- Developed and received approval for the Combat Weather Facility core concept of operations.

- Conducted the first COMBAT THUNDER weather exercise, the first-ever Combat/Field Skills class for Air Force Weather personnel, two COMBAT LIGHTNING field training courses, and numerous on-and off-site supplemental battlefield weather equipment and communications training courses.

- Developed and distributed lesson plans for battlefield weather operations.

- Interfaced with experts from the Air Force Major Commands (MAJCOMs), Army Research Laboratory, Special Operations Forces, Air National Guard, Naval Meteorological and Oceanographic Command, academia, and industry.

- Began identifying and solving class combat weather problems by calling for Army and Air Force Major Command after action reports and observing major DoD exercises.

- Hosted and participated in the Small Tactical Terminal's Initial Operational Test and Evaluation and conducted Small Tactical Terminal transportability tests.

- Began developing and refining the "Own the Weather" concept in conjunction with the Army Research Laboratory.

- Hosted a forum on Special Operations Forces training deficiencies.

- Began development of the first Air Force Weather field grade officer's battlespace management exercise. The Combat Weather Facility is the result of a successful partnership between Air Weather Service and Air Education & Training Command for equipping Air Force Weather warriors with battlefield skills and effective state-of-the-art deployable weather equipment and specialized weather observing and forecasting techniques.

The Combat Weather Facility's most dramatic success story to date is the early cultivation of future "weather warriors" through the Combat Field Skills class. Combat Field Skills instruction is directed at the newest members of the Air Force Weather community. The class covers shortfalls in "basic soldiering" identified by MAJCOM representatives at a special Utilization and Training Workshop completed in FY 1995. The Combat Field Skills course will increase the combat readiness of Air Force Weather and provide a more mission-ready graduate. The instruction focuses on learning about deployable weather equipment and improving survivability in a hostile environment.

- The process action team for Coalition Building, "the Chief's process action team," has begun a thorough review of Security Assistance procedures as they relate to the expeditious transfer of defense material and services to coalition partners. In particular, the process action team has focused on "road blocks" associated with transfers of US excess defense articles. The process action team has identified and prioritized obstacles in the transfer process and will meet again to propose solutions and strategies.

- The process action team on Organizational Relationships has begun a comprehensive review of Security Assistance relationships throughout the Air Force and identified several areas, from parochial interests to process redundancies, which prevent efficient utilization of manpower and resources. The team met again to complete a Security Assistance inter-agency manpower assessment and begin identifying fixes for better manpower utilization.

- The process action team on Security Assistance Case Management has begun to baseline the case management process and identify barriers which result in delays in meeting customer requirements and prevent efficient process flow from case inception to case closure. The team met again to brainstorm solutions.

- The process action team on Financial Procedures has begun the process of identifying inefficiencies in Foreign Military Case accounting and financial procedures which need to be streamlined. These include procedures for recoupment of non-recurring costs, manpower accounting, resource funding, direct fund cite procedures, as well as pricing procedures for providing other data to customers.

- The process action team on International Education and Training, which began work last year, is now assessing information cross-flow among education and training providers and identifying changes which will result in a more efficient use of training resources. In addition, the team has already compiled and released a user friendly Air Force Catalogue of Education & Training Courses for Security Assistance Officers' use in the field. At present, the team is staffing an initiative to expand the Inter-American Air Forces Academy to other International Military Education and Training eligible countries, and is studying problems associated with expanded F-16 international flight training.

- The Worldwide Warehouse Redistribution Services concept proposes a global redistribution service to relocate non-Significant Military Equipment Foreign Military Case customer spare parts and support equipment (hereafter referred to as assets or material) to improve fill times of Foreign Military Case requisitions, reduce material and support costs, and provide revenue to material sellers which may be reinvested in the US Government's Foreign Military Case program. The collection of service fees for redistributions will enable Worldwide Warehouse Redistribution Services to become a self-funded project. Air Force Materiel Command Commander has approved the concept and it is currently undergoing legal reviews within Air Force General Council and Defense Security Assistance Agency.

- C4I Architecture. This effort focuses on establishing and applying common standards in

C4I systems in development. A comprehensive set of C4I architectures is key to developing an effective, interoperable, seamless and secure C4I capability.

