AFSO21 is the Air Force's standardized approach to continuously improve processes through lean principles in order to increase productivity, equipment availability, response time, safety, and energy efficiency. It utilizes lean methodology including specifying value, identifying the value stream, establishing flow without waste, pursuing perfection, and engaging Airmen. The goal is to eliminate non-value added activities and waste through relentless process improvement.

1. What is AFSO21?

2. Overview
• What is AFSO21?
• Lean Defined
• 6S and Standard Work
• Problems Solving, Process identification and
mapping
• What Does an Event Look Like?
• AF and ANG Successes

3. History of CPI
1900 1915 1935 1945 1973 1983 1991
American Supermarkets Machine That Changed the
“Pull Systems” World
me and Motion “Lean Term Coined”
F. Taylor Deming’s Quality Seminars
Mass Production “Customer Focus”
Henry Ford
“Flow, Standardized
Work, Eliminate
Waste”
Toyota Production System
Taiichi Ohno
terchangeable
Parts “Lean Principles”
E. Whitney
Toyoda Motor Company 1980’s – Japan
Kiichiro Toyoda Begins Domination
“Just-In-Time” of Auto Industry
1970’s – Oil Crisis forces
Toyoda Automatic Loom Works other Japanese 1990’s - U.S Industry
Sakichi Toyoda
Companies to adopt Begins TPS/Lean
“Error Proofing” Transformation
TPS/Lean

4. AF Strategic Imperative for
Operations Improvements
Congressional
Budget Pressure Highly Dynamic
GWOT Demand
Real Need for Organic
Improvement in
Increasing Operations
Fleet Age
(Avg > 23 yrs)
Personnel 31% Rise in
Healthcare JP8 Fuel Cost
& Support for Air Force
Costs Rising in Past Year

5. AFSO21 Methodology
• Primary AFSO21 methodology (80%) is Lean
Principles.
• Remaining 20%:
o 6 Sigma:
 Improvement and measurements of specific processes.
 Statistical validation.
o Theory of constraints:
 Elimination of the most significant constraint in sequence.
 Big picture focus.
o Business Process Reengineering:
 Longer term process redesign.
A combination of process improvement methodology & tools

6. AFSO21 Objectives
• Provide a standard AF approach to
continuously improve all processes that
employ our AF capabilities to deliver required
effects.
• Develop a culture which promotes elimination
of waste, sharing of best practices, and
reduction of cycle times across all products
and services, and involvement of all Airmen in
the relentless pursuit of excellence.
• Ensure that all Airmen understand their role,
develop the ability to effect change and
continuously learn new ways to improve
processes in their daily activities in order to
save resources and eliminate waste.

7. AFSO21 Five Desired Effects
• Increase Productivity of our most valued
asset – People
• Significant increase in critical equipment
availability rates
• Improve response time and agility
• Sustain safe and reliable operations
• Improve energy efficiency
Establish a Resilient Continuous Process Improvement (CPI) Foundation
AFSO21 is about combat capability –
Relentlessly Strengthening the Total Force

8. Benefits of Continuous
Process Improvement (CPI)
• Reduce lead time
• Improve speed of throughput
• Lower costs
• Improve quality
• Improve safety
• Respond to change in customer demand
• Better use of capital
• Engage your people

9. Definition of Lean

10. What is Lean?
• Lean is a standardized method and mindset
for in all of the processes we use reducing
waste to execute our mission.
• The goal of lean is the endless pursuit of the
identification and elimination of waste,
adapting to change, and continuous process
improvement.
• Non-value added activity = Waste.

11. The Five Principles of Lean
Speci
fy
Value
Value
Perfe
Strea
ction
m
Pull Flow

12. Specify Value
• What is the value to customer/end-
user?
• Make sure that what we do provides
value from the perspective of the
customer.
The value definition is the baseline for
determining what activity is “non-value added”.

13. Identify the Value Stream
• Everything that goes into creating and
delivering value to the end customer…
including waste!
• We generally own steps in the process;
typically nobody is responsible for the
entire value stream.

14. Flow, Push, Pull
• Flow: The alignment of the operations in a
process
• Push: Moving product into a process without
a customer request
• Pull: Movement of product based on
customer request

15. Flow
• Flow is the smooth movement of
products and services along the value
stream.
• What do you think is a “Batch and
Queue” system?
What are some examples of batch vs. flow?

