Home' Air Force News : August 4th 2011 Contents 21
August 4, 2011
HARD work at the RAAF School of
Technical Training (RAAFSTT) at
RAAF Base Wagga by 11 members
has resulted in a dramatic decrease
in the school's holdings of stores and
RAAFSTT has the biggest single
holding of aircraft of any unit in the
Air Force. Its 44-platform mini Air
Force comprises 27 Macchis, eight
CT-4s, three Metroliners, a Winjeel,
a Nomad, and four helicopters (two
Wessex and two Iroquois).
This fleet, which was acquired
during the 1990s and early years of
this century, is used by the school for
Initial Employment Training (IET) for
all aviation technical trades as well as
post-IET training courses.
The aircraft came to RAAFSTT
after their service flying lives ended
and they were taken off squadron
charge. They came complete with
spare parts, publications and other
This resulted in more than 10,000
items being transferred to the school
and its warehouse, which was specifi-
cally created to cater for the resources.
These items were worth about $80
million and stored in 750 bin loca-
tions, making the RAAFSTT ware-
house one of the largest Air Force-
managed warehouses in the country.
In time, it became apparent that a
lot of the stores, equipment and pub-
lications were not necessary for train-
ing and it was decided that the hold-
ings should be rationalised.
However, this posed a range of
p roblems with management and
control of this mass of inventory,
due to a lack of resources, a lack of
formal documentation, haphazard
packing and delivery of the stores
and equipment to RAAFSTT, and
inadequate stocktakes during the
Last year, a special project team
was established to address the issues.
The team, consisting of 10 permanent
and reserve members and APS civil-
ians, was established.
Significant assistance was provid-
ed by National Aerospace Training
Centre of Excellence (NATCOE) staff
with identifying items and how they
Headquarters Ground Training
Wing also provided logistics officer
FLGOFF Vincent Rogers, who said
the project was raised to improve the
logistics management of the unit and
realise savings that were available.
"This is in line with the Strategic
Reform Program and Air Force
Improvement initiatives," FLGOFF
"Planning took us two months and
then the actual work another seven."
The project comprised SCA and
warehouse remediation as two sepa-
rate but interlinked parts and began
with a stocktake of every item, includ-
ing its location, followed by a sweep
to ensure nothing had been missed.
"We then restructured the SCAs,
disposed of unused equipment, reduced
the item range and are in the process
of disposing unnecessary spares and
equipment from the warehouse."
As a result of these activities, the
range of items held will be reduced to
1500 in the warehouse by the end of
the year, and the restructured control
mechanisms means that RAAFSTT will
meet its governance responsibilities.
There will be more space in the
warehouse which RAAFSTT will use
for other purposes and a decreased
Items will be able to be quickly
identified, which will simplify and
speed up the stocktaking of SCAs and
other unit logistics requirements, and
there will be a more structured and
justified means for keeping current
equipment and replacing items.
PART OF A
Identify the areas where waste lurks
WHILE it may be a surprise to
some, waste occurs in all of our
work areas whether we work in
an office, on the hangar floor or
flying an aircraft.
When you know what to look
for, the waste is there and it is
everyone's responsibility to find
and eliminate it. Waste is not just
the offcuts of material or old oil
from an oil change.
In the context of the Air Force
Improvement (AFI) Program,
waste can include the time
Defects can be poor work that
contains errors, rework, mistakes
or work that lacks something nec-
essary, not just equipment failures.
It can include errors in data entry
and pricing, missing information
and specifications and lost records.
Overproduction is generating more
of 'something' than is needed 'right
now'. It can include providing more
information than is needed now
or for the next step in a process,
making extra copies of a document
than are needed or even creating
reports, emails and other docu-
ments that are not read.
Waiting is work time lost because
people, equipment, spare parts,
other material and information is
not ready by the start time.
Inappropriate processing is work
that does not value-add to either
the worker or the customer. It
can include unnecessary reports,
repeated manual entry of data, use
of superseded or outdated forms
and using inappropriate software.
Excess transportation is not just
unnecessary or misuse of vehicles
but poor use of forklifts and other
vehicles in warehouses to move
materials. It can also be as simple
as individual practice in the work-
place, for example, taking files to
another person or going to get
signatures from them, carrying
documents to and from shared
equipment, or retrieving and stor-
People's potential is any failure
to properly manage and use the
talents and time of people to their
full potential, including through lack
of training and education. This can
include failure to seek staff ideas,
poor communication, information-
sharing and coordination, duplica-
tion of work and efforts, and poor
or under-defined work directives
that result in wrong outcomes
Motion is unnecessary movement
or actions by people that do not
value-add to the workplace or job.
Examples can be searching for
parts, tools, files and other infor-
mation, collecting and reaching for
tools or files that are not in the right
place or ready for use, and excess
handling of paperwork.
Excess inventory is more infor-
mation or material held than is
needed for the task 'right now'. It
can include files that are waiting
to be actioned but not needed
now, excess office supplies or
materials/parts, emails waiting
to be read or actions or unused
records in databases of cabinets.
THE EIGHT WASTES
required to redo work that has
errors in it, or the time lost while
waiting for parts that haven't
been delivered on time. There
are eight prime areas of waste
that you can consider, but the
first step is often to look at what
frustrates you or those process
steps that never work very well.
Imagine if you could clear
those frustrations from your
day.If you require help in making
these improvements, raise your
ideas through your command
chain and/or contact your local
HAVE A LOOK: Waste is all
around. Photo: ACW Joanne Larsen
CHANGES are being made to the
provisions for approving Short
Absence From Duty (SAFD), also
known as short leave.
This follows a recent audit of
SAFD is intended to give
personnel periods of rest and
recovery after long or unusual
duty or where members are
required to attend to urgent per-
SAFD is to be used for short,
informal periods of time off
duty. It is to be used only for
situations when leave is not
available or appropriate for the
The audit found that there
had been instances of significant
differences between how SAFD
was being used and the way it
was intended to be used.
The audit recommended that
the SAFD policy be strengthened
by providing clearer guidance on
the ways in which it should be
accessed and approved.
Director of Service
Conditions Colleen Goth,
from Personnel Policy and
Employment Conditions in
Canberra, said she welcomed
Under the new provisions,
up to three days' leave may be
approved by a supervisor of
a WOFF equivalent (E) in the
direct line of command. Up to
five days may be approved for a
SQNLDR (E) in the direct line of
command and up to 20 days for
an AIRCDRE (E).
More information is in the ADF Pay
and Conditions Manual at Chapter
5 Part 9 Division 1, available
online at http://intranet.defence.
Links Archive July 21st 2011 August 18th 2011 Navigation Previous Page Next Page