- Base Network Control Center. The Base Network Control Center is the single point for

base network management and C4I systems problem resolution. It will automate all administration actions associated with trouble documentation and reporting, troubleshooting and repairing outages, and rerouting C4I services to fully operational systems, thus reducing the cycle time of the maintenance technician and providing better service to the customer.

- Combat Information Transport System. Combat Information Transport System will

provide information transport nodes and fiber optic distribution systems on base capable of supporting transfer rates of 100M bytes per second and beyond. Faster transportation of information will result in the ability for the war fighters to gain access to more information and types of information (e.g., voice, data, video, imagery), in a shorter amount of time, to make vital force management and project decisions.

- Airborne Communications Backbone Architecture. The Airborne Communications

Backbone Architecture focuses on establishment and implementation of a single architectural standard to support the command, control and communication requirements of our aircraft. A commercial backbone communications bus and associated control equipment is used for support of the basic communications capabilities. This architecture supports continual enhancements to the airborne communications capabilities to encompass new requirements or technologies, while reducing the time required for aircraft modification.

- Visual Mediums. Air Force IG has established a goal to reduce substantially travel

required to conduct reviews, inquiries, and investigations by using video teleconferencing and other electronic communications media. This is a significant departure from how IG currently conducts business--sure to streamline processes and save resources. Limitations are not the technology, but the shortage of sufficient video teleconferencing facilities worldwide.

- Electronic Bulletin Boards. Air Force IG is pursuing efforts to establish a world-class

Electronic Bulletin Board. The goal is to transmit and allow on-line searches of Operational Readiness Inspections, Quality Air Force Assessments and other documents. Air Force IG will save time and money by not having to reproduce and distribute these products, and the result will improve access for the Air Force community.

- Centrally Managed Allotments. This is a central fund available to all Medical Treatment

Facilities and facilities which support Medical Treatment Facilities. Funds from this account are used to pay medical care and related travel for active duty personnel. Currently, Air Staff maintains and manages the Centrally Managed Allotments. The process was streamlined by allocating Centrally Managed Allotments dollars for management at the local level.

- Timely and Complete Response to Congressional Inquiries. Timely and complete

response to congressional inquiries is often a problem due to a desire by Wing Commanders to coordinate information released from all Medical Treatment Facilities to the Surgeon General's Office. Timeliness in answering congressional inquiries is a sensitive issue. It is critical that appropriate information is forwarded to Surgeon General Inquiries promptly. Surgeon General Inquiries filter information provided by all Medical Treatment Facilities and has technical information thoroughly screened at Air Staff level prior to its release, ensuring only pertinent information is provided in the final reply. This coordination includes clinical consults and general counsel expertise. Cycle time will be greatly reduced when direct response to Surgeon General Inquiries from the Military Training Flights is made with information copies to Wing Commanders.

- Reduced Headquarters staff work front-end tasker "handling" time by 91%. By evaluating the internal business processes, the Air Force Executive Services Division determines who should be eliminated from the process. The result -- taskers delivered to organizations faster. Those persons eliminated were the proverbial "checkers checking checkers." Once they treated this major affliction (called Distrust) that plagues the Pentagon Staff Work process, employee interrelationships improved.

- Reduced Air Force Executive Services Division front-end tasker "idle" time by 25%.

Again, by evaluating their business process, the Air Force determined they could use existing technology, i.e., FAX machines, to save on the time "suspensed" taskers sit idle in a mailbin waiting to be picked up. By reducing the tasker and the idle time we've experienced measurable gains.

- These are just two examples of the progress to date that relates to cycle time. In early

1995, the Air Staff began a "workflow" technology prototype that is now incorporated across the entire headquarters staff. This resulted in (1) reduced administrative initiative processing/times, (2) improved on-time completion rates, (3) quality decision making, (4) development of a corporate memory, and (5) dollar savings through information infrastructure consolidation and standardization. Improvements in cycle time are being experienced, but not just because we introduced this leading edge technology. Instead, the "focus on the process," through an application of Quality methods to understand, evaluate, and streamline the Staff Work process is what truly produced the substantive savings.

- The cadet disenrollment process time was trimmed by 66 percent to 34 work days.

- Time required to put supply items in the hands of civil engineer craftsmen was reduced

from an average of 60 days to less than 30 days.

- Time required to process medical profiles was reduced from an average of 112 days to 14

days maximum.

- Time to get a consult medical appointment went from 19 days to 2 days.