16. Perfection
• The complete elimination of waste so
that all activities along the value stream
creates value.
• Exactly what you need, exactly when
you need it, with a minimum of spare
time and resources.
All steps are value-added….not realistically
attainable, but serves as a “true north.“

17. A Process
Dip Tank
Waiting Machining Assembly
Transportation Staging Inspection
Set-up
Time
Raw Finished
Material Parts

18. Value Added/Non-Value Added
• Value Added Activity-
o An activity that changes the form, fit or
function of the product. Something the
customer is willing to pay for….
• Non-Value Added (Waste)-
o Those activities that take time, resources, or
space, but do not add value.

19. What Do We Mean By Lean?
Dip Tank
Waiting Machining Assembly
Transportation Staging Inspection
Set-up
Time
Raw Finished
Material Parts
= Value = Non-Value
Added Time Added Time
(WASTE)
LEAN is the endless pursuit of identification and
elimination of waste, adapting to change, and
continuous process improvement.

20. Traditional Results
Often Focus Here Savings or
Improvement

21. Lean Approach
Remove Waste
Non-Value Added Work
Savings or
Improvement

22. Instinct to Focus on Improving Value-
Added Work
22

23. Airplane Exercise Round One
Batch of Six

24. Flow, Push and Pull
Airplane Exercise
Batch Size # People Output WIP Cycle Time Quality

25. What Are The Problems With
Round One Of The Airplane
Exercise?

26. Problems – Round One
• Flow
o Caused transportation
o Possible misdeliveries
o Bottlenecks
• Six piece batch 1 5 2
o WIP
o Quality 7
o Constraints
4 6 3

27. Creating Flow
• Analyze the flow of work
• Redesign the process and/or workplace
• Produce and move one piece at a time
• Develop multi-skilled employees
• Balance work (people / process)
• Pace to customer demand

28. Flow: Batch and Queue
Process A Process B Process C End User
Elapsed time:
33 seconds

29. Airplane Exercise Round Two
Batch of Three

30. Flow, Push and Pull
Airplane Exercise
Batch Size # People Output WIP Cycle Time Quality

31. What Differences Are Noted With
Round Two From Round One Of
The Airplane Exercise?

32. Round Two Results
• Flow
o Transportation (gone)
1 2 3
o Misdeliveries (gone)
o Bottlenecks (reduced) 4
• Three piece batch 7 6 5
o WIP (reduced)
o Quality (improved)
o Constraints (Balanced) 1 2 3 4
5
6
7

33. Single Piece Flow
• Provides product to customer faster
• Greatly reduces wait time between
operations
• Greatly reduces quality issues
• Reduces WIP

34. Single-Piece Flow
Process A Process B Process C End User
Elapsed time:
15 seconds!

35. Airplane Exercise Round Three
Single Piece Flow

36. Flow, Push and Pull
Airplane Exercise
Batch Size # People Output WIP Cycle Time Quality

37. What Differences Are Noted With
Round Three From Round One
And Two Of The Airplane
Exercise?

38. Round Three Results
• Flow
o Transportation (gone)
o Misdeliveries (gone)
o Bottlenecks (gone) 1 2 3 4
5
• One Piece Flow
o WIP (gone) 6
o Quality (great) 7
o Constraints (gone)
o Production Up

39. Push vs. Pull
Push systems attempt to predict
demand and cover that demand
with inventory.
Pull allows us to synchronize our
production to our customer
demand

40. Push System Examples
• What are some examples of a Push system?
o Junk mail
o Requirement for electronic deposit
o Inspections
o New missions
o Resource cuts
o Pop up adds on a web page
o E-mail

41. Pull System Examples
• What are some examples of a Pull system?
o Supermarket shelves
o Amazon.com
o Internet research
o Community of Practice on Portal
o Buying a house
o Any type of reservation

42. Pull vs. Push
PUSH PULL
• Schedules order releases • Order release occur when
based on lead times and the downstream buffer
master schedule. reaches a given level.
• Lot sizes are based on • Lot sizes determined at
rules from master shop-floor level and based
schedule. on downstream
• Priorities based on rules requirements.
(ex: earliest due date, • Priorities are determined
FIFO) but are often by operators using a
changed on the floor sequence board.
according to the work
schedule.

