Spring 1990, exceptional release

The Maintenance Weer Association (MOA) is committed to enhancing the USAF mission by improving the maintenance world.

Although comprised primarily of USAF maintenance officers, is not associated with the United States Air Force or any other organkmtion.

@ I

ISSLR3 NO. 39

SPRING 1990

From the President -Lt Cd Brian Gmdy We continue to receive positive com-

mem from the field conmniq ~t only the ExqtioMl Rehse but on MOA in general.The last issue of the ER brought in themost mail.Thenewformatreceived the most attention. We will continue to refine it with the goal of maldng the ER the professional journal it should be.

There have been a series of reaming themes coming in from you all that require further examimtion. Some ofthem have been looked at before but they conh u e to surface. Your comments on them will be appmiated. They are: Should a testing and cedication of MOA members similar to the process used by theSociety of IngMcs Ehgineers (SOLE) be instituted? Members believe that by using this process of selmembers, the MOA will obtain a more prufessional standing in the l o w c s communi~y.

Should we issue numerical seque n d membership cards? Other professional oqanizations do this and the results are a seme of belonging within an organization.

Should we provide the graduates of the various maintenance c o w a h e one (1) year membership to MOA? The benefits derived would be increased membedip and a h h look at maintenance from somebody just entering the pmfesion.

I wodd appreciate your comments on these and other issues you feel haven't Feceived the a& t eno!in they should have ova the years. The time is to surface not only past ideas but new ones that might enhance the maintenance career

*

field.

There are a couple of additional side issues in this ER. You will see in this issue alist of randomly selectedmembers who will be asked to respond back to us as soon as they receive their ER. We are runninga test to see how long it has heen taking for members to get their ER.The current procedure for mailing the ER is for stateside members to receive theirs by bulk mail and overseas members by limt class. As a mnhier, send us a current mailing address if someone receives their ER and you haven't. One final thing.By now you haw meived your renewal notice for membership. Do a quick turn on them and get them back to us.

Following my letter you will 6nd the slate of new MOA officers who have volu n d to assume the leadership of MOA for the next two years. They all come highly quali6ed and with the best credentials to keep MOA on track. Their pictures will be in the next ER. I solicit your support of them as they strive to keep MOA strong. I would &I to take this opportuniy to thank my staff and one officer in pdcular -Colonel Albert Schmidt, His counsel and timely advice kept us on the right track toward success.

He has done more for MOA and myself that can ever be repaid. 'Ibnh again.

'Ibis will be my last aaicle for the ER. I graduate in June from the Indusuial College of the Armed Forces and am ping back to the field. The experiences gained in the Washington area havebeen rewarding. I look forward to puthg to use some ofthe things learned here. If I had one thing to say about an assignment

to the area I would say consider everything ciuefully concerning the opportcnity - then take it You won't regret it.

Again, t h h for all your support and advice concerning the MOA and the ER. I look faward to working with you all again.

NEW ol?HCERs President Lt Col Donald J. Wetekam.

Last assignment: Commander, 56 Aircraft Generation Squamon, MacDiU AFB, FL,. C u m t Duty: F-15 IngMcs Fmgram Manager, HQ USAP/LEW Vlm Pmsldent: Lt Col Chris J. McWilliams Last asdpnenc Commander 509 Organizational Maintenance Squadmn, P e a s e m , NH.CurrentDuly: F/FBEF111Loejstcs Program Manager and B 52 Logistics Rogram Manager, HQ

USAF/LEW Tnaruw: Maj David A. Jacobs Last ass-t Maintenance Supervisor, 96th Field MaintenanceSquadron, Dyess AFB, TX.Current Duly: B I B Logistics w a r n Manager, HQ USAP/ LEW SeorWmy: Maj David R. Pearson LastA~rExp1osiveOrdanceDisposal (EOD) 05m at the Air Base Operabi3ity System Management 050% AD/YQ, Egh AFB, FL. Crmpnt Duly: Explosive Ordance Disposal (EOD) and Air Force Combat Ammunition Center (AFCOMAC) Manager, HQ USAF/LEYW.

Chapter News Chapter Update We have included some chapter happenhgsin thisissue.

There has been some news in the past h m one or two other chapters that did not get used. We are in sync now and pressing, as in other new or revitalid parts of the ER,to put as much news and philosophy in the ER as possible fmm all members. F'lease let us hear fmm your chapter. As a start, let us lmaw what bases have chapters -send a list of your officers. We have lists of officers fmm only three or four chapters. One bene6t of knowingwhere all the chapters are is that members who are TDY can attend meetings at other bases and get a little crosstalk going..

The Purpose of a Maintenance Officer Association ly Maj Dave Nakayama, HQ AFMFC/DPMRSLl and Vice Bwident, Sun Antonio MOA

It seems that we, as a national association, as well as some local chapters, are searchingfordirectionandpurpose.

A common subject of MOA newsletter articles concerns what we, as an organization, should be (or are not) doing.

"Where are we headed?" "What should our focus be?"

"What can we do at the national level to promote MOA?" "Is there too much emphasis on a national convention, on membership dkctories, by-laws, and who's moved where?"

At AFMF'C, we have the opportunity to speak with many members of our careerfield, both over thephone and face-toface. Although not all are MOA members, their concems often involve where we are headed as a career field, and what we as mahknance professionah can or should be doing about it. There is a hunger in our career field for information, ideas, and opinions, further exacerbated by the rate of changewe are seeingtoday. Itmightbe umdistic to think that MOA can totally satisfy this hunger, but it can provide a forum to paaiany till the void. Article I, Section 2 of our by-laws states: "Thepurpose of MOA is to enhance themission of theUnited States Air Forcle through concerted efforts to promote quality maintenance, professional development of maimmance officers, and an open fonun for leadership, management, andteclmical interchange." Each and wery local chapter, as wen as locations without chapters, has the capability to promote this purpose, albeit to varying degrees. As we start a new year, I would like to xcount some of the initiaIives by the San Antonio MOA

(SAMOA) Chapter in 1989, to sham ideas on how local cha~terscan attemut to satisfv that hunaer.

There is a very d i k aus;section of-maintenance officers in the San Antonio area: the San Antonio Air W c s Center (SA-ALC) Directorates of Maintenance, Materiel Management, and Special Weapons; HQ ATC Directorates of Maintenance and Technical Training; 12th Flying TrainingWing; and AFMPC,to namejusta few. Since themajority of officers were stationed either at Kelly or Randolph AFFk, we alternated meetings between the two bases in an effort to keep members at both locations involved. Early in the year, we polled the membership on what types of activities we wanted to pursue in several areas @rofessional, social, fund raising, and W t a b l e ) to promote fraternity, mentorship, andj&t have some fun! Suggestionsin the professional category included !sips to General Dynanucs (F-16 production line tour) or W m n (01-22 osprey prototype viewing) in Ft. Worth, to NAS&Houston, to Dyess AFJ3 (B-1B aircraft and facilities tom), and a tour of SA-ALC; the GD proposal received the most votes, and we went in July. There were nearly as many proposals for social functions, and we ended up enjoying a dinner-cruise along San Antonio's River Walk in October. To raise funds, we o w ated a refredmat booth at the Kelly AFJ3 Family Festival in August. On a charitable note, we made a donation to the family of the maintenance worker killed in the B-52fire at KelUy AFJ3 to help with the education of his five children.

Other efforts to provide fonuns for professional discussion included a session with Mdor General Lewis Curtis, SAALC commander, prior to his r e b e n t ; a talk on quaJity assuranceby Mr. Ray Wedge, Director of ProductW a n c e for Rolls-Royce, U.K., who was touring AFLQ; career field b r i e 6 n g s / c o e by AFMPC; and comments/lessons by Col Luke Gill, SA-ALC/MA, in the aftermath of the Kelly B-52fire. The bottomline is that we tried to take maximum advantage of the diverse cmss-section of officers in SAMOA and their years of combined experience to provide a fonun for hternity and mentorship to our members.

Can o h chapters do this? AbsoluteIy! While most bases may not have the diversity or number of officers SAMOA does, almost every base or location has a population of . . mamamm ranging from company graders through senior field graders, each with a variety of experiences they can share. Addmondly, the ER provides a vehicle whereby the entire MOAmembership, including those who may not have or belong to a local chapter, can benefit from the exchange of ideas. Another vehicle at the national level is the annual convention. We, as leaders andmanagers, willbe challenged to new heights in the years ahead by budget reductions, continued on next page

conhituedfrom previous page manpower and personnel reductions, Defense Management Review initiatives, and other constcaints. Well have to find new and bet&erways to do things. MOA can provide an excellent forum, both locally and nationally, to satisfy our hunger for information, ideas, and opinions in these challenging times. But it depends on an active and contributoy membership, one willing to share its ideas and experiences through local initiatives, as well as nationally through the ER and at annual conventiom. What are you doing at either level to help? The MOA needs your support! Like many other d c l e s pfited in the ER, this one will probably get some criticism, or at least comment, and that's great . . . after all, we'll be exchaqhg ideas, and isn't that one of MOA's purposes?

News from Scott AFB As to Scott AFB MOA activities, we recently elected the following offices: Lieutenant Colonel (Sel) Arthur B. M o d , ID Pmident: Vice Resident: Major CharlesF. Joly RecordingSec.: MajorJamesK. George C o ~ m S e c . Captain : James L.Hannon Treasmw: LieutenantColonelBenjaminH. Fallin

Among its recent activities, the chapter sponsored trips to Trans-World Airlines maintenance facilities at Lamb& International m r t (St. Louis, Missouri) and to the McDonnell-Douglas Corporation's aircraft manufacturing facilities, also in St. Louis. During our Feb 90 meeting we enjoyed a Northwest Airlines presentation outlining its mainmmnce organization and responsibilities. We also discussed ways to revitalize the Scott MOA chapter, to include changing our committee sh'uchm to orient ourselves more toward professional development. Currently, we envision that occuring through continued guest speakers at chapter meetings, and tours to military and indactivities involved with aircraft production, &cation and maintenance. We are also exploring the possibility of sponsoring a "maintenance coin" as a chapter fund-raising activity.

Finally, we intend to submit more articles for publications in the ER.

-Major Arthur B. MmU,III, USAF

News from Tinker AFB Once again, on 22 May 89, the newlymqnizedMaintenance 086cers Association (MOA) Chapter 3, Tinker AFB OK, M d elections and selected the following officers: Resident: Lt Col James Coats, OCALâ‚ŹMvU Vice Resident Maj PaulM c V i , OCALC/PMZIA Treasurer: Capt Men Brown,OCALC/MABPA sec~tary:

1Lt (Capt select) Robert Mitchell, 552CRS/MAM

On 24 Aug 89, our monthly luncheon had the pleasure of welcoming Capt Tom Leeney,OCXC/MAQQCas theguest speaker. Capt Leeney gave an outstanding briehg and disd o n on Reliability and Maintainabilityin the Air Force.

His theories andfreshideaskeepMOAmembers abreast of ongoing R&M programs.

On 6 Oct 89, the guest speaker for our monthly luncheon was 1Lt Doug Youngblood, OCALC/MAMEAS. Lt Youngblood led a h e discussion on Nuclear Hardening for the E3 aircraft. Hisbriehg gave us someinterestinginsight on the theories and concepts of nuclear hardening.

