OCR Text |
Show NEWS Jne7, 1991 HiJJtop Times , 3 ozotfooia mesiinis eosffQinmeirs worn nott JVie following article is the first IJIfor'f in a series reporting on the new units and directorates resulting from Air Force Logistics Command headquarters reorganization. AFB, Ohio (AFLCNS) With the reorganization of AFLC headquarters, customers will be the winners with the creation of the Deputy Chief of Staff for Logistics organization, officials report. It brings together many related jobs, and more nearly matches similar programs throughout the Air Force. The new organization combines the former Air Force Logistics Command's maintenance and distribution deputies, along with the old Materiel WRIGHT-PATTERSO- ment's Item Management and Distribution's Programs and Resources, and Supply. The AFLC reorganization and integration with AFSC Directorate of Supply closely matches the re cent" Headquarters Air Force Logistics deputate reorganization. Transportation Directorate. This new operation combines effort of the airlift operations staff, Logistics Airlift, or LOGAIR, and Shipper Service Control Office along with policy makers to simplify airlift management and eliminate duplications of effort. Air Force Packaging Evaluation Activity. This agency provides central packaging engineering. Along with the Air Force Packaging Policy Branch, they bring together packaging policy makers and the engineering function. Munitions Directorate. This office took over management of munitions budget programs previ- 66 N We are posturing for improved customer support and a smooth transition into the Air Force Materiel Command. 99 Management's munitions workload and Item Management Directorate. "We are posturing for improved customer support and a smooth transition into the Air Force Materiel Command," said Brig. Gen. Patricia A. Hinneburg, who oversees the new logistics deputate. The integration of AFLC and Air Force Systems Command into Materiel Command is to be completed by July 1992. "The formation of the new organization was based on a teamwork strategy using the principles of Total Quality Management," General Hinneburg said. "Many of the employees participated in the final plan to create processes that improved customer support and still reduced the turbulence inherent in these kinds of actions." The prospect for a greatly reduced logistics workload in years ahead drove AFLC to look for more efficient business practices. Early on, it formed product directorates at its five air logistics centers and staffs were reduced by eliminating duplication and improving many core processes. The headquarters reorganization now reflects the air logistics centers' new framework. The new Logistics organization includes: Directorate of Maintenance. This consists of iiiiiiis n Brig. Gn. Patricia A. Hinntburg Deputy Chief oi Staff (or logistic the former maintenance functions, and manages depot maintenance information systems, equipment and facilities. In addition, it monitors construction and repair programs for depot maintenance. The directorate also performs foreign depot capability studies and manages the Industrial Process Improvement program that analyzes and improves industrial processes. Directorate of Production. This organization helps decide who will make major weapon system repairs: Air Force depots or contractors. It also ensures that its repair shops can support a surge of activity during wartime. The Depot Maintenance Business Office within Production is a special activity that manages the command's depot maintenance competition program. It will handle Air Force participation in "free market" competition between maintenance activities, those of other services and private companies. Directorate of Supply Operations. This organization combines the former Materiel Manage ously handled by Materiel Management. The organization initiated an internal quality teaming concept that breaks down division barriers and balances workloads. Operation Desert Storm spawned a new unit in the Munitions Directorate, the Munitions Operational Team. It will continue to operate for the foreseeable future to handle post-wa-r recovery actions. The team handled all of AFLC's munitions issues during the war. Directorate of Resource Management. This organization will try to capitalize on the opportunity to achieve greater economies of scale, officials said, by making its work force generalists rather than specialists. They will focus on the career development of command employees in personnel management, training and awards. "Their principal mission is to ensure that the total quality work force development concept is afforded the priority and attention to make it happen," General Hinneburg said. in-hou- se a (o. " "npprn rnri UuJc)IJ:IjJU Military - . ' n , . (o Civilian Personnel Convenient and Quick Cash!! Cash for personal needs, vacations, etc. mow up m $200 instantly!! Dated Check is all you need. IF YOU NEED AN INSTANT LOAN, COME SEE US AT Military ID or Civilian ID and Post rur YE?fnW 300 EAST GENTILE ST. OPEN MON.-THUR- S. raw?!1 (Inside Layton Mini-Mal- l) 10 TO 5 SAT. 12 TO 4 FRI. LAYTON, UTAH 10 TO 5:30 |