Air Force Depot Maintenance: Management Changes Would Improve Implementation of Reform Initiatives

The Air Force states that an implementation plan is no longer necessary because the Air Force has completed the implementation phase of the reengineering project and are now in the compliance phase. Nonetheless, the Air Force has met the intent of this recommendation by developing criteria and metrics to evaluate the extent to which the three reengineering initiatives are successfully achieving stated goals and desired results.

The Air Force has met the intent of the recommendation by determining that the three reengineering initiatives will be applied to all items that have an active repair requirement. Items that will be included are those with a forecasted repair requirement, and those that are on a current work order.

The Air Force has made its repair enhancement programs standard business processes at each of its air logistics centers. Air Force Instructions for the depot repair enhancement process were issued in March 2001. Instructions for the Aircraft Enhancement Program are expected to be finalized by December 2001. Compliance assistance visits to all three air logistics centers were completed in August 2001. The Air Force also has developed specific action plans to address any requests to deviate from the standard organizational structures and processes.

The Air Force has recognized that developing a workforce that has multiple skills is a key to the future success of its depots. Its April 2000 report, "Sustaining the Sword," established a baseline for transitioning and shaping the future workforce that will be the centerpiece for managing human capital resources to meet future Air Force business needs. The plan is responsive to this recommendation in that it includes a strategic objective to develop a qualified, flexible workforce by 2005. Part of that objective is the developing of a multi-skilled workforce of employees to enable them to be more productive and responsive.

In modernizing automated management information systems, the Air Force stated that its modernization is being done in accordance with the Clinger/Cohen Act guidelines and is being linked directly to support the three reengineering initiatives. Modernization of the G337 Inventory Tracking System reported as completed in February 2002. Deployment of DOD Contract Asset Visibility Program is scheduled for October 2004.

The Air Force is testing best commercial supply practices through prime vendor initiatives at its logistics centers. Based on an industrial prime vendor test that was completed in January 2002, the Air Force reported that solutions were being analyzed for three of the six primary constraints to effective supply management that already have been identified. Proposed solutions for the remaining three constraints have been identified and are being analyzed.

To avoid funding shortfalls, the Air Force has made a commitment to budget for the most accurate estimates of operating costs, including costs for implementing productivity initiatives and estimates of expected savings. To guard against premature reductions, the Air Force has taken the approach that operating accounts will not be reduced until reduced spending can be quantified. The Air Force believes that these actions are necessary to avoid budgeting for a higher level of expenses than will occur and needlessly diverting scarce resources from valid, high-priority Air Force requirements.