AFSO21: It All Starts With “Why?”

  • Published
  • By Robert Wade
  • 47th Flying Training Wing AFSO 21
LAUGHLIN AIR FORCE BASE, Texas --  How many times have you or your colleagues asked a "why" question about a given process? Why do we do it that way? Why can't we do it this way? 

There is a very effective eight-step model for attacking any process, large or small, and effectively improving it, whether that translates into time, money or people. Through the use of this model, there are a number of areas that can rear their heads as participating culprits in broken processes. One way we frequently see is the extra steps and increased number of hands something goes through before it actually gets to the customer. Unfortunately, with all the personnel cuts over the years, we can no longer afford this. 

We are preparing for a Unit Compliance Inspection and one thing you can be sure of that any findings discovered will be addressed using Air Force Smart Operations for the 21st Century tools and the eight-step problem solving model. However, as you go through your self-assessment checklists you can apply those same tools when you run across issues there, as well. In simplified form, the eight steps to problem solving in a lean culture are as follows. 

1. State the problem: What is the voice of the customer and what's not being delivered to the customer in the form, fit or function they need? 

2. Break the problem down and identify performance gaps: Gather data on what's happening or not happening to be able to determine what's going on. 

3. Set your improvement target: This is your objective, using the Specific, Measurable, Aligned, Relevant and Timed model. If you're not where you want to be, how far off are you and how much do you need to change to get there? 

4. Determine root cause: This is often the most difficult step because we rarely get to the root cause. Did we find the things that address the concerns and objectives of the first three steps? 

5. Develop countermeasures: Once the true root causes are found, build consensus on what actions would directly affect the root cause, thus "flipping the switch." 

6. See the countermeasures through: Will a series of "just do it" action items fix the problem (e.g., policy letter reducing number of signatures required), or will a Rapid Improvement Event or Project be needed (e.g., assemble team to rearrange an entire office to make customer or information flow faster)? 

7. Confirm the results and the new process: Once your action items have been completed you need to verify that the improvements you expected actually occurred and that the deliverables from the objectives in step three are realized. 

8. Standardize a successful process: It's a sure bet yours isn't the first unit to run into this problem. Publicizing the solution allows you to feel good about making a difference and helps the rest of the Air Force improve overall. 

I can promise you this model works on everything, having used this and some of the associated tools successfully at home. But, it does take a bit of a cultural mindset, getting away from the "I don't have time right now" mentality. The fact is, if you're regularly spending more than nine hours at work just to keep up, you can't afford not to apply these tools. Let us help show you how you can apply AFSO21 to your world, no matter how big or small the issue. Contact the AFSO21 office at 298-4712 or 298-5843.