designating the shops that conduct repair as Nodes, but these Repair Nodes will continue to report through their MAJCOM chains-of-command. Repair Network Managers, Node Managers, and MAJCOM representatives are working collaboratively to optimize repair enterprise capability and capacity. After establishing the propulsion roles and responsibilities, the RNI PMO developed a process to formally certify future networks. The PMO has begun taking the steps to train and certify engine repair network and node managers beyond the F101 engine. This process consists of seven steps for certification (see Figure 4). The process begins with baselining network capability and capacity and ends with a certification briefing to the Oklahoma City Air Logistics Center Commander. RNI has completed six of the seven steps required for network certification for six networks. The remaining networks are scheduled to complete their Repair Network and Node Manager training NLT February 2011 and will be certified shortly thereafter. This Seven-Step Certification Process ensures buy-in from all key stakeholders including MAJCOM A4s, Repair Node MXG/CCs, and AFGLSC.

The Success of RNI While RNI may seem to be an initiative that will take time to show benefits, the program is already proving to be a success by producing noticeable results. The successes seen during the early stages of RNI’s implementation have been built on two important pillars. First, RNI has been and will continue to be a Total Force effort guided by a Core Team comprised of representatives from each MAJCOM, ANG, SAF/FM, and other key stakeholders across the Air Force. Second, RNI continues to employ an evolutionary approach that has allowed 74 | The Exceptional Release | SPRING 2011

Figure 3: RNI Propulsion Roles and Responsibilities Hierarchy

Enterprise Repair Manager Flag Officer / SES

Reporting Collaboration

Product Repair Manager AFGLSC

Repair Network Manager

Node

Figure 4: RNI 7-Step Certification Process

7-Step Network Certification Process Milestone Step No. 1

Participant(s)

Final Approval

MAJCOM A4 Leads

639 ACSG or 577 AESG

3 4

Description Network Capability & Capacity (CAP2) Baseline Repair Network Manager (RNM) Identified RNM Initial Training Network Kickoff DCO

Node Manager Training

Network Coordination Brief

• • •

Node Managers RNI PMO AFGLSC

Network Certification Brief

• •

Node Managers RNI PMO

• •

RNM Node Managers AFGLSC

Node Managers

639 ACSG or 577 AESG MAJCOM A4 Leads • Repair Node MXG/CCs OC-ALC RNM Lead or ASC RNM Lead • MAJCOM A4 Leads • Repair Node MXG/CCs OC-ALC/CC or ASC/CC •

the initiative to “crawl” before beginning to “walk,” and is now allowing the initiative to “walk” before it begins to “run.” This “learn as we go” approach will ensure lasting success, rather than a quick win with results that soon fade away.

nodes. Figure 5 details this increase in WRE levels. By spreading the work across the entire F101 repair network, the Air Force is achieving higher levels of node utilization resulting in the Air Force being able to avert $10.5M in repair infrastructure outlays.

RNI is demonstrating specific, continued success within the Propulsion Product Group. A team at Tinker AFB determined enough repair capability and capacity (CAP2) existed within the F101 repair network to meet projected repair requirements. Using RNI core management processes and tools, the F101 Repair Network Manager, working with Repair Node Managers and MAJCOM representatives, developed a revised workload allocation plan that optimizes the CAP2 within the F101 repair network to deliver engines when and where Air Force demand specifies. This workload allocation plan mitigated repair network risks, especially during the summer of 2010, and kept production rates stable across the F101 repair

The Propulsion Product Group networks – both those that are certified and those that are going through the certification process – are producing other noticeable results particularly for the F101, F100-229, and the F110 engine. The F101 network is sustaining a war ready engine (WRE) level of 100 percent. Although not certified, the F100-229 network is collaborating daily to improve the engine’s health. In the first eight weeks following the F100-229 Repair Network Manager and Node Manager training, the WRE level for the engine increased 39%. Figure 6 shows F100-229 Node Mangers attending training at Tinker AFB. Insert Figure 6: (L-R) SMSgt Ronnie West, April Howie, and SMSgt Robert Jacobs attend

MITCHELL AUTHOR & BROOKS NAME F100-229 Node Manger Training at Tinker AFB Additionally, the F110 engine utilized its network to overcome the lack of serviceable parts at Misawa AB. As soon as the Repair Network Manager was notified of the situation, Spangdahlem AB was able to quickly respond with needed parts and ship them to Misawa. This action avoided a demand being placed on the supply system, and more importantly, engaged the proper supply chain people to begin the contract process to get serviceable parts into the system to meet current demand. All of these small successes align to Lieutenant General Loren M. Reno’s guidance to logisticians at the 2010 Logistics Officer Association (LOA) Conference in Orlando, FL. Gen Reno challenged logisticians with his “tips for the future,” which include: “Under promise and over deliver.” “ You don’t have to own things to depend on them.” “The whole is affected when one part is diminished.” “Consider second and third order effects.” “Find the balance between performance and costs.” “Challenge old assumptions.” “Lead – adapt - innovate.”

The approach RNI is taking completely embodies these tips. While RNI does not “own” the repair nodes, we are certainly dependent on them, which is why RNI is taking a deliberate and methodological approach to develop and refine repair network core management processes in order to create a more efficient, effective, and responsive AF maintenance repair enterprise.

RNI is a change in the culture of how we do repair, and not in the way we turn the wrenches. Today, RNI is delivering better performance with a marginal and temporary increase in people to stand up the networks and processes. This has been clearly demonstrated in the F101, F100-229, and the F110 engine networks. By adhering to the core management processes and following the Seven-Step Certification Process, RNI is mitigating second and third order effects. The initiative includes the right people at all levels across the Total Force to make the right decisions for the repair enterprise. RNI, by its very nature, is challenging old assumptions. RNI is a change in the culture of how we do repair, and not in the way we turn the wrenches. By instituting standard, repeatable processes we are ensuring that our men and women in the repair enterprise are working smarter.

The Future of RNI So what is the future of RNI? The fiscal environment and mission demands require both improved performance and reduced costs. So how will RNI continue to deliver savings? Repair involves large numbers of people operating in a global, industrial infrastructure. Savings will come from our ability to properly shape and size that infrastructure to meet the mission now and in the future. RNI is creating the ability to baseline and document both the manpower and capacity of the repair enterprise in standard terms; this will enable RNI, for the first time, to make an accurate comparison of the enterprise’s capacity to anticipated work across planning horizons. Doing this will enable the Air Force the potential to consolidate capacity and realign work based on an enterprise view. This will create the right capability and capacity, in the right places, and at the right time to meet current and future repair demands. By right sizing the repair enterprise, based on a comprehensive understanding of repair capacity and requirements, RNI will be able to significantly reduce infrastructure costs, while ensuring Warfighter needs are met. Coupled with core management processes that enable flexible use of the entire repair enterprise, RNI will continue to deliver improved performance while reducing costs. Instead of repair nodes operating in MAJCOM silos where capacity goes unused, RNI will take the concept of One Team-One Fight to a new level in the world of logistics. About the Authors:

Figure 5: F101 WRE Levels

F101 WRE 40

TARGET = 26 25

20 F101 WRE

Ms. Debra Mitchell, Deloitte Consulting, LLP – is assigned to AF/A4LX serving as the Repair Network Integration team lead. Ms. Mitchell has been supporting RNI for over 3 years. Working with A4LX, Ms. Mitchell has executed against the RNI Project Plan to include the development of standard and repeatable management processes, development and implementation of a strategic change management plan, successful completion of the Phase 1 Proof of Concept, and the launch of Phase 2: Baselining and Implementation.

