Afd 070807 054

AFSO21 CONOPS Working Draft Version 6.
4 Air Force Smart Operations

st
5 for the 21 Century
6
9 CONOPS
10
11
12
13
14
Col Mike LaBounty/SAF-SO21/DSN426-4496

Working Draft Version 6.3
1
2 Table of Contents
3 Executive Summary ............................................................................................................3
4
5 Section I – Issue ..................................................................................................................4
6 A. Problem Statement
7 B. AFSO21 Vision
8 C. Purpose of the CONOPS
9 D. Relationship to other CONOPS and Initiatives
10
11 Section II – Overview .........................................................................................................5
12 A. Synopsis
13 B. Operational View
14 C. Desired Effects
15
16 Section III – Context...........................................................................................................6
17 A. Time Horizon
18 B. Critical Success Factors
19 C. Air Force Advantages
20
21 Section IV – Deployment Concept .....................................................................................8
22 A. Implementation Strategy
23 B. Sequenced Actions
24 C. Objective State
25
26 Section V – Enterprise Processes and Governance...........................................................12
27 A. Enterprise Processes and Senior Process Owners
28 B. Sub-Processes
29 C. AFSO21 Governance
30 D. Air Force Level Teams and Roles
31 E. Wing Level AFSO21 Governance and Support
32
33 Section VI – Metrics .........................................................................................................19
34
35 Section VII – Incentives....................................................................................................19
36
37 Section VIII – Reviews and Reporting .............................................................................19
38
39 Section IX – Summary......................................................................................................20
40
41 Section X – References .....................................................................................................21
42
43 Section XI – Glossary .......................................................................................................21
44
2
1 Executive Summary
2
3 Air Force Smart Operations for the 21st Century (AFSO21) is our Air Force’s dedicated
4 effort to maximize value and minimize waste in all of our environments – operational,
5 support, and otherwise; to fully integrate continuous improvement into all we do across the
6 Air Force.
7
8 Our Air Force is confronted with the expected long war against global terror with its
9 associated evolving mission requirements; continuing and growing unconventional threats
10 and financial draw downs; workforce reduction pressures, aging fleet pressures, and
11 infrastructure pressures. In other words, we are faced with the critical need for action to find
12 and eliminate waste. AFSO21 is our standard concept and approach to immediate and long-
13 term improvement.
14
15 This CONOPS articulates what is required throughout the Air Force to continue to assure
16 asymmetric air, space and cyberspace capability by focusing on the processes behind our
17 core, governing and enabling processes in the Air Force. AFSO21 builds on initial successes
18 and work to broaden process improvement efforts in our operational, maintenance, logistics,
19 and support environments – as we analyze and assess our core and non-core mission
20 capabilities.
21
22 Fundamentally, AFSO21 is a mindset to select and use the right tools and techniques to
23 identify problems to attack and opportunities for improvement. It emphasizes the use of our
24 greatest resource in doing so – our innovative, dedicated Airmen, guided by world-class
25 leadership and unique core values.
26
27 AFSO21 is a transformational initiative for all Airmen that eliminates waste from our end-to-
28 end processes. It is about working smarter to deliver warfighting capabilities today and
29 growing our warfighters into the most effective and efficient thinkers for 2010 and beyond:
30
31 • AFSO21 aligns our Air Force to a culture of continuous process improvement with a
32 standardized, disciplined approach to achieve world-class results
33 • AFSO21 is applicable across organizational, functional, and capability boundaries
34 with the ultimate objective of improving the combat capability we provide
35 • AFSO21 adapts improvement methods and operating concepts from Lean, Six Sigma,
36 Theory of Constraints, and Business Process Reengineering into a distinct Air Force
37 model
38
39 This CONOPS is a living document. Expect these documents to adapt to the Air Force’s
40 implementation and institutionalization of continuous process improvement as our primary
41 way of thinking and accomplishing our missions as Airmen.
42
3
1 Section I – Issue
2
3 A. Problem Statement
4
5 There are many challenges confronting our Air Force (the expected long war against global
6 terror with the associated need for new and evolving mission requirements to deal with
7 unconventional threats and financial, workforce reduction, aging-fleet pressures and
8 infrastructure pressures) to remind us of the critical need for action to find and eliminate
9 waste in all we do. Ongoing transformation efforts within the DoD and Air Force will help
10 meet the challenges, but many are investments that will take years to implement and realize
11 results. Airmen need a standard concept and method to accomplish both long term
12 improvement initiatives while also making immediate improvements – Air Force Smart
13 Operations for the 21st Century (AFSO21).
14
15 B. AFSO21 Vision
16
17 The vision for AFSO21 is to establish an environment in which we use various tools and
18 techniques that successfully change our day-to-day operating style to fully integrate
19 continuous improvement into all we do across the Air Force. We want this centered around
20 the core missions we as Airmen are responsible for; we want to perform those core missions
21 more effectively to maintain the asymmetric advantages and capabilities the US Air Force
22 delivers in air, space and cyberspace. We want to ensure we are also driving efficiencies and
23 improvements across-the-board, but in particular within areas that are non-core essential
24 mission areas. We will use the right tools and techniques to see and attack problems and
25 opportunities for improvement, and we will use our greatest resource in doing so –
26 innovative, dedicated Airmen.
27
28 C. Purpose of the Concept of Operations (CONOPS)
29
30 This CONOPS is developed to articulate what is required throughout the Air Force to
31 continue to assure asymmetric air, space and cyberspace capability by focusing on our core,
32 governing and enabling Air Force processes. We will build on successes that are already in
33 work and broaden process improvement efforts across the Air Force. This CONOPS
34 represents the recognition that AFSO21 applied across organizational, functional, and
35 capability boundaries (inside the Air Force and with our strategic partners) will result in
36 processes that are standardized, effective, efficient and responsive in meeting demands today
37 and in the future – ultimately improving combat capability.
38
39 D. Relationship to other CONOPS and Initiatives
40
41 Air Force CONOPS are Global Mobility, Global Strike, C4ISR, Nuclear Response,
42 Homeland Security, Global Persistent Attack, and Agile Combat Support. This CONOPS is
43 in direct support of all Air Force CONOPS and presents a framework for AFSO21.
44
4
1 AFSO21 must complement other initiatives such as force structure changes, base realignment
2 and closure efforts, fuel efficiency efforts, organizational changes, on-going major
3 transformation initiatives and supporting architecture efforts. The governance structure
4 described in Section V of this document will further explain leadership forums to help ensure
5 the compatibility and results of transformation efforts.
6
7 Section II – AFSO21 Overview
8
9 A. Synopsis
10
11 The primary objectives for AFSO21 are to:
12
13 • Provide a standard AF approach to continuously improve all processes that, when
14 combined with our AF capabilities, deliver required effects
15 • Develop a culture which promotes elimination of waste, sharing of best practices,
16 reduction of cycle times in delivery of effective combat capability across all
17 products and services, and involvement of all Airmen in the relentless pursuit of
18 excellence
19 • Ensure that all Airmen understand their role, develop their ability to effect
20 change, and continuously learn new ways to save resources and eliminate waste
21
22 B. Operational View
23
24 The overarching intent of AFSO21 is to more effectively deliver war-winning, expeditionary
25 capabilities (deployed and in-place) to the joint commanders. We will also seek
26 effectiveness in our core responsibilities associated with non-combat operations (e.g.,
27 humanitarian relief). By achieving an operating style of continuous improvement in the Air
28 Force – focused on our core mission – the Air Force will better:
29
30 • Prepare for and participate in the joint fight, anywhere, anytime
31 • Develop, maintain and sustain the warfighter edge
32 • Provide motivated and accountable Air Force warriors
33 • Continually improve our ability to meet the ever-changing demands of the world,
34 our enemies and inevitable fiscal constraints
35
36 C. Desired Effects
37
38 Total Air Force involvement. The focus on warfighter effectiveness, efficiency, and the
39 elimination of waste in the processes which the Air Force executes every day will apply to all
40 Air Force mission areas. Many of our processes have evolved over time and have been
41 woven together using existing processes or parts of processes. Additionally, most processes
42 exist across functional boundaries making waste more likely and simultaneously harder to
43 see. Examining the entire process with a focus on the ultimate user, the warfighter, allows us
44 to eliminate large amounts of non-value added activities and time while giving the warfighter
45 exactly what he or she needs to quickly and effectively accomplish the mission.
5
1
2 Sustained and deliberate application over the long term. The Air Force has been heading in
3 the AFSO21 direction for several years and many efforts have continuous process
4 improvement characteristics. One of the more dramatic efforts has been in the area of Time-
5 Sensitive Targeting. The window of opportunity to hit a target with high probability of
6 success can be very small. Our old mission methodology was not capable of using real-time
7 intelligence data to hit a target in a timely manner. By studying the entire process and
8 eliminating the non-value added steps in the process, we have taken the Time-Sensitive
9 Targeting process from days, down to single-digit minutes. This type of improvement will
10 give the Air Force true Global Strike capability it needs, anytime, anywhere. The effects we
11 will deliver from AFSO21 are compressed cycles times; reliable results; culture change that
12 enable Airmen to relentlessly and continuously improve; agile and nimble operations that can
13 adapt quickly to changing demands and Requirements; and continued unparalleled air, space
14 and cyberspace power enabled by premier processes. The focus must be results oriented
15 versus activity oriented (i.e. success is measured in operational and efficiency results vice
16 measures of amount of AFSO21 activity).
17
18 AFSO21 will enable Airmen to continually improve their performance in order to the
19 following effects:
20
21 • Improved ability to rapidly respond to our joint warfighter and Nation’s needs
22 • Predictability and reliability of delivered and sustained capability
23 • Standardized, stabilized, and more efficient processes
24 o Integrated command and cross-functional processes
25 o Shift from functional-specific improvements to those benefiting the end-to-
26 end process
27 o Reduced waste
28 o Reduced costs
29 o Reduced risk
30 o Ability to re-deploy resources
31 o Continual improvement of products and services
32 • More capable, effective and motivated Airmen
33 o Improved safety and morale
34 o Learning environment in all organizations
35 o Trust and teamwork across the Air Force
36 • Results oriented leadership with:
37 o Success tied to performance expectations (vice activity levels)
38 o Greater combat capability by improving cross functional processes
39
40 Section III – Context
41
42 A. Time Horizon
43
6
1 This CONOPS is a living document. Future versions may be necessary due to changes in
2 doctrine, strategy, technological advances, the domestic and international security
3 environment, changing policy, roles, missions, AF CONOPS updates, etc.
4
5 B. Critical Success Factors
6
7 Lessons learned inside and outside the Air Force dictate we pay attention to the following
8 critical success factors to achieve our desired effects:
9
10 • Senior Leaders and Commanders lead this effort – both actively and visibly
11 • Incorporate AFSO21 as part of our Airman culture
12 • Resource the effort – to include prioritized support for Air Force-wide
13 implementation and training (classroom and hands on experience) for the Total
14 Force
15 • Establish a common framework and supporting structure for implementation
16 • Ensure AFSO21 efforts are linked and aligned with Air Force strategic vision and
17 goals
18 • Establish the right metrics for performance that are aligned and base lined from
19 HQ Air Force to Airmen
20 • Develop the right people to facilitate process improvement efforts when
21 facilitators are needed
22 • Deal with organizational and stovepipe boundaries
23 • Dispel myths and misconceptions about continuous improvement
24 • Lead change and overcome resistance to change
25 • Demonstrate success and sustain momentum
26 • Communicate – we need a common understanding of what AFSO21 is, and how
27 we will be more effective as a result of our effort
28 • Proceed with a sense of urgency – everyone must understand the compelling need
29 for change and be motivated into action
30 • Maintain focus on the results and measure them
31
32 C. Air Force Advantages
33
34 The Air Force must leverage the advantages we have over other large commercial and public
35 organizations. They include the following:
36
37 • Well-developed training and education systems
38 • Well-defined lines of authority
39 • Dedication of our people – fierce loyalty
40 • Strong sense of mission
41 • We understand standards and compliance
42 • Commonly understood set of core values
43 • Strong leadership which we value
44 • Already ingrained desire to innovate and improve
45
7
1 Section IV – Deployment Concept

