AFI21-116.pdf

BY ORDER OF THE

SECRETARY OF THE AIR FORCE

AIR FORCE INSTRUCTION 21-116

19 APRIL 2005

Incorporating Change 1, 7 December 2006

Maintenance

MAINTENANCE MANAGEMENT OF

COMMUNICATIONS-ELECTRONICS

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

ACCESSIBILITY: Publications and forms are available for downloading or ordering on the e-Publishing website at www.e-publishing.af.mil/.

RELEASABILITY: There are no releasability restrictions on this publication.

OPR: SAF/XCIDE Certified by: SAF/XCID (Essye B. Miller) Supersedes AFI 21-116, 10 December 2000 Pages: 210

This Air Force instruction (AFI) implements Air Force Policy Directive (AFPD) 21-1, Air and Space Maintenance. It establishes the Maintenance Management System and provides the directive guidance for Air Force activities that perform maintenance on Communications-Electronics (C-E) systems, equip-ment or circuits. It applies to all organizations and personnel that maintain C-E systems, equipment and circuits regardless of Air Force Specialty Code (AFSC) (to include Air Force Reserve Command [AFRC] and Department of Defense [DOD] civilian C-E organizations). This publication applies to the Air National Guard (ANG). In this document, the term “C-E maintenance” is defined as any action taken to restore C-E equipment to operational status, to perform preventive maintenance inspections (PMI) on C-E equipment, or to install or remove C-E equipment. The intent of this instruction is to ensure only quali-fied personnel perform maintenance to avoid unnecessary risks to personnel and prevent damage to C-E systems. Send recommended changes or comments to Headquarters Air Force Communications Agency (HQ AFCA/EASD), 203 West Losey Street, Room 1100, Scott AFB IL 62225-5222, through appropriate channels, using AF IMT 847, Recommendation for Change of Publication, with an information copy to HQ AFCA/EVPM, 203 West Losey Street, Room 2100, Scott AFB IL 62225-5222, and Headquarters United States Air Force (HQ USAF/ILC), 1030 Air Force Pentagon, Washington DC 20330-1030. Chap-ter 9 requires collecting and maintaining information protected by the Privacy Act of 1974 authorized by 10 U.S.C. 8013. System of records notice F021 AFSPC A, Cable Affairs Personnel/Agency Records, applies. Ensure that all records created as a result of processes prescribed in this publication are main-tained in accordance with Air Force Manual (AFMAN) 37-123, Management of Records (will become AFMAN 33-363), and disposed of in accordance with Air Force Web-RIMS Records Disposition Sched-ule (RDS) located at https://webrims.amc.af.mil/rds/index.cfm. See Attachment 1 for a glossary of references and supporting information.

SUMMARY OF CHANGES

This interim change implements new communications-electronics maintenance guidelines. This change revises and/or eliminates the requirement to complete redundant maintenance practices. It prescribes cer-https://webrims.amc.af.mil/rds/index.cfm http://www.e-publishing.af.mil/

2 AFI21-116 19 APRIL 2005

tification requirements for Air Traffic Control and Landing Systems (ATCALS) and provides guidance for personnel evaluations. A bar ( | ) indicates a revision from the previous edition.

