2002

Project description

The Army and Air Force Exchange Service dispatched goods via multiple means of transportation. In this case, the containers were impounded--perhaps, delayed or not cleared for release is a better word.

The Logistics Division and the COO tried the usual means of using expeditors and or local facilitators to move the containers through the system. These methods had not produced results.

COO asked for my assistance. I worked through military channels to ultimately coordinate with military port commander at Karachi.

I discussed the issues with the Port Commander. I committed our organization as a matter of policy and procedure to prevent a reoccurrence.

The containers were released expeditiously, and we modified how we loaded containers at our distribution centers.

What was the issue? That is a great discussion over a cup of coffee or glass of wine.

May 2001

Project description

My team handled the German Missile Control Equipment arrival at the Port of Beaumont, TX during a Foot and Mouth Disease (FMD) concern in Europe. The equipment was to be unloaded at Port of Beaumont and moved by rail to the Fort Bliss, Texas/ White Sands Range Area.

Although the inventory had been pre-inspected by the Department of Agriculture (USDA) when it was loaded in Germany on the Sloman Provider, during sea movement the political sensitivity had changed.

My team worked with the port commander, the USDA, TXDA, German Staff and the Surgeon General’s Office to resolve a number of issues so that at least 50% of their inventory was cleared for arrival after a total re-inspection of the inventory using “new” criteria.

This was not ideal from the German perspective, but their key needs were met resulting in success of their operations at White Sands Missile Range/Fort Bliss.

Two other ships being pre-inspected by the USDA prior to loading in Dutch ports were ceased and cancelled given the challenges of the "new criteria" by TXDA.

Yes, you guessed it-- the US wrote a large check for cancelling the loading and movement of two ships in Europe.

NEWS ARTICLE: https://www.chron.com/news/houston-texas/article/Some-military-gear-ordered-shipped-back-to-Germany-2050745.php

Feb 2000 – 2001

Project description

14 month project to plan, fund, staff and execute demolition of disused petroleum infrastructure at Cabrito Area on Lajes, Azores. This was an important step in maintaining credibility with the Portuguese government by starting a programmed process of removing disused USAF petroleum infrastructure from the island. Based on analytical reasoning and business analysis by all stakeholders involved. The Cabrito Storage Tank was chosen due to its proximity to a new fresh water reservoir.

A creative and innovative way to fund the project was needed since this effort not been programmed or budgeted.

My team prepared a briefing for the Chairman of Joint Chief of Staff (CJCS) Initiative Funding to innovatively use an engineering unit of the Louisiana Army National Guard to complete the demolition project as part of their summer training objectives to achieve during annual training. We successfully persuaded the CJCS do use Initiative Funding for the Cabrito Demolition Project.

In this way, the Cabrito Demolition Project was performed for less than $1 Million in CJCS Initiative Funding.

In doing so, this allowed other programmed Joint and USAF projects to proceed as funded by the Portuguese Government at Lajes.

1999 – 2001

Project description

The Joint Petroleum Office was in my portfolio of responsibilities at U.S. Joint Forces Command (USJFCOM)

Tank 1634, 10 Million gallon petroleum (250K bbl) storage tank in the South Tank Farm, had been taken out of direct use by the Defense Energy Support Center (DESC). Tank 1634 was part of suite of 6 250K bbl + other tankage petroleum storage terminal near Lajes Air Base on the Island of Terciera in the Azores island complex.

The DESC had taken over major petroleum operations from the Armed Services. Lajes Field petroleum operations had previously been constructed and administered by the USAF. USJFCOM had joint petroleum oversight responsibility for all petroleum operations in their Area of Responsibility (AOR). Tank 1634 had been taken out of service as a matter of efficiency and cost reduction by DESC. DESC requested to use Tank 1634 and others for storage of DESC fuel purchased and available for immediate delivery from Kosovo operations. USJFCOM position was to allow use and delivery if Tank 1634 and its infrastructure met all safety and environmental regulations and it continued to meet standards. Coordination was made with the Joint Petroleum Office at USJFCOM, DESC, US Embassy for Portugal and stakeholders at Lajes Field.

