Back to Basics: ‘The AFSC Way is our new playbook’ Published April 18, 2014 By Jenny Gordon Robins Public Affairs ROBINS AIR FORCE BASE, Ga. -- An F-15 in the 561st Aircraft Maintenance Squadron's production line at Robins is one of the first aircraft to undergo an innovative process discipline in place across the Air Force Sustainment Center. Known as the "The AFSC Way," the approach incorporates scientific production principles and the AFSC leadership model that places emphasis on process discipline and accountability. It measures output results for production speed, product quality, employee safety and cost effective readiness. The idea is to have the production process flow the same way, every time, from the moment an aircraft arrives on station until it's returned to the customer. Brig. Gen. George, Warner Robins Air Logistics Complex commander, said, "Fixing an airplane is like playing winning football. Everyone is accountable for their role and needs to have the discipline to accomplish their part of the play ... on every play. The AFSC Way is our new playbook ... and we are already proving that the plays work on our F-15 line. For us to be successful...it will take the players and the coaches working in sync and holding each other accountable." Mechanics like Richard Isom said sustainability and supportability have changed during the last year since applying the new scientific method. The current F-15, Tail No. 80-0035, is the first aircraft through the new production process, and Isom said any problems the aircraft had were identified earlier in the process. A major change was the detail in ordering aircraft parts early to ensure everything is ready before the job begins. "By the time it gets to us, all of our mechanics - including hydraulics, aircraft and sheet metal workers - have the parts to do exactly what they need to do, when they need to do it," said Isom, a 561st AMXS sheet metal mechanic. "That way we'll get the aircraft out faster. It's all about production." Wayne Ingram, squadron work leader, agreed. "When a mechanic is given a job, he or she shouldn't have to wait on anything," he said. Aircraft assembly lines, or gates, are areas where the F-15 is repaired in stages in different buildings. For example, one gate focuses on wing, flight control and fuel cell removal, while another gate's priority is initial inspections and evaluation of the aircraft condition. This particular aircraft deliberately followed the scientific method using disciplines to ensure the workload completed everything it was supposed to without sacrificing any of the four tenets of quality, safety, speed (throughput) and cost effectiveness. It wasn't allowed to transition unless established methodologies and rules were followed in each gate. "With this F-15, parts were identified and put on order, and the aircraft would not be accepted ahead of time until those parts were on hand," Ingram said. Travis Hollins, a hydraulics technician, sees the difference during his daily routine. "We have our daily standard work. We have day one where certain work will be accomplished, day two, etc. And we're not to go further until those tasks are done," he said. Something similar was in place before, but not to the extent of support now being communicated to perform each job in a detailed, synchronized fashion. A 27-year civilian who began his career at Robins on the shop floor, Doug Keene, Complex vice director, believes this new process discipline can work, but it's up to every single person who touches an aircraft to make it their own. "We began our journey a long time ago, realizing that value-added work was what we wanted," he said. "From the day I came to work on this base, I would ask mechanics what they needed. They would always say, 'You give me my parts and tools, and I can make things happen.' So when you funnel the AFSC way all the way down to the mechanics, that's what this is all about." "That's why I'm thrilled we have a standard way to do this now. The AFSC way is the standard way," added Keene. "This process will get us the results if we follow the rules - and do it the right way. "The new approach is more process-based versus personality-based, meaning the workload is focused and synchronized so mechanics can work at a methodical pace throughout an aircraft's production cycle. When there's an issue, the entire enterprise can respond to a production line so that any issues can immediately be addressed to ensure the lines keep moving. It also provides a spotlight on accountability throughout the cycle. Gaining aircraft speed is not about rushing people at work, said Keene. It's about people working in a 'very methodical way so that the tools are there, the tech data is there, the facilities are ready, ground support equipment is in place, etc.,' he said. "The whole crux of what we're trying to do here is very focused on a synchronized way to make sure we have everything out there for the mechanic," said Keene. "That's how you gain speed. If we have mechanics who are looking for things, they're not getting that value-added work. They're not getting the speed we need." Mechanics agreed there is still much to learn as the process moves ahead. "We can see room for improvement, but as long as we stay with the plan, with standard work for example, and get the supportability we need, we'll be able to push more aircraft through these gates," said Ingram. George said, "Chances are, if you have been a mechanic on RAFB for 30 years, you have seen 15 different methods of getting the job done. The problem is we keep changing the rules ... and adding people to mask lack of process discipline. This is our opportunity to carry the ball and I assure you the rules of the game will not change."