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June 6, 2013
Air Force Improvement
NUMBER 382 Expeditionary Combat
Support Squadron (382ECSS) is mak-
ing significant improvements to its
Defence Purchasing Card (DPC) pro-
cess through help from the Air Force
Improvement (AFI) team at RAAF
The Procurement Service Centres
were centralised at RAAF Base
Edinburgh in 2012, and 382ECSS
began conducting its own local pro-
curement through its Equipment
Management Section (EMS).
This was a steep learning curve for
the unit, and during the transition, sev-
eral inefficiencies were revealed. This
highlighted to the unit that there was
potential for AFI to help facilitate the
necessary changes to the process.
After implementing various chang-
es, the project has delivered improve-
ment in customer satisfaction through
large reductions in DPC processing
SGT Russell Saint, of the Amberley
AFI Team, said that by "removing
waste" from the DPC processes, it was
found that up to 64km of extra travel
and 63 hours a month of unneces-
sary tasks within 382ECSS could be
"From this analysis several changes
were made, the most significant being
improvement in communication and
preventing work being repeated at sev-
eral different points in the purchasing
process," SGT Saint said.
Suppliers now deliver direct to
ON TARGET: 382ECSS procurement section members LACs Salman Mohammed, left, and Mark Brighton
use their new DPC management system at RAAF Base Amberley.
Photo courtesy 382ECSS
customers in most cases, eliminat-
ing the need to collect goods from a
central point. Hard copy document
printing and excess approvals have
been removed, cutting down on extra
processing time of demands.
SGT Saint said part of the improve-
ment process included data monitoring,
which showed that the improvements
made were effective and measurable.
"The data that reflects demands meet
customer expectations 92 per cent of
the time, where previously only 23 per
cent met the requirements," he said.
"In addition, the procurement place-
ment timeframes were more reliable,
producing a more consistent service."
382ECSS Logistics Officer
FLGOFF Shamsa Lea said one of the
positive outcomes from the AFI pro-
cess was a culture change within the
section, so that looking for continuous
improvement opportunities has become
a way of life.
"In addition, the junior members of
the team now feel empowered to ques-
tion inefficiencies within their job role,
and the teamwork within the section
has increased," she said.
"As the flight commander, I am also
able to provide up-to-date informa-
tion to the CO as a result of the Visual
Management Board that resulted from
Although only a simple project,
involving a small team, the results of
the project have exceeded expectations.
Some of the improvements made
within this activity have been trans-
ferred to other areas within 382ECSS.
382ECSS has been able to use the
services of its local AFI team to make
an enduring process improvement.
In doing so, they are also sup-
porting the growth of a continuous
improvement culture within Air Force.
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