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Air Maintainers Maj. Gen. H. Brent Baker Sr. Commander Ogden Air Logistics Complex

Brig. Gen. Donald E. “Gene� Kirkland Commander Oklahoma City Air Logistics Complex

Brig. Gen. Cedric George

Commander Warner Robins Air Logistics Complex

2013

Air Logistics Complexes

Air Logistics Complexes

Q& A

Air Maintainers

Sustaining the Air Fleet for Maximum Operational Readiness

In November 2011, the Air Force Materiel Command announced a commandwide reorganization designed to reduce costs, layers of redundant staff and generate operating efficiencies. The command would see the number of centers reduced from 12 to five.

The reorganization established the Air Force Sustainment Center, headquartered at Tinker Air Force Base, Oklahoma City, Okla.

Within AFSC are the three air logistics complexes, which were renamed complexes from centers in July 2012.

In this special supplement, Military Logistics Forum talked with the commanders of each complex on their mission and outlook for the future.

Major General H. Brent Baker Sr. Commander Ogden Air Logistics Complex

Brigadier General Donald E. “Gene” Kirkland Commander Oklahoma City Air Logistics Complex

Brigadier General Cedric George Commander Warner Robins Air Logistics Complex

Major General H. Brent Baker Sr. is the commander, Ogden Air Logistics Complex, Hill Air Force Base, Utah. He is responsible for cost, schedule and quality of depot repair, overhaul and modification of the A-10, C-130, F-16, F-22, F-35 and T-38 aircraft, the Minuteman intercontinental ballistic missile system, and a wide range of commodities.

These include landing gear, wheels and brakes, rocket motors, air munitions and guided bombs, photonics equipment, training devices, software, electronics, avionics, instruments, hydraulics, power systems, and other aerospace-related components.

His responsibilities extend to maintenance

Brigadier General Donald E. “Gene” Kirkland is the commander, Oklahoma City Air Logistics Complex, Tinker Air Force Base, Okla. As the commander, he serves a 9,100 personnel team responsible for $3 billion in revenue. The complex performs programmed depot maintenance on the KC-135, B-1B, B-52 and E-3 aircraft; expanded phase maintenance on the Navy E-6 aircraft; and maintenance, repair and overhaul of F100, F101, F108, F110, F117, F118, F119 and TF33 engines for the Air Force, Navy and foreign military sales. Additionally, he is responsible for the maintenance, repair

Brigadier General Cedric D. George is the commander, Warner Robins Air Logistics Complex, Robins Air Force Base, Ga. The WR-ALC performs programmed depot maintenance on all variants of the F-15, C-5, C-130, C-17 and special operations forces aircraft. George leads more than 8,400 employees in the restoration of equipment to serviceable condition through structural and component repair, manufacture and modification; avionic and airborne electronics weapons system repair, manufacture, modification, calibration and certification; and software development and

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operations at remote sites in Japan, Arizona, Colorado, Nebraska, Texas and California, and ICBM wings located in Wyoming, North Dakota and Montana.

Baker entered the Air Force in 1979 as an enlisted member and was commissioned in 1985 through officer training school after graduation from Southern Illinois University. He has had numerous assignments, such as the director of logistics, Headquarters Pacific Air Forces, Joint Base Pearl Harbor-Hickam; chief, materiel management flight, 8th Supply Squadron, Kunsan Air Base, South Korea, and headquarters staff positions, including chief, supply policy and procedures, Headquarters Air Combat Command, Langley AFB, Va. Baker also served as a presidential fuels flight officer at Joint Base Andrews, Md., and as the commander, 18th Mission Support Group, Kadena Air Base, Japan. He served both as the vice commander and commander, 95th Air Base Wing, Edwards AFB, Calif. Before his present assignment, he served as the commander, Air Force Global Logistics Support Center at Scott AFB, Ill. His major awards and decorations include: Legion of Merit with three oak leaf clusters; Defense Meritorious Service Medal with one oak leaf cluster; Meritorious Service Medal with six oak leaf clusters; Air Force Commendation Medal with two oak leaf clusters; Air Force Achievement Medal with oak leaf cluster; Joint Meritorious Unit Award; Air Force Outstanding Unit Award with two oak leaf clusters; Air Force Organizational Excellence Award with three oak leaf clusters; Air Force Good Conduct Medal with oak leaf cluster; Air Force Recognition Award with oak leaf cluster; National Defense Service Medal with bronze star device; and Humanitarian Service Medal.