Chapter 1— MAINTENANCE MANAGEMENT POLICY 8

1.1. Scope

1.2. Equipment Readiness

1.3. Maintenance Capability

1.4. Communications and Transportation

1.5. Maintenance Staffing and Utilization

1.6. Maintenance Training

1.7. Categories of Maintenance Organizations

1.8. Engineering and Technical Services (ETS)

1.9. Communications Standardization and Evaluation Program (CSEP)

1.10. Management Actions on Evaluation and Audit Reports

1.11. Modification Management

1.12. Maintenance Information Systems (MIS)

1.13. Contract Maintenance

1.14. War and Mobilization Plans Support

1.15. Programmed Mobility Procedures

1.16. Agreements

1.17. Publications

1.18. Tool Management

1.19. Supply Requisitioning

1.20. Self-Help Projects

1.21. Consolidating Functions

1.22. Maintenance Management Metrics

Chapter 2— ASSIGNED RESPONSIBILITIES 20

2.1. General

2.2. Directorate of Communications Operations (HQ USAF/ILC)

2.3. Headquarters Air Force Communications Agency (HQ AFCA)

2.4. MAJCOM Headquarters

2.5. Unit Commander

2.6. Chief of Maintenance

AFI21-116 19 APRIL 2005 3

2.7. Aerospace Expeditionary Forces (AEF) and Mobility Response Actions

2.8. Maintenance Superintendents

2.9. Maintenance Supervisors and Branch Chiefs

Chapter 3— CATEGORIES OF MAINTENANCE ORGANIZATIONS 28

3.1. Introduction

3.2. Organization

3.3. Category Descriptions

Figure 3.1. Category I (Large) Maintenance Organization

Figure 3.2. Category II (Medium) Maintenance Organization

Figure 3.3. Category III (Small) Maintenance Organization

Figure 3.4. Category IV Functionally Supported Maintenance Activity (FSMA) Maintenance Organization

Chapter 4— MAINTENANCE OPERATIONS CENTER (MOC) 34

4.1. Introduction

4.2. Maintenance Operations Center (MOC) Supervisor Responsibilities

4.3. Maintenance Operations Center (MOC) Personnel

4.4. Maintenance Operations Center (MOC) Training Programs

4.5. Maintenance Operations Center (MOC) Responsibilities

4.6. Control of Maintenance

4.7. Administrative Telephone Service Outages

4.8. Job Priorities

4.9. Preplanned and Time Change Procedures

4.10. Aerospace Expeditionary Forces (AEF) and Mobility Response Actions

Chapter 5— QUALITY ASSURANCE (QA) 42

5.1. Introduction

5.2. Quality Assurance (QA)

5.3. Quality Assurance (QA) Supervisor

5.4. Quality Assurance (QA) Personnel

5.5. Work Center Quality Assurance Representatives (QAR)

5.6. Quality Assurance Responsibilities

5.7. Publication Requirements

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5.8. Technical Order (TO) Distribution and Control

5.9. Time Compliance Technical Order (TCTO) Processing

5.10. Preplanned and Time Change Procedures

5.11. Local Work Cards (LWC)

5.12. Overview of Communications Standardization and Evaluation Program (CSEP)

5.13. Communications Standardization and Evaluation Program (CSEP) Exemptions

5.14. Evaluation Guidance, Checksheets and Reports

5.15. Communications Standardization and Evaluation Program (CSEP) Evaluations

Figure 5.1. DELETED

Figure 5.2. DELETED

5.16. Reliability and Maintainability (RM) Support and Concept

5.17. Deficiency Analysis

5.18. Reporting Materiel and TO Deficiencies

5.19. Unit Self-Sufficiency Program

Figure 5.3. Self-Sufficiency

5.20. NRTS Validation and Review Process

5.21. Repair Code Change Requests

5.22. Logistics Support Program

5.23. Maintenance Training Program

5.24. Air Expeditionary Force (AEF) and Mobility Response Actions

Chapter 6— MATERIEL CONTROL 65

6.1. Introduction

6.2. Materiel Control Responsibilities

6.3. Aerospace Expeditionary Forces (AEF) and Mobility Response Actions

Chapter 7— MAINTENANCE PRODUCTION WORK CENTERS 68

7.1. Introduction

7.2. Description and Functional Relationships

7.3. Work Center Supervisor Responsibilities

7.4. Work Center Safety

7.5. Work Center Training Management

7.6. Work Center Maintenance

AFI21-116 19 APRIL 2005 5

7.7. Work Center Control of Maintenance

7.8. Work Center Supply Management

7.9. Work Center Publications Management

7.10. Work Center Facility, Systems Installation and Equipment Records

7.11. Work Center Test, Measurement, and Diagnostic Equipment (TMDE) Management

7.12. Work Center Tool Management

7.13. Work Center Logistics Support

7.14. Work Center NRTS Verification Process

7.15. Aerospace Expeditionary Forces (AEF) and Mobility Response Actions

Chapter 8— DEPLOYED MAINTENANCE MANAGEMENT 80

8.1. Introduction

8.2. Scope

8.3. Procedures

Chapter 9— INTERCONTINENTAL BALLISTIC MISSILE (ICBM)

