L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982
The Exceptional Release SPRING 2003
Winter/Spring 2004
EXECUTIVE BOARD President Col Carmen Mezzacappa president@loanational.org Vice President Lt Col Evan Miller vicepres@loanational.org Treasurer Major Kevin Sampels treasurer@loanational.org Assistant Treasurer Lt Col Tracy Smiedendorf assttreas@loanational.org Membership Development Capt Stephanie Halcrow membership@loanational.org Executive Senior Advisor Maj Gen Donald J. Wetekam ANG Advisor Col William Etchison AFRC Advisor Maj Gen Douglas S. Metcalf Retiree Advisor Lt Col (ret) Ray Reed ray.reed@cmsis.com Historian Lt Col James Hannon
FEATURES Loggies’ Opinions on the New Combat Wing Organization by Capt James Upchurch . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 A Combat Wing Organization Success Story by Col Mark A. Atkinson . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 40 Years of Aircraft Maintenance by Col James Hass . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 Mission Support Group by Lt Col Kenneth A. McKellar . . . . . . . . . . . . . . . . . . . . . . .20 Investigating the Space Shuttle Columbia Accident by Col Timothy Bair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 Travis Kicks the Cann: The Elimination of the C-5 Cannibalization Jet by the Travis C-5 Community, HQ AMC/RSS and WR-ALC . . . . . . . . . . . . . . . . . . . . . . . . .26 A Tribute to a Legend… Col James L. Hass by Lt Pete Varney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
LOA Website www.loanational.org Webmaster Capt JD DuVall webmaster@loanational.org
THE EXCEPTIONAL RELEASE Editor Col (ret) Kent Mueller editor@loanational.org
In E very I ssue Vantage Point . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 View From The Top . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Assistant Editor Lt Col CA Allen Allenassteditior@loanational.org
Graybeard Wisdom . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon pr@loanational.org
Chapter Updates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
Graphic Design MMagination, Inc. - Fairfax, VA LOA National PO Box 2264 – Arlington, VA 22202 ISSUE NO. 91 – WINTER/SPRING 2004
CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
On The Move . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
Vantage Point It's late January 2004, three months past our 2003 Conference. Things at National are settling in as we reenergize, addressing LOA business and looking forward to the conference in Las Vegas, 11-14 October! The Conference Theme is: Sustaining America's Combat Edge. As LOA National and the Blackjack Chapter start working hard to bring you an awesome conference, we ask that you mark your calendars to attend!
E R : VA N TA G E P O I N T
To better accommodate our members and contractor partners, we moved from the Flamingo to Bally's! You can reserve your hotel room with Bally's at 800-634-3434 as of 1 February. Specify you are with the "USAF Logistics Officer Conference" or "Q- number SBLOG4" so you get the great low price we've negotiated and so LOA gets "credit" for your room nights in conjunction with our contractual obligations to Bally's. It's also time for chapters to reenergize after the Holidays. To ensure chapters remain active/relevant for our members, we've instituted a monthly email, Chapter Crosstalk, to give each other good mentoring/teamwork/ professional development ideas that work. This is in line with our new LOA G-6, Chapter Expectations guidance. The first three volunteer chapters (THANK YOU) were: San Antonio, Warner-Robins, and Wright-Patterson. In the future, chapters listed in the email sent out on 2 January are encouraged to submit an input on "What's Going On Out There" when your turn comes. The schedule, by chapter, goes through September 05. If something catches your interest, bring it up at your next local meeting...or better yet, volunteer to draft your chapter input when the time comes! We solicit your feedback on this new program via Kevin, please. LOA election year is here. If you want to nominate someone (after checking with them) or you are interested in serving LOA as a National Board member, please "throw your hat in the ring." LOA G-4, Election of National LOA Officers covers election rules and what the nomination package requirements. I will appoint a nominating committee the first week of April. At least two candidates will be selected from the nominations -- to be announced NLT July. Elections will be held electronically with each member in good standing [i.e. dues paid] able to vote once for each office. Incoming officers will be installed at the conclusion of the 2004 Las Vegas Conference to serve a two-year term. As for our Goal of 2500 Members by 2005...our membership numbers vary as dues are paid/expire. Please consider the multiple-year membership opportunities available. (Also, please update your membership information as we had 140 ERs returned and paid for postage three times--to mail it originally, to return it to us, and to re-mail it.) We are hovering around 2400 paid LOA members--a mere 100 members shy of our January 2005 goal!! Please, renew your membership when you get the email reminder and reach out to those eligible members who have not yet joined LOA. For membership information, call Capt Stephanie Halcrow, our Membership Chair, at DSN 775-3696. A comprehensive briefing covering the benefits of becoming a LOA member is on the website. Last month I recognized several key people instrumental to our success during the OKC conference. I failed to mention Major David Morgan who worked exhibits during the conference. We can't do it without the awesome volunteers! Thank You. One final note, Mr. Jim Maher was appointed by then-MOA President Jim Hass (who is honored in this issue) as the first/only MOA Historian and continued as our LOA Historian. Thank you Jim Maher for your volunteerism over the years, to include: writing ER articles, manning informational booths, and possibly the most critical, "storing our stuff"! Lt Col Jim Hannon has been appointed as our new historian. (Note for aspiring historians, it helps to be named Jim!) Jim Maher, your work is appreciated. With that, enjoy this ER and have a joyous and prosperous 2004. See you in Las Vegas!
––C O L C A R M E N M E Z Z A C A P P A , LOA President 2
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Editor’s Debrief ER’s effort continues in this edition to provide you leading edge topics, and articles from key leaders and the working level. To that end, we’ve focused the latest ER on the Combat Wing Organization. How often we’ve heard….. “Train like you fight.” Likewise, we’ve all been involved in transforming the Air Force, striving for the expeditionary objectives demanded by global defense needs. Along the way, the “shape of the wing” has evolved, driven by fast paced threats and over the horizon conflicts, as well as missions to “enforce the peace.” As a result, the leadership environment, management processes, and more have “changed around you.” In this ER the CSAF “View from the Top” of the Combat Wing Organization sets the stage for examining some of these key changes, and how those changes affect all loggies. Equipped with General Jumper’s views, we can sample CWO maintenance success at Cannon, thanks to an input from the Col Mark Atkinson; examine performance in the Mission Support Group through the eyes of Lt Col Kenneth McKellar; and view the results of Capt Jim Upchurch’s survey built from inputs received from across the spectrum of logistics disciplines. Col Jim Hass’ journey through changing approaches to maintenance management will give you some historical insight, in an entertaining package. Viewed from all these “angles” you should be able to have some fun thinking about CWO issues, both personal and strategic. Hope you enjoy the ride. In addition to CWO, LOA members were involved in the investigation of the Space Shuttle tragedy, so we’re featuring a piece from Col Tim Bair that provides insight into the causes, but also gives readers a glimpse of what it’s like to be on an investigation team. We also have a great submission from the gang at Travis about how they managed to “Kick the Cann.” We have a special treat in a tribute crafted by Lt Pete Varney and our own Marta Hannon to the retiring Col Jim Hass that highlights the contributions of an historic figure in both LOA and aircraft maintenance. Finally, in what will be a regular feature from a variety of authors, we have “Graybeard Wisdom” from retired BGen Pete Hennessey... thought provoking words on important values and leadership principles, delivered in a style that is classic Hennessy. Really good stuff. So… enjoy the read... Hope the topics and concepts continue to serve you on the logistics path. Marta, Col Parker, Lt.Col. Allen, the entire ER TEAM, and I greatly appreciate the inputs… keep ‘em coming. Let me know what you’d like to see in future ERs... we’re your professional journal! V/R,
––K E N T M U E L L E R
AND YOUR
ER TEAM
Pardon Our Error Due to a printer’s error, the photo of 1st Lt Michael E. Zettler in the Fall Issue of the ER was incorrect. The correct photo is shown here. We apologize for the mistake. —ER Staff
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View From The Top C O M B AT W I N G O R G A N I Z AT I O N . . . O N E Y E A R L AT E R By Gen John P. Jumper On Oct 1, 2002 the USAF officially transitioned to the Combat Wing Organization (CWO). One point I made back then as we implemented this new organization was that we have a zero percent chance of getting this 100 percent right. With one year of the CWO behind us, it is time to look back and assess its impact.
ER: VIEW
FROM THE
TOP
First and foremost I believe overall the CWO has served the Air Force well. We needed to organize to be an expeditionary Air Force and the CWO has been a big enabler. Unifying our maintenance forces under the Maintenance Group has given our senior maintainers the resources necessary to meet the challenges of aging aircraft and expeditionary operations. I still expect that Maintenance Group Commander to be the senior mentor and trainer that all of the junior troops look up to and want to emulate. The aircraft performance metrics for our first year show improvement across the fleet in Mission Capable, Not Mission Capable Supply, Cannibalization, and Not Mission Capable Maintenance rates. While there are many contributing factors I’m convinced the CWO played a significant role. The Operations Group has been focused totally on the business of flying and this was crucial as our forces entered combat in OIF. My goal here was to have squadron commanders lead the first night’s mission into combat. While I know this didn’t happen in every squadron during OIF, we are definitely moving in the right direction on this. The biggest challenges for the CWO remain in the Mission Support Group. Our experience in OIF of operating from 38 expeditionary bases demonstrates the need to grow leaders who can open and sustain an expeditionary base. Within this group lies the expeditionary combat support (ECS) for our deployed units and we’ve taken great strides within the past year to develop Master’s and PhD level courses for our ECS leaders. Our stand up of the Eagle Flag course at Ft Dix is the ECS equivalent of our operators’ Red Flag. I’ve seen first hand how this rigorous training will prepare our ECS senior leaders to run a tent city and sustain a bare base. We’ve also begun an advanced Logistics Readiness Officer Course that will sharpen the skills of our up and coming LROs. We need our LROs to grow and become the experts at “opening the base” and the CWO has given us the opportunity to do this. Within the MSG we still have to grapple with the size of the organization. I remain concerned with this and the fact that they do not have a “support” squadron like the Operations, Maintenance, and Medical Groups do. I have been discussing options with senior leadership about adjustments to the MSG and we will determine if it will improve our expeditionary capabilities. We have been running a test of moving the fuels operation into the Maintenance Group at a few bases. Some have even suggested moving the entire LRS into the Maintenance Group. Therefore, I tasked each of the major commands to get together and review the CWO to ensure we have it right and if we don’t where do we need to make changes? However, before we launch into more changes that can create turmoil I want to ensure we’ve thought this through and the benefits will outweigh the negatives that come with organizational changes. Our leadership spent two years review4
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ing the organizational structure and one year testing new squadron alignments to make sure we would come up with the best solution. Any future adjustments to the CWO will not be made overnight. The CWO represented a significant step in developing the expertise required to support our expeditionary requirements and I’m convinced we’ve made great strides in this arena. We can always look for improvement and I challenge each of you to work with your leadership to help fine tune the CWO to make it even more combat effective. I salute you and the men and women you lead who make our Air Force the greatest air force on the planet. Keep up the great effort!
––G E N J O H N P. J U M P E R
Could Your Chapter Use a Few Thousand Bucks?
HOST THE 2006 CONFERENCE! Bids are now being accepted for 2006 conference host chapters. Go to http://www.loanational.org/g-1.htm for more details.
The E xceptional R elease
A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to :pr@loanational.org. Deadlines: The 1st day of March, June, September and December. Story Format: Double-spaced, typed and electronically submitted to pr@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines) along with stories (as separate text files) and include cutlines/captions. All photos should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 email: pr@loanational.org Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $25. Access membership forms on the website at www.loanational.org.
