2007 Enterprise AIRSpeed “Site of the Year” “Battle A” Award

1. Site Name and Location: Marine Aviation Logistics Squadron 24, Marine Aircraft Group 24, 1st Marine Aircraft Wing, III Marine Expeditionary Force, Marine Forces Pacific, Box 63048, MCBH Kaneohe Bay, HI 96863-3048 2. Point of Contact at nominated unit: Primary Alternate Name: LCDR Robert Palmore, USN CDR Paul Neuzil, USN E-mail: robert.palmore@usmc.mil paul.neuzil@usmc.mil Phone: (808) 257-5024 (808) 257-1903 DSN: 315-457-5024 315-457-1903 Fax: 315-457-0864 315-457-0446 3. Site size (total number of personnel): 616 total personnel, which includes: 271 Marine 254 Navy (Shore) 91 Navy (Sea) 4. TMS aircraft and squadrons supported: Number and TMS aircraft: Squadrons: (36) P-3C Orions VP-4, VP-9, VP-47, VPU-2 (34) CH-53D Sea Stallions HMH-362, HMH-363, HMH-463 (10) SH-60B Seahawks HSL-37 5. Date that Enterprise AIRSpeed implementation commenced: 3 OCT 2005

MALS-24 Mission Statement

“To provide rapidly deployable, flexible and sustainable aviation maintenance, supply, and logistics support to Marine Aircraft Group 24 (MAG 24), Commander Patrol and Reconnaissance Wing Two (CPRW-2), and Commander Helicopter Maritime Strike Wing Pacific (COMHSMWINGPAC) squadrons in both combat and garrison.” MALS-24 is a unique organization as it is equally comprised of both Marines and Sailors. As Naval Aviation’s first fully integrated logistics squadron, we provide a full range of aviation logistics support to three MAG squadrons of legacy aircraft, four Navy squadrons of legacy aircraft, along with supporting numerous transiting aircraft and squadrons. Due to the number of commands supported, and variation in their missions, our operational tempo remains high year-round. Approximately 27 Sailors are deployed at any time with P-3C squadrons on their 6-month deployments supporting GWOT. Approximately 34 Marines deploy at any one time with CH-53D squadrons on their rotations to OIF. Committed to our goal of providing “outstanding aviation logistics to support operational flying squadrons in both combat and garrison”, we have leveraged AIRSpeed process improvement methodologies to enhance mission accomplishment, combat readiness, and overall communication with our “warfighter” customer on the flight line. MALS-24 has fully embraced the Naval Aviation Enterprise (NAE) vision of achieving Cost Wise Readiness (CWR), which is “to deliver the right force, with the right readiness at the right cost, at the right time – today and in the future”. In doing so, we have created a paradigm shift which no longer measures the squadron based on a “readiness at any cost” mentality. At every level of this command, we have empowered our Marines and Sailors of all ranks by utilizing Theory of Constraints (TOC), LEAN and Six Sigma (LSS) business process improvement methodologies. Assigned as the Marine Corps lead in the Naval Aviation Readiness Integrated Improvement Program (NAVRIIP) test case, we are leading Marine Aviation in the development of “basis for measurement” (metrics). Our dedicated participation in these efforts is a testament to our “pride in ownership” in all that we do. The journey of Continuous Process Improvement (CPI) began with our initial implementation efforts of AIRSpeed in October 2005. Our original completion date for all 51 production work centers was scheduled for December 2006. However, we were able to accelerate our completion date by four months. In August 2006 we celebrated the major milestone of being Wave III “complete”

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Deployment Plan Progress

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for all production work centers, including Production Control and the Supply Department.

VOICE OF CUSTOMERS

O/I-Level Appreciation

MALS-24 began an exchange program where Sailors and Marines from our command spent at least a week at the O-level squadrons and worked along side their respective O-level counterparts. In addition to bridging the communication gap, training, knowledge and idea exchanges, some of our technicians had the opportunity to fly along with their host squadron. In turn, O-level technicians spent some time at the I-level with the same intent. Nearly 30 MALS-24 personnel, all of whom had no previous O-level experience, participated in this venture with more to follow with the on-start of the P-3C Consolidated Maintenance Organization (CMO) concept. Ultimately, this opportunity gave each side a better understanding of what drove the priorities at the other level of maintenance, as well as an appreciation of what each work centers’ counterparts had to perform day-in and day-out.

