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Communication removes roadblocks

  • Published
  • By Brandice J. O'Brien
  • Tinker Public Affairs
TINKER AIR FORCE BASE, Okla. --  Team Tinker knows a good idea when it sees one. Officials said "Deep Look Center" is a good idea.

Air Force and Defense Logistics Agency personnel recently formed a cross-functional team to improve the Oklahoma City Air Logistics Center's overall spare parts availability. Originated in San Antonio and first adopted by Ogden Air Logistics Center, Utah, the concept encourages personnel to get to the root cause of an end-item issue and eliminate back orders. To do so, the team researches material supportability of a particular end item production number and addresses all items of the supply chain and its logistics.

"Our supply chain operation is a very complex business, which requires seamless execution across a large number of organizations," said Maj. Gen. Bruce Litchfield, OC-ALC commander. "The deep-look process provides a disciplined method to get all stakeholders in a room and systematically look at all the elements required to ensure a part is on the shelf when a mechanic reaches for it. We are putting a lot of resources into the deep-look process, and we expect significant improvements in supportability."

Col. Richard Schwing, DLA Oklahoma City commander, agreed and said his organization is committed to the process.

"The Deep Look process is absolutely critical to improving overall parts support to OC-ALC. This process brings together the key subject matter experts concerning bill of materiel accuracy and the ability of DLA to support parts procurement in a timely manner," said Colonel Schwing. "As the DLA commander here, I am committed to this process and look forward to improving our teamwork with the Air Force as we work through supply chain challenges."

Sandy Windsor, 76th Maintenance Wing Supply Operations director, agreed, adding the Deep Look Center is also an opportunity to introduce new employees to the logistics system.

"Deep Look is an awesome opportunity not only to ensure production workload is parts supportable before it's inducted but a great mentoring opportunity for our new employees to get an in-depth knowledge of how this huge logistics system plays together and the impact if we are not in synchronization," she said.

Tinker's Deep Look Center, or DLC, team of 12 subject matter experts from the OC-ALC Aerospace Sustainment Directorate, 76th MXW, DLA Oklahoma City and 448th Supply Chain Management Wing hosted its first event in early November. The team examined F100-229 low-pressure turbine engines.

Over a two-week period, the team studied 91 stock numbers on the bill of materiel and reviewed detailed information of the production number, including correct coding, to determine issues. The team found 432 supportability issues.

"We're doing fire prevention instead of fire fighting," said Tom Helsley, 76th MXW DLC program facilitator, who likens the process to venturing to the grocery store to pick up necessary ingredients to host a dinner party only to find out the ingredients aren't there. The team determines how to prevent the problem from happening again.

When the first production number findings are discovered, cited and briefed to senior leadership, the team closes that case and moves on to the next research project. Officials said the team will begin the next project, studying a 76th Commodities Maintenance Group end item, Jan. 23.

Production numbers are selected based on several criteria factors by the Deep Look Center Depot Supply Chain Management team. If a production number keeps work from being done and affects the mission, is unsupportable, on back order or is often broke, it is considered. Additionally, organizations can submit suggestions.

The Deep Look Center Functional Steering Group will review the selected end items to determine if the DLC should add it to the to-do list. The functional steering group is comprised of deputy directors and division chiefs from OC-ALC/GK, 76th MXW, DLA Oklahoma City and 448th SCMW.
Brenda Roys, Deep Look Center program manager from DLA Oklahoma City, said the initiative is a proactive approach versus a reactive approach and will positively impact future workloads.

The Deep Look Center Executive Steering Group, which is comprised of commanders and directors from OC-ALC/GK, 76th MXW, DLA Oklahoma City and 448th SCMW, prioritizes the production numbers.

"We have to find these gaps while we still have time to react within both acquisition and production lead time - the amount of time to buy and actually build a part," said Col. Tim Henke, 448th SCMW vice director. "The complexity of our weapon systems and their parts means that it can take 12-36 months to put the part in the mechanics' hands."