ROBINS AIR FORCE BASE, Ga. -- Whether it's a C-5, C-130, F-15 or C-17 being maintained at the Warner Robins Air Logistics Complex, there's a science in how to standardize the aircraft production system.

Since Air Force Materiel Command's transition to a five-center construct in 2012, the complex, which falls under the Air Force Sustainment Center, has been part of efforts to standardize production philosophies and methodology.

"What has been great about this is now the three complexes all talk the same language. We're communicating like we've never done before, applying science and math in the same way," said Doug Keene, the complex's vice director. "I think in the end this will have huge efficiencies for the Air Force." Keene was referring to the scientific principles of Little's Law, Critical Path/Critical Chain Production Management, and AF 8-Step Problem Solving used at Robins, Tinker and Hill Air Force bases that help measure how the aircraft production machines are performing; and how aircraft are managed and repaired. All three complexes use the same methodology to improve safety, speed, quality and cost effectiveness.

"We're all doing things the same way (across AFSC)," he added. "I know it sounds simple, but it's a huge benefit for us."

This Scientific Production Method, however, is but one set of tools to achieve the 'Art of the Possible.' The AFSC Leadership Model provides principles for leaders to develop its people, manage resources and improve processes.

The model also highlights that leaders are responsible for creating an environment for success. In order to achieve results, teamwork, accountability, respect, transparency, credibility and engagement are imperative to get the right results, the right way.

"A compliment to the Scientific Production Method and the AFSC Leadership Model is 'The Game Plan'" said Col. Chris Hill, the complex's deputy commander for maintenance. "This tool gives us a common way to see and understand what 'right' should look like. And it gives us a standard way to communicate with one another and engage our workforce. It's a very powerful tool."

This 'Game Plan' highlights eight key components to Robins' success. They include "road to" goals, networks, gates, release points, visual displays, standard work (scripting), tools and tech data, and the mechanic's touch time.

"We want transparency in performance from the shop floor to the (Air Force) Chief of Staff's door," said Hill.

Adding that buy-in is required from all key mission partners, to include system program offices, engineers, Defense Logistics Agency and AF supply chains and supporting partners inside the ALC. The alignment of support is fundamental. The focus is on the mechanic.

The complex has teamed with the other ALC's to create a matrix to define stages of maturity and characteristics that describe world-class performance.

"Our aircraft leadership team has discovered a powerful tool to highlight what's working and not working and prioritize next-step targets to achieve world-class performance," said Hill. "We have a long way to go. We're excited about what we've learned so far and what we can accomplish in the future," he said.