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Loggies’ Opinions on the New Combat Wing Organization by Capt James Upchurch
In any institution, an evolving environment combined with a changing threat will force change, when and where required, leading to new innovative ideas, or even a return to similar theories and constructs. Because of this, organizational change has been and always will be a constant within military services. The Air Force in particular has operated from four different wing level structural organizations in the last 30+ years, to include the new Combat Wing Organization (CWO). A C-130 sits on the flightline at Little Rock AFB. (U.S. Air Force photo by 2nd Lt. Jon Quinlan) Within this timeframe, aircraft readiness rates have fluctuated up and down, hence the slippery slope we are all so familiar with. There have been discussions, briefings, and all out disagreements on the connection between the slippery slope and a particular wing level organizational structure at the time. On the surface, historical readiness rates seemed to be directly linked to the specific organizational structure. There was no disputing the fact that other, more predominant, factors directly contributed to the slippery slope effect such as spares funding, aging fleet, airframe availability, contracting barriers, contingency involvement, congressional support, base closures, force downsizing, retention, training, experience levels, etc. However, the data sparked interest within the logistics community and many lobbied for a return to the “glory days” of the almighty Deputy Commander for Maintenance when readiness rates were at their highest. I too was personally interested in the issue. As a career maintainer with over 18 years in aircraft maintenance, enlisted and officer, I stayed abreast of information relating to the issue and ultimately completed a study on logistics officer’s opinions of the CWO. The survey was posted on the LOA National website and a brief synopsis of the 81-page study follows.
BACKGROUND
In 1998, USAF leaders indicated and acknowledged a grave concern over the decline in aircraft maintenance indicators (MC, TNMCS, TNMCM rates etc). Negative readiness trends resulted in a reduction in airframe availability and degradation in the United States Air Force’s warfighting capability. In September of 1999, General John P. Jumper, Chief of Staff of the Air Force (CSAF) ordered a study, entitled CSAF Logistics Review (CLR), of base-level logistics processes. A test phase was implemented in the summer of 2001 to analyze the performance and effectiveness of several wing-level realignment initiatives. In March 2002, CSAF, in coordination with MAJCOM Commanders, reached 6
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a decision to implement the CWO based on CLR test initiatives with full operational capability set for 30 September 2003.
C O M B AT W I N G O R G A N I Z AT I O N
The CWO changed functional lines of authority for Air Force logistics officers in an effort to improve aircraft readiness rates in the Expeditionary Aerospace Force concept, and to improve skill and proficiency levels in core competencies leading to a more effective and lethal expeditionary force. Organizational change requires assessment from various perspectives to include structural, human resource, political, and symbolic frameworks. The purpose of this study was to assess logisticians’ opinions on the new CWO from two specific frameworks: structural and human resources.
STRUCTURAL
AND
HUMAN RESOURCE FRAMEWORKS
The structural framework emphasizes organizational goals and structures that best fit the surrounding environment. Emphasis is placed on formal roles, responsibilities, and relationships usually represented through organizational charts or diagrams. When the environment or goals change, the group undergoes reorganization. CWO stated goals are to increase combat readiness rates and increase core competency skill levels in response to a different operating environment that has evolved into the EAF concept. Given these factors, reorganization makes sense. The human resource framework focuses on the interdependence between people and organizations. People’s needs, feelings, tendencies, strengths, and weaknesses are important to the organization and the structure must be developed in a way for people to achieve goals and feel a sense of worth. This study analyzed opinions on the CWO from the human resource perspective. The new CWO structure impacts logisticians by changing their functional lines of authority. A successful reorganization ensures its personnel (logisticians) feel valued within the organization.
OPINION STUDY
This study determined if a significant difference of opinion existed on the CWO between two separate groups: 21A/21M Maintenance (21A/M) and the 21G/21S/21T Logistics (21G/S/T) career fields. The desired population was 5,100 strong with an actual sample size of 484. Of the 484, 291 were 21A/Ms and 193 were 21G/S/Ts. The rank breakout was as follows: Colonels counted for 45, Lt Colonels totaled 62, Majors equaled 108, Captains accounted for 141, 1st Lieutenants counted for 58, and 2nd Lieutenants totaled 68. Colonels were by far the most optimistic about the new CWO. The sample size for contracting officers and civilians was too low to include in the study but certainly appreciate their time in filling out the survey. continued on following page... EXCEPTIONAL RELEASE
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ER: LOGGIES’ OPINIONS
ON THE
N E W C O M B AT W I N G O R G A N I Z AT I O N
CWO STRUCTURE
Twelve questions analyzed opinions on the organizational structure of the CWO. Overall, both groups agree that creating a structure to functionally align all maintainers under one group commander is the right decision. The 21A/M group strongly agreed while the 21G/S/T group simply agreed with the decision. There was no significant difference between groups on merging supply (21S), transportation (21T), and logistics plans (21G) career fields into a Logistics Readiness Officer (LRO) career field. Analysis showed both groups agreed with the merger but leaned toward neutral indicating a ‘wait and see’ mentality. However, both groups do agree that creating a Logistics Readiness Squadron (LRS) is the right decision, but feel the LRS should be located in the Maintenance Group (MXG), not in the Mission Support Group (MSG). The only dissenting career field is transportation, who does not feel the LRS should be located in the MXG. A difference of opinion exists between the two groups on the issue of increased core competency experience levels. The 21A/M group believes the realignment will benefit the maintenance environment by creating more knowledgeable maintenance and munitions officers. The 21G/S/T group feels they are being spread too thin by having to learn three separate career fields. This is a valid concern given the importance of operational support (Figure 1). The 21A/M group believes the Objective Wing structure contributed to some to the readiness issues in the 1990s (Figure 2). In addition, the 21A/M group feels the new CWO will improve operations at the wing level. The 21G/S/T community disagrees with both of these issues. They are neutral on whether the CWO will help to improve aircraft readiness rates and feels that operations within their career field will not improve due to their realignment under the MSG.
Figure 1. Agreement between 21A/M and the 21G/S/T community on skill/proficiency levels.
Figure 2. CWO will improve aircraft readiness.
Both groups agree the CWO will increase combat capability at the wing level with the 21A/Ms agreeing more strongly. It is important to remember that readiness equates to combat capability (Figure 3). Figure 3. Responses on increased combat capability in the CWO. 8
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HUMAN RESOURCE PERSPECTIVE -
Even though one can argue that service before self must be inherent in every officer, the fact remains that perceived advancement opportunities are considered important among Air Force officers. The 21A/M group feels the new CWO will benefit their career field in terms of advancement opportunities. However, the 21G/S/T group disagrees and believes the new CWO will hinder advancement (Figure 4). According to responses, the 21G/S/T group is realizing a negative sense of worth, but at this time retention does not seem to be an issue with either group. The
Figure 4. Advancement opportunities will increase for my career field in the new CWO.
21G/S/T group feels their concerns were not addressed during the CLR test phase or with the final reorganization. Overall, the 21A/M group is pleased with the reorganization and how if affects their career field and to no surprise the 21G/S/T group is not pleased with the outcome and the new CWO (Figure 5).
O B J E C T I V E A N A LY S I S The survey provided participants the opportunity to provide written comments. Of the 484 participants, 223 made additional comments in narrative form. After review and careful analysis, there were five areas of discussion that dominated the additional Figure 5. Overall opinion of both groups on the new CWO. comment section. These were: MXG Intent, Combining the 21G/S/T Career Fields, Location of the LRS in the CWO, MSG Scope of Responsibility, and the Mission-Oriented Logistics Officer. Logistics professionals responding to the survey believe creating a MXG is a good idea, specifically locating all maintainers in one group, under direction and guidance of one boss. These comments were supported by the statistical analysis of survey. However, responses showed a concern over removing the 21G/S/T career fields out from under the senior logistician. Of particular note, grave concerns were generated with respect to moving the supply functions away from the maintenance community and into a whole separate group. Recommendations ranged from relocating the LRS into the MXG to only moving supply functions into the MXG. Renaming the MXG the Logistics and Maintenance Group was also mentioned in order to add some sense of belonging for the 21G/S/T group. Clearly the rank and file was not supportive of moving the LRS to the MSG. Maintainers and logisticians alike believe these support functions should remain in the same group as maintenance to continue the synergy developed over the last 12 years. Statements regarding the MSG were basic and to the point. Moving the LRS to an already large and diverse group may create leadership support issues for the LRS. The consensus was the group commander would not be able to devote attention to aircraft supportability issues. MSG Commander’s span of control and scope of responsibility was a concern in the logistics community. continued on following page... EXCEPTIONAL RELEASE
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N E W C O M B AT W I N G O R G A N I Z AT I O N ON THE
ER: LOGGIES’ OPINIONS
The merger of the 21G/S/T career fields generated the most discussion. Both groups believe there was too much information to learn in three separate career fields and that in the long run it will create logistics generalists versus logistics experts in their specific career field. Expertise and knowledge will degrade due to the generalist nature of the LRO and officer rotations trying to fill squares. In essence leadership recognized the importance of growing expert maintenance officers but did not put the same emphasis on 21G/S/T officer career fields. This move has started to generate an ‘them and us’ attitude among what was previously a common goal-oriented group of professionals. However, all is not lost.
C-17 Globemaster IIIs wait for their cargo on the flightline. (U.S. Air Force photo by Staff Sgt. Mitch Fuqua)
A common theme throughout the written comments was that the professional officer and noncommissioned officer corps would continue to succeed under any organizational structure. Essentially, the comments reminded us that personalities, professionalism, and communication will overcome organizational barriers. These comments are accurate and have been proven during previous organizational structures. The survey and the method of distribution provided direct insight into the opinions of USAF logisticians on the new CWO and how it affects their career fields. Overall, statistical analysis has shown that the 21A/M group is much more satisfied with and optimistic about the new structure. The maintenance community welcomes the opportunity to belong to a functionally aligned maintenance organization and indicated complete buy in into the new structure. The 21G/S/T community is pessimistic and has expressed feeling alienated from flightline operations and the overarching Air Force mission. A culture of direct warfighter support was cultivated in the Objective Wing in the 1990s for the 21G/S/T community, and with the CWO, this culture may be in jeopardy. Direction provided to the 21A/M community is direct and fully understood. The MXG will work to achieve Air Force goals and will be easily measurable. However, results from the realignment of the 21G/S/T career fields into the MSG and the merger of the 21G/S/T communities will be more difficult to gauge. With that said, a common characteristic within the military, and in this context perhaps a negative one, is that the logistics community will always meet the mission within any operating structure or functional constraint. Future analysis of the CWO may reveal success, however, in reality, the professionals did what they had to do to make it work. Is the CWO the best structure to create a more effective expeditionary force? Given the operating environment and future needs of the Air Force, the CWO is definitely a step in the right direction. Remember, people make the mission happen—personalities, professionalism, and communication among logistics officers will continue to overcome all functional lines to provide the best logistics support to the warfighter—ultimately increasing combat capability. Capt James Upchurch attended the AEF Logistics School in 2003. He currently assigned to the 366 AMXS at Mt Home AFB, ID. Special thanks to Capt JD DuVall, LOA Webmaster, for assisting with the data collection of this article. K
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What a Difference a Year Makes! A COMBAT WING ORGANIZATION SUCCESS STORY
by Col Mark A. Atkinson
A
banner day! 1 October 2002 our most senior Air Force leadership decisively demonstrated great trust for career maintainers by re-organizing our wings into the Combat Wing Organization. Their commitment to quality maintenance was evident in their desire to put those best trained, and experienced into our most demanding maintenance leadership positions. It was the right thing to do. What a difference a year makes! One year of dedication and hard work established the 27th Maintenance Group as one of the shining lights in Air Combat Command. In September 2002 our Mission Capable rates bottomed out at 64 percent, well below the ACC standard. Mediocre fleet health created an aircraft availability shortage. Hot pit operations and “three–go” days were the norm, and were negatively impacting both pilot and maintenance training. On 1 October 2002, the Group was formed and we established four cornerstones to build upon: 1. 2. 3. 4.
TECH DATA - 100 percent utilization, 100 percent of the time. TRAINING – we eliminated manning shortages by getting our maintainers upgraded on time. SAFETY – we charged everyone at every level to ensure the safety of our workforce and our equipment. ATTITUDE – an attitude that says “it’s all about winning” both on and off duty as we worked to become professional maintainers 24 hours a day, 7 days a week. Maintenance discipline was restored!