Q: How has the complex adjusted to the reorganization that took place last year and with the budget tightening that has taken place?

A: It has been a dynamic year, that’s for certain. A complete major command reorganization, budget cuts, sequestration and furloughs are just a few of the major issues we were confronted with this year.

However, we are still doing well, which speaks to the unyielding spirit and dedication of our amazing team.

I also have to give a huge amount of credit to the detailed preparation and planning that went into standing up the Air Force Sustainment Center [AFSC] just 12 short months ago.

Our complex has worked closely with the AFSC to implement a ‘system’ for depot maintenance, which is entitled The AFSC Way. Complex goals and objectives mirror AFSC’s, making the transition almost seamless.

I’m not saying there haven’t been significant challenges along the way, but, by and large, mission impact has been minimal and aircraft and commodity production has actually improved. Prior to the furlough we were 50,000 hours over production, with a 99 percent on-time aircraft delivery rate, and running $126 million

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The focus of the air logistics complexes is, and always has been, on the warfighters while improving processes and efficiently utilizing resources. [Photos courtesy of U.S. Air Force]

under budget. We have accomplished all of this while improving on our quality and safety rates.

We are very proud of the significant savings we are realizing, contributing to national debt reduction and increasing the buying power of our customers. Our folks are taking a hard look at processes in an effort to save money and still provide the quality products our customers expect.

Q: What are the major elements of your commander’s guidance? How can you drive more efficiency from the processes and workforce?

A: One of the first things I do as a commander is brief the team on my expectations and what I believe are the key challenges that we must overcome to ensure a successful organization.

I am a strong proponent of having a vision for the organization and making sure everyone understands where we are going as a team.

First, living the Air Force core values and making sure we never do anything to disrespect ourselves or others. Without a solid foundation of core values, the rest of the job and even

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Air Logistics Complexes

AIR FORCE SUSTAINMENT Center

Lt. Gen. Bruce A. Litchfield Commander

Ross E. Marshall Executive Director

2013

OGDEN Air Logistics Complex

Maj. Gen. H. Brent Baker Sr. Commander

Herman Raiff Vice Director

Col. Ronald E. Jolly, Sr. Deputy Commander for Maintenance

Col. Jeffery P. Meserve Commander 309th Aircraft Maintenance Group

Richard D. Buhl Director 309th Commodities Maintenance Group

Sherel L. Hardy Director 309th Electronics Maintenance Group

Dr. David S. Hansen Director 309th Maintenance Support Group

Col. Andrew D. Healy Commander 309th Missile Maintenance Group

Karl G. Rogers Director 309th Software Maintenance Group

Col. Robert S. Lepper Commander 309th Aerospace Maintenance and Regeneration Group (Located at DavisMonthan AFB, Ariz.)

Brig. Gen. Edward P. Yarish Mobilization Assistant to the Commander

Col. John C. Kubinec Vice Commander

Chief Master Sgt. Kevin Vegas Command Chief

Oklahoma City Air Logistics Complex

Warner Robins Air Logistics Complex

Brig. Gen. Donald E. Kirkland Commander

Kevin O’Conner Deputy Commander

Col. Linda Hurry Deputy Commander for Maintenance

Brig. Gen. Cedric George Commander

Doug Keene Vice Director

Col. Roger Johnson Deputy Commander for Maintenance

Col. Gerald R. McCray Commander 76th Aircraft Maintenance Group

Col. Leigh E. Method Commander 76th Commodities Maintenance Group

Gary Krebsbach Director 76th Maintenance Support Group

Col. Timothy Molnar Commander 402nd Aircraft Maintenance Group

Ellen Griffith Director 402nd Commodities Maintenance Group

Col. Theresa Humphrey Commander 402nd Electronics Maintenance Group

Col. Stephen D. Petters Commander 76th Propulsion Maintenance Group Commander

Michael Jennings Director 76th Software Maintenance Group

Joe Harrison Director 402nd Maintenance Support Group

Wayne Osborn Director 402nd Software Maintenance Group

Air Logistics Complexes

success can seem hollow. I expect everyone to be a part of the team. As the old saying goes, ‘There is no ‘I’ in teamwork’; we all work together to meet our goals.

I expect everyone to lead by example, always, and I’m not talking about just the boss or supervisors ... everyone has a responsibility to do the right thing and give 100 percent at all times. This includes showing initiative. I make sure everyone understands our focus is on the warfighter, process improvement and efficient utilization of all of our resources. And, as with everything, communication is the key to success.