- Cadet in-processing time was reduced 20 percent (with 100 percent accuracy) over the

previous record time, even though the number of cadets being processed increased 15 percent.

- Bar Code Application of Automated Data Processing Equipment Inventory: A

Personal Computer Inventory Processing Management System has been developed to track and account for equipment inventories. System was released for AF-wide distribution August 1995.

- United States Air Force Academy Inventory Management System: Uses bar-code

technology at clothing issue points to expedite the initial issue of clothing to each cadet class. Warehouse reconciliation processing time as well as on-hand inventories have significantly been reduced. This System has been exported to US Military Academy West Point.

- Air Force Medical Center Information Management System: Uses image document

scanning and bar-codes to store, track, and retrieve specimen reports.

- Tool Control System: System provides control of all tools, test equipment, & technical

publications required by using bar-code equipment and technology. This System was exported to 108 Air Force users.

- Base Civil Engineer Automated Identification Systems: This project inserts the use of

bar codes, bar code scanners, portable terminals, bar code printers, and pen based terminals into key Base Civil Engineer functional areas. The applications include inventory management and tracking, item inspections, labor reporting, item inspections, labor reporting, personnel tracking, and service contract management oversight. Project under development and on track with an estimated completion date of October 1996.

- Supply Asset Tracking System: Using Radio Frequency Identification Technology, the

System provides real-time information relating to asset location, inventory, and information required to streamline and dramatically reduce labor related costs. The system will also assist in the redesign of process flows to reduce repair time. This technology is being used at Shaw Air Force Base (in conjunction with the Standard Base Supply System, Eglin Air Force Base (in conjunction with Cargo Movement Operation Systems), and Kelly Air Force Base (in the Technical Order Distribution Warehouse).

- Automated Fuels Service Station/Dispensing System: A micro computer based control

and data acquisition system designed to authorize, monitor, and electronically record fuel dispensing at military service stations, which eliminates forms and reduces error rate. This system captures data using a data key and is also used for alternated fueled vehicles/aircraft. The microchip project automatically collects fuel dispensing transactions at the point of sale during refueling/defueling. This McDonnell Douglas prototype system is designed to transmit global positioning system data to a central location for command and control. The contract has been awarded and implementation in progress for the automated fuels service station. For the fuel dispensing system, prototype demo conducted November 1995. Future demos will be conducted on the 2-dimension imaging system on in-flight refueling transactions with McDonnell Douglas.

- Established a faster data connection to Air Mobility Command.

- Helped Defense Logistics Agency establish a faster data connection with the Defense

Automated Addressing System Center.

- Transferred air logistics centers stock control and distribution records quicker.

- Established dial-up access to our automated systems.

- Established improved data connection with the GSA.

- Stock Control & Distribution. Move the process from a labor intensive, redundant,

complicated process to a more simplified model that utilizes the fundamental tenants of Lean Logistics.

- Requirements Determination. Utilize customer needs to develop a requirements

determination and budgeting process that is flexible, timely, simple, less manpower intensive and adopts the principles of Lean Logistics.

- Workload Management. Create a seamless process able to support requirements at the

best source (DoD or contract) in a demand-based environment. Use a knowledge base that provides "at a glance" ability to identify the best throughput ability and best use of sources, displays "lean" characteristics, provides a more stable workloading and pricing process, and provides a responsive demand-based process.

- Production. Processes must be aggressively responsive to customer requirements for

better, cheaper, faster products and services, develop a cost conscious culture operating at a profit so sales rates can be reduced, increase throughput and reduce operating expenses and inventories, incorporate the latest technologies and innovations to respond to demand based customer requirements and lean logistics, and provide quality goods and services by continued maturation of Quality Air Force (Total Quality Management) policies and practices.

- Depot Maintenance Business Area Operations. Assure proper allocation and control of

expenditure of resources, track and project financial performance in a timely manner, be understandable by both customers and process owners, assure financial process achieves the goal of providing maintenance at the best value, provide savings back to customers within 12 months of achieving savings.

