ER spring edition 2014

THE EXCEPTIONAL RELEASE SPRING 2013 – CONTENTS LOGISTICS OFFICER ASSOCIATION Professionals Shaping the Military Environment EXECUTIVE BOARD

President Col Emily Buckman president@loanational.org

Vice President Lt Col Chris Boring vp@loanational.org

President’s Log……………………………………………3 Editor’s Debrief…………………………………………...5 From the E‐Ring…………………………………………..6 Lt Gen Judith Fedder

Senior Leader Perspective……………………………….11 Brig Gen Carl Buhler

Chief Financial Officer Maj Mike Sander cfo@loanational.org

Chief Information Officer Ms. Wendy Yonce cio@loanational.org

Membership Development Maj Alex Mol membership@loanational.org

Chapter Support Maj Camille LaDrew chaptersupport@loanational.org

Executive Senior Advisor Lt Gen Judith Fedder

Webmaster/Website Capt Andrew Cobb webmaster@loanational.org www.loanational.org

THE EXCEPTIONAL RELEASE Editor Lt Col Rich Fletcher, 436 MXG/CD editor@loanational.org

SES Speaks………………………………………………...18 Ms. Maureen Quinlan

Focus on Chapter Leader………………………………...22 Focus on CGO……………………………………………..24 Continuous Process Improvement in a Complex Environment…………………………………...27 Captain Dan Whalen

Leading In A New Era of Fiscal Change……………….32 Maj Michael Boswell

Air Launched Cruise Missile Production Analysis…..42 Captain Michael Taddy

Assistant Editor Col (ret) Mary H. Parker, 412 AMXS/MXAD assteditor@loanational.org

ER Worldwide Staff

Lt Col Michelle Hall, AFSOC/A4RX Maj James Dorn, AMC/A4MM Maj Timothy Dodson, 438 AEAG/CC, Det 3 Capt Dara Hobbs, AFSPC/A4RDX Capt Scott Manno, 927 LRS/LGR Ms. Donna Parr y, AF/A4/7PE LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 129 ‐ Winter 2013

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PRESIDENT’S LOG(ISTICS) A word from our National Board President Hello LOA…it has been a cold and snowy winter across much of the CONUS. I hope you have found a way to stay warm indoors or to enjoy outdoor winter sports in honor of the recent Sochi Olympics!

I know many of our active duty members are also in the throes of dealing with AF Force Shaping programs, or preparing to retire or Colonel Emily Buckman

separate. My heart goes out to all of you during these turbulent times of change and uncertainty.

As a Quality Facilitator many moons ago, I had the opportunity to share Dr. Ben Bissell’s video “Managing Change and Transition.” Although he uses humor to drive his points home, he makes a very serious and profound statement that has stuck with me for most of my 26-year career. He said that during times of change we must increase information flow. Unfortunately, in such periods of uncertainty, leaders often communicate less for fear of worrying their subordinates or exposing them to unnecessary details. This, Dr. Bissell says, is the opposite of what the greatest leaders do.

With this in mind, I will follow Dr. Bissell’s advice and share an important aspect of where LOA is headed. In response to your requests over the last 6 months, the members (military, civil service, retired, corporate) are bringing back the face-to-face symposium from 2022 October 2014. We’ll have breakout sessions while also featuring a virtual capability for the large group sessions. The symposium will resurrect LOA University and return the professional development event to the DC area. We are excited! Our package is currently in SAF General

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Counsel channels for approval for our event. However, there are risks associated with jumping back into the symposium arena. This event can only be successful and productive with strong attendance from all LOA members and corporate sponsorship. We know that with your support, this event will again be THE annual event for professional logisticians. I look forward to seeing many of you at the symposium. This year, more than ever, we need the creative talent of our chapters, fully on board and fully engaged.

Mark your calendars Loggies and get involved now. We need you and are counting on you…see you at the Symposium. LOA 2014. Leaner. Stronger. Connected.

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Editor’s Debrief Linking Resources to Readiness…as loggies we spend each day ensuring our resources are available and serviceable when the combatant commander needs them. Similarly the Logistics Officer Association continually strives to enhance the development of logistics officers. The Exceptional Release is just one resource LOA uses to further develop our logistics officers. Each edition is a collection of Lt Col Rich Fletcher

information beneficial to enhancing our professional development, making us more ready to execute our jobs. This edition is no different.

In this edition, Lt Gen Judith Fedder describes promising initiatives associated with the Enterprise Logistics Strategy for the USAF. Likewise, Brig Gen Buhler, PACAF Director of Logistics, provides us with an inside look at the logistics efforts supporting the Pacific Rebalance.

Ms. Maureen Quinlan, Deputy Director of Logistics, HQ ACC, discusses the realities of change and how we can continue to adapt to that change. Maj Michael Boswell describes the current fiscal environment and how to lead our units in times of uncertainty. With a clear understanding that our current environment demands a relook at how we do business, Capt Whalen describes the process of change in the C-5 Major Isochronal program. Finally, Capt Taddy, a recent graduate of the USAF Advanced Maintenance and Munitions Operations School, provided an abridged version of his school paper describing maintenance actions for the Air Launched Cruise Missile.

The ER is an excellent resource toward enhancing your professional development. Past editions can be found at http://www.loanational.org.

Keep ‘em flying!

Fletch

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FROM THE E‐RING Linking Resources to Readiness Greetings fellow logisticians! I hope this ER finds you busy and satisfied with the launch of 2014—it already promises to be a dynamic year. As our new Air Force leadership team focuses on maximizing readiness while managing fiscal challenges, I want to take this opportunity to thank you for your sustained and outstanding support of our missions. And, I want to highlight some very promising initiatives related to one of our three strategic priorities: “Deliver cost effective readiness for product support and operational logistics”…the ‘green arrow’ in our Enterprise Logistics Strategy (ELS).

Today’s environment clearly drives us to be more attuned to resources than we have been in past decades. When I was a Lt Gen Judith Fedder

captain and Aircraft Maintenance Unit Officer-in-Charge, I remember pushing back a bit when my squadron commander told me to buy all new flightline tool boxes…I thought the ones we had were still very serviceable and didn’t need to be replaced.

“Money is no object” he replied at the time, when Cold War defense budgets required much less scrutiny on the needs vs wants. But times change, frequently for the better. What our Nation needs from us now, more than ever, is to make every dollar count and smartly plan and execute our budget with razor-sharp precision. We must do that in the context of our ELS mission to “field, generate and sustain power in air, space and cyberspace”….One Logistics Team--One

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Shared Vision. It is worth noting that this—our mission—is essentially no different than what Air Force logisticians have been asked to do for many years. What’s different is how we do it.

History shows us that logistics was considered satisfactory when deemed “operationally effective”--ensuring fuel, beans and bullets were in the right place at the right time in support of combat power. For us, this has also meant providing a properly configured weapon system for a trained and ready operator. Of course as logisticians, we always strive to exceed the requirement and over time have put more brains and brawn into improving the delivery of combat commodities and mission-ready platforms. With certainty, no loggies do this better than you and our Airmen, and Combatant Commanders across the globe praise our members who contribute daily to the joint fight. Today, though, we have another dimension. In this top-down, budgetdriven environment, we can no longer focus our efforts just on operational effectiveness…we must be both operationally effective and cost effective in how we deliver our part of readiness.

We must field, generate and sustain maximum combat power by delivering ready weapon systems that can produce the required operational effects while deliberately weighing the cost trade-offs to do so. These critical contributions to the Air Force mission are highly complex and demand a savvy combination of warfighting focus and business acumen.

