OCR Text |
Show Page HILL TOP TIMES fi try In Chaplain (Lt. Col.) Berge A. Hoogasian About 93 per cent of Americans profess some belief in God. About 70 per cent believe in some sort of life after death. About 40 per cent believe in some sort of place of judgement. About per cent attend on a church given Saturday or 35-4- 0 Sunday. 5 per cent are what About Moshe Dyan once described as "True Believers" -- - March 28. Because an "Easter Christian" is one of those five percenters; a "true believer." The Easter Christian accepts every Sunday as Easter; because he really believes in the Easter message! AM) THE Easter message is: that after three years of an unbelieveably productive life, of religious and alike; that one man Jews, commonly term as "Easter Christians." Well, that term is a misnomer; it at all - and particularly not to those who show up those two Sundays a year. P D CTQ deliberately confronting and exposing the glaring sins of non-religio- people Christ - us penalty which we rightly deserve. purposely allowed himself to be crucified on a Bad Friday, nearly 2,000 years ago. But there is more. The Easter Christian believes the Scriptures which tell him that God raised up from the grave the following Sunday - that man called His only Begotten Son. The Easter Christian believes that in His death, Jesus took the rap for our sins, suffered the 0S Easter is truly a festival of the dawn. Clement of Alexandria, one of the early church fathers, caught the significance of Easter when he wrote, "Christ has turned our sunsets into sunrise " IN A YEHY real sense, the difference that Easter makes is like the difference between night and day. When the sun went down on Good Friday, a darkness fell which was more than physical. For the men and women w ho had walked with Jesus, that Friday's sunset ended a dav in which it ITD seemed that the universe did not care what happened to the righteous. The cross seemed a horrible implement of execution from which they all cringed; the borrowed tomb, sealed with an immovable boulder and heavily guarded, seemed timid, discouraged conclusive evidence that death is the end. At sunset that Friday, Jesus of Nazareth was dead; his disciples, and disillusioned, hid in the darkness. At sunrise on the first Easter morning, a light came that was more than physical. The day that Everything advertised in this publication must be made available for purchase, use or patronage without regard to the race, creed, color, national origin or sex of the purchaser, user, or patron. A confirmed violation or rejection of this policy of equal THE second act He not only conquered death - which is the end result of sin, but He gave the one who accepts His Lordship that same power. The Easter Christian not only believes the foregoing, he also believes that Jesus is coming back to this earth. That He will then take His own, with Himself, to a place of eternal joy called Heaven. The Easter Christian believes and knows his sins have been forgiven. He has not only committed his life to that Savior, he's been so affected and so changed that the only way to describe him is to call him "a new IN Turning sunsets into sunrises STRANGELY, on Christmas and Easter about 70 per cent of the Christian churches are packed. They're loaded with what people apply healing the sick, the blind, the hurt, the lame, the deaf, the dumb; the casting out of unclean spirits from the deamon possessed; of teaching multitudes about who God is - and what he expects of us right now; of directly and Christians or otherwise. On 50 Sundays a year perhaps 5 per cent of all Christian churches are packed to the brim. doesn't 11(75 dawned changed the world. With the dawn came assurance of resurrection. The cross became a reverent and holy symbol to the world. At sunrise on the first Easter, Christ had risen, and his disciples began their transformation into confident, courageous crusaders who went forth to proclaim Christ, and to preach the good news of salvation. If we can catch the spirit, and significance of this power, day, we, too, can turn our sunsets into sunrises. (AFPS editorial) creature." That changed life is why he has a smile on his face, a sparkle in his eye, a spring to his step and live in his heart. He knows he belongs to the Creator of the World and he wants to tell others about Him. That, incidentally, is why he meets every Sunday with others who believe like he does - in a place we call "church." -- opportunities by an advertiser will result in the refusal to print advertising from that source. Mor Media Sales, Inc., 354 N. Main, Layton. Telephone: 5 or Salt Lake City, Layton, Ogden, Box 186, Kaysville, Utah P.O. mail classifieds only: by Sorry 621-441- 376-506- 2; 277-693- 8. n cruCgp,li, In 1973 Air Force Logistics Command (AFLC) announced the first major restructuring of the Command's maintenance forces in nearly 10 years. Called the "Technology Repair Center" concept, the effort is aimed at streamlining component repair throughout AFLC. Brig. Gen. W.R. Coleman, AFLC DCS for Maintenance is the man responsible for executing the vast program, including its many interfaces with AFLC's "customer" organizations who depend upon the Command for support. He was recently interviewed. Since we announced the Technology Repair Center concept in 11)73, we have moved people and equipment lo achieve our objectives. Wnere are we now? What have we achieved) A The basic objective of the Technology Repair Center concept was to consolidate the repair of hardware requiring similar technology skills, facilities, tools, and test equipment at one ALC. We are making progress in accomplishing that objective. The original schedule for the Technology Repair Center r consolidations was programmed over a period divided into