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Air Force, industry leaders share best-practices to encourage 'lean'

  • Published
  • By 1st Lt. Justin Brockhoff
  • Air Mobility Command Public Affairs
SCOTT AIR FORCE BASE, Ill. --  Air Force senior leaders got a lesson in Air Force Smart Operations during a two-day class with university and industry officials in Memphis, Tenn., Oct. 28 and 29.

The commanders of Air Mobility Command and Air Combat Command, along with 18 general officers and chief master sergeants, attended the session to focus on Air Force Smart Operations for the 21st Century processes.

The gathering brought different perspectives into the same room to discuss ways to use best-practice strategies and continuous process improvement tools for daily operations. The leaders came from military, educational and industrial backgrounds at the invitation of the Office of the Secretary of the Air Force, University of Tennessee, and Federal Express.

"The air mobility legacy is built on ingenuity and process improvement," said Gen. Arthur Lichte, Air Mobility Command commander. "Sixty years ago, Airmen were faced with the incredible challenge of supplying Berlin when it was blockaded by the Soviets. It was Airmen who figured out how to deliver the life-saving supplies and mission success."

Gen. Lichte said today's mobility Airmen also have a role to play in improving the Air Force.

"It is up to us to constantly evaluate our processes and procedures and find ways to do things better," Gen. Lichte said. "Through air mobility, our nation can extend an out-stretched hand of compassion to those in need, or a clenched fist to those who threaten our freedom. We need to be the best we can be."

By partnering with FEDEX, the University of Tennessee course instructors brought real-world examples to the discussion and learned how an industry-leading corporation employs lean principles to improve company efficiency.

In addition to a full-day of discussion and review of the AFSO21 processes, leaders were given a three-hour, middle-of-the-night tour of the FEDEX package sorting facility during peak operation.

"There was so much activity with people and planes in constant motion, said Brig. Gen. Douglas Robb, AMC command surgeon. "Clearly they follow their standards to the letter and work very closely to ensure safety and reliability."

Following the training session, FEDEX hosted Air Force officials for a discussion on fuel-saving initiatives. Teams on both sides shared ideas to monitor and guide fuel-saving efforts and agreed that there was "no drop of fuel too small" to conserve.

Gen. John D.W. Corley, ACC commander, said his command is focused on continuously improving combat capability and readiness.

"The tools and techniques available through lean thinking give all of us the opportunity to grow our capabilities beyond what we have today," said Gen. Corley. "We need to do this. It's not just a chance to simply 'improve processes,' but a way to better take care of our people and accomplish our mission more effectively and efficiently."

ACC Airmen, he said, are empowered to look through their squadrons and work centers to see where they can improve combat capability by working smarter.

"Brute-force solutions of working harder and longer are no longer acceptable," said Gen. Corley. "Our Airmen are already giving their all. It's time for leaders and supervisors at all levels to find and support new ways of improving combat capability and readiness to support better mission accomplishment. I'm talking about a disciplined approach to doing things smarter for the sake of taking better care of our people and better accomplishing the mission, not just for the sake of 'doing AFSO21.'"

Leaders also discussed the Air Force's 8-step problem-solving process and its application. Recently incorporated into all enlisted professional military education (PME) with a plan to be in officer PME this academic year, the 8-step approach provides a common framework to work through a problem, and makes it easy to standardize and share problem-solving information across the service. The Air Force adopted the 8-step method as the best way to eliminate "change for change sake" while not stifling the creativity required to solve problems at all levels of the Air Force.

"There are so many incredible opportunities for improvement in our Air Force if we would only listen to our Airmen," said Chief Master Sgt. Joseph Barron, Air Mobility Command's command chief master sergeant.  "From the Airman who just arrived on base, to the civilian working in contracting or finance, or the guard or Reserve partner, our Airmen are smart and they all have significant contributions to offer. We just need to encourage those good ideas, hear them out and not be reluctant to change."