Helped manage and utilize the incorporation of Lean principles, Six Sigma, Theory of Constraint, (TOC), and Project flow training in order to rebuild an Integrated Maintenance Flight (IMF) due to the removal of 30 previous supervisors and workers to a different program for other operational needs. Failed quality investigation 99 percent of all applicable programs due to the short comings of the previous work force and achieving a 99 percent pass rate in 6 months' time frame (the one percent due to insufficient support tool room personnel) with only 7 personnel compared to the previous work center of 37. Incorporating these principles allowed the maintenance flight to produce a quality product, reduce WIP, excess supply, equipment and integrate a 2-week buffer with a limited workforce. This helped build team moral and support the efforts of the United States Air Force along with Boeing Defense, Space & Security (BDS) and numerous Hypersonic and SAP programs to complete and maintain flight tests and procedures in a timely manner with the quality product. This helped in the support to successfully develop from Concept to an operational asset within a five year period.