Mr. Ben Brooks, Deloitte Consulting, LLP – is assigned to AF/A4LX serving as the Strategy Development and Business Process Design lead for RNI. K

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75 | The Exceptional Release | SPRING 2011

EDUCATION

The ICAF Supply Chain Management Concentration Program By Dr. Paul Needham and Mr. George Topic

ported two major conflicts and a large number of additional operations There is no question that the Defense Logistics Enterprise is one of around the world, we also know that we must become more efficient in the most important components of the Department of Defense, and the management of our resources in the years ahead. The future leaders by extension, a key enabler of our National Security Strategy. The size of the defense logistics community will shoulder the responsibility for significantly improving the efficiency of the supand complexity of the defense supply chain—in ply chain without sacrificing the effectiveness, itself a challenging entity to define—requires The future leaders of the which is a non-negotiable requirement. Supthe best possible management, and needs to be defense logistics community ply Chain Management (SCM) is universally recognized as a critical part of virtually every considered a key skill area for logisticians across operation, program and initiative within DoD. will shoulder the responsibility for significantly improving the Department of Defense and the commerConsequently, developing leaders to mancial community. Within DoD there are training age the approximately $200 billion we spend the efficiency of the supply courses, programs and lessons at all levels that annually—a definitive number is impossible to chain without sacrificing the are focused on developing logisticians and indiscern—on the supply chain is one of the most effectiveness, which is a dustry executives. The continual need to lower important objectives of the logistics education non-negotiable requirement. costs drives our civilian counterparts to develop community. While we have successfully supinnovative solutions that can offer tremendous

SCM Class of 2007 field study of the Boeing F-18 production line. (Synchronized production and supply chain) (Photo courtesy of Boeing)

76 | The Exceptional Release | SPRING 2011

NEEDHAM AUTHOR & NAME TOPIC benefits to our own supply chain operations. Similarly, public-private The core SCM program spans the entire academic year. The program partnerships are uncovering remarkable opportunities for enhancing the offers a broad survey of the SCM enterprise and an in-depth analysis of defense supply chainâ&#x20AC;&#x2122;s performance, and academia is exploring the cut- the key components as well as instruction in the academic fundamentals ting edge of technology, social media and logisof SCM theory and practice. Additionally, the tics processes that promise even greater benefits program requires students to complete a student in the years ahead. research project and participate in an immersive One of the most valuable parts of the SCM Concentra- SCM game. As participants in the game, the The SCM Concentration Program is an execustudents compete with fellow students to mantion Program is the opportive-level program offered to selected students age a complex enterprise in a virtual exercise, at the Industrial College of the Armed Forces tunity to hear and interact or participate in a complex war-game ( Joint(ICAF) at National Defense University (NDU). with senior DoD supply chain Land-Air-Sea Simulation) where transportaIt is comprised of a series of classes, events and tion, logistics and resources must be managed executives... activities designed to develop senior officers and at the strategic level. The program also includes civilians to serve effectively as the leaders of the opportunities to visit DoD and commercial defense supply chain. The overarching objective firms seeing firsthand how executives and leadof the program is to enable better decisions about the Defense Sup- ers deal with complex and extensive supply chain operations on a globply Chain and how it can best support our national security objectives. al scale. Recent visits included USTRANSCOM, Defense Logistics Consequently, ICAF is the natural location for such a program, as it Agency, Dover AFB, Boeing, AAFES and Anheuser-Busch. directly supports the larger mission of the college as a whole. Dr. Paul Needham directs the program, which produced over 100 graduates who One of the most valuable parts of the SCM Concentration Program is serve in critical positions within DoD, across the US Government, and the opportunity to hear and interact with senior DoD supply chain execin allied armed forces. ICAF students selected for this program repre- utives in small group sessions. During these sessions, the executives dissent not just logisticians and acquisition professional but include varied cuss their most daunting challenges and offer candid assessments of the specialties. In fact, some of the most successful and insightful gradu- performance of the defense supply chain as well as their transformation ates are combat arms professionals and diplomats that enrolled out of ideas to meet emerging challenges. It is often the question and answer personal interest. Senior officers in every career field benefit from the sessions that offer the most valuable insights to the students and the knowledge they gain from the ICAF SCM Concentration Program; it is the critical thinking skills that are developed and honed that will enable ď&#x192;&#x153; these leaders to make better decisions in any environment.

SCM field study at Boeing IDS Headquarters for supply chain discussions 2010. (Photo courtesy of Boeing)

77 | The Exceptional Release | SPRING 2011

SECTION | STORY EDUCATION | THENAME ICAF SUPPLY CHAIN MANAGEMENT executives. Alan Estevez, the Principal Assistant Secretary of Defense for Logistics and Materiel Readiness, LTG (ret) Chris Christianson and other senior officials were recent guests of the SCM program. Among the many subjects the students in the SCM program explore, a great deal of emphasis is placed on the role of Information in enabling effective decision-making in the supply chain. The Information subject area includes learning about information technology programs and processes and hardware to include such capabilities as radio frequency identification technology, satellite movement tracking devices, simple bar codes and other technology. Above all, the students examine the value of information technology as it pertains to senior decision makers in SCM. Students are also given many opportunities to learn about state-of-the-art initiatives in use and under development in commercial firms to evaluate their possible use in DoD applications. Two key areas of focus are how information is used for decision-making and how to identify the vulnerabilities that exist in the supply chain and how to mitigate them to improve resilience. The single most important component of the SCM Concentration Program is the faculty. There are six professors on the SCM teaching team representing a diverse set of joint and service backgrounds that work closely with the 36 students. The depth of experience and expertise across the team and the entire ICAF faculty enables the students to understand the entire national security logistics enterprise including the interagency and commercial organizations. It is the synthesis of the entire ICAF curriculum and the SCM Concentration Program that produces a unique learning experience for the future senior leaders and executives.

SCM field study USNS Arctic 2010—exploring Operational Naval Logistics. (US Navy photo)

as Massachusetts Institute of Technology, University of Tennessee, Penn State University, the University of Maryland and several others to share ideas and work on future innovations for the program. Additionally, students and faculty are working on articles and papers for professional journals that will examine key issues and be used by future students and SCM managers.

The SCM Concentration Program at NDU will The reputation of the SCM Concentration ProThe single most important grow and thrive in the years ahead. It will evolve gram and the demand for its graduates has placed and adjust in response to changes in the security component of the SCM it among the most highly regarded senior service environment, our nation’s strategy, resources and college programs anywhere. This year the senior Concentration Program is technology, as well as student, faculty and stakelogistician from each of the services and the comholder assessments and suggestions. The world the faculty. manders of DLA and USTRANSCOM issued that lies ahead is replete with challenges, risks, oppersonal invitations to their officers and civilian portunities and, above all, ever accelerating change. employees to apply for the SCM Concentration The defense logistics enterprise and the supply Program. This year also marked the first time ICAF Industry Fellows chain will play a critical role in the security of our nation and the world joined the program. The combination of industry fellows, international as a whole. Ultimately, the SCM Concentration Program is focused officers, DoD civilians, and officers from each of the services creates a on how to make the most effective decisions possible in the context of rich environment to study the supply chain. The program has doubled managing global risk in support of our national security interests. The in size and will graduate its largest contingent ever in June 2011. The combination of seminars, case studies, exercises, immersive gaming, reorganizations that support student visits, provide guest speakers, and of- search and field visits are pointed toward this critical objective. All of fer information and assistance for research projects are uniformly enthu- the activities within the program are designed to help develop the critisiastic. They know these same leaders will be in their organizations in cal thinking skills that are the core requirement for senior leaders both a few months! SCM research papers earned an impressive collection of within and working with the supply chain. This program is committed awards in recent years and many of the papers contributed materially to to doing everything it can to enhance the most critical component of the key programs across the defense logistics enterprise. defense supply chain—our people. Each year the program gets even stronger and new and innovative elements are added to the program of instruction. This year will see the initial iteration of a state-of-the-art immersive supply chain management on-line game where students will compete—and collaborate—to optimize a complex supply chain in a dynamic and challenging environment. In conjunction with the newly created NDU Center for Joint and Strategic Logistics (CJSL), additional initiatives are under development that include an elective that focuses on strategic resourcing of our national security and another on life cycle systems management. ICAF faculty members are collaborating with CJSL leaders, experts from the DoD, and with experts from leading civilian academic institutions such 78 | The Exceptional Release | SPRING 2011

About the Authors: Dr. Paul Needham is a professor of logistics at National Defense University and the director of the ICAF Supply Management Concentration. A retired Lt Col from the Air Force, he has been a long time member of LOA and a featured speaker at the 2010 National conference as a national authority on logistics and supply chain management. Mr. George Topic, Col (ret) USA, is the Vice Director of the Center for Joint and Strategic Logistics at National Defense University. K

EDUCATION

Best Ammos Paper Squadron Inspection Program Examining the 309th Maintenance Wing’s Approach to Compliance By Captain Lucas Buckley

