Airmen simplify with AFSO 21 Published March 24, 2009 By Gina Monteiro 18th Wing Public Affairs KADENA AIR BASE, Japan (AFNS) -- Air Force Smart Operations for the 21st Century is enabling some Kadena Airmen to spend more time with family rather than extra hours on the job. The intent of AFSO 21 is to improve operations by simplifying processes, some of which may already be in place. Additionally, it aims to generate efficiency and improve combat capability. "Processes throughout the base may have problems, may have waste. What we do is get a team together, go in and eliminate the waste," said Master Sgt. Alando Respress, 18th Wing process manager. "We save time. We save money. We save man hours." In a recent case, a unit requested AFSO 21 to help restructure procedures due to cuts in manning. "Those Airmen left behind thought they would have to work harder because they lost manning," said Sergeant Respress. "We were able to help them with that particular process and show them how to even out the workload so they can get the same mission done with less people. This process proved to the Airmen they really don't have to work the 10-, 12- or 14- hour days." Not only are units are saving time, but resources as well. "A unit here at Kadena was able to build their own water well, which helped them to save on utility costs," said Senior Master Sgt. Kenneth Trawick, 18th Wing process manager. "Units are saving money and can now use that money for something else like temporary duty assignments or whatever equipment they need to fulfill their mission requirements." The best judges of what may need to be changed in a process are the Airmen who work with them on a daily basis, according to the process managers. The Airmen see the problems that in many cases make their job more tedious and days much longer. "If you have a good idea talk to your AFSO 21 representative within your unit or call our office," said Sergeant Trawick. The AFSO 21 process managers sit down with the commander and a unit team to develop a plan. The team is comprised of six and 12 people, a few of which may be non-subject matter experts. The non-subject matter experts are there to stimulate the process by asking questions. The most common question is, "Why is the process being done in that way?" according to Sergeant Respress. The planning process takes on average, seven weeks from start to finish. The most important week, according to the process managers, is the rapid improvement week. During this week the main goal is to point out where the problem lies by mapping the current process out in plain view. Next, the team will determine what their ideal state would look like and lastly, what the desired future state would be. At the end of rapid improvement week an implementation plan is given to the unit as a guide to follow. The plan is monitored by process managers. "Results vary," said Sergeant Trawick. "Some results may occur in a couple weeks, six months or even a year. It all depends on the event itself." Sergeant Respress said, Kadena Airmen are embracing the AFSO 21 process. "The Airmen know they would've had to work longer hours, but because we have this particular process in place it's going to give them time back for their families or other things they want to do," he said. "When Airmen see the success of other units, awareness is spread." Comment on this story (comments may be published on Air Force Link) View the comments/letters page