On 8 Nov 89. our monthly guest speaker was Mr. Jack Snyder, OCALCIQL. Mr.Snyderis at the leading edge of technology in the technical order business. His brie6ng on the Improved Technical Data System (FTDS) on digitized T.0.s provided excellent information on the Air Force's technol~gicaladvancements.

On 30 Jan 90, Col David Dietsch, OCALC/MAT will talk to us about what it was like to be a maintainer in Viet Nam. We are looking fornard to this valuable insight from a veteran.

In February, the assignments officers from MPC will speak at our luncheon and provide individual counseling for 40XXs assigned to Tinker APB. In the spring our options are wide open for monthly meeting topics. Right now, we are leaning towards the foUowing ideas: impact of two level maintenance on the 4OXX career field impact of proposed federal budget cuts

- 1Lt Robert E. MitcML USAF

Recognition Roundup

1989 Lieutenant General Leo Marquez Outstanding Maintenance Personnel The following maintainers were honored at a Pentagon ceremony on 5 Apr 90 as the 1989 Lt General Leo Marauez Outstandina Maintenance Personnel Award winners. The award ceremonv and banquet was presided overVby Lt General Henry Vlcceillo Jr., HQS USAF DCS ~ o ~ i s t i c s and Engineering.

Aircraft Maintenance LT COL ELIZABETHA. K4RREL.L Field Grade Manager 8 AGS, Kunsan AB CAPT FREDERICK C. JONES Company Grade Manager 4 AGS, Seymour Johnson AFB

MR. JAMES S. MELTON C M W MANAGER 1 2 FPW, Randolph AFB

MR. .U4hWEL T. 0RTT.Z. JR. CivilianManager Air Force Cryptologic Support Center W A F B

MR. B E r n M.GRVBER CivilianTechnician 1836 EIG, Iindsey AS SMSGT WLWAM S. JONES Supemisor-Mqr 6920 ESG,Misawa AB

MR. BENSON S. FUTRELL LII Civilian Technician 437 AMS, Charleston AFB

TSGTPETER M. ST.MARIE Technidan-Supervisor 2 canmunications S q u a b Buckley ANGB

SMSGT MICHAEL P. WENZEL Supervisor-Manager 81 AGS, RAF Bentwaters

AIC b&W A. CORN Technician 6911 ESS, Hahn AB

TSGT GUY S. CROSS, JR. Technician-Supervisor 1 0 EMS, RAF Alconbury SRA CHRISTOPHER J. m R M m Technician 8 2 OMS,Williams AFB

LT COL LEVI D. L O W , JR. Field Grade Manager 394 ICBM TUS, Vandenbeg AFB CAPT DA MD L.JOHANSEN

Company Grade Manager 38 TMM, w o n , Wueschheim AS W O R THOMAS J. INSKEEP Field Grade Manager 6920 ESG,Misawa AB

MR. JAUES G. VOGE Qvilian Manager Aerospace Guidance and Memlogy Center Newark AFB

C4PT JOSEPH M.RAZZINO

Company Grade Manager 81 TCF, Kadena AB

MR. S W H E N L . LEMONS CivilianTechnician Aaospace Guidance and Metrology Center

Newark m

SMSGT MIChXEL J. ROHRER Supenisor-Manager 38 T M M , SquadroR Wuesohheim AS

TSGT JOHN M.A T h V TechnichSupemisor 6514 Test Squadron, Hill AFB SRA MIGWEL R. GRISON Technician 341SMW,MahsmmAFB

LT COL JAMES A. S C H E D W Field Grade Manager 2 M d o n s Maintenance Squadron BarksdaleAFB CAPT GREG K.M l l E M W Company Grade Manager 3246 MMS, E#n AFB

MR. LAWRENCE D E W R CiVihManager 3246 MMS,Eglin AFB MR. RONNIE K. .wmLW CiVilianTacian 58 EQM, Luke AFB SMSGTALAN E. T H O U S SuwManager 343 EMS, Eielson AFB

TSGT RICHARD G. ROCK T e c h i c h S ~ r 343 EMS, Eielson AFB SGT DEBORAH L.HAMILTON T&dan 96 MkB, Dyegp AFB

1989 Air Force Daedalian Maintenance Award Selection of thewinner and runners-up forthe 1989Major General Clements McMunen Memorial Daedalian Weapon System Maintenance Award is complete. congrahllations to the following outstanding maintenance units.

Winner:28th Bombardment Wing, Pgsworth AFB SD Runners-Up: 432d Tactical Fighter Wing,Misawa AEi JA 57thFighte~Weapons Wingt NeIlis AFB NV

1989 Air Force Maintenance Effectiveness Awards Selection of the Air Force Maintenance Effectiveness Award winners for 1989 is complete. Twelve units were chosen to receive these prestigious awards in recognitionof their outstanding performance.

6 c. 438 and 514 AMS, McGuire AFB NJ (MAC) Avionics Maintenance Squadron Award

d. 36 AGS, Bitburg AEi GE (USAFE)-Aircraft Generation Squadron A d e. 432 EMS, Misawa AEi JA (PACAF) - Equipment Maintenance Squadron Award

f. 552CRS, TinkerAFBOK VAC) -ComponentRepair Squadron Award g. 48 FIS,Langley AFB VA (TAC) -ConsolidatedAircraft Maintenance Activity Award

h. 2 MMS, Barksdale AFB LA (SAC) - Munitions Maintenance Activity Award i. 90 PMMS,F E Warren AFB WY (SAC)Launch Missile Maintenance Squadron Award

Gmund

j. 1853 CMS, OEut AFB NE (AFCC) - Large Communications-Electronics Maintenance Activity Award

a. 437 and 315 OMS (Assoc Res), Charleston AFB SC (MAC) - Organhtional Maintenance Squadron Award

k 2014 CS,Hanscom AFB MA (AFCC) -Small Communications-Electronics Maintenance Activity Award

b. 42FMS,LoringAFB ME (SAC)-FieldMaintenance

1. WR-ALC, Robins AFB GA (AFLC)- Depot Maintenance A d

sguadron Award

"Lost Notes" These are the responses to the "I'm Not Lost, Are You?"feature ran in the last issue. If you have any news to report, please let us know by completing the "I'm Not Lost, Are You?" page in the back of this issue.

LTC SHARLA J. (KWS) COOK, LTC C m t l f t awipedas 58 T I W A s s t l h p CommanderforMaintenance. Since my last Ppdate to yon, when I was 58 EMS/CC, I became 58 AGS/CC and was conmanah when the 58 AGS won TAC's Maintenance i@ktkmem A w d min nation for 1989.

Ausrmlia w h I will seme as an exchange o&er (in Maintenance) with the Royal Ausbalian Air Fme. I will be doing "AFLC"type work, handlingsclredules, mntmcts and fodlities for d p o t mm'ntem e done on RAAF airorrft It is a 2 year accompanied tow.By th way, I highly recommendACSC in +t It has been a temjic expieme.

LT COL (COL SELECT) BOB DREWrrr Sme muLl ham been interesting to seo who amongst us made 0-6 last lmani!Newjob: 32&TW/MAV(Ass'tDCM), EglinAFB. ROBERT D. GRISWELL Aomotion: from Dimtm GovernmentRelations. H a w k Pacific MAJOR JOHN J. HAMMES AmMted to Mdr in Feb 89.Assmned command of tho 509th Tnm@m& Squadtvn in Dec 89 at P e a AFB, a@ serving as 509 AMS Maintenance Supervisor since April 88. Mnnied to Lt Col Nancy A. who is Commander of the 509th Field Maintenance Squadron, Pease Am, M. MAJOR JUDITH KAUTZ After my &nation on 30 May fromAir Command and St& College at M d & I am f6mnate to the heading* Melbourne,

MAJOR JOHN A. MEDLIN Will be gmduatingfmm A l V i n Sept PO. Follau-on assipnent is toMismua AB, J q m as the CRS Squadron CommMds. Sek&d for Major -Pin on date unknown but soon after actmation ofthe ommotion list Line R467.

JIMMY MORALES Recent PCS: 33AGS, 60thAMU/OIC, Eghn AFB CAP1 NANCY PETRITS-STINSON Iinstmtmaniedandmoved!IloftMvrtleBeachAFBonDPC , " 2 9 , i 985 on a joint sponsepemissive move to MacDiil AFB. I am ~ n o n t l ynm&ng as OX of the Quo& Assurance Dhision.

LTC NANCY A SHEFFLETTE Aomoted to Lt Col I May 89

Command Comer Air Force Logistics Professional Development Program (LPDP)

by Capt Ann M. Smith, AFUPC/DPMRSL I

The LPDP was established to develop a base of officers with experience in managing the wholesale aspects of the Air Force logistics system. Formerly called the AF Logistics Career Broadening Program, it was started in 1975 due to a lack of wholesale logistics experience in the office force; there were simply not enough mid-level positions in Air Logistics Centers (ALC). Presently there are 69 authorizations in 31XX, 40XX, 49XX, 60XX, 64XX, 65XX. and 66XX Air Force Specialty Codes (AFSC). The specific goals are to put the "blue suit image" in the ALC environment, expand the base of officers with wholesale logistics experience, and provide future executive level manager candidaters for top logistics positions. Air Force Logistics Command (AFLC) and Air Force Militiuy Personnel Center (AFMPC) have overall responsibility for the program.

Maintenance officers are assigned to one of the five ALCs and rotate through four major directorates (materiel management, maintenance, distribution, procurement) for six months each. They are then assigned for their third year to a position in one of these directorates.

The LPDP is highly selective. Officers must have a histov of superior performance and potential for promotion to senior-level logistics positions. Captains and Majors can have no more than 12 years of total active federal milimy service. Officers are picked by their respective assignment teams and nominated to AFLC for final acceptance.

The LPDP provides selected officers with a well-rounded, wholesale logistics background -LPDP alumni are in continual demand. If you're interested in the program, read AFR 400-30, "The Air Force Logistics Command (AFLC) Logistics Career Broadening Program," complete a new AF Form 90, and give us a call at AFMPC (AUTOVON 4873556/4553).

Squadron Commander Process

by Maj Tom Billig, AlWPC/DPMRSLI This past January, the maintenance force gained over three hundred new Majors. The large majority are itching to be Squadron Commanders. The Squadron Commander process is not a dark mystery . . . in fact, it's pretty simply.

I'll try to give you a "quick and dirty" on how the process works.

USAFE, TAC, SAC, and MAC all have a formal squadron commander board process. The b o d are usually held

every six months in the spring and fall. The process begins at MPC. We want to make sure all maintenance officers worldwide have the same opportunity to compete for squadron commander positions. We compile a list of all officers eligible to move within the next six to fifteen month time period under present PCS rules. We look at all major selects through Lt ~ o l s Prior . to an upcoming Major's board, we also include Captains in the prime zone to Major. We manually look at all the possible candidates (sometimes up to 450) to insure the computer hasn't missed someone. We then make multiple copies of this list and send it out to every MAJCOM. No distinction is made as to present MAJCOM or background . . . each MAJCOM will see all the available officers in MAC, TAC, SAC, USAFE, PACAF, AFLC, SOA's, Senior and Intermediate Service Schools, etc.

