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B-52 improvement initiatives taking off

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  • By Maisha T. Young
  • 76th Maintenance Wing Transformation Office
TINKER AIR FORCE BASE, Okla. --  Process improvement initiatives from the B-52 Value Stream Analysis conducted last February are evident around the Oklahoma City Air Logistics Center. The VSA team presented the 90-day improvement event update to senior leaders last week, focusing on the positive changes made around the Center.

This decades-old bomber aircraft requires regular maintenance to keep it a vital part of the Air Force inventory, and the ALC is responsible for that workload. The periodic depot maintenance line for this warfighter workhorse requires continuous process improvement to keep it working more efficiently. Senior leaders, maintenance employees and improvement specialists from across the ALC have been working via continuous process improvement to assure quality, productivity and speed are the top priorities.

But this aging aircraft faces unique challenges, including increased structural repairs, backlogs, prioritizing kitting and standardizing processes. The VSA team tackled these challenges head-on, setting a primary target to streamline the overall PDM process and meet a goal to reduce "In Dock" flow days to 74.

During the 90-day update, charts lined the walls of the B-52 conference room displaying the improvements and efforts of a team prepared to meet the needs of the mechanic and the aircraft.

"I see the potential on this wall to hit the 74-day goal and possibly surpass it," said Maj. Gen. David Gillett, Oklahoma City Air Logistics Center Commander. "What is exciting about your efforts is that I can see huge potential. You are just beginning the journey toward continuous improvement."

Personnel from across the 76th Maintenance Wing, 72nd Air Base Wing, Global Logistics Supply Center, B-52 System Program Office and the Defense Logistics Agency joined together to discuss, review and report the many improvements made to the production line.

Some of the improvements include implementation of a faster decision-making process for backordered parts. Previously, work stoppages and delays were caused by issues surrounding the ineffective decision-making process. The improved process engaged all agencies involved in the decision making, created a flow chart for Forward Logistics Specialists to follow, and a user-friendly color coded backorder chart for easy identification of part issues.

The VSA team also saw improvement in employee engagement. Visual management boards were developed for aircraft backshops to integrate repair workload with the PDM aircraft schedule. According to production supervisors, these boards have had a positive effect on the mechanics, giving them the information so they can understand their role in meeting production targets.

Another progressing area of improvement is in the kitting initiative that was reinvigorated through the B-52 VSA. Specific areas of the B-52 PDM line have discovered that proper kitting cuts down on the time it takes a mechanic to find a part for the aircraft. Kits are built to include all needed parts for a specific work requirement on the aircraft, giving the mechanic everything he/she needs in a user-friendly box and/or trailer.

"It's been great," said Lawrence Bergeron, B-52 material handler. "We've had so much success with this that mechanics are actually coming to us asking to have specific workloads kitted to make their job easier."

Other areas discussed included space utilization for storage of large parts, aircraft jacking, concurrent work opportunities, ground support equipment and training.

"We're seeing a lot of momentum and a lot of employee engagement because of these projects," said Connie Davis, 565th Aircraft Maintenance Squadron Deputy Director and B-52 VSA team lead. "It's exciting."

Senior leaders who attended the 90-day update agreed with Ms. Davis.

"I like teamwork," General Gillett said. "I see a lot of teamwork in this room, and it's apparent to me that you're working together and solving problems and not pointing fingers."

The VSA 90-day update concluded with updates on plans to prevent waste in the B-52 process and individual accountability assignments.

"We're planting seeds for the future," said Lonnie Valencia, B-52 Weapons System Support Center Chief. "If we plant it on fertile ground, it will grow. The progress is here, and it's going on every day on the production floor."