Three tanker loads totaling 28 million gallons were delivered by the tanker MV RICHARD G. MATTHIESEN in a 40 day period in Aug/Sep 1999. The excess fuel was stored in the Lajes South Tank Farm Complex.

Aug 2000

Project description

The "Kursk"​ Russian Submarine went down with all hand (118 sailors) on or about 12 Aug 2000 in the Barents Sea. The rescue operation in support of mariners lost at sea occurred in the US Atlantic Command's (USACOM) Area of Responsibility (AOR). Commander, Submarines Atlantic (COMSUBLANT) was the lead Agency and was supported by US Atlantic Command. My team had the lead for all Joint Transportation of personnel and equipment in support of the rescue operation.

We coordinated with the J3 USACOM, N3 COMSUBLANT, et al. Specific support included:

1. Move and sequester designated key Dive Medical, and Underwater Hatch Experts from around the US to Andrews AFB (Wash DC) to await follow-on orders to move in support of rescue operations in Europe.

2. Find...locate....and move a designated US Navy Captain during the middle of the night in the UK and move him to Brussels to present at a meeting with a Russian delegation in less than 10 hours by order of the Secretary of Defense..

• Open a departure airfield in the UK at night
• Open an arrival airfield in the Brussels area at night
• Alert an Army fixed wing flight crew in Europe--coordinate an international flight

Coordinate with Naval Captain's spouse to pack appropriate uniform items and meet at the UK departure airfield to provide the bag.

Alert US Transportation Command (USTRANSCOM) that heavy list assets may need to be diverted to move Deep Submergence Rescue Vehicles (DSRV) and or other oversized specialized equipment in support of this rescue operations. Various movement plans were coordinated.

Participated in the video teleconference (VTC) with COMSUBLANT staff with the Russian Delegation in Brussels and our team was prepared to execute the movement of key personnel and equipment in support of this rescue operation.

For a brief outline of events of this tragedy: https://en.wikipedia.org/wiki/Russian_submarine_Kursk_(K-141)

Nov 1999

Project description

I was the Joint Lead for the US contingent that participated in the Second U.S. - German Higher Command Seminar which was initiated by Secretary of Defense Cohen (US) and Minister of Defense Scharping (Germany). The purpose was to strengthen the U.S. - German relationship and in doing so participate in discussions military-political matters, familiarize ourselves with European and German history, culture and particularities.

There were 29 German and 15 U.S. joint officers participating in the seminar.

The organization and logistical planning for the seminar was undertaken by the Commandant/Staff of the Führungakademie der Bundeswehr, Rear Admiral Lange.

The seminar involved briefings and trips to various locations. What was of particular note to U.S. officers, it was the first time we were in parts that used to be East Germany. Most of us had participated in the Cold War by performing duties in our respective services in West Germany. It was interesting to see the Reichstag, the former East Berlin, Dresden and Meissen.

We participated in briefings that included commercial activities as well. We jointly participated in presentation at Führungsakademie in Hamburg as well.

The U.S. contingent represented itself well in the joint briefings that we performed with German joint counterparts and the benefits recognized was mutual.

I continued to advise the Joint Staff on the Third and Fourth U.S.- German High Command Seminars conducted in subsequent years.

Later, I worked difficult, complex, sensitive issues with the German counterparts I had met during my seminar. Knowing them and having worked with them was invaluable to the success and resolution of these issues.

Mar 1999 – Jun 1999

Project description

Joint Lead for the transportation and reception of 453 Kosovo Refugees in May 1999 from Kosovo to McGuire AFB, NJ and then receive them at Fort Dix, NJ.

The US State Department was the lead Federal Agency. US Joint Forces Command (USJFCOM) provided assistance in support of this along with Federal Agencies and Combatant Commands.

