L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982
EXECUTIVE BOARD President Col Evan Miller president@loanational.org Vice President Lt Col Pat Kumashiro vicepres@loanational.org Treasurer Lt Col Stephen Petters treasurer@loanational.org Information Officer Maj Stephanie Halcrow InfoOfficer@loanational.org Membership Development Maj Jeff Martin membership@loanational.org Chapter Support Lt Col Dennis Dabney chaptersupport@loanational.org Executive Senior Advisor Lt Gen Kevin Sullivan Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org
THE EXCEPTIONAL RELEASE Editor Col Dennis Daley editor@loanational.org Assistant Editor Col (ret) Mary H. Parker assteditior@loanational.org
The Exceptional Release SPRING 2003
W I N T E R 2007
Features 2007 LOA Conference Scrapbook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Air Force Smart Operations for the Twenty First Century Submitted by Major David W. Glass . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Evolution of the Defense Logistics Agency for the Air Force Mission Submitted by Capt Paul Miller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Maintaining AWACS and Our Critical Command & Control Mission Submitted by Capt Jeurney McBride and Capt Lord . . . . . . . . . . . . . . . .28 RODEO 2007 Submitted by Capt John "Matt" York . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 Ice Cold Logistics Submitted by Maj Scott DeLorenzi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Maintenance Organizational Structure Submitted by David George, Kristin F. Lynch, John G. Drew, and Robert S. Tripp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 The Silent History of Dover Submitted by Maj Cory Larsen and Maj Brian Eddy . . . . . . . . . . . . . . . . .42 Air Force Civilian Women Submitted by Ms Bonnie Jones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
In E very I ssue
Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon marta@loanational.org
President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
ER Worldwide Staff Col Cheryl Allen, ICAF Student Lt Col Eugene K. Carter, 15 AMXS/CC Maj Richard L. Fletcher, 305 AMXS/CC Maj Paul L. Pethel, 100 MXS/CC
CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 Logisticians’ Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Chapter of the Year Awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50 Chapter CrossTalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52
Graphic Design MMagination, Inc. – Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 106 - Winter 2007
Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
President’s LOG(istics) The end of another calendar year always challenges us to reflect on the year's events in both our private and our professional lives. There is always a long list of events and accomplishments that we seek to record, remember, or celebrate. We ask ourselves questions such as 'did we meet targets we set for ourselves?' If so, great, but if not, we strive to assess where and why we fell short of our goals. The year's end is also a natural time to make note of unfinished business and make goals for the upcoming year. We are challenged to define and envision what success would look like in the coming year. I think it's fitting that we take a look back and reflect on the past year.
ER: PRESIDENT’S LOG(ISTICS)
Col Evan Miller
2007 brought LOA many really outstanding accomplishments. Although the Wasatch and the Konaloa chapters walked away with the national chapter awards, I had the pleasure of getting to read all the nomination packages and each one attested to a success story within one of our local chapters. At the national level, LOA celebrated a milestone when we enjoyed our 25th anniversary conference in the Nation's Capital. With nearly 1400 attendees, fantastic speakers and a healthy spectrum of networking opportunities, the conference was very successful. The conference especially benefited from two outstanding luncheon speakers. Brig Gen Rand talked about his recent experiences in the 332 AEW and Secretary Wynne left us to ponder a very challenging future … both topics very worthy of reflection. At the conference, I had a great session with the Chapter Presidents. I left our 1.5 hour session thrilled because we have a lot of thoughtful and engaged officers leading our chapters. They brought up some great ideas which will help us collectively focus on moving LOA in a positive direction. You can look for more discussion forums like this one at next year's conference. You might even start to see the initial stages of a web based discussion forum for LOA topics in the near future (read BLOG). We have some great ideas swirling around and I am anxious to take action. The year's end is also a time to reflect on comrades and friends who are serving away from home. The sting of their absence is felt strongest this time of year. Unfortunately, we lost many comrades and friends in LOA this year. We will miss them all and know that they had a hand in shaping us, and in this way their legacies can continue. Year end doesn't mean everything comes to an end. We have plenty of unfinished business to carry forward into the coming years. Our work, our profession - the reason we gather and network through LOA - still challenges us with issues. Looking forward, we are challenged to answer how LOA's nearly 3500 members will approach and solve some significant challenges. In most cases, general issues, more than logistics issues, are our business. We deal with MICAPs and SCM issues and new logistics initiatives and other logistics issues, but we also deal with resource issues, people issues and other issues and we are in the business of problem solving. Finally, a new year brings with it new beginnings - the anticipation of things to come. This is a good thing, because it is human nature to, at times, be held captive by the immediacy of issues at hand. But, it is often profitable to focus hard on the future. … My current position forces me to think about the future a lot. A leaner Air Force, both literally and figuratively are certainly ahead. Lean is a journey that we need to commit to and weave throughout everything we do. I have seen it work first hand and as I look forward I think it is really our only option to prepare for the future while at the same time executing our missions today. As for LOA, we also have some exciting times upcoming. I look forward to LOA meetings and hearing about other chapters' ideas and activities. I am excited about our first LOA Advisory Board meeting. As I mentioned at our conference, we are going to meet in the next few months to make sure we are finding ways to better connect our collective thoughts and ideas through web based tools or cross talk initiatives. Some of our award winners and others outside the elected national board will help keep us headed in the right direction. If you have ideas you want us to discuss, please send those ideas up through your chapter president so I can get them on our agenda. Finally, thanks again for helping make our 25th anniversary conference so successful. We just need to keep moving forward making LOA better and in turn making our Air Force better … everyday. Take care of each other and let's face challenges of 2008 together.
EVAN MILLER, COL USAF PRESIDENT, LOGISTICS OFFICER ASSOCIATION
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The E xceptional R elease
A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: marta@loanational.org and editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to marta@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines) along with stories (as separate text files) and include cutlines/captions. All photos should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: www.loanational.org/adrates.html 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 $25. Access membership forms on the website at www.loanational.org.
EXCEPTIONAL RELEASE
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Editor’s Debrief Thank you, thank you, thank you Col Deb Shattuck. You have made a huge difference as editor of the ER. You really raised the bar and will be a tough act to follow as the ER editor. As I assume the editorship I will make an unabashed emotional appeal to all LOA members to assist me in continuing the progress Col Shattuck has made in the last two years. Specifically, I would ask my fellow Group Commanders to ensure your officers submit articles when you feel your Group has a good story to tell. Likewise, our local chapter presidents could greatly assist in tak-
Col Dennis Daley
ing the ER to the next level. As local presidents you are directly connected to the heartbeat of our LOA organization—our CGOs—please promote ER involvement from our “rank-and-file”. I hope you find this winter 2007 edition interesting. The submissions each support our theme of “Heritage to Horizons” by retracing topics from the past through current day with a peek over the horizon. Lt Col Scott DeLorenzi’s article “Ice Cold Logistics” reviews the famous Operation DEEP FREEZE from a logistician’s perspective. Likewise, Capt John York from Col Jim Weber’s
ER: EDITOR’S DEBRIEF
62d Maintenance Group traces AMC’s prestigious RODEO competition from its early days 51 years ago to today’s 2007 competition. Ms Bonnie Jones from the Warner Robins Air Logistics Center recounts women’s changing roles in our depot workforce with her submission “AF Women-From Rosie the Riveter to Senior Leader”. From Col Keith Frede’s 552d Maintenance Group Capt Jeurney McBride and Capt Lord’s article “AWACS C2 and Beyond” details the critical evolution of our AWACS C2 mission. Capt Paul Miller, a career broadener from Brig Gen Andy Busch’s Defense Supply Center Richmond, researched the growing evolution of the Defense Logistics Agency for our Air Force mission. Maj Glass from Dover’s 436th Air Mobility Wing connects today’s AFSO 21 journey to our early Army Air Corp pioneers linking Tunner to current day lean initiatives. Last but not least, take special note of the historical review of the current hot-point issue on maintenance under the control of the Ops Group. This great review by a team of RAND authors really does support that old cliché… “history does repeat itself”. Finally, we’re starting to accept submissions for the spring edition (30 Jan deadline). The theme is “Logistic Leaders and Leadership” and should generate much interest as we focus on past logistic leaders and current issues pertaining to leadership in our logistics community. Please contact me if you have any potential submissions. In addition, the next edition will add a news section entitled “Point and Counter Point” to take an objective look at specific high interest issues. For the next edition let us know if you would like to write a point or counter point argument on where maintenance should reside to best meet our vital Air Force mission. Hope you all enjoy this 2007 winter edition. Have a Merry Christmas and a great New Year. We hope your 2008 is an even than 2007 with your daily lines always filled, unused spares on the schedule, few cannibalizations and your departure reliability rate well above the standard. FIX’EM SAFE!
––COL DENNIS DALEY AND YOUR ER WORLDWIDE TEAM The Spring ER theme will be Logistics Leadership. Anyone who would like to write an article please contact the ER editor Col Dennis Daley. (dennis.daley@dover.af.mil)
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2007 LOA Conference Scrapbook Washington, DC ce: feren n o C LOA rd. e Boa 2007 v i e t h u t c Exe s for e LOA r host h u t o y d n en‌ ter a entlem LOA Chap G d n a pital Ladies nal Ca o i t a The N
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Let us in on your jo ke guys.
Tuesday bend The ATTI guys Col Miller’s ear.
Standard Aero had a popular booth.
Maj Gen McCoy catches up with some Industry Partners.
es n and gam u f s! ll a ’s it ’s all your it .. r a OK boys, e y t —but nex this year The food was great!!
Wednesday
Spous Lt Col Kumashiro on the Bat Phone.
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ski. en Gabre G t L m o ur Lts fr ice for o v d a e g a S
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Wise wo rds from Lt Gen Z ettler.
2007 Awards Banquet Brig Gen Cameron
stops by the Boeing B ooth.
on visits Gen Carls ywell the Hone booth.
Lt Gen Gabresk i and the Machu Picchu LOA Chapter.
fter the Unwinding a banquet.
Can you get one of those in my size? Fathers! All Hale the Founding
It’s MINE.. ALL MINE!!!
2007 Scholarship Winners Congratulations
Congratulations
Con
2007 LOA Scholarship Recipients: (L to R) Col Evan Miller, LOA National President, TSgt Justin Stone, SSgt Sabathne, SSgt Darlene Villanueva, Maj Jodie Johnson-Micks accepting for A1C Charles Scarbrough, Capt Justin Schwartzmiller accepting for A1C Tassinda Yerk, Mr. Ryan Nichols, Lt Gen Terry Gabreski.
TECHNICAL SERGEANT JUSTIN C. STONE
Congratulations
TSgt Stone enlisted in the Air Force in 1999. After completion he went on to Sheppard AFB for Technical School and graduated with the Commander’s Achievement Award. His first duty station was Eglin AFB where he served as an Assistant Dedicated Crew Chief. While assigned there, he deployed in support of a United Nation’s Exercise in Denmark, Operation SOUTHERN WATCH, Operation NOBLE EAGLE at Dobbins AFB and part of the Iceland Defense Force at Keflavik Air Base, Iceland. In 2003, Stone moved to RAF Lakenheath where he was assigned to the 493rd Aircraft Maintenance Unit as a Dedicated Crew Chief for 2 years. While with the 493rd, he graduated Airman Leadership School in 2003 as a Distinguished Graduate with an Academic Achievement Award. In 2005, he moved to the 48th Equipment Maintenance Squadron’s Repair and Reclamation Section and deployed in support of Operations ENDURING and IRAQI FREEDOM. He was a Repair and Reclamation Craftsman for a year before moving into his present duty as F-15 Phase Dock Chief. He earned his Community College of the Air Force Degree in Aviation Maintenance in 2004 and recently won at wing level the Lance P. Sijan Leadership Award and Non-Commissioned Officer of the Quarter. He currently attends Embry Riddle Aeronautical University and is working towards a Bachelor’s Degree in Professional Aeronautics.
S TA F F S E R G E A N T R A C H E L L . S A B AT H N E
ongratulations
SSgt Sabathne is a C-17A Maintenance Management Analyst, 62nd Airlift Wing, McChord Air Force Base, Washington. She compiles and interprets aircraft maintenance information and graphical presentations to group and squadron leadership. She analyzes data, pinpoints significant trends and problem areas, and then presents the information to customers and agencies responsible for correcting the deficiencies. Sergeant Sabathne entered the Air Force in February 2000. Her background includes IMDS for Mobility G081 Maintenance Information Systems database management, NCOIC Data Integrity section, and NCOIC special analytical studies section. She’s provided analytical support to C-130 and C-17A aircraft. Her PCS assignments include Pope AFB, North Carolina and McChord AFB, Washington with deployments to Al Jabar, Kuwait, Al Udeid, Qatar, and Al Dhafra, United Arab Emirates in support of Operations Southern Watch, Enduring Freedom, and Iraqi Freedom.
S TA F F S E R G E A N T D A R L I N E V I L L A N U E VA
Congratu
SSgt Villanueva is a Supply Technician assigned to the Material Readiness Spares Package section, 2d Logistics Readiness Squadron, Barksdale AFB, Louisiana. She arrived at Lackland AFB in July 2000 for basic training. Her first assignment was to the 2d Supply Squadron, Barksdale AFB. Since arriving at Barksdale AFB, she has served in a variety of positions, including Mobility Technician, Customer Service Technician, Combat Oriented Supply Organization Technician and her current assignment as a supply technician. She has been deployed to Thumrait Air Base, Oman, Diego Garcia, and Andersen AFB, Guam. SSgt Villanueva is an active member of Extra Mile volunteer organization, Asian American Pacific Islander Heritage Committee, and she volunteered 60+ hours at Airman’s Attic. She is an avid volunteer of “Paint your Heart Out”, Salvation Army Christmas party, Santa’s in Blue where she helped purchase and wrap gifts for 150 needy children.
Her military awards include Airman of the Quarter for Apr-Jun 02, 2d LRS & 2 MSG “Airman of the Year” for 2003, 2d LRS Below-the-Zone recipient Jan 04, 96th AMU NCO of the Month for December 2004, Pitsenbarger Award Winner Oct 05, the Air Force Commendation Medal, Air Force Achievement Medal, Meritorious Unit Award, Air Force Good Conduct Medal, National Defense Medal, Global War on Terrorism Expeditionary Medal,. She attends Northwestern State University in Shreveport, Louisiana, and is working toward a Bachelor’s Degree in Nursing.