Customer Wait times

As our primary mission at MALS-24 is to support the O-level squadrons, we know that how efficiently and effectively we offer this support to them is key. Therefore, our supply department has focused on the “effect” portion of what our various Rapid Improvement Events (RIE’s) and Value Stream Analysis (VSA’s) have provided for our customers as well. Since the implementation of Enterprise AIRSpeed methodologies and processes, we have decreased the average on-station customer

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Average Customer Wait Time (in days)Consumable Stock Requisitions

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wait time by 26%, while decreasing the average off-station customer wait time by 67%. This means faster service for both the O-level squadrons and the production work centers.

MAG-24 Phase Maintenance Team In January 2007, MALS-24 conducted a VSA and 5S event shortly after the initial operation of the MAG’s Consolidated Aircraft Phase Team. This Phase team was initially developed for a Sikorsky contract field team to incorporate Headquarters Marine Corps’ “Pre-Set” and “Re-Set” reconstitution effort in support of GWOT to work in concert with embedded O-level squadron maintenance personnel. By doing this, we were able to identify waste, create future value stream maps, set-up point of use tool boxes, reconfigure the layout of work spaces, and rewrite the SOP. The quantitative outcome of our efforts resulted in a 70% improvement of total maintenance process and a 33% improvement in Supply’s consumable effectiveness through the establishment of a Pre-Extended Bin (PEB). Furthermore, a POA&M was created which identified future opportunities for improvement such as the realignment of phase kits, installation of LAN drops to operate NALCOMIS for efficient point of use, and acquiring “tough book” laptops for technicians performing phase inspections. This valuable evolution significantly added to the original intent of this Phase team, which was to streamline phase practices amongst the squadrons and provide training to O-level technicians, while effectively managing the timeliness of the performance of maintenance. As a result, the streamlined phase maintenance processes and procedures reduced variability and cycle time in the execution and completion of aircraft phase

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maintenance actions by 15%, while increasing the overall material condition of the aircraft by 30% by returning aircraft to operational squadrons with zero open discrepancies. SUPPLY/MAINTENANCE PROCESS

VSA's/RIE's

Our command continues to conduct monthly Lean Six Sigma events with the intent and focus of eliminating excess allowances, waste and barriers in order to achieve design Time-to-Reliably Replenish (TRR’s) to support the flight line. By accomplishing this, we have significantly improved several processes and communication between our Maintenance and Supply departments, and have significantly improved our support to our customers in the form of increased quality, diminished wait times, and faster repair and returns. Specific examples include: - The establishment of a systematic PEB implementation process where we conducted two RIE’s that resulted in a savings of 77 percent in PEB set-up time, 69 percent in distance traveled and the elimination of 2,128 minutes of wait time. The refinement of this process assisted all work centers in meeting TRR goals. - Work center 41N teamed with PMA-261 in forecasting war-time utilization with current Time-on-Wing (TOW) data to establish a buffer of five T-64GE-413 engines in support of Hawaii-based, CONUS training, and forward deployed OIF operational requirements. During this period 41N achieved a remarkable 100% first-time yield on engines tested. - The HAZMAT work center established an on-site HAZCHEM storage at Ordnance, Support Equipment, and Airframes. This expedited the completion of work, thus saving approximately 400 man-hours. The HAZMAT work center assisted the Sikorsky CH-53D contract personnel in procuring HAZMAT, which avoided a 3-week delay in the start of repairs. - The Integrated Weapons Systems Branch/Avionics Division incorporated an in-shop PEB and solder station that reduced expended man-hours by 35 percent. - The repair and return module in Electronic Retrograde Management Systems (ERMS) was introduced within our Supply Department to aid in decreasing the amount of Beyond the Capability of Maintenance (BCMs) being performed on SH-60B Aviation Depot Level Repairables (AVDLRs). Items with insufficient repair capability at MALS-24, but with high RFI

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rates at AIMD North Island, were sent to North Island and tracked through the ERMS repair and return in-transit asset visibility module. By providing a standard return shipment process, ERMS reduced variability in the return process, while improving reliability for the O-level squadron. Thus far, this installation has created $975,000 in BCM savings for our command. The success of this retrograde reengineering effort has directly supported the NAE’s objective of Cost-Wise Readiness.

