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L OGISTICS O FFICER A SSOCIATION Enhancing the military logistics profession since 1982
The Exceptional Release Fall 2011 - Contents
Executive Board President Col Doug Cato president@loanational.org Vice President Lt Col Kevin Sampels vicepres@loanational.org Treasurer Lt Col Terry Dyess treasurer@loanational.org Information Officer Lt Col JD DuVall InfoOfficer@loanational.org Membership Development Ms. Wendy Yonce membership@loanational.org Chapter Support Lt Col Jeff King chaptersupport@loanational.org Executive Senior Advisors Lt Gen Loren M. Reno Mr. Garry Richey Webmaster/Website Lt Col JD DuVall webmaster@loanational.org www.loanational.org The Exceptional Release Editor Lt Col Richard Fletcher editor@loanational.org Assistant Editor Col (ret) Mary H. Parker assteditor@loanational.org LOA Executive Director ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff 1Lt Benjamin J. Derry, 373 TRS/DET 3 Maj James Dorn, 380 EMXS/CC Lt Col Richard Fletcher, USNORTHCOM Lt Col Michelle Hall, SAF/PAX Ms. Donna Parry, AF/A4/7PE Lt Col Paul Pethel, AFMC/A4US Graphic Design MMagination LLC – Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 121 - Fall 2011
VOICES Special Section: 9/11... Ten Years Later .............................................................................. 9 The Pentagon-Reflections By Lieutenant General (ret) Michael Zettler ........................................................... 10 In Remembrance By Colonel Darrell S. Mosley .................................................................................. 12 Ten Years After 9-11… By Lieutenant Colonel (ret) Michael Moore ........................................................... 14 Readiness Testimony: Lieutenant Gen Loren Reno .............................................................. 16 Special LOA 2011 Conference Section .................................................................... 19 INDUSTRY PARTNER Focus on a LOA Industry Partner: ICF International .......................................................... 24 EDUCATION Measuring Performance By Major Andrew S. Hackleman..................................................................................... 26 LEADERSHIP Perspectives: Major General Kenneth Merchant .................................................................. 30 Focus on a CGO: Lieutenant Mike Smith ........................................................................... 33 Focus On a LOA Chapter Leader: Mr. Richard Bliss ........................................................... 34 FROM THE FLIGHTLINE Loggies Enable Operations! By Second Lieutenant Tia M. Ahlf ................................................................................ 36 Safety and Compliance: An Airman’s View By First Lieutenant Holly J. Gramkow ........................................................................... 38 TARRP: Munitions in Motion By Captain Luke R. Stover ............................................................................................. 42 EXPEDITIONARY LOGISTICS Movement Control Center: Sustaining and Amplifying CJSOTF-A’s Reach By Captain Paul Cancino ................................................................................................ 44 Foreign Internal Defense By Captain Kate Schifani................................................................................................ 46 Continued on Page 2...
VOICES | PRESIDENT
President’s LOG(istics) Fellow Loggies, Exciting times are ahead for our outstanding organization as we posture and adapt to the changing environment in which we operate. We are just weeks away from the 29th anniversary of LOA and the 2011 LOA National Conference that will be held in the Ft Worth, Texas convention center 10-13 Oct 2011. Additionally, I’ll talk about some new National Board members and the stand-up of LOA Regional Directors. You can see there’s a lot to discuss in such a short space. Col Doug Cato As you receive and read this edition of the ER, the 2011 LOA National Conference is upon us and you should have already registered. Not to worry, we do accept late registration and you’ll need to go out to www.loanational. org and follow the conference links. As you’ll recall from my previous President’s Log(istics), the conference is one of three legs to LOA professional development (the other two are the ER and the local chapters). This year’s conference is loaded with high quality speakers and some great topics that will further logistics professional development. Some of our speakers include Gen Breedlove (AF/CV ), Lt Gen Reno (AF/A4/7), Lt Gen Owen (ASC/CC), Lt Gen (ret) Zettler (previous AF/IL), LTG (ret) Christianson (previous J4), Ms Deb Tune (SAF/IE), Maj Gen Fedder (AF/A4L), Maj Gen Close (AFMC/A4), Maj Gen McMahon (WR-ALC/CC), Maj Gen Bogdan (KC-46), Mr. Reynolds (AF/A4L), Brig Gen Baker (AFGLSC/CC), Brig Gen Levy (AMC/A4) and many others. Colonel Carol Johnson and her team have been working Table of Contents (Continued from Page 1) to find the right topics and speakers for this year’s conference and they’ve done a fantastic job.
SUSTAINMENT Responsible Drawdown & Retrograde… Every Logistician’s Job! By Captain Kellie “KC” Courtland ...................................................50 Casting for Innovations By Mr. Dean W. Hutchins ...............................................................54 ‘Faux’ Real: Counterfeit Parts in Weapon Systems By Major Stephanie Q. Wilson ........................................................58 Raising the Bar … Improving Capability of Installed USAF Engines with Proven Technology By Colonel (Ret) Rick Kind, Colonel (Ret) Steve Newbold and Ms. Debbie Poli ........................................................................62 MAJCOM Paving the Road to a New Supply Chain By Ms. Mercy Becerra ......................................................................66 The Hanscom Experience - Making ECSS a Reality By Mr. Don Pugh and Mr. Charlie Lowe......................................... 70 VOICES | In Every Issue President’s LOG(istics), Colonel Doug Cato, President LOA National ................................. 2 Editor’s Debrief, Lieutenant Colonel Richard Fletcher....................... 4 From the E-Ring, Lieutenant General Loren Reno ........................... 6 SES Speaks, Ms. Debra K. Tune ........................................................ 7 AFSO CrossTalk ................................................................................ 74 Chapter CrossTalk .............................................................................. 75 Milestones .......................................................................................... 84
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As you’ve probably heard by now via our other communication modes, the National Board elections took place to replace Lt Col (ret) Terry Dyess, our Chief Financial Officer, with Lt Col Jeff King and replacing me as your new LOA President at the end of the 2011 conference will be Colonel Tom Miller. We welcome both back to the organization for another tour, as both have previously served on the National Board. I’d like to thank Terry Dyess for his outstanding service to LOA as the Chief Financial Officer. Terry has cleaned up our accounting practices, instituted a solid budgeting process’ and today we better understand our profit/losses in each of our core business areas. This is a process prior LOA National Treasurers had struggled with and we finally have it institutionalized with solid business rules. In Jan of this year, we decided to seek out and hire a LOA National Chief Operating Officer (COO). This full-time paid professional will be responsible for the daily operations of LOA. As of today, the COO position is a non-voting position, as it is not recognized as such in the LOA National By-laws. During the summer, the National Board advertised and accepted 25 plus applications for the position. It was a tough selection process that yielded Ms Krista Paternostro, current Chief Executive Officer of the Military Operations Research Society, located in Alexandria, VA. We welcome Krista to the LOA National team and look forward to her helping further the LOA National goals and objectives. Krista will start work in September 2011. During the weekend of 30-31 Jul 2011, select members of the LOA National Board met to bring our newly elected officers and the new COO up to speed, as we prepare for the elected officer turnover that will occur 15 Oct 2011. The board discussed the current long-range strategy, financial update, and conference planning to name just a few of the topics.
VOICES | PRESIDENT Another outcome of the Jan 11 LOA National Board Strategic Planning Session was the need for Regional Directors to help support our 73 worldwide chapters, assist in standing up new chapters, and serve as a conduit to the LOA National Board. Our Chapter Support Chair, Lt Col Jeff King, was the architect of several courses of action (COA) that carved up the regions. Those COA’s were presented to the LOA National Board for a vote, and then we solicited volunteers for the nine Regional Director positions. The response was overwhelming and every volunteer was exceptionally qualified (many volunteers brought years of chapter and LOA National leadership experience to the table). The Board made the difficult final selections from that top-notch candidate list, and the newly appointed Regional Directors are as follows: Western
Maj Wendy Enderle
Mountain
Col Pat Kumashiro
North Central
Ms. Jodie Johnson-Micks
South Central
Ms. Rebecca Westlake
North Eastern
Lt Col Ley Havird
South Eastern
Col Tracey Smiedendorf
European
Col Mark Novak
Pacific
Lt Col Tim Gillaspie
Southwest Asia
Mr. Jim Marsh
Please congratulate these folks for volunteering to support the chapters within their region. More information, including which chapters are assigned to each region, will be sent to our chapter leaders soon. It has been a busy three months for the LOA National team and I appreciate their dedication to an outstanding organization. This will be my last “President’s Log(istics)” before handing over the organization to Col Tom Miller (President elect) on 15 Oct 11. I would like to take moment to recognize some of the outstanding volunteers that have made my job as the LOA National President easier. First and foremost, I’d like to thank Marta Hannon for her dedicated and loving support of LOA…we couldn’t do it without her and her conference team! To my inner circle LOA National Board voting members the past three years, Cathy Snyder, Col (ret) Bob Hamm, Col Rich Schwing, Lt Col (ret) Terry Dyess, Lt Col Kevin Sampels, and last, but not least by any stretch, Lt Col JD Duvall, thank each of you for volunteering your time to make LOA a better organization! There are many others directly supporting the LOA National voting members and I’d like to recognize and thank a few of them too…Col Carol Johnson (Conference Chair), Col Dennis Daley (prior ER Editor), Lt Col Rich Fletcher, Col (ret) Mary Parker (current ER Editor/ Co-Editor), Col (ret) Jim Hannon (Historian), Lt Col Jeff Martin (prior Membership), Lt Col Jeff King (prior Chapter Support Chair), Lt Col Ben Davis (prior Scholarship Chair), Wendy Yonce (Membership), and Capt Camille LaDrew (Chapter Support). I’d like to personally thank all the other LOA volunteers; we couldn’t run this large organization without your dedication to this worthwhile cause. All have done an outstanding job of furthering the LOA mission. I pushed the team hard and they excelled at every turn just like a thoroughbred race horse team. It has been a pleasure being the LOA National President and working hard for you and taking LOA to new heights. Col Doug Cato, President LOA National and your LOA National Board
The Exceptional Release A Professional Military Journal written by logisticians for logisticians
The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to editor@loanational.org. Please visit the LOA website for more details. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines for ads) along with stories (as separate text files) and include cutlines/captions (numbered). Name your photo files with the author’s last name and number them according to their match with the caption, such as ‘smith1.jpg,’ ‘smith2.jpg,’ and so forth. All photos and ads should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: http://www.loanational.org/exceptional-release/advertising-rates.php Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 email: marta@loanational.org Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $35. Access membership forms on the website at www.loanational.org.
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VOICES | EDITOR
Editor’s Debrief Fellow Loggies,
September 11, 2011…do you remember? Of course, how could you forget? It has been 10 years since those cowards attacked our homeland. In those 10 years our Nation has meticulously broken down the terrorist network. Without question, our Airmen played and continue to play a significant role in defending terrorized people and our Nations interests. At the heart of it all is the logistician. In this edition of the Exceptional Release, Lieutenant General
Lt Col Richard Fletcher
(ret) Michael Zettler and Colonel Darrell Mosley share their experiences inside the Pentagon on that fateful day. Certainly the events of that day remind us why we must remain vigilant and be prepared to fly, fight, and win. The theme for this edition is “Shaping Logistics.” With that in mind, we are once again grateful for Lieutenant General Reno’s insights From the E-Ring…his final words to the ER as the Deputy Chief of Staff for Logistics, Installations and Mission Support. We wish you the best, sir! You will be missed. In our Leadership section you will find an article by Major General Ken Merchant as he heads to Air Armament Center. The General shared his perspective on his time leading the logistics efforts as the Director of Logistics for Air Mobility Command highlighting the great accomplishments of the Mobility Airmen as well as the Command’s efforts to reduce fuel consumption through and to shape C-5 logistics for the future. Additionally, taking a few pages from his AFIT thesis, Major Andrew “Hack” Hackleman recommends the USAF take another look at measuring success in the nuclear business through strategy-linked performance measurement. From a sustainment perspective, we have a number of remarkable articles that cover a range of topics…all linked to shaping logistics. For example, did you know counterfeit parts found their way into USAF parts inventory, or that there are new innovations in casting methods/processes to improve weapon system sustainment? How about challenges to the unit drawdown in Iraq and retrograde of equipment? All these topics are in the Sustainment section. We can never have enough articles from our expeditionary Airmen. This edition of the ER is proud to present articles on the Movement Control Center for the Combined Joint Special Operations Task Force-Afghanistan and Foreign Internal Defense. Amazing! I never thought Air Force Loggies would be involved in such activities. If you feel strongly about developing our Airmen (and you should), the Winter 2011 edition of the ER is a perfect opportunity for you to share your article with us. Also, if you want to contribute to the journal on a regular basis, we could use 1-2 more field editors. Contact me or Col (ret) Mary Parker at mary.parker@jsf.mil. See you at the National Conference in Ft. Worth. Thank you in advance for your support…act like you’ve been there before!
Fletch Lt Col Richard Fletcher and your ER Worldwide Staff
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VOICES | RENO
VOICES | FROM THE E-RING
From the E-Ring Shaping Logistics I expect this might be my final article in the Exceptional Release written from my current position on the E-ring of the Pentagon. My thoughts this morning track nicely with the theme for this edition. Let me share some of them with you. Lt Gen Loren Reno
First, if logistics are essential to war-winning, and I think they are, we optimize as we shape them to the requirement. More isn’t necessarily better…you’ve heard the buggy whip analogy. Sooner isn’t necessarily good if follow-on transportation isn’t ready. Cheaper isn’t desired without a long view, i.e., a life cycle approach. Second, for a supplier to properly shape, a customer/Warfighter has to define. The success of the former depends on the accuracy of the latter. I can’t think of a logistics discipline where this isn’t true. It covers transportation, supply, maintenance and logistics plans to be sure. It starts with the one in need, it depends on good communication, and it ends with delivery and use. I say “and use” because the right parts stored in a warehouse far away or near to the need don’t do the maintainer, or ultimately the operator, much good until installed. Third, there is a fiscal piece to shaping logistics. The reality of warfare is constraints. There are others, like surprises, but let me write about constraints here. We find ourselves in a time when I don’t expect military spending to grow with the appetite some have for more—more capability, more numbers of a given MDS, more support/sustainment, more spare parts, more, more, more. I see the cost for sustainment growing faster than our ability to fund support. We need to make efficiency and reduced cost, as much of our thought process as going to the DFAC is when we’re hungry. If we’re willing to do things differently, we can shape logistics with what we have. Not more with less, but more with the same or the same with less. I spoke about this last year at the LOA National Conference. Contractors who provide logistics support need to understand and perform to a standard where they reduce the cost for the same or even better performance over time. Within the Air Force, we need to do the same. This brings me to my last point. Fourth, it’s leading and serving. There are times when we are the supported one and other times when we are supporting…to use the Joint terms. As logistics officers, civilians and contractors, we have to know the difference and make the adjustment. A good knowledge of the other’s view is helpful, and it’s better pushed than pulled. Important skills are communicating, not inflating, being timely, being dependable, building teams, sharing credit, always learning, and communicating (listed twice on purpose!). I have found that even when leading, I was also serving. If you’re not doing both, you’re probably not doing all you should. You’ll read about other elements involved in shaping logistics in this edition. But we have to shape logistics—that’s my view.
Lt Gen Loren Reno Deputy Chief of Staff for Logistics, Installations and Mission Support; Headquarters U.S. Air Force, Washington, D.C.
SirThank you for your leadership, guidance and support through the years. We know this is not “Goodbye” – just “See You Later!” Good luck in your future endeavors. -The Men and Women of LOA
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VOICES | RICHEY
VOICES | SES SPEAKS
SES Speaks Operational Excellence… The Right Processes, Teamwork, and Metrics. Ms. Debra K. Tune, a member of the Senior Executive Service, is Principal Deputy Assistant Secretary of the Air Force for Installations, Environment and Logistics, Office of the Assistant Secretary of the Air Force for Installa- Ms. Debra K. Tune tions, Environment and Logistics, Washington, D.C. Are you guys as excited as I am about the upcoming LOA conference? Every year I attend the conference I come away with the thought “this is the best LOA conference yet.” The LOA leaders ensure we get the right message at the right time to the right folks! I am always amazed how relevant the conference is to the major challenges we are facing. More importantly, the attendees gain the insight and knowledge needed to address those challenges. This upcoming conference will be focused on solving real problems in real time – and I am sure I am going to come away with the same thought “that was the best LOA conference yet!” So what are the real problems we face that need real time solutions? How are we going to shape logistics in the environment we are operating in today? We all are feeling the real challenges of leading and operating in today’s fiscal environment…fewer dollars, fewer people, need for lightening speed results while sustaining a high ops tempo! And I would agree…this environment is tough and will only get tougher- but I wouldn’t trade these times for anything. I would argue this is the best environment to be in – one that makes us become more innovative, less bureaucratic, more team oriented and results-focused. We can’t throw money at our problems anymore. The good news – we have the best cadre of logisticians the Air Force has ever had – hands down! Our logisticians are in the fight each and every day – and they know what it takes to win. Now is the time to apply that war-winning attitude, knowledge, and expertise to work every day – not just to the deployed environment. We can drive major changes and get the effect we need for a more capable, agile, and successful combat support system. There is so much we can learn through the industry lessons-learned on shaping logistics for the future. I am a big fan of benchmarking with industry – they have had to adapt to a new way of doing business on a much shorter timeline than we have. Who are the benchmarks out there? Gartner, a highly respected research and advisory company, recognized the Top 25 Supply Chain Companies for 2011, rating the Top 3 as Apple, Dell, and P&G. No surprise there – but what propelled them to the top? Four key themes emerged among the leaders as keys to success – how they deal with volatility, their approach to value chain network integration, focus on sustainable execution and their abilities to drive innovation. Some of the Gartner report recommendations we can use to propel our supply chain to the next level were: (1) develop supply chain processes throughout your trading partner network that will provide resiliency to deliver predictable results in the face of ongoing volatility, (think Joint, COCOM, industry partner alignment) (2) Supplement your visions with strong, agile, and sustainable execution capabilities, (think right training, lean six sigma) (3) Push your team to think differently and go beyond conventional wisdom to push the boundaries of performance levels (think High Velocity Maintenance, Repair Network Integration) and (4) Measure your supply chain as our customers experience it (think customer wait time, aircraft availability, maintenance effectiveness, zero defects). It’s amazing how much industry faces the same issues we do and I certainly believe we need to implement those same recommendations across the Air Force and DOD. Wouldn’t we like for the USAF supply chain to be recognized in the Top 25 report? Not for the recognition, but for the benefit to our customers – the warfighter and the American taxpayer. Can we do it? Absolutely! It will take our entire leadership team to set the bar high for meeting perfect order fulfillment – whether it is delivering the right part, on-time to our warfighting teammates, generating sorties to ensure we optimize training and support the daily flying mission, finding new routes for distribution in isolated parts of the world, or meeting promised depot aircraft delivery dates. Let’s not be bound by the logistics of the past – but shape where we need to go with the right processes, teamwork, and metrics and focus on lower costs of doing business. The single most important measure is operational excellence – we must be customer oriented. Let’s be sure that our supply chain is the competitive advantage for our warfighting capability – just like it is for the companies Gartner recognized. Hope to see you at the National LOA conference and I am excited to learn the innovative ways each of you will help find solutions for today’s very real challenges! Ms. Debra K. Tune Principal Deputy Assistant Secretary of the Air Force for Installations, Environment and Logistics, Office of the Assistant Secretary of the Air Force for Installations, Environment and Logistics.
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SPECIAL SECTION: 9/11... TEN YEARS LATER
9/11... Ten Years Later
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VOICES | 9/11... TEN YEARS LATER
The PentagonReflections By Lieutenant General (ret) Michael Zettler
9/11…the Pentagon! Looking back 10 years, the memories of that day haven’t blurred and the issues dealt with are still vivid. While those memories are important, the lessons learned from those events are fundamental and have value today. Reflecting on those days, I know from my perspective the issues in the aftermath of the acts of war inflicted upon our country came down to leadership, training, teamwork and continuing to support a future focus. While I could recount hour-by-hour the events of that fateful day, it’s more important to focus on several key events that evolved over the next few days and the months to come. By mid-morning on 9/11, the Air Force Operations Center and the associated functional response cells including the AF/IL (now AF/A4-7) Logistics Readiness Center were operational. By late morning, the area was becoming smoke filled and difficult to work in and the decision was made for key Air Force personnel to move across the river to Bolling AFB, Washington D.C. The move was conducted by UH-1s from the Pentagon River Entrance. I recall being seated next to General John Handy, the Air Force Vice Chief of Staff, flying over highway I-395 and the George Washington Parkway where there was traffic gridlock and over Reagan National Airport 10 | The Exceptional Release | FALL 2011
which was shut down and saying… “We are at war” and his response was a grim… “You are right.” The Air Force assumed a war-like footing. What do you do when you shift suddenly from policy, planning and resourcing the way ahead for Air Force Installations and Logistics to supporting a “come as you are” war? You must rely on your past training and experiences. There is a definite lesson for everyone in this course of action. All of those exercises that you’ve participated in, all of the “hot-washes” you’ve sat through, all of your past lessons learned are now needed. Several examples come to mind: When we evacuated the AF/IL offices in the Pentagon, we were explicit in taking time to secure all of the classified. We did our best, but not good enough to have accountability for the people who were evacuating. We needed to quickly set work schedules for the coming days. The Logistics Readiness Cell needed to be up to speed quickly and in communication with all of the Major Commands. We needed to assess augmentee needs and begin to bring our Individual Mobilization Augmentees in for duty. Where are the checklists, who are the responsible persons, who has what authority? Lessons learned such as these overcome start up and prevent chaos or failure. Forever, I will give great credit to Sue O’Neal who was the Director of Logistics Plans for her tremendous action at leading the initial AF/IL response on September 11th and the weeks to follow. In a very short time, the LRC was a key element in coordinating hundreds of actions and providing a key information conduit for the Air Force senior leadership. Leadership is paramount. I distinctly recall trying to get the key AF/IL leaders together to discuss what was going on and what the way ahead would be. The Pentagon offices were closed and the leadership team was spread between the offices of Air Force Services and The Civil Engineer
SPECIAL SECTION: 9/11... TEN YEARS LATER of the Air Force, both in Crystal City. Many of their people were trying to work from home. On 13 Sept, when I walked into the conference room in the Civil Engineers area, I was stunned by the look on the faces of the generals, Senior Executive Service members and colonels gathered. I had been immersed in the on-goings with the Air Force leadership and the Logistics Readiness Cell…they had not. I knew what was happening as well as anyone—they sure didn’t. I had failed to communicate adequately and therefore to lead them as a key part of the team. It only took me a few brief minutes and with very limited discussion to recognize my shortcoming and to begin to communicate what was happening, what was going to happen as best we knew and how AF/IL would support the effort. Leadership in this environment demands constant communication and it demands that all of the members of the team be on the same “dance card.” It’s a lesson for every leader in normal times as well as in times of crisis! You must communicate with your people.
The deployed forces and the forces at home doing Homeland Security patrols were well supported because of tremendous teamwork. There was no time for… “we are going to deploy, so we need to hand pick a great deployment team.” Likewise, there was no time to find “the best expert” to bring to the staff. This was a “come as you are crisis.” The Air Staff Civil Engineers, Services, Communicators, Maintainers and Logisticians performed marvelously. Their individual “spin-up” times were short. Active duty and civilians stepped into new roles and were hugely successful. Their functional competence was unlimited. I continue to this day to say thank you to the Air National Guardsmen and the Air Force Reservists, who often at great sacrifice to their civilian job, came to the Pentagon and made a tremendous difference. In no time, the collective experience of all of these professionals allowed us to have a superbly operating crisis management, information gathering, resource allocation and decision making entity.
We also learned that during contingencies it is not the time to organize “on the fly.” The Chief of Staff, General John Jumper, who had been the “Chief ” for all of 4 days made it very clear that we were to use our doctrine and existing organizational structure to support whatever contingency operations occurred. Within a week, there were debates on who exercised command and control of logistics elements in support of the operations. To sort out the debate, we rather quickly developed a graphic that demonstrated control nodes, reach back modes, communication means and so on for the operations. The Chief blessed this chart on the spot. The plan appropriately put the Combined Force Air Component Commander with his Director of Logistics (A4) as the responsible authority. Not everyone liked this, but it was the proper decision then and remains so today. Many of you have seen versions of this chart in various briefings to this day. I always smile and wonder if the presenter has any inkling of the genesis of that chart. The bigger point to be made is that in the theater of operations, the Commander and his A4 must be setting the stage for logistics priorities. While we have evolved and become more sophisticated, the theater commander and his logisticians still must rule.
The final area that I want to discuss is how we as an AF/IL team moved forward. The emphasis and focus needed to be on contingency operations. However, after only a few days, it became clear to me that we were in mode of operation from a “battle rhythm” and a future of the Air Force logistics that could not be sustained. We needed to have some division of labor. We needed to do the contingency operations, but we still needed to support budget supplemental efforts, annual planning, programming and budgeting processes and continue with all of the other policy and personnel initiatives that were underway. After a discussion with General Jumper, we elected to continue numerous logistics enterprise planning efforts. We saw to conclusion the Chief ’s Logistics Review and the changes that came or were a derivative of that Review… the Combat Oriented Maintenance Organization, the development of Logistics Readiness Squadrons, the creation of the Logistics Readiness Officer career field, the Depot Maintenance Reengineering and Transformation Initiatives, the Spares Campaign, the earliest days of eLog21. We maintained a strong sense of teamwork, we had a common purpose to support the on-going operations, and we all realized that there were attainable improvements in logistics operations that could make a long term difference.
While the theater commander leads, there are a multitude of Air Forcewide actions that can and should be done to support him. This was the significant thrust of the AF/ILs staff activities over the months following 9/11. As a result of the needs, the diversity of actions and the multiple coordination loops, we created a small Agile Combat Expeditionary Support (ACES) team to work critical issues and we embedded the team with the AF/XO (now A3) Checkmate division. This group of officers and senior non-commissioned officers worked with the war planners to make sure that future contingency support would be available. This team went so far as to convince the Air Force leadership that we needed a logistics, engineering and services planning conference for future operations. We held this conference at Wright Patterson AFB, OH and had representation from all Major Commands. As a result, well over 150 gaps or deficiencies were identified and began to be worked. When the invasion of Iraq occurred in March 2003, nearly every action and all major actions were cleared. Air Force forces were logistically well supported.