Congratulation
AIRMAN FIRST CLASS CHARLES N. SCARBROUGH
A1C Scarbrough enlisted in the Air Force in 2005. He began his career as a Logistics Plans Journeyman. He has worked in base plans and programs and contingency operations. He is currently a Logistics Planner, 1st Special Operations Logistics Readiness Squadron, 1st Special Operations Wing, Hurlburt Field, Florida. . The wing flies MC-130H, MC-130W, AC-130H, AC-130U, C-130E, CV-22, MH-53, UH-1, U-28A, and AN-26 aircraft, and works around the clock to provide special operations execution around the globe.
A I R M A N F I R S T C L A S S TA S S I N D A K . Y E R K A1C Yerk completed Basic Military Training at Lackland AFB, Texas in December 2004 and went to Technical Training School at Lackland AFB, Texas, graduating in February 2005 as a Logistics Planner Apprentice. Her current assignment is with the 15th Logistics Readiness Squadron Hickam AFB, Hawaii working deployment systems, base support plans and War Reserve Material.
ngratulations M R . R YA N K E I T H N I C H O L S
Mr. Nichols is currently a Contract Negotiator for the 519 CBSS/PK at Hill AFB, UT. In June of 2006 he entered into the procurement career field for the Air Force in the Student Career Experience Program (SCEP), a program designed to train college students working towards graduation and place civilians within the Air Force work environment as contract specialists. As a contract specialist trainee, Ryan receives formal and on-the-job training in requirements definition, solicitation preparation, price justification, negotiation and award of contracts, and administration of contracts, ultimately working towards becoming a warranted contracting officer for the Air Force. Ryan is currently a senior at Weber State University in Ogden, UT. He is actively working towards his Bachelor’s degree in Accounting and plans to continue his education by earning his Masters in Accountancy. Ryan has excelled in his scholastic achievements, including making Weber State University’s academic Dean’s list.
20007 Lt Gen Michael E. Zettler
Congratulations Lifetime Achievement Award
The purpose of the Gen Zettler Lifetime Achievement Award is to recognize members of the Logistics Officer Association who have demonstrated sustained, superior leadership in service to this organization. The nominees for this award must have at least 20 years of service in a logistics-related career and at least 10 years of membership in the LOA. Each LOA Chapter president and LOA Executive Committee member may submit a nominee for this award. LOA is proud to announce the winners of the 2007 General Zettler Lifetime Achievement Award: Maj Gen Arthur Morrill and Col (ret) Mark Roddy.
ulations
Lt Gen (ret) Michael Zettler, Maj Gen Arthur Morrill, Lt Gen Terry Gabreski and LOA National President Col Evan Miller.
Congratulatio Lt Gen (ret) Michael Zettler, Col (Ret) Mark Roddy, Lt Gen Terry Gabreski and LOA National President Col Evan Miller.
2007 LOA National Conference Scholarship Donors
Patrons- Scholarship Donations of $500- $999 Mr. Mike Underwood, Honeywell; Mr. Richard Ruiz, Lockheed Martin; Gregory Harrison, Booz Allen Hamilton; Col (ret) Bob Drewitt; Col (ret) Don Hamilton; Lt Col (ret) Russ Hall.
Benefactors - Scholarship donations of $1000 or more Maj Emily Farkas, Gateway Chapter; Mr. Howard Ingersol, Boeing; Mr. Robert Johnson, Pratt & Whitney; Mr. Samuel Anderson, Pratt & Whitney; Mr. Hector Gavilla, ATTI; Ms. Diana Francois, WBB Consulting; Col (ret) Geary Wallace; Col (ret) Tom Billig.
Thank You LOA 2007 Conference Sponsors PLATINUM SPONSOR DynCorp International DIAMOND SPONSOR Lockheed Martin GOLD SPONSORS Computer Science Corporation EADS North America WBB Consulting SILVER SPONSORS Battelle Chromalloy Pratt & Whitney Raytheon BRONZE SPONSORS AAI Corporation ATTI INTERNET CAFÉ SPONSOR Standard Aero KEY CARD SPONSOR Honeywell Aerospace ICEBREAKER SPONSOR Honeywell Aerospace VENDOR RECEPTION SPONSOR Boeing ONLINE REGISTRATION SPONSOR Derco Aerospace GOLF TOURNAMENT SPONSOR The Nordam Group CONFERENCE GUIDE SPONSOR Honeywell Aerospace MORNING COFFEE BREAK SPONSOR BAE Systems
Perspectives IN STEP
WITH
LT G E N E R A L T E R R Y G A B R E S K I
AFMC VICE COMMANDER ER: In this period of force shaping and PBD 720 cuts what advice would you give to our young officers for their future opportunities in a much smaller Air Force?
Lt Gen Terry Gabreski
LT GEN GABRESKI: Manpower reductions to fund recapitalization are a reality we have to deal with. Fortunately in today’s environment, the Air Force is taking a strategic approach and making set numbers of reductions by AFSC and year group. We haven’t done that as well in the past as we are today. As hard as it is to let people go, we are thinking it through and doing it smartly. Regarding PBD 720, while the numbers and organizational structure may change, the need for good maintenance and logistics officers will always be there. There are plenty of challenges ahead to gainfully employ us as we continue supporting GWOT while also transforming into the logistics force of tomorrow. My primary advice is to focus on what you can influ-
ER: PERSPECTIVES
ence and be a part of building and refining our ultimate logistics end state. ER: With this ER issue’s theme of “Heritage to Horizons” what are the most significant changes you have seen in our Air Force during your career?
LT GEN GABRESKI: Since 1974 when I entered the AF we’ve seen plenty of change – several uniforms, organizational changes, and huge technology changes. The one thing that is constant is change – and that’s good. As an AF, we must constantly evolve – or change – to meet the environment we operate in. If we don’t change or evolve, we will become irrelevant. However, many basics have not changed – those are our enduring core values as a condition of employment in the USAF. Another basic that will never change is the need for each of us to remember we are Air Force officers first and foremost, versus confusing the functional training the Air Force gives us as our first duty. ER: Feedback from many current maintenance commanders reveals a concern for a lack of maintenance discipline in common maintenance tasks. Some commanders have contended the emphasis on process improvement at the expense of “Black Hat” personnel accountability is a factor in maintenance discipline. Could you share your thoughts on this theory?
LT GEN GABRESKI: Maintenance discipline and process improvement must coexist in our Air Force. We can’t do one to the exclusion of the other. The maintenance community has always put a huge emphasis on maintenance discipline — our T.O.s and AFIs are written the way they are for good reasons. People literally bet their lives every day that we know what we’re doing and that we’re pretty methodical about this business. We are in a compliance-based profession. There is no good reason for not following established procedures, or following a direct order – the T.O. Having said that, our Air Force is in a period of tremendous transformation that demands we find new ways of doing business. The right way to implement these new processes is to use the proper channels for approval and consideration for Air Force wide implementation. Process improvement does not equate to county options, so improvements must be implemented in a consistent and standardized way. Process improvement is accomplished through proper analysis, consideration of unintended consequences and weighing risk factors. That way, we all operate on the same sheet of music. If we fail to improve in a consistent and standardized way across the AF, we will not be expeditionary and the results will seriously degrade our mission.
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ER: The impending centralization of our AF supply chain under the operational control of a single Global Logistics Support Center (GLSC) will be a major change in our support process. Could you describe what the organization will look like and the possible advantages?
LT GEN GABRESKI: GLSC is a key process-driven effort — it will be the Air Operations Center for the supply chain. While the GLSC will be headquartered at Scott AFB with Initial Operational Capability in January 2008, it will be a center, like our ALCs or Product Centers, in AFMC and will work for the AFMC Commander. CAF and MAF LSCs will re-organize as Supply Chain Management Groups (SCM) and will align, along with the ALC’s Customer Service Centers, under a SCM Wing. Functionally, the GLSC will be the hub for SCM, networking logistics experts from around the Air Force to link wholesale and retail logistics. It will integrate and oversee all logistics processes, technology and resources to deliver end-to-end warfighter support with increased velocity and reduced cost. ER: Can you outline for us the opportunities for officers at any level in AFMC, and is there a “right time” for an officer to move to AFMC to be a contributing member of the AFMC team?
LT GEN GABRESKI: There are tremendous opportunities for officers at all levels in AFMC. To be a well-rounded logistician or maintainer, you have to understand the materiel enterprise. Much of that experience can only be gained in AFMC, from work at our ALCs to our Program Offices in our Product Centers, to the flightlines of our Test Centers and as our logistics environment continues to transform under RE21 and eLog21, even more opportunities will be available in AFMC. As to the “right time” to come to AFMC, we all understand the needs of the AF come first — so the right time is when our AF tells you to come. But each officer can help plan and provide AFPC input so they can properly meet AF needs. As part of that plan, it is smart to come to AFMC in about the Major/LtCol time-frame for a number of reasons: to accomplish APDP certification, understand how a depot works and learn all the moving parts that go into achieving the ultimate result — sortie generation. ER: As a junior officer you earned your maintenance badge with some tough unit level and flightline assignments. What lessons from those early years prepared you for the challenges associated with squadron and group command?
LT GEN GABRESKI: I would boil these lessons down into three main ideas I’ve carried with me: know my job, work hard at the job I have today, and ask the right questions. Knowing my job has been the first thing I’ve tackled in any position. I’ve done this through learning my boss’s expectations and by extensive reading of AFIs, doctrine, after action reports, books, etc. Secondly, there is just no substitute for hard work. You will get out of any job exactly what you put into it. I’ve never shied away from working and getting my hands dirty — I advise others to do the same. And lastly, I’ve learned to ask the right questions, which is a skill that has to be developed and practiced. Asking the right questions leads to making the right decisions. Never take things for granted or make assumptions, and insist others do the same. ER: RE21 will transform unit level maintenance practices and regionalize repair of assets across the globe. What are the challenges associated with this venture and how are we preparing now for success? What would you say to units who might be apprehensive about giving up ownership of their current capability to repair assets locally?
LT GEN GABRESKI: Let me start with the second question first. We must regionalize. Our senior leaders have made the tough decisions that have changed the resource environment — and the good news is, this allows us to think differently about the way to do our jobs. Regionalized repair is the right thing to do; we will save money and manpower and more effectively meet warfighter needs. We know regionalization works — we used it extremely effectively to fight and win the air war over Serbia and continue
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to use regionalization in pockets today. Now its time to fully leverage the power of our resources. Change is not new to our community or our AF. My advice is that we take the opportunity to shape this change. Our Air Force needs our expertise now more than ever to make this transformation successful. ER: In your command and leadership positions you have evaluated many officers. Based on those observations, what traits identify an outstanding officer marked for senior leadership opportunities?
LT GEN GABRESKI: Obviously a senior leader has to have the basic core values of integrity, service and excellence. These values apply to us regardless of rank — we are accountable for living them and holding subordinates responsible for living them. In addition to these core values, a senior leader must have proven performance at all levels — tactical, operational and strategic. In particular, senior leaders must have a strategic perspective. This generally comes from a variety of experiences and personal devotion to one’s profession. I encourage professional reading and a variety of assignments at various levels such as at wings, AFMC, Air Staff, multiple command tours and joint jobs. I highly recommend that Airmen seek to serve in the AOR, as well as other overseas locations — these are invaluable opportunities. One aspect that makes an officer or NCO stand out is always an approach that leads to resolving problems. Too frequently folks are happy to enumerate problems — that’s the easy part. Our AF needs us to be part of solutions as we identify problems.
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Our technology and expertise played a key role in the transformation of Ogden, ALC at Hill Air Force Base. Enhancing processes and securely locating inventory at point-of-use proved dramatic results. z More time available to turn out warfighter assets z 11 More jets in the field z Stock outs were eliminated by 100% z Travel time was reduced by 330% z Non-productive time was reduced by $83,000 a month z Vending machines paid for themselves in under 6 months
Call us to see how we can help your logistics operation receive similar results or read a complete case study at: www.cribmaster.com/cs.htm
1.888.419.1399 1 2005 USAF-LOA National Conference - www.loanational.org
Air Force Smart Operations for the Twenty First Century: A New Face for Time-Tested Concepts
Submitted by Major David W. Glass
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ate in 2005, in an effort to maximize value and minimize waste in overall operations, the Air Force implemented the continuous process improvement concept of Air Force Smart Operations for the Twenty-First Century or AFSO21. As a hybrid business model, AFSO21 combines a plethora of proven management concepts from the corporate world including Lean principles, Theory of Constraints, and Six Sigma. Although AFSO21 borrows from several business concepts, the overarching goal is to eliminate waste. But, as we shall see, there is nothing new in the methods offered by AFSO21. Since its inception as its own service in 1947, the Air Force has been continually improving processes. Perhaps one of the best examples of applying AFSO21-centric concepts doesn’t come from today, but from 60 years ago with the Berlin Airlift as led by Major General William Tunner. Almost six decades ago, General Tunner used methods remarkably similar to those offered by Lean principles, Theory of Constraints, and Six Sigma to execute arguably the most famous airlift operation in history. On 29 June 1948, at the beginning of the Cold War, long before Lean, Theory of Constraints, or Six Sigma, the Russian authorities tried to force the Allies out of Berlin by closing off roads, railways, and canal traffic to the city. By doing so, 2.5 million citizens of the metropolis were left without food, fuel, and other vital supplies. In reply to this humanitarian challenge, the American occupation command began airlift operations. In October 1948, General Tunner was called upon to lead the growing effort, and working with the British, he immediately set out to improve the entire airlift enterprise. Using what we today call Lean principles, General Tunner was able to significantly reduce waste and non-value added processes
Photo: 1940’s — Brig. Gen. William H. Tunner, 1943. Directed Berlin Airlift operation. (U.S. Air Force photo)
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across the endeavor while executing the Berlin Airlift. Within days of his arrival, he observed the process from start to finish, identifying inefficiencies. For example, on a visit to one base’s Operations center, he noted pilots and co-pilots in one area waiting for clearances while in another room he watched as aircrew ate snacks, drank coffee, smoked cigarettes, talked, and joked before their missions. With aircrew leaving their aircraft to obtain clearances and food, average ground times increased, causing frequent delays. Shortly thereafter, just three West Berliners watch as a U.S. cargo plane delivers desperately needed supplies during the Berlin Airlift. (File days after arriving, General Tunner photo) issued an order that crews would not leave the vicinity of their aircraft. To an air base. This resulted in the potential to have an aircraft land make certain pilots received proper documentation and food for or take off every 90 seconds, wasting little time sitting at the return flights, General Tunner ensured that clearances, weather ends of the runways. In General Tunner’s own words, “it is this information, and snacks were delivered to the aircraft while it beat, this precise rhythmical cadence, which determines the sucwas being unloaded. As a cess of an airlift.” result, as soon as planes Equally impressive, were unloaded, they were General Tunner utilized ready for return missions management skills not and turn times were unlike the more reduced to just 30 minutes. advanced AFSO21 conAnother Lean principle cept of Theory of expertly applied by General Constraints. Under this Tunner (albeit unwittingly) principle, one examines was the idea of takt time. the entire system and The basic idea of takt time looks for bottlenecks is to synchronize the rate of (those areas within the production to the rate of system that are slowing customer demand. Literally, the entire process it is the overall time allotdown), then works to ted to produce an item remove the bottlenecks divided by the number of by leveling the workload A Douglas C-54 Skymaster practices a “Tempelhof Landing” at Great Falls Air Force Base, items the customer across the enterprise. Mont. Circa 1940s (U.S. Air Force photo) demands. As such, takt General Tunner discovtime sets the pace of proered this concept on 13 duction and becomes the heartbeat of any lean system. During August 1948, while circling over Berlin during stormy weather. the Berlin Airlift, the demand for food, coal, and other items far On that night, as aircraft were arriving at three minute intervals, outweighed supplies. To increase efficiency, General Tunner one plane overshot the runway and crashed; another aircraft established a takt time of three minutes for airlift operations blew all of its tires trying to avoid the fire from the first aircraft, based on the number of planes and equipment at his disposal. and still another aircraft mistakenly landed on an auxiliary runUnder his reasoning, there are 1,440 minutes in a day which, under three minute intervals, allowed for 480 landings per day at Continued on next page...