2 A. Implementation Strategy
3 Senior Leaders and Air Force Commanders will plan to implement AFSO21 in a three-
4 phased approach tailored to meet the priorities and opportunities in their areas of
5 responsibility. Implementation phases are illustrated in Figure 1 below. Each phase is
6 described in this section. Implementation will require self-financed programs within Air
7 Force and Major Command Headquarters and Wings. Our ability to fully implement the
8 strategy will require improvements under each Commander’s purview as well as along entire
9 end-to-end capability value chains.
Phase 1 Phase 2 Phase 3

Initiation Full Implementation Mature & Sustain
• Leadership • Structure in place to • Commanders spending
commitment sustain process more time on strategy
• Share Vision improvement & improvements
• Establish • All key areas • Self-improving work
governance ‘touched’ teams
• Mission priorities/ • Strategic alignment • Cultural changes
goals set of goals/metrics effected
• Initial training and • Redeployment of • Improvements
benchmarking resources is routine extended to strategic
• Quick, visible wins — • Substantial and partners
demonstration area growing performance • Use more advanced
established improvements Lean CPI tools
10
11 Figure 1. AFSO21 Phased Implementation
12
13 • Phase I: Initiation
14 o Senior Leaders and Commanders set the vision, goals and strategy and
15 articulate the case for change within their command
16 • Senior Leaders and Commanders articulate the core Air Force mission
17 their organization executes or enables, key performance metrics associated
18 with that mission that are linked and aligned with Air Force goals,
19 priorities for improvement, set the goals, base line metrics and start
20 measuring results
21 • Top organizational metrics are aligned with higher headquarters goals and
22 metrics
23 • AFSO21 efforts are aligned with key goals and integrated with other
24 Transformation efforts
25 o Senior Leaders and Commanders are trained, understand, and committed to
26 AFSO21
8
1 • Understanding is best achieved through seeing and participating in

2 successful AFSO21 activities
3 o Senior Leaders and Commanders are responsible for governing AFSO21
4 efforts using established lines of Command authority, the Air Force
5 Corporate Process, and support from process professionals
6 o Quick, visible wins are achieved by selecting high payback areas that can
7 demonstrate clear AFSO21 results
8 o Value stream mapping (VSM) is accomplished in core areas for the
9 organization and action plans are developed and resourced
10 • The VSM helps to understand how work is accomplished; to identify the
11 impediments and barriers to improved efficiencies and effectiveness of the
12 work; to visualize issues and improvement opportunities
13 • Developing a VSM and desired state map helps chart a set of project
14 priorities for Senior Leader and Commander implementation plans
15 o Results are measured and communicated – internally and externally
16 o Redeployment of resources is directed by the Senior Leaders and
17 Commanders as results are achieved
18 o Everyone in the Air Force receives AFSO21 training to include those in
19 accession programs
20
21 • Phase II: Full Implementation
22 o Structure is in place to sustain process improvement
23 • Sufficient experience to grow and sustain AFSO21 improvement methods
24 and operating style
25 • Institutionalized local processes for training and conducting improvement
26 events
27 o All key areas and people are involved and understand AFSO21 efforts
28 • Includes greater cross-organizational/cross-functional process
29 improvements and the elimination of waste
30 • Work teams are able to self-generate improvements that contribute to the
31 warfighter capability and waste elimination
32 o Full alignment of goals and metrics, from headquarters level to individual
33 Airmen so all understand their roles and their contributions to the capabilities
34 they enable
35 o Redeployment of resources has expanded from the first phase, with some
36 resources redeployed towards emerging mission requirements and critical
37 shortfalls in Major Commands or the Air Force
38 o Higher levels of performance and efficiency are evident across the
39 organization
40 • The Air Force is achieving substantial performance improvements and is
41 demonstrating a measurable, consistent path of improvement
42
43 • Phase III: Mature and Sustain
44 o Senior Leaders and Commanders are achieving world-class levels of results
45 regarding time and effort dedicated to setting strategy and leading/motivating
46 the organization (versus daily firefighting)
9
1 o Self-improving teams affect the day-to-day business

2 o Cultural changes associated with AFSO21 are visible and pervasive across
3 the organization – AFSO21 is recognized as our way of doing our job every
4 day
5 o Matured, supporting structure is in place to sustain continuous improvement
6 with sufficient experience and proven results to extend our methods and
7 elimination of waste to Air Force strategic partners (inside and outside of the
8 DoD)
9 o The use of more advanced tools (e.g., automatic error detection and error
10 elimination, improved predictability and management of problems, and
11 advanced variability analysis and reduction techniques) are applied to
12 AFSO21 efforts
13
14 B. Sequenced Actions
15
16 Continuous process improvement begins with strategic visions and plans (Air Force and
17 command level). It is essential to align Senior Leaders’ and Commanders’ AFSO21
18 activities with strategies to achieve Air Force and commander goals and objectives. AFSO21
19 activities and improvements disconnected from Senior Leaders’ and Commanders’ strategic
20 plans create the potential for isolated events achieving sub-optimum results. Our ultimate
21 objective is to create end-to-end process improvements which provide greater combat
22 capability, leverage standardized best practices, and eliminate process waste.
23
Become a Learning Organization
Strategic AFSO21 AFSO21 Continuous

