AIR FORCE SMART OPERATIONS FOR THE 21 …

1 May 2008 AIR FORCE SMART OPERATIONS FOR THE 21ST century PLAYBOOK Air FORCE SMART OPERATIONS for the 21st century (AFSO21) Playbook Version PLAYBOOK May 2008 i TABLE OF CONTENTS Overview Volume A (ver ): Concept of OPERATIONS .. A-1 A-6 . Volume B (ver ): Introduction to the Eight Step OODA Loop AFSO Problem Solving .. B-1 B-10 AFSO21 Strategic Implementation . Volume C (ver ): Education and Training Plan ..C-1 C-14 Volume D (ver ): Strategic Communications Plan.

2 D-1 D-9 . Volume E (ver ): Knowledge Management ..E-1 E-4 . Volume F (ver ): Strategic Alignment and F-1 F-13 Volume G (ver ): Governance and Process Council Charter .. G-1 G-9. Methodology and Tools . Volume H (ver ): CPI H-6 . Volume I (ver ): Financial Reporting Template ..I-1 I-44 . Volume J (ver ): AFSO21 Tools and Methodology ..J-1 J-80. Volume K (ver ): One Week Event K-1 K-27 Volume L (ver ): AFSO21 Business L-1 L-6 . Resources . Volume M (ver ): Suggested Reading M-9 . Volume N (ver ): Glossary of Terms and N-1 N-18 Volume O (ver ): AFSO21 Templates .. O-1 O-17 SUMMARY OF CHANGES This document is substantially revised and must be completely reviewed.

3 The entire document has been revised and updated with respect to releasability - Approved for Public Release. (A, B, C, D, G) It corrects grammatical errors. (B, ) It clarifies the project management and tracking function. (B, B-9) It changes the orientation of the problem solving worksheet to facilitate printing. (C, C-16) It changes the orientation of the Competency matrix to facilitate printing. (G, ) It changes the definition of Process Manager to align with Volume N. (L, ) It clarifies use of Emergency and Special Program codes for AFSO21 funding. (N) It adds several definitions previously ommitted and updates the definition of Process Manager. (O, ) It corrects the embedded SA&D excel spreadsheet.(O, ) It adds templates for 8 wastes, Takt Time Bar Chart, and Takt Time Calculation. Air FORCE SMART OPERATIONS for the 21st century (AFSO21) Playbook Version PLAYBOOK May 2008 ii THIS PAGE INTENTIONALLY LEFT BLANK VOLUME A: CONCEPT OF OPERATIONS May 2008 AIR FORCE SMART OPERATIONS FOR THE 21ST century PLAYBOOK Air FORCE SMART OPERATIONS for the 21st century (AFSO21) Playbook Version VOLUME A: CONCEPT OF OPERATIONS May 2008 A-i TABLE OF CONTENTS Section One: Executive 1 Section Two: Philosophy.

4 1 AFSO21 Vision .. 1 Critical Success Factors .. 1 CPI is Problem 2 Section Three: Implementation .. 3 Phased Approach .. 3 LIST OF FIGURES Figure A1 - Components of an Enterprise .. 2 Figure A2 - AFSO21 Phased 3 Air FORCE SMART OPERATIONS for the 21st century (AFSO21) Playbook Version VOLUME A: CONCEPT OF OPERATIONS May 2008 A-1 SECTION ONE: EXECUTIVE SUMMARY Air FORCE SMART OPERATIONS for the 21st century (AFSO21) encapsulates our intent to develop and institutionalize a comprehensive, Service-wide, strategic-level Continuous Process Improvement (CPI) approach. "We will capitalize on using knowledge from other organizations and disciplines to improve every business process within the Air FORCE . With AFSO21, we are challenging all Airmen to examine processes and eliminate steps in business processes that add little to no value.

5 " (AF StratPlan ) In other words, the aim is to take our high performing organization to the next level, by reviewing how we maximize value1 and eliminate waste2 in all of our environments operational, support, and otherwise; and fully integrate Continuous Process Improvement across the Total Air FORCE . There is a call to action reaching a critical crescendo: Our people and aircraft have been in combat environs consecutively since 1990, asymmetric threat advantages challenge the cyber-integrity of our national defensive systems and fiscal challenges combine with demographic changes in our nation make the adversary of 2015 a real and present danger. This call to action is our burning platform. AFSO21 is an improvement model customized to the unique environment of the United States Air FORCE which leverages improvement methods from various sources such as; Lean, Six Sigma, Theory of Constraints and Business Process Reengineering.