eight increments or phased moves. The first moves were completed and in place on Jan. 1, 1574 The latest moves were last January 1975. completing the fifth increment. Three increments remain to be completed; the last realignment will be operational in October of Ibis year. We are achieving our goal of locating like skills and equipment. Approximately 74 per cent of the line items and their associated workload that were scheduled for relocation are now in place. two-yea- There was some concern at the outet of TRC thai we could continue support to our customer command, while at the same time carrying out massive relocations. How is our customer support posture? ("an we sre any improved effects from TRC? From the beginning, one of our primary commitments was to make consolidations under the TRC concept with to the no degradation of support to our custo-ners- . of remains This commitment extent maximum possible. the programmed paramount importance in implementing move. Where assets and parts are available, overproduction is achieved prior to the mov e to assure full support during the shutdown and start up period at the mm a Ik o on new location. We have established special reparting and monitoring procedures to assure that items already in an unfavorable support posture or an item that might become unsupportable during a TRC move are given top-levreview and management. In regards to answering your question on seeing improvements from TRC. we have seen a few cases where production increased and the number of backorders had decreased. It is too early to make a conclusion about improvements realized from implementing the TRC concept . el Q TRC was Reared to the Depot Plant Modernization Program to some degree. Has the general state of maintenance within AFLC been improved through this double thrust? A The Depot Plant in Modernization Program (DPMP) had its beginning the late l0s. This was a program to upgrade by alteration or replacement the obsolete and outmoded depot facilities and equipment. The TRC followed the beginning of the Depot Plant Modernization Program by three or four years, and the thrust of TRC was to consolidate similar workloads at our Air logistics Centers. Even though the Depot Plant Modernization Program was in process, we were able to accommodate some of the TRC workload moves into modernized facilities Other technologies already had adequate facilities. The two programs are actually complementary. Facilities which were being modernized did influence our choices for TRCs. Actually, as a result of consolidating workloads, we were able to aviod several modernization projects in the DPMP at a cost avoidance of over $17 million in MCI funding. Qur have hern caught between conflicting motives in many cases of personnel transfers we want to hae the highlv (rained technician move with his job: vet we want to do what we can to retain the worker who can't see his way clear to move. How are we facing this problem? How successful are we at placing people who decline, and what effect will the recently announced reductions have on people who decline transfers? A People don't like to move. Looking at past consolidations and base closures, we knew we would be facing problems. Frankly, the ALCs have been reasonably successful in retaining employes who were offered functional transfers but who subsequently declined the transfers. As of Dec. 31, 1974, we had 2,474 people decline a functional transfer offer. 2,036 of those who declined were placed in another position at their ALCs. I believe this will change in the near future. Because our personnel posture is being reduced throughout the Command, jobs other than those identified for functional transfer may not be available. It is difficult to predict the impact of future reductions on those people who decline functional transfers. As you know, personnel who decide not to transfer with their function must be separated unless a vacancy for which they qualify is available at the losing ALC. They don't have RIF rights at the losing ALC. Since personnel cutbacks reduce the number of available vacancies, there is a possiblity that more people will be inclined to transfer. Although we have skilled people for each TRC at each ALC, we continue to need people who are already trained and qualified. I encourage those highly skilled people whose positions were identified to be transferred to remain with AVlZ and transfer with the workload. We need them. sour highly qualified opinion, do you feel that TRC QhasIn improved the posture of AFLC? How do we stack up with IM)I objectives now? A Considering the resource reduction we are undergoing throughout the IX)D, I believe that the TRC concept has, and will continue lo improve our logistics posture in AFI. The consolidations that we arc taking reduce the numbers of redundant facilities, tools and test equipment, thus allowing for dollar savings. As I previously stated, we examined the Depot Plant Modernization Program and identified approximately $17 million of plant improvements that would not be required when TRC was implemented. This is a onetime cost avoidance. There are recurring savings associated with TRC in the area of reduced overhead and production support manpower authorizatioas. As a result of the TRC alignments, duplicate overhead and production support spaces are reduced or eliminated, resulting in manpower savings of 1100 spaces within the depot maintenance activities. This equates to an annual recurring savings of more than $13 million. This is meeting tbe DOD objective of performing our our mission at reduce coslJUso, on completion of the TRC alignments we will be near the objective of increasing the utilization of our maintenance facilities to 85 per cent of capacity. (LOG NEWS) |