A quick glimpse at pre- and post-wing reorganization maintenance metrics will tell you that not all wings are thriving
adherence. Training those leaders, getting them to read the AFI, understand What made the difference in the 27th Maintenance Group? the AFI, and manage their organizaThe answer is simple: leadership, willing people, leadership, tions by the AFI, proved crucial in the first 60 days of the reorganization. maintenance discipline, leadership, outstanding maintenance Understanding that many key players management dictated by AFIs and TOs, and leadership! had never read AFI 21-101 or its associated command and wing supplements, was vital to understanding the under the new structure. Our initiatives over the past year depth of training required to bring these players in-line are putting more aircraft on the ramp and more aircraft into with Air Force expectations. We developed training semithe air – combat power! nars, taught them on weekends, and Two key elements ensured we tested key leaders with questions started on the right foot; putting directly from the book on issues rangthe right person in the right job ing from daily scheduling to reporting and ensuring that right person deviations. As a result we made pivreceived the right training. otal changes to our scheduling pracRecognizing that many key playtices, thereby forging the way for ers were not adequately prepared almost every innovation and initiative and trained for their current over the next year. In addition, we position was critical to impletrained and taught our maintenance menting sound policies and leaders how to “manage by metrics.” TSgt Anderson and A1C Hammer- 27 CMS performing philosophies. Conducting a thorNot to chase metrics and numbers, engine maintenance. (Photo by 27th Maintenance Group) ough review of Senior NCO rather to know and understand how records, determining where their each maintenance metric tells a story, experiences and training could best be utilized, and then how it leads to understanding the health of a maintenance putting them into that position ensured we had the right operation, and how each metric can lead you to a logical leader in the right job from the beginning. We determined “get well plan” of any area lagging command or Air Force that just because a person standard. was operating as a producOnce the reorganization was implemented, we ensured tion supervisor under the every maintainer understood our basic group philosophy. It Objective Wing did not was simple; safety first, tech data always, effective training mean they had been adefor all, and a positive attitude regarding each and every quately trained for that challenge we faced. General Jumper tells us the most position or that they important meeting of the day at the wing level is the Wing understood applicable Standup. The most important meeting of the day in a AFIs and TOs. maintenance group is the maintenance group commander’s The Objective Wing had daily standup. Implemented correctly, it is a single opporcreated a cadre of senior tunity, everyday, to instill one group philosophy and one maintenance leaders who group policy, and ensures a one-mind approach to maintehad strayed from the writ- nance production. The first few weeks were painful, with ten word, failed to follow some meetings lasting a full hour. Now, it is rare for the SrA Meleu, 27AMXS, performs redball direction in Air Force meeting to last over 20 minutes and group policies and maintenance at an FOL during Instructions, and were not philosophies and rarely misunderstood or deviated from. Operation IRAQI FREEDOM. (Photo enforcing Technical Data by 27th Maintenance Group)
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E R : W H AT
A
DIFFERENCE
A
YEAR MAKES!
This meeting provides an avenue of communication and a launching pad for daily operations. Daily production is dependent upon tech data usage and adherence to all applicable Air Force Instructions. Almost every aircraft incident we encountered during our first year can be traced to a failure to follow tech data. We rewrote our annual and quarterly Quality Assurance contracts to ensure inspectors were doing random surveillance of tech data usage. Quality Assurance inspectors took a black hat approach on every inspection, evaluation and follow-up. We are tough on ourselves, and we are honest with each other. The results are crystal clear, when the ACC IG rates your aircraft generation Outstanding, aircraft regeneration Outstanding, and the ACC LSET evaluators term your operation the “best seen to date” in the command and rewards your operation with five Command Honorable Mentions. Leadership is critical to any great maintenance organization. The Combat Wing Organization puts the smartest maintainers back in charge and senior NCOs welcomed the new atmosphere. Innovations and initiatives reduced our Phase time from 11 to just five days, turned our maintenance training program into a Benchmark for the entire command, established preventive maintenance programs reducing delayed discrepancies by over 50 percent, produced 14 more mission capable aircraft everyday, implemented a Golden Gun program, and obtained and built 144 new external fuel tanks. Involved leadership at all levels raised our mission capable rates to an all time record high of 86.2 percent in September 2003. Our first-year culminated in a text book conclusion to the flying hour program. We operate on a principle of “a promise made is a promise kept.” Our scheduling effectiveness allowed Operations to 14
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the experts, by those best trained and qualified, and by those whose lives are defined by mission capable rates, utilization rates, and scheduling effectiveness. Success is built upon maintenance discipline, tech data, training, safety, and a winning attitude in everything we do. There are no magic formulas, no instant cures, and the reward for good work is more work. We know it, we embrace it, and we look forward to many more successes as maintainers lead maintenance into 2004! Colonel Mark A. Atkinson is Commander, 27th Maintenance Group, 27th Fighter SSgt Ferris, 27 MOS TD Instructor, teaches a hydraulics course to US and Singapore AF students. (Photo by 27th Maintenance Group)
Wing, Cannon Air Force Base,
begin UTE management in late July and we breezed through the final weeks of September. What a difference a year makes!
Maintenance Group is responsible
Our group is honored to be named the 2003 Air Combat Command Maintenance Daedalian Award recipient. Our brand of maintenance is not maintenance of the 1990s, and it is not the Objective Wing. This is maintenance by
weapons loading and munitions
New
Mexico.
The
27th
for and conducts all aircraft maintenance,
sortie
generation,
operations for the 27th Fighter Wing. K
2004 LOA S CHOLARSHIP Call for Nominations The LOA scholarship program is intended to assist the most deserving Air Force, Army, Navy, Marine, Coast Guard, National Guard, or Reserve enlisted or DoD civilian (grade GS-1 through GS-7) in a logistics specialty, with college expenses towards an associate or bachelor degree. Each active chapter may submit one individual for a scholarship. Chapters that do not have their key leadership positions filled with active National LOA members WILL NOT be eligible to submit scholarship nominations. DEADLINE FOR SUBMISSIONS: 28 JULY 2004 Winners are presented their scholarship award at the annual conference banquet. For submission criteria please visit: https://www.loanational.org/g-3.htm
EXCEPTIONAL RELEASE
15
40 Years of Aircraft Maintenance An Historical Perspective THE
YEAR WAS
by Col James Hass
1963 when I raised my hand and
became an Airman in the United States Air Force. By early 1964, I had completed my 19-week aircraft maintenance course at Chanute AFB, Illinois and was working on B-52Ds and KC-135As at Amarillo AFB, Texas. It was a great time to be in the Strategic Air Command (SAC), and every day you knew exactly what your job was – “follow the book to the letter”. I never felt that I was not trusted, but had a set of experienced eyes on me all the time. I had a personal trainer who always asked before we left the shop, “Where’s the Technical Order (TO)?” I had a shift supervisor (Technical Sergeant) who always reviewed the work I had done when I returned to the shop. I had a shop chief (Master Sergeant – a supreme being) that had been in the Air Force so long that he knew everything, and never allowed short cuts. He mentored maintenance principles that you could never forget – least you might die. But you see, it did not end there. We also had a group of people that worked in quality assurance (QA). They made it their life’s work to find out if uality maintenance was in fact being performed. God help the ones that consistently received less than satisfactory ratings. And then, there was the feared SAC Maintenance Standardization & Evaluation Team that rolled into town to ensure the unit was following standard SAC practices. After all this evaluation, preparation, mentoring, training and re-training, we did pretty well on the SAC Operational Readiness Inspections (ORI) that came our way. Because the “health of the fleet” had been nurtured all year long, the flying was usually easy. Yes, it was a great time to be in SAC and in Aircraft Maintenance – life was good. In 1975, I decided on a change and received my commission from the Air Force. Guess where they put me? Yep, right back into aircraft maintenance. Now that I was a commissioned officer, I assumed the experienced eyes were a thing of the past – wrong.
An F-15C fighter pilot and crew chief communicate through a short-range radio about the status of the aircraft during a run-down of the mandatory checklists. (U.S. Air Force photo by Staff Sgt. D. Myles Cullen)
16
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Now, I was a 2 Lt and the Assistant Officer In-Charge of the F-4C flightline in the United States Air Forces in Europe (USAFE) – life was still good. With my prestigious title, came a Captain who was the OIC and watched everything I did. I often thought he was a little too critical, but came to realize that he was trying to prepare me for jobs
heard one of the Lieutenants tell another one that he was surprised how I knew everything. It really made me feel great. At the same time, I knew the Maintenance Supervisor, Squadron Commander, Maintenance Control Officer, and the DCM were watching my performance. This assignment was the first time I had to come to realize that I had two bosses that were equally important. The DCM called me in his office and told me that I owed him 120% each and every day. He also told me that I owed The Commander of the Maintenance the Commander of the 69th Tactical Squadron was another one of those Fighter Squadron the same loyalty. He supreme beings that knew everything. I told me that he would continue to always wondered how he could open the hold me directly responsible for all aircraft records to the one thing I had maintenance and the health of the missed, and then sail the binder all the fleet, and would call me up short anyway across the room hitting me directly in time he had word that I was not conthe chest – he never once missed. I will trolling the maintenance or not suptell you that I did not have to learn that 2Lt Hass on the flightline in Madrid. porting the operational requirements lesson too many times. of the fighter squadron. I did attend I learned early that this was not a typical job, that errors the daily DCM meetings and sit at the table, but I also were not allowed, and that maintenance discipline ruled attended the daily meetings down in my fighter squadron. supreme. I did get to sit in the room with the big boys, I felt like a valuable member of both teams. The however. I was allowed to sit in the back row of the daily Commander of the 69th always referred to me as “his” stand-up with the Deputy Commander for Maintenance maintenance officer. And when we deployed together, our (DCM). The 2Lts at the time were not allowed speaking goals and operations were seamless – life was good. We parts, and we only hoped that a person at the table did not went from one of the lowest rated AMUs in TAC to one catch a spear over something we did, or did not do. It also of the best. I will still say to this day it was teamwork. seemed that the Maintenance Control Officer knew everyWhen I became the Maintenance Supervisor, I was watchthing too, and related it to the DCM just seconds before ing those Captains, Lieutenants, and Senior NCOs even the meeting – no time to recover. How did these great men more closely. You get the drift – it takes constant vigilance know everything, and how did they know what to tell you and training to ensure the safest jets are provided to those that always seemed to fix the problems? It was sometime who volunteer to go in harms way. later that I found out their secret was that they too had been mentored, trained, and educated by those ahead of Somewhere along the way, the senior leadership of the Air them. These were our great maintenance leaders who Force decided it would be best to reorganize flightline maintenance under the operational group so we could train helped shape the Air Force. as we plan to deploy and fight. This was somewhat conThe year was 1984, and I was the Officer In-Charge of the fusing to me if you re-read the section above about how 69th Aircraft Maintenance Unit (F-4Es) in Tactical Air well we did in TAC when I was mentored to and trained Command at Moody AFB, Georgia – life was good. The by outstanding senior maintenance personnel, but 69th Tactical Fighter Squadron mascot was the Dragons, deployed and operated seamlessly with my flying squadron. and my call sign was “Dragon Hass”. I was watching those None-the-less, we are here to serve and make any system Lieutenants and Senior NCOs like a hawk, and on some of those hot Georgia days, the Hass was a’ dragging. I overcontinued on following page... where I would be one of the last gatekeepers of safety before we asked our pilots to fly our jets. Besides the OIC, we had a great Squadron Maintenance Supervisor who told us to not even come to the daily maintenance meeting without the correct answers about why our aircraft were not mission capable. And if you missed the daily meeting, you had a personal interview period with him before he went home for the day – usually hours after you expected to get off.