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E R : A I R F O R C E S M A R T O P E R AT I O N S
these metrics, he strove to add even more efficiency within airlift operations while increasing safety. As such, he was able to drive accident rates down dramatically. Despite the horrendous weather and around the clock operations with a plane taking off or landing every 90 seconds, 24 hours per day, General Tunner’s mishap rate was less than half that of the rest of the Air Force. With standardized flight rules and trend analysis, the Berlin Airlift resulted in just 12 aircraft accidents for over 567,500 flying hours.
The Six Sigma Approach
way and ground-looped. With three broken aircraft on the ground, the airfield was effectively shut down. As a result, air traffic control began stacking up aircraft over the airfield and radio chatter intensified. Suffice it to say, General Tunner had a bottleneck. To alleviate similar constraints in the future, General Tunner developed simple, standardized flight rules ensuring that every pilot flew the same speed and flight profile for every mission. As part of these standardized flight rules, General Tunner established standard weather minimums for every base and ordered that if for any reason a pilot should miss his landing, he was to return to his home base. The philosophy was that, although a single mission may fail, the overall system would continue to provide food, fuel, and supplies. After eliminating non-value added procedures and reducing constraints, General Tunner used a rudimentary version of Six Sigma. Developed in the 1980s by Motorola, Six Sigma allows leaders to improve processes by virtually eliminating variations in any given process. Moreover, Six Sigma provides a means for measuring performance across different processes and thus for measuring performance improvements across an enterprisei. Using metrics, General Tunner set out to reduce variation in every facet of the airlift operation, from flight rules and air traffic control to cargo handling and aircraft maintenance. In the beginning of the airlift operation, General Tunner’s main measurement was tons of cargo; however, by the end of the Berlin Airlift, General Tunner’s headquarters provided no less than fifty analytical charts which were kept up to the minute. At any given time, he would be able to look at the information to obtain a clear, overall picture of the entire operation. By using
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Always striving to improve the airlift operation, General Tunner devised a plan using AFSO21-like processes to replace C-54 and C-47 aircraft with the larger C-74 aircraft. By implementing the plan, General Tunner would have saved 62% in flying hours, 61% in crews, 42% in maintenance personnel, and 20% in fuel as compared to the C-54. When matched up against the C-47, General Tunner’s plan would have saved an astounding 90% in flying hours and crews, 74% in mechanics, and 52% in fuel. In addition, by utilizing C-74s, General Tunner could have increased tonnage delivered up to twenty-four thousand tons per day, far exceeding the city’s requirements. Even with this increased tonnage, implementing the plan would have cost considerably less than utilizing C-54s or C-47s alone. Fortunately, General Tunner was never able to execute his ambitious plan. By the spring of 1949, the Soviet Union found the blockade ineffective and was humiliated by the huge political triumph of the Allies. On 30 September 1949, the Berlin Airlift officially ended. During the 15 month operation, the Americans delivered 1.7 million tons of cargo on 189, 963 flights, none of which would have been possible without the continuous process improvement practices of General Tunner. As the Air Force prepares for the future using AFSO21 concepts, Airmen need to remember their heritage in continuous process improvements. While Lean principles, the Theory of Constraints, and Six Sigma are relatively new terms, Air Force has practiced their basic tenants since the birth of the service. Although he may not have realized it at the time, General Tunner paved the way for eliminating waste, removing bottlenecks and reducing variations throughout today’s Air Force. About the Author: Maj David W. Glass, USAF, is the Commander, 436th Maintenance Squadron supporting Dover AFB’s fleet of C-5 and C-17 aircraft. He has maintenance experience in ACC, AFSOC, and AMC and is a certified instructor for Lean Basic Principles.
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Evolution of the Defense Logistics Agency for the Air Force Mission Submitted by Capt Paul Miller, Defense Supply Center Richmond Since DLA’s inception in 1961, many factors have shaped its development. The organization was originally chartered as a single-source provider of materiel to the Department of Defense. Starting in the 1990s and running to-date, the agency has seen sweeping changes in organization and scope of operation, caused by both Public Law, in the form of BRAC (Base Realignment and Closure), DMRDs (Defense Management Review Decisions) and the emergence of IT technologies and business practices. Despite these changes, DLA’s focus on supporting the warfighter hasn’t wavered. This article focuses on two of DLA’s top priorities…”Extending the Enterprise” through BRAC and Forward Presence and “Connecting Warfighter Demand with Supply” through technology and business innovation Probably no one event has done more to impact DLA and its support to the warfighter than BRAC. As public law, its changes have been driven upon the agency. While BRAC is usually associated with closures, quite often it focuses on efficiencies gained by the consolidation of duplicative activities and embracing commercial support strategies. Such is the case with the current BRAC law, BRAC – 2005. DLA has used BRAC as an opportunity to take support to the next level. Each initiative in the 2005 BRAC: Supply Storage & Distribution (SS&D), Depot Level Reparables (DLRs), Commodity Privatization and Consumable Item Transfer has touched the relationship between DLA and the Services in different ways. The Supply Storage & Distribution initiative is focused on the reduction of duplicate inventory levels between Service retail and DLA wholesale levels at Service industrial sites. This BRAC decision will be implemented in the Air Force by transferring the AFMC personnel and resources currently accomplishing retail supply support to DLA and reshapes DLA distribution support for the Air Force by creating Forward Distribution Points (FDPs). This merger of the current retail supply activities and the creation of the FDPs along with the IT systems changes that will support management of these duplicate inventories will create the opportunity for inventory reduction. In order to differentiate the current DLA distribution depots support between the future FDP and other regional customer support needs, DLA will also create Strategic Distribution Points (SDPs) at Tinker and Robins to service the regional customer base. In effect the SS&D scenario, consolidates wholesale and retail supply support at the depots and allows DLA employees to work side-by-side with the customer. Every effort has been made to make this transition as seamless as possible to the customer. In many cases, employees would be wearing an “Air Force” hat one day, and report to work the next wearing a “DLA” hat with virtually no change for the customer or the employee’s daily routine. Photo: Marcel Baril, Defense Logistics Agency supportability specialist, looks over the print stuffer list that was sent from Air Force employees in the F-15 wing shop at Robins Air Force Base, Ga. The list contains items needed to refurbish a wing. (Defense Logistics Agency photo/Amy Clement)
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With a kickoff on 15 Oct 07, this transition has already occurred at Warner Robins ALC. Oklahoma City and Ogden ALCs are scheduled to transition in the 2nd and 3rd quarter of FY 08 respectively. Army and Navy implementation is going to follow a similar phased response over the following years. The primary intent of the Depot Level Reparables initiative is to transfer the procurement functions for DLRs to DLA. By doing this, DLA is able to save the DoD money by consolidating requirements and leveraging that procurement with suppliers. As the DLR process is migrated to DLA, Air Force reparables will be procured using a primarily Air Force procurement system. Initially, DLA and the Services, will create provisional detachments at the DLR locations and will hire a Chief Contracting Officer (CCO) to handle procurement actions. These CCOs will initially work for the Service component but will ultimately transfer, along with the DLR personnel, to DLA. A big enabler for this initiative will be eProcurement. eProcurement is a Federal Acquisition Regulation-compliant contract writing software that will automate and expedite contract actions throughout DLA. The software is being designed as an integrated part of our existing Enterprise Business System (EBS), and is intended to function as a module within the system. The Commodity Privatization initiative revolves around the disestablishment of wholesale ICP functions for Tires, Prepackaged POL, and Cylinders & Compressed Gasses. By managing these products, which are mostly commercial already, through a commercial supply chain we are able to free up warehouse resources without adverse impact to the customer. Space savings from the POL and Cylinder privatization alone are in excess of 1.2 million cubic feet of space. The total number of NSNs affected by this initiative is 5805, divided as follows: Compressed Gasses 773 NSNs, Prepackaged POL 4648 NSNs, and Tires 384NSNs - divided into ground tires & aviation with 327 NSNs & 57 NSNs respectively. The largest impact to the customer will be a reduction in lead times, as the commercial vendors directly respond to demands from the customer. The second major focus area for DLA is “Connecting warfighter demand with supply”. DLA’s EBS, initially known as Business Systems Modernization, is the largest DoD ERP solution to date. EBS is a Commercial Off The Shelf solution, combining both a reorganization of our structure in light of the latest business innovations with latest technology available in the field of demand planning and order fulfillment. An investment in EBS was needed because DLA’s legacy system, Standard Automated Material Management System or SAMMS, was based on 1950s era technology, and no longer met the needs of the agency or the customer. Additionally, as an antiquated system, SAMMS was becoming increasingly costly to maintain. With the implementation of EBS, the potential exists to link customer demand and the suppliers in industry in a way never before imagined. These strides will be made via web-based Customer Collaboration and Supplier Collaboration.
Gene Manns, Air Force sheet metal mechanic, programs the robotic machinery to remove screws from the top panel of an F-15 Eagle wing in the F-15 wing shop at Robins Air Force Base, Ga. (Defense Logistics Agency photo by Amy Clement)
Customer Collaboration, as a concept, is nothing new for DLA. The customers have been submitting Special Program Requests or SPRs for many years now. However, the process was cumbersome and difficult to work with. While not perfect, it was a long-lived process and our customers could use it to communicate their needs and improve DLA’s ability to support them. This process has been replaced with the Demand Data Exchange or DDE process. While the DDE process is still young and has some challenges, it allows customers to articulate their needs to DLA monthly. The DDE process has the potential to be an extremely powerful tool in helping DLA meet the customers demands, particularly when matched with the Supplier Collaboration tools. Supplier collaboration, on the other hand, focuses on industry and allows the suppliers in industry to see potential DLA buys in a realtime environment. This will allow suppliers to “lean forward” by sourcing raw materials, analyzing production capacity, and communicate the desire to enter into long-term contract arrangements based on estimated future DLA procurements. While still in the early stages of implementation, feedback from suppliers is positive. Already tests are in work with selected suppliers, with wide-scale implementation to be scheduled when the testing is completed. This collaboration will ultimately become a cornerstone of DLA’s Strategic Supplier Alliance program. While the other initiatives discussed in this article have without a doubt impacted the customer, probably no other will be felt more immediately and completely than DLA’s plan to extend the enterprise through Forward Presence. A common, unanimous, theme emerges for those that have worked with DLA Forward Presence personnel in Continued on next page...
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production line or a weapon system and making them all “healthy”. The A-10 Service Life Extension Program, the KC-135 Flight Controls Program, F-15 landing gear proExtending the enterprise allows duction, and the C-130 DLA to provide “one face” to its Rainbow Fittings are examples customers by putting all DLA of this initiative. Already, some activities at an industrial site programs are seeing positive under a single commander. results. The most noticeable is Forward Presence is more than the C-130 Rainbow Fittings just putting all DLA employees project, where DLA items were at an industrial site under a sincausing Warner Robins ALC to Brig. Gen. Mark Atkinson, commander of the 402nd Maintenance Wing, gle commander though. It is miss the start of this critical and Joe Alexander, director of the 702nd Materiel Support Squadron, case moving manpower forward in wing rework effort. The good the squadron's colors during the deactivation portion of the ceremony in the form of Customer Account news is that by focusing on this the Museum of Aviation at Warner Robins Air Logistics Center, Robins Air Specialists and Demand Planners Force Base, Ga. The activation of DLA-Warner Robins marks Air Force entire project, rather than on to collocate them with the cusMateriel Command's first air logistics center to implement BRAC 2005 the piece parts, DLA was able to tomer. As it stands today, DLA’s mandates on supply, storage and distribution, with Air Force positions in procure all the parts required for customer support representatives the 702nd Maintenance Materiel Support Squadron transferring in place to FY 07 and 08 C-130 production DLA. (Photo by Amy Clement) have broad experience with the line requirements. While industrial sites they are assigned resource intensive, the Targeted too. In the future, DLA’s Forward Presence personnel will develCustomer Outcomes initiative is required to ensure DLA is op specialized knowledge and working relationships with the focusing its efforts on those areas where the warfighter has the maintenance and sustainment activities they work with. For the most critical needs. Air Force, that means that tomorrow will see DLA employees working side by side with personnel from the maintenance and As DLA moves forward with implementation of BRAC law by sustainment wings to ensure the best support possible from DLA. Extending the Enterprise and continues to link customer Currently, DLA’s total forward presence with the Air Force totals demands with supply, it continues to have a single primary focus: 25 personnel, spread over the ALCs, Langley AFB and Scott support to the warfighter. DLA will move forward smartly as AFBs Within one year of BRAC implementation DLA expects directed by public law and OSD policy decisions, but by keeping to move an additional 26 personnel forward, spread over the this goal in mind, DLA will ensure that it remains the #1 supplier to the DoD and the world. same sites. DLA feels so strongly about this initiative that forward presAbout the Author: Capt Paul Miller, ence and extending the enterprise is USAF, is the Chief of the Mobility Air one of the top priorities in DLA today. Forces Customer Relationship
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the past: “they are worth their weight in gold…we just don’t have enough of them”. This initiative will address that longstanding concern.