The objectives of these reengineering efforts are to: Reduce the cost of depot maintenance by 30 percent by FY 1997 with additional cost reductions of 5 percent per year through FY 2001. Improve schedule and quality performance by 10 percent over the same period, and to improve linkage and responsiveness of processes to customer requirements and operations tempo. Currently, all five teams have developed "to be" processes and prototype systems that support Lean Logistics principles. These "to be" processes and supporting systems are being prototype tested in five different shops. A sixth team was chartered in June 1995 to reengineer supply support to the production line. The vision of this new team is to reengineer the supply processes so that production will have all the piece parts necessary to repair an item whenever a repair action is required. The Supply Reengineering Team is not only reengineering the supply system but will be reengineering the supporting bit and piece part procurement process. All six of the reengineering teams are developing plans in preparation for a prototype at a single shop to form a single new logistics model.

- Reusable Container Program: Program requires all activities to participate on the reclamation and reutilization of Short-life and Long-life Reusable Containers.

- Support Equipment Engineered into Specialized, Reusable, Shipping and Storage Containers: Reusable containers are designed, engineered, and constructed to support specialized equipment.

- Special Packaging Instruction Development and Distribution System: Reengineering the DoD Special Packaging Instruction development and distribution process into a "standardized" system such as the Air Force Special Packaging Instruction Development and Distribution System would automate many associated functions thereby reducing overall DoD cycle times and costs.

- Family of Munitions Containers: This project is a reengineering effort that will produce three to six containers that will replace most of the 200 current munitions containers, thus significantly reducing associated costs.

- Both 2-Level Maintenance and Lean Logistics address the depot maintenance cycling of

repairable assets. Individual efforts within each function focus on processes within various weapon systems or are tied to specific functional assemblies. Currently, each effort has the potential of significantly reducing the cycle time for depot maintenance. These efforts include: 2-Level Maintenance sub-processes for engine maintenance, 2-Level Maintenance subprocesses for avionics maintenance, Lean Logistics customer demand driven repair, Lean Logistics demand driven supply support, Lean Logistics fast transportation, Defense Logistics Agency processing improvements, B-1 Bomber Programmed Depot Maintenance Scheduling System to improve availability of repair parts, and collocation of supply and maintenance at some locations.

- A number of integrated product teams have been formed to improve cycle times. One

integrated product team is developing significant improvements in the way parts are forecast, obtained, and controlled so they are available when and where they are needed. Another integrated product teams has mapped and automated the flow paths for the entire maintenance package to allow real time tracking and scheduling of individual tasks. Finally, another effort is aimed at training a significant portion of the work force as "multi-skilled' mechanics which allows workers to do a variety of work.

- A Basic Order Agreement is in effect with a contractor. The Basic Order Agreement

streamlines the acquisition process by incorporating only those contract clauses/requirements which apply to commercial items. It provides the buyer a template which requires only a minimum number of blocks to be completed. A new contract document need not be prepared each time a commercial item is needed. The process has significantly reduced lead times.

- The Spares Administration Lead Time Process Improvement Team has been working in

conjunction with the Propulsion Product Directorate to improve acquisition from a contractor. Proposals can be solicited on a range quote basis, allowing the Air Force to adjust the actual requirement without resolicitation. The team consists of all players from government and contractor who reviewed all processes to determine essentiality and effectiveness. Processing of the contract buys has been reduced 45 days.

- Other efforts to achieve more flexible procurement processes include expanded use of

oral solicitations for small purchases, use of requirement contracts, modification of overhaul and repair contracts to meet lean logistics objectives, flexible initial order quantities, multiple year contracting methods, and option based purchase requests. The Propulsion Directorate at one of the Air Logistics Centers has reduced administrative lead time on follow-on contracts by approximately 90 days.

- The percentage of aircraft breaks fixed within eight hours of end-of-flight has been

increased from 32% to 82% since FY 80. This was achieved with increased emphasis by MAJCOMS, the development of built-in test equipment, and improved reliability and maintainability in weapons system procurement.

- The cycle time for getting Not Repairable This Station parts from the aircraft to depot

and back into the supply system was improved by 1.33 days during FY 94. This was due in part to implementation of two-level maintenance where practical, and using commercial carriers to improve transportation time.

- Two level maintenance cycle times were reduced significantly during two phases of a

special program that focused on attention to details. During Coronet Deuce II (FY 92/4) the average time was 1.59 days; this average fell to 0.56 days during Coronet Deuce III (FY 93). The percent of items meeting the one day Air Combat Command standard rose from 87% to 90.3% from Coronet Deuce II to III. Lessons learned from these tests are in use today and are part of the Air Force Lean Logistics Program.

