DoD Seal

Table of Contents

National Performance Review

Report on
Reinventing the Department of Defense
September 1996

  • Air Force FASTravel. This is a paperless and fully automated travel authorization and voucher processing system that uses government-developed and commercial off-the-shelf software which allows travelers to request and prepare authorizations and vouchers from a desktop computer. Each part of the travel process document creation, transfer, approval, computation, accounting, disbursement, and retention is accomplished electronically. FASTravel automatically performs many of the functions previously accomplished manually. It eliminates many steps and significantly accelerates the travel authorization and voucher payment process. The software system works in conjunction with other policy and procedural changes, combining maximum use of the government charge card and electronic funds transfer payments. A prototype is in use at Headquarters Air Force and is partially implemented at Langley Air Force Base. About 5400 users are on-line at the Headquarters and over 1700 are presently using FASTravel at Langley Air Force Base, growing to 9500 by the summer of 1996 with the expansion of FASTravel's use at Langley to Headquarters Air Combat Command and the 1st Fighter Wing. The Defense Mapping Agency and the Joint Chiefs of Staff will also implement FASTravel. The Headquarters' Travel Pay Office at Bolling Air Force Base processes nearly 100 vouchers per day using FASTravel while about 35 per day are currently processed at Langley. Payments are in the travelers bank accounts within two to three days of voucher preparation. Bolling Air Force Base and Langley Air Force Base are test sites for a broader initiative to reengineer the travel payment process subsequently developed by the Department of Defense (DoD). FASTravel is continuing to refine the process and the software to improve its user friendliness and applying lessons learned in improving connectivity.

  • Headquarters Air Mobility Command/Surgeon General. The Air Force Air Mobility Command Surgeon General community is maximizing the use of automation, telecommunications, personnel, and administrative support for health care delivery. They are accelerating deployment of currently available commercial technology into DoD Health Care Services Region 5 (covering 7 mid-west states). The area contains 5 military hospitals (2 Air Force at Wright-Patterson and Scott Air Force Base Medical Centers, 2 Army hospitals at Ft. Knox and Ft. Campbell, and 1 Naval Hospital at Great Lakes Naval Training Base). Technology is used to increase the proportion of health care delivered on an outpatient or ambulatory basis. The Provider Workstation prototype at Scott Medical Center integrates current computer technologies into an innovative, imaged-based tool which improves health care delivery. Storage of both structured patient encounter information and a paper medical record image creates a unique living laboratory for developing the computer-based patient record. The long term goal involves exploration of telecommunications technologies to reach out into patient homes in terms of patient education, medical triage, medical monitoring and mentoring, and even remote patient visits. A Tri-Service Medical Defense Performance Review Project Office is now being established at an Air Force Material Command unit hosted at Scott Air Force Base. Using a rapid evolutionary development approach, interim products will be made available as the core product line is developed. The first of several such products, the Clinical Integrated Workstation-Ambulatory containing the basic functionality of the Provider Workstation is now nearing deployment to two additional hospitals. A telecommunications architecture/engineering study including Air Mobility Command and DOD Health Care Region 5 medical treatment facilities has been completed. Resulting design specifications for necessary communications infrastructure have been adopted as the basis for an Air Force-wide infrastructure modernization program and are now being implemented. Phase II of video teleconferencing proof-of-concept test to support health care management has been completed. The Air Force Surgeon General has connectivity to all executive level medical officers. Initial Phase III connectivity has been established extending this capability to Air Force TRICARE Lead Agents. Phase IV sets up a teleconsulting proof-of-concept between 3 facilities now in process. The Clinical Integrated Workstation-Ambulatory prototype is used by over 90 providers at Scott Air Force Base Medical Center in 40 clinics. Over 50,000 patient encounters have been documented since training began in November 1994. Now over 50% of daily appointments are eligible for documentation. Imminent software changes will enable the final stages of hospital-wide deployment. Displaying of medication and procedure costs to the provider at the time of request have been reported in the literature to influence favorably the costs of health care. Such capability is now nearing implementation in the Clinical Integrated Workstation-Ambulatory. Reports based on diagnostic, procedural, and outcome data collected by Clinical Integrated Workstation-Ambulatory for each encounter are now being developed to enable changing medical practice patterns leading to increased ambulatory health care delivery ratios. Pending favorable outcome of a current operational assessment, Clinical Integrated Workstation-Ambulatory is now poised for deployment at two additional medical treatment facilities, one 250 having seats and the other 100, as a platform for further exploration of the computer based patient record.

  • Combat Weather Facility. A Chief of Staff of the Air Force approved joint Air Weather Service/Air Education and Training Command unit, the Combat Weather Facility is the Air Force center of excellence for all battlefield weather issues. The Combat Weather Facility's mission is to develop and implement new doctrine, tactics, techniques, and technologies the across Air Force Weather Service to enhance the effectiveness of Air Force, Army, Special Operations Forces, joint, and multinational combat operations. To accomplish this challenging mission, the Combat Weather Facility (1) evaluates new and emerging battlespace weather technologies, techniques, and concepts and transitions the most promising to Air Force Weather forces, (2) develops and conducts realistic combat weather exercises to prepare Air Force "weather warriors" for battlespace operations, (3) identifies class combat weather problems and implements workable solutions by standardizing doctrine, tactics, techniques, and procedures, and (4) improves the wartime readiness of multi-service weather and other DoD personnel through comprehensive training on numerous warfighting skills. This facility:

- Developed and received approval for the Combat Weather Facility core concept of


- Conducted the first COMBAT THUNDER weather exercise, the first-ever Combat/Field
Skills class for Air Force Weather personnel, two COMBAT LIGHTNING field training

courses, and numerous on-and off-site supplemental battlefield weather equipment and

communications training courses.

- Developed and distributed lesson plans for battlefield weather operations.

- Interfaced with experts from the Air Force Major Commands (MAJCOMs), Army

Research Laboratory, Special Operations Forces, Air National Guard, Naval Meteorological and Oceanographic Command, academia, and industry.

- Began identifying and solving class combat weather problems by calling for Army and Air Force Major Command after action reports and observing major DoD exercises.

- Hosted and participated in the Small Tactical Terminal's Initial Operational Test and

Evaluation and conducted Small Tactical Terminal transportability tests.

- Began developing and refining the "Own the Weather" concept in conjunction with the

Army Research Laboratory.

- Hosted a forum on Special Operations Forces training deficiencies.

- Began development of the first Air Force Weather field grade officer's battlespace

management exercise. The Combat Weather Facility is the result of a successful partnership between Air Weather Service and Air Education & Training Command for equipping Air Force Weather warriors with battlefield skills and effective state-of-the-art deployable weather equipment and specialized weather observing and forecasting techniques.

The Combat Weather Facility's most dramatic success story to date is the early cultivation of future "weather warriors" through the Combat Field Skills class. Combat Field Skills instruction is directed at the newest members of the Air Force Weather community. The class covers shortfalls in "basic soldiering" identified by MAJCOM representatives at a special Utilization and Training Workshop completed in FY 1995. The Combat Field Skills course will increase the combat readiness of Air Force Weather and provide a more mission-ready graduate. The instruction focuses on learning about deployable weather equipment and improving survivability in a hostile environment.