Some of the ways we are tackling our strategic priority to “Deliver Cost Effective Readiness” (CER) will ensure every dollar spent provides maximum return while still generating the required combat effects. These initiatives are not just logistics efforts, but include experts from across Air Force disciplines like operations, finance, programming, analysts, and a host of others who are focusing on three lines of effort: Cost-Effective Logistics, Cost-Effective Flying Hours, and Cost-Effective Operations.

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This endeavor is to provide the Air Force leaders with innovative, actionable options in both operations and support to reduce readiness costs, limit associated risks and optimize resources….in other words, gets the mission accomplished within budget parameters while minimizing readiness risk. To that end, each line of effort has initiatives underway to produce weapon system availability through a concerted, multi-command effort that will lead to more readiness at the same cost, or the same readiness at less cost. Our functional focus area under cost-effective logistics affords us an opportunity to thoroughly review how we do business throughout the logistics enterprise. As a starting point, we must fundamentally change our processes and thinking from a solely operational effectiveness approach to how we can deliver the logistics component of readiness with more fiscally-informed approaches to product support and operational logistics….essentially more “bang for our buck.”

For example, one cost-effective logistics effort focuses on optimizing wartime spares requirements for spare parts and engines. Team members from the Air Force Sustainment Center along with MAJCOM A/4s are evaluating planning assumptions used for determining readiness spares packages (RSP) that could reduce the inventory and airlift required for deployment of the RSPs. One long-standing assumption for some platforms is the stated requirement for an RSP to provide 30 days of operations without resupply. As part of this evaluation, the team is implementing and testing a variable resupply capability with some initial success. This will enable us to take advantage of supply system efficiencies that have led to the best supply rates in 15 years by aligning RSP requirements with the reality of today’s transportation system and/or theater resupply factors. In some scenarios that are limited by long transportation lines and anti-access concerns, this initiative may increase kit components; in other scenarios, the resupply timing assumption should decrease. In either case, the Air Force

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will have the opportunity to fine tune RSPs for specific mission requirements, increasing efficiency and lowering costs. This basic, yet potentially revolutionary, idea can eliminate excess inventory and reduce airlift requirements without unacceptable risk to operational requirements.

Another example of work underway involves refining Aircraft Availability (AA) rate definitions. Specifically, we are looking at the impact of defining AA rate requirements into training, steady-state, and peak (surge) categories to provide a more consistent backdrop for planning between all Air Force weapon systems. Ultimately, this line of effort will enable more informed risk decision making and help senior leaders determine the best allocation of limited resources. Diving deeper into the details of a weapon system AA rate will give us flexibility to support operations and potentially reduce costs at the same time.

These are but two examples of the on-going work to better utilize tax payer dollars and be more cost-effective in how we deliver our part of the mission.

From what I see on the horizon, our need to stay this course is not likely to change in the near future, and it is up to each of us to ensure

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appropriated funds are spent wisely and responsibly. General Martin Dempsey, Chairman of the Joint Chiefs of Staff, reminded us of the seriousness of this endeavor when he recently commented, “the biggest threat to our Nation’s security is our spending.” As logisticians supporting the most powerful air force in the world, we must do our best to provide combat power while also supporting efforts to be smart about investments in National defense. Our collective work to ensure readiness is cost effective is but one way we can help do that.

Thank you for what you do every day…it is an honor to serve with you!

Lt Gen Judith Fedder Deputy Chief of Staff for Logistics, Installations, and Mission Support Headquarters U.S. Air Force, Washington, D.C.

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SENIOR LEADER PERSPECTIVE In step with Brigadier General Carl A. Buhler, Director of Logistics, Headquarters Pacific Air Forces.

Cost-Effective Readiness Across the Pacific Area of Responsibility In late 2011, with the words “I have directed my national security team to make our presence and missions in the AsiaPacific a top priority," President Obama signaled the United States’ intention to rebalance to the Asia-Pacific region. Since then, many have asked how the Air Force, specifically Pacific Air Forces (PACAF), is supporting the rebalance.

The Pacific Rebalance is a task the Air Force is especially well-suited for, due to the range, speed, and flexibility of airpower.

Brig. Gen. Carl A. Buhler

It’s this combination that enables airpower to positively impact the region, as it’s currently doing. For instance, as General Hawk Carlisle, Pacific Air Forces’ Commander, has said, “every morning a potential adversary gets up and says, 'You know what, I'm not going to mess with America today'… that's a good morning."

The Pacific Rebalance is a task the Air Force is especially Enabling those good well-suited for, due to the range, speed, and flexibility of airpower…combat support is “the foundational and mornings are members of the crosscutting capability to field, base, support, and sustain Air Force forces across the range of military operations.”

PACAF combat support team who must do their part to ensure

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persistent readiness. According to Air Force Doctrine Document 4-0, but more importantly for this article, combat support is “the foundational and crosscutting capability to field, base, support, and sustain Air Force forces across the range of military operations.”

FIVE LINES OF OPERATIONS Less than a year after the United States’ declaration of a rebalance to the Pacific, Headquarters PACAF transformed itself into a warfighting headquarters role, merging Thirteenth Air Force with Headquarters PACAF under the maturing Component MAJCOM (C-MAJCOM) structure.

Under this new structure and to better support the Asia-Pacific Rebalance, the entire PACAF team, from the Headquarters staff to the squadron level, is focused on PACAF’s strategy which is built upon five Lines of Operation (LOO). The five LOOs that make up PACAF’s strategy are Theater Security Cooperation PACAF’s logistics community has adjusted its combat support approach by prioritizing its efforts to get the ‘biggest bang for (TSC), Integrated Air and the buck’ and by developing processes to ensure agility, Missile Defense (IAMD), responsiveness, and efficiency.

Power Projection (PP), Agile and Flexible Command and Control, and Resilient Airmen.

To keep this article focused on where we, as logisticians, spend the bulk of our time, I’ll focus on three of the five LOOs -- IAMD, TSC and PP -- which drive our day-to-day efforts. Under this CSFC personnel take part in Exercise Keen Edge 2014. Keen Edge is an annual theater exercise, but this year marked the first test of the CSFC construct in this type of scenario.

Photo by MSgt Matthew McGovern, PACAF/PA.

LOO-based strategy, PACAF’s logistics community has adjusted its combat support

approach by prioritizing its efforts to get the ‘biggest bang for the buck’ and by developing processes to ensure agility, responsiveness, and efficiency.

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Additionally, as the C-MAJCOM structure matures, a natural next-step was tentatively soft-merging the A4 and A7 operations and planning staffs to synergize efforts. By doing so, we created the Combat Support Integration Division whose core is the Combat Support Fusion Cell (CSFC). The CSFC synchronizes and streamlines capabilities ensuring we substantively impact evolving operational requirements. In its short existence, the combined A4 and A7 contingency planning staff has already yielded several benefits, especially in base resiliency and base opening activities.

THEATER SECURITY COOPERATION (TSC) Every PACAF Airman, whether stationed here or rotating through the region, is an American Ambassador and part of one of our biggest LOOs, Theater Security Cooperation. This LOO increases the sharing of theater security responsibilities and provides the United States with an unmeasurable amount of access and influence. This, in turn, enables each of the five PACAF LOOs and is paramount for success in the Pacific. With that in mind, over the past year, PACAF logisticians have held robust engagements with over 20 nations across the Asia-Pacific region, including senior leader exchanges, humanitarian assistance/disaster relief (HA/DR) operations, exercises, and subject matter expert exchanges.

