CHARLESTON AIR FORCE BASE, S.C. –
Charleston Air Force Base C-17 aircrews may soon be able to fly longer missions thanks to an Air Force Smart Operations for the 21st Century initiative.
Airmen used AFSO21 principles to examine processes, improve mission execution, and ultimately develop a more efficient mission pre-launch sequence of events.
AFSO21 has encouraged service members to take a closer look at everyday processes in order to maximize value and minimize waste.
In October, a team of 18 functional experts from various agencies around base were organized to reduce aircrew SOE through an AFSO21 concept called the velocity initiative. All agencies and processes involved in the SOE for mission pre-launch were examined, including maintenance, aerial port operations, transportation, security forces, food services, etc. The teams combined efforts improved understanding of these interrelated processes that directly affect mission execution. In turn, these experts were better equipped to improve their agency's processes to support Team Charleston's mission.
Maj. Geoff Graze, 15th Airlift Squadron pilot, explained the magnitude of this initiative's concept.
"We started by streamlining Charleston's SOE processes to enhance mission support and we've learned some valuable lessons. Our hope is to share our findings and make recommendations to other Air Mobility Command agencies," Major Graze said. "This isn't simply about doing more with less, but modifying and improving processes to better support the mission."
Initial tests of the team's findings revealed that aircrew show times (report times before a mission) could be significantly reduced. When the initiative is fully implemented, aircrew members will no longer have to show up hours prior to take-off to fulfill SOE duties. Essentially, a majority of processes traditionally accomplished by aircrew will be accomplished before they even arrive. After thorough process examination, problem solving and data collection, the team confirmed that improvements have been made and five successful missions have launched under this new velocity concept.
Naturally, a major procedural change like this can cause a lot of hesitation among aircrew who are used to directing and validating pre-launch tasks themselves.
"The aircrew is ultimately held responsible for the success of mission execution, so there is an element of apprehension involved with these changes," Major Graze said, "But the aircrews' response has been very positive through five successful tests. Ultimately, we seek to reduce redundant processes and improve interagency trust."
Maj. Robert Reimer, 17th Airlift Squadron pilot, also explained the importance of aircrew trust and confidence in the new system.
"The success of our vision relies upon the relationships that aircrews have with the agencies that support the mission. Improving processes is just one way that we mutually support each other and AMC's customers," he said.
The velocity initiative project is still in a fact-finding stage but the information being gathered will likely lead to improved efficiency. Since October, the vision for the velocity initiative has evolved into the desire to improve the value that AMC's customers receive.
The combined effects of careful process examination and thorough testing have resulted in a vision that transcends operations at Charleston AFB. Ultimately, AMC can better serve its customers when processes are designed to increase agility and en route velocity. According to Major Graze and Major Reimer, finding the right balance between cost and efficiency will translate to other bases.
"This is a base-wide effort," Major Reimer said, "However, we're sharing our findings with other AMC units. We envision the scope of this concept can be recognized beyond Charleston and the C-17. The basic principles remain the same for many AMC missions and aircraft," continued Major Reimer. "We hope to expand our knowledge and share what we know so the AMC mission is executed more efficiently."
The velocity initiative will be a continual process improvement. According to Major Graze and Major Reimer, the countless number of benefits that result at full implementation of this process could possibly lead to a complete culture shift as to how the Air Force does business.
"This is all about using our resources more efficiently," said Major Graze. "We are shifting the way we think about supporting the AMC mission; it's the smart thing to do."