  • Secretary of the Air Force/International Affairs. This organization identified several processes as candidates for reengineering using the principles outlined in the National Performance Review. These areas or objectives are: streamlining Foreign Military Case development, creation of World-Wide Warehouse, and improving international education and training. The work of the Air Force International Affairs reinvention laboratory task force is in conjunction with strategic planning efforts aimed at identifying core processes and critical issues. Development of performance metrics based on Total Quality Management principles, as expressed in the Malcolm Baldrige National Quality Award, are on-going. The Reinvention Laboratory Steering Committee has established four process action teams to streamline and restructure Security Assistance processes and enhance international training. Process action team membership cuts across the Air Force. Process action team training and formation sessions took place at Wright Patterson Air Force Base, 23-31 Jan 96. A brief synopsis of each process action teams work to date follows:

- The process action team for Coalition Building, "the Chief's process action team," has

begun a thorough review of Security Assistance procedures as they relate to the expeditious transfer of defense material and services to coalition partners. In particular, the process action team has focused on "road blocks" associated with transfers of US excess defense articles. The process action team has identified and prioritized obstacles in the transfer process and will meet again to propose solutions and strategies.

- The process action team on Organizational Relationships has begun a comprehensive

review of Security Assistance relationships throughout the Air Force and identified several areas, from parochial interests to process redundancies, which prevent efficient utilization of manpower and resources. The team met again to complete a Security Assistance inter-agency manpower assessment and begin identifying fixes for better manpower utilization.

- The process action team on Security Assistance Case Management has begun to baseline

the case management process and identify barriers which result in delays in meeting customer requirements and prevent efficient process flow from case inception to case closure. The team met again to brainstorm solutions.

- The process action team on Financial Procedures has begun the process of identifying

inefficiencies in Foreign Military Case accounting and financial procedures which need to be streamlined. These include procedures for recoupment of non-recurring costs, manpower accounting, resource funding, direct fund cite procedures, as well as pricing procedures for providing other data to customers.

- The process action team on International Education and Training, which began work last

year, is now assessing information cross-flow among education and training providers and identifying changes which will result in a more efficient use of training resources. In addition, the team has already compiled and released a user friendly Air Force Catalogue of Education & Training Courses for Security Assistance Officers' use in the field. At present, the team is staffing an initiative to expand the Inter-American Air Forces Academy to other International Military Education and Training eligible countries, and is studying problems associated with expanded F-16 international flight training.

- The Worldwide Warehouse Redistribution Services concept proposes a global

redistribution service to relocate non-Significant Military Equipment Foreign Military Case customer spare parts and support equipment (hereafter referred to as assets or material) to improve fill times of Foreign Military Case requisitions, reduce material and support costs, and provide revenue to material sellers which may be reinvested in the US Government's Foreign Military Case program. The collection of service fees for redistributions will enable Worldwide Warehouse Redistribution Services to become a self-funded project. Air Force Materiel Command Commander has approved the concept and it is currently undergoing legal reviews within Air Force General Council and Defense Security Assistance Agency.

  • Air Force Materiel Command Air Logistics Centers. As Air Force Materiel Command begins to reengineer the acquisition and logistics structure and processes of the Air Force, it is imperative that Air Force Materiel Command create laboratories which demonstrate and validate the new ideas. Air Logistics Center's reinvention and reengineering efforts are focused on inventory management and maintenance processes. Each Center will serve as a lead center for reengineering a specific process. The reengineered inventory or maintenance management process will be developed in conjunction with other centers, then exported to them. For each of these processes, Air Force Materiel Command has developed a vision and a change goal. In order to take full advantage of reengineering and innovations in depot core processes, changes in policies and procedures will be required. Designation as a laboratory is key to this endeavor. These reengineering efforts are focused on two areas: Material Management and Depot Maintenance Management. Six teams consisting of representatives from all five Air Logistics Centers, Headquarters Air Force Materiel Command, and the MAJCOMs have been chartered to reengineer the major business processes that form the two focus areas. These major business process teams are Requirements Determination, Stock Control & Distribution, Workload Management, Production, Depot Maintenance Business Area Operations, and Supply Support to Production. Each of the teams was chartered to reduce process flow times by 50%, reduce the cost of doing business by 30% by FY 1997, improve quality and schedule performance by 10%, and improve linkage/responsiveness to customer requirements. All six teams are utilizing the tenets of Lean Logistics as the central vision of the reengineering activities. Lean Logistics is the application of Just-In-Time manufacturing practices in a depot maintenance environment. The primary tenets of Lean Logistics are to repair parts better, cheaper and faster. This translates into better, more responsive support to customers, producing only what customers need when they need it, reductions in pipeline inventories, and a more adaptive and responsive workforce. In order to accomplish this major change in philosophy, the reengineering teams are looking at ways to reduce red tape, change policies/regulations, drive decision making to the right levels, multi-skill the workforce, increase the use of new technology, and improve data systems. The teams have all completed development of "as is" and "to be" processes and supporting tools and are prototype testing these processes and tools individually. Air Force Materiel Command will begin an integrated test of these processes and tools at one of the Air Logistics Centers beginning in June 1996. An office was established at Headquarters Air Force Materiel Command as the program manager for the reengineering initiatives. This office was set up to develop a program management plan and performance measures, identify and source funding, and to identify all resources required to implement changes throughout Air Force Materiel Command. Since these efforts were not included in previous budget submissions, identification of funds and resources has been extremely difficult. During the development of the "to be" processes, each team identified restrictive policies and regulations that will be reviewed under Reinvention Lab Waiver Processes. Air Force Materiel Command has developed a draft policy directive that explains how to process a waiver request. This directive is currently in coordination and is being used in draft form to process waivers. The Air Logistics Centers are currently developing team specific waivers that are to be sent to Headquarters Air Force Materiel Command for processing. There are currently 15-20 waiver requests in process at the Air Logistics Centers.

  • Air Force Inspection Agency. The National Performance Review recognized the cultural role and influences oversight activities have in improving processes and making positive system changes. The NPR specifically established action items for changing the Inspectors General (IG) focus, all of which require cultural transformation versus statutory change. Actions include: (1) change the emphasis of IGs from compliance auditing to evaluating management control systems; (2) change the IG's method of operation to be collaborative and less adversarial; and (3) establish performance criteria for IGs. Air Force Inspection Agency's quest or vision is "The world-class consultant in demand by Air Force leaders--dedicated to improving the United States Air Force." The statutory requirements of the IG generally provide the right direction, but Air Force Inspection Agency's role goes beyond simply meeting these requirements. Proactively anticipating where the Air Force process train wrecks will appear and objectively alerting Air Force leaders to impending events is the direction. Since 1993, Air Force Inspection Agency has spent considerable time and effort to change assessment processes to meet NPR directions and Quality Air Force principles. Air Force Inspection Agency's four main assessment/inspection products: functional management reviews, acquisition management reviews, health services inspections, and Quality Air Force Assessments have been reinvented based on direct customer input. The perceived confrontational black hat image has been changed to the value-added collaborative gray hat role. Air Force Inspection Agency's reinvention laboratory's primary focus is on exporting these reinvented processes in a variety of forums and formats. The Quality Air Force Assessment process has been exported to numerous DoD agencies and several of the 60-plus federal IGs. The goal is continued acceleration of changing Air Force and federal IG focus by producing value-added, how-to-process guides and videos, creating training opportunities, and hosting workshops on reinventing the IG. Air Force Inspection Agency recently completed its third annual self assessment using the Quality Air Force Criteria (essentially the same as the Malcolm Baldrige National Quality Award Criteria and the Presidents Quality Award Criteria). This assessment was externally validated by two sources. First, by applying for the New Mexico Quality Award which resulted in a written feedback report and recognition for a second consecutive year at the highest level awarded (only public sector unit to be honored). Modeling the Quality Air Force Criteria in Air Force Inspection Agency's daily operation has ensured approaches in place; e.g., strategic planning, action plans, comprehensive human resources plans, recognition systems, employee suggestion systems, data systems, community involvement, and marketing (customer relationship management). Second, to avoid the misconception that IGs are being exempted from oversight of their own processes, a partnership with the Air Mobility Command's IGs was developed to assess each other. In December 1995, Air Force Inspection Agency assessed Air Mobility Command/IG's processes and in February 1996 the reverse occurred. This allowed both organizations to have an independent and objective look and to learn from each other. Air Force Inspection Agency's unit self assessment has been exported to all 35 Air Force Field Operating Agencies as a sample Unit Self Assessment. In addition, Air Force Inspection Agency personnel helped create an Air Force case study based on 1995 Quality Air Force criteria and a "how-to" guide for applying the criteria to Air Force organizations (released in January 1996). In January 1996, Air Force Inspection Agency released its second listing of Best Practices from Quality Air Force Assessments (a 13-page document) based on Quality Air Force criteria strengths observed at visited units. Multiple related articles have been published in the TIG Brief magazine (a bi-monthly publication with a 30,000 copy distribution) and the entire June/May 1996 issue is devoted to export the story of each Air Force reinvention laboratory. Air Force Inspection Agency's home page on the world wide web is operating on a trial basis and will be available to all. The home page will provide one of the primary platforms for exporting information. Another primary method of exporting processes is through teaching formal inspection/assessment courses. Assessment process guides have been created for Air Force Inspection Agency's four main assessments/inspections. The Air Force Inspection School continues to contribute to making the cultural transformation by teaching new inspectors (Air Force wide) on collaborative inspection/assessment processes. Additionally, class schedules for the Unit Self Assessment and Assessor courses have been set for all of 1996 and visitors are added to each class to learn Air Force Inspection Agency's Quality Air Force Assessment processes. Further exportation of specific assessment processes and techniques within the Air Force and the federal IG community is the thrust of the reinvention laboratory.

