Due Date performance – You ain’t seen nothing yet Published Aug. 14, 2015 By Jenny Gordon Robins Public Affairs ROBINS AIR FORCE BASE, Ga. -- It's about the Warner Robins Air Logistics Complex being a reliable supplier and the first choice for its worldwide customers. Ultimately, it's about being the best. In getting to the goal of world-record performance - achieving our full potential in realizing Art of the Possible - year-to-date production numbers as of July 31 have seen a steady, positive trend. "The good news is that things are really getting better. The improvements that we have seen that have gotten us to this point are not by accident at all," said Doug Keene, WR-ALC special assistant to the commander. "They are based on a methodical approach - which means we can sustain it, and it's repeatable." The last few years have been a challenging one, in particular due to several factors which affected on-time delivery rates in fiscal 2013 because of sequestration and civilian furloughs, and rightsizing the workforce through the Voluntary Early Retirement Authority and Voluntary Separation Incentive Program, or VERA/VSIP. Robins however continued to look ahead following the standup of the Air Force Sustainment Center, which across the three air logistics complexes, resulted in standardizing business practices that would become the basis of a new culture - Art of the Possible. Part of the AFSC Way, the approach incorporates scientific production principles, and is part of a leadership model that places emphasis on process discipline and accountability. Similarities across AFSC involve having production processes flow the same way, every time. This was realized through the implementation of a gated monitoring system across the complex. There is accountability for every day's work, for what is produced and how it's produced, and if problems or constraints exist, those can be immediately addressed. "Now it doesn't matter which of the three depots you go to, we all operate the same way," said Keene. "There's a huge efficiency to that. In my entire career in the Air Force, I've never seen it across all three to have the exact same leadership model and production system that we have now." "We have turned this thing around and you are starting to see really good production out of all areas, not just a few aircraft lines, but also positive trends in commodities and software," he continued. As of July 31 in the WR-ALC, 10 months into fiscal 2015, five C-5s have been produced; 57 C-17s; 46 C-130s; and 60 F-15s. In the 402nd Commodities Maintenance Group, its commodity lines have produced over 28,000 units as of July 31, making it over 5,600 ahead of the 22,000-plus planned. Also as of July 31, the 402nd Electronics Maintenance Group produced 68,889 units; and in the 402nd Software Maintenance Group, 214 projects have been completed. Notably on the aircraft production lines, the 561st Aircraft Maintenance Squadron has worked diligently to turn around their efforts since 2013. Just like all the other aircraft squadrons, they have synchronized resources, measured progress every step of the way, and implemented AoP and operations management. As of July 31, they're one aircraft ahead of schedule. Also, this will be the fourth fiscal year in a row that the 559th Aircraft Maintenance Squadron has met 100 percent of its due date performance. There is now a consistency in applying mathematical and scientific principles in setting up production machines, how they are managed and what those responses should be. All are part of gated monitoring systems in place across the WR-ALC that offers a methodical, predictable and consistent approach. While there is still much work to be done, there is excitement and optimism on the possibilities of what the Robins work force can accomplish. "This is just a positive trend - you haven't seen anything yet," said Keene.