These engagements have shaped real-world operations, with the most common being natural disaster response, whose frequency is best marked by the words “not if, but when.” For example, when Super-Typhoon Haiyan hit the Philippines in November, 2013, it was the most destructive typhoon in their history. PACAF, as part of the larger worldwide effort, responded almost immediately with combat support personnel helping to establish airheads for Department of Defense, Non-Governmental Organizations, and our Asia-Pacific partners to airlift critical relief supplies. In coordination with III Marine Expeditionary Force rotary-wing units, these

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airheads provided a hub-and-spoke distribution system providing time-sensitive support for thirteen million people affected by the super-typhoon.

Another of PACAF’s ongoing initiatives is the necessity to preposition HA/DR materiel, which we’ve coined HA/DR-M, in the Philippines. This initiative directly supports PACAF’s strategy and uses the Enterprise Logistics Strategy’s ‘Posturing Logistics Resources’ Strategic Priority as its cornerstone. Under this initiative, the “tyranny of distance” will be mitigated while partnerships will be modernized and strengthened in the critical East China Sea region.

Another benefit is building adaptable partnerships for reliable and sustainable crisis response.

Lastly, another initiative is the development of the ‘Enhanced Preparedness Partnership Program (EPPP).’ This program will identify and provide sources of supply and services while simultaneously codifying contractual procedures in peacetime, so they’re ready during a contingency, when time is short. We see EPPP increasing flexibility, reducing response times, and reducing transportation costs while also strengthening relationships between participating nations.

INTEGRATED AIR AND MISSILE DEFENSE (IAMD) As our nation faces the realities of Anti-Access/Area Denial (A2/AD), PACAF is intently focused on integrating the various elements of IAMD. The thrust of our work in this LOO is to match aircraft refueling, reserve materiel/equipment, and airfield damage repair capabilities against requirements. These synchronized capabilities will ensure faster airfield recovery and redundant fuels storage and distribution. Additionally, taking a holistic approach, Pacific warfighters are prioritizing required capabilities to ensure the US has the ability to influence the full spectrum of military operations. To accomplish this, now, and in the future, PACAF will need to operate from a wide array of locations. However, instead of having more fixed locations,

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PACAF will support dynamic operations under what Gen Carlisle calls “places, not bases.”

Under this construct, combat support personnel are intently focused on ensuring PACAF is able to execute airpower and maximize combat capability from a variety of places. This, combined with recent fiscal pressures, has refocused our efforts to adapt processes while reducing expenditures…two core pillars needed for success.

POWER PROJECTION At the core of the US Air Force’s overarching mission is the ability to project power.

One example of this is rotating bomber, tanker, and fighter aircraft to the region to ensure the Pacific Command has trained and ready forces. To facilitate power projection and to reduce, or even eliminate costs, PACAF is leaning forward to preposition aircraft support equipment to key areas, like in Northern Australia, where Air Force assets are operating with USMC rotational units. Similarly, as part of Continual Bomber Presence (CBP) rotations, PACAF and Global Strike Command have successfully prepositioned equipment at Andersen AFB, reducing the number required rotational down from six C-17 equivalents in 2010 to one in 2014.

Another method of ensuring flexibility is through the active use of Acquisition CrossServicing Agreements (ACSA), with 14 agreements currently in-place. ACSAs detail the exchange of mutual logistics support between two nations and are useful during exercises and real-world operations, as they reduce logistical burdens and provide commanders increased interoperability, enhanced operational readiness, and cost effective mutual support. An example of its use was when the Royal Thai Air Force, participating in Red Flag-Alaska, had a propeller problem on one of their C-130s. Using an ACSA to procure the propeller, the RTAF went on to successfully complete Red Flag with less than 24 hours of down time.

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Lastly, another focus area has been to improve weapon system reliability by investing in corrosion control capabilities, such as dry-air dehumidification equipment at Andersen AFB, Kadena AB, and Kunsan AB, which are among the Air Force’s most corrosive locations.

Through this effort, readiness rates have improved while maintenance requirements have been reduced.

CONCLUSION It’s an exciting and challenging time to be a PACAF Airman. Under reduced funding levels and facing an uncertain fiscal environment, linking resources to readiness is more important now, than ever. To fully provide capabilities critical to the Pacific Rebalance, combat support professionals and processes must be adaptive and creative. PACAF is stepping up to meet these challenges. By modernizing strategic alliances, planning expeditionary logistics to meet operational demands, and training and empowering combat support warfighters, PACAF is helping to ensure peace and prosperity throughout the Asia-Pacific region.

About the author: Brig. Gen. Carl A. Buhler is the Director of Logistics, Headquarters Pacific Air Forces, Joint Base Pearl Harbor-Hickam, Hawaii. He is responsible for the maintenance and support of fighter, reconnaissance, and support aircraft, as well as the management of supplies and equipment valued at more than $3.3 billion. Additionally, he is responsible for the allocation and maintenance of vehicles, plus the storage and maintenance of PACAF’s war reserve materiel. He also provides guidance and management assistance for 16,400-plus military and civilian logistics personnel assigned to PACAF. Lastly, he is responsible for oversight of PACAF's conventional munitions stockpile, which is stored and maintained at locations in the U.S. Pacific Command area of responsibility.

General Buhler received his commission in 1989 from the ROTC program at Valdosta State College. During his career, he has deployed to the cease-fire phase of Operation Desert Storm, served as the U.S. Air Force Air Demonstration Squadron “Thunderbirds” maintenance officer for the 1997 and 1998 seasons, served as Commander, 379th Expeditionary Maintenance Group, Southwest Asia, and as the Commander, 78th Air Base Wing and Installation Commander, Robins Air Force Base, Ga. He has also served as a Foreign Military Sales training program manager, as a Congressional Liaison Officer, and as Chief, Legislative Liaison for the Secretary of the Air Force’s Executive Issues Team.

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SES SPEAKS In step with Ms. Maureen Quinlan, Deputy Director of Logistics, Headquarters Air Combat Command, Joint Base Langley‐Eustis, VA. 30-year Change is Inevitable…and is an Opportunity As anyone who works for one organization for their entire career does, I have seen major changes several times in my 30-year career. I’ve seen changes due to new organizational structures, changes based on personalities of our senior leaders, and changes driven to the military by Congress.

I’ve also seen changes in the threat to the United States, changes in the attitude of the American public toward the military, and changes in the cooperation of our international

Ms. Maureen Quinlan

allies. Through all of these changes, the military has adjusted, our focus has shifted, and the Air Force has become a more efficient, yet still effective, organization. Change is inevitable and the current political and financial situation drives us to yet another round of adjustments.

Change comes with every conflict in terms of a surge of capability. Troop numbers have grown, weapons have become more accurate and lethal, and new equipment has been introduced…all in our attempt to conquer our adversary as quickly as possible with the least amount of losses. The “war on terrorism” began the most recent change to the military. We have basically been involved in some type of conflict for more than a decade and it is now time to return manpower and finances back to some level of peacetime operations. To assume that we would maintain large numbers of troops and equipment is not facing reality.

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As the conflicts in Afghanistan and Iraq come to a close and we begin withdrawing troops, it only makes sense to reduce the associated resources by making tough choices. The current readiness of our Air Force is the best it has been for decades, and as such, we have been able to retain air dominance. We got to this point by spending millions of dollars to hire and train aircrews, maintain supplies and equipment, and move these resources around the globe.

These levels of funding will no longer be available to continue the high operations tempo. We saw this last year when Air Combat Command (ACC) stood down fleets of aircraft because they did not have the funding to fly the hours required for the year. Decisions like this are not made lightly and the ramifications of that decision were identified and presented to the highest levels of leadership. No one wanted to stand down aircraft, but there really was no alternative based on available funding.

Our latest change began this past year with funding cuts that resulted in downsizing the

Our challenge as logisticians is to support this level of operations while doing so with fewer resources.