The Logistics Operations Division of USJFCOM coordinated the air movement and facilitated the logistics operations support at Fort Dix, NJ. Some of the highlights and challenges included:

> Coordination with the International Organization of Migration (IOM)- Geneva for the registering and movement of the refugees by air from Kosovo to the United States. Coordination via USJCOM and USTRANSCOM

> Planning the reception, organization and logistical support for the Kosovo refugees at Fort Dix, NJ. This included food, diet regimen, billeting sensitivities, religious considerations and facilitation of medical, legal and immigration processing. Logistical support was provided by a logistical Task Force from the 530th Corps Support Battalion from Ft. Bragg, NC in concert with other military, federal and civilian organizations in the Fort Dix, NJ surrounding area.

For more information:

http://www.cnn.com/US/9905/05/us.kosovo.refugees/

http://www.nytimes.com/1999/05/06/nyregion/carrying-little-but-hope-albanian-refugees-begin-arriving.html

Dec 1992 – Dec 1994

Project description

During an 18 month period the A Co. 3rd Bn 501st Aviation Intermediated Maintenance (AVIM) of the 194th Maintenance Battalion performed 10 Downed Aircraft Recovery Team (DART) operational projects throughout the South Korean Theatre.

The projects included Army fixed wing and rotary wing aircraft.

One project was assisting the USAF in the aircraft and personnel recovery for one of its HH-60 variant aircraft. We were in a supporting role. Sixteen personnel were killed when this aircraft struck a high power transmission line during a night training exercise. Recovery efforts were complicated also by heavy rains.

The types of Army aircraft recovered were:

-- (3) UH-60 Blackhawks
-- (2) OH-58 Kiowa and Kiowa Warrior
-- (3) AH-1F Cobras
-- RC-12H Guardrail (fixed wing)

These projects occurred in a multitude of weather conditions and locations.

All projects were accomplished without further damage or injury.

A combination of aerial recovery (using CH-47 Heavy Helicopter) and ground transportation were used based on each project plan and profile.

Our DART personnel received invaluable assistance by the organic units of these aircraft.

Mar 1993 – Dec 1994

Project description

The battalion had a number of shop, production and maintenance facilities. It became apparent that we had accumulated containers of used chemicals, lubricants, solvents, etc. over an extended period of time. We went through a training program to insure we were complying with Eighth U.S. Army (EUSA) policies and regulations.

We dedicated a project team to:

1. Identify the contents in containers
2. Organize the efforts
3. Coordinate with EUSA turn-in point/ Korean contractors
4. Consolidate the containers, identify and properly mark containers
5. Develop a working/educational interface with the turn-in facility
6. Insure we did not generate unknown or inappropriately mixed waste
7. Arrange for proper transport to the appropriated directed facility.

During our effort many other tenants, military units, on Camp Humphreys sought our assistance for their own challenges with fluids and hazardous waste. We consolidated the waste on disused airfield ramp so we could visually monitor our progress.

This project helped the whole installation deal with years of accumulated waste and streamline the policies and procedures for dealing with waste in a more efficient, practical manner. Naturally, it is much easier to deal with waste when it identified and certified as to what it is.

Our project team became the subject matter experts for the organization, administration, storage and handling of the waste stream for the installation. We conducted and coordinated training for other organizations so we could preclude having a challenge of this magnitude in the future.

As a result of successful processes, research and merchandising of this vital effort, we were able to tap into special environmental funds for environmental protection.

This resulted in the order of special equipment and storage containers which facilitated the proper handling, storage, transport and disposal of hazardous wastes.

Dec 1992 – Dec 1994

Project description

Seized the opportunity to merchandise the soldier unit accomplishments in the battalion by various team missions accomplished throughout the South Korean theatre of operations. The modes utilized and facilitated were: Armed Forces Korea Network (AFKN)--the English television network for military camps and stations, KORUS Magazine, and the Southern Star. SFC Franz Holzer, AFKN radio/Public Affairs, was brilliant in helping us organize and capture these accomplishments and feed them to the approved media outlets.

