1. Dale Emmerson 75 FSS/FSD Chief, Force Development Flight I n t e g r i t y - S e r v i c e - E x c e l l e n c e Air Force Sustainment Center AFSC Way New Employee Orientation

2. Commander’s Intent Intent is –Exceed mission requirements… “The Art of the Possible” –Take care of our people –Prepare for the future We will –Meet our demanding mission by focusing on continuous process improvement and teamwork to achieve world-class results –Take care of our people by driving improvements in workplace safety and enhancing the wingman culture both on- and off-duty –Develop the right technical skills, accelerate process improvement capabilities –Develop problem-solving skills at all levels within the Center Lastly, we will –Capitalize on our current capacity and competencies while preparing for future sustainment requirements

4. Getting on the Same Page AFSC Goals Goal 1: Continue to strengthen sustainment processes & accountability for the nuclear enterprise Goal 2: Enable an adaptable, resilient professional & highly-skilled workforce and care for our people Goal 3: Become a reliable, agile & responsive organization Goal 4: Optimize infrastructure & reduce energy consumption while exceeding mission requirements Goal 5: Improve cost effectiveness by maximizing a CPI mindset Process Resources People Common Goals

5. Each and every individual should understand what is expected in their work area and how they measure up against specific targets – How do you know if you’ve “had a good day?” Foster a culture of transparency Proactive engagement from leadership Achieving ‘Art of the Possible’ results

6. 6 Common Goals

7. People Our workforce needs the right skills, training, education and experience to tackle the challenges of today and tomorrow Strength of the AFSC lies in our dedicated, competent and professional workforce

8. People Skills Training Experience Education Professional Development Hard Skills/ Soft Skills

9. Resources Leaders are responsible for correctly managing their resources, so mission readiness is not jeopardized Workforce will have what they need to accomplish the mission, but may not have everything they “want” Process People Resources Common Goals Facilities Infrastructure IT System Equipment Tools Funding Parts

10. Process Resources People Process Common Goals CPI is the force multiplier that will increase our abilities to meet our mission requirements – Starts with an end-to-end evaluation –Review key performance metrics and identify gaps and areas for improvement –Leadership WILL use CPI to achieve “Art of the Possible” results

11. Process Execution Gaps/Metrics Accountability and gates Battle Rhythm Maturity matrix Everyone is accountable for improving the business and making today better than yesterday, while making tomorrow better than today.

12. Standard Work Definition:The documented, agreed-upon set of work procedures establishing the best and most reliable methods and sequences for each process and each worker…today –A clear sequence of steps (without ambiguity) –Represents the current best practice –Eliminate/Reduce waste (non- value added tasks) –Include only value-added tasks Consistency and Repeatability Gap/Metrics 8-Step/ Root Cause Standard Work Execution Common Goals Example: Engineering Requirements Development Package

13. Meet the standard Execution Gap/Metrics 8-Step/ Root Cause Standard Work Execution Common Goals Have we eliminated non-value added work? Are resources available at time of execution? Have we eliminated unneeded items in our work areas (6S)? Does everyone understand how to execute? Do we encourage continual process improvement of standard work? Execution of standard work

14. Battle Rhythm Center Directorate/Wing Division/Squadron/Group Work Center Sustained Process Trends Performance Expectations Common Goals Gaps

15. Speed –Constraint elements –Critical path –NOT about cutting corners –Constraint elimination is a valued attribute Safety –VPP => Engaged workforce –OSHA Compliance Quality –Prevent repeats –Doing it right the first time –External: Quality Deficiency Reports –Internal: First-pass performance Speed, Safety, Quality Process Resources People Common Goals

16. Must reduce cost of executing our mission Need to understand where we spend our money Must provide available, affordable and capable weapon systems while achieving ‘Art of the Possible’ results Our ability to reduce the cost to sustain weapons systems will affect our ability to defend our nation Cost Effectiveness Process Resources People Common Goals

17. Teamwork Accountability Respect Transparency Credibility Engagement Process Resources People Common Goals Achieving ‘Art of the Possible’ results Leadership culture: creating the environment for success The attributes of the organization we want to create are: Leadership Culture

18. Leading the Process of Process Improvement Three Keys to Success –Effectively lead your organization (Team Building Skills) –Effectively influence the organization you need for success (Team Skills) –Effectively execute Continuous Process Improvement (System Mastery) Set the Standard –Eliminate/mitigate constraints –Help your personnel be successful –Set and achieve high standards and goals Room for creativity, initiative and innovation 18 Get the right results…the right way!

19. A system of systems process to “Art of the Possible” result 1 s 9 Corporate Leadership System Standard Work Common Processes Consistent Performance Management (Battle Rhythm & Governance Structure) Collaborative Execution (Horizontal & Vertical Integration) Combined Planning Gaps/Metrics Execution 8 Step Problem Solving The AFSC Way “How We Sustain Momentum…Strategic to Tactical Execution”