The US Air Force Discovers TBP: How's it Working Out?

By Jon Miller | Post Date: February 24, 2009 6:52 PM | Comments: 1

An article from March 2008 on the Columbus Air Force news webpage, the AFSO21 has adopted 8-step problem solving model to supplant it's reliance on value stream mapping and kaizents as the main vehicles for continuous improvement. AFSO21 is the Air Force Smart Operations for the 21st Century, in other words their version of a lean enterprise operating system. You can learn more about it here on their website.

The article reports:

Air Force Smart Operations for the 21st Century, or AFSO21, has adopted a new 8-Step Problem Solving Model to achieve continuous process improvement. This model is based on the OODA Loop and will make it easier for Air Force members to eliminate waste in the workplace.

The OODA Loop is another variant on PDCA, though it may be an independent invention.

The OODA Loop (Observe, Orient, Decide, Act) was originated in the 1950's by Col. John Boyd. It is an objective description of the decision making process. Due to an emphasis on the infinitely repeating nature of decision making, the OODA Loop is an excellent match for the AFSO21 principal of continuous improvement. The eight steps of the Problem Solving Model fit within the frame of the OODA Loop. The eight steps are (1) Clarify and Validate the Problem, (2) Break Down the Problem and Identify Performance Gaps (Observe), (3) Set Improvement Target, (4)Determine Root Cause (Orient), (5) Develop Countermeasures (Decide), (6) See Countermeasures Through, (7) Confirm Results and Process, and (8) Standardize Successful Processes (Act). Following the eight steps will ensure that actions lead to the desired results with an absolute minimum of wasted effort. Following the steps will also ensure the results are aligned with the needs of the organization.

The following passage is intriguing. What is it about the OODA / TBP / 8 step process that made it possible to do a value stream mapping session in 2 days instead of 5 days?

The 8-step process is better than the current methods of Value Stream Mapping or Rapid Improvement Events. Supervisors and process owners have been hesitant to do a VSM or RIE because they are resource intensive and may take up to five work days to complete. Using the 8-Step Problem Solving Model, events can now be complete in about two days. Process owners can now also run an event without a Level 1 Facilitator physically present through phone consultation. So, in effect, the Air Force has improved its process of improving processes.

The AFSO21 Concepts and Playbook looks like it could use a bit of updating (or goinb back to basics)

From less consultant and lean buzzword-driven to more small group practical problem solving-driven: it's interesting that there seems to be a full circle movement back to basics now, from using high priced consultants to bring in elaborate models, tools and ways of doing kaizen to a more practical, basic and works-if-you-just-stick-to-it model of the good old days.

AFSO21 - kaizen applied to a giant government-spawned operation like the Air Force can't help but save billions. But how's it working out? The adoption of TBP into their approach is more than a small adjustment. Is it an evolution of the system or an indication of how things are going? Is AFSO21 struggling among the trivial many weeds like the seeds of continuous improvement planted many times over many years at huge organizations? Or is it finding the light, water and fertile soil needed to help it grow? If there are any readers from the services who can shed light on this it would be great.

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