The 194th Maintenance Battalion and its soldier/team accomplishments enjoyed more media coverage than any other battalion in the theatre during this time frame. Examples include:

1. Forward Area Refueling Point (FARP) 24/7 operations in support of the 17th Avn Bee
2. Railhead operations and Field Bakery Ops for Team Spirit 1993
3. Loading and Unloading of 86 helicopters on/off USAF C-5 Transport Acft at Osan AFB
4. Seaport, Railhead, trailer transport of PATRIOT Missile equipment Pusan, Osan, and Suwon
5. Incubate and Activate a 220 soldier Aviation Intermediate Maintenance (AVIM) unit
6. Facilitate the infrastructure and transportation improvements to support Apache AH-64D system in theatre.
7. Support potable water emergencies at Pusan and Camp Humphreys, Korea
8. Develop and Improve Aviation Reparable Management capabilities in Korea (multiple)
9. Work closely with the Apache Fielding Team to integrate a new weapon system
10. Recovering 10 downed fixed and rotary wing aircraft in the theatre
11. Support of the 23d Area Support Hostage Taking Training Operation
12. Aviator of the Year 1995--first woman selected for this honor.
13. Reception, assembly and test flight of two AH-64D battalions
14. Inspection, support and test flight of the AH-1 Cobra Re-Wire Program
15. Eighth Army (EUSA) Best Large Dining Facility Winner - Thanksgiving
16. Numerous High Profile Visitors- Secretary of the Army on down

And many other opportunities....

Feb 1994 – Nov 1994

Project description

The Theatre Aviation Intermediate Maintenance (AVIM) Company in South Korea had the best Non-Destructive Inspection (NDI) capability for the Army and it was totally inadequate.

The AVIM Company had a dye penetration station, magna-flux machine and an eddy current machine.

The eddy current machine at the time was on loan from the US Air Force. This left our customers with limited options for required NDI.

It was noted from historical data that 194th Maintenance Battalion could produce over $1,500,000 in cost avoidance a save 4,500 man-hours/year with new NDTE equipment.

The AH-64 Apache Attack Helicopter was being fielded at the time to the Korean theatre requiring the use of more modern ways of non-destructive testing.

This project sought the earliest possible fielding from Aviation and Troop Support Command (ATCOM) of the new test equipment regime with the required training to operate and maintain the test equipment.

A separate project was undertaken to have a facility where shop operations could take place.

Feb 1994 – Oct 1994

Project description

Today, the Korean Service Corps (KSC) continues to exist as an unarmed, civilian paramilitary formation of the US Army, known as the Korean Service Corps Battalion. Its primary role is to augment the combat support and combat service support functions of US forces in Korea and is capable of being significantly expanded in the event of mobilization in wartime.

A elements of a KSC company worked with 194th Maintenance Battalion which had a framing and carpentry mission associated as an adjunct to the 520th Direct Support Maintenance company. In order to add further combat service support capability to the Theatre we undertook steps to train KSC members in setting up and running static aviation Forward Area Refueling Point (FARP).

The individual training tasks were performed over time and collective tasks certification were performed in support of the 17th Aviation Brigade tactical field training exercises over time.
This further added to the KSC combat service support capabilities in support of the South Korean Theatre of Operations.

Oct 1993 – Oct 1994

Project description

Today, the Korean Service Corps (KSC) continues to exist as an unarmed, civilian paramilitary formation of the US Army, known as the Korean Service Corps Battalion. Its primary role is to augment the combat support and combat service support functions of US forces in Korea and is capable of being significantly expanded in the event of mobilization in wartime.

A elements of a KSC company worked with 194th Maintenance Battalion which had a framing and carpentry mission associated as an adjunct to the 520th Direct Support Maintenance company. In order to add further combat service support capability to the Theatre we undertook steps to train KSC members in setting up and running mobile ERDOLATORS -- water filtration using diatomaceous earth.

The erdolators were being phased out of the Army inventory being replaced with Reverse Osmosis Water Purification Units (ROWPUs). So, we began a training program for the KSC members to operate and maintain these legacy systems. This was combined with the knowledge that spare parts and war reserve units in storage were in the theatre.