I give great credit to Ron Orr who was my deputy on 9/11 and to Sue O’Neal who soon took Ron’s place for their tremendous leadership and support during this long and proud period of Air Force history. It’s a period of time where the team collectively stepped up to the challenges of supporting the contingency effort and made every effort to create a better logistics future. I was fortunate to be a part of the AF/IL professional team and I had the opportunity to watch them excel first hand. Lt Gen Michael Zettler retired in Jan 2004 as the Headquarters, United States Air Force, Deputy Chief of Staff, Installations and Logistics. He had extensive experience at all levels of the USAF including command assignments at the squadron, wing and center level. K
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VOICES | 9/11... TEN YEARS LATER
In Remembrance By Colonel Darrell S. Mosley September 11, 2001 is a memorable day for millions of people all around the world and it is especially for me. This is one maintenance officer’s view of the historic day. I worked in the Pentagon in 2001 as the Vice Chief of Staff Assistant Executive Officer and Aide de Camp. The day started as normal with my early morning drive from Alexandria, VA to work and nothing seemed out of the ordinary as I approached the Pentagon. I was first to arrive and set-up the office as usual for the day’s activities. The Vice Chief of Staff, General John Handy showed up shortly afterwards and everything was proceeding like clockwork. Later that morning, then Major General Buzz Moseley, SAF/LL arrived for a meeting and social call (they loved to talk about NASCAR racing & hunting). I remember shortly after his arrival, the staff from across the hall came rushing in and asked us to turn on the TV to see what was happening in New York. We turned on the TV and saw the replay of an aircraft flying into the Twin Towers. WOW! (Immediately went through my mind) We were all shocked and initially thought the aircraft experienced a malfunction causing this terrible incident. I immediately interrupted General Handy’s office call to inform them of what happened and turned on his TV. We talked about it briefly; those seasoned pilots were very curious because that should not/ could not happen with the advances in our aviation technology. So, as they continued to chat I went back out into the outer office. Shortly after sitting down I remember we saw a repeat of the same and thought, why is the network playing it again? Then General Handy came out and asked if we were watching the unfolding story and was that another aircraft flying into the Towers? The reporter quickly informed the viewing audience that it was in fact a different aircraft hitting the other Tower. Now we were all thinking something suspicious was going on. A short time later (time is fuzzy because so much was happening) my phone rang and it was the command center informing me that an aircraft was approximately 50 miles out and not squawking its IFF (identity friend or foe). I wasn’t too surprised because working in the Pentagon and on the E-ring we are in the direct flight path of Washington National Airport and aircraft frequently flew by our window on final approach. However, with the recent events on TV, I stepped into General Handy’s office to 12 | The Exceptional Release | FALL 2011
inform them of the latest news. They acknowledged and I went back to watching the news. A couple of minutes went by when General Handy opened his door and asked for an update on the unidentified aircraft. I got up and reached for the phone. As I dialed the number I felt the building shake. I grew up in California and recently PCS’d from Alaska. I initially thought it was an earthquake…but I’m in DC and we don’t have earthquakes in DC! Shortly thereafter one of our security forces members came running through the glass corridor entry doors screaming “Evacuate, Evacuate, Evacuate!” Now, I’m thinking a bomb went off and I directed the staff to evacuate and meet at our planned rallying point to account for everybody and I’ll be along with the generals once I close up shop. I then went into General Handy’s office, gathered both generals and headed toward the River Entrance of the Pentagon. As we
SPECIAL SECTION: 9/11... TEN YEARS LATER started down the stairs and arrived at the level for us to exit the Pentagon, General Handy told me to keep going further down the stairs and follow him. As we continued further into the depths of the Pentagon, more and more people kept passing us in the other direction. I had no idea what General Handy had in mind but Major General Moseley and I kept following through the smoke, sprinklers and on-going fire alarms. We finally arrived at the Air Force Operations Center. Upon entering I noticed scores of outstanding officers and NCOs manning the phones making the mission happen while chaos surrounded them. I immediately found one of those NCOs and gave him two numbers (General Handy’s wife and my wife) and asked him to quickly give them a call to let them know we are alright. We proceeded into a room where we met the General Jumper, Chief of Staff of the Air Force, his executive officer, the AF/XO, Lieutenant General Zettler (AF/IL), Major General Moseley, and a couple of other leaders (approximately 8 personnel total). On the wall was a big screen projecting every aircraft in the air over the United States (along with those overseas scheduled to land in the US). It was pretty impressive seeing a map of the US with all airborne aircraft on it—civilian aircraft were red while the military were blue. At this point, we received the information that the Pentagon was hit by a civilian airliner—all civilian airliners were considered hostile. So, the plan was to either have them land on their own or be forced down by our military aircraft. Discussions and thoughts were pretty intense on the possibility
of us having to engage with one of our own civilian airliners—luckily it never came to that. As time progressed (hours passed), the fire alarms continued as did the sprinklers and then came the smoke. Through it all, those outstanding NCOs and officers continued manning the phones as we oversaw the very unexpected air war over the US. As time went on and news spread about the events in New York and DC, it was amazing how quickly the number of civilian aircraft landed. The number of red silhouettes drastically reduced as the blue equally increased. I was awestruck sitting there watching our senior leaders manage the effort to reduce the risk of life to our American citizens. At some point, the smoke was getting really bad and it was decided that we need to evacuate for another location. When the call was made, we departed the building and headed for the parade lawn in front of the River Entrance. We quickly boarded helicopters and were flown over the Potomac River to Bolling AFB, DC where an alternate Operations Center was established. After a couple of more hours and well into the night, I headed back to the Pentagon (my truck was still parked there and “dummy me” I left the keys in my desk). The Vice Chief ’s security agent (then SSgt Jeff Weisler) was kind enough to give me a ride to the Pentagon and then he assisted me as we had to negotiate our way through wave after wave of security, special agents and investigators to get back into our office to retrieve my keys. We were successful and as I drove away from the Pentagon for the first time, I noticed the fire and part of the plane wreckage. However, one of my most lasting fond memories of that tragic day is of the numerous flags and messages draped over the freeway guardrail in support of our troops, department of defense civilians and first responders—my heart grew a couple of sizes and it made my drive home much easier. Needless to say, it was a very emotional evening at home with the family. I would like to say the story ended here but for those of us working in the Pentagon it continued the next day. That evening, following many phone calls, General Hugh Shelton, Chairman of the Joint Chiefs of Staff, decided the next day proceed as normal. I drove in as usual but this morning as I approached the Pentagon, it was definitely different. The roof was still on fire and there was an aircraft sticking out on the helicopter landing pad. General Handy arrived and we went to view the wreckage. The awesome first responders (police, fire & medical) were still working full throttle as well as many volunteers (military & civilian) as we arrived. It was very solemn as they were still finding and removing victims from the Pentagon and airplane—my heart still goes out to their family, friends & co-workers! The day ended early and no work was really accomplished but to this day I still remember the constant smoke that filled the corridors on that second day… the smell never goes away. As I reflect on those days, I feel very privileged, lucky, grateful & blessed to work with outstanding people at all levels in all areas of our great Air Force, the Department of Defense and our local civil servants. I think of 9/11 often and how it reshaped my career and life. However, on that particular day every year I get down on my knees and thank my creator for allowing me to be here and to remember all those who lost loved ones not only in the Pentagon but at the Twin Towers and in that Pennsylvanian field—heroes all!! For me, remembering 9/11 is a daily occurrence that doesn’t go unnoticed… DARRELL S. MOSLEY, Colonel, USAF Director of Logistics, Third Air Force K
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VOICES | 9/11... TEN YEARS LATER
Ten Years After 9-11… By Lieutenant Colonel (ret) Michael Moore As we reflect back over the last 10 years on a world changed by the events of 9-11, most of us will remember what we were doing that day. Six years ago, Marta asked me to recount some of my experiences on 9-11 and she’s included the original piece below. I will always remember every minute of that day vividly. The bottom-line I laid out in the article 6 years ago remains the same today; Take advantage of every training opportunity and learn all that you can - Be ready - You never know when, or in what manner, our nation may call on your services. Although no longer in uniform, I continue to have the privilege of serving as a member of the Air Force team and help lead an 1,800-strong maintenance organization at Hill AFB, UT. I’m surrounded by patriots all who dedicate their efforts to delivering airworthy, combat-ready assets for immediate use downrange. On this tenth anniversary, most of them will be doing the same job they were doing on 9-11 and will continue supporting America’s Airmen around the world. They know their mission and execute it with pride so, in some respects, nothing has changed here since 9-11. Personally, I’ve noticed one enduring change since 9-11; I now frame things in terms of “perspective.” If no one’s trying to drive an airplane into the building in which I work, then it’s a good day and we can handle anything that comes at us. After all, 9-11 represents my “worst day at the office” and everything else pretty much pales in comparison. In closing, I encourage all our members to train hard, learn every day and be ready for the call that comes out of the blue… For this generation, everyone will remember what they were doing on September 11, 2001. I will always remember standing before a collapsing section of the Pentagon when two disaster response units from Metro Washington Airport Authority (MWAA) rolled up. In college, I was a certified and highly experienced Pennsylvania Emergency Medical Technician-Paramedic; on 9-11 those skills proved invaluable. On this fourth anniversary, I’d like to take a few moments to highlight some lessons learned for anyone interested. The scene was tense and chaotic as the 20,000+ people who worked in the Pentagon were flooding out all major exits and cars along I-395 were stopped everywhere. Virtually everyone was moving away from the scene to safe stand off distances. When the MWAA trucks stopped in front of me, I walked to the senior paramedic and offered to help. As I talked to him, the lessons from a mass-casualty class from 14 years prior 14 | The Exceptional Release | FALL 2011
rushed back in a surge and I peppered him with questions. When I finished, he paused for a minute, handed me his radio and orange vest and then made a simple pronouncement; “You’re better qualified to handle this than I am—you’re now the Triage Commander. What do you want me to do?”
OK, now this was unexpected. From the look on his face, and the situation around us, this didn’t seem the time to argue. I put on the vest and was instantly the focal point for the wave of volunteers moving in to help. I drew upon my past training and experiences and matched incoming qualified volunteers with the four color-coded sections required for a full triage area. We unloaded the trucks in rapid-fire succession, set up the area, and classified/stabilized the wounded as they arrived.
SPECIAL SECTION: 9/11... TEN YEARS LATER Things came together exceptionally fast and we had most of the injured prepared for immediate transport about 15 minutes after set-up. Meanwhile, my new friend the senior medic organized a transportation coordinator and staging route for the various ambulances now rolling on scene. Continuing smoothly, our teams packaged our wounded off in pairs and had almost cleared the first wave of patients when an FBI vehicle moved in with loudspeakers blaring. They’d received word that a Boeing 757 was now only 20 miles away from the Pentagon moving fast up the Potomac. They obviously felt this aircraft was destined to repeat the World Trade Center scenario played out less than an hour prior.
It was time to move… Although it took a minute or two to explain this to my cell team leaders, we took all equipment and bugged out to under the Arlington overpass. In short order, all team leads reestablished their areas and were taking on the second wave of patients. Having relocated to an area with solid cover, good ingress/egress routes, and an area for helicopter staging, we couldn’t have planned these unfolding events any better if we’d tried. As for the errant 757 pilot, he was simply looking for the best route out of the chaotic airspace mess resulting from National Airport’s closing. He eventually landed at Baltimore. About 90 minutes into this scenario, most patients had been evacuated and we began preparing for extended recovery support operations. With over 200 volunteers from all backgrounds, 16 ambulances, 3 helicopters, and two large passenger cruise buses we were ready for anything. Critical medical supplies had been choppered in from Walter Reed Medical Center and, most remarkably, a Rexall Drug Store delivery driver had
gotten clearance from the president of the company to divert off I-495 and open his 40’ trailer load of medical stores to our support operation. We organized food & water, chairs, lights and all other necessities for extended operations. This team remained operational and treating patients for over 12 hours before we relocated again to a semi-permanent treatment facility.
The Lesson? Preparation, good training, and experience are the keys to effective readiness. Yes, I’d been a paramedic in college but that focus is usually on one patient--or at most two. In this situation I personally treated no one; I responded as a medical logistics coordinator in a high OPTEMPO situation. I will guarantee the lessons I learned as a junior officer on the flight line and in OREs did the most to prepare me for the no-notice leadership challenge of a lifetime. Take advantage of every training opportunity and learn all that you can. Be ready. You never know when, or in what manner, our nation may call on your services. Editor’s Note: Gen John Jumper awarded (then) Lt Col Michael Moore a single-event Meritorious Service Medal for his heroic actions during the Pentagon attack. The men and women of LOA are very grateful and oh so proud of you, Mike. About the Author: Lt Col (ret) Michael Moore is the Deputy Director, 309 AMXG at Hill AFB, UT. When the attacks occurred he was the Senior Program Analyst and Deputy Chairman for the Logistics Panel in AF/ILSE (now AF/ILPE). K
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VOICES | READINESS TESTIMONY
Readiness Testimony
Lt Gen Loren Reno
Editor’s Note: On 18 May 2011, Lt Gen Loren Reno, Deputy Chief of Staff, Logistics Installations and Mission Support, testified with the other Services’ A4’s before the Senate Armed Services Committee’s Readiness & Management Support Subcommittee. The purpose of the hearing was to understand the current materiel readiness of deployed, deploying and non-deployed forces and the Services’ ability to provide equipment to meet combatant commander requirements and respond to unforeseen contingencies. The following is an excerpt from Lt Gen Reno’s prepared statement that was provided to the Committee.
INTRODUCTION The United States continues to confront a dynamic international environment requiring the military to remain strong and agile in the face of a diverse range of threats. Along with our Joint partners, the Air Force defends and advances the interests of the United States by providing unique core function capabilities required to succeed in today’s fight and future conflicts. Underpinning the work of all Air Force Core Functions are the capabilities inherent in Agile Combat Support (ACS). ACS is the ability to create, protect, and sustain air and space forces across the full spectrum of military operations, spanning the entire set of our diverse functional capabilities. The Fiscal Year (FY ) 2012 budget request of $33.8 billion for ACS impacts our entire Air Force—from the development and training of Airmen, maintaining and supporting weapon systems, to regaining acquisition excellence. ACS enables the Air Force to remain a mission-focused and highly capable force; a difficult task given over 20 years of constant combat operations.
Supporting the War fighter Our Airmen continue to inspire us with their dedication and service, serving proudly alongside their Army, Marine, Navy and Coast Guard teammates. With Airmen at 135 locations worldwide, nearly 37,000 forward-deployed and more than 57,000 forward-stationed, the Air Force fully supports the Joint fight. The many outstanding Airmen that form the “logistics chain” – maintainers, security forces, vehicle operators, explosive ordnance disposal teams, engineers, aerial porters, and others have enabled the Air Force to conduct more than 45,000 sorties supporting Operation IRAQI FREEDOM/NEW DAWN, and almost 101,000 sorties supporting Operation ENDURING FREEDOM, deliver over 1.78 million passengers and 712,000 tons of cargo, and employ almost 2,580 short tons of munitions. The full impact of ACS cannot be expressed by mere statistics of tonnage moved and sorties generated. ACS covers virtually every aspect of Joint and coalition operations and one example of our support to the entire Joint and coalition team is Basic Expeditionary Airfield Resources (BEAR). BEAR includes virtually everything the Joint war fighter might need for airfield operations in an austere environment such as shelters, generators, hygiene kits, and airfield matting. A recent example of how BEAR was used is when the 49th Materiel Maintenance Group at Holloman Air Force Base, New Mexico and the Army’s Surface Deployment and Distribution Command rapidly packed and shipped BEAR assets to Afghanistan. This movement equated to 14,550 short-tons of equipment enabling the set up of 15 housing encampments supporting 8,250 personnel. Additionally, the Air Force has transferred 22 BEAR sets to the Army and Marine Corps to support the stand-up of forward operating bases throughout Af16 | The Exceptional Release | FALL 2011
RENO ghanistan as well as two BEAR sets to the Navy to support the initial stand-up of detainee operations at Guantanamo Bay, Cuba. These tremendous efforts exemplify our unmatched agile combat support—not just to Air Force units—but also to our Joint and coalition partners.
Personnel and Readiness With Air Force personnel deployed to more than 135 locations worldwide on an average day, we rely heavily on the total force. Of the 37,000 forward deployed Airmen, nearly 30,000 are continuing on a rotating basis to contribute to operations in the United States Central Command Area of Responsibility (AOR), including 10,000 Airmen in Afghanistan. Continued and sustained high operations tempo has reduced our personnel readiness. Since 2003, we have seen a slow but steady decline in reported readiness indicators. At present, 22 career fields are “stressed”. However, there are a number of programs in place to bolster manning in these career fields, as well as to mitigate potential negative effects on our Airmen and their families. The mission capability of the airlift and refueling fleet remains high at 82.7 percent while meeting robust and dynamic operational requirements. Mission capability of the fighter-bomber fleet is adequate at 75 percent. We’ve improved funding to Weapon System Sustainment (WSS); however, sustainment challenges continue as we field new weapon systems and balance contract versus organic sources of repair. The professionalism and dedicated work of our Airmen ensure our aircraft inventory is ready.
FY12 Budget Overview Within the Air Force’s FY12 budget request is $33.8 billion for Agile Combat Support. This represents a careful balance of resources among the Air Force core functions necessary to implement the President’s national security strategy, and an extraordinary effort to ensure America gets the maximum value out of every dollar. Last year, the Secretary of Defense directed the Services to identify $100 billion dollars in efficiencies in overhead and support, and move it to war fighting and readiness. Our FY12 budget supports that efficiency initiative and incorporates over $33 billion in efficiencies across the future years defense plan (FYDP). The savings will be shifted to higher priority combat capability as we reduce overhead costs; improve business practices; and eliminate excess, troubled or lower priority programs. As we consider how we can achieve efficiencies, the Air Force is looking across the enterprise, thinking broadly and creatively across business areas − from our organizational structures, to reducing fuel and energy consumption, to improving depot and supply-chain business processes and sustaining weapons systems. In the logistics area and weapon systems sustainment, we conducted an end-to-end review of over 5,500 sustainment tasks, resulting in a reduction of $1.2 billion in requirements. We looked at supply chain management processes which led to expanding the use of strategic sourcing, the consolidation of accounts, and reductions in manpower and overhead. Finally, we standardized requirements using improved collaboration and supportability reviews to increase planning accuracy and on-time depot performance. To date, our efforts have yielded $3 billion in efficiencies over the FYDP and will allow the Air Force to fund WSS in excess of 84% with Overseas Contingency Operations funding in FY12.
Nuclear Deterrence Operations Continuing to Strengthen our nuclear enterprise remains the number one Air Force priority. We continue to provide two of the three arms of the nation’s nuclear deterrence with steadfast excellence, precision, and reliability. Toward that end, we have taken positive steps within the FY12 budget related to this core function. The ICBM modernization and sustainment plan includes on-going programs to replace aging support equipment such as weapons load trailers, electronic systems test sets, and weapons storage and security systems. We are also strengthening positive inventory control and accountability for Nuclear Weapons Related Materiel by improving asset visibility and performing semi-annual inventories. The Nuclear Enterprise Human Capital Plan is a new approach to managing enlisted talent and provides a deliberate process for evaluating and developing Airmen in a limited, high-demand career field. The Air Force is prepared for today’s operations and tomorrow’s uncertainties, despite fiscal challenges and high operations tempo. With an uncompromising commitment, the Air Force remains ready to provide Global Vigilance, Reach and Power for America. K
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LOA JOB FAIR 2011 LOA is proud to announce their first-ever Job Fair to be held in conjunction with the 2011 National Conference in Fort Worth, TX. The Job Fair will be open to all LOA Conference attendees and will also give participating companies a chance to interface with the best and brightest military and civilian logisticians as they pursue employment in their upcoming career transition. Where:
Fort Worth Convention Center, Fort Worth TX
When:
Thursday, October 13, 2011
Who may attend: Registered Conference Attendees For more information as an attendee or to register as a hiring Organization, visit: http://www.loanational.org/conference/job-fair.php
Well, Not Exactly... But you CAN have this page. Reserve Your Spot Today! Contact Marta Hannon: marta@loanational.org
SPECIAL SECTION: LOA CONFERENCE 2011
Logistics Officer Association 2011 National Conference Don’t Miss the Year’s Largest Gathering of Influential Air & Space Logistics Professionals
Shaping Logistics Attend ~Exhibit ~ Network
At LOA 2011, you’ll have the opportunity meet, network with, and learn from senior logisticians and policy makers from across the Armed Forces, DOD, and Industry. Our speakers will discuss their key priorities over the next several months - helping you build and sustain your roadmap for future logistics support. Confirmed Speakers: Gen Philip Breedlove, Gen Donald Hoffman, LtGen (ret) Claude Christianson, Lt Gen Thomas Owen, Lt Gen Loren Reno, Lt Gen (ret) Michael Zettler, Maj Gen Chris Bogdan, Maj Gen Kathleen Close, Maj Gen Judith Fedder, Maj Gen Mike Lally, Maj Gen Robert McMahon, Brig Gen Brent Baker, Brig Gen Lee Levy, Mr Scott Reynolds, SES, Ms Debra Tune, SES.
October 10-13 Ft Worth Convention Center Texas Registration and Exhibit Sales Now Open www.LOANational.org/conference
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SPECIAL SECTION: LOA CONFERENCE 2011
LOA National Conference 2011 Floorplan
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SPECIAL SECTION: LOA CONFERENCE 2011
LOA National Conference 2011 Industry Partners Please Visit Our Industry Partners in the 2011 Industry Partner Exhibit Hall A4I/eLog21
IDZ Technologies Inc.
AAI Corporation
Institute for Defense and Business
ADS, Inc.
Intergraph Government Solutions
Advanced Testing Technologies, Inc
Joint ALC
Aerowing
KEL-LAC
AFIT School of Systems and Logistics
Kennon Aircraft Covers
Aging Aircraft Consulting (AACL)
Lockheed Martin
Air Force Global Logistics Support Center
Logis-Tech, inc.
Air Force Logistics Mgmt Agency, MaxwellGunter
LORD Corporation
Applied Research Laboratory
Military Logistics Forum
ARINC
Miro Technologies
Aviall Services Inc.
Moog Inc.
Battelle
NDIA
Boeing
NORDAM
CDO Technologies, Inc.
Northrop Grumman Corporation
Chromalloy
Oracle
CribMaster/WinWare, Inc
Parker Aerospace
CSC
Pratt & Whitney
Defense Logistics Agency
Rolls Royce
Dynamics Research Corporation
Simpler Consulting LP
DynCorp International
Snap-on Tools
Elbit Systems of America
StandardAero
Expeditionary Combat Support System
Teradyne
Fatigue Technology
Timken Aftermarket Solutions
GE Aviation
UFC Aerospace Corp
Grey Beard Associates, LLC
UmeVoice, Inc. -- theBoom
Habco Inc.
UT - Center for Executive Education
Honeywell
URS
Howell Instruments Inc
USAA
HQ USAF A4IS Information Technology Division
USAF AMMOS
IFS Aerospace and Defense IBM Corporation
MainStream GS, LLC
W. L. Gore & Associates, Inc. Williams Electrolinx
ICF International
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SPECIAL SECTION: LOA CONFERENCE 2011
2011 LOA National Conference Agenda SUNDAY, 9 OCTOBER 1600-1800 Registration Opens MONDAY, 10, OCTOBER 0700 – 1600 Registration Open 0700 – Buses Depart for Golf Tournament 0850 – Golf (Shotgun Start) Waterchase Golf Club 0900 Lockheed Martin Tour 1: Bus Departs 0920 1130 Lockheed Martin Tour 2: Bus Departs 1200 1800 – Icebreaker – The Good, the Bad, and the Ugly Billy Bob’s Texas – The World’s Largest Honky Tonk TUESDAY, 11 OCTOBER 0600 – Fitness Challenge 0700 – 1600 – Registration Open 0700 – Breakfast – Exhibit Hall B 0800 – Opening Ceremony & Welcome Remarks 0815 – Chief Loggie’s View – Reno, AFA4/7 0900 – Industry Partner Exhibit Hall Opens 0900 – Break – Industry Partner Exhibit Hall 0930 – Industry Partner Panel 1045 – Where is LOA Going? – Zettler 1130 – Lunch – Industry Partner Hall 1130 – Lunch – Stars & Bars – Reno/Fedder 1315 Breakout Sessions KC-46A Selection Multi-Modal Ops into AFG Logistic Transformation The Primes IG Inspections Panel Counterfeit Parts Control Panel 1430 Breakout Sessions Repeat of 1315 sessions 1530 – Break – Industry Partner Exhibit Hall 1600 – Wounded Warrior - Slaydon 1600 Industry Partner Hall Closed until 1800 1800 – Loggie Reception – Industry Partner Hall WEDNESDAY, 12 OCTOBER 0600 – Fitness Challenge 0700 – 1800 Registration Open 0700 – Breakfast – Exhibit Hall B 0800 – Admin Remarks / Chapter Roll Call 0815 – ASC/CC – Owen 0900 – What’s at Stake? – Breedlove 0900 – Industry Partner Exhibit Hall Open 0945 – Break – Industry Partner Exhibit Hall
** Agenda subject to change** 22 | The Exceptional Release | FALL 2011
WEDNESDAY CONTINUED 1015 – Breakout Sessions Sq CC Gp CC Ops O Gp CD LROC/LCBP/AMMOS/ALEET Colonels Group Discussion 1130 – Award Lunch – Keynote: Mr Kirk Bauer Executive Director, Disables Sports USA Open to all attendees and exhibitors 1300 – Industry Partner Exhibit Hall Reopens 1315 – Breakout Sessions Logistics Problem Solving Social Media JSF LT&E Results Chapter Development LIMS-EV 1415 – Break – Industry Partner Exhibit Hall 1500 – Industry Partner Exhibit Hall Closes 1600 – Senior Leader Panel: Tune/McMahon/Christianson Free Evening THURSDAY, 13 OCTOBER 0600 – Fitness Challenge 0700 – 1800 Registration Open 0700 – Breakfast – Exhibit Hall B 0800 – Admin Remarks / Chapter Roll Call 0815 – Loggie Career Development – Fedder 0900 – Industry Partner Exhibit Hall Open 0915 – Japan Disaster – Baker 1000 – Break – Industry Partner Exhibit Hall 1030 – AFMC & Future of ALC – Hoffman, CDR AFMC 1130 – Lunch Industry Partner Hall 1130 – Lunch – Sitting WG/GP CC – Reno/Fedder 1130 – Lunch/Meeting Chapter President’s 1300 – Breakout Sessions 21R Dev—Baker 21A Dev—Close 21M Dev—Levy ANG/AFRC - TBD Civilian Career Path—Reynolds Retirement Transition—Diehl 1330 – Industry Partner Exhibit Hall Temporarily Closes 1400 – LOA Job Fair – Room 202 1700 – Senior Officer (06-up) Tour Industry Partner Exhibit Hall 1800 – Banquet Reception – Industry Partner Exhibit Hall 1900 – Industry Partner Exhibit Hall Closes Permanently 1900 – Banquet – Keynote: TBD
SPECIAL SECTION: LOA CONFERENCE 2011
Thanks to Our 2011 Sponsors! Please be sure to visit them in the Industry Partner Hall!