Department of Defense’s requirements. The Air Force’s operations community has done extensive analysis to develop a plan with sufficient flying hours to ensure our pilots retain currency on their weapon system and meet training requirements. Our challenge as logisticians is to support this level of operations while doing so with fewer resources. We have done it in the past and I am positive we will continue to ensure our operational Wings have what they need to accomplish their mission. We must collectively and individually examine every aspect of our jobs to find non-value added activities and reduce waste to free up resources to fill the void left by the budget cuts. The savings may seem small when viewed at the individual activity, but when you apply that small 19

savings across an enterprise functional area, it can quickly add up to significant savings. For instance, in ACC, we recently discovered that our policy on tool accountability was taking at least an hour of every day away from fixing jets. By changing the policy to allow on-site transfer of responsibility for the toolkit, we could potentially recoup around 45 minutes each day freed up for 29,000 maintainers, returning over 20,000 hours (or 11 work-years) to maximize direct maintenance on the jets without any impact to safety. We have also reviewed ancillary training and have worked with course developers to reduce the frequency of mandatory training, establish an opportunity to prove competency and have a course waived, and reduce time required to accomplish the training.

We must continue to address change by identifying other areas where we can become more efficient in order to save scarce funds. I challenge each of you to look at your job and identify areas where we waste resources or at the very least, don’t economize. Do you really need desk accessories? Do we really need to issue new individual gear to redeploying personnel that should have the gear already? Can we use I challenge each of you to look at your job and identify areas where we waste resources or at the very least, don’t economize.

technology to save time, such as ordering parts via the internet and have them delivered to the

jet thus keeping folks from standing around waiting for the “system” to get us what we need?

What requirements in your job seem like a waste of time? Challenge them. Ask the question, can it be adjusted? Simplify and shorten processes where possible. Find opportunities to reduce required resources. And most important, share your results so others can also experience the savings.

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We all must be cognizant of the funds we spend to accomplish our jobs. We must remind ourselves that every dollar spent on a TDY or office supplies is a dollar not spent to upgrade aircraft or equipment to support our aging weapon systems. While we are spending massive funds to keep our current inventory battle-ready, we must remember that we also need to spend funds on new aircraft with advanced systems to replace our obsolete platforms. We cannot afford to keep our aging aircraft flying; we must continue to evolve our weapon systems to stay relevant in an advancing world of adversaries. The finite resources available drive senior leaders to make decisions to allocate limited resources between sustaining or upgrading current platforms or introducing new systems to ensure not just survival, but allow us to be postured for future success as well.

We can survive these changes and turbulent times, but it is up to each of us to identify areas for improvement to facilitate decisions being made by senior leaders every day.

About the author: Ms. Maureen A. Quinlan, a member of the Senior Executive Service, is the Deputy Director of Logistics, Headquarters Air Combat Command, Joint Base Langley-Eustis, Va. She is responsible for the policy, budget, and oversight of ACC's maintenance, munitions, supply, and transportation activities. She provides logistics direction and oversight to more than 42,000 logistics personnel assigned at 30 ACC and logistics support units worldwide maintaining over 1,163 fighters, bombers, and special mission aircraft and 538 Mine Resistant Ambush Protected vehicles. Ms. Quinlan leads a staff of 513 people in eight divisions and advocates a budget of $5.5 billion.

Ms. Quinlan began her career in 1984 as an Inventory Management Specialist at Kelly Air Force Base, Texas. She is a career logistician with supply, depot, Major Command, Headquarters Air Force, and joint transportation experience. Prior to her current assignment, Ms. Quinlan was the Executive Director of the Air Force Global Logistics Support Center at Scott AFB, Ill.

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FOCUS ON A CHAPTER LEADER ER: What do you like most about being a loggie?

I enjoy the diverse nature of being an LRO. I like that we get to work in a number of varied roles. It definitely helps with attaining a broad, well-rounded perspective and appreciation of what it means to

The LOA Golden Gate Chapter during their professional outreach tour with Google. They met with Google’s Senior DoD Liaisons and Chief Logistician and also had time to tour the Googleplex and pose with Stan, the famous T‐Rex skeleton. Photo taken by Googler, 29 Oct 13

move the mission.

ER: What was your biggest learning moment?

Vital Statistics Name:

Garrett Hernandez , Capt, USAF

deployment to Afghanistan where our team worked

LOA Chapter: Golden Gate Chapter, Travis AFB, CA (President)

with joint and coalition partners to field equipment

Hometown: AZ

Originally, Guam. Now, Phoenix,

to the Afghan National Army (ANA). We had to

College(s):

U.S. Air Force Academy, University of Nebraska‐Lincoln

Degrees: BS in Biology (2008

Family: Wife, Melanie

Past Duty Titles (starting with most current):

‐ Flight Commander, Cargo Ops, 60 APS, Travis AFB ‐ Flight Commander, Ramp Ops, 60 APS, Travis AFB ‐ Afghan National Army Equipment Fielding Officer, NTM‐ A, Camp Eggers, Kabul, Afghanistan ‐ OIC, OPSEC/MILDEC, 355 FW, Davis‐Monthan, AFB ‐ OIC, Plans and Integration, 355 LRS, Davis‐ Monthan AFB ‐ Executive Officer, 355 MSG, Davis‐Monthan AFB ‐ OIC, Operations Compliance, 355 LRS, Davis‐ Monthan AFB ‐ OIC, Air Terminal, 355 LRS, Davis‐Monthan AFB

I had to do my quickest learning during my

understand the many nuances of fielding, training, supply, transportation, acquisition/technology, and security assistance policies in order to do our jobs all while attempting to learn and understand how the Afghans operated.

Capt Hernandez and his wife, Melanie McCormick, in San Francisco 22 watching the 49ers beat the Packers in the Wild Card round of the NFL Playoffs. Photo by Capt Hernandez, 4 Jan 14.

ER: What were you most proud of in your time on active duty?

It's a toss-up between all the great work our team did in Afghanistan to build and grow the ANA and all the experiences I've had so far in the Travis Aerial Port. In the first circumstances, I'm proud of the work we did on our deployment and the great friendships I acquired along the way.

In the second, I'm so proud to be on the Travis Aerial Port team and have gained a much deeper appreciation and understanding of the air transportation career field and the Aerial Porters that help push the mobility mission... especially this last year as we aced our LCAP/ORI and earned the AMC Large Air Terminal of the Year award!

ER: As a recognized leader in your local LOA Chapter, what activities/events are you most proud of?

It's a close race between our professional outreach and community enrichment programs. Travis is close to so many major Some of the Air Force’s newest Lieutenants after the Class of 2008 graduation ceremony. From left to right: Lt Travis Harvey, Lt Garrett Hernandez, Lt Chris Stover, Lt Tony Young, Lt Mark Pitliangas, Lt Todd Small, Lt Dan McLaughlin, Lt Matt Ditson and Lt Scott Dalrymple. Photo taken by Melanie McCormick at Falcon Stadium, U.S. Air Force Academy, 28 May 08.

industry-leading companies and we've been lucky enough to visit with Google, Ball, Budweiser and are currently scheduling trips

to see UPS and Tesla. Also, our community enrichment efforts have helped raise $4.5K to fund academic scholarships for Travis Airmen just in the last year and we're looking to grow those figures this year.

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FOCUS ON A CGO IN THEIR OWN WORDS… There’s no doubt about it that logistics is a dynamic profession. If one thing remains constant though, it is the need to be flexible and adaptable.

This is true at home and abroad. Leave it to the Company Grade Officer (along with many other valued service members) to face that challenge with gusto and get the job done right the first time.

Lt Kim spending quality time with husband, David, on Christmas day while enjoying the slopes at Lake Tahoe, Squaw Valley, CA. Photo courtesy of Lt Kim.

