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Show Hilltop Tunes January and maintain a Pylons Continued from 1 its the team for making it happen. "The pylon team was given ' the reins to make it all happen," Captain Fuller said. "They bought into the process, used the expertise of our consultants to stay on track, and gave them ownership of the process to create Snow Continued from 1 where to put all that snow." In addition to a bustling airfield that's home to two 6 fighter wings and serves as a fuel stop for numerous other aircraft of various descrip- to enormous tions, from it's also the emercargo-jetgency divert airfield for thousands of personal, cargo, and passenger jets that use Salt Lake International, Ogden ' Hinckley, and other airports. That's why, Mr. Ferguson says the 152 miles of streets and roads and hundreds of parking lots across Hill fall second to the airfield when it comes time for snow removal. "We do all we can do to ensure Hill's 23,000 employees have cleared pavements to ' safely report to work," he said. "During the Dec. 6, 2005 snowfall, the Snow Barn put down more than 225 tons of sand and salt on Hill's streets and parking lots alone." A grounds maintenance contractor plays a major role in keeping the common-us- e sidewalks free from snow and ice. "' "They are responsible for F-1- ; F-1- s, " ensuring a world-clas- Smart Operations s Continued from shop. path- way free of snow accumulation, piles, or drifts by removing all snow and ice from sidewalks, steps, bus stops, entrance ramps, and the tun "They see the value of a Lean environment, where they can readily adapt to customer demands," he added) reflecting on the shop's future work with ever-changi- pylons. The 0 workload, while being very new to us, will benefit from the same Lean process we enjoyed with the 6 pylons." A-1-0 A-1- F-1- nel under South Gate Drive," Mr. Ferguson said. "They start snow removal operations when accumulation reaches two inches or within one hour after snowfall stops and they follow a priority listing found in the Hill AFB Snow and Ice Control Plan." Facility managers and occupants are responsible for keeping facilities clear of snow and ice accumulation up to 75 feet from their facility, Mr. Ferguson said. This includes doorsteps, landings, walkways, fire hydrants and facility ramps or other areas frequented by personnel to avoid slips and falls. A major change this snow season is with base housing snow removal. Base housing is now "privatized" and all snow removal for base housing streets is the responsibility of the base .housing privatization contractor. "When it storms on Hill, it takes a team effort to ensure successful snow removal efforts," said Lt. Col. Brett E. Crozier, 75 CES commander. "The Snow Barn's 34 Airmen (11 of whom are currently deployed overseas), 40 employees, employees, facility managers and grounds and contractors housing play a major role in helping Hill employees get the mission done." seasona- l-permanent - rt If JL - as a surgeon. Give him all the tools and work on the airplane so he doesn't have to leave the airplane C-- , , .T?C" - C-- supplies he needs to A"1 tho ore U 1 ed hink ofyour technician CC . Jb work on the airplane so he doesnt have to leave the airplane." One thing the general implemented was rolling supply bins. A later Improve ment was the introduction of parts vending machines. They allow parts to.be basis. That way, sold on an the center does not have to warehouse - V 2006 next step in the process. Once the part is cut or drilled, it loses its value as raw material, but has gained no value as a final product. So, it becomes a financial liability. A leaner process would attempt to move each part through the system parts. in one pass, if possible, to eliminate "We don't pay for those parts until the worker puts in their number to get the warehousing of unfinished parts. Six Sigma deals primarily with quality t Ml part," he said. "Not only are we getting control and tolerances. If one step in a consumables out to the work site, but we don't pay for that inventory." manufacturing process requires a board be "cut to eight feet," an employee might Col. Samuel Cox, who commands the 436th Airlift Wing at Dover AFB. Del., spend too much time lining up raw material at a cutting station to ensure the applied similar thinking to isochronal goal is met Six Sigma has the manufacinspections for the base's fleet of C--5 w turer ask customers to be clearer about Galaxy aircraft. what is truly needed. If a deviation of a The inspection process had never rehalf-inc-h is acceptable to the customer, ally been engineered, the colonel said. then the worker will be able to cut more Over the years, new requirements were boards in less time. That produces less simply tacked on to the end of the process without regard to the time needed reject boards that end up in a scrap bin. The process saves money for both the to meet the new requirement manufacturer and the customer. If repairing one 5 part takes 10 Six Sigma has users look at many ardays, and the repair doesn't begin uneas of a process to determine what a til the 10th day of the inspection, then customer truly needs, and to then make the aircraft can't be back on the flight determinations about when line until the 20th day, the and where it is appropricolonel said. The isochronal 11 ate to spend more money inspection process was to achieve higher levels of "In the end we completely perfection. said the the process, with Wynne Secretary Air Force will use Smart the long lead items at the front end," Colonel Cox said. Operations 21 to increase the efficiency of the pro"The first thing that happens cesses it uses to develop its now is everybody in the ISO own products. . dock tears into the panels " In some places, Air Force it's a collective effort and people already have that they can identify the long lead items." mindset, he said. For years, Ma. Gen. Kevin Sullivan time air logistics centers have Reducing the time it takes to fix a 5 means it spends improved their workflow more time doing its job. by employing some of the tools that make up Smart "We need to have those airOperations 21, said Maj. Gen. Kevin J. historic batch processing for these air- -' planes out there flying missions, not in the ISO dock," he said. Sullivan, the commander of the Ogden planes," General Sullivan said. Air Logistics Center at Hill. While developed mostly in the private Now aircraft move quickly from cell At the conference, General Sullivan to cell. Paying attention to individual sector, the two business process imsaid the Ogden Air Logistics Center processes optimized work within a cell. provement tools serve as the foundation has processes in place to save time and Tools and parts are made available to for Smart Operations 21. money, and to give customers what they workers locally, so they don't have to Secretary Wynne said the Air Force needs a strategy to understand and optifaster turnaround on travel to get them, he said. really want their aircraft. "Think of your technician as a sur- mize the basic processes around which The general said things are mov- geon," General Sullivan said. "Give him it organizes and Smart Operations 21 ing away from a traditional batch and all the tools and supplies he needs to will be the centerpiece of the strategy. .7tt I queue process for aircraft repair.. Optimizing workflow has helped the center decrease the time it takes to get an airplane back in the air. where airBy creating work cells craft move through at a pace of one evthe center eliminated ery two days having large numbers of aircraft lined up waiting for somebody to get to them to apply the next step in the process. "What we really had going on was 1 19. : v 4 When called, you served your Nation, While you may have returned to civilian lite, your service to your community and country stnl meters. 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