Platinum Sponsor Northrop Grumman
Gold Sponsors Booz Allen Hamilton GE Aviation
Silver Sponsors Battelle Lockheed Martin
Internet Café Sponsor Standard Aero
Ice Breaker Sponsor CSC
Loggie Reception Sponsor Boeing Company
Keycard Sponsor Chromalloy
Badge Holder/Lanyard Sponsor Booz Allen Hamilton
Golf: Predator Sponsor: Boeing Dragon Lady Sponsor: Nordam
Break Sponsors Calibre Chromalloy NDIA We still have sponsorships available. If your company would like to increase exposure – Contact Marta Hannon today at marta@loanational.org
2011 LOA National Conference Scholarship Donors ($500 and up) Corporate Contributors ATTI The Boeing Company Booz Allen Hamilton CSC EADS NA Lockheed Martin Lord Corporation Raytheon Individual Contributors Col (ret) Robert Drewitt Lt Col (ret) Dave Miller Col (ret) Geary Wallace Thank You!! All Scholarship Donations are tax deductible – donate today! Contact Marta Hannon at marta@loanational.org
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INDUSTRY PARTNER | ICF INTERNATIONAL
Focus on a LOA Industry Partner Shaping Training for Logisticians in the 21st Century By Col (ret) Phil Waring, Lt Col (ret) Tony Dronkers and CMSgt (ret) Mick Golson Can you believe that more than 10 years have gone by since Y2K, and more than ten years of the 21st Century are already gone? Along the way many changes have been driven by operational and economic necessities. The one notable exception to changes, however, is the way logisticians are being trained. Granted, there may be pockets of radical improvement in some areas, however, logisticians lag behind because much of the training is still based on outdated techniques and modalities. It is time to look at the effectiveness of training with the generation of Airmen currently in the Air Force and those joining the Air Force. Not just a look at the curriculum, classroom size, student load, but a hard look at how they learn and retain the critical information that ensures mission success.
kinds of experiences lead to different brain structures.” Because they have grown up with all of this technology, today’s generation has been labeled “Digital Natives.” Studies by a leading cognitive psychologist suggest that brains that undergo different experiences develop differently and may in fact “reorganize” itself over time. However, this reorganization takes time and intense focus – not unlike what is experienced by the typical youth playing video games for five or more hours a day over a period of years. They have been adjusting or programming their brains to the speed, interactivity, and other factors associated with games. The Air Force Logistics community is no different. The workforce is every bit a part of this technology explosion, and it requires a serious look at how logistics Digital Natives are being trained. Dr. Berry rightly points out that Digital Natives’ brain structures may have been “rewired” through intense and prolonged video game play and may be different from previous generations. Therefore, it is reasonable to conclude that the possibility exists that Airmen are likely to think, reason and learn in a manner totally unrecognized by their “digital immigrant” leadership. The conclusion might be that supervisors and commanders who are charged with training our “digital Airmen” may not truly have the necessary resources needed to change from these less effective, even outdated training techniques and modalities. While those techniques have worked in the past they are only tolerable with young Airmen today.
This might be a good time to evaluate events in the 20th Century. We know some of you might remember the year 1971 (like the authors of this article), and others may not. But let’s review how we trained Airmen The student (2S) performs an inventory of warehouse assets “back in the day.” In 1971, organizations trained their workers using books, pamphlets, magnetic tape (8-track, reel, cassette) and of course, microfiche. About 10 years later, circa 1981, the precursor of today’s pervasive technology explosion, the first affordable computers were hitting the markets. Thus began society’s insatiable obsession with using electronic machines to provide a “better quality of life.” Machines such as personal com- Another view of warehouse assets Have you ever wondered why the puters, word processors, Atari crowd of airmen you are talking game consoles, VCRs, Walkto seem bored during your typical mans, camcorders, cable television and cell phones all came into being. training session? You know the one – the one where audio is embedded With all of this technology came new, innovative and more effective in 83 PowerPoint slides discussing computer and network security. Or, ways to train Airmen. This generation of logisticians grew up in the have you recently received notification that one of your brightest stars middle of the technology explosion and subsequently learned to process failed their 5-level upgrade end-of-course examination? You strained information differently. These are different experiences than those of your brain trying to figure out what happened. Well, if we are to believe us born in the 1950s and 1960s. The question is, “Do today’s Airmen Dr. Berry, young professionals want to have a more interactive training learn the same as yesterday’s Airmen?” We don’t think so. According to experience. To just watch a PowerPoint presentation is absolutely borresearch by Dr. Bruce D. Berry of Baylor College of Medicine, “different ing. They want to learn and simply need something that teaches them 24 | The Exceptional Release | FALL 2011
WARING, DRONKERS & GOLSON in a way that they like to learn (modality). The 30 January 2008, AETC White Paper on Learning, the Future of Air Force Education and Training, talks extensively about how training today’s Airmen is different than yesterday’s Airmen. One assumption in the White Paper is that we need “new approaches to education and training that will account for how future Airmen learn, changes in technology, and the future environment in which Airmen operate.” Let’s review what has occurred in the last ten years in the logistics community: Combined 3 officer logistics career fields Closed down a number of enlisted 7-level schools On a continuous journey of back-to-basics (or should be) We are and will be operating under severe budget constraints Decreasing knowledge base Increasing complexity in IT systems Large number of deployments Scarce dollars for in classroom training Lack of agility in responding to an ever increasing training need Less time with family
2S performs equipment inspection at outside storage locations
How will the logistics community deal with this ever changing environment and digital Airmen, given these new realities? How can the AF optimally spend limited resources to continue coping with this ever changing environment? At least one answer lies in how logisticians are trained. While we may not all agree on what the “best approach is” and there is not one answer to this question, we believe that one of the answers lies in how we present the necessary domain knowledge associated with individual AFSCs to create what a former CSAF called a “knowledge enabled Airmen.” Here are a few things we should be able to agree on: Today’s professional workforce (Digital Natives) want things fast and more meaningful to them Logisticians do not want their time wasted Senior leaders want knowledge enabled Airmen The environment will continue to change Change will remain a constant
UDM inspects dash 60 generator
One approach to the solution is better use of modeling and simulation, using gaming and immersive training. This type of training has demonstrated capability to improve retention for skill and process training, reduce overall cost of training to the unit and Air Force budgets, and is capable of being distributed to reach a greater student population. It is gaining traction in the logistics community, and we recommend more extensive use for the logistics training environment. The thought is not to change what we teach; the change is how we are teaching it. As Dr. Berry pointed out Digital Natives or our “digital Airmen” want speed and interactivity. We do know that simulation is hugely successful in the operations Close up of panel of dash 60 generator community, industry, as well as many academic institutions across the country. However, unlike the Air Force Operations commufessional development forum, and the recent drive by the LOA National nity, Air Force Logisticians have yet to fully embrace this approach. Board to find ways for a more interactive conference, perhaps the time is now. We must now ask ourselves “has the perfect storm come together to make now the time to explore these avenues?” In this day of budget About the Author: Mr Phil Waring is a retired USAF Colonel and past Prescuts and a revived need for a continuous push to find efficiencies, are we ident of the LOA. Mr. Tony Dronkers is a retired USAF Lt Col and Mr. now in the midst of an era of a perfect storm for logistics training? The Mick Golson is a retired USAF CMSgt. All three gentlemen are employed by Logistics Officers Association is fertile ground to begin to acknowledge ICF International and are members of LOA. K our new realities. Further, as LOA continues to strive to provide a pro25 | The Exceptional Release | FALL 2011
EDUCATION
Measuring Performance
Taking Nuclear Enterprise Excellence to the Next Level By Major Andrew S. Hackleman Despite rigorous and frequent inspections, the USAF nuclear enterprise lacks a strategylinked system of performance measurement that can be meaningfully aggregated at decision-maker (or hierarchical) levels. Establishing such a system is essential to achieving the strategic sustainment goal, because measuring influences behavior and enables unity of effort. If the USAF chooses to develop a performance measurement system, it is crucial that these measurements be designed based on strategic goals and linked through a meaningful system of aggregation. This will ensure that metrics are measuring the right things, from a strategic perspective. In focusing on linking the strategic goal to measured outputs, organizations can avoid the most common pitfalls of performance This is a condensed version of an AFIT thesis and doesn’t describe the aggregation method referred to in this article, due to space limitations. The full text is available at http://www.dtic.mil/cgibin/GetTR Doc?Location=U2&doc=GetTRDoc. pdf&AD=ADA540207. 26 | The Exceptional Release | FALL 2011
Airman 1st Class Richard Maure marshals in a B-2 Spirit after a Red Flag 2005 mission. (U.S. Air Force photo by Tech. Sgt. Roy A. Santana)
measurement: measuring too much and measuring the wrong outputs. These pitfalls result in poor performance because decision-makers do not have a clear overall picture of organizational performance and the metrics used can conflict with one another or the strategic goal. To construct a performance measurement system for nuclear sustainment, the strategic goal must be linked to outputs that can be directly measured. To determine strategically important outputs, a performance measurement hierarchy must be constructed. The first step in creating a performance measurement hierarchy for nuclear enterprise sustainment was to carefully define the meaning of sustainment. We based the construction of the sustainment performance measurement hierarchy on the definition and description of sustainment found in Defense Acquisition Guidebook, Department of Defense Instruction 5000.02, Operation of the Defense Acquisition System, and Department of Defense Directive 5000.01, The Defense Acquisition System. According to paragraph 3.9.2.1., the Defense Acquisition
The Peacekeeper missile is America’s newest intercontinental ballistic missile. (U.S. Air Force photo)
HACKLEMAN Guidebook defines sustainment as including supply, maintenance, transportation, sustaining engineering data management, configuration management, manpower/personnel, and training. The Defense Department directive expands this definition to include the life cycle from initial procurement to supply chain management (including maintenance), reutilization and disposal. It also emphasizes the importance of monitoring key support metrics.
neering; Bomber Sustainment; Intercontinental Ballistic Missile (ICBM) Sustainment; Retirement and Disposal; Policy Performance; Support Equipment; Compliance; and Nuclear Infrastructure. To keep the scope of this paper manageable, we developed the full hierarchy for only Weapons Storage Area Operations. The other subcriteria could be developed the same way as the Weapons Storage Area Operation subcriterion.
We used current academic literature to construct a strategy-linked performance measurement system for sustainment of the nuclear enterprise. Also, in the interest of uniting our research with ongoing efforts by the USAF to measure performance of the nuclear enterprise, we incorporated feedback from more than a dozen USAF nuclear enterprise leaders when modeling the hierarchy.
Weapons Storage Area Operations (WSAO) is intended to measure the sustainment activities that take place in the Weapons Storage Area. There are some unique aspects to WSAO nuclear maintenance, but as far as periodic maintenance activities are concerned, nuclear maintenance tasks can be thought of as analogous to those in backshop maintenance and aircraft maintenance squadrons. Although maintenance policy and technical guidance is different for nuclear maintenance, many of the business processes are similar.
Using sustainment as our strategic goal, the process method and feedback from nuclear enterprise leaders, we identified nine subcriteria that comprise the strategic goal: Weapons Storage Area Operations; Sustaining Engi-
We developed tertiary subcriteria for the WSAO subcriterion, based on feedback from
nuclear enterprise leaders and personal experience. WSAO, as a subcriterion to Sustainment, can be seen to have four tertiary subcriteria: Maintenance Performance, Stockpile Condition, Supply Chain Performance and Nuclear Expertise, as depicted in Figure 1. The Maintenance Performance tertiary subcriterion is the aspect of WSAO most closely related to aircraft maintenance backshops. Maintenance Performance measures the performance of periodic maintenance activities conducted by USAF personnel. The difference between nuclear maintenance and maintenance backshop maintenance lies mainly in policy and technical procedures, but the key business processes are the same as any organization performing periodic maintenance. Stockpile Condition is the tertiary subcriterion that measures the condition of the nuclear stockpile in USAF custody, as well as the key release gear associated to the weapons, as the condition of this equipment is considered essential to nuclear capability and is mated to
ďƒœ
Figure 1. Nuclear sustainment performance measurement hierarchy.
27 | The Exceptional Release | FALL 2011
EDUCATION | MEASURING PERFORMANCE weapons or warheads while in storage. Supply Chain Performance is comprised of both USAF and Department of Energy supply activities. This tertiary subcriterion is intended to capture the performance of the supply chain in sustaining the nuclear enterprise and to measure Nuclear Weapons Related Material policy compliance. Finally, Nuclear Expertise is the fourth tertiary subcriterion. A technically competent workforce is essential to weapon system sustainment. Without trained and certified personnel, it is not possible to maintain the nuclear stockpile. People are a vital maintenance resource for field level nuclear sustainment and must be carefully managed and overseen to ensure a reliable nuclear stockpile. The final step in hierarchy development was to identify the outputs or metrics that meaningfully describe the performance of the next higher level of the hierarchy, with traceability all the way up to the strategic goal, i.e. Sustainment. The metrics we describe, Table 1, attempt to measure the key business processes in WSAO. We propose a minimum number of metrics that measure the timeliness and quality of the key business processes identified. The metrics, identified for each tertiary subcriterion, are organized in an index that allows meaningful aggregation. These metrics influence one another in a way similar to aircraft maintenance metrics. For example, poor performance in Nuclear Expertise metrics is likely to decrease performance in Maintenance Performance metrics such as Scheduling Effectiveness and Repair Cycle Time. Other such relationships exist, as should be expected in a measurement system that captures key business
Maintenance Performance
Scheduling Effectiveness
The primary aim of sustainment at the unit level is periodic maintenance management. Accomplishing periodic maintenance on-time and asscheduled is an important indicator of management's ability to plan maintenance resource allocation. Scheduling effectiveness also provides (number of completed insight into the health of the unit's training and certification program, because events)/(total events scheduled) X accomplishing scheduled work relies on limited variability of repair cycle time 100 and certified team efficiency. Scheduling effectiveness should measure the accomplishments of all required maintenance actions and inspections, including weapons maintenance, equipment mainenance and required ancillary support tasks.
Repair Cycle Time Rate
Repair cycle time is a common metric in production activities. Repair cycle (Total hours per weapon, system, time provides insight into process efficiency, as well as the skill and package)/(number of weapons, adequacy of the labor force. For nuclear sustainment, repair cycle time also systems, packages) X 100 indirectly indicates the quality of technical and engineering support.
Deferred Discrepancies
Tracking deferred maintenance goes hand-in-hand with scheduling effectiveness. As with the health of an aircraft fleet, managing the number of deferred maintenance events is important to the health of the stockpile. Total deferred events/total assigned weapons (includes all Additionally, tracking deferred maintenance ensures a check and balance is in place for maintenance scheduling. For example, when a scheduled deferred events on weapons, release gear, handling equipment) event is not accomplished, MSE takes a hit, but is thereafter off the radar. It falls to deferred maintenance tracking to ensure these events do not slip through the cracks.
Quality Assurance
The Quality Assurance metric measures the quality of business processes ranging from nuclear warhead maintenance and technical guidance (Number of Quality Verification adherence to maintenance data collection accuracy and supply Inspections passed)/(Total Quality management. This measure coupled with measures like Repair Cycle Time, Verification Inspections) X 100 Scheduling Effectiveness and a Deferred Discrepancy rate show management's ability to efficiently use human and material resources while maintaining the highest possible maintenance management standards.
Test Set Availability
Test Set Reliability
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(Total operational hours)/(total hours) X 100
(Total number of test fails)/(total number of test events) X 100
Nuclear enterprise sustainment relies heavily on nuclear certified test set reliability. Measuring test set availability, combined with other measures provides insight into repair cycle time, yellow/red rate, scheduling effectiveness and deferred mx. Along with test set availability, test set failures are important to measure, because failures contribute significantly to repair cycle time and scheduling effectiveness. Also, test set availability does not capture many failures that impact maintenance efficiency, because test set operational hours aren't impacted by test failures. For example, test failures may be the caused by faulty cables or junction boxes. Understanding the reasons for test failures is important in measuring sustainment.
HACKLEMAN processes.In conclusion, performance measurement theory emphasizes the importance of creating a performance measurement system that links strategic goals with the metrics the organization uses to measure success. If the strategic goal and metrics are aligned, it is likely that managers at all levels will be influenced to positively contribute to the organization’s strategic goals. Additionally, in large, complex organizations, it is important to be able to turn metrics data into information that decisionmakers can readily understand and act upon. By aggregating metrics (as proposed, but not described in this article), it is possible to provide a decision-maker with an accurate picture of organizational health at every level and for every key business process. The alternatives to meaningfully aggregating performance metrics is to present a decisionmaker with raw metrics data or establish trigger points (stop lights) that highlight poor performance. These alternatives plague the decision-maker with the burden of sifting through a sea of metrics or relying on a single data point to make informed decisions for the organization. Metric aggregation can effectively provide insight and a holistic view of performance that may contribute to efficient and informed strategic decision-making.
About the Author: Major Andrew S. Hackleman is maintenance officer assigned to the Air Force Nuclear Weapons Center. He has held various positions in aircraft and munitions maintenance. Maj Hackleman has written an Advanced Maintenance and Munitions Officer School research paper and Air Force Institute of Technology thesis on the subject of nuclear enterprise performance measurement. His thesis research was presented at the 2011 Industri-
al Engineering Research Conference and has been submitted for publication to the Defense Modeling and Simulation journal. K 29 | The Exceptional Release | FALL 2011
LEADERSHIP
Perspectives In Step with Major General Kenneth “Merch” Merchant
Major General Kenneth “Merch” Merchant is the former Director of Logistics, HQ Air Mobility Command and was selected for reassignment as Commander, Air Armament Center, and Air Force Program Executive Officer for Weapons, Air Force Materiel Command, Eglin Air Force Base, Fla.
Major General Merchant visiting with AMC warriors in Balad. (USAF photo)
wing and group level to follow-up on lean initiatives and to bring them forward to the command when they need additional resources or where there’s evidence that a new way of doing business can be shared across units. In fact, our Commander asked the IG and LCAP teams to explore ways to give inspection/assessment credit to units that adopt ideas from others. We’ve also ensured that our MAJCOM leadership at the division level and our Functional Managers attend AFSO 21 training when they arrive at headquarters to ensure they know what to look for ER: The theme for this edition of the Exceptional Release is “Shaping Logisand how to cross-pollinate ideas within their functional areas. Saving tics.” What are the one or two policies, processes, and/or programs you feel is a few hours each week in a particular operation at Base X is great but if shaping USAF logistics for next generation? we can reap those same savings across our Main Operating Bases, En Route System GEN MERCHANT: We’ve undergone and con...[O]ne of the most exciting and deployed locations we’ve succeeded in tinue to experience an incredible amount of multiplying the benefits. There are cases opportunities we’ve pursued transformation in our business area. The move where ideas developed in AMC will work to centralized management in numerous areas during my tenure at AMC, for Air Combat Command or other MAJwill drive efficiencies and allow us to move reand one which will reduce life COMs resulting in even further savings. sources to where they’re most needed. How-
cycle sustainment costs for
ever, we’ll need to continually monitor health in While not intuitively a logistics initiative, several of our major weapon these areas through the use of effective metrics one of the most exciting opportunities systems, has been our fuel to ensure the proper amount of oversight is apwe’ve pursued during my tenure at AMC, plied and we don’t lose ground. Products like efficiency undertaking. and one which will reduce life cycle sustainLIMS-EV will continue to evolve and provide ment costs for several of our major weapon leadership with a common operating picture systems, has been our fuel efficiency underon the health of our aircraft and vehicle fleets. taking. Stealing a page from the commercial airlines and recognizing The Expeditionary Combat Support System will eliminate hundreds of the tremendous opportunity for savings presented by the Mobility Air legacy systems when it’s expanded over the next few months. Repair Forces, DoD’s leading annual fuel consumer (the MAF consumes roughNetwork Integration will allow us to pool sustainment resources across ly 50% of the Air Force fuel bill each year), the command established a MAJCOMs eliminating some of the less utilized repair stations around small office within our Directorate of Operations to identify and explore the Air Force and allow realignment of those resources to higher priconcepts to reduce fuel usage. While many of the initiatives focus on orities. These initiatives will help offset some of the earlier PBD 720 operational adjustments (mission planning, routing and flight profiles), manpower hits the community has taken and, when combined with efon the logistics side of the house we’ve successfully implemented several forts to restore experience lost through recent force shaping efforts and near-term projects and completed business case analyses (BCAs) on sevmaintenance cross flows, will result in more capability on our flightlines. eral others. Most notably, in FY 07 we began using a proprietary engine That said, we should not wait for Air Force-level programs to come to wash process on the C-17 that employs ionized water to clean the blades the rescue. Many of our units have taken AFSO 21 and continuous on the F117 engine. Based on the significant savings produced by that process improvement to heart based on the teachings of organizations effort and the airlines experiences, we expanded its use to the KC-135 like the Logistics Officers Association. In AMC, we’ve empowered airF108 and are implementing it on the C-5 TF39 as well. On the KCmen to speak up and identify waste and non-value added work and it’s 10, we took a slightly different route with similar results, saving $70M paid huge dividends across our wings. We’ve asked our leadership at the through the FYDP by employing Coke Cleaning to clean the blades of 30 | The Exceptional Release | FALL 2011
MERCHANT the CFM-6. Additionally, we’ve completed BCAs on drag reduction mods for the C-130 and KC-10 as well as engine mod programs that will bring the F108 engine up to the far more fuel efficient configuration flown by commercial fleets today. We’re also pursuing a Rolls Royce developed mod to the C-130’s T56 engine that improves fuel efficiency and reduces overhaul costs with the intent to avoid billions of dollars over the remaining life of the C-130 fleet; our Avionics Modernization Program (AMP) aircraft are expected to fly until 2040. Perhaps the most important element of this is the understanding that, contrary to the typical programming focus on the FYDP, these savings won’t occur until the projected breakeven point in 2021, well outside that window. That alone is a breakthrough but given the investment in the 200+ tails that will receive the AMP mods it makes sense to follow that mod up by making these aircraft more fuel efficient and less costly to operate.
GEN MERCHANT: We’ve centralized maintenance on the C-5 fleet and have succeeded in securing congressional authority to retire a portion of our older C-5A model fleet while modernizing the remaining C-5B models through the Reliability Enhancement and Reengining Program (RERP). We began with all eight C-5 locations performing their own isochronal (ISO) inspections IAW an evolutionary maintenance schedule and reduced it to five locations initially and we’ll soon be down to just three locations (Dover, Westover and Martinsburg). In parallel and in partnership with Warner Robins Air Logistics Center (WR-ALC), we’ve implemented the commercial Maintenance Steering Group-3 (MSG-3) inspection regime which changes the recurring inspection cycle from 69 to 96 months with minor inspections at the two and six year points and a major inspection at the four year point capped off by a Programmed Depot Maintenance (PDM) visit at the eight year point. Together, these conER: What was the biggest challenge Major General Merchant and visiting C-17 logisticians. (USAF photo) cepts have introduced standard during your tour as the AMC/A4? work and positioned inspections at the appropriate physical locations and points in time based on GEN MERCHANT: The dictionary defines the word trepidation as a the age of our C-5 fl eet. At the same time, we’ve worked with WR-ALC, “fear or uneasiness about the future or a future event”. Coming from a Air Force Global Logistics Support Center (AFGLSC) and DLA to background comprised mainly of acquisition experiences with two years improve parts supportability on the PDM line signifi cantly reducing the managing the Contractor Logistics Support (CLS) portfolio at Tinker, number of depot possessed tails. As a result, we’ve seen legacy aircraft less than two years as the Ogden Air Logistics Center Vice Commander reliability improvements with fewer off station breaks which put more and two years on the PACAF staff I can honestly say I entered my new green aircraft on MAF fl ightlines vice the depots. Additionally, we’ve job as Air Mobility Command’s Director of Logistics with a fair amount of trepidation. I never managed a flightline, a supply, fuels or vehicle worked with the C-5 teams at WR-ALC and Aeronautical Systems Center to identify other reliability and maintainability improvements operation. I have never been directly reto landing gear and brake systems that sponsible for sustaining organically supported platforms. I knew next to nothWhat allowed us to react quickly and will further reduce non-mission capable time and improve aircraft availability ing about the transportation business yet develop a lead command position when implemented. Finally, we’ve enI was about to own a significant portion was the relationship we built with listed the help of the 105th Airlift Wing of the AF transportation enterprise. Yep, at Stewart to refurbish our C-5Ms in the other using MAJCOMs to include I’d say trepidation sums it up pretty acconjunction with minor ISOs as they AFCENT and AFMC. curately! Forty three months later I can roll off the RERP mod line at Marietta honestly say this job ranks among the top GA and the results have been fantastic. two or three experiences in my nearly 31 The flight deck and troop compartments year career and it’s been an honor to serve as Air Mobility Command’s were freshly painted in a scheme that echoes the C-130J, seats and floors Director of Logistics. I’m thankful Generals McNabb, Lichte and Sulwere recovered, and the insulating blankets and anti-skid strip in the livan agreed to take a chance on me because during that time, I’ve had cargo bay were replaced. Th e refurbished aircraft restored aircrew and the distinct pleasure of visiting our mobility airmen at nearly every opmaintainer pride in the jets, and the aircraft continue to look good deerating location across the globe to include four trips to the AOR. I’ve spite heavy tasking over the last few months. also been directly involved in our nation’s response to numerous major natural disasters and tense political situations, unprecedented troop and equipment movements and have had a hand in shaping the future of AF and joint logistics.
ER: A consistent theme from Air Mobility Command is the scheduling of one flight every 90 seconds. Understanding Global Reach does not happen without logistics, what kept you awake at night as the Director of Logistics?
ER: There was a major shift to centralized enterprise initiatives in the command such as regionalized C-5 inspections. Are there others in execution or planned?
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LEADERSHIP | PERSPECTIVES GEN MERCHANT: Every MAJCOM Director of Logistics fears the civilian maintainers who left the workforce through the aforementioned phone call in the middle of the night that tells him or her they’ll need actions and regained experience in our training force. We’ve also supto make that dreaded call to their commander recommending a fleet ported HAF efforts to limit crossflow opportunities until we can rebuild grounding. I’ve certainly had my share of those issues between C-21 some of the lost experience, particularly in the maintenance arena. engine inlet cracks, C-17 tie-down failures and C-130 cracked barrel nuts among others. What allowed us to react quickly and develop a ER: As you reflect on your tenure as the Director of Logistics for Air Mobility lead command position was the relationship we built with the other us- Command, what are you most proud of ? ing MAJCOMs to include AFCENT and AFMC. In the case where GEN MERCHANT: I’m extremely proud of the men and women in the faulty barrel nuts grounded the entire fleet of C-130s, we easily could MAF logistics community. They’ve shown me what it means to live our have opted to fix AMC’s aircraft first. Instead, we pulled our user team core value of Service Before Self through their repeated responses to a and AFMC counterparts together and developed a prioritized list of seemingly endless flow of contingencies. As our current commander, aircraft to be fixed with Special Ops tails and any tail deployed to the General Ray Johns, has said, “when others are saying goodnight to their AOR regardless of ownership having first dibs on the very limited supfamilies Mobility airmen are ofply of good parts. Next came the ten saying goodbye and heading I’m extremely proud of the men and women schoolhouse and tails scheduled off to faraway places to answer our to rotate to the AOR. Then we in the MAF logistics community. They’ve nation’s call.” worked subsequent priorities based shown me what it means to live our core on individual MAJCOM or Service I’m also thankful for the partnervalue of Service Before Self through their priorities. In parallel, AFGLSC got ships we’ve built with our mobility repeated responses to a seemingly endless a good count on available replacecomponents in the Reserves, Naflow of contingencies. ment parts across the military comtional Guard, PACAF, USAFE, munity and industry and negotiated AFSOC and AETC. Of course, a priority buy for additional barrel we’ve relied on solid leadership nuts. It would have been easy for individual bases to bury bench stock from HAF/A4/7 and strong relationships with our AFMC program ofor work their own aircraft with stock on hand, but with support from the fices, AFGLSC, ALC leadership and our contractor teammates to bolother MAJCOM and Service ”4s” and AFGLSC we were able to iden- ster the capability of the mobility fleet worldwide. This partnership has tify a stock of parts and move them to satisfy the prioritization I outlined allowed us to quickly overcome specific problems which grounded a porearlier. As a result, we had 60% of the fleet mission capable within 2 tion of our fleet at times, to reverse negative trends in depot possessed weeks and the balance just 60 days after discovery of the problem. That’s aircraft and weapon system reliability while initiating numerous fuel and teamwork at its best! sustainment efficiency efforts over our entire fleet. ER: What leadership skill(s) do you think our junior officers need to develop today to be effective for tomorrow?
ER: As you move on to the Air Armament Center, do you have any final thoughts for our readers?