Plan Enterprise Projects Improvement
Assessment
Theme Strategy Understand the Baseline Standardize & Stabilize Improve Forever
3-5 Yr look What is our core purpose? Create Standard Close the Loop
Concepts Principles, Methodologies Identify/Address Gaps
Establish the What do our warfighters, leaders
Vision and customers want? Linkage-Flow-Waste-Synch Learning Organization
What are our core processes and
metrics?
24
25 Figure 2. Continuous Process Improvement – Key Transformation Activities
26
27 The AFSO21 improvement model links strategy to improvement priorities and activities.
28 Figure 2 outlines this relationship. Based on the vision and strategic plans of the Air Force,
29 we must ensure Senior Leaders and Commanders AFSO21 efforts are aligned with that
30 vision and associated goals. Project priorities, improvements made and results realized will
31 feedback to our cyclic Air Force strategic planning process. Representative activities
32 illustrated above are described below.
33
34 • Strategic Plan. All Senior Leaders’ and Commanders’ AFSO21 activities
35 should be aligned and driven by DoD, Air Force, and Major Command strategic
10
1 guidance. Understanding strategic objectives is essential to focusing Senior

2 Leaders and Commanders AFSO21 improvement priorities.
3 • AFSO21 Enterprise Assessment. This is an end-to-end look at the entire chain
4 of processes for a given subject thru the lenses of all stakeholders (e.g., leaders,
5 customers, partners, suppliers, workforce, union, and community). The model
6 looks at the Air Force enterprise from different stakeholder perspectives to allow
7 for waste identification and to create a future state vision for the Air Force
8 enterprise. Future state vision and goals are confirmed (or established), core
9 missions understood, key metrics identified, and vivid descriptions of the future
10 state for the organization are articulated. Gap analysis and action planning are
11 accomplished to achieve that future state. The action plan provides the priorities
12 for Senior Leader and Commander AFSO21 efforts. Enterprise analysis is
13 described further in the AFSO21 Playbook.
14 • AFSO21 Projects. Early projects typically involve mapping processes to
15 understand what is (and what is not) of value to the warfighter, establishing future
16 state value stream maps, and establishing an action plan to achieve a future state
17 goal. Appropriate methods and principles of AFSO21 are applied to redesign the
18 system. The future state map is used to select and prioritize AFSO21 events.
19 AFSO21 Projects are described further in the AFSO21 Playbook.
20 • Continuous Improvement: Additional AFSO21 projects are conducted to
21 eliminate waste and to incrementally achieve the desired future state value stream
22 map. Projects apply to a specific Air Force work area, a larger value stream at a
23 base, or larger end-to-end value streams that extend beyond a single installation.
24 There are various events that are conducted to eliminate waste. They include the
25 following:
26 o 6S Events. Apply principles of Safety, Straighten, Sort, Scrub, Standardize,
27 and Sustain (6S). 6S is applicable to a physical work area as well as
28 organizing and maintaining information that must be shared and used by
29 others.
30 o Rapid Improvement Events (RIEs). One-week activities to find and eliminate
31 waste in a work area. RIEs typically involve changing work to effect better
32 work flow and waste elimination, identifying and resolving root cause
33 problems, establishing clear metrics and performance, and stabilizing and
34 standardizing work in an area. The events should be results-oriented with
35 changes implemented in the work area during the course of the event and
36 gains measured following the event to ensure improvements are being
37 sustained.
38 o Process Engineering. Larger and more complex process improvement than
39 RIEs. These events focus on larger processes rather than tasks. The events
40 consider processes affecting the entire enterprise. These events often require
41 longer duration than one-week as compared to RIE, and may use various
42 modeling techniques.
43
44 AFSO21 will be used at all levels in the Air Force – Headquarters, Major Command, Wing,
45 Group, and Squadron. Key activities required in the iterative process to achieve results are
11
1 listed below. The iterative process is illustrated in Figure 3 below and described further in
2 the AFSO21 Playbook.
3
AF Model for Lean CPI

Continuous Improvement Cycle
1
5 Leading
Leading Change
Change 2
Measure,
Measure, Assess
Assess Organize
Organize & &
&
& Sustain
Sustain Prioritize
Prioritize
Continuous
Improvement
Cultural
Centered on
Transformation
Combat
Capability
4 3
Process
Process
Improve
Improve Redesign
Redesign
Steps can apply to:

• Air Force-wide improvements – Strategic
• MAJCOM-wide and AF-wide functional improvements – Operational
• Base/shop-level improvements – Tactical
Integrity - Service - Excellence 29

4
5
6 Figure 3. AFSO21 Five-Step Model
7
8 D. Objective State
9
10 Execution of this CONOPS will result in committed leaders and a workforce engaged in
11 continuously improving their processes. The entire Air Force will continuously learn and
12 improve our effectiveness as we execute our core missions. For this CONOPS, the end state
13 is realizing continuous improvement in how we think and operate.
14
15 Section V - Enterprise Processes and Governance
16
17 A. Enterprise Processes and Senior Process Owners
18
19 A process is a designed group of related tasks that work together to create value. All
20 organizations are made up of core activities and support activities that enable, provide vision,
21 and structure for enabling and core activities. To that end, the Air Force has defined core,
22 enabling, and governing processes.
23
24 The core processes of the Air Force define our purpose and mission. Enabling processes are
25 those required to support the core processes. Governing processes are those used to direct
26 and focus our core and enabling processes. The processes we will use at the highest level for
27 AFSO21 implementation and managing improvement efforts are illustrated in Figure 4.
12
Air Force Key Processes
Plan/Execute
Plan/Execute Manage
Manage
Governing Strategic
Strategic Programs
Programs and
and
Initiatives
Initiatives Processes
Processes
Develop
Develop and
and Conduct
Conduct Air,
Air,
Develop
Develop Sustain
Sustain
Core Warfighters Warfighting
Deploy
Deploy Space,
Space,
Warfighters Warfighting Cyber
Systems Cyber Ops
Ops
Systems
Manage
Manage
Caring
Caring for
for Provide
Provide IT
IT Provide
Provide
Enabling People
People Support
Support Infrastructure
Infrastructure
Financial
Financial
Resources
Resources
Integrity - Service - Excellence 41

2
3
4 Figure 4. Air Force Enterprise Processes.
5
6 Air Force processes may be characterized into three types:
7
8 • Governing. Processes that direct and focus other processes. Essential processes
9 required to set corporate direction and strategy, allocate resources, and align the
10 Air Force to achieve its long-term goals
11 • Core. Inter-related, cross-functional processes that combine to realize the
12 mission of the Air Force
13 • Enabling. Support processes that provide core processes with needed resources
14 and capabilities
15
16 B. Sub-Processes
17 Air Force processes are composed of component processes, which together accomplish the
18 process results. They are defined during value stream mapping to analyze the process and
19 reveal opportunities for improvement. Carefully distinguish sub-processes from functions,
20 which are not defined by process improvement efforts, span multiple processes, and
21 specialize skills development.
22
23 C. AFSO21 Governance
24
25 Air Force senior leaders will govern implementation. We will not invent new high level
26 governance bodies; we will primarily use our existing Air Force corporate bodies and
27 governance structure.
28
13
1
2
AFSO21 Governance Hierarchy
SECAF/CSAF
AFCS
CORONA
AF Process Council
A3-SO ***
General Officer
Steering Groups
*
AFSO21
Process
Owners * * * (*)
AFSO21 Virtual Team
Process
Core
Teams
Direct Authority
Advisory
3
4
5 Figure 5. AFSO21 Governance Structure
6
7
AFSO21
SECAF/CSAF Charters/strategic direction
Governance CORONA
by function informs
appoints AFCS
A3
appoints
facilitates advises AFSO21

Process sits on AF Process Council
A3-SO
Owners
convenes
Process
Core
Teams
supports
oversees/coordinates/ General Officer

enables Steering Groups
Direct Authority
AFSO21 Virtual Team
Advisory
8
9
10 Figure 6. AFSO21 Coordination and Information Flow
11
14
1 D. Air Force Level Teams and Roles

