CHARLESTON AIR FORCE BASE, S.C. –
Fourteen Charleston AFB leaders attended a two-day course Oct. 19 through 20, introducing each of them to the world of the 8-Step Problem Solving Model.
The model is an Air Force Smart Operations for the 21st Century initiative, and is primarily offered through the University of Tennessee, both on campus and through courses held at Air Force bases around the world.
Ultimately, the goal of the model is to begin with a valid problem and end with standardized successful processes to eliminate the problem permanently.
"We must take advantage of every opportunity to use AFSO21 principles to improve the processes we perform," stated a June 8 memorandum from Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz. "We can start by attending training on the 8-Step Problem Solving Model and ensuring the alignment of our efforts with Air Force priorities."
At Charleston AFB, leaders are doing precisely that. Among the students of the two-day class were many of Charleston AFB's commanders and chief master sergeants.
"The reason the class was mostly lieutenant colonels, colonels and chiefs is that Air Mobility Command recognizes one of the keys to success in AFSO21 is getting leaders engaged," said Capt. Travis Kuenzi, Wing Smart Operations deputy chief.
In the first day of the course, the students learned the first four steps of the model. The model progressively moves from first knowing of a problem and locating where it precisely exists, into setting benchmarks for improvement and determining an underlying root cause.
What makes the model unique is its aim to address the root cause of an issue, whatever it may be, and to not just "put a Band-Aid on it," said James Cody, director of the College of Business Administration's Aerospace/Defense Clearinghouse of Tennessee.
Its concepts are founded on the same ideas which have allowed many companies throughout the civilian industry to remain profitable despite shaky economic times, said Chuck Parke, University of Tennessee course instructor.
"It originated with Toyota right after World War II in the early '50s," said Mr. Parke. "In the U.S., manufacturing at that time didn't see the need to change. The example I use for the folks in here is, in the early '80s General Motors employed 670,000 people in the United States and had a 50 percent market share. Twenty-five years later they are exiting bankruptcy with about less than 100,000 employees and about a 20 percent market share. General Motors didn't feel like they needed to change because they were the number one auto maker in the world."
Another example, he said, is seen in Toyota's ability to meet its expenditures in the past year, as compared to other automotive industry competitors, one of which lost approximately $15 billion.
"That's almost real money. Now isn't it?" he said.
Although the Air Force isn't in the business making money, the 8-Step Problem Solving Model will help save more of it.
But according to Mr. Parke, the effects of the model go deeper than simply how many bills are leftover in the collective Air Force wallet. He said the most lasting results will be seen through increased mission performance and by "giving time back to Airmen."
The business of implementing changes to increase performance occurs in the last four steps, beginning with countermeasure development. The countermeasures are courses of action for each root cause suspected. An action item has a point of contact responsible for its completion, a due date and findings log. It comprises the fifth and sixth step, and is followed by the seventh step of confirming the results and measuring success.
The eighth step is most critical, said Mr. Parke, because it involves maintaining standards through an audit system. Without a system of inspection, "it's all for nothing," he said.
"8-Step is just one of many beneficial tools," said Capt. Kuenzi. "The real key is for people to become comfortable with multiple problem solving techniques so that they can use whatever works best for the situation at hand."
For more information on the 8-Step Problem Solving Model, or other AFSO21 tools and training opportunities, contact the Wing Smart Operations Office at 437aw.afso21@charleston.af.mil.
Individuals interested in other University of Tennessee AFSO21 courses may receive more information by calling Rhonda Barton at 865-974-1626.