Creation of JASU

As a result of a joint Maintenance/Supply RIE, a Joint Aviation Screening Unit (JASU) was created, which integrated the maintenance departments’ aeronautical material screening unit (AMSU) process with supply’s repairable management division (RMD). It streamlined the induction of WRA’s from the O-level and eliminated the over-processing of an item, thus prevented redundant inspections and reduced hand-offs of a piece of gear by the two divisions. Introducing and implementing the Road Runner Work ethic, this valuable RIE yielded a 94% improvement in total process time, zero wait time in the process, and a reduction in the number of steps by 50%.

Open Communications

In an effort to bridge the gap between O and I-level Maintenance divisions and the Supply Department, MALS-24 saw the need to expand the audience during meetings between squadrons (customer), production work centers, and supply divisions. Aside from addressing high priority parts and components, healthy dialogue between the groups took place to address the validity of requirements, increase parts flow, and attack the barriers. This has allowed the squadrons and the IMA to better understand and identify “Value Added” processes. It also uncovered “pitfalls” and Non-Value Added processes that have caused unnecessary cancellations of requisitions and extended delays that lengthened TRR. Specifically, Supply Response Division (SRD) created a weekly forum to maintain constant communications with production divisions to reduce premature requisition cancellations. This open dialogue led to a 34% reduction in weekly requisition cancellations. Similar initiatives have taken place between Production Control and O-level squadron Material Control Officers. SAVINGS Committed to Cost Wise Readiness, Marine Aviation Logistics Squadron 24 is at the forefront of being cost conscious in our

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Savings IMPROVEMENTS

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Work Center Year Month Event400 2005 Jul RIE X X X X X X X X X X X X X670 2005 Jul RIE X X X X X X X X X X X51E 2005 Jul RIE X X X X X X X X XCMD 2005 Jul RIE X X X X X670 2005 Aug RIE X X X X X X X X X

Hazmat 2005 Aug RIE X X X X X X X X XSup 2005 Aug RIE X X X X X X X X X X X650 2005 Sept RIE X X X X X X670 2005 Sept RIE X X X X X X X X X X

AMSU 2005 Sept RIE X X X X X X X X X X X X XQA Audit 2005 Sept RIE X X X X X

670 2005 Nov RIE X X X X X X X X X X800 2005 Nov RIE X X X X X X X X900 2005 Nov RIE X X X X X X X X X X990 2005 Nov RIE X X X X X X X X X X X41N 2005 Nov RIE X X X X X X X X X X X X61A 2005 Nov RIE X X X X X X X X X X X X X900 2006 May VSA X X X X X X X X X X X X81B 2006 May RIE X X X X X X X X X X X X X610 2006 Jun RIE X X X X X X X X X X X X620 2006 Jun RIE X X X X X X X X X X X X X

AMSU RMD 2006 Sept RIE X X X X X X X X X X X X X X XPEB 2006 Sept VSA X X X X X X X X X X X X X731 2006 Nov RIE X X X X

AMSU/RMD 2006 Nov RIEX X X X X X X

IMRL 2006 Nov VSA X X X800 2007 Jan 5S X X X X X X X X X X X X

Phase Crew 2007 Jan VSAX X X

Phase Crew 2007 Jan 5SX X X X X X X

BCM 4 Process 2007 Mar RIEX X X X X X X

SRD 2007 Mar 5S X X X X X X X

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Aviation logistics processes. We currently lead 1st MAW squadrons in identifying Type I savings. Additionally, we’re the first site within MARFORPAC to go from transitional TRR’s to design TRR’s. With our aggressive goal settings, we continue to strive for more tangible savings for the Enterprise, while increasing intangible savings for our Marines and Sailors.