MPC does not make any decisions on who should or should not make this "macro" list based on review of records. It is strictly a factor of rank, availability to move, and quality of force indicators (UIF, Weight Management, etc.)

MAJCOMs review this candidate list to usually get the numbers down three times as many candidates as they project requirements for. This includes officers who are available to move to both CONUS and overseas commander requirements. But what happens if you're a new anival at a base, not eligible for PCS, but still want to meet the Board?

By dehition, you wouldn't be on the MPC "Macro" list because you're not eligible to move. But if your DCM and Wing Commander feel you have the potential to be a SWCC at your present installation, they can recommend you meet the MAJCOM Board from their level. The Board then considers candidates recommended from both a worldwide list provided by MPC and internally by the DCMs and Wing Commanders. If the MAJCOM does not have a command record on you, they will request a copy of your selection folder on microfiche along with a copy of your most recent AF Form 9 0 from Palace LOGMPC. This is one of the few times your AF Form 9 0 meets a fomal board, so it needs to be as current as your photo.

The MAJCOM Boards vary in composition. But when the process is complete, a list is published. If you're not on the MAJCOM SWCC candidates list, your chances of being a SWCC are slim. This list is usually approved by the MAJCOM/CC. Once approved, MPC and the MAJCOM use the list to nominate candidates to the individual DCMs Wing Commanders needing replacement squadron commanders.

Some of the MAJCOMs will provide info copies of their list to other MAJCOMs. For instance, TAC usually provides an info copy to both PACAF and USAFE. Now, what can you do to make sure you have an opportunity to meet and be selected by the MAJCOM Boards?

By far, the most important is to make sure your records are accurate and up to date, includingyour AF Form 90. Believe it or not, we have people who meet the MAJCOM Board with photo and Form 9 0 over five years old. Doesn't give a good first impression to the Board members! MPC pubcontinued on nertpage

lishes the "macm" list for the MAJCOMs usually in March and September each year. If you have more than two years on station or are completing a controlled tour, you should be on this list. If you want to make sure you meet the window and are on the list, call us. If you don't meet the criteria, you need your DCM/Wmg Commander recommendation and will be considered for your base only.

How do you find out if you made the MAJCOM SQ/CC list? Each MAJCOM has a different policy on release of names on the list. For instance TAC allows 05cers to find out if they are on the list, but only their name is releasable.

SAC keeps the list ~ lclosely y M d and does not release any names from the list.

With the changes in the entireAir Force structure,including a continued decline in the rated supplement presence in ahnost all MAJCOMs, the need for quality maimhers as Squadron Commanders is increasing. There are many officers selected as SQ/CCcandidatesby severalMAJCOMs at the same time.The adage of "command identity" is old hat. Quality 05cers are in demand.In fact, t h e are several maintenance officers on the SAC and MAC commanders listwhohaveneverworkedonanaircraftwithmorethan two engines. If you're a quality officer with a record of proven perfonname in the tough jobs in maintenance, more than one MAJCOM will be lolocking at your door.

If you have any questions canceming the SquadronCommander process, caIJ us at Palace LoB/Maintenance 0 5 c r Assignments, Autovon 487-355614553.

MAC Has a New Look to Maintenance

by Col David C. Davis, USAF Chkj Maintennnce Mrmogrement Headquarters, Military Aid@ Command

During the month of December 1989, three teams were assembled fmm MAC units to discuss three major areas, each of which is a unique challenge and all of which share mutual ~~01ution.s.

The &st area was known as Alternative Maintenance Concepts (AMC). The goal of AMC is simple: Uaintainpeacetimereadinessandwartime&ectivenessat the lowest pmctical cost, to include consolidation of offequipment repairs where it made sense to do so.

The second area was known as PmductionTeam Maintenance. The central question was, "Why do we organize ~inpeacetimethanwedoforOr-thetap o w orgadmtiolls put in relatively remote locations duringex~orwallime-ortheenmutesystem?"This question drove the team members to design an organizational structure, and the pmcesses the organization would perform, in such a way that surge activity would be just like ewyday work, just more of it.

Thethirdareawastoaddressworkwecandoonaircraft whileawayfmmtheirhomestatlons.Aaaircraftspendmore and more time away from the home d o n s and their support remuwes, we must find better ways to maintain them thmughout the system -en mute and home M o m alike.

The focus here has been to share some of the scheduled inspectiontasksacmssthestationsaswellasstructureparts ordering is more effective and efficient ways.

SOME CONCEPTS

Aa a dof the conference, pmtorype efforts have been designed to determine the most effectivemethod of applying the new approach to Special Operations Forces (SOP), strategic and tactical airlift during peace and war. Several principles were developed to guide the efforts, some ofwhich are summarked as follows: 1. The DCM of a MAC unit owns neither the cargo, the people and resources that deliver it, nor the people and resources that load and unload it. It is, M o r e , more di5cult to delegate authority over the entire ground pmessing effort since the DCM doesn't have the authority in the first instance. Consequently, some concepts of centralized authority and control remain necessary in the MAC mission environment.

2. MAC has had regionalized repair for many years, as reparable items removed fmm aucraft in, say, Turkey were sent back to a primary supply point in the CONUS for the type aircraft fmm which the part was moved, such as McGuire for all C-141s operating in the European and African areas. Likewise, further economies in CONUS operations may be achieved if like systems are r e p a i d at regional sites.

3. Many times, an en route station will discover a d i m e pency that is not mission essential, but the parts are not authorized, such as a lens cwer cracked at Guam.The part is ordered "fill orkill," andthediscrepancyisdyentepd in the f o m to cany forward The aircraft might not be back at the home station for several days or wen weeks, and then the part is ordered again. We are seeking a system whereby we can order "fill or forward," primarily to the home e o n .

The part can either be issued to the Tail Numbered Bin (TNB) or marked in supply for issue to the aircrafton =turn.

Even if the part is not available at the home station for the TNB,the backorder time can begin - while the aircraft is .dl on its mission.

4. Finally, we need to experiment with these concepts prior to command-wide implementation. There are many unknowns, and doing thingson a global scalewithout refinement could be costly in both money and capability if things go awry. continued on nextpage

TRY BEFORE YOU BUY

ConsequentIy, six distinctunits were selected to represent the fun spectrum of the MAC mission.

The SOF prototype is located at Hurlbun Field FL and began on 1March. Although already organized under the AGS/EMS/CRS format, the discusions brought about so thatmight benefit the SOF many ideas concerningp~~~esses missions, a prototype of some of those was considered necessary.

The tactical airW prototype unit is located at Pope AFB NC. Begun on 4 March, the organizational structure isbeing evaluated for various performarux factors to demmine the best ways to do things for that mission.

After 45 days of operation under the new organization at Pope, we initiated the second phase of the prototype program, the alternative maintenance approach. A select cross seaion of C-130 systems line replaceable units (LRUs) generated at Pope are being send to Dover AEB DE for intendiak level/off-equipment repairs. The Dover prototype unit for consolidated off-equipment repairs is measurjng production related variables as well as supply and hamportation impacts of a consolidated concept called for under AMC. The strategic airlift prototype unit is at McChord AEB WA. Begun on 1April, it is also measuring various performance factom for that mission.

After 45 days of operation at McChord, some avionics off-equipment repair of McChord C-141s will be performed at Travis AFB CA. Like the regional repair site at Dover, the Travis prototype unit for consolidated off-equipment repairs is measuring production related variables as wen as supply and hamportationimpacts of a consolidated concept d e d for under AMC. Finally, the MAC maintenance unit at Hickam is the prototype unit for full production team organization in the en route system, as well as an initial prototype look at performing scheduled inspation tasks and ordering parts for other station delivery in the en mute system. The start time of peso* schduled maintenance and ordering paas for other station deliwries will be determined at a later date, pendingavailabilityof ranitten inspectioncards andsystem W e s to allow ordering parts for delivery to the home stations.

SUMMARY

On the surface, MAC seems to be changing a lot all at once, a n d t h a t i s c e a a i n l y t r u e i n t e r m s o f ~ a n d j o b descriptions as well as processes. On the other hand, none of the individual changes are so unique to be termed revolutionary. Each problem being addressed, however, is inthatelyin&hvinedwiththeothersinthecontextofthe MAC mission, and resolving any one in isolation from the others would undoubtedly be frustrating.

Total Quality Maintenance (TQM) How Do We Get TQM Accepted as a Cultural Change at Unit Level?

by Colonel Bob Fray, HQ SAC/LGQ ''The ultimate goal of TQM is the satisfied quality-equipped, quality-supported soldier, sailor, airman,andmarine."

Peter Yurcisin, Acting Deputy Assistant Secretaryof Defense (TQM), June 1989.

TQM is a strategy for conlinuously improving performance at every level and in all meas of responsibility. This improved performance is directed toward satisfying such cross-functional goals as quality, cost, schedule, mission, and suitabiity. It combines fundamental management techniques, existing improvement efforts, and specialized techniques under a disciplinedstruchmfocusedon continuously improving the way we do things - from begkmhg to end.

Within the philosophy of TQM is thebasic tenet that only the customer can evaluate quality. The quality of product or services is conformity to the true requkments, and the customer is the most important link of this entire process.

To illusnate how TQM permeates every facet of an organization, and how encompassing this new way of thinking and doing reany is, we must define what a customer is.

Everyone has and is a customer. Again, the customer is the most important part of the entire production process.

The de6nition of a customer can be broken down into the following two categories: external and intend. The concept of the external customer is easily understood and of a more traditional frame of reference. The external customer receives the end product and pays for the work.

Understanding the concept of the internal customer is vital to achieving the necessary cultural change within the Air Force. The internal customer is the person right next to you receiving the results of your work. Therefore, your secretary is your customer. Your co-workers are your customers. Your boss is your customer. The senior staff is your customer. Also, you are the customer of your secretary, your CO-workers, your boss, and the senior staff. Everyone is a customer; M o r e , everyone must be involved in quality.

Quality is an attitude;a concept that is customer oriented.

The men and women in our Air Force must be given weapons, weapon systems, equipment, supplies, and materiel that are quality desipd, quality produced, and quality maintained. Equany important, at the unit l e d an environment must be d l i s h e d wherein full participation of all personnelis an inkpal part of theTQM process. Each person is a partner in achieving quality goals. Teamwork involves senior leaders, managers, supemisom, and each individual to improve service, delivery, solve systemic problems, and correct deficiencies in all areas.

continued on n u t page

continued from ptwwm pag The power of internal communication, both Maid and horizontal, iscentralto thisprocess. Regularandmeaningful communication fmm all levels must occur. It will allow a unit to adjust ways of operating and reinforce the commitment of TQM at the same time.

Axiomatic to any effort to implement TQM principles and work toward cultural change is the -tion that it is a long-term commitment and must receive top leadership support and d k d o n . It must be a long-term commitment in that it usuallytakesseveral years of improvmg qualitybefore the d t s can be readily noticeable.