EXCEPTIONAL RELEASE
17
ER: 40 YEARS
OF
AIRCRAFT MAINTENANCE
work the best we can. We had also changed the name from the Deputy Commander for Maintenance to Logistics Group (LG) Commander. The year was 1996 and I became an LG – the dream of all young maintenance officers when I was growing up. Now, I was the one that should know everything, and would be the Master Watcher. I found it very helpful to have senior maintenance squadron commanders who had been trained to watch the same things that I had. I trusted them implicitly. At the 552nd Air Control Wing, the LG had responsibility for the Equipment Maintenance Squadron (heavy off-aircraft maintenance), the Component Repair Squadron (back shop maintenance), CE, and some supply. The flightline maintenance Lt Col Hass and crew celebrate Maj Gen Si Johnson's final flight at Tinker AFB. responsibility belonged to the Operations Group thing the CSAF tells us is that he is 100% sure of one Commander (OG). With this organizational change, the thing, and that is that we may not have this 100% right. OG did not have the staff to continue the mentoring, Unlike many of us, he is willing to hear opposing views training, and educating of young maintenance officers using and discuss them in the light of day. He is willing to make the experience of the senior maintainers that had helped changes, if the changes make sense. In fact, the issue of our preserve maintenance practices and standards in the past. Air Force organization will be a topic of discussion at the This was not the result of poor leadership from the OGs next CORONA. We may, or may not, have the perfect and their staffs. The OGs simply did not have the senior solution but can count on a CSAF who cares and continmaintenance experience to draw from. Most of the OGs I ues to try to get it just right. knew at the time were already putting in 12 hours or more a day to keep up with the wing’s operational requirements. As I take off my spurs and unsaddle the horse, I would end I have always wondered where we expected them to find by encouraging all of you young logistics officers (not just the other countless hours they needed to spend on mainte- maintainers) to find a mentor and pick their brains about nance issues. Flightline maintenance did come back under what they know about your business. One day before you the LG at the 552nd while I was still the LG. Fleet health know it, you will be asked what you think. It would be a was always one thing I had to watch, especially with a low- good idea to have some valued opinion backing your ideas. density platform like the E-3. And for all you young maintenance officers out there, keep As you know the year is 2004 and we have come the full circle now and have the flightline maintenance under the Maintenance Group Commander – another name change. Over the last year, we have seen some improvement of the health of the fleet. We see more young men and women being mentored, trained, and educated about the critical issues in aircraft maintenance by senior maintainers. As you may also know, our Chief of Staff of the Air Force (CSAF) has stated several times that he wants his OG/CCs thinking centered on tactics and flying, and wants his MXG/CCs thinking centered on maintenance and fleet health. If the fleet is healthy, the operational requirements are much easier met. So, have we come to the perfect solution? The one other 18
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those form binders away from your chest. Learn what to watch for the first time. When we went to press, Colonel James L. Hass was the Chief, Aircraft Division (LGA/DRA), and worked directly for
both
the
Director
for
Maintenance and Logistics (LG) and Director for Requirements (DR). He has since retired from active duty after 41 years of service. K
Mission Support Group From One Career Logistician’s Perspective
I
By Lt Col Kenneth A. McKellar
t has been just over a year since the Air Force convert- water” syndrome. As I muddled my way through supply and ed to the Combat Wing Organization; however there transportation flights, and learned about logistics plans, I have been some wings that were already partially oper- grew an appreciation for why the Combat Wing ating under this concept prior to the implementation Organization was putting the Logistics Readiness Officers worldwide. One such wing is the 17th Training Wing, (LRO) in the Mission Support Group. It certainly makes Goodfellow AFB, Texas. I was selected in 2000 to com- sense. Sitting as the Logistics Squadron Commander in a mand the Logistics Squadron at Goodfellow. As a career Support Group staff meeting, with the Security Forces, Communications, Civil maintainer, with 10 years Engineers and Services prior service as a crew chief commanders, it became and an aero-repair technician obvious why this is a on B-52s and KC-135s, and a smart thing to do. Think maintenance officer from about it: What is the busisuch high ops-tempo organiness of civil engineers and zations as the 552d Air services squadrons? What Control Wing, Tinker AFB, business do the “COMMthe 81st Fighter Wing, RAF BATS” (as they are Bentwaters and the 50th known at Goodfellow) do Fighter Wing from Hahn AB for the Wing? What do in Germany, I was not exactthe Security Forces do for ly begging for the 17th the mission? They are all Logistics Squadron job in San 100 percent in the supAngelo, Texas. The squadron port business. As mainconsists of less than one huntainers, we depend on dred people, and 99 percent them to provide our bilof those are dedicated, hardlets, our meals, our protecworking civil servants. I had tion and our connection served as a flight line expeto the outside world. diter and a maintenance Similarly, Supply, supervisor in squadrons with Transportation, Logistics well over 400 blue-suiters, so Plans and Contracting all this was quite a change for provide services to the me. The 17th Training Wing maintainers and operators, is home to the Louis F. so that we can launch, Garland Fire Academy and the Department of Defense Crates of telecommunications equipment that will be used to help rebuild the recover and maintain a Intelligence School. There telecommunications infrastructure of Northern Iraq. (U.S. Air Force photo by healthy, war-ready fleet. Who better to command are five airplanes on base, Tech. Sgt. Robert Wieland) these squadrons than a including a MIG 29—and all Support Group Commander that is familiar with his/her are on sticks. There is no active runway. duties as a supporter of the flying operation? The Logistics Squadron falls under the Support Group. At the time I assumed command, I experienced the “fish out of The decision to reorganize was, indeed, visionary. This was 20
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a strategic move that now enables operators and maintain- Support Group and Wing Commander will be confident ers to focus on the mission of flying and fixing airplanes. that the right people are doing the mission in the right way. Does this mean that the Maintenance Group has a more important role than Secondly, and equally importhe Mission Support Group? tant, is the need to make it Absolutely not. The Mission Support mandatory that the Squadron Group has an integral mission that Commanders and Operations takes care of the maintainer so she/he Officers in the Logistics can focus on the mission of earning Readiness Squadrons are of difthat Ph.D. in flying and fixing airfering core specialties for the planes that our Chief [Gen John P. next 5-7 years. In other words, Jumper, Chief of Staff, U. S. Air if the Squadron Commander Force] talks about. Staff Sgt. Michael Cephas checks the stock numbers on has a core AFSC in some items in the supply warehouse (U.S. Air Force photo Transportation, then the Ops Is it perfect? No. There are things that by Tech. Sgt. Mark Getsy) Officer must have either a can be done to help the Mission Support Group Commander maximize his/her effectiveness Logistics Plans or a Supply Officer background. I know this in the job. Based on my experience, I propose two changes has been proposed before however, making it mandatory to the Mission Support Group leadership structure that I will ensure the squadrons are balanced with at least two of three of the traditional logisbelieve will do just that. tics readiness specialties and First, assign two Deputy offer a better chance for these Support Group Commanders to squadrons to be successful. the Group. In the 80s we saw With 29 plus years in the the Deputy Commander for logistics business, I have seen Resources, Deputy Commander several re-organizations and I for Maintenance and Deputy will say this latest one seems Commander for Operations all to make the most sense to me. working under the Wing I think if we focus on improvCommander’s direction. In the ing the strength of the same way, the Mission Support Group should have two deputy A Civil Engineer Squadron firefighter, directs an airman during fire Mission Support Group, the change will be complete and commanders: a Deputy hose training. (U.S. Air Force photo by Jim Laviska) will allow for both groups to Commander for Resources (DCR) and a Deputy Commander for Support Services maximize their personnel to the level that was intended (DCSS). The DCR would be responsible for the tradition- when the Combat Wing Organization was envisioned. al resource issues of Logistics Readiness, Contracting and Does the Combat Wing Organization work? From this Services, while the DCSS would be responsible for the logistician’s perspective, I state unequivocally, YES! Base Operating Support, Security Forces, Civil Engineers, Lt Col Kenneth A. McKellar is currently the Deputy and Communication. This seems to be a logical split. Chief, Maintenance Division, at Doing this will also help the career progression of Logistics Readiness Officers and ensure they are afforded as many HQ Air Education and Training opportunities to be deputy group commanders as other sup- Command, Randolph AFB, TX. He port officers. This will then feed into their consideration oversees aircraft maintenance for and eventual selection as Mission Support Group nearly 1,700 of the Command’s Commanders. The end result is a group that has a clear training aircraft. K and more focused leadership structure and the Mission
EXCEPTIONAL RELEASE
21
In Search of A Cause… INVESTIGATING THE SPACE SHUTTLE COLUMBIA ACCIDENT By Col Timothy Bair
February 1, 2003 is a date that will live forever in my mind as we all witnessed a tragic loss to our country and to human space flight. Like millions of people, I watched TV in disbelief and horror as the Space Shuttle Columbia broke up on reentry. Seven heroes, including two USAF offi-
The last launch of the Columbia, STS-107.
cers, gave their lives doing something they loved and believed in, to the depths of their patriotism. The Columbia Accident Investigation Board (CAIB) was formed the next day… the 2nd of February. The CAIB consisted of twelve voting members in four groups, lead by retired Adm. Harold Gehman. Selected for their expertise in engineering, physics, trans-
The author discussing main engine maintenance at Stennis SFC.
portation, industry, and the military, the board’s mission was to discover the root cause, identify other threats to the program, prevent “the next accident,” and evaluate NASA programs, policies and procedures. Each group included ten to twenty investigators, and staff to assist in documenting this monumental endeavor. Launch pad 39B from the exhaust trench. 22
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Group One’s mission centered on maintenance and materiel factors related to the accident. Early in March, Col Dave Nakayama and Lt Col Chris Mardis were identified to fill the need for USAF maintenance investigators. I replaced Chris when he returned to USAF duties in late March. Within the first week we were examining the launch facilities for corrosion problems, touring the Vehicle Assembly Building (VAB) with Atlantis nearly ready to go, and the mobile launch platforms, all as part of a NASA orientation for the board. I will admit to feeling like a kid as we climbed all over Shuttle Discovery to learn about systems and maintenance.
Early in the investigation, the media showed video of the Bipod Ramp foam striking the orbiter, helping focus the mishap investigation, but lacking conclusive rigor. Launch video did not show damage due to inadequate resolution. Early analysis of the foam’s path of travel was inconclusive. The failure would require extensive testing.
