1st SOLRS streamlines, reorganizes, validates operations process Published March 23, 2007 By 2nd Lt. Lauren Johnson 1st SOW Public Affairs HURLBURT FIELD, Fla. -- For a long time the Air Force has sought to instill smart operations into practical results. Recently, the Air Force turned its attention to logistics readiness and asked Hurlburt Field to set the example. The 1st Special Operations Logistics Readiness Squadron is one of 12 LRS squadrons currently going through a validation procedure aimed at merging like processes and reducing wasted effort. The validation process combines the previous eight LRS flights into four main areas: supply chain management, readiness, fuels, and vehicle equipment and management, said 1st Lt. Michael Nishimura, 1st SOLRS officer in charge of operations and compliance. Hurlburt Field, along with two other squadrons, are concentrating on supply chain management, while the other nine squadrons around the Air Force tackle the three remaining areas. The validation, which is expected to last about six months, is the test phase, Lieutenant Nishimura said. "It allows us to see what actually works using metrics and flow charts." Currently there are a lot of redundant processes, Lieutenant Nishimura said. For example, right now there are three different jobs involved in the procedure for handling property, Senior Master Sgt. Jon Jaramillo, 1st SOLRS superintendent of supply chain management, explained. "If things work out well, we see them coming together," he said. That would mean less handling of property, cutting down processes and improving the ability to get property quickly to customers. According to Master Sgt. Leroy Apodaca, 1st SOLRS superintendent of distribution element, the current process for receiving and sending items is also somewhat fragmented. Different units handle pickup, delivery and preparations to send items out, Sergeant Leroy said. The validation is looking at a merger of the three processes. "We're starting slow, focusing on the processes; something we can teach and learn," said Mike Tucker, 1st SOLRS former chief of freight. Mr. Tucker said the ultimate goal is to develop a "logistical war fighter who can be deployed and do it all." Vehicle equipment and management is also looking forward to positive changes, said 2nd Lt. Ashley Nowak, 1st SOLRS officer in charge of vehicle management and analysis. Currently, vehicle management and equipment management are separate functions, but the goal is to streamline the processes together. "It will be challenging initially," Lieutenant Nowak said, "but it will help our process in the long run." According to 1st Lt. Kamirys Cartagena, 1st SOLRS officer in charge of contingency operations element, because of the nature of special operations, some processes at Hurlburt Field are already different from most bases and are more aligned with the validation goals. Lieutenant Cartagena explained that the readiness flight, reorganized under the validation, has already been working together. Though the effect for her flight will be minimal, Lieutenant Cartagena said, "once they implement it across the Air Force it will be a good change." When the validation process is complete, each squadron will compile its data and forward it to the major command level. From there it will continue to the Air Staff level, where it will be combined to form basic directives for all LRS programs Air Force-wide. Mr. Tucker said the processes the squadron is using during the validation phase will, in some form, mirror the final product. "We'll do it in some form," he said. "We just don't know if this will be the final look." "Business is going to be seamless," Lieutenant Nishimura said. "Internally we're reorganizing to make our processes better." Sergeant Jaramillo added that this process gives the troops a chance to learn different aspects of the job. "It's all about stepping outside the box," he said. "Once you're out you get to look in for a while."