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Air Force Rapid Sustainment OfficeAir Force RapidSustainmentOffice OverviewMr. John HedkeAFLCMC/EZP19 Dec 18Providing the Warfighter’s Edge
Rapid Sustainment OfficeSecretary of the AirForce HeatherWilson directedSAF/AQ and AFMCto establish theRapid SustainmentOffice (RSO)Dr. Roper and Lt GenMcMurry signed theRSO Charter, officiallystanding up the RSOfor implementationRapid SustainmentOffice Mission:Rapidly respond to enterprise-widesustainment challenges by leveragingmature, new, and emergingtechnologies to reduce sustainmentcosts and improve readiness at largescale across the Air ForceContinuous team commitment and supportrequired to make RSO a reality2
Pushing Bounds for theAir ForceProblem:Currently, the Air Forcelacks a standardized andcentralized process torapidly implement newtechnologies at scaleSolution:The RSO is resourced andempowered to discover/implement newtechnological methods forthe Air ForceRSO Tentative Focus Areas: Agile Manufacturing Techniques; AdditiveManufacturing and Cold Spray Repair Technologies Condition Based Maintenance Plus; a holisticmethodology that utilizes data to help maintainersand engineers make proactive and knowledgebased decisions Automation and Lasers; enabling next generationmaintenance processes3
RSO Return on InvestmentRSO must demonstrate a positive return oninvestment within two years of implementation The two-year test program will address sustainment of agingfleets in a way that is both efficient and responsible to the U.S.taxpayer It will focus on rapid sustainment that will significantly drivedown costs and deliver faster solutions to the fieldChange does not come without taking a business risk4
Key Operating PrinciplesThe RSO Director serves as the Program Executive Officer (PEO)Early and prominent stakeholder involvement required to maximizesupport throughout the enterpriseFunding for the RSO needs to be flexible, predictable, and stableto the maximum extent possibleActively implement and execute a robust communication plan andchange-management plan to address cultural challengesEncourage a culture of creativity and promotelearning to achieve increased speed5
RSO ConstructRSO PEO: Lt. Gen. McMurryDeputy PEO: AFLCMC/CVCAG SupportRSO Board ofDirectorsApprove prioritized Air Force listof RSO requirements tied tofundingProvide Strategic Leadershipand DirectionRSO AFLCMC functional 2 letter IPTled by AFLCMC/CARSO LiaisonsEngineeringDirectorate(AFLCMC/EN-EZ)Care and FeedingAFLCMC/EZP(RSO Execution Arm)6
RSO Board of DirectorsRoleApprove prioritized Air Force list of RSOrequirements tied to fundingChair of the Board Co-chaired by SAF/AQ and AFMC/CCVoting Members SAF/AQ AFMC/CC AF/A4 (represents MAJCOMs A4s) AFSC/CC AFLCMC/CCAdvisory Members Invited to participate as required by subject matter7
RSO Strategic LeadershipRSO Program Executive Officer (PEO)Lt. Gen. Robert McMurry Jr.RSO Integrated Product Team (IPT) Led by Ms. Kathy Watern, AFLCMC/CA Composed of AFLCMC functional 2 letter IPTRSO Deputy PEOTo Be DeterminedRSO CAG Support8
RSO RSOExecutionAFSCAFNWCAFRLAFLCMCProgramOffices9
RSO External Team iesHigh SchoolsLeveraging pockets ofexcellence to champion theenterprise approach10
RSO IOC/FOC CriteriaInitial Operational Capability (IOC) AFRSO Director assigned and initial cadre in place First Board of Directors meeting held Interim processes and procedures in place Initial funding, facilities, and infrastructure in place Board of Directors declare IOCFull Operational Capability (FOC) Organizational Change Request (OCR) approved Organization resourced Board of Directors declare FOCRSO success dependent on these variables 11
AFLCMC/EZP (RSO Execution Arm) Approve prioritized Air Force list of RSO requirements tied to funding Care and Feeding RSO PEO: Lt. Gen. McMurry Deputy PEO: AFLCMC/CV CAG Support Provide Strategic Leadership and Direction RSO AFLCMC functional 2 letter IPT led by AFLCMC/CA RSO Liaisons 6 Engineering Directorate (AFLCMC/EN-EZ)