43. Demonstrate Pull System

44. 6S and Standard Work

45. The 6S System
Sort
Sustain Straighten
Standardize Shine
Safety

46. The 6S System (Explained)
• Sort: Eliminate all excess materials in the work area.
• Straighten: Everything is positioned in a specific,
consistent, and organized manner.
• Shine: Everything is clean, allowing undesirable changes to
be immediately visible.
• Standardize: Keeping the area organized, orderly, and
clean, making standards visual and obvious.
• Sustain: Education and communication to ensure that
everyone continues to follow the 6S standards.
• Safety: Reduced safety hazards due to first 5 S’s.

47. “A place for everything –
everything in its place.”

48. Visual Management in Action
AGE Shop
Before 6S

49. Visual Management in Action
AGE Shop
After 6S

50. What It Looks Like On The Shop Floor
TODAY’S
GOAL
HARDH
AT 6 0 0
PRODUCTION RESULTS
AREA TODAY’S
RUN SCHEDULE SOPs
1 3 7 QUALITY RESULTS
LOW STATION 3
OPERATOR
FIRE SLEDGE CLEAN
EXSTINGUISHER HAMMER
GLOVES
DIRTY
GLOVES
WARNING
HOT STEEL

51. Standard Work
• Definition:
o The agreed-upon set of work procedures that
establish the best and most reliable methods and
sequences for each process and each worker.
o Flexible enough to meet customer demand.
• Includes:
o A prescribed sequence of steps.
o Assigned to a single person.
o Represents the current best practice.
• Not your traditional SOP!!!
If you think of ―standardization‖ as the best that you know today, but which is
to be improved tomorrow - you get somewhere. But if you think of standards as
confining, then progress stops – Henry Ford, Today and Tomorrow

52. Pig Exercise

53. Pig Steps
1. Handout a blank piece of paper. Tell everyone to
draw a pig. Share results and thoughts.
1. Handout a piece of grid paper and SOP. Tell
everyone to draw a pig according to the SOP on
the grid. Share results and thoughts.
1. Hand out the SOP with the example and grid
paper. Tell everyone to draw a pig according to the
SOP on the grid. Share results and thoughts.

54. Task Description Sub-Task Instructions
1 Draw a letter M at the top left intersection. 1.1 Bottom center of M touches intersection
2 Draw letter W at bottom left intersection 2.1 Top center of W touches intersection
3 Draw letter W at bottom right intersection 3.1 Top center of W touches intersection
4 Draw arc from letter M to top right intersection
5 Draw another arc from top right intersection to
bottom right W
6 Draw an arc between the two bottom Ws
7 Draw the letter O in center left box
8 Draw arc from letter M to tangent of the circle
9 Draw arc from left W to tangent of the circle
10 Draw an arc for the mouth 10.1 Half way between the W and circle
10.2 Must be a happy pig
11 Draw an arc for the eyes 11.1 Half way between the M and circle
12 Draw cursive letter e near top of arc on right
13 Draw two dots in middle of circle for pigs’ nose.

56. Task Description Sub-Task Instructions
1 Draw a letter M at the top left intersection. 1.1 Bottom center of M touches intersection
2 Draw letter W at bottom left intersection 2.1 Top center of W touches intersection
3 Draw letter W at bottom right intersection 3.1 Top center of W touches intersection
4 Draw arc from letter M to top right intersection
5 Draw another arc from top right intersection to
bottom right W
6 Draw an arc between the two bottom Ws
7 Draw the letter O in center left box
8 Draw arc from letter M to tangent of the circle
9 Draw arc from left W to tangent of the circle
10 Draw an arc for the mouth 10.1 Half way between the W and circle
10.2 Must be a happy pig
11 Draw an arc for the eyes. 11.1 Half way between the M and circle
12 Draw cursive letter e near top of arc on right
13 Draw two dots in middle of circle for pigs’ nose.

57. Waste
• Waste may not be as easy to recognize as
you think!
• In most traditional processes, the vast
number of steps in the process
accomplished by people and machines are
waste.
• To understand what is considered waste, ask
“if this step went away, would the customer
know or care?”
IF it does not add value…IT IS WASTE!