In the end, this was a win-win for an added capability for the theatre and use of good equipment that would normally be scrapped with the fielding of the ROWPUs.

May 1994 – Sep 1994

Project description

Support for Army Aviation on the South Korean peninsula challenging given its distance to national supplies and depots. The request was for an exception to policy from ATCOM, Aviation and Troop Support Command (now called AMCOM), to allow selected intensively managed items to be maintained in Korea. The T700-GE-700 as a rotary wing gas turbine engine is the prevalent engine in the theatre and being able to repair the engine without waiting for shipment of key parts/assemblies from the US is key to faster repair times which directly relates to operational readiness of the UH-60 Fleet and cost avoidance in Korea.

Based on historical data and required repairs at the Enhanced Engine Repair Activity (EERA) it became apparent three critical assemblies were used with the following rates:

1. Turbine Rotor (x0G05) at 35/year with 4 requested prepositioned in Korea
2. P/T Module (x8G01) at 5/year with 2 requested prepositioned in Korea
3. Cold Section (x2G01) at 9/year with 1 requested prepositioned in Korea

Up to this date in FY94 the EERA had repaired 35 T700-GE-700 engines for a cost avoidance to the theatre of $7,976,786.

Apr 1994 – Aug 1994

Project description

Articulated and submitted a proposal to improve our Aviation Sheet Metal / Blade Repair Facility. The practice at this time was to send Blackhawk (UH-60) and future Apache (AH-64) Rotor Blades back to US maintenance facilities for repairs. This meant expensive handling and transportation of 28 foot long blade shipping boxes via FedEx or military transport plus waiting the turn around through maintenance facilities. Demonstrated that proven production improvements will:

1. Provide a year round capability
2. Allow for a Special Repair Activity (SRA) authorization
3. Provide proper storage and safe operation of the the new capability.

We sought $600,000 in order provide for the year around capability in facility (temperature and humidity sensitive) and received support support from the 23d Area Support Group, 19th TAACOM, 6th Material Management Support Center, Eighth US Army and the AH-64D Apache Fielding Team

Key items for the facility included:

1. Heat Treatment Oven
2. Dry Ice Machine
3. Flaw Detection Device

These items were approved and funded at $31,000 by Eighth U.S. Army (EUSA) as an Unaffordable Mission Request (UAM).

Apr 1994 – Jun 1994

Project description

This is the first introduction of the Patriot missile system into the Korean Theatre of Operations.

194th Maintenance Battalion supported reception, staging, onward movement and Integration (RSO&I) of the 2nd Battalion, 7th Air Defense Artillery (ADA) Regiment (PATRIOT) upon its arrival at the seaport of Pusan, South Korea and the aerial port of Osan AFB. Specific support included:

1. Facilitated the unloading at the seaport of Pusan and provided Maintenance Support Teams (MSTs).
2. Operated the Railheads at Suwon and Osan supporting the movement 313 items without incident or injury.
3. Provided Maintenance Support Teams (MSTs) at Pusan, Suwon, Osan for the arrival of 2-7 ADA Bn (Patriot)
4. Provided installation support, on demand, at Suwon AFB in regards to the integration of supporting the unit in its new station at Suwon AFB.

Oct 1993 – Apr 1994

Project description

The Eight Army (EUSA) Manpower Survey Team performed a survey of Army Civilian positions and Korean Civilian Positions in various production facilities of the 194th Maintenance Battalion. The manpower survey emasculated 53 Korean Civilian positions about 33% of our skilled and trained local production force. Most of which were in our aviation production arena supporting the Korean Theatre.

This action disrupted our relationship with the Korean Union since this reduction was not for cause or reduction in mission requirements

This was poor timing since the 194th was incurring new requirements for supporting the Kiowa Warrior and Apache Attack Helicopter systems. Many of the positions supported our aviation productions shops. The survey and its briefs with counter rationale went on well-over six month time frame. The rationale by the 194th countering the reduction was over 277 pages and had the support to the 23d Area Support Group and the 19th Theater Army Area Command.

The rationale prevailed and all 53 positions were retained as well as justification for 6 additional skilled personnel in the future.