Another element is fixing our processes and not just the issue of the day. This ‘leadership model’ drives efficiencies and processes improvements.

Finally, to ensure we function as a team, I empower my people to make improvements at the lowest level. Not only does this facilitate buy-in, but I believe it also instills a sense of pride in the workforce by enabling them to make a difference, and this empowerment gives them the initiative to perform to their highest potential.

To remind us of our leadership responsibility, we have four key complex themes we use as a guide: • • • •

How do you know you’ve had a good day?

Using the power of good to great.

Always live Yoda’s guidance—‘Try not, do!’

Win today’s and tomorrow’s wars.

Q: What are the challenges of managing some of the newer aircraft coming into the fleet as well as a number of mature platforms?

A: Regardless of aircraft age, there are many common challenges like recruitment, training and retention of people, facility utilization, engineering, technical order management, supply chain management, unknown and potentially catastrophic issues, and the list goes on and on.

Some challenges seem to be universal and timeless. However, fifth-generation aircraft, like the F-22 and F-35, present some unique challenges not associated with or found in legacy platforms.

First, personnel and physical security requirements are far more stringent on the newer platforms. Secondly, the unique requirements for low observable [LO] maintenance and repair present unique challenges due to the precise nature of applying LO covering and coatings, and the high volume of LO work associated with these weapons systems. We’ve developing a new competency of highly skilled artisans to complete the LO work.

Additionally, numerous new weapons systems are managed under a public-private partnership with industry, so there is a contractual relationship between the depot and private industry that requires both parties to work together to achieve production goals.

In the case of the F-35 and F-22, engineering, supply chain management and IT systems are administered by the contractor, not the government, and day-to-day operations are governed by

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implementation agreements between both parties. These unique relationships can create conflicts between the contractors and the government, but it is in the best interest of both parties to work towards common production goals.

Legacy aircraft have their own unique challenges like metal fatigue, aging and obsolescent systems, obsolescent parts, and vanishing vendors to provide parts/systems, and they are very expensive to maintain.

Q: How do you communicate and partner with industry to establish best maintenance practices and generate efficiencies throughout the process?

A: Partnerships are vitally important to our ability to support the warfighter.

In the last few years, partnerships have taken on a new and exciting role and both parties now look for win-win situations.

The complex continuously takes steps to effectively communicate depot needs and we work cooperatively with industry partners to develop processes and ensure a successful partnership environment.

We consistently use an integrated team approach by immersing our partners in the processes here at Hill or by sending our folks to review procedures at their commercial facilities. We take a collaborative approach by jointly sharing maintenance practices and cultivating the whole team concept.

Quarterly program reviews are conducted between the complex, our industry partners and the program offices allowing us to share lessons learned and develop future roadmaps.

We’ve maintained AS9100 and AS 9110 certification, as well as other aerospace standards. We also benchmark with our privatepublic partners to import all best practices.

Q: In this new era, do you see the use of outside contractors as an increasing or decreasing trend?

A: I believe public-private partnerships will be the new norm.

Due to shrinking workloads across all of DoD, and budgetary constraints, we all need to work together to continue to meet warfighter needs while providing the ‘art of the possible’ when it comes to best cost. This includes collaboration with DoD as well as private industry to successfully accomplish the depot maintenance mission.

Q: What is the degree of cooperation between the commands and workforces of the three ALCs? A: Cooperation between the complexes has greatly improved since the stand-up of AFSC and coordination happens on a daily basis.

In my estimation, collaboration is now at its highest levels ever. We are now all working with a standard set of goals [and] metrics, and most importantly, we have a common system to drive consistent and repeatable processes—The AFSC Way— which keeps our entire team focused on the same end point: support to the warfighter. O

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and overhaul of a myriad of Air Force and Navy airborne accessory components, and the development and sustainment of a diverse portfolio of mission critical software.

Kirkland entered the Air Force in 1988 through officer training school. He is a career aircraft and munitions maintenance officer, and has served on the J4 logistics staffs at United States Central Command and the Joint Staff. Prior to his current position, he was executive officer to the Chief of Staff of the Air Force.

His major awards and decoration include: Legion of Merit with two oak leaf clusters; Bronze Star Medal; Defense Meritorious Service Medal with oak leaf cluster; Meritorious Service Medal with two oak leaf clusters; Joint Service Commendation Medal; and Air Force Commendation Medal with oak leaf cluster Q: What changes has the complex seen since the reorganization? Has it fundamentally altered any of the actual work that was and is being done here?