GEN MERCHANT: We’re fortunate to have an incredible crop of young GEN MERCHANT: I’ll close by saying that HQ AMC has been an exenlisted and officer logisticians in our ranks. I’ve been continually im- traordinary place to work. The sense of teaming and overwhelming depressed by the way these folks are able to get the job done in spite of sire to accomplish the mission at the headquarters has been an underlyan extremely high OPTEMPO and ing factor in our success. The command Spartan resource constraints they’re “gets it” when it comes to setting aside In an environment that demands a faced with daily. Their ability to get functional allegiances and getting down mobility aircraft departure every 90 the job done while deployed forward or to business to meet mission needs. while working around countless holes seconds on an average day, more From our senior leadership at the headback at home station has been nothing quarters to the wing level and our first often during surge periods, it’s the short of amazing. It’d be easy to give airmen on the flightline who make this level supervisors, mobility airmen have up under these working conditions but made tremendous sacrifices every day incredible machine work. we need these up and coming leaders to meet the demands of the mission evto continue to be flexible and to keep ery day at home station, throughout the finding new ways to expunge any non-value added activities they see in en route system or while deployed around the world. In an environment their work areas. They also need to continue responding to the ideas that that demands a mobility aircraft departure every 90 seconds on an avercome from their folks. If they address those ideas and equip and enable age day, more often during surge periods, it’s the airmen on the flightline their teams to find new ways to effectively meet the mission with fewer who make this incredible machine work. resources, we’ll continue to be able to make a difference on the flightline. If ignored, the new ideas will stop coming and we’ll see a negative impact I leave AMC humbled to have been a part of such an amazing enterprise on capability. Another focus area should be training. With the influx of and look forward to returning to the acquisition business in a center new accessions and crossflows to offset the effects of PBD 720 and force commander role with a new slant on the sustainment end of the product shaping actions we’ve found ourselves with a younger, less experienced life cycle and a far better appreciation for this key Air Force mission set workforce. We can train our way out of this state but it’ll take some di- and the men and women who are part of it. K rect action and leadership support. In AMC, we’ve re-hired experienced 32 | The Exceptional Release | FALL 2011
LEADERSHIP | LT MIKE SMITH
Focus on a CGO One sure thing about logistics…it is dynamic and challenging. No one tackles the dynamic and challenging logistics endeavors better than CGOs (and some strong SNCOs). It is time to throw them a bone by putting them in the spotlight. LT Mike Smith entered the logistics community following graduation from Aircraft Maintenance and Munitions Officers Course in April 2008. This Washington State University ROTC graduate is assigned to McConnell AFB. LT Smith has commanded the Fabrication Flight and the Accessories Flight. LT Smith recently returned from his first deployment to Al Dhafra, United Arab Emirates, where he performed duties as the 380th Expeditionary Maintenance Squadron Maintenance Operations Officer…yes, as a First Lieutenant—awesome. While deployed, he was recognized with the bi-monthly Expeditionary Maintenance Group CGO Award. The ER asked Lt Smith to share his thoughts on being a leader…in his own words. Being a deployed Operations Officer. As a squadron Operations Officer, I was in charge of several flights and entities…yet no experience with any of them and very little time to learn about them. The Ops Tempo in the AOR is very different from home station, and I had to learn to make quick decisions with minimal information, which was not always easy. I had to learn how take the lead on squadron related issues that I never dealt with before, which required me to leap way outside my comfort zone. This experience taught me that leaders
have to be willing to trust those around them, and leaders can’t be afraid to fail. Being prepared for deployment. In order to prepare for a deployment, I would encourage CGOs to glean as much knowledge as possible about all aspects of their given career fields. From a Maintenance Officer perspective, it would be ideal to have a fundamental understanding of AMXS, MXS and MOS prior to deployment. I say this because I had to work shoulder-toshoulder with people from these units, and their ability to do their job depended on my ability to do mine and vice versa. I had an extensive knowledge of back shop functions, but my knowledge of the flightline & the MOS side of the house was very limited. I found that in order for a MXG to function properly, all three of these organizations need to work together.
1Lt Smith and his team won the 22 MXG Team Award. (22d Air Refueling Wing Public Affairs)
His proudest moment(s): Most of my career was spent as a MXS Flight Commander and that job has production aspects to be sure, but its primary aspect is taking care of people. I was the Accessories Flight Commander for nearly two years, and in that time I worked mostly with enlisted Airmen, with the majority of them being Airmen and junior NCOs. I supervised/built their shift schedules, deployment schedules, ancillary training, upgrade training, etc. Nearly all of my time was spent with them, and our flight saw many gains and many setbacks. I was with my people during every situation one can think of—some good,
others bad—but we experienced all of it together, as one unit. I saw a lot of great things, and had the privilege of being a part of it. Keeping leadership skills honed: In order for me to lead the people that work for me, I have to know them, and in order to do that, I have to be with them. I think it is important to understand their career goals and needs, and to put those needs before my own. As a junior officer, I’m no expert at these things, but if I can do them effectively, I think my leadership skills will continue to grow. K
1Lt Smith receives Knucklebuster award from 22 MXG/CC, Col Allan Day. (22d Air Refueling Wing Public Affairs)
33 | The Exceptional Release | FALL 2011
LEADERSHIP | RICHARD BLISS
Focus On a LOA Chapter Leader An Interview with Mr. Richard Bliss ER: As the President of the Pikes Peak Chapter of the LOA, what vision or priorities have you established for the organization? BLISS: There are a number of priorities I established this year for the chapter. First is to continue professional development of our chapter members followed by expanding our membership to retirees and industry partners. Additionally, we want to hold joint sessions with NDTA and other LOA chapters to expand our horizons. Finally, we want to seek ways to give back to the community.
Mr. Bliss with Mr. Brad Leonard with food for Care and Share (Photo courtesy of Mr. Bliss)
ER: What activities do you envision for the Chapter in the next year? BLISS: We have a number of activities planned in the next year. For example, we intend to hold professional development sessions cross talks at least once a quarter. Additionally, we plan to conduct 2 training sessions in class or via Defense Connect Online. Both of these activities are in addition to continuing events with local industries.
Vital Statistics Name:
Mr. Richard Bliss
LOA Chapter: Pikes Peak Chapter, Peterson AFB Hometown:
Military Brat…Tonowanda, NY
College:
University of Buffalo; Park University
Degree:
Logistics Engineering Mgt (BA) Nuclear Technology (Associates) Chemistry (Associates)
Duties:
1966-1986, Nuclear Weapons Technician/Shop Chief 1986-1999, Eqmt Specialist, Special Weapons Directorate 1999-Present, HQ AFSPC/A4M
Current Duty: Program Manager Family:
Nathalie (wife), Heather (daughter), Richard (son )
34 | The Exceptional Release | FALL 2011
Mr. Bliss with Ms. Shunequa Posey and Mr. Leonard at the 2010 LOA Conference (Photo courtesy of Mr. Bliss).
ER: The Pikes Peak Chapter is very active on the installation and in the community, what are your proudest accomplishments? BLISS: The Chapter continues to amaze me. I am very proud of our community support activities such as Care & Share, Race for the Cure, Wounded Warriors, and NORAD Tracks Santa as well as offering our first local scholarship/grant. Additionally, we hosted LTG (ret) Christiansen, former JS/J4, and LTG (ret) Wylie from NDTA for professional development. ER: Not much is not about logistics in Air Force Space Command; can you describe your duties on the AFSPC staff in the A4? BLISS: I’ve held number of duties since joining the AFSPC staff. In fact, most are similar to air-based platforms. For instance, I’ve been a Configuration Manager and Deficiency Reporting Program Manager. Currently, I am the co-chair of the Government Advisory Group for counterfeit parts; this is in addition to my job as Corrosion Program Manager. K
FROM THE FLIGHTLINE
Loggies Enable Operations! By Second Lieutenant Tia M. Ahlf
Logistics is the fundamental enabler of operational success executed by leaders at all levels. In order to truly understand these words and succeed in carrying out critical missions you must understand logistics. Logistics is often left in shadows as the “supporting” function, when it belongs in the headlines as the operational enabler. Operations are only possible when innovative logistics Airmen build teams and execute missions. Upon arrival at Ramstein AB, I, along with many of my peers, was struck with bewilderment when first reporting for duty as Logistics Readiness Officers (LROs). Being a LRO doesn’t sound flashy, important or even definable but, little did we know just how important logistics truly is. As logisticians, we can never predict how our day will unfold, and as Brigadier General Mark C. “Marshal” Dillon, 86th Airlift Wing Commander has said, “You may not be able to predict when, but it is a certainty that there will be a critical moment when every Airman is called upon to hold the weight of the mission on his or her shoulders.” This statement comes to life daily in the logistics career field, where no mission is unrealistic and no challenge is too grand. A few examples:
Israel is on fire and the weight is on Ramstein’s shoulders--who will step up to the challenge? December had hardly begun and the Airmen of the 86th Logistic Readiness Squadron were starting to make weekend plans. As they were wrapping up and heading home to enjoy their time off, gears started turning and it wouldn’t be long before most of them were in for one of the longest weekends they had experienced in quite some time. The mission was to support the Israeli government in response to what was considered the county’s worst wildfire since 1948. There was a need for fire retardant foam, and time was dwindling to respond. Logistics professionals quickly jumped into action and took control to ensure mission success. The 36 | The Exceptional Release | FALL 2011
Airmen from 86 LRS, Ramstein AB, Germany at the cargo yard preparing to load cargo for airlift mission. (Photo by CMSgt Helms)
crew worked well into the night on Friday and on through the weekend to support the mission.
As logisticians, we can never predict how our day will unfold, and as Brigadier General Mark C. “Marshal” Dillon, 86th Airlift Wing Commander has said, “You may not be able to predict when, but it is a certainty that there will be a critical moment when every Airman is called upon to hold the weight of the mission on his or her shoulders.” It was the logistics professionals that ensured the correct foam was purchased, the plane was loaded and reloaded to make room for public affairs officials, country clearances were approved, and through friendships and team building--the mission was accomplished. This was a perfect example where logistics was truly an operational enabler, ensuring that 65 tons of fire retardant was provided to Israel for humanitarian assistance. “There was one point I received a call from a Lt Col on the staff at European Command (EUCOM) who informed me that everyone from Admiral James G. Stavridis, Supreme Allied Commander, Europe (SACEUR) to the President was watching the success of this mission. I truly felt the sense of urgency,” said 1Lt Dawn Pieper, 86 LRS Installation Deployment Officer. In this case and many like it, operational capability and mission success would not be possible without skilled logisticians leading the way.
We are at war and we need basic living supplies in Afghanistan-who can help? The Basic Expeditionary Airfield Resource (BEAR) kit was designed to bed-down and sustain US forces at an austere location under a single Unit Type Code (UTC). The 86th Material Maintenance Squadron is responsible for keeping the kits deployable within a moment’s notice (no easy task since each kit contains over 100 pallets). In his address at the National Defense Industrial Association (NDIA) Logistics Forum in March 2011, General Norton A. Schwartz described the importance of the BEAR systems. He stated, “On the ground, our substantial investments in Basic Expeditionary Airfield Resources, or BEAR, ensured the delivery of virtually everything that our troops might need for airfield operations in an austere environment: personnel and equipment shelters, food service facilities, power and water production and distribution equipment, climate control units, refrigerators, maintenance equipment, and runway lighting.” To eliminate waste with this inclusive system, and to make this system more scalable and multi-model (since airlift is hard to come by during a deployment or surge), logisticians took the BEAR system and converted it to the BEAR Order of Battle (BOB). The new system tailored that one single BEAR UTC into over 60 different UTCs, thus giving Combatant Commanders the ability to pick and choose specifically what they want without needing space to store unused assets or sacrificing airlift for assets that won’t be used. Also, instead of being configured to move via airlift only, which is very expensive and hard to obtain, BOB reconfigured 70% of the inventory into international shipment containers which are durable,
AHLF and can be stacked. These new containers are able to travel by land, sea or air, and in two forms, a Bi-Con and a Tri-Con. The logistics leaders of the 86 MMS reconfigured over 500 ISU90 containers making USAFE the first MAJCOM to complete the conversion. 2Lt Stephanie Maki, the Operations Officer for the 86 MMS explained the importance of the conversion by stating, “Instead of having to manipulate an ISU-90 to fit onto vehicles where it doesn’t fit, the Tri-Cons and Bi-Cons are a A deicer from 86 VRS, Ramstein AB, Germany deicing a C-17. (Photo by CMSgt perfect match for all types of trans- Helms) portation, and it’s ingenious solution.” In the case of bare base setup, logistics truly is the fundamental enabler of operational success. This example shows how innovative leaders across nations understood the vision, built the team and produced the win by making the kits fully accessible, transportable and tailorable.
Radcliff, a skilled Snow Team ’artist’ technician. He adjusted a few sensors and in no time the deicer was fixed. This team really is the ’DaVinci’ of deicers, they are all skilled artist-technicians.” Without the skill and knowledge of the logistics professionals that make up the Snow Team, C-5s and C17s would not be able to land or takeoff, there would be no cargo mission capability, and Europe’s busiest airlift hub would come to a screeching halt. The 86 VRS is a prime example of how teamwork and knowing the vision results in mission success.
Logistics is Ops
For logistics professionals the job is never done. We are constantly improving the operational Air Force, identifying downfalls, making improvements, working through obstacles and ensuring that the operational mission is accomplished. From supply to Road condition black, transportation, from maintenance no-fail mission, no time to acquisitions, and log plans to to waste, planes must munitions, logistics is the funleave the ground--who damental enabler of operational success executed by leaders at all can we call? levels. When it comes to logisThe month of December in 2010 tics there is no mission too big; brought more snowfall than the BEAR Latrine system, capabilities maintained by Airmen from the 86 MMS, operations are possible, missions entire winter to Ramstein AB, Ramstein AB, Germany. (Photo by MSgt Watson) are completed, and tasks are Germany. Ramstein’s 86th Vehicle proudly carried out by Airmen of Readiness Squadron’s (VRS) Snow piled and mission essential priorities were reall ranks…our logistics leaders! Team worked 24/7. Rather than spending the leased. This status report in itself is a logistical holidays with family, the dedicated logisticians masterpiece. The logistics professionals took it “When you note the challenges that we face spent their holidays with deicers and snow upon themselves to create a status report com- in sustaining ongoing operations in Afghaniplows. This motivated team started their days at bining critical vehicle status from three wings stan alone, it becomes easy to understand why 0200 hrs when the daily status report was com- into a single-source document. This keeps op- I say again, today, that our logistical capabilierations across three wings in coordination with ties are the foundation of our Nation’s military maintenance and leadership, and keeps all Air- power.”~General Norton A. Schwartz, NDIA “When you note the men in all work areas on the same page. The Logistics Forum, 2011. challenges that we face snow team is a proud, skilled and an innovative in sustaining ongoing group of logistics professionals. About the Author: Second Lieutenant Tia Ahlf
operations in Afghanistan alone, it becomes easy to understand why I say again, today, that our logistical capabilities are the foundation of our Nation’s military power.” - General Norton A. Schwartz, NDIA Logistics Forum, 2011.
It takes a talented individual to be able to perform and keep the snow team on point. The entire mission at Ramstein is dependent on the group of specialized logisticians doing their job. TSgt Joseph Howell, of the 86 VRS Snow Team, compared the team members to Leonardo DaVinci when he described the situation on New Year’s Day 2011, “It was New Years Day and we were troubleshooting an emergency deicer. No one could figure out why the extended lift would not lengthen. We called in SSgt Vincent
is currently stationed at Ramstein AFB serving as the 86 Logistics Readiness Officer in Charge or Operational Compliance and. She assumed these duties on 20 December 2010. Her assignments have included: Readiness Officer, 86th Materiel Maintenance Squadron, Ramstein AB, Germany; and Support Flight Commander, Deployment Transition Center, Ramstein AB, Germany. She achieved her Bachelors of Science in Sociology from Washington State University and is currently pursuing her Masters of Business Administration in Healthcare Administration. K 37 | The Exceptional Release | FALL 2011
FROM THE FLIGHTLINE
Safety and Compliance: An Airman’s View By First Lieutenant Holly J. Gramkow
One of the keys to successfully leading aircraft maintenance operations is an awareness of the overall perception of the Airmen who perform the maintenance. If, at any time, leadership loses oversight, the mission could suffer. One portion of an Airman’s perception is their view of safety and compliance as they turn wrenches every day. The study discussed in this article works to inform leadership of this perception by surveying those Airmen and converting survey data into a usable, applicable format.
F-16 maintainers hard at work. (Photo courtesy of 1Lt Emy Winkler)
Aircraft maintenance has existed since the first airplane was developed and flown in 1903. While aircraft technology has changed and increased in complexity, the human factor in aircraft maintenance has remained the same. Anytime a human is involved in a process there is the potential for error. These errors could evolve into a trend of bad habits that negatively impact the maintenance capabilities of the United States Air Force. There are several factors causing these negative trends in maintenance but the potential to harmfully affect the safety and effectiveness of our mission remains the same.
Anytime a human is involved in a process there is the potential for error. In the Air Force, maintenance personnel are some of the hardest working Airmen on base. For example, at Luke AFB, F-16 student pilots fly an average of 105 sorties a day. Every
time a jet needs to be launched, serviced, repaired or recovered, maintainers are making it happen, day-in and day-out. It is no surprise, then, that maintainers would at times consider taking shortcuts or would develop bad habits in order to quickly accomplish their tasks and meet such heavy demands. Consequently, human factors enter the picture.
Approximately 88 percent of the respondents agreed maintenance tasks were more complicated than necessary. Most early human factor research dealt with the aircrew in the cockpit. In the late 1990s, there was a shift toward the issues of maintenance. When discussing trends in maintenance, the organizational climate rests at the core. Leadership in many organizations have been looking at organizational climates for some time, but less known is the study of the maintenance climate itself. Strong evidence exists that an organization’s safety culture in-
GRAMKOW
Aircraft Maintenance NCO utilizing technical data. (Photo courtesy of 1Lt Emy Winkler)
fluences maintenance safety. Therefore, overall studies of an organization’s culture are important for pinpointing the core issues. The Maintenance Climate Assessment Survey (MCAS) began its development at the Naval Postgraduate School in 1998 when a researcher used an aircrew-based survey and other examples to form a survey for his thesis. While the MCAS is a step in the right direction for the study of the maintenance climate, the field as a whole is still developing. The Air Force more recently created a similar survey with 60 questions covering categories which included Organizational Processes, Organizational Climate, Resources, and Supervision plus five open-ended response questions. There are samples of both of these surveys online, but in order for the results to be tabulated; a unit must request that the survey be administered to their personnel. Judging the maintenance climate of an organization is crucial for leadership to maintain oversight over their unit and ensure its success. An overall climate which fosters the use of shortcuts or bad habits could cause a lack of safety and effectiveness amongst personnel. After working in a maintenance climate of this nature for some time, more experienced per-
sonnel, fully exposed to the negative culture, could begin to train the new generation of maintainers. In turn, the new Airmen could pick up the bad habits from the more experienced Airmen and an overall negative trend in maintenance would develop. Multiply this across the Air Force, regardless of the airframe involved, and the implications are startling. This study attempted to examine the issue and discuss the hypothesis that there exists a trend of negative maintenance cultures at active duty Air Force bases.
Twenty-two percent of respondents indicated this [taking shortcuts or not wearing PPE] is common practice in their unit. A total of 210 Airmen completed the survey of 11 questions for this study. Thirty-six responses were discarded because they were incomplete. The population surveyed was maintainers with a Time in Service (TIS) ranging from 1 to 30 years. For data analysis purposes, TIS was broken into three groups: 1-10 years, 11-21 years,
and 22-30 years. Participating Airmen worked with three different airframe types: F-16, B-2, and KC-135. The first survey question was, “Do you ever feel like some maintenance tasks are more complicated than they need to be?” Approximately 88 percent of the respondents agreed maintenance tasks were more complicated than necessary. These responses indicate the mentality of the maintainers before they even begin a task. In general, due to the age of the Air Force’s fleet and the complexity of their systems, instructions for most tasks have evolved over the years and possibly have become more complicated. Assuming the honesty of the Airmen participating in this survey, the second question asked if the Airmen ever felt the need to take shortcuts on those complicated tasks. An interesting breakdown for this question can be found within the TIS groups. For example, 60 percent of the 1-10 year TIS group responded they felt the need to take shortcuts. Only 38 percent of the 11-21 year TIS group and 13 percent for the 22-30 year TIS group responded the same way. This seems to indicate, that,
39 | The Exceptional Release | FALL 2011
FROM THE FLIGHTLINE | SAFETY AND COMPLIANCE... over time, Airmen learn shortcuts create more work in the future and that the time saved is not worth the risk of potentially damaging the aircraft or hurting themselves or others. Another survey question queried why someone would want to take a shortcut on a maintenance task. The choices for response were: “I don’t [want to take shortcuts]”, “I’m tired,” “I get complacent,” “I just want to go home,” “I don’t care,” and “I don’t think all steps are necessary.” Overall, the “I don’t” and “I don’t think all steps are necessary” were by far the most common responses, at 37 percent and 54 percent, respectively. When leadership tries to fix a negative trend in maintenance, they often subconsciously decide why someone would have violated that particular regulation. However, this question is valuable in pointing out alternative reasons for violations. A subsequent question discussed the possibility of more experienced Airmen using shortcuts while training someone on a task. This question tested the idea that bad habits and shortcuts are passed on to younger generations of maintainers. Approximately 18 percent of respondents indicated they had trained someone using a shortcut. The fact that only 32 Airmen responded in that way should be of concern
for leadership as they try to curb bad habits in maintenance. More experienced Airmen are heavily relied on to train the next generation, so their commitment to compliance is crucial to the success of any maintenance unit. The next questions dealt with the use of Personal Protective Equipment (PPE). A quarter of the total respondents stated they do not wear all required equipment, all of the time. PPE exists solely to protect the individual and has no bearing on the completion of the task itself; therefore, if maintainers are disregarding the use of PPE, they are in fact endangering themselves and their own health. If leadership cannot convince maintainers to use something that has a direct impact on them, how successful will they be at convincing them to do something that may not directly benefit them? This is an ongoing struggle that maintenance leadership must deal with on a daily basis. One question which yielded very interesting results asked, “Is it common practice in your unit for maintainers to use shortcuts or not wear PPE?” Twenty-two percent of respondents indicated this [taking shortcuts or not wearing PPE] is common practice in their unit. The 1-10 year TIS group and 11-21 year TIS group were 29 and 18 percent “yes,” respec-
tively and the 22-30 year TIS group was only 7 percent “yes.” This data indicated “leadership,” or the higher year TIS group, believe the issue of shortcuts and not wearing PPE exists but is under control and is not a common trend. However, the lowest TIS, or the Airmen out on the line completing maintenance tasks every day, seem to view this issue differently. This could be critical information for maintenance leadership the younger Airmen perceive the issue to be true…it is common practice to use shortcuts and not wear PPE.
Overall, the results of this study did not lend themselves to accepting the hypothesis that there exists a trend of negative maintenance cultures at active duty Air Force bases.
The final two questions were correlated to demonstrate the relationship between maintenance Airmen’s views of bad habits in the Maintenance Group (MXG) versus the perceived level of focus placed on safety and compliance by
Overall trend of bad maintenance habits vs. how serious leadership is about compliance and safety 79 80
70
65
64 60
Number of responses
60
50
Agree Disagree
40
Serious Not Serious
30
21 20
14 10
7
6
10
15
4
3
0
BͲ2
40 | The Exceptional Release | FALL 2011
FͲ16 Airframe
KCͲ135
GRAMKOW their leadership. The results for this correlation were broken down into airframe categories but could probably be applied to any MXG in the Air Force. Approximately 80 percent of overall respondents disagreed with the idea there is a trend of bad maintenance habits in their MXG and approximately 98 percent of the overall respondents answered that leadership is “serious” about compliance and safety. When the responses to the questions are reviewed separately by airframe, the results indicate approximately 86 percent of B-2 respondents disagree and do not feel there is a trend of bad maintenance habits, while F-16 and KC-135 respondents indicated 76 and 78 percent, respectively. As the leadership, mission and personnel make-up of each MXG varies, it only makes sense that there would be a variation in their perceived organizational cultures. When results from both questions are placed together on a graph, one can visually see that disagreeing about an overall trend of bad maintenance habits directly corresponds with a higher number of responses that leadership is serious about compliance and safety.
Overall, the results of this study did not lend themselves to accepting the hypothesis that there exists a trend of negative maintenance cultures at active duty Air Force bases. However, the results do lend themselves to a closer look at this issue.. No amount of restrictions or regulations alone will increase maintenance compliance in a MXG. Good habits must start with peers and supervisors. This study was successful in testing the general opinions of Airmen working aircraft every day and provided insight into the perception of maintenance Airmen. Consider, for example, the majority of maintainers feel tasks are more complicated than necessary. Rather than deciding a technical order (TO) violation is the result of being rushed or due to complacency, perhaps leadership should encourage Airmen to submit paperwork to make changes to the TO. The next time a maintenance leader is considering the climate of their unit and what steps to take to improve it, the information in this study can be utilized and, hopefully, increase the probability of successful mission accomplishment.
For more information on this topic, you can reference the following documents: Baker, R. (1998). Climate Survey Analysis for Aviation Maintenance Safety. Masters Thesis, Naval Postgraduate School, Monterey, CA. MCAS Sample Survey, School of Aviation Safety, (2010). [On-line]. Available: [https://www.safetyclimatesurveys.org/mainpage.aspx]. Reason, J. (1997). Managing the Risks of Organizational Accidents. Brookfield: Ashgate Publishing Company. About the Author: 1st Lt Holly J. Gramkow is currently assigned to the 756th Aircraft Maintenance Squadron as the 308 AMU Assistant OIC at Luke AFB, Arizona. She recently completed her Master degree in Aeronautical Science from Embry-Riddle Aeronautical University with a capstone titled “Aircraft Maintenance Trends.” She is also active in LOA as the Secretary of the local Sonoran Chapter at Luke. K
IS OUR MIDDLE NAME. Terrence Warner | TSgt, USAF (Ret.) | Graduate, School of Security & Global Studies Our military roots run deep. From Eglin AFB to Afghanistan, AMU is dedicated to educating those who serve. With access to quality courses, unrivaled support, and a book grant for undergraduates, we stand behind our community— 60,000 military members strong.
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41 | The Exceptional Release | FALL 2011
FROM THE FLIGHTLINE
86 MUNS Airmen load AGM-114 missiles on a Kloader as part of a shipment in support of Operation UNIFIED PROTECTOR. (Photo courtesy SMSgt Gary Marsh).
TARRP: Munitions in Motion By Captain Luke R. Stover
Team Ramstein is all about motion. Home to 14 C-130Js and host to one of Air Mobility Command’s busiest enroutes, there is a lot of iron on the ramp on any given day moving people and equipment around the European Theater and in and out of the AOR. For Ramstein’s logistics professionals, moving mu42 | The Exceptional Release | FALL 2011
nitions—in theory, should be another day at the office. In practice however, it’s a complicated process requiring experienced professionals to ensure everyone’s safety and security; especially when tasking timelines are measured in hours or days, versus weeks. The men and women of the 86th Munitions Squadron’s Tactical Ammunition Rapid Response Package Section, or TARRP, happen to be just those types of professionals. Ramstein’s TARRP Section is unique-the only one of its kind in USAFE. The concept is simple: consolidate the expertise, equipment and resources required to palletize munitions for air shipment under one section, add stellar leadership, stand back and watch it shine. Established this past winter, the section is structured to satisfy the growing demand for rapidly deployable munitions to meet combat-
ant commander taskings. In 3 months, the section led the squadron to move 282 short tons of low-density, high-demand munitions downrange in support of Operations Odyssey Dawn and Unified Protector. “We’ve been really busy, but we know that what we’re doing here is having a direct impact down the line,” said TSgt Andrew Clancy, TARRP Assistant NCOIC. From 2000-pound BLU-109 bomb bodies to AIM-120 missiles, the squadron has flawlessly
The concept is simple: consolidate the expertise, equipment and resources required to palletize munitions for air shipment under one section, add stellar leadership, stand back and watch it shine.
