|Paper||Hill Air Force Base Newspapers|
|Rights||No Copyright - United States (NoC-US)|
|Publisher||Digitized by J. Willard Marriott Library, University of Utah|
|Paper||Hill Air Force Base Newspapers|
2 HJ'.top Timet March 1, 1991 n rat-ta- RftmInyS PIT by Betty Anne Mauger AFLC AFSC Integration Team Public Affairs The mission: Formulate plans for establishing the new Air Force Material Command. The focus: Identify improved busi- ness practices and an organization structure for the new command. The deadline: July. People from across Air Force Logis- key presentations to the Air Force secretary and chief of staff in April and July. ment process- -a Why Integrate? The time is right, officials say. Budget realities, smaller Department of Defense and Air Force organizations, and reductions in AFLC and AFSC personnel demand that the Air Force continue to modify and improve acquisition approaches. Additionally, the integration continues ongoing improvements of the Air Force acquisition and support processes. Both AFLC and AFSC are undergoing streamlining measures to meet the Air Force's changing needs. Using Total Quality Management, both commands have streamlined their organizations and continue to im- tics Command and Air Force Systems Command are preparing the plans for the integration of these two commands. The effort is being coordinated by a small integration planning team working at Crystal City, Va., near the Pentagon. The team has been at work since early January gathering information from the commands, formulating and coordinating how the new command will prove their processes, using customer operate, and defining how it will look satisfaction as their guiding principle. when it is formally activated in July Integration into the Materiel Com1992. mand is the next logical step. The inThe 11 member team is under the tegration focuses on customer service, joint leadership of Gen. Charles C. providing the operational user with a McDonald, AFLC commander, and single point of contact for everything Gen. Ronald W. Yates, AFSC com- from new requirements to readiness mander. Both commands have repre- and sustainability. Clear lines of sentatives on the planning team, along responsibility and accountability are with the Air Force secretariat, the Air drawn, simplifying customer support Staff and Defense Logistics Agency. and enhancing responsiveness. The team's progress toward major milestones is "on schedule and on tar- New headquarters To get the command rolling by July get," according to Maj. Gen. Kenneth V. Meyer, team captain for the plan1992, planning activities focused on ning effort. Major milestones include developing a headquarters organiza -- B Continued from Page 1 nouncement, some of the fiercest tank fighting since World War II took place in the deserts of Kuwait and Iraq. Initial reports out of the area indicate that Saddam Hussein's Republican Guard have all but been wiped out. Only a handful of Iraqi pockets of resistance were met by allied forces in and around Kuwait City. have been noted, Other violations of the cease-fir- e but Marine Corps Brig. Gen. Richard Neal, U.S. Central Command, said these infractions are being dealt with "aggressively." These cease-fir- e violations are very likely caused of lack to the Iraqi forces still communications by fighting in the field, General Neal said. Athough no Iraqi casualty figures are available, the commander of the Persian Gulf coalition. Army Gen. H. Norman Schwarzkopf, said the number of Iraqis killed is very high. "A very, very large number of dead," General Schwarzkopf said. "We even found them ... when we went into the units ourselves, we found them in the trench lines." tion and the improved business inprocesses required to establish an tegrated weapon systems managecradle-to-grav- e outlook. The headquarters planning challenge is to establish a structure that builds on current command strengths, best business practices, decentralized execution and customer support. To bring that outcome, the functional leaders of each command the experts familiar with the processes are working together to develop the headquart- ers structure. Initial plans have been submitted to the integration team by functional managers and the headquarters structure is beginning to take shape. Assisting the headquarters planning team is an executive committee composed of the deputy chiefs of staff from both headquarters. The committee meets periodically to review the planning process, facilitate progress and help develop organizational alternatives. Weapon systems Another area of major team emphasis is to identify the acquisition and support processes and functions required to establish a single, approach to weapon systems management. This integrated weapon systems management philosophy will mesh AFSC's technology, acquisition and cradle-to-grav- e Aside from the high number of casualties, Iraq also suffered heavy losses of equipment since the onset of the ground campaign. Of the 4,000 or so tanks Iraq started out with in the war in Kuwait, General Schwarzkopf said Wednesday more than 3,700 had been destroyed. Additionally, more than 42 Iraqi armored divisions have been captured, destroyed or rendered ineffective by allied forces, General Neal said. "There's not enough (tanks and armored fighting vehicles) left at all for him to be a regional threat... an offensive regional threat." More than 50,000 Iraqis surrendered or were taken prisoner by the allies, and this number continued to increase hourly. Some Iraqi soldiers actually praised their captors, kissing