by Col. Warren Berry
78th Air Base Wing vice commander
Some would argue that Washington, D.C., is the seat of power for the entire free world.
When I walked the city’s streets in July while attending a course at George Washington University, I strolled past the World Bank and the halls of Congress. Coupled with gazing at the Washington Monument from my hotel room every night, I couldn’t help but think of Lean, which the Air Force now calls Air Force Smart Operations for the 21st century, or AFSO 21.
Now before you think I’ve lost my mind, let me explain.
The first day I got here, classmates and I were armed only with a map and a metro card to get to the classroom. Off we trudged, simply trying to find our way. At lunch, we repeated the exercise, simply finding a suitable place to eat and then finding our way back to the classroom. You see, in the beginning, it was all about the basic mission − get to class, go eat, get back, and of course, find the library.
As the days progressed; however, I noticed we all did something very interesting. All 48 students began finding a more expedient path to get to and from the university. It became less an issue of getting there and more an issue of doing so more efficiently. Lo and behold, over the next few days, we all found “new and improved” ways of “leaning” this commuting process (but still passing a Starbucks along the way).
And that, really, is the point. No, not the Starbucks, but the basic human nature of wanting to keep making things better.
Don’t believe me? Go visit a supermarket. You can’t get three feet down any aisle before you see a product that is “new and improved” (and even better if it’s low fat). And we buy it even though we think the “old and unimproved” product was pretty darn good.
So what have you done to make your work center “new and improved?” Every one of us can find a more expedient path, a more efficient process, and a new and improved product. It’s in our nature to do so, and it just becomes a matter of uncovering the right tools to help you work through what you already know needs to get done.
One of the most straight-forward tools is known as “6S,” which stands for sort, straighten, scrub, standardize, sustain and safety. In my previous job in Germany, we used this tool with great effect. Much to the initial dismay of my group, we embarked on a Lean/6S journey. We chose three candidates to serve as our test benches. To be honest, each was in desperate need of just some good old-fashioned cleaning. Yet, here was a chance not to simply throw a GI party at the problem, but to offer a systematic approach to streamlining their processes and making them more efficient and effective in their daily jobs — making them “new and improved.”
The results were more dramatic than I could have imagined. The in-flight kitchen completely redesigned its production flow, eliminating unnecessary steps and waste. As a result, they reduced order fill times by 60 percent, reduced prestaged meals by 75 percent– think of inventory savings – and now spend 220 less man-hours a year completing inventories. When you consider this facility builds 210,000 meals a year, you begin to see real savings.
Similarly, the security forces armory had poorly positioned weapons racks and unmanageable ammunition stocks, cluttered by excess equipment and weapons from a mission long gone. Following 6S, the “new” armory eliminated four steps during weapons turn-in and issue and reduced the time to arm and equip a security forces flight by 56 minutes per day. Given the size of the security forces squadron, that’s 70 man-hours per day, and it gives an hour back to the Airmen on the line – time they no longer need to spend standing in line waiting to arm up.
Finally, the air traffic control maintenance back shop was a work center in disarray – cluttered would be an understatement. Since these pros maintained the systems that run the most important overseas en-route airlift hub, they were prime for a 6S event. The team moved tools to the work site where they were most needed, allowing easy access and fewer return trips to the back shop. They ruthlessly pared and then organized their inventory, increasing storage capacity by 35 percent and saving 500 man-hours annually for tool and equipment issue. The biggest benefit; however, was a bit more intangible – the Air Force got a higher quality maintenance product out of those Airmen. Our in-commission rates for the air traffic control and landing systems were the highest ever. Coincidence? I doubt it.
That same model process or model cell approach to 6S is in use here and throughout the Air Force. I won’t be surprised by the results, because I’ve seen firsthand how 6S can deliver.
So can you, as you try to brand your work center as “new and improved.” Perhaps the best news, however, is you don’t have to walk the streets of Washington, D.C., to think Lean. All you have to do is walk through your office.