COMMUNICATIONS CABLE AFFAIRS 83

9.1. Introduction

9.2. General

9.3. Responsibilities

9.4. Monitor Hardened Intersite Cable System (HICS) Right-of-Way (ROW) Activity. 84

9.5. Right-of-Way (ROW) Maintenance

9.6. Right-of-Way (ROW) Projects

9.7. Hardened Intersite Cable System (HICS) Right-of-Way ROW Crossings

9.8. Right-of-Way (ROW) Procurement

9.9. Claims

9.10. Project/Case Files

9.11. HICS Construction and Siting Criteria

Chapter 10— LOGISTICS SUPPORT 91

10.1. Introduction

10.2. Air Force Materiel Command (AFMC) Single Manager (SM) and Non-AFMC SM Supported Equipment

10.3. Major Command (MAJCOM) Responsibilities

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10.4. Unit Responsibilities

10.5. Logistics Support Elements

Chapter 11— AIR TRAFFIC CONTROL AND LANDING SYSTEMS (ATCALS)

CERTIFICATION REQUIREMENTS 95

11.1. Introduction

11.2. Reference Data Collection

11.3. Periodic Flight Inspection

11.4. Facility/Equipment Certification

11.5. Certifiable System

11.6. Remote Certification

11.7. Unusable Air Traffic Control and Landing Systems (ATCALS) Facilities/ Equipment

11.8. Certification Requirements

11.9. Certification Authority

11.10. Certification of Navigational Aids (NAVAIDS) Equipment

11.11. Certification of Radar Equipment

11.12. DELETED

11.13. DELETED

11.14. Certification of Deployable Air Traffic Control and Landing Systems

(DATCALS)

11.15. Certification of Command Unique Air Traffic Control and Landing Systems

(ATCALS)

11.16. ATCALS Maintenance Special Considerations

Figure 11.1. ATCALS Certification Flowchart

Chapter 12— INFORMATION COLLECTIONS, RECORDS, AND FORMS

OR INFORMATION MANAGEMENT TOOLS (IMT) 103

12.1. Information Collections, Records, and Forms or Information Management Tools (IMT)

Table 12.1. Adopted Forms or IMTs

Table 12.2. Prescribed Forms or IMTs

Attachment 1— GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 107

Attachment 2— ENGINEERING AND INSTALLATION PROJECT

DOCUMENTATION 118

AFI21-116 19 APRIL 2005 7

Attachment 3— AIR FORCE MAINTENANCE QUALITY CONTROL

CHECKSHEETS (AFMQCC) 120

Attachment 4— AIR FORCE COMMUNICATIONS-ELECTRONICS

MAINTENANCE INSTRUCTIONS (AFCEMI) 127

Attachment 5— SPECIAL MAINTENANCE TEAMS (SMT) 129

Attachment 6— CENTRALIZED REPAIR ACTIVITY (CRA) 131

Attachment 7— ANTENNA PREVENTIVE MAINTENANCE INSPECTION (PMI)

PROCEDURES 137

Attachment 8— MAINTENANCE MANAGEMENT REQUIREMENTS 138

Attachment 9— CLIMBING TRAINING REQUIREMENTS 145

Attachment 10— MAINTENANCE MANAGEMENT TOOL KIT 147

Attachment 11— TEST, MEASUREMENT, AND DIAGNOSTIC EQUIPMENT

(TMDE) COORDINATORS 152

Attachment 12— CATEGORIES OF MAINTENANCE ORGANIZATIONS

REQUIREMENTS TABLE 154

Attachment 13— TIME COMPLIANCE TECHNICAL ORDER (TCTO)

PROCESSING 201

Attachment 14— PERSONNEL EVALUATIONS 204

Attachment 15— SAMPLING PLAN 208

Attachment 16— AIR TRAFFIC CONTROL AND LANDING SYSTEMS (ATCALS)