In the opening article to this edition of the Exceptional Release, Lieutenant General Loren M. Reno (AF/A4/7) noted that “we need to model compliance in our words and actions…at home and deployed.” In recent years, the USAF experienced two significant incidents that highlighted compliance issues within our service. The first incident occurred in 2007 when a B-52 aircraft mistakenly transported nuclear munitions from Minot AFB to Barksdale AFB. The second incident occurred in 2008 when the Department of Defense (DOD) discovered that four USAF controlled forward section assemblies, devices that arm and fuse nuclear warheads, were mistakenly shipped to Taiwan in 2006. Although these incidents were serious failures in the USAF’s nuclear enterprise, the errors served as reinforcement to senior leaders across the service of the importance of compliance in all areas of operation. In the wake of these incidents involving nuclear weapons and related material, the Secretary of the Air Force, Michael B. Donley, stated in a memorandum to USAF senior leaders, “Rigid adherence to 80 | The Exceptional Release | SPRING 2011

Russell Stapp, production supervisor, works with Sharon Fisher, electrical equipment repair technician, to verify current technical orders, in the 582nd Missile Maintenance Squadron Cable Shop at Hill AFB, Utah. (Photo by Bill Orndorff)

standards, personal accountability at all levels, and leadership are the foundations upon which our success depends.” The expectation of compliance and accountability is especially important in the area of aircraft and equipment maintenance, which is an essential part of the USAF accomplishing its mission to “fly, fight and win ... in air, space and cyberspace.” To accomplish their missions, USAF operational units rely heavily on aircraft, commodities and equipment overhauled in USAF depot maintenance facilities. The forward section assemblies shipped to Taiwan in 2006 are assets repaired and overhauled Figure 1

at the 309 MXW at Hill AFB. Although the 309 MXW was not directly responsible for the shipment of the assets, Secretary of Defense, Dr. Robert M. Gates directed a thorough investigation into all facts and circumstances regarding the shipment. The investigation included an in-depth look at maintenance practices in the 309 MXW, revealing severe process and compliance deficiencies within the 309th Missile Maintenance Group (MMXG). The 309 MXW’s commander, Brigadier General John B. Cooper, recognized a need for change in compliance culture, not only in the 309 MMXG, but also across his entire wing. With the goal of reinvigorating standards of perfor-

AUTHOR BUCKLEY NAME Figure 2

Figure 3

mance and compliance, General Cooper set his sights on the wing quality assurance program.

additional organizational scrutiny of problem areas more than once a year and promotes correction of deficiencies at the earliest possible time. Furthermore, SQIP is a process for collecting and analyzing relevant data and a tool dedicated to helping squadron leaders within the wing focus their efforts on key areas of maintenance discipline to ensure compliance with published policy, procedures and regulations. The author collected and analyzed QA report findings before and after the SQIP program’s implementation to determine its impact across the 309 MXW for each of the following metrics: quality verification inspection pass rate, number of detected safety violations (DSV ), number of technical data violations (TDV ), and number of unsatisfactory condition reports (UCR). See Figure 1 for definitions of these metrics. Using a t test, the researcher discovered that the average monthly QA pass rate and the average monthly number of TDV violations significantly decreased after the implementation of SQIP. However, all other metrics analyzed showed no significant change.

USAF maintenance organizations rely heavily on their quality assurance program to measure compliance and identify deficiencies. Quality Assurance (QA) metrics are key indicators that paint a compliance picture The researcher discovand are the commander’s Compliance is at the fore- ered that there was a gauge for how well their statistically significant front of the 309 MXW’s organization is adhering difference in the wing priorities and all personto published standards. overall QA pass rate nel are thinking about in- (see Figure 2). HowIn an effort to increase compliance throughout creasing the level of com- ever, the change was its organization, Gennot in the direction the pliance, including QA’s eral Cooper directed the researcher anticipated. subject matter experts. 309 MXW to implement The data shows a dea robust self-inspection crease in the pass rate program known as the Squadron Inspection over the period after the implementation of Program (SQIP) in 2009. SQIP takes curSQIP. Although the goal of SQIP is to make rent unit self-inspection requirements typically work centers more compliant with regulations performed once a year and spreads them out and policies by finding problems within the over a 1-year period. This approach allows for unit before QA finds them, SQIP is a wing-

wide initiative. Compliance is at the forefront of the 309 MXW’s priorities and all personnel are thinking about increasing the level of compliance, including QA’s subject matter experts. Ultimately, QA is gaining knowledge on processes and procedures alongside the work centers. This effect has probably caused the overall QA pass rate to decrease up to this point. The researcher also discovered a statistically significant difference amongst TDV findings (see Figure 3). The average number of TDVs went down after the implementation of SQIP. This decrease is likely attributable to supervisor involvement in the technical order verification process. This involvement has encouraged employees to identify existing discrepancies to their chain of command for resolution, thus decreasing the number of times QA finds employees not using approved technical orders. Although research showed that significant differences existed in only two measured metrics, SQIP is a maturing program that has the right focus to yield significant improvement in the future. SQIP is enabling units within the wing as well as QA inspectors to focus on the correct processes, policies and regulations. SQIP has also provided the 309 MXW a way of identifying and isolating root-cause compliance concerns so the wing can implement permanent solutions in accordance with published standards. Although SQIP will continue to highlight areas for improvement within the 309 MXW, ultimately, compliance will continue to depend on each individual to accomplish the task in accordance with proper guidance the first time and every time. The author predicts that the metrics reported in this article will improve, and more importantly, the compliance focus of the 309 MXW will continue to sharpen. About the Author: Capt Buckley was the Executive Officer to the Commander, 309th Maintenance Wing at Hill AFB. He is now the Assistant OIC, 4th Aircraft Maintenance Unit, 388th Fighter Wing, Hill AFB. He recently completed this research paper as an Advanced Maintenance and Munitions Officer School student. K

81 | The Exceptional Release | SPRING 2011

SUSTAINMENT

Innovation and Efficiency By Mr. Marcus Caudill and Ms. Marion Homier

The 448th Supply Chain Management Wing (SCMW ) is dedicating many of their resources to improving products and delivery time in support of their customers through its Strategic Sourcing efforts. The wing established a Strategic Alternate Sourcing Program Office (SASPO) Sustaining Engineering (SE) Team with the goal of improving the safety, sustainability, and reliability of Air Force weapon systems. Additionally, the wing has been actively working to establish a robust Air Force Global Logistics Support Center (AFGLSC) Commodity Sourcing Program for purchasing spares. The SASPO SE Program Office supports projects affecting safety of flight, reliability or mission capability and those projects which deal with obsolescence of materials or technology in Air Force weapon system parts which can ren-

B-52 Aircraft Nose (USAF Photo)

82 | The Exceptional Release | SPRING 2011

der mission requirements unsupportable. The AFGLSC SE program extends across three ALCs (at Hill, Robins, and Tinker AFBs) and supports item-level SE projects. Items qualifying for the program include reparable, consumable and Air Force centrally managed items, plus DLA and other services centrally managed items for which the Air Force remains the Engineering Support Activity. An example of a project supported by the SASPO SE Program office is the B-52 Nose Radome project. As the B-52 weapon system is projected to be maintained in the Air Force inventory until 2040, supportability of subsystems is vital to maintain mission capability. The radome provides the aerodynamic contour for proper flight and has transparent Radio Frequency (RF) windows for navigation, landing,

and countermeasures systemsâ&#x20AC;&#x2122; electrical signals to be transmitted and received. The radomes were designed with 30+ years old technology that can no longer be procured. Lightning and other strikes to the radomes of these aircraft made it necessary to repair the damaged areas with the application of patches. The resulting multiple layers of patches degraded the performance of the RF equipment housed beneath the radome and failures during testing increased. Engineering waivers provided some relief in support of the ageing radomes until a

CLAUDILL AUTHOR & HOMIER NAME

B-52 Nose Radome (USAF Photo)

new redesigned replacement is made available but this issue obviously demanded attention. Enter the SAPSO SE Program Office and the B-52 radome project. The purpose of the project was to work with a vendor to design, develop, prototype, and

ALT was at its lowest since 2008, decreasing from 115.3 to 97.7 days. This represents a 15% improvement! perform design verification and qualification testing for a new radome. The project was completed in 2010. Procurement of a new form, fit, and function replacement is currently in contract negotiation, with the first delivery anticipated in June 2012. The new radomes are expected to achieve a ninefold increase in Mean Time Between Demand (MTBD) rates-an improvement from the current 1,770 hours to 16,500 hours--and will provide supportability to the B-52 through the expected life cycle in 2040. The AFGLSC Commodity Sourcing Program is an analytical, deliberative, and collaborative approach to sourcing spares which incorporates pre-award collaboration, acquisition planning, and the fostering of enhanced business arrangements to achieve desired longterm outcomes. It is made up of four major program elements: The Strategic Sourcing Program which aims to leverage spending to improve the cost and availability of aircraft spare parts through innovative sourcing strategies. The Supplier Relationship Management Program which aims to leverage enterprise capabilities in order to improve strategic supplier performance through collaborative relationships.