Accepting early conjecture might have been misleading. Consequently, the first step was to get organized. The CAIB broke up this huge challenge into concurrent avenues of investigation. These included the recovery and evidence evaluation effort, the “gum shoe” effort to evaluate the program at its numerous locations, NASA’s shuttle maintewitness interviews, and nance program, like the following up on leads USAF’s, includes organizafrom various sources tional, intermediate and including our own digdepot level tasks. United ging. The CAIB used a Space Alliance (USA), a fault tree to organize contractor, performs all O, the investigation. The I and D level maintefault tree was a block nance, with NASA qualidiagram of every systy oversight. The O level tem and subsystem of includes stacking the systhe Shuttle that could tem in the VAB, moving have caused or conthe “stack” to the launch tributed to reentry failpad, loading the mission ure. The fault tree payload and fueling. Cols Nakayama and Bair in front of the crawler. gave the CAIB confiCalled “up mission” or dence in the conclu“down mission” processing by NASA, I level maintenance is sion of the mishap cause by ensuring each factor was elimdone in the hangar before and after missions. Depot level inated, included, or assessed as unlikely. Methodologies work is called Orbiter Major Modification (OMM). Every 3used included wreckage analysis, metallurgy, thermography, 5 years the orbiters go into OMM to retrofit for new misaerodynamics, confidential statements, public submissions sions, upgrades like the glass cockpit, and more intrusive and a lot of detective work. maintenance and inspection to sustain the fleet beyond its planned 10-year life span. Components are maintained by Col Nakayama and I investigated about 30 separate areas to the USA depot near the Space Center under a 2LM concept. help isolate the causal chain of events. The list included such issues as OMM processes, Kapton wiring, scheduling, solid Like a USAF mishap investigation, the days were long and rocket booster separation bolts and bolt catchers, environthe weeks didn’t end till…well, basically mid-August. Col mental exposure, hold down post (connection to launch platNakayama and I both had mishap investigation experiform), maintenance documents, technical data, Safety and ence, and our 50 plus years of maintenance experience Mission Assurance (QA), service life extension and corrosion. proved useful. We each were assigned areas of investigation, and were co-responsible for the other’s work. continued on following page... EXCEPTIONAL RELEASE
23
ER: IN SEARCH
OF A
CAUSE
Five “litmus tests,” as Adm. Gehman called them, were necessary to prove that we had isolated the cause of the Columbia disaster. The pneumatic gun tests proved that a 1.5lbs foam projectile accelerated to about 550 mph could result in a hole in the leading edge of about 100 square inches. The aerodynamic tests of an orbiter scale model confirmed instability and flow patterns seen by the Columbia’s sensors. Temperature sensors inside the wing registered small spikes at the 81 second point and during reentry. The debris field supported the breakup of the left wing first. Finally, launch and reentry imagery supported a left wing leading edge foam strike. It’s important to note that throughout the investigation the CAIB was impressed by the professionalism and dedication of NASA and its contractors, and that STS-107 again confirmed Inspecting corrosion control on top of pad 39B. that the pursuit of knowledge in space remains inherently dangerous. Bottomline, the CAIB’s report says it best: “The physical cause of the loss of Columbia and its crew was a breach in the Thermal Protection System on the leading edge of the left wing...initiated by a piece of insulating foam that separated from the left bipod ramp of the External Tank and struck the wing in the vicinity of the lower half of Reinforced Carbon-Carbon panel 8 at 81.9 seconds after launch… this breach in the Thermal Protection System allowed superheated air to penetrate… and progressively melt the aluminum structure of the left wing, resulting in a weakening of the structure until increasing aerodynamic forces caused loss of control, failure of the wing, and breakup…” What did I bring home from this experience? First, the cause of this accident was evident (in hindsight) before it ever hap-
24
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pened. Look at your weapons system’s performance, as well as the supporting human behavior, and ask yourself if it’s acceptable or just accepted. Author, Diane Vaughn coined a phrase we used frequently to describe this: “Normalization of Deviation.” Think about it…it applies! Second, listen to your machine and to your organization. Do you have the tools and the mechanisms in place to evaluate its performance? Degradation of our systems normally happens slowly enough to go unnoticed…start noticing! Third, never stop comparing your system and organization. Benchmarking can reveal flaws in your system or opportunities for improvement that you may miss. There is always someone to benchmark off of…don’t let differences mask opportunity! The Shuttle program was NASA’s first real sustainment requiring effort. They are now facing the same challenges the USAF has been confronting for decades. Our fleet is aging and its performance characteristics change with time...probably not for the better. Building programs to counter this is a challenge we share with NASA as it works toward Shuttle return to flight! Col Timothy Bair is the deputy director, Directorate of Logistics Management, Ogden Air Logistics Center, Hill Air Force Base, Utah. The organization directs all center-level staff functions for Ogden ALC’s supply chain management operations. Col Bair is also responsible for supply chain management for F-16 unique components, and for the Air Force’s landing gear systems and secondary power systems. In addition, the
Office
of
Logistics
Management acquires and manages engineering data and the center’s technical orders. K
TRAVIS KICKS
THE
CANN
The Elimination of the C-5 Cannibalization Jet by the Travis C-5 Community, HQ AMC/RSS and WR-ALC
O
ver the years, we have all learned to accept certain unforgiving facts of life.
Ask any die hard Chicago Cubs or Boston Red Sox fan… they can tell you all about unforgiving facts of life. Likewise, for those involved in the business of “flying and fix’in jets” C-5s and cannibalizations go together like bread and butter. Find a C-5 base, and you’ll find a dedicated C-5 cannibalization jet—or maybe two if spares are
really limited. For over 30 years, since the initial bed down of the first C-5 in 1969, a dedicated C-5 cannibalization jet was universally accepted as a necessary evil. That’s just the way it was. That is until April 15, 2003 when Travis AFB achieved the impossible—they kicked-the-cann by launching their C-5 cann jet. The takeoff of aircraft tail number 690026— the last Travis cannibalization jet—marked a historic milestone. For the first time in the long and celebrated history of Lockheed’s C-5 Galaxy, a homestation base was operating without a dedicated cannibalization jet for an
Photo caption: A C-5 Galaxy, with the 301st Airlift Squadron, Travis Air Force Base, Calif., departs for Naval Air Station Keflavik, Iceland. (U.S. Air Force photo by Tech. Sgt. Justin D. Pyle) 26
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extended period of time. Most would agree that during the 1990s when spares availability reached some of its lowest points in the history of the C-5, the possibility of operating a C-5 base without a cannibalization jet was unrealistic. The spares shortages became so acute that it was not uncommon for Travis to possess not one, but two dedicated C-5 cann jets. In 1999, the annual C-5 fleet cannibalization rate was 59.7 canns per 100 sorties. Compare this to today’s cannibalization rate of 3.8 canns per 100 sorties at Travis AFB! What happened that reversed the spares availability decline in the 1990s, creating an environment for the A dedicated C-5 cannibalization jet has always been accepted as a necessary evil. elimination of the Travis’ C-5 cannibalization jet? (U.S. Air Force photo by Sue Sapp) The answer goes far beyond the confines of Travis HQ AMC weapon system managers, the AMC Regional AFB. This achievement represents a major accomplishment Supply Squadron (RSS) and WR-ALC, decided it was time not only for Travis AFB, but also for dedicated Air Force to “kick-the-cann” and put another valuable strategic airlift logisticians stretching from Corridor Two in the Pentagon asset back in the air. It took more than just parts availability; to repair benches at Warner Robins Air Logistics Center it took an attitude change that fostered innovation and a (WR-ALC) to the maintainers on the flightline. Make no desire by maintainers to help themselves instead of just relymistake about it—690026’s takeoff represented much more ing on the system to provide parts. than a Travis effort—it was much, much bigger. The road to recovery was actually twofold. First, a series of funding, policy and programming initiatives at HQ USAF, AFMC and DLA reversed the spares decline of the 1990s and provided the foundation for improved spares readiness. Secondly, Travis maintainers and their Logistic Readiness Squadron (LRS) counterparts, while receiving support from
L AY I N G
THE
F O U N D AT I O N
In retrospect, three higher-headquarters initiatives contributed to the elimination of the Travis C-5 jet by first reversing the negative trend of the 1990s and then increasing the availability of spares to pre-1990 levels. These three key staff initiatives include: ! Enhanced and consistent spares funding since FY99 ! Organizational changes related to spares distribution ! Policy and processes changes in spares programming and repair Synergistically, these three actions started the long road to recovery. ENHANCED AND CONSISTENT SPARES FUNDING. The elimination of the Travis cannibalization jet was not possible without significantly enhanced spares availability in the last several years resulting from improved spares funding.
Airmen perform a visual inspection of a drive gear box. (U.S. Air Force photo by Staff Sgt. Tracy Reisinger)
continued on following page...
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27
POLICY AND PROCESS CHANGES IN SPARES PROGRAMMING AND REPAIR. In May 2001 Lieutenant General Zettler, DCS Installations and Logistics, testified before a Congressional Committee, that eliminating cannibalizations was a top USAF priority. General Zettler focused the Air Staff on funding, policy or process changes that could reduce field cannibalizations. For example, in 2000 the Air Staff and USAFE, initiated changes in the programming of spares for the Readiness Spares Package (RSP) deployment kits. Previously, no additional funding was programmed for spare RSK This not only provided kits thereby requiring more funding for spares MAJCOMs to fund procurement, but a more and often cannibalize consistent funding stream. kit spares “out-of-hide� The exodus of vendors to maintain normal from the defense business operations. Further, in the 1990s, often programmers removed referred to as the vanishing Airmen replace a mounting bracket on a tire-seal assembly during routine mainteassumptions for canninance (U.S. Air Force photo by Master Sgt. Val Gempis) vendor syndrome, was balization actions that often attributed to the inappropriately reduced RSP kit levels. inconsistency of spares funding. Small businesses, which were so important to the aircraft spares industry, were Likewise, the Air Staff in conjunction with AFMC deterunable to remain viable in the volatile military market of mined that cannibalization was being factored into the prothe 1990s. gramming of aircraft availability targets (AATs). Starting in 2001, analysts set AATs without assumptions for unit canORGANIZATIONAL CHANGES IN SPARES DISTRIBUTION. nibalizations. These AATs more accurately identified the Several organizational changes also contributed to the mission requirement without a cannibalization factor. improvements in spares funding. The creation of the Regional Supply Squadron (RSS) streamlined spares man- Bottomline, the enhanced spares availability, resulting agement and provided a single source to prioritize MICAPs from these policies and programming initiatives, created for a region or command. This action greatly facilitated the readiness spares posture for a base-level attempt at spares distribution and provided a single point for the crit- eliminating the Travis C-5 cannibalization jet. ical depot-base level interaction.
E R : T R AV I S K I C K S
THE
CANN
HQ USAF, AFMC and DLA developed a coordinated strategy to arrest the readiness decline of the 1990s. The Air Force successfully developed and funded a one-time supplemental funding totaling $904 million in spares in FY99. In addition, DLA implemented a four-year $500 million Aircraft Investment Plan, of which $263 million was earmarked for Air Force consumables. Further, the Air Force broke the pattern followed in the 1990s and started to fully fund the identified spares requirements. Since 1999, the Air Force has funded 100 percent of the identified spares requirement.
The Combat Wing Organization revamped the base level organization, creating the Maintenance Group, which now owns the Maintenance Operations Center (MOC). This initiative streamlined the base level tracking and status of spares. Additionally, the MXG commander became more involved in fleet health and opportunities to improve aircraft availability.
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L O C A L I N I T I AT I V E S C O M P L E T E
THE
RECOVERY
With the funding and policy changes, spares availability increased. The C-5 fleetwide Total Not Mission Capable for Supply rates improved 34 percent between 1996 and 2003. With the improved spares posture, the stage was set for a Travis attempt at eliminating their cannibalization jet. While the higher headquarters initiatives got Travis to
third base, the Travis attitude of teamwork and innovation brought the team across home plate. TEAMWORK. The daily interactions between the maintainers, the LRS and RSS were instrumental. Almost constant oversight of daily MICAPs between representatives from each organization was critical. In addition, a close working relationship with WR-ALC further improved the response to potential showstopper MICAP conditions. Finally, the excellent relationship between the active duty Travis maintenance team and its reserve associate wing greatly improved local repair capabilities.
often available in standard Air Force inventories. Once maintainers located these parts, they passed the information to the appropriate supply and depot authorities to actually procure the item from the vendor.