However, incremental improvements can be anticipated almost fmm the outset.Focus must be con&& renewed to keep the TQM goal foremost Most imponantly, senior leaders must demo-te personal support by using quality improvement concepts in their management style at all times. They must also be ready to apply resources; i.e., manpower, money, and materiel, as necessary to enhance the process.

Probably one of the most difEcult challenges is establishing standards and measures of success. Measurement is the spmgboad to involvement. It allows a unit to set priorities, evaluateprogress, andinitiate correctiveaction as necessary.

They should rdect mqukments and changes that need to be inhduced to better achieve the stabgoals. The emphasisis on "doingthe rightthingright, the 6rst time."

Training is absolutely vital to the success of any TQM effort. The process usually begins with "awareness" training for teams of senior personnel. This is followed by ~aining for s u ~ r and s mid-level managem, then W y , training for the working-level personnel. Awareness is followed by focus and concentration m areas where TQM will 6rst be inhoduced. Remember, implementingTQM requires additional skills training,which is also conducted in

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teams.

Closely akin to training is recognition for outstandingperformance. Each unit will have its crifor awards and recognition. However, a common theme of TQM is that individual financial rewards are not as appropriate as awards to groups or team members. This is because most successes of TQM efforts are p u p achievements; therefore, group elfortshould usuaUy be thefocus of recognition. There are, of course, other considerations, some of h c h win be unit specific, and the principles of TQM must be tailored on an individual basis.

Back to the ongmal questions: "How do we get TQM accepted as a cultural change at unit level?" In short, what is needed is a total management system to influence all phasea of the unit's effort, with the goal of achieving continued process improvement in evety area of operation.

Senior leadership must provide overall guidance and direction as wen as a commitment to invest resources to achieve TQM. Management needs a process for integrating quality technolcgies and innovative management methods into all

functional areas to achieve the desired outcome, which is "customer satisfadion." The most important point here is to understand that quality must be appachedas a system.

TQM will require every person doing every activity, down to the simplesttask in the unit; to regadthemselves as both a pmducer and a customer. Each must insist on delivering and receiving quality products or services tbmughout the process. So, "what is needed?" Topdown and bottom-up total commitmen! and involvement to a continuous quality improvement program.

Where to start7 There is not a single path to achieving cultural change at unit level. As stated earlier, "Quality is an Attitude," quality is continuous; it is never at rest. It is the continuous improvementpmcess towardoptimal performance. The following ideas have been tded and proven by business as well as in areas of the Federal Government and do provide a solid point of departure.

WHERE TO START

Become familiar with TQM principles, practices, techniques, and tools.

Initiate appropriate training for all prsonnel, beginning at the top. !?stablish an environment for continuous improvement.

Focus on: increasing customer didaction, improving performance, reducing cycle time, and reducing cost.

Lnstitute process improvement teams to evaluate what is needed in problem areas.

Examine your programs and processes; find ways for improvement.

Iden* and collect stathtid data which measures the quality of your process.

Develop meehanimns to encourage involvement by all penomel.

Keep in mind that total TQM is a long term effort and results may only be realized over severalyears in some areas.

START NOW!

In conclusion, just as United States indushy is being driven by competitive pressure to mxamhe management techniques, the Air Force is being driven by budget reductions to improveproductivity andincreasecosteffectivemsa.

Total quality managanent represents a proven method that can be applied in all Air Force organizatons to inataw productivity and reduce cost. Budget pressures demand action. Most importantly, inaction wiU ul!hately degrade the efk!ivenes of om Air Force and our abiity to meet commitments for the defense of the counby.

USAFE Maintenance: Making a Difference Have you ever made the statement: ". . . the smaller the number of &jI a unit has, the greater the impact on the unit's mintmum? indicators?"

Capt Re& Jones, working out of the naoly established USME/LGR (AnaIysb), built a good case analysis that helps pmves this much quoted statement. Work through his logic, and you'll not need to hesitate in making that statement in thefuture.

The Effect of Small Numbers of Aircraft on Maintenance Indicators

by Capt Reggie Jones It has been noted and generally accepted that a small number of aircraft will have a large impact on maintenance indicators. It has not however been proven why this is so.

The reason is that fewer numbers of aircraft generate fewer possessed hours and sorties. And, it is possessed hours and sorties that are the basis for many important measures.

To illustrate, we will compare the effect on a 5 aircraft wing vs an 18 aircraft wing, given the following: WING A

WING B

A/C = 18

A/C = 5

The total possessed h o w for one aircraft for one month of 31 days is: 1A/C = (24hours) x (31days) = 744possessedhours

5 A/C = (24 hours) x (31days) x (5NC) = 3720 18 A/C = (24hours) x (31days) x (18A/C) = 13392 The information above assumes that all aircraft are in the standardCC possession code for one month continuously.

Now, all mission capable rates are based on mission capable time and possessed hours which is:

And, if both units lose 500 hours: Wing A -> MC% = wing B -> MC% =

12892/13392 3220/372n

= 96.26%

= 86.56%

We see here that a greater effect courses on Wing B than on Wing A. The rate of deterioration is: Wing A = 2.69% - 100 hours Wing B = 0.75%- 100 hours or Wing B = (Wing A) xc (3.59)

This can be plotted using a few more data points and the overall result shown. Remember, this is only good for comparingbetweenawingof5aircraftandawingof18aircraft using the numbers of possessed hours only for this case.

Similar results can be shown for other situations.

A similar effect can be shown for TNMCM and TNMCS rates.

For indicators using sorties as a base for calculations, such as breakand abortrates, let us lookat another example:

Wing A = 350 sorties average per month Wing B = 70 sorties average per month Break rate = X cd WC hdina wilh at l o u t one maimd i s c r = p a n ~ ~sonlea h.~~ Floum

Depending on the size of the denominator, the effect of losing mission capable hours will be large or small on the overan calculation. In the above case, if each wing lost 100 h o w to not mission capable status from their possesshours, the result is:

As shown before with mission capable rate, the same can be shown here, but with thereverse effect. For the following data:

Wing A -> M C ! = Wing B -> MC% =

WwA WwB

= 99.25% 3620/3720 = 97.31% 13292hs9z

Similarly, if both units lose 200 h o w the result is: Wing A -> MC6 = 13192/1s92 = 98.50% Wing B -> MC% = 3520/a720 = 94.62%

ODisc 0% 0%

1Kk

2Disc

286%

.57%

1.42%

5Disc

1.43% 2.85% 7.14%

lODisc 2.85% 14.3%

The deterioration rate here is a bit more approximate here than before with the MC rate, but a relationship can be found such that:

Wing A = .2859% - 1Disc Wing B = 1.428%- 1Disc or Wing B = (Wing A) x (4.999)

units performance over aperiod of time,and use this method to arrive at a generalized deterioration factor for each wing and use this generaked modeI to predict what mission capable rates will occur under a given set of conditions.

Using a generalized approach, we can set up a table for a given number of aircraft and possessed hours. Such a table and the graphic illushation foUows:

Now, let's see how wen this theory works in thereal world under real conditions. We will examine the 26 TRW (18 PAA, R F 4 ) and the 66 ECW (5 PAA, EC-130H) since they come the closest to our example above. For the month of October, the data is as follows:

PossessedHrs 3720

%Loss/ 100hours 2.69

Determiningthedeterio~atimbasedmthepossessedhours: 1OOfiLoss 26TRW 99.199% 66ECW 97.42% 26TRW= .8%-100hr 66 ECW = 2.58%- 100 hr

20OHrLoss 98.399% 94.84%

300HrLoss 97.599% 92.26%

We can see that with the larger fleets, thepercentage loss is very small. For the smaller fleets the percentage loss is somewhat larger. What this means is that for equivalent losses of possessed hours,thesmaller unit will lose a greater percentage than a larger unit. This is as one might expect to have happen just by pure inspection. Another observation is that losing equal percentages of possessed hours between large and small wings means the number of possessed hours lost by the large wing wiJl be p t e r than that lost by the smaller wing. This means a larger wing can absorb the shock of a bad month with some latitude. The smaller the wing, the less it can afford to absorb.

The same approach can be used with similar results for those indicators using sorties as a basis for calculation.

The MC rate should be for the given loss of possessed hours above for each wing: 26 TRW = (.8%I100 hr) x (12496 - 8496.2) = 31.99% loss = 100%- 31.99% = 68.01% 66 ECW = (2.58%/ 100 hr) x (3878.0 - 2720.2) = 29.871%losa = 1Wgg - 29.871% = 70.13%

As you cansee, the hypothetical compares favorably with the actual data. The next step is to compare this method to larger size wings. Then,the-6nal step is to approximate a

Letter to Editor Dear Sir: I have to concur with my fellow MOs about suggesting the Board of Directors write articles for the ER. Why? You are at the "top of the heap," so to speak, and probably know what is h a p p i n g in the Air Force from a broad perspective better than anybody else. This is evidenced by the ABDR article written by the Air Staff PEM for ABDR, Lt Col Packard. It is there, where you are, that information on new initiatives, program stam, studies, etc., is best known. So take advantage of it . . let the MO community know what's new or going to be new.

The ER used to have a "Now It's My Turn" section.

What happened to it? I lauw there were opinions expressed that sometimes sounded like 'Wah, wah I'm not getting treated fairly'' but so what? Some of those incited others to the point they had to write a rebuttal or it generated additional comments by others, Stimulate some of these, get people to want to express opinions. Ask the MOs their opinions on new programs like: What do MOs mdly think about Rivet Workforce and what are somechanges theywouldlike to see?

How do SAC MOs like ROLS? How is thetwo levelmaintenancetest goingthat's happening at Wurtsmith AFB? Is it true thatother B-52bases have no spares on their shelf because they're d in the pipeline between Wurtsmith and Wamer Robins to "pmve" that the system works?

The point is this. There are a host of issues going on in the Air Force and the Executive Board there has the insight into them. This Board needs to serve not only as a pipeline (or mouth) for the MOs but also as a catalyst.

-John A. MedIin, M&

USAF

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MOA Financial Statement I st Quarter 1990

..

Beginning Balance Revenues Expenses Balance

Quality TOOISand Clothing-

m u g h quality tools and clothing, we can help to insure the type of maintenance bemg performed. Each supervisor now has the means to equlp hisher people with the best technology avdable.

Why the Line Maintenance Officer Should Worry About Them The Air Force and especially the Strategic Air Command has attempted to rectify two areas in need of improvement: tools and cold weather clothing.

For years maintainers have complained about the quality of the tools they have been given to fix sophisticatedaircraft.

The most frequent comment is: "You give me a ten cent tool to fix a multi-million dollar airplane." How often have you seen a simple job delay an aircraft because of a tool that was inferior to the task? Too o h !

Recently, SAC took the lead and gave its units the option to seek out and purchase quality tools of their own choosing.

The guidelines were simple. Pick a tool that will last &om a vendor who will back up their product. Combine this with quick availabilityof replacements for brokenidamaged items and you have a quality tool. The real key to this program is the latitude given to each unit to pick and choose what will work best for them. The ultimate goal, of course, is to produce mission-capable aircraft. You enhance your ability to do thisby putting a dependable, quality toel in the hands of your crew chief or specialist. Gone, or at least substantially reduced, will be the delays caused by a broken apex or a stripped socket.

