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Air Force depots exceed major maintenance goals

  • Published
  • By AFMC News Service
WRIGHT-PATTERSON AIR FORCE BASE, Ohio (AFMCNS) --  For the second straight year, the Air Force's three air logistics centers exceeded their aircraft production goal and met their engine production goal, putting more hardware essential to the Global War on Terrorism and peacetime training missions into the hands of U.S. warfighters.

The overall on-time delivery rate for aircraft rose to 96 percent, an all-time high, according to statistics for fiscal year 2005 collected and analyzed by the Logistics and Sustainment Directorate at Air Force Materiel Command headquarters. In all, the AFMC work force at the three depots and the contractor work force produced 1,152 aircraft, of which 239 were unscheduled for maintenance, but serviced because of need.

For aircraft produced organically, that is, in-house at AFMC facilities, the composite on-time production rate was even higher-99.2 percent. The established standard is 92 percent.

Contractor workers improved their on-time rates from 76.8 percent in 2004 to 89.9 percent.

"I'm in awe of our people for what they've accomplished," said Gen. Bruce Carlson, AFMC commander. "It's obvious to me that from the senior leadership at our depots on down to the people turning the wrenches, the hard work and innovative thinking they've displayed have been the difference between success and failure."

Brig Gen Gary McCoy, AFMC director of logistics and sustainment, called the accomplishment "incredible."

"This was a banner production year for our three logistics centers," General McCoy said. "What this really means is that our combined team of Air Force civilians, military members, and contractors returned more aircraft and engines to the warfighters-more front-line capability for the Global War on Terrorism. As an American, it makes me extremely proud of these committed patriots who are working so hard to ensure our warriors have what they need to get the job done."

Work quality on the aircraft produced had logisticians celebrating as well. The number of defects per aircraft averaged 0.3.

Additionally, engines produced met the goal of 334.

In the aircraft sustainment world, production refers to completion of required maintenance on aircraft and engines. Production sometimes is unscheduled because of an immediate need for maintenance or overhaul, but more often production is a scheduled requirement known as programmed depot maintenance.

The air logistics centers, or depots, are located at Hill Air Force Base, Utah, Tinker AFB, Okla. and Robins AFB, Ga. They report to AFMC headquarters here.

Significant improvements in on-time delivery rates the last two fiscal years evolved from the practical implementation of Lean transformation practices. Lean is a methodology designed to create value, eliminate waste and allow an organization to adapt quickly to change.

Earlier this month, the three air logistics centers each received the prestigious Shingo Prize for Excellence in Manufacturing. The Shingo Prize recognizes organizations that apply innovative manufacturing strategies and practices to achieve world-class results. Prior to 2005, the Shingo Prize was awarded only to private-sector companies.

A certain way of thinking lies behind the year-end statistics for fiscal 2005 that have been cause for celebration among Air Force Materiel Command logistics and sustainment professionals.

"We are all logisticians-from the civilian and military work force in our depots to AFMC senior leadership," said Brig.Gen. Gary T. McCoy, the command's director of logistics and sustainment. "We just don't think about it sometimes if we're not the ones actually getting aircraft out the door and back to the warfighters who fly them."

Of all 747 aircraft serviced in fiscal year 2005 by the Air Force's three Air Logistics Centers 99.2 percent were delivered on-time (see related news story). That rate was attained not only because of sustainment transformation initiatives and Lean practices, but because, as General McCoy puts it, "We pursue logistics as though our entire Air Force capability rested on it.

"Logistics is about acquiring things; it's about distributing things; it's about repairing things; it's about having accountability for things; it's about managing money; it's about managing other resources," General McCoy explained. "It's about making sure you can sustain products over time. It's about making the decision when it's best to remove that product from service and replace it."

Logistics and sustainment of Air Force hardware is about a $12 billion mission annually, requiring about 25,000 people, General McCoy said. Sustainment transformation initiatives and an emphasis on leadership-skills development up and down the line have contributed to continuous improvement in depot processes.

General McCoy is, in many ways, the man at the center of orchestrating the command-wide depot and supply management activity. He credits much of the improvement in the command's sustainment performance to the leadership-from the AFMC commander to the first-level supervisor on the floor.

"I think leadership is about serving those you have the responsibility to lead," General McCoy said, adding that he values hard work, discipline and "always looking for ways to improve your personal performance and that of your team."

General McCoy said leaders should be comfortable seeking guidance, advice, and opinions from their entire team. The logistics and sustainment leadership, he said, has worked to create an environment in which all participants share responsibility.

That approach to leadership may be why those who work at the Warner Robins (Ga.) Oklahoma City (Okla.) and Ogden (Utah) Air Logistics Centers are sharing in the celebration.