  • Air Force 45th Space Wing. The 45th Space Wing, under Air Force Space Command, provides booster spacecraft processing, launch and range support to a variety of world-wide customers. The wing's vision, "to be the world's premier gateway to space," can only be achieved through a fundamental rethinking and radical approach to "Spacelift" operations. The wing's reinvention effort focuses on streamlining spacelift processes to ensure on-time, low cost, operational delivery of payloads and range support for warfighters and commercial customers. Since the laboratory's approval on 20 December 1995, the wing reinvention office has brought together a reinvention focus team to work a number of key wing processes. The team is targeting launch base supply, wing operations structure, launch safety and wing financial management processes for reinvention. Their charter is to identify and eliminate "non-value added" regulations, policies and procedures for wing customers. Additionally, the reinvention office is actively working with its commercial partners to identify other potential reinvention areas.

  • U.S. Transportation Command (USTRANSCOM). The mission of the Commander in Chief of USTRANSCOM is to provide air, land, and sea transportation for the DoD, both in time of peace and time of war. Consequently, USTRANSCOM is using its designation as a reinvention laboratory as a tool for reaching its goal of a fully integrated, joint, intermodal transportation system providing seamless transition between peacetime and wartime operations. The program which is molding this new vision is called Defense Transportation System 2015. Air Force Air Mobility Command is one of three components of USTRANSCOM combining their efforts to reengineer the defense transportation system, all the while empowering individual Air Mobility Command service members to submit waiver requests. In 1994, USTRANSCOM published a report, "Reengineering the Defense Transportation System," which outlined an ambitious framework for uniting all DOD traffic management functions into a single system. Current management processes have evolved independently for each mode of transportation, which has led to the development of a focus more on "local" suboptimized operations. The Commander-in-Chief Transportation, who is designated the DoD Single Manager for Transportation (during times of peace and times of war), can more effectively meet our nation's global mobility requirements as we enter the next century if all processes are part of a seamless whole built around the common mission of transportation. In March 1994, USCINCTRANS established the USTRANSCOM Strategic Planning Group to devise an action plan. The Strategic Planning Group was chartered for six months with the specified task of developing the transition architecture and plan required for USTRANSCOM to progress from the current system to the Defense Transportation System 2010 (eventually changed to 2015 vision). The Strategic Planning Group identified seven "core" end state objectives, that, when implemented, would achieve the vision. These end state objectives have been expanded to a more comprehensive list of 21 goals. These cover three general areas: people, equipment, and infrastructure. Air Mobility Command is implementing these USTRATCOM goals/objectives through its Air Mobility Master Plan, which provides a plan for the long-term, effective management of active, Air Reserve Component, and civilian air mobility elements. This plan, together with the Air Mobility Command Flight Plan, shape the future direction of Air Mobility Command and will serve as a blueprint for effective action. Air Mobility Command has received 15 individual waiver requests. USTRANSCOM has been honored for its efforts in streamlining the DoD's medical regulating program. The effort to reengineer USTRANSCOM responsibilities as the DoD single manager for transportation has been expanded to include 21 objectives, which once achieved will form the foundation of the future defense transportation system. The program which is molding this new vision of the future is called Defense Transportation System 2015. The USTRANSCOM Strategic Plan, FY 1996-2015, molds this new vision of the future into a comprehensive program.

  • DoD Science & Technology Laboratory. The lab is dedicated to streamlining cumbersome processes and removing impediments to good business practices. The Air Force labs (Wright Patterson AFB, Rome AFB, Armstrong AFB, Phillips AFB) are working through the DoD Science and Technology Laboratory Quality Improvement Program, administered by the Deputy Director, Defense Research and Engineering. Dr. Daniel, the Headquarters Air Force Materiel Command Chief Scientist, is the Air Force representative on the DOD Laboratory Quality Improvement Program Implementation Panel. The Air Force Laboratory Quality Improvement Program Integrated Product Team is chaired by Dr Daniel and is composed of representatives from each of the labs and functionals within Headquarters Air Force Mobility Command. The labs also work through an Integrated Product Team to develop initiatives and waiver requests. Several functional areas in the Science and Technology labs were studied as early as early 1989 under the Lab Demo Program. The hallmark of the Laboratory Quality Improvement Program is the Air Force Science and Technology Lab Civilian Personnel Demo Program. Congress authorized the Demo in October 1994 to address the labs' unique needs for managing their scientist and engineer workforce. The Research & Development Streamlined Solicitation/Contract initiative is under test in Science and Technology labs DoD-wide until October 96. The objective is to decrease lead time, while at the same time allow contractors to develop innovative solutions to Research & Development problems. Success will be measured by ease of execution and frequency of protests. Congress authorized DoD lab commanders to approve minor construction (maintenance and repair) up to $1M and military construction up to $3M in their facilities. The demo is in effect for two years. The Air Force developed the original waiver request which was adopted by all services. The Air Force Science and Technology labs got a head start on reinvention in 1989 under the Lab Demo Program. Since then, 53 waiver requests and legislative initiatives have been approved or passed in Congress. The requests and initiatives apply to all functional areas. They create an environment of better, more efficient business practices by eliminating unnecessary processes and by delegating authority to the lowest level. At the forefront is the Lab Civilian Personnel Demo, which will create a better environment for managing the scientist and engineer workforce. This is critical to lab commanders in light of the reduced workforce. The Research & Development Streamlined Solicitation/Contract initiative streamlines the contracting processes and allows contractors to solve Research & Development problems innovatively. Again, this places authority at the lowest level and benefits both the government and the contractor. Delegation of authority for the lab commanders to approve minor construction and military construction at an increased level gives them greater latitude in making facility changes to support the new technologies. All of these allow the Science and Technology lab commanders to make better business decisions in managing their particular lab processes and workforce. In the fall of 1994, the Lab Civilian Personnel Demo office was established by authority of the FY 1995 Defense Authorization Act. Fifteen of the Air Force Laboratory Quality Improvement Program initiatives were transferred to the Personnel Demo program. The Air Force Materiel Command Personnel Demo project office developed a concept paper signed by Headquarters Air Force Acquisition and the Deputy Director, Defense Research and Engineering on November 20, 1995. A comprehensive proposal for waivers was signed by Headquarters Air Force Acquisition on November 27, 1995, to the Deputy Director, Defense Research and Engineering. He approved the proposal and forwarded it to Office of Secretary of Defense (Civilian Personnel Policy) on December 1, 1995; the demonstration is scheduled for October 1, 1996. Two demonstration waiver requests were approved at Air Force Materiel Command in November 1995. One gives lab commanders the authority to make zero-balance changes to their Unit Manning Documents, and the other delegates to commanders the authority to make organizational changes at the three-letter and below level. A major breakthrough in lab contracting is the Research & Development Streamlined Solicitation/Contract initiative, which applies to cost reimbursement type contracts of $10 million or less. Sixty-one contracts have been issued during the test. The labs favor permanent implementation because of faster turn-around on solicitation and contract issuance. In addition to the Personnel Demo and the Research and Development Streamlined Solicitation/Contract initiatives, seven initiatives remain open and are in various phases of work.