STOVER executed every task levied upon it, to include eight Foreign Military Sales cases to various NATO partners, totaling $7.7 million. These real-world movements validated months of hard work and focused practice. Starting this past January, the squadron began conducting internal TARRP exercises to hone the Airmen’s skill sets required to handle, inspect, transport, palletize and secure munitions. “The
TARRPEXs have been really good. They provide us a chance to take a pause from our daily operations and focus on our core wartime mission,” said A1C Timothy Bryk, Munitions Storage Crewmember. The extra training paid off when the squadron was called upon to support the initial surge for Operation ODYSSEY DAWN; shipping 43 short tons of munitions in the first weekend alone.
Training, like normal operations at Ramstein, never stops. Taking the lessons learned from the past 2 months, the squadron reengineered its Combat Munitions Training program to better equip all 86 MUNS Airmen. Plans are in work for future TARRP exercises to incorporate other base agencies that already play an active role executing this important mission. “We’ve made a focused effort to revitalize our training and make it both relevant and rewarding for our Airmen...we’re definitely moving in the right direction,” said SMSgt Dan Sleger, Production Flight Chief.
To maximize the effectiveness of this training, the TARRP section invested time and energy to apply AFSO21, 6S and lean principles from the start.
To maximize the effectiveness of this training, the TARRP section invested time and energy to apply AFSO21, 6S and lean principles from the start. The section created “dispatchable” equipment support packages, tailored for common munitions pallet configurations. They also developed a pallet chain force calculator to quickly determine if a load meets aft, forward and vertical restraint requirements. Additionally, the TARRP section continues to document and catalog every munitions pallet build, both training and real-world, in a local database. This database will capture lessons learned and best practices that will be developed into standards of work for all possible builds the squadron may be tasked to support. Efficient, trained Airmen are a powerful resource! The logistics professionals of Team Ramstein and 86 MUNS prove this on a daily basis. Together, munitions in motion make the mission. About the Author: Captain Luke R. Stover is currently the Operations Officer for the 86th Munitions Squadron. He is responsible for 108 Airmen, charged with the maintenance and accountability of a $448M munitions stockpile. He is the Barbarossa LOA Chapter Treasurer at Ramstein. K A1C Dillon Parsons and A1C Timothy Bryk perfect their chain-gating skills on a pallet of AGM-88 missiles during a TARRP Exercise. (Photo courtesy of SMSgt Gary Marsh)
43 | The Exceptional Release | FALL 2011
EXPEDITIONARY LOGISTICS
Movement Control Center: Sustaining and Amplifying CJSOTF-A’s Reach
By Captain Paul Cancino
For several months the Combined Joint Special Operations Task Force-Afghanistan (CJSOTF-A) has been actively engaged in a rural-based counterinsurgency campaign throughout Afghanistan. The CJSOTF-A is currently implementing a tactical plan known as Village Stability Operations in the austere and isolated regions of Afghanistan. Primarily charged with holding and increasing the “white
space” by building capacity within the Afghan National Security Forces, joint Special Operations Forces (SOF) are additionally tasked with facilitating the growth of partnered capabilities and assisting the local population in fighting the insurgency. The profound effects that Special Operations has on the battle space continue to grow in parallel with their ability to be readily supplied and rapidly mobilized. One of the clearest strategic advantages the US possesses is its ability to power project SOF capability worldwide and sustain it indefinitely.
SPC Tyler Russell updates daily flight schedule to destinations around Afghanistan. (Photos by Capt Paul Cancino)
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The requirements to sustain long duration SOF operations in a dynamic operating environment are extremely complex. At the center, unifying and coordinating fixed wing airlift efforts is the Movement Control Cell (MCC), under the Joint Logistics Operation Center ( JLOC). The MCC is comprised of eleven personnel with the purpose to expedite the airflow of roughly 2,000 passengers and
600 tons of cargo per month. The MCC is responsible for the effective and efficient use of high demand fixed-wing assets ranging from C-130 variants to smaller and more agile Short Take Off and Landing (STOL) aircraft. The objective of the MCC is to leverage direct support aircraft fulfilling SOF requirements, maximizing their use while remaining flexible and adaptable, and delivering manpower and supplies on time, every time.
The requirements to sustain long duration SOF operations in a dynamic operating environment are extremely complex. Village Stability Operations (VSOs) have transformed how and where SOF forces bed down. Long gone are the days of a detached US citadel standing separated from the villages they were assigned to protect. Today’s VSO plan calls for units to establish a base of operations with a minimal footprint within the confines of the villages. A reduced footprint, coupled with a high operations tempo, limits on hand storage capacity. The JLOC, working through the MCC, meticulously manages logistical support for these VSO sites.
CANCINO Movement of any kind is always subject to change, requiring greater flexibility. Undoubtedly, logistics operations in Afghanistan are inherently complicated in a country roughly the size of Texas and previous to a US presence, lacking anything resembling a modern transportation system. Coupled with security issues, adverse weather, and the limitations of outlying airfields, getting the right equipment and personnel to any location can be daunting. In an environment where over 91 VSOs and forward operating bases require unrelenting logistical support, prioritizing passenger and cargo requirements can be as complex and sensitive as the actual movements themselves. The MCC diligently works to ensure that all movement priorities are aligned with the operational priorities of the Combined Forces Special Operations Component Command- Afghanistan’s commanding General and fulfill the tactical requirements of the CJSOTF-A Commander. Prioritizing requests involves constant communication with command higher headquarters, active engagement with operational planners, and a broad understanding of tactical operations. Knowing how all the pieces fit together and how operations are intended to progress allows the JLOC and the MCC to plan movements in order to achieve maximum effectiveness.
Prioritizing requests involves constant communication with command higher headquarters, active engagement with operational planners, and a broad understanding of tactical operations. To achieve mission success, the MCC takes advantage of subject matter expertise from Army, Air Force, Navy and Marine personnel. Air Force air transportation specialists plan the loads and ensure the airworthiness of cargo. Army movement specialists produce manifests, track in- and out-bound missions, and share firsthand knowledge of the airfields and the regions which the aircraft are destined for. Air Force logistics planners filter and prioritize movement requests, and coordinate with aircrew and mission planners to match capability with demand. All together, the MCC
represents the best in the joint mobility world by taking advantage of each Service’s core competencies and bringing them to bear where they are most needed. “Understanding the capabilities of the aircraft, factoring in what makes each airfield unique and working smarter can mitigate any limiting factors that otherwise may inhibit sustainment operations,” said Army Staff Sergeant Greg Rettig, NCOIC of the MCC. “Every day we are responsible for finding a way to get Soldiers, Sailors, Marines, Airmen and their equipment to the fight while ensuring that what and who we move is in-line with the priorities set forth by the upper echelons.”
SSG Greg Rettig and SGT Matt McCart match priorities and movement requests to available missions. (Photos by Capt Paul Cancino)
Technical Sergeant Stuart Link, an Air Force air transportation specialist is responsible for inspecting all cargo, certifying their dimensions for load planning and producing Hazardous Declaration paperwork for items that can be potentially lethal when not handled or moved correctly. “When I go out and inspect all the cargo, which can include ammunition, explosives, fuel and other dangerous materials, I do so to ensure the safety and security of the passengers and the aircrew, plus the civilians they are flying over,” said TSgt Link. “My responsibility to the guy on the ground is to make sure his equipment gets to where it needs be, fully functional, ready for immediate use.” “After we review and process every movement request for the entire AOR, we rack and stack the requests and submit them to the Combined Joint Special Operations Air Division (CJSOAD),” said Senior Airman Justine Wolff. “Once CJSOAD receives our priorities, we work with the mission planners, making sure that what we need moved, gets picked up as soon as possible.” As the summer fighting intensifies, the role airlift and logistical sustainment will play will become more prominent. The ceaseless preparations the CJSOTF-A undertook during the winter months are expected to better posture US and coalition Special Operations and conventional forces to face an active insurgency.
Army LTC Ron Ragin, the 3rd Special Forces Group (Airborne) Group Support Battalion Commander and current CJSOTF-A Deputy Commander of Support explains how airlift contributes to the fight. “Village Stability operations and the Afghan Local Police (ALP) are key components of the Commander ISAF’s counter insurgency strategy in Afghanistan. The efficient and timely movement of personnel and cargo across a complicated battlefield is critically important to mission success.” Robust logistical support is a prerequisite for success in Afghanistan. Airlift continues to demonstrate its value as a force multiplier by giving Special Operations Forces the advantage of unrestricted movement to meet the insurgency with the right amount of resources, at the right place, at the right time. About the Author: Captain Paul Cancino is assigned to the Air Force Logistics Management Agency (AFLMA) Gunter Annex, Maxwell AFB, Alabama. He is deployed to Camp Vance, Bagram AB, Afghanistan to the Combined Joint Special Operations Task ForceAfghanistan (CJSOTF-A) where he is the Movement Control Center OIC of a team of joint AF and Army personnel responsible for the intra-theater movement of Special Operations centric passengers and cargo. K
45 | The Exceptional Release | FALL 2011
EXPEDITIONARY LOGISTICS
The Support Battalion Quick Reaction Force poses for a picture with US Advisors following a large scale exercise, Baghdad, Iraq. (Source: K. Schifani)
Foreign Internal Defense
How Iraqi Special Operations Forces Shaped My Understanding of Life Cycle Logistics By Captain Kate Schifani
I didn’t think the B-52 and Iraqi Special Operations soldiers had much in common. In fact, as a B-52 Maintenance Officer, I felt rather under-qualified to be the Brigade Logistics Advisor for the Iraqi Special Operations Forces (ISOF), particularly since I hardly understood what a brigade was. When I realized that I was coming to Iraq to advise not only the Brigade Directorate of Logistics, but also the Support Battalion Commander and the Garrison Support Unit Commander, and lead my team of Joint Expeditionary Tasked Airmen (not one of which had an aircraft maintenance AFSC), 46 | The Exceptional Release | FALL 2011
I felt a little like I did my first day in aircraft maintenance when, in the midst of wing standup, I was trying to figure out which side of the bomber the number one engine is on. Unfortunately, there is no AFI for ISOF logistics advising, nor was there a crash course in special operations tactics. What I did have when I arrived in Baghdad was a team of great Airmen with eleven different specialties, and the belief that running an AMU and communicating with pilots on a regular basis is probably the best preparation for any job, be it giving advice for Iraqi logistics, explaining supply chain management to special operators, or keeping a diverse group of Airmen, spread across six
places in Iraq, together and working towards a common goal. My six months for this deployment validated that belief and reinforced that the most interesting and challenging job in the Air Force, Army and Partner Forces is being the logistician who maintains a very specific, internationally important operational capability.
Flagpoles and Communication It is usually in moments outside my normal advising duties that I learn the most important lessons. Observing how the Counter Terrorism Command headquarters runs up its flag
SCHIFANI was one such moment. We parked our convoy outside the palace that houses Saddam’s bunker, sat in the shade, and waited for the Iraqis to come get us for our monthly logistics meeting. The palace is at least seven stories tall and the flagpole is centrally located on the roof, about three meters from the edge. We see a ladder propped up against the pole. No, the ladder is tied to the pole. Tied to the pole with internet cable, of which there seems to be an abundance in Iraq. There is a man straddling the top rung of the ladder. He has one hand on the pole and in the other hand is a long, flexible pole with the flag of Iraq and a big hook on the end of it. As he is perched over the top rung of his ladder, seven stories in the air, a few feet from the edge of the roof, he attempts to get the bendy pole with the flag straight into the air so the hook attached to the top grommet of the flag hooks through the ring on the top of the flagpole. Finally, when the bendy pole flexed trying to hook the flag, he turns in our direction and, sensing the crowd of American onlookers puzzled by the absence of the lanyard that normally runs up flags; he lowers the bendy pole to the ground and climbs down the ladder.
That is, ISOF has commandos with weapons and an ammunition supply point with bullets, but without a reliable mechanism to acquire, store, account for and deliver bullets, both are of little use. What watching the flag man made me realize is that one can have a flag and one can have a flagpole, but without a reliable (and safe) mechanism to get the flag to the top of the pole, neither is of any use. That is, ISOF has commandos with weapons and an ammunition supply point with bullets, but without a reliable mechanism to acquire, store, account for and deliver bullets, both are of little use. This observation reinforced what I already knew about aircraft maintenance: a B-52 without an aircrew is no more useful than a B-52 without a team of maintainers and a supply system to support them. The only way to effectively unite the two worlds of operators and logisticians is through frequent, cyclical communication; through a lanyard defined by the operator, to which the logistician connects and passes along the requisite assets of mission accomplishment.
Fuel Injectors and Forecasting Aside from reinforcing the need for constant communication, observing my Iraqi counterparts revealed many other aspects of sustainment to which I previously paid little attention. Not the least of these is the concept of forecasting and how that affects performance-based logistics. One of the greatest obstacles facing my counterparts is their inability to accurately forecast their future sustainment needs. I suspect as a result of being equipped in full without having to first field their own sustainment infrastructure, their prevailing mentality seems to be to use an end item until it is completely worn out, and then replace it with another end item. This would be like flying an aircraft until it is no longer capable of taking off, and then buying (or being given) another new aircraft. Granted their end items are less expensive than a jet, but this practice is both the product of an inability to forecast sustainment needs, and the result of what I assess to be a prevailing systemic mistrust in their own mechanisms of sustainment. Whereas I can order a part for a B-52 and know that eventually the Air Force supply chain will deliver it, my Iraqi counterparts attempt to order assets but have neither a reasonable faith that their request will be approved by their higher command, nor any reliable system of actually acquiring the assets they need. So, the meeting in which they discussed their needs for the next two years was effectively a round table discussion where key
leaders assigned random quantities to a list of items the shops said they needed. The result was a proposed order of a few thousand lights and fifty fuel injectors, among other items, even though no one knew how many lights they used in a year, and only one person knew that each vehicle has eight fuel injectors, so ordering enough for six vehicles over two years for the entire fleet was grossly insufficient. The general officer chairing the meeting dismissed everyone to go reevaluate the quantities and come back more prepared. My logistics counterparts went back through their list and repeated their earlier process. They have the data, but they did not know how to accurately translate it into a performance-based logistics system that based their requisitions on their anticipated needs.
Working with the Iraqis has taught me that logistics is truly an enterprise. It begins with a need and ends with disposition of that need’s solution. Acquisition and Adaptation What that meeting and subsequent discussions about the correct quantities of spare parts led
A first rate demonstration of a faulty process to get the end item to the right place, in this case, the top of the Believer’s Palace, Baghdad, Iraq. (Source: K. Schifani)
47 | The Exceptional Release | FALL 2011
EXPEDITIONARY LOGISTICS | FOREIGN INTERNAL ... me to discover is that my counterparts were tracking a lot of information, but without much purpose behind their libraries of ledger books. Even when they got to a point where they could show me their spares consumption for the previous three months, they have no way to acquire parts for their American weapon systems. Finding a way to help them achieve long term sustainment of their capability led me to research Foreign Military Sales, which in essence, represents the acquisition phase of their life cycle sustainment. As a B-52 Maintenance Officer, I have spent little time considering acquisition as a part of my own weapon system’s life cycle, particularly since the initial acquisition happened three decades before I was born. Now, I can see what an acquisition strategy that does not aggressively incorporate a life cycle sustainment program produces: systemic hoarding for fear that assets will not be available later, incomplete asset visibility at the higher headquarters level, and the use of substandard, yet available, substitute parts, among other issues, all of which eventually undermine even the best trained operators. This insight provides two valuable lessons to me as the logistician in the middle of the life cycle’s bathtub. First, every operational end item, whether soldier or jet, is a consumer. They consume a supply of fuel, food, bullets, oil, hydraulic fluid and hundreds of other things. Part of the chal-
lenge of life cycle sustainment is that all these things fail at different rates, and it may be years before the supply system must react to changing needs in consumption. Being able to identify and correctly forecast the amount of each consumable required to maintain operational capability from the beginning determines the success and longevity of that capability. Second, if the sustainment system is not developed in parallel to the acquisition of the weapon system, there exists a great risk of diminishing the operational capability to develop a functional sustainment structure, and ultimately, an accurate assessment of the weapon system’s capability is the average of these two functions. My partner force, who used the US’s own sustainment infrastructure to support their capability in the beginning, is still trying to catch their logistics up to their operations. My challenge has been to advise and assist them in finding an Iraqi solution to this delicate balance between forcing an independent sustainment system and maintaining their operational readiness.
Enduring Sustainment My time as an advisor in Iraq has challenged my communication skills, expanded my understanding of a performance-based supply model, and increased my knowledge of the acquisition process and the concept of life cycle sustainment. I was also required to consider, and then
offer advice on, infrastructure support such as potable water supplies and power plants, base defense, and warehouse construction and management. In short, working with the Iraqis has taught me that logistics is truly an enterprise. It begins with a need and ends with disposition of that need’s solution. In both ISOF’s case and the B-52’s case, the greater need is world stability; the B-52 as a global nuclear deterrent, and ISOF as a counter terrorist force in the heart of a volatile, politically important region. Once identified, a solution to the need is engineered, tested, and fielded. To be successful, the operational solution must develop in parallel to a support structure that includes everything from barracks for the operators, to clean drinking water for the maintainers, to fuel supply points to spare parts to warehouses in which to keep the parts, to successful, perpetual training programs. Part of the B-52’s undeniable strength is the unprecedented ability of its logisticians to adapt it to the changes in operational demands, and have its sustainment support, though not without the occasional frustration, similarly adapt, now fifty years after the first B-52H rolled off the line. What I have seen advising a partner force has made me understand more fully that to be a good logistician within the life cycle of one’s weapon system, which in my case will almost certainly outlast my own Air Force career, logisticians must see both the beginning and the end. We must be aware of the need for which our weapon solution is an answer, and the disposition which will eventually come, so that we can better maintain and extend its use in between. From that perspective, we can better see that adapting to changes in the need means more than ordering extra spare parts. It means accurately forecasting what we need, ensuring that our higher headquarters understands the specific requirements to sustain what we need, finding creative solutions to extend what we have, and effectively communicating with the operators who depend so wholly on our competencies. I can only hope that our work here will help the Iraqis develop a sustainment system for their capability that will match the longevity of the finest aircraft in the United States Air Force. About the Autor: Capt Kate Schifani is an Aircraft Maintenance Officer assigned to the 2nd Aircraft Maintenance Squadron at Barksdale AFB, and deployed as the Officer in Charge of the Special Operations Task Force-Central Logistics Training and Advisory Team, Iraq. K
A warehouse full of incorrect HMMWV engines highlights some of the issues in the ISOF acquisition process, Baghdad, Iraq. (Source: K. Schifani)
48 | The Exceptional Release | FALL 2011
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SUSTAINMENT
Responsible Drawdown & Retrograde… Every Logistician’s Job!
Personnel from the DLA Support Team in Kuwait at the MRAP Sustainment Facility in Kuwait. (Photo courtesy of Capt KC Courtland)
50 | The Exceptional Release | FALL 2011
By Captain Kellie “KC” Courtland
Having an opportunity to serve on a Defense Logistics Agency (DLA) Forward Support Team is the chance of a lifetime for a logistician. It is an opportunity to work Supply Chain issues for all classes of supply and get a
close picture of exactly what is needed to properly dispose of equipment. On our DLA Support Team at Camp Arifjan in Kuwait, we work hand-in-hand with all the Services providing support to over 225,000 service members, contractors and civilians every day. In addi-
COURTLAND tion, within DLA we reach back to our CONUS Primary Level Field Activities (PLFAs) for assistance. By far, the greatest asset for the talented team we have in Kuwait is our ability to coordinate information with any of DLA’s PLFAs and have an answer or solution at our fingertips in minutes, hence the phrase “We Are DLA.” In particular, DLA has a large DLA Disposition Services Team in Kuwait. They are an incredible team of professionals that have achieved monumental success in reutilizing and redistributing property in their disposition yard. However, they face many challenges with the large amount of retrograde materiel from Iraq and, like everyone, are doing more with less.
Since arriving four months ago, Mr. Rumbaugh has reutilized over $4.5 million worth of material including vehicle parts, gun parts, construction materials, tools, clothing and basic office, dining hall and medical supplies. One of the main goals of all logisticians should be to develop a solid foundation of reverse logistics, retrograde and responsible drawdown as we will surely be supporting that role for years to come in both Iraq and Afghanistan. While attending the ARCENT Rehearsal of Concept (ROC) Drawdown Drill as DLA’s Lead Forward Planner, the team realized that not everyone in theater understands the benefits, cost savings and cost avoidance made available by simply knowing the disposition process and being responsible for retrograde. For the Army, this responsibility rests with the Responsible Reset Task Force (R2TF), whose mission is to ensure the rapid return, repair, redistribution and disposal of equipment to regenerate combat power for the Army. The team accomplishes this in coordination with USCENTCOM, ARCENT and USF-I in theater, the Department of the Army and the core enterprises in CONUS. Part of the redistribution component of the mission includes canvassing the DLA Disposition Services’ yards to identify materiel that is still serviceable, then getting that materiel to Army customers or our coalition partners in Afghanistan where it can be used to support their forces. How fortunate that on our DLA Support Team we have Mr. Ken Rumbaugh, our DLA Liaison Officer (LNO) to the R2TF who spends most of his
time in the DLA Disposition Yard (formerly DRMO) at Camp Arifjan. Mr. Rumbaugh is originally from a small town in Pennsylvania but has lived in Columbus, Ohio, working for the Defense Logistics Agency for over 20 years. He started in an intern program as a GS-07 contract specialist and his background is in procurement. He has been a contracting officer for much of his career, awarding everything from micro-purchase buys to multi-million dollar long-term contracts. For the past two years, he has been the Mr. Ken Rumbaugh, DLA LNO to R2TF at Camp Arifjan KuChief of the Acquisition Systems and Pol- wait. (Photo courtesy of Capt KC Courtland) icy Division at DLA Land & Maritime. He manages four branches responsible for ers. How does Mr. Rumbaugh do this? He supporting various procurement systems and walks the receiving line in the DLA Disposiimplementing/issuing acquisition policy. With tion Services yard looking for items that can no special R2TF training, he came to our team be salvaged. The Services choose the coding with passion and drive. for items to deem them excess, unserviceable or not repairable. DLA Disposition Services does So, how much can one person do? Since ar- not have the authority to change the coding, riving four months ago, Mr. Rumbaugh has so after 42 days in their reutilization screenreutilized over $4.5 million worth of material ing yard, items will be mutilated, destroyed or including vehicle parts, gun parts, construction in best cases reutilized. It is disheartening to materials, tools, clothing and basic office, din- walk the disposition yard and see the volume ing hall and medical supplies. He has also re- of perfectly usable items that were miscoded utilized hazardous materials including grease, or disposed of improperly such as cases of various oils, cleaning compounds and deter- toilet paper, coveralls, extension cords, vehicle gents, lubricants, fire extinguishers, cement parts, garbage cans, rugs, lamps, brand new PT and dust control agents. This has resulted in gear…and the list goes on. In some cases the a cost avoidance of over $2.4 million by not items are sent to the disposition yard because having to dispose of these materials in a way it is more cost effective to reutilize or destroy that meets environmental requirements. He them than to pay the shipping cost to transport has orchestrated the shipping of 750 lines of them back to the states. materiel in 121 twenty-foot shipping contain-
It is disheartening to walk the disposition yard and see the volume of perfectly usable items that were miscoded or disposed of improperly such as cases of toilet paper, coveralls, extension cords, vehicle parts, garbage cans, rugs, lamps, brand new PT gear… and the list goes on.
Mr. Ken Rumbaugh screening materiel in the DLA Disposition Services Yard at Camp Arifjan Kuwait. (Photo courtesy of Capt KC Courtland)
Every day I’m surprised by the questionable choices of those who use the disposition system, but I’m always impressed by the small “Harvesting Teams” that come to the disposition yard to try to save items from destruction. In the case of Mr. Rumbaugh, he is able to save
51 | The Exceptional Release | FALL 2011
SUSTAINMENT | RESPONSIBLE DRAWDOWN... millions for the government by his care and determination to do the right thing. When asked why he volunteered to deploy here in such a challenging role, he replied, “This June, I will have been with DLA for 23 years, but I was never in the military. I always wanted the chance to feel like I was closer to the customers I’ve helped support during my career. This has been a tremendous opportunity, so it’s been easy to approach it with passion. My position on the Responsible Reset Task Force is largely what I make of it. I am able to stay focused because there is so much work to be done and many opportunities to save taxpayers’ DLA Disposition Services Yard, vehicle for Afghan National Army, money while meeting the needs Kuwait. (Photo courtesy of Capt KC Courtland) of our customers. I truly look at it maintenance facility and I have requisitioned as a win, win, win for our military, the taxpayer and our coalition partners.” Mr. materials for units stationed at Camp Arifjan Rumbaugh also stated, “When I leave, I want or units that are deploying to Iraq.” This proto know that I have assisted in reutilizing as cess does not come without challenges. As Mr. much serviceable equipment, material and sup- Rumbaugh points out, “A personal challenge I plies as possible. I am currently working on a frequently encounter is determining whether project to ship vehicles, semitrailers and ma- used or slightly worn materials are worth salterial handling equipment to the Afghan Na- vaging. The ANA is starting with very little tional Army (ANA). This has the potential for and as the saying goes, ‘One man’s junk is anreutilization in the millions of dollars and will other man’s treasure.’ Still, I don’t want to send provide the ANA with assets that are of critical something that will just end up back in DLA need now. I would absolutely do this job again; Disposition Services’ yard because it couldn’t this has been one of the highlights of my over be used. For many of the items I inspect, I lack the technical expertise to make a good assess20 year career.” ment. To overcome this challenge, I have to be creative. Sometimes I take pictures and send them to my customer or I reach out to other I am able to stay focused LNOs on the R2TF team. More recently, we because there is so much tapped into an Air Force unit that had Airmen work to be done and many available who possess the expertise to conduct opportunities to save limited technical inspections on some M915 and M916 tractor trucks and backhoes.” taxpayers’ money while
meeting the needs of our customers.
So you may wonder who the primary customers for items harvested from the disposition yard are. In addition to our own Services and Department of State, we have Coalition forces that benefit from the harvesting process. In Mr. Rumbaugh’s words, “One of my primary customers is the Afghan National Army. I work with an Army Major who is a Security Assistance Officer for the Combined Security Transition Command in Afghanistan responsible for equipping the ANA with anything and everything it needs to be self sufficient. I have also sent vehicle parts to an MRAP 52 | The Exceptional Release | FALL 2011
In addition to Mr. Rumbaugh’s impressive impact, Mrs. Marci Eaton, the GSA representative on our DLA Support Team in Kuwait, made a significant difference in making customers aware of how to save money and recapture items that would otherwise be destroyed. Mrs. Eaton resurrected a DLA & GSA newsletter for our customers. The newsletter highlighted customer ordering issues and featured serviceable property available through DLA Disposition Services. The first edition was published in December, 2010, and in the first 60 days of publication nearly $500,000 of advertised serviceable property was reutilized. By March of 2011, the number grew to $628,046. Customer contacts continue to increase, as do the results from Mrs. Eaton’s efforts. The cost
for this project was 10 volunteer man-hours from Mrs. Eaton each week. The DLA newsletter in Kuwait provides a constant communication and education venue for our customer base, creates a marketing tool for DLA & GSA services in Kuwait and affords a meaningful conduit for taxpayer stewardship. The items advertised and recovered are a mix of common-use and military-specific items that have been wrongfully coded or were unserviceable or in excess to a unit’s needs, but can be reutilized. The DLA Disposition Services website is updated each week with the Camp Arifjan most current listing of items for customers looking for particular items that Disposition Services may have.