CERTIFICATION FORMS 209

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Chapter 1

MAINTENANCE MANAGEMENT POLICY

1.1. Scope. This instruction prescribes basic communications-electronics (C-E) maintenance guidance and procedures in use throughout the Air Force, excluding Air Logistics Centers (ALC) depot operations and C-E maintenance technicians assigned to airborne weapon systems. C-E maintenance technicians assigned to airborne weapon systems (i.e., airborne warning and control systems, unmanned aerial vehi-cles, etc.) shall refer to AFI 21-101, Aerospace Equipment Maintenance Management, for maintenance policy. This instruction covers all Air Force organizations and does not dictate structure by policy or pro-cedures. Personnel who function in the dual capacity of instructor-maintainer, maintainer-operator or operator-maintainer will comply with this instruction and Chief of Maintenance (COM) directives when performing maintenance. In this document, the term “C-E maintenance” is defined as any action taken to restore C-E equipment to operational status, to perform preventive maintenance inspections (PMI) on C-E equipment, or to install or remove C-E equipment. The intent of this instruction is to ensure only qualified personnel perform maintenance to avoid unnecessary risks to personnel and prevent damage to C-E equipment. In this document, the term “C-E equipment” refers to all communications systems and equip-ment including but not limited to ground-based radio and wireless systems including infrared, radar, meteorological and navigational radiation aids used for aircraft control and landing; radiating aids for fire control; imagery, radio and television broadcast systems, video processing equipment and intrusion detec-tion systems, satellite, microwave and telemetry equipment; mission critical computer hardware, telecom-munications switching equipment, cable and antenna systems; cryptographic equipment and communications consoles; and electronic counter-measures and related radiation, re-radiation, and elec-tronic devices.

1.2. Equipment Readiness. Equipment readiness is the maintenance mission. The maintenance func-tion ensures assigned equipment is safe, serviceable and properly configured to meet mission needs.

Maintenance actions include, but are not limited to, inspection, repair, overhaul, modification, preserva-tion, refurbishment, testing and analyzing condition and performance. All levels of supervision must place emphasis on safety, training, quality, and timeliness in the performance of maintenance. Quality maintenance depends on the integrity and skills of the technician. This concept must be fostered by each supervisor and technician and will not be degraded. Shortcuts or incomplete maintenance actions are pro-hibited. When possible, maintenance is accomplished on a preplanned, scheduled basis. This planning provides the most effective and efficient use of people, funds, facilities, and equipment, reduces unsched-uled maintenance, and allows for progressive actions toward maintaining and returning equipment to safe operating condition. Conducting a bench check of components and proper control of repair cycle assets throughout the maintenance cycle are also critical elements of the equipment maintenance program.

1.2.1. Maintenance Objective. The primary objective of maintenance is to ensure continued opera-tional availability of systems and equipment used to support the Air Force mission. A key factor in achieving this objective is maintenance discipline. Maintenance discipline involves integrity in all aspects of the maintenance process. It is the responsibility of all personnel to comply with all written guidance to ensure required repairs, inspections, and documentation are completed in a safe, timely and effective manner. Managers must establish a climate that promotes maintenance discipline.

1.2.2. Depth of Maintenance. Technology is constantly changing and traditional maintenance con-cepts must be adapted to the new environment. Managers must understand these traditional philoso-

AFI21-116 19 APRIL 2005 9

phies and endeavor to adjust their application to the current environment. The depth and breadth of these programs will vary considerably across the maintenance complex. Significantly more attention is demanded by older, more maintenance intensive systems than by newer equipment sustained under the Line Replaceable Unit (LRU) replacement concept.

1.2.3. Readiness Expectations. Unrealistically high readiness requirements may cause deferment of essential maintenance or training. Failure to recognize and support valid requirements may cause maintenance backlogs or mission failure. Managers must ensure every action is taken to make sys-tems available for required maintenance actions and ensure maintenance is completed to meet mission requirements.

1.3. Maintenance Capability.

1.3.1. Maintenance capability is a unit’s ability to maintain its assigned systems and equipment in proper condition and configuration. Managers must recognize the extent of their maintenance capa-bility when planning to meet mission requirements. Overextending maintenance capabilities for long periods of time can result in reduced maintenance quality and ultimately cause mission failure. Man-agers will:

1.3.1.1. Plan and schedule maintenance to ensure personnel are productively employed through-out the work shift.

1.3.1.2. Distribute personnel with appropriate skill levels throughout the maintenance activity to provide the best mission support, supervision, and training.

