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AFSO21 puts innovation on horizon

  • Published
  • By Airman Sean M. Crowe
  • Joint Base McGuire-Dix-Lakehurst Public Affairs
JOINT BASE MCGUIRE-DIX-LAKEHURST, N.J. --  Joint base leadership attended an Air Force Smart Operations for the 21st Century (AFSO21) course Feb. 4 and 5, 2013, at the U.S. Air Force Expeditionary Center here.

AFSO21 is a process improvement method which the Air Force uses to solve problems and continuously improve operations. The instructors taught senior leadership to use an eight-step process to eliminate waste in their units. The 305th Maintenance Squadron is a prime example of the benefits AFSO21 can achieve for a unit.

MXS members gave the leaders a tour around their hangar the first day to illustrate ways AFSO21 has helped them increase efficiency.

The squadron's leadership was able to reduce Airmen's shift lengths and aircraft inspection time by eliminating efficiency waste. Squadron leadership also consolidated two geographically separate hangars into to one for ease of access.

"The hangar was originally designed to house C-17 Globemaster IIIs by previous leadership," said Maj. Mark Szatkowski, 305th MXS commander. "We created a more versatile and efficient shop for our Airmen to dual qualify on the C-17s and KC-10 Extenders by consolidating the two hangars."

AFSO21 representatives at the 305th MXS also installed white boards throughout the hangar's many duty sections for everyone in the squadron to contribute AFSO21 ideas.
"The AFSO21 process is a collaborative effort by everyone in the squadron," said Szatkowski. "All 305th MXS members contribute to the process from the E-1's up to senior leadership."

Base leadership returned to the U.S. Air Force Expeditionary Center the following day after seeing the first-hand benefits of AFSO21. The group completed the classroom portion of the course and participated in an AFSO21 exercise where eight-to-five person groups worked together to solve hypothetical problems.

The two Joint Base McGuire-Dix-Lakehurst deputy commanders, Navy Capt. William Bulis and Army Col. Charles Coursey, also attended the course to learn how terminology may be different in the Navy and Army. The common factor is that our leaders learned different ways to approach a process, find synergies, streamline and make processes more efficient.

The class benefitted from having joint perspective. Every service can benefit from learning the Air Force's eight-step process and understanding how it translates amongst all services, said Coursey.

Leaders then used the eight-step process to solve their hypothetical problem of a declining mission capability rate. The eight-step process comprises the following steps: clarify and validate the problem, break down the problem/identify performance gaps, set improvement targets, determine a root cause, develop countermeasures, see countermeasures through, confirm results and standardize successful process .

The attendees concluded the course by presenting their findings and solutions to the declining mission capability rate.

Individuals interested in submitting ideas to be solved with AFSO21 should contact their unit AFSO21 representative.