Another focus area for DLA is an initiative called Targeted Customer Outcomes. This is an effort to identify the most important areas to our customers and apply an appropriate level of enterprise resources to address it. Many are already familiar with the War Room, which focuses on single parts needed to return an aircraft or piece of equipment to fully mission capable status. Targeted Customer Outcomes, rather, looks at an entire group of parts needed by the depot
Management Cell at DLA. He is an LRO currently in the USAF Career Broadening Program, and has served in a variety of assignments in AMC, PACAF, and AFMC. Collaborators on the Brig. Gen. Andrew Busch, commander of Defense Supply Center Richmond, and Col. Madeline Lopez, incoming commander of Defense Logistics Agency Warner Robins, stand at attention Oct. 15 as an Air Force color guard enters and prepares to unfurl the DLA colors during an activation ceremony for the new aviation detachment at Robins AFB, Ga. (Photo by Amy Clement)
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were
LTC
Johnny
Broughton, USA Project Manager for Privatization Contracts Support, Mr. Paul Woodlief, Aviation Collaboration Program Lead & Mr. Mike Roy, Item Planning Teams Division Chief.
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Maintaining AWACS and Our Critical Command & Control Mission
Submitted by Capt Jeurney McBride and Capt Cindy Lord Today, like in the past, the success of the world’s premier airborne warning and control platform rests in the hands of the many multitalented Airmen who maintain and fly these amazing aircraft. Airmen like A1C Timothy Denton who is the “keeper” of the Removable Media Assembly (RMA) box. The RMA is a data stick for aircraft radar computers providing last minute updates to improve data processing onboard the aircraft. New to the Air Force and new to the E-3 Sentry Air Warning and Control System (AWACS), A1C Denton recalls the June 2007 AWACS 30th Anniversary festivities and the news that upgrades were coming for the E-3 AWACS. “I was pretty excited to hear about the upgrades” he relates, “especially the software.” Denton says that the current software is “like playing [the 1980s Atari game] Pong”. The proposed block 40/45 upgrade for the AWACS propels the AWACS into the modern “windows operating system” era.
30 YEARS
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It’s hard to believe but the AWACS has been conducting continuous air surveillance and command and control for the past 30 years. That is half of the USAF 60 year history! Mr. Robert “Ski” Golabiewski has been with the 552d Air Control Wing since its activation in July 1972, and was at Tinker AFB OK when the first AWACS arrived in 1977. Now retired from the Air Force and assigned as an Air Force Engineering and Technical Service representative to the 552d Air Control Wing (ACW) Radar section, Mr. Golabiewski is a living bridge from the past to the future of AWACS. Mr Golabieski recalls the AWACS conducted radar surveillance missions over Asia during the 1970s, monitored the Iraqi no-fly zone for more than a decade, and continues to play a key role in post–9/11 Homeland Defense efforts. The AWACS of the 1970s,
affectionately called “Connie”, “was purely an additive to our ability to conduct air defense,” explains General Ronald Keys, the Commander of Air Combat Command. “[Connie] would go out and point the fighters in the right direction. The E-3 is becoming a gateway. It’s not only a command and control aircraft, but also a gateway to process information and send it to the larger force. [It helps us] take advantage of the fact that we’ve got better pieces of information, because we have systems up there that can see things no one else can see.” Where Connie utilized pulse radar systems for surveillance, today’s E-3 uses phased array radar with digital processing capability. Connie represented 1950s technology, today’s E-3 uses some ‘70s and ‘80s technology, and tomorrow’s E-3 will leap forward to the modern era. Technicians like A1C Denton and Robert Golabiewski will have a hands-on role in generating AWACS beyond today’s technological horizon.
BLOCK 40/45 UPGRADE The Block 40/45 upgrade is the largest upgrade in the 30 year history of the U.S. AWACS fleet. The current Block 30/35 configuration is essentially a ‘closed system’ that is very difficult to modify or improve, and very expensive to maintain. The Block 40/45 upgrade consists of an entirely new mission computing suite of Business Grade Commercial Off the Shelf (COTS) components. Block 40/45 improvements are expected to cut sustainment costs and increase reliability with an open system architecture. “The 40/45 upgrade will be a revolutionary advancement in the mission computing capability for the AWACS”, says Colonel Keith Frede, Commander of the 552d Maintenance Group. The new architecture expands the possibility (simplifies) for future upgrades in a variety of areas to include enhancing network centric (net-centric) operations. The modifica-
Photo: An E-3 Sentry Airborne Warning and Control System aircraft prepares to take off at Elmendorf Air Force Base, Alaska. (USAF SrA Garrett Hothan)
tion incorporates multi-source integration of onboard and off-board data into a real-time database allowing for a “single target-single track” to be displayed to the Air Battle Manager who transmits it to the shooter. This single-target, single-track capability allows for real-time information facilitating a more lethal, on-target battle space, ultimately shortening the kill chain timeline.
FUTURE OF BEYOND LINE
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The future will see the E-3’s tactical command and control role increase in importance and impact as internet protocol (IP)-based, broadband, beyond line of sight (BLOS) capabilities are brought on-line. The concept for a net-centric battle space ensures every vehicle, platform, aircraft, and component within a C4 operation is digitally connected on a computer network. This includes joint platforms and integrates the military in a jointly digital battle space to include the civil air picture. Theoretically, everything within a battle space will have an IP address. This capability is a communications multiplier.
The first E-3 Sentry rolled out of the Boeing factory on Feb. 1, 1972. Five years later, later, on Mar. Mar. 23. 1977, the E-3 arrived at T inker Air Force Base, Okla., and began 30 years of continuous air surveil lance and command and control. (Courtesy photo- Boeing)
Broadband BLOS capability ties in to the new Air Force Vision, “Lasting Heritage…Limitless Horizons: A Warfighter’s Vision”. According to Air Force Chief of Staff, General T. Michael Moseley, “To realize the vision, we have three An E-3 Sentry takes off off in support of Exercise Iron Thunder Feb. 7 at Shaw Air Force Base, S.C. The priorities: maintain a razor-sharp focus on fightexercise helped prepare Airmen for airborne operations while deployed. (USAF photo A1C Matthew ing this global war on terrorism, continue develDavis) oping our Airmen, and recapitalize and modernize our inventory...Meeting these challenges there, we require the ability to change dynamically and task on the will require bold new initiatives…[to] push the Air Force beyond fly...it is absolutely critical that you have air battle management out the horizon.” there, and that is what the 552d does.” There are numerous solutions for a hi-speed BLOS capability. It remains to be determined what capability the E-3 will field as a complement to full net-centric operations. Technology has progressed to the point where we can conceptualize the next frontier for the AWACS—tactical C2 in a net-centric battle space. Additionally, we must decide how to convert from today’s E-3 into tomorrow’s visionary AWACS in an integrated plan. As Mr. Vince Siwicki of the 551st Electronic Systems Group describes fielding the Block 40/45 aircraft modification and implementing a wideband BLOS communications solution will be like ”upgrading your internet connection from dial-up to DSL.” During the June 2007 celebration for the 30th Anniversary of the AWACS, General Keys stated, “because of what we are doing out
About the Authors: Capt Jeurney Mcbride, is the Officer in Charge for the Maintenance Flight in the 552d Maintenance Squadron, 552d Air Control Wing, Tinker AFB, Oklahoma. Capt Cindy Lord, is the Officer in Charge for the Radar Flight. Their collaborators on the Past, Present, and Future AWACS effort were Mr. Robert Golabiewski, USAF (ret) and the current lead AFETS Radar technician at Tinker AFB, Oklahoma, Capt G. Fred Hixson, Wing Requirements Officer from the 552d Air Control Wing, Maj Albert Allard, E-3 Block 40/45 program manager for the 636 ELSS at Hanscom AFB, Massachusetts, Mr. David Setser, Chief of the Net-Centric Capability Integration Branch, Hanscom AFB, Massachusetts, and Mr. Vincent Siwicki, Chief of the Technical Program Manager for the 551 ELSG at Hanscom AFB, Massachusetts.
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RODEO 2007 Submitted by Capt John "Matt" York
Airmen from the Air Force Reserve Command’s 315th Airlft Wing at Charleston Air Force Base, S.C., prepare to load a C-17 Globemaster III during the aerial ports engine running on loads competition at Air Mobility Command’s Rodeo 2007 at McChord Air Force Base, Wash. Rodeo 2007 is a readiness competition of U.S. and international mobility air forces. It focuses on improving warfighting capabilities in support of the war on terrorism. (USAF A1C Nichelle Griffiths)
Airmen from the 436th Aerial Port Squadron at Dover Air Force Base, Del., run toward a C-5 Galaxy to unload vehicles for the engine running on- and off-loading competition at McChord Air Force Base, Wash. The event was part of Air Mobility Command’s Rodeo 2007. (USAF photo SrA Jacqueline Kabluyen)
Maintenance Airmen work on the flightline at McChord Air Force Base, Wash., while a KC-135 Stratotanker from Grand Forks AFB, N.D., taxies to a parking area during operations for Rodeo 2007. (USAF photo TSgt. Scott T. Sturkol)
Like most people when I hear "rodeo" my first thoughts are about guys trying to ride bulls or broncos for eight seconds, getting thrown ten or twenty feet into the air, and then trying to get out of the ring before the animal they just ticked off runs them over. It seems kind of an odd competition to have, but rodeos developed out of the friendly competition between cowboys to see who was the best at their trade--breaking wild horses. Now, if you talk to anyone who has spent time in Air Mobility Command (AMC), the term "RODEO" conjures up a very different picture. RODEO does not refer to a bunch of dudes trying to ride broncos. Rather, it is the name for AMC's premier air mobility competition. Like cowboy rodeos, Air Mobility RODEO competition began as a venue for Airmen to prove themselves "the best" at their trade--combat airlift. The competition's roots reach back 51 years to 1956, when 13 troop carrier wings of the Continental Air Command, the Air Force Reserve Command's predecessor, sent aircrews to participate in a "Reserve Troop Carrier Rodeo" at Bakalar AFB, Indiana. Air Force Reserve leaders wanted to sharpen the skills of aircrew flying on new airlift platforms, and to possibly demonstrate the capability of these new aircraft as congress considered the amount of military airlift needed to support the Army's growing tactical missions. In April 1962, the first active-duty RODEO occurred when the Military Air Transport Service (MATS) held RODEO at Scott AFB, Illinois. Only seven aircraft and 14 aircrews participated in the competition. "The benefits of our RODEO were to test accuracy and ways of doing things, and to try to find better ways of doing things," said retired Major Joe Lodrige, team captain of the first aircrew to win a RODEO competition- a C-124 team from the 1502nd Air Transport Wing at Hickam Air Force Base, Hawaii. Yet after the first few competitions, the RODEO competitions halted due to the Air Force's increased involvement in the Vietnam War. After a brief revival in 1969, the event went through another hiatus because of budget cuts. In 1979, RODEO returned, this time expanded to include international mobility teams. Since then, it has evolved even more to include air refueling and additional ground competitions. In July 2007, McChord AFB hosted Air Mobility RODEO. With more than 45 U.S. teams and nine countries competing (with 24 countries observing), McChord AFB collaborated with AMC and the USAF Expeditionary Center to host the largest RODEO ever. This year I had the opportunity to participate on the RODEO staff as the Maintenance Director. My time on the RODEO staff gave me a very interesting look into what some would call the logistical "nightmare" of planning and hosting RODEO, and into the fierce efforts of the teams participating in the logistics events. I began working on the RODEO staff 11 months ago. When I arrived at McChord AFB, I quickly discovered preparation for RODEO 2007 began in the summer 2006. Indeed, building and hosting RODEO was, in many ways, like hosting the Olympics.
Aerial Port team members trained for events such as the Engine Running Offload (ERO) competition. Senior Airman Stewart Simpson from 315th Airlift Wing Aerial Port team representing Charleston AFB, South Carolina explains, "We had two days of ERO training a week. One day was a live ERO, The RODEO staff was and the other was a static ERO, immensely successful in where we would run through recruiting teams to compete. three or four ERO scenarios In fact, with over 70 aircraft, back-to-back to get into the A “Wrangler” helps put together the stage July 16 during preparations for Air Mobility RODEO 2007 was the largest Command’s Rodeo 2007, at McChord Air Force Base, Wash. More than 200 groove." While Aerial Port teams RODEO ever hosted by Wranglers have worked long hours to ensure the air mobility competition goes withtrained to shave seconds off of AMC, or its predecessors. out a hitch. (USAF photo SSgt. Richard Rose) their ERO times, aircraft mainteThose 70 aircraft carried with nance teams trained to inspect them over 3,000 team memevery detail of their aircraft and their core tasks. "Since May, we've bers, civic leaders, and senior Air Force leaders. The logistical aspects been training on our post-flight inspections, our preflight inspecof planning and hosting RODEO were enormous. My 8 months on tions, our refueling of the aircraft. We also went over every nookthe staff quickly passed as team members from the Maintenance and-cranny of this aircraft and made sure it was ready for competiGroup to the Logistics Readiness Squadron worked feverishly to tion," said Master Sergeant Paul Sigloch of the 514th Air Mobility build a successful plan. First, we built an airfield parking plan specifWing Maintenance Team from McGuire AFB. While every unit was ically for RODEO. During the competition, there were 25 C-130's, extremely competitive, none of them ever lost sight of the fact that 10 KC-135s, 7 C-17s, 5 C-21s, 3 KC-10s, 3 C-5s, 2 C-160's…you get they were all part of the larger Air Mobility team. Over the course the picture. I would like say that our guys from Aircraft Maintenance of the competition, I witnessed teams sacrifice their time, and even built a full-proof plan all on their own. The reality is, however, we some of their parts to help other teams fix their aircraft. When two worked hand-in-hand with Aerial Port, Logistics Readiness, Airfield C-130's had to be moved to new parking spots during the competiManagement, Wing Safety, and a host of other organizations to make tion, a maintenance team that did not own the aircraft volunteered sure this vast fleet of combat airlift and tanker aircraft would be able to tow them so the other RODEO would not need to be tracked to park where they could operate safely. down and awakened. I watched our international teams assist each In itself, the parking plan was a large project that took quite a bit other in troubleshooting and even gave each other parts so that of effort, but it was just one facet of the overall logistics support plan they could continue to fly in the competition. The RODEO staff comprised Airmen of nearly every mobility functional area from Headquarters AMC, the USAF Expeditionary Center, and McChord AFB. The more meetings I attended, the more I felt overwhelmed by the magnitude of RODEO.
for RODEO. The staff also developed plans to support 3,000 participants and visitors as well as their support equipment, Readiness Spares Kits, and rental vehicles. Planning for RODEO 2007 was, in many ways, the greatest challenge that I encountered. However, planning for RODEO only occupied half of my RODEO experience. The other half included the Herculean efforts of RODEO teams preparing for and competing in RODEO. Like the RODEO staff, the RODEO teams competing began preparing months prior to the competition. They faced very different challenges than the staff did. They had to assemble the "best of the best" personnel and aircraft from their home units while continuing to meet their home station operations tempo, and their deployment commitments. "It was tough to get together because of all the deployments, but we really started working hard about a month and a half ago," said Staff Sergeant Kenneth Green, a member of the 374th Airlift Wing Maintenance Team from Yokota AB, Japan.
