Er summer2006

L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982

The Exceptional Release

EXECUTIVE BOARD

SPRING 2003

President Col Phil Waring president@loanational.org

FEATURES

Vice President Lt Col Richard Schwing vicepres@loanational.org Treasurer Lt Col Walter “Ike” Isenhour treasurer@loanational.org Information Officer Capt Deb Perry InfoOfficer@loanational.org Membership Development Maj Stephanie Halcrow membership@loanational.org Chapter Support Lt Col Tom Miller chaptersupport@loanational.org Executive Senior Advisor Lt Gen Donald J. Wetekam Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org

THE EXCEPTIONAL RELEASE Editor Col Debra Shattuck editor@loanational.org Assistant Editor Col Lee Levy assteditior@loanational.org Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon pr@loanational.org ER Worldwide Staff Col Mary H. Parker, 39MXG/CC Lt Col Cheryl Allen, SAF/AQM Maj Gene K. Carter, 777 EAS/DCM Maj Richard Fletcher, 437 AMX/MOO Maj Paul Pethel, 354 MXS/MXM Graphic Design MMagination, Inc. - Ft Washington, MD www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 100 - Summer 2006

Summer 2006

PBD 720 Air Force Transformation

by Brigadier General David Gillett . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 The Process – Technology Paradox

by Dr. A.H. Segars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 CBM+ Moves Forward

by Mr.Greg Kilchenstein . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 RFID: The Future is Now

by Alan F. Estevez and Steve Geary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Technology for the Air Force Enterprise

by Lt Col Kyle Cornell and Maj Shannon Mikus . . . . . . . . . . . . . . . . . . . . . . . .30 The Realm of Possibility

by George Loewen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Revolutionizing Non-Destructive Inspection Techniques

by Dr. Howard Sizek and Dr. Paul R. Riggle . . . . . . . . . . . . . . . . . . . . . . . . . . .36 Technology for Logistics

by Mr. Chris Curtis, Captain Vaughan Whited & Captain Derrick Barthol . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38 Technology, Modernization and the C-5

by Major Robert Redding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42

Harnessing the Power of Information

by Lt Col Mark S. Wingreen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 Eclypse Wiring Analyzer Improves 4 FW’s Mission Capability

by Maj Ancie E. Dotson III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49

The Air Warfare Battlelab

by Lt Col Mark S. Koopman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50 Logistics Test and Evaluation:

by Col Frank B. McGowan and Mr. Dennis J. Collins . . . . . . . . . . . . . . . . . . . . .54

DEPARTMENTS President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 LOA Conference Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Historian’s Column . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56 Chapter Crosstalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63

President’s Log

Summer is finally here and summer rotations are in full swing. Please update both your physical and e-mail address so that you continue to get the ER delivered to your doorstep and the LOA Monthly Newsletter in your inbox. Also, consider submitting a personal update for the Milestones section of the ER. What a busy year so far, and we are only half way through 2006.

As you know, your Senior Air Force leaders, Air Staff, and MAJCOMs are busy shaping the future of the Air Force. There will be significant changes in how we are organized,

Col Phil Waring

train our troops, align skills, and do the work necessary to meet the mission of the United States Air Force.

As a member of LOA you are well on your way to preparing yourself to be ready for these changes.

Remember the purpose of LOA is to enhance our military logistics profession. LOA provides an open forum to pro-

ER: PRESIDENT’S LOG

vide quality logistics support and logistics officer development.

To that end, we are in final preparations for LOA 2006 in San Antonio to bring you a first class conference. Your LOA National Board and the Alamo Chapter are working to provide you an outstanding venue…please go to our website and see what is in store for you at LOA 2006.

If you have not registered yet…there is no time like the present. Early bird registration is well underway.

This year,

we plan to spend some time at the conference discussing mentorship with our Senior Logisticians. Remember, as both mentors and/or mentees, we are all responsible for mentoring.

While there is no “perfect model” for mentorship you will be exposed to a wide variety of techniques for your “toolbox”. At the end of the day, it will be up to you on what to adopt and more importantly how you can put these techniques into action.

Don’t forget—taking time out for education and training is how we develop ourselves, train our replacements, and our troops to do the mission of the United States Air Force.

This edition of the ER is about technology and what it can do for you. However, keep in mind that technology only enhances your ability to get the job done.

Finally, and as always, keep in mind our deployed logisticians and their families in your hearts and prayers as they serve our country in defense of freedom.

Your LOA National team is dedicated to making sure LOA is meeting your needs; as always please send any suggestions to me at president@laonational.org

YOUR LOA PRESIDENT, COL PHIL WARING

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The E xceptional R elease

A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development.

Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: pr@loanational.org and editor@loanational.org.

Deadlines: The 15th day of January, April, July, and October.

Story Format: Double-spaced, typed and electronically submitted to pr@loanational.org.

Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines) along with stories (as separate text files) and include cutlines/captions. All photos should be at least 300 dpi or greater resolution.

Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above).

Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: www.loanational.org/adrates.html Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: pr@loanational.org – Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $25. Access membership forms on the website at www.loanational.org.

EXCEPTIONAL RELEASE

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Editor’s Debrief You have probably noticed that this month’s ER seems heavier than usual. That is for good reason. You are holding in your hands the 100th issue of this august publication! How time does fly! Not surprisingly, this issue bears little resemblance to the first issue that rolled off the presses (or rather the copy machine) of the first ER editor. If you’re interested in how the ER has evolved over the years, check out the great article by Col Jim Hannon and Capt

Col Deb Shattuck

Mike Dailey, our LOA historians.

Another reason the ER is heavier than normal is that we were absolutely overwhelmed with submissions for this issue.

Our topic, “High Tech Logistics” seems to have struck a chord with readers. In fact, we had to leave out a number of excellent articles simply because we lacked the space to include them.

Many of you are familiar with the concept of “Air Force Smart Operations 21 (AFSO21). AFSO21 is a program that

ER: EDITOR’S DEBRIEF

emphasizes process improvements to “maximize value and minimize waste in our operations.” (SECAF Letter to Airmen, 8 Mar 06). The application of “Lean” and Six Sigma thinking to business processes is just one example of how logisticians are pursing AFSO21 goals. We will continue to highlight these types of initiatives in the pages of the ER, however, this issue focuses on a different, but complementary approach to achieving AFSO21 objectives: the integration of emerging technologies into business processes to do things better, faster, smarter, and cheaper.

We kick things off with our “Perspectives” column. We are honored that both SECAF and CSAF took the time to share their insights with us on Air Force logistics. Articles from AF A4M and A4I provide details on PBD 720, AFSO21 and Air Force logistics transformation. Dr. Al Segars of the University of North Carolina’s Institute for Business and Defense begins the thematic portion of the issue by highlighting some of the pitfalls to avoid when attempting to integrate technology into business processes. Articles from the offices of the Assistant Deputy Undersecretary of Defense (ADUSD) for Materiel Readiness & Maintenance Policy and the ADUSD Supply Chain Integration give an OSD-level perspective on technology integration in DoD. Other articles in this issue highlight some of the specific technology initiatives underway in AFMC, ACC, and AMC, and the Army. Another looks at some of the logistics-related initiatives under development at the Air Warfare Battlelab at Mountain Home AFB. The final article relates how the formal Logistics Test & Evaluation process works to ensure that new weapons systems are supportable and maintainable.

As always, let me conclude by reminding you that the ER is your publication. Be sure to send me feedback on topics you’re interested in reading about and don’t hesitate to take a stab at submitting an article yourself. We’re already working on our Fall “Developing Logisticians” edition which complements this year’s conference theme of “Sustaining Today’s Weapon Systems with Tomorrow’s Airmen.” If you’ve got insights on how your organization is “developing” our logisticians to sustain the finest Air and Space force the world has ever seen, send me an article with the details to editor@loanational.org. See you in San Antonio!

––COL DEB SHATTUCK AND YOUR ER TEAM

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Give Them the Recognition They Deserve!

Do you know someone who always goes above and beyond?

Nominate those deserving individuals for a National Award!

Nominations are Due 30 July.

M I C H A E L E . Z E T T L E R L I F E T I M E A C H I E V E M E N T A W A R D - This award recognizes members of the Logistics Officer Association who have demonstrated sustained superior leadership in service to this organization. The nominees for this award will have at least 20 years of service in a logistics related career and also at least 10 years of membership in the LOA. G E O R G E T. B A B B I T T A W A R D - This award recognizes the two LOA National members who made the greatest contributions to the furthering of LOA National’s goals and objectives.

M A R Y L . S A U N D E R S C H A P T E R D I S T I N G U I S H E D S E R V I C E A W A R D - This award recognizes the three LOA National members who made the greatest contributions in support of their local LOA Chapter activities.

D O N A L D J . W E T E K A M C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (large category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement.

J A M E S L . H A S S C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (small category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement.

All nominations are due by 30 July and should be sent via e-mail to InfoOfficer@loanational.org.

Chapter leadership should refer to http://www.loanational.org/g-5.htm for specific guidance on award nominations.

Conference Update The 2006 LOA National Conference will be held 9-12 October 2006 at the Henry B. Gonzalez Convention Center, which is nestled in the heart of San Antonio, Texas. This is right next to the state’s most popular tourist attraction, the Riverwalk! The Alamo Chapter is looking forward to your attendance, as we promise an outstanding event addressing this year’s theme, “Sustaining Today’s Weapon Systems with Tomorrow’s Airmen.”

While the agenda and distinguished speakers will be providing keen insight into the chal-

Mr. Steven Brunts

lenges and opportunities facing today’s Air Force logistician. In addition, the exhibit Hall is chock-full of vendors with the latest and the greatest. At press time over 110 booths have already been sold! There

E R : C O N F E R E N C E U P D AT E

will also be opportunities to attend some outstanding professional tours. These developmental tours include visits to Standard Aero, Kelly Aviation Center, Boeing, Southwest Research Institute, the 651st Munitions Squadron, Basic Military Training and the Basic Combat Convoy Course. Please check our web page on a regular basis to find out the latest on tours, activities and agenda topics—http://www.loanational.org/conference/.

On-line

registration

for

the

conference

and

hotel

reservations

are

available

on

our

website,

http://www.loanational.org/conference/, now! If you register before August 15th you get the Earlybird registration fee of $200; after August 15th the price goes up slightly to $225. Remember this includes almost all your food including the fantastic Ice Breaker right on the River Walk!

For accommodations, you can choose from four hotels in the heart of

San Antonio, all within a short walking distance of the Convention Center—the Historic Menger Hotel, Holiday Inn Riverwalk, Sheraton Gunter Hotel and the St Anthony Wyndham Historic Hotel. Make your reservations today!

We have also booked one of the top 100 golf courses in the nation for the Monday, 9 October 2006, Golf Tournament.

The Quarry Golf Course is located in a 100-year-old quarry pit. This event is certain to create some exceptional golf memories as you make your way down its lush fairways and scenic areas surrounding the fairways.

Don’t Forget the Family! While the LOA National Conference is designed for professional enrichment and development, the trip to historic San Antonio is a great opportunity for your family, as there are a number of shops, restaurants, museums, and activities on the Riverwalk and throughout the San Antonio area. As we finalize the plans for the various spouse tours, we’ll be posting them to the website and we also recommend you visit www.sanantioniovisit.com to learn more about activities the San Antonio area has to offer.

We are looking forward to seeing you here in San Antonio at the LOA National Conference this year. It will definitely be a memorable event in your logistics career— one you won’t want to miss!

–– STEVEN BRUNTS, ALAMO CHAPTER

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Remember the Alamo!

2006 LOA National Conference “Sustaining Today’s Weapons Systems with Tomorrow’s Airmen”

Hosted by: The Alamo Chapter October 9 – 12 Henry B. Gonzalez Convention Center San Antonio, Texas Registration Now Open For Details Visit www.loanational.org/conference Interested in Exhibiting?

Contact Marta Hannon: PR@loanational.org

Historian 24 YEARS, 100 ER’S – THOUSANDS

OF

MINDS BROADENED

Submitted by Col Jim Hannon (LOA Historian) and Capt Mike Dailey (Asst Historian) The summer 2006 “ER” marks the 100th edition of the professional journal LOA members have come to regard as quintessential quarterly reading. No doubt the ER has come a long way since the 3 page first edition published in 1982. It has become a mainstay, guiding and connecting logistics professionals across the AF for over 24 years now. Ask most LOA members and they can probably tell you where they were when they read their first ER…probably from cover to cover. Certainly LOA and the ER have become an important part of our Air Force logistics culture today and will continue to do so in the future.

To read past ERs is to essentially relive Air Force aircraft maintenance and logistics history since the early 1980s. Interestingly, one can’t help but notice the close parallels that exist between the logistics of yesterday and those of today. Sure, most of the challenges we face today are very similar if not the same as our predecessors strived so hard to find solutions for in years past— aging aircraft, parts shortages, professional development, doing more with less, etc. In many ways the history of maintenance transformation, reorganization, and manpower issues are all traced and recounted through the ER archives.

The original! MOA’s Issue No. 1 from May, 1982. It is preserved in the MOA & LOA archives like a valuable vintage baseball card.

Of course our “ER” wasn’t always a magazine-quality pictorial with glossy pages full of action from deployed bases and advertising from major aerospace companies. Not unlike other journals, MOA and LOA publications appeared in various formats over the past 24 years.

MOA published “Issue No. 1” of “The MOA Newsletter” in May, 1982. This First ER

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first newsletter explained why MOA was created, and highlighted several aircraft maintenance challenges of the day.

MOA’s first National President, Lt Col Larry Matthews, authored the newsletter and personally mailed it to all 144 MOA members.

The first “Exceptional Release” from May, 1983.

First MOA Newsletter

Lt Col Luke Gill was the ER’s first appointed official editor and in 1983 became MOA’s second President. In May, 1983, Issue No. 5 of the “MOA Newsletter” became the “Exceptional Release.” The executive board at the time felt that the term “Exceptional Release” was fitting as it was (is) an aircraft maintenance term that most maintainers can identify with immediately. An “Exceptional Release” or “ER” is a certification that an authorized individual has reviewed the forms and the aircraft is safe for flight. Certainly a very fitting title for such a important professional journal.

ER features continued to expand and improve from 1983 to 1986. The “Now it’s My Turn” editorial section provided MOA members with an open forum to discus maintenance changes as well as their opinions about more controversial topics such as maintenance and operations officer parity for key positions. The Convention issue also became a regular annual feature during this period that recapped events in places like Crystal City, San Antonio, and Langley. Not surprisingly, and certainly consistent the MOA charter, professional development articles were prevalent throughout each of these issues and continue to this day.

In 1994, the ER went through a major metamorphosis with Issue No. 52. It changed from strictly a black and white 4-

page newsletter to a new, more appealing format with more stories, improved graphics and more pictures. The ER Editor at the time was then Col Art Morrill and the President was Col Mark Roddy.

Transition to a “graphics” format for Issue no. 52 in winter, 1994.

Looking back through our archives, some issues of the ER just stand out due to what was being covered at the time. For example, the “International Insight” issue, from Spring 1996, highlighted the Australian, Japanese, Dutch, British, and French Air Forces logistics operations. The “Expeditionary Aerospace Force” edition, in Winter 1999, featured an EAF/AEF informational that provided LOA members important information and techniques for this new and improved concept. The “20th Anniversary” edition, Issue No. 87, celebrated 20 years of MOA and LOA summarizing and highlighting our history.

The ER went through its next major visual transformation in the spring of 1998 with an all new, full color format with many more articles and pictures.

Spring 1998 and debut of the ER’s all-new, full-color format!

1998

The latest format change occurred in 2003 and has continued through the issue you’re reading today.

Major differences since 2003 include heavier/glossier paper, better balance of articles across logistics specialties, and higher resolution pictures.

The ER “Magazine” in its current format, Winter & Spring edition from 2004.

Despite organizational changes, shifting mission requirements, and different weapon systems, the ER has remained the Air Force logisticians’ number one source for crosstalk, knowledge sharing, and professional development. No doubt every issue has required a lot of work to ensure it was worthy as this organizations professional journal. The Director of Marketing and ER editor are the primary team that is responsible for collecting

the stories, pictures, advertising, and laying it all out in an appealing manner. Over the past 24 years there have been three directors and at least 8 editors. The director from 1988 until 2001 was Ms Deb Pauly. She was one of the main reasons the organization thrived in the early years. In 2001 Ms Kim Kortum was 1987 brought on board. She carried the baton for two years and brought her own special flare to the ER. In 2003 the ER went through its most dramatic changes after Ms Marta Hannon took over the mantle. Her background as a professional journalist and photographer have certainly been visible in the issues published ever since. The result is a peer reviewed professional journal that surpasses any other logistics magazine out there.

Looking back through the archives you can see the names of many logistics icons that have been the editor—Art Morrill, Joanne Rodefer, Carmen Mezzacappa, Kent Mueller, and now Deb Shattuck. All of whom helped make the ER one of the finest logistics journal in the Air Force.

We shouldn’t forget that our world-class quarterly journal exists only because of the dedication, creativity, and willingness of MOA and LOA members past and present that share their experiences through article submissions, chapter updates, and personal opinions. That’s also exactly what’s kept the ER relevant and “cutting edge” since 1982. K

2004

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9

Perspectives I N S TEP

WITH

M ICHAEL W. W YNNE , S ECRETARY

OF THE

ER: PERSPECTIVES

ER: When you were the Principal Under Secretary of Defense for Acquisition, Technology and Logistics, you made a speech with the tongue-in-cheek title, “I Hate Logistics.” What was the main point you were making with the speech?

Secretary Wynne: What I meant was that we needed to improve logistics as it was practiced back then. So, though I hated logistics, I loved logisticians. I wanted them to take charge of their destiny, as they remain the workhorses of the war, set standards, and make the standards, such as with RF ID (Radio Frequency Identification), UID (Unique Identification) and GTN 21 (Global Transportation Network), be agreed upon by commanders to allow loggies to better serve the warriors’ schedule and to beat their previous best efforts. With well-designed standards, logistics leaders can both improve customer service and de-stress the emergency-of-the-day crisis environment that otherwise overtakes logistics operations. Our leaders are open to this and we are making progress.

ER: How are logistics leaders doing that?

Secretary Wynne: They’re doing things smarter. Recognizing we’re at war and, focusing our logistics efforts in that direction. For example, instead of reporting your readiness levels, report un-readiness. That which is not ready requires your attention, not things that are already performing well.

Instead of stockpiling huge amounts of replacement parts, use equipment that doesn’t break. Instead of transporting millions of gallons of fuel, use more fuel-efficient vehicles.

ER: You refer to “standards” as key. What do you mean?

Secretary Wynne: You should always set high standards and strive to become the customer’s agent – not a service agent. Be an agent of smarter process. Don’t perpetrate bad practices, get rid of them. Don’t tolerate parts that break— either beef them up or get rid of them. Don’t accept what is delivered to you if it does not meet your standards. Set standards for reasonable delivery times, avoiding a permanent state of on-demand crisis delivery. Set these standards, and then follow up by holding people to them.

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A IR F ORCE

ER: When the Air Force acquires a new weapon system, it tries to balance long-term logistics sustainment concerns against short-term cost, schedule, Michael W. Wynne and performance considerations.What is your assessment of how well we have done this balancing in the recent past?

Secretary Wynne: The Air Force has definitely had issues in the past with long-term logistics support. We recognize that we need to take the entire life cycle of the product into consideration when looking to buy a weapons system.

That is why Air Force policy now requires program managers to develop life cycle management plans on all of their weapon systems in order to plan for product support early in the acquisition process.

ER: What, if any, changes do you anticipate making in the acquisition process to further enhance logistics sustainability of weapon systems?

Secretary Wynne: We have totally revised Air Force Instruction (AFI 63-101, Operations of Capabilities Based Acquisition System, and AFI 63-107 Integrated Product Support Planning and Assessment), in order to provide the necessary policy guidance to support the early emphasis of our product support strategy. An excellent example is the Small Diameter Bomb, which as part of the overall evolutionary acquisition strategy, has ensured that long-term sustainment is considered at each key program decision point.