A: The core mission of the maintenance complex did not change as a result of reorganization. However, the change to AFMC’s 5 Center organization has generated new approaches to cost-effective readiness and how we operate across the Air Force Sustainment Center.

Almost immediately, we saw improved integration of the supply chain with our maintenance processes, as well as standardization of processes and philosophies across AFSC’s three depots. Importantly, we’ve continued our close relationship with the system program offices in AFMC’s Life Cycle Management Center.

Collectively, we’re seeing success in increasing the speed and quality of depot maintenance while reducing costs. The reorganization has not altered any current or projected strategic workload at Oklahoma City, like the KC-46A tanker or F135 engine.

Q: You have talked about a culture of continuous process improvement. How has this impacted your efforts to become more efficient and effective during difficult budget times?

A: Oklahoma City Air Logistics Complex [OC-ALC], like all of the Air Force Sustainment Center, has standardized production machine processes using more scientific methods utilizing specific fundamental production principles to reduce work-in-progress, which allows for less infrastructure, fewer resource requirements and lower costs, while creating capacity for additional workload.

We have incorporated a rigorous performance review at the enterprise level. Our production machines provide a framework to increase throughput and decrease required flow days, all while focusing on ‘art of the possible’ goals.

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New approaches to cost-effective readiness resulted in almost immediate improvements to supply chain integration as well as a standardization of processes. [Photos courtesy of U.S. Air Force]

Almost every area has seen improvements, but certain production lines like KC-135 programmed depot maintenance and F108 engine overhaul have already seen dramatic increases in speed, quality and safety. We’ve seen similar successes in commodities maintenance and software maintenance; we’re actively working to populate lessons learned across the remainder of OC-ALC to further advance cost-effectiveness readiness.

A key enabler is an emerging organizational culture in which all OC-ALC personnel work to identify and eliminate production constraints. Current budget realities make use of CPI and Lean more important than ever, but fundamentally, this is just a smarter way of doing business. We understand that the production capacities of the depots will determine the size of the force that can be effectively sustained.

Q: Have the budget issues created any maintenance backlogs? Are you seeing a corresponding decrease in workload coming in?

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A: The furlough period and associated restriction on using targeted overtime have reduced the overall opportunity for our workforce to perform the depot-level maintenance they do so well.

In general, though, furloughs will naturally result in slightly longer timeframes to accomplish scheduled maintenance, and will temporarily disrupt the efficiency of our production machines.

Q: One of the aircraft you look after is the KC-135. What are the specific challenges to managing an aging airframe?

A: There are significant challenges to managing the overhaul and sustainment of an aircraft like the KC-135 that was designed over 60 years ago. These include the supply chain shortages that all weapon systems eventually experience at the upper end of their lifespan.

Obsolete parts, older manufacturing methods and use of outdated materials require extra effort to find or develop sources and may require special production runs.

Accessibility to some major structural pieces is extremely difficult, time-consuming and can generate additional work on the jet.

That said, our teammates in the 448th Supply Chain Management Wing and the Defense Logistics Agency do a tremendous job working with industry partners to keep us supplied with the necessary parts, and at the pace required to feed our accelerated depot maintenance line.

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The presence of dissimilar metals with the mixing of older materials with newer metals drives additional corrosion potential on top of the age of the aircraft. Corrosion control programs and structural integrity programs run by the KC-135 program office give us direction in how to best attack corrosion and structural issues.

Another issue in the case of the KC-135 is some hand-drilled items on the original aircraft which introduces variability between jets. We work closely with cognizant engineers to develop costeffective alternate repairs. Where supply gaps exist, our 76th Commodities Maintenance Group is tremendously skilled at converting engineers’ designs and locally manufacturing flightworthy parts to sustain our programmed depot maintenance.

Q: With your history with tankers, has it been decided if you will be maintaining the KC-46?

A: An October 2011 Depot Source of Repair [DSOR] decided KC-46A programmed depot maintenance will be accomplished organically at Oklahoma City. Our OC-ALC team is already working with all stakeholders to ensure that world-class facilities, workforce and processes are in place to induct the first KC-46A in 2018.

It’s an exciting time at OC-ALC as the KC-46A will bring with it different maintenance concepts, but we also know we can apply more than 50 years of experience maintaining the KC-135 to the design of our future KC-46 operation. O

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sustainment of operational flight programs, test program sets, and automatic test equipment. He is also responsible for providing a ready source of critical item maintenance and repair by supporting peacetime maintenance requirements, meeting wartime emergency demands, and accomplishing expeditionary aircraft maintenance and repair.