  • Express Delivery Reinvention Laboratory. The Express Delivery Reinvention Laboratory is a strategic partnership between the Defense Logistics Agency, United States Transportation Command, the United States Air Force and United States flag commercial air express carriers. The Express Delivery Reinvention Laboratory goal is to adapt and apply state-of-the-art express delivery practices to increase responsiveness, reliability and efficiency of defense logistics activities in support of Air Force Lean Logistics operations. Consistent with the Lean Logistics strategy of providing increased service responsiveness to the maintenance customer, the Express Delivery Reinvention Laboratory objectives are to reduce infrastructure and system-wide inventories, provide time-definite delivery, and assure higher and more dependable service levels. Express Delivery Reinvention Laboratory initiatives seek process and information system breakthroughs in support of Lean Logistics. For example, the Standard Transportation Industry Information Processor electronically links the Air Force's traffic management system with proprietary express carrier systems. The integration of shipper and carrier systems results in single data entry, automatic updates to both shipper and carrier systems, and production of standard shipping labels acceptable to all express carriers. In testing at two Air Force bases, Industry Information Processor cut express shipment processing times by nearly 50 percent. Another lab initiative, Mail-like Matter Movement, institutionalized the use of controlled, express carrier networks for movement of classified shipments in the Continental United States. Not only has Mail-like Matter Movement boasted a record of loss-free service, but it delivers faster and significantly cheaper than traditional constant-surveillance shipment modes. In Industry Information Processor, Mail-like Matter Movement and other initiatives, the Express Delivery Reinvention Laboratory continues to develop a mutual trust with industry that permits an unprecedented level of understanding and fulfillment of Air Force service level requirements. The Express Delivery Reinvention Laboratory has established a solid reputation for developing, testing and implementing state-of-the-art applications and process improvements. The Express Delivery Reinvention Laboratory has taken a systematic approach to improving transportation and logistics performance by ensuring that successful process changes and prototypes are institutionalized in the Air Force. Lab initiatives have focused on both process and information system break-throughs. Repair and Return Packaging borrowed a concept from the mail-order industry by placing pre-addressed express shipment labels into containers. This process change provides a capability to return aircraft parts to the source of repair directly from the flightline, and eliminates shipment handling by support functions. Mail-like Matter Movement required a field test and policy change to facilitate time definite and controlled movement of selected classified materials via express transportation in lieu of costly, unresponsive constant surveillance methods. The Standard Transportation Industry Information Processor is a successful information system breakthrough. This application provides Air Force base shipping activities direct access to carrier express services from a single shipper system, while producing an innovative standard DoD/industry shipping label. Evaluation of our inbound logistics flows led to the development of an automated Inbound Receipt Process. This prototype integrates wholesale and retail shipping systems, transmits electronic shipment notices, and automates cargo receipt through the use of bar codes and/or optical memory cards. These and other lab initiatives recognize the value of strategic industry partnerships and integration of logistics information across organizational boundaries. Bundling commercial transportation with logistics information and other value-added services leverages significant cycle time improvements, provides in-transit visibility of materiel flows, and accelerates functional process integration. The Express Delivery Reinvention Laboratory, a strategic partner-ship of the Air Force, Defense Logistics Agency, United States Transportation Command and commercial air express industry, has taken clear aim at leveraging the size of Air Force and Defense logistics operations while developing the needed agility to respond to global operational requirements. Several Express Delivery Reinvention Laboratory initiatives have contributed significantly to its objectives of reducing infrastructure and system-wide inventories, providing time-definite delivery, and assuring higher and more dependable service levels. Two illustrations of Express Delivery Reinvention Laboratory successes are provided below. The Standard Transportation Industry Information Processor has integrated the Air Force shipping system with express carrier software. The industry information processor assures timely, accurate and complete shipment information is entered into the Air Force, Defense and commercial transportation systems network while producing a standard shipment label acceptable to all carriers. In field tests at Eglin and Shaw Air Force Bases, the information processor reduced shipment processing time by nearly 50 percent while winning universal acceptance by its customers. The Mail-like Matter Movement initiative eliminated unnecessary and antiquated classified movement restrictions which required the use of dual driver, exclusive use of vehicle, and constant surveillance services. For smaller packages (up to 70 pounds), the cost to ship one pound via United States Postal Service express mail with pickup charges and proof of delivery is about $18 as compared to $4 via FedEx door-to-door service. Extending the opportunity to ship SECRET material via air freight and small parcel carriers for shipments over 70 pounds reduced the need to pay high minimum charges associated with alternative surface transportation (minimum $1900 charge per shipment). More importantly, express delivery resulted in reliable overnight service compared with highly variable surface transit times of up to 7 days. Now that the use of Mail-like Matter Movement process has been accepted DoD wide, expected savings total some $10 million annually. Additionally, express carrier tracking and control systems provide in-transit visibility and shipment control previously unavailable at any cost.

  • Air Force's Policy Review. This initiative served to identify and clarify the Air Force's most important tasks. It set clear, concise policy, fixed accountability, and measured the accomplishment of policy objectives. The Air Force identified its most important, "overarching" policies in Air Force Policy Directives. They clearly and concisely state policies, outline responsibilities & authorities, and provide "CEO-level" metrics to measure performance. Senior leaders use management information based on these metrics to make "fact-based" decisions. The Air Force rescinded all existing regulations and retained only those procedures which are required by law, address health and safety issues, or standardize the Air Force. The Air Force replaced 1,510 regulations with 165 policy directives and 750 instructions containing essential procedural guidance. Some 55,000 pages of intermingled policy and procedures were reduced to 18,000 pages that clearly separate policy from procedures. In addition, CD-ROM disks replaced these printed documents. All Air Force Policy Directives and Instructions are available on CD-ROM. In addition, most Manuals, Handbooks, and Mission Descriptions are also on CD-ROM. These publications are also located on the Air Force Publication Distribution Library (Bulletin Board). Air Force Publishing has implemented new policies and procedures which use electronic publishing technology to reduce the total publishing cycle time. Today, the offices of primary responsibility for Air Force publications provide fully edited manuscripts in Microsoft Word and immediately made the publications available electronically on the Air Force Publishing Distribution Library. This process has substantially reduced the cycle time needed to get the guidance to the "field."