We need to drive reliability and ease of service. Our loggies need to be more involved in all aspects of the process.

We need to view maintenance as important as operations.

ER: So, we’ve already begun making changes?

Secretary Wynne: Yes. We’ve started infusing change into our total life cycle of the weapons system. To highlight a few of our initiatives, we have the Product Support Campaign (PSC), Future Acquisition Team (FAT), and the Acquisition

Transformation Action Council (ATAC). These programs have critical focus areas that include, but are not limited to, program planning, policy, expectation management, supply chain management, information management, and risk methodology. This is in addition to improvements in reliability and maintainability. As a direct result of these efforts, we expect significant process improvements and policy revisions in virtually every facet of our acquisition and product support methodology.

ER: In your 3 Nov 05 “Letter to Airmen” you emphasized that the Air Force is a joint force and that we must “prepare for and participate in the joint fight, anywhere, anytime.” What specific challenges do you have for Air Force logisticians as they train and equip for the joint fight?

Secretary Wynne: Air Force logisticians will have to rethink every aspect of the way they do business. That’s the challenge. One place to look for direction would be ways to create Persistent Situational Awareness, one of my primary goals. Once you look at what that means, always being aware of what is going on both inside and outside the battle space, you will find many challenges on your journey toward that goal. This includes everything from keeping the lines of communication open to the warfighter, to knowing at all times the state of maintenance on weapons systems, to knowing how much money is left in the budget. All Airmen, not just logisticians, should recognize that Persistent Situational Awareness is integral not only to the joint fight on the battlefield, but to the management of our programs, and the maintenance state of our warfighting equipment.

ER: You speak about “Persistent Situational Awareness.” Where does that take us, especially in regard to the battlefield?

Secretary Wynne: The path to the goal of Persistent Situational Awareness leads to challenges relating to another goal I’ve set for the AF: training battle-ready Airmen.

What I ask in regards to trained and battle-ready Airmen is simply, “are we training our Airmen to be joint, both in the noncommissioned officer ranks and within the officer ranks?” Can we train better to facilitate joint, as we think about the Air Force in the future? We are seeing our Airmen used in many non-traditional missions. We are being called upon more and more to defend our own bases

and protect our own supplies. Every Airman, regardless of his specialty, must be trained and battle ready. It starts with familiarity and competence with the basics of combat: that is important, as we are each, always warriors.

ER: Are logistics part of the Cyber mission? What role does the internet play in all of this?

Secretary Wynne: Our logistics processes are heavily netcentric, meaning, we increasingly steer our logistics based on internet communication. Our net is vital thus to not only the direct business of finding, fixing and killing the foe, but also to the entire logistics support process. That net has to be defended from potential cyber attack, and that is the core reason that the Air Force has to be ready to defend and fight in Cyberspace. Logisticians in the 21st Century have to remain alert to the threat of cyberattack aimed at degrading or severing our logistical communications and calculations. In fact the Air Force has long been active in many of the components that comprise cyber operations; by including Cyberspace as a mission domain we are acknowledging what is already the fact, and crystallizing the importance of organizing, training and equipping specifically to defend our logistics, command and control, as well as weapon-delivery net in the Cyber domain.

ER: You have mentioned the term “transparency” in numerous public statements and emphasized its importance. Please elaborate on your views on transparency and how it relates to Air Force logistics.

Secretary Wynne: Transparency means a common, standard viewed picture by everyone in the supply chain of supplier capabilities and asset movement. As with any supply chain, Air Force logisticians can benefit greatly from all nodes in the chain having a common, “transparent,” view of customer needs and supplier capabilities. Every node along the chain needs a standardized view of the same data, with a common understanding of the criticality of the requirement to the customer. Lastly, transparency provides a real-time view of the effects the supply chain is having on the warfighter. One of the benefits of the internet is the instant availability of information or decisions to all levels, including the operators – this is transparency.

Continued on next page...

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ER: PERSPECTIVES

ER: How will we ensure this transparency? Is this something we can look forward to, or something we’re already doing?

ER: You have said, “Knowledge-enabled actions with an accountable Airmen ethic will be the key to our future.”

What does that mean for Airmen?

Secretary Wynne: Our future Enterprise Resource Planning will provide this transparency. However, we’re not waiting for an ERP solution to improve our processes. We’ve initiated several efforts that will give us a common standard view of the supply chain today. First, we’ve moved to fleet-standard Readiness Spares Packages managed by our lead commands.

This will ensure all weapon systems have a standardized support package for deployment. It will also allow the materiel managers at our depots and personnel at deployed locations visibility over the support packages as well. Additionally, at our deployed locations we’re moving from contingency procedures to standardized materiel management processes. This move ensures support to the CENTCOM AOR will be visible to reachback materiel managers. By having visibility of all supplies and equipment in the chain the materiel managers will have the ability and responsibility to quickly shift materiel capability to the warfighter with the greatest need.

Secretary Wynne: The key to all operations is the training we give our Airmen and the tools of total situational awareness we give them. That is the Knowledge part. Our task is overwhelmingly to make sure procedures are in place so that our Airmen are always armed with the information they need to use their skills and creativity. The Air Education and Training Command regimen combined with professional and personal education is key.

ER: On 7 Nov 05, you co-signed a memorandum with CSAF introducing your “Lean across the Air Force” initiative. What has impressed you most about what Lean has done for logistics processes and what benefits do you envision accruing as Lean is applied across the Service?

How does Lean connect to AFSO2 21?

Secretary Wynne: I want to gain the benefits of Lean all the way from the flight line, to satellite control to engineering offices, where it can affect the entire service. Lean was first implemented at the depots five years ago and the results have been truly remarkable. Fleet availability has increased in every weapon system that has implemented Lean. We’ve had several depots win the prestigious Shingo Prize for Excellence in Manufacturing. Our next mission is to extend these early successes into Lean programs across the Total Air Force as Air Force Smart Operations 21 (AFSO 21).

Other key benefits of implementing AFSO 21 are the role it places on leadership involvement and the enabling of all our Airmen. AFSO 21 places considerable emphasis on leaders being involved with the entire process and removing barriers to performance. But AFSO 21 is not just for leaders. I am looking to each and every Airman to be my change agents and make this effort a success. We all must challenge business-as-usual and identify areas where we can support the war fighter smarter, faster and more effectively.

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When I say “accountable Airmen ethic,” I mean, we fully equip our Airmen to do their best, and then measure results so that we can keep improving and correcting our efforts, and refocusing on new targets or opportunities. It is a steady cycle of Awareness-Knowledge-Effort-ResultsMeasure-Adjust.

ER: Do you have any additional comments you would like to make to the 3,500 members of the Logistics Officer Association?

Secretary Wynne: My future vision for logisticians in support of combatant commanders is like that of the chief operating officer to a corporation. They’ll know a resource’s state, where it is and how to employ it to fulfill the mission.

The adaptability and innovation of our logisticians is paramount. As we transform into a leaner, more lethal and agile force, we will continue to maximize the use of reachback.

That means we’ll do all of our logistics planning here in the states, yet have our aircraft, supplies and operations thousands of miles away. We must continue to leverage the technologies of today to realize QDR’s call to become a more expeditionary, transparent, and horizontally integrated force and we must do so with the utmost integrity. We’ve already seen things like Unique Identification and Radio Frequency Identification change our inventory management, reducing on-site storage and moving to a “just in time” delivery system.

Our officer, enlisted, civilian and contractor professionals play a pivotal role in supporting our Combatant Commanders and winning this long war against global terrorism.

I salute the leaders of our of logistics operations who’ve improved service, increased morale, de-stressed the work environment and increased customer satisfaction. I’m proud to serve with you and look forward to seeing you at the LOA Conference in San Antonio this October. K

Perspectives I N S TEP WITH G ENERAL T. M ICHAEL M OSELEY, C HIEF OF S TAFF OF THE A IR F ORCE Gen Moseley recently took the time to answer some questions posed to him by our ER staff.

ER: There has been recent discussion about the high

over 10,000 of our Airmen

cost of contracted operations within the Air Force. Do

completed the Army’s com-

you think the pendulum swung too far and the Air Force

bat skills course and other

contracted out too many processes? If so, what steps do

specialized training. We’ll

you envision taking to redress the imbalance?

continue to work directly

Gen Moseley:

Contractor logistics support has and will

continue to be an integral part of our sustainment strategy.

ER: PERSPECTIVES

The Air Force has been contracting maintenance support

Gen T. Michael Moseley

with the Army to develop and tailor training provided to our Airmen ensuring they are properly “trained and equipped” for future ILO missions.

for many years with a high degree of effectiveness. Using

ER: In an article published by Air Force Print News you

contractors to accomplish specific tasks lets the Air Force

commented that the Air Force needed to find “new ways

partner with industry and tap the vast resources of expertise

to work together with sister services and to share

outside the blue suit AF. Lastly, contracting services helps

resources that in the past they may not have.” The arti-

us take advantage of the private sector when we need it.

cle noted that finding ways to better integrate with the

By law we can’t contract out more than 50 percent of our Air Force depot maintenance. So we must ensure the right

other Services would be a priority of your tenure as CSAF. Where can we better integrate with our sister Services?

balance is maintained between organic and contracted

Gen Moseley: We’ve evolved beyond just staying out of

tasks by rigorously employing the Source of Repair Process.

each other’s way, or de-conflicting activity. Up until Desert

ER: The Air Force has picked up a considerable number of “In Lieu of” (ILO) taskings from the Army during the Global War on Terror. What effect do ILO taskings have on Air Force readiness and our ability to effectively “train and equip” for our traditional roles and missions?

Gen Moseley: Our support of ILO taskings has challenged us to take a hard look at how our Airmen are trained and prepared for deployment. Our Air Force must be ready to fight on an expeditionary basis, and our training has to prep us for that reality. We are changing BMT to meet make sure we’re ready to fight as an expeditionary Air Force. We’ve rolled many of the ILO requirements into the training. With each rotation, our Airmen capture crit-

Storm, we made an art out of de-conflicting. In the Desert Storm time frame, we began to integrate a bit — to not just stay out of each other’s way. We worked very hard on integration. We now no longer have the luxury of just being integrated. Today we fight interdependently, and our operations have to reflect this.

Operationally, we can integrate with our sister services both in cargo and aerial surveillance aircraft. Logistically, there are even more opportunities. For example, US Joint Forces Command and US Transportation Command in their roles as the Joint Deployment Process Owner and Joint Distribution Process Owner are working closely with the Services to improve joint logistics processes end-to-end.

ical lessons learned to help ensure their replacements are

We need to continue exploring joint logistics training

even better prepared to support ILO missions. To date,

opportunities to prepare Airmen, Soldiers, Sailors, and

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Marines to operate in this environment together. The

MAJCOMs. This structure will help align our processes

2005 Defense Base Realignment and Closure Commission

vertically and horizontally and allow smooth execution of

created the Combat Service Support Center, the Joint

our mission. The warfighting headquarters concept will

Center for Consolidated Transportation Management

continue to evolve. And recent BRAC and QDR decisions

Training, and the Joint Center of Excellence for Culinary

present tremendous opportunities for us to shape the Air

Training, all at Ft Lee. All these activities promote train-

Force of tomorrow. For example, BRAC directed us to

ing effectiveness and functional efficiencies.

establish CONUS centralized intermediate repair facilities

ER: Several years ago, your predecessor reorganized the force, placing aircraft maintenance operations back under career maintainers in Maintenance Groups and moving Logistics Plans, Supply, Contracting and Transportation functions to Mission Support Groups and Wing staffs. Where do we stand now?

(CIRFs) for certain aircraft engines and avionics, as well as logistics support centers (LSCs). The CIRFs and LSC initiatives will enable us to establish a worldwide network of logistics support to better serve the warfighter, at lower overall cost. As a result of the QDR, we’ll move forward with the Air Force Flight Plan for Transformation. This flight plan will give us the ability to recapitalize and ensure

Gen Moseley: During the 90’s, we experienced a notice-

our Air Force is a relevant member of the Joint team of

able decline in the mission capable rates. For example, the

the future. Future challenges lie ahead, but the logistics

MC rate for the operational fighter fleet declined from

community continues to lead the way in Air Force trans-

over 88% during DESERT STORM to the mid-70% by

formation. Your efforts are vitally important and will help

the late 90’s. This was due to many factors, to include

shape the Air Force for the next 25 years.

aging weapon systems, increased OPTEMPO, and declining experience. One of the things we did to address this negative trend in fleet readiness was to adopt the Combat Wing Organization (CWO) concept. We also transformed our depots to provide more responsive, higher quality depot support. It’s been a team effort and we’ve seen improvements in our readiness indicators.

The combination of Logistics Plans, Transportation, and Supply functions into a single Logistics Readiness Squadron laid the foundation for Agile Combat Support. We now have a single point of contact from Opening the Base through Sustaining and Redeploying the Force. This operational function is proving its worth in both Operation

ER: Many of our LOA members are young officers; the recent Force Shaping initiatives are of great concern to them. Can you comment on the future of Force Shaping?

Will young men and women with aspirations of a career in the Air Force be able to take an oath of commissioning in the Air Force without worrying about being involuntarily separated a few years later?

Gen Moseley: Most definitely. It’s our objective to ensure that our accessions align with our existing and future requirements. We require now, and will in the future, the best and brightest young men and women for service in our nation’s AF.

IRAQI FREEDOM and Operation ENDURING FREE-

ER: Do you have any additional comments you would

DOM. Our visibility of parts and people moving through-

like to make to the 3,500 members of the Logistics

out the AOR is better than at any time in history.

Officer Association?

ER: Do you envision making additional organizational

Gen Moseley: I’m incredibly proud of all the hard work

changes within the various logistics functional areas?

your Association and your members have done. Without

Gen Moseley: Yes, we will continue to evolve our organi-

you, our Air Force couldn’t accomplish its mission. You

zational structure. We recently adopted the warfighting

guys are truly world class professionals and I’m proud to

headquarters “A-Staff” structure in the Air Staff and our

serve with you. K

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PBD 720 Air Force Tr a n s f o r m a t i o n Submitted by Brigadier General David Gillett The Air Force is facing some tough decisions in the next few years. We are the best Air Force in the world but we are compelled to adapt to a new environment in order to continue to be the world’s best. The first consideration of this new environment is that we are at war. We conduct combat operations on a daily basis and are supporting new missions, to include US Army convoy support in Iraq and other “In Lieu of” operations. Furthermore, we are engaged both at home and abroad protecting the homeland from terrorism.

At the same time we’re executing wartime logistics, we are also trying to recapitalize a fleet that is over 23 years old on average while continuing to sustain what we have. So how do we pay for recapitalization, sustain an aging fleet, fight a war, and remake our Air Force? Our Air Force senior leaders have recognized this need for change and have now taken some concrete steps to shift our priorities and change our culture. First, they instituted Air Force Smart Operations 21 (a.k.a. AFSO21) to begin the culture transformation needed to fundamentally shift the way we operate through process improvement. The model we used to establish the AEF

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Concept will be a model for the AFSO21 Concept. We will institutionalize the tools we need to remake our Air Force into a much more efficient, lethal, warfighting Air Force.

Second, the Air Force instituted a strategy to reduce the overall size of the force and to use the savings to invest in new capabilities. There are three ways we will achieve these reductions. First, we will retire “old iron”. The Air Force has proposed reductions in the oldest, least capable weapon systems in order to reinvest those dollars in new capability.

Secondly, we are restructuring headquarters functions to align with the warfighting headquarters construct. Third, we are depending on process improvement to enable us to see and eliminate unnecessary work and waste to net significant savings already committed to recapitalization. The above actions result in an overall manpower reduction in the Air Force; total end strength will decline from about 355K today to 315K active duty and also reducing ARC and civilian workforce. To put it in perspective, in the early 90s we reduced the size of our Air Force by about 100K. But, unlike today, we had significant reductions in force structure at the time. So this effort will present some significantly different challenges.

Nonetheless, it is critical to adapt our Air Force to these new realities and change the way we are doing business.

So what will this change mean for logistics in general and aircraft maintenance in particular?

When the tasking arrived to generate manpower savings in the range of 10-15 percent of the force without significantly reducing force structure, we had to change our thinking. Everything was on the table. In the maintenance functional area we organized a team and generated 80 ideas and vetted every initiative. The CV-22 test program reached a high point in its flight test history when Osprey 7 successfully completed a terrain-following After a process of consolidation, radar exercise. (USAF photo by George Villarino) and elimination, three general themes and 37 specific initiatives remained. First, we will better visibility over supply assets and improved supply supcontinue our enterprise focus, rather than sub-optimizing port overall with fewer people and superior software tools. locally. Second, we will stay focused on generating savings by Now it’s time to take the next step. We are consolidating six improving our processes, rather than “peanut butter spread- RSSs into two Logistics Support Centers (LSCs). The LSCs ing” the reductions. Third, we will leverage information tech- will optimize support across fleets, rather than regions and nology in the form of the Expeditionary Combat Support close several gaps in our support structure. Ultimately, we System (ECSS) to leverage our process improvement efforts. envision the LSCs merging with companion AFMC supply chain management functions into a single Global Logistics Support Center (GLSC).

ENTERPRISE FOCUS For maintenance and logistics the enterprise focus will be most visible in three areas: Financial, Logistics Command and Control and Intermediate Maintenance. In the early 1990s we decentralized budget and POM authority to a great extent.

We institutionalized a “pay as you go” system so that MAJCOMs (at least on paper) funded their individual flying hour and depot maintenance accounts. The system has paid great benefits over the years but, it also generates millions of non-value added financial transactions. In fact, as we adopted the Centralized Intermediate Repair Facility (CIRF) concept, these financial transactions became a barrier to the repair process. So, at this juncture, we are rapidly moving toward changing the paradigm in the form of Future Financials as a key enabler of for Air Force logistics transformation (eLog21). In this construct, AFMC will manage the Working Capital Fund (WCF) and have all flying hour dollars and Depot maintenance funds so that the work can get done with fewer financial transactions.

Intermediate Maintenance is also in transition. Intermediate repair capability for jet engines, avionics, and pods is being consolidated at CIRFs. We are also working toward building a repair network to include both CIRFs and depots and, in fact, may stop thinking about about “intermediate” and “depot” repair as separate entities. We need to think in terms of an enterprise repair network. Our LSCs will manage that repair network to reduce overall work in process and put more of the reparables on the shelf ready to use. In short, we will optimize support of the supply chain. We will start by focusing on our organic repair resources but we will eventually include our contract repair in our network. This is a long-term goal and it won’t t happen overnight. The reason is that we will not sacrifice our readiness goals to achieve cost reductions. We will preserve combat capability by careful planning and by getting at root causes and implementing fixes.

We are also evolving Logistics Command and Control (C2).

In the late 90s we established Regional Supply Squadrons (RSSs). These squadrons proved to be a powerful tool for controlling our regional supply resources. The RSS gave us

In order to improve readiness while simultaneously reducing cost, we will stay focused on process improvement. Through AFSO21 “lean principles” we will become more efficient by

PROCESS IMPROVEMENT

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E R : P B D 7 2 0 A I R F O R C E T R A N S F O R M AT I O N

our logistics systems in applying and adapting the past. So what’s difproven industry princiferent? Well for one ples to eliminate waste, thing, for the first time standardize our processes in my career, we have a to our Airmen culture. process orientation drivWe can’t do “more with ing development of our less.” We must eliminate automation. We are unnecessary work starting by defining our (waste) so that we do less processes and then work but deliver an building the IT around improved product. Many those processes. One of you have already example is our effort to experimented with lean define the Maintenance process improvement.

BARGRAM AIR BASE, Afganistan -Senior Airmen Heath Burns, left, and Thomas Elsworth Enterprise Architecture.

