AFSC cements status as strategic asset, efficiency pioneer Published Oct. 11, 2013 By Brandice J. O'Brien Tinker Public Affairs TINKER AIR FORCE BASE, Okla. -- The Air Force Sustainment Center is a strategic asset that is not only gaining attention for its ability to generate airpower, but for its business approach as well. Listening to the center's director of logistics and its three air logistics complex commanders, it's clear the center's current successes are the result of an enviable level of teamwork, a guiding leadership model and a resilient belief in the AFSC Way. In developing the center's strategic vision for cost-effective readiness, AFSC Director of Logistics, Gilbert Montoya, said some of the challenges were expected. Others, such as the furlough and sequestration, were not. "Change is always hard for people and that was a traditional challenge we expected going in. Standing up a new organization with new leadership and new integration points was another expected challenge," he said. "Dealing with these challenges while adapting to sequestration and the impact of furloughs on the workforce was not in our early playbook." Mr. Montoya was quick to point out that the military, civilian and contract employees across the center's three complexes, three air base wings and two supply chain management wings have met every challenge with tremendous commitment and pride in what was being accomplished. "Despite all of the challenges, the workforce never lost sight of what was important. They continued to focus on supporting the warfighter and on pioneering new ways to obtain 'Art of the Possible' results," said Mr. Montoya. "From July 2012 through July 2013, we increased our depot aircraft production by 20 percent, cut critical parts shortages by 25 percent, reduced work-stoppage related to parts by 18 percent and sliced backorders by 21 percent," said Mr. Montoya. The logistics director attributed these and other AFSC-wide successes as the product of a commitment to "The AFSC Way." The AFSC Way is a deliberate and standard systems approach that enables personnel on any level to strive for the best and meet their goals. The approach synchronizes the elements of success - people, resources and processes - to achieve a common goal. By using common goals as the central element, each level within the organization should determine their path forward within the AFSC Way. Goals flow down from the AFSC's overall strategic plan to the lowest levels of the center. The center's three air logistics complex commanders also cited the importance of the AFSC Way. "Setting up the AFSC was more than a simple realignment of resources and personnel. It resulted in a whole new way of thinking about sustainment," said Brig. Gen. Gene Kirkland, Oklahoma City Air Logistics Complex commander. "The integration of depot maintenance and supply chain within a single command created an entirely new culture. This required a different way of thinking for our depot, but it also opened up new possibilities for cost-effective readiness." Brig. Gen. Cedric George, commander of Warner Robins Air Logistics Complex, Ga., said: "We didn't just combine three cultures, but we created a new culture that leveraged the strength of all three depots." Prior to merging the supply chain management wings and maintenance complexes under one center, General George said maintenance personnel naturally envisioned supply chain employees as a supporting role. Yet, now that they build, plan and execute together, both organizations are able to grasp the all-important partnership. "It has enhanced the level of cooperation and teamwork from two-fold to three-fold," the general said. The change in mindset and effort has proved to be equally successful at the Ogden Air Logistics Complex at Hill AFB, Utah, as well. "Air Force Sustainment Center organizations maintain production based metrics that define how well we are doing in meeting customer requirements. These are reviewed weekly by AFSC organizations, during the AFSC production review, to identify areas of concern as well as benchmark best practices. Inputs are provided by the wings and complexes and consolidated at the AFSC level," said OO-ALC Commander Maj. Gen. Brent Baker. "To-date, these improvements reflect a 20 percent increase in production capability across the center, as well as providing data to improve on our production processes. Our No. 1 goal is meeting the warfighter's needs, and utilizing this information assists us in achieving that goal." General Kirkland said Tinker has utilized the gated process for aircraft programmed depot maintenance and full engine overhauls. The gated process monitors progress in small portions or "gates." "By breaking down maintenance actions into logical groupings of work, we are able to identify areas in our production processes where we can do things smarter," the general said. "This helps us make smart decisions to increase speed and quality while decreasing costs, improving the product we deliver to the warfighter." General George said WR- ALC has had several accomplishments. So far in fiscal 2013, personnel produced 162 aircraft. Programmed depot maintenance has had the lowest rate of "work-in-progress" to date, compliments of more discipline and understanding the science of the business versus the art of being good. Warner Robins has also reduced its C-130 Hercules flow days by 32 percent. "These successes reinforce what we believe," said General George. "If we do things the right way and create capacity, it will allow decision makers to move workload into that capacity. We're creating speed and capacity within our production machine." General Baker said the OO-ALC has realized many successes, too. "Prior to the furlough we were 50,000 hours over production, with a 99 percent 'on-time' aircraft-delivery rate, and running $126-million under budget, General Baker said. "We drove rigor and discipline into the workload review process, executing fiscal 2013 workload production to within 1 percent of plan," he said. "We stood up management/oversight of engine management across the complex at five operating locations ensuring maximum positive inventory control resulting in Logistics Compliance Assessment Program write-up resolution and kudos from follow-up LCAP inspections. We also activated the first organic F-35 Lightning II commodity - doors and panels - depot level repair capability resulting in bringing new work to the complex." As the AFSC matures, Mr. Montoya said the center will continue to strive for better and more challenging goals to drive even higher levels of cost effective readiness. "Sometimes the worst thing that can happen to keep you from becoming great is accepting you're good enough," he said. "I think the (AFSC) commander's 'Art of the Possible' mindset, which is about beating world-record results - takes that out of the equation. I think 'Art of the Possible' is the real key to how we keep moving forward."