The Strategic Alternate Sourcing Program which aims to leverage enterprise processes in order to develop and sustain a responsive supplier base.

The Strategic Alternate Sourcing Program Office (SASPO) is working diligently to address obsolescence and discrepant material issues, as well as creating a responsive and competitive supplier base.

Integrated Sourcing Analysis which is the analysis, integration, and synchronization of end-to-end Commodity Sourcing Program goals.

Ultimately, the AFGLSC desired outcome for the commodity sourcing initiative is the realization of its spending optimization goal.

 The AFGLSC Commodity Sourcing Program, often called Strategic Sourcing, has several long-term goals:  Balance Short/Long-Term needs of the Warfighter

 Reduce overall requirements  Improved efficiency without sacrificing effectiveness  10% reduction in Production Leadtimes (PLT)  50% reduction in Administrative Leadtimes (ALT) These desired long-term strategic outcomes will ultimately result in the reduction of pipeline requirements. Reducing ALT and PLT will lower the overall requirement, which in turn will drive a spend optimization. The entire sourcing community is responsible for the integration of processes and collaboration on strategies that ultimately achieve the desired end state outcomes of the 448 SCMW Long-Term Strategic Plan (LTSP). Examples of how they are doing this include: AFGLSC Sustainment Commodity Councils are working with the contracting community to reduce ALT metrics.

As of October 2010, we are starting to see results in AFGLSC Strategic sourcing efforts. ALT was at its lowest since 2008, decreasing from 115.3 to 97.7 days. This represents a 15% improvement! Dollars spent on strategic sourcing contracts is at an all time high, accounting for nearly 77% of our spare procurement dollars, a 10% increase over the 2008 baseline. All sourcing metrics are being tracked and reported annually. Estimated savings from strategic contracts nearly $20M to date. This Strategic Sourcing effort, from identifying better products and lead-times to optimal spending will culminate in topnotch support to the battlefield and get the Warfighter the parts they need when they need them! About the Authors: Mr. Marcus Caudill is a career logistician. He served 30 years as a supply and logistics officer with assignments to SAC, USAFE, AFCSC, USAFE, Pentagon, and ICAF. He is currently the AFGLSC Enterprise Sourcing Strategy Flight Chief. Ms. Marion Homier became a career logistician after a brief stint as a journeyman aircraft accessories welder. Ms Homier has served 29 years as a logistician for AFLC/AFMC and is currently assigned to the 448th Supply Chain Management Wing. K

Supplier Relationship Manager Resources are working with Commodity Councils to target Top 10 Suppliers for reduced prices and PLT reductions. The Enterprise Strategic Sourcing Flight (ESSF) is striving to standardize processes and enable sourcing team success by removing duplicative efforts, contributing to strategy development and clearly documenting pro- Left to Right: Bobby Abraham, Jeff Redding, Mark Tilton (Contractor) and Darrell Mercer (Retired) - Looking at the KC-135 Ruddevator Support Fitcesses.

ting (RSF) for potential of developing a repair process. (Picture taken by Ms. Sim Tran)

83 | The Exceptional Release | SPRING 2011

SUSTAINMENT

Transforming the Air Force One Uniform at a Time

Recruits getting ready for uniform issue (Photo taken by Davis Oishi)

Submitted by Mr. Davis Oishi

When I was a teenager, getting new clothes was easy. My mom and I would drive down to the local department store and she’d tell me to pick out a couple of shirts and pants. I’d go the dressing room with my clothes and emerge from behind the curtain for a thumbs-up or a thumbs-down. If everything fit and was within the family budget, we’d be off to the check-out aisle to pay and go home. The whole trip took less than two hours – and I was back to my life of cars, football and running around with friends.

The body scanner produces a single sheet of paper with their printed clothing sizes and an embedded RFID code that is associated to their clothing measurements that the recruit hands to the fitting technician.

Upon joining the Air Force, my initial assumption was that performing routine activities that were easy in civilian life would be even easier as an Airman. After all, the USAF is a technologically advanced organization capable of carrying our sophisticated operations anywhere in the world. If there was a better, faster and cheaper way of putting someone in a new set of clothes, surely the Air Force would have figured it out.

their clothing measurements with 99 percent accuracy. You can just imagine how this alone is a cost/time saver. Recruits are, to say the least, very nervous. They just got all of their hair cut off (for males), trying to follow the Training Instructor’s directions, and at the same time trying to figure out what size Airman Battle Uniforms (ABUs) they wear. The body scanner produces a single sheet of paper with their printed clothing sizes and an embedded RFID code that is associated to their clothing measurements that the recruit hands to the fitting technician.

After receiving the print out, the technician can then pull the right sizes of clothing off the shelf for the recruit and stuff it into a duffle

To my great surprise (and disappointment), clothing issuance was one area the Air Force was lagging far behind department stores. At Lackland AFB, outfitting new recruits with new clothes took an average of three hours due to a variety of inefficient, labor-intensive processes. Not only were these delays cutting into valuable training time, but these inefficiencies may also have been detrimental to our new recruits’ first impression of the Air Force.

Positive Change at Lackland In 2006, the leadership at Lackland took action. Through a partnership with the Defense Logistics Agency (DLA), Lackland implemented a Radio Frequency Identification (RFID) solution for its clothing issuance process. On their very first day at Lackland AFB, right after their hair is cut, recruits walk through a body scanner that automatically takes 84 | The Exceptional Release | SPRING 2011

Recruits have all their gear and are getting ready to walk through the RFID portal (Photo taken by Davis Oishi)

AUTHOR NAME OISHI bag. RFID readers then check the accuracy of the order and can alert technicians if one or more of the items are mismatched. Since the RFID reader indicates exactly which article of clothing needs to be swapped out, the technician now has the ability to search for that item rather than look- Recruit passing through RFID portal (Photo taken by ing through the Davis Oishi) entire contents of the bag.

condition of every airplane part or gas mask in your supply chain. Think about how that information could lead to better predictive maintenance scheduling and cost reductions. The positive impact of just-in-time inventory management alone would create huge organizational efficiencies and put more hours back in our days. The second lesson to be learned from the Lackland RFID implementation is that we share a responsibility to help create a culture of innovation and process improvement for the next generation of Airmen. Today’s new recruits need to know that Air Force transformation goals are aggressive, yet achievable if we collectively seek out ways of performing today’s tasks better, faster and cheaper. About the Author: Davis Oishi is a retired Air Force Lieutenant Colonel Aircraft Maintenance Officer. He is a GS civilian working on the Air Staff as Chief, Asset Marking and Tracking (AMT) in the Directorate of Transformation. (davis.oishi@pentagon.af.mil) K

Another important aspect of Lackland’s new clothing issuance process is that inventory management is now automated. Currently, DLA maintains control of the uniforms that Lackland keeps in stock. When the uniform is issued to a recruit, an electronic transaction occurs via the RFID scan that signals back to the DLA that a replacement item is needed. As a result of this just-in-time inventory management system, the Air Force has been able to reduce its capital investment in excess inventory by $4 million per year. Processing time for new recruits was As a result of this just-inreduced from three time inventory managehours to 90-minment system, the Air Force utes – creating more has been able to reduce its time for recruits to capital investment in excess participate in other SSgt Raquel Talley (left) and TSgt Luis Quijano (right) verifying the clothing valuable training bag contents due to an alert from the RFID portal. There is another RFID reader inventory by $4 million per activities. Addition- mounted under the counter. (Photo taken by Davis Oishi) year. ally, approximately 40,000 pages of paper per year were eliminated from the process resulting in a cost reduction of about $150,000 to date. Inventory accuracy has improved from 96.8 to 99.8 percent. Overtime hours have been reduced from 16 to 10, and first time fill rates improved for the first time to 99 percent - both of which have resulted in significant cost savings. The RFID solution is also producing other benefits for the Air Force. Today, clothing technicians have more complete data about what clothes they have in stock and what sizes are most popular. This trend analysis is helping Lackland’s leadership make more informed inventory forecasting decisions and leading to more favorable strategic sourcing agreements with clothing manufacturers.