the allies' hands as they were captured. Iraq's lack of battlefield performance, as well as Saddam Hussein's inability to lead his army, took coalition forces by surprise and leaders expressed some relief that the number of Americans killed in action was so low. "As far as Saddam Hussein being a great military strategist, he is neither a strategist, nor is he test expertise with AFLC's expertise acquisition and supporta-bility- . Combining these design and support processes will allow Materiel Command to infuse technology and emphasize reliability, maintainability and logistics support considerations across the weapon systems' life cycle. This approach will be designed to enhance the operational commands and eliminate confusion and disconnects about where system development and production ends, and logistics support begins. Customers can check only one source to get answers to their weapon systems issues, from development through readiness and sustainability in life-cyc- le a concept. Teem effort Building AFMC is a team effort that is offering unique challenges and opportunities, officials said. General Meyer is confident the integration effort is headed in the right direction. He said, "Command leadership is involved. Enthusiasm and good ideas are flowing in from across the commands." The general added, "The keys to building anything, including AFMC, are attitude and teamwork. People are seeing the tremendous potential in this new command and the many opportunities it presents. Positive attitude and teamwork will ensure the planning process is done right and that AFMC will get off to a good start." schooled in the operational arts, nor is he a tactician, nor is he a general, nor is he a soldier," General Schwarzkopf said. "Other than that, he's a great military man," he said in jest. "I want you to know that." As of Thursday, 79 Americans died in action, 212 were wounded and 45 are missing in action, General Neal said. "The loss of one human life is intolerable to any of us in the military," General Schwarzkopf said. Yet, given the magnitude of Operation Desert Storm's ground war, he said it is "almost miraculous, as far as the light number of casualties. "It will never be miraculous to the families of those people, but it is miraculous." The president urged the world to put the war behind and look down the road to stability in the region. He has already ordered the State Department into action to meet with other allied leaders in paving the way for the region's future. "There can be and will be no solely American answer to all these challenges, but we can assist and support the countries of the region and be a catalyst for peace," the president said. NEWS BRIEFS seeks witnesses contact the authorities to provide further details. The OSI has asked that this witness contact its The Air Force Office of Special Investigations at Ext. 71852 or normal OSI Hill AFB is looking for a base employee who witnessed an illegal activity in September 1990. According to OSI officials, the female identified herself as a base employee and notified base officials that she observed three individuals engaged in an illegal activity in a local photocopy shop. The assistant U.S. attorney with responsibility over this ongoing case is requesting this person once again j -- jgFc- business 76848, during Please for ask hours. Special Agents John Spease or Mike Stoker. The identity and name of the witness may be withheld. office, suffers damage in incident F-- 16 An Fighting Falcon aircraft assigned to the Air Force Reserve's 419th Tactical Fighter Wing at F-1- 6 Hill AFB was damaged when it experienced a landing gear malfunction upon landing at the base just before 4 p.m. Monday. The pilot was taken to the base hospital for a medical exam and was found to be in good condition. The aircraft was returning from a training flight from the Utah Test and Training Range at the time of the incident. A qualified board of officers will investigate the incident. Combat Strength Through Logistics Hilltop Times Published by MorMedia, Inc., a private firm in no way connected with the U.S. Air Force, under exclusive written contract with Hill AFB. This commercial enterprise Air Force newspaper is an authorized publication for members of the U.S. military services. Contents of the Hilltop Times- - are not necessarily the official views of, or endorsed by, the U.S. government, the Department of Defense or the Department of the Air Force. The appearance of advertisements in this publication, including inserts or supplements, does not constitute endorsement by the Department of the Air Force or MorMedia, Inc. of the products or services advertised. Everything advertised in this publication shall be made available for purchase, use or patronage without regard to race, color, religion, sex, national origin, age, marital status, physical handicap, political affiliation or of the purchaser, user or any other nonmerit factor " : ,r-patron. Editorial content is edited, prepared and provided by the Ogden Air Logistics Center Public" Affairs Office staff, Bldg. 1102, Room 118, Ext. v HSZf Hill AFB Editorial Staff: Public Affairs Officer Col. Portia McCracken Marilu A. Trainor Gary Hatch Sgt. Jay Joersz Debbie Christiansen, Donna Davis Lt. Chief, Internal Information dit0' Co-edit- or Staff Writers DoacSinos: Editorial and "around the hill" items, noon Thursday, week before publication; sports articles, noon Monday, week of publication; classified ads, 2 p.m. Wednesday, week of publication. For more information, call the editors, Exts. 7732177322.