CULTURAL SHIFT. The most notable difference at the base level was a cultural shift in attitude towards cannibalization. Initially, maintainers wanted to resort back to cannibalization when a critical spare was unavailable. To prevent this, the Maintenance Group commander designated only senior squadron supervision as approving authorities for all cannibalizations. Now, every grounding MICAP requirement attracts tremendous In May 2003, repairs attention. Mr Mark Putzer, a performed on a cracked Travis maintenance supervisor cargo ramp-toe best said, “It’s as if the MICAP was a illustrate the teamwork “fumbled football”; everybody in the C-5 community. jumps on the problem and looks Travis had a damaged for ways to either validate the ramp toe valued at requirement or figure out how $35K that was deemed we can either repair or locate not repairable by another source”. Additionally, depot. With asset availthis increased emphasis ability at zero Air Airmen replace a seal on an engine frame during routine maintenance (U.S. improved troubleshooting. This Force wide, the active Air Force photo by Master Sgt. Val Gempis) approach forced both the LRS and reserve Aircraft and the MXG to review their Metals Technology and approach to cannibalization and forced the system to Structural Maintenance technicians at Travis developed a aggressively pursue alternatives to cannibalization. bathtub repair using established repair procedures and incorporated them into a fix for damage that exceeded the BOTTOMLINE repair criteria. Working closely with WR-ALC structural The efforts of HQ USAF, AFMC and DLA reversed the engineers, the backshop developed a bathtub repair and decline of spares readiness in the 1990s, providing the completed the repairs in only 14 days; thereby returning opportunity for the Travis to eliminate their C-5 cannithe airframe to mission capable status. This one example balization aircraft. However, the teamwork and innovation was duplicated many times as the Travis backshop technibetween Travis and its partners at WR-ALC and RSS cians partnered with depot engineers to perform complex enabled them to eventually change the culture towards base-level repairs to return parts to service that were inicannibalization. With 15 Dec 03 marking eight months tially projected with long-lead times to procure. without a cannibalization jet at Travis AFB, the absence INNOVATION. Innovation was also vital in the local effort in a cannibalization jet resulted in over 300 days of aircraft to reduce the C-5 cannibalization jet. For example, Travis availability…just one more T-tail for the fight. This notesupply and maintenance personnel discovered an Internet worthy achievement demonstrates Air Force teamwork web site (www.partsbase.com) that linked them with com- across the C-5 community and a renewed emphasis on mercial vendors who possessed legacy parts that were not spares support at the higher headquarters level. K
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A Tribute to a Legend… By Lt Pete Varney 1963 was a year of historical events in America. President John F. Kennedy was assassinated, Dr. Martin Luther King delivered his “I Have a Dream” speech, Pete Rose tripled for his first-ever Major League hit, the United States Postal Service introduced a new requirement for mail they called a ZIP code. And on October 6th, in Dallas, Texas, James L. Hass entered active duty in the 16-year old U.S. Air Force and headed off to boot camp. For most servicemen and women today, the events of 1963 are the stuff of high school history classes. With the shadow of Vietnam looming on the horizon, this young man from Mesquite, Texas was at a crossroads in his life, searching for a “temporary job” until he was ready to embark on his intended career as a Protestant minister. So, in 1963, James L. Hass swore to “support and defend the Constitution of the United States from all enemies, foreign and domestic.” Little did Airman Basic Hass realize that 38 years later to the day, Colonel Hass would be involved in directing logistics matters for all U.S. Air Force combat aircraft in support of
Operation Enduring Freedom and more recently in support of Operation Iraqi Freedom. Colonel James L. Hass’ career can be summed up in one word: honor. This living legend has touched the lives of thousands of people all over the world and continues to affect and influence those Airman Hass, 1963. around him to this day. Integrity first, service before self, and excellence in all we do were part of his fabric decades before they were known as the Air Force core values. Highly esteemed throughout the American and international military community, academia, and industry, Colonel Hass epitomizes the military leader of old. Unburdened by agendas and personal aspirations, he devoted himself 100 percent to his troops and to the mission. As a result, he draws countless invitations to speak at commencements, symposiums, and conferences, both civilian and military. The knowledge he communicates and the manner in which he delivers it is unmatched. Without question, the results he has achieved in his career have shaped the Air Force into the decisive power it is today. He is a man of honor. The story of Colonel Hass needs to be told Col Hass and John Levitow.
for two reasons. First, to In short, Colonel James L. show our gratitude for a Hass is the quintessential job well done as each and American Hero; an ordinary every unit James Hass has man who achieved extraordibeen associated with dur- nary results by remaining true ing his career has gone on to his calling. This is a rare to achieve great things. opportunity to share with the While he may not have people of this country the Colonel and Mrs. Hass been an architect of the incredible life of an incredible Air Force, he was a pioneer who took aircraft maintenance servant; we couldn’t let this from sheet metal and rivets to composite adhesives and radar story pass. eluding structures. For forty one years, maintainers and logisAnd so we say to you sir: ticians benefited from his mentorship; the Air Force benefit Happy trails to you, until we immeasurable. Secondly, Colonel Hass’ character serves as a meet again. Happy trails to you, testament to all people. A committed family man who helped keep smiling until then. K raise three wonderful sons and this year will celebrate his 36th wedding anniversary; a man who "As I look back over the last 40 years, it would give you the shirt off his back; a straightbegs a question, "Where did all that time shooter whose word is his bond. go?" It went doing a job I truly loved. It went fixing airplanes. It went working with some of the most exceptional people on the face of the earth. It went to watching three boys become grown men. It went to a life with my wife, who was also my partner and ego controller, who has been beside me every step I have taken."
–– C O L J A M E S L . H A S S
HASSISSMS Y’know what the monkey said when he got he tail caught in a lawnmower...“won’t be long now!” You don’t want to poke that stick in the cave, cuz that bear’s gonna come out…some people just want to see how far into the cave they can poke that stick…they never learn. Y’know colonel, you’re about to add $750 to the total cost of this project… cuz that’s what it’s gonna cost to get a plane ticket down there and kick your ***! I’m about ready to tie a knot in his *** and kick it lose! I am as happy as a new pig in mud. I feel so good, I feel my hair growing again. I am on it like paint on a barn.
Graybeard Wisdom COMPETENCY & TRUST By Brigadier General, (Ret) Peter J. Hennessey Check out Dictionary.com, and you’ll find “Graybeard” described as “an old man” or “a fat-bellied stoneware drinking jug.” So, now I’m contemplating the prestige and high honor of LOA’s invitation to pen this inaugural “Graybeard Column!” I’ve also spent a lot of time appreciating the importance of the initial message offering from “The Old Guard.” I considered musing about generational differences, like how, as a young officer, it wasn’t unusual to have a senior officer in my world who had an Article 15, was routinely intoxicated, and did mentoring as a contact sport. It really sent conflicting messages about “True North” when it came to institutional values and mores. Today, the AF is better in expecting higher standards from its role models. But, devot-
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ing a column to “the good old days” would only invite the current young to snicker and make snide comments about my generation like, “...and your units couldn’t afford tools so you probably worked on jets with nothing more than sticks...and you likely did barefoot FOD-walks on snow-covered flight lines too, eh?” Instead, I’ll talk about some things that should have your attention when you’re on active duty, and will certainly matter when you eventually transition to the private sector. It’s often said, whether in uniform or a business suit, you have two personal “currencies” to spend in this world—competency & trust. Let’s explore both. Competency, in its finest form, is knowing your craft and profession well enough to teach others how to get beyond the current state of the art. Some make a career operating only in the here & now—managing issues de jour. In contrast, the best not only hack those daily challenges, but also shape the future by promulgating new vision and developing people. Those who master their art are confident in the absence of precedent, guidance, & structure, and they have enough self-confidence to lead others across unfamiliar ground. These Masters instinctively discern good, bad, and ugly situations in their infancy—and take action—while others see only chaos and are still gathering data. So, how competent are you? If honesty demands you find yourself somewhere other than the best in your business, then act like a real loggie and find a way to get there! Abraham Lincoln said it simply, “Whatever you are, be a good one!” Trust? It’s that time-tested glue that holds together personal relationships, teams, and networks. In the end, it’s about your personal integrity—as perceived by others. Trust is critical in the sea of change taking place regarding management & leadership skills. It’s no longer just about leading organizations, rather, it’s about leading networks of shared interest, without benefit of hierarchy and organizational structures that offer authority, safety, and comfort for rule-driven leaders. Leading networks requires more intellect and skill. It requires stronger, self-confident leaders. It relies on leaders (and organizations) that others can trust. If you rely on position, rank, or formal agreements to hold together partnerships (e.g., ops/mx, field/depot, government/contractor, MAJCOM/Air Staff, etc.) then you’ll find they’re not very fault tolerant when the going gets tough. Clearly, even networks of organizations rely on a strong human element. You must demonstrate a willingness to subordinate your personal interests for the greater good, and to extend yourself to improve others on the team. You must demonstrate an enduring faith in your partners that allows them to overcome fear of failure in 32
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order to reach for new levels of excellence. Above all, you must daily prove yourself a person of impeccable integrity and character. On that basis, others will trust—and you must find the courage to return that trust. Success will follow. Alas, no startling revelations. Rather, as I often did during my AF career, I’m simply inviting members to take a minute to refocus on fundamental elements of their personal leadership. A reminder that leadership isn’t about what you are, it’s about who you are—and the more honest your self-assessment, the more you’ll improve, and the more effective your service to this great nation. Sun Tzu aptly warned that if you “know yourself, and know your enemy, you needn’t fear the outcome of a thousand battles.” Your “enemy” isn’t always Saddam. It’s also every challenge you face on every new day that might keep you from your goal. “Knowing yourself” is a source of unwavering confidence that infects organizations, and produces winners. In closing, in the spirit of continuous improvement, I suggest contributing Graybeards propose professional reading for the community. My easy-read offering to LOA members is The Heart of Change by John Kotter. You’ll find his treatment of “change management” has a simple, yet unique perspective of the human side of change. Finally, a sharp salute to a great loggie community that continues to make it happen where others would surely fail—and a reminder, that, yes, it was tougher in the old days, and that’s why old loggies rule! As always, thanks for listening. K
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CGO Corner C OMBAT W ING
OR
N OT: 7 S UCCESS T IPS
FOR
A NY L OGGIE
By Capt Michelle Hall and 1Lt Bethany Titus Despite all of the combat wing re-org changes, one element will remain constant—we all have a boss. Your daily interaction with your peers, subordinates, and superiors molds their impression Capt Michelle Hall of your character, intelligence, integrity, and work ethic. Marcel Marceau said, “Many a man’s reputation would not know his character if they met on the street;” creating a solid, positive reputation is especially critical at the early stages of your career because it affects your future opportunities. We compiled some tips from commanders that will help you help your career…no matter how the wing is organized!
ER: CGO CORNER
CUSTOMS
AND
COURTESIES, MAN!
There’s an old saying, “Never apologize for being over-dressed.” We all know the strict formality of our commissioning sources doesn’t necessarily hold up in everyday military life. Use your judgment, but don’t let the possibly lax leadership style of your unit sway your personal dedica- Lt Bethany Titus tion to military professionalism. Never return familiarity with a senior officer. As a CGO, stay on your toes and recognize that over-familiarity can lead to the perception of favoritism and a decrease in unit morale. Stand up when an FGO enters your office and call the unit to attention when your commander arrives or leaves the workcenter. Salute sharply, exchange firm handshakes, and look people in the eye. Keep the uniform looking sharp and the boots shined (just because you may supervise crew chiefs, doesn’t mean you are one). How can you expect them to exceed standards when you yourself do not? Don’t skip the simple gestures that make all the difference!
FOR GOODNESS SAKES, BE PROFESSIONAL! Woody Allen said “Eighty percent of success is showing up.” Be early to every meeting and meet suspenses—show your boss you’re dependable. Support him and his decisions in front of the troops. Be articulate, speak clearly, and refrain from colloquialisms, “ums,” and “stuff like that.” Maintain your military bearing during emotionally charged conversations and within your relationships with your enlisted troops. Although you may be the same age as the airmen, refrain from over-familiarity with them and you’ll keep yourself from a tarnished reputation. Don’t be a tattletale — attempt to work out problems with your peers before bringing them to your boss’ attention. Don’t look for recognition or play the martyr. Do your job to the best of your ability and the rewards will follow.
IT’S ALL ABOUT WHO KNOWS YOU Think of every encounter as a job interview…he or she may not say anything to you but many bosses/commanders take notice of EVERYTHING and make judgments based on these observations. Officers don’t get the best jobs because no one took notice of their expertise, professionalism, and positive attitude! Volunteer for a variety of projects around your base—the more you’re out there, the more you’ll get noticed.
GET
THE
FA C T S , J A C K !
If you’ve ever been to a wing stand-up and seen a briefer shrivel under the barraging questions of an O-6 to a point that everyone wants to crawl under the table in sheer embarrassment, you understand the importance of being prepared. 34
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Always have more notes than are required and anticipate every possible question. Refrain from avoiding-the-subject tap dancing and remember there’s still value in “I do not know sir, but I will find out!” (and then go find out). Do your homework and know your job to the minutest detail. Displaying ignorance in your area of responsibility damages your legitimacy.
