AFSO 21: A mindset for achieving process improvements

Published Feb. 21, 2006
By Lisa Mathews
Warner-Robins Air Logistics Center

ROBINS AIR FORCE BASE, Ga. -- In December, a decision was made to rename the Air Force’s continuous process improvement initiatives Air Force Smart Operations for the 21st Century, or AFSO 21.

The details are still being defined regarding AFSO 21. But Air Force Materiel Command – and particularly the three air logistics centers – is ahead of the learning curve.

AFSO 21 is the name assigned to the business-improving initiatives mandated by Secretary of the Air Force Michael Wynne and U.S. Air Force Chief of Staff Gen. T. Michael Moseley.

In his Feb. 10 Commander’s Log, AFMC commander Gen. Bruce Carlson wrote, “Under AFSO 21 we’re constantly examining all of our processes in an effort to eliminate waste and unnecessary work. By doing so, we will remain fresh and focused on what’s important to mission accomplishment … while continuously improving all we do.

“It’s (AFSO 21) a mindset, a change in our behavior, a way of operating … and of thinking,” he wrote.

At the core of AFSO 21 are continuous process improvement initiatives such as Lean, Six Sigma and others – which have been a part of the air logistics centers’ cultures for a number of years.

“This is not a new program,” said George Falldine, director of the Warner-Robins Air Logistics Center Plans and Programs Directorate. “AFSO 21 is the Air Force-wide adoption of what we’ve been doing here for the last six or seven years.

“Lean is a particular way of thinking about, seeing and improving the way work gets done,” he added.

The other air logistics centers’ Plans and Programs offices agree with Mr. Falldine.

“Although the concepts of AFSO 21 are not new, we are employing them in such a way to drive a cultural change across the enterprise, especially in the administration areas,” said Wade Wolfe, from Okalahoma City Air Logistics Center at Tinker Air Force Base, Okla. “AFSO 21 is not a program, but a way of life.”

AFSO 21 will provide continuity for improvements across AFMC and the Air Force.

“The idea of having a single methodology in AFSO 21 is a fantastic opportunity to capitalize on the benefits of process improvement,” said Terry Morris, chief of the transformation division at Ogden Air Logistics Center at Hill Air Force Base, Utah. “The three logistics centers have already shown quantifiable improvements in cost, quality and delivery that have dramatically benefited the warfighter in ways we never thought possible.

“I’m convinced that use of the same principles and the ability to learn from other’s successes will result in remarkable returns and improvements – both for our customers and stakeholders of Air Force products and services,” he added.

Looking for ways to continuously improve processes has become ingrained in the work force mindset at WR-ALC, OC-ALC and OO-ALC. Achievements by the three centers were evident in 2005 when each center had representatives attending the first Public Sector Shingo Prize Convention in October. Between the three centers, AFMC netted three silver and one gold Shingo Prize.

The accomplishments of the three air logistics centers were achieved because the work force, from leadership to shop-floor mechanics, truly embraced the CPI initiatives and activities. Because of their hard work and efforts, senior Air Force leaders have seen what can be accomplished and have mandated the entire Air Force follow AFMC and the centers’ lead to look for opportunities to improve processes.