Type I

In the past, it has been the business practice to exhaust all funding prior to the end of each quarter/year. However, with the cultural change of Cost-Wise Readiness, we have contributed to the paradigm shift of saving for tomorrow’s requirements. At the end of Fiscal Year 2006, MALS-24 returned $476,000 to CNAF for further distribution.

Type II

In our efforts to become more cost efficient and reduce our footprint with respect to readiness and our overall supply management, MALS-24 has identified nearly $38 million worth of AVDLR components that exceeded our current demand pattern. Of these assets, over $22 million worth of Repairables and over $19 million worth of X-1 items were identified as overages and have been brought to the attention of NAVICP via eBST. Specific singular cost avoidance and/or savings are as follows: - Work Center 411: The return of Reduction Gear Box components

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consisting of seven NIINs resulted in a potential cost savings of $1.3 million. - Work Center 41N: The return of 16 NIINs associated with the T-64GE-413 engine resulted in a potential cost savings of $1.06 million. - Work Center 440: The return of 135 NIINs associated with CH-53D Main Rotor Blade Assembly resulted in a potential cost savings of $3.3 million. - Work Center 520: The return of 24 NIINs resulted in a potential cost savings of $1.04 million. - Work Center 620: The return of 71 NIINs in support of various electrical WRAs and SRAs resulted in a potential cost savings of $2.8 million. - Repairable Management Division: With the implementation of the Repair and Return program, we’ve managed to avoid spending $975,000 in BCM costs by directing SH-60B AVDLRs to AIMD North Island, CA for repair.

TYPE III/Quality of Life Benefits

By embracing and utilizing the methodologies and culture of AIRSpeed as a force multiplier, MALS-24 has made substantial gains in both morale and productivity of its Marines and Sailors. As a joint Marine Corps and Navy command, our Marines and Sailors must execute a multitude of training requirements which compete with production efforts. “Green-side training”, which includes the rifle range, gas chamber, swim qualifications, and the Marine Corps Martial Arts Program (MCMAP) are requirements for our Marines. Similarly, General Military Training and Safety Stand-downs are annual requirements of our Sailors. The numerous examples of man-hour and process savings have afforded us the opportunity to train our technicians without compromise. Another great benefit (not often realized outside the command) since our journey began is the tremendous increase in Quality of Life programs and initiatives. At MALS-24, we have taken full advantage of the thousands of man-hours saved (afforded by CPI’s), of which we have given back to our Marines and Sailors. This has been accomplished in the form of time for our managers so more attention can be given toward NAMP programs and unit inspection preparations, professional/personal development through off-duty education, and dedicated involvement in community service activities. As a result of the focused

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efforts of our Marines and Sailors we have been selected as 1st MAW’s nominee for the 2007 Marine Corps Aviation Association “MALS of the Year Award”, along with scoring the highest grade during the January 2007 1st MAW Commanding General’s Functional Area Inspection/Troop Oriented Inspection. Furthermore, we have developed three officer accession selectees, have met or exceeded all Marine Corps and Navy retention goals, and won Marine Corp Base Hawaii’s (MCBH) 2006 “Volunteer Unit of the Year” Award for contributing over 40,000 hours to local community projects and donating over $28,000 to charities.

INNOVATIVE IMPROVEMENTS

Benchmarking Parts Distribution Center

We feel that MALS-24’s proactive approach to benchmarking has served as a catalyst to our process improvement journey. Much of our success has been gained from innovative contributions made by various organizations, both inside and outside of the NAE. Specifically, we’ve benchmarked 1st MAW, 2nd MAW, 3rd MAW, FRC Southwest (North Island and Point Mugu), FRC Northwest (Whidbey Island), and Toyota North American Parts Center-California (Ontario, CA). From these sites we have learned and adopted many practices, such as the AIRSpeed Self Evaluation/Checklist (Point Mugu), shopping market approach (Whidbey Island 400 Division), parking lots (North Island), and employee appreciation and stretch goals (Toyota).