An& area that has not kept pace with c-t modernization programs is the improvement in cold weather clothing. Many of the items currently issued represent outdated, pre-Korean wm technology. There has been little change in the past 30 years.

In 1987, HQ USAF established a Blue Two Personal Equipment Tiger Team to evaluate the current cold weather clothing needs of aircraft maintainers. The E I T represented over 400 years of aircraft maintenance experience. Their research and recommendations produced stateof-the-art cold weather clothing which has been and continues to be field tested and is now available for local prccurement.

These items are made from modern synthetic materials such as Gore-Tex, Thinsulate, Cordura Supplex, and other high-density piles and thin synthetics which have a high heat retention to weight ratio. These enable manufacturers to fabricate clothing which keeps the user warm and dry for extended periods inbitter cold temperatures while simultaneously reducing the bulk and weight to s~gnificantlyincrease mobility. The bottom line is increased comfort for the maintainer. With incxeased comfort comes increased productivity, safety, and maintenance capability.

The testing of various materials and different cold weather ensembles continues in an effort to fmd the right combinations of durabihty, warmth, dexterity, and uniformity. Stand a d z e d cold weather clothing should be available through normal channels in three to five years. Until then, units should seek out and locally purchase cold weather clothing which possesses the qualities mentioned earlier.

University of Texas at Tyler Offers Logisticians Master of Science in Technology Degree

by Capt Dan Bliss In a new program, the University of Texas at Tyler is offering a Masters of Science in Technology degree. The prwam is designed to offer an alternativelogistics management degree for logistics personnel unable to fit in a long tem Air Force Institute of Technology (AFIT) program. As part of the Logistics Civilian Career Enhancement Program, the CivilianPersonnelManagement Center at RandolphAFB sends 10 personnel a year. Fifteen active duty military personnel are selected from the applicants for each class.

If selected, students will attend two on-campus courses for the first four weeks of each semester. The course of study extends over a two year period (four semesters). Before the sessions begin, books and reading assignments are mailed to the students. During each four week session, the students will receive 90 hours of instruction on each subject. The remaining course work will be completed after reto your home statlon. At the end of the four sessions there wiU be a comprehensive oral and witten examination that covers all course matenal. In addition to the 24 credit hours of on-campus work, each student must transfer in 12 support hours. Students will also be required to do a f o n d research paper on an Air Force approved subject.

Active duty students can attend by using non-terminal bootstrap permissive TDY.The University of Texas at Tyler will award active duty students a $400 scholarship ($100 per semester). Students TDY to the university qualify for in-residence tuition rates and may qualify for VA/VEAP assistance. All costs for travel to and from the University, meals, housing, etc., are provided by the students. The university does not have dormitories but will obtain a furnished apartment for you. The a p e n t s are within easy wallring distance of the university and cost $300.

The next cycle is scheduled to be& September 1990 and will complete May 92. Logistics personnel interested in the University of Texas at Tyler program should contact HQSACLGMMQ, CaptainPaul Gacke,AVN 271-2229.

About theauthor:Capt Bliss is c d y enrolled mtheMasterofScience in Technolow at the UniversiN of Texas at Tvlff. He is assimd - , ar n m l n t e m c u stati offixr m ihr D& Systems Branch, ~m.ctor;u ol Aimaft Aliuntr.tun;e, L)W: @tics, Hradqumer; Srrarcgtc Xlr Command.

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(2

It's Free, Isn't It?

by Mujm Po& Peyer, HQ USAF/LEXW nance directly affects Air Force readiness. Consequently, there is a mong sensitivity to the accuracy and impacts of shodalk in depot maintenance funds.

How do we decide what doesn't get done? AFLC works with the major c o d and the Air Staff to establish a priority repair strategy. Traditionally,PDMs, ACIs, andmissile maintenance rank full funding for core work. Some exceptions indude a reductionin depot's paint and negotiated workload programs. Also, we havein the past delayed repair of crash damaged aircraft. Engines and component repair levels are adjwted by targeting stock levels. In these areas, AFLC attempts to manage the repair process based on the urgency to make sure the pipeline assets continue to flow to the units. This usually means not all the black boxes and engine parts sentto depotgetrepairedimmediately.Usually, this results in the base units doing more work and also we have seen an increase in cannibalization which indicates the major commands are working hard to keep readiness high. Depot repair of other equipment (e.g., vehicles, communication elecmnics, suppoa equipment etc.) and embedded software is d e f d to minimum levels.

What's the fubm of depotmaintenance? Funding is being maintained at a fairly constant level with requirements so our backlogs will wnain constant over the next few years.

Because of some recent policy decisions, the program will be managed ditferendy. Starting in late 1991, the large chunk of funds associatedwith the exchmgeablerepair will be distibuted to the major c o d . This will show up in yourflyinghour O&Maccounts. Then,for aunit to receive depot repair of NRTS items, they will have to pay the costs.

The remaining parts of the depot maintenance, such as PDMs, ACIs, and engine overhauls, willstill remain with the AFLC managed depot maintenance funding.This will reduce flexibility to mpread future funding reductions and forcetheMAJCOMSto more criticallv&ewm actions.

Some good, positive words on depotmaintenance and then I'll quit. So far, we have not grounded aircraft because of the lack of funding. Most of the really critical work gets done. In the coming years of smaller defense budgets,-the big bosses here in the Pentagon still insist on stable levels of logistics support. Believe me, they are not avingup depot maintenance d o h on a whim. Lots of people and comrnitteesare lookinginto how to do thingsbetter, more &ciently, and at less cost. New ideas have a way of bringing approaches to old problems. We still have the goal to pmvide a defense which is ready to 6ght and capable of sustained operations. With this in mind, the keepers of the depot maintenance budget always look toward maintaining our forces in the best shape possible.

Depot Maintenance -that program which pays for Program Depot Maintenance and Analytical Condition Inspections (PDWACI), plus a host of other things you take for granted -doesn't directly cost the user any unit funds from their Operations and Maintenance (O&M) accounts. However, it's not free work. In fact, depot maintenance prugrams cost the Air Force a sizeable chunk of the overall O&M program Costing about $3 billion a year, depot maintenance is over 60%of the AFLC's O&M budget. As a maintenance officer only worried about the work I could see, I found this rather surprising. Now that I'm here in the puzzle palace and am responsible for submittingthe depot maintenance budget, I'm learning a lot. I'd like to let other MOA members in on a few of the ins and outs of the program.

What is depot maintenance? Try this dellnition on for size, it is the very same one we send to Congress to describe the program. "Resources [which] pmvide for purchases of Programmed Depot Maintenance (PDM), Analytical Condition Inspections (ACIs), major maintenance onmkdes, the overhaul and repair of enginesfor aircraftand support equip ment, the repair of other major equipment items,and the repair of exchmgeable components." In fact, this last category, exchangeable repair, accounts for over 50%of the depot maintenance prugram. Not very visible, but certainly very important to keep those NRTS items repaired.

How is depot maintenance Gnanced? For the most part, AFLC develops the budget for depot mainkmwe. They compute the mphments through an elaborate process of compiling and validating the technical and pmpmmatic factors which drive the maintenance. Things which affect the amount of maintenance include inventory, tlying hours, break rates, age of systems, and customer demands.AELC then submits its r q u k m n t s to Air Staffwhere it competes within the PPBS process for 6nancing. Funds are provided to AFLC for execution on behalf of the Air Force. (ANG, AF'RFS, MAC/ASIG and AFSâ‚Ź do likewise).

What's the hub-bub about depot maintenance? Depot maintenance is usually a topic of conversation anywhere around Corona Conferences (Chief of Staff pow-wow), LG bri-, or general officer discussions. In the past, prior to 1985, depot maintenance had good funding status. But then with tighter fiscal constcaints, the pmgram requirements exceeded the funding lewls. Not all the work could be done, something had to be delayed, deferred, or eliminated. As aresult of these unfundedmphments (affectionately called backlog), C o w s and OSD became very interested in the detaih of depot maintenance requirements versusfundingstatus.Althoughwearestills~to develop the precise correlation we know that depot mainte11

Stock Funding of Depot Level Reparables

Air Base Operability (ABO)

by Lt Col Rich Meinhart, HQ USAFILEYS

ABO is the ability of the combat support mcture of an air base to support continued combat sortie generation. It's ahat we do to defend our bases, make them more d v a b l e , recover them after an attack, and continue to generate aircraft in a combat environment. For you in thecombat theaters, ABO encompassesyour daily planning and preparation to make sure your unit is able to meet its combat mission taskings.

Some people have difEculty understanding how ABO relates to maintenance. One of the most visible maintenance ABO propms, A i d Battle Damage Repair (ABDR), improves our capability to return battle damaged aircraft to combat. Some of our ABO emphasis is concentrated in aircraft design, such as short takeoff andlanding capabilities and on-board oxygen and nitrogen generating systems.

Other ABO efforts include c o n s t ~ d k semi-hardened g shelters and installing in-shelter refueling hydrants in combat theaters. 'Ihese and many other programs are designed to improve our combat operabilityfrom forward bases. Neither these nor other new efforts are stopping. In addition to continuing R&D efforts in ABO areas, we are establishing base design principles to ensure that future construction and planning consider operability and survivability. And the list goes on.

Recent events may have given some people the idea that ABO is no longer important. One such event was thetransfer of much of the mponsibility for ABO h m the Air Staff.

HQ TAC picked up ABO management responsibility, putting the user decision making power at the proper level.

Programming mponsibility will stin be within the Air Staff.

This change was made, not because of a lack of ABO importance, but because the program should appropriately be managed at MAJCOM level. Although the O m have changed, the need for our air bases to be able to operate in a combat envimnment is as important as ever.

A second event that led people to believe ABO was losing importance was the cancellationof Constant Demo 91 (CD91). CD-91 was programmed to be an extensive demonstration of new and existhg ABO capabilities, but it was cancelled in December to help pay other Air Force bii.

With the hghteming of ow collective Air Force belt, this is only one of many programs that met the budget axe.

Does that mean theAir Force feels that ABO is not important? Dehitely not! With the changingpolitical environment around the world, ABO is becoming more important than ever. If fewer bases will be available to fight from, it is critical that those bases continue to operate in war.

As long as the Air Force must operate from air bases in forward areas, ABO will continue to be important and we, as maintenance officers, should be involved. Whether assigned to a wing with ABDR respansibilities, a staff job making policy, or a development agency prepanng for the future,we canhelp make air bases more operable. We must accomplish these duties with ABO in mind and foster ABO thinking in our organizations.

by Lt Col Don Peabody,AF/LEYW

As one of the Defense Management Review iniMves,

the Air Force has decided to stock fund depot level repardbles. The next few paragraphs will address what this inidtive means to our base level maintainers.

Cumntly reparable spare parts coded XD (that means the final condemnation decision is at the depot) are issued free to users. Under the stock funding concept, users of these parts will pay for these with their operations and maintwance money. This is what occurswhen base customers buy consumable type parts such as bench stockmateriel.