  • Air Force Outsourcing Of Non-Core Functions. Air Force is reviewing the feasibility of closing two of the Air Force's five maintenance depots. One of the critical issues the Air Force Materiel Command Commander is exploring is to what extent work at the two depots slated for closure can be privatized. Privatization means that work at the closing depots would be turned over to a contractor-managed workforce. One benefit of privatization is that many depot workers employed by the Air Force at the San Antonio Air Logistics Center and Sacramento Air Logistics Center could work for the contractors. In addition to preserving jobs, the Air Force would be avoiding the upheaval, adverse readiness impacts and expense of moving equipment and supplies to other depots, and retraining the work force. In addition to disposition of the workload handled by the two depots slated for closure, interservicing and joint depot maintenance could have an impact on the remaining three depots, as well as the Air Force at large and other services. The concept of both Air Force and DoD Centers of Technical Excellence is being considered to develop more efficient and cost-effective, in-house, depot-maintenance capabilities. This concept encourages increased consolidation and interservicing by offering one source of repair for a commodity within the Air Force or all of DOD. This may ultimately allow a depot to become the premier center for a specific type of workload.

  • Air Force Productivity-Enhancing Capital Investments. The Air Force currently has two Productivity Enhancing Capital Investment programs. They both exist on a self-sustaining basis with short amortization periods. These programs provide the installation commanders the opportunity to purchase the state-of-the-art equipment, modern tools, and new facilities to improve an organization's operation. This funding allows the installation commanders to conserve critical resources, enhance unit capability, and improve combat readiness. The programs have been very effective for the Air Force, allowing the installation commanders to retain all savings above the investment costs. The annual Productivity Enhancing Capital Investment budget has grown to over $25 million since FY 1992 with a return on investment of 30:1.

  • Air Force Creating Healthy and Safe Environment. Air Force is a key participant in the Federal Facilities Environmental Restoration Dialog which brings together key stakeholders to discuss resolution to cleanup issues. This dialog includes regulators, tribes, environmental groups and other federal agencies. The Air Force has established over 80 Restoration Advisory Boards at its installations to allow local community stakeholders the opportunity to understand and participate in the cleanup of their local base. The Air Force has leveraged its investment in Regional Compliance Offices to reach out to state regulators on all environmental matters. The result has been a reduction of Notices of Violation from over 200 in 1991 to 70 today.

  • Air Force Risk-Management Program To Streamline Environmental Clean-Up Process. The DoD Environmental Cleanup Committee has developed Defense Environmental Restoration Program guidance. This guidance has been reviewed & documented in the Program Development Report. The Air Force has established policies that address the role of Restoration Advisory Boards in priority setting and to implement risk-based decision making in budgeting for cleanup. These policies establish a firm basis for using our partnerships to address relative risk evaluations among the sites at a facility and using that information to guide the budgeting process. In addition, the Air Force is actively addressing future risk issues, such as the role of future land use in the cleanup remedy selection process through partnering efforts with EPA Region IV and the State of Florida and South Carolina. In South Carolina, the effort includes partnering to investigate ways to rationalize the cleanup standards setting process, potentially reducing the cost to cleanup y millions. The development of a tiered oversight process in Region IV and the State of Florida will empower the lowest levels to resolve issues without having to resort to appeals to national leadership. This has already reduced the time necessary to achieve consensus on cleanup actions.

  • Air Force Developing An Environmental Technology Policy. The Deputy Secretary of Defense established the Environmental Security Technology Certification Program to demonstrate and validate the most promising and innovative environmental technologies that target DoD's most urgent environmental needs and are projected to payback the investment within 5 years through cost savings and improved efficiency. In line with the Air Force policy to have a user needs driven technology development program, the Air Force has developed a process which allows users needs to be built from the bottom up. Air Force has been designated as the lead in DoD for the identification of users' technology needs. The acquisition community is currently taking these data and matching them with the lab capabilities to better define the environmental technology program. Currently the Army, Navy, and Department of Energy are interested in participating in this process. The Air Force is making efforts to widen the process even further to include other federal agencies in hopes of building a market of needs big enough to attract commercial solution providers.

  • Air Force Developing A More Effective Pollution Prevention Program. The Air Force has published and is now implementing a pollution prevention strategy. This strategy outlines the goals and major milestones that must be accomplished by the Air Force's pollution prevention program. In addition, the Air Force has chosen to focus its pollution prevention program in FY 1996 on weapon system issues. This represents the largest part of Air Force's pollution prevention opportunities, since 80% of the hazardous wastes/materials generated in the Air Force are weapon system related, verses installation related.

  • Air Force Designated Regional Offices To Work Directly With Environmental Protection Agency (EPA) Regions, State, And Local Environmental Organizations To Develop Joint Strategies. The Air Force has had three regional offices in place for the past several years. These offices have been instrumental in the Air Force having the best compliance program in the DoD by facilitating a dialog between its facilities and the regulators. They are charter participants in the DoD efforts to establish offices in each EPA region and have been assigned responsibility for EPA Regions II (New York and Northeast), VI (Texas and Southwest), and X (Alaska and Washington). In the past, these offices have focused on compliance issues, now they are active in the areas of cleanup, extending the original Office of the Secretary of Defense charter.

  • Air Force Implemented A Strategic Planning Process That Encompasses Total Quality Management (TQM) Principles And Established Direction. The Air Force Criteria (Malcolm Baldrige based) are used by all Air Force units to prepare for unit self assessments and for the IG when conducting Quality Air Force Assessments. The criteria have 7 main categories: Leadership, Information & Analysis, Strategic Planning, Human Resource Development & Management, Process Management, Business Results, and Customer Focus & Satisfaction. All Air Force members receive initial Total Quality Management Awareness training at basic training, commissioning programs, etc. Advanced Total Quality Management training is received at all Professional Military Education courses. These awareness and advanced Total Quality Management lessons are a formal part of the curriculum.

  • Air Force Judge Advocate General's Department Reducing Cycle Times. The Air Force Appellate Defense Division achieved significant cycle-time reductions in the amount of time it takes to review records of trial for legal errors. In June 1993, when the improvement efforts began, 85 cases were being held in the Division seven or more months for Record of Trial Review. As of January 1996, this number was reduced to six, despite the fact the workload increased from 1993 to 1995. The Division instituted a formal training program to allow new appellate defense counsel to become fully functional in their duties in a shorter timeframe. Experienced attorneys put together informal texts and began a mentoring program for new attorneys. The Division standardized many of the letters and administrative personnel assumed some tasks previously accomplished by attorneys. Finally, a database was established and used on a daily basis to track cases accurately. The Department started using a new computerized claims information management system which serves as a management tool and, most importantly, reduces the time necessary to process claims. The Department incorporated an improved computer management tool in the area of military justice case processing called the Automated Military Justice and Administration Management System. Before this tool, paralegals had to go to the Military Personnel Flight to obtain personnel data on individuals receiving military justice actions and use these data to complete detailed forms manually. Now, the necessary personnel data are already loaded into the system. Paralegals need only enter the individual's name and the program completes the paperwork automatically. Officers facing court-martial have the option to tender a resignation in lieu of trial by court-martial. The Secretary of the Air Force is the approval/disapproval authority. Resignation in lieu of trial by court-martials flow through the officer's chain of command to the Secretary for action resulting in delays. Process changes have reduced the cycle from 117 to 94 days. Further changes are being proposed to eliminate redundant legal reviews, improving coordination and allowing cases to proceed to trial when the resignation in lieu of trial by court-martial is submitted more than seven days after service of court-martial charges. Finally, the Air Force Appellate Government Division has made major strides in reducing the backlog of cases. In 1992, delays for filing appellate briefs stood at 671. In 1995, the Division requested 53 delays while filing 485 briefs-more briefs than at any time over the last 4 years. These reductions were achieved by developing new internal procedures for assigning cases as they came into the Division. Also, weekly case reviews are assigned from one counsel to another commensurate with their workload. This has resulted in reduced cycle times for preparing/filing briefs.

  • Air Force Command, Control, Communications, Computers, and Intelligence (C4I) Arena: The Air Force is working hard to transition into the 21st century. Several initiatives, from an Air Force level, are being worked to reduce cycle times and provide better service to our customers.