1.3.1.3. Request and justify enough resources to support a continuous workload. Request tempo-rary help to perform emergency workloads. Where resources are not available or cannot be made available, request reductions in mission requirements.

1.3.1.4. Encourage personnel to identify system or equipment parts and components that may be economically repaired at unit level, and where repair is not authorized, seek that authorization.

Managers must balance the economic feasibility and possible cost savings of suggested local repair actions against mission requirements and additional workloads. Refer to paragraph 5.21.

for repair code change request guidance.

1.4. Communications and Transportation. Effective maintenance requires efficient communications and transportation. Transmit maintenance information and requests for assistance to staff functions and work centers so priorities can be assigned and follow-up action accomplished. Telephone, intercom, data, radio, or other communications device will be on hand at each site, facility or building where systems and equipment are operated or maintained. Suitable vehicles are required to transport personnel and material.

Radios must be available to expedite personnel, equipment, materiel, and logistics data throughout the maintenance complex. A communication system will be selected with the capability to effectively sup-port the maintenance communication requirements including mobility and host base interoperability according to AFI 33-202, Volume 1, Network and Computer Security.

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1.5. Maintenance Staffing and Utilization.

1.5.1. Select the best-qualified personnel to fill staff and supervisory positions. Refrain from placing retrainees in staff positions until their skill level is commensurate with their grade.

1.5.2. Consider the availability of qualified technicians and redundant systems to attain a 100 percent availability to support mission requirements. Adjust staff and work center duty hours to meet mission requirements. Set up work schedules to meet mission requirements while not exceeding maximum duty periods; occasional peak workloads may require extended work shifts. When actual work hours consistently exceed applicable manpower standards, the commander and COM reassess the require-ment(s) that made the overtime necessary. COMs or supervisors may waive these provisions during emergencies or advanced defense readiness conditions, including exercises, if necessary for mission accomplishment. The following guidance applies:

1.5.2.1. Duty time begins when personnel report for duty and ends when all maintenance actions are completed, deferred or turned over to another individual or crew. When personnel are dis-patched to remote duty locations, travel time is duty time.

1.5.2.2. During normal operations, maintenance personnel will be scheduled for duty based on a 40-hour workweek. The following criteria governs maintenance personnel duty time limitations, except for on-call duty status:

1.5.2.2.1. Do not schedule personnel for more than 12 hours of continuous duty time. Provide a rest period after each shift. Time spent in exercise/contingency deployment processing lines and in-transit counts toward the total duty day and may impact time available to perform main-tenance. For personnel dispatched to remote duty locations, this time may be extended to 16 hours including travel time. Personnel who remain overnight at the remote duty location will be allowed a minimum of 8 hours rest. Consider external factors such as weather and road conditions when extending duty time.

1.5.2.2.2. The period for combined maintenance and nonmaintenance (e.g., charge of quar-ters) duty should not exceed 12 hours. Personnel who perform maintenance duty and are then assigned to nonmaintenance duties may exceed the 12 continuous hour duty period, provided sleeping is permitted while performing the nonmaintenance duty.

1.5.3. Standby is the time technicians are scheduled to respond to outages beyond normal duty time and are required to remain in the work area. Personnel on standby coordinate meal and comfort breaks with the Maintenance Operations Center (MOC) or the appropriate operations function.

1.5.4. On-call is the time technicians are scheduled to respond to outages but are not required to remain in the work area. Normally, this occurs on weekends and after normal duty hours.

1.6. Maintenance Training. Training is the essential element ensuring systems are ready, operable and sustainable. Only trained technicians have the knowledge, skills and confidence to sustain operation of these systems during stressed situations. Properly structured and effectively presented training is the key to providing a technically qualified and proficient maintenance work force capable of ensuring readiness and sustained, reliable mission systems.