6 AFSO21 is a transformational initiative empowering all Airmen to eliminate waste from every end-to-end process. It is about delivery of war-fighting capabilities today and tomorrow. It is about our war-fighters successfully engaging and defeating the adversaries of 2015 and beyond. AFSO21 aligns our innovative Air FORCE with a world-class Continuous Process Improvement culture to create a standardized, disciplined approach. AFSO21 is applicable across organizational, functional and capability boundaries with the ultimate objective of improving combat capability. This Concept of OPERATIONS (CONOPS) articulates Air FORCE requirements to continue to assure asymmetric air, space and cyberspace capability by focusing on our core, governing and enabling processes.

7 Fundamentally, AFSO21 is a mindset to attack problems and identify opportunities for improvement. It emphasizes the use of our greatest resource our innovative, dedicated Airmen; guided by world-class leadership and unique core values by addressing the Air FORCE s physical system, its management infrastructure, and cultural mindsets and capabilities. The AFSO21 Playbook is a living document. All Airmen should expect this document to adapt to the Air FORCE s implementation and institutionalization of a Continuous Process Improvement culture. Updates will be made continuously and controlled by individual volume as the Airmen of the Air FORCE conceive the next generation of development in the United States Air FORCE . 1 Value is a need the customer is willing to pay for, expressed in terms of a specific required product or service (DoD Continuous Process Improvement Transformation Guidebook (May 2006)) 2 Waste is anything that adds cost or time without adding value.

8 Generally, waste includes: Defects, Over production, Waiting time, Non-Standard over processing, Transportation, Intellect, Motion, and Excess Inventory. D-O-W-N-T-I-M-E. Air FORCE SMART OPERATIONS for the 21st century (AFSO21) Playbook Version VOLUME A: CONCEPT OF OPERATIONS May 2008 A-1 SECTION TWO: PHILOSOPHY AFSO21 VISION The vision for AFSO21 is to establish a continuous process improvement (CPI) environment whereby all Airmen3 are actively eliminating waste and continuously improving processes. These improvements must be centered around the core missions we, as Airmen, are responsible for conducting specifically to maintain the asymmetric advantages and capabilities the Air FORCE delivers in air, space and cyberspace. We need to ensure we are also driving efficiencies and improvements across-the-board.

9 Therefore, we must use the right tools and techniques to see and attack problems and leverage opportunities for improvement; and employ our greatest resource innovative, dedicated Airmen. The vision directly supports the Air FORCE s mission statement. The desired effect is an increase in AF combat capability directly linked to the core AF mission. Operational View. The overarching intent of AFSO21 is to effectively and efficiently deliver war-winning, expeditionary capabilities (deployed and in-place) to the joint commanders. Toward that end, we must have the methods and means to continually improve and eliminate waste across all Air FORCE processes. AFSO21 provides the methods and the means. By achieving a CPI operating style, the Air FORCE will be better positioned to: Prepare for and participate in the joint fight, anywhere, anytime Develop, maintain and sustain the war-fighter edge Provide motivated and accountable Air FORCE warriors Continually improve our ability to meet the ever-changing demands of the world, our enemies and inevitable fiscal constraints CRITICAL SUCCESS FACTORS AFSO21 program success is based on three factors: being results-oriented, involving the total Air FORCE and a sustained and deliberate application of AFSO21 principles.

10 Results oriented. The results and outcomes of AFSO21 efforts will be measured. Measures are tied to AFSO21 and Air FORCE objectives to maintain alignment and provide focus. Total Air FORCE involvement. The focus on war-fighter effectiveness, efficiency and the elimination of waste applies to all Airmen. Many of our processes have evolved over time, often incrementally and in reaction to limited objectives or one-time problems. The Total Air FORCE must change its mindset from that is the way we have always done things to continually seeking the best way accomplish daily work. Sustained and deliberate application. CPI ideas and methodologies have gained momentum as various organizations achieve and verify results. However, to realize the gains required to meet 3 Airmen refers to any US Air FORCE Member (officer or enlisted, active, reserve or guard, along with Department of Air FORCE Civilians) who supports and defends the US Constitution and serves our country (AFDD 1-2, Air FORCE Glossary (8 June 2006)) Air FORCE SMART OPERATIONS for the 21st century (AFSO21) Playbook Version VOLUME A: CONCEPT OF OPERATIONS May 2008 A-2 our program goals, AFSO21 efforts must be focused, deliberate, sustained over the long term and, ultimately, embedded in our culture.