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1I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Headquarters U.S. Air Force
AF Logistics Transformation
Mark D. Johnson Deputy Director of Maintenance
AF/A4M
2I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Overview
Integrated Life Cycle Management (ILCM) Global Logistics Support Center (GLSC) Repair Network Transformation (RNT) Wing Reorganization AFSO 21 Way Forward
3I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Integrated Life Cycle Management (ILCM) Enterprise
6 Jun 07 SECAF letter Codifying Roles ILCM Seamless Governance, Transparency, Integration ILCM Executive Forum
4 Star Membership Across Air Force Acquisition and Sustainment Communities
Visibility of Acquisition and Sustainment Decisions Eliminates Stove-piped forums
4I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Integrated Life Cycle Management (ILCM) Enterprise
ILCM Oversight (Enterprise View) Strategic Source Of Repair (SSOR) Strategic Core Determinations Depot Source of Repair Decisions (DSOR) 50/50 Core Developing Enterprise Product Support Decision Tool
Appropriate Blend of public-private product support competencies
5I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
LEAN
PROCESSES
Synchronized to Match AEF Battle RhythmSynchronized to Match AEF Battle Rhythm
AF Future Logistics Concept
6I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Re-distribution, Reallocation, Re-distribution, Reallocation, Contingency Ops, Status Tracking, Total Contingency Ops, Status Tracking, Total
Asset VisibilityAsset Visibility
C2 GroupsC2 GroupsGlobal (C2)Global (C2)
AF GLSCAF GLSC
CIRFRepair
DepotRepair
CLS Repair
Managing the Repair Network
Enterprise PlanningEnterprise Planning
Demand, Capacity and Supply Planning, Demand, Capacity and Supply Planning, Repair Network, Budgeting, Repair Network, Budgeting,
Supplier ManagementSupplier Management
Planning GroupsPlanning Groups
BaseRepair
Enterprise Information Enterprise Information Management Directorate (ISR)Management Directorate (ISR)
Policy, CAM, Metrics, Analysis, ITPolicy, CAM, Metrics, Analysis, IT
SuppliersSuppliers CustomersCustomers
A3 InputCOCOM Requirements
MAJCOM RequirementsMarket Research
Supply Chain Operations
Center
GLSC ManagementGLSC Management
A network of capabilities
End-to-End Supply Chain ManagementEnd-to-End Supply Chain Management
Global Logistics Support Center (GLSC)
7I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
The Way Maintenance Structure Has Been Since 1953
ORGANIZATIONALLEVEL
DEPOTLEVEL
INTERMEDIATELEVEL
8I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Characteristics Of Future Maintenance State
• Expeditionary• LEAN• Minimal off-a/c maintenance footprint
• Rationalized Capacity• Dynamically Adjusted to
Changing Demand• LEAN• Standardized Processes• Reliability Focus• Centralized
REPAIR NETWORK
MISSION GENERATION
9I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Historically Distanced Flight-linefrom Enterprise Level Management
MAJCOMS
I-Level
Flight Line
Enterprise LevelManagement
Fly – Fight – Win
10I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
MAJCOMS
I-Level
Flight Line
Enterprise LevelManagement
Repair NetworkEnterprise Level Management
Historically Distanced Flight-linefrom Enterprise Level Management
Fly – Fight – Win
11I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Repair NetworkEnterprise Level Management
Flight Line
There is a more efficient wayThere is a more efficient way
12I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Future State Aligned WithAF Key Processes
GoverningPlan/Execute
Strategic Initiatives
Plan/Execute Strategic Initiatives
Manage Programs and
Processes
Manage Programs and
Processes
Core
Enabling
DeployDeploy
Caring for People
Caring for People
Provide IT Support
Provide IT Support
Provide Infrastructure
Provide Infrastructure
Manage Financial
Resources
Manage Financial
Resources
Develop Warfighters
Develop Warfighters
MISSION GENERATION
REPAIRNETWORK
Organized to Support AF Key Processes
Conduct Air, Space, Cyber Ops
Conduct Air, Space, Cyber Ops
Develop & Sustain Warfighting SystemsDevelop & Sustain
Warfighting Systems
13I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
13
Repair Network Vision
An Enterprise Level Network of Repair Centers
Rationalized Capacity
Standardized work
Lower total system costs
Managed, Controlled and Harnessed for Enterprise Level Priorities
14I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Repair Network Transformation Initiative
Repair Network Configuration (RNC) Set the initial size, layout and capabilities of the
network Determine what maintenance is “network” and
what becomes Mission Generation Ends when Network is FOC
Repair Network Management (RNM) Develop the processes for management and
control Assume control of the network created by RNC Establish an enduring set of processes to manage
and optimize network
Fly – Fight – Win