2
3 SECAF/CSAF/Corona/AFCS. At the very top, this effort will be directed by SECAF and
4 CSAF using CORONA as our corporate body to oversee and report on AFSO21 results and
5 other transformation activities within the Air Force. The Air Force Corporate Structure will
6 be used to set Air Force plans and priorities and to review resource allocation in biennial
7 programming and budgeting.
8
9 AFSO21 Process Council. The Commanders’ Integrated Product Team (CIPT) has been
10 our primary body for driving business transformation, but it has also been our forum for
11 architecture management, information technology (IT) portfolio review, and pursuing IT
12 quick wins for operational commanders. The CIPT has been re-chartered into the Process
13 Council to focus on process improvement and engineering efforts. Operational processes
14 will be part of their purview to collaborate and de-conflict Air Force level and MAJCOM
15 improvement activities. This governance body will distinquish where we need a common
16 Air Force process versus where MAJCOMs should have the lead or flexibility to adapt
17 processes. This is critically important to ensure that processes which must be standardized
18 Air Force-wide (whether garrison or expeditionary related) are assigned to a lead Command
19 or lead within HAF or SAF.
20
21 The AFSO21 Process Council Chair determines the governing, core, and enabling processes
22 and assigns Air Force Process Owners. By virtue of process ownership, Air Force Process
23 Owners will be members of the AFSO21 Process Council. The AFSO21 Process Council is
24 chaired by the Air Force Vice Chief of Staff (AF/CV).
25
26 AFSO21 Process Council Responsibilities.
27
28 • Define an Air Force-wide continuous process improvement force development,
29 performance metrics, and effectiveness capture strategy
30 • Establish priorities for AFSO21 projects and events and subordinate team
31 charters
32 • Establish a process-based portfolio management capability that identifies waste,
33 facilitates solutions, and recommends adjustments within the AF Corporate
34 Structure
35 • Establish a process for registering, administering, and assessing process
36 improvements to eliminate duplication
37 • Assist AF Process Owners to define a common set of standards and procedures
38 for governing the process improvement environment, documenting and
39 communicating process improvements, eliminating duplication
40 • Recommend savings to be redistributed to assist AF Process Owners to
41 continuously improve AF governing, core and enabling processes
42 • Resolve issues between competing processes
43 • Lead realignment of organizational structures, investments, and other resources
44 within their commands to support the governing, core and enabling AF process
45 improvement
15
1 • Establish subordinate teams as required to facilitate executing Council

2 responsibilities. Activities may include strategic transformation assessment and
3 planning, investment strategies, issue assessment, and resolution
4 recommendation.
5
6 Air Force Process Owner Responsibilities. The AFSO21 Process Owners have lead
7 responsibility for designated Air Force enterprise level core, enabling and governing
8 processes. Process Owners will assemble Process Core Teams to help organize priorities for
9 improvement, assure proper team representation for AFSO21 improvement events, arrange
10 required facilitator or analytic support, and monitor/report event efforts and results to the
11 Process Council. The Process Owner and their Process Core Team will help ensure results
12 are also shared with the AFSO21 Virtual Team members and the AFSO21 Office.
13
14 • Lead cross-MAJCOM, cross-functional processes improvement
15 • Develop process-based architecture
16 • Appoint the sub-process owners; ensure sub-process owners deliver AF-wide
17 process improvements consistent with the SECAF and CSAF vision and direction
18 • Leverage the process-based portfolio management capability of the USAF;
19 clearly link improvements to investments with a definitive set of metrics and
20 measurements
21
22 AFSO21 Office (SAF/SO21). The AFSO21 Office is responsible to facilitates CPI across
23 the Air Force. This office will be kept to a very small number (approximately 20 personnel).
24 The AFSO21 Office duties include (1) being a hub of collaboration and knowledge for
25 process improvement, (2) developing standards and guides for AFSO21, (3) developing the
26 overarching implementation strategy, (4) collaborating and coordinating AFSO21 initiatives
27 with MAJCOMs, Headquarters Air Force (HAF) and Secretariat of the Air Force (SAF)
28 AFSO21 leads, (5) assisting MAJCOMs with their priority efforts and removing roadblocks
29 to progress, and (6) being Air Force “traffic cop” to resolve disputes and/or assist the Process
30 Council with dispute resolution.
31
32 • Responsible for AFSO21 Process Council Support
33 • Responsible for AF-wide training on process engineering
34 • Responsible for ensuring AF improvement targets are tracked, measured, and
35 reported to SECAF, CSAF, and AFSO21 Process Council
36 • Continuously communicates AFSO21 messages, goals, and progress to the Air
37 Force
38 • Provides guidance, toolsets, and standard methodologies to Air Force for
39 achieving continuous process improvement (such as the AFSO21 Starter Kit)
40 • Provides Secretariat support for AFSO21 Process Council
41
42 The AFSO21 Office will report directly to Air Force top leadership while supporting all
43 Commands and headquarters leaders, as depicted in Figure 6. The role of this office is
44 described below. The structure to support Headquarters AFSO21 efforts is analogous to the
45 typical Wing structure described in this section, with Directors and Division chiefs within the
46 A-staffs leading AFSO21 efforts while designated Process Managers assist.
16
1
2 General Officer Steering Groups (GOSG). General Officer Steering Groups will be
3 organized by the Process Council or AF Process Owners as needed for oversight on specific
4 efforts. GOSGs will normally be organized only for the duration of the specific effort and
5 then disbanded.
6
7 The Senior Working Group of the Operational Support Modernization Program is a long
8 term GOSG and assists the Process Council in managing projects and developing AF level
9 improvement efforts. Members are typically at the two and one star levels (or civilian
10 equivalent) and work for the Process Council member. It is composed of representatives
11 from these organizations.
12
13 AFSO21 Virtual Team. The Virtual Team eliminates the need for a large centralized
14 project office. This team is composed of members from HAF, SAF, and MAJCOM
15 organizations. Members will typically be the prime AFSO21 action officers for their
16 organizations. This group will be the primary forum for information and data flow regarding
17 AFSO21. It will meet regularly via teleconference and will occasionally have face-to-face
18 meetings.
19
20 HAF/SAF/MAJCOMS. MAJCOM Commanders are the principal implementers for
21 AFSO21. They must establish their companion governance structure to the Air Force level,
22 using existing command responsibilities and lines of authority. Each MAJCOM as well as
23 HAF and SAF organizations must establish a lead for AFSO21 implementation. These leads
24 (at the general officer, colonel/GS-15, and action officer level) represent the AFSO21 Virtual
25 Team for implementation. They are a crucial collaborative group to coordinate
26 implementation plans, establish project priorities, and share lessons learned and results.
27
28 E. Wing Level AFSO21 Governance and Support
29
30 Wing Level AFSO21 Structure. Commanders need to have a supporting structure to
31 initiate and institutionalize continuous process improvement to (1) ensure consistency in
32 training and application of improvement efforts, (2) provide the requisite supporting structure
33 to supervisors, process owners, and the workforce, and (3) provide required leadership
34 governance over process improvements. The structure described below is for a typical Air
35 Force Wing – local needs determine precise structure. Much of the effort and many of the
36 roles identified below are within existing Senior Leader, Commander, and supervisor
37 responsibilities. The preponderance of support is part-time. However, a small, full-time
38 group of Process Managers is needed to facilitate aggressive, organized, and results oriented
39 AFSO21 implementation.
40
41 An Executive Council will be established with the Wing or Deputy Wing Commander as
42 chair and the Group Commanders or their deputies on the Council as members. The purpose
43 of the Council is to provide governance and leadership to AFSO21 efforts within the
44 organization. Responsibilities of the Council include the following:
45
17
1 • Align organizational goals and objectives with Command and Air Force goals,
2 objectives and key performance measures
3 • Validate enterprise-wide processes and prioritizes efforts
4 • Align efforts through approval of teams and initiatives
5 • Make decisions dealing with resource allocations such as manpower, facilities,
6 and funding
7 • Communicate policy: i.e. reporting, accountability, how to deal with barriers,
8 repercussions, etc.
9 • Ensure standardized deployment of AFSO21 efforts
10 • Make decisions on redeployment of personnel, facilities and equipment resulting
11 from efforts
12 • Ensure resources are available
13 • Monitor and support implementation teams by providing resources and barrier
14 removal
15 • Establish incentives to promote and reward continuous improvement
16
17 A Process Manager Board is recommended to support the Commander’s Executive
18 Council. It is comprised of personnel leading AFSO21 at all organizational levels (i.e., the
19 Group Commander’s Process Managers). Members on the Board would also be members of
20 the Core Team described below. The Process Manager Board performs the following
21 functions:
22
23 • Share lessons learned, identify training needs, and discuss resource needs
24 • Review briefings and other materials en route to executive council, including
25 proposed initiatives from process owners
26
27 A Core Team of Process Managers should be established consisting of the Process
28 Managers for Group and Squadron Commanders. Core Team make up and size will be
29 dependent upon the size, scope and activity level of the organization. The Core Team
30 members provide training, facilitation, and support to implementation teams for specific
31 process improvement initiatives. Process Managers and Change Agents make up the Core
32 Team.
33
34 Process Managers (PM) are the managers of AFSO21 reporting directly to the Commander
35 at Wing, Group and Squadron level.
36
37 • Operates as full time position
38 • Directs and advises core teams below their level
39 • Ensures strategic alignment of efforts
40 • Ensures standard deployment. (i.e. Tools, certification, resources, reporting, etc.)
41 • Assist Implementation Teams and work areas to eliminate waste, implement
42 AFSO21 practices, and solve long buried problems that come to the surface as we
43 remove resources (people, material, time, space)
44
18
1 Facilitators. Lean and AFSO21 experienced individual (with appropriate credentials) with
2 primary responsibility for conducting training events and facilitating improvement events.
3 Coordinates among the Process Manager, Process Owner, and Team Lead to ensure
4 improvement events are properly scoped, planned, and executed.
5
6 Team Lead. Coordinates team activities with event Facilitator before and during AFSO21
7 improvement events, and has primary responsibility for pre-event preparation, coordination
8 among team participants prior to the project, advising Commanders if there are any barriers
9 to being prepared for the event, assuring adequate support through the event, and managing
10 post-event follow-up activities. Many events can fail from lack of preparation or support
11 from team members. Team leads should keep commanders apprised of upcoming events and
12 the people and resources needed to accomplish the events.
13
14 Implementation Team. Managed by the Team Leader and Facilitator; team composed of
15 SMEs and skilled working level employees who have received basic AFSO21 instruction.
16 All team members are equally responsible for and a key part of any successful improvement
17 event. Implementation teams should be kept to a manageable number (8-14) with additional
18 help on call as needed prior to the event, during it, or afterwards. An effective practice
19 during the course of a one-week value stream mapping or other event is to bring others from
20 the work area in to review current state problem analysis findings and future state
21 improvement recommendations.
22
23 Process Owner (Below AF Level). Senior manager responsible for the process considered
24 for improvement.
25 • Forwards initiatives to Process Manager Board for review and Executive Council
26 for approval
27 • Eliminates barriers
28 • Ensures progress
29 • Rewards team members
30 • Helps sustain changes
31
32 Section VI - Metrics
33
34 This section to be determined.
35
36 Section VII – Incentives
37
38 This section to be determined.
39
40 Section VIII - Reviews and Reporting
41
42 A. SECAF/CSAF
43
44 • Receive updates at CORONA
45 • Participate in bi-annual AFSO21 conferences and status reviews
19
1 • Monthly status from SAF/SO21