The first edition was published in December, 2010, and in the first 60 days of publication nearly $500,000 of advertised serviceable property was reutilized. The job falls on every logistician and the Services to ensure items are accurately coded and that they do not have users within their own community who may be able to reutilize the items. Responsible drawdown, reutilization and retrograde is everyone’s responsibility. In speaking with Mrs. Eaton, she demonstrates a true passion for exercising stewardship on behalf of fellow taxpayers. She relishes the opportunity to be able to save reusable items that would have been destroyed. She pointed out, “Visiting the reutilization yard, viewing the property from the taxpayer perspective and having a few local contacts leads to reutilization success. Many victories are owed to a team of players working together to find a home for serviceable property. Sometimes just a few phone calls are all it takes.” Mrs. Eaton highlighted a project we worked to save 1,155 brand new AF PT gear jackets that were sent to DLA Disposition Services to be destroyed. The AF PT jackets were still in the box with tags on. Mrs. Eaton alerted me to the situation and gave me all the details, I called the LRS Commander at Ali Al Salem, and within 48 hours his team arranged transportation, signed for the PT gear and saved $61,543 in new PT
COURTLAND
Mrs. Marci Eaton, GSA Rep & Mr. Ken Rumbaugh, DLA LNO to R2TF in DLA Disposition Yard Screening Area at Camp Arifjan Kuwait. (Photo courtesy of Capt KC Courtland)
jackets from destruction, not to mention the cost avoidance from the man-hours required to shred the PT jackets. Mrs. Eaton has saved many others items via her keen insight, walkthrough of the disposition yard and customer outreach. Her list includes common-use items such as bubble wrap, toilet paper, tool boxes, tools, gym equipment, bed frames/mattresses, bed sheets, electrical coil, bulletin boards and toner cartridges. It is important to understand DLA is not manned or staffed to perform the mission of reaching out to customers to save items that have been improperly coded by the Services. Without a doubt, the disposition and retrograde process has significant challenges and requires much work, time and training in order to safeguard the millions of dollars that are at risk of being wasted by disposing of serviceable items. However, a great first step is logisticians taking responsibility to personally know and understand the materiel disposition and retrograde process. For units in Iraq, for
example, the guidance is to: consume first, redistribute second, transfer or donate third and dispose fourth. There are several programs designed specifically to help with the transfer or donation of items to local nationals or US based organizations. It is going to take a lot of small steps to make a major overhaul in the system, and it requires attention and integrity on behalf of all loggies. Mr. Rumbaugh passed along, “From my perspective in this process, it is extremely important for units to take the time to apply the most accurate condition code possible on the equipment they turn in before redeploying. There is frequently equipment coded as unserviceable that appears to be in a useable condition. If we cannot make a positive determination as to the serviceability, some items are destroyed that probably could have been re-utilized.” On any given day, we can all make a difference if we are responsible in our drawdown actions. Check the coding of items, check the disposition yard before ordering and take disposal
training at every opportunity. Mr. Rumbaugh and Mrs. Eaton are true inspirations of how much one person can do if they take responsibility for understanding and knowing the materiel disposition process. Mr. Rumbaugh summed it up best when he said, “It is amazing how much any of us can do, but none of us is an island. There is only one of ‘me’ on the R2TF team, but it’s truly been a team effort working with DLA Disposition Services, the DLA Support Team in Kuwait, LNOs on the R2TF team and units and organizations throughout Camp Arifjan who have helped along the way with everything that I have accomplished.” About the Author: Captain Kellie Courtland is the Operations / Executive Officer for the DLA Support Team at Camp Arifjan in Kuwait. She is the James River LOA Chapter President back at her home station, which is DLA Aviation in Richmond. She will be culminating her two year assignment in the Logistics Career Broadening Program this summer. She has served in many positions during her 21-year career. K 53 | The Exceptional Release | FALL 2011
SUSTAINMENT
Casting for Innovations By Mr. Dean W. Hutchins
“INNOVATION
COMES FROM THE PRODUCER,
NOT THE CUSTOMER ”
– W. EDWARDS DEMING “IF I HAD ASKED THE PUBLIC WHAT THEY WANTED, THEY WOULD HAVE SAID A FASTER HORSE” – HENRY FORD Innovation has always been the engine of progress; the seed of an idea that grows into new industries and products. However, the need for innovation has never been greater than today. Given the current reality of significant decreases in U S manufacturing capabilities and capacities, innovation becomes the key to our nation remaining competitive. The quotes from Ford and Deming illustrate the need to invest in the industrial base to achieve that innovation. Nevertheless, innovation is not always easy or cheap, and requires persistence and dedicated effort to transition any innovative idea to reality. Realizing this, the Defense Logistics Agency (DLA) Research & Development (R&D) Division has helped foster partnerships that use the team concept 54 | The Exceptional Release | FALL 2011
to broaden the knowledge base and share the cost of research and development, thereby significantly increasing the likelihood of success. For DLA R&D, industrial partnerships mean more than working with a contractor to supply items for the Warfighter or provide support in theater. It means partnering with industry, academia and the Services to improve critical manufacturing technologies for the U S industrial base. The DLA R&D Division has several programs within its ManTech budget
...the Defense Logistics Agency (DLA) Research & Development (R&D) Division has helped foster partnerships that use the team concept to broaden the knowledge base and share the cost of research and development, thereby significantly increasing the likelihood of success.
with the objective of promoting industrial innovation, and various DLA supply chains; batteries, military clothing, forgings, rations and microcircuits have been targeted. One model effort is DLA R&D support of manufacturing technology improvements for castings.
Why Castings Are Important: Metalcastings are an important underlying manufacturing process that is crucial in producing certain items or parts due to their unique design requirements. Castings are typically required when a part is too complex to be machined or when internal passageways, cavities or tubes are needed. Castings can also be more economical in part production, especially when large quantities are needed. Castings typically require a pattern be manufactured from which multiple disposable molds can be made. There are several types of casting methods available. Usually a “green sand” method is used, but other types often used are no-bake, pressure die-casting (dies are required), investment (wax mold), permanent mold, and centrifugal. Having knowledge of existing patterns or “tooling” can save resourc-
HUTCHINS es that would otherwise be required to create and manufacture new tooling.
The Casting Industrial Base - Where Are We? The metalcasting industry in the US has undergone some significant changes over the years. In 1955 there were 6,155 foundries in the US. Today, there are approximately 2,040. Generally, the industry goes through periods of consolidation after major economic downturns, but it’s difficult to see a direct correlation. It’s important to point out that over the last 20 years even though there has been a decrease of one third the number foundries, the total US casting capacity has only decreased by about 10%. This seems to indicate that capacity has only had a minor drop; probably due to productivity gains and that some of the closed facilities are being bought by more economically viable foundries. In fact, Al Spada, Director of Marketing, Public Relations & Communications for the American Foundry Society, thinks based upon what he knows of the industry that the next 10-yearspan looks promising for the casting industry, with demand expected to continue to increase over the next few years. There is even some anecdotal evidence that some manufacturing that had moved off-shore is moving back to the United States. But even with this seemingly not so bad future, the reality is that production in the US has not kept pace with worldwide demand and production. Instead of having a manufacturing base that is 20% to 40% larger than the next largest manufacturing country, we are now only marginally larger. In fact, Peter Marsh wrote in an article in the Financial Times in June 2010 that based upon data published by IHS Global Insight, it was anticipated that the US may lose its lead in manufacturing output to China either this year or next. The casting industry is caught up in this overall declining trend of manufacturing output of
The casting industry is caught up in this overall declining trend of manufacturing output of durable goods. This is the trend DLA R&D is working to help stop or reverse.
To help synchronize these efforts and to stay abreast of other casting related initiatives, the DLA engages the military Services, industry and other government departments in various venues. The Joint Defense Manufacturing Technology Panel ( JDMTP) was created to help facilitate collaboration for ManTech programs and projects. Among other requirements, the JDMTP Above and left: complex castings, a Crossdurable goods. This emphasizes information bleed Valve Body and a Gun Gas Deflector, is the trend DLA exchange to identify joint both used on the T-38 Talon jet trainer. R&D is working to planning opportunities Photographs provided by Thornton White of help stop or reverse. and to leverage funding Advanced Technologies International, Inc. with the private sector and other government Castings and agencies. Th is collaboration also helps to preDLA R&D vent or eliminate any duplication of efforts. The DLA Castings R&D program is currently Additional information on the DoD ManTech executed under the American Metalcasting Program can be found at their website: https:// Consortium (AMC). The AMC is a unique www.dodmantech.com. partnership between civilian and US government agencies that includes the Department The JDMTP has four subpanels: Metals, Elecof Defense (DoD), foundries, the leading cast- tronics, Composites, and after a 10 year hiatus ing industry associations and research univer- the recently formed Advanced Manufacturing sities. One of AMC’s key goals is to execute Enterprise. The DLA is actively involved with projects designed to maintain and improve all four subpanels. the US industrial base. These projects directly benefit the US manufacturing industrial base, Among other requirements, the DoD, and the Warfighter. It is a multifacthe JDMTP emphasizes eted program that strives to achieve multiple goals through its collaborative partnerships information exchange to that are both formal and informal. The teams identify joint planning also include foundries that are willing to paropportunities and to ticipate in order to try and stay at the forefront leverage funding with the of innovative casting processes, usually at their own expense. In this era of fiscal conservaprivate sector and other tion, the casting contracts are typically set up government agencies. with an industry cost share of around 20%. So for every dollar the government puts into the projects, industry contributes an additional CAST-IT – A Teamed Approach 20 cents. This cost share requirement secures for Casting Support industry participation ensuring relevant projThe CAST-IT team is a good example of a ects are selected while also helping with initial DLA project that has served the interest of implementation of the technologies developed. both the DLA and the Services. The CAST-IT DLA is not alone in this endeavor. The Ser- team is comprised of industry experts that are vices also understand the importance of in- available resources for the DoD to assist with novation and have formed their own partner- solving casting related issues. They are also ships with industry and/or academia. These available to inform inexperienced designers programs are similar to AMC. A key example how to use these newer technologies through is the Air Force’s Next Generation Casting technical transfer events, and provide training Initiative and the Metals Affordability Initia- on how best to design parts using various casttive. The Army, through Benet Labs, also has ing methods. The team routinely shares this a casting program entitled Superior Weapon information with the military at the Air Force’s Systems through Castings. 55 | The Exceptional Release | FALL 2011
SUSTAINMENT | CASTING FOR INNOVATIONS Air Logistics Centers, the depots, other DoD sites and some mid-sized Original Equipment Manufacturers (OEMs). The most recent training events were held during May 3-4, 2011 at Robins AFB and August 16-18, 2011 at Tinker AFB. Two events are planned for September 20-21, 2011, one at Hill AFB and one at DLA Aviation. The event at DLA Aviation in Richmond, VA was specially coordinated with members of the local chapter of the LOA, with approximately 20 members signed up to attend. In addition to presentations, the team also sponsors semi-annual tours to local foundries. Typical quotes from participants include the following: “It was incredible watching them melt and pour molten metal up close and in person,” and, “This course is well worth the time for sustainment engineers here at Robins. It provides a good general technical overview. The plant tour gives everyone a real world experience.”
Metalcasting Patterns or Tooling – Used to Improve Logistics Support
4500
U.S. Domestic Metalcasting Plants 4000
3500
3000
2500
2000
1500
500
0 1980
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1985
1990
1995
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2005
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2015
Figure 1. Graph of the total number of metalcasting foundries in the U.S. over the last 66 years, (source: American Foundry Society, 2011 “Metalcasting Forecast & Trends” magazine)
One DLA R&D project validated a logistical innovation using an existing DoD metalcasting tooling database to lower costs and reduce production lead times. The Procurement Solutions Network links known casting tooling locations to newly released DLA solicitations. The Non-Ferrous Founders’ Society (NFFS) maintains that database of tooling locations (also a DLA R&D project) and matches these locations with these DLA bid requests. The solicitations are then sent to the foundries that may have previously been unaware of the solicitation, or were previously unwilling to bid. This initiative will provide these foundries with new opportunities that they can choose to bid on, usually providing parts at a lower cost than previous suppliers. For example, a door catchnacelle used as a latch on an AH-64 Apache Helicopter was purchased bought by DLA from various vendors at prices averaging over $200 each. By sending solicitations directly to
This initiative will provide these foundries with new opportunities that they can choose to bid on, usually providing parts at a lower cost than previous suppliers.
In 1955 there were 6150 foundries in the U.S.
1000
the Kovatch Castings, Inc. foundry, the piece part price paid by DLA is now averaging $25 each for a savings of around 90%. Since the initiation of the Procurement Solutions Network back in 2006, the NFFS has documented over 600 awards and approximately $2 million in direct savings on part costs are attributed to this project.
in time efficiency, overall costs, and inspection reliability. In some cases inspection times using digital radiography instead of X-ray film have been reduced by over 90% (12 minutes vs. 2 to 3 hours). It has also resulted in lower recurring costs for things like the storage, processing and management of digital data instead of X-ray film.
Digital Radiography – A New Standard That Saves Time and Money
The aluminum castings inspection standard, E2422, was the first digital reference radiography standard for cast metal and was developed from the film based E155 standard. The stan-
A new American Society for Testing and Materials (ASTM) inspection standard utilizing digital radiography, E2660, for investment cast steel is another example of how innovation and collaboration can make a process faster and cheaper. This has been a highly collaborative effort by industry and the Services, especially in conjunction with the Air Force who has spent hundreds of thousands, if not millions of dollars, towards gaining adoption of this standard by ASTM International. This particular standard for investment cast steel is used in aerospace for items like jet engine components and its development was supported by most of the jet engine suppliers and purchasers. In addition, this non-destructive testing standard can be used to inspect nickel and cobalt based superalloy components. In comparison to current X-ray film based reference standards, digital technology allows dramatic improvements
DoD ManTech: The DoD ManTech Program, created in 1956, as a congressional mandate under Title 10 of the US Code, directed the Secretary of Defense to establish and maintain a Manufacturing Technology Program to be administered by the Under Secretary of Defense for Acquisition, Technology and Logistics.
HUTCHINS
An AH-64 Apache Helicopter. DoD photo by Petty Officer 3rd Class Shawn Hussong, US Navy/Released.
dard was approved by the ASTM International back in the mid-2000s and took over 3 years to be developed, requiring critical support from key partners such as the Air Force, the aerospace OEMs, and their suppliers. John Griffin, research engineer at the University of Alabama at Birmingham and the principal investigator for the DLA portion of the investment cast steel project, said it took the pull of a major OEM such as Boeing to “…develop the path for digitization…” to get a standard accepted for aluminum castings. That path is now being used to develop digital reference radiographic standards for other film based standards such as thin-section steel (E446) and magnesium castings (E155 Vol.2), which are expected to be completed in the next couple of years. Without a strong industrial base to feed the manufacturing innovations that have kept this country a leader in the global marketplace and that provided technological dominance for the Warfighter, we will falter. Continuous im-
provements through partnerships are needed to ensure the Warfighter is equipped with the most advanced weapon systems. It is the responsibility of every organization and individual to fund and encourage manufacturing innovation or we will all be left behind, especially in this time of fiscal retraction. As President Obama has said, “Cutting the deficit by cutting our investments in innovation and education is like lightening an overloaded airplane by removing its engine.” About the Author: Mr. Dean Hutchins is a program manager in the DLA R&D Division. He has worked in engineering at DLA Aviation, formerly called the Defense Supply Center Richmond. Prior to that, he worked as an engineer at the US Army Environmental Center in pollution prevention for major weapon system acquisition and in environmental restoration. He also worked at the US Army Chemical RD&E Center, now the US Army Edgewood Chemical Biological Center in weapon system development. K
A Catch-Nacelle, Door or Pad Eye (NIIN 015402882) to an AH-64 Apache Helicopter, an aluminum casting, manufactured by Kovatch Castings, Inc. Photo provided by Thornton White of Advanced Technologies International, Inc.
57 | The Exceptional Release | FALL 2011
SUSTAINMENT
‘Faux’ Real: Counterfeit Parts in Weapon Systems By Major Stephanie Q. Wilson I will admit it, one (or two) of my purses looks very similar to a designer original but it is not. As a true bargain shopper, who cares? It was cute and filled the need and function as designed; plus, I knew I was not getting the designer original and paid accordingly. Plus, if it falls apart or is not as durable as a designer original, I may not be happy but at least I did not pay top dollar for it. Could you imagine paying top dollar for a personal item you thought was produced by a reputable manufacturer only to find out it was a fake? No secret, this does happen, and believe it or not this is a major issue for Air Force Space Command. Counterfeit parts are finding their way into the weapon systems and pose a significant challenge to mission readiness.
outside yet contain substandard parts within. Knock-off and failed-real parts will not, once placed into use, meet the high quality standards of a manufacturer. These parts were intended to be scrapped and destroyed. What makes failed-real parts so hard to recognize is they will initially function within the proposed equipment and prematurely fail. Failedreal parts cannot be detected without a full built in test (BIT) of the all up round (AUR) component. By being able to recognize the various types of counterfeit parts, service members are better equipped to support the battle against them.
As the lead command for USAF space and cyberspace procurement and mission execution, USAF Space Command (AFSPC) is concerned about the threat of counterfeit parts making it onto the launch vehicles and satellite assets. Launch vehicles and satellites, once launched or on-orbit, are difficult to support logistically. Software updates are a form of repair that can be installed on the ground stations to support mission adjustments, but otherwise, once launched a system is complete As DOD continually strives to respect the environment by following and must be used as is, or abandoned. The cyber capability is just as im- local, state, and federal environmental regulations, not knowing the portant. Like satellites, the major muscle movements of cyber rests on correct part composition, especially in regards to lead, can cause proba backbone of chips installed during a repair lems during transport, use, and/or disposal. action or production. Unfortunately, counWithout training on how to recognize counUnfortunately, counterfeit terfeit parts are becoming more commonterfeit parts, the government is placed in a parts are becoming more place. This insidious threat has the potential position where it unknowingly violated the to undermine the readiness of the cyber and commonplace. This insidious law. Ignorance is not excuse from culpaspace assets. If AFSPC is going to successbility. Therefore, it is incumbent upon the threat has the potential to fully mitigate this threat, steps must be taken undermine the readiness of the government to train service members how to improve surveillance for counterfeit parts to recognize and properly dispose of councyber and space assets. through training, improve the oversight and terfeit parts. Additionally, the logistics and reporting process, and advocate for stiffer acquisition community need to inform the penalties. maintenance community of resources available to aid in the recognition of counterfeit parts. To simplify the search Surveillance is one of the most effective means to mitigate the instal- for reputable parts, the Defense Logistics Agency (DLA) sponsors a lation of counterfeit parts. However, it is helpful to understand the website where part numbers can be matched to stock numbers, and manmany ways a part can be counterfeited. Briefly, there are five types of ufacturers and suppliers can be found. Informing and training the force counterfeit parts: up-marking, date-code updates, lead-free remarking, improves the surveillance for counterfeit parts. knock-off parts, and failed-real parts. Up-marked parts have falsified processors and/or memory speed labels that suppliers use to add value In addition to surveillance, increased oversight and reporting can curb and to meet industrial, space and military ratings. Date-code updates the installation of counterfeit parts. E-commerce certainly streamlines reflect as current information even when the information is expired. A day-to-day acquisitions, but the government needs to be aware that lead-free marked part is marked as lead-free when in actuality it con- some distributers are not always mission focused. For example, some tains lead. Knock-off parts have the brand name manufacturer on the distributors establish websites that have the look and feel of a repu58 | The Exceptional Release | FALL 2011
WILSON
table business, but traffic in counterfeit parts potentially sabotaging cyber and space-based systems. To combat this problem, the government needs to apply greater oversight and rigor into the acquisition process prior to acquiring parts. This process should include ensuring site visits and field testing is completed, quality control procedures are in place, and vendors are held accountable for the quality of their parts. Our acquisition community works hard to ensure that we get the best parts and equipment for our systems, but just like other fields they are woefully undermanned and have individuals with limited maintenance experience. This burden should also not fall solely on the maintenance community for implementation, for the ability to rapidly repair cyber systems would be dramatically impacted and the expected efficiencies from e-commerce would be lost.
Rockets and space-based assets like this rocket carrying FalconSAT-5 are susceptible to failure as a result of counterfeit parts unless more aggressive actions are taken. (U.S. Air Force photo)
Additionally, the government must maintain a current listing of approved vendors. Information on supplier site visits and questionable distributors is shared during annual logistics meetings, tracked by DLA and shared with base supply organizations. Supply managers work with DLA and professional organizations such as the National Electronic Distributors Association to ensure traceability, risk reduction and the proper procurement and handling of electronic parts. These partnerships show industry support for reducing the use and sale of counterfeit parts as well as educating the public on the proper characteristics of original parts. Unfortunately, this information seldom reaches the military maintenance community. A concerted effort to share this information and/or increase military attendance at the conferences will only increase awareness, and provide a combined effort in the fight against counterfeit parts. Conceptually, the parts should never reach the maintainer. In reality, it happens. With that in mind, another effective mitigation step to counterfeit parts is improving the reporting process. Even if the military had the best surveillance and training programs, the problems with counterfeit parts would
ďƒœ 59 | The Exceptional Release | FALL 2011
SUSTAINMENT | ‘FAUX’ REAL: COUNTERFEIT PARTS not be solved. Today, there are a myriad of examples of maintainers discovering counterfeit parts, but instead of properly reporting the parts, the parts are returned to the supply system as broken and a new part is issued out. Consequently, the logistics and acquisition communities are unaware of previous problems with a specific vendor and think the part is just got a ‘bad part’, when in reality it may be a counterfeit part. Plus, consider this fact: selling counterfeit parts can be more profitable than selling drugs, with the penalties and fines being less – so having an inefficient reporting system allows for this crime to be continually repeated with less of a chance of getting caught.
Aircraft like this F-22 may be susceptible to counterfeit parts if more measures are not taken to protect our parts inventory. (U.S. Air Force photo/Airman 1st Class Teresa Zimmerman)
To aid in the reporting process, original manufacturers are working with the FBI and U.S. Customs and Border Protection to educate officials on how to spot illegitimate and counterfeit products. For military and industry organizations, if a counterfeit part is found, it should be removed, quarantined, and turned over to the appropriate federal authorities in accordance with the table below. Furthermore, reporting should be done by equipment specialists via an internal database of suspected/confirmed counterfeit parts, where they were acquired, and the outcome of the investigation. In doing so, continuous education takes place with the acquisition and logistics community on which suppliers they should not work with and which suppliers they should. Finally, logisticians should report the issue to the Government-Industry Data Exchange Program (GIDEP) so that other branches of service and industry partners become aware of the issues with a particular vendor. Reporting is but one step in the process for mitigating counterfeit parts. Perhaps the most beneficial step is penalizing individuals or companies that supply counterfeit parts. The magnitude of the problem is best illustrated by a couple of examples. In 2009, NASA had a probe project that was delayed by nine months and overspent its budget by over 20 percent--all because of a counterfeit part. In September 2010, Richard Erdman was sentenced to prison for
not only selling counterfeit electronic parts to the Federal Bureau of Prisons, but also sold parts to the Marine Corps, Air Force, FBI, Federal Aviation Administration, Department of Energy…the list goes on. In the electronics field alone, the number of counterfeit part incidents increased from 3,868 in 2005 to 9,356 in 2008. Keep in mind these only account for the millions of parts the military procures annually. Penalties should not only include stiff fines, but prison time commensurate with sabotaging a government system, for that is exactly what counterfeit parts do to our equipment. As logisticians, there is an inherent responsibility to ensure the weapon systems that are built, repaired and sustained are in the best condition possible. Logisticians need to advocate to command leaders, both in and out of DoD, that these crimes harm the safety and security of not just our warfighters, but also the general public. As the technology for mimicking parts becomes more advanced, continued and improved training, enhanced oversight, and greater emphasis on reporting incidents will greatly curb the infiltration of counterfeit parts. Logisticians are responsible for the safety of the operators and maintainability of weapons systems; therefore, it is up to the logistics and acquisition community to ensure that at the right time and the right place, the maintainers get a real part.
Type of Program
Reporting Agency
Defense Programs Aviation Purely Commercial
Defense Criminal Investigative Service FAA Suspected Unapproved Parts Program Federal Bureau of Investigation
Table 1: Program types and Reporting Agencies (Crawford, et. al. 2010)
60 | The Exceptional Release | FALL 2011
About the Author : Major Stephanie Q. Wilson is a Missile Maintenance Officer assigned to Peterson AFB, CO as the Chief of Field Support at HQ AFSPC\A4M. She is a current member of the Pikes Peak LOA Chapter and currently completing her PsyD. in Organizational Leadership from the University of the Rockies. K
SUSTAINMENT
Raising the Bar … Improving Capability of Installed USAF Engines with Proven Technology By Colonel (Ret) Rick Kind, Colonel (Ret) Steve Newbold and Ms. Debbie Poli
Commercial Off the Shelf Technology As the US Air Force deals with rising fuel costs and even tougher fiscal constraints, the ability to introduce game-changing technology improvements to existing fleets takes on ever greater importance. Commercial Off-the Shelf (COTS) solutions offer significant value for the USAF by making available the knowledge gained from decades of research, development, and testing of some of the world’s most advanced commercial engine technologies. For example, the F108 (CFM56-2B) installed on the US Air Force’s (USAF) KC-135R is a COTS engine manufactured by CFM International (CFM), a 50/50 joint venture between GE in the United States and Snecma (Safran group) in France. The KC-135R fleet has enjoyed a long and incredibly successful run of reliability with the F108 engine. Since 1984, when the KC-135R reengining began, only 40% of the F108 fleet has experienced a shop visit. The last engine from the first re-engined FADEC & 3D Aero aircraft was finally removed in 2010 • 1% better fuel burn after 26 years on wing. The USAF • Repair technology is typically experiencing 20 years of • Reliability/durability on-wing life for the F108 on the KCupgrades 135R.
aerodynamic (3-D aero) design that significantly improves compressor efficiency have been retro-fitted into CFM56-3 engines powering the Boeing Classic 737-300/400/500 aircraft. This technology upgrade kit has accumulated nearly 7.5 million hours and 5.5 million cycles exceeding customer expectations by achieving a 1.5% improvement in fuel efficiency and significantly longer time on wing. In fact, CFM56-3 engines incorporating these technology upgrade kits often operate to the 20,000 cycle life-limited part (LLP) limits before requiring a shop visit for maintenance. CFM applies this same technology infusion approach to COTS engines used in military applications. CFM is in the process of completing certification testing of an upgrade for the CFM56-2 family of engines based on fourth generation CFM technology. This new upgrade kit will incorporate improved hardware with patented and proven 3D aero in the high-pressure compressor, yielding improved fuel efficiency, even better
History of innovation & improvement
The Importance of Continuous Technology Infusion
Tech Insertion
CFM56-7BE
• ~1% better fuel burn • 2nd Gen 3-D aero • Combustor • Lower maint cost • Lower emissions
• 1% better fuel burn • Lower maint cost
CFM56-7 CFM56-7B/3 CFM56-7BE
CFM56-5B/P CFM56-5B/3 CFM56-5B/3 PIP
The CFM56 fleet powers more than CFM56-5C 8,500 commercial and military airCFM56-5C/P craft for more than 500 operators CFM56-5A around the globe. As shown in Figure CFM56-3 1, CFM employs a multi-generation CFM56-2 product improvement plan to continuously introduce new technology to the CFM56 engine family. These new technologies can be infused into 1982 2011 CFM56 Technology Evolution legacy engines providing further benefit to CFM operators. Fourth genMany OEMs provide upgrades/improvements to their products to which the USAF benefits. Here is a history of innovaeration technology with improved tion and improvement to the KC-135 CFM56 engine. (Photo courtesy of CFM International) materials and three-dimensional 62 | The Exceptional Release | FALL 2011
KIND, NEWBOLD AND POLI engine exhaust gas temperature (EGT) margin, and improved materials for durability. The USAF will have the opportunity to introduce this improved technology into its current F108 engine fleet as life limited hardware is replaced. The KC-135 is currently the second largest fuel consumer in the USAF inventory. This new technology will provide a significant improvement in fuel consumption, saving the USAF millions of gallons of fuel. Additionally, the improved EGT margin and durability will improve the engine’s performance in hot environments, and significantly reduce shop visits for the remaining planned life of the KC-135 fleet.
