Innovation and efficiency – the underpinning of world class

  • Published
  • By Maj. Shenen Hoefferle
  • 47th Comptroller Squadron commander
LAUGHLIN AIR FORCE BASE, Texas --  As the Air Force continues to tighten its resource belt, we at Laughlin find ourselves needing to build and maintain a culture of innovation and efficiency as we strive to create a world class installation. This is not only so we meet our training obligations, but so we can meet the needs of combatant commanders as well. Air Education and Training Command recognized innovation was an inherent partner to its recruit, train and equip core competencies, adding it as the fourth core competency in 2010. Gen. Stephen Lorenz, former AETC Commander (now retired), stated, "AETC must have innovative programs that are flexible, agile and responsive to educate and train world class students."

At Laughlin, our heritage is rich in innovation. We have trained the world's best pilots since 1952. As we transition from the T-33s of the 1950s to the T-38s that provide the jet noise of freedom we hear today, we have continued to find new ways to stretch our resources while accomplishing our mission. However, if we are to become an increasingly vital cornerstone of American airpower in 2030, we must invigorate innovation at the lowest levels gaining those efficiencies necessary to garner future mission growth.

Innovation at the lowest level is as critical as it is those on the front lines of our day-to-day mission. It is the wrench turners on the flight line, the Airmen at the customer service counters and the instructor pilots training our newest aviators who recognize where our waste truly is. But that does not leave leadership off the hook. An organization with a vision does not innovate just for the sake of innovation. It innovates with a strategic purpose in mind. Leadership must be the helping hand that guides and fosters the environment from which innovation can thrive.

Additionally, innovation can and should be addressed from multiple angles. After all, resources refer to more than just money. Resources refer to our people and their time as well. There are many tools at our disposal, such as the AFSO21 (Air Force Smart Operations for the 21st Century) event. Every process we work involves time and effort. AFSO21 allows us to look at our processes to maximize the value while minimizing wasted effort and resources.

As change remains the only constant to which one can rely, we have to ask ourselves, "What can I do to make things better? How can I leave the proverbial camp ground better than the way I found it?" I encourage you to not accept the old adage of "that's the way we've always done it." A culture of innovation and efficiency will ensure we remain good stewards of the public's resources and trust while we navigate the next two decades. And it will help Laughlin become a world class installation.