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Show 1I j HILLTOP TIMES U Wednesday, November 26, 1986 Air Free elhxsilleragie: le By 1st Lt. Coennie Harmon AFLC Office of Public Affairs Why all the fuss about increasing productivity? And what's all this business about doing more with less? Just a glance at the way things really are quickly reveals that discussions on the topic of productivity enhancement are more than an empty wheelbarrow making a lot of noise. Here are the facts: The Air Force has a peacetime shortfall of more than 21,000 manpower resources across a wide range of activities. And that shortage of resources is expected to continue. Although new weapon systems are coming into the Air Force inventory, Air Force Logistics Command's human resources have not kept pace. For deficit in manexample, AFLC faces a 9,000-plu- s power requirements with little hope of ever getting them funded. As bleak as the picture may seem, there is a workable plan for meeting an increasing mission. The Plan increase productivity. Productivity increases in the military mean increased readiness. According to Brig. Gen. Edward R. Bracken, AFLC deputy chief of staff for plans and programs, the command must become more productive in every area to remain effective and provide logistical support to keep the Air Force flying and prepared to fight. Weapon system readiness and the ability to acy mission depend on imcomplish the proved productivity. It's easy to see how productivity enhancement can help AFLC do more with less. For example, a 3 percent increase in productivity within AFLC, applied to the command's work force of 96,000, is equivalent to 2,880 additional authorizations. Consequently, AFLC's manpower deficit would be reduced by more than J dl Because of growing changes in technology and the complexity of the Air Force environment, a grassroots effort is mandatory to meet these challenges. Embedded in this grassroots effort are other alternatives such as transferring more responsibility to Reserves and contracting out. But, these two alternatives are constrained by surge requirements. That's why increasing productivity becomes the most viable alternative. Productivity enhancement is nothing new to AFLC. According to General Bracken, AFLC was selected as the Air Force winner of the 1984 Department of Defense Outstanding Productivity Program award. "AFLC has been in the productivity enhancement business for several years now and continues its stride to meet the prescribed increase in productivity directed by Executive Order 12552," said the general. The order, signed by President Reagan in February 1986, establishes a goal of 20 percent increase in productivity by 1992 for all federal government agencies. To meet this goal, AFLC is concentrating on four program strategies: Productivity enhancing capital investments (PECI); modernizaitori of automatic data processing equipment (ADPE); quality of work force; and productivity measurement. The PECI program is designed to increase readiness and protect the nation's ability to compete. The program includes the Productivity Investment Fund (PIF), the Fast Payback Capital Investment Program (FASCAP) and the Component Sponsored Investment Program (CSIP). The PECI is basically a DOD fund set aside exclusively for productivity ever-increasi- ng enhancing capital investments. The requirements for a project to be considered for PECI funding are extensive. The project must By William L. Allen Bess PRODUCTIVITY GOALS proditctxvhy awareness and improvement process these productivity initiatives, however, strive to composed of a large number of diversified initiatives. All of reach fust two basic goats. They are: The Department of Defense has in place an aggressive contribute direcdy and indxrecdy in creating and keping Armed forces of such quality and excellence as wifif guarantee the ftilfllment of the basic national security objectives of the United States. TO ensure that the Department of Defense always attains the highest possible level of defense capability, and readiness, dxrough the most efficient use of the funds provided by the American taxpayer. TO THE ATTAINMENT OF THESE GOALS REQUIRES THAT WE STRIVE: TO fieujfiten awareness of tie producthity awatvznvcnt and explain, how it coutrioutes in meeting our process nationat security TO communicate top. TO air improve operating methods people with technologies, oojectives. management's commitment to of productivity in off Defense and systems by providing tfk training, modem tools, equipment, and efficient organize tionaf structures they need to do tieir jo6s. TO operations. encourage a creative and innovative spirit activities and" management TO TO acftieve mat the highest (evel recognize and reward employees and organizations make significant contributions in improving pro-- ; aueavity. day-to-da- 30 percent. w5 mire TO incorporate productivity goats, and the incentives necessary to fdfSi mem, in our panning progranuning and budgeting TO process. of wortdife and morale of our m peopk by providing them with excellent and safe working and living conditions and by ensuring that alt possible improve the Quality actions are taken to mmimize adverse impacts when pro diutivity initiatives are activated widun organizations. target a priority problem or interest and at the same time improve productivity, according to Lt. Col. James Wendt, chief of productivity and innovation in the directorate of plans and programs. "A proposal for the project must be written and an economic analysis must be done," said the colonel. Colonel Wendt explained that projects are selected for funding based on manpower savings, return on investment and internal rate of