There will be a slightly different charge and credit process thanused for consumablemateriel. For example, when you order a serviceable XD part from base supply you will be charged a standard price. If you repair the bmken part off the aircraft you will be credited at the same standard price when you tum it in to supply. However, if you cannot repair the part, it will be sent back to the depot and you will be credited at a lower net price. The difference between the standard and net price will pay stock fund costs which includethedepotcoststohyandrepairtheseparts.Simple, the due-in-from-maintenance process will be thesame, but there will now be financial masactions on that process.

Base level mainfahers will now have a financialincentive, in addition to the current mission incentive, to repair parts.

Funding will be h a n s f d to the wing to pay theadditional base O&M costs. However, money currentlyin theAir Force budget for repair and procurement of reparable spares was reduced by approximately tenpercent because of this initiative, so there is less money available for &er.

Basically the financialincentive to repair parts at base level is expected to reduce demands on the depot and overall logistics costs.

When the Navy implemented this concept for both aviation and shipboard spares demands on the depot were reduced by more than ten percent and readiness improved. The challenge for our maintainem is to improve the base repair process both smartly and e5aently.

The concept sounds simple enough, but there are major f i n a n d and supply data system changes both at depots and bases to implement this concept. In addition there are major budget and training challenges. For these reasons, base customers will not begin to pay for these spares until Jan92.There is an Air Force implementationworkinggroup reporting to a Stock Fund General OfEicer Steering Group that is responsible for implementation of this concept in the Air Force. A base level panel chaired by a maintenance officer from the AFLMC with representatives from the mahknance, supply and comptro11er communitiesfromthe MAJCOMS is respcnsible for changes to base level systems and processes as part of the implementationworkingp u p .

If you have questions call your MAJCOM representatives.

14

JP-8 is Coming Selectively to the CONUS

by Lt Col Tom Ashman, HQ USAF/LEYS Be prepared! Recently the Air Force reached a decision to selectively inwduce JP-8 jet fuel to locations in the Cont i n d United States (CONUS). The decision was based on the mqdiiied advantages JP-8 provides over JP-4 in the areas of safety, survivability, and environmental compliance. JP-8 is a kerosene-based product wry similar to commercial jet fuel but with a military additive package.

The selective CONUS program is envisioned to focus on those locations des@a& for new weapon system support, having envionmental compliance problems, or involved in major h a f t maintenancefunctions or unusual operational refuelillgs.

JP-8, of course, has been around for a long time. It stems from a Required Operational Capabilitydemandestablished

by TAC in 1967. The reason - too many a i r 4 being lost to enemy fireinVietNam. In 1976,JP-8 was M u c e d into the UK. Conversion was completed for land-based aircraft in 1979. NATO finany agreed to make JP-8 its standard aircraft fuel in 1986 and drove multilateral conversion in 1988. cumdy, only Turkey retains JP-4 in Europe, and that m&on is based on their inventory of older T-33 aircra& NATO presently is working to continue the Single Fuel on the Battlefield initiative and establish JP-8 as the standard p u n d fuel for mobile equipment.

Pacific Command attempted to introduce JP-8 into the WESl'PAC area in 1986, but their efforts were delayed because of Korean and Japanese apprehensions. USPACOM is dusting off the initiative. Pacific Air Force recently has stated its support for a conversion to a kerosenebased jet fuel at several bases in PACOM. They are recommending either JP-8 or JP-5depending on the degree of Navy presence at each location.

So obviously the precedent and justification for JP-8 usage are sound. The introduction of the product into the CONUS, therefore, is no surprise. The only two bases currently identified for conversion in FY91 are McCleJlan and Whiteman. Additional bases are being considered for later conversions. The Air Staff, together with theMajor Air Commands, is working with the Defense Fuel Supply Center in selecljng a conversion program which is supportable and has minimum commercial repercussions. The CONUS conversion initiative is for aircraft only and will not include ground applications.

Logistics Officer (LOPD) program The following is an update of the above program, which was first announced in the last ER newsletter: BACKGROUND: The concept for this program was first discussed at the Spring 1989 AF/LE Board of Advisors @OA) mee-.

It met with general acceptance, and followon formal feedback &om the MAJCOM LGs was also positive. The Fall 1989 BOA formally approved the concept.

An ALMAJCOM 0-6 working group met in late Jan 90 to work out the details. AF/LE implemented the program in Mar 90 with the following guidelines PURPOSE: The Loglstice Offlccn Professional Development Program is daigned to develop more effective and more experienced senior logistics officers. A primary method to achieve this is by formal a u d o w i n g of logistics officers into other logistics specialties, normally for one assignment - and then returning the officers into their primag,or "core" AFSCs.A secondary method is by professional development in different types and levels of jobs within one's own specialty.

APPLICABILTPY. This program is applicable to the following lo&cs AFSCs: 31XX, 40XX, 60XX, 64XX and 66XX: Other specialties, oitside of logistiis, are highly encouraged to p d a p a t e in mutually beneficial ms&.ow programs with logistics. These prognuns include BEST (Broadeninn -ace Tour) for AFSCs 26XX. 27XX. A d 28XXyCii ~ngineering b o d o w program fbr AFS6 55XX; and Communications-Computer Systems aosdlow program for AFSC 49XX. PROCESS: Logistics broadeningass@nmm will be made

by AFMPC after considering needs of the Air Force, formal LOPD recommendations made by MAJCOM Logistics Officer Review Panels, the commander's recommendation, and officer's desires. a. MAJCOM Logistics OEcer Review Panels will normally be convened i d chaired by the Director of Lopistics (LG),or their designated representatives. The MAJCOM Director of Personnel win provide appropriate support. For commands not having an LG, or where signiscantnumbers of logistics officers do not fall under the Director of Logistics, Logistics Oflicer Review PaneIs will be as designated by the MAJCOM Chief of Staff.Specific make-up of the panel will be determined by the MAJCOM/SOA, but should include functional representatives fmm each of the logistics disciplines. b. Logistics Officer Review Panels will be conducted at three points during an officer's career: (1)Upon completion of 5 years total active commissioned service. (The first of these was held in Mar 90, and considered the '83 and '84 year groups. A second board will be held in Jul 90, and consider the '85 year group) (2) After meeting the 0-4 selection board, and results have been announced.'

(3) After meeting the 0-5 selection board,and d t s have been announced.'

Q7ikem not selected fa0-4 and (F5 toil1 not be roMidcred faemqtlow,buttPcommendah shouldbemadefafurther pfasional deoplpment within their r n AFSC jf

*

c. Review Panel Considexations. As a minimum, the MAJCOM Logistics OBcer Review Panel will consider: (1) Commanda'srecommendation,viaAF Form90" (2) OBcer's desires (AF Fom 90)" (3) mcer's Personnel Record" (4) ~ C P Qe r s 0 d XeF' (5) . , APMPC imuts: a, mssflow quotas by AFSC. This will equate to approximately 10% of the company grade assignments for each calendar year, and appHes only to the 5-year review panel (There will be no quotas for the other two review panels). b. a critical job list -based on known AF needs (6) Other MAJCOM inputs as desired "'pmoidod by W C O M D P .

d. Rwkw Panel Recommendations. The Lqistics Officer Review Panel will prwide 1ogMc.s officer professional development reco&ons, The panel d u s e the formats outlined bdow. The recommendations will be forWardedtoAPMPCtoassistinmakingassignmentdecisions.

A copy of theform will also be forwarded to theCommander/ Supervisor making recommendations on the individual's AF Form 90.Recommendations consist of: (1) Recommendationto stay in core AFSC,or to mssflow into another logistics +ty.

(2) If to crosSnow, a recommended prioritization of dties, (3) If to stay in core APSC, a recommendation on types and levels of assignments.

(4) Suggested timing for recommended action (crossflow will occur within two years).

(5) Recommendation on whether action should be through Po4 or PCS. (6) Other comments by the review panel.

(1) Wing commanders (or equivalent) have veto authority if d o w action at a particular time seriously impacts d o n accomplishment.

(2) M o w s will norm& be assianed - to unit level (3) Minimum time in the professional development cmssflow specialty is the minimum upgrade time for that specialty IAW AFR 36-1. Normally, officers will be rehuned to their core AFSC after one duty assignment.

(4) There is no preferred source of Crossnow candidates for any AFSC, but they must meet minimum entry level requirements under AFR 36-1.

(5) SOAS, andorganizationswithsmalllogisticspopulations generany will not receive crossflow officers due to limited flexibility and unique iob requimnents.

(6) AFMPC will a block &ip&t code upon individual's selection into the program. An adgnmem availability code willbe placed on the individual upon msstau& (7) AU m&ow officers will receive AFSC awarding .. t'a'n'x.

(8)An SEIwill beawardeduponprogramcompletion.

(9) Approximately 10%of each year's company grade PCS moves will be targeted for crossflow.

(10) The process willbe the same forbothpriorservice and non-prior service officers. f. P r w Assessment. Overall program effectiveness and progress will be briefed at least annuany to the AF/LE Board of Advisors by AFMK/DPMRSL (Palace Logistics Branch Chief).

The bottom line on thisprcgram is: Our senior logisticians believe there is a need to broaden the experience base of our future senior leaders. The LOPD program is designd to select some of our most promising officers and offer them the oppommity to gain in& experience within the logistics community. If you want to be selected, the first step is to update your AF Form 90. Then, talk to your commander. If you are selected, consider yourself me of the privileged few, and leam as much as you can during your broadening asipment.

A

'G

Share your comments, reactions, and requests in Leners to the Editor.

fun. it's cheap. and you map get published.

It's

It's Your Turn should be) dedicated to professionalism within the maintenance career field.

It bothered me the other day to be reminded that 1was, in effect, o v e ~the hiU since I'm closer to the end of my c a m thanto the beginnmg. Sad but true, at least fmm my ppective. But for every one of us veterans, there is another lieutenant about to pduate from Chanute or Lowry. They are theoneswho canmostbenefitfmmtheM0Aifwevets stop our complaining and start to build the type of professional organization that we want. And the first step in that process is to join up and get involved.

So there you have it -the confessions of a former MOA basher. I've changed my ways and fully intend to give the MOA my best as a professional maintainer who,like most of you, desires to raise this career field to the next higher level. While the MOA, as it exists today, is not necessarily the entire solution, it's close enough to make it worth a try.

Any other takers out there?

Confessions of a Former MOA Basher

by Lt Col Don Wetekam, HQ U W L E Y Y

"Why bother with the MOA? What's in it for me?"

Like many maintenance folks, those questions summarized my attitude toward the MOA for many years. After all, my name had been submitted for membership on three different occasions. And I hadn't ever heard a reply or received a membership application. So I figured that after 16 years in air& maintenance, nearly all of it on theflighthe, they could just keep their stuEed-shirt organization right there where it belonged - in the Pentagon and I would save myself twenty bucks.

WeIl, the inevitable £inally happened, and now I too have been sentencedto thePentagon. More importantly, I recently listened to one of my bosses give his annual MOA membership pitchand, surpriseof surprises,I foundmy own attitude toward the MOA staFting to come mund. So I forked over twenty bucks and now feel the inclination to share some of the ideas which helped change my mind.

No, the MOA isn't a conpdonal lobbying organziation which is going to magically enhance the status of maintenance officers around the USAF.We are going to have to do that omelves, and the existence of a viable organziation of professional maintainers can go a long way toward that end. And you can't measure what can come fmm such an organization in any quantifiable terms. It ought to be an association of professional U e r s who are interested in sharing their experiences and opinions for the betterment of their profession. And those of us here in the Pentagon don't have a corner on that market.

