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Show TIMES November 2, 2006 A panaromic view of the Antenna Shop shows the process from teardown, parts and preparation, buildup and final build and test. From left are Randall Cheney, Darren Loyola, Todd Oswald and Shane Berta Antenna shop Continued from 1 three. Work in progress has been reduced from 67 to 16 antennas, and the cost to customers has been reduced by $2,000. "We have also saved the customer time and money by increasing the reliability of the antennas," Mr. Ritter visit Continued from 1 ing the F-16 Common Configuration Implementation Program, which earned a Shingo award for its improved processes; plus hydraulics, landing gear and F-22 facilities, and a tour of the munitions and missile storage area. "I'm amazed at the level of knowledge and conviction of Air Force leadership across the board - Hill included," he said. The Shingo Prize for Excellence in Manufacturing recognizes businesses and researchers, both public and private. Specifically, they reward manufacturing practices in which Lean principles are used to improve processes - translating into excellent customer service and products. "We were pleased to host Dr. Ritter's visit and to have the opportunity to show off some of the great things aircraft -- unable to fly without the radar antenna - has been reduced to zero, as have back orders for the work. "The antennas are pressurized for high-altitude flight and receive new bearings and motors," Mr. Wilmot said. "We used to just repair the broken parts, but we've found that rebuilding the anten- Wilmot said. "Mean time between failure with the parts has increased from 425 to more than 660 hours. The reason the customers enjoy having a longer time on the aircraft is all the work and time required to remove the nose and replace the antenna. It's not just a simple operation." 1 In addition, "mission incapable" we're doing to help support the war fighter," said Ogden Air Logistics Center commander Maj. Gen. Kevin Sullivan. "He provided an Air Force perspective on AFSO21. Especially the fact that what we're doing locally, falls right in line with where the Air Force is headed regarding AFSO21." The biggest challenge in the near future for Air Force Smart Ops 21, many say, will be its ability to withstand the test of time. Meaning, whether the Lean principles now traversing the ranks of Air Force leaders and supervisors will, in fact, be around five or six years down the road. It's critical, according to Dr. Ritter, that the principles become a part of the Air Force culture and be applied at every level. He said the key to success is first-line supervisors who ensure the younger troops are educated and encouraged to include such a mindset in everything they do. "How do we remove barriers to these guys who are comingupwith good ideas?" Dr. Ritter said. "They're seeing opportunities, and REMEMBER YOUR AMERICAN RED CROSS DURING THIS CFC CAMPAIGN I DONATED BY A FRIEND OF THE AMERICAN RED CROSS Earn up to Month We need you to donate plasma Biomat USA _Frj' New donors must arm 2 hrs. before close 8=30-5:30 Help Save Lives Mon Sat. 8-2 r sovereign options for the defense of the United States and its global interests,^' he said. And Ogden ALC seems to be on the right track. ; "The ALCs are providing concrete examples ctf AFSO 21 success stories^' said General Sullivan. "And that's important as leaders Air Force wide try to implement initiatives such as Lean." (Editor's Note: Ms. Young is a staff writer for the Hilltop Times and Mr. Volb writes for the Ogden Air Logistics Center Public A/fairs office.) 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He sees a lot of promise based on his tour throughout the command - especially at the maintenance depots. The base, which currently ranks as Utah's largest single-site employer with some $2.9 billion in direct and indirect economic benefit to local communities, serves as a good example of what Lean initiatives - when applied correctly and consistently - can do. "AFSO 21 is critical to the Air Force in delivering SPECIALIZING IN CUSTOM EXHAUST 140 W. 4700 S. Washington Terrace EVERY DOLLAR DONATED IS RETURNED TO OUR LOCAL CHAPTER FOR USE IN THIS AREA there are some clear things that are getting in their way. What we are trying to do is understand the view of the front line Airmen who at the end of the day are the reason we are doing this." On his final morning here, Dr. Ritter spoke with Airmen just returned from a deployment to get their take on AFSO 21 and how it can best be used. "There is a lot of interest in bringing AFSO 21 to the desert," he said. "That's why their input is so important to us. Everyone we send over there is in harm's 1 AGENCY NUMBER 5607 Wilmot said. "Once they saw the Lean process worked, they got excited and added more to it to bring it to what it is today. "The key was buy-in by all the workers," he added. "Once they saw this project work, they bought into it. I give them credit for bringing good ideas to the table for the project." nas helped improved their quality and help them remain longer in the field." He said the workers willingly adopted the changes brought on by Lean. "We started out with baby steps to get the people used to the Lean change. We look it slowly, and people adapted to it quickly," Mr. ."ft 375 S. State V Clearfield, UT • 801-825-1999 J BFGoodricfi GOOD/TEAR (Onlineolal* JfYOKOHAMA 3SWGSSTQM LAYTON 881 W. Hillfield Rd. RIVERDALE/OGDEN 4262 Riverdale Rd. LAYTON ROY 2059 N. 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