2
3 B. AFSO21 Process Council
4
5 • Monthly meetings and progress reviews
6 o Sponsor select initiatives as requested by council members
7 o Review AF process owner briefings on progress of initiatives
8 o Review A3-SO briefings on state of AFSO21 across the enterprise
9 • Training status
10 • Policy and guidance status
11 • Special issues and topics
12 o Review member briefings on progress of initiatives as required
13 o Implement techniques to promote AF-wide process improvement
14 • Report process improvement results semi-annually to SECAF/CSAF
15 • Report process improvement results as necessary to CORONA
16
17 C. AF Process Owner
18
19 • Review and approve initiative recommendations on regular basis
20 • Review progress of initiatives through GOSG and program manager (AFSO21
21 process architect) on minimum of a quarterly basis
22
23 D. AFSO21 General Officer Steering Groups (GOSG)
24
25 • Meet monthly or more frequently as necessary
26 • Monitor GOSG mission area process improvement
27 o Sponsor select initiatives as presented by GOSG members or assigned teams
28 o Prepare and screen process improvement initiatives for AF process owner
29 o Implement techniques to promote mission area process improvement
30 • Report process improvement results as sponsored by the AF process owner to the
31 AFSO21 process council
32
33 E. SAF/SO21 Office
34
35 • Support AFSO21 virtual team through communities of practice
36 • Sponsor semi-annual summits which promote best practices from external
37 organizations and learning about continuous process improvement AF-wide
38 • Support screening of reviews by GOSGs, AF Process Owners and AFSO21
39 Process Council to ensure actionable, standard content
40 • Day-to-day management and monitoring of AFSO21 activities
41
42 Section IX – Summary
43
20
1 The USAF is the world’s most effective, most respected, and most powerful Air Force.
2 However, we face a challenging future. We must continue to improve and adapt. A
3 comprehensive approach to continuously improving our work processes will provide us with
4 the method we need to reduce the stress on our airmen and recapitalize the inventory.
5
6 We are seeking three things from this approach. First, we want Airmen who are fully aware
7 of the importance of their work and how it contributes to the mission; Airmen who look to
8 improve what they do every day and see their roles as providing value and eliminating non-
9 value added activity. Second, we want to enhance our ability to accomplish our mission and
10 provide greater agility in response to rapidly changing demands. Finally, we want to make
11 the most of our existing budgets and free resources for future modernization by
12 systematically identifying and eliminating the waste in our day-to-day processes.
13
14 This approach fits our Air Force. We can do this – and we need to do this.
15
16 Section X – References
17
18 OSD Continuous Process Improvement Transformation Guidebook, May 2006
19 AFSO21 Process Council Charter, June 2006
20 AFSO21 Playbook (Working Draft) 15 June 2006
21
22 Section XI – Glossary
23
24 The terminology provided in this attachment has been largely derived from a variety of
25 continuous improvement-related publications and programs. Not all of the terms defined are
26 found in this documen; rather many of the terms are provided as background information.
27 Key terms used in this guidebook that were not readily available in the continuous
28 improvement lexicon but are important to DoD CPI and AFSO21 have been identified and
29 defined.
30
31 5S. Traditional Lean manufacturing approach to cleaning up, organizing, and standardizing
32 work: Originally five Japanese words starting with the letter S, translated several
33 combinations of English words, one set: sort (organize), stabilize (eliminate variations),
34 shine (clean), standardize (make standard the best known way to do something), sustain
35 (consciously continue to work the previous four items).
36
37 6S. 5S plus safety.
38
39 Action Item. A formally assigned requirement to accomplish something within an assigned
40 time frame. Very often action-item tracking numbers are used to assure accountability.
41
42 Action Plan. A time-phased schedule for executing Events, Projects and Do-Its that
43 transitions a process from the current state to the desired future state, as determined by
44 members of the Lean Event.
45
21
1 Activity Based Costing. A management accounting system that assigns cost to products
2 based on the amount of resources used (including floor space, raw materials, machine hours,
3 and human effort) in order to design, order, or make a product.
4
5 Alignment. The disciplined agreement within an organization between top level strategic
6 plans, goals and objectives with all subordinate levels’ plans, goals and actions.
7
8 Advanced Planning System (APS). Computer program that seeks to analyze and plan a
9 logistics, manufacturing, or maintenance schedule to optimize resource use to achieve
10 desired results.
11
12 AVCOM. Avionics Components Obsolescence Management, a software tool that helps
13 provide forecast and other information on electronic parts obsolescence.
14
15 AWP. Awaiting Parts–A special status for an item held up in a repair process while it waits
16 for parts needed to complete the repair. In DoD, this time is generally not considered in
17 determining the time a repair organization spends repairing something.
18
19 Backflow. A flow that returns towards its source. In a production or maintenance
20 environment, it is any step in the process that must be corrected or redone.
21
22 Balanced Scorecard. A strategic management system used to drive performance and
23 accountability throughout the organization. The scorecard balances traditional performance
24 measures with more forward-looking indicators in four key dimensions: Financial,
25 Integration/Operational Excellence, Employees, Customers.
26
27 Baseline Measure. A statistic or numerical value for the current performance level of a
28 process or function. A baseline needs to be taken before improvement activities are begun to
29 accurately reflect the rate of improvement or new level of attainment of the performance
30 being measured.
31
32 Benchmark. A qualitative and/or quantitative performance measure of an activity or
33 activities enacted at one or more enterprises that are considered best in class. A benchmark
34 helps a DoD organization set goals in the strategic or tactical phase of an implementation.
35 The comparison is usually made between companies competing for the same market shares,
36 but can also be done based on a single similar function even if the enterprises are from
37 different industries and participate in different markets.
38
39 Brainstorming. A method of unlocking creativity and generating ideas that is very effective
40 for teams. In the first step, ideas are offered without the constraints of critical evaluation or
41 judgment. The idea is to “let go”. After all ideas have been listened to, no matter how “far-
42 fetched,” the ideas are then critically evaluated to select the best ones.
43
44 Breakdown Maintenance. A Total Productive Maintenance technique: Time it takes to
45 accomplish a fix after breakdown occurs.
46
22
1 Buffer Stock. Maintaining some small portion of finished products/goods to temporarily

