Combined Test Forces take shape at AEDC: New process meant to be more 'customer-centric'

  • Published
  • By Deidre Ortiz
  • AEDC/PA
ARNOLD AIR FORCE BASE, TENN. --  "It's not about fixing something that's broken but about taking something that works and making it work better," Col. Tim West, Senior Materiel Leader and Chief of Test Operations Division at AEDC, said regarding the transition to a team-centric Combined Test Force (CTF) structure with greater hands-on involvement by government engineers.

West defined a CTF as being "a cohesive unit at the mission-area level, comprised of government and contractor personnel from different organizations, aligned through one chain of command with the resources, authority, responsibility and accountability to accomplish its test mission."

He explained that testing at the Complex has always consisted of three parts working together: the Test Operating Division, which is charged with planning, authorizing, and leading the test execution; the Test Support Division, which handles the instrumentation and data collection; and the Test Sustainment Division, which operates the facilities that make the test possible.

"It has always taken these three parts, plus the contractor, to successfully execute a test," West said. "The intent of implementing CTFs is to push the integration and interaction of these three parts to a lower echelon, enabling quicker decisions, more timely action, and more efficient test execution. It also pushes decisions about balancing minor maintenance and test operations to a lower level, making the CTF chiefs responsible for both. I believe it will give us a more customer-centric, responsive organization."

One unique aspect of AEDC's implementation of the CTF concept is that the organization chart is not being modified to reflect this.  Rather, CTFs will function more like Integrated Product Teams (IPTs) than organizations. 

According to West, CTF chiefs will be dual-hatted as branch chiefs. As branch chief hat, these individuals will be responsible for organizing, training and equipping their personnel; as CTF chiefs, they will be responsible for executing both testing and minor maintenance.

"When the Air Force Test Center and Air Force Materiel Command look at our Unit Manning Document, or UMD, they will see a hierarchical Complex, organized by branches and divisions; when our customers look at us, they will see a unified team working together at the lowest possible level to get the mission done."

Under the new structure, five CTFs have been established, utilizing matrixed personnel from all three AEDC divisions. Locally, Leo Marple will lead the Wind Tunnel CTF, Lt. Col. Anthony Walker will lead the Propulsion CTF, and Lt. Col. Jay Orson will oversee the Space and Missiles CTF.  AEDC's two Geographically Separated Units, Tunnel 9 at White Oak, Md., and the National Full Scale Aerodynamics Complex (NFAC) at Moffett Field, Calif., have essentially functioned as CTFs since becoming part of AEDC. Dan Marren will continue to lead the Tunnel 9 CTF, and Scott Waltermire will lead the NFAC CTF.

West noted that one growing difference that customers are already noticing is the more active involvement of local Government engineers in the test control rooms. 

"In the past, Air Force personnel might stop by the control rooms for a status update, or for a programmatic discussion with the customer; today, those same engineers are working second and third shift and serving as active participants in control room operations," West said. "They are more actively engaged with the customer on test sequencing and real-time data analysis; in general, they have a more active leadership role. This role will grow as the number of base support contracts doubles in October."

West also noted that although the Department of Defense and Air Force may be taking a more hands-on role in the testing at AEDC, "the contractors still have - and will always have - a crucial role to play. We cannot accomplish our mission without them; we simply do not have enough billets to organically operate the base, even if we wanted to."

The Complex began operating under the CTF structure on Oct. 1 of last year.  The CTFs are expected to be fully operational by the end of the fiscal year.

"The transition was never intended as a radical 'night and day' change; rather, it has been more of a ramp up, with the contractor playing an active role in some of the training," West said. "Some may be saying 'well, I really don't see any major difference.' In the near term, that may be true, but the true test will be whether a dramatic difference occurs over the one or two years - and I believe it will."

West said many of the transition activities, such as rewriting AEDC instructions and revamping training programs, are happening behind the scenes.

He added that some have questioned the timing for CTF implementation.

"'Why not delay it to align with the contract transition?' The answer is simple: the Government team must be ready to serve as the integrator when we go to a six-contract structure in October. We need to work the bugs out of the CTF concept now so that we will be ready to take on the integration role in nine months. Getting the CTF right today will help us get the transition right in October."

West's bottom line: "It's really about taking a base that has done a tremendous job for the warfighter over the years, and making it even better. I truly believe that five years from now when we look back at what we've accomplished, we'll all agree that the growing pain we experienced during this transformation was worthwhile, and enabled us to deliver a better product to the warfighter."