return. With the "quality of work force" strategy in hand, the command set an objective of increasing participative management processes. This strate- emgy centers around involvement of front-lin- e ployees in the management process. The Suggestion Program, Quality Circles, Logistics Excellence Program, incentive awards programs and various other recognition programs exist d in AFLC. These programs improve the quality of AFLC's work force and provide job satisfaction while initiating productivity enhancements and the working level. r A analysis of the command's productivity plan yielded some unsurprising figures. At that point, suggestions from the field totaled 7,946 and 19 percent of the initiatives suggested under the Quality Circle Program has been adopted for use. Also, at the end of J uly, 1 ,038 requests were made under the Logistics Excellence Program with 68 percent receiving approval. The LEP is an expanding program designed to eliminate cumbersome regulations and increase efficiency. "We're encouraging employees to become in people-oriente- mid-yea- m Defense seek the competitive advantage aggressively when carrying out any activity, prodiicing any type of good, or prmnding any service in the Department To use the leanest resotirce mix possible in meeting our nationaf security ODjectives. TO delegate authority commensurate with dte responsibilities people have in carrying out tfuar missions within applicable (egal constraints. . TO challenge every individual si ipporting the Dcjcnse mission to contribute personally and actively to achieves these goals. : e volved so it's more than just an job," said General Bracken. "The workers are the real experts in doing the job better. We're now eight-to-fiv- on-the-li- ne tapping that resource and it helps both the command and the individual. The employee gets to participate in the management process and has more of a sense of accomplishment, while AFLC becomes more efficient and productive." Another strategy developed to meet the productivity goal involves the modernization of automated data processing equipment. The command's Logistics Management Systems Modernization Program (LMS) is composed of several systems built from the ADPE concept. No program or plan is comprehensive without a measurement method to determine if goals are being met. The same holds true for AFLC's productivity plan. Productivity measurement provides purpose, direction, feedback and recognition of efforts to improve efficiency. According to General Bracken, AFLC is develop- ing a productivity measurement proposal that will be known as PACER EXCEL. "We're asking Washington to let us go command-wid- e with an method of productivity said the general. "Initial emphasis measurement," will be on measuring productivity in the maintenance and distribution functional areas at each air logistics center. This measurement methodolofunctions. gy will be used to measure AFLC-uniqu- e AFLC-tailore- d It will address efficiency, quality, timeliness, as well as other measurements of effectiveness management believes are important." Productivity achievement at Mill Directorate of Plans and Programs The goal of 20 percent increase in productivity by 1992, as established by the President under Ex- ecutive Order 12552, is accepted with confidence of accomplishment by all levels of management at the Ogden Air Logistics Center. Air Force Logistics Command has been the leader within the Air Force in productivity initiatives and Ogden has been the leader within AFLC. This ALC was the pioneer of two of four productivity programs that AFLC is concentrating on to meet the 20 percent increase in productivity by 1992. The four programs where increased empha- sis will be applied are Productivity-EnhancinCapital Investments, modernization of automatic data processing equipment, quality of work force, and productivity measurement. Ogden ALC pioneered and remains the leader within AFLC in g PECI and quality of work force which is directly related to our ongoing Quality of Life program which started several years ago. We were also the pioneer and remain the leader in the Logistics Excellence Program. The same is true for the Command REACH Program which is still another excellent productivity enhancement program. The only program strategy that will be new to all logistics centers will be productivity measurement. A PACER EXCEL program plan for measuring productivity has been established and will be presented to participating Ogden ALC management in the near future. Initial emphasis will be on measuring productivity in the Maintenance and Distribution functional areas at each of the five ALCs and at the Aerospace Guidance and Metrol- ogy Center. Unless specifically excepted, all organizations directly related to these functions, including headquarters AFLC deputates and as sociated organizations, will be measured. This measurement system will be on a test basis and if it proves its worth, other AFLC-uniqu- e functions and units will be added as the program six-mon- th develops. Although we feel good about our productivity initiatives and accomplishments at Ogden ALC, we should not be overconfident in accepting and to meet the of striving goal a 20 percent increase in productivity by 1992. We think the key to success will be getting the participation and support of each employee. The workers are the real experts in doing the job better. We must, therefore, expand our actions and efforts in encouraging employees to become involved. It's more than just an job. The more employees get to participate in the management process, the more sense of accomplishment they have and this equates to more effectiveness. on-the-li- ne eight-to-fiv- e |