Certainly, our depots are survey the airfield here after their C-17 Globemaster III taxis to a stop here April 4. They are We have, for the first leading the Air Force C-17 loadmasters from Charleston Air Force Base, S.C. (U.S. Air Force photo by Tech. Sgt. time, mapped an archiand can teach us a great Scott T. Sturkol) tecture from flightline deal. But many units are applying lean processes to ISO and Phase inspection. And to depot shop. ECSS will now take that architecture and several of our existing CIRFs have also applied lean to great build a support system around the process. There are still affect. But we have a long way to go. Process improvement plenty of risks but we are compelled to identify and mitimust become part of our culture. We must become more inte- gate them. grated functionally. We also need to become more seamless Make no mistake, the road ahead is extremely challenging. from the flightline to the depot and our contractor teams.

We must improve the readiness of our legacy fleet, replace that legacy fleet with new capabilities, fight a war, downE X P E D I T I O N A RY C O M B AT S U P P O R T S Y S T E M size the force, and change our culture simultaneously. We As we begin to mature these world class processes, we have have just begun that journey by applying AFSO21 conto supercharge them with world class Information cepts. We must greatly expand our efforts to train the force Technology (IT) support. This IT support will come in the in these new tools. We have to find new ways to reward form of ECSS. ECSS will integrate our processes in ways behavior that helps us transform our Air Force. My chalwe have never considered. We will be able to identify root lenge to you is to help the Air Force make this transforcauses for failures, track bad actor components, train our mation. We will provide you with the process improvepeople effectively, and put spare parts on the shelf at the ment tools. The fundamental changes will occur on the optimum time. It will also connect our maintenance and flightline and in the shop, not in the halls of the logistics processes with financial and personnel systems.

Pentagon. We will, with your help, ultimately re-shape the We will be able to collaborate in unprecedented ways. We Air Force into a modern, more lethal and effective fightwill make a paradigm shift towards greater synchronization ing force which will remain the best in the world. and collaborative planning across operations, supply, maintenance, and distribution activities (from base level organ- Brigadier General David Gillett is the Director of ic and contractor depot repair) to better optimize our Maintenance, Deputy Chief of Staff for Installations and resources and deliver capability. This collaboration will Logistics, Headquarters U.S. Air Force. He is slated to effectively shorten our supply chain, improve reliability for assume new duties as Director of Maintenance and needed support and make us more effective and responsive. Logistics, Air Combat Command later this summer.

Revamping our information systems is a huge undertaking.

We have not been very efficient or effective at developing

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Special thanks to Colonel Paul Dunbar and Colonel Loraine Simard for their contributions to this article. K

The Process – Technology Paradox Submitted by Dr. A.H. Segars A major challenge facing both corporate and governmental entities is capturing the benefits of increased investment in both process change and new technology. In many instances, increased investment in programs of process transformation results in less capability, more process complexity, and higher total costs. This is a true paradox when the major promise of new technology is more integration, better processes, and lower costs. Given the advancements in technology, why is it so hard to realize its benefits?

In our work with several private corporations as well as with Department of Defense, we have uncovered process and technology paradoxes that explain the difficulties in achieving breakthrough performance. Understanding these paradoxes and developing appropriate coping strategies provides an important starting line for successfully navigating a program of radical transformation.

new way of thinking, a new opportunity born out of change in organization structure, or a simplification of a complex process. It may also reflect a new performance metric that necessitates radical change.

Likewise, technology may be “old” or “new”. New technology represents classes of important innovations that are radically different from existing platforms. Often, these technologies are simpler solutions and replace legacy technologies. For example, Voice over IP represents a replacement solution for traditional telephone that reduces the total amount of technology and lowers cost. In contrast, old technology represents a continuation of systems, databases, and networks that now exist within the organization. In most instances, old technology increases total IT expense. An example of this technology is middleware that converts the data definitions of one system into those that can be processed by another system.

As illustrated, the combination of techAs illustrated in Figure 1, nology and process transformation initiatives can yields four distinct scebe understood by assessing the narios of transformastate of technology and the tion. Two of these scestate of process. A process may narios are paradoxes, be “old” in the sense that it one is simple nonsense Figure 1: The Interface of Technology and Process represents traditional and and the remaining sceinstitutionalized ways of doing nario represents sucbusiness. In many instances, old processes are born out of cess in transforming the organization through technology and conventional wisdom, lore, and myth within the organizaprocess innovation. tion. Their performance metrics are also a well known and understood language among the community. A “new” process represents an alternative way of doing business that differs P R O C E S S N O N S E N S E considerably from the conventional norm. It may represent a It is easy to believe that no one would expect great leaps in 20

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performance by applying old technology to old process, yet, it seems that this is where the greatest investment is made within many parts of the Department of Defense. Largely due to a legacy of “history” and “success” it is hard for institutions such as Army, Navy, Air Force, and Marine Corps to let go of old process. Surprisingly, it is equally hard for these institutions to let go of old technology. While some would point to investment in “new” technologies as examples of progress, the actual implementation of these systems mirror the older systems they replace. In worse cases, they are added on to existing legacy systems thereby becoming another layer of systems complexity. Therefore, while the technology is “new” in name, it is “old” in its implementation and use. The implication is that total technology spending increases dramatically while performance remains unchanged or decreases.

P R O C E S S PA R A D O X A close neighbor of process nonsense is the process paradox. In this instance, effort is expended to create new processes that deliver breakthrough performance. In most cases, these efforts are organized as programs of total quality improvement or process reengineering. Unfortunately, “old” technology is used to leverage these processes. Again, it is highly possible that this “old” technology is misunderstood to be “new” simply because it is the latest version of COTS. It is also possible that a technology vendor cannot or will not design “new” technology to truly leverage the process innovation. In extreme cases, the organization is simply not willing to part with legacy technology. The net result is a paradox in that a new process is created but breakthrough performance never materializes. In worse cases, some incremental performance is realized while the breakthrough level of performance remains unknown. In other words, the organization never realizes that much more can be achieved in process redesign efforts with “new” technology.

T E C H N O L O G Y PA R A D O X Perhaps the second most common transformation scenario in DoD is the technology paradox. In this instance, new technology is implemented with the expectation of breakthrough performance. However, it quickly becomes apparent that such performance will not occur and, in the worst cases, performance declines while spending in technology rises. The main culprit in this scenario is “old” process. The belief among organizational leaders is that investment in new technology will cure process problems. In other words, new technology will, by default, result in new processes. In short, nothing is further from the truth. In many instances, new technology is used to build more perfect barriers to integration and to pro-

tect bad processes. This can be caused by incentive systems that are not aligned with the performance goals of the transformation effort. One truism that we have discovered in research within the private and public sectors is that a bad process benefits someone. This scenario is perhaps the most dangerous of all in that escalation in technology spending without a gain in performance often leads to more spending.

In addition, process design should precede investment in technology; therefore, this scenario creates a “perfect storm” of forlorn hope that enough spending in technology will eventually cure the underlying process problem.

PROCESS SENSE When new technology and new process intersect, breakthrough performance becomes achievable. This transformation scenario is described as process sense. Interestingly, such results have been achieved by many organizations through the recasting or reinvention of “old” technology and process as well as the adoption of “new” technology and process. The key is to create the leveraging effect of innovative process and technology design. In the majority of cases, this is done with less rather than more technology. It is also achieved through simpler rather than more complex processes. In fact, of the implementations we have studied, the lower threshold of technology cost savings is 20%. The amount of process reduction in these instances is about 33%. Therefore, the net result of these transformations is an organization with fewer processes and less technology, a revolution in simple.

Each of these scenarios offers insights into the paradoxes, failures, and success of transformation through process and technology innovation. The challenge for transformation architects is to objectively assess the true state of change initiatives. Many efforts are cast as process sense when in reality they are process nonsense. Underachievement in process change or escalating technology costs with no accompanying boost in performance is indicative of a process or technology paradox. In any transformation effort a critical key to success is a common dialogue for understanding the true status of the initiative’s impact and progress. This framework and accompanying scenarios can provide the needed language for the development of coping strategies needed to move projects out of nonsense and paradox into the most promising ground of processes sense.

Dr. A.H. Segars is the RBC Centura Distinguished Professor, Institute for Business and Defense, University of North Carolina at Chapel Hill. K

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CBM+ MOVES FORWARD Submitted by Mr. Greg Kilchenstein Condition-Based Maintenance Plus (CBM+) is a DoD initiative that empowers the Services and their program managers to pursue and incorporate maintenance technologies and processes to more effectively support the warfighter. CBM+ will improve system supportability, lead to more efficient business processes, and transform the maintenance environment for both new and legacy systems.

Many technologies and processes are included in the CBM+ initiative. The universally accepted condition-based maintenance concept, which establishes a need-driven approach to maintenance, forms the base for CBM+. The “Plus” designation represents the application and integration of maintenance improvements, such as, reliability centered maintenance (RCM); failure trend analysis; serialized item management (SIM); enhanced diagnostics and prognostics techniques; electronic portable and point of maintenance aids; automatic identification technology (AIT); and data-driven interactive maintenance training.

The ultimate goal of CBM+ is to improve maintenance agility and responsiveness, increase operational availability, and reduce total life cycle costs.

The CBM+ initiative has developed a solid foundation of information, knowledge, and experience to help the Services and program leaders make necessary changes to both existing

programs and future acquisitions. With a clear understanding of the effects of CBM+, they can champion CBM+ insertion in the design phase; recognize opportunities to modify legacy systems when appropriate and cost effective; and better appreciate readiness effects, logistics benefits, and returns on investments to justify the cost of CBM+ implementation.

CBM+ represents a shift to a proactive approach in maintenance planning and execution. It leverages recent advancements in maintenance technologies and processes and is a conscious effort to shift from unscheduled corrective equipment maintenance to preventive and predictive approaches that schedule maintenance based upon the evidence of need. Using CBM+ tools and technologies, maintainers can identify and respond to deteriorating equipment conditions more effectively, without having to wait for a failure. CBM+ not only emphasizes a different approach, it also allows a net reduction in the amount of maintenance performed, which affects all the associated logistics elements, including parts and other footprint factors.

CBM+ is focused on determining the need for maintenance before operations are affected—and then being able to respond to that need quickly and effectively. Rather than a force multiplier, CBM+ is a “maintainer multiplier.”

Maintainers are the key to the execution of equipment maintenance, and they need to be well trained, well equipped, well informed, and well supported. CBM+ helps achieve those objectives.

Top Photo: Spacial Integrated Systems (SIS) technician sits atop scaffolding around a KC-135 fuselage at OC-ALC monitoring tests utilizing the new Commercial Technologies for Maintenance Activities OptiCAM.

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connectivity tools proCBM+ encourages the vides faster response expanded use of embedand better materiel ded and external sensupport. Through it all, sors, those that already individual maintainers exist as well as new remain the key to ones, when appropriate. effective mainteIt makes better use of nance—CBM+ is the resulting data, softfocused on helping ware applications, and them become more algorithms that provide effective and efficient a diagnosis of current by providing better symptoms, conditions tools and information, and failures, and logical resulting in improved approaches to predict performance and readifuture failures. ness of our weapon sysCapturing, analyzing, SIS technician uses the OptiCAM to capture 3D images of KC-135 upper skin at OC-ALC. tems. and acting on an expanding amount of The original policy for information that can document and, eventually, predict CBM+ was released in November 2002 by the Deputy Under what’s happening to equipment is crucial and requires effecSecretary of Defense for Logistics and Materiel Readiness. tive maintenance information systems. RCM data from mulThe primary policy elements continue to be incorporated into tiple weapon systems can identify trends and provide a more other DoD and service guidance documents, including Air dynamic maintenance plan. Asset management tools, such as Force Instruction 21-101. Expanded DoD guidance is curSIM and AIT, are improving configuration management rently being developed into a DoD instruction. capabilities. AIT will help make maintainers be more effiAll Services are cient and provide responsible for accurate informaguiding the impletion across the mentation of board. Interactive CBM+ in their E l e c t r o n i c programs and platTechnical Manuals forms. A CBM+ (IETMs) are getIntegrated Product ting better and Team (IPT), commore user friendly. prised of leaders In addition, they from the Services, are being integratJoint Staff and ed with training DLA, is leading and becoming more the effort to proeffective job permote, advocate and formance aids. monitor the impleImproved portable Maintainers at Shaw AFB prep F-16 91-1353 for another sortie. (USAF Photo) mentation of maintenance aids CBM+ throughout (PMAs) are replacing paper-based technical data with electronic information DoD’s logistics and maintenance processes. A CBM+ Action that is easy to use. Linking logistics with maintenance Group (AG) supports the IPT by researching CBM+ related through the increased capabilities of computer systems and

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ER: CBM+ MOVES FORWARD

activity in DoD and commercial sectors and integrating CBM+ with other DoD initiatives, such as Automatic Identification Technology, Radio Frequency Identification, and Unique Identification. In addition, five CBM+ Working IPTs (WIPTs) specifically work cross-Service issues in the following areas: Joint Oil Analysis Program (JOAP), RCM, IETMs; Joint Service Organizational Level Automatic Test Systems (JOLATS) and Policy. The DoD CBM+ Web site serves as the clearinghouse for CBM+ information and presentations; cross-Service policy documents; links to government, academia, and industry Web sites; and upcoming events. DoD’s Web address is http://www.acq.osd.mil/log/mppr/CBM%2B.htm.

change configuration based on mission needs. Advanced Concept Technology Demonstrations (ACTDs) team warfighters with the development community to use both mature and emerging technologies in evaluating solutions critical to military needs. The goal of the Joint Distance Support and Response ACTD project is to demonstrate the capability to transmit maintenance diagnostics from the field to a subject matter expert and return information to assist in the repair process. The Marine Corps’ Light Armored Vehicle platform has a Commercial Technologies for Maintenance Activities (CTMA) project for testing new predictive CBM methods, including diagnostic sensors, knowledge management, remote telematics, and software.

The Joint Strike Fighter program incorporates several CBM+ features. Its Autonomic Logistics (AL) System is a Given its relatively short history, CBM+ could be viewed new and revolutionary supportability concept that is a “new requirement,” but it actually represents a continudesigned to enable better utilization of the F-35 through- ing evolution of maintenance processes and procedures that are based upon improved out the life of the platform—and capabilities, practices, technoloat a lower cost than legacy airgies, and techniques. As CBM+ is craft. One of the key enablers of fielded on platforms and systems, the AL concept is an advanced DoD maintenance operations will Prognostic and Health be transformed with applications Management (PHM) system. and business processes that make That system provides the data, future operations more effective. information, and knowledge CBM+ will link emerging maintethrough a comprehensive set of nance and logistics requirements capabilities that are applied to to the right resources in a timely every major system and subsystem Close-up of a "wearable computer" being tested at Robins AFB as part of a pilot demonstration.

(USAF Photo) and efficient manner. on the aircraft. PHM capabilities Maintenance and logistics systems include the ability to do highwill be synchronized to deliver and level automatic fault detection sustain unprecedented combat and fault isolation in real-time, capabilities that are inherent in in-flight, and on-board the aircurrent and future weapon systems. craft with very low false alarm Enabling the individual maintainrates. The PHM architecture will er remains the key to success and provide data directly into the AL CBM+ provides the best informaInformation System. tion, training, tools, and logistics Several projects throughout DoD support possible.

Technician performing a phase inspection on a JSTARS airare investigating CBM+ techcraft at Robins AFB consults an integrated electronic tech nologies. The Defense Advanced Mr. Greg Kilchenstein is Senior manual loaded onto a wearable computer as part of a pilot Research Projects Agency demonstration. (USAF Photo) Policy Analyst for the office of the (DARPA) has initiated a progAssistant Deputy Undersecretary nostics study and a material failure and defect growth of Defense for Materiel Readiness & Maintenance Policy study; it is also considering a project to research machines and is the CBM+ Action Group Chairman. K that sense their condition, share the information, and

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RFID: THE FUTURE

IS

NOW

Submitted by Alan F. Estevez and Steve Geary

T R A N S F O R M AT I O N

AND

RFID

Joint Vision 2020 (JV 2020) describes a future military capability based upon speed, precision, lethality, and information dominance. JV 2020 identifies “Focused Logistics” as a critical requirement to project and sustain forces. It emphasizes the development of common technologies and processes to further advance the power of the joint warfighter and it challenges both the warfighter community and the Defense Business Mission Area to develop innovative organizational structures and processes to dramatically improve the end-toend management of the business mission area to support the joint force commander’s priorities. Our answer to the challenge of JV2020 will dramatically change the way America fields weapons systems, supplies troops, projects power, and wins wars. The DoD vision for logistics states, “the joint logistics process will be a highly efficient, integrated system that ensures required support to the warfighter.”

A key element of logistics transformation in support of the joint warfighter is asset visibility. According to the 2006 Quadrennial Defense Review, “Radio Frequency Identification (RFID) will play a key role in achieving the Department’s vision for implementing knowledge-enabled logistics support to the warfighter ...” RFID, and asset visibility, are key pieces of a strategy to provide Combatant Commanders (COCOMs) with the ability to exercise discretionary authority over logistics in real time.

Application of RFID within the United States military began in the early 1990s with active RFID technologies. More contemporary developments in RFID have allowed the implementation of passive RFID approaches, while the use and implementation of active RFID continues.

RFID DEMYSTIFIED RFID is a form of Automatic Identification Technology (AIT) which is “a suite of tools for facilitating total asset visibility (TAV) source data capture and transfer. AIT includes a variety of devices, such as bar codes, magnetic strips, optical memory cards, and radio frequency tags for marking or “tagging” individual items, multi-packs, equipment, air pallets, or containers, along with the hardware and software required to create the devices, read the information on them, and integrate that information with other logistic information.

AIT integration with logistics information systems is key to the Department of Defense’s TAV efforts.”

Active RFID tags can hold relatively large amounts of data, are continuously powered, and are normally used when a longer tag read distance is desired (up to a few hundred feet). This technology provides military logisticians with the ability to Top Photos: Hundreds of fixed and mobile RFID interrogators located at military bases, commercial vendors, worldwide sea and aerial ports, highways and rail lines send date/time stamp location updates to DoD's ITV Server as active RFID tags pass by, giving consignees and consignors in-transit visibility of requisitions as they flow through the transportation network. (USAF Photo)

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identify and locate material while in motion or at rest, without operator involvement, as tags are automatically “read” by interrogators positioned throughout the supply chain. The interrogators pass tag information to a central repository where it can be accessed by users anywhere, anytime.

THE ARMY

A Soldier in Iraq displays handheld RFID interrogator used to track shipments to the "last tactical mile." (USMC Photo)

Passive RFID tags contain less information than active tags and have a much shorter range because they generate only a low-level RF signal.

Typical read distances range up to 10 feet, and in ideal circumstances may range as high as 20 – 30 feet.

RFID has a myriad of applications. Toll tags, badges, hotel room keys, and gas payment “speed pass” devices are but a few examples of how we already use RFID in our daily lives.

Commercial innovators have demonstrated the power of widespread implementation of RFID to enhance business efficiencies. At Wal-Mart, researchers at the University of Arkansas found a 16 percent reduction in out-of-stocks at stores fully instrumented with passive RFID. Additionally, the study also showed that out-of-stock items with passive RFID tags were replenished three times faster than comparable items using standard bar code technology. Equally important, Wal-Mart experienced a meaningful reduction in manual orders resulting in a reduction of excess inventory. And, although the University of Arkansas study focused on the benefits to WalMart, a cascade of benefits has also been reported in the press for suppliers who are participating in the program.

RFID—A TOOL

FOR

“SANDBOX LOGISTICS”

Active RFID is already field proven. It has been deployed operationally in Kosovo, Ethiopia, Haiti, and Iraq, to name some highly visible examples. Passive RFID, on the other hand, is recently emergent and has not yet been widely used in a forward deployed location. Following is a synopsis of some of the ongoing initiatives within DoD to integrate RFID, both active and passive, into operations. “Sandbox Logistics” will never be the same.

