Additionally, technical working groups are established, as required, to work specific areas. The MST and the SEPG work together to ensure that the improvement efforts are effective and that they solve the problems facing the organization. The SEI CMM is used to guide the process improvement efforts. Yet, while many of the improvements that are worked by LAS can be directly traced to the CMM, there are also many that are worked because, while they may not be directly traceable to the CMM, they are issues to the organization and must be resolved. The biggest keys to LAS's success are the MST and the focus and attention that it brings to the process improvement efforts.
Nothing can replace top management leadership and support.
The MST meets monthly, with the meetings often lasting three to four hours. Process improvement status is briefed, issues are resolved, and resources are assigned to the improvement efforts. The actions of the MST send a clear message to the LAS employees that process improvement is important. The funding that the Air Force Materiel Command provides for process improvement is another key to success. The funding that the Air Force is providing for process improvement is one of the reasons that a study of this type was needed.