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908th IG

#9. Every Fortune 500 company knows that finding weak areas is a major key to fixing them. But the military tends to think “Red is Dead!” instead. As we shrink budgets and manpower, we have to accept that some “red” in our metrics is normal. If you can accept that--instead of automatically associating red with failure--you are much closer to getting your activity resourced appropriately.
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908th IG

#8. Continuous improvement is healthy ... especially if you use methods like those in the AFSO21 playbook. But don’t let great ideas get bogged down in the process itself. Doing a “6 S” event (Sort, Straighten, Shine, Standardize, Sustain, Safety) is a great tool, but if it’s the only way you are using AFSO21, you need to look harder at your processes, and allow a facilitator to help you with your efforts.
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908th IG

#7. “Improving the unit” means a lot more than just making things easier for yourself. If you incorporate more people and processes into your improvements, you will see better results that get buy-in and last longer. By leading those projects yourself, you can expand the influence of your own team by advocating what is right for the enterprise.
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908th IG

#6. Gen Welsh recently said, “If it doesn’t make sense, stop doing it!” But he wasn’t talking about doing whatever you want just because you don’t like AF guidance. Our first role is to know our guidance inside and out so that we can truly understand when it is unnecessarily hampering our efforts. When that takes place, we’re expected to evaluate and accept risk by using waivers to current guidance and by proposing permanent changes in order to make the next version of guidance more useful.
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908th IG

#5. Do you know what your wing commander’s “dashboard” is? It’s not some idealized Excel spreadsheet that captures every metric in a wing. It is your commander’s entire battle rhythm of reports, meetings and decisions. Every wing--just like every major weapon system in our inventory--is unique. If a commander is focused exclusively on one or two instruments, he or she could miss the big picture.
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908th IG

#4. MICT is easy if you let it be easy. The self-assessment checklists (SACs) in MICT provide a list of the most important, highest-risk compliance areas for your function. They do not relieve you of all the “will, shall, or must” mandates in AFI guidance. They should give you a valuable way to show your chain of command that you are handling those critical functions every day. That’s why you’re expected to update SACs within 5 days of a change in compliance.
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908th IG

#3. In the past, the formula for an inspection grade sometimes received more attention than the performance itself. The AFIS relies heavily on an organization’s ability to self-assess at a healthy, critical level. UEI grades are about long-term effectiveness ... not simply whether the wing can generate 1-2 weeks of heavily rehearsed compliance. When it comes to getting inspected, be confident, be enthusiastic, and be motivated. But please ... leave the grading to the IG.
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908th IG

#2. When did an IG visit start causing wings to stop making improvements? The risk of the IG seeing us actually fixing something often drove us away from doing the right thing at the right time for our Airmen. By showing the IG you can self-detect problems, you are improving your mission readiness ... and UEI grade.
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908th IG

#1. “Painting the grass green” has driven Airmen crazy for decades of inspections. Wasting time on menial, non-value-added tasks -- for an artificial appearance of effectiveness -- is not what we should be doing. If your work is making your role more effective, more efficient, or more economical, you should continue to put in the hours. But if you find yourself rebuilding the same continuity book that was handed to you a year ago, use that time to find some real improvement areas instead.
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908th Jump Support

A soldier watches the jumpmaster for instructions during the final moments prior to jumping.
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908th Jump Support

Airborne students prepare to land during jump school.
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908th Jump Support

Airborne students prepare to board a C-130 of the 908th Airlift Wing.
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908th Jump Support

The 908th helps the U.S. Army Airborne School accomplish its mission by providing airlift of its students preparing to graduate. Here, an Air Force airborne student prepares to make a jump. (Photos by Tech. Sgt. Jay Ponder)
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908th Time Capsule

Master Sgts. Joshua Green, left, and Mark Klein, make final adjustments before sealing the 908th Airlift Wing’s 50-year time capsule during it’s dedication ceremony.
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908th Time Capsule

Colonel Adam Willis, commander of the 908th Arlift Wing, presents a coin to Airman Cameron Rosenhoover during the dedication of the wing’s 50-year time capsule. (photo by Tech. Sgt. Jay Ponder)
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908th flying squadron

Lieutenant Colonel Daniel J. Ebrecht is now commander of the 357th Airlift Squadron. (photo by Master Sgt. Eric Sharman)
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908th CC

Former 908th Airlift Wing Commander Colonel Robert S. Martin, the Reserve unit's longest-serving commander, passed away Nov. 1, in Abilene, Texas.
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908th Safety

“Analysis indicates that human error is identified as a causal factor in 80-90 percent of mishaps, and is present but not causal in another 50-60 percent of all mishaps, and is therefore the single greatest mishap hazard. Yet, simply writing off mishaps to ‘operator error,’ (or dismissing high accident potential conditions as something we just have to live with), is a simplistic, if not naïve, approach to mishap causation and hazard identification. Mishaps are the end result of a myriad of latent, failures or conditions that precede active failures.” -- DoD HFACS Guide
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908th Jump

Staff Sgt. Ricky ‘Bobby’ Davis prepares to open the jump door as the C-130 approaches the drop zone.
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908th Jump

A Marine jump school student receives last-minute details from an Army Airborne School instructor.
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