58. 8 Wastes
D Defects—not meeting specified requirements
O Over Production—ties up more resources than necessary
W Waiting—increases wait time, work in process, and delays response
time to the customer
N Non-Standard Work—creates delays without adding any benefit
and invites more defects in the process
T Transportation—the unnecessary movement of material or a
product adding time and consuming space
I Injuries—increased absenteeism, reduced mission effectiveness,
and reduced morale
M Motion (Excess)—poor labor efficiency because of work layout or
material not in easy reach
E Excess Inventory—ties up capital and invites risk of obsolescence
and damage

59. Lean Thinking Recap
5 Principles of Lean Waste
• Value • D-Defects
• Value Stream • O-Overproduction
• Flow • W-Waiting
• Pull • N-Non-Standard Work
• Perfection • T-Transportation
• I-Injuries
2 Major Lean Tools • M-Motion
• E-Excess Inventory
• 6S
• Standard Work
“We get brilliant results from average people managing a brilliant process. Others
get average results from brilliant people managing broken processes.”
Taiichi Ohno, Toyota

60. Problem Solving, Process
Identification And Mapping

61. 8 Step Problem Solving Process
1. Clarify The Problem
2. Break Down The Problem/
Identify Performance Gaps
3. Set Improvement Target
4. Determine Root Causes
5. Develop Countermeasures
6. See Countermeasures Through
7. Confirm Results & Process
8.Standardize Successful Processes

62. What is A Process?
• Process: An organized group of related
activities that together create a result of
value to the customer.

63. Processes
• Everything has processes
• Flow of a process impacts the efficiency
of the process
• Creating flow and standard work creates
efficiency reduces waste
• Processes have boundaries
o A start and a done (beginning an end)

64. Filling Your Car’s Gas Tank
Current State
Trigger
Park Select Wait Place
Remove Select Remove Squeeze
At Payment Scan Card For Nozzle in
Gas Cap Grade Gas nozzle Handle
Pump Option Approval Tank
Replace
Remove Close Get Drive
Fill Tank Nozzle in
Nozzle Gas Cap Receipt Away
Pump
ALL Tasks are clearly identified Done
• Each task is in the simplest form
• Linking tasks together will map a
process

65. The Current State
Current State –
VA / NVA Identified
Park Select Wait Place
Remove Select Remove Squeeze
At Payment Scan Card For Nozzle in
Gas Cap Grade Gas nozzle Handle
Pump Option Approval Tank
Replace
Remove Close Get Drive
Fill Tank Nozzle in
Nozzle Gas Cap Receipt Away
Pump
Tasks identified as Value Added or Non Value Added
- Value Added in Green
- Non-Value Added in Red

66. Problem Identification
• Problems impact processes
o Impacts flow
o Impacts efficiencies
• Typical response:
o Increase manpower
o Contract out
• How do you identify the real problem?
o Root Cause Analysis
o Five Whys

67. Problem Identification (Fuel)
• Problems impact processes
o Taking gas cap off
o Long line at gas station
o Removing credit card from wallet
o Waiting for receipts – malfunctioning pump
• Typical response:
o Plan more time to accomplish task
o Get gas on way home
o Purchase vehicle that get better mileage
o Purchase a hybrid
o Purchase motorcycle
o Carpool
o Ride a bicycle
o Move closer to work

68. Ideal State Map
Ideal State
Park Auto
Drive
At Tank
Away
Pump Fill
NO CONSTRAINTS!!!!
• In a perfect world...
• Think outside the
box

69. The Future State
Future State The Process of the future
• Remove as much waste as possible
• Remove NVA activities
Park Easy Place Replace
Remove Squeeze Remove
At Pass Nozzle in Fill Tank Nozzle in Drive Away
Gas nozzle Handle Nozzle
Pump Scan Tank Pump
Caution – Number of steps reduced is not a good measurement
Assumptions
• Gas cap has nozzle access port
• Easy pass account knows typical grade you
chose

70. Example of an Action Plan
Description Type OPR ECD Comments
Acquire gas cap with pass thru Do It Fred Flintstone 10 Mar Must fit Fred’s car
Establish Easy Pass Account Do it Wilma Flintstone 10 Mar Ensure you include
the typical grade of
gas used by Fred
* Process Owner/Team Lead Responsibility to implement
* Leadership MUST support this process

71. What Does an Event Look Like?

72. EC-130J Isochronal Inspection

73. What is an event
• 3-5 days with a team of Subject Matter Experts
(SME) and at least one customer
• Follow the 8 step problem solving model
• Look at the process from end to end
• Identify waste in the process
• Develop countermeasures to remove waste
• Identify action plan for implementation
o Attainable within 6 months
• Provide out-brief to process owner
• Implement new process

