 Recently, the phase section of the 114th Aircraft Maintenance Squadron decided to look within themselves to improve shop efficiency. The theory of constraints basically looks at efficiencies and how the processes you already have in place. So when you break down how you're doing your day-to-day operation, you're looking for little things that you can change to improve your entire process. In the aircraft business, our mission is to fly airplanes. Everyone thinks that those hours come smooth and every plane is capable of doing that mission. But when you break things down, there's little areas to improve that we can increase our fleet's health in general. We looked at a lot of things that we do that take hours or days to complete. And we talked about is there ways that we can improve how we document it, how we proceed with the process itself. So every time we produce more flying hours, we're increasing the amount of aircraft availability for the pilots to choose from. And any time that we have more aircraft available, that allows us more flexibility in our scheduling process. When we have better scheduling flexibility, we have better mission capability. So it all just ties in hand-in-hand with our capability as a unit. The method proved to be fruitful for the shop as they increased production of aircraft hours by 42%. I'm Tech Sergeant Luke Olson reporting from Joefoss Field, South Dakota.