In fact, the largest lesson I learned…the purpose of RODEO has very little to do with the competition itself or the trophies that the winners take home (although bragging rights are a big plus). The purpose of RODEO is about Airmen shooting for, and safely achieving, perfection in their trade. Aerial Port team members learned that seconds on a ERO can mean the difference between victory and defeat, and aircraft maintainers learned one small detail missed on an aircraft inspection can spell disaster for your team. These are the very lessons that logistics officers try to impart to all of our Airmen. RODEO participants learned this lesson well and hopefully take that same drive for perfection back to their units. Indeed, someday these lessons might very well make the difference between life and death, or victory and defeat for our Airmen. About the Author: Captain John "Matt" York is assigned to McChord AFB, WA; he served as Maintenance Director for RODEO 2007.
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Ice Cold Logistics
Submitted by Maj Scott DeLorenzi Operation DEEP FREEZE (ODF) is a unique joint mission which has supported the National Science Foundation (NSF) and U.S. Antarctic Program (USAP) in conducting scientific research in Antarctica. Military operational and logistics support (which began in 1955) includes Active Duty, Guard and Reserve Air Force, Navy and Coast Guard personnel who have worked together to forge a record-breaking Joint Task Force-Support Forces Antarctica (JTFSFA) team for the past two seasons. Since March 2005, when the United States Pacific Command (USPACOM) assumed logistical support for the NSF's USAP from United States Transportation Command (USTRANSCOM), the 13th Air Force has led JTF-SFA by providing logistical support for the NSF's transportation and research facilities in Antarctica. The 13th "Jungle Air Force", based at Hickam AFB, Hawaii has a storied heritage stretching back to World War II and now accomplishes the ODF mission by coordinating strategic inter-theater airlift, aeromedical evacuation, maintenance, fuel, supply and transportation requirements. As the Air Force passes 60 years of service, this new and exciting mission highlights the flexibility that has become the hallmark of USAF operations.
ODF is unlike any other U.S. military operation, and is possibly the U.S. military's most difficult peacetime mission due to the extreme adversity of the environment. The severe arctic climate presents unique challenges to the warfighting community, and this holds especially true for logistics. Aircraft and personnel must frequently withstand gale force winds and temperatures in excess of -40 degrees F, even during the Antarctic summer. The weather changes abruptly on the seventh continent and conditions are constantly monitored to ensure conditions are safe for flights, landings and cargo/passenger loading. ODF is essentially a passenger, refueling and cargo service for the NSF's research facilities in Antarctica and involves active-duty and Reserve C-17 support from McChord Air Force Base, Washington and LC-130 support from the New York Air National Guard's 109th Airlift Wing based at Schenectady. In addition, Coast Guard cutters and icebreakers break through close to 100 nautical miles of ice each season to produce a navigable channel to allow ice-hardened supply ships to deliver life-sustaining cargo to NSF personnel at McMurdo Station, the primary research facility for the USAP. The Operations Division of the 13 AF's Logistics Directorate is the key interface for providing the necessary support to sustain JTF-SFA
A pallet sled is used to unload cargo from a C-17 Globemaster III during an Operation Deep Freeze winter fly-in mission at Pegasus White Ice Runway, Antarctica. Reserve and active duty Airmen from McChord Air Force Base, Wash., are staging at Christchurch, New Zealand, to support the 13th Air Force-led Joint Task Force Support Forces Antarctica’s Operation Deep Freeze. (USAF photo TSgt Shane A. Cuomo)
operations. The international airport at Christchurch, New Zealand, is the staging point for air deployments to Antarctica's McMurdo Station. Aircraft, personnel and equipment flown to Antarctica start their journey here and are transported to the bottom of the world via a C17, special ski-equipped LC-130s from the 109 AW, New Zealand C-130s or by ship. Access to the ice is strictly controlled by NSF, who requires health screening and special cold weather survival training to be accomplished prior to arrival in Antarctica. It is approximately 2,400 miles from Christchurch, NZ to McMurdo Station, roughly a 5 hour flight on a C-17, and an 8 hour flight in an LC-130.
PA L L E T S , PA L L E T S A N D M O R E PA L L E T S
109 AW maintenance personnel replace an LC-130’s propeller in challenging conditions.
Due to the high world-wide ops tempo, 463L pallets have become a valued commodity. The NSF is authorized a set amount of 463Ls, and they're utilized in ingenious ways "on ice" after they've performed their primary task of carrying cargo to the residents of Antarctica. 13 AF/A4 took the lead in working with both NSF and Raytheon (the primary logistics contractor supporting NSF operations) to create a detailed pallet handling CONOPS to maximize utilization of these scarce assets. Pallets are typically unloaded by forklift and loaded on specialized wheeled vehicles or sleds for transport to/from the cargo yard. However, extreme weather conditions sometimes dictate "combat off-loads" from aircraft must happen (i.e. with engines running), and these have proven to be the primary point in the process for pallet damage. Items can be pushed quickly out of the aircraft, sometimes exiting the aircraft unevenly and damaging the pallet.
Damaged pallets are classified as either field- or depot-level reparable. Prior to 13th Air Force's involvement, all damaged pallets were being shipped to Port Hueneme, California for routing to CONUS repair facilities, incurring a 9-12 month turn time. A4 logisticians realized that 463L pallets were reparable by Raytheon contractors at Christchurch, but were being shipped all the way back to the CONUS for repair and overhaul at the end of each season. The logisticians in 13 Af/A4 instructed the contractors how to assess pallet damage criteria, categorize pallets for repair and identify pallets that were reparable at the field-level. This plan greatly reduced the amount of pallets being shipped back to CONUS, saving transportation costs and increasing pallet availability "on ice". 13th Air Force logisticians are also overseeing NSF's test of a new plastic pallet, the Associated Intermodal Pallet (AIP) system. Fiftyfive pallets were deployed to two deep field camps last season and were utilized for various applications, including cargo storage and transportation. Loads were typically first built on the AIP systems, then forked onto a 463L pallet and secured for transport. These
applications were conducted under extreme artic conditions, without any signs of damage or cracking to the plastic pallets. The tests last season were so successful that an additional 120 of the versatile AIPs have been acquired for USAP use during the upcoming season, and may lead to confirming the AIP as an alternate pallet source for USAF implementation, as they have proven to reduce damage and loss of 463L pallets.
MAINTENANCE CHALLENGES The NYANG 109 AW's LC-130 maintainers working "on ice" face the daunting challenge of keeping their fleet of ski-equipped aircraft ready in an unforgiving climate. There are no hangars in Antarctica, no de-icing, and aircraft jacking must take place on snow and ice. Due to the remoteness of the main base at McMurdo and the even more distant base camps, a normal event such as changing a propeller becomes quite an ordeal. The 109 AW personnel have a long history of working in this environment and the years of experience necessary to maintain aircraft availability while deployed to the seventh continent. Their work has been refined to an art, and has enabled 109 AW pilots to execute 492 sorties last season, a new "on ice" record. Fuel is the lifeblood to sustaining operations in Antarctica, not only for refueling aircraft, but also for powering generators. Each camp stores their reserves of "black gold" in either above ground tanks or in bladders. Due to the distances between McMurdo Station and the outer base camps, the sites are resupplied by arriving aircraft providing sustainment fuel by off-loading extra JP8 between missions into the sites' bladders/tanks. The LC-130s performing these missions play a crucial role by providing a regular service in maintaining critical fuel levels at even the most remote locations.
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tions. Although each Aircrew and maintesite may have internet nance personnel from connectivity via satelthe 109 AW prefer to lite, the limited bandkeep the T56 engines width (due to the on their LC-130s runextreme latitudes) ning during their stops makes connectivity a at the Antarctic camps challenge, and may not as mentioned above, as allow access to Global shutting them down Tr a n s p o r t a t i o n may generate additional Network (GTN). In maintenance requireorder to allow NSF to ments. This policy has provide ITV data sepaled to the requirement An LC-130 takes off from an Antarctic base with the help of JATO rockets in support of Operation DEEP FREEZE. rately from GTN, 13 to perform hot pits at AF/A4 has been coorWilliams Field, an airfield located just outside McMurdo Station. POL specialists in 13 dinating with USPACOM/J4 to submit a waiver for ITV requireAF/A4 have worked with NSF and 109 AW safety officials to ments from USTRANSCOM. ensure the refueling operations conform to ground servicing In addition, the DOD has begun to implement the requirements as dictated in T.O. 00-25-172. This teamwork has Transportation Security Agency's policy on checking passengers allowed the 109 AW's LC-130s to minimize their turn times and for liquids, gels and aerosols. The transportation specialists in 13 improve their reliability and availability. AF/A4 have been working with AMC, NSF and regional representatives to implement the intent of the TSA requirements TA C K L I N G S U P P LY A N D T R A N S - while factoring in the unique nature of the ODF mission.
P O R TAT I O N
Without question, the The NYANG environment in HQ has contractAntarctica presents one ed Space Mark of the most unique chalInternational lenges to any logistician. (SMI) to manage The remote locations the supply system and harsh conditions for ODF. SMI is open a new horizon to responsible for Air Force professionals handling all supby testing the mettle of ply issues for the anyone involved in sup109 AW's LCporting ODF. The suc130 and aerocessful achievements of space ground the United States govequipment fleet, ernment's goals in including depot Antarctica rests upon NSF and 109 AW personnel load cargo on an LC-130 with a specially modified sled.� work performed the logistics professionby Air New als of 13th Air Force, Zealand at Christchurch. The contractor's warehouse, inspect and with another Antarctic summer season fast approaching, the and perform shelf-life management on the 10,000+ line-item Logistics Directorate of the Jungle Air Force stands ready to proinventory. 109 AW Quality Assurance personnel assist SMI by vide continued support to JTF-SFA operations. reviewing Time Compliance Technical Order applicability for stored parts, shipping affected items back to either the appropri- About the Author: Major Scott DeLorenzi is the Chief of the ate item manager, vendor or their home base at Schenectady, NY Operations Division in the Logistics Directorate of 13th Air Force for back-shop modification. and has been assigned to 13 AF/A4 since July 2006.
In Transit Visibility (ITV) presents a true challenge in Antarctica due to the limited infrastructure at the various loca34
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Ctr Sue E. Sapp
Maintenance Organizational Structure An Historical Perspective
Wright Model E
Submitted by David George, Kristin F. Lynch, John G. Drew, and Robert S. Tripp
M A I N T E N A N C E O R G A N I Z AT I O N
I N E A R LY A I R F O R C E S :
Prior to 1917, the flying squadron had evolved as the established tactical unit. The Squadron Commander was responsible for upkeep and repair of all airplanes and equipment under his command. Aircraft were technologically unsophisticated and maintenance personnel were experts on the entire aircraft. Early maintenance organization in the Air Service consisted of echelons of maintenance, which would be the accepted structure and the basis for dif-
Maintenance at Laredo
ferent repair levels and locations. The first echelon performed aircraft and engine maintenance repairs at the local level. The crew chief was the individual responsible for all servicing and repair of the aircraft. Maintenance depots were established for repairs that flying fields could not handle. During the 1920s, as equipment advanced, the introduction of instruments, cameras, radios, and armament brought about the first major specializations. The crew chief and his crew members maintained the airframe, engines, controls, and accessories systems and the specialists performed maintenance beyond the capability of the crew chief and his crew. By 1939, the newly named Army Air Corps (AAC) with an inventory of fewer than 2,000 aircraft, gradually evolved into a new version of the echelon maintenance system. World War II (WWII) soon led to enormous growth in
Engine Change WWII (USAF file photo)
the AAC. In maintenance, flight chiefs and line chiefs became maintenance officers overnight; apprentice mechanics became line chiefs. Overseas theater commanders were allowed to modify or even ignore the maintenance organization structure that was mandatory stateside. After WWII, regulations began to be used to define maintenance organizations. In August 1945, U.S. Army Strategic Air Forces published Regulation 65-1, Combat Maintenance Procedures. This publication established a decentralized maintenance section with strong centralized control in the form of a Wing Maintenance Control and set the stage for post-war maintenance organizations and procedures.
Maintenance Crew on Bomber
E S TA B L I S H M E N T FORCE
OF THE
U.S. AIR
A separate U. S. Air Force was established by the National Defense Act of 1947. Standardization of the wing and base organization was the new Air Force’s first action affecting maintenance. The Hobson Plan replaced the WWII combined Combat and Service Group in order to provide unity of command and to make the best use of what was a diminishing post-war personnel pool. Four groups were established and included a Combat Group (CG) and a Maintenance and Supply Group (M&S). Flight line maintenance was placed in the Combat Group under the flying squadron commander; field maintenance was placed under the M&S. The more traditional crew chief system became largely restored due to reduced flying, top-heavy manning and the relative simplicity of aircraft after the war.