KNOW YOUR PLACE Dealing with SNCOs and higher-ranking officers can seem like a big status game. As a young CGO, your status, at least as far as perception of your experience is concerned, is low. Perspective of your own experience is hard to develop without more experience! As young officers, it is difficult to wear the dual hat of both OIC and new airman. Enthusiasm is essential and the lifeblood or our young military; however, take counsel from your SNCOs, don’t jump to conclusions, don’t assume anything, and don’t start a new job with grand aspirations to change their entire system without first fully understanding the process. Listen, learn, and then speak.
THINK LIKE YOUR BOSS’S BOSS Make your boss’s day by accomplishing tasks before she thinks to task you. Take an innovative approach to every assignment. Think outside the box. What does your boss’s boss need done? In other words, get to know her and learn to think like her; understand her vision and you’ll be able to anticipate changes and improvements. Keep her informed before she has to ask you for an update…communicate about everything! Be honest when asked for feedback, and don’t be afraid to address the bad as well.
AN OLDIE
BUT A
GOODIE
Maintain integrity! If you’ve committed yourself to a task, follow through. Avoid exaggerations. Readily admit to your mistakes…don’t pass the buck! Your reputation will precede you and your superiors’ impression of you will determine where you work and how you are treated. Invest in your reputation and may it know your character when they meet on the street! The CGO Corner is written by Capt Michelle Hall, is an Aerial Port Operations Officer for the 727 AMS at RAF Mildenhall and 1LT Bethany Titus, the Maintenance Training Flight Commander for the 31 MOS, Aviano AB. Next issue’s “Corner” theme: LRO – Making the Supply Chain Real. All comments or contributions should be submitted to CGOCorner@LOANational.org. If you’ve spent any time at all perusing the LOA website you may have noticed the new CGO Corner page. We are in the process of adding items to our page and sincerely want to make the CGO Corner on line, and in the ER, a useful tool. Please send your ideas, comments, suggestions, criticisms, loggie jokes, etc. to us at CGOcorner@loanational.org. K
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Chapter Updates MIDDLE GEORGIA CHAPTER – ROBINS AFB Submitted by Maj Mike Mistretta In Oct 2003, our chapter hosted one of our own, Lt Col Paul Woods (653d CLSS/CC) for a “Lunch & Learn” at the Robins Officers’ Club. Lt Col Woods is a career maintainer who was the former Chief of Maintenance Officer Assignments at HQ AFPC. The briefing, always a favorite topic with almost all officers, covered the Logistics Officer Demographics, Career Opportunities, Squadron Command and the Air Force Assignment System. Lt Col Woods provided us a great brief, which was well received. The Robins Middle Georgia Chapter had good participation at the Oct 2003 National LOA Conference in Oklahoma City. Our chapter submitted a bid package to host the 2005 National LOA Conference in Atlanta, GA and was awarded the opportunity to host this event. Special kudos to Capt “Chuck” Payne for his hard charging efforts in making this a reality for us. A new chapter meeting schedule has been established. Chapter meetings are now alternating each month between the Wellston Room at 1600 and the Robins Officers’ Club for a lunch meeting (1130-1230). Our latest efforts have been around updating chapter membership information and recruiting new or previous members. In addition, we are making efforts to reach out to the retired and civilian community around Robins in order to benefit from their vast experience in both the military and civilian worlds. If you reside in the Middle Georgia Chapter area, have been left “out of the loop”, and would like to become more involved, please contact Major Mike Mistretta, @(478) 926-4079. Our chapter continues to remain strong sponsoring tour trips to local places of logistical interest.
AIR CAPITAL CHAPTER – MCCONNELL AFB Submitted by Maj Tim Moore Despite a huge deployment commitment this year, that has yet to subside, we have managed to stay active as a chapter. In January, we hosted a senior leader visit and luncheon with BG Reno, AMC/LG. Our crowning achievement this year was that we were able to take 11 members to the National Convention. All had a great time and the experience definitely enhanced member interest in the association. In December, we had an industry tour of the Harley-Davidson assembly plant in Kansas City. This visit was also a “Chapter Exchange” as it was scheduled and hosted by the Looking Glass Chapter from Offutt AFB. Thanks to them for including us in their plans. Following the tour, we had a great luncheon with our hosts where we learned all about the Navy and the logistics involved in outfitting a nuclear submarine for a 6 month cruise.
ALAMO CHAPTER – RANDOLPH AFB Submitted by Maj Tim Pettit The Alamo Chapter in San Antonio closed out an active year of significant membership growth at a Chapter luncheon on 2 Oct. We were dazzled by our guest speaker, Major General John Barry, who enlightened us on the technical and cultural issues that NASA’s Accident Investigation Board uncovered as contributing to the Space Shuttle Columbia disaster on 1 Feb 03. The amazing digital recreations of the events leading to the Columbia’s tragic re-entry reached all of our chapter members regardless of logistics discipline — we, as Air Force officers, civilians and contractors, must address continued on following page... EXCEPTIONAL RELEASE
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the difficult technical problems in our programs, while at the same time using our leadership strengths to create and operate an organization of experts with proper checks and balance to ensure safe operations. Check out the article published in the Randolph AFB paper at www.randolph.af.mil/12ftw/wing/pa/wingspread/ and select the 10 Oct 03 issue, page 5. Several members from our chapter spent the 6 Dec 03 repairing facilities at the local Boysville, a comprehensive residential care facility providing a “home with a heart” for children in South Texas. It was an excellent opportunity and we look forward to a continuing partnership between the Alamo Chapter and Boysville. More info as well as photos of our most recent events are available on our chapter web site at www.loanational.org/alamo/ and click on “Events.” Our new board and growing membership has great plans for 2004! A balanced plate of educational briefings and tours, networking events and philanthropy projects are planned, along with a renewed emphasis on scholarship and recognition programs. Our membership is up to 80 and still growing, as we place a new priority on corporate partners as members, mentors and educators. Finally, if you’re in the San Antonio area in early May 04, come join us for an amazing golf tournament!
WRIGHT BROTHERS CHAPTER – WRIGHT PATTERSON AFB
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Submitted by Col Pam Carter The Wright Brothers Chapter has been successful in its revival, which started in Sep 03. Our local membership is now 60-plus with many members affiliated at the national level. Chapter goals are aligned with national goals, creating an environment of professional development and growth toward outstanding logistics support to the AF mission. To that end we have presented informative and educational briefings on the F/A-22, a perspective from the AF/ILP which covered the AF corporate structure support to the warfighter and mentoring, aging aircraft and the impacts on readiness, and the details on “fit to fight.” Upcoming meetings will highlight global supply chain management and civilian professional development and career management. Additionally, we are planning tours to GE and the AF Research Lab. The chapter enjoys strong senior officer support, both active duty and retiree.
SONORAN CHAPTER – LUKE AFB Submitted by 1st Lt Vaughan Whited It’s going to be a great year for Team Luke! We have elected all new executive council members and put together a promising six-month plan to help mentor our Loggies. Since returning from our Nellis trip with the BlackJack Chapter in August, we hosted Brig Gen Stringer (HQ AETC LG/CC) and he shared with us his vision for the logistic community and some career guidance for today’s logistics officers. We also received an insightful brief by Capt McKee, the new Luke AFB MPF/CC (56 MSG), concerning the Major’s promotion board selection process and what it takes to be a strong contender. With the help of our fellow Loggies across the Air Force and continued community support, we expect to visit some fantastic locations and gain some invaluable logistics leadership knowledge this year. A few of the places we plan to visit are: A Phoenix Honeywell facility, Apache helicopter plant, America West airlines, and the 161st Air Reserve Wing. Outside the local community we hope to visit Holloman AFB (F-117 and test facility), Davis-Monthan AFB (AMARC facility), Dallas Fort Worth Lockheed Martin F-16 production plant, and the F-16 Depot facility at Hill AFB. As you can see the schedule is packed for the Sonoran team but I’m sure with all your help, the new council can help make Team Luke some of the most knowledgeable logistic officers in the maintenance arena.
RAPTOR CHAPTER – TYNDALL AFB Submitted by 1st Amanda Jones-Greco Greetings from Tyndall Air Force Base, Florida…Home of Air Superiority! Tyndall is home to 78 F-15C/Ds and just 38
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recently accepted two F/A-22 aircraft. We are expecting our next Raptor to arrive in the near future as we continue to build the first ever F/A-22 squadron and enter into the world of Air Dominance. The Raptor Chapter recently toured the 82nd Aerial Target Reconnaissance Squadron (ATRS), an integral part of the 53rd Weapons Evaluation Group. The tour was led by one of our fellow maintenance officers, 1st Lt Kathy Roman. As a tenant unit, the 82nd ATRS provides the logistics behind live missile shooting operations, including small and largescale drone maintenance, control during flight and sea recovery. The tour was a great success.
CAJUN CHAPTER – BARKSDALE AFB Submitted by Capt Tim Gillaspie The Cajun Chapter at Barksdale AFB has finally been able to take a breather and make a trip to Ft Worth, TX. Lockheed-Martin graciously hosted us at their plant in Ft Worth. The plant has production lines for the F-16 and F22 and is preparing for production of the F-35 (JSF). The Lockheed Martin team gave us a great introduction to the company and their facilities. They also treated us to a presentation on the autonomic logistic systems that will be on the F-35. The future of logistics is looking very interesting based on their presentations. We also had a dinner social at the President’s (Capt LD Buerger) house. A great evening that included plenty of food and great stories but also some professional development as the 2 MSG Deputy Commander, a core communications officer, discussed some of the upcoming changes to the communications infrastructure at Cajun Chapter visits the F-35 at Lockheed-Martin Facility. Barksdale and in the Air Force.
TEXOMA CHAPTER – SHEPPARD AFB Submitted by Lt Col Richard Schwing The Texoma Chapter continued their rapid rise through the ranks of LOA in the last quarter of 2003, and had a strong showing at the National Conference in October. The chapter won the “Col James L. Hass” Award as the Best Small Chapter for 2003, Lt Col Schwing won one of only two “General George T. Babbitt” National Distinguished Service Awards for 2003, and MSgt Lance Best of the 373 TRS, Texoma Chapter, won one of five 2003 National LOA Scholarships! The Chapter took a big step at Sheppard by becoming officially recognized as a private organization in Sep 2003, with new bylaws and budget plans. In November we held our first fundraiser, the First Annual Texoma LOA Golf Tournament, that saw over 80 players and raised over $400 for the chapter budget. We had two interesting membership meetings: Lt Col Tom Robinson, 82 CONS/CC, gave a great briefing on his contingency contracting personal experiences while deployed to Bosnia. Tom got the call and was on an aircraft within 24 continued on following page... EXCEPTIONAL RELEASE
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hours for what he thought was a quick site survey that turned in to a 90+ day deployment. In December, Lt Col (ret) Dr. Terry Pohlen, Assistant Professor of Logistics, University of North Texas, gave a superb presentation on civilian/military supply chain management. Dr. Pohlen brought a unique perspective as he is a retired career USAF supply officer with extensive experience in the civilian sector also. The Texoma Chapter is planning for a big 2004. We Texoma Chapter members at the LOA National Conference OKC. are putting the finishing touches on a one-day tour to the US Army 19th Maintenance Battalion, Fort Sill, OK. This unit prepares and deploys the artillery brigades at Fort Sill, and supplies/maintains their equipment. In addition, we are planning a one-day professional development seminar at Sheppard and will invite other LOA Chapters in the Texoma region to attend.