It is not always the loggie with the most years in service that is called to the job either. It is time to throw them a bone by putting them in the spotlight. Take for example, First Lieutenant Joann Kim. Lieutenant Kim, a graduate of the University of Washington began her journey in the Air Force after commissioning through Air Force Reserve Officer Training Corps (AFROTC). While she was in AFROTC she was awarded an AFROTC Type II Scholarship and recognized as a Distinguished Graduate from Field Training. Lt Kim completed Logistics Readiness Officer Technical Training in July of 2012 and is currently stationed at Travis Air Force Base, California and is the Fuels Management Flight Commander for the 60th Logistics Readiness Squadron. Lt Kim has not yet deployed but has already served as the Officer in Charge for both Plans and Programs and the Materiel Management Flights during her short time on active duty.

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The ER asked Lieutenant Kim to share her thoughts on being a leader…in her own words.

Lieutenant Kim on her proudest moment(s): I’m most proud of the many meaningful relationships that I’ve built so far in the Air Force…I even met my husband while on active duty.

It’s more than just an opportunity to be proud though, I'm truly thankful for the chance to be a part of so many amazing teams that helped our squadron earn an Outstanding rating on our most recent Logistics Compliance Assessment Program and an Excellent on our Operational Readiness Inspection. In addition to those successes, I’m proud of the real world support we’ve been able to provide to humanitarian missions such as the Hurricane Sandy Relief effort and other missions that occur downrange. I also love that our career field is the epitome of “servanthood.” Our job consists of doing a lot of behind the scenes work that allows people to come together as a team and move the mission.

Learning the art of take off, air refueling and landings in a KC‐ simulator with husband, Capt J. David Kim, while at Travis.

Photo taken by 1st Lt Chris Johnson, 20 Dec 13.

Lieutenant Kim on keeping leadership skills honed: I am currently pursuing my Master's in Management with an emphasis on Leadership, and in the course of my studies I’ve been able to take constant advantage of opportunities to learn from my peers, read various books on leadership

Members of the Golden Gate Chapter having a little fun while participating in a professional development day at Google, Mountain View, CA. From left to right: Joann Kim, Francisco Rodriguez, and Leroi Edwards. Photo taken by 25 Garrett Hernandez, 29 Oct 13.

and management all while staying engaged with our leaders through the news.

Lieutenant Kim on the leadership skills/traits that are most important to logistics officers: Being flexible and adaptable are the skills and traits that I find to be the most important for logistics officers. Logistics is a big beast that touches a wide range of different jobs. In the short two years I've been on active duty, I've already served as the Plans and Programs OIC, Installation Reception Officer, Assistant Installation Deployment Officer, Materiel Management OIC, and now I am the Fuels Management Flight Commander.

With logistics being so broad and constantly The LRO crew at tech school, Lackland AFB, TX. From left to right: 1st Lt Jeffrey Reardon, 1st Lt Daniel Musleve, 1st Lt Damiqua Champion, 1st Lt Joann Kim, 1st Lt Elizabeth Hampton, 1st Lt Tiffany Zwart and 1st Lt Mark Hubbart. Photo by unknown photographer, July 2013.

changing, it's important to know how to roll with the punches and adapt to new changes.

Lieutenant Kim on her aspirations: Ultimately, my professional goal is to become a Squadron Commander. I love building and forging new relationships and think it would be awesome to be in a position where I can help empower people and make a positive impact on people's lives.

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Continuous Process Improvement in a Complex Environment Dover AFB is home to the Air Force’s only C-5 Major Isochronal (ISO) Inspection.

Given the magnitude and age of the C-5 fleet, the ISO process is complex and poses significant maintenance challenges. Each inspection drives more than 2,000 discrepancies leading to an average of 10,000 man-hours of work before it is sold back to the owning active duty, reserve, or guard unit. Given the reduction in the USAF’s strategic airlift capacity and the Air Force vision that includes “providing precise and reliable Global Vigilance, Reach and Power for the nation”, aircraft availability remains ever important. Consequently, efforts to increase aircraft availability become the centerpiece for continuous process improvement in the aircraft maintenance world.

The Dover C-5 ISO dock has a history of process improvement and is constantly being combed for possible lean events.

The C-5 enterprise expects Dover to complete a C-5 Major ISO inspection between 40 and 60 days. This is a difficult objective for a process that experienced wild fluctuations between aircraft…99 days for one aircraft then 55 days for the next. Based on past process improvements that include a significant inspection requirement change directed by the Maintenance Steering Group, visual management and 6S, Dover’s Gantt chart sets the ideal flow time at 46 days In 2010, Dover hired a contractor to assess how the commercial airlines were conducting scheduled maintenance. Armed with this knowledge, Dover applied the best commercial practices. This was called Centralized Work Control (CWC). In addition to CWC, Dover implemented Lean principles and modernized equipment. Dover invested more than $2M 27

into a set of maintenance dock stands that reduced the configuration time during aircraft input, output, jacking, and down jacking. Additionally, Dover analyzed and reduced unneeded movement of technicians by implementing point of use toolboxes on the stands and streamlining the consolidated took kit. Over time the wild fluctuations decreased. However, the number of days a C-5 remained in flow was not conducive to meeting the Dover 46 day expectations. More change was necessary.

There are several areas that make the C-5 ISO process difficult. Similar to a production line, Dover can control when and where the inspections take place. The environment never changes; the inspection requirements are constant and the scheduled inductions are stable. This portion of the ISO is called standard work. However, the inspection is just one phase of the ISO; fixing the discovered discrepancies is the uncontrollable phase of ISO and so considered nonstandard work. Before diving into the most recent C-5 ISO inspection, Dover analyzed the expenditure of man hours and discovered 66% of the man hours produced are directed towards non-standard work.

Each model of aircraft is unique. Generally speaking, the A-model C-5 requires about 25% (2,400 hours) more sheet metal work than a B or M-model. Even the new M-models have their difficulties. After sitting on the modification line a couple of years, most M-models come to Dover with many delayed discrepancies. This non-standard work causes fluctuations in the flow time.

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The last problem area is one also shared with the flightline. The unique maintenance discrepancies of each tail number impose daily priority changes that can have an effect, both positive and negative, on the duration of the flow. The priorities, as determined by the Dock Coordinator, are subject to human influence and therefore human error. The human effect on the process is not something that can be avoided. Similar to the flightline, one less than ideal decision can add hours or days of work to the process. Making the perfect decision for 40 to 60 days at a time is a challenge.

This past November, the 436th Maintenance Squadron at Dover described the nature of the problem to the ISO Lead Technicians…too many changes in the work flow process that negatively impacted ISO completion. ISO has not consistently reached 46 days due

USAF C‐5 undergoing Regional Major Isochronal Inspection at Dover. Photo courtesy of Capt Whalen.

to aircraft model (A/B/C/M) and condition variation. The Lead Technicians were tasked to map the top-level view of the processes to define the requirement, ensure supportability, and perform planning and scheduling prior to Major ISO inspection.

After 5 days, the Lead Technicians identified 10 actionable ideas. The most complex of these ideas was rearranging the inspection work cards. One of the biggest struggles in stabilizing the flow is appropriately anticipating and planning for the non-standard work. The team took a critical look at the current work card order and frontloaded as many of the inspections to the

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beginning of the schedule. This will allow more time for parts sourcing/delivery and to most efficiently plan the repair into the flow to meet subsequent aircraft inspection and configuration requirements.

Another challenge the team discovered, and has since rectified, is communication difficulties between the technicians. Land Mobile Radios are used throughout the hangar in addition to an overhead intercom. These LMRs competed with flightline chatter that posed a constant struggle for the technicians. A dedicated radio net for use in the ISO hangar resolved this problem. This improves the efficiency of communication from production office to technician to direct maintenance.