- C4I Architecture. This effort focuses on establishing and applying common standards in

C4I systems in development. A comprehensive set of C4I architectures is key to developing an effective, interoperable, seamless and secure C4I capability.

- Base Network Control Center. The Base Network Control Center is the single point for

base network management and C4I systems problem resolution. It will automate all administration actions associated with trouble documentation and reporting, troubleshooting and repairing outages, and rerouting C4I services to fully operational systems, thus reducing the cycle time of the maintenance technician and providing better service to the customer.

- Combat Information Transport System. Combat Information Transport System will

provide information transport nodes and fiber optic distribution systems on base capable of supporting transfer rates of 100M bytes per second and beyond. Faster transportation of information will result in the ability for the war fighters to gain access to more information and types of information (e.g., voice, data, video, imagery), in a shorter amount of time, to make vital force management and project decisions.

- Airborne Communications Backbone Architecture. The Airborne Communications

Backbone Architecture focuses on establishment and implementation of a single architectural standard to support the command, control and communication requirements of our aircraft. A commercial backbone communications bus and associated control equipment is used for support of the basic communications capabilities. This architecture supports continual enhancements to the airborne communications capabilities to encompass new requirements or technologies, while reducing the time required for aircraft modification.

  • Air Force Lean Logistics. An Air Force Logistics initiative has begun, aimed at systematically reengineering Air Force logistics to accomplish the goal of creating, sustaining, and maintaining air and space weapon systems. Lean Logistics is the application of commercial and DOD "best business practices" across wholesale and retail functions improving policy, processes and management structures which drive cost and investment in logistics infrastructure. Lean Logistics is providing high payoff in aircraft avionics and engine repair. The future of Air Force Logistics will be characterized by a streamlined infrastructure, short repair cycle times and fast, time-definite transportation resulting in a leaner inventory.

  • Air Force Inspector General reducing Cycle Times. Air Force IG identified several processes for improvement:

- Visual Mediums. Air Force IG has established a goal to reduce substantially travel

required to conduct reviews, inquiries, and investigations by using video teleconferencing and other electronic communications media. This is a significant departure from how IG currently conducts business--sure to streamline processes and save resources. Limitations are not the technology, but the shortage of sufficient video teleconferencing facilities worldwide.

- Electronic Bulletin Boards. Air Force IG is pursuing efforts to establish a world-class

Electronic Bulletin Board. The goal is to transmit and allow on-line searches of Operational Readiness Inspections, Quality Air Force Assessments and other documents. Air Force IG will save time and money by not having to reproduce and distribute these products, and the result will improve access for the Air Force community.

  • Air Force Medical Community. Several ways to streamline business practices are being pursued:

- Centrally Managed Allotments. This is a central fund available to all Medical Treatment

Facilities and facilities which support Medical Treatment Facilities. Funds from this account are used to pay medical care and related travel for active duty personnel. Currently, Air Staff maintains and manages the Centrally Managed Allotments. The process was streamlined by allocating Centrally Managed Allotments dollars for management at the local level.

- Timely and Complete Response to Congressional Inquiries. Timely and complete

response to congressional inquiries is often a problem due to a desire by Wing Commanders to coordinate information released from all Medical Treatment Facilities to the Surgeon General's Office. Timeliness in answering congressional inquiries is a sensitive issue. It is critical that appropriate information is forwarded to Surgeon General Inquiries promptly. Surgeon General Inquiries filter information provided by all Medical Treatment Facilities and has technical information thoroughly screened at Air Staff level prior to its release, ensuring only pertinent information is provided in the final reply. This coordination includes clinical consults and general counsel expertise. Cycle time will be greatly reduced when direct response to Surgeon General Inquiries from the Military Training Flights is made with information copies to Wing Commanders.

  • Headquarters Air Force Quality Executive Staff Work (QUEST). Process action teams are streamlining Headquarters Air Force's core business process -- staff work. Using Total Quality Management principles and technology breakthroughs, QUEST has achieved the following major improvements in efficiency and productivity at the Pentagon:

- Reduced Headquarters staff work front-end tasker "handling" time by 91%. By

evaluating the internal business processes, the Air Force Executive Services Division determines who should be eliminated from the process. The result -- taskers delivered to organizations faster. Those persons eliminated were the proverbial "checkers checking checkers." Once they treated this major affliction (called Distrust) that plagues the Pentagon Staff Work process, employee interrelationships improved.

- Reduced Air Force Executive Services Division front-end tasker "idle" time by 25%.

Again, by evaluating their business process, the Air Force determined they could use existing technology, i.e., FAX machines, to save on the time "suspensed" taskers sit idle in a mailbin waiting to be picked up. By reducing the tasker and the idle time we've experienced measurable gains.

- These are just two examples of the progress to date that relates to cycle time. In early

1995, the Air Staff began a "workflow" technology prototype that is now incorporated across the entire headquarters staff. This resulted in (1) reduced administrative initiative processing/times, (2) improved on-time completion rates, (3) quality decision making, (4) development of a corporate memory, and (5) dollar savings through information infrastructure consolidation and standardization. Improvements in cycle time are being experienced, but not just because we introduced this leading edge technology. Instead, the "focus on the process," through an application of Quality methods to understand, evaluate, and streamline the Staff Work process is what truly produced the substantive savings.

  • Air Force War Equipment Disbursement Improvement. During the Persian Gulf conflict, serious logistics problems developed in obtaining, allocating, and distributing Chemical Warfare Defense Equipment. These difficulties arose because major commands (MAJCOMs) were unable to maintain adequate management, visibility, and control of Chemical Warfare Defense Equipment assets. These assets are critical to airmen and soldiers to operate in a chemical warfare environment. The single most important factor affecting the Chemical Warfare Defense Equipment management during Operation of Desert Shield/Storm was the lack of a centralized database for asset visibility. The Mobility Automated Inventory Tracking System was developed to give MAJCOMS and Headquarters Air Force that centralized database starting with base level users. Given this information, MAJCOMs now have a "big picture" of their mobility assets and can direct the movement of assets from organization to organization as well as assess mobility deployment capability. Headquarters Air Force personnel can make accurate decisions on mobility deployment posture, forecast for Chemical Warfare Defense Equipment requirements, forecast build-up time required for deployments, as well as provide the Joint Chiefs of Staff with Air Force wide Chemical Warfare Defense Equipment assets on-hand, on-order, shortages, and overages. Mobility Automated Inventory Tracking System was briefed to the Joint Services Coordinating Committee for possible consideration by other DoD activities.

  • Air Force Reserve. Air Force Reserve is committed to Total Quality and constantly strives to reduce cycle times within its organization. The Command Surgeon, in conjunction with the National Guard, Air Force Reserves, Air Reserve Personnel Center, Major Command Surgeon General offices and Air Force medical treatment facilities, is evaluating the incapacitation pay process. Excessive delays have been identified from when a member is first injured to when the Medical Board convenes and final resolution occurs. Although the Air Force Reserve Command Surgeon has no direct control over the numbers of reservists who are injured and are subsequently eligible for incapacitation pay, his efforts to communicate with managers at all levels have resulted in their much improved awareness of this program. The number of cases requiring extension beyond the initial six months has essentially been cut in half.

  • Air Force Academy. This Air Force service academy used the strategic planning process to identify high-payoff processes in greatest need of cycle time reduction. The process action teams have successfully reduced cycle time in a number of processes, most notably:

- The cadet disenrollment process time was trimmed by 66 percent to 34 work days.

- Time required to put supply items in the hands of civil engineer craftsmen was reduced

from an average of 60 days to less than 30 days.

- Time required to process medical profiles was reduced from an average of 112 days to 14

days maximum.