A Lasting Legacy For those of us in the Air Force logistics community, the clothing issuance success story at Lackland offers some valuable lessons. First, it demonstrates how RFID technology can help solve the challenges we RFID tag (Photo taken by Davis Oishi) face every day. Imagine having the capability of knowing the age and 85 | The Exceptional Release | SPRING 2011

SUSTAINMENT

A Different Kind of BRAC By Ms. Sue Murray

In a transformational Base Realignment and Closure (BRAC) effort unlike most other BRACs, collaboration between the military services and the Defense Logistics Agency (DLA) has been, and continues to be, the most essential factor in implementing the BRAC 2005 Supply and Storage legislation. What is BRAC Supply and Storage? In short, it is about defense logistics supply chain integration. But first, what led to this BRAC? 86 | The Exceptional Release | SPRING 2011

DLA SS&D sites established through BRAC Supply and Storage support military service industrial depot maintenance customers, such as the F-18 maintenance activity shown here at Navy Fleet Readiness Center Southwest, San Diego. (Photo by Debra Bingham, DLA Aviation Public Affairs)

Going Back in History BRAC is a congressionally authorized process used by the Department of Defense (DOD) to reorganize its base structure to more efficiently and effectively support our forces; increase operational readiness; and facilitate new ways of doing business. Previous BRAC rounds in 1988, 1993 and 1995 focused strictly on infrastructure reduction. The current BRAC round of 2005 continues the savings to the DOD started with previous BRAC rounds. A key difference, however, is that BRAC 2005 is the first BRAC with a significant focus on transformation. BRAC 2005 is a step that really started with the 1986 Goldwater-Nichols Act that directed joint warfighting and greater interoperability after Grenada and Iran Desert One. From this initial move to form a joint warfighting team later produced the formation of a joint support Supply Chain Management (SCM) team.

The growth and mission of DLA as a joint logistics organization began in the 1990s when the military services were directed by the Office of the Secretary of Defense (OSD) to reduce inventory size and begin transfer of “consumables and expendables” to DLA as a common joint supplier. In the 1990s the success of “enterprise” supply chains with a centralized net center formed the model for DLA as a joint supply chain manager across the services. The BRAC 2005 process offered DOD another opportunity to find ways to consolidate or realign operations or find alternative uses for current facilities to ensure that the U. S. continues to field the best-prepared and best-equipped military in the world. A group of DOD senior leaders, called the Supply and Storage Joint Cross Service Group, outlined three recommendations that became legislation as part of BRAC 2005: 1.) Depot-Level Reparable (DLR) Procurement Management Consoli-

AUTHOR MURRAY NAME dation, including Consumable Item Transfer (CIT); 2.) Commodity Management Privatization; and 3.) Supply, Storage and Distribution (SS&D) Management Reconfiguration. DLA is the OSD-assigned business manager for implementing the Supply and Storage recommendations, in close coordination with the military services. The overarching strategy of BRAC 2005 Supply and Storage is to pursue logistics economies and efficiencies that enhance the effectiveness of logistics support to operational joint and expeditionary forces.

BRAC Supply and Storage Is About Supply Chain Integration Many people think of base closures or personnel moves when they hear the term “BRAC”. However, BRAC Supply and Storage is about realignment and consolidation to achieve supply chain integration. BRAC Supply and Storage brings together DOD logistics functions from all four services under one DOD roof – DLA – to reduce redundancy and enhance efficiency of Warfighter logistics support. This supply chain integration through BRAC consolidates industrial depot maintenance SS&D

support and associated inventories; DLR procurement management; and item management for additional consumable items in DLA. In addition, SS&D functions have been privatized for certain commodities in support of all services, with DLA managing the vendor contracts.

BRAC Supply and Storage is about realignment and consolidation to achieve supply chain integration . These logistics activities, once performed across all four services, are now being performed at DLA by heritage DLA workforce and by experienced personnel who transferred in place (not moving location) from the services to DLA. Some actions to transfer functions and transfer inventory ownership still remain through the congressionally mandated completion date of September 15, 2011. Beyond September 2011, this BRAC implementation lays a foundation for continued DOD supply chain integration and efficiencies.

What Has Been Accomplished So Far? In BRAC SS&D, eleven DLA SS&D sites have activated so far across all four military services Much progress has been made to-date, due to close collaboration between the military services and DLA, to implement BRAC Supply and Storage. In BRAC SS&D, eleven DLA SS&D sites have activated so far across all four military services. Each DLA SS&D activity is collocated with the service industrial depot maintenance customer it supports. Another part of BRAC SS&D reconfigures the defense distribution network to optimize support for global, regional, on-base and industrial depot maintenance customers. Through materiel movement, re-warehousing and storage optimization efforts, along with construction of a general purpose warehouse and consolidation, containerization and palletization (CCP)

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Mike McElheny, expediter at the DLA Aviation C-5 material inventory control shop who transferred to DLA as a result of BRAC Supply and Storage, delivers parts to the C-5 Galaxy at Warner Robins ALC. (Photo by Amy Clement, DLA Aviation Public Affairs)

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SECTION | STORY SUSTAINMENT | ANAME DIFFERENT KIND OF BRAC capability, this part of BRAC has returned 11 million gross square feet of storage capacity as of mid-January 2011. In total over the course of the implementation, these efforts are expected to drive infrastructure reductions by approximately 15.1 million gross square feet. As a result of the BRAC DLR procurement changes, eight DLA DLR procurement activities have stood up, collocated with service inventory control point customers. Since the stand up of the DLA DLR procurement activities, as of September 2010, DLA has identified 61 strategic joint opportunities (long term contracts), and over 1,600 individual DLRs have been added to long term contracts. Bringing DLRs onto joint long term contracts allows for increased readiness at reduced costs and wait times for the Warfighter.

...DLA DLR procurement activities have stood up, collocated with service inventory control point customers.

loading NSNs, to submitting readiness wedges, processing numerous customer service tickets, coordinating stock screening actions, and acquiring and maintaining material status, they have bent over backwards to ensure that the level of support we have grown so accustomed to continues without disruption,” expressed depot forecasting specialist Brian Wayman in appreciation for DLA personnel at Hill AFB. Another DLA customer, Navy Fleet Readiness Center Southeast (FRCSE) H-60 strategic business team director, David Ulrich, recently commented on “the collaborative efforts and unsurpassed professionalism” of Navy and DLA Aviation employees that made the repair of two HH-60H Seahawk helicopters a success. “This was a major two-year effort that returned a very valuable asset back to the fleet,” he said. DLA buyers, planners and supply technicians worked closely with the Navy customer to ensure parts were delivered to FRCSE repair technicians who completed repairs on both aircraft. Through the BRAC Consumable Item Transfer directive to further consolidate item management of consumables, from March 2007 through January 2010, the military services have transferred item management responsibility for over 83,000 consumable items [National

Stock Numbers (NSNs)] to DLA. Through September 2011, the total projected number of NSNs to transfer is close to 86,000. In addition to the consolidation of item management work, another benefit to DOD is that an enhanced item transfer review process, established by the services and DLA as part of BRAC CIT, is now in place and in use.

Joint working teams of service and DLA representatives plan and execute all of the actions needed for each transfer of SS&D and DLR procurement functions and personnel to DLA . In 2011, service-DLA collaboration remains essential as two more DLA SS&D sites activate; inventory consolidation and systems and process changes occur in support of the Navy; one more DLR procurement management activity transfers to DLA (scheduled for February 2011); additional consumable items transfer; and work continues on materiel movement, rewarehousing, storage optimization, and warehouse and CCP construction.