15I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Characteristics Of Future Maintenance State
• Expeditionary• LEAN• Minimal off-a/c maintenance footprint
• Rationalized Capacity• Dynamically Adjusted to
Changing Demand• LEAN• Standardized Processes• Reliability Focus• Centralized
REPAIR NETWORK
MISSION GENERATION
16I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
CSAF Vision—Wing Reorganization
Organize, train, and equip Airmen to deliver decisive global effects Structure AF units by mission rather than function Establish consistent organizational structure at home/deployed--on day one Provide leadership opportunities for officers who command Expeditionary Operations
Streamline Mission Generation and its Command Chain
Align traditional logistics functions under one commander
Create scalable & modular packages easily presentable to combatant commanders
Position the logistics community for future transformation
17I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Wing Structure
Logistics ReadinessSquadron
Logistics ReadinessSquadron
ContractingSquadron
ContractingSquadron
WingCommander
WingCommander
Vice Wing CC Wing Staff
Vice Wing CC Wing Staff
Operations GroupOperations Group Materiel GroupMateriel Group Mission Support GroupMission Support Group
OperationsSquadron(s)Operations
Squadron(s)
Operations SupportSquadron
Operations SupportSquadron
Aircraft MaintenanceSquadron(s)
Aircraft MaintenanceSquadron(s)
Maintenance Squadron(s)
Maintenance Squadron(s)
Civil EngineerSquadron
Civil EngineerSquadron
CommunicationsSquadron
CommunicationsSquadron
Force SupportSquadron
Force SupportSquadron
Security ForcesSquadron
Security ForcesSquadron
Aerial Port Squadron
Aerial Port Squadron
Medical GroupMedical Group
DentalSquadron
DentalSquadron
Medical SupportSquadron
Medical SupportSquadron
Medical OperationsSquadron
Medical OperationsSquadron
Aerospace MedicineSquadron
Aerospace MedicineSquadron
Logistics ReadinessSquadron
Aerial Port Squadron(Where Authorized)
Materiel Support Squadron(from Maintenance Operations Sq
Munitions Squadron
(Where Authorized)
Munitions Squadron
(Where Authorized)
Fighter, Bomber & Fighter, Bomber & Rescue Rescue
Wings OnlyWings Only
18I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
AFSO21 Program Objectives
Increase Productivity of our most valued asset – People Significant increase critical equipment availability rates Improve response time and agility Sustain safe and reliable operations Improve energy efficiency
Establish a Resilient CPI Foundation
AFSO21 is about combat capability – Relentlessly Strengthening the Air Force
19I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Continuous Process Improvement Air Logistics Center Successes
Hill AFB: Structural Repair Squadron A-10 wing, F-16 wing, F-16 stabilizer improvements Average flow day reduction of 39% Over $2M cost avoidance for rework and overtime On-time delivery increased to 100% (A-10)
and 98% (F-16)
Robins AFB: F-15 Wing Shop Reduced flow days from 52 to 35 On-time delivery remains 100% (since 2003) Relocated 107 employees to other workloads
Shingo PrizeShingo PrizeDOD DOD
Bronze-Bronze-Level Level
WinnerWinner
Shingo PrizeShingo PrizeDOD DOD
Bronze-Bronze-Level Level
WinnerWinner
Shingo PrizeShingo PrizeDOD Silver-DOD Silver-
Level Level WinnerWinner
Shingo PrizeShingo PrizeDOD Silver-DOD Silver-
Level Level WinnerWinner
Tinker AFB: B-1 Critical Chain Project Management (CCPM) Implemented to reduce flow days and improve B-1 aircraft availability
PDM flow days for the B-1 being reduced by 15 to 18% (30 days)
Increased greater aircraft availability to the ACC B-1 warfighter
20I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Continuous Process Improvement Field Level Successes
McChord AFB (Tools on the Aircraft Line – TOTAL) Increases the velocity of generating aircraft Interactive tool trailer revolutionizes tool checkout (drastically reduces time) Trailer holds nearly 80 percent of all the tools needed for maintenance tasks Eliminates time checking out tools
Little Rock Air Force Base (Engine Regional Repair Center - ERRC) Standardizes and integrates Engine Regional Repair Center (ERRC), Retained Task
Center (RTC), and propeller repair into one operation Cut production time from average of 17 days down to consistent 12-day output T56 builds are to highest standards in the AF; validated by Standard Aero, ERRC
Average Time on Wing (ATOW) averaged 2800 flt hours vs. 2000 flt hrs at other facilities
Dover AFB (Regionalized C-5 ISO Inspections) Availability days of C-5s throughout the Air Force is increased by 900 a year, or
approximately 2.5 more C-5s available to carry cargo every day Reduced ISO inspection process from approximately 38 days to 14
21I n t e g r i t y - S e r v i c e - E x c e l l e n c e3/20/2007
Way Forward
Enterprise Focus: Acquisition and Sustainment Decisions Supply Chain Management Repair Network Mission Generation
Continuous Process Improvement is the Enabler