2 satisfy variations in demand.
3
4 Business Case. A written document describing why an organization is planning to
5 implement a process improvement initiative, to include a goal and objectives that are specific
6 and measurable based on cost, performance, or schedule.
7 Business Value. Not identified by the customer, but required to satisfy some other need
8 (e.g., policy, law or regulation, operational security).
9
10 Capability Maturity Matrix. A framework for assessing organizational capability in terms
11 of various characteristics (e.g., lean practices). Level 1 normally represents rudimentary
12 capability and level 5 represents world-class industry leader capability.
13
14 Capacity Constraint. Anything that hinders production or process flow (the weak link in
15 the chain).
16
17 Catchball. A participative approach to decision-making. Used in policy deployment to
18 communicate across management levels when setting annual business objectives. The
19 analogy to tossing a ball back and forth emphasizes the interactive nature of policy
20 deployment.
21
22 CDOV. Concept-Design-Optimize-Verify. An acronym for a systems approach to
23 requirements development and effective problem solving. The steps suggest a process from
24 development of an improvement idea to a feedback loop that monitors performance in
25 relation to process goals.
26
27 Cell. A logical, efficient, and usually physically self-contained arrangement of personnel
28 and equipment to complete a sequence of work. The cell enables one-piece flow and
29 multiprocess handling. Typically, each cell has a leader who manages the workflow and is
30 responsible for maintaining performance and productivity.
31
32 Cell Design. The technique of creating and improving cells to optimize their one-piece flow.
33 A quality cell design results in improved space use, higher value-adding ratios, shorter lead
34 times, lower work in process, and optimal use of employees.
35
36 Champion. An individual with primary responsibility for creating the vision and leading the
37 development of the strategic plan. Champions are needed at multiple levels and have a
38 strategic view of his/her organization. Champions guide CPI initiatives through critical
39 understanding of how the organization fits into the enterprise at large.
40
41 Change Agent. Natural leader who actively supports the transformation to CPI. The person
42 in an organization that can effect change. This is the person who leads/directs that
43 organization on goals and expectations and holds lower levels of management accountable
44 for accomplishment of those expectations.
45
23
1 Change Manager. The Change Manager is the person designated by the Change Agent to
2 lead the Core Team.
3
4 Communication Plan. The strategy a Change Agent uses to convey his or her CPI beliefs
5 and commitment to every level of the organization. This is spelled out in each organization’s
6 “CPI Implementation Plan.”
7 CONOPS. Concept of operations–description of how an organization will implement a
8 certain program or effort.
9
10 Continuous Flow. The mechanism to transform a product, service or information by which
11 the request for the item is triggered by a customer demand, and the production process
12 creates the needed item without delay or inventory in just the right quantity and delivered at
13 the right time to satisfy the triggered demand.
14
15 Core Team. The full-time personnel within an organization dedicated to CPI operations on
16 a day-today basis. The Core Team is lead by the organization’s Change Manager. The Core
17 Team will typically be comprised of one-to-three percent of the organization’s population.
18
19 Corrective Action. The action an identified group takes to reverse a downward trend in
20 process metrics.
21
22 Corrective Maintenance. A Total Productive Maintenance technique: Improving or
23 modifying equipment to prevent breakdowns or to make maintenance activities easier.
24
25 CPI. Continuous Process Improvement–a comprehensive philosophy of operations that is
26 built around the concept that there are always ways in which a process can be improved to
27 better meet the needs of the customer and that an organization should constantly strive to
28 make those improvements.
29
30 CPI Deployment Cycle. For DoD CPI, a multi-step cycle that shows how DoD views CPI
31 progression and management. The cycle begins with strategic planning and culminates in
32 CPI project implementation. It is an iterative cycle that builds upon achieved results.
33
34 CPI Maturity. The degree of process improvement across a defined set of process areas
35 where management goals have been set and metrics for measuring attainment of the goals are
36 in place. The reliability of repeatability of CPI application.
37
38 Culture Change. A major shift in attitudes, norms, sentiments, beliefs, values, operating
39 procedures, and behavior of a group or organization.
40
41 Current State. Part of the Value Stream Analysis, this depicts the current or “as is” process
42 - how it actually works in terms of operations, materiel, and information flow.
43
44 Customer. Someone for whom a product is made or a service is performed. There are
45 internal and external customers. The external customer is the end user of an organization’s
46 product or service. Internal customers are those who take the results of some internal process
24
1 step (i.e., a report, an electronic file, or a component) as an input for their work. When
2 applied to a supply chain, entire companies become customers of one another.
3
4 Customer Relationship Management (CRM). A philosophy that puts the customer at the
5 design point, it is being customer-centric. It should be viewed as a strategy rather than a
6 process. It is designed to understand and anticipate the needs of current and potential
7 customers.
8
9 Cycle Time. The time duration of a process, e.g., from request of a part to fulfillment of the
10 order. The beginning and end of a specific cycle time are defined as part of a CPI project and
11 used to set the baseline for related value stream analysis and improvement goals.
12
13 DMAIC. Acronym for Define-Measure-Analyze-Improve-Control. DMAIC is an ordered
14 problemsolving methodology applied widely in private and public sector organizations. The
15 DMAIC phases direct a process improvement team logically from problem definition to
16 implementing solutions that are linked to root causes, towards establishing best practices to
17 help ensure the solutions stay in place.
18
19 DMALC. A derivative of DMAIC. Acronym stands for Define-Measure-Analyze-Lean-
20 Control. DMALC is an application of the DMAIC problem solving methodology in the Lean
21 environment.
22
23 DMSMS. Diminished manufacturing sources and material shortages–an inclusive term for
24 the general problem of parts becoming unavailable by becoming obsolete or through
25 suppliers going out of business or leaving a particular market.
26
27 DoD. U.S. Department of Defense
28
29 DoD CPI. A strategic approach for improving reliability (of outputs and products), cycle
30 time (shorter process times), cost (less resource consumption), quality, and productivity
31 through the use of contemporary continuous improvement tools and methodologies.
32
33 Do-It. A desired change to the current state that can be done quickly and easily—usually
34 within days.
35
36 Driver. An action that forces an expected reaction.
37
38 Enterprise Resource Planning (ERP). A type of software package that attempts to
39 consolidate all the information flowing through the enterprise from finance to human
40 resources. ERP is being employed in DoD to standardize data, streamline the analysis
41 process, and manage long-term planning with greater ease.
42
43 Enterprise Value Stream Mapping and Analysis (EVSMA) or Enterprise Analysis and
44 Action Planning (EA&AP). A powerful tool for analyzing material and information flow
45 throughout and between organizations in order to identify and plan improvements. EVSMA
46 and EA&AP use simple diagrams to depict a current process and provide clarity to support
25
1 improvements in lead time and inventory reductions. Organizations use these tools to identify
2 and plan kaizen/related events for improved effectiveness. Use also encourages participants
3 from all parts of the organization to gain an understanding of the current material and
4 information flow.
5
6 Event. A short-term, high intensity effort to address a specific problem. The focus is
7 typically a week, though the preparation normally begins several weeks in front and follow-
8 up continues after. Also called by other names, including Rapid Improvement Event, Rapid
9 Improvement Workshop, Kaizen Event, Kaizen Blitz, Accelerated Improvement Workshop.
10
11 Event Summary. The summary provided to management of what was accomplished during
12 an Event. This includes the resulting Action Plan and seeks approval from management to
13 proceed with the action plan as briefed.
14
15 Facilitator. Consultant, advisor, or subject matter expert that leads or drives the pace and
16 direction of a group participation event.
17
18 Firefighting. Using emergency fixes for problems without eliminating the root cause;
19 managing by crisis instead of proactive planning.
20
21 Five Whys. Taiichi Ohno’s and Shigeo Shingo’s practice of asking “why” five times
22 whenever a problem was encountered. Repeated questioning helps identify the root cause of
23 a problem so that effective countermeasures can be developed and implemented.
24
25 Flow. The sequential, coordinated movement of information, product, or service through a
26 process.
27
28 Flow Thinking. Production or other work areas are grouped according to various
29 classifications (product, material used, service provided, etc.) and located close to each other
30 to allow unimpeded coordination.
31
32 Flow Time. The amount of time it actually takes a product, information or service to move
33 through a process, including wait time.
34
35 Footprint Space. The amount of physical space it takes to execute a step in a process.
36
37 Future State. A vision of the optimum operating environment with new/improved processes
38 in place.
39
40 Gap Analysis. An analysis that compares current performance to desired performance so
41 that solutions can be found to reduce the difference (close the gap).
42
43 HQ. Headquarters
44
45 Ideal State. A vision of the future state that depicts what the system should look like if there
46 were no constraints. Based on the “King or Queen for a Day” mentality.
26
1
2 Just-in-time. A strategy for inventory management in which raw materials and components
3 are delivered from the vendor or supplier immediately before they are needed in the
4 transformation process.
5
6 Kaikaku. A rapid and radical change process, sometimes used as a precursor to kaizen
7 activities.
8
9 Kaizen. A Japanese term that means continuous improvement, taken from words ‘Kai’
10 meaning continuous and ‘Zen’ which means improvement.
11
12 Kanban. A term that means “signal”. It is one of the primary tools of a Just-in-Time system.
13 The kanban signals a cycle of replenishment for production and materials in order to
14 maintain an orderly and efficient flow of materials. It is usually a printed card that contains
15 specific information such as part name, description, quantity, etc.
16
17 Lead Time. Interval of time between the established need for something and its successful
18 delivery.
19
20 Lean. A systematic approach to identify waste, focus activities on eliminating it, and
21 maximize (or make available) resources to satisfy other requirements.
22
23 Lean Enterprise. A business organization that delivers value to its stakeholders, with little
24 or no superfluous consumption of resources (materials, human, capital, time, physical plant,
25 equipment, information or energy).
26
27 Level Scheduling. Planning an output so that the fabrication of different items is evenly
28 distributed over time.
29
30 Leverage Point. The point at which attention and/or application of resources would result in
31 tangible improvements/benefits to the entire end-to-end value stream.
32
33 Maintenance Prevention. A Total Productive Maintenance technique: Designing and
34 installing equipment that needs little or no maintenance.
35
36 MAJCOM. .Major Command–the highest level distinct commands within the Services,
37 normally led by four-star flag officers.
38
39 Management Review. A report to management on progress made during an Event. A
40 heading check to ensure that management agrees with the approach taken by the Team,
41 normally done in the middle of an Event.
42
43 Manual Cycle Time. The amount of hands-on time it takes to move a product or
44 information through a process.
45
27
1 MC rate. Mission capable rate–a calculated rate that describes the portion of aircraft or
2 vehicles that make up a weapon system that are, at least nominally, in a mission-ready
3 condition. It excludes from consideration any aircraft or vehicles that have been shipped to a