May 1993 – Dec 1993

Project description

Our unit have the Compact Engine Test Stand for rotary wing gas turbine engines on the South Korean Peninsula. Using a Dynamic Balance would further enhance our testing and isolation of faults on engines. Secondly, using a T700-GE-700 engine example, we could repair beyond 50 turbine blades since we can now balance assemblies further. If not, we would have to replace the engine (wholesale transaction on a depot level reparable). The balancer would shorten the number of runs through the test stand for vibration faults.

A Hofman Dynamic Balancer was procured for $49,635 under the Productivity Capital Investment Programs based on one engine repair a year ( there were plenty of opportunities) netting an average annual savings of $205,421 with a 2.8 month amortization and a 300% IRR based on 10 year life of the balancer.

Dec 1992 – Dec 1993

Project description

A major project was undertaken to improve production and maintenance operations in support of Army Aviation in South Korea. A holistic review of business practices were analyzed to put forth a number of ideas which would improve maintenance support to our customers. The best practices were articulated and briefed seeking capital funding for the investment. The Product Capital Investment Program (PCIP) methodology was pursued. PCIP funds are competitively available for ideas which could demonstrate a return on investment (ROI). The 194th Maintenance Battalion was awarded $1,108,000 for its Aviation Reparable Management Program. A brief summary:

1. Six person technical contractor Reparable Management Team - $432,000
2. Hoffman Dynamic Balancer – essential items for spin balance internal gas turbine assemblies to minimize vibrations > $75,000
3. Compact Engine Test Stand (CETS) Design and Engineering Improvements – CETS can test rotary wing gas turbine engines under load after repairs > $200,000
4. CETS Production Improvements and Spares – we are in Korea and waiting for spare parts from the US are extremely long lead times. Engine Trailer Kits were replicated for various gas turbine engines to increase production through the CETS. > $401,000

The net result in Fiscal Year (FY) 94 for ROI was ~$10,000,000. This was an ROI of 902%.

Jun 1993

Project description

Articulated and pursued a deployed Aviation Troop Support Command (ATCOM) Aviation Liaison Engineer as an integral part of the 194th Maintenance Bn Reparable Management Team. Having the Liaison Aviation Engineer on-site would allow for:

1. Facilitate coordination for a Special Repair Activity (SRA) approval on a case by case basis.
2. One time Authorization of Special Repair based on knowledge/ expertise and the proper tools and test equipment.
3. Provide special staff recommendations on appropriate repair activities to pursue based the customer base and business analysis.

ATCOM Liaison Aviation Engineer was arrived on a Temporary Duty (TDY) basis in January 1994 and permanently assigned (PCS) in July 1994

Apr 1993

Project description

The Department of the Army Inspector General Team (DA IG Team) assessed the effectiveness of the Stock Funding of Depot Level Reparables (SFDLR) throughout the US Army. They inspected and received briefing on the SFDLR program in the 194th Maintenance Battalion at Camp Humphreys, South Korea.

The DA IG Team remarked in the South Korea Theatre out brief at Eighth U.S. Army (EUSA) that the 194th Maintenance Battalion had the most proactive and effective SFDLR program in the US Army with the exception of Fort Campbell, KY. Naturally, most of the 194th Maintenance Battalion programs had been adapted from the Fort Campbell model to fit the South Korean business and military environment.

Mar 1993 – Apr 1993

Project description

Operate the Pyontaek Railhead in support of I Corps units elements who participated in TEAM SPIRIT 93. These were units participating in the exercise from outside South Korea.

Organized several teams to provide multifunctional support operations at the Railhead on a 24/7 basis.

1. Assisted in marshaling and staging equipment and supporting all personnel at the Railhead.
2. Outloaded 9 separate trains.
3. Loaded and inspected 198 various railcars with equipment.
4. Many of the trainloads occurred during night operations.
5. Load out completed safely without damage to equipment or serious injury to personnel.

All trains loaded per schedule to include solving various challenges with shoring and or railcar issues.