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ALC looks at parts ordering process

  • Published
  • By Howdy Stout
  • Tinker Public Affairs
TINKER AIR FORCE BASE, Okla. --  Understanding how things are done is the first step in doing things better.

That's why a team of mechanics, managers and supervisors spent a week mapping out the material ordering and distribution process at the Oklahoma City Air Logistics Center. At issue are the delays from the time a mechanic orders an aircraft part to the time it is received.

"Nobody has ever seen this entire process mapped out," explained Col. Evan Miller, commander of the 76th Propulsion Maintenance Group and one of three champions for the event. "So we now know where we are and that we can drive toward an ideal state."

The week-long Enterprise Value Stream Mapping event included participants from two agencies at Tinker involved in providing aircraft maintainers with the material to service aircraft undergoing maintenance at the ALC. The event was designed to graphically illustrate how materials are ordered and delivered as the first step in improving how things are done.

"I see this as a series of interconnected networks that enables us to execute our mission," Colonel Miller said. "It's a complicated process, and more importantly, it's critically important to what we do."

Event facilitator Leigh Ann Bryson said the team members clearly identified each and every step of the ordering and distribution processes, in all cases physically "walking" the processes through with material requisition and distribution experts. Once the processes were identified and understood, she said, team members identified opportunities for improvement in the system and then described the ideal state of material flow.

"We're basically looking at the material ordering process ... from the time the mechanic orders the part until he or she receives the part," she said. "What we're talking about is a very complex process that crosses different agencies."

"This is a very difficult process to understand," said Augustus Mays, event champion, "but it is key -- vital -- that we understand it because it is vital to production." Ordering and supplying material is a big job.

In August alone mechanics placed more than 45,000 orders for material. Those parts are delivered to more than 100 drop points servicing various shops at the ALC. While the 76th Maintenance Wing is t Defense Depot Oklahoma City's largest customer, the truck dock there receives as many as 35 truck deliveries per day loaded with thousands of items, not all destined for the 76th. Most of the ordering and tracking of material is computerized with high-priority parts being delivered within hours. Low-priority parts may take several days for delivery. This constant moment-by-moment flow of material from DDOO, through DSCR to the 76th's mechanics, was mapped to define the process flow. The map then provided opportunities for process improvement and discussions were held to identify elements for long term developments.

Improving the delivery of materials to mechanics is "critically important for the Center," said Col. Kelly Larson, commander, Defense Logistics Agency-OC at Tinker. With the ALC taking on an extra million man-hours of work this year, understanding the process and where to make improvements is essential.

"The goal of this is to do activities that lead to more efficient and increased production," Colonel Larson said.

In outlining the material ordering and delivery process, the team identified more than 20 areas of improvement. Suggested improvements include a better system of sorting high and low-priority items delivered to the ALC from outside sources to locating high-consumption materials closer to those using them.

While briefing ALC commander, Maj. Gen. David Gillett, on the results of their week-long effort, team members also urged leadership to include those turning the wrenches in process improvement. Without worker support, they said, the process would be pointless.

"If not, we're just spinning our wheels," said Thomas Wahpekeche, one of the event's team leaders. "Communication is very important."

Colonel Miller said other areas of improvement include minimizing the need for the mechanic to order parts and standardizing inconsistent procedures among different organizations. Distribution of parts has the potential to become more complicated with many shops relocating to the Tinker Aerospace Complex, unless we standardize the process, he added.

Leadership was encouraged by team members from different disciplines and agencies working together.

"We learned a lot about material ordering and distribution over the week," Colonel Miller said. "This project has done a lot to improve communications and it will improve our collective performance."

But everyone involved recognized that improving the process will take time and continual review with no quick fixes. Keeping the momentum is crucial to the success of this and other improvement events.

"This is a first step," added Mr. Mays. "This is not a sprint, it's a marathon. We've got a lot more work to do, but I think we're bringing down some barriers."