Propulsion shop improves processes using AFSO21

  • Published
  • By Tech. Sgt. William MacCarty
  • 325th Maintenance Operations Squadron
Air Force Smart Operations for the 21st century, or AFSO21, as it is more commonly known, is both a philosophy and set of tools that give Tyndall the opportunity to excel in its mission. 

The purpose of AFSO21 is to make processes standardized, effective and more efficient, and is already being met here, especially at the 325th Maintenance Squadron's propulsion shop. 

"The propulsion flight has been one of the most successful events we have run to date here at Tyndall," said Capt. Glenn Wright, 325th Fighter Wing AFSO21 officer. "The reason for this is that we were able to see and eliminate waste and make significant changes in the propulsion flight the same week as the event. We now have some organic lean tools and methodologies which will enable them to continue their enhancement effort." 

AFSO21 is an approach to reduce waste and streamline processes. It is based on the concept of continually decreasing the amount of non-value added activity to a process. AFSO21 offers defect reduction, significantly reduces waste in any given process, decreases inventory and floor space requirements, creates a more enthusiastic work environment, utilizes key operational performance metrics, and improves work center layouts for increased flexibility. 

For two weeks in August, a diverse team of experts from around the Air Force and Tyndall met with the propulsion shop to discuss plans for a better future. The team of twelve completely rearranged the shop, putting logical work solutions in use. 

"The facilitator, who came from the University of Tennessee gave us ideas of what other bases are doing," said Todd Benz, aerospace propulsion specialist. "We figured out what we could accomplish immediately, without funding." 

Three weeks before the team got together, the propulsion shop's 10 Airmen and 18 contracted employees wrote a detailed work flow diagram to show to their visitors. Airmen explained everything that happens to an F100 engine from the time it rolls in, to when it leaves the shop. 

"We discussed the day-by-day tear down and build up of engines," said Mr. Benz. 

Value Stream Analysis, or VSA, is a technique that identifies waste within the process to spotlight resources on the issues that will make the biggest process improvements. 

A VSA rapidly defines the chronological process and the information applicable to each of its steps, as well as overall metrics. The map also shows how information flows, where rework occurs and where there may be value issues within the process. 

After the initial gathering of information, the propulsion shop was ready for their Rapid Improvment Events. 

An RIE is a short-term, high-concentration of effort, tool used to focus on a specific area for improvement. It focuses on improving the condition in respect to an existing problem, while not striving for perfection, which may take several RIEs to reach. This event requires three weeks of preparation and follow-up time after the event. 

"During the RIE, we were able to relate what we do into the bigger concept of operations to understand that the proposed improvements would make it easier," said Mr. Benz.
Enacting the plan involves more than cleaning up the work area. 

By moving sections to cut down walk time, moving equipment closer to the personnel who use it and putting everything needed to get the job done in a more convenient place, the shop created a blue print of an ideal propulsion shop. This ideal is something they hope they set the bar for in the Air Force and perhaps become the regional spare engine line. 

"I was just shocked everything we did was backed up by data and we reorganized the shop in two days," said Staff Sgt. Lee McDuffie, 325th MXS aerospace propulsion specialist. 

Standard work is a groundwork process that sets up the docks in similar order. Before the lean workplace can be achieved, work must be standardized and reinforced. Standard work displays the best practice to accomplish a task. The best practice then becomes the goal to improve upon. 

"We freed up 1,200 square feet of open space," said Mr. Benz. 

In the end, applying AFSO21 aided one of Tyndall's propulsion shops in delivering war-winning capability with less non-value added work. AFSO21 fostered change within the shop and encouraged Airmen to examine their jobs better, faster and "leaner."