Eielson unit selected for process improvement study

  • Published
  • By Tech. Sgt. William Farrow
  • 354th Fighter Wing Public Affairs
Pacific Air Forces has selected the 354th Logistics Readiness Squadron to validate the new process oriented organizational structure directed by Air Staff.

Eielson is one of only 12 test bases Air Force wide to be selected.

This isn't the first time the service has taken new approaches to the way in which it supplies fuels, cryogenics, equipment, and vehicle resources to its Airmen.

In 2002, then Air Force Chief of Staff Gen. John Jumper directed a new structure which merged three squadrons (supply, transportation and logistics support squadrons) into one logistics readiness squadron, synchronizing the processes of the three by consolidating the command under one logistics readiness squadron.

Five years later the Air Force took the initiative to further evolve the logistics readiness squadron to focus on the overall processes of the squadron. Focusing on the processes will enable the airmen and civilians within the squadron to identify and eliminate wasteful and redundant tasks.

The result is a development of a new way of doing business which should provide improvement opportunities, and more importantly, eliminate "functional stovepipes" - an analogy to the work environment limiting communication and coordination.

According to Lt. Col. Michael Fitzgerald, 354th LRS commander, the squadron will be reduced from seven to four flights: supply chain management, readiness, vehicle and equipment management and fuels management.

Colonel Fitzgerald said his personnel will eliminate waste and increase efficiencies to improve warfighter support.

"Of course, change always comes with apprehension and even sometimes a bit of cynicism; however, we have worked hard to get the word to our personnel that this will provide them all with an opportunity to improve their processes," he said.

By focusing on the processes, Colonel Fitzgerald said squadron personnel can easily identify and eliminate wasteful and redundant tasks.

"Elimination of some tasks will make the squadron more efficient and enable us to improve service, even while our manpower is being reduced through Program Budget Decision 720 and base realignment," he said.

Colonel Fitzgerald said although he can't speculate on the effect of any end strength reductions, the LRS workforce is adapting to the change and with time, he believes they will see the positive results for their efforts with the ultimate goal improved and focused support and a much better LRS quality product.

"Although the organization may have changed more or less in some flights, the entire squadron is focused on the end product and the process that produces it," Colonel Fitzgerald said.

"The warfighters should notice improved quality and timeliness for supply support, equipment support, vehicle maintenance, deployment support and
several other areas."

According to Colonel Fitzgerald, the squadron has changed to provide better service to warfighters by focusing on processes, not merely changing the organizational structure, just for change sake.

Colonel Fitzgerald said the packing and crating and supply receiving sections are good examples of redundant processes. After the 2002 merger, the packing and crating section--which previously fell under the old transportation squadron--remained in the transportation management flight when it merged into LRS. The supply receiving section--a former supply squadron asset--stayed in the materiel management flight (supply flight) after the 2002 merger.

"It didn't take long to figure out that these two functions did the same thing: receive and ship property; and we're addressing these redundancies by focusing on the overall process" he said.

Colonel Fitzgerald said the process-aligned flights not only enhance mission support, but also provide recognizable career progression for the squadron's officer, enlisted, and civilian workforce too.

"This provides people an opportunity to learn a new skill by cross utilizing and working in a different area within the squadron," he said.

Colonel Fitzgerald said overall, the mood in the squadron is good and leadership is winning the support by simply listening to their people.