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Air Force Smart Operations for the 21st Century, launched in 2006, is a problem solving methodology that uses a fact-based or scientific approach for identifying inefficiencies in the workplace.
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Senior leaders learn AFSO21
Posted 1/19/2013 Updated 1/22/2013
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by Otis Solomon
United States Air Forces in Europe Business Transformation Office
1/19/2013 - RAMSTEIN AIR BASE, Germany -- The United States Air Forces in Europe Business Transformation Office hosted an Air Force Smart Operations for the 21st Century Senior Leaders Course at the Woodlawn Golf Course here Jan. 8 - 9.
During the AFSO21 course, 22 senior leaders from across the command learned about continuous process improvements and strategic planning strategies to shape the future path of the command.
Lt. Gen. Noel T. Jones, USAFE vice commander, opened the course and discussed its importance with attendees.
"We've always been about process improvement in the Air Force," said Jones. "Learning the AFSO21 tools and techniques briefed during the next two days will help guide and shape that improvement. It is designed to teach you how to build an environment in your organization where process improvement can flourish. You will learn a little bit about the tools, but primarily what you will learn ... is how you help drive transformation."
During the two-day course, Chuck Parke, director of executive programs for the University of Tennessee, immersed participants in several AFSO21 concepts and shared lean tools he used to improve processes across the Air Force.
Along with hands-on group exercises, Parke discussed a variety of topics: understanding key lean tools and principles, strategic alignment and deployment, fiscal challenges, mission growth, problem solving and developing new ways of thinking to improve how work is accomplished, efficiently and effectively.
To see first-hand how lean techniques and principles work in a large organization, the group toured the John Deere Factory in Mannheim, Germany. During the tour, the senior leaders learned about the company's strategic direction and how the factory staff enhances its productivity through the application of the tools at the various stations.
Senior leaders asked questions regarding how the organization applies the techniques and principles.
"The lean toolset is the same whether used on the shop floor or in the office," explained Jerguen Mayer, John Deere plant manager.
USAFE's recently created BTO, led by Col. Scott Forest, Headquarters USAFE chief of BTO, facilitates practical exercises to implement process improvement principals.
"Changing the current culture of process improvement throughout USAFE is one of the objectives of the office," said Forrest. "The BTO uses events like the SLC to augment senior leadership skills with an understanding of how to manage performance and strategically align continuous process improvement using AFSO21 tools. CSAF's newly published Vision for the Air Force emphasizes innovation, and innovation skills can be enhanced as senior leaders share their experiences through practical demonstrations of how concepts may be implemented."
During the course, the senior leaders learned methods to improve USAFE and Air Force processes using AFSO21 as well as lean, six sigma, theory of constraints and business process reengineering. This was the second SLC hosted by the BTO and is one of approximately 15 held annually across the Air Force to achieve AFSO21's goal of improving processes and making every Airman aware of how to improve combat capability.
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