AFSC cements status as strategic asset, efficiency pioneer Published Oct. 11, 2013 By Brandice J. O'Brien Tinker Public Affairs TINKER AIR FORCE BASE, Okla. -- The Air Force Sustainment Center is a strategic asset that is not only gaining attention for its ability to generate airpower, but for its business approach as well. Listening to the center's director of logistics and its three air logistics complex commanders, it's clear the center's current successes are the result of an enviable level of teamwork, a guiding leadership model and a resilient belief in the AFSC Way. In developing the center's strategic vision for cost-effective readiness, AFSC Director of Logistics, Gilbert Montoya, said some of the challenges were expected. Others, such as the furlough and sequestration, were not. "Change is always hard for people and that was a traditional challenge we expected going in. Standing up a new organization with new leadership and new integration points was another expected challenge," he said. "Dealing with these challenges while adapting to sequestration and the impact of furloughs on the workforce was not in our early playbook." Mr. Montoya was quick to point out that the military, civilian and contract employees across the center's three complexes, three air base wings and two supply chain management wings have met every challenge with tremendous commitment and pride in what was being accomplished. "Despite all of the challenges, the workforce never lost sight of what was important. They continued to focus on supporting the warfighter and on pioneering new ways to obtain 'Art of the Possible' results," said Mr. Montoya. "From July 2012 through July 2013, we increased our depot aircraft production by 20 percent, cut critical parts shortages by 25 percent, reduced work-stoppage related to parts by 18 percent and sliced backorders by 21 percent," said Mr. Montoya. The logistics director attributed these and other AFSC-wide successes as the product of a commitment to "The AFSC Way." The AFSC Way is a deliberate and standard systems approach that enables personnel on any level to strive for the best and meet their goals. The approach synchronizes the elements of success - people, resources and processes - to achieve a common goal. By using common goals as the central element, each level within the organization should determine their path forward within the AFSC Way. Goals flow down from the AFSC's overall strategic plan to the lowest levels of the center. The center's three air logistics complex commanders also cited the importance of the AFSC Way. "Setting up the AFSC was more than a simple realignment of resources and personnel. It resulted in a whole new way of thinking about sustainment," said Brig. Gen. Gene Kirkland, Oklahoma City Air Logistics Complex commander. "The integration of depot maintenance and supply chain within a single command created an entirely new culture. This required a different way of thinking for our depot, but it also opened up new possibilities for cost-effective readiness." Brig. Gen. Cedric George, commander of Warner Robins Air Logistics Complex, Ga., said: "We didn't just combine three cultures, but we created a new culture that leveraged the strength of all three depots." Prior to merging the supply chain management wings and maintenance complexes under one center, General George said maintenance personnel naturally envisioned supply chain employees as a supporting role. Yet, now that they build, plan and execute together, both organizations are able to grasp the all-important partnership. "It has enhanced the level of cooperation and teamwork from two-fold to three-fold," the general said. The change in mindset and effort has proved to be equally successful at the Ogden Air Logistics Complex at Hill AFB, Utah, as well. "Air Force Sustainment Center organizations maintain production based metrics that define how well we are doing in meeting customer requirements. These are reviewed weekly by AFSC organizations, during the AFSC production review, to identify areas of concern as well as benchmark best practices. Inputs are provided by the wings and complexes and consolidated at the AFSC level," said OO-ALC Commander Maj. Gen. Brent Baker. "To-date, these improvements reflect a 20 percent increase in production capability across the center, as well as providing data to improve on our production processes. Our No. 1 goal is meeting the warfighter's needs, and utilizing this information assists us in achieving that goal." General Kirkland said Tinker has utilized the gated process for aircraft programmed depot maintenance and full engine overhauls. The gated process monitors progress in small portions or "gates." "By breaking down maintenance actions into logical groupings of work, we are able to identify areas in our production processes where we can do things smarter," the general said. "This helps us make smart decisions to increase speed and quality while decreasing costs, improving the product we deliver to the warfighter." General George said WR- ALC has had several accomplishments. So far in fiscal 2013, personnel produced 162 aircraft. Programmed depot maintenance has had the lowest rate of "work-in-progress" to date, compliments of more discipline and understanding the science of the business versus the art of being good. Warner Robins has also reduced its C-130 Hercules flow days by 32 percent. "These successes reinforce what we believe," said General George. "If we do things the right way and create capacity, it will allow decision makers to move workload into that capacity. We're creating speed and capacity within our production machine." General Baker said the OO-ALC has realized many successes, too. "Prior to the furlough we were 50,000 hours over production, with a 99 percent 'on-time' aircraft-delivery rate, and running $126-million under budget, General Baker said. "We drove rigor and discipline into the workload review process, executing fiscal 2013 workload production to within 1 percent of plan," he said. "We stood up management/oversight of engine management across the complex at five operating locations ensuring maximum positive inventory control resulting in Logistics Compliance Assessment Program write-up resolution and kudos from follow-up LCAP inspections. We also activated the first organic F-35 Lightning II commodity - doors and panels - depot level repair capability resulting in bringing new work to the complex." As the AFSC matures, Mr. Montoya said the center will continue to strive for better and more challenging goals to drive even higher levels of cost effective readiness. "Sometimes the worst thing that can happen to keep you from becoming great is accepting you're good enough," he said. "I think the (AFSC) commander's 'Art of the Possible' mindset, which is about beating world-record results - takes that out of the equation. I think 'Art of the Possible' is the real key to how we keep moving forward."