Finally, the team recognized that most of the technicians touching the aircraft were not well informed of the metrics used to monitor the ISO process, the logic behind not fixing discrepancies right away, or the overall process flow. The MXS implemented a training program View from 6 stories high as C‐5 undergoes isochronal inspection at Dover AFB. Photo courtesy of Capt Whalen.

to teach incoming technicians why it is important

to stick to the plan and document as much of their work as possible.

It is difficult to predict what kind of effect implementing these action items will produce.

The team expects a 4 day cut from the flow by rearranging the work cards, moving inspections earlier thereby allowing more time for non-standard work. Additionally, by implementing clearer communication methods and better training technicians, Dover expects greater stabilization to the flow time. The complex nature of these improvements will take time to show their results. After three aircraft MXS can assess whether the changes have been fruitful.

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The leadership team at Dover has been happy with the lean mentality within the dock.

Even with the success of this rapid improvement event everyone knows it will not be the last conducted in this area. The C-5 Major ISO is a process that screams for continual process improvement and with every fresh set of eyes, every new Airman, comes a chance to cut waste!

About the author: Captain Dan Whalen is the Maintenance Operations Officer for the 436th Maintenance Squadron. He is a core 62E fulfilling a maintenance crossflow assignment. His previous assignment includes an engineering assignment at Kirtland AFB.

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$$Leading In A New Era of Fiscal Change$$ By: Major Michael L. Boswell On September 11, 2001, just before the World Trade Center’s Twin Towers were destroyed by terrorists, I signed into the orderly room of the 314th Logistics Readiness Squadron (Provisional) at Little Rock AFB, as a shiny, new second lieutenant. While my four years of Reserve Officer Training Corps’ courses had prepared me for the immediate challenges of my first few months in the Air Force, they could not prepare me for the new era that would be thrust upon me, the United States and the world. Over the next 13 years, the Department of Defense and the world would see unprecedented changes in the geopolitical global climate. As the United States, and by extension our military, were forced to adjust to external threats in the Middle East and elsewhere, it did so with the full weight of the federal government and its allies behind it. However, as both wars are starting to fade into the history books, so too, is the seemingly unlimited financial support which formerly allowed the US Air Force to be so successful in enabling stability and peace.

Historically, after any major conflict, a new normal must be created. One aspect of this change comes in the form of force restructuring, as well as a new fiscal reality. Today as a new squadron commander, I am tasked with ensuring complete organizational success in the face of these changes. While this is without question a daunting task, it is equally achievable. This article is intended to provide one commander’s perspective of how to lead through this time of fiscal certainty. While this term permeates the media and political landscape, I would argue these changes are a part of a new fiscal certainty, one where overseas contingency operations funding no longer exists and a new federal budget directs significant changes to the way the US military will prosecute threats at home and abroad.

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In my opinion, the term sequestration has developed into a cliché universally applied to all budget woes and hardships. Without question, it’s not my intent to minimize the hardship many face due to furloughs and budget cuts, especially those which impact members and their families. However, as leaders, it’s important to view this change as an opportunity to lead through these trying times, in spite of a polarized political climate which impacts the federal budget. In short, tactical Air Force leaders should recognize the new fiscal reality and learn to operate within its limitations. Leaders of today and tomorrow must develop truly innovative and unique methods of balancing mission success and fiscal prudence. The military as an instrument of national power must learn to defend this nation and its allies as is and not as we’d like. The first step to this includes understanding what sequestration really is and how it truly impacts the military.

Leaders of today and tomorrow must develop truly innovative and unique methods of balancing mission success and fiscal prudence.

Second, it’s important for leaders to examine ways in which to successfully operate within the new norm in order to ensure that the US military continues to be a formidable force for future generations.

What is sequestration?

Over the past several years, the media has been saturated with terms like “fiscal cliff,” “fiscal uncertainty” and “sequestration.” To understand how to lead through this era, one must first understand what sequestration is and what it will become. On Aug. 2, 2011, President Barack Obama signed into law The Budget Control Act. At the time the bill was signed, the United States deficit had reached a staggering $1.5 trillion dollars.1 The federal deficit is “the

1

Matthews, D. (2013): The Sequester: Absolutely everything you could possibly need to know, in one FAQ.

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amount by which a government's expenditures exceed its tax revenues. The difference is made up for by borrowing from the public through the issuance of debt.”2 While the concept is not simple by any means, the graphic below is a visual depiction of the deficit for non-economists.

Figure 1: The Federal Budget in Everyday Terms – Retrieved from http://savejersey.com/2012/04/the‐federal‐ budget‐in‐everyday‐terms‐ht‐mittromney/

As a result of the deficit and increased spending, a bipartisan super-committee was formed to develop a plan to drastically reduce the federal deficit. The committee’s decision on budget cuts went into effect on March 1, 2013. Sequestration involves not only cuts to federal spending, but the term refers more importantly, to the methodology used to make these cuts.

As an overview, the federal budget is broken down into two categories: Mandatory Spending and Discretionary Spending. “Mandatory spending accounts for…60% of federal

Retrieved on 10 Oct 13 from http://www.washingtonpost.com/blogs/wonkblog/wp/2013/02/20/thesequester-absolutely-everything-you-could-possibly-need-to-know-in-one-faq/ 2 No Author. (2013). Federal Deficit., Retrieved on 10 Oct 13 from http://www.investorwords.com/1899/Federal_Deficit.html

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expenditures. It pays for entitlement programs which are established by law and continue from year to year.”3

Figure 2: Mandatory Spending, Fiscal Year 2011 Diagram ‐ Retrieved from http://thepatriotperspective.wordpress.com/2013/01/

Next is discretionary spending, which “is one of two types of spending in the federal budget and accounts for about 40% of the total” federal expenditures. 4 Discretionary spending must be approved each year in appropriations bills, which become part of the federal budget. As reflected in Figure 3, military spending makes up a large percentage of discretionary spending and the federal budget as a whole. The bottom line is sequestration is the currently established method for reducing the federal deficit. Under the current deficit reduction plan, the military will lose roughly $42.7 billion in funding within the next decade.

3

No Author. (2013). Discretionary & Mandatory Spending. Retried on 12 Oct 13 fromhttp://www.ucc.org/justice/federal-budget/discretionary-spending.html

4

No Author. (2013). Discretionary & Mandatory Spending. Retried on 12 Oct 13 fromhttp://www.ucc.org/justice/federal-budget/discretionary-spending.html

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Figure 1: Discretionary Spending, FY 2011: Retrieved From http://www.nashvillescene.com/pitw/archives/2011/12/12/cooper‐favors‐guns‐lots‐of‐them‐before‐butter

What does history teach about post-war fiscal changes?

As mentioned in the introduction, a new fiscal normal must be established post-conflict.

From a historical perspective, increases in the US federal deficit have been directly correlated to war. As students of war, military members must understand where we have been before we truly know where we are going.

Following this logic, an examination of post-war economics demonstrates these changes are not new, but in fact a pseudo-norm. As an example, at the end of The War of 1812, the deficit was 2% of the Gross Domestic Product (GDP) and the Mexican American War saw a deficit increase of 7% of the GDP. Of note, the most significant deficit came after World War II at an earth- shattering 45% of the GDP.5 More recent analysis reveals that increases to the deficit over the past thirty years have been directly tied to the Cold War and Global War on Terror. While military spending is not the sole reason for the budget imbalance, it has historically played a part. Needless to say, until Congress passes a new law, military spending will be a part of the method by which the US deficit will be decreased.