Unique Improvements

Biometric Clock: Our calibration lab (Work center 670/Avionics Division) installed a state-of-the-art biometric clock system to measure the production capacity of its technicians. This system highlighted the non-productive man-hours versus the current and projected workload within this work center. The calibration lab was identified to “test and evaluate” this system due to their historically large Work in Process (WIP) and variation in throughput. Consequently, the results of this study has been briefed to the divisional and departmental leadership, both of which have taken notice of the non-value added events that has attributed to the calibration lab’s diminished capacity. As a result, leadership has better managed the utilization of their personnel as indicated by the 24% improvement in production since implementation of this system, with a potential savings of $87,285 per year in production losses. When briefed to VADM Massenburg and RADM Skinner, both leaders noted that this measure had great potential for application across the Enterprise.

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Command Innovation Center (CIC): The command’s vision was to create an environment that inspired creativity, forward thinking, and innovation, with ready access to multimedia tools which are conducive to CPI processes. The command leadership gained both moral and fiscal support from CPRW-2, MAG-24, and 1st MAW in this endeavor to create a fully equipped multi-functional media center. The CIC is now the primary venue for group planning and discussion, to include: USMC CH-53D NAVRIIP metrics development, benchmarking, monthly AIRSpeed reviews, and P-3C CMO integration. The entire renovation process was accomplished by the Marines and Sailors of this command. AIRSpeed Lab (Center of Excellence): The site office needed a place to facilitate a cultural change through the employment of CPI tools and innovative initiatives. Inspired by the creation of the Command Innovation Center, the AIRSpeed Lab was created and later coined as MCBH’s “Center of Excellence” for learning, teaching and innovation. Here the site office mentored TOC experts, LSS Green Belts and Black Belts as part of the extended site core. Additionally, they engaged in the sharing and exchanging of ideas across the NAE. In our lab is housed two large classrooms, a computer lab, library, and site core office spaces. The computer lab provides the ability for Marines and Sailors to complete NKO requirements, as well as the Villanova University online Black Belt course, without hindering production work center assets. All LSS events, in-briefs, out-briefs, and awareness training are conducted within this center. MALS-24 was recognized as the first in Naval Aviation to develop a site for this purpose. CALIBRATION BMT (CAL BMT): Utilizing BMT 4.01, our Calibration lab personnel developed an internal database to interface with METCAL to track calibrated within established TRRs. This tool also identified how we are using our manpower capacity, thus enabling us to forecast future manpower usage. Although this concept was recently implemented during the second quarter of FY 2007, it has resulted in over $2,400 in cost avoidance in manpower. In the future, as this measurement tool develops, MALS-24 will implement this in other work centers expecting greater cost avoidance with respect to manpower. LEADERSHIP INVOLVEMENT & COMMAND REPRESENTATION

Visual Displays

It started as an idea that a pictography would be useful to facilitate training for all hands, including leadership, to illustrate 900 Division’s AIRSpeed journey from an “AS IS” state

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to a “TO BE” state following the LSS events and guidelines. Therefore, our “AIRSpeed Lane” was created within a passageway in the GSE building. Since its creation, other divisions internal to MALS-24 have found value in creating their own to train and inform new Marines and Sailors within their respective divisions. Subsequently, many distinguished visitors, including those within the BOG voiced great interest and benefits to this development. Visual displays such as the green/yellow/red traffic lights in our Power Plants division gives managers, as well as technicians, a quick assessment of where each branch is tracking with their respective buffers. “Parking spots” offers visual references to not only our Power Plants division, but to our Aviation Life Support System (ALSS) and GSE divisions for their respective work benches and staging areas.