I regret that in my three years as a squadron commander I did not recognize the potential of such an organization.

During that time, I saw a number of good young maintainance o5cers come through the unit who could have really benelitedfrom an active, worlang MOA. And whjle I always took my officer career coundng duties seriously, I never considered the MOA as a potential conh3butor. Yes, I'm sure those eager company graders may have received some small benefit limn my hours of boring "war stories." But MOA membership could have imparted many times that experience (and done it a lot less painfully for those poor folks in the squadron). I wish I had it to do over again.

This shouldn't be an organization which is run by or from the Pentagon. You guys and gals in the field are the ones turning the wrenches, so let's hear frum you. If you are one of the "newbies" in maintenance, talk with your co-workers and see if you can generate a little interest in the organization. If you're one of the "oldheads," talkwith the folks you supervise/command and point out some of the benefits of belonging to an organization which is (or

Synergism Through Foreign Military Sales (FMS)

by Capt Dave Folieri, HQ PACAF/UO

Those of us who have spent most of our careers on the flightline usually don't appm5ate AFLC depot funding constraints. All we care about is getting our repambles back h m the ALCs in a timely manner. With recent cuts in Depot Repair/Modi£ication Funds, D WM (previously called Depot Purchased Equipment Maintenance Funds, DPEM), our FMS customers are helping ease the situation, especially for F-16s and C-130s.

EMS customers contractwith USAE for fonow-onl w c s suppoa through Cooperative Logkiics Supply Support Arrangements (CLSSAs). The CLSSA customers are assigned a Force Ac!ivity Designator (FAD) and receive AmX3 support on an equal basis with USAF units having the same FAD. The CJ.SSA is comprised of 2 portions.

Under EMS Order (FMSO) corn, the customer pays an estimate dollar value of the total i?itiaI list of items and quantities to be stocked and maintained on order from procurement 8 0 m to support the repair of customer's equipment by an AL€. This increasesthe quanhties of spare parts m the ALCs available to fix items sent in for q a u . These spares are comingled with USAF funded assets,and therefore available to repair USAF'items when the USAF funded level of spares has been depleted.

In the case of the F-16, over 900 have been delivered to EMS customers and 400 more are on order. (These figures include F-16s built by GD, SABCA,Fokker andTAI.)When you compare these numbers to the 1600 F-16s in USAF', it becomes obvious that almost 40% of the parts procured and stocked to support F-16s are EMS funded.

17

.

MUNSS Site.. What's That?

by Capt C a w W.Hughson The ah,Capt C a s q Hnghson, is i s t l y assiped to the USAF TacticalAir Wmfm Center (TAWC); he spent a yem (Jnl88 Jul89) at Balikesir, Turkey, and M d b e s many of theposrtfoe~ofaMUNSSasaignment.

Q@m intemted in projected MUNSS assignments h n l d call HQ AlWFC Palace LqlMahtmmm atAUTOVONa87-3556/

Your capabilities will be challenged twice a ,yearthrough HHQ inspections. The combined IGinspectionincommtes both theNuclear Surety Inspection a d the Unit Effectiveness 1n.spection.TheNATOTac Evalis a test of your wartime capabilities, taskingyour Command Post operations, chernical warfare defense, full scale generation and MUNSShost interopmbility. The two inspections really gauge how well you've done, and if you excel, your elT0rt.s are recognized at the headqumers level. However, the converse also applies.

In a nutshell, a tour to a MUNSS is a chance to career bruaden without leavingthe maintenance career field. You'll have a chance to really flex your muscles and test yourself, The experience you gain by w o r m closely with a foreign nation's Air Force is invaluable, and you can get base level expertise with small unit comradery. This can all be done either accompanied long or short, or remote. I obviously can't cover all aspects of a MUNSS in this article, so if you have any questions feel h e to contact me (Turkey/remote/ 12 mos) or Capt Tim Shockley (ItalyAong/lS mos) at AV872-3667, USAF Tactical Air Warfare Center, F$in AFB, FL 32542. HQ MPC can also provide locations of the different MUNSS detachments.

If you h o w of any other well-kept munitions secrets, help others out by contachg MFC ' and publishingyour information.

-

4553.

How many 4054ks out there are facing either a long or short overseas munitions assignment, but can't decide what you want to do? What can a munitions type do in USAFJZ besides run a bomb dump or work in Weapons Safety?

Well, I'll let you in a well-kept secret that does not get much publicity in the munitions world. Gettingassigned to aMunitions Support Squadron (MUNSS) in USAFE can be the most interesting tour you will have in the Air Force.

There are 10 MUNSS sites throughout Europe with positions for 44354As. The mission of the MUNSS is to support the NATO stdke commimnent by providing the custody, maintenance and loading technical support of special weapons to our allies in whose countries we serve. Since these units are tactical delivery units flying F-16s, F-104s and Tornadoes, you will have the opportuniity to work with TAF aircraff. The special weapons experience is a real chdlenge for office~swho have never been exposed to that arena of maintenance.

Each MUNSS has a Maintenance Supervisor position (Major), an OIC of Mc-e and Inspection (Capt) and a Load Monitor OIC (Lt or Capt). There are 8 officers total at each site, covering a wide range of APSCs. You'll have the vtto work cl& with m a l e who vou won't no& deal-with in a typi& maintenance o&kation.

A MUNSS is actually a condensed version of an operational base. There is the maintenance section, security and custody, MWR, medical technicians, supply vehicle maintenance, mining and postal specialists, to name a few. You gain in-depth howledge of what these people do and how they affect a unit. You will alsohave the chanceto experience your host nation's culture much more intimately than you would at a large base.

At a MUNSS, you'll work closely with the host nation foreign nationals on a daily basis. Much of your @and facility maintenance is performed by the host. You'll help organize joint exercises, provide inputs for w e contingency plans and direct operations that are key to the success of the Empean Strike Pian. Each officer (except the Commander) also becomes cexd6ed as an Emergency Actions OBcer, otherwise known as a command post mntroller. In the Squadron Command Post you win encrypt and decrypt USCINCEUR strike messages, use satellite communications equipment and participate in commandwide exercises. One of the more exaaspects of a MUNSS is that each maintenance officer has an immense amount of msponsibiity, yet also has the leeway to run with the ball and test hisher managerial sldlls. You're on the hmf lines at a MUNSS, maintaining a vital link between the U.S. custodians and the allied host nation.

..

Red Chief

by Cqpt A.E. sS,num Robins AFB, GA Reverse field telescope - the near is far And feelings fall into focus.

Brilliant British sunlight behind the clouds Bursts f o f i to ifluminate the olive-drab aew chief Running, mmhgforhisairplaneshininginthesun.

Runuing,runningheadseton,commcordfollowingbehind, F h @ q up arms to marshall the black-nosed beast Sluning in the sm, slowly min@ 120 d,Red-topped empennage rotating broadside, Sand and forest cam0 wings pulling forward As the mmhg crew chief waves a welcome home.

*m

Distant tableau imprinted in mind's eye, Indelibleimage shining f o m catchesmy heart unawareMy crew chief, my airplane, my life.

Oceans of stagnant frvstration evaporate; I own the fullness of the moment and The price is justified in an eye-blink.

THIS iswhy.

MOVED LTC William C. Armstrong, 36 AGS, Bitburg AFB Maj William G. Auth, HQ TACILGMF-16, Langley AFB Col William D. Barber, Defense Logistics Agency, Cameron Station Col Ford H. Barren, 64 FMIILG, Reese AFB Capt Edgar A. Bartles, 552AWACW/MAQ, Tinker AFB LTC William R. Beechel, Student, AWC, Maxwell AFB Capt Michael D. Bernstein, 325 AGSl95 AMU, Tyndall AFB Maj Ronald R. Blickley, MASS lncirlik AB, Turkey Maj (Ret) Robert E. Bondaruk,Consultant,St. Paris, OH Col James H. Brittingham, HQ AFLCICCE, Wright Patterson AFB Ma) Joseph J. Brozena. Jr., 436 OMSIMAOS. Dover AFB 1Lt Howard J. Brumm, 404 CLSS. Kelly AFB LTC David T. Buckwalter, Student. Naval War College.

Newport Ri Maj (Sel) Arthur B. Cameron, Ill, HQ AACILGW, Chief of Munitions, Elmendorf AFB l L t Lisa A. Carney, 319 OMS, Grand Forks AFB LTC (Ret) John W. Carr. McDonneli Douglas Missile Systems, St. Louis, MO Col T. Michael Cochran, 22 AF. Director of Mnt Engineering, Travis AFB MIG (Ret) Lewis G. Curtis, BurdeshawAssociates, Ltd. Col Jesse C. DeHay, Jr., Ogden ALCIMMW, Hill AFB LTC (Ret) Joseph M. Desch, Retired, Bonaire, GA Maj (Ret) Mark E. Douglas, Uptown Rubber Stamp, Inc.. Fort Collins, CO LTC (Ret) Stephen D. Eaves. ROTC Instructor, Arvada, Maj Louise A. Eckhardt, 37 EMSICC, Tonopah Test Range LTC (Ret) Jacob R. Epprecht, Jr., ANSER Corp., Arlington, VA LTC Stephen H. Farish, Acq Log DivIJnt Stars Pgm Off, Hanscom AFB Col Silas Felton, AFLCIIGI, Wright Patterson AFB Col Keith G. Findley, SM-ALCIEM, McClellan AFB Capt Robert W. Fiore, 432 TFWIEMS, Misawa AB Col (Ret) James 0. Flasch, General Electric Aircraft Engines, Amelia, OH Col - - fRet\ - ,Russell L. Flint. Unknown Col (Ret) Clarence E Fox. Retired. Cambr~dgeC~ty.N Capt Eric E Gates. 81 EMSNAEMW, RAF Bentwaters 1Lt Carol Ann Gentry, 319 OMSIMAOK, Grand Forks AFB Col Rafael A. Goyco, 3785 FLDTWGICC, Shepherd AFB Col (Ret) John J. Griffin, Jr.. Retired, Omaha. NE

.

Mr. Robert D. Griswell, Vice President, Operations, Hawker Pacific, Inc. Capt William A. Grove, 432 TFW. Asst EMS Supervisor.