5

Chantrill, C. (2013). What is the Deficit. Retrieved on 26 Nov 13 from http://www.usgovernmentspending.com/federal_deficit_chart.html

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Military leaders at the highest levels have acknowledged this reality for some time now.

In a 2011 speech, the Secretary of Defense, Robert Gates stated that, “I have long believed—and I still do—that the defense budget, however large it may With these words, Secretary Gates recognized the military, while not the sole cause of this fiscal crisis, would definitely be be, is not the cause of this a part of the solution. country’s fiscal woes.

However, as matter of simple arithmetic and political reality, the Department of Defense must be at least part of the solution.”.6 With these words, Secretary Gates recognized the military, while not the sole cause of this fiscal crisis, would definitely be a part of the solution. Whether one agrees or disagrees with this assertion, the reality is military spending has been drastically reduced to offset the federal deficit.

Leaders who embrace this reality and its associated challenges will help define the next era of greatness for the USAF. How can one lead during these times?

First, we must accept the new fiscal normal. Within every organization, there is always discussion of the “good ole days,” a reflection of times passed and how fruitful and free things used to be. Although nostalgia can be a good thing, it also has the potential to derail and create a barrier to change. Doing away with the old and accepting the new is one of the greatest challenges to leading and ushering in a new era.

Successful businessman and author Peter Drucker wrote, “Everybody has accepted, by now, that change is unavoidable. But, this still implies that change is like death and taxes—it should be postponed as long as possible and no change would be vastly preferable. But, in a

6

Banusiewicz, J. D. (2011). Defense Cuts Must Be Part of Nation's Fiscal Solution, Secretary Says. Retrieved on 17 Oct 13 from http://www.defense.gov/news/newsarticle.aspx?id=64062&464062=20110524

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period of upheaval, such as the one we are living in, change is the norm."7 As leaders, it’s important to operate within the limitations of what we have versus what we would like to have.

While military clichés such as “doing more with less” and “doing less with less” are designed to capture the state of then versus now, this results in an attitude of holding onto what is, instead of what should or could be. However, unlike the past and however painful it may seem, this is the new norm.

As leaders, it’s important to operate within the boundaries of what is a given and to communicate risk associated with the current fiscal realities. Despite the difficulties, we must remember changes are a direct result of the overall federal budget crisis and the military has no control of “the hand being dealt to us.” Arguments can be made over the current state of political affairs relating to the budget, but at the tactical level it doesn’t change things. The phrase fiscal uncertainty is a good descriptor for the state of current affairs, fiscal certainty is even better. Accepting the new norm is the first step to leading in the new era of the USAF. While accepting the current reality, it’s equally imperative tactical leaders effectively communicate a well-thought out vision and direction in a 360-degree manner. Reverend Theodore Hesburgh once noted that "[t]he very essence of leadership is [that] you have a vision.

It's got to be a vision you While accepting the current reality, it’s equally imperative tactical leaders effectively communicate a well-thought out vision and direction in a 360-degree manner.

articulate clearly and forcefully on every occasion. You can't blow an uncertain trumpet." 8

7

No Author. (2013). Quotes on Change. Retrieved on 26 Oct13 from http://www.leadershipnow.com/changequotes.html 8 No Author. (2013). Leading Thoughts: Building a community Leader: Quotes on Vision. Retrieved on 13 Oct 13 from http://www.leadershipnow.com/visionquotes.html

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Our budgetary situation shouldn’t be a crutch to leading without vision. Within any organization, one must first know the destination before starting the journey. All too often we live in a reactionary culture that’s not based on leaning forward. Moreover, just in time/reactionary leadership is often rewarded because it “solves” immediate problems, essentially placing a bandage on deeper underlying issues. This type of leader lacks systematic, methodical analysis and in-depth visionary leadership. Both types of leadership are necessary in certain situations, only the latter will allow us to make it through this new fiscal era. While doing the impossible should be rewarded, a new culture of seeing the probable should be encouraged.

After accepting our new reality, we must plot a course for the future, set goals, as well as encourage innovation and greatness. Ask yourself, “What’s the overall vision for the organization and how can it be achieved under current restraints?” A lack of communicated vision is just as detrimental to an organization’s success as a lack of resources. After establishing a vision, reward and foster a climate of innovation and efficiency. I’ve often heard it’s our diversity that makes us such a formidable force. This heterogeneous mix of people from all walks of life and backgrounds is the fuel for creativity. Such creativity should be sought after for future success.

Scholar and author Warren Bennis wrote, "Innovation— any new idea—by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, and monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience."9 Innovation and creativity are terms often used without understanding their full impact. In most cases, what is called innovation is in fact a recycling of past ideas.

9

No Author. (2013). Leading Thoughts: Building a community Leader: Quotes on Creativity and Innovation.

Retrieved on 13 Oct 13 http://www.leadershipnow.com/creativityquotes.html

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True innovation comes from original thought. It’s a fruit of

True innovation comes from original thought.

creativity that must be refined and nourished. An important tool in the cultivation of innovation is allowing for some failure— not the type of failure that would destroy an organization or take lives, but rather minor failure.

Allowing people to make recoverable mistakes builds their confidence and trust in leadership, which will eventually yield great rewards for the organization. Author and founder of “The New Thought Movement,” Napoleon Hill, wrote, “Before success comes in any man's life, he's sure to meet with much temporary defeat and, perhaps some failures. When defeat overtakes a man, the easiest and the most logical thing to do is to quit.”10 Leaders often asphyxiate innovation by negatively reinforcing failures or the perception thereof. For true success in this arena, there must be an atmosphere that seeks new methods of doing things— methods that stare in the face of fiscal regression and cannot only succeed, but make things better on a larger scale when properly utilized. Once a leader finds that balance, there are no insurmountable limitations to an organization’s success.

In closing At Yokota AB, Chief of Staff of the Air Force General Mark A. Welsh III, noted that “Right now we have to assume the worst case, so we assume the sequestration law will stay in effect … and that it will continue for 10 years. If we assume that that’s the case, then due diligence on our part would require us to build a plan, which we’re doing, for what that means the Air Force would look like in 2023.”11 As tactical leaders, we owe it to the strategic

10

No Author. (2013). Failure Quotes. Retrieved on 26 Nov 13 from http://www.brainyquote.com/quotes/topics/topic_failure.html 11 Olsen, W. (2013) Stars and Stripes: AF chief apologizes for furloughs, but braces for more cuts. Retrieved on 6 Nov 13 from http://www.stripes.com/news/air-force/af-chief-apologizes-for-furloughs-but-braces-for-

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leadership to be creative, safe As tactical leaders, we owe it to the strategic leadership to be and prudent as to how we move creative, safe and prudent as to how we move forward. forward. Regardless of whether Congress makes changes to sequestration, the bottom line is a new fiscal norm.

From a historical perspective, the government has always pushed money toward the military machine in times of conflict to ensure overall success. It’s also true that the military has seen drastic reductions in the force structure and budget following such conflicts. This paradigm is nothing new. The only real difference is how this change is playing out on Capitol Hill and within the global media.

As tactical leaders, it’s vital that we not only accept the fiscal change, but that we’re able to lead with vision through this and to the next era. Additionally, leaders must reward and foster a climate of innovation and efficiency. These are just a few ways in which to ensure the military continues to prosper during these times. If history is a predictor of future events, it’s only a matter of time before another contingency ushers in a new era of change. Until then, these are the proverbial fiscal cards that must be played until such time arises.

About the author: Major Michael L. Boswell is the Commander, 100th Logistics Readiness Squadron (LRS), RAF Mildenhall, England, UK. He is responsible for 460 US Air Force, US civilian and British Ministry of Defense members, providing logistical support for the 100th Air Refueling Wing and five partner units. Prior to arriving at RAF Mildenhall, he was a student at the Naval War College at Newport, RI.