AND

RFID

The Army led DoD in the application of active RFID beginning with its use to gain asset visibility during operations in Somalia, Haiti and Bosnia in the early to mid1990s. It has made widespread use of the technology to maintain asset visibility during Operations ENDURING FREEDOM (OEF) and IRAQI FREEDOM (OIF). Results speak for themselves.

“The Joint Distribution Center here in Balad, Iraq is a logistics hub for the entire country. Many trucks, packages, containers, pallets, etc. pass through the JDC each day. Many of them are tagged, some are not. Gary and Charles work hard to get tags on everything. Charles also walks the yard twice a day and rescans the inventory. Two days ago, I was contacted by a fellow Logistics Assistance Representative (LAR) in Baghdad. A modem cable for a communications system was shipped from Germany on 21 March with RF tag 761075. It was now 10 April, and the part hadn’t arrived. ITV said the last location was the JDC yard. After some research, we found the part buried in a tri-wall container . . . I was able to pull the box, and mail it to the unit.

A couple of weeks ago, an engineer unit in Baghdad was looking for a Tool Outfit, Hydraulic System Test and Repair Unit (HSTRU) that had been shipped from the U.S. The 3rd COSCOM Logistics Management Specialist was able to obtain the RF tag number (4448109) of the shipment. After entering the tag number into the In-Transit Visibility (ITV) system, I was able to determine that the equipment had been at the Air Force Cargo Facility on Balad since 12 February.

We went to the facility, where we located the equipment, and transported it back to our office, where it was held until the unit picked up the equipment that afternoon.

A medical unit in Baghdad had shipped 4 containers of excess medical equipment to the ... DRMO here in Balad.

Shipment had been en route for over 2 weeks, and the unit was trying to find it. Once the unit provided the RF Tag numbers to the DRMO, ITV told me that the containers were at the JDC yard. I went to the JDC and located the 4 Continued on next page...

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duces actionable logistics information related to ITV, supply point status, logisticsrelated commander’s critical information requirements, logistics course of action analysis, and projection of combat power, in addition to THE MARINE CORPS AND vital position location of distribution assets. By marrying RFID the position location of BCS3 Marines of the Marine Logistics to the content level detail of Group (MLG) are using in-transit the Marine Corps “warehouse visibility in a process that not only Airman collects shipping information from an active RFID on an air palto warfighter” RFID implespeeds up delivery but also allows let in Kuwait. (USAF Photo) mentation, 2d FSSG has service members to track shipments achieved factory-to-foxhole of supplies from the vendor to the individual Marine. They are using the tools at hand to create LTM visibility of the entire distribution process and can share situational awareness, promote visibility, and allow on-the- that visibility across the Marine Air Ground Task Force ground commanders to use a decision support enabler to exer- (MAGTF). The end results have been spectacular. The Marines have reduced inventory in Iraq $127M to $70M, cise discretionary authority over logistics. reduced wait time from 28 to 16 days, increased theater fill The tracking system has two main elements. The first elerate from 77% to 89%, and reduced retail backlog from 92,000 ment is RFID tags, which are individually applied to shipto 11,000 orders. ments. The second is a satellite device on the transport vehicles, which is then logically tied to each RFID tag. Spiral 1 T H E N AV Y A N D R F I D of the implementation has made use of active RFID, but spiThe Navy has made significant strides in advancing OSD’s ral 2 is envisioned to replace the costly active tags with pasRFID Policy by integrating passive RFID into its supply chain sive tags. By tracking the satellite transponder, Marines are processes. Beginning in late 2003, the Navy made use of pasable to track shipments as they move in an austere environsive RFID to control consolidation, validate container conment without reliance on fixed RFID reader locations. tents, and ultimately generate manifests for materiel bound “It is easy, the warfighter, can place an order from the field, for Iraq and other forward deployed locations passing through and we just pull the items from our shelves and deliver them,” the United States Navy Ocean Terminal, Norfolk, VA. And said Major Michael Lepson, officer in charge Marine Air at Al Asad, located in northern Iraq approximately 180 kiloGround Task Force Distribution Center, Combat Logistics meters West of Baghdad, the Navy successfully implemented Regiment 25. “The customer can then track the requested passive RFID, both read and write. In conjunction with item from the time it is palletized until it reaches him.”

Defense Distribution Center – Norfolk, Al Asad, and the Advanced Traceablity and Control (ATAC) Hub at the Fleet The data captured through RFID is fed into the jointand Industrial Supply Center (FISC) Norfolk, passive RFID approved interim Logistics Common Operating Picture is being used to retrograde track the movement of repairables.

(LCOP), known as the Battle Command Sustainment Support System (BCS3). BCS3 takes feeds from many national level The Navy began another demonstration of passive RFID logistics systems and servers (e.g., RF-ITV server, Asset ashore at Trident Refit Facility (TRF) Bangor, WA on 16 Visibility (AV), global transportation network, worldwide port March 2006. The successful “Go Live” of the Bangor RFID system, joint operation planning and execution system, etc.) Evaluation (BRE) put into production the simultaneous inteand displays that information on National Imagery and gration of business process reengineering (BPR), SAP wareMapping Agency mapping and imagery products. BCS3 pro- house management functionality, and passive RFID tag read containers in the Misrouted Cargo Holding area. The containers were delivered to the DRMO the next day.” (Email from Emmett Wayne CECOM STAMIS LAR CAMP ANACONDA, IRAQ, April 11, 2006.)

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capability; and accelerated the delivery of Navy’s ERP warehouse management solution.

USTRANSCOM (AMC) at Travis AFB, CA

Navy’s first demonstration of passive RFID afloat occurred in July 2005 onboard USS NASSAU (LHA-4) in Norfolk, VA. The successful completion of the “Value Chain” initiative showed that passive RFID tags written to line items shipped from the Defense Depot Susquehanna, PA, and the Defense Depot Norfolk, VA, could be successfully read and “forwarded” via Advance Shipping Notices through the supply chain to the ultimate consignee, USS NASSAU (LHA-4). Onboard the ship, passive RFID portable portals and Smart Tables were used to read the tagged material when it physically came aboard ship, automating the receipt process and synchronizing receipts with the shipboard supply system, R-Supply. Through the efficiencies gained in the Value Chain process, the Navy estimated that significant amounts of “sailor labor” could be redirected to other tasks aboard ship. The Navy is currently developing plans to expand the Value Chain capabilities to other fleet units, outfitting the largest ships first.

PACOM and the Alaska Command at the Army’s Fort Richardson, AK

THE AIR FORCE

AND

RFID

The Air Force already makes use of RFID in a number of its processes. One example is the “Real Time Locator System,” used for tracking gyros through a repair operation at Warner Robbins. Another is the active RFID tagging capability Air Mobility Command has established at CONUS and OCONUS aerial ports to support CENTCOM asset visibility requirements for OEF and OIF. The Air Force is also actively engaged in the “Alaska Project,” the most joint implementation of passive RFID to date. The Alaska Project began in 2005 and is an implementation of RFID designed to support the end-to-end integrated supply chain by implementing passive technologies in conjunction with active RFID to ship, track, and receive multi-modal (land, air, and sea) shipments.

The project is headed by the Defense Logistics Agency in conjunction with the United States Transportation Command, and includes key distribution nodes and supply points on the West Coast and in Alaska belonging to several Service Components. It builds on earlier experiences in the implementation of RFID and steps up to the challenge of implementing RFID from a Joint Enterprise Capability perspective.

PACOM and the 11th Air Force at Elmendorf AFB, AK

Army and the Stryker Brigade Combat Team at Fort Lewis, WA The Port of Tacoma, Washington The Port of Anchorage, Alaska The objective of the Alaska Project is to drive RFID implementation though the integration of passive and active technologies, demonstrate the capabilities of RFID to enhance materiel visibility across the supply chain, implement the DoD data architecture related to RFID using standard DoD information systems, identify logistics business process changes needed to take full advantage of the technology and resultant visibility, and ultimately, reduce customer wait time, improve delivery reliability, and improve inventory management processes to increase readiness. While it is too soon to report results, work completed to date has demonstrated the value of working in a complex environment that is a representative microcosm of the end-to-end supply chain. The Alaska Project is confronting the challenge of creating net centric logistics in a Joint Environment.

IMAGINE

THE

FUTURE

The U.S. military has overwhelming flexibility and dominance in the combat force; it is developing comparable capabilities in logistics. Logisticians are developing the ability to match the warfighter’s speed, flexibility, and responsiveness with seamless and agile logistics, expanding on the initial successes of RFID to create true end-to-end visibility. RFID offers us the opportunity to control the supply chain from factory to foxhole in order to deliver the right item to the right place at the right time in support of today’s swarming, net-centric combat force, even in the face of rapidly evolving and adverse conditions.

Mr. Alan F. Estevez is Assistant Deputy Under Secretary of Defense for Supply Chain Integration, designated as the DoD lead for the implementation of RFID, and a recognized expert on RFID. Mr. Steve Geary is a partner in Supply Chain Visions and is

A L A S K A P R O J E C T PA R T I C I PA N T S DLA’s Defense Distribution Center San Joaquin, CA (DDJC)

on the faculty at the University of Tennessee. He works closely with Alan Estevez on a variety of topics. K

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Technology for the Air Force Enterprise Submitted by Lt Col Kyle Cornell and Maj Shannon Mikus The future of Air Force logistics lies in our ability to master a complex network of logistics resources, assets, activities, and capabilities around the world both inside and outside of the AF. In essence, we must apply the concept of net-centric warfare to the daily battle of logistics. Operationally, this means developing the processes, tools, and structures necessary to manage our resources across the AF enterprise, crossing functional and organizational boundaries to optimize support in steady state or expeditionary operations. Air Force leaders call the logistics transformation campaign “Expeditionary Logistics for the 21st Century or “eLog21.” The goals of the eLog21 campaign are to significantly improve availability of our air and space equipment, fundamentally reduce operating costs, and reduce stress on our workforce. The vision for logistics is quite simple – right stuff, right place, right time, every time. Making this happen, given our global commitments, aging fleet, dwindling resources, and cumbersome processes and systems is every Airmen’s challenge to conquer. Airmen 30

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are enacting the enablers of eLog21 across the Air Force. This article looks at three major initiatives: Item Unique Identification (IUID), Radio Frequency Identification (RFID), and Integrated Maintenance Data System (IMDS)Training Business Area (TBA).

IUID is an initiative to produce an AF logistics serialized “cradle to grave” asset tracking and status visibility for reparables, selected consumables, engines, equipment and other designated items. This capability will provide numerous benefits to the acquisition, transportation, supply and maintenance communities. to provide asset visibility and status.

During acquisition, IUID will give personnel the ability to highlight critical and high cost items for special attention and tailor warranties to benefit the AF. Once items have been physically marked in accordance with Department of Defense (DoD) IUID policy, the IUID marking will be used to track each item through transportation, supply, and maintenance throughout the item’s life. Like a Social Security Number it will not change, but the state, condition, or location of its

new merchandise is placed. All this prevents the need for large stocks of merchandise to be kept and prevents armies of management employees being needed at the stores. The bar code also tracks the shipment of the merchandise just like Fed Ex and UPS does.

IUID mark on an F-100 Main Engine Control. (USAF photo)

The data capacity of a one-dimensional bar code is very limited and finite. The size of the bar code must always remain standard in order to work. The IUID has adopted a twodimensional matrix symbol, which can hold significantly more data than a bar code. Its size can be adjusted based on the dimensions of the product that it is applied to, referred to as “scalable.” An area the size of a postage stamp can hold between 800 and 2,300 alphanumeric characters. A twodimensional matrix symbology contains dark and light square data modules. It has a finder pattern of two solid lines and two alternating dark and light lines on the perimeter of the symbol. A two-dimensional imaging device is necessary to scan the symbology.

2 D M AT R I X S Y M B O L

IUID mark on a Unified Fuel Control. (USAF photo)

parent item may. Maintainers will now know exactly where critical parts are located and when they will arrive, which is critical for maintaining peak mission capability. In addition, the maintainers will have access to all history pertaining to the part while it was at the base or ALC. Finally, the IUID information will be used to identify part deficiencies and the actual cost of maintaining an item, improving life-cycle management and increasing reliability.

IUID uses a technology similar to that in use for years at grocery and department stores and by shipping companies like Fed Ex and UPS: the one-dimensional bar code. When you buy something at a store, the cashier scans the product bar code and a number of things happen simultaneously: The customer buying process is streamlined because the cashier does not have to manually type all those stock numbers and prices into the cash register. The price totals are immediately displayed, inventory levels are automatically flagged, financial systems updated, historical usage data logged, and orders for

In 2003, the Under Secretary of Defense (Acquisition, Technology and Logistics) signed policy that required application of IUID marking to all new purchases, organic depot manufactured items, and all items currently in inventory and in use. The target population of the items to be marked includes reparable and equipment items having acquisition value equal to or greater than $5,000, serially managed, mission essential, or controlled inventory. Additionally, consumable items where permanent identification is required are also included. The primary focus of the USD(AT&L) has been to initiate the marking of new and legacy assets within the DoD community and to allow the Services to utilize the IUID markings to enhance their business processes.

In July 2005, organic AF IUID matrix marking capability was established at the three Air Logistics Centers (ALCs) and Travis Air Force Base. The three ALCs and Travis Air Force Base are now marking legacy parts while new parts from manufactures are being delivered with IUIDs into the AF inventory. Initial data storage will be developed within a year inside the Global Combat Support System – Air Force (GCSSAF)/Air Force Knowledge System (AFKS) capability.

Eventually, the data will move to long-term capability in the Expeditionary Combat Support System, which is also being developed approximately in the year 2011.

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AIR FORCE ENTERPRISE FOR THE

ER: TECHNOLOGY

The AF provided Air Force Materiel Command (AFMC) with $81.5M for FY06-11 for IUID development within the AF. Additionally, the Office of the Secretary of Defense followed up in late FY05 with AFMC and provided an extra $1.9M for GCSS-AF/AFKS migration of the IUID data that was being stored on AFMC computer servers. The AF subsequently requested $60M to fund IUID through FY08-11. IUID is an essential enabling technology that will put knowledge in the hands of leaders. Our leaders are making the critical investments needed for the future of IUID. IUID mark on an LRU being scanned using a IUID Part Marking Cart. (USAF photo) Another technology enabler for eLog21 is Radio Frequency Identification (RFID). RFID technology provides a range of require similar types of equipment and function in a simicapabilities that enable the remote, automatic capture of lar manner, the equipment is not interchangeable between source data and that enhance the ability to identify, track, the two technologies because they serve different purposes document, and control deploying and redeploying equip- and use different radio frequencies.

ment and cargo. The benefits of RFID include near realtime in-transit visibility for supplies and materiel, accountability of items in containers, and non-intrusive identification and data collection for inventory management. DoD’s RFID policy includes business rules for implementing two types of RFID tags, active and passive.

Active RFID tags are battery powered and transmit information up to about 300 feet through radio signals that are read electronically by interrogators. Costing between $35 to $75 dollars, active tags are much more expensive than passive tags but can be used over longer distances. Passive RFID is newer technology and its use in DoD is evolving.

Passive tags do not have batteries and store only a limited amount of information. These tags are activated by radio signals from readers that collect the information store it temporarily. Passive tags are much lighter and less expensive than active tags, costing between $0.50 to $0.75 cents each, but because they emit a very low level of radio frequency, they can only be read from a distance of about 15 feet. Even though passive and active RFID technologies 32

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For FY06-11, the AF committed $24M dollars to support active RFID implementation and another $50M was requested for passive RFID implementation. Within the AF, there are many RFID prototype projects ongoing to include: Tracking asset in shop environment – WR-ALC Asset tracking in the F-15 backshop – WR-ALC Location of PMEL equipment in shop environment – WR-ALC Asset location on the flightline – OC-ALC and OOALC Brake Cell asset movement – OO-ALC Special tooling locations – WR-ALC Ground Support Equipment tracking – OC-ALC HAZMAT and HAZWASTE tracking with NASA Dryden – OO-ALC

IT Depot (tracking of ADPE) within wing and shop – WR-ALC Global Transportation Network (GTN) tracking of assets via USTRASCOM (allows tracking via any location with GTN) – WR-ALC Ground Support Equipment tracking on Luke AFB flightline – AETC Ammunition containerization and tracking within Afloat Prepositioned Fleet (APF) – Hill AFB The AF is applying technology to enhance its Training Business Area through an initiative known as the Integrated Maintenance Data System (IMDS)-Training Business Area (TBA). IMDS-TBA is net-centric, GCSSAir Force web based services providing Air Force warfighters with global, real-time visibility into qualifications, certifications, and training status of over 200,000 weapons systems and communications-electronics maintenance professionals at multiple air bases and locations. IMDS-TBA enhances Air Force weapons systems readiness, deployability, and sustainability by providing personnel with global, real-time visibility into the qualifications, certifications, and training status of weapons systems and communications-electronics systems maintenance professionals located at multiple air bases and other locations.

IMDS-TBA supports base, wing and work center level training management activities by automating training management business processes and paper training records.

By replacing manual record keeping, it will divert substantial administrative man-hours to performing direct maintenance tasks. It will replace duplicate capacity currently provided by numerous legacy processes. The primary users will be any personnel directly involved in base level maintenance and communications-electronics training activities.

TBA’s globally available information significantly enhances AF planning, deploying, and executing maintenance efforts in support of combat operations. The target career fields are 2A, 2E, 2M, 2P, 2R, 2W, 3A, 3C, 3V and 3S2.

The IMDS-TBA will be the enterprise training warehouse and central repository for all training products providing AF Career Field Managers the ability to centrally manage them, such as Career Field Education and Training Plans,

and AF and Command Job Qualification Standards, Master Task Lists, Master Training Plans, Individual Training Plans (AF Form 623 (623a, 797, 803)), and run training reports. The automation of time-consuming paper-based training records will result in more time available for maintenance, increased weapon systems availability, and reduced operations and support costs.

For FY06-07, the Air Force has invested $2.5M into the development of IMDS-TBA. The software development was completed in September 2005 and all testing is to be completed in October 2006. Currently, there are 14 bases across all Major Commands who are scheduled to participate in the testing phases. If IMDS-TBA is adopted as the AF/A4M standard for Training management systems, it will run about $750K per year of sustainment costs. In the future, Version 2 of IMDS-TBA will add even more capabilities. It will allow managing of Career Development Courses and On-The-Job Training, and will interact with other information systems like the Military Personnel Data System, Defense Civilian Personnel System, AF Institute for Advanced Distributed Learning, and Air Education Training Command Training Systems. Additionally, all training courses at wing-level will be able to be scheduled and forecasted in IMDS-TBA Version 2.

These three examples of technology (IUID, RFID, and IMDS-TBA) are being developed as powerful tools, along with new integrated processes, that put knowledge in the hands of our leaders so they may better manage our resources across the AF enterprise. These types of technologies will be huge contributors in allowing assets and information to flow seamlessly across the AF logistics network. The logistics vision – right stuff, right place, right time, every time – will be achieved through unparalleled synchronization and integration.

Lt Col Kyle Cornell is the Chief, Future Financials, and Maj Shannon Mikus is the Chief, Condition Based Maintenance – Plus. Both are in AF/A4I, Directorate of Transformation. Special thanks to Mr Tom Dills, Chief, Asset Marking and Tracking, AF/A4I, and Maj Colin Morris, Chief, Maintenance Information Systems, AF/A4M. K

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The Realm of Possibility Submitted by George Loewen How do engineers make improvements? When is incremental improvement desirable? How about Revolution vs. Evolution?

Is there a limit to how far one can go with change? The answers to these and many other questions demonstrate the value of “thinking outside the box.”

