Commentary: You are the key to Excellence, Inspections set to begin at the OC-ALC Published Oct. 22, 2015 By Brig. Gen. Mark Johnson Oklahoma City Air Logistics Complex Commander TINKER AIR FORCE BASE, Okla. -- On Oct. 26, representatives from the Air Force Materiel Command Inspector General's office will be here to conduct a Unit Effectiveness Inspection with the Oklahoma City Air Logistics Complex. The inspectors will evaluate the support and compliance with the Air Force Inspection System and the Commanders Inspection Program. They will also assess the programmatic compliance, which includes maintenance, logistics and supply chain management policy. This is the first time the complex will be inspected by this new criterion. The intent of the UEI is to evaluate how we support the Major Graded Areas of AFIS/CCIP. Those areas are Managing Resources, Leading People, Executing the Mission and Improving the Unit. The success of this tough test is teamwork between all personnel in the complex. We must show AFMC we are executing the components of AFIS/CCIP each and every day. We need to focus on the four graded areas as our scorecard. The intent for each MGA is to: Execute the Mission: The common goal is to produce safe aircraft, engines, commodities, software and support infrastructure in order to generate combat power. No matter where you fit in the organization, you influence our ability to accomplish the mission and achieve this common goal. We follow tech data and instructions. Safety and maintenance discipline is not negotiable. When there is conflicting guidance, we elevate to the appropriate level of leadership for resolution. Lead People: People are our greatest asset. As your commander, my responsibility is to ensure you have a safe place to work, free from discrimination or harassment. It is my expectation every employee is empowered and responsible to stop something they see that is, or looks like it is, unsafe or inappropriate. Manage Resources: We operate in an environment where all resources are limited and it is our responsibility to ensure we maximize the impact of the resources we do have to execute our mission. Each employee should ask for what they need to do the job. In return, I expect each one of you to zealously protect those resources from misuse or abuse. In other words, take care of what you use, and use only what you need to get the job done. I expect managers to understand how they use resources and the impact process waste has on providing cost effective readiness to the warfighter. At the squadron level and above, I expect leaders to have programs in place to manage resources, understand the rate structure, comprehend the cost drivers and know what to do to control and monitor the cost of doing business. Improve the Unit: Continuous Process Improvement is the AFSC Way. Across the organization, we should strive for transparency in our processes and data and seek out opportunities to improve with an unfaltering focus on the critical path. Lastly, no matter where you are in this complex, I expect you to be good at what you do, and look for opportunities to make yourself better. I expect OC-ALC leadership to find opportunities to ensure our workforce is fully resourced, educated and trained to be successful. I also expect a close relationship between our union partners and the management team. We must constantly work to communicate and build trust and confidence with each other, the program offices, our supply chain partners, the Defense Logistics Agency team, the 72nd Air Base Wing, our inter-service partners and our private sector teammates. We are a team of teams that delivers combat power for America and that involves trust and respect which is absolutely essential to our mission success in this rapidly changing world. In our last inspection, which was in November 2013, the OC-ALC attained an overall "Excellent" rating. Let's do it again! You can help us attain our goal and prove to AFMC that our maintenance, logistics and supply chain management practices are the best they have ever seen!