Awards

From the onset of our journey, there has been an elite group of technicians that have stepped out from the crowd and have made great contributions towards generating and fostering a cultural change within MALS-24 and across the Naval Aviation Enterprise. The command took note of the efforts and wanted to show its appreciation for the job that our personnel were doing, thereby creating the perpetual award for “Innovator of the Year”. Our first awardee was AT2 Carney for his efforts in support of over 10 Lean/Six Sigma events conducted that had a direct impact by reducing processing times and improving manpower efficiencies. He also was singled out for becoming the most junior member within the Enterprise to receive his LSS Green Belt certification and subsequent Black Belt certification, making him a valuable resource to the Naval Enterprise as whole. This event was significant in that it also marked the opening ceremony for the MALS-24 Command Innovation Center by MGen Trautman, 1st MAW Commanding General, who presented AT2 Carney with a Navy and Marine Corps Achievement Medal. Subsequently, the synergy realized by the Site Core team and leadership within the command recognized a need for a Quarterly award to promote and foster more innovative leaders. Therefore, our first Innovator of the Quarter award went to AT2 Allen, who was awarded a Certificate of Commendation presented by VADM Massenburg. Local initiatives like this have made an already rewarding experience for our technicians even more attractive for a job well done.

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BOG/AIP Accomplishments

The Boots on the Ground (BOG) visit in October 2006 brought about much change at MALS-24. Not only did it bring the “decision makers” together, but it brought the Enterprise together to witness and work through various obstacles and barriers that we confronted from day-to-day and sometimes for years. With the motivation of our departmental/divisional leaders, we engaged the leadership from HQMC, MARFORPAC, CNAF, NAVAIR, NAVICP, Fleet Readiness Centers (FRCs), 1st MAW, and MCBH to address specific barriers that impeded our ability to attain our design TRRs. Specifically our accomplishments were: - Mobile Maintenance Facility-Charlie (MMF-C) Van Disposition: Since the disestablishment of MMF-C in 2006, MALS-24 physically absorbed all of the mobile maintenance facilities in their accounting. This posed a significant problem as already lacking manpower was tasked to perform the necessary maintenance for well over 200 mobile maintenance facilities. With the assistance of the BOG and 1st MAW, our work center 990 coordinated in the shipment and transfer of 123 excess mobile facilities to North Island, CA via the SS Curtiss (TAVB-4). Among these were 78 mobile facilities assigned to MMF-C that were sent for rework and redistributed to other areas within the Enterprise. This translates to a savings of 113 man-hours per van in annual upkeep and a reduction of 14,000 maintenance man-hours to the command. - P-3C Jack Stand Tester Replacement: Our current jack stand tester had surveyed uprights on the load tester due to elongated holes and visible cracks within the posts. Due to this gear being permanently affixed to the deck and within the GSE building, we needed MILCON funding to replace this with an existing new jack tester. NAVAIR (PMA-260) provided the funding necessary to allow MCBH Facilities Department to conduct a site survey and cost estimate prior to awarding a contract for removal and replacement. Work is scheduled to begin in August 2007. By replacing the old tester, we enhance our capabilities by supporting C-130 wing jacks when in transit, we are afforded more work space within the shop, and it will allow for a more efficient design for testing jacks in the future. - Clamshell repair and replacement: Over the years, corrosive weather conditions inherent to Hawaii caused a rapid deterioration of a canopy-like “clamshell” that housed and protected millions of dollars worth of GSE for the command and all tenant flying squadrons. Multiple tears and holes in the clamshell left many pieces of GSE gear exposed to corrosive

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saltwater-laden air, which meant thousands of additional man-hours towards corrosion prevention and treatment. As a result of the BOG visit, funding was provided by 1st MAW to repair the existing clamshell and to provide for an additional clamshell to be erected beginning July 2007. This will considerably increase the protection provided for our largest pool division. - Power Plants Division deck replacement: As a result of a 5S event and a Naval Facilities Pearl Harbor site assessment, the Power Plants division required the removal and replacement of their deck tiles due to asbestos. The rehabilitation of these spaces began, including the replacement of all tiles and the repainting of all spaces, without crippling the division’s ability to continue with production. Approximately 40% of this task is complete and work is still in progress. Upon completion of the renovation, our 400 division can complete its 5S improvements by properly identifying and labeling all staging areas on the deck for T-64 engine buildup and teardowns. ALSS repair options for the MPLR-30AA: Working with PMA-202, we received the authorization to replace a rivet for the rail of the life raft storage bags. Prior to this decision, we were forced to ship the entire life raft assembly back to the depot level for repair, which created a longer repair time and nearly $600 per raft in shipment and repair costs. TRAINING/SUSTAINMENT