As of January 2011 across the BRAC SS&D and DLR efforts, a total workforce of nearly 2,400 full-time equivalent positions has transferred from the services to DLA, in- Jeff Espinoza (left), a civilian Air Force mechanic at Hill AFB, shows DLA Aviation shop service center manager Dave Hummer where one of the A-10’s many parts is situated. Hummer and other DLA employees who joined DLA as a result of BRAC Supply and Storage enjoy cluding over 2,010 a close working relationship with their customers. (Photo by Stephen J. Baker, DLA Aviation Public Affairs) SS&D and 370 DLR procurement personnel with deep expertise and knowledge of the services. This knowledge and expertise has been put directly into practice at DLA to ensure uninterrupted support to customers over the last few years as DLA has assumed these missions once performed by the services. One such customer with the 524th Electronics Maintenance Squadron at Hill AFB praised the “exceptional” level of support and cooperation received from DLA retail item managers. “From 88 | The Exceptional Release | SPRING 2011

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A Joint Effort from Beginning to End The BRAC 2005 Supply and Storage implementation has been an ongoing joint process for the last several years that continues through the official completion date of September 15, 2011. Joint working teams of service and DLA representatives plan and execute all of the actions needed for each transfer of SS&D and DLR procurement functions and personnel to DLA. After the transfers, joint working groups convene to discuss process, policy and systems to support the post-BRAC environment. For example, a working group with members from all services and DLA convened to discuss ongoing governance of DLR long-term contracting opportunities. And, for the BRAC SS&D implementation for the Navy, joint Navy-DLA teams are working together to consolidate inventories and look at longer-term systems functionality, processes and policies in support of depot maintenance. In addition, DLA continues to work closely with the services to transfer additional consumable NSNs to DLA for item management and to move materiel in the distribution network. Achieving continued efficiencies and supply chain integration after September 2011 will require the same close joint collaboration that enabled success in BRAC.

Reflections from DOD Senior Leaders Proof of how the joint collaboration is going comes when senior leaders from all four services and DLA are together at the same time. In a unique opportunity at the Fall 2010 National Defense Transportation Association (NDTA) Logistics and Transportation Forum and Exposition, high-ranking senior leaders from all four services and DLA came together to candidly reflect on BRAC Supply and Storage successes, lessons learned and key next steps for moving forward. With less than one year to go to complete implementation of the BRAC law, leaders drew on their direct experience over the last few years. “In 2005, the Joint Cross Service Group’s intent with BRAC was supply chain integration. They envisioned bringing similar DOD logistics activities together to enhance efficiency and effectiveness of support to the warfighter,” said Redding Hobby, Executive Director, DLA Strategic Programs and Initiatives. All of the military service leaders commented that the transfers of SS&D and DLR procurement functions and personnel from their service to DLA have gone very smoothly. Leaders

specifically cited effective change management that engaged people and kept them informed, as well as close service-DLA coordination on human resources tasks. Rear Admiral Mark Heinrich, Supply Corps, US Navy, Commander, Fleet and Industrial Supply Centers, commented on the benefits realized due to the BRAC Commodity Management Privatization changes. This part of BRAC has established private vendor contracts, managed by DLA, through which vendors are performing supply, storage, and distribution of specified commodities for DLA and the military services. This enables the services and DLA to focus more on core mission. The privatized commodities are packaged petroleum, oil and lubricant products; most tires; and certain compressed gases and cylinders. “Bottled gas privatization is making a huge difference for the Navy, just in “taking out the trash” so to speak,” said Heinrich. “There are thousands of gas bottles to dispose of, approximately 8,000 in Pearl Harbor alone. There will be many more at other locations. The privatization of just this one single supply chain has had a huge pay-off.”

The Culture Challenge in Industrial SS&D Culture was a common theme raised by the senior leaders regarding the BRAC industrial SS&D changes. Culture was a common theme raised by the senior leaders regarding the BRAC industrial SS&D changes. The challenge they cited was the need for a cultural shift within the services to better accept and trust in DLA’s role as the best value provider for DOD’s supply chain management needs. “The key to making supply chain integration through BRAC successful is culture,” said Heinrich. “Culturally, we do not take full advantage of DLA’s capabilities, and it is because the trust is not completely there yet,” added Rear Admiral Nicholas Kalathas, Supply Corps, US Navy, then Assistant Deputy Commander of Fleet Logistics Support, Naval Sea Systems Command, currently Deputy Operational Contract Support Program Manager under the Deputy Assistant Secretary of Defense for Program Support. “For example, our shipyards operate very independently. We are conditioned to rely on ourselves, and sometimes we buy around the supply system or manufacture parts ourselves

to get a vessel out. We may not be putting all requirements on one contract with DLA. The issue is culture – our artisans, engineers and program managers are hesitant to trust. We need to convince customers that they can trust DLA to have the parts for them.”

By exploring options at the enterprise level and tapping more fully into DLA’s capabilities, DOD will be better positioned to leverage its supply chain and reduce or eliminate duplicative procurement efforts across the services . Kalathas emphasized, “DLA is in a position to combine common-use items across services together on contracts to get buying leverage with original equipment manufacturers (OEMs). There are a lot of opportunities and solutions that the services do not know about today. For example, many common spare parts used by the Navy have reasonable substitutes available – up to 40% for some items. By exploring options at the enterprise level and tapping more fully into DLA’s capabilities, DOD will be better positioned to leverage its supply chain and reduce or eliminate duplicative procurement efforts across the services.” “Transparency and information sharing will be key,” added Mrs. Lorna Estep, then Executive Director, Air Force Global Logistics Support Center, currently Deputy Director of Logistics, Directorate of Logistics and Sustainment, Headquarters Air Force Materiel Command. Estep recommended that DLA and the Air Force continue to “review the organization structure and culture to ensure we are bridging the gaps.” Also regarding the SS&D part of BRAC Supply and Storage, Estep commented on some gaps between Air Force and DLA business rules and systems that occurred after the initial transfer. “Our Air Force systems looked at what materiel DLA was holding locally, not enterprise-wide. We rolled up demand planning transactions into cumulative demand and did not know that DLA was considering our rolled up numbers as single hits. Now we are improving because we understand each other’s business rules, processes and systems better.”

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SECTION | STORY SUSTAINMENT | ANAME DIFFERENT KIND OF BRAC She also described that at the same time industrial supply support mission transitioned from Air Force to DLA, demand surged and depot workload increased 200% due to the war, aging aircraft and increases in engine production requirements. Demand signals became out of synch with forecasts. These factors caused significant delays in getting some parts. Estep said, “We are in the process of working with DLA to fill the gaps.”

Adjusting Operations for Flexibility In parallel, DLA has made changes to its operations due to BRAC. In terms of demand planning, Mike Scott, Executive Director, DLA Materiel Policy, Process and Assessment Directorate, said “DLA is receiving demand signals from the most forward point possible to ensure plans are timely and will meet production needs.” Scott added, “DLA extended our core Enterprise Resource Planning (ERP) solution to support the industrial SS&D mission. Everything that was built in this ERP extension looks beyond BRAC. We have the ability to protect stock, which adds on to our wholesale system the capability to support consumer-level, or retail, inventory management.” He added, “DLA is also doing some unique things with materiel returns to give flexibility to the services.” In the DLR procurement management arena, DLA is working on several best practices to improve performance.

We see opportunities to work on demand planning and to work with DLA on supply chain integration. Gerald Bates, Chief, Depot Maintenance and Arsenals Division, Headquarters, US Army Materiel Command discussed collaboration with DLA from a perspective of supply chain key performance indicators. “Forecasting accuracy for spares is important,” he said, “because these forecasts give DLA the projection of what they need to buy to support us. Inventory turnover is a key metric for tracking consumption of parts versus storage. High inventory turnover indicates efficiency.” Michael Madden, Executive Deputy, Marine Corps Logistics Command added, “The uniqueness of the depots and metrics has been learned in BRAC 2005. There is no ‘one size fits all’ solution.”