George entered the Air Force in 1987 as a graduate of Norwich University’s ROTC program. He is a fully qualified maintenance commander and a Level III senior acquisition professional, with a wide array of leadership experiences in Air Force and joint programs. His commands include the 49th Aircraft Maintenance Squadron at Holloman AFB, N.M.; 35th Maintenance Group at Misawa AB, Japan; and 11th Wing at Bolling AFB, Washington, D.C. He has also served as the director of Pacific Air Forces Air Force Smart Operations 21, Hickam AB, Hawaii, and special assistant to the Vice Chief of Staff, Headquarters U.S. Air Force, Washington, D.C. Prior to his current position, he was commander, 76th Maintenance Wing, Tinker AFB, Okla.

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His major awards and decorations include: Legion of Merit with one oak leaf cluster; Air Force Meritorious Service Medal with four oak leaf clusters; Joint Service Commendation Medal; Air Force Commendation Medal with oak leaf cluster; Air Force Achievement Medal with oak leaf cluster; Air Force Organizational Excellence Award with oak leaf cluster; Air Force Outstanding Unit with oak leaf cluster; Air Force Longevity Service with three oak leaf clusters; and Armed Forces Expeditionary Medal.

Q: Has being reorganized as a complex changed the type or amount of work that you are tasked to handle?

A: The simple answer to that question is ‘no.’ However, this is one of those rare and happy instances where a ‘no’ is a huge positive. And the explanation for that gives me the chance to share some good news and striking success stories of which we are most proud.

First and foremost, it has been amazing and gratifying to take part in the implementation of the Air Force Sustainment Center structure. This structure integrated supply

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Air Logistics Complexes

chain, life cycle management, and maintenance processes into one planning construct for the enterprise; established enterprise-level performance reviews where everyone is measured against the same baseline; established a new Requirements Review Depot Determination process which addresses variability of planned to actual funded orders; and created an environment where 12 separate programmed depot maintenance [PDM] lines operate within a standardized tool set and battle rhythm—The AFSC Way. While synchronizing all the parts was quite an undertaking, it has been fascinating to witness firsthand the bringing together of seemingly separate factions into one single enterprise. As we have progressed in The AFSC Way, I’ve been pleased to see our team’s growing awareness that our mission coincides with the work of our fellow complexes— that our Robins team is a big part of an even bigger team. We approach things the same way. We share the same goals. We utilize the same resources and methodologies. We work the same way. And it’s all for a unified cause. We truly are one team united in a worldwide mission to support our nation’s warfighters.

All in all, we are poised, ready and rolling as an integral part of AFSC and Air Force Materiel Command, and we remain committed to our vital mission—giving the highest possible caliber of support for our brave warfighters.

Q: Do you still work with and partner with industry? What are some examples of that partnership?

A: Yes, Robins has a strong history of utilizing public-private partnerships [PPP], and we remain strong proponents of those relationships. Our complex is actively engaged in several public-private partnerships. We have a long-standing partnership with Boeing providing C-17 programmed depot maintenance support.

We also provide backshop support for Northrop Grumman on the Joint STARS program. Joint STARS was one of the first PPPs at WR-ALC to combine the capabilities of the organic depot with the strengths of the private sector.

A direct sales partnership between WR-ALC and Lockheed Martin allows sustainment of the F-22 weapon system. And WR-ALC and Northrop Grumman are engaged in a workshare PPP agreement to perform various avionics workload.

Given our success in partnering with companies in the aerospace community, we’re steadfastly looking to continue that trend. Not only are we aggressively seeking growth in both the C-17 and Joint STARS partnerships, we are also pursuing additional partnerships. For instance, we want to partner with industry for manufacturing and metal bond support in support of various weapon systems.

Q: The Warner Robins annual requirements symposium for 2013 has been canceled. How will you go about communicating with your industry partners about your needs for the coming year?

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The air logistics complexes have a long history of partnering and working with industrial partners to maximize best practices to support the warfighter. [Photos courtesy of U.S. Air Force]

A: The requirements symposium provided a unique opportunity for face-to-face interactions with potential industry partners on mission requirement opportunities not only for our complex, but also for the 78th Air Base Wing, Robins Air Force Base Life Cycle Management Center Systems Program Offices, and supply chain management organizations. Even though that specific forum is canceled

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for this year, the complex is always open to communicating and sharing ideas with potential industry partners for depot workload to support mission requirements.