4 depot for repair. When the MC rate falls below some Service-defined target, then expediting
5 becomes necessary to get that weapon system back up to full speed.
6
7 Mission. The Mission is a concise, unambiguous, and measurable description of the
8 organization’s role in the overall objectives of the Department of Defense with a clear and
9 explicit connection to the Strategic Planning Guidance (SPG)/Contingency Planning
10 Guidance (CPG). The declaration should also have specific reference to the effective
11 achievement of that mission.
12
13 Monument. Part of a process that cannot easily be altered whether because of physical
14 constraints or legal or regulatory requirements.
15
16 Muda. A Japanese term for waste. Lean thinking references use this term as a synonym for
17 waste.
18
19 NCO. Non-commissioned officer
20
21 Non-Value-Added. Any activity that takes time, materiel or space, but does not add value to
22 the product or service from the customer’s perspective. For example, inspections or reviews
23 normally are non-value-added because they are checking to see whether the work was done
24 right in the first place. A non-value added process step violates at least one of the following
25 criteria: The customer is willing to pay for this activity; it must be done right the first time;
26 the action must somehow change the product or service in some manner.
27
28 OSD. Office of the Secretary of Defense
29
30 One Piece Flow. The concept of moving one work piece at a time between operations
31 within a work cell. Sometimes referred to as a lot size of one.
32
33 Operational Plan. The second of two key plans that guides DoD CPI. Usually done at the
34 organization level, the operational plan identifies the actions that support achieving stated
35 organizational transformation. The operational plan recognizes and builds on current good
36 practices and integrates them, providing consistent CPI deployment within the organization.
37
38 Outcome. The resulting effect of outputs as they relate to an organization’s mission and
39 objectives. They are the critical performance measures to capture.
40
41 Pareto Principle. In 1906, Italian economist Vilfredo Pareto observed that twenty percent
42 of the people owned eighty percent of the wealth. In the late 1940s, Dr. Joseph M. Juran
43 inaccurately attributed the 80/20 Rule to Pareto, calling it Pareto’s Principle. In general, the
44 concept is that for any given distribution of results, the majority of the distribution (80%) is
45 determined by a small part of the (20%) potential contributors or causes. For example: one
28
1 would expect that in a typical manufacturing operation, 80% or more of manufacturing costs
2 will be driven by 20% or less of the cost drivers.
3
4 Peer Groups. In DoD, a group that shares common functional responsibilities and carries
5 out similar activities. Peer groups provide an opportunity for cross feeding information about
6 CPI goals, challenges, approaches, activities, and accomplishments. Examples of potential
7 peer groups include turbine engines, fighter aircraft, and communications-electronics.
8
9 Performance measure. A measurable characteristic of a product, service, process, or
10 operation the organization uses to track and improve performance. The measure or indicator
11 should be selected to best represent the factors that lead to improved customer, operational,
12 and financial performance.
13
14 PDCA. Plan-Do-Check-Act. A process based on the scientific method for addressing
15 problems and opportunities.
16
17 PM. Program Manager–in the DoD, the PM is in charge logistics support for one or more
18 specific weapon systems. Program managers, in collaboration with other key stakeholders
19 establish logistics support program goals for cost, customer support, and performance
20 parameters over the program life cycle.
21
22 POA&M. Acronym for Plan of Action and Milestones. A common management and
23 reporting tool for CPI projects.
24
25 POC. Point of contact–key person representing a given organization.
26
27 Point of Use (POU). The condition in which all supplies are within arms reach and
28 positioned in the sequence, in which they are used to prevent hunting, reaching, lifting,
29 straining, turning or twisting.
30
31 Policy Deployment. The process of cascading or communicating a policy from top to
32 middle management, and throughout the rest of the organization using a give-and-take
33 process called “catchball”.
34
35 PR. Purchase Request–how an Item Manager initiates a purchasing process.
36
37 Preventive Maintenance. A Total Productive Maintenance technique: Actions taken
38 performing a specific task to prevent breakdowns from occurring.
39
40 Process Cycle Efficiency (PCE). A lean metric derived by assessing total value added time
41 (to customer) against total lead time (duration of process from beginning to end.
42
43 Product Families. Items of like kind or units linked to specific material or a common end
44 product; all equipment, workers, and support personnel arranged in a logical sequence to
45 support a common product or product line.
46
29
1 Product Life Cycle Management (PLCM). A technology for managing the entire life cycle
2 of a product from initial development through end of life management (EOL). PLM focuses
3 on collaboration across the enterprise as well with external customers and suppliers.
4
5 Production leveling. Configuring the workload and output of a workstation so that the
6 workstation produces items at a rate close to takt time and in an even distributed mix over a
7 time period with minimal slack or nonproductive time through balancing and rebalancing.
8
9 Pull. A system by which nothing is produced by the upstream supplier until the downstream
10 customer signals a need.
11
12 Pull scheduling. The flow of resources in a production process by replacing only what has
13 been consumed.
14
15 Pure Value. Task demanded by the customer to satisfy a requirement to add form, fit or
16 function.
17
18 Push. A system by which suppliers produce arbitrary amounts of an item and advance it to
19 the next stage without regard for overall demand.
20
21 Quad Chart. The Quad Chart is used to display the status of implementing a process,
22 especially the Enterprise Processes. These charts quickly show the steps required to develop
23 the new process; the schedule and success in deploying the new process; the internal benefits,
24 measured in terms of personnel, dollars or space saved; and the impact on the War fighter,
25 based on improved availability, affordability, performance, deployability, or survivability.
26
27 Rapid Improvement.Event. A short-term, high intensity effort to address a specific
28 problem. The focus is typically a week, though the preparation normally begins several
29 weeks in front and follow-up continues after. Also called by other names, including Rapid
30 Improvement Workshop, Kaizen Event, Kaizen Blitz, Accelerated Improvement Workshop.
31
32 Red-Tag Campaign. Part of a 6S Event, the red-tag campaign places red tags on furniture
33 or items that are not used, need repair, or should be turned in to Defense Reutilization and
34 Marketing Office (DRMO). Red tags remain on the items until the appropriate action is
35 taken.
36
37 Reliability. Refers to the degree of certainty that a product or service will perform as
38 intended over a set period of time.
39
40 Return on Investment (ROI). The ratio between the predicted or computed savings or cost
41 avoidance (the return) that will result from some action and the cost of completing the action
42 (the investment). Should take the time value of money into account.
43
44 RFT. Ready for tasking–measure of the number of an operational military unit’s equipment
45 is ready and capable of supporting the unit’s current tasks. Expressed as a percentage only
46 of the current requirement, not as a percentage of total. For example, if unit has 10 aircraft
30
1 and 8 are needed on a given day but only 6 are capable of performing the task, then the
2 ready-for-tasking rate is 75%.
3
4 Senior Change Agent. Champion or head change agent who supports the transformation to
5 CPI
6
7 Senior Leader. The person at the top of an organization’s chain of command.
8
9 Setup Time. Also called changeover time. The time it takes to change a system or
10 subsystem from making one product to making the next. Typically divided into external
11 setup time, which covers preparations that can be done while the previous operation is still in
12 process, and internal setup time, which cover preparations that are done while the process is
13 idle.
14
15 Shingo Prize. A prize established in 1988 in honor of Shigeo Shingo, as an annual award
16 presented to organizations that achieve superior customer satisfaction and business results
17 related to Lean “excellence”.
18
19 Single Minute Exchange of Die (SMED). A detailed approach to reducing any machine
20 setup time to less than 10 minutes.
21
22 Single Piece Flow. The movement of a product or information, upon completion, one at a
23 time through operations without interruptions, backflow or scrap.
24
25 Six Sigma (6σ). A strategy that espouses increasing profits by eliminating variability,
26 defects and waste that undermine customer loyalty. Six Sigma can be understood/perceived
27 at three levels: Metric—3.4 defects per million opportunities; Methodology—a structured
28 problem solving roadmap. Philosophy—reduce variation in your business and take
29 customer-focused, data driven decisions.
30
31 SMART. Acronym for Specific-Measurable-Attainable-Results Focused-Timely. It is used
32 in relation to objective setting in CPI initiatives. A sound objective will meet each of the
33 letters of the acronym.
34
35 SME. Subject matter expert–A recognized expert in a given area of knowledge (subject)
36
37 Spider Diagram or Assessment. An assessment tool used to gauge CPI commitment and
38 maturity within an organization. Also called a Radar Chart. A common variant has the
39 spokes of the diagram measure (Levels zero through four) commitment and maturity by
40 assessing the following: Leader’s Commitment, the Organization, Value Stream Analysis,
41 Rapid Improvement, Process Control, Strategy Alignment & Deployment/Policy
42 Deployment, 3P Breakthroughs, On-Demand, Defect-Free, Achieving Lot Size of One,
43 Lowest Cost, and Visual Management.
44
45 SPO. System Program Office–Home of the Air Force Program Director, the person in
46 charge of managing a weapon system, including acquisition.
31
1
2 Stakeholder. Person internal or external to an organization who has a stake in the outcomes
3 of a process.
4
5 Standard Work. An agreed upon set of work procedures that: effectively combine people,
6 materiel, and machines to maintain quality, efficiency, safety, and predictability. Work is
7 described precisely in terms of cycle time, work in process, sequence, takt time, layout, and
8 the inventory needed to conduct the activity.
9
10 Strategic Buffer. A predetermined quantity kept on hand to combat variability and lead
11 time impacts.
12
13 Strategic Plan. The process an organization uses to achieve and document long-term goals
14 and objectives. For DoD CPI, one of two key plans that guides CPI activity.
15
16 Steering Committee. The steering committee comprises senior-level stakeholders who
17 carry out CPI-related planning, identify key metrics, establish CPI infrastructure, monitor
18 performance, and facilitate process improvement when necessary.
19
20 Support Team. The support team comprises dedicated and ad hoc resources that facilitate
21 and implement CPI planning. The support team may be organizational based or may have
22 experts brought in as needed from other activities (e.g., HQ) or the commercial sector.
23
24 Supply Chain Management (SCM). Proactively directing the movement of goods from
25 raw materials to the finished product delivered to customers. SCM aims to reduce operating
26 costs, lead times, and inventory and increase the speed of delivery, product availability, and
27 customer satisfaction.
28
29 Surge. Rapid increase in demand.
30
31 Takt Time. Takt is German for beat (as in the beat of music). In CPI thinking, takt time is
32 the available production time divided by the rate of customer demand. Takt time sets the pace
33 of production to match the rate of customer demand and becomes the heartbeat of the system.
34
35 TDY. Temporary Duty/On duty (military or civilian) at other than home station.
36
37 Theory of Constraints (TOC). A philosophy and a methodology for addressing logical
38 thinking, scheduling and controlling resources, and measuring performance. The philosophy
39 emphasizes that a systems constraint exists in any process and controls the output from the
40 entire process.
41
42 Total Lead Time. Duration of a process from beginning to end.
43
44 Total Productive Maintenance. A set of techniques to ensure every machine in a process is
45 always able to perform its required tasks. Focused on avoiding and eliminating breakdowns
32
1 or maintenance delays, and increasing capacity. Includes: Preventative Maintenance,

