The way ahead: senior leaders across the Air Force have repeatedly stated that they cannot emphasize enough how important it will be to make AFSO thinking an integral part of every airman's daily routine.
If you are short on time, take a peek at our short article entitled, "Air Force Smart Operations--Here to Stay," which gives you a quick look at the genesis and future of AFSO. Hopefully that will entice you to read on and get your colleagues interested in learning more about Smart Operations.
As we look to the future, senior leaders across the Air Force have repeatedly stated that they cannot emphasize enough how important it will be to make AFSO thinking an integral part of every airman's daily routine. Therefore, on behalf of the Secretary of the Air Force, we will continue to facilitate AFSO efforts across the Service and we look forward to working with as many of you as we can.
As one Airman recently said, "AFSO didn't make airpower ... it just makes airpower better." To maximize that effect, AFSO must become part of the normal daily battle rhythm of the United States Air Force--we're depending on your help to make that a reality. So pitch in and feel free to let us know what exciting and important things you're doing for the Air Force today.
* Exciting. Because these AFSO efforts involve the creativity and innovation of enthusiastic Airmen from every corner of the Service.
* Important. Because the work these Airmen are doing each and every day is helping to make a great Air Force even better. It's establishing a firm cultural foundation to keep the US Air Force the best in the world as we enter a future where the only certainty is the inevitability of increasingly complex threats to Our national security and challenges to our vital interests around the globe.
What Every Airman Should Know About AFSO
* Is in every airman's DNA
* Is necessary to the future success of the Air Force
* Provides a way to function effectively--even in a resource-constrained environment
* Exists for the sole purpose of helping Airmen strengthen mission capability
* Is critically dependent on your individual participation
AFSO Senior Leadership
Brigadier General John Posner is the Director, Air Force Smart Operations, Office of the Secretary of the Air Force, * Washington, DC. He is responsible for developing and coordinating the Air Force's AFSO21 transformational efforts. These activities include program design, management of the AFSO21 central team, development of core supporting initiatives in change management, training material, knowledge, and performance tracking. He also plays a direct role as advisor and continual process improvement mentor to senior Air Force leaders.
General Posner was commissioned in 1980 upon graduation from the US Air Force Academy and has served in a variety of training and operational assignments in the F-16, F-15, and T-37. He completed a tour on the Air Staff, working in numerous positions to include the Deputy Chief of Staff for Air and Space Operations Issues Team. He served on the Joint Staff as the Deputy Chief, Asia-Pacific Division (J5), and was later assigned to the Secretary of the Air Force staff as senior military assistant to the Under Secretary. General Posner commanded the Battle Staff Training School, Hurlburt Field, FL; the 363d Expeditionary Operations Group, Prince Sultan Air Base, Saudi Arabia; and the 27th Fighter Wing, Cannon AFB, NM. Prior to his current assignment, he served on the Joint Staff as Deputy Director for Operations--Operations Team One at the National Military Command Center. He is a command pilot with nearly 4,000 hours, including more than 200 combat hours.
Dr Ronald C. Ritter, a member of the Senior Executive Service, is the Special Assistant for Air Force Smart Operations to the Secretary of the Air Force, and Deputy Director of the Air Force Smart Operations Office, Washington, DC. He is responsible for developing and coordinating the Air Force's AFSO21 transformational efforts. These activities include program design, management of the AFSO21 Central Team, development of core supporting initiatives in change management, training material, knowledge, and performance tracking. He also plays a direct role as senior advisor and continual process improvement mentor to senior Air Force leaders.
Dr Ritter is a 1988 graduate of the University of Miami. He was selected as a Rhodes Scholar in 1988 and completed his doctor of philosophy degree from the University of Oxford. He spent more than 3 years in Botswana conducting field research with that country's government. He has spent the last 12 years in operations-related consulting at McKinsey and Company, a management consulting firm advising leading companies on issues of strategy, organization, technology, and operations. He was one of the early leaders in understanding and applying advanced Lean manufacturing methods to US operations, with a specific emphasis on large-scale transformation. He has direct, front-line experience in a wide range of environments, to include automotive assembly, heavy machining, aerospace production, aircraft maintenance repair and overhaul, petroleum, medical device, and pharmaceutical production. He left the firm as an Expert Principal, and had 7 years in a lead role of the North American Manufacturing Practice. He also served as Global Knowledge Committee Chair.
John Posner, Brigadier General, USAF
Ronald C. Ritter, PhD, USAF
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|Title Annotation:||Air Force Smart Operations in focus|
|Author:||Posner, John; Ritter, Ronald C.|
|Publication:||Air Force Journal of Logistics|
|Date:||Jun 22, 2008|
|Previous Article:||2007 annual awards.|
|Next Article:||Facts and glossary: AFSO21 signifies a shift in Air Force thinking. It is centered on processes (groups of tasks) rather than tasks alone, which...|