AFMC Command News

3 Tinker organizations unite to accomplish engine feat

  • Published
  • By Brandice J. O'Brien
  • Tinker Public Affairs
TINKER AIR FORCE BASE, Okla. --  Personnel from the 848th Supply Chain Management Group, Oklahoma City Air Logistics Center Aerospace Sustainment Directorate and 76th Propulsion Maintenance Group achieved the seemingly impossible in just 21 months.

They increased the number of go-ready reserve level F100-229 engines from two to 41. They exceeded the required quantity by two engines.

"Co-locating the two squadrons was the best choice possible," said Col. Tim Henke, 448th Supply Chain Management Wing vice director. "It was vital for the move to increase the communication flow, and for the two teams to work side-by-side, eliminating the 'guess' as to who was doing what. The program hitting 'green' is proof it was the right thing to do. The ultimate winner and our goal, is better support to the warfighter, when -- and where -- they need it. This is exactly what they've done, and I couldn't be prouder of this team."

The team of roughly 60 personnel had experienced among the toughest challenges in the engine world, including a limitation in parts, removals in the fleet and a constant turnover on the maintenance floor.

"A higher number of engines needed repair at the same time the supply system was catching up to that requirement, contracts were expiring and it all got levied down to the suppliers in maintenance to catch up with an increased workload," said Maj. Kevin Nalette, 421st Supply Chain Management Squadron commander of Propulsion Requirements. "So not only did the supply system -- the Defense Logistics Agency and the Air Force Global Logistics Support Center -- have to react to the higher number of engines, maintenance now had a higher number of modules they needed to repair.

"Everything came together at once and at that particular time in November, there was no quick way out," the major said.

The team knew it needed to resolve the issue before it got any worse.

One of the concerns discovered was a lack of communication between organizations. There were too many stories floating around, without anyone knowing the whole picture, Major Nalette said.

The team -- representatives from all three organizations -- came together to hash out the issue and explain each other's task within the mission.

"They took it from folks having an idea of what was going on with this particular engine to the entire team understanding the flow of parts through the supply system to meet the program office's requirement down to what maintenance needed in terms of parts and manpower to get that job done as well," Major Nalette said. "It wasn't just three separate organizations now looking at the problem, now they were doing it as a team."

Jeff Slayton, OC-ALC Aerospace Sustainment Directorate Propulsion Sustainment Division F100/TF33/F117/F119 branch chief, agreed.

"We came up with plans, breaking them down to their simplest element," he said. "We basically fought our way back up the hill."

The team began with twice-daily meetings keeping both its management and Air Force Chief of Staff abreast of the accomplishments and struggles.

"The team has worked really well together," said Michael Opela, 544th Propulsion Maintenance Squadron director. "If we didn't have a part, engineering and the supply chain would quickly act to find a work-around to inspect, reuse or repair a part and reinstall.

"During this period we were ramping up our personnel, so we had a lot of new employees and didn't have a lot of subject-matter expertise on this particular platform," he said. "More than anything, I'd say teamwork was the key. We are very dependent on GK to give us good requirements and the supply chain to give us the parts. With that, our folks can do miracles."

Within the administrative sections, the team found one of the most basic solutions was to physically co-locate OC-ALC/GK and 448 SCMW personnel.

Prior to the change, personnel were spread out in administrative areas up and downstairs within the same building, reporting to different chains of command. The move has allowed personnel to bond, develop camaraderie and better execute the engine mission.

While officials said they don't expect the number of go-ready engines to stay at 41, they said they have learned valuable lessons that will keep the quantity from ever dropping to two again.

"Going forward we have to carry on the success procedurally and manage expectations," Mr. Slayton said.

Major Nalette agreed.

"I don't think you're going to a fix problem in a vacuum," he said. "I think when you get in a situation like this when you're organizationally dependent on other folks to get something done you absolutely have to work together regardless where you fall in your respective chains of command."