1.7. Categories of Maintenance Organizations. Categories of maintenance organizations are estab-lished to identify and scale maintenance management requirements based on unit characteristics such as organizational structure and number of authorized maintenance personnel. Typically, larger units require

AFI21-116 19 APRIL 2005 11

more comprehensive and in-depth maintenance management programs. In contrast, smaller units may not “earn” maintenance staff authorizations to perform the maintenance management functions, so the smaller units routinely consolidate programs with multiple work centers, rely on a parent unit, or integrate with unit-level programs to effectively perform all prescribed maintenance management requirements.

1.7.1. Major commands (MAJCOM) will specify the category of maintenance organization for their units taking into consideration several factors such as the unit mission, organizational structure, num-ber of authorized maintenance personnel, geographical location, and the category descriptions. See Chapter 3 for the category descriptions and additional guidance.

1.8. Engineering and Technical Services (ETS). The Air Force uses two main methodologies, Air Force Engineering and Technical Services (AFETS) and Contract Engineering Technical Services (CETS) to provide technical assistance to field units. These technical services are designed to fill gaps created by emerging technology or to ensure continued operational availability of mission critical sys-tems. Refer to AFI 21-110, Engineering and Technical Services Management and Control, for specifics on the ETS program.

1.8.1. AFETS is the primary source of ETS support in the Air Force. AFETS positions satisfy long-term ETS requirements for on-site field engineering support and specialized technical training.

They help units and MAJCOM functional managers in resolving complex system problems by trou-bleshooting and repairing critical maintenance problems. AFETS also serve as the unit technical liai-son and work with MAJCOM functional managers, depot technicians, engineers and item managers, and equipment manufacturers to resolve equipment problems. AFETS will certify tasks according to AFI 36-2201, Volume 3, Air Force Training Program On the Job Training Administration, in USAF personnel training records when training is provided to the go/no go level.

1.8.2. CETS is available on a selective basis to provide technical knowledge and assistance on spe-cialized systems or equipment. Plan and program personnel training to satisfy technical requirements at the earliest possible time to decrease the need for CETS assistance. Typically, CETS assistance is provided during fielding of new technologies to bridge the gap until an independent Air Force capa-bility is developed. CETS assistance is normally terminated within 12 months after gaining self-suf-ficiency.

1.9. Communications Standardization and Evaluation Program (CSEP).

1.9.1. CSEP (formerly Maintenance Standardization and Evaluation Program) is the systematic, con-tinuous self-evaluation program for C-E maintenance. CSEP consists of personnel, technical, mana-gerial and special evaluations. An effective CSEP is essential to successful C-E maintenance and requires the full commitment of all maintenance complex resources including the most competent technicians and the production work centers’ full participation. The program’s primary objectives are to give the COM an accurate assessment of the maintenance activity’s capabilities and to provide supervisors an objective method to identify and correct discrepancies, and facilitate management actions to correct underlying causes to prevent discrepancies from reoccurring. A highly effective CSEP program will act as a force multiplier by ensuring acceptable quality levels are maintained across the organization. The COM must fully support the program to ensure these objectives are met.

1.9.2. This instruction establishes the minimum requirements for the CSEP. The COM determines the depth of the program; that is, the number, kind and frequency of evaluations. Technology is rapidly changing and the COM must adapt the CSEP to ensure the program is achieving the desired goals.

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More often than not new systems will require significantly less focus on technical issues. However, these systems typically are delivered using nonorganic Air Force logistics systems. In these cases, it may be prudent to concentrate the CSEP process on the managerial actions necessary to sustain the mission. Technical evaluations may shift to inventories and configuration, personnel evaluations may focus more on support processes, or managerial evaluations may need to encompass contractor inter-faces or nonstandard supply procedures.

1.9.3. Some essential elements and responsibilities of the CSEP are as follows:

1.9.3.1. Task Identification and Coverage: Work center supervisors identify tasks performed in the work center and ensure sufficient numbers of individuals are qualified on each task to provide complete and continuous task coverage (e.g., enough qualified technicians are available for duty [on-duty, on-call or standby] to cover all required work center tasks at any given time). Supervi-sors must plan for probable absences such as leave, Temporary Duty (TDY) or illness when deter-mining the number of personnel to qualify on a given task.