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Next Steps As for next steps in supply chain integration, Hobby cited Defense Secretary Gates’ call for efficiencies. Heinrich added “now we will be driving efficiencies. We will work with DLA to find the efficiencies.” Estep commented, “We are still in the transition period now. We see opportunities to work on demand planning and to work with DLA on supply chain integration. Supply chain integration can work better when we understand each other’s business rules better. The business rules that DLA is now accommodating are different across all services. It is a huge challenge for us all – the services and DLA – to keep the integration going and understand how we can integrate our business processes. The good news is that we understand things a lot better now than we did before.” Hobby added, “This BRAC is the beginning of a journey. What the services and DLA are doing through BRAC is creating a foundation for continued supply chain integration. BRAC puts the services and DLA in a position to better examine the supply chain together, identify efficiencies and leverage joint opportunities more fully.” “Overall, all of us are committed to making this work,” said Heinrich. Madden added, “Currently DLA is making investments that will give dividends to all the services. We will get there and find the win-win sweet spot of DLA support to the services.”

Conclusion Laying a foundation, through BRAC Supply and Storage, for DOD supply chain integration has required extensive collaboration and has posed significant cultural challenges for

Rocky Kidney, a DLA Aviation production material technician in the shop service center at Oklahoma City who transferred to DLA as a result of BRAC, pulls a TF33 engine combustion can from the inventory rack in the forward storage facility. (Photo by Debra Bingham, DLA Aviation Public Affairs)

the DOD logistics enterprise. However, what is implemented through BRAC does not end in September 2011. As the services and DLA continue with this BRAC implementation and move beyond BRAC to achieve further supply chain integration and logistics efficiencies, joint understanding of business rules, processes and systems as well as joint service-DLA collaboration remain essential to success. About the Author: Ms. Sue Murray leads program change management for DLA’s BRAC 2005 implementation. Her team’s activities span all phases of the BRAC Supply and Storage implementation as well as other DLA BRAC efforts, addressing stakeholders in DLA, the military services, OSD, defense and logistics communities, and the federal government. K

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Chapter CrossTalk High Flight Chapter – Beale AFB, CA Submitted by 2d Lt Carl Graves-Klaric The Beale High Flight Chapter planned 2010’s Toys for the Troops Kids (TFTTK) toy drive. TFTTK is a Sacramento-based organization which gathers toys during the holidays for the children of active duty service members. Our chapter organized support from the 9th Reconnaissance Wing community. Over 70 volunteers aided with the movement and storage of more than 2000 toys. This year was unique because it was the first year the High Flight Chapter coordinated efforts with the Team Beale Children’s Christmas Party to distribute the toys. Toys from this event were also distributed to Operation Wounded Warrior and the Hearts Apart Program. The High Flight Chapter’s involvement reinforced community relations, laying the groundwork for future philanthropic events. It is a rare opportunity that we, as an organization of Logisticians, are able to use our special talents to increase the happiness of our Airmen and their families during the holiday season.

Wasatch Warriors Chapter – Hill AFB, UT Submitted by 1Lt Forrest Taylor As usual the Wasatch Warriors hosted a variety of events this quarter. In October, we visited the Depot overhaul facility for U.S. Army Deployable Medical Systems. They are responsible for repair and refurbishment of deployable medical stations, medical equipment, and first aid kits. Chapter members learned several processes and procedures unique to their operation. For Veterans Day, over 20 chapter members were proud to participate in our 7th Annual Veteran’s Day Ceremony with Mountain Ridge Assisted Living. Members shared the day with veterans of all major U.S. conflicts dating back to WWII. Capping out the year, our LOA National conference attendees hosted a luncheon to recap the key takeaways from Orlando. Our chapter is looking forward to another amazing year and plan to roll out a Facebook page to help keep our members informed.

Last Stand Chapter – Kandahar Air Field, Afghanistan Submitted by 1Lt Kai Reyes The Kandahar LAST STAND Chapter, located at Kandahar Air Field, became an official Chapter on 1 Jan 11. The name LAST STAND originated from the passenger terminal depicted in the photo. Following the September 11 attacks, the US and its allies launched their main offensive against the Taliban driving them out of Kandahar by 7 Dec 01. During the aerial bombardment, 400 Taliban were killed and 200 insurgents were killed/arrested post attack. The current passenger terminal was the Taliban’s last holdout, and it was seized intact. Today, the Taliban’s Last Stand is the first place you visit when you arrive at Kandahar. The Chapter meets bi-weekly and is off to a great start integrating NATO and sister service loggies. The LAST STAND Chapter has incorporated RAF and Canadian AF logisticians where the RAF provided an insightful brief about NATO logistics and RAF logistics officer career development. Successful organizations such as LOA have a positive impact on our ability to wage war in a joint environment alongside our NATO allies. Future endeavors are currently in design to further our partnership capacity.

Front Row, from left to right: Capt Westendorf, 1Lt Marsh, Lt Col Wiesner, Col Nelson, Lt Col Clement, Lt Col Kenerson, Capt Willis, Maj Peralta, and 1Lt Reyes. Second Row, from left to right: CMSgt Mikesh, Capt Smyth, Maj Brown, Capt De Diego, Capt Brand, Chief Byerly, CMSgt Marion, and Capt Lyon stand outside the Taliban’s “LAST STAND” hold out bunker that was converted into the passenger terminal.

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Chapter CrossTalk Continued... Gunfighter Chapter – Mountain Home AFB, ID Submitted by 1Lt Sam Thurmond The Gunfighter LOA Chapter recently took a break from the everyday grind to visit Motive Power Incorporated in Boise, ID. LOA members were able to see locomotives in various stages of production and overhaul. It was insightful to see logistics and manufacturing outside of government acquisition and experience firsthand the issues surrounding their processes. Back on base, we accomplished our internal cross-talks by gleaning information from two Gunfighters who recently returned from overseas. First, Capt Mark Heil briefed the role he played during his recent deployment to Iraq, where he was the 407 ELRS Operations Officer at Ali Air Base. Capt Heil explained the impact the unit had on the drawdown of forces in Iraq. He and his unit streamlined the vehicle fleet by 287, and also forward deployed

Above: Members of the Gunfighter LOA Chapter tour the Motive Power Inc. facility in Boise, ID.

Navy and RED HORSE units to OEF. Additionally, his unit successfully merged Air Force and Army supply processes. This minimized the logistics footprint by cutting 85% off the supply inventory. Next, Maj Kenneth Shinn shared some of what he experienced during a TDY in December to Moi Air Base, Kenya. The goal of Maj Shinn’s TDY was to “Improve USAFKAF relationship by facilitating and open exchange of aircraft maintenance procedures on the subject of Non-Destructive Inspection (NDI)”. The group spent five days discussing NDI disciplines, as well as Oil Analysis, self-inspection and USAF upgrade training programs. Left: Maj Shinn poses for a class picture during his TDY to Moi Air Base, Kenya.

Mustang Chapter – Osan Air Base, South Korea Submitted by Capt Lawrence Smith The Osan Mustang Chapter turned a new leaf in recent months as new officers were elected. Since the infusion of new leadership, setting achievable and realistic goals has been the bedrock of our planning. Although a remote tour is tough to garner consistent participation due to the high ops tempo and constant turnover, we are very optimistic about enhancing our chapter and eager to learn from the senior leaders throughout the peninsula. We have visits scheduled with 7 AF, MXG, LRS and the Reconnaissance Squadron in hopes to diversifying our perspective on the LOA. Several other events include a visit to Kunsan AB, a golf fundraiser, a MXG/LRS CMSgt luncheon and community service projects. The Osan Mustang Chapter is definitely looking forward to an exciting year.

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Gateway Chapter – Scott AFB, Illinois Submitted by Lt Col Kevin Gaudette In November, the LOA Gateway Chapter (Scott AFB) toured the National Geospatial-Intelligence Agency (NGA) in St. Louis, Missouri. NGA is a Department of Defense combat support agency and a member of the national Intelligence Community (IC). NGA develops imagery and map-based intelligence solutions for U.S. national defense, homeland security and safety of navigation. LOA members received various intelligence briefings and learned about the distribution efforts of the NGA-produced maps and navigational aids. Overall, members were very impressed and thankful for the unique opportunity to learn more about the NGA mission and their contribution to national and global security.