- Time to get a consult medical appointment went from 19 days to 2 days.

- Cadet in-processing time was reduced 20 percent (with 100 percent accuracy) over the

previous record time, even though the number of cadets being processed increased 15 percent.

  • Air Force Automatic Identification Technology Office. This office is sponsoring several productivity efforts through the integration of Automatic Identification Technology within several base level function areas.

- Bar Code Application of Automated Data Processing Equipment Inventory: A

Personal Computer Inventory Processing Management System has been developed to track and account for equipment inventories. System was released for AF-wide distribution August 1995.

- United States Air Force Academy Inventory Management System: Uses bar-code

technology at clothing issue points to expedite the initial issue of clothing to each cadet class. Warehouse reconciliation processing time as well as on-hand inventories have significantly been reduced. This System has been exported to US Military Academy West Point.

- Air Force Medical Center Information Management System: Uses image document

scanning and bar-codes to store, track, and retrieve specimen reports.

- Tool Control System: System provides control of all tools, test equipment, & technical

publications required by using bar-code equipment and technology. This System was exported to 108 Air Force users.

- Base Civil Engineer Automated Identification Systems: This project inserts the use of

bar codes, bar code scanners, portable terminals, bar code printers, and pen based terminals into key Base Civil Engineer functional areas. The applications include inventory management and tracking, item inspections, labor reporting, item inspections, labor reporting, personnel tracking, and service contract management oversight. Project under development and on track with an estimated completion date of October 1996.

- Supply Asset Tracking System: Using Radio Frequency Identification Technology, the

System provides real-time information relating to asset location, inventory, and information required to streamline and dramatically reduce labor related costs. The system will also assist in the redesign of process flows to reduce repair time. This technology is being used at Shaw Air Force Base (in conjunction with the Standard Base Supply System, Eglin Air Force Base (in conjunction with Cargo Movement Operation Systems), and Kelly Air Force Base (in the Technical Order Distribution Warehouse).

- Automated Fuels Service Station/Dispensing System: A micro computer based control

and data acquisition system designed to authorize, monitor, and electronically record fuel dispensing at military service stations, which eliminates forms and reduces error rate. This system captures data using a data key and is also used for alternated fueled vehicles/aircraft. The microchip project automatically collects fuel dispensing transactions at the point of sale during refueling/defueling. This McDonnell Douglas prototype system is designed to transmit global positioning system data to a central location for command and control. The contract has been awarded and implementation in progress for the automated fuels service station. For the fuel dispensing system, prototype demo conducted November 1995. Future demos will be conducted on the 2-dimension imaging system on in-flight refueling transactions with McDonnell Douglas.

  • Air Force Materiel Command Is Working To Reduce Cycle Times. For example, they are working to reduce the cycle time of advance transportation control and movement documents from shippers to Air Mobility Command. Wherever and whenever the automated transfer of these records is slowed down by older communication methodologies (such as AUTODIN) excessive (actual) cycle time, or excessive queuing or batching, we will seek to reduce or eliminate the cause and achieve near real-time data transfer. Some reduction efforts and visions are as follows:

- Established a faster data connection to Air Mobility Command.

- Helped Defense Logistics Agency establish a faster data connection with the Defense

Automated Addressing System Center.

- Transferred air logistics centers stock control and distribution records quicker.

- Established dial-up access to our automated systems.

- Established improved data connection with the GSA.

  • Air Force Reengineering Item and Maintenance Management. An Executive Steering Group, chaired by Headquarters Air Force Materiel Command Logistics community, is currently in the process of reengineering item and maintenance management for Air Force Materiel Command. The Executive Steering Group has chartered five teams to reengineer the major business processes performed by the air logistics centers. Visions are as follows:

- Stock Control & Distribution. Move the process from a labor intensive, redundant,

complicated process to a more simplified model that utilizes the fundamental tenants of Lean Logistics.

- Requirements Determination. Utilize customer needs to develop a requirements

determination and budgeting process that is flexible, timely, simple, less manpower intensive and adopts the principles of Lean Logistics.

- Workload Management. Create a seamless process able to support requirements at the

best source (DoD or contract) in a demand-based environment. Use a knowledge base that provides "at a glance" ability to identify the best throughput ability and best use of sources, displays "lean" characteristics, provides a more stable workloading and pricing process, and provides a responsive demand-based process.

- Production. Processes must be aggressively responsive to customer requirements for

better, cheaper, faster products and services, develop a cost conscious culture operating at a profit so sales rates can be reduced, increase throughput and reduce operating expenses and inventories, incorporate the latest technologies and innovations to respond to demand based customer requirements and lean logistics, and provide quality goods and services by continued maturation of Quality Air Force (Total Quality Management) policies and practices.

- Depot Maintenance Business Area Operations. Assure proper allocation and control of

expenditure of resources, track and project financial performance in a timely manner, be understandable by both customers and process owners, assure financial process achieves the goal of providing maintenance at the best value, provide savings back to customers within 12 months of achieving savings.

The objectives of these reengineering efforts are to: Reduce the cost of depot maintenance by 30 percent by FY 1997 with additional cost reductions of 5 percent per year through FY 2001. Improve schedule and quality performance by 10 percent over the same period, and to improve linkage and responsiveness of processes to customer requirements and operations tempo. Currently, all five teams have developed "to be" processes and prototype systems that support Lean Logistics principles. These "to be" processes and supporting systems are being prototype tested in five different shops. A sixth team was chartered in June 1995 to reengineer supply support to the production line. The vision of this new team is to reengineer the supply processes so that production will have all the piece parts necessary to repair an item whenever a repair action is required. The Supply Reengineering Team is not only reengineering the supply system but will be reengineering the supporting bit and piece part procurement process. All six of the reengineering teams are developing plans in preparation for a prototype at a single shop to form a single new logistics model.

  • Headquarters Air Force Materiel Command Packaging Lab. The lab has several cost productivity savings efforts underway to reduce the cycle time for packaging Air Force assets. These initiatives include:

- Reusable Container Program: Program requires all activities to participate on the reclamation and reutilization of Short-life and Long-life Reusable Containers.

- Support Equipment Engineered into Specialized, Reusable, Shipping and Storage Containers: Reusable containers are designed, engineered, and constructed to support specialized equipment.

- Special Packaging Instruction Development and Distribution System: Reengineering the DoD Special Packaging Instruction development and distribution process into a "standardized" system such as the Air Force Special Packaging Instruction Development and Distribution System would automate many associated functions thereby reducing overall DoD cycle times and costs.

- Family of Munitions Containers: This project is a reengineering effort that will produce three to six containers that will replace most of the 200 current munitions containers, thus significantly reducing associated costs.

  • Air Force Materiel Command Depot Maintenance. There are a variety of initiatives to improve depot maintenance cycle time, these include:

- Both 2-Level Maintenance and Lean Logistics address the depot maintenance cycling of

repairable assets. Individual efforts within each function focus on processes within various weapon systems or are tied to specific functional assemblies. Currently, each effort has the potential of significantly reducing the cycle time for depot maintenance. These efforts include: 2-Level Maintenance sub-processes for engine maintenance, 2-Level Maintenance subprocesses for avionics maintenance, Lean Logistics customer demand driven repair, Lean Logistics demand driven supply support, Lean Logistics fast transportation, Defense Logistics Agency processing improvements, B-1 Bomber Programmed Depot Maintenance Scheduling System to improve availability of repair parts, and collocation of supply and maintenance at some locations.

- A number of integrated product teams have been formed to improve cycle times. One

integrated product team is developing significant improvements in the way parts are forecast, obtained, and controlled so they are available when and where they are needed. Another integrated product teams has mapped and automated the flow paths for the entire maintenance package to allow real time tracking and scheduling of individual tasks. Finally, another effort is aimed at training a significant portion of the work force as "multi-skilled' mechanics which allows workers to do a variety of work.