Misawa AB Capt Allen B. Grunin. 6919 ESS, Sembach AB LTC (Ret) Donald C. Guckenberger, Retired, Beavercreek, OH LTC (Ret) John E. Guiliano, TASC, Dayton, OH Maj John J. Hammes, 509 TRANSICC, Pease AFB Capt Barbara L. Harris, Student, AFiT, Wright Patterson AFB Capt Verbin Hayes, Jr., 3483 STUS, Fort Ord Maj (Ret) Ralph R. Haynes, Auburn, WA Maj LloydJ. Hemmert, 319AMSlCC, Grand Forks AFB LTC Donny R. Jones, HQ TAC, Chief. Propulsion Branch, Langley AFB MajJohn E. Julsonnet, 20 CRSICC, RAF Upper Heyford Maj Carol D. King, HQ AAFCE LTC (Ret) M. J. Krahulec, ARC Professional Services Group. Alexandria, VA LTC Richard J. Kreager, 3900 Strat Tech Eval SQIMA Capt Nancy C. Kunkel, 667 SOMS, Mnt Ctrl Officer, RAF Woodbridge LTC John D. Ladieu, HQ TACILGQT, Langley AFB Caot Donald R. Lents. 2952 CLSSILGM. Hill AFB apt ~ i c h a eS.i Leutze, 438 OMSIMAOS, McGuireAFB Capt Michael P. Lynch, 55 AMU. Asst OIC, RAF Upper Heyford LTC Robert M. Massengale, 7391 MUNSSICC, Balikiser, Turkey Capt Rita A. ~astrovito,33 TFW, Eglin AFB Capt Chris A. Matson, HQ SAC, Chief, Policy and Procedures, Offutt AFB Maj Gregory J. Mazur, 7 AFILGM, Osan AB LTC Chris J. McWilliams. HQ USAFILEXY, Pentagon LTC Douglas S. Metcalf, WRALCIMMF, Robins AFB Maj Carmen M. Mezzacappa, Student, ACSC Col James W. Miles, WRALCIMMB, Chief, SAPM Division, Robins AFB Capt Jimmy Morales. 33AGS, 61 AMUIOIC, EglinAFB LTC Arthur B. Morrill. Ill. HQ MACILGMF. Scott AFB Col (Ret) William C. Morrison, Rockwell International, San Bernardino, CA Col Walter L. Mosher, 319 BMWNA, Grand Forks AFB LTC Donal K. Moulton, HQ LTTCmM, Lowry AFB Maj Judyann L. Munley, 50 TFWIMAM, Hahn AB Maj Karen L. Olson, DOD IGIINS-B Inspector Capt Evonne Kowitz Parkkila, 51 TFWIMAM, Osan AB Capt Nancy A. Petrits-Stinson, Quality Assurance, OIC, MacDill AFB Col (Ret) Frederick A. Pillet, United Services Life Insurance Co, San Antonio. TX

Col Carl D. Portz, SA-ALC, F-100 Program Manager.

Kelly AFB LTC Gregory H. Power, SAFIAQQ Exec. Pentagon Capt Morris D. Reichman, 406 CAMS. Chief, Mnt Ops Division, Zaragoza AB Capt Mark S. Riggs, SSCIAQWS. Gunter AFS LTC Joanne M. Rodefer, 363 TFWIAMA. Shaw AFB Col Al Schmidt, SSC, Gunter AFB Col (Ret) Ross V. Schmoll, LOGICON, Inc., Arlington, VA Col (Ret) G. Barry Schmoyer, Pratt & Whitney, West Palm Beach, FL LTC Donald G. Searles, 35 TFWIMA, George AFB MIG Charles J. Searock, Jr., HQ SACILG, Offutt AFB Mr. William L. Shade, Hughes DOS, Arlington. VA Capt John H. Shivel, 11, 146 CAMS, Channel Islands ANG Base Col Dale W. Smith, DCM, Misawa AB Capt Lorraine M. Souza, 355 AMU, OIC, Myrtle Beach AFB LTC Danny G. Sprouse, 6SW, Asst DCM. Eielson AFB Col (Ret) L. D. Stewart, Site Manager, LSMSC, Tabuk, Saudi Arabia Maj Donald G. Stone, HQ MACTTRLS, Scott AFB LTC Kevin J. Sullivan, 86 AGSICC, Ramstein AB LTC (Ret) Jerald L. Sutherlen, Albuquerque Col Ralph J. Ternplin, 363 TFWIMA, Shaw AFB LTC John R. Tilton. 00 ALCIMAG. Hill AFB Capt Dale L. Tolleson, HQ USAFEIIG, Ramstein AB Col John T. Twilley, SM-ALCIMAB, McClellan AFB UG Henry Viccellio, Jr., AFILE, Pentagon Col (Ret) Geary W. Wallace, Richardson, TX Maj Sheri L. Wetekarn, NGBRDT. Pentagon LTC RichardA. Yoder, Jr.. HQ MACILGMW,ScottAFB Col Joe H. Young, 82 FTWIMA. Williams AFB Col Kenton R. Ziegler. MMP, Tinker AFB

NEW MEMBERS Maj George L. Bailey, Ill, CRS Mnt. Supervisor, Tyndall AFB Maj Thomas Billig, HP AFMPC, DPMRSLI, Randolph AFB GM-13 Ollie G. Burkett, Schurtz, TX LTC John C. Cobb, HQ AACILGM, Elmendorf AFB Maj Patrick Cvitanovich, HQ USAFILEYY, Pentagon Capt Robert B. Foote, 376 FMS, Maintenance Supervisor. Kadena AB Col Dale Fowler, 405 'TTWIDCM, Luke AFB Capt WayneG. Gallant, 39SOW/LGM, Rhein-Main AB Capt Jeffery G. Graver, 8 AFILGMK, Barksdale AFB Capt Art Greenlee, Mnt. Ops Office, RAF Lakenheath Capt Howard J. Hemeon, Ill, Asst DCM, Production, Andrews AFB Maj Michael W. Herbert, HQ AACILGMA, Elmendorf AFB Capt David Michael Hoffman, WRALGMANET, Robins AFB Capt David L. Hudson, 27 AGSIMAAM, Cannon AFB Col Gerald S. Kean, Special Assistant, Pentagon 1Lt Donald D. McQuown, 384 BMW, Tanker Branch, OIC, McConnell AFB 2Lt David G. Morrow, Falcon AMU OIC, Nellis AFB Maj David Pearson, HQ USAFILEXY. Pentagon LTC Kenneth D. Pesola, A10 HQ USAF, Pentagon Capt Judith K. Poffenberger, CRS Maintenance Supervisor, Cannon AFB LTC Arthur J. Rooney, Jr.. HQ USAFILEWC, Pentagon Capt Theodore A. Ruybal. 201 FTDICC, Langley AFB Capt Joseph M. Seufzer, 28 BMWIMAM, EllsworthAFB Capt Robert S.H. Shaw, 130 Branch, OIC, Rhein Main AB Maj Sandra L. Smith, 317 FMS, Mnt. Sup., Pope AFB Maj David A. Sowinski, 301 FMSICC, Malmstrom AFB Capt Harry A. Truhn, 406 CAMSICRD, Mnt. Sup, Zaragoza AB LTC Donald J. Wetekam, HQ USAFILEYY, Pentagon Capt William S. Wilkinson. Cannon AFB Maj Jerry R. Worsham, 8 EMSICC, Kunsan AB Capt Lyn L. Yucuis, 405 lTW, Chief, Quality Assurance Div., Luke AFB Capt Michael V. Zerby, 480 AMU, OIC, Spangdahlem AB

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II. (309)782-3912 Nonh Cenrm (ND,SD, MN,w r t U n 6 n e d Md-Wan @iE, CO, KS, MO, IA+ UnBlld Turom (Okhmm & Toras)- U"l3kd SDuthwm (NM&AZ+Maj Dslnd K. R W ,58 A G S W , Luke AFB, AZ, (602) 856-5763 Nevada & Utzh-Un6ned ehfani.--U m e d Nartmwn (ORWA,W,W,IDbhlq RalphR ~~, %ADA.GM, M c C d AP& WA, AV 9764750 Ahh-Manl G.wSmdlfmd. (317) 5524716

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ANG Ease,

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In an effort to see how well the membership is receiving the ER, I have selected a random list of members to use as a database. I would like each of you to call me a t AV 227-1052/3523 or commercial 202/697-1052/3523 as soon as you d v e this issue or by 15 July 1990. Lkpite ow efforts, we believe the membership list in the last ER has some errors.

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LTC Daniel B. Ahem LTC Ronald L. Andrea LTC Jim R Applewhite 1Lt Shawn B. Baker Col William D. Barber Lt Douglas V. BaAoIomew Maj Christine A. m c h Col (Ret) Lagan J. Benne& Jr. a p t Randy Black Capt Godm D. Bolton Capt Adhi 0. BFcger LTC (Ret) Aahur F. Briggs, Ill Maj (Ret) Roger B. Buetten, III Capt Louis C. Burge, U LTC Mel D. Byers Capt Ronald K. Can6eld 1Lt Iisa A. Carney 1LtTerryL. Caqmter Capt Donald E. Childre, Jr. Col Howard A. Clark 1Lt Club R Collins LTC Lany G. C o d e Maj Benjamin G. Cmvder *Ma-Cunningham Maj DarreIl B. Davis Capt Alan Deibel LTC Ronald H. Dewees Capt F m k h J. D o l a m Capt Robert E. Dulong Maj Kathleen D. Dwyer LTC DeIlas G. Eaton Capt Martha H. Ehrebak Col (Ret) Delmar L. English Capt Robert Ethridge Col Joseph P. Fillare Capt Robert E Flaning Col (Ret) Russell L. Flint Maj Teny F. Frazier LTC Teny H. Gaddis Capt Philip J. Gaylardo Capt Ruth A. G i k t Col Luke J. Gill Capt June Goodenough Maj (Ret) Gloria J. Grant Mr. Robert D. Griswen LTC (Ret) John E. Guiliano Col John W. Handy Capt James L. Hanmn Col E M. Hammg-Schuster 1Lt Walter E. Haussner Col Gary T. Herman Maj Timothy J. H d 2L.t Gregory A. Hinllman LTC Roy A. Hodges Capt Randall J. Hukka

Maj Patrick L. Ivey Maj Charles F. Joly Col (Ret) Reginald Jones Col Michael J. K m Mrs.Sue Kidd LTC James T. Kiley 1Lt Jack C. Klaus Maj Todd V. LaVigne 2Lt Michael J. Labosky cqt ai7abeth A. lamixrt Capt Mark A. Lester Capt Robert R. Luchetti Capt Patriva V. Mack LTC Fred E. Ma& Capt Glen S. Manunoto Col Michael T. McAndrews Capt Patrick V. Mcaedie Capt Kris H. McKenzie 1Lt Donald D. McQuown LTC Michael D. Menietti Col Jere M. Miller Capt Richard L. Miner Mr. Alfred P. Mise Capt Richard c. Mwre, Jr. Capt Sarah S. Morelos Maj Judyann L. Munley LTC Anthony E. Naddeo Capt Charles R. Nichols Capt David W. Norswotthy Maj Je&y Northgraves Maj Stan Olson Capt Barbara H. Osburn Maj Barbara E. Pawlowski Maj Sam E. Pennam Capt Joel R. Phillip 1L.t Robert D. Plyley Maj James L. Rice Maj John C. Ramm Col Grady H.Reed, III Capt Morris D. Reichman Col John C. Reynolds Col Wrlliam M. Rider 1Lt Julio Rivera Capt Rolandc P. Robles Capt Carole A. Rowland Capt Louis E. Russ Capt Charles E. Sanders Maj Cmg S. Sanders Maj (Ret) Henry N. Sanford Maj. cad P. Schwartz LTC Nancy A. ShefBette LTC David W. Shelton Capt Robert E. Skeen, Jr. Capt Ann M. Smith Col Dale W. Smith 22

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