Number (and Percent) of Personnel Training:

AIRSpeed Training

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Training Type Number Complete Percent Complete

TOC SCTE 80

TOC SCDTE 13

TOC SCDE 5

TOC Jonah 1

LSS Green Belt 9

LSS Black Belt 2

DDT 535 87%

NKO 429 67%

AIRSpeed Awareness training is given once every 30 days for all new joins and is also available for those personnel outside our command, such as CPRW-2, MAG-24, MCBH, and MARFORPAC personnel. An eight hour class covering LSS and basic TOC methodologies are taught in our AIRSpeed Lab. Additionally, we have had the benefit of using a 40-hour resident course offered by Brigham Young University (BYU) and an online course offered by Villanova University to conduct a portion of the CNAF Black Belt Job Qualification Requirement (JQR). During a CNAF AIRSpeed assessment visit in August 2006, we dedicated 291 personnel to the week-long training, which lauded comments from the team stating that MALS-24 was the “most involved site” with “the most personnel trained” to date. To help facilitate the spread of knowledge and experience of Enterprise AIRSpeed methodologies, MALS-24 Site Core personnel have been aggressively involved with training military and civilian personnel assigned to MCBH and AIMD Misawa. We were sought out by MCBH to facilitate 2 VSA’s and a RIE for their Check-in/out process and Comptroller’s office. As part of our P-3C Sea Operations Detachment requirement, we deployed AT2 Carney to AIMD Misawa, Japan as a CNAF certified Black Belt. While there, AT2 Carney assumed a leadership position in Misawa’s AIRSpeed office and facilitated further TOC design, RIEs, and senior leadership training utilizing MALS-24’s AIRSpeed Lab for reach-back support. We are confident that our efforts have contributed to these commands and will positively impact the overall mission of the NAE for years to come.

2007 Innovation Sustainment Plan

Ultimately, our goal is to align metrics with a direct impact to aircraft readiness, costs and expeditionary capabilities. As the USMC Type/Model/Series NAVRIIP lead for rotary wing aircraft, MAG-24 has been on the leading edge of the development of Cost-Wise Readiness metrics and tools. Since MALS-24 has been aggressively involved and maturing with Enterprise AIRSpeed methodologies, it was logical to include ourselves in the design of the metrics for MAG-24. We were key participants in the development of the templates for the “Top 5” metrics, drill down performance indicators, and I-level provider metrics focusing on the Marine Aviation Logistic Support Plan (MALSP) doctrine. Other short term sustainment objectives are:

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- The mastering of TRR performance and buffer management at designed levels. - Train and groom all personnel to effectively employ AIRSpeed methodologies and practices. Holding division process owners accountable for meeting design specifications and identifying barriers - Mandating all command personnel to complete Design Deployment Training within 30 days and completing NKO training within 90 days of reporting aboard

- Benchmark local supply chain management process of FEDEX and Wal-Mart Our long term sustainment objectives are:

- To develop and foster a self-sustaining environment of continuous process improvement at all levels, to include self-sustained training/certification of LSS GB/BB and TOC to eliminate the requirement for outsourced contractors

- P-3C Consolidated Maintenance Organization (CMO) design and implementation

- Further facilitate MCBH in its efforts to train and develop their CPI efforts

- Design Work center 990 (Mobile Maintenance Facilities), HAZMAT, and Individual Material Readiness List (IMRL); Work center 990 currently undergoing a LSS BB project Summary As Naval Aviation’s first fully integrated IMA, MALS-24 has fully embraced the maxim “One Team, One Fight”. By supporting 17 operations and exercises in 7 countries, we have provided superior aviation logistics support to operational flying squadrons both in combat and garrison. Our acceptance of NAE’s AIRSpeed process improvement initiative has placed us on the leading edge of innovation and Cost-Wise Readiness by realizing a notional cost avoidance of $38 Million. Our proactive and energetic experts have fully utilized the intent of the BOG to flatten barriers and open communications amongst the Enterprise. All of our achievements in efficiency improvements gave us the opportunity to give back to the Marines and Sailors who perform our business. In a recent visit, 1stMAW’s Commanding General MajGen Trautman stated, “The vision of the Department of Defense and Naval Aviation is to leverage expertise and combine