We currently have approximately 30 partnership agreements [PAs] with private industry, seven of which were signed this fiscal year, with eight more in the negotiation phase. Through the negotiation process of the PA, we have daily communication with private industry.

Again, the complex is seriously committed to pursuing public-private partnerships to enhance depot capabilities, to provide long-term sustainment and/or modernization support, and to leverage existing relationships. We encourage all that are interested to contact WR-ALC/OBP to discuss potential partnership opportunities.

Q: Much of the C-5, C-17 and C-130 transport fleet passes through your hangar doors. These airframes have seen a tremendous number of flight hours over the past decade.

What are the challenges of keeping pace with the maintenance of these three workhorses?

A: We are very proud to sustain our Air Force’s airlift fleet here at Robins AFB. For decades of American history—and quite noticeably during the past 20 years—these aircraft have been doing the vast majority of the heavy lifting throughout the world delivering global reach. Through our long association and outstanding maintenance work, Robins has won a hard-earned reputation as the airlift complex of choice. It’s a moniker in which we take great pride. And that proud standing serves to bolster our diligent efforts in our airlifter work. Robins wants to keep them flying for decades to come.

When you ask about keeping pace, you’re hitting on one of the biggest challenges of modern times. We’ve been at war for a dozen consecutive years now, the longest era of nonstop warfare in our nation’s history. As a complex charged with maintaining the weapon systems in the fight, it goes without saying that the pace has been incredible on our aircraft and people.

Regardless of pace, each of our weapon systems brings their own unique challenges to our robust maintenance mission. The C-17 fleet has a wide variety of modifications we perform and, as a result, each aircraft that enters our hangars has a different work package. Our C-130 fleet is very diverse as well, with more than 20 variations of the Hercules spending time in our hangars. The giant C-5 presents plenty of unique sustainment problems due to its sheer size alone.

We install new, life-extending modifications to preserve the Galaxy fleet.

Across the fleet, there are several challenges that span all the weapons systems we maintain and affect all of our lines, including the F-15 fighter. All of these challenges center on supportability to the mechanic—from engineering a replacement part that is no longer manufactured, to keeping stock levels that are within our resource-constrained environment.

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The major challenges common to C-5, C-17 and C-130 aircraft are predominantly centered on parts availability issues. As the aircraft become older, we encounter needs for parts that don’t have a lot of historical usage, thus making the items hard to find for our DLA partners. We also see older parts become more scarce because vendors have either gone out of business or lost interest in producing low volumes of parts. Fortunately, our CMXG [commodities maintenance group] has a tremendous capability to manufacture many of the parts needed to support these aircraft.

On a daily basis, we manufacture parts that are not available from industry within the timeframe needed to support our PDM lines.

Our commodities group performs repair/overhaul on structural components for all of the aircraft sent our way.

We also perform propeller overhaul on C-130s and repair many of the major F-15 structural items to support the F-15 PDM line here at Robins.

Q: Are there tangible examples of how you have generated time and cost savings throughout the maintenance processes and the various groups at Warner Robins?

A: There are nearly limitless examples of where we have achieved time and cost savings across the complex. We are constantly on the lookout for areas where we can improve our efficiency, and we put a lot of effort into making sure we are as cost effective as possible, especially in our current fiscally constrained environment.

Since the majority of our cost is in our manpower and supply chain, these are the areas where we place a majority of our focus. Some of our initiatives that have resulted in noticeable savings involve ensuring we have all of the spare parts and equipment that we plan to use before we begin work in a particular area. This may seem obvious, but it involves a very deep level of planning to ensure that all requirements are identified early in the process and that everything is made available to the mechanic before he or she asks for it. This enables the mechanic to remain at their work station longer and, therefore, allows them to accomplish more meaningful work every day.

Again, the difficulty lies in the sheer volume, variety of work and unpredictable workload that we accomplish every day. It takes tremendous amounts of discipline and planning in order to achieve the positive results that we have been seeing.

Another cost saver we employ is something I mentioned earlier. Our 402nd CMXG manufactures parts for DLA when other sources are nonexistent or when existing sources can’t provide parts when needed.

For example, CMXG recently provided a request for quote on two F-15 items—wing pins and bushings. In both instances, DLA requested immediate support to manufacture the parts as a gap buy in order to avoid grounding of aircraft during the interim period prior to contract award. O

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