T H E 1 9 5 0 S , A VA R I E T Y O R G A N I Z AT I O N S
OF
Airmen installing safety wires on the engine mounts of a replacement engine on a KC-10 Extender. (USAF Photo MSgt Ruby Zarzyczny)
MAINTENANCE
General LeMay became Commander of the Strategic Air Command (SAC) in late 1949. During the Berlin Airlift he had determined that the crew chief system should be replaced by a more specialized, centralized maintenance system, so SAC adopted a more specialized maintenance concept. SAC Regulation (SACR) 66-12, Maintenance Management, was published and marked the first formal move toward centralized maintenance in the Air Force. The M&S Group was disbanded, and three maintenance production squadrons were established but organizational maintenance capability was retained in the operational flying squadron in the Combat Group. Other MAJCOMs retained the M&S Group and were based on the crew chief being supported by specialists where organizational maintenance was under the operational squadron commander. In June 1950, when the North Koreans invaded South Korea, the standard M&S system in-place at the time was not suitable for meeting mission requirements because of inadequate forward-based facilities from which to conduct maintenance operations. Consequently, a system of rear-echelon maintenance bases in Japan and Korea evolved and were known as Rear Echelon Maintenance Combined Operations (REMCOs). In December 1953, the Air Force published Air Force Regulation (AFR) 66-1, Maintenance Engineering. Only four pages in length, it defined three levels of maintenance (organizational, field, and depot) and temporarily gave MAJCOMs authority to tailor maintenance organizations to suit their missions and types of aircraft. Then the Air Force published definitive guidance on maintenance organizational structure on September 1, 1956. That guidance, in Air
Force Manual (AFM) 66-1, Maintenance Management, was patterned after SACR 66-12 and incorporated the basic guidelines of AFR 66-1 and its revisions.
AFM 66-1, CENTRALIZED MAINTENANCE AFM 66-1 established a chief of maintenance responsible for all aircraft maintenance in the wing and reporting directly to the wing commander. The chief of maintenance was assisted by a staff and three squadrons worked directly for and reported to the chief of maintenance: the Organization Maintenance Squadron (OMS), the Field Maintenance Squadron (FMS), and the Electronics Maintenance Squadron (EMS). Implementation remained a MAJCOM option at first but centralized control of maintenance had the support of Air Force Chief of Staff General Thomas D. White, and he made it mandatory for all Air Force organizations in 1958. All commands began to use AFM 66-1 in the 1960s. AFM 66-1 was practical for all MAJCOMs and gained general acceptance, but it was seriously tested, particularly in TAC deployments to Southeast Asia (SEA) during the Vietnam era. In 1966, TAC published TAC Manual (TACM) 66-31, instituting what was known as “TAC Enhancement.” Flightline personnel moved from OMS into the tactical flying squadrons. Munitions load crews were likewise moved; phase inspections and some specialist support was placed into the flying squadron, the latter for limited on-aircraft work, primarily removal and replacement of components.
T H E E A R LY 1 9 7 0 S , CENTRALIZING
DOWNSIZING
AND
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had dropped to its lowest since 1950, a 16 percent reductionsince 1966. On August 1, 1972, the Air Force published a major revision to AFM 66-1 that greatly expanded maintenance guidance. The new manual consisted of ten volumes that covered every detail of Air Force maintenance, including that for aircraft, missiles, and communications equipment. This standard manual and its organization were the final authority and discouraged further innovation. The years of flexibility in adopting a maintenance organizational structure appeared to be over. The Tactical Air Command (TAC) implemented the Production Oriented Maintenance Organization (POMO), their own brand of centralizing, which was derived from lessons learned from the Israeli Air Force (IAF) during the 1973 ArabIsraeli war (Yom Kippur). Under POMO, specialists from EMS, FMS, and MMS were assigned directly to the flightline and placed in the same squadron as aircraft generalist crew chiefs or airframe and powerplant generalists. The resulting squadron was named the Aircraft Generation Squadron (AGS) instead of OMS because it was now able to handle all on-equipment maintenance. The AGS consisted of aircraft maintenance units (AMUs), which were aligned respectively with flying squadrons. In some cases, weapons load crews were also assigned to AGS as weapons maintenance units (WMUs). The remaining specialists were grouped in two new squadrons—the Equipment Maintenance Squadron (EMS) and the Component Repair Squadron (CRS)—and performed all off-equipment maintenance. When General W. L. Creech took command of TAC in 1978, he felt the organization of maintenance was a major factor in a serious decline in sortie production and led TAC to create the Combat Oriented Maintenance Organization (COMO), formalized under TAC Regulation (TACR) 665 and differing from POMO in various ways. Each squadron/AMU now performed its own scheduling and was responsible for its own utilization (UTE) rate. Each squadron/AMU had its own dedicated analyst. Supply was decentralized to each AMU, and the wing-level maintenance supply liaison (MSL) was eliminated. Each
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squadron/AMU performed its own debriefing, had its own pool of AGE, dispatched its own flightline personnel to jobs and had dedicated crew chiefsassigned to aircraft. The deputy commander for maintenance (DCM) was responsible for all maintenance and reported to the wing commander. Maintenance control “coordinated” maintenance activities more than it “controlled” maintenance. COMO also proved to be very manpower intensive. The transition from POMO to COMO was not a major reorganization; rather, it was a realignment of responsibilities and functions. The period saw sortie rates increase but also saw a major changeover to more modern and reliable tactical aircraft. The Early 1990s, MAJCOM Specific Maintenance Organizations and Desert Storm By 1990 MAJCOMs were largely operating in modes acceptable to each while still pursuing optimal maintenance concepts more suited to ever-changing operational requirements. TAF MAJCOMs had finally adapted COMO to their requirements. SAC formally implemented a more decentralized structure in 1987, The Military Airlift Command (MAC), the most consistent of the MAJCOMs in terms of maintenance organizational structure, remained committed to centralized maintenance. Each MAJCOM maintained aircraft in accordance with its peacetime operations. One notable change effected during Operation Desert Storm (DS) from tactical fighter support in peacetime was the establishment of centralized intermediate repair facilities (CIRFs) out of theater (in USAFE or at home bases) for avionics (except electronic countermeasure [ECM] pods) and engine maintenance.
OBJECTIVE WING DECENTRALIZED STRUCTURE After Desert Storm, when CSAF General Merrill McPeak ordered the change to the objective wing, it was an effort to standardize organizations across all commands in the Air Force. It was intended that Air Force wings should train as they fight. It accomplished this by having flight crews and flightline maintenance personnel working for the flying squadron commander, who reported to the Operations Group (OG) commander. The back-shop maintenance, supply, and transportation personnel
WINTER 2007
worked for a Logistics Group (LG) commander. A deputy for operations group maintenance (DOGM) position was created to provide overall supervision for all flying squadron maintenance. Maintenance Control had become the Maintenance Operations Center (MOC) and was under the wing. Several MAJCOMs had Objective Wing variations approved, permitting them to keep all maintenance responsibilities under the LG commander. These were Air Mobility Command (AMC), Air Training Command (ATC), Air Force Special Operations Command (AFSOC), the Air National Guard (ANG), and the Air Force Reserve Command (AFRC). Two other major changes occurred during the 1990s. The first was the formation of the Air Combat Command (ACC) on June 1, 1992. During Desert Storm, the Secretary of the Air Force, CSAF, ViceChief, and TAC and SAC commanders all spearheaded the drive to integrate the assets of SAC and TAC into a single operational command. At the same time, MAC reorganized by consolidating airlift and most refueling assets under a single umbrella, the new Air Mobility Command (AMC). AMC provided the “global reach” facet of the Air Force mission, while the new ACC provided the Air Force’s “global power.” The second change was the formation of the Expeditionary Air Force (EAF) in response to both an evolving world situation withcontingencies in places where the Air Force had rarely operated before, and continuing steady-state regional security commitments far from any Air Force main operating base. This required the establishment of a global system of CONUS support locations (CSLs), forward support locations (FSLs), and forward operating locations (FOLs), all of which have affected maintenance operations in that units at FOLs are supported much the same way as squadrons at forward bases were supported during
the Gulf War. The relatively autonomous CAF flying squadron under the objective wing was seen as conducive to EAF/AEF operations. In February 2002, General John C. Jumper, the new CSAF, put together a working group to examine a standardized wing organizational structure. The purpose of the working group was to present a new wing/group organizational structure designed to best meet the needs of the Air and Space Expeditionary Force. General Jumper, as well as other Air Force senior leaders, had determined that a maintenance organization restructure was needed to improve combat readiness and to enable the Air Force to focus on its core disciplines. On March 25, 2002, General Jumper and the MAJCOMs approved the new Combat Wing Organization (CWO) structure currently in effect. Throughout its history, the Air Force has moved between centralized and decentralized, standardized and MAJCOM-varied maintenance organizations, often in response to budgetary and manpower concerns and technological innovation. Transformation is likely to continue, and organizations will continue to evolve to support changing mission requirements within current resource constraints.
About the Authors: Lt Col David W. George, USAF (ret) is now on contract as a RAND Adjunct Staff Consultant. He served on active duty in various maintenance and logistics command and staff positions and after retirement worked for General Dynamics Electronics where he was Program Director for the Air Force Research Laboratory’s Integrated Maintenance Information System (IMIS) program.
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CMSgt John G Drew USAF (ret) is a Project Associate at RAND where he directs and conducts research to evaluate new logistics concepts, procedures, and systems needed to support the projection of aerospace power. During his Air Force career, he held several logistics positions including Superintendent Maintenance and Munitions Division, Air Force Logistics Management Agency. His education includes a Bachelors of Science degree in Business Management. Kristin Lynch is a quantitative analyst at RAND. While at RAND, Ms. Lynch has worked on Air Force research projects evaluating options for configuring an agile combat support system policy, practice, and technology options - to support air and space expeditionary forces. Her education includes a Master of Science in Applied Mathematics from Virginia Polytechnic Institute and State University, and Bachelors of Science degrees in Mathematics and Education from Syracuse University. Dr. Robert Tripp has over 35 years experience in logistics systems design, development, management, and evaluation. At RAND, Dr. Tripp is a Senior Analyst and has led Army and Air Force research projects that have evaluated the cost effectiveness of alternative support postures. Dr. Tripp served in the Air Force and retired as a Colonel where he held numerous logistics command and staff positions. His education includes a Ph. D. in Business Administration with a concentration in business logistics from the University of Minnesota, Master of Science in Business Administration, and Bachelor of Science in Metallurgical Engineering from Michigan Technological University. K 40
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The Silent History of Dover Submitted by Maj Cory Larsen and Maj Brian Eddy
D
over AFB has been in existence since the mid 1960s, and its mission focus is to safely fix and fly aircraft; prepare
and deploy people; move cargo; and to return America’s fallen heroes with dignity, honor and respect. Dover AFB is home to the Department of Defense’s only CONUS Port Mortuary, the returning point for those brave souls who have made the ultimate sacrifice in defense of our country. Since the beginning of human conflicts, nations have honored their fallen warriors in various types of ceremonies and traditions. Throughout our great nation’s history, we have lost brothers, sisters, husbands, wives and good friends to the perils of war. These heroes have always stood up and fought for the freedom of and democracy for the United States, as well as those who could not fight for themselves. Our fallen have always deserved the utmost dignity, honor and respect, and have received those honors in all of our nation’s wars. Our nation began a heritage to honor every fallen comrade as early as the Revolutionary War and we continue that tradition today. As British Prime Minister Gladstone once remarked, “Show me the manner in which a nation cares for its dead and I will measure, with mathematical exactness, the tender mercies of its people, their respect for the laws of the land and their loyalty to high ideals.”
During World War I and II, our fallen comrades were often laid to rest by their fellow Soldiers, Sailors, and Marines in permanent overseas American military cemeteries. Today, hundreds of thousands of American war dead remain buried in cemeteries across Europe. These interments were made by the American Graves Registration Service and the Quartermaster General of the War Department. When the interment program was completed, the cemeteries were turned over to the American Battle Monuments Commission for maintenance and administration. During Vietnam, our nation’s procedures for honoring our fallen changed and every possible effort was made to ensure all were returned to the United States. At the time, there were two CONUS Department of Defense Port Mortuaries in service: Dover AFB, DE and Travis AFB, CA. The deceased were returned to CONUS based on their home-of-record. Those east of the Mississippi transited through Dover AFB, and those west of the Mississippi transited through Travis AFB. In the years since Vietnam, Dover AFB has developed and redefined a process to transfer our fallen when they arrive at the base. The process is called a Dignified Transfer. The Dignified Transfer is a solemn and respectful process that returns America’s fallen to US soil with respect and honor. Honor guards from each branch of service participate in Dignified Transfers, along with flag officers, Dover AFB colonels, chaplains and Dover AFB mortuary personnel. Volunteers from the Delaware United Service Organization support the participants of each Dignified Transfer by providing meals/snacks and general hospitality, regardless of the time of day. When the mortuary is notified of an incoming flight
the arrival of their comrades. Every returning hero is given a blessing by a staff chaplain and rendered honors as they are transferred from aircraft to mortuary vehicles.
with deceased
Today’s Dignified Transfer process can be credited to the fore-
personnel on-
sight of open-minded, fair and honest leaders and to a deep feel-
board,
the
ing of reverence we have for our fallen comrades. The Dignified
honor guard(s)
Transfer is a true measure of our commitment to one another,
and flag officers
and a reflection of American society’s reverence for our service
of the fallen’s
members.
branch of service are notified, This art piece in the Air Force art collection entitled, “JPAC — Honors for the Returned,” was completed by artist James Consor. (USAF photo)
Army Sgt. Osvaldo Ortiz sleeps next to the transfer case and gear of his fallen friend aboard a C-17 Globemaster III bound for Dover Air Force Base, Del. Ortiz is accompanying the remains to the base and eventually back to the fallen soldier’s home in Puerto Rico. (2003 USA photo by SSgt. Peter Rimar)
About the Authors: Maj Cory Larsen and Maj Brian Eddy are both
and then travel
assigned to the 436th Mission Support Group, Dover AFB, DE.
to Dover for
K
Air Force Civilian Women From Rosie the Riveter to Senior Leader
Submitted by Ms Bonnie Jones
O
ver the past sixty years, the Air Force and its predecessor, the Army Air Corps, have had a rich history of extraordinary contributions made by “everyday” civilian women. These women come from all walks of life, with various personal and professional backgrounds. They selected a career as an Air Force Civilian for many very interesting reasons. However, no matter where they came from or why they chose to work for the Air Force, one message is very clear in the stories you are about to enjoy—these women are special. They will always be unified in their pursuit of supporting the Air Force Mission, making sure the warfighters in the field have what they need to defend our country and a constant drive to take care of the people who they supervise or work side-by-side with every day. The following is an opportunity to learn about the history of Robins Air Force Base, as you meet some of these remarkable women and hear their career stories.