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Air Launched Cruise Missile Production Analysis Submitted by Capt Michael Taddy This article is an abridged version of a research paper submitted to the USAF Advanced Maintenance and Munitions Operations School. Please contact the author directly to obtain an unabridged version of the research Introduction The 705th Munitions Squadron at Minot AFB maintains the AGM-86/B Air Launched Cruise Missile (ALCM), which is a component of the B-52H weapon system—the only platform for ALCM delivery.1 The ALCM is a long range, autonomous, nuclear capable, standoff weapon employing the W80 warhead. The ALCM possesses a turbofan engine and inertial guidance system with a terrain-contour matching update feature.2 This article expands upon the various maintenance actions and requirements for the ALCM. The ALCM undergoes recurring periodic maintenance and one-time modifications.3 ALCMs that are current in terms of recurring, one-time maintenance, and otherwise operational, are deemed “fully mission capable” (FMC). They are then candidates for installation on pylons or Common Strategic Rotary Launchers (CSRL).4 Pylons and CSRLs undergo specific maintenance actions every 24 months.5 As depicted in Table 1, ALCM maintenance occurs in

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similar intervals of even years; therefore, aligning the missile’s maintenance cycle with that of the pylons and CSRLs (every 24 months).6 Due to B-52 and ALCM rebasing efforts under Program Budget Decision 725, Minot AFB serves as the Air Force’s only nuclear capable ALCM unit.7 Over the past few decades, the ALCM mission dwindled from 12 bases, with an estimated 1,800 missiles, to this singular effort.8 Because of these rebasing efforts, Minot AFB possesses a large number of spare missiles.9 These spares provide a sufficient stockpile sized to maintain commitments until 2030, while providing flexibility in maintenance actions.10 However, this flexibility leads to the crux of this article—effectively measuring ALCM monthly production.

As maintenance issues arise during production efforts, maintenance managers decide to repair the missile or exchange it with a missile from the stockpile of spares.11 The Results Section of this article further demonstrates the decision-making process. According to CMSgt Jeffrey Huber, 705th Munitions Squadron Maintenance Superintendent, utilizing the spare missiles prevents effectively setting and measuring production goals.12 Discussion of the Problem Pylons and CSRLs identified to receive warheads during the respective 24-month inspection require FMC ALCMs selected from a constantly replenished supply (i.e., ready line) produced in the Missile Maintenance Section.13 Depending on the timeframe when an ALCM flows through 43

the production process, the unit does not necessarily identify a missile for a specific pylon or CSRL; rather, it feeds the ready line.14 Based on this practice and Depending on the timeframe when an ALCM flows through the

available spare missiles, the unit

production process, the unit does not necessarily identify a missile for a specific pylon or CSRL; rather, it feeds the ready line.14

fails to quantify monthly maintenance efforts. Currently, the

unit does not set a monthly production goal. Rather, they maintain the ready line of missiles for monthly pylon and CSRL requirements.15 Problem Statement Currently, an effective measurement for ALCM monthly production fails to exist, preventing the unit’s ability to measure maintenance efficiency.

Importance/Relevance of the Research The USAF finds itself operating in an evolving fiscally constrained environment. Units must continue to evaluate processes and evolve to apply effective maintenance practices and procedures. Therefore, continuous process improvement serves as a core element to best utilize precious resources.

Without setting monthly The results from this research may steer critical resources towards a production goals, the unit is better‐concentrated effort in ALCM production at Minot AFB.

unsure if it effectively measures ALCM production efficiency.16 Setting production goals based on requirements is fundamental to understanding and measuring processes.17 Through this measurement, maintenance leaders base decisions and refine tactics, techniques, and procedures.18 The results from this research may steer critical resources towards

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a better-concentrated effort in ALCM production at Minot AFB.19 As the Cruise Missile Managers, Air Force Global Strike Command (AFGSC)/A4WN possesses an inherent interest in this topic and serves as an integral reference for consultation in resolving this problem.20

Results Based on observations of Minot AFB’s ALCM maintenance production flow for February 2013, Figure 1 outlines current procedures and subsequent actions. Missile Maintenance Section deferred missiles due to various issues. In each case, a spare missile replaced the inoperative missile.21 Technicians encountered problems, deferring 4 of 19 missiles from the respective week’s schedule, one each requiring Engineering Technical Assistance Request (ETAR), significant downtime and for supply assistance.22 Technicians repaired the fourth missile before end of month. The technicians documented the discrepancy for future action and/or ordered parts.

Discussion Considering the results provided by the research, the unit munitions managers made conscious decisions when faced with ALCM maintenance obstacles. Rather than submit 45

emergency ETARs, perform lengthy maintenance actions, or order parts at higher priority, the unit replaced the missile with a spare. They executed this action when deemed timelier and better use of funds. It is evident the unit continues to make what they consider the best decision given the responsibility of maintaining this large stockpile and spares. As outlined in the Results Section, they followed up with appropriate ETARs, delayed discrepancy annotation, and/or supply order.

As previously annotated, this research plan reviewed the data from February 2013. The researcher derived data from the monthly and weekly schedules. Additionally, the researcher utilized historical data from the Integrated Maintenance Data System (IMDS), Missile Maintenance Section records, and interviews. Lastly, the researcher conducted personal interviews with squadron and MAJCOM munitions managers. The researcher targeted the gap existing in scheduling and assessing monthly ALCM production efforts, while attempting to address the influence of the larger-than-required spares inventory.

Recommendations This research demonstrates the need for 705th Munitions Squadron munitions leaders to define ALCM monthly production goals. Research indicates the requirement for a multi-part recommendation to resolve the issue to produce the monthly production goal.

The squadron is dutifully aware of its wartime commitments, including quantity and timing.

Based on those planning commitments, the unit needs to coordinate with AFGSC/A4WN to determine the acceptable number of spares above wartime commitments.

Once AFGSC/A4WN approves the appropriate spares level, they should consider the remaining spare missiles for Attrition Reserve status. With the known number of required spares, the squadron can tailor its ready line. From this action, they possess the ability to manage

46Â Â

weekly and monthly maintenance efficiency, ultimately setting end-of-month ALCM FMC quantities. With this desired end state, the unit should schedule the appropriate number of missiles as they enter each month. Setting this monthly production goal best meets the intent of capturing efficiency.

Finally, AFGSC/A4WN should also consider conducting a cost-benefit analysis to determine possible savings by establishing Attrition Reserve (AR), versus maintaining the current number of missiles. Based on AR status, the number of maintenance actions should significantly reduce, while available spares assist in meeting wartime planning commitments.

Notes 1

Weapons File, Eglin Air Force Base, Florida, 2012, 2-5.

Ibid 4 Author’s interview with CMSgt Jeffrey P. Huber, 705th Munitions Squadron Maintenance Superintendent, 01 Mar 2013.

5 Ibid 6 Ibid 7 Ibid 8 Author’s interview with CMSgt Andrew Wood, AFGSC Cruise Missile Manager, 10 Mar 2013.

9 Ibid 10 Author’s interview with CMSgt Jeffrey P. Huber, 705th Munitions Squadron Maintenance Superintendent, 01 Mar 2013.

11 Ibid 12 Ibid 13 Ibid 14 Ibid 15 Ibid 16 Ibid 17 Ibid 18 Ibid 19 Ibid 20 Author’s interview with CMSgt Andrew Wood, AFGSC Cruise Missile Manager, 10 Mar 2013.

21 Author’s interview with CMSgt Jeffrey P. Huber, 705th Munitions Squadron Maintenance Superintendent, 01 Mar 2013.

22 Ibid 2

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0