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MCCHORD CHAPTER – MCCHORD AFB Submitted by 1st Lt Jennifer Griswold Looking back on the last few months of 2003, it has been a busy but rewarding year for the McChord LOA. Our chapter’s most recent event was a VIP tour of the Everett, WA Boeing production facilities sponsored by our Boeing counterparts. At the Everett site, we were privileged to witness every step of their “lean production” process on the 727, 747, and 777 aircraft in one of the largest aircraft hangars in the world. It was an extremely educational and enjoyable experience! To add to that, we have had several exciting DV visits and presentations. In October, Lt Gen (ret) Michael E. Zettler visited McChord to present us the 2002 Clements McMullen Memorial Daedalion Weapons System Maintenance Trophy for the U.S. Air Force. Not long after, Brig Gen Loren M. Reno, the AMC Director of Logistics (A4), traveled to McChord on a site visit to observe our logistics processes. While here, he spoke to the LOA on the subject of leadership and recognized our LOA president, Maj Greg Endris, for being the Air Force Lew Allen Winner in the Field Grade Officer category. Overall, it has been a great year...We look forward to 2004 being just as successful!! Best Wishes from the McChord LOA!
EMERALD COAST CHAPTER – EGLIN AFB Submitted by Maj Joe Baniak The Emerald Coast Chapter over the past year hosted some great speakers for our LOA members. The Chapter joined forces over the summer with the Air Commando Chapter out of Hurlburt to host Lt Gen Michael Zettler (HQ USAF/IL)for a LOA Luncheon at the Hurlburt Officers Club. Lt Gen Zettler talked about his vision of what LOA means to Professional Loggies and how important it is from a mission standpoint as well as officer development. The chapters presented a cash donation to the Air Force Enlisted Foundation Bob Hope Village in honor of Lt Gen Zettler’s visit to the Emerald Coast. In September the chapter sent 12 motivated members to the LOA Conference in Oklahoma City. In October we hosted Maj Gen Doug Metcalf (AF LOA Reserve Command Advisor.) who spoke about his Air Force
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career and long-time involvement with LOA. In December Lt Col Steve Morani, Commandant of the Advanced Maintenance and Munitions Officer School (AMMOS) at Nellis gave us a presentation on the AMMOS curriculum and selection process.
HIGH FLIGHT CHAPTER - BEALE AFB Submitted by Lt Jared Eros This has been a busy quarter for the High Flight Chapter at Beale AFB. In early October, seven members of our chapter were able to take a professional development field trip to Travis AFB to learn about the Aerial Port Squadron, C5, and KC-10 airframes. Mid-October was highlighted by the LOA Conference in Oklahoma City. Beale AFB was well represented at the Conference, sending 10 members. The Conference provided great briefings, educational seminars, enabled more logistics cross talk and mentoring opportunities, and even allowed for some great socializing with old friends and co-workers. Although there was much knowledge taken home by our members, Beale took home its share of the hardware too. Major Kathy GoForth was honored with the Major General Mary L. Saunders Distinguished Service Award and MSgt Todd Tipton was a LOA National Scholarship recipient. November was a relatively quiet month, but things kick-started back up again in early December with our luncheon with Brigadier General Powers. During this luncheon, the General outlined the new plan for Total Force Development. There was also discussion of the new officer assignment system and changes being made to the website that allow more say in assignments Scholarship recipient MSgt Tipton. Major GoForth honored. and chosen career path.
WASATCH WARRIORS — HILL AFB Submitted by Capt Audrey Page Greetings from Utah!! It’s been a busy fall for the Hill AFB Wasatch Warrior Chapter. In August, we were lucky to host a former Hill LOA President, Col Pete Ryner, 388 MXG/CC. He shared his insights with us on the cusp of his retirement in November 2003 after a distinguished 30-year career. He will be missed. In early Sept, we were fortunate to have Brig Gen (sel) Robert McMahon, OO-ALC/MA, become our Chapter Senior Advisor. On 19 Sep, we hosted our third annual LOA Dining-In with our new center commander, Major General Kevin J. Sullivan, as our distinguished speaker. The theme was “100 Years of Flight, 56 Years as an Air Force” and was held at the Hill AFB Museum. Major General Sullivan spoke of his personal experiences from the Pentagon on the preparation and execution of Operation IRAQI FREEDOM and the challenges logisticians from around the world experience. In October Col Timothy Bair gave us an insightful and truly outstanding briefing on his experiences as a maintenance member on the Columbia Accident Investigation Team. In addition, we sent many members of our local chapter to the LOA National Conference in Oklahoma City. As a personal highlight, Hill’s LOA received two National awards; The continued on following page... EXCEPTIONAL RELEASE
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Outstanding Chapter of the Year Award (Large Chapter Category) and Major David Dutcher was announced as the Chapter Distinguished Service Award winner. In December, we hosted a LOA Holiday Social that included a visit from Santa! He even had LOA merchandise to pass out as door prizes. It was an event enjoyed by all.
WOLFPACK CHAPTER – KUNSAN AIRBASE Submitted by 1LT Nathan McLeod-Hughes The Kunsan Wolfpack Chapter has gone through a revitalization process and is now back up and running strong. Currently, we have eleven national members, and striving for more. In our first couple of months, we hosted a very productive membership drive and had a luncheon with the PACAF Munitions Division Chief as our guest speaker. We also have several projects in the works such as: a trip to the Gimhae F-16 depot; working on integrating the local Army and ROKAF logisticians into the chapter; and instituting an exchange program for the maintenance and logistics readiness officers in order to help improve everyone’s view of the Logistics process here at the “Kun.” Wolfpack...ready to take the fight north!
MISS VEEDOL CHAPTER — MISAWA AB E R : C H A P T E R U P D AT E S
Submitted by Lt Col Jim Eilers It’s been an exciting and successful year for the Miss Veedol Chapter and this past quarter has been exceptionally thrilling. October was all work and no play. The PACAF IG visited to conduct Misawa’s Operational Readiness Inspection. Bottom-line…we did GREAT! Misawa was rated “Excellent” in all 4 Major Functional areas: Initial Response, Employment, Mission Support, and Ability to Survive and Operate. This was a first in the command, but best of all, Logistics was rated “Outstanding,” another first in the command! Needless to say, we’re all very proud of our performance. Everyone has worked extraordinarily hard and I can tell you first hand, Logistics is providing outstanding support to the 35th Fighter Wing and tenant units! In November we continued our professional development programs where we had the opportunity to host a luncheon for Mr. Ron Orr, Principal Deputy Assistant Secretary of the Air Force for Installations, Environment and Logistics, Headquarters U.S. Air Force, Washington, D.C. We also sponsored a luncheon for Brig Gen Polly Peyer, Pacific Air Forces, Director of Logistics. Both of these events were a huge success and had great turnouts. Mr. Orr’s comments focused on Transformation, the future of the Air Force and how we will look. He mentioned the upcoming BRAC will play a large role, particularly overseas. It will be interesting to see how it all unfolds. Brig Gen Peyer shared her views on Information Technology and its impact on the future of logistics. Our future aircraft, such as the F-22 and the Joint Strike Fighter, are being designed with more emphasis on logistics, as well making them a better weapon system platform for our pilots. These changes will reduce the logistics pipeline and increase maintainability and reliability. Both stated this is an exciting time to be a logistician and with all the upcoming changes there are plenty of logistics career opportunities. Mr. Orr and Brig Gen Peyer are longtime LOA members and highly encouraged participation in professional organizations, especially LOA! We’re looking forward to the upcoming year as we have some exciting events on the drawing board. We’ll keep you posted. K BG Peyer and Lt Col Eilers
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Lt Col Eilers presents Mr. Ron Orr with a Misawa memento
Give Them the Recognition They Deserve! Do you know someone who always goes above and beyond? Nominate those deserving individuals for a National Award! Nominations are Due 30 July. M I C H A E L E . Z E T T L E R L I F E T I M E A C H I E V E M E N T A W A R D - This award recognizes members of the Logistics Officer Association who have demonstrated sustained superior leadership in service to this organization. The nominees for this award will have at least 20 years of service in a logistics related career and also at least 10 years of membership in the LOA. G E O R G E T. B A B B I T T A W A R D - This award recognizes the two LOA National members who made the greatest contributions to the furthering of LOA National’s goals and objectives. M A R Y L . S A U N D E R S C H A P T E R D I S T I N G U I S H E D S E R V I C E A W A R D - This award recognizes the three LOA National members who made the greatest contributions in support of their local LOA Chapter activities. D O N A L D J . W E T E K A M C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (large category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. J A M E S L . H A S S C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (small category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement. All nominations are due by 30 July and should be sent via e-mail to treasurer@loanational.org. Chapter leadership should refer to http://www.loanational.org/g-5.htm for specific guidance on award nominations.
On the Move COL JOE BROZENA WRITES: This past summer we moved down the coast to Fresno, California where I became the Commander of AFROTC Detachment 035 at Fresno State University. The jump to the college environment has been refreshing and rewarding in that you just cannot beat working with today’s highly motivated young men and women who are going to be the leaders of tomorrow’s Air Force.
ER: ON
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COL RICK JONES WRITES: Greetings to all from the world famous Wolfpack. I’m the Maintenance Group Commander and I’m having more fun than the law allows. I’m working with some great warriors in a great theater of operations. “It just don’t get no better than this!” Come and visit - otherwise, see all of you at National next year. Best of luck. MAJ LEE BRIDGES WRITES: I moved to Dyess AFB. I’m currently the Maintenance Operations Officer for the 7th Component Maintenance Squadron. MAJ ROBERT MAXWELL WRITES: Well I’ve finally been voted off the island! I’ve left Keflavik, and have landed safely at Langley, at the Air Force C2 & ISR Center (AFC2ISRC) to work mobility/logistics issues. Anyone with issues, especially as they relate to integration of inter/intra theater mobility and CAOC C2, please feel free to send them my way. COL (RET) RONNE G. MERCER WRITES: Recently retired after 37+ years of service, with 33 years in logistics. I was most recently Commander, Air Force Logistics Management Agency at Maxwell AFB. Also served as 58th Logistics Group CC at Kirtland AFB and 341st/840th Supply Sq CC at Malmstrom AFB and, in addition to logistics staff tours with AF Inspection Agency at Kirtland AFB, HQ USPACOM at Camp Smith Hawaii, HQ ATC at Randolph AFB, and USMTM-SA at Dhahran AB Saudi Arabia, I’ve served base-level logistics tours at Norton AFB, McClellan AFB, Karamursel CDI Turkey, George AFB, Kelly AFB. A graduate of AFIT’s Logistics
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Management master’s degree program and attended ACSC and AWC in residence at Maxwell AFB. Although I have no post-retirement employment plans I’ll keep my eye on logistics happenings within the AF and DoD.
COL HOWARD J. HEMEON III WRITES: After a great tour working for Special Operations Command, Pacific, I pinned on O-6 in 2003 and was selected to be the Maintenance Group Commander at Pope. PCS’d and assumed command on 22 Aug 2003. CAPT AJ MIMS WRITES: I’ve just completed a fun, fast-paced tour in the joint/combined logistics planning world at 7 AF, Osan AB, ROK. I’m now the OIC, Air Freight at the 723d AMS at Ramstein. If you’re passing through, look me up (as several of you have already!) LT COL (RET) EARL G SHAFER WRITES: Since my retirement in 2001 I spent almost three years at the American Institute in Taiwan doing Foreign Military Sales with their Air Force. In Dec 03 I moved back to Wright Patterson AFB and I am working there in AFSAC with the Taiwan FMS program. Still pressing on with F16’s. MAJ MATT GODDARD WRITES: Leaving Wright Patterson and AFRL to go to 552 AWACs at Tinker AFB in April of 04. Looking forward to getting back into the field. COL GARY BRYSON WRITES: I just (about 6 months ago) left Kunsan as the first of the new MX Group commanders. We transformed (to coin a phrase) from the LG construct to the CWO MXG on Aug 5 of 2002. As I recall, it took about 10 minutes for the organization to form as the MXG vice LG. All the moving parts worked and all the MX officers and technicians at Kunsan did a wonderful job for the year there. Now, I am Chief of ACC/LGW and ACC Munitions. A couple years here and we will have to wait to see what the future then holds. gary.bryson@langley.af.mil K
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