A LITTLE HISTORY Robins Air Force Base, GA is representative of numerous military installations across the United States that were established during the 1940s in support of World War II. It is important to understand what society looked like in the 1930s and 1940s for women in Georgia. Just coming out of the Great Depression, the economy was somewhat dire. Most women were homemakers, taking care of their families, cooking, cleaning, hanging laundry on the line, raising children, and taking care of husbands. Many of these women were living on farms in very rural areas across Georgia. Most had a high school education, got married and started raising children. Those that did graduate from college were mostly limited to historically female professions such as nursing and teaching. After the attack on Pearl Harbor on 7 December 1941, the build-up of military installations across the country went into overdrive. In a remarkably compressed timeframe (8 months), on a middle Georgia dairy farm, a flight line plus support buildings for supply and maintenance operations were constructed for the Wellston Army Air Depot (eventually renamed Robins Field then Robins Air Force Base). On 31 August 1942, they opened the gates for business. The initial days were focused on hiring people to fill important maintenance, supply, clerical and personnel positions. The permanent recording of Maintenance production began a mere 31 days later on 1 October 1942. At the time the Depot at Robins Field became fully operational, it was a part of the Air Service Command which had its headquarters at Patterson Field, OH. The Air Service Command was the largest Command in the Army Air Corps. The old World War II slogan, “Keep’em flying” describes its mission for the Command then as it does now.
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In the early 1940s at Robins Field, over sixty percent of the labor force was women. With the men at war in the various branches of the service, the need for women to enter the workforce to keep the vast United States military machine supplied with operational assets was critical. So the women across the country left the comforts of home and family to go to work as civilians at military installations across the country. As a point of interest, during this time the first day care centers were set-up in churches across the country. Someone had to help take care of the children in order for the mothers to work. It was no different at Robins—many women became aircraft mechanics, bricklayers, parachute packers and worked in many other historically “male” professions. Over 62% of the 1800-person Engine Repair Shop at Robins in 1945 were women.
“GET
OUR BOYS HOME” The story of Doris Mitchell Gockel could be the story of many young teenage girls across the country. In 1943 at 16 ½ years of age, she graduated from Sparta High School in Hancock County, GA – a farming community about 90 miles northeast of Robins Field. After graduation she came to live in Macon, Georgia (about 15 miles from Robins) with her sister. Her brother-in-law heard that Robins was hiring clerks. He knew Doris could type, so he took her to an office in downtown Macon where the testing for Federal Service was accomplished. The typing requirement for a GS-01 entry level Clerk Typist was 45 words per minute. Doris could only type at 40 words per minute. The need for clerk typists was so critical that the government sent her to a local typing school for 6 weeks to “get her speed up.” After the typing class, she was hired and on her way to a Civil Service career. Her annual salary was $1260 per year. Each morning the 18-wheel trucks, which had been converted to carry personnel, picked up Robins Field employees (including Doris) in Macon. The trucks brought them to the front gate of Robins Field, dropped them off and returned to pick them up at the end of their shift. Doris was a Clerk Typist in the Supply Division at the Field. She told me she wore heels and “Sunday clothes” to work each day. Recently when I asked what her job was during that time (19431947), she very proudly without hesitation said “We were supply—we shipped parts, I typed the paperwork that went with the boxes that contained parts for the airplanes. I knew that what I was doing in shipping those parts would get our boys home sooner.” This was a prevalent thought on the minds of all of the women working at Robins Field and across the country during that time. The fictional character of “Rosie the Riveter” came into existence during this time because so many women were working at military installations or defense contractors to support the war effort. There were posters at every place on Robins Field (supply offices, repair shops, even the entry gate) and throughout the news media showing “Rosie the Riveter” civilian women at work supporting the war effort. Some of the poster themes were —“Get Our Boys Home”, “We Can Do It”, “The More WOMEN at Work the sooner we WIN!”, “Count on Us—We Won’t Let You Down”, “Women in the War We Can’t Win Without Them”. Doris continued her civil service career after the war ended and retired many years later from Fort Gordon, GA as a GS-12. She has very fond memories of her time at Robins—she was at work in the Supply Operations Building on the day when the war ended and remembers it as an exciting time for all of the women at the field—they knew their mission had been accomplished, and the boys were coming home!
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ER: AIR FORCE CIVILIAN WOMEN
THE FIRST FEMALE GS-15S
AT
ROBINS
When the war ended and layoffs at Robins Field began, many women sought alternative employment. Many of these women who worked to support the war effort preferred working and had found they could accomplish any task. Jobs in the secretarial field became an option for women who wanted to continue to work. Many women used the clerical entry point to work their way to the top. The first female GS-15 at Robins was Eleanor Richardson – she was also the highest ranking female in the Air Force for a period of time. Eleanor Richardson was a native of Quitman, GA. She graduated from Quitman High School in 1933. She began her government career with the Department of Agriculture in 1934. In 1942, she started working in the personnel department at Moody Field in Valdosta, GA for the Flying Training Command. In 1946, Ms. Richardson arrived at Robins as the Chief of Classification and Wage. In 1963 Ms. Richardson competed against forty one other GS-14s, Air Force-wide for the GS-15 position as the Deputy Director of Plans and Management. Ms. Richardson was selected and became the Air Force’s highest ranking female and the only female Deputy Director at any of the Air Force Depots. Ms. Richardson retired from civil service in December 1969 and died in 1982.
Geri Williams fabricates new skins for flaps.
Vivian Hartman was the second GS-15 at Robins. She came to Robins from Screven, GA at age 16 to work as a clerk-stenographer in Procurement. From Procurement, she went to Statistical Services to work on punch card accounting The typing pool at Robins Field in the early 40s. machines, the forerunners of today’s computers. As a natural progression, Ms. Hartman moved into computer programming—working with the early (first generation) computers. In 1964 she began 11 years in Plans and Programs as a program manager for projects relating to computerization. In 1975, Ms. Hartman returned to Accounting and Finance and rose from Branch Chief to Division Chief to the GS-15 position of Deputy Comptroller for Robins Air Force Base. During the course of her career Ms. Hartman obtained a degree in Business Administration. As the highest ranking woman on base in the 1970s Ms. Hartman took that role seriously feeling that she must serve as a role model for other women—she encouraged women to obtain education and training and to take advantage of all opportunities that come along.
H E R I TA G E
TO
HORIZONS
Today the future is bright for the women at Warner–Robins ALC and across the Air Force in general. These boundless opportunities are in no small part due to pathfinders such as Doris Mitchell Gockel, Eleanor Richardson and Vivian Hartman who literally forged a new trail that today’s women can follow…it’s really all about our heritage. About the Author: Ms. Bonnie M. Jones is currently a YC-03(previous GS-15) Group Director at Robins. She started her career in 1982 as a GS-02 Clerk typist. She has held numerous assignments thru the years including in Depot Supply, Depot Maintenance, Avionics, Special Operations Forces, U-2 and LG SCM Staff prior to being promoted to her current position in Oct 2004.
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K
CGO Corner O N E D AY Y O U W I L L W O R K F O R A C A P T A I N O R M A J O R It always amazes me how people from different backgrounds can come together in pursuit of a common goal. I recently finished Squadron Officer School a very enlightening experience that in my opinion was well worth the time and cost. In my flight there were pilots, navigators, logisticians, communicators, civil engineers, analysts, etc. Each person had unique experiences to share with the group. However, despite our specialties the common denominator of “officership” is what served as our passports to legitimacy.
Capt Vianesa Vargas
Unfortunately the “one team” environment that is demanded by courses such as the Air and Space Basic Course and Squadron Officer School does not follow us back to our individual jobs at home base. We are by nature an AFSC specific force, “stove piped.” We aspire to grow up to be the next Air Force Director of Logistics Readiness or MAJCOM Director of Maintenance and Logistics. Who cares about what the communications officers are doing or the civil engineers? In truth we should all care. While mastering your trade is an implied prerequisite for mission and individual success a clear view of the big picture is also critical. This entails getting to know your neighbors and their mission while simultaneously conveying to them how you contribute to the fight.
KNOWLEDGE IS POWER
Capt Ernest Cage
During an airdrop and cargo rigging familiarization trip to Yokota Air Base, Japan I had the opportunity to spend a day with a C-130 aircrew. As we prepared for the flight I was amazed at the level of planning and preparation that is required to fly a training mission. In my mind all the crew had to do was run a few checklist, put on a pair of sunglasses and blast off into the wild blue. To my surprise the calculations, checklists, rehearsals, and briefings encapsulated the entire morning. Accordingly when two engines failed thirty minutes into the flight the crew knew exactly what to do and we returned to base unharmed. The reason I tell this story is because our assumptions about what our fellow officers do to support the combat mission breed misconceptions and often create unnecessary barriers. My experience with the C-130 crew helped me communicate the Air Mobility Squadron mission on more common ground when dealing with potentially explosive aircrew related issues. We are all busy but the time investment you will make by getting out of your work area to tell your story and to hear other’s will pay huge dividends as you execute the wing’s mission.
O N E D AY Y O U W I L L W O R K F O R
A C A P TA I N O R M A J O R A few months ago my O-6 mentor here at the Air Logistics Center gave me some very sage wisdom. He explained that while it is critical to do the best job possible for your current commander it is equally important to prove yourself to those officers two, three, or five years your senior. These captains and majors will grow up to become your boss in the future not the colonels or generals of today. Taking this advice a bit further it is critical for LROs and maintenance officers to foster positive professional relationships with our peers and mid level field grade officers in other career fields. For example, aviators not LROs will grow up to be operational wing commanders who in turn will hire group commanders, who will hire squadron commanders. As the old adage goes “putting a name with a face” is critical when a commander has to make a decision to hire from a pool of equally stellar candidates. At the heart of both of these points is the need for us not to forget that we are officer’s first not logisticians. Think back to your days at the Academy, ROTC, or OTS. You and your classmates worked together for a common goal; to graduate and become officers in the world’s best Aerospace Force. We all take the same oath, and wear the same rank and while our skill sets are different our conviction and passion for success is the same. Get to know your neighbors you never know where or when you will meet again during your Air Force journey. Capt “Nest” Cage is a Air Force Logistics Career Broadener currently assigned to the Oklahoma City Air Logistics Center. Capt Vanesa Vargas is currently the Squadron Operations Officer at the 60th Aerial Port Squadron, Travis AFB, CA. K
Logistici
Logisticians’ Library
Logisticians’ Library
ogisticians’ Library
Logisticians’ Library T H E L E A D E R S H I P M O M E N T, N I N E T R U E S T O R I E S L E S S O N S F O R U S A L L BY MICHAEL USEEM
OF
TRIUMPH
AND
DISASTER
AND
THEIR
Reviewed by Major Stephanie Halcrow The Leadership Moment, Nine True Stories of Triumph and Disaster and Their Lesson for Us All by Michael Useem is an original look at leadership decisions and their consequences. The author presents nine stories drawn from various walks of life: military, science, public service, personal accomplishment and civil strife to model a different aspect of organizational and personal leadership. A few are familiar stories: Col Joshua Chamberlin's defense at Little Round Top and the recovery of Apollo 13. However, the book offers these familiar stories with a fresh perspective and as indicated by the title, not all the stories end successfully. The author has a long history studying and analyzing leadership situations. Currently, Michael Useem is the director of the Wharton School's Center for Leadership and Change Management. He has written more than ten books on leadership and has taught both leadership and change management at the graduate level. It is based on this experience that the stories and lessons learned included in The Leadership Moment are so relevant. The book opens with a story from the late 1970s. At the time, the pharmaceutical drug company Merck had found a cure to river blindness, a parasite found near African rivers, which caused blindness. An estimated 18 million people had the parasite (and would become blind) while another 85 million people were at risk. The cure would protect those not infected and stop parasite growth in those that were. The problem facing the Merck CEO is that the company would have to absorb the $20 million annual cost to produce, distribute and cure those inflicted - a decision potentially not favorable to shareholders. Nevertheless, the decision was easy for the Merck CEO. The values and culture of Merck supported an altruistic mindset and the CEO believed the shareholders upheld these values. By 1996, Merck had treated over 20 million Africans for river blindness and their stock was a strong as ever - the implication being if an organization has a strong vision and culture, tough leadership decisions are easy. Useem uses the Apollo 13 crisis and NASA's flight director Eugene Krantz as a model for personal leadership. We've all seen the movie and are familiar with the role played by Ed Harris - however, this telling focuses on Krantz and his self-discipline, determination and "unnerving cool" as well as his attention to detail and optimism. Useem concludes from the Krantz example that "expecting high performance is a prerequisite to its achievement among those who work with you. Your high standards and optimistic anticipations will not guarantee a favorable outcome, but their absence will assuredly create the opposite."
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Other stories in The Leadership Moment include a forest firefighter's leadership in the face of panic,
a
mountain
climber's
unique leadership style while leading a climbing team and a CEO's inability to make a decision leads to his organization's demise. Each story offers a distinct situation and analysis of the decisions made. More than one will strike a chord.
Logisticians’ Library Bookshelf MENTORSHIP: Developing the Leaders Around You, John C. Maxwell How Good People Make Tough Choices, Rushworth M. Kidder The Challenge of Command by Roger H. Nye Thinking in Time by Richard E. Neustadt and Ernest May
LEADERSHIP: The Leadership Moment, Michael Useem Leading Strategic Change, J. Stewart Black and Hal B. Gregersen
The Leadership Moment is valu-
The Mask of Command by Sir John Keegan
able to both military and civilian
Good to Great by Jim Collins
leaders, both junior and senior because it moves past trite leader-
LOGISTICS:
ship lessons and offers a unique
Lean Six Sigma for Service, Michael L. George
look at a variety of situations, the
Logistics of War, AFLMA
decisions people made and their
Lean Thinking by James P. Womack and Daniel T. Jones
consequences. As the author
Moving Mountains by Gus Pagonis (USA, Lt Gen)
reminds us, leadership moments are "leading under fire is when
G L O B A L M I L I T A R Y E N V I R O N M E N T:
the flame burns brightest, when
Pentagon’s New Map, Thomas P.M. Barnett
we can see what makes a differ-
The World is Flat, Thomas L. Friedman
ence. It is by examining these
The Lexus and the Olive Tree by Thomas Friedman
defining events of the past [sic]
Terror on the Internet by Gabriel Weimann
that we can best understand and remember what we will need for
M I L I TA RY H I S T O RY:
our own leadership in the future."
Killer Angels, Michael Shaara Carnage and Culture: Landmark Battles in the Rise of Western Power, by Victor Hanson
Major Stephanie Halcrow is the
The Face of Battle by Sir John Keegan
commander of the 436th Aircraft
The Wild Blue by Stephen Ambrose
Maintenance Squadron at Dover
HAVE A LIBRARY
AFB, DE.