Army leadership wanted to increase the ability to rapidly change out engines to fully maximize vehicle availability for Operation IRAQI FREEDOM. The U.S. Army’s Tank Automotive Research, Development and Engineering Center (TARDEC), with its National Automotive Center (NAC), were presented with the challenge to improve engine performance and reliability of the Army’s High Mobility Multipurpose Wheeled Vehicle (HMMWV) vehicle, while significantly decreasing the time it takes to change out the engine – currently a five and a half hour task. The target was a new system enabling an engine change within twenty minutes, including all fluids and wiring, with the criterion that the vehicle would be running after twenty minutes.

To begin the process, Army engineers researched commercially available engines and transmissions for potential candidates, and analyzed their probability of meeting the project goals – all while making minimal changes to the existing HMMWV structure. The newly designed V-6 Diesel from International Engine was chosen to perform the challenge.

With participation from the selected Integrated Product Team (IPT), Army customers from the Product Manager – Light Tactical Vehicles (PM-LTV) established criteria for the devel34

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opment and success of target values. A Computer Aided Design (CAD) prototype of all components was also produced.

The project kick-off included a concurrent effort to perform CAD and to “build” a prototype. This dual effort was driven by the reality that not all components of the vehicle were available in CAD and that actual build variation made some trial and error fitting necessary. As the design phase was executed, several criteria were tracked in order to ensure that the design met the established cost, mass, and timing requirements.

Using tried and true engineering techniques, the Army team conducted a brainstorming session to produce a list of enablers that would reduce engine change time. A formidable list of elements was generated and immediately evaluated individually and collectively. Several industry examples of improved processes were researched and documented, resulting in the completion of an estimate of effectiveness. Surprisingly, the Army team concluded that all known techniques were unable to generate satisfactory results. It was clear that a shift in the “engine change” paradigm would have to be made.

Consultation with industry engineer experts, research into vehicle design alternatives, and a focus on thinking “out of the box” were needed to ensure that program requirements were met. The Army team issued a challenge to a leading car racing expert, Mr. Dennis Carlson from Cartec Inc. The goal was to determine the absolute fastest time in which an engine could conceivably be changed in a HMMWV, keeping in mind that the modified vehicle needed to have the same capability as it did prior to the redesign. Carlson, with government oversight, went to work to find the smallest number of steps

required to perform the task of removing and installing a new engine, and then restoring the vehicle to a running state.

Team Carlson executed their proprietary Pit Stop process until they distilled the basic elements of effort involved.

Quick disconnects for the fluids in the system were deemed absolutely necessary by the original design team; however, Carlson determined that the actions of disconnecting and reconnecting a dozen or so pieces would take more time than allowable under his master plan. With that said, the Army and Carlson team looked at available quick disconnect components and determined that one end of each component must be fixed. Additionally, their uncoupling and re-coupling actions would have to occur unaided by hand movements, while remaining leak proof. All of the components would need to be arranged so that the direction of disconnection was aligned with the direction in which the engine would be removed from the vehicle.

This thought process forced the team to look at additional interfaces between the engine, vehicle, drive train, and personnel involved in the process. Several existing parts had to be removed or relocated to allow for movement of components and access to the actuators, and a safe place for operators to stand while performing necessary actions had to be considered.

After all of these considerations, an overall strategy of single point connection for all interconnecting elements was established. The direction for disconnection was driven by the need to vertically lift the engine out of its compartment.

Throughout the design process, a team of Army and industry mechanics was utilized to interactively test the motions and forces required to perform the HMMWV engine change out.

The unique Pit Stop approach called for a physically disparate team in order to address the anthropometric span of today’s Soldiers. One operator was a six foot robust male and the teammate was a four foot, eleven inch diminutive female.

After the design was implemented and the vehicle ready for demonstration and timing, the team trained to perform the operation with a minimum of wasted motion. This training period also disclosed the need for a unique lift mechanism and a pre-positioning of components and tools, a mindset typified in the professional racing environment. The end result of this demonstration enabled the team to exchange a dry engine, not running before or after the exchange, in less than one minute and forty seconds!

How did this exercise enable more realistic improvements for

Soldiers? In parallel with this ideal state design, another collaborative group was using the enablers discovered by the Pit Stop team, combining them with real world practical considerations of vibration attenuation and liquid sealing to build test vehicles. The team built three vehicles to demonstrate the concept and provide platforms to use for physical testing.

The first vehicle was instrumented and put through heat load testing to determine heat rejection, power availability, and fuel economy. The second vehicle was used for the development of an engine mounting system; quick disconnect strategies and electrical wiring revisions. The final vehicle was built incorporating all the lessons learned from the entire dual approach program, and was used to document the reality of engine exchange timing with today’s proven technology and components. The result was a complete HMMWV engine exchange from running vehicle to running vehicle, in just under one hour! This represented a time savings of approximately three and one-half hours – an 85% improvement.

The HMMWV engine change out challenge produced excellent results and provides the Army with a template for additional projects that address the improvement of existing military vehicle systems. The Army’s NAC has continued to use this template for other projects that focus on systematic improvement.

TARDEC’s National Automotive Center (NAC) is the Army’s official link to working with commercial and academic partners to create vehicles that will give the Army the mobility, survivability, and agility it needs to operate efficiently and effectively in today’s new threat environment. For the military, the NAC’s partnership approach makes it possible to improve vehicle performance, safety, and endurance while also reducing design, manufacturing, operations, and maintenance costs. For commercial partners, the application of jointly developed technologies has similar impacts – safer cars and trucks, more advanced technology available to the consumer, and lower costs because of the broader market base.

George Loewen is the Project Manager for Light Vehicle Platforms for TARDEC’s National Automotive Center. After thirty plus years working in the Automotive Industry, Mr. Loewen joined TARDEC at the National Automotive Center in 2003. He has a Bachelor’s Degree in Mechanical Engineering from the University of Detroit, and a Master’s Degree in Management from Central Michigan University.

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Revolutionizing Non-Destructive Inspection

AFMC

Techniques

IN

Submitted by Dr. Howard Sizek and Dr. Paul R. Riggle

W H AT ’ S N E W

The manufacturing technology engineers at the Air Force Research Laboratory (AFRL), working in concert with personnel from the 76th Maintenance Wing’s Software and Propulsion Maintenance Groups at the Oklahoma City Air Logistics Center and Wyle Laboratories, delivered a major configuration upgrade and improved the inspection process for the Eddy Current Inspection System (ECIS) at Tinker AFB. These ECIS improvements are a part of AFRL’s Engine Rotor Life Extension Program. The ECIS program, involving investments exceeding $80M, addresses an AFRL initiative to extend the useful life of turbine engine components and reduce the cost of replacing aging engine components in the USAF fighter and bomber fleets.

Prior to the 1980s, AF maintainers replaced all engine disks when they reached a predetermined number of operating hours—a necessity since eddy current inspection technology did not exist. Even after the manufacturing processes improved, the quality and durability of aircraft engine disks, neither the philosophy nor the time frame established for retiring the disks changed. Recent advances in sensor technology, computing speed, and computational analysis now enable engineers to determine conditions under which an engine disk can continue to operate safely. By gathering more accurate measurements and processing those measurements intelligently, ECIS allows the USAF to safely increase the operating life span of engine components.

ECIS was originally implemented in the 1980s at the San Antonio Air Logistics Center, under the laboratory’s Retirement for Cause program. Eddy current inspections are critical for early crack detection and ensuring safety of the USAF fleet. Engineers upgraded ECIS in the late 1990s, replacing obsolete system components and also upgraded the station computer. The system continues to provide this enhanced inspection capability needed for conducting safety inspections under the AF structural integrity program.

Photo: Successfully developed and fielded on the AFRL ERLE program in partnership with OC-ALC, the single equipment cabinet ECIS configuration (“Single Bay”) introduces updated technology, increased reliability and improved performance in a more space-efficient package.

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Eddy current inspection uses electromagnetic induction to detect flaws in conductive materials. The current ECIS station consists of a large electronic manipulator arm that rides on a stable granite block, a turntable to rotate the part throughout the inspection, and an electronic control console (see figure).

An engine rotor disk clamped to the turntable rotates as directed by the inspection program. The manipulator arm carries an eddy current probe and maneuvers over, around, and through various areas of the disk. Using an assortment of probes, the system collects information from the engine disk; and uses this data to indicate defects in the disk’s different geometric features.

The ECIS upgrade improves the speed of communications between the ECIS station computer and the robotic inspection head and thus enables faster and more efficient inspection of the engine parts. New digital software signal processing filters replace the current hardware analog filters, thereby significantly improving reliability and minimizing system downtime. The upgrade also consolidates the system’s electronics and wiring from a three-bay cabinet to a single-bay cabinet. As a result of these enhancements, OC-ALC personnel have substantially decreased F100 and F110 engine inspection cycle times. This will also allow them to accept the future workload for F119 and F135 engine inspection tasks.

Concurrent with the ECIS upgrade was the implementation of an inspection process known as the “sewing stitch.”

The Single Bay ECIS provides a smaller shop floor footprint with improved maintainability and electrical noise performance to resulting in increased flaw detection capability. The space savings supports ongoing lean initiatives in the Tinker AFB engine maintenance facility.

The “sewing stitch” inspection technique significantly increases the efficiency and productivity of inspecting dovetail slots on F100-GE-129 high-pressure turbine disks.

Using this new technique during scheduled maintenance operations, OC-ALC maintainers demonstrated a 65% decrease in inspection time.

In addition to increasing engine component safety, the ECIS improved inspection techniques generate substantial cost savings. Since the price tag for one engine rotor disk can range from $25,000 to several hundreds of thousands of dollars, the AF may ultimately save hundreds of millions of dollars by keeping disks in service longer.

Dr. Howard Sizek and Dr. Paul R. Riggle (Anteon Corporation), of the Air Force Research Laboratory’s Materials and Manufacturing Now qualified and fielded, OC-ALC is implementing Single Bay technology across the installed base of 31 ECIS in its engine maintenance process at Tinker AFB. The equipment cabinets shown are two of eight now in production at Wyle’s factory in Dayton, Ohio and will be delivered by Fall of 2006.

Directorate. For more information, contact TECH CONNECT at (800) 203-6451 or place a request at http://www.afrl.af.mil/techconn/ index.htm. Reference document ML-H-05-19. K

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Technology for Logistics AMIT ON TRACK AS CRITICAL ENABLER F O R T H E M A I N TA I N E R

AFMC

Submitted by Mr. Chris Curtis, Captain Vaughan Whited & Captain Derrick Barthol

“The two hardest things we do in our Air Force [are to] fly and fix airplanes!” …General John Jumper, Former CSAF

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IN

aging aircraft fleet is driving troubleshooting times up and forcing mechanics to work harder. In addition, the reduction of both personnel and technical training time has placed an increased demand on junior maintenance technicians to become experts The Aircraft Maintenance Intuitive Troubleshooting (AMIT) sooner and possess more generalized program, as an Air Force Research Laboratory concept develskills. opment, continues to gain momentum in FY 2006. The sup-

The success of the Air Force in accomplishing the mission on time has always rested on the shoulport from key Air Force and other DoD agencies has been Due to this emphaders of aircraft nothing short of outstanding.

This article presents an update sis, it is pivotal we mechanics and to the spring 2005 Issue of ER (It’s All About the Troops! – take advantage of throughout time technology in order they have always AFRL Helps Air Force Transformation Initiatives Improve to stay ahead of the excelled. In followHuman Performance…in the Long Run!). It is intended to mission challenges ing the evolution of emphasize the progress of the AMIT concept in developing that are forthcomthe Air Force and performance enhancing capabilities of the warfighting flighting. For the last 40 recent transformaline technician, highlight the current field test at Luke AFB, years aircraft maintion initiatives AZ, and share the future plans of the concept. tenance has been designed to provide performed the same a leaner and more way; break out the capable workforce, the maintainer is now faced with many new challenges. tech data, research CAMS/GO81 and logbook histories, Today’s increased operations tempo combined with an learn through trial and error, and/or ask a fellow mechan-

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ic for help. Since the advent of search engines like Google™ we have come to realize that it is possible to broker numerous data sources and present them in a functional display that is intuitive to the user and aids in the improvement of their troubleshooting perspective. The Air Force Research Laboratory Human Effectiveness Directorate Logistics Readiness Branch (AFRL/HEAL) is pushing the envelope to develop AMIT as the performance enhancement aid for the maintainer. The AMIT concept they are proving could very well transform aircraft maintenance for generations to come.

W H AT

IS

AMIT?

Started in December 2003, AMIT is an advanced research and development program designed to enhance the human performance of flightline maintenance technicians in troubleshooting complex aircraft discrepancies. AMIT is a concept–not a system or database that will replace the existing information systems currently used. Simply, AMIT is job aiding software compatible with existing computer systems (CAMS, G081, REMIS, etc.) that will assist maintenance technicians during the troubleshooting process.

AMIT offers compatibility with portable computers and advanced multi-media methods for displaying a variety of technical data. The AMIT software is envisioned to look at maintenance history and logbooks for equipment failure trends, incorporate collaborative problem-solving tools, and include advanced decision-aiding techniques. It introduces cutting-edge troubleshooting capabilities powered by new data fusion methods (What does this mean to the average person?). AMIT is intended to help the warfighter find the “hard broke discrepancies” the first time, and reduce “could not duplicate” write-ups while cutting the not mission capable for maintenance downtime (NMCM).

PROGRESS

OF

AMIT DEVELOPMENT

In conjunction with AFRL, NCI Information Systems Inc. made 2005 a watershed year for AMIT development— 2006 looks even more promising. The development continues to remain on track with maintainer involvement in every step.

After a comprehensive review and analysis of requirements definition and prototype development, a handful of design issues remained on the AMIT table. To address these issues, and to continue the strategy of keeping the end-user involved with the development process, the AMIT team conducted a series of Design Consideration Tests (DCTs) at the 20 MXG at Shaw AFB, SC. A total of 18 specialists participated in the DCTs answering design and performance questions regarding electronic logbook format, collaboration techniques, information entry and retrieval strategies, and user prompting formats. By volunteering two to three hours of their time, these technicians provided valuable information that could only come from the end-user. The 57 MXG at Nellis AFB also contributed greatly towards the development of the current field test.

The AFRL team visited Nellis AFB on two different occasions to discover and validate suitable faults to insert into the F-16 aircraft for the field test. Because of the active participation by these remarkable Airmen providing candid perspectives, and constructive feedback, AMIT is a better concept, designed to meet the needs of the warfighting maintainer of the 21st Century.

AMIT FIELD TEST

AT

LUKE AFB, AZ

After deliberate and thorough coordination with AETC and 19 AF staffs, the 56 MXG at Luke has graciously agreed to host AFRL’s 12-week constrained laboratory field Continued on next page...

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IN

AFMC

test. Team Luke’s dedication to excellence in aircraft maintenance set the stage for the field test which is being conducted from June through the end of September 2006. The test will prove three hypotheses–maintainers using the AMIT concept tool will: (1) expend less total time troubleshooting, (2) make fewer errors, and (3) allow novice technicians to successfully and efficiently troubleshoot at or near the same level as expert technicians. The experimental design consists of two concurrent experiments (as is and to be) with a total of 72 participants troubleshooting two aircraft systems: fire control and electro/environmental. The pool of participants is an even mix of system experts, novices and non-system expert.

The six test situations are divided up into different discrepancy complexity levels (simple, moderate, complex) for each specialty (Fire Control and E&E).

In addition, there is a specific version of each test scenario for each level of the tool (with and without AMIT). In order to be as less intrusive as possible to daily operations at Luke AFB, the participants spend no more than 2 days running through the tests. The empirical data will be gathered and analyzed, and results of the field test will preliminarily be announced at key maintenance forums, such as the LOA National Conference in San Antonio, TX in October. Make it a point to stop by the AFRL/HEAL exhibit booth so you can find out the results of the AMIT field test.

T H E WAY A H E A D

FOR

AMIT

The way ahead for the AMIT concept shows great potential, in terms of making a leap from the AFRL concept demonstration to implementation considerations for the flightline users. The AMIT Roadshow team has 40

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embarked on discussing AMIT with Air Combat Command and Air Mobility Command, as respective leads for the Combat Air Forces (CAF) and the Mobility Air Forces (MAF). As our AMIT Roadshow team works together with the MAF and CAF (including key units like AMC/A4, the C-17 Systems Group, ACC/A4, the F-16 Systems Group, and the 508th Fighter Sustainment Group), we are discussing potential technology transition of AMIT, focusing on implementation considerations

beyond the proof of concept, and specifically addressing their unique needs.

Moreover, the AMIT team has taken carefully planned measures to evolve the AMIT concept to fit within the principles of Expeditionary Logistics for the 21st Century, the Air Force Portal and the Air Force Knowledge Services precepts, along with other major Air Force maintenance portfolio management initiatives. These include Expeditionary Combat Support System, Global Combat Support System – Air Force (including its efforts to include the Technical Order Services viewer and transformer), Point of Maintenance, and the Integrated Systems Health Management. In our consistent trail of dialog with the MAF and CAF users, our AMIT Roadshow team understands that velocity is a key component for implementation of the AMIT concept.

ed to get your feedback. We look forward to seeing you all there! If you are interested in learning more about AMIT please contact us at AFRL/HEAL at Wright-Patterson AFB in Dayton, OH. AMIT Transition Manager: Mr. Chris Curtis is a senior computer systems engineer, with 20 years experience in system program offices in the Aeronautical Systems

During the course of the field test in 2006, the AMIT Roadshow team will be actively involved with the CAF users within the F-16 community. They are addressing the worldwide challenges with Total NMCM rates and the means of migrating and transforming the flightline business operations into “electronic technical manual” concepts for the USAF and its allied partners. In parallel, the AMIT team plans to also work hand-in-hand with the MAF and the C-17 community to aggressively pursue their Condition-Based Maintenance Plus (CBM+) initiatives (new topic: what does it mean and what does AMIT have to do with it?).

Center and the Air Force Research Laboratory at Wright-

Again, the AMIT team plans to be at the National LOA Conference in San Antonio in October and remains excit-

at Wright-Patterson AFB, Ohio. K

Patterson. Captains Vaughan Whited and Derrick Barthol are career maintenance officers, both proven warriors as flightline maintenance technicians. In their previous assignment, Capts Whited and Barthol proudly served at Luke AFB, AZ and Grand Forks AFB, ND, respectively.

Special thanks for contributions also go to Mr. Charlie Botello, NCI Information Systems, Inc., a retired Air Force/joint service maintenance officer.

All contributors

are active members of the Wright Brothers LOA Chapter

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Te c h n o l o g y , Modernization and the C-5 Submitted by Major Robert Redding

IN

AMC

Technology and the C-5—to anyone familiar with the venerable but aging strategic airlifter, known as the “Galaxy,” the combination of technology and the giant C-5 might seem less than believable. However, two current modernization programs for the C-5 fleet utilize the latest in technology to improve capability, availability and reliability of this AMC workhorse, ultimately increasing support to the warfighter through increased airlift and combat capability.

W H AT ’ S N E W

After retiring 14 of the oldest C-5A models in the last few years, the Air Force currently has 112 C-5s spread among active duty, Reserve and Air National Guard units—60 A models, 2 C models and 50 B models. The 62 A & C models were built between 1966 and 1973; they average 34 years in age and almost 20,000 flying hours per aircraft. The two C models are actually A models modified to handle a unique Space Container Module (SCM) mission supporting NASA; these aircraft are the only aircraft capable of hauling the Space Shuttle’s booster rockets. The 50 B models were built between 1983 and 1989; they average 18 years in age and 16,000 flying hours per aircraft. The B models have several improvements over the A models, but, the primary difference is the B models (and one modified A model) possess Aircraft Defensive Systems (ADS), enabling them to fly directly in and out of the AOR. As such, the B models wear the scars of GWOT missions, flying directly into airfields in Iraq and Afghanistan.