The Role of Configuration Management CFM56 engines are high technology complex systems that require a comprehensive knowledge of the entire engine system to ensure sustained performance throughout the certified operational envelope. Introduction CFMDesign Design CFM of design changes at the part level, including changes that appear to be insignificant, can have unanticipated and detrimental effects on other parts in the engine. System interactions - influences that a component or set of components can have on the propulsion system, which can occur immediately or develop over time – must be understood and accounted for each and every time a design change is introduced to a CFM engine at the part, subsystem or system level. Technology improvements developed by CFM are integrated into the rigorous configuration management process used by CFM over the engine’s life cycle to ensure that engines perform as intended, and that the actual engine operating configuration is properly addressed by engine manuals and other technical documents provided by CFM. Configuration management (including system interactions) is especially critical when the part in question influences boundary conditions for a LLP. Successful continued airworthiness management of LLPs requires strict system-level configuration control to ensure that boundary condition assumptions embedded in CFM’s FAA-approved lifing methodology and resulting airworthiness limits published in engine manuals remain valid throughout the operating life of the parts.
ment parts and repairs, they create “mixed configuration” engines for which neither CFM nor any other single entity has comprehensive and complete engine and system level data. “Mixed configuration” engines present unique issues that operators must necessarily address on their own since neither the engine OEM, the 3rd party part and repair companies nor the FAA have engine level data for each and every possible configuration that can be created by introduction of 3rd party parts and repairs. CFM recommends that operators considering parts and repairs developed for CFM engines without the involvement of CFM focus on three key areas: Part Level Configuration Control – Under current FAA rules, 3rd party parts and repairs can introduce design changes versus the CFM type design standard. In most cases, design changes introduced at the part 3 PartyRepair Repair Design 3rd Party Design level have not been subjected to engine level testing, even when the part with the design change has previously been defined as germane to (1) key engine level certification testing and/or (2) establishing boundary conditions for LLP. rd
Engine Manual Applicability – Most 3rd party part and repair providers recommend use of CFM engine manuals with their non-CFM parts and repairs. CFM Engine Manuals are based on the assumption that all parts in the engine are CFM-approved parts whose design features and performance characteristics match CFM design definitions. CFM has not evaluated the applicability of its Engine Manuals to any parts or repairs not shown by CFM to comply with FAA requirements or for engine systems impacted by such design changes.
CFM blades
Supplier #1 PMA HPC Blades
Supplier #2 PMA HPC Blades
“Mixed Configuration” Engines Technology upgrade kits from CFM are not the only option operators have for introducing design changes to CFM engines. Over the past decade, there has been a significant increase in the availability of FAAapproved non-Type Certificate Holder (3rd party) parts and repairs for CFM engines. These parts and repairs have been developed, produced, and introduced into CFM engines without the involvement of CFM. CFM has no knowledge or data for 3rd party parts or repairs. When operators choose to introduce non-original equipment manufacturer (OEM) replace-
Supplier #3 STC Spool CFM Disk
Supplier #3 STC Spool
CFM Seal
Third party part may look and fit perfectly, but does it meet design specifications? (Photo courtesy of CFM International)
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SUSTAINMENT | RAISING THE BAR... Boundary Conditions – Airworthimaintenance cost while maximizness Limitations published in CFM ing performance and product supEngine Manuals are predicated on port is indeed complex. Options the operation of CFM LLP in consuch as repair or replace decisions, figurations understood and analyzed use of OEM parts and repairs verby CFM with our FAA-approved sus 3rd party parts and repairs, and lifing methodology. Introduction introduction of technology upgrade of design changes outside of CFM’s kits must be evaluated against a configuration control process creates backdrop of considerations that are LLP operating configurations for much harder to quantify than part which CFM has no valid technical or repair price alone. data, and may invalidate fundamenWhile the answers for the above tal boundary condition assumptions questions may be difficult to obtain embedded in CFM’s life assessment. for “mixed configuration” engines, Operation of LLP with influencing the answers are rock solid for OEM hardware other than parts analyzed Third party parts can introduce design changes unbeknownst to the OEM. products such as CFM solutions for and approved by CFM creates conHere are two examples. (Photo courtesy of CFM International) CFM COTS engines. Each part, figurations for which CFM has not, repair or upgrade developed by and in fact cannot, perform valid lifCFM has been through a rigorous ing analyses. process that includes engine level testing Each maintenance decision point for COTS and ensures complete linkage to CFM A Changing Regulatory Enengines requires the maintenance providcertification testing and CFM engine vironment er and operator to answer key questions: manuals. As an OEM, CFM solutions The FAA has established rules and regualso come with CFM’s proven ability to Have potential system interactions associlations regarding parts manufacturer provide full technical support. CFM’s ated with a given part, repair or technoloapproval (PMA) and repair approvals COTS solutions bring added value to that have evolved over time. The FAA’s gy upgrade been assessed through engine the USAF through upgrade initiatives. 2009 Repair, Alteration and Fabrication level testing? Are the proposed changes Finally, by teaming with the Air LogisStudy highlighted the fact that under clearly linked back to the OEM’s certificatics Center, CFM solutions provide tanexisting rules “the acceptable methods of tion testing? Have the proposed changes gible benefits that go far beyond those showing compliance vary based on the been validated for the way I operate the that can be measured by just shop visit type of approval being sought,“ and that costs alone. . engine? “it must be emphasized that a “compaFor more information about OEMs, rerable level of certitude” does not mean How has the validity of the OEM’s Engine placement parts, and FAA requirements, that the exact same methods of showing Manual been established for the specific please refer to the following documents: compliance must be repeated by everyengine configuration in question? Has one or are applicable in every case.” For a life assessment been performed for The Aviation Safety, (AVS) Repair, Althis reason, operators who choose to ineach life-limited part potentially impacted teration and Fabrication (RAF) Study stall 3rd party parts and repairs that have by a part, repair or technology upgrade Revision 1 issued on May 22, 2009. been approved without the involvement decision? If so, was the life assessment of the OEM accept a greater responsiSpecial Airworthiness Information Bulperformed with an FAA-approved lifing bility for configuration management, letin NE-08-40. methodology with results published in an investigation of field issues and LLP Engine Manual issued by the entity permanagement. The Aviation Safety, (AVS) Repair, Alforming the life assessment? teration and Fabrication (RAF) Study In recent years, the replacement and Revision 1 issued on May 22, 2009 Who can provide technical support if probmodification parts industry has underlems arise and how big is the technical gone a transition, moving from simple About the authors: parts to more complex parts with signifdatabase they draw on? Whose Continued icant potential for system interactions. Operational Safety (COS) Plan covers the Colonel (ret) Rick Kind, is a former Air In response to this change, the FAA inengine configuration? Force Maintenance Officer. He served in troduced new rules and guidance mateGE as the F110 Program Manager for rial to improve the rigor associated with several years before moving into his current PMA and non-TCH repair approvals position of Senior Sales Manager for USAF Programs in Dayton, Ohio. for turbine engine parts. Colonel (ret) Steve Newbold is a former Air Force Maintenance Officer. He Key Considerations When Assessing Maintenance currently serves in GE’s legislative liaison office in Washington, D.C.
Options
Operators have many options to consider when developing maintenance strategies for today’s COTS engines. The equation for minimizing 64 | The Exceptional Release | FALL 2011
Ms. Debbie Poli is the Executive for Military Programs with CFM for the CFM56 engine in Evendale, Ohio. K
MAJCOM
Paving the Road to a New Supply Chain By Ms. Mercy Becerra Aside from supporting ongoing e-Log21 initiatives, i.e. Logistics, Installations & Mission Support – Enterprise View (LIMS-EV ), Repair Network Integration (RNI), Expeditionary Combat Support System (ECSS), and others, the 448th Supply Chain Management Wing (SCMW ) supports and leads many Logistics “transformation” efforts. Some are center initiatives, some are Wing initiatives, but all have one common goal–better support to the Warfighter. Some of these initiatives include: the War on the Lack of Parts (WOLP), the Strategic Alternate Sourcing Program Office (SASPO), and the 448 SCMW Long Term Strategic Plan (LTSP). In May 2010, Air Force Global Logistics Support Center (AFGLSC) Commander, Major General Gary T. McCoy, declared the WOLP when he challenged his personnel to think outside the box and initiate actions to place parts on the shelf and eliminate roadblocks to depot maintenance production. Through focused, tactical mitigation actions, there has been 66 | The Exceptional Release | FALL 2011
improvement seen within specific red systems (programs with 748 SCMG Shop Technician. (Courtesy Mercy Becerra). MICAP hours support with the implementation of the Depot exceeding the goal). Overall, engine support has improved Supply Chain Management (DSCM) teams. from five red engines to three. The level of A transition plan is in work to align current efsupport for Programmed Depot Maintenance forts within the 448 SCMW and HQ AFMC (PDM) aircraft at each of the three depots Support to Depot Maintenance Operations has improved as well. PDM MICAP trends (SDMO) activities. We expect to see conare showing a drop from an average of ten red tinued supply support improvements through aircraft to only four. Efforts continue and we implementation of the solutions being develexpect to see further improvement in supply oped in the 448 SCMW’s LTSP and the vari-
We expect to see continued supply support improvements through implementation of the solutions being developed in the 448 SCMW’s LTSP and the various value stream initiatives.
ous value stream initiatives. Although we may never get to a point where mitigation actions are not necessary, we will see consistent trends of improved support through implementation of the solutions resulting from the LTSP and the various value-stream initiatives. The SASPO is a diverse organization tasked with the following mission elements: Source Development, Diminishing Manufacturing Sources and Material Shortages (DMSMS),
BECERRA Item Unique Identification (IUID), Sustainment Engineering (SE), Supply Chain Risk Management (SCRM) and Discrepant Material Reporting Program (DMRP). Source Development continues to bring increased support to the Warfighter with cost savings through competition. Many items in the AF inventory have few if not only one source of supply. With a limited source of supply, the AF loses its competitive advantage in its purchasing capabilities. By attending various conferences, tradeshows and symposiums, the Business Development Team within the SASPO works to increase sources of supply by providing prospective vendors with an AF-managed item “SASPO Target List”. The “SASPO Target List” is a subset of the Requirements Projections On the Web wherein the government owns the data rights, has fewer than three sources identified, and has a projected buy value within the next two fiscal years. This list is separated by Air Logistics Center (Hill/Robins/Tinker) and may be downloaded from the SASPO website (www.tinker.af.mil/429scms. saspo). The Business Development Team also collaborates with the AF engineering and requirements communities to identify new commercial repair processes that may provide solutions to problem parts. Two areas the AF is currently researching are laser powder deposition and friction stir welding as potential repair processes to alleviate the need for extensive heat treating. Another area of focus for the Business Development team is the facilitation of Source Approval Requests (SARs). A SAR
is a technical package that must be submitted by a vendor who is interested in becoming a Source of Supply or Source of Repair for the government. Once the vendor submits a SAR to the buyer (active solicitation) or Small Business Office (unsolicited), the SAR is reviewed by the Cognizant Engineering Authority for an approval/disapproval decision. If the SAR is approved, the vendor must also successfully complete first article test requirements.
Two areas the AF is currently researching are laser powder deposition and friction stir welding as potential repair processes to alleviate the need for extensive heat treating. DMSMS is the overarching title given to resolving issues associated with aging aircraft and obsolescence. SASPO has brought AF DMSMS activities together to help maximize benefits and minimize cost. The program’s mission is to help identify potential Bill of Material (BOM) support issues in a timely manner and resolve them proactively versus reactively. Current initiatives include: (1) Manage information, tools and services to support timely and effective resolution of DMSMS issues AF-wide; (2) Implement a proactive DMSMS program to reduce total ownership cost; (3)
Analyze and resolve obsolescence issues identified by a predictive tool health analysis; and (4) Promote the utilization of efficient DMSMS management practices through education, training, awareness and conference participation. The following are some of the accomplishments the AFGLSC DMSMS Team has achieved over this past year: Recognized as an award winner at the 2010 DoD DMSMS & Standardization Conference for their exceptional proactive DMSMS management. Awarded the Hill and Tinker consolidation contract for the predictive tool. The consolidation reduced contract cost and has provided the weapon system managers the opportunity to better focus on the DMSMS issues within their weapon systems. Management of the AF Module which is part of the DLA managed Shared Data Warehouse (SDW ). SDW provides a web-based single point of entry with an automated system to process Life of Type buy cases. The team’s untiring efforts resulted in the automation of part discontinuance cases resulting in significant time savings. The IUID program office was established in response to a DoD mandate. IUID differentiates items from all others throughout the DoD supply chain and applies to a majority of demand items from acquisition through disposal or reutilization. IUID results in a globally distinctive marking to the asset tag or surface that will link parts with reliability, availability and accountability information. Once fully implemented, IUID will provide visibility of individual assets anywhere in the logistics management supply chain. SASPO supports the Air Force IUID Program Management Office through the execution of the IUID program at the depot level. This effort ensures that the maintenance organizations have the equipment and technical data necessary to mark reparable items requiring IUID during the repair process. The Wing established a SE Team with the goal of improving the safety, sustainability and reliability of AF weapon systems. The SASPO SE Program Office supports projects affecting safety of flight, reliability or mission capability and those projects which deal with obsolescence of materials or technology in Air Force weapon system parts which can render mission
SASPO Booth at the Tinker and the Primes Conference (Courtesy Mercy Becerra)
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MAJCOM | PAVING THE ROAD TO A NEW SUPPLY CHAIN requirements unsupportable. The AFGLSC SE program extends across three the ALCs and supports item-level SE projects. Items qualifying for the program include reparable, consumable and AF centrally managed items, plus DLA and other services centrally managed items for which the AF remains the Engineering Support Activity. SASPO also provides guidance and program management support for sustaining engineering projects to improve safety, sustainability and reliability of Air Force weapon systems. SASPO’s role includes: the facilitation of an annual data call, project validation and prioritization based on limited funding and weapon system criticality, monitoring funds execution, as well as tracking and reporting returns on investments. SASPO recently finalized an overarching Wing Operating Instruction, enhanced the existing project tracking tool, created a standardized project priority ranking chart, and developed a clear standardized process for all three AFGLSC sites for the submission and execution of engineering projects. Future goals include: automating additional status and execution reports plus ongoing refinement of policy, procedures and oversight as merited to ensure best stewardship of sustaining engineering funds. SCRM is the newest program in SASPO. Work is underway to define and deploy a risk management program to proactively identify, assess and mitigate critical supply chain risks across the AFGLSC Enterprise. Standard risk assessment methods and procedures have been developed and are being tested. A risk management team has been formed with representation from each major Group and PK. The team members have completed classroom training in the Supply Chain Operations Reference (SCOR) Model and supply chain risk assessment techniques. The team is jointly working on two pilot projects to field test the methods/ procedures and prepare them to facilitate risk management events. The team also completed a Hazard Quantification Survey that identified and quantified the most frequently encountered supply chain risks. Current projects include the drafting of a Center-level policy on risk management and benchmarking SCRM best practices utilized by various Air Force suppliers. Future goals include: the alignment of planning and sourcing strategies with risks by incorporating SCRM into supplier relationship management, source selection, and contract management. The AF recognized the need to better manage discrepant materiel notices and handling 68 | The Exceptional Release | FALL 2011
of non-conforming parts. As a result, the new DMRP was established with ownership residing within 448 SCMW’s SASPO. The DMRP is charged with ensuring a closed loop reporting process for the AF by utilizing a single point of entry for discrepant materiel notices involving counterfeit and/or non-conforming parts. Notices are received, researched, tracked and reported back to the initiator with corrective actions taken. The program ensures stock screening of discrepant materiel is conducted and removal from the AF inventory is tracked, as required. The LTSP is a strategy with the intent to dramatically and radically transform the 448 SCMW to better support the Warfighter. The transformation focuses on accurate forecasting, efficient sourcing, a trained and experienced workforce and deploying Air Force Smart Operations for 21st Century (AFSO21) across the Wing. There are four Focus Areas working towards reaching the ambitious goals set for this transformation:
The Planning Focus Area GOALS: Improve Demand Forecast Accuracy (DFA) to 70% Meet annual negotiated MICAP goals Reduce Non-Fly MICAP hours by 10% annually Improve Asset Availability by 50% Achieve 80% Requirements Objective (RO) fill for 87% of items Positive Inventory Control for Nuclear Weapons Related Material Right Sized Inventory Streamlined and standardized planning processes RESULTS TO DATE: Improved DFA from 29% to 46% Standardized 20 critical planning processes
BECERRA Identified skill requirements for ECSS future state environment
Figure 1: Latest DFA Metric
Implemented Planning for DLA Managed Consumables (PDMC) collaboration process
The Sourcing Focus Area GOALS: Develop sourcing strategy for 100% of 448 SCMW NIINs with valid screenings Address 90% of contracted Material Support Division (MSD) spend through strategic sourcing arrangements Reduce Administrative Leadtime (ALT) by 50% Reduce Production Leadtime (PLT) by 10% Increase On-Time Delivery (OTD) to 95% RESULTS TO DATE: Strategic Spend up 11%
RESULTS TO DATE:
RESULTS TO DATE:
Core Series T-Rating increased from 23.6% to 55.0%
OC-ALC DSCM Cells staffed with AFGLSC resources and commodities tool fully implemented – improvements added regularly
All Series T-Rating increased from 23.6% to 56.9%
Reduced ALT by 8.4% OTD increase of 4.0% Established Enterprise Sourcing Strategy and Strategic Alternate Sourcing Flights Implemented Enterprise Sourcing Plan process
The Workforce Strategy Focus Area GOALS: Increase FY11 Training Rates (T-Rating) by 10% 90% of all applicable supervisors certified in Supply Management (SM) in FY11
146 applicable supervisors SM Certified
Commodities metric developed
100% applicable supervisors applied for SM Certification
Aircraft tool in development
The Depot Supply Chain Management Focus Area
The accomplishments of these and other initiatives have enabled the 448 SCMW to increase Global Supply Chain support to the Warfighter, establish a robust plan for continuous improvement and become the single face for the customer and enterprise planning. We are well on the road to creating a new and improved Supply Chain for the Air Force.
GOALS: 10% improvement per year in parts supportability to depot maintenance Provide tactical and strategic supply chain integration support to depot maintenance Work in concert with ASDs, DLA, and MXWs to coordinate strategic procurement of essential materiel, ensuring uninterrupted serviceability of aircraft
Figure 2: Latest ESP and Strategic Sourcing Spend Metric
Memorandum of Agreement drafted
About the author: Mercy Becerra, Change Manager for the 448 Supply Chain Management Wing. Mercy has been a logistician for the last 27 years starting her career as an Inventory Management Specialist at Kelly AFB, Texas. K
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MAJCOM
The Hanscom Experience Making ECSS a Reality By Mr. Don Pugh and Mr. Charlie Lowe “ECSS [Expeditionary Combat Support System] will provide for us an integrated, auditable enterprise resource planning tool with which we can transform our logistics processes,” stated Lieutenant General Loren M. Reno, Deputy Chief of Staff for Logistics, Installations and Mission Support, Headquarters USAF, in a recent ER edition. “I’m talking about eliminating 240+ systems and the tail of expense that clings to them and affect more than 250,000 users. We need what ECSS can deliver... we have to get it right.” Getting it right is a primary factor in the ECSS program’s implementation decisions. The Chief of Staff of the Air Force, General Norton A. Schwartz, directed that ECSS proceed in small steps, aka “pilots”, to allow for close review of its impacts and to ensure it meets AF requirements. Consequently, ECSS has been split into four pilots with functional capabilities that continuously build on each other to create the first “release” that will be fielded across the rest of the AF. In 2009, Hanscom AFB, and by extension, AFMC was selected to incrementally pilot ECSS before it is rolled out to the entire AF. ECSS will integrate logistics and finance processes to form a single information structure called an Enterprise Resource Planning (ERP) system which will help manage the AF supply chain, standardize processes across the Air Force enterprise and provide total asset visibility. No small undertaking, but one that is long overdue. In July 2010, ECSS “went live” for the first pilot. Although every fielding site will have its own set of unique circumstances, our experiences and the lessons we learned from the 70 | The Exceptional Release | FALL 2011
Map of affected pilot locations
first release will smooth the way for AF-wide implementations. Pilot A, also called Release 1 Pilot A (R1PA), was preceded by months of preparation activities. We had a general idea of what activities were required to prepare the site and we began by establishing a Change Agent
ECSS has been split into four pilots with functional capabilities that continuously build on each other to create the first “release” that will be fielded across the rest of the AF.
Network (CAN) with a primary local representative, Mr. Greg Laing, the Site Transformation Lead (STL) also known as the Change Agent Coordinator (CAC). At AFMC Headquarters, the Enterprise Logistics and Management Support Office (ELMSO), a part of the Systems Integration Division (HQ AFMC/A4N) coordinated support activities and provided “boots-on-the-ground” support during the implementation process. R1PA functionality primarily involved the vehicle maintenance operation using On-Line Vehicle Integrated Management System (OLVIMS) and tool management capability. However, it also implemented considerable foundational ERP capabilities which will support all future releases. During preparation for Go-Live, it
PUGH & LOWE quickly became apparent that we needed to include Vehicle Control Officers (VCOs), in addition to other support functions such as the MAJCOM OLVIMS Manager in HQ AFMC/A4R, the Vehicle and Equipment Management Support Office (VEMSO) at Langley AFB, and the vehicle managers at Robins AFB. We have identified these centralized support activities and called them the Enterprise Support Organizations (ESOs.)
Hanscom AFB users also saw some immediate benefits. For example, bringing a new vehicle into the inventory is much more efficient with ECSS since it eliminates duplication of effort across multiple systems. Processing is faster because data elements are entered in the system once, so they can later be used by anyone in the supply chain process. Single data entry also cuts down on human error. In addition, all VCOs are now “end users” of ECSS and able to update specific vehicle information, request mainLESSON LEARNED: ECSS intenance work, and receive informavolves many areas outside the tion directly from vehicle maintespecific fielding location. ESOs nance, on-line. According to Mr. will be involved in supporting Mr. John Sharpe (r), on right, Vehicle Maintenance Superintendent, Hanscom John Sharpe, Hanscom’s Vehicle AFB, and a member of the program team celebrate completion of the R1PA Duty each site that implements ECSS Maintenance Superintendent, “It’s Mapping Workshop (Photo credit Hanscom AFB Public Affairs). and must be considered with nice to be able to go in and see who each location fielded across the charged what, and when, on the Discrepancies we found were called into the USAF. forms side [for vehicle work-orders].” Help Desk and assigned a tracking number As expected in a pilot, the Go-Live experience was not without problems. ELSMO members spent many hours working with the AF Program Management Office (PMO), Logistics Transformation Office (LTO), the System Integrator (SI) and others to correct data errors that were causing processes to bog down. A few of those glitches still exist, but with considerable on-site help from the ECSS Program Team, we were able to work through most of them and are seeing improvements every day.
and then managed through the Discrepancy Report (DR) process for resolution. This assured that the problems that were documented were properly analyzed. LESSON LEARNED: Pilot planning and implementation are a learning experience for people to identify and correct data discrepancies. Good data, used by the base and shared across the enterprise, should be the life blood of an ERP like ECSS.
One of the problems ECSS pilot users have experienced continues to be the transaction speed on the AF Network. The ECSS pilot implementation has highlighted deficiencies in the technical infrastructure’s ability to support enterprise systems such as ECSS. As a result, a General Officer Steering Group is directing an end-to-end study and testing of network performance to determine where fixes must be applied. Their efforts are already producing measureable results, and we’re certain that network performance will continue to improve. LESSON LEARNED: The end-to-end technical infrastructure must be robust enough for ECSS and other IT systems to operate properly. Early on, a concern emerged with the tool management solution. Feedback from the pilot users regarding the time consuming process of check-in/check-out of tools resulted in a program decision to hold off on that capability until a more effective/efficient process could be developed and fielded in a later release.
LESSON LEARNED: The pilot approach helped identify functionality that did not fully meet AF needs. The AF will not field capabilities unless they are better than or equal to today’s legacy system capabilities. With the first pilot under our belts, the ECSS program moved in earnest to Release 1 Pilot B (R1PB) which replaced most of the Rick Lord and Fritz Cooper open an Expeditionary Combat Support System work order at Hanscom Air Force Base, functionality of the AF Equipment Mass. Hanscom AFB is the pilot base for implementing ECSS, which will ultimately be used by more than 40,000 people at approximately 180 installations. (USAF photo by Mark Wyatt)
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MAJCOM | THE HANSCOM EXPERIENCE
Management System (AFEMS) and related manual processes. This included management of IT equipment administered by Communications personnel in the Automated Information Management (AIM) module of AFEMS. As a result, another community outside of logistics was added to the ECSS solution - the Base Communications IT asset managers and the AF Network Integration Center (AFNIC). Another concern came from some users regarding more data entry steps. Users learned that ERPs require more detailed data since they are commercial products configured to work across multiple process areas and aren’t customized to any particular group. Therefore it is normal to have to navigate through more fields to enter data correctly. Users became aware that their efforts were critical to the information being available upstream and downstream of their respective process. Data preparation is absolutely crucial to achieving the enterprise benefits of increased accountability of assets like vehicles and equipment, and AF-wide view of vehicle/ equipment inventory and the condition of the asset. Other benefits are serial number tracking for greater visibility of assets, usage and repair history, a single repository to improve accuracy of supply chain plans and a process to
more effectively balance resources required to meet requirements. LESSON LEARNED: An ERP requires a large quantity of data and sufficient time to get it right, but it enables us to gain benefits in greater process visibility to users and AF managers. The time invested to enter the correct data on the front end saves time and effort across the enterprise. Beginning with correct data was a huge effort and required validation of all equipment accounts and custodian information in order to set up the accounts in ECSS. In addition, we had to look at the total process of equipment management, which required not only base-level personnel, but the HQ AFMC/A4R AFEMS Manager, AFNIC IT managers, equipment managers at the 635th Supply Chain Operations Group (SCOG) of the AF Global Logistics Support Center (AFGLSC) at Scott AFB, and Allowance Standard Managers at Robins AFB. AFEMS and
Users are able to “See It”, “Try It” and finally, “Do It” before they actually perform the operation for real.