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by Col. Warren Berry
78th Air Base Wing vice commander
Some would argue that Washington, D.C., is the seat of power for the entire free world.
When I walked the city’s streets in July while attending a course at George Washington University, I strolled past the World Bank and the halls of Congress. Coupled with gazing at the Washington Monument from my hotel room every night, I couldn’t help but think of Lean, which the Air Force now calls Air Force Smart Operations for the 21st century, or AFSO 21.
Now before you think I’ve lost my mind, let me explain.
The first day I got here, classmates and I were armed only with a map and a metro card to get to the classroom. Off we trudged, simply trying to find our way. At lunch, we repeated the exercise, simply finding a suitable place to eat and then finding our way back to the classroom. You see, in the beginning, it was all about the basic mission − get to class, go eat, get back, and of course, find the library.
As the days progressed; however, I noticed we all did something very interesting. All 48 students began finding a more expedient path to get to and from the university. It became less an issue of getting there and more an issue of doing so more efficiently. Lo and behold, over the next few days, we all found “new and improved” ways of “leaning” this commuting process (but still passing a Starbucks along the way).
And that, really, is the point. No, not the Starbucks, but the basic human nature of wanting to keep making things better.
Don’t believe me? Go visit a supermarket. You can’t get three feet down any aisle before you see a product that is “new and improved” (and even better if it’s low fat). And we buy it even though we think the “old and unimproved” product was pretty darn good.
So what have you done to make your work center “new and improved?” Every one of us can find a more expedient path, a more efficient process, and a new and improved product. It’s in our nature to do so, and it just becomes a matter of uncovering the right tools to help you work through what you already know needs to get done.
One of the most straight-forward tools is known as “6S,” which stands for sort, straighten, scrub, standardize, sustain and safety. In my previous job in Germany, we used this tool with great effect. Much to the initial dismay of my group, we embarked on a Lean/6S journey. We chose three candidates to serve as our test benches. To be honest, each was in desperate need of just some good old-fashioned cleaning. Yet, here was a chance not to simply throw a GI party at the problem, but to offer a systematic approach to streamlining their processes and making them more efficient and effective in their daily jobs — making them “new and improved.”
The results were more dramatic than I could have imagined. The in-flight kitchen completely redesigned its production flow, eliminating unnecessary steps and waste. As a result, they reduced order fill times by 60 percent, reduced prestaged meals by 75 percent– think of inventory savings – and now spend 220 less man-hours a year completing inventories. When you consider this facility builds 210,000 meals a year, you begin to see real savings.
Similarly, the security forces armory had poorly positioned weapons racks and unmanageable ammunition stocks, cluttered by excess equipment and weapons from a mission long gone. Following 6S, the “new” armory eliminated four steps during weapons turn-in and issue and reduced the time to arm and equip a security forces flight by 56 minutes per day. Given the size of the security forces squadron, that’s 70 man-hours per day, and it gives an hour back to the Airmen on the line – time they no longer need to spend standing in line waiting to arm up.
Finally, the air traffic control maintenance back shop was a work center in disarray – cluttered would be an understatement. Since these pros maintained the systems that run the most important overseas en-route airlift hub, they were prime for a 6S event. The team moved tools to the work site where they were most needed, allowing easy access and fewer return trips to the back shop. They ruthlessly pared and then organized their inventory, increasing storage capacity by 35 percent and saving 500 man-hours annually for tool and equipment issue. The biggest benefit; however, was a bit more intangible – the Air Force got a higher quality maintenance product out of those Airmen. Our in-commission rates for the air traffic control and landing systems were the highest ever. Coincidence? I doubt it.
That same model process or model cell approach to 6S is in use here and throughout the Air Force. I won’t be surprised by the results, because I’ve seen firsthand how 6S can deliver.
So can you, as you try to brand your work center as “new and improved.” Perhaps the best news, however, is you don’t have to walk the streets of Washington, D.C., to think Lean. All you have to do is walk through your office.