A 1997 review of the C-5 fleet by the Institute for Defense Analysis (IDA) and a 1999 C-5 Systems Group Review Team report found that the C-5 has a 45,000 hour service life, making it viable through 2040. Additionally, one of the retired A models was flown to Robins AFB, home of C-5 depot maintenance and the 330th Strategic Airlift Sustainment Group (SASG), and underwent an extensive teardown inspection. The inspection found no significant airframe issues and validated the findings of IDA and Review Team. Coupled with the fact that there are no current or future plans to replace the C-5, these findings are all significant in that they validated the need and provided justification to spend the money to modernize the C-5 fleet since it would be with us for such a long period of time, continuing to provide critical airlift capacity.

Due to the aircraft’s age and inherent lack of new technology, some of the aircraft’s systems directly affect its operational capability, availability and/or reliability.

Some examples—the current aircraft cannot meet the new Global Air Traffic Management (GATM) or navigation safety requirements. Mission Capable (MC) rates are averaging around 65%, Logistics Departure Reliability rates are averaging 80%, the aircraft averages over 20 Maintenance Man-Hours per Flying Hour (MMH/FH) (highest in AMC), and the current TF39 engine is averaging just over 1,600 hours Average Time On-Wing

ROBINS AIR FORCE BASE, Ga. -- Strategic airlift directorate officials here are at the center of an ongoing effort to step up aircraft and parts production to support Air Mobility Command during the largest rotation of U.S. forces since World War II. (USAF photo by Sue Sapp)

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(ATOW). To correct these and several other issues, AMC committed to a two-step modernization program using the latest in technology to leverage improvements across a variety of aircraft systems. The first step would be upgrading the avionics suite on the aircraft through the Avionics Modernization Program (AMP) and the second step would be modifying or replacing over 70 historically unreliable system components and structural items through the Reliability Enhancement and Re-Engining Program (RERP) with AMP as a prerequisite. Result: A “modernized” C-5, redesignated as the “C-5M”.

components are expected to deliver an eight-fold improvement to over 300 hours MTBF. Reduction of Total Ownership Cost (TOC) is another benefit of AMP with estimated savings of $50M annually. Currently, 13 C-5s are AMP-modified, including three aircraft (two B models and one A model) which are undergoing prototype RERP modification at Lockheed’s Marietta facility in Georgia.

The remaining 10 aircraft are all B models and comprise a small fleet of aircraft to undergo Qualification Operational Test & Evaluation (QOT&E) at Dover AFB.

OT&E started in Sept 05, but was paused after problems with As the first step in the modernization effort, AMP is meant aircraft availability and TO troubleshooting procedures. After primarily to upgrade the aircraft’s avionics in order to allow six months of hard work between AMC, C-5 Systems Group the C-5 to access GATM-controlled airspace, improve nav- and SASG, Lockheed and Dover personnel, the program igation safety features and reduce Total Ownership Costs resumed OT&E on 21 Apr 06. During the pause, several AMP jets were flown on various mis(TOC). As mentioned previously, sions, including to the Pacific, Europe AMP is a prerequisite to RERP, the and the AOR with operational sucsecond step of the modernization cess. OT&E is expected to conclude effort. The AMP modification uses

by July 2006. With two modification the latest in digital technology to lines ongoing at Travis and Dover durreplace and/or enhance several legaing the pause and during OT&E, cy analog instruments and functions.

AMC should reach Initial Operational The pictures below demonstrate the Capability (IOC) at Dover with 16 distinction between the legacy aircraft late this summer. With the cockpit and the AMP cockpit. Note Legacy C-5 cockpit before AMP modification transfer of some aircraft to the AFRC, the difference between the many Travis and Dover will each have a fleet analog gauges/instruments in the of 18 AMP’ed C-5s in the next two legacy cockpit versus the use of digyears. Eventually, all 112 C-5s are proital Multi-Function Display Units grammed to be AMP’ed, and once (MFDUs) in the AMP cockpit, as completed, will serve as a stepping well as the significant reduction in stone to RERP. clutter of the comm/nav panel and From a logistics perspective between the addition of the instrument conAMP and RERP, RERP gains the trol joysticks between the two most attention and stirs the most pilot’s seats (see photos above).

C-5 cockpit following AMP modification interest as the modifications associThough AMP is not intended as a ated with this program are geared reliability initiative, the newer specifically toward improving reliability, maintainability, technology associated with the AMP components should and performance. RERP incorporates 70+ improvements lead to a one to three percent MC rate improvement and to the C-5 and will boost the MC rate from the current will enhance the Two-Level Maintenance concept. For average of 65% to a minimum wartime 75%, with example, legacy avionics components average 36 hours Mean Time Between Failure (MTBF). The replacement Continued on next page...

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AMC IN

W H AT ’ S N E W

Lockheed analysis predicting wartime MC rates of 82.4% and an increase in wartime logistics departure reliability to over 90%. Of the 70+ improvements, 13 involve power plant improvements with the most visible of these being the new engines, General Electric’s CF6-80C2. Historical C-5 health of fleet data shows the TF-39 is consistently in the top three drivers for NMCMU time and logistics departure delays. Under RERP, the CF6-80C2 will preclude that from being a factor. You might recognize these motors as they are currently in use on several airframes, both civilian and military, with a proven record.

Compared to the current TF-39’s thrust of approximately 39,000 lbs, the CF6 will be rated from just over 60,000 lbs of thrust to 50,000 lbs. In effect, we are adding another TF-39 to the C-5! From a maintenance perspective, we will gain efficiency and TOC savings as the new engine is expected to have a 9-fold ATOW improvement over the TF-39. Additionally, the robust support system already in place by GE will allow the Air Force to capitalize on manpower and cost savings as we transition from the TF-39’s organic support to a CLS-based support system. In light of AF Smart Ops-21 initiatives and AF-directed manpower cuts over the next few years, these savings will be vital.

From an operational viewpoint, the technology associated with RERP will open new doors in capability and capacity, and when combined with the expected MC and departure reliability improvements, will ultimately lead to greater logistics support to the warfighter. For example, at max gross weight, the new engines will mean a 30% shorter takeoff roll for the C-5M and a 58% faster climb, taking only 19 minutes to reach 31,000 feet versus 33 minutes 44

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for the legacy jet to reach 24,000 feet. The enhanced performance of the new engines will enable the C5 to maximize the use of GATM airspace (above 29,000 feet) through the AMP modifications.

The fact that the new engines will meet at least Stage III, and possibly Stage IV FAA noise restrictions will open up many previously unusable airports and allow 24hour operations at bases which currently restrict C-5 operations due to high engine noise. A final benefit, especially critical with today’s rising oil prices, is the fact that the new engines will provide a 10% fuel savings over the current engines.

Keep in mind that the new engines account for only 13 of over 70 technological improvements to the aircraft! The application of these new technologies translates directly to one of the objectives of the RERP program to reduce the MMH/FH to less than 11 hours, a significant reduction over the current average of over 20 MMH/FH. According to Mr. Scott Vandersall, the 330 SASG Chief Engineer, “The RERP includes a number of sustainment mods we’ve known about for a long time but weren’t able to fund through normal channels. We’ve been tackling the reliability issues and a lot of those will be handled in this program.” Under the current schedule, the Air Force should reach IOC for the C-5M in FY12, with all 112 aircraft modified to C-5Ms by 2020. Though RERP will cost approximately $12B, the program will realize a savings of over $20B in O&S costs and a TOC savings of $11B. With newer weapon systems, such as the F-22 and F-35 coming on line with the latest in technology, it’s easy to forget what that same technology can do when applied smartly, even to a 30 year old weapon system such as the C-5. By integrating the new technology in an integrated modernization program such as AMP and RERP, we can realize significant benefits for the C-5 fleet, and in turn the warfighters dependent on the heavy airlift and logistics to support them.

Major Robert Redding, is the Chief, C-5 Weapon System Management at HQ AMC. K

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IN

ACC

Harnessing the Power of Information Technologies Submitted by Lt Col Mark S. Wingreen In today’s fiscally challenging environment, efficiency improvements are not optional…the trends in money and manpower reductions force all of us to reexamine our business practices for improvements in efficiency. ACC’s Maintenance and Logistics Directorate is at the forefront when it comes to exploring initiatives to improve logistics operations in the face of these challenges. ACC/A4 is engaged with field units, MAJCOMs, Air Staff, TRANSCOM, DLA, and other Services to develop and incorporate new technology, upgrade legacy systems, and build tools to better use those systems. This article discusses the most significant efforts to do things better, cheaper, and/or faster by enhancing legacy systems and automating manual processes, with the bottom line goals of providing better collaboration and customer service and enhancing materiel management functions.

ACC is currently operating with more legacy systems than ever and is launching initiatives to address system obsolescence and supportability concerns to bridge gaps 46

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between legacy report data and advanced data analysis tools required by today’s decision makers. One program that addresses this problem is the Maintenance Scheduling Application Tool (MSAT). Previously, aircraft schedulers used an expensive, time-consuming manual process to reconcile aircraft special inspection (SI), time change items (TCI), time compliance technical order (TCTO) requirements, and flying hour source files. They established a standard by aircraft serial number, and then compared that standard against the Integrated Maintenance Data System (IMDS)/Core Automated Maintenance System (CAMS) Aircraft Planning Requirements (PRA) product. The process entailed manually cross-referencing thousands of records with hundreds of job standards from the Job Master List (JML). MSAT automates the process by importing IMDS/CAMS PRA, Reliability and Maintainability Information System (REMIS), Comprehensive Engine Management System (CEMS) and Standard Base Supply System (SBSS) data. Automation reduces errors, enabling aircraft schedulers and maintenance managers to focus on decision-making. MSAT was designed to support all wings and multiple Mission Design Series (MDS) and will save an estimated $83M annually. PACAF, AFSOC, AETC, ACC, ANG, and USAFE directed the use of MSAT, while AFMC and AFRC made it optional.

Another initiative enhancing legacy data in propulsion system management is the “Best in Class” (BIC) program.

This database-driven quality initiative provides maximum visibility of unit maintenance performance metrics.

Identifying leading maintenance drivers across commands enables users, depots, and original equipment manufacturers to concentrate on areas directly impacting readiness and reliability. The program has been a huge success and ACC plans to develop similar programs for all CAF propulsion systems.

In addition to making its legacy systems more useful, ACC is looking to automate traditionally manual processes. Across ACC, the E-3, B-52, F-117, F-22, F-15E, U-2, RQ-4 and Jet Engine Intermediate Maintenance shops are using digital tech orders (TOs). Complete sets of digital TOs are loaded on rugged laptop computers or Portable Maintenance Aids called an Electronic Tool (E-Tool). ETools enable reduced mobility footprints and enhance access to general information or operational checks, eliminating the need to fumble through several books.

integrated web-based network providing technical support for problem analysis and resolution, data tracking of all reliability and sustainment concerns, and automated TO change requests.

Each TSC function streamlines coordination processes with automated e-mail notifications to recipients with disposition, approval, and disapproval authority. The B-1 TSC is available to OC-ALC logisticians, engineers, and equipment specialists.

Special Mission aircraft communities like the U-2 have also incorporated technological advances into the communication process between depot and field level activities. “Dragon’s Lair” is a web-based interactive database allowing personnel worldwide to conduct various activities electronically. For example, the system allows maintainers to request depot-level maintenance assistance via the 00-25107 process (-107 request). Once the request is approved, the depot engiStaff Sgt. Zachariah Ellis performs a structural maintenance neer fills out the corrective action Building upon the use of automat- inspection on a B-1. (USAF photo A1C Melissa Flores) and the -107 is filed in an electronic ed processes, ACC’s Conventional database. Also included are electronMunitions Branch is rapidly moving into the 21st century. ic means to fill out AFTO Forms 22 (tech data changes), Munitions Electronic Document (E-Doc) now defines how 103 Forms (PDM input required data). Soon, AF Forms documents are routed and filed within the munitions 1067 (modification proposal) will be included as well. The accountability section for Combat Ammunitions System system provides real-time information on the status of all (CAS). E-Doc uses Microsoft InfoPath 2003 and Adobe 107 requests, AFTO 22s, and -103s, and includes real-time Acrobat 7.0 to create electronic documents. ACC is also flying hour, MICAP, and technical data. not afraid to borrow from other Services in order to automate.

The 1st Equipment Maintenance Squadron at Langley AFB ACC is also pursuing technological advances that help to is testing the Army’s Check-It-Out (CIO) automated Key directly improve command maintenance practices. The Management System. The CIO system maintains positive Systems Support Division is coordinating procurement of control over keys to high-security locks on munitions storage Computed Radiography (CR) systems for field nondestructive buildings. Through use of Passive Radio Frequency inspections (NDI) laboratories to streamline aircraft x-ray Identification (RFID), Biometrics, and PKI technologies, inspections. CR is a state-of-the-art technology that replaces CIO automatically identifies authorized users, reads key num- x-ray film by using an imaging plate that feeds data into a scanner to produce high resolution images in 1/10th the time bers, and records transaction details. of conventional film processing. CR also eliminates the New technology is paying huge dividends in ACC in the area need for film processing chemicals, storage space for unused of customer service. The B-1 Technical Support Center (TSC) and archived film, dark rooms, plumbing, and hazardous is a prime example of this type of system. The B-1 TSC is an Continued on next page...

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waste management. This technology significantly reduces the deployment footprint. Currently, CR is deployed on four weapon systems and ACC is working to expand the technology to others.

Finally, the Combat Air Forces Logistics Support Center (CAF LSC) uses several automated programs to improve materiel management capabilities over the logistics pipeline in support of the CAF flying mission. The Regional Supply Data System (RSDS) provides a command-wide picture of supply and equipment assets and supports the SBSS “information on demand” philosophy.

The CAF LSC uses a Console File Storage and Verification tool to store transactions for quick review of errors and job status. Additionally, the CAF LSC uses a Security Web Assistance Program, allowing automation of the tedious task of daily maintenance of the security access files to the SBSS and Mission Capable Asset Sourcing (MASS) systems.

W H AT ’ S

NEW IN

ACC

At base level, ACC continues to upgrade legacy systems and develop new materiel management tools to ensure asset visibility. Logistics Readiness Squadrons are using the Supply Asset Tracking System (SATS) now supported by Intermec 5023 and Symbol 9000 series handheld devices that read bar codes for the storage and issue, receipt, turn-in and pick-up, and delivery processes.

Combined with wireless LANs installed at each base, handhelds send data simultaneously to SATS and SBSS for processing. Future plans to acquire handhelds that work with RFID technology and feed information to the Cargo Movement Operations System (CMOS) while simultaneously passing updates to SATS and SBSS are in work. Seymour Johnson AFB was the test base for RFID military shipping labels; however, ACC is awaiting initial distribution of interrogators and other hardware.

Incorporation of RFID technology will have a profound impact, providing worldwide total asset visibility.

Another program making a significant impact in ACC in a very short time is the Customer Oriented Leveling Technique (COLT). COLT is a system that determines Air Force stock levels for DLA-managed consumables (XB3) and overrides SBSS demand levels for most XB3 items. The goal is to reduce overall customer wait time.

The Air Force Materiel Management Board (AFMMB)

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approved COLT for Air Force-wide implementation in September 2005. The program is currently in use at 54 bases, including all 15 ACC installations. These bases have all seen improvements in customer wait time, backorder days, and issue effectiveness.

Two other programs that ACC expects to have significant impacts on materiel management are the Proactive Demand Leveling (PDL) system and the Advance Planning and Scheduling (APS) system. PDL uses global demand data for bases operating the same weapon system to load consumable levels at a target base. The goal is to reduce the number of Cause Code A (no demand history) and B (positive demand history, but no demand level) MICAPs. ACC has used PDL at B-52 bases since December 2004 and will soon be tested at F-16 bases.

PDL is an AFMMB-approved tool used successfully by AMC with the KC-135 fleet. APS is a forecasting tool that Air Force Materiel Command (AFMC) Demand Planners use to make rapid spares replacement decisions, ensuring the constant availability of the right part. APS was first tested on the B-52 Pathfinder airframe engine cowling at Barksdale and Minot. APS was so successful AFMC recommended expanding the APS into the B-52 landing gear and the F-101 engine. APS allows injection of unforeseen order planning factors for better forecasting (e.g., increased flying schedule).

Budgetary and manpower concerns may be the catalysts for many of the improvements we derive, but the bottom line is that these improvements help people do their jobs more effectively, and the process of deriving them has become part of our culture—we are proactively examining processes to improve versus simply reacting to budget cuts and looking for process or program casualties. ACC keeps searching for new ways of accomplishing the mission using fewer resources, and expanded uses of current technology and development of new technology are essential components of this effort. There is no doubt the work we are doing right now will continue to produce successful initiatives that impact the entire Air Force in the years to come.

Lt Col Mark S. Wingreen is the Chief, Cargo and Passenger Branch Transportation Division, Directorate of Maintenance and Logistics Headquarters, Air Combat Command, Langley AFB, VA. K

E C LY P S E W I R I N G A N A LY Z E R I M P R O V E S 4 F W ’ S M I S S I O N C A PA B I L I T Y Submitted by Maj Ancie E. Dotson III The 4th Fighter Wing (FW) aircraft maintainers found that serviceability and reliability of the aging F-15E fleet’s electrical wiring and components caused over 34% of all electrical malfunctions. As these wiring-related anomalies continued to increase with the age of the aircraft, improved methods to troubleshoot, isolate and evaluate the integrity of the wiring and related components were needed for both on- and off-equipment. While supporting combat operations during Operations IRAQI and ENDURING FREEDOM, two aircraft were hampered with severe wiring harness failures. These two aircraft, along with an increase in man hours expended on wiring maintenance, drove an initiative to find a solution.

The unit’s extensive research led to the selection of the Eclypse RTS 501 Wiring Analyzer. The Eclypse is an automated diagnostic tester with capabilities to troubleshoot, test and analyze basic components like relay panels, control panels, and most importantly, aircraft wiring. The 4th Maintenance Group purchased two Eclypse 501 test sets in September 2003. The initial start-up cost was $90.5K which included: one Eclypse RTS 501 with lap top computer, expansion unit, required materials to build test cables, labor, software development and two weeks of on-site training. In order to get the program established, Warner-Robins ALC granted the 4th Component Maintenance Squadron a one-year test waiver in December 2003. By June 2004, the test cables were built, diagnostic programs developed and local Maintenance Operating Instructions written, thereby making the Eclypse tester program operational and deployable. A cadre of 4 MXG technicians were trained as certifiers and currently perform all the training for additional personnel using the equipment. This training is tracked in each individual’s training records.

Program development is prioritized and based on the frequency of problems with a particular component or system, feasibility of testing (i.e. on- or off-equipment, time to test, time to build cables, etc.) and overall time savings and cost benefit.

Currently, test cables and programs are built and written by field-level technicians in the 4 MXG. Special computer programming skills are not required—in the words of a maintainer, “if you can read a schematic, you can write an Eclypse program.” Future plans may shift this responsibility to WarnerRobins ALC as the Eclypse program continues to garner interest across the Air Force. The Eclypse tester has already been added to Technical Order 1F-15A-2-00WD-20-1.

The Eclypse tester’s capabilities are virtually infinite, only limited

by the ability of the technician to build adapter cables and diagnostic programs for testing. Steady progress continues both in-shop and on the flight line, increasing the number of components and systems tested. Of the 23 programs currently in use in the 4 MXG, one of the most significant success stories was realized in testing the F-15E number four miscellaneous relay panel. This panel contains 66 relays and takes one technician approximately 20 hours to check manually. The automated Eclypse tester checks the entire relay panel in only 3 minutes, virtually illuminating the human error factor. The ground check panel also has numerous components to test and takes an average technician over 3 hours to test.

The same task takes less than 10 minutes to complete using the Eclypse tester. On the flight line, radar pilot-reported discrepancies have also decreased due to use of the Eclypse tester. Radar wiring can now be troubleshot automatically with Eclypse in 60 minutes, versus by hand with a multimeter in 60 hours. This testing now avoids wasted man hours, repeats and recurs, and unnecessary MICAPs, and is contributing to increased mission effectiveness and aircraft availability. To date, the Eclypse tester has saved 4 MXG in-shop maintainers over 16,721 man-hours and $468,968, and flight-line maintainers over 4,200 hours and $117,000.

