This paper documents the enterprise-wide lean implementation effort at Ogden Air Logistics Center, Hill
Air Force Base, Utah, and provides lessons learned for future application. Under the banner of
transformation, Ogden started their enterprise lean journey in November 2003 with the Lean Aerospace
Initiative (LAI) and their industry consortium members facilitating as a strategic coach. The framework
for their strategy finished in June 2004. As background, the first part of the paper is dedicated to
understanding the influences (geo-political, legislative, private industry/academia) affecting
transformation within the Department of Defense and specific change initiatives at Air Force Materiel
Command. The latter sections describe the change process itself at Ogden