Crossroads Chapter – Tinker AFB, OK Submitted by Capt Jennifer Phillips The Tinker Crossroads Chapter tackled the end of 2010 with an aggressive series of community service events. In the season of giving, numerous members of the Tinker Crossroads Chapter selflessly dedicated their time toward assembling deployment packages for our troops overseas, building food boxes for Oklahoma City’s needy and matching angel tree donations to children’s wish lists. At the Oklahoma City Rescue Mission, 20 Crossroads members and their families gathered in the pursuit of giving the less fortunate an incredible Thanksgiving. Chapter members assembled 500 food boxes, contributing to the 3,000 boxes handed out that day. Additionally, approximately 20 Crossroads members helped pack 500 Christmas boxes for our deployed troops for the Hugs Project,. Over 3,900 packages comprising of books, pillows, candy, coffee, and cards were mailed just in time for the holidays! Hugs’ coordinators acclaimed Crossroads Chapter as one of the best groups they’ve served with. Nicole Pierce (left), Nicole Fleischer (middle) and Ashley Sprecker (right), proudly represent the Crossroads Chapter as they assemble holiday deployment packages for troops abroad. Finally, numerous members of the Crossroads Chapter

met at the Salvation Army Distribution Center to help match Angel Tree donations to children’s gift requests. These service events were a phenomenal way to complete calendar year 2010. Not only did these events serve to be intrinsically rewarding for all who participated, but they showcased the Crossroads Chapter’s passion for giving back to the community. In addition to the professional development tours and innovative programs we have planned for this New Year, the Tinker Crossroads Chapter will continue to give back to the community through a new line-up of service events.

Paul Miller (left) and his son Caleb (right) represent the Tinker AFB LOA Crossroads Chapter at the Salvation Army’s annual toy drive.

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Chapter CrossTalk Continued... LOA Wright Brothers Chapter – Wright-Patterson AFB, OH Submitted by Kristina Milentis At our November meeting, hosted by Booz Allen Hamilton, the Wright Brothers Chapter was enlightened by our very own Lt Gen (Ret.) Mike Zettler as he shared his top-level experiences, views, and impressions of times present and past, as well as his candid thoughts on things to come! One of our memorable activities in recent years occurred during this past holiday season as the Wright Brothers Chapter made a difference in the greater Dayton area. Concerned with multitudes of families suffering hardships due to area high unemployment rates and economic strife, our chapter reached out to aid the local community that supports Wright-Patterson AFB and its partner agencies. Through deliberate planning, we brightened the holidays for three wonderful families, each with a gift certificate for groceries, gifts, and a real Christmas tree donated by Young’s Jersey Farm in Yellow Springs, Ohio. A fortnight before Christmas, a group of our chapter elves picked up and delivered the Frasier Fir trees, wrapped the gifts, and warmed many hearts in the presentations. This was unquestionably one of our most rewarding experiences in 2010! Thanks to our chapter members that helped and supported this deed!

Hindu Kush Chapter – Bagram Airfield, Afghanistan

Members of the Hindu Kush Chapter take a quick break to pose next to one of their assigned aircraft.

Submitted by Maj Andrew Huntoon The Hindu Kush Chapter continued professional development activities with our Joint partners at Bagram this quarter. The chapter welcomed the US Army’s 10th Combat Aviation Brigade (CAB), Task Force Mountain Eagle maintainers and logisticians for the second in a series of cross service orientation events. Air Force and Army logistics professionals got together and discussed Air Force flightline operations and in-shop maintenance capabilities, basic munitions operations, and the logistical challenges faced by the varied weapon systems at Bagram. On the books we have scheduled an introduction to Air Force logistics with the 101st Sustainment Brigade and the 401st Army Field Support Battalion as well as a tour of the

10th CAB’s aviation operations providing a further understanding of industrial capabilities of the other organizations here in Afghanistan.

Left: Members of the Hindu Kush Chapter learn about the F-15 phase process.

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Cowboy Chapter – F. E. Warren AFB, WY Submitted by 1Lt Christin Brodie “So that’s how those parts are used” was a repeated phrase during the F. E. Warren Cowboy Chapter’s visit to the HICS cable yard. The Hardened Intersite Cable System (HICS), is the communication cables used in missile field to connect the missile alert facilities and the launch facilities to one another. The approximate 2,400 miles of pressurized cable provides essential command and control to the 13,800 square foot missile complex. The HICS cable yard at F. E. Warren AFB is an indoor warehouse filled with miles pressurized cable on six foot tall spools. On this visit, LOA members were introduced to the HICS system and its various parts and pieces, some of which are kept in the 90 LRS supply warehouse. “What 90 LRS has in the warehouse is all the Air Force has,” stated MSgt Gordon Dobbs from 90 MMXS referring to a special supply account created for the supply items needed in the missile fields of not only F. E. Warren, but Malmstrom and Minot as well. This fact further cements the connection between the missile maintenance community and the Logistics Readiness community at the Members of the F. E. Warren AFB LOA Cowboy Chapter join members of the 90 MMXS HICS flight bases where the nuclear mission, is the mission. for a photo with a full HICS mock up. The Cowboy Chapter plans several other trips to other base agencies to further connect logistics and the nuclear missile mission. Future trips are planned to the training launch facility with 90 Operations Support Squadron and the Weapons Storage Area with 15 Munitions Squadron.

Middle Georgia Chapter – Robins AFB, GA Submitted by Maj Danny Walters The Logistics Officer’s Association, Middle Georgia Chapter, recently held their second annual “Mini-LOA” conference at the Robins Air Force Base (AFB) conference center on 4 February, 2011. The conference was attended by over sixty active duty, civilian and Air Reserve component logistics professionals from across Robins AFB. The “Mini-LOA” provides those logisticians who could not attend the 2010 National conference in Orlando, FL, a better sight picture of the information presented, with a focus on how issues affecting logisticians across the Air Force relate to those at Robins AFB Georgia. Col Victoria Reed, senior advisor to the Middle Georgia Chapter, said “We received a great deal of strong, positive feedback on our leadership panel last year. It was a true microcosm of the everyday environment at Robins AFB.” The 2011 conference was the second such event, and gave chapter members a rare opportunity to hear from their most senior leaders. In addition to briefings from Maj Gen McMahon and Brig Gen Levy, breakout sessions covered active duty career development, civil service career development and Total Force Integration. A senior leader panel was also convened, which included Col Carl Buhler, Commander, 78th Air Base Wing; Col Keith Martin, Air National Guard Advisor to the WR-ALC Commander; Col George Pierce, Deputy Director of Logistics, Headquarters Air Force Reserve Command and Ms. Bonnie Jones, Director of 638th Supply Chain Management Group, 448th Supply Chain Management Wing, Air Force Global Logistics Support Center. “What a great opportunity to get all the Team Robins Logisticians together,” said Brig Gen Lee K. Levy, Commander 402d Maintenance Wing. Such a conference is invaluable at an installation as dynamic as Robins AFB. In addition to performing program management and depot level maintenance on the F-15, C-130, C-5 and C-17 aircraft, the Center provides program management for a multitude of aircraft and systems, to include the C-130, C-5, F-15, U-2, RQ-4 Global Hawk, MQ-1 Predator and MQ-9 Reaper. Members of the 78th Air Base Wing and 116th Air Control Wing ( JSTARS) also attended the event. The Warner Robins Air Logistics Center Commander, Maj Gen Robert H. McMahon, said, “In an environment of constrained budgets and limited TDY dollars, this event provided all of Team Robins’ logisticians with the opportunity to benefit from the LOA National Conference. Our national goal is to strengthen chapter activities, and this event is certainly a bench mark for other chapters to emulate.” K

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VOICES | MEMORIAL

Colonel David M. Haar Colonel David M. Haar, 45, of Carol Stream, Ill., stationed at MacDill Air Force Base in Tampa, died January 20, 2011. He is survived by his wife, Teri; daughters, Melissa and Elizabeth; and his parents, Leon and Joanne Haar. Col. Haar was the Commander of the 6th Maintenance Group at MacDill Air Force Base, where he led more than 450 Airmen maintaining 16 KC-135 aircraft, supporting global aerial refueling operations. He served his country in the Air Force as an aircraft maintenance officer for more than 21 years after his graduation from the University of Notre Dame He deployed in support of Operations Desert Storm, Enduring Freedom and Iraqi Freedom. He had assignments in Illinois, North Dakota, Ohio, South Dakota, Japan, Oklahoma, and Arkansas. He was a long time LOA member and an avid runner and supported base chapels through his playing of the organ and piano. He will be missed by his many friends and family.

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