Due to the program’s success as a troubleshooting device, an effort is underway to utilize it for preventative maintenance purposes. During the cannibalization “donor down” process, where components are removed to bring-up another “cann jet”, the 4 MXG Aircraft Maintenance Units are starting to use the Eclypse tester to validate radar, flight control and electronic countermeasures systems in an effort to reduce future discrepancies. They use the Eclypse tester to test these systems to identify and fix any discrepancies that may exist during this scheduled downtime. Similar initiatives are being implemented to coincide with scheduled phase inspections. WarnerRobins ALC has an initiative to include use of a wiring analyzer as part of F-15 Program Depot Maintenance as well as other aircraft they support. Our Eclypse “Team” recently won the 2005 Chief of Staff Team Excellence Award and was also named an Air Force Best Practice. We are providing the aircrew with a safer, more reliable aircraft, allowing the 4th Fighter Wing to better accomplish its mission, thereby keeping us Fourth but First!!

Maj Ancie E. Dotson III is the 4 CMS Maintenance Operations Officer at Warner Robins.

Special thanks to SMSgt Larry Polite, 4 Component Maintenance Squadron, for his contributions to this article. K

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Air Warfare Battlelab ASSESSING THE LOGISTICS TECHNOLOGY ENABLERS OF TOMORROW

Submitted by Lt Col Mark S. Koopman In 1997 the Air Force established unique organizations called battlelabs to rapidly identify innovative operations and logistics concepts and to measure how well these concepts can contribute to the mission of the Air Force. Battlelabs are designed specifically around the Air Force’s core competencies and rely on the ingenuity and knowledge of the warfighter and battlelab personnel to generate, capture and measure the worth of an idea. To accomplish this dynamic mission, each battlelab seeks out information and ideas from numerous sources in the active duty, guard and reserve forces and the industrial civilian sector.

The battlelabs thrive on out-of-the-box thinking in an effort to utilize off-the-shelf technology to accomplish the AF’s mission in new and innovative ways. Each of the seven battlelabs, Air Warfare; Command and Control; Unmanned Aerial Vehicles; Space; Force Protection; Information Operations; and Air Mobility have web sites available for idea submission or browsing and can be reached through a consolidated website at https://www.battlelabs.hq.af.mil/links.cfm or through the AF Portal at https://wwwd.my.af.mil/afknprod/ASPs/ CoP/EntryCoP.asp?Filter=OO-ST-AF-02 (battlelab links are on the left hand side).

Website submissions are only a part of the idea generation process. Battlelab visits to redeploying forces, industrial and maintenance symposiums, higher headquarters directed initiatives and warrior outreach programs, where members from each battlelab form an information gathering team to visit MAJCOM headquarters, are just a few of the ways the battlelabs mine their ideas.

The Air Warfare Battlelab (AWB), located at Mountain Home AFB Idaho evaluates ideas that make air expeditionary forces lighter, leaner and more lethal. Like all the Air Force Battlelabs, the AWB is lean and focused and pulls its expertise from diverse backgrounds. It has a staff of 25 officers and enlisted personnel from more than 20 different career fields.

They operate on a very limited budget but the payoff is great, paving the way for innovative ways to improve expeditionary operations, from initial deployment through employment and sustainment at the AOR, to redeployment and reconstitution back home.

The staff of the AWB considers every idea that comes its way. Through an internal vetting process the entire team of action officers in the AWB determines if an idea “fits” the purpose of the battlelab. If the idea doesn’t meet the parPhoto: BALS is a cargo platform system that enables the use of unused vertical space on Air Force transports. (USAF Photo)

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ticular focus of the AWB, then the idea is sent to the appropriate battlelab. Once an idea passes the initial screening, the concept is validated and outbriefed to the Combat Air Force Requirements for Operational Capabilities Council in 18 months or less. Since 1997, the AWB has reviewed more than 470 initiatives, and of those, approximately 40 operations and logistics initiatives have either fully or partially transitioned to the warfighter, meaning they are either awaiting programming funds, funding sponsorship or are in use. Following are just a few of the logistics initiatives or concepts being processed by the AWB:

TDAM 02 – Air Warfare Battlelab action officer Capt Dean Ramset briefs Mountain Home Air Force Base maintenance personnel about TDAM. The units include “Heads-Up-Display” glasses for access to hard to reach areas. TDAM uses infrared technology to profile maintenance issues. (USAF Photo)

C O M P O S I T E M A I N T E N A N C E S T A N D ( C M S ) deals with the issue of the extensive amounts of manpower, equipment and time that are expended for corrosion treating and repairing of aircraft maintenance stands. CMS will fabricate a prototype composite maintenance platform for use in aircraft maintenance. The composite maintenance stand may replace the current B-1, B-4 and the B-5 conventional metal maintenance stands for multi-aircraft application.

T H E R M O G R A P H I C D I A G N O S T I C A I D F O R M A I N T E N A N C E ( T D A M ) will demonstrate the concept of using a hand-held, thermographic maintenance aid that uses COTS technology to produce real time readable/downloadable images to enhance troubleshooting techniques for aircraft maintenance technicians. This will allow personnel to manipulate high resolution, infrared images to isolate maintenance discrepancies both on the flight line and in back shop environments. This capability will increase overall troubleshooting effectiveness by solving problems the first time.

C O M B I N E D S T O R E S L O A D E R A N D T R A N S P O R T ( C - S L AT ) demonstrates a common stores loader and transporter capable of loading tanks and pods on F-15, F-16 and A-10 aircraft. Because aircraft stores loaders are airframe specific and some are actually locally manufactured, causing equipment damage and personal injury, C-SLAT promises to reduce the mobility footprint and increase operational effectiveness.

H E L I C O P T E R S E R V I C I N G U N I T ( H S U ) demonstrates the use of a single AGE unit to service the nitrogen and hydraulic systems of rotary wing aircraft. The Air Force currently uses two pieces of equipment for these purposes and they cannot be deployed as separate units in a helicopter due to space and weight constraints. HSU will weigh less and require less space than current equipment, which will allow the helicopter to be deployed with the equipment on board.

C O M M I N G L E D P L A S T I C P A L L E T – R E C Y C L E D ( C O P P E R ) will demonstrate the feasibility of replacing MXU-650/651 wooden pallets with Thermal-Kinetically Commingled Recycled Plastic Pallets. This improved capability will extend pallet service life and eliminate costly inspections required to meet international standards for non-manufactured wood pallets.

C - 1 3 5 B A L A N C E B A Y S N O W / I C E C L E A R I N G D E V I C E ( N O S N O W ) is a protective insert for the C-135 aileron and elevator balance bay areas. This silicon-based insert eliminates snow and ice build-up and closes the exposed areas of conContinued on next page...

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E R : T H E A I R WA R FA R E B AT T L E L A B

trol surfaces during runway down time. Ice build-up in these areas requires hours of labor to remove.

The direct result will be a decrease in required manpower and support equipment being exposed to harsh environments and increased aircraft for vital air refueling missions.

FOREIGN OBJECT RADAR D E T E C T I O N ( F O R D ) is a project designed to employ radar technology to reduce the risk of aircraft sustaining FOD damage. It will provide automatic alarm and accurate location of debris on the runway and flight line. This system would be used at airfields in all types of operating environments and is designed to be deployable and easily installed on any airfield runway.

P I T O T S TAT I C T E S T E R ( P S T ) will evaluate the operational capabilities of consumer off the shelf (COTS) pitot/static system testers.

This initiative’s goal is to prove that a new Pitot Static Tester made with state of the art technology will reduce weight and be easier to maintain and use. Also, the added capabilities of the new tester may provide significant cost savings over older test sets while reducing aircraft down time for pitot static maintenance.

HSU 02 – Private industry leaders team with Air Warfare Battlelab personnel to demonstrate the new Helicopter Service Unit (HSU) at Hurlburt Field. The new lightweight unit used to service the Air Force MH53 and HH-60 helicopters. (USAF Photo)

The following are just a few AWB logistics initiatives that have transitioned, in full or part, to the warfighter:

M O B I L E A I R C R A F T J A C K S A N D E Q U I P M E N T K I T ( M A J E K ) standardizes heavy aircraft jacks into a single deployable unit. This will reduce the mobility footprint, amount of time for deployment preparation and allow the possibility of pre-positioning assets. Full procurement, sustainment and provisioning are expected through WRALC/LES. E N R O U T E S U P P O R T T E A M A I R C R A F T C O M B I N E D A G E ( E S TA C A G E ) combines various pieces of aircraft servicing carts, providing the same capabilities as current stand-alone systems while reducing the cargo space required.

ESTA CAGE was transitioned to Red Flag to determine acquisition by WR-ALC/LES.

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NEXT G E N E R AT I O N MUNITIONS TRAILER ( N G M T ) is a single munitions trailer that will perform all conventional munitions handling requirements, resulting in increased versatility, reduced footprint and reduced support and maintenance requirements.

Acquisition is underway.

ENHANCED MAINTENANCE O P E R AT I O N S C A PA B I L I T I E S ( E M O C ) is designed to equip wing and MOC personnel with a Windows based program to streamline and improve the process of tracking and conTSgt Brian Humphrey oversees a TDAM demonstration of an F-15 engine at Mountain Home Air Force Base. trolling multiple aircraft MDSs TDAM can show Trouble-Spots on this high performance Air Force jet engine while it is running. (USAF Photo) and aircraft maintenance operations with one program.

Currently at SSG/ILM with AFC2ISRC and AF/ILMM sponsorship.

D E P L O Y A B L E T H I N C L I N T ( D E T H I N C ) provides network capability to deployed users through thin client technology, minimizing administrative burdens and quickening deployments. Currently in use at Al Udeid morale center.

D E P L O Y A B L E A U T O M A T E D C A R G O M E A S U R E M E N T S Y S T E M S ( D A C M S ) addresses efficiency and accuracy concerns of current weight and measurement systems and processes for cargo processing and deployment through introduction of a deployable cargo weighing system and optical profiling technologies. DACMS units are in use and can be purchased through the GSA website.

B I - L E V E L A I R C R A F T L O A D I N G S Y S T E M ( B A L S ) is a simple drive-on drive-off system to facilitate loading two levels of equipment, by pallet positions onto airlifters (C-5, C-130, C-17) aimed to dramatically reduce the number of aircraft required to deploy an AEF. BALS was transitioned to the Pallets and Nets System Program Office at WRALC. Available for use by unit purchase.

These are just a few of the initiatives the AWB has processed over the years. The important thing to remember is that battlelabs depend on you, the warfighter, to submit ideas that will help you more effectively support your mission. To learn more about each battlelab, submit ideas or view other initiatives, simply visit the U.S. Air Force Battlelab website at https://www.battlelabs.hq.af.mil/links.cfm. Contractors interested in gaining entry into the AF modernization process can present ideas through Broad Area Announcement at www.fedbiz.com or through AWB’s website, www.mountainhome.af.mil/AWB. Lt Col Mark S. Koopman is a career maintainer and is the deputy commander of the Air Warfare Battlelab at Mountain Home AFB, Idaho. mark.koopman@mountainhome.af.mil Special thanks to: Mr. John Marshall, Visual Engineer, and Ms Marta Morente, Public Affairs Rep. and Budget Analyst, for their part in putting this article together. K

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Logistics Test and

Submitted by Col Frank B. McGowan and Mr. Dennis J. Collins

Professional logisticians know the critical role logistics plays in conducting warfare. A favorite quote of many to communicate the importance of logistics is, “You will not find it difficult to prove that

Evaluation:

battles, campaigns, and even wars have been won or lost primarily because of logistics,� General Dwight D. Eisenhower, 1945. This

A Systems

principle remains true today; and with the cost of acquiring and sus-

Acquisition

with the expeditionary nature of our operations, logistics support

Tool and

acquired and sustained. The Air Force Flight Test Center (AFFTC), located at Edwards AFB, California, utilizes a process that evaluates

Developmental Test and Evaluation. The process is called Logistics

Multiplier SUMMER

must remain a key consideration as new weapons systems are

the logistics support characteristics of weapons systems during

Force

54

taining weapons systems approaching mind-boggling figures coupled

2006

Test and Evaluation (LT&E). The purpose of this article is to present the AFFTC LT&E process and its benefits.

The LT&E process tests and evaluates a weapons system

Once the testers have a test plan, test execution can begin.

from a supportability and maintainability perspective.

Test execution is nothing more than maintainers perform-

LT&E answers the following questions: How easily do

ing maintenance on the system under test. This is done

the system design characteristics and planned logistics

either through targets of opportunity or as scheduled test

resources allow for the meeting of system availability and

events. Targets of opportunity arise as a result of test setup

wartime usage requirements? What is the ability of a sys-

and/or test aircraft flying test sorties and returning with

tem to be retained in or restored to a serviceable condi-

maintenance-related discrepancies. The resolution of these

tion when maintenance is performed? The goal of LT&E

maintenance-related discrepancies normally leads to the

is to influence the design of the system as early as pos-

capture of additional test points. In instances where targets

sible in the acquisition process in order to produce a

of opportunity do not provide all the testing requirements,

more effective and efficient logistics support system.

then scheduling the remaining test points becomes neces-

To answer these questions, LT&E utilizes a disciplined,

As the system is put through its test events to accomplish

structured, and iterative test methodology made up of three phases: planning, execution, and reporting. This test process has been used at the AFFTC for years.

Planning begins with understanding the warfighter’s needs as stated in their requirements document—normally an Initial Capabilities Document. The user expresses their needs in terms of system availability, time to repair, transportation requirements, number of personnel, etc. A Logistics Test Manager will then categorize user requirements using the ten Logistics Support (LS) Elements: Maintenance Planning, Manpower and Personnel, Supply Support, Training and Training Support, Support Equipment, Packaging, Handling, Storage and Transportation (PHS&T), Technical Data, Computer Resources (mission related), Facilities, and

sary. A key aspect of test execution is the data collection. each test objective, data must be collected to record the behavior of the system. For instance, a large number of test events on any new aircraft are the removal and replacement (R&R) of line replaceable units (LRUs). Each task will be performed by maintenance technicians and once the task is complete the technicians involved will record their observations on a Logistics Test Data Sheet (LTDS).

The LTDS is a questionnaire that can address all 10 LS Elements. It requires the technician to score the task against each element that applies using a six-point scale.

Any scores of four or below require the technician to provide written comments addressing the low score. Not only are the comments for substandard evaluations required, but recommendations on how to correct the recorded defi-

Design Interface. Once the requirements are categorized,

ciency are solicited.

specific test objectives based on the LS Elements are

For example, in the R&R of an LRU, the following LS ele-

developed to measure how well the system has met its

ments could all be scored: maintenance planning, man-

intended design characteristics, as well as its supporta-

power and personnel, tech data, support equipment,

bility and maintainability requirements. Test objectives

training, PHS&T, and design interface. Once the techni-

are documented on a test information sheet (TIS). The

cian finishes the LTDS, it is submitted for a supervisory

TIS also includes a listing of required test resources, test

review. After the LTDS is accepted by the supervisor, the

methodology, and success criteria. The TIS is a single

data is entered into the Logistics Test Management System

document that captures everything needed to satisfy a

(LTMS) database. Based on the outcome of a test event,

particular test objective. Along with general test infor-

the technician may submit other documentation as well:

mation, all of the TISs compiled together make up the logistics test plan.

Continued on next page...

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55

deficiency reports (DR), technical order improvement

cycle of a typical system and the percent of total LCC

reports, reliability and maintainability data and Watch

spent in each major phase. By applying LT&E early in

Items. Normally, the process described will continue until

the acquisition program, when only 10 percent or less of

all test points have been accomplished and all test objec-

the LCC has been spent, supportability improvements

tives have been satisfied.

can be made to the system when they are still relatively

Once Phase II, Active Testing is completed, Phase III, Test Reporting, begins. In this phase, all of the test data collected will be compiled and analyzed. Findings in the form of conclusions and recommendations based on the analysis of the data are provided in the form of a final

E VA L U AT I O N

Logistics Test Plan. Findings, conclusions, and recom-

AND

improvement reports or other items of interest at the

ER: LOGISTICS TEST

report. The format of the report follows that of the

time the report is written, they will be included in the

mendations are provided in the same sequence the test objectives were presented in the test plan. In addition, if there are any unresolved DRs, technical order

report. Test reporting is an extremely important part of

inexpensive to make. The system is still in its developmental stage with little to no production-representative systems produced. In addition, the LCC of the production phase can be reduced by having to make fewer changes to the system as it rolls off of the production line. Finally, by making changes early in the program that improve supportability and maintainability, the Operations & Support phase cost for the system will be lower. It is important to point out that LT&E is a process that spans the entire life cycle of a weapons system, cradle to grave. The LT&E process is just as beneficial to fielded weapon systems going through a major upgrade as it is to a completely new system.

the overall test; the test report puts all the test findings

The second benefit derived from LT&E is increased sys-

into a single document for the customer to use in mak-

tem availability. System availability is increased by elim-

ing

decisions

affecting

the

weapons system.

“The LT&E test teams at the AFFTC are composed of government civil servants and active duty ‘blue suit’ aircraft maintenance technicians.” This synergistic

pairing

links

experience3 and knowledge

the of

civil servants in the unique processes of the test environment with the current operational experience and broad weapon systems knowledge of “blue suiters.”

inating poor design characteristics that require excessive

So what are the benefits of LT&E? First, LT&E provides

man-hours, tools, consumables, support equipment, and

an enormous opportunity to decrease a system’s Life

spares to keep the system operational. If the system is

Cycle Cost (LCC). The following chart depicts the life

sitting on the ground consuming large amounts of time

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2006

to service and repair, then in effect it is contributing to

attach points to work with the existing loading adapter.

the attrition toll.

The suggestions were tested and proved successful. Their

The final benefit of LT&E is a reduction in the logistics footprint. Similar to increasing availability; if unnecessary tools, spares, consumables, support equipment, and even people are eliminated, then what has to be carried

actions prevented the introduction of unnecessary support equipment and allowed the full load of 12 missiles to be carried thus increasing combat capability while reducing the deployment logistics footprint.

to deployed locations is decreased. This means getting to

The final example involves the X-45A Unmanned

the fight faster, being operational quicker, and freeing up

Combat Air Vehicle. The Actuator Control Unit

airlift resources for other missions.

(ACU) was located behind two batteries and a mount-

Following are several examples in which LT&E improved the supportability and maintainability of a system during its developmental test program at Edwards AFB. During the C-17 test program, the entire landing gear control panel had to be replaced when only the gear

ing rack. The ACU experienced a higher failure rate than expected. Maintainers recommended relocating the ACU closer to external access to reduce task time. The recommendation was approved and task time has been reduced 50 percent.

handle light lens assembly or bulb required replacement.

In conclusion, LT&E is a structured test methodology

Changing the entire landing gear control panel on a C-

that evaluates a weapons system from a supportability

17 drives a landing gear swing, a labor intensive endeav-

and maintainability perspective. By applying the LT&E

or. Maintainers initiated a Source Maintenance

process early in a systems development, life cycle costs

Recoverability code change for the landing gear control

are lowered and system usefulness to the warfighter is

panel, as well as technical order changes so that the lens

increased.

assembly and/or bulb could be ordered and changed out.