2 Corrective Maintenance, Maintenance Prevention and Breakdown Maintenance.
3
4 Total Quality Management (TQM). A concept which requires management and resource
5 commitment to adopt a perpetual improvement philosophy, through succinct management of
6 all processes, practices and systems throughout the organization to fulfill or exceed the
7 customer expectations.
8
9 Total Value-Added Time. The total time in a process during which the value of the product
10 going through the process to the customer is increased.
11
12 Value. A need the customer is willing to pay for, expressed in terms of a specific required
13 product or service.
14
15 Value-Added. The parts of the process that add worth to the customer’s product or service.
16 To be considered value added, the action must meet all three of the following criteria: The
17 customer is willing to pay for this activity; it must be done right the first time; the action
18 must somehow change the product or service in some manner.
19
20 Value Categories. Pure Value, Business Value, Non-value added.
21
22 Value Stream. The specific activities required to design, order, and provide a specific
23 product or piece of information, from concept to launch, order to delivery into the hands of
24 the customer. In DoD, a term used to encompass all the planning, execution, products, and
25 services that go into an organization-wide process to create value for the customer.
26
27 Value Stream Map. Identification of all the specific activities occurring along a value
28 stream for a product or product family.
29
30 Variability. An aspect of an item or process that is likely to be unstable or has an
31 inherent/inborn chance of unpredictability.
32
33 Vision. The Vision is a clear depiction of the future that describes clearly yet succinctly how
34 the organization will conduct business on a day-to-day basis.
35
36 Visual Management. Tools which allows management to quickly visually determine
37 whether a process is proceeding as expected or is in trouble.
38
39 Warfighter. For DoD CPI, the ultimate customer. The warfighter is the ultimate focus of
40 CPI activity and should drive the key metrics that serve as the focal for alignment of
41 subordinate metrics and for the synchronization of CPI activity.
42
43 Waste. Anything that adds cost or time without adding value. Generally, waste includes:
44 injuries, defects, inventory, overproduction, waiting time, motion, transportation, and
45 processing waste. Waste is often placed into the following categories: Overproduction - to
46 produce an item before it is actually required; Waiting - whenever goods are not moving or
33
1 being processed, the waste of waiting occurs; Transporting - moving product between
2 processes is a cost that adds no value to the product; Inappropriate Processing - Often termed
3 as “using a bazooka to swat flies,” many organizations use expensive high precision
4 equipment where simpler tools would be sufficient; Unnecessary Inventory - stockpiles of
5 both in-process and finished goods inventories are a direct result of overproduction and
6 waiting; Unnecessary/Excess Motion - this waste is related to ergonomics and is seen in all
7 instances of bending, stretching, walking, lifting, and reaching; Defects - having a direct
8 impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost
9 to organizations; Underutilization of Employees - failure of organizations to capitalize on
10 employees’ creativity.
11
12 Work in Process (WIP). At any given time, items currently somewhere between the start of
13 a process and the end of the process. In a CPI system, standardized work-in-process is the
14 minimum number of parts (including units in machines) needed to keep a cell or process
15 flowing smoothly.
16
17 Work Group. The work group is the key implementation activity for CPI projects that
18 improve operations. Work groups are comprised of members who have functional expertise
19 in operations in the value stream being assessed and improved. Work group members also
20 have expertise in CPI tools or the team is augmented with such capabilities.
21
34

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AFSO21 CONOPS Working Draft Version 6.

4 Air Force Smart Operations

Col Mike LaBounty/SAF-SO21/DSN426-4496

1 Section IV – Deployment Concept

Phase 1 Phase 2 Phase 3

1 • Understanding is best achieved through seeing and participating in

1 o Self-improving teams affect the day-to-day business

Strategic AFSO21 AFSO21 Continuous

1 guidance. Understanding strategic objectives is essential to focusing Senior

AF Model for Lean CPI

Steps can apply to:

Integrity - Service - Excellence 29

Air Force Key Processes

Integrity - Service - Excellence 41

AFSO21 Governance Hierarchy

AFSO21 Virtual Team

facilitates advises AFSO21

oversees/coordinates/ General Officer

1 D. Air Force Level Teams and Roles

1 • Establish subordinate teams as required to facilitate executing Council

1 • Monthly status from SAF/SO21

1 Buffer Stock. Maintaining some small portion of finished products/goods to temporarily

1 or maintenance delays, and increasing capacity. Includes: Preventative Maintenance,

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