- The implementation of the Express Travel Plus program throughout Air Combat

Command has improved productivity by eliminating the customer waiting time for travel voucher advances and settlement payments in the Finance Office. Travelers use the American Express government charge card to obtain cash through ATM machines in lieu of travel advances, and use drop boxes located throughout Air Combat Command bases to deliver completed travel vouchers, for processing, versus hand carrying to Finance for processing. With the use of Electronic Funds Transfer for payments, customers also do not lose time waiting for payments in the Finance Office. Comparing June 1993 with June 1994 data, the number of travel advances has declined by 56% and approximately 118,000 man-hours have been saved by using Electronic Funds Transfer payments versus cash payments to individuals.

- Non-appropriated Fund Analysis Management Information System. During FY 1994,

Services replaced the old NCR 9300 computer system (used for tracking and managing all non-appropriated fund data), with a new services management information system. The new system is processing end-of-day reports in 5 minutes versus two hours on the NCR 9300, and printing monthly financial statements in 10 minutes versus 5 hours. In addition, the new system can provide the Non-Appropriated Fund Financial Analyst rapid access to essential information over the local area network or a modem, significantly decreasing the cycle time required to gather information-nation manually for analyses.

Air Combat Command (ACC) benchmarked Action Workout concepts with General Electric's Aircraft Engines Business Group, as well as Pratt & Whitney's Office of Continuous Improvement, and the Shingijutsu Company. Since then, the ACC Action Workout team has conducted five "events" during the past year with one on-going.

ACC's results have been impressive! For example, the 7th Wing Action Workout teams at Dyess AFB, TX reduced the B-1 "Lancer" aircraft periodic or "phase" inspection cycle from eight to three and a half calendar days. Participants eliminated more than 7,500 annual "crew-chief" work hours by re-sequencing work practices and implementing creative ideas for new tools and procedures. The charts (Figures 1 & 2) shown below illustrate how participants certified new practices eliminating unnecessary time and motion.

Figure 1 - Undisciplined Process Figure 2 - "Certified" Process

Pre Action Workout Post Action Workout

Notably, the first aircraft that completed the "kaizened" maintenance process established an unprecedented achievement for the B-1. Tail # 4057 ("Hellion") completed the first-ever non-stop around the world B-1B flight in a world-record breaking 36 hours, 13 minutes, and 36 seconds. Aircrew members that flew the aircraft earned the 1995 Mackay Trophy, (the Chief of Staff of the Air Force's most meritorious flight of year to a member or crew).

ACC teams achievements at other locations include:

- 33rd Fighter Wing F-100/220 engine third stage disk inspection

-- Inspection cycle time reduced from 72.0 to 9.0 hrs. (87% improvement)

-- Engine Tear-Down work hours reduced from 8.2 to 4.6 hrs. (44% improvement)

-- 100 Maintenance Technical Orders amended

- 355 Wing EC-130 Isochronal Inspections

-- De-panel process reduced from 7.1 hours to 0.9 hrs. (88% improvement)

-- Look inspection task time reduced from 30. hrs. to 4.5 hrs. (85% improvement)

-- Engine look phase tasks reduced from 4.0 hrs. to 1.6 hrs. (59% improvement)

- 366 F-15C Periodic Maintenance

-- Area II look inspection cycle time reduced from 6.1 to 1.8 hours (70%


-- Area II fix process cycle time down from 7.1 to 3.6 hours (50% improvement)

-- Local parts manufacturing requirements cycle time reduced from 96 to 26 hours

(73% improvement)

ACC's Action Workout initiative impresses front-line technicians and senior Air Force leaders alike. Senior Airman Verlyn G. Rogge from the 390th FS Phase Dock of Mountain Home AFB, Idaho recalls a significant breakthrough that occurred during his Action Workout. "We had a problem with rudder inspections. We were told that we had to take the rudder completely off to have it inspected. The process took about three days. We talked to other bases and from personal experience we knew that we could do this inspection on the aircraft. We tried it out and it worked so the rudder inspection went from three days to about 45 minutes."

The Air Force Deputy chief of Staff for Logistics, Lt General Babbitt, who attended the "Pitchout" at Mountain Home AFB had these words to say about Action Workout: "This truly is exciting. It's important that we make this an infectious thing and that we all catch this disease to make things better." In ACC, Action Workout teams are looking to create dynamic change while making life a little simpler in the command's work-centers. These teams are achieving dramatic results . . . RIGHT NOW!!!

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