Minot Airmen use AFSO 21 to save $1 million annually

  • Published
  • By Tech. Sgt. Lee Osberry
  • 5th Bomb Wing Public Affairs
MINOT AIR FORCE BASE, N.D. (AFNS) --  Members of the 5th Maintenance Squadron Aerospace Ground Equipment Flight here recently initiated an Air Force Smart Operations for the 21st century process to increase the unit's effectiveness with a $325 investment that is expected to yield a return and more than $1 million annually. 

An increase in aircraft support forced the flight members to look at innovative ways to meet the mission, and by using the "6S" principles of sort, straighten, shine, safety, standardize, sustain and lean, the unit can save 60 man-hours weekly. 

The improved support will result in increased B-52 Stratofortress fully mission capable rate.

"It all started on a cocktail napkin in 2006 and 2007 at Eielson Air Force Base (in Alaska)," said Senior Master Sgt. Matthew Hopwood, the 5th MXS AGE Flight chief. That was the start of the cellular design of operations. 

"What we did here is create the evolution of AGE which is the next step in that design. It's much faster, much leaner and produces a higher quality of equipment quicker than it used to be," he added. 

In July, the flight staff implemented a rapid improvement event to instill the concept, and within that period reduced inspection time by 66 percent, according to base officials. 

"The two things that changed dramatically were the life cycle of maintenance and inspection of equipment," Sergeant Hopwood said. Traditionally, a single mechanic would be assigned to a specific piece of equipment, and oversee it all the way through to inspection. When broken equipment was received, it was inspected and if the repair was deemed extensive, it is was then sent over to the inspection side and inspected a second time. This resulted in duplication of efforts, wasted time and constant competition of resources.

"A person could be working in four different areas, out of four different technical orders, and four different tool boxes. Now we've allowed it to take place in one part of the shop," Sergeant Hopwood said. The previously disorganized structure was eliminated for an organized two-section process cellular model that streamlined workflow.

The flight developed a nine-cell working design within the scheduled and unscheduled sections that incorporates a team concept for all tasks, and 65 percent of the manpower moved to the schedule side to ensure success. 

"Now if someone has an appointment, our production continues as a team in one section of the shop," Sergeant Hopwood added.

The new team concept typically consists of one seven-level, two five-levels, and one three-level technician. They are assigned to one cell for approximately 30 days and then rotate. After going through all cells, the team is then reconfigured to ensure the seven-level rotation and standardized quality levels. Furthermore, from the aspect of training, the three-level is now fully trained on all tasks within the shop in nine months, versus the Air Force standard of 12.

"Before, it was hit and miss here or there. Now, it's the same task 30 days straight, with repetition, which ensures our mechanics are highly qualified to perform that five-level task when we upgrade them," Sergeant Hopwood said.

To maximize quality and increase the AGE mission capable rate, the unit completed the "6S" on the maintenance floor during the reorganization. All of the support items were labeled, and lines were literally painted on the floor to identify each cell.

"The like tasks were put together, and we allowed all of the mechanics to have their tasks and tools right at their fingertips," he added.

This action reduced the wait time for simple tool checkout by 30 minutes every morning. Safety hazards were removed and outdated shop equipment were turned in.

The impact is far reaching, well beyond the 5th Bomb Wing. 

"It will showcase exactly what makes our military the most respected and feared force in the world: the people," said Maj. John Lofton, the 5th MXS commander. "The changes that have been made in AGE are the reflection of hard work and brainstorming by the men and women who role up their sleeves every day to be the best they can be. By providing well documented steps, AGE evolution has the capability of becoming a template for other units throughout the Air Force, while putting their own unique twist to the process to meet the constraints of their wing."