K
BOOK YOU WOULD LIKE TO RECOMMEND FOR THE READING LIST?
LOGISTICIANS’
HAVE A BOOK YOU WOULD LIKE TO WRITE A REVIEW LOGISTICIANS’ LIBRARY? SIMPLY SUBMIT THE NAME OF THE BOOK AND A BRIEF DESCRIPTION AS TO WHY YOU RECOMMEND IT TO INFOOFFICER@LOANATIONAL.ORG OR EDITOR@LOANATIONAL.ORG.
OF FOR THE
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CHAPTER OF THE YEAR AWARDS AND
THE
WINNERS
ARE‌
ER: CHAPTER
OF THE YEAR
Each year LOA National chooses two outstanding chapters: one large (Wetekam) and one small (Hass). Criterion for winning is based upon support of LOA National Objectives, Innovative Programs and Community Support. The Large Chapter of the Year award is named after Lt Gen Donald J. Wetekam. The Small Chapter of the Year award is named after Col James L. Hass.
2007 Lt Gen Wetekam Large Chapter of the Year Award Winner: Wasatch Warriors, Hill AFB
2007 Col James Hass Small Chapter of the Year Award Winner: Northern Lights, Elmendorf AFB, AK
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CHAPTER DISTINGUISHED SERVICE AWARD The CDSA is named after Maj Gen Mary L. Saunders (Ret) and recognizes up to three National LOA members who made the greatest contributions in support of their local LOA Chapter activities.
Left: Lt Col Cheryl Minto accepts for Lt Col Tom Sadlo, National Capital Region
Right: Lt Col Rodney Mason, Kanaloa Chapter, Hickam AFB.
NATIONAL DISTINGUISHED SERVICE AWARD The NDSA award is named after General George T. Babbitt (Ret) and recognizes the two LOA National members who made the greatest contributions to the furthering of LOA National’s goals and objectives.
Left: Lt Col Doug Cato, LOA National Executive Team, Rand Fellow.
Right: Ms Wendy Kinsley, Crossroads Chapter, Tinker AFB. K
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Chapter CrossTalk GLOBEMASTER CHAPTER – CHARLESTON AFB, SC Submitted by Maj George Unsinger
E R : C H A P T E R C R O S S TA L K
As with almost every chapter, we had a delegation attend the 25th Annual LOA Conference in D.C. However, our group had this year’s annual General Lew Allen Jr. Award winner in the officer category, Major Michael Dailey. This allowed several Globemaster members and others to attend the awards ceremony hosted by the CSAF Office and a private tour of the Pentagon. In addition, we have had numerous other success stories recently to include Lt Col McAneny selected to attend Air War College, Maj Huiss and Maj Morris made it on the Commanders List, Maj Sanders and Maj Dailey were selected for ACSC, and Capt Jones was selected to attend AMMOS. The chapter also held elections in September and recently visited the Lockheed Martin F-22 plant in Marietta, Georgia.
From left to right, 1Lt Shannon Faithful, Maj Michael Daily, and 1Lt Vincent Cammarano at the ceremony for the General Lew Allen Jr. Award.
WRIGHT BROTHERS CHAPTER – WRIGHT PATTERSON AFB, OH Submitted by Capt Vaughan Whited Go Bucks! Just as the OSU football team has been busy, so has the Wright Brothers Chapter over the last few months. In July, the team rallied at CSC to hear the new WB Chapter Advisor Brigadier General Frank Bruno (HQ AFMC/A4). He encouraged the team to get involved in the chapter and expressed his vision of where the logistics community is headed. Thanks for the insight sir. In August, some of the best and worst LOA golfers in Ohio came out to play at the 4th Annual WB LOA Golf Scramble. All together 119 attended for the purpose of raising funds to help our young, dedicated logisticians with scholarships and career advancement. Because of our partners in industry we were able to award four scholarships totaling $3,000! Special thanks to Bob Eardley and Captain Ian Young for leading the charge on this great event. During the month of the Air Force’s 60th birthday, 25 Loggies manned a hydration station during the 11th Annual USAF Marathon and we had 36 members attend a behind the scenes aircraft restoration tour of the National USAF Museum. Both were great events, Charlie Botello headed up the marathon team and Captain Lance Myerson and Howard Creek put the tour together. Well done gentlemen!
Col Lee Levy coins Ohio Gov. Ted Strickland after WP LOA 08 video shoot.
Wright Brothers LOA members attend a behind the scenes aircraft restoration tour of the National USAF Museum.
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We topped off September with Col Levy and the 08’ Conference team traveling to Columbus to meet with Ohio Governor Ted Strickland for a video shoot. Thanks to Jim Marsh and his networking savvy, the trip was a huge success. Governor Strickland enthusiastically supports the LOA organization and sends his appreciation to all the men and women of the Air Force for their service to this great country. Great quarter Wright Brothers’ team - strength and honor!
CROSSROADS CHAPTER – TINKER AFB, OK The Tinker Crossroads Chapter of the Logistics Officer Association is helping two young airmen continue their education and reach their goals within their logistics career fields. Every year the Crossroads Chapter awards $1,500 in scholarships to the two most deserving enlisted and/or DoD Civilians assigned to Tinker AFB. This year’s submissions came in from three Wings, which resulted in an ultra-competitive field of packages the scholarship board had to choose from. In the end, SSgt Nathan Davis was the $1,000 scholarship recipient and SSgt Tiffany Cockhern earned the runner-up scholarship receiving $500. To raise money for the scholarships, the Crossroads Chapter hosts an annual LOA Golf Tournament every spring. Members of the Air Logistics Center, the 72nd Air Base Wing, and the 552nd Air Control Wing participated in the event along with several community contributors such as EADS North America Defense, Goodrich, and Pratt & Whitney. The entire tournament was organized by 10 members of the chapter and employees of the Tinker Golf Course. Because of the dedication of the LOA volunteers and the generosity of the event’s 27 sponsors, the golf tournament alone raised enough money to cover the cost of both scholarships. This year’s winner, SSgt Davis, is the Production Support Non-Commissioned Officer in Charge for the 654th Combat Logistics Support Squadron. He is currently enrolled at Park University’s Human Resource Management degree program and he is aggressively pursuing his goal of becoming a Maintenance Superintendent or an Aircraft Maintenance Officer. SSgt Davis’ package will compete at LOA National for a chance to earn another scholarship and a trip to Washington D.C. for the LOA National Conference. Congratulations to both SSgt Davis and SSgt Cockhern for their outstanding service to Tinker Air Force Base and the United States Air Force!
KANALOA CHAPTER – HONOLULU, HI Submitted by: Maj David Schlosser What a Quarter! To start the quarter the chapter visited the Red Hill Underground Fuel Storage Facility. In today’s world of instant messaging, satellite imagery, and 24 hour news cycles keeping a major industrial construction project secret from the world is nearly impossible. Classified Top Secret until declassified in 1995, the Red Hill Underground Fuel Storage Facility operated by the Fleet and Industrial Supply Center, provides bulk fuel storage for Naval Base Pearl Harbor and Hickam AFB. With a design capacity of 6 million barrels (9.97 billion gallons) it consists of 20, underground vertical storage tanks each 100 feet in diameter, 250 feet high and connected by tunnels to the harbor. Construction on the facility began in December 1940 and was underway during the Japanese attack on Pearl Harbor. The entire project was finished in September 1943 and still plays a key role supporting both USAF and Navy fuel requirements in the Pacific.
Kanoloa Chapter members as they get ready to board the S.S. Matsonia for a tour.
Continued on next page...
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WINTER 2007
We continued our joint professional development by hosting the US Army Pacific G4, Colonel Thomas Harvey; who briefed the Army logistics role in the Pacific. The chapter then had the pleasure of hosting a joint social with logistics organizations from around the island. The guest speaker was USTRANSCOM Commander General Norton Schwartz who gave us great insights into the world of joint transportation operations/requirements, both present and future. We ended up the month with a tour of a commercial container/RO/RO ship the S.S. Matsonia. A Midshipman from the Merchant Marine Academy hosted the chapter on board and provided a great tour from bow to stern. With all these great opportunities we can’t wait till next quarter to see what else awaits to expand our horizons and help the community.
Lt CDR Todd Chipman explains how underground fuel system is maintained.
E R : C H A P T E R C R O S S TA L K
HEART OF DIXIE CHAPTER - MAXWELL-GUNTER AFB, AL Submitted by Capt Joshua Pope The Heart of Dixie Chapter is up-and-running! We started our new academic year by hosting several of the Air Force’s top logisticians including Lt Gen Sullivan, Maj Gen McMahon, and Maj Gen Gillett. Each discussed current events including reorganization, GLSCs, and CIRFs over a fabulous southern lunch at the famous Wagon Wheel Our new advisor, Lt Col Jennifer Cushion, AFLMA/CC, and honorary advisor, Col (ret) Ted Lowry are actively involved in reviving the Chapter. Air University started the new academic year in August and we often have guest members from our joint services sharing their insights into joint logistics. We are looking forward to an exciting year, including a visit to the new Hyundai plant in nearby Montgomery! If you are ever in the area, please stop by!
LT GEN LEO MARQUEZ CHAPTER – KIRTLAND AFB, NM Lieutenant General Leo Marquez is a name that has become synonymous with logistics, and for very good reason. His ability to look across the entire spectrum of logistics to effect change has been well documented (e.g. the move to use JP-8 versus JP-4), and the award that is his namesake is one of the most (if not THE most) coveted awards in logistics. His continued active involvement in the Air Force, the Kirtland Air Force Base community, and the Logistics Officer Association (LOA) at the local and national levels compelled the chapter to seek his blessing to re-name the chapter in his honor. In December 1999, Lt Col Mary Parker gathered the fourteen existing members of the national LOA stationed at Kirtland and chartered the local chapter. On 5 July 2000, national formally recognized the Sandia Chapter as an official chapter. In 2006, then-president of the Sandia Chapter, Maj Michael Miles, presented the idea to the chapter to the change the name in honor of one of New Mexico’s favorite sons. We were humbled when he agreed. The name change became a reality after a unanimous vote in May 2007. On 28 September the official re-naming ceremony was held at the Mountain View Club on Kirtland AFB. Col Henry Andrews, 498th Armament Systems Wing Commander, provided a warm introduction of the guest of honor. Lt Gen (ret) Marquez shared some wonderful words of wisdom and then challenged the local chapter to uncover and push logistics issues/concerns/solutions to the national level to effect change across the Air Force.
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In this 60th year of celebration of the Air Force, we are excited about the next phase for the Lt Gen Leo Marquez Chapter. This is also the 20th year of Lt Gen (ret) Marquez’s retirement, and we are honored to have a living legend as our namesake. We look forward to better participation, membership growth and meeting the challenge he presented head-on! K
Lt Gen (Ret) Leo Marquez signs a poster changing the name of the Sandia LOA Chapter to the Lt Gen Leo Marquez Chapter.
Right: Lt. Col. Leon Dockery, 58th Maintenance Squadron commander, with retired Gen. Leo Marquez with the poster board commemorating the chapter’s name change.
In Memory of Lt Col Raymond Roessler Lt. Col. Raymond Roessler, assigned to the 309th Maintenance Wing and long time LOA member, was involved in a crash with his single-engine Piper in San Bernadino County, CA on 5 Oct, 2007. At the time of the crash, Colonel Roessler was returning from a temporary duty assignment where he was working with Boeing and Goodrich building partnerships to support the C-17 and A-10 aircraft. “My heart is filled with remorse for the loss of a wonderful husband, father and Air Force leader,” said Brig. Gen. Arthur B. Cameron, 309th MXW commander. “Words really cannot do justice to the sadness I feel and we all share. “Ray lived for two things: family and the Air Force. First and foremost, he was devoted to his loving wife Annette and thrilled at the time spent with his two children. Second, he shared his life with all of us — touching us in gentle, yet hugely effective ways. “He exemplified the Air Force officer and the Air Force core values of integrity first, service before self and excellence in all we do. I am proud to have known and lived life with him on this earth.”
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Milestones
C O L (R E T ) G E O R G E H O P E L E D B E T T E R
ER: MILESTONES
Col (Ret) George Hope Ledbetter, 56, of Greenville, SC died November 9, 2007 of complications from pancreatic cancer. He was the husband of Col (Ret) Carmen Mezzacappa, a past LOA National President. He was also a longtime LOA member. We will miss you George.
CAPT CARTIZE BARNARD DURHAM Capt. Cartize B. “Bull” Durham was killed in the crash of an Army Blackhawk helicopter near Aviano Air Base, Italy on Nov. 8. Durham, 30, was from Bossier City, LA and long time LOA member. He was a materiel management flight commander in the 31st Logistics Readiness Squadron at Aviano Air Base, Italy.
COL FRANK DOLCATER
WRITES:
I left the Air Reserve Technician program and moved from my job as the 920th MXG/CC at Patrick to take a civil service position as the Director of B-1/B-52 major repair operations at Tinker. I retired from the Reserves on 1 Dec after 31+ years of active and Reserve service.
MR. ROBERT KINCAID JR
WRITES:
I recently left ICF, International and joined the Civil Service working as a Progam Analyst for the Air Force Intelligence Agency. I will still be working in the Pentagon.
COL (RET) BOB DREWITT
WRITES:
I officially retired July 31 and am preparing for our retirement move to Georgetown, TX. Once the dust settles - figuratively and literally - on our new home, I look forward to helping out with the 08 conference and any other capacities the LOA Board might have of me and my fellow Founding and Charter members.
COL (RET) DAN STEELE
WRITES:
After retirement, joined the Computer Sciences Corporation team working on the Expeditionary Combat Support System (ECSS) program.
COL JUDY KAUTZ
WRITES:
I am retiring after 30 wonderful years in the Air Force and 25 years in MOA/LOA. I will remain in Oklahoma City and will continue to be active with the Tinker Crossroads Chapter. Into the blue....
CAPT NATHAN MCLEOD HUGHES
WRITES:
Late in posting this, but moved from RAFM to TACC, at Scott AFB. Currently working as a West Coast Channels Bookie.
MAJ SHANE BARRETT
WRITES:
Am now at ACSC. Enjoying the experience.
LT COL CHRISTOPHER HAUTH
WRITES:
Moved from Pentagon A9 to McGuire as 305MXG/CD. Staff work was great for the Enterprise AF look, but nothing beats the flight-line! Back in AMC after ten years and global mobility still rocks! K
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2007
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