AIM equipment are now in the same database, which opened up opportunities for more effective management of equipment in different domains that we’re certain can be exploited in our current transitional environment as well as in later releases. R1PB also introduced logistics financial capabilities which brought in users from HQ AFMC/FM and the Defense Financial Accounting Service (DFAS). These capabilities will grow significantly in Pilot C and result in more integrated logistics financial management and eliminate much of the reconciliation requirement between FM and logistics systems. Through a coordinated effort, we were able to identify the right personnel and get them and their information set up in ECSS in time for the R1PB Go-Live on 20 Dec 2010. The ELMSO worked with these many users from different organizations to submit system access requests (DD Forms 2875) for all of the R1PB users. LESSON LEARNED: In preparation for implementation, allow plenty of time to identify all the users and get the system access requests completed and through the approval process prior to Go-Live.
Kent White (left), Dennis Murray and Maj. Jon Stevens discuss upgrades for the Air Force network at Hanscom Air Force Base, Mass. The Electronic System Center’s Cyber/Integration Division recently completed modernization projects to the network, which improved capabilities, saving the Air Force approximately $24 million in the process. (USAF photo by Mark Wyatt)
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Training for both R1PA and R1PB was provided on-site by instructors from the ECSS Program Team. However, training at future fielding locations will be a “blended-learning approach” which combines Instructor Led Training (ILT) and Computer Based Training (CBT), plus Virtual Classroom Training (VCT) which makes use of the AF’s Telecommunications Network (ATN) to exploit capabilities. The training provided the functional knowledge to perform duty related tasks in ECSS. One big plus to the training has been the inclusion of an On-line Performance Support System (OPSS) which allows users to refer directly to process documentation and simulations of
PUGH & LOWE each step in the process. Users are able to “See It”, “Try It” and finally, “Do It” before they actually perform the operation for real. Although all the pilot users are being given ILT or VCT, these added training capabilities are being developed and readied for later use. Additionally, the OPSS provides the capability to maintain the proficiency of users who access ECSS intermittently or only one time of the year since they can use OPSS with real data but not within the production environment. LESSON LEARNED: The ECSS Program will continue to fine-tune the blended learning approach during the remaining pilots and at the Initial Operational Test and Evaluation (IOT&E) fielding locations prior to AF-wide fielding. Repeatable processes are the key to successful implementation. Training also highlighted the need for the AF to define how governing procedures would change as a result. For example, ECSS provides new ways to conduct Fleet Management, but governing regulations will have to be updated to reflect those new actions. Logistics leaders at AF Headquarters know this and are working to ensure affected procedures are updated after the AF gains more experience using ECSS. R1PB is revealing many new capabilities to both manage equipment and see what is happening in the system with Allowance Standard Change Requests (ASCRs). Asset visibility has been a recurring benefit of ECSS. Everyone sees what is happening to parts, equipment and work processes in the system at the same time, versus having to wait for different systems to talk to each other or perform extra off-line work to determine what’s happening. ECSS also allows for built-in business rules to streamline approval processes. LESSONS LEARNED: ECSS gets everyone on the same page because they all look at the same data…the same “source of truth.” After over a year of ECSS experience with the pilots, the AF is deep into preparation for the largest part of functionality to be fielded for Release One. Scheduled for late 2011, the Standard Base Supply System (SBSS), Mobility Inventory Control Accounting System (MICAS), and portions of Supply Management Accounting System (SMAS) will be subsumed into ECSS in Release 1Pilot C (R1PC). R1PC is much more complicated than A or B,
Breakout of Release One functionality by Pilot
mainly due to the number of systems that interface with SBSS. Finally, we expect to receive the fourth portion of Release 1 functionality in 2012 when R1PD demonstrates Mobile Supply Chain (MSC) and Government Purchase Card (GPC) capabilities. These additions will offer many benefits to retail supply chain management and will require some creative thinking by logisticians and finance, contracting, communications, and DFAS personnel to realize the benefits of an enterprise system. We have definitely seen the Good, the Bad … and the many Opportunities that ECSS will bring as we continue to mature it. ECSS is here, it’s getting better every day, and it’s coming to your base. This requires a new way of thinking and a new way of treating the processes and information we use to do our jobs. Like a brand new weapon system, we have only just begun to discover all the ways the AF can use ECSS capabilities, but we encourage all logisticians and other affected personnel to learn more about it. Talk to your MAJCOM ECSS Champion or OCM Representative or visit the ECSS Website at https://www.ecss.wpafb.af.mil . In addition, our CACs (STLs) have been assigned at each ECSS fielding location across the Air Force. Use them--seek them out so you can find out what you can do to help your base get ready. When you do get ECSS, remember the considerable effort by the men and women of Hanscom AFB and other support locations to make ECSS a reality. Together, we can capture Lessons Learned and develop repeatable processes to smooth the way for future users.
About the Authors Mr. Don Pugh is a career USAF logistician with over 30 years of experience in Information Technology and International Logistics programs. He has been Chief of Enterprise Integration in the Systems Integration Division (HQ AFMC/ A4N), Directorate of Logistics, Headquarters Air Force Materiel Command, Wright-Patterson AFB since September 2005. He is responsible for logistics enterprise architecture and data strategy and the management of the Enterprise Logistics and Management Support Office (ELMSO), which is the single face from AFMC to the Logistics Transformation Office (LTO) and the Expeditionary Combat Support System (ECSS) program office. He is also responsible for managing command logistics legacy capabilities and planning for transitioning and integrating them into the next generation of enterprise-wide systems including ECSS. Mr. Charlie Lowe is the AFMC Enterprise Logistics and Management Support Office (ELMSO) ECSS fielding lead. In this position, he is responsible for the ECSS implementation and release services for all of AFMC fielding locations/bases. Prior to this position, he was the Make/Repair Integrated Process Team (IPT) lead for the Logistics Transformation Office (LTO) responsible for the process area blueprinting of ECSS. In his military career, he was a maintenance officer and Squadron Commander for C-5, C-141, C-130 and KC-135 aircraft. He retired from Air Force Reserve Command in 2008 after a 26-year career. K
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VOICES | AFSO CROSSTALK
AFSO CrossTalk Scrub a Dub Dub, Three Men Washing a Tub? Well, not exactly a tub, but when it comes to washing an F-16, it’s three Airmen from Luke AFB who wash the Fighting Falcon. In early 2011 Luke AFB conducted a Rapid Improvement Event to see how we could improve the washing of our F-16 fleet. The team mapped out the process by conducting a time stamp on both the wash and lubrication process. They immediately found numerous inefficiencies built in! The team worked through the root cause analysis and discovered ideas to improve the process. Overall, the team’s hard work reduced wash time by 61%, thus returning 1,320hrs annually to the wing with a staggering reduction in defects projected of 95%. The team was also able to include aircraft lubrication at the wash rack facility. Ultimately, they took an extremely inefficient process and reduced it from a 12-hour workday to about four! For more information, please contact Lt. Quinn Evans at Quinn. Evans@luke.af.mil
More Time for Maintenance, More Time for Maintainers Last month, the 56th Aircraft Maintenance Squadron instituted new procedures for flight line shift change. After reviewing how aircraft maintenance units (AMU) performed shift change, one thing was clear: no unit did it the same way. For example, one unit scheduled personnel to report three hours prior to crew steps and another had set shifts which required constant manning rotations. After an AFSO21 team time-stamped the process, the team noticed a domino effect occurring right after roll call. After roll call, flights would break to change into uniform, get tools, and wait for the one-hour mark prior to crew shows. After spending 35 minutes trying to round everyone up, they then conducted a FOD walk. The team immediately focused on this initial domino and laid out new changes. One was to stop changing clothes after roll call and show up ready to work. By doing this, show times were moved to one hour prior to crew shows and allowed everyone to break out immediately after roll call to conduct the FOD walk. This change eliminated bottlenecks in support section and allowed 45-90 more minutes of maintenance per day while reducing the average time on shift by 20-50 minutes. For more information, contact SSgt Andrew Gravett at Andrew.Gravett@luke.af.mil. K
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VOICES | CHAPTER CROSSTALK
Chapter CrossTalk Cowboy Chapter – F. E. Warren AFB, WY Submitted by 1Lt Christin Brodie A Cowboy Chapter tradition was born on Wednesday 25 May, with the first ever Nuclear Logistician presentation at F. E. Warren AFB, WY. Col Greg Tims, Commander of the 90th Missile Wing accepted the award and was bestowed the honorary title of “Loggie” by Chapter President Lt Col Jondavid DuVall. “Most Logistics Squadrons at missile bases don’t develop these traditions because the mission is all about Ops, Cops and Maintenance. The logistics piece of the nuclear enterprise has been highlighted with the NWRM program,” explains Lt Col DuVall who is not only the Cowboy Chapter President, but also Commander of the 90th Logistics Readiness Squadron. The award is a replica white Teflon nose tip of a reentry vehicle of the Minuteman II Intercontinental Ballistic Missile weapons system. This one foot piece has become infamous at F. E. Warren through the NWRM program. The nose tip represents the trials and tribulations nuclear logisticians have gone through as they have groomed and tweaked the NWRM program over the last two years. The wooden replica is accompanied by an official non-NWRM certificate and the honorary title. “It seems like just a piece of wood to everyone else, but if you’ve dealt with Col Greg Tims accepts the Nuclear Logistician’s Teflon nose tip from 1Lt Christin Brodie, 90th Logistics Readiness Squadron. NWRM pieces at F. E. Warren, you know that thing actually represents overcoming a hurdle and coming out on top,” stated Mrs. Suzanne Barto, chief of the Deployment and Distribution Flight in the 90th LRS. Current members of the Cowboy Chapter plan on keeping the tradition of the Teflon nose tip alive for many years to come. As of now, Col Tims is the first and only recipient, but now that the bar has been set, the tradition is destined to grow as long as nuclear enterprise is an integral part of this nation’s defense.
Sonoran LOA Chapter – Luke AFB, AZ Submitted by Maj Frank Shepherd Over the past quarter, the Sonoran Chapter went on a couple tours. We were introduced to the mission and functional execution of the 56th Component Maintenance Squadron. The responsibilities of PMEL, Avionics, Fuel shop, Egress, E&E, and Hydro were all discussed prior to heading out to conduct a physical tour of the Jet Engine Intermediate Maintenance ( JEIM) facility within Propulsion flight. The tour covered the integral processes involved in servicing and repairing over 138 aircraft engines and authorized spares. CMS went in depth into how engines are built in stages and how AFSO21 events and reflow of the assembly process contributed to the Propulsion Flight readying up an unprecedented 20 spare engines. Our chapter was very fortunate to travel to Edwards AFB, CA for an exchange opportunity. Our hats are off to Mr. Tony Parker and the Edwards Chapter members on an outstanding visit. Some of the programs we visited included the Global Hawk, F-35, Test and Evaluation and Airborne Laser to name a few.
Sonoran and Edwards Chapter members pose in front of the YC-15 during the exchange tour.
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VOICES | CHAPTER CROSSTALK
Gunfighter Chapter, Mountain Home AFB, ID Submitted by Capt Sam Thurmond The Gunfighter LOA Chapter recently had the opportunity to visit our Air National Guard brethren at Gowen Field in Boise, ID. The trip was well worth the short drive from Mountain Home, as both 21As and 21Rs were able to gain insight and a better understanding of the way our ANG counterparts accomplish the mission. After introductions and an informative in-brief by the 124th Fighter Wing Commander, Col James Compton, the LOA members visited both the Maintenance and LRS facilities and had a chance to share and compare TTPs and common practices. Gunfighter Maintenance Officers were fascinated by the utilization of former Mobility Command facilities to augment A-10 Depot TCTO completion. Additionally, the challenges a guard unit faces when preparing for an inspection or for deployments is vastly different from Members of the Gunfighter LOA Chapter tour the 124th Fighter Wing at Gowen Field in Boise, ID. active duty units and better prepared us for future Total Force Integration. The LROs were impressed by the ANG’s ability to conduct Deployment Distribution, POL, and Materiel Management operations with minimal fulltime manpower, while exceeding the same established ACC MAJCOM standards. Cross-talks continued this quarter with an educational briefing from 1Lt Suzanne Howes, who recently returned from a deployment to Creech AFB, NV. While there, she served as the 432d AEW, Wing Operations Center Director of Maintenance. Lt Howes focused on the generation of Unmanned Aerial Systems in support of OEF as well as numerous contingency operations. It was interesting to hear not only the maintenance challenges that were faced, but the C2 and operational issues that are specific to the Reaper and Predator airframes, as well. 1Lt Howes served as the Wing Operations Center Director of Maintenance while deployed to Creech AFB, NV.
National Capital Region (NCR) LOA Chapter Submitted by Lynn Arias While heat and tourists flooded into the DC region, NCR chapter loggies stayed busy with a variety of events. During a recent meeting, Maj Brian Thompson, Air Force JAG, discussed some of the highlights and lowlights while serving as the Defense Military Liaison at the prosecution of Saddam Hussein and former high-profile members of his regime in the Iraqi High Tribunal. Members enjoyed a rare opportunity to hear about deployed experiences from another career field. Chapter members’ dedication to volunteering was seen at two different events. First, members volunteered during Honor Flight arrivals of over 450 WWII veterans from across the country. Members volunteered to escort the veterans of the “Greatest Generation” around the WWII Memorial 76 | The Exceptional Release | FALL 2011
VOICES | CHAPTER CROSSTALK grounds. Second, our chapter sponsored an Afghan clothing drive and collected children’s clothing to support three orphanages located outside Bagram AB, Afghanistan. Approximately 1000 lbs of clothing was collected and transported to Andrews AFB, for shipment under the Denton Amendment to Bagram. In July, chapter members participated in a professional development visit to the Military Sealift Command (MSC) where they received an in-depth mission brief. The visit concluded with a tour of the USNS Fisher, a large, medium-speed Roll-on/Roll-off Ship; operated by a private company under contract to MSC. Chapter members were treated to lunch in the galley and a guided tour. Members learned how the ship is maintained at a 96-hour readiness status with a capacity for holding 300,000 sq ft of cargo with only a 30 member crew.
Members of the NCR Chapter on tour of the USNS Fisher
Osan Mustang Chapter – Osan Air Base, South Korea Submitted by Capt Austin Buck The Osan Mustang Chapter has worked hard to enhance the relationship between organizations on base, our sister services and our Korean counterparts. Over the past three months, we volunteered to help clean up the local community through the “Troops for Trash” program, garnering recognition within the local Korean community. Additionally, we hosted a golf tournament raising more than $1,000, which will be used toward our OMC LOA scholarship program. Moreover, we had the distinct pleasure of hosting the 51st Fighter Wing Commander, Col Pat Malackowski, who provided a great deal of mentorship and perspective on the infusion of logistical operations within the wing. Lastly, elections will be held this month as we continue to build upon a very productive year by ushering in new ideas and adding perspective. Our objectives continue to be educating and uniting a dynamic membership based on the Korean Peninsula.
Texoma Chapter – Sheppard AFB Submitted by Capt Brock D. Sargent The chapter recently went to Tinker AFB and the Oklahoma City Air Logistics Center (OC-ALC). While at the ALC we toured the KC-135 and E-3 AWACS depot maintenance facilities in the 76th AMXG. The members also visited the 76th PMXG and explored the Air Force’s only depot engine maintenance facility. We all were impressed with the size and scope of OC-ALC’s maintenance mission as well as their incorporation of AFSO-21 initiatives and LEAN concepts into daily maintenance. The Texoma Chapter is also busy gearing up for the LOA National Conference in Fort Worth, TX, this fall. With the conference nearby, the chapter plans to have a stronger presence this year by providing volunteers and sending more members to the conference.
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VOICES | CHAPTER CROSSTALK
Crossroads Chapter – Tinker AFB, OK Submitted by Malena Trulson, 1Lt Ashley Maddox, and 2Lt Michael Rodgers The Tinker Crossroads Chapter continued to set the precedent with a summer full of professional development, membership initiatives and a little bit of healthy competition. On May 19, 2011 the Crossroads Chapter toured the Oklahoma City Processing and Distribution Center for an in-depth look into the logistics of the U.S. mail system. The tour commenced with a show and tell of how the processed mail progresses through the system from collection to dispatch. The tour continued with an impressive display of their sophisticated high speed letter sorting equipment which very few of their customers ever get a chance to see. On Saturday June 3rd, the Crossroads Chapter hosted one of the most successful and memorable events of the year, the annual Golf Tournament. Proceeds from this tournament are used to award scholarships to both civilians and military personnel. Donations
Golf tournament participant, Nate DeRohan tackles the green.
were received from the following companies: ICF International, Tinker Federal Credit Union, DRS, Parker Aerospace, Nordam, Chromalloy, Pratt & Whitney, Boeing, GE, and Mission Support Inc. In addition to the donations, these companies also showed their support by forming a team and personally participating in the tournament. Pratt and Whitney received the first place trophy. The most coveted prizes were the bobble heads purchased for the last place team. In an attempt to increase membership, Crossroads has targeted interns as incumbents, briefed other professional organizations on base about the chapter mission/vision, and placed brochures throughout the Oklahoma City-Air Logistics Center (OC-ALC). These initiatives have proven to be quite successful and have resulted in a membership increase of 20 plus within the fiscal year. In the following months, the chapter will attend a career fair and host another membership drive.
Golden Gate Chapter – Travis AFB, CA Submitted by 1Lt Forrest Taylor The Golden Gate Chapter will undergo a leadership turnover this fall as Vice President Captain Dan Moates takes the helm from departing President Lt Col Ley Havird. Captain Justin Hickey has stepped in as the new chapter Vice President. The new chapter leadership will focus on establishing an aggressive charter to build upon the momentum the chapter has built over the last 2 years. The Golden Gate Chapter also recently sponsored Lt Col Abdul Qudos, the G4 of the Afghanistan National Army Special Operations Command, to be a chapter member for the next year. Major Alan Tornay, a Travis Chapter mem78 | The Exceptional Release | FALL 2011
Major Alan Tornay presents Lt Col Abdul Qudos with his 1-year LOA membership as an attached Travis Golden Gate Chapter member at Camp Morehead, Afghanistan in May 2011
ber, presented Lt Col Qudos his 1-year LOA membership during a recent conference at Camp Morehead, Afghanistan, as a gesture of forging a logistical partnership with a key Coalition member. Major Tornay is currently serving as the J4 for the Afghan National Army Special Operations Advisory Group (ANASOAG) and is responsible for nine ANA Commando Kandaks (Battalions), one ANA Special Forces Kandak, the School of Excellence, Garrison Support Unit, and Division headquarters. In this position, he is charged with providing Combat Service Support (CSS) to over 7,000 soldiers located in every Regional Command in Afghanistan. On a personal note, I wish to thank the National LOA Chapter Support team for their staunch support to the Golden Gate Chapter during my tenure as the Chapter President. I know the new Travis LOA leadership team will do great things in the months to come supporting the new National LOA charter! Happy trails . . . . Lt Col Ley Havird
Wright Brothers Chapter – Wright Patterson AFB, OH Submitted by Howard Creek The Wright Brothers Chapter of LOA has continued to be active this spring and summer. In May Maj Gen Kathleen Close, HQ AFMC/A4 provided the Chapter with the “A4 Perspective”. She gave us her perspective of AFMC support to the warfighter and provided us with an overview of her trip to the AOR. In June we had Kathy Storm and Bruce Coppock from the Dayton Power and Light Company as guest speakers. They gave us a very insightful presentation on how DP&L prepares for contingency operations, how they continuously improve their processes after each outage, and then they showed us specific examples of 3 major power outages during the last 3 years and how they responded and improved to these outages. Additionally, several of our members supported the Home for Troops campaign helping build homes for returning injured vets. During the summer months the Chapter is busy preparing for our annual golf tournament and scholarship fundraising event which will be held in August. This year our goal is to give 5 scholarships to deserving individuals. Additionally, we are preparing our team of LOA volunteers who will support the Air Force Marathon hydration station. K
VOICES | LOA FINANCIAL REPORT 2010
LOGISTICS OFFICER ASSOCIATION
2010 FINANCIAL REPORT
2010 was a prosperous year for LOA. We executed a successful conference and ended the year with solid financial reserves. We’ve invested in several initiatives to improve both our funds accountability and our online presence in order to secure our growth and maintain the support our members expect and deserve. Your Association is on solid fiscal footing and prepared for growth as well as any foreseeable challenges.
STATEMENT OF OPERATIONS
General Fund Revenues. 2010 saw operational revenues over $70,000 higher than 2009 and that number included our initial round of logo merchandise sales as well as a nice increase in memberships. ER income shows a significant decline but that is primarily a timing anomaly where about $30,000 of 2010 advertising revenue was not received until 2011 – we have revised our billing and collections process to make sure that these revenues are more closely aligned with their corresponding expenditures.
General Fund Expenses. There were sizeable changes to Conference Costs, eCommerce fees and ER production for 2009 and 2010 primarily due to updated methods of allocating costs. For the first time in LOA’s history, 2009 saw eCommerce fees allocated to specific “business units” instead of being reported entirely as an administrative cost – the process was tested in 2009 and the allocation formulas were revised in 2010. For example, the 2010 Conference expenditures include nearly $39,000 in eCommerce fees associated with credit card payments of registrations and vendor booth fees. This allocation process also records prorated eCommerce fees against ER Production, Membership, Golf tournament and Scholarships based on the amount of credit card receipts for each respective area. 2010 also saw a revision in the compensation arrangement with Standing Ovations, our primary Conference and ER support contractor – this resulted in costs being much more closely aligned with the success of each major project.
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VOICES | LOA FINANCIAL REPORT 2010 Scholarship Fund. In 2009 the LOA Executive Board decided to increase the award amount to $2,500 – seven scholarships were provided in 2009 and six in 2010. The Board has also undertaken a formal review of the overall scholarship program to ensure it meets LOA’s goals and continues to be relevant in today’s military higher-education environment.
STATEMENT OF ASSETS AND LIABILITIES
LOA concluded 2010 with an operating account balance of $299,570. In addition, LOA owned several CDs and money market accounts valued at $181,691. These investments have staggered maturity dates and varying term lengths to ensure liquidity as well as to maximize return on investment. Our scholarship account ended 2010 with a balance of $63,429. Lastly, our computers and the Heritage Display had a residual value of $4,781 net of depreciation.
FINANCIAL OUTLOOK
Funds Management. Due to an ever-increasing number of financial transactions that threatened to overwhelm the volunteer treasurers, LOA engaged a contract bookkeeper late in 2008 to reduce the treasurers’ workload and to significantly increase the fidelity of the data being recorded in the QuickBooks Online accounting program. After an initial bow wave of catch-up work in 2009, all the processes have been refined – 2010 had the best financial reporting in LOA’s history. The Board now has up-to-date, detailed data on demand and is using it to build long-term financial plans that were not possible just a few short years ago. For you eagle-eyed numbers folks, our checking account balance is above the historical limit of $250,000 for FDIC insurance. However, one of the many financial laws passed in 2010 requires the FDIC to fully insure any non-interest bearing checking account for any balance until 12/31/12. Rest assured the Board will monitor the applicable limits and will make appropriate transfers when needed.
Financial Reserves. Our December 2010 account balances are the highest we’ve seen since early in 2008 and are finally at the level the Board believes is necessary for successful risk management. By maintaining sufficient reserves, we ensure LOA can pursue opportunities to expand our support of our members and the logistics community at large and also weather any financial storms that may arise.
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VOICES | LOA FINANCIAL REPORT 2010
In closing, LOA had a very financially successful year in 2010 due to the outstanding support of our corporate sponsors, yet another successful conference, and the continued growth of our membership. Your LOA Executive Board continues to provide close oversight of the Association’s finances, maximizing its resources to continue providing superior support and services to our membership while ensuring its long-term viability.
Terry Dyess, LOA National Chief Financial Officer
Statement of Operations
General Fund
12/31/10
12/31/09
Revenues Conference Income
$1,083,820
$ 978,310
ER Income
$
52,637
$
89,334
Logo Merchandise Sales
$
4,019
Memberships
$
95,400
$
89,635
Other Income Interest Income
Total Revenues
$
2,166
$
3,728
$
4,067
$1,238,042
$1,165,073
$
$
Expenditures Chapter & Membership Support
9,033
4,738
Conference Costs
$ 967,159
$ 801,712
Depreciation (equipment & displays)
$
3,525
$
4,527
eCommerce & Bank Fees (see note)
$
233
$
4,305
ER Production
$ 146,398
$ 166,153
Executive Board Support
$
11,021
$
Ideas, Innovations & Contest Awards
$
1,346
$
1,042
Insurance
$
15,500
$
12,927
Logo Merchandise
$
3,067
$
4,054
Postage and Delivery
$
946
$
1,399
Professional fees
$
19,088
$
27,934
Website Support
$
20,293
$
41,229
15,471
Total Expenditures
$1,197,609
$1,085,490
Net Results from Operations
$
$
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40,434
79,582
VOICES | LOA FINANCIAL REPORT 2010
Scholarship Fund Scholarship donations
$
11,200
$
14,430
Scholarship fund interest
$
141
$
167
Scholarship program expenditures
$ (15,176)
$ (17,000)
Net Scholarship results
$ (3,835)
$ (2,403)
Net Results
$
$
36,599
77,180
Statement of Assets & Liabilities
12/31/10
12/31/09
Operations checking account
$ 299,570
$ 187,489
Savings/certificates of deposit
$ 181,691
$ 239,789
Scholarship account
$ 63,429
$ 77,288
Total Current Assets
$ 544,690
$ 504,566
Fixed Assets (net of depreciation)
$
$
Assets Current Assets
Total Assets
Liabilities
Net Assets
4,781
8,306
$ 549,471
$ 512,872
-
-
$549,471
$512,872
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VOICES | MILESTONES
Milestones Major Timothy Quicksell writes: Transitioning 1 Oct 2011 -- finishing a 26 year Air Force career. My retirement ceremony was held at Seymour Johnson after my deployment to Al Udeid AB, Qatar as the 379th Aircraft Maintenance Squadron’s Nights Maintenance Operations Officer. Great mission, but now off to greener pastures looking to join another professional organization who can take advantage of all the outstanding training earned in the USAF.
Col Michael Cannon writes: Just completed an awesome tour as the Deputy Commander for the 521st Air Mobility Operations Group at Naval Station Rota, Spain and have been assigned as the Business Manager for DLA’s Energy Convergence Program.
Capt Vaughan Whited writes: After 20+ years I have decided to hang up the dog tags and put the boots in the closet. Retiring in December and moving on to the next chapter. Thank you all for the great opportunity to serve along side in the world’s greatest Air Force and logistic team. I look forward to crossing paths with many of you again someday.
Maj Greg Lowe writes: After watching the Pentagon grow smaller in my rearview mirror, I arrived at Moody AFB, GA in May to assume command of the 23 AMXS, world-famous “Flying Tigers.” I look forward to seeing many of my compatriots in Ft. Worth this fall! ATTACK!
Col Herbert Phillips writes: Relinquished command of the 76th Commodities Maintenance Group at Tinker in June and headed west to Hickam AFB. Looking forward to my new duties as the PACAF/A4R.
Col (ret) Steve Morani writes: I recently retired from active duty after 28+ years of service. The family and I are staying in the D.C. area and I’ve already started my second career as Deputy Chief, Maintenance Division JCS/J4. I couldn’t have asked for a better fit. See you around the Pentagon.
Maj Michael Bliss writes: I’m on the move from two years at Osan AB as the 51 AMXS MOO to Hill AFB as the Commander 367 TRSS.
Col (ret) Mark Roddy writes: I retired from SAP Public Services on June 17th, and have set up my own consulting practice: DawnMar Associates, Inc.
Maj Dave Kunick writes: Just finished an incredible year of IDE at NWC in Newport, RI. On the move to command the 5th Munitions Squadron, Minot AFB, ND. K
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