74. Steps to Get There
• Conduct Strategic Alignment & Deployment with
senior leadership
o Senior leaders identify process’ for improvement
o Identify Process owners and team leaders
o Process owners and team leads develop charter with
facilitator
• Process owners and team leads develop team
• Complete charter
• Begin Rapid Improvement Event
• Implement new efficient processes rapidly

75. Charter

76. AF and ANG Successes

77. AF Energy Use Case for Action
All must-pay bills!
Facility
Fighter 16%
22% Bomber
6%
Gnd Trans
3% Trainer
3%
“Other” Into-Plane
6% 2%
Aviation Mobility
42%
Aviation Fuel Use is 81% of total AF Annual Consumption
Source: DESC FY06 Cost Data, AFTOC,
Fuels Enterprise System & Defense Utility Reporting System, and VEMSO fuel reporting
system

79. Initiatives
Related: fuel accountability

80. Did you know…
Turning off your monitor at the end of the
day and setting your monitor sleep mode
to 10 minutes saves the ANG $1.5M in
annual energy costs!?
Source: Air Force Communications Agency IT Energy Conservation Analysis, April 2007

81. KC-135 Weight Reduction Event - Hawaii ANG
• Initial Results – Identified
5370 Lbs of weight
(equipment, tools, chutes,
etc) carried w/in the
fuselage
• Evaluating mission-
specific/standardized
configurations, equipment
reductions and potential
light weight modifications
• Integrating weight
reduction processes
across the entire Mobility
and Combat AF wide-body
fleets

82. Weight by Criticality
1= MC 181.50
NMC = 2339.5 lbs 2= MC- 1547.50
3= MC MOD 1301.00
4= NMC 2339.50
MC 181.5 lbs 5369.50 lbs
MC- 1547.5
NMC lbs
2339.5 lbs
MC MOD
1301 lbs
Mission Critical Mission Critical - Less Mission Critical Modified Non-Mission Critical

83. ANG CPI Event Results
Unit/State System Date/Type Frequency Results (Savings) Projected Savings/Yr
ANGRC Awards Jan 2007 / RIE Annually 114 Days ~354 Days per year
128th ARW (WIANG) KC-135R Feb 2008 / ISO 15 months 232 Hrs/ISO ~203 Days per year
ISO / Fuel Cell
128th ARW (WIANG) PHA Mar 2008 / RIE Annually / person ~1.75 hours / physical ~122 Days per year
105th AW (NYANG) C5A Mar 2008 / RIE Per occurrence 42 Mins / ~ 323 Man Hrs/ ISO/Yr
A/C tow Occurrence
144 FW (CAANG) ATSO Jun 2008 / RIE Per Exercise / 42% reduction / Standardized process
Inspection occurrence
OHJFHQ HRO – Vacancy Jun 2008 As required 20 Day / occurrence ~90 Days per year
Process RIE
171st ARW (PAANG) Flying Hour Execution July 2008 Weekly 41 Hours ~ 267 Man Hrs / year
RIE
173rd FW ORANG CE – Work Order Oct 2008 / Problem 380 / year 96% / 28 Days per work ~ 10640 days / year
Process Solving order
193rd SOW (PAANG) EC-130J Jan 2009 / Problem Per Exercise / 14.3 % reduction Standardized Process
Aircraft Generation Solving Inspection
193rd SOW (PAANG) Special Ops Wing A/C Feb 2009 / Problem Quarterly 1 Increased AC Avail/ 2 52 days AC Availability
Scheduling Solving Man Yr Reabsorbed 156 Man Hr Reabsorbed

84. Quotes From Customers
“Man o' man, hooray! … Great to hear this news of both success-in-processes
and especially unit enthusiasm to make it happen. That's the way to
culture/paradigm change and giving momentum to the process. Good on the
128th!”
Col Rich Howard NGB/A4
"Thank you and your team …. I was not exactly into doing this project at first,
having been scarred by the TQM thing in the past, but quickly learned that
AFSO21 does not compare. I have since determined that there are several
issues within Vehicle Management that we need to tackle and will do so in the
future.”
CMSgt Charles Breitzman 128th ARW
“Thanks for all your efforts to helping us become a
much better running unit. Things are really beginning
to move. We are down to around 75-80 backlogged
work orders. Things are really looking up.”
TSgt Carson Williams, 128th ARW/CES