  • Air Force Materiel Command Contracting Process. Improvements include:

- A Basic Order Agreement is in effect with a contractor. The Basic Order Agreement

streamlines the acquisition process by incorporating only those contract clauses/requirements which apply to commercial items. It provides the buyer a template which requires only a minimum number of blocks to be completed. A new contract document need not be prepared each time a commercial item is needed. The process has significantly reduced lead times.

- The Spares Administration Lead Time Process Improvement Team has been working in

conjunction with the Propulsion Product Directorate to improve acquisition from a contractor. Proposals can be solicited on a range quote basis, allowing the Air Force to adjust the actual requirement without resolicitation. The team consists of all players from government and contractor who reviewed all processes to determine essentiality and effectiveness. Processing of the contract buys has been reduced 45 days.

- Other efforts to achieve more flexible procurement processes include expanded use of

oral solicitations for small purchases, use of requirement contracts, modification of overhaul and repair contracts to meet lean logistics objectives, flexible initial order quantities, multiple year contracting methods, and option based purchase requests. The Propulsion Directorate at one of the Air Logistics Centers has reduced administrative lead time on follow-on contracts by approximately 90 days.

  • Air Force Air Combat Command Productivity Improvements. All field units have performed Unit Self Assessments based on Quality Air Force criteria, to foster greater efficiency and effectiveness in providing a combat-ready force. Additionally, three Air Combat Command wings are participating in pilot projects for performance planning under the Government Performance and Results Act. They have established integrated product teams with cross-functional product-oriented perspectives, to create an environment free from organizational barriers. Successes include:

- The percentage of aircraft breaks fixed within eight hours of end-of-flight has been

increased from 32% to 82% since FY 80. This was achieved with increased emphasis by MAJCOMS, the development of built-in test equipment, and improved reliability and maintainability in weapons system procurement.

- The cycle time for getting Not Repairable This Station parts from the aircraft to depot

and back into the supply system was improved by 1.33 days during FY 94. This was due in part to implementation of two-level maintenance where practical, and using commercial carriers to improve transportation time.

- Two level maintenance cycle times were reduced significantly during two phases of a

special program that focused on attention to details. During Coronet Deuce II (FY 92/4) the average time was 1.59 days; this average fell to 0.56 days during Coronet Deuce III (FY 93). The percent of items meeting the one day Air Combat Command standard rose from 87% to 90.3% from Coronet Deuce II to III. Lessons learned from these tests are in use today and are part of the Air Force Lean Logistics Program.

- The implementation of the Express Travel Plus program throughout Air Combat

Command has improved productivity by eliminating the customer waiting time for travel voucher advances and settlement payments in the Finance Office. Travelers use the American Express government charge card to obtain cash through ATM machines in lieu of travel advances, and use drop boxes located throughout Air Combat Command bases to deliver completed travel vouchers, for processing, versus hand carrying to Finance for processing. With the use of Electronic Funds Transfer for payments, customers also do not lose time waiting for payments in the Finance Office. Comparing June 1993 with June 1994 data, the number of travel advances has declined by 56% and approximately 118,000 man-hours have been saved by using Electronic Funds Transfer payments versus cash payments to individuals.

- Non-appropriated Fund Analysis Management Information System. During FY 1994,

Services replaced the old NCR 9300 computer system (used for tracking and managing all non-appropriated fund data), with a new services management information system. The new system is processing end-of-day reports in 5 minutes versus two hours on the NCR 9300, and printing monthly financial statements in 10 minutes versus 5 hours. In addition, the new system can provide the Non-Appropriated Fund Financial Analyst rapid access to essential information over the local area network or a modem, significantly decreasing the cycle time required to gather information-nation manually for analyses.

  • Air Force Reengineering Travel Test. A one stop shopping Air Force Travel Reengineering Test began in January 1996 at Peterson, Randolph, and Dover Air Force Bases. In an effort to improve service, the commercial travel office at these bases will make airline, rental car, and lodging reservations all from the same desk.

  • Action Workout - Linking Quality Improvement and Speed. Air Combat Command's Action Workout (AWO) initiative is an intense and focused look at systemic and "fleet-wide" areas for improvement. Empowered teams are achieving significant cycle-time reductions by systematically eliminating wasteful practices and "try-storming" innovative ideas. Uniquely, AWO teams work with process owners to produce results rapidly; in one week, as opposed to other activities that occur over several months.

Air Combat Command (ACC) benchmarked Action Workout concepts with General Electric's Aircraft Engines Business Group, as well as Pratt & Whitney's Office of Continuous Improvement, and the Shingijutsu Company. Since then, the ACC Action Workout team has conducted five "events" during the past year with one on-going.

ACC's results have been impressive! For example, the 7th Wing Action Workout teams at Dyess AFB, TX reduced the B-1 "Lancer" aircraft periodic or "phase" inspection cycle from eight to three and a half calendar days. Participants eliminated more than 7,500 annual "crew-chief" work hours by re-sequencing work practices and implementing creative ideas for new tools and procedures. The charts (Figures 1 & 2) shown below illustrate how participants certified new practices eliminating unnecessary time and motion.

Figure 1 - Undisciplined Process Figure 2 - "Certified" Process

Pre Action Workout Post Action Workout

Notably, the first aircraft that completed the "kaizened" maintenance process established an unprecedented achievement for the B-1. Tail # 4057 ("Hellion") completed the first-ever non-stop around the world B-1B flight in a world-record breaking 36 hours, 13 minutes, and 36 seconds. Aircrew members that flew the aircraft earned the 1995 Mackay Trophy, (the Chief of Staff of the Air Force's most meritorious flight of year to a member or crew).

ACC teams achievements at other locations include:

- 33rd Fighter Wing F-100/220 engine third stage disk inspection

-- Inspection cycle time reduced from 72.0 to 9.0 hrs. (87% improvement)

-- Engine Tear-Down work hours reduced from 8.2 to 4.6 hrs. (44% improvement)

-- 100 Maintenance Technical Orders amended

- 355 Wing EC-130 Isochronal Inspections

-- De-panel process reduced from 7.1 hours to 0.9 hrs. (88% improvement)

-- Look inspection task time reduced from 30. hrs. to 4.5 hrs. (85% improvement)

-- Engine look phase tasks reduced from 4.0 hrs. to 1.6 hrs. (59% improvement)

- 366 F-15C Periodic Maintenance

-- Area II look inspection cycle time reduced from 6.1 to 1.8 hours (70%


-- Area II fix process cycle time down from 7.1 to 3.6 hours (50% improvement)

-- Local parts manufacturing requirements cycle time reduced from 96 to 26 hours

(73% improvement)

ACC's Action Workout initiative impresses front-line technicians and senior Air Force leaders alike. Senior Airman Verlyn G. Rogge from the 390th FS Phase Dock of Mountain Home AFB, Idaho recalls a significant breakthrough that occurred during his Action Workout. "We had a problem with rudder inspections. We were told that we had to take the rudder completely off to have it inspected. The process took about three days. We talked to other bases and from personal experience we knew that we could do this inspection on the aircraft. We tried it out and it worked so the rudder inspection went from three days to about 45 minutes."

The Air Force Deputy chief of Staff for Logistics, Lt General Babbitt, who attended the "Pitchout" at Mountain Home AFB had these words to say about Action Workout: "This truly is exciting. It's important that we make this an infectious thing and that we all catch this disease to make things better." In ACC, Action Workout teams are looking to create dynamic change while making life a little simpler in the command's work-centers. These teams are achieving dramatic results . . . RIGHT NOW!!!