This change saved the cost of an entire panel at $17,731 dollars per panel versus $247 dollars per lens assembly, and even less for the bulb. In addition, over 30 man

Col Frank B. McGowan is the Mobilization Assistant to the 412 Maintenance Group (MXG) Commander, 412 Test Wing Edwards AFB, California. The 412 MXG’s primary mission is Logistics Test and Evaluation. The

hours were saved by not having to swing the landing

group is comprised of over 2,000 active duty, reserve, and

gear.

government civilian personnel. Current aircraft under test

During the B-52 Joint Air-to Surface Stand-off Missile (JASSM) program, the JASSM loading adapter attach points experienced cracks as a result of the adapters bending while loading missiles on shoulder stations of

include: B-1B, B-2A, B-52H, C-17A, C-130, CV-22, F16, F/A-22, RQ-4A Global Hawk, X-45A Unmanned Combat Air Vehicle and YA-1L Airborne Laser. E-mail: frank.mcgowan@edwards.af.mil

the B-52 external pylons. This limitation restricted the

Mr. Dennis J. Collins is the Technical Lead for the

aircraft to only carrying 4 missiles instead of the full load

Logistics Test and Evaluation office, 412th Test Wing,

of 12. The contractor of the system proposed designing

Edwards Air Force Base, California. Mr. Collins retired

an entire new loading adapter in addition to the one already in use. This action would have delayed the program and introduced a new piece of support equipment for the maintainers to maintain and deploy with. Several weapons personnel suggested modifying the current

from the Air Force after 24 years as an aircraft maintainer before entering into Civil Service as a Logistics Test Manager at Edwards AFB. He has experience performing supportability testing on the F-15, F-16, C-17, and KC135. Email: dennis.collins@edwards.af.mil. K

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CGO Corner “Hafa Adai!” That’s hello in Chamorro, the native language of the beautiful island of Guam. I’m Captain “Nest” Cage, one of your new co-authors of the CGO corner. My partner Captain Vianesa Vargas and I are excited about this unique opportunity to communicate to you, the future leaders of Air Force logistics. Our charge is to bring you relevant dialogue about current logistics issues within the maintenance and logistics community. Additionally, we will also strive to touch on those issues that are on all of our minds such as leadership tips, force shaping, PME, assignments, etc. We are your voice so please let us know what you would like to hear about. – “Mahalo!”

L E A N & L O G I S T I C S – I T S TA R T S W I T H U S

ER: CGO CORNER

Three years ago as I sat in an evening logistics management class for my master’s degree curriculum I did not fully appreciate the principles of Push and Pull Replenishment, Just In Time (JIT) delivery, Value Stream Mapping, Kaizn, Jidoka, ABC Analysis, Little’s Law, or Six Sigma. The material was interesting but I never thought of these concepts as viable tools to be used in the Air Force. After all we are not a business that has to make a profit – we are the military! OEF and OIF were still in full swing and my number one concern working at the AMCRSS (now the MAF Logistics Support Center) was ensuring that our Airmen on the front lines had what they needed before they even knew they needed it.

Fast-forward to today and, amazingly, the concepts I learned three years ago are now at the forefront of how we will do business in our right-sized twenty-first century Air Force. We are still engaged in combat but, due to decreasing resources, fiscal and physical, the Air Force as an enterprise must now think smarter about how we carry out even the most routine processes. The Secretary of the Air Force has made it clear with the release of his “Letter to Airmen” dated 8 March 2006 that we must fundamentally change to ensure we continue to meet the needs of our customer—the combatant commanders. Secretary Wynne’s initiative—Air Force Smart Operations for the Twenty-First Century (AFSO 21) depicts how we will implement Lean principles throughout the Air Force. “Spread the word teams” will be dispatched to your base soon. In the meantime I encourage you all to visit the AFSO 21 site at http://www.afso21.hq.af.mil/.

Lean principles are powerful tools of change as Air Force Materiel Command (AFMC) has demonstrated. AFMC Air Logistics Centers (Depots) have slashed product line inefficiencies, thus delivering increased capability (more jets) to the war fighter. On the operational side of the house, Air Mobility Command’s (AMC) aerial port community is also fully engaged with AFSO 21. At present several “Lean Events” are in progress that have great potential for success. Just recently I had the opportunity to attend an AMC Air Transportation Division-sponsored three-day Lean Logistics Certificate Program. The instructor, Mr. Robert Martichenko from St. Louis University was outstanding and his text “Lean Six Sigma Logistics – Strategic Development for Operational Successes” is an excellent resource for anyone’s Lean toolbox.

I T S TA R T S W I T H Y O U The beauty of Lean is that you do not have to be a rocket scientist to put its principles into use to produce meaningful change. This is not to say that in its most complex forms it is a piece of cake—indeed there are PhD level algorithms and theories that come into play during complex system analysis. However at our level, where the mission takes flight, a good dose of common sense is all you need to be a results-bearing Lean practitioner.

That’s all for this month...Capt Vargas and I will explore Lean more fully in upcoming columns.

Capt Ernest “Nest” Cage is Commander of the Andersen Passenger Terminal Flight, Andersen AFB, GU. His previous assignment was as an action officer and executive officer in Headquarters Air Mobility Command’s Logistics Plans Division. Capt Vianesa Vargas is currently deployed as an Aerial Port Flight Commander at Balad AB, Iraq.

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Chapter Crosstalk ALAMO CHAPTER – SAN ANTONIO, TX Submitted by Capt John C. Lofton III The task at hand is still the production of a world class National Conference. The 2006 Conference will be held just off the world famous San Antonio River Walk and it is shaping up to be the best venue yet. You will not want to miss the great food, drink and Mariachi bands in the San Antonio area. We invite you to bring the family so they have the opportunity see the Alamo and experience what San Antonio has to offer. I would like to provide you with a few San Antonio survival tactics: 1.

2.

3.

4.

5.

Always remember that “Y’all” is a word.

The river at the River Walk is only 5 feet deep.

They are Sombreros not hats or caps.

The river water in the River Walk is actually clean.

If you fall, slip, or are pushed into the river at the River Walk, stand up (see fact #2).

TEXOMA CHAPTER – SHEPPARD AFB, TX Submitted by Maj Teal Clark The TEXOMA LOA Chapter ended the year with a Professional Development Luncheon with Col David T. Nakayama, Director of Support Equipment and Vehicle Management Directorate at Warner-Robbins Air Logistics Center in November. Col Nakayama gave a very informative briefing covering initiatives at WR-ALC and the restructure at the Air Logistics Centers. In addition, he provided a unique opportunity for the all of Sheppard AFB by presenting The Space Shuttle Columbia Mishap Investigation Board Report. This briefing was particularly pertinent for all Loggies.

We started the new year off with a special Professional Development Luncheon with Lt Gen Wetekam on 16 Feb 06 during his base visit and as the speaker for the 82 TRW Annual Awards Banquet. He spoke to a maximum capacity crowd of 50 LOA members on the history and value he places on LOA. He then took the opportunity to answer questions and covered a variety of topics including force structure changes and upcoming drawdown of our force strength.

In April, we have a great opportunity to have a superb guest speaker, Marion Stegeman Hodson who served during WWII as a (Women Air Force Service Pilot) WASP. She was one of the first women in the United States to train as a military pilot.

She learned to fly everything from open-cockpit primary trainers to P-51 Mustangs, B-26 Marauders, and B-29 Superfortresses.

This event is a bridge event with our local Military Officer Association Chapter and Company Grade Officers Association.

JAMES RIVER CHAPTER- RICHMOND, VA Submitted by Captain Michael S. Barnes In March, the James River Chapter sponsored a professional development seminar. Our guest speaker, Mr. Thomas Reichert, U.S. Army Logistics Management Chair, discussed the DoD logistics system and its ongoing evolvement to support a smaller, more mobile force with limited resources. Mr. Reichert highlighted the continuing challenge of expanding the vision of distribution management to encompass the total spectrum of supplier’s production line to the front line of the battlefield while identifying the most cost effective ways to accomplish this.

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Our chapter is focused on the future. We’re developing a 6 month “Look Ahead” that lists our guest speakers and tours.

In April, we look forward to two guest speakers; Col Art Cameron, Commander, 309th Maintenance Wing and Col Eric Smith, Chief, HQ DLA Plans and Programs. We also are planning a tour this summer of a local civilian company. We will continue to develop our “Look Ahead” under the guidance of our Senior Advisor, RADM Heinrich, Commander of Defense Supply Center Richmond.

WARRIORS OF THE NORTH - GRAND FORKS AFB, ND Submitted by 1Lt Paul Weme Spring has finally arrived for the Warriors of the North chapter here at Grand Forks AFB, North Dakota.

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Recently, the 319 MXG celebrated the achievements of our outstanding performers in the annual “Knucklebuster” Banquet. Brig Gen Robert McMahon the AMC/A4 was on hand to present the awards. He also stopped by to share his thoughts at our monthly LOA luncheon on the future of the Air Force and logistics community.

During the cold winter months of North Dakota, the 319 AMXS continued its successful glycol recovery program. Glycol is a principal fluid Brig Gen McMahon and Lt Col England present TSgt John E. used in deicing operations. The program at Grand Forks AFB is the first Scheuer with his 319 MXG Lt Gen Leo Marquez Award of its kind in North Dakota, eliminating glycol runoff into the surrounding eco-system. Additionally, the Grand Forks AFB logistics team surpassed AMC’s KC-135 Mission Capable rate for 19 consecutive months, and set the bar in performance for years to come. Lastly, the 319 MXG and LRS completed our Logistics Standardization and Evaluation Program inspection and earned an “OUTSTANDING” rating in every category. Despite our superior performance, we won’t be resting on our laurels anytime soon; AMC will return in June to perform an Operational Readiness Inspection … we’ll be ready!

DESERT LIGHTNING CHAPTER – DAVIS-MONTHAN AFB, AZ Submitted by Capt Anthony Rivera The Desert Lightning Chapter hosted Mr. Garry Richey, Executive Director, Oklahoma Air Logistics Center, at a breakfast meeting in February 2006. Mr. Richey was visiting AMARC and graciously accepted our invitation to speak to the LOA at Davis-Monthan about the ALC’s “lean” experience and how they are transforming the depot process. This event was the first time the Desert Lightning Chapter has heard from a member of the Senior Executive Service (SES) and it was resounding success.

In March, several members of the Sonoran Chapter from Luke AFB traveled to Davis-Monthan for an exchange visit. The officers and one AF civilian were given a chance to see the variety

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of aircraft operated and maintained at Davis-Monthan. They also spent time shadowing our LOA members in their respective squadrons. Members of both LOAs then had an opportunity to go inside AMARC and tour the A-10 wing overhaul area, the A-10 Service Life Extension Program (SLEP) production line, the F-4 drone regeneration program and, of course, the famous “boneyard” of thousands of military and civilian aircraft. Finally, the group was given a look at AFSOUTH headquarters and the mission of their A4 division. Overall, it was a great opportunity to meet other LOA members and we look forward to our chance to visit Luke AFB soon.

WRIGHT BROTHERS CHAPTER – WRIGHT-PATTERSON AFB OH Submitted by Lt Col Lisa Carney, Chapter President Calendar year 2006 continues to be shine brightly for our chapter! As one of my initial activities as the incoming chapter president, I want to recognize our chapter leader for the past 12 months – Lt Col Dave Koch! Well done, Dave!! Col Koch actively led our charge ahead in a multitude of local LOA events! Many thanks from our LOA chapter members, Dave, and continued success as the AFMC/A4 Exec.

Imagine that! Col Tom Ragland telling it like it is in Desert Paradise Logistics!

How we can top starting our 2006 chapter year with an aweinspiring dialog with one of our fellow LOA Chapter members – General Bruce Carlson, our AFMC Commander? Well, good question. Our exciting monthly events continued in February when Colonel Tom Ragland visited with us all the way from Al Udeid, Qatar! In a standing-room-only, late afternoon gathering at the FlyWright Sports Hangar, Colonel Ragland gave over 90 members a very heart-warming, insightful overview of his logistics warfighters there, both permanent party and rotational! Amazing stuff, sir! You and your troops make us proud in CONUS and other places abroad!

The momentum gained for our LOA chapter activity in March as we joined ranks with the local chapter of the Society of Logistics Engineers, whom we all know as SOLE! In our collective charge to gain top-cover insight into the Air Force’s and AFMC’s commitment to transformation, lean and Wright Bros Chapter’s finest attuned to Col Tom Ragland’s sage counsel from continuous improvement, LOA and SOLE hosted a rewardthe warfront! ing up and close personal joint luncheon with one of our own – Lt Gen Terry Gabreski! A resounding success! Thank you, ma’am, for squeezing us in to an every-busy schedule and for your candid views of logistics challenges we face as one team!

Our spring and summer plans include a special visit in late April from a former astronaut, Mr. Mark Brown from CSC, to enlighten us on relevant space operations and logistics, a potential to learn from a senior loggie in industry, as well as our third annual chapter golf scramble to help raise funds for scholarships for our young loggies. Stay tuned! With LOA Chapter involved, we are always crew ready – hooah!

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DOLOMITE CHAPTER -AVIANO AB, ITALY

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Submitted by Capt Bethany Keller The Dolomite Chapter is rockin’ & rollin’ through 2006!

In March, we held our first ever CGO vs. FGO Bowl-Off. A close 2 game battle ensued, with the commanders claiming victory by 11 points with a 2 game average total of 261 points. They won the coveted “Prize Pin” to hold for one year until the ‘07 rematch. Our 20-member Professional Reading Club recently finished Victory at Yorktown and held a discussion luncheon to review the logistical and leadership successes that resulted in the Continental Army’s triumph in the last great battle of the Civil War. In April, we held our Logistician Swap Day that provided CGOs from across the base an opportunity to experience Beaming FGOs from the Aviano Dolomite Chapter relish their Bowl-Off victory over “the other side”. LROs launched F-16s and Maintenance their CGOs Officers delved into world of the IDO. Finally, we finished the month with our largest service project to date, the LOA sponsored 31 MXG MPOY Golf Tournament. Fourman teams competed to win free dinners, gift certificates and golf equipment. The highlights were the JFS-pump-handle putt, blind drive and 45-second putt contest! All proceeds from the tournament directly supported the annual MPOY Banquet.

WASATCH WARRIORS – HILL AFB, UT Submitted by Capt John D. Tran Despite the great snow this winter, Wasatch Warriors were far from hibernating. In February, we hosted 12 logistics officers from the Mountain Home Gunfighter chapter for an in-depth Air Logistics Center orientation. The tour included a purchase supply chain management discussion, a Depot mission brief, and a Falcon 2020 brief. Tour stops included the Missile Assembly and Maintenance Shop, the 649th munitions storage area, the 649th Combat Logistics Support Squadron hangar, the A-10 & F-16 modification lines, and the 309th CMXG landing gear facility. Other highlights included a personal look at the F-22 Raptor used for Aircraft Battle Damage Repair training and a ride on a train used for railroad operations. That weekend, about 90 logisticians, friends and family members hit the slopes during our annual ski day.

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In March, 18 members took a full day tour of Questar Gas Company’s facilities across the state, including distribution centers, compressor turbines, wells, and rigs. The tour also included briefings by Questar’s leadership on topics such as trends in the industry and initiatives to improve performance and prices for customers.

We now enter spring at a fast pace, as the board looks to close out its tenure strong. We will be hosting Maj Gen (sel) Polly Peyer, PACAF/A4, at our annual dining-out in April, where she will present our first ever scholarship to a junior force member. In May, we will be hosting our annual golf tournament to raise funds for next year’s scholarship, which will include a free hole-in-one car! Lastly, we will be touring the Associated Foods distribution center in northern Utah to observe industry processes. We hope to seamlessly hand off to the next board with unprecedented momentum after these events.

ARC LIGHT CHAPTER – ANDERSEN AFB, GUAM Submitted by Capt Ernest Cage Members of the Logistics Officer Association Arc Light Chapter worked in concert with the National Defense Transportation Association Micronesia Chapter, the Airlift/Tanker Association, Hafa Adai Chapter and the 734th Air Mobility Squadron’s Top-4 Association to host General Duncan J. McNabb, Commander, Air Mobility Command at a luncheon held March 16, 2006 at the Oceanview Conference Center, Andersen AFB, Guam. There were approximately 120 guests in attendance and Master of Ceremonies was NDTA Micronesia Chapter member and President of the Hafa Adai Chapter of the Airlift/Tanker Association, SMSgt Bill Mahaffey.

The General passed some powerful words to the audience in a speech centered on the theme, “Protecting Tomorrow”.

His praise of the members of the U.S. Armed Forces, with the aid of civilian counterparts and commercial partnerships in fighting the Global War on Terrorism was heartfelt and insightful. SMSgt Mahaffey and his Commander, Lt Col Keith Boone, presented General McNabb with a traditional Guam “Latte Stone” on behalf of all four organizations.

General McNabb was on a Pacific tour of AMC units with key members of his staff and had stopped at Guam to visit with the members of the 734th AMS.

MCGUIRE CHAPTER – MCGUIRE AFB, NEW JERSEY Submitted by 1Lt John Szczepanski Led by new President Lt Col Stacey Hawkins, the chapter has an ambitious schedule planned for the upcoming year.

At our March meeting we hosted Lt Col Darlene Sanders from HQ Defense Logistics Agency who spoke about her experience as Deputy Commander of the 447th Air Expeditionary Group in Iraq. In April, Professional Development Officer 1Lt Noelle Morra kicked-off our officer professional development series with a tour of the Aerial Port Squadron facilities at McGuire. The members of Team McGuire LOA look forward to the sending a robust delegation to the upcoming conference in San Antonio. K

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Milestones Harrell. If you are in the Carlisle area, please drop me a COL (RET) CARMEN MEZZACAPPA WRITES: I retired the first of September and planned to take at least line! a year off. One thing led to another and I accepted a job with Lockheed Martin in Greenville, SC as the LT COL CHARLES WESTGATE III WRITES: Production Manager for C-130 International Programs at Upon returning from a deployment to Baghdad, as an the Donaldson Air Logistics Center. This job entails tak- advisor to the Iraqi Air Force, I am now the deputy direcing Australian C-130 Bs through PDM and avionics mod tor of the Global Hawk program at WPAFB. for Pakistan here on site. The Romania program consists LT COL (RET) JAMES WITTER WRITES: of PDM/mod teams in Romania on C-130 B models and I hung up the spurs 1 Feb and am staying in the DC area an H model here in Greenville. I enjoy coming to work (L)—C-5 with original as a military contractor. I am working for the US Marine engines.

(R) every day in this new “assignment”. I hadTF-39 to miss the Corps in their Logistics Distribution Center (old AF/ILG —C-5M initial engine conference last year, but plan to see you in San Antonio run with the equivalent). Great exposure for an ex-Maintenance this year!

CF6-80C2 engines & to trans and the USMC. Ooorah!

Officer new pylons

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MAJ (RET) PATRICK RUSSELL WRITES: Retired from the Southern Nevada Water Authority on June 1st. Complied with wife’s direction to get a new car to see the USA, a 2006 Corvette Convertible.

LT COL RICHARD SCHWING WRITES: I will be moving on to the US Army War College in Carlisle, PA, in Aug 06. I have enjoyed my 2 years on the ACC Staff here at Langley under the leadership of MG

COL WILLIAM GOAD WRITES: Hello to all my LOA friends. I will be on the move again this summer. I am leaving the Chief of Staff, Defense Supply Center Columbus, OH to become the commander of the 49 Materiel Maintenance Group at Holloman AFB, NM. If you’re in the area I always have some cold beer on hand; stop by and say hello! K

2006 LOA S CHOLARSHIP Call for Nominations The LOA scholarship program is intended to assist the most deserving Air Force, Army, Navy, Marine, Coast Guard, National Guard, or Reserve enlisted or DoD civilian (grade GS-1 through GS-8 and WG-1 through WG-9) in a logistics specialty, with college expenses towards an associate or bachelor degree.

Each active chapter may submit one individual for a scholarship.

Chapters that do not have their key leadership positions filled with active National LOA members WILL NOT be eligible to submit scholarship nominations.

DEADLINE FOR SUBMISSIONS: 28 JULY 2006 Winners are presented their scholarship award at the annual conference banquet.

For submission criteria please visit: https://www.loanational.org/g-3.htm

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LOGISTICS OFFICER ASSOCIATION Post Office Box 2264 Arlington, VA 22202

Non-Profit Organization U.S. Postage

PAID Permit No. 768 Nashville, Tennessee