85. Quotes From Customers
“…people in the Guard need to know that AFSO 21 works !”
Col Charlie Daughterly 179th AW/MXG
“I just couldn’t see taking 20-plus people and pulling them out of their shops and putting them in
a room for a week to study the process…But, once we were in the room and the details were
being worked, it quickly became apparent that this was a great opportunity to save valuable
time. We actually earned back our up-front time investment after our first new ISO.”
CMSgt Mike Stichler, 179th AW/MX
“We took 268 processes and cut it down to 48…And the beauty is that the quality is better than
it was before. Most importantly, though, the process belongs to the people – it’s their process
and they have provided 100 percent buy-in.”
SMSgt Mike Vasko 179th AW/MX

86. Quotes From Customers
“The facilitators were outstanding! I can't give enough praise to them. Dom
really put some time into this to make sure we had the best result possible.
He was fully engaged prior to, during, and after the event. We knew we had
a problem, but didn't know how to fix it. Dom and Bruce gave that knowledge
to us. I couldn't be happier with the service we were provided.”
Lt Col Todd Swass 157th MXG
“Linda, Things here in the Inspection world are going great. The inspection flow is quite the
thing to see, we are working on our third A/C and it's going pretty smooth, we've had hiccups
along the way but have found ways to still make the process work”.
MSgt. Norio M. Colipano
142 MXS Inspection Section Supervisor

87. National Guard CPI

88. Why AFSO21?
“Top-down leadership; bottom-up solutions.”
General Craig McKinley

89. Progression of NG CPI
• TAGs asked for a joint program
o Link AFSO21 and ARNG LSS Methodologies
• Aligned from a Strategic and Performance
Perspective
• Incorporate disciplines and best methodologies or
Army and AF programs

90. National Guard CPI Program
• CNGB announced that the National
Guard CPI Program was going to
happen on 11 March 09
• Money was requested and allocated on
24 March 09

91. NGB CPI Program Time Line
Contractor
Support to FY
11
Staff Training
States and Projects
Identified
TAG and Field
Leadership
Projects in motion
Measure Performance

92. Strategic Alignment & Deployment

93. Air National Guard AFSO21 Office – NGB/CCO
Mission
The Air National Guard AFSO21 Office provides training,
mentoring, problem solving, communication and
effectiveness validation in order to change the culture to
accomplish the ANG mission.
Vision
By December 31, 2009, have the process and
measurement system in place that communicates the
AFSO initiatives’ effectiveness

94. ANG AFSO 21 Hi-Level Process
Air National Guard AFSO 21 Office
Strategic Alignment
Educate, Motivate, and Consult
Candidates Analyze
Contact Identify Train Certify Feedback Process
Problem Validate
Field Unit Candidates Candidates Candidates Results
Solve Results
Target
#1
Culture Communication
Change Readiness Report
Cross tell

95. • Skilled Personnel • Only 1 Full Time
• Funding Level II in 50 States
• Good Training • Level II programs not
Progress defined
• Good Event • Poor -
Strengths Execution
o Follow Up
Weaknesses
• Good Visibility and o Data Collection
Opportunities
Control of Program o Validation of Threats
• Consequences of poor
Events
• Partnerships with
(Level I)
ROI communication
Civilian CPI o Scheduling and
Organizations Forecasting
• o Communication of
Units dissociation with
• Still Lots of Low AFSO
Hanging Fruit Vision
• Enterprise • SWOT Profile
Outside Consulting
Applications

96. Strategic Alignment &Deployment (SA&D)
• Results of SA&D drive events
• List of 3-4 Events Identified
o Concentrate on processes that will build weaknesses
into strengths
o Select a date for NGB to return to facilitate
processes
• Events are Chartered and Supported by Wing
Leadership and ANGRC Office
• Charters are developed by Process Owners,
Team Leaders and Facilitators

97. ANG AFSO 21 Target #1 Charter
1. Mission - The Air National Guard AFSO21 Office provides training, mentoring,
problem solving, communication and effectiveness validation in order to change
the culture to accomplish the ANG mission
2. Vision - By December 31, 2009, have the process and measurement system in
place that communicates the AFSO initiatives’ effectiveness
3. Burning Platform – the Readiness Center needs change of culture to meet
mission with a reduction in resources
4. Process Description – The ANG provides the education, motivation,
consultation, and infrastructure
5. Problem Statement – AFSO 21 is an initiative that can change that culture, but
needs to prove its effectiveness sooner than later. The data collection and
reporting appear to be constraint to increasing the flywheel effect towards culture
change
6. Sponsor -
7. Team Lead –
8. Team Members -