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capabilities to increase warfighting capability across both services. MALS-24 is at the forefront of this vision by becoming the first Aviation Logistics Squadron in the Marine Corps to become a joint Navy and Marine Corps Squadron. In the last seven years, with lessons learned and a vision of the future, MALS-24 is defining the future of Department of Defense logistics support transformation."

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The Mission of MALS-24 is “To provide rapidly deployable, flexible and sustainable aviation maintenance, supply, and logistics support to Marine Aircraft Group 24 (MAG 24), Commander Patrol and Reconnaissance Wing Two (CPRW-2), Commander Helicopter Maritime Strike Wing Pacific (COMHSMWINGPAC) squadrons in both combat and garrison.” Clockwise from top left: a Navy SH-60B; our joint color guard; a Navy P-3C; Customers from HMH-463 Pegasus show their appreciation; Navy P-3C Consolidated Maintenance Organization (CMO) brief given to Maintenance and Supply management at the MALS-24 Innovation Center; center: a Marine CH-53D.

Clockwise from top left: As a result of a TOC Design, 900 Division increased flight line GSE availability; MALS-24 Supply Sailor delivers part to an O-level squadron; AD1 Valles validating IPB for engine parts kitting; 2 MALS-24 Marines in Al Asad prepping T-64GE-413 engine prepared by our newly TOC designed work center 41N; Marine in NDI Lab at work; Sgt Boysel performs Micro-miniature repair after RIE improvements; AD2 Muasau operating Valve housing test stand after repair of speed potentiometer as a result of the BOG visit; Capt Sumter and AD2 Trumata discuss process changes in MALS-24’s recently designed JASU.

Our Type III or Intangible savings of manpower are given back to the Marines and Sailors of MALS-24 in the form of: increased community service opportunities, intramural sports, and service related requirements for advancement and retention, thus upholding a sense of “Ohana” or family within our unit.

Clockwise from top left: Command Innovation Center “Ribbon Cutting Ceremony” with 1st MAW Commanding General, CPRW-2 Commodore, MALS-24 CO; Site Core Officer and NCOIC in front of AIRSpeed Lab, LCPL

Quish, W/C 670, demonstrates the innovative biometric clock; Col Callan, HQMC ASL, discusses CH-53D NAVRIIP CH-53D TMS Lead Roadmap with MALS-24; Calibration/IMRL VSA team mapping the equipment hand-off process; MAG-24’s Consolidated Aircraft Phase Team in work alongside contract maintenance crews implementing HQMC’s “Pre-Set” and “Re-Set” initiative; MALS-24 Sailor enjoying the benefits of LEAN.

Clockwise from top left: VADM Massenburg presenting MALS-24 “Innovator of the Quarter” Award to AT2 Allen; RADM Williams discusses 900 Division’s POA&M for MMG-1A’s disposition to DRMO; LtGen Castellaw

commends Supply and Maintenance personnel on innovative achievements with JASU during BOG visit; MajGen Trautman congratulates MALS-24 for becoming Wave III complete in record-setting time; Spearheading Type I and II savings, GySgt Mena identifies and discusses supply demand data; As a result of an action in

Progress event from the BOG, excess mobile facilities being shipped to North Island.

MALS-24’s ultimate goal is to align metrics with a direct impact to aircraft readiness, costs and expeditionary capabilities. A few of our sustainment objectives are: to participate in the USMC T/M/S NAVRIIP lead for Rotary Wing aircraft, P-3C CMO Implementation, and to foster a self-sustaining environment of CPI at all levels.