1.9.3.2. Training: Supervisors continually evaluate the capabilities of assigned personnel, and then plan, schedule, and complete required training.

1.9.3.3. Evaluation: Quality Assurance (QA) evaluates personnel to assess the adequacy of train-ing programs and technician proficiency. QA also performs periodic evaluations to determine the overall capabilities of the maintenance activity, assess the adequacy of technical data, evaluate maintenance actions, and ensure satisfactory equipment operation. Evaluations can include man-agement practices, facilities and systems.

1.9.3.4. Analysis: QA analyzes the results of evaluations to identify trends and the basic causes for deficiencies.

1.9.3.5. Compliance with the CSEP is required for individuals task certified/qualified to maintain C-E equipment (e.g., personnel evaluations). Compliance with CSEP is required for work centers or functions responsible for mission capability (MICAP), maintenance data collection (MDC) reportable or mission critical systems and equipment (e.g., personnel, technical and managerial evaluations).

1.10. Management Actions on Evaluation and Audit Reports. QA evaluations, operational test and evaluation (OT&E), audits and other reports are valuable management tools used to identify specific defects and their causes. Supervisors ensure responsible individuals are involved in correcting problems and the underlying causes to prevent problems from reoccurring. Commanders and maintenance manag-ers stay involved throughout the correction phase to ensure resolution of the discrepancies’ underlying causes.

1.11. Modification Management. The Air Force establishes policies and procedures for accomplish-ment of modifications to in-service systems in AFI 63-1101, Modification Management. The modifica-tion process is used to correct deficiencies and improve reliability, maintainability and maintenance capability.

1.12. Maintenance Information Systems (MIS). MIS refers to the automated maintenance information systems including Core Automated Maintenance System (CAMS), Integrated Maintenance Data System (IMDS), Reliability and Maintainability Information System (REMIS), G081 (CAMS for Mobility), Tele-

AFI21-116 19 APRIL 2005 13

phone Management System (TMS), and Air Force Knowledge Services (AFKS) formerly known as Enterprise Data Warehouse (EDW). The term IMDS replaces CAMS throughout this document; how-ever, IMDS and CAMS remain as interchangeable terms. MIS provide maintenance supervisors at all levels with products to evaluate the organizational effectiveness and to aid in decision making. Deploying units must ensure that any and all appropriate hardware (i.e., computers, servers, etc.) are available at the deployed locations to ensure connectivity. The Directorate of Maintenance (HQ USAF/ILM) has central authority for policy and guidance covering all MIS according to applicable Air Force 33-series publica-tions. According to the HQ USAF/IL Information Systems Strategic Architecture Plan, two of HQ USAF/IL’s strategic goals are to provide integrated, trusted data and to eliminate or consolidate informa-tion systems. In support of these goals, HQ USAF/ILM is focusing MIS modernization efforts towards eventually fielding a single, integrated MIS functional component of the Expeditionary Combat Support System. To facilitate this drive to a single system, MAJCOMs and HQ USAF/ILM must control the pro-liferation of unit- or MAJCOM-unique MISs. This is accomplished using the Portfolio Management pro-cess.

1.12.1. IMDS is the production oriented, base-level automated maintenance management system designed to give managers visibility and control of resources at unit level. Maintenance personnel use IMDS to document equipment outages, schedule maintenance actions, document maintenance actions, document maintenance training and requisition supplies. IMDS can assist in determining operational readiness and is used to manage personnel and training requirements. Refer to Technical Order (TO) 00-20 series publications for maintenance documentation procedures. IMDS operation is the responsibility of the host database manager; however, other functions usually manage individual IMDS subsystems. Submit software and hardware changes according to the format in AFI 33-103, Requirements Development and Processing.

1.12.2. Applicability of MIS. IMDS is the approved Air Force standard maintenance data collection system for C-E systems and is mandatory for use. HQ USAF/ILC is the approval authority for waiv-ers. C-E units will submit waiver requests to HQ AFCA/EVPM through their respective MAJCOMs.

All personnel, regardless of AFSC, maintaining C-E equipment must comply with the following min-imum requirements:

1.12.2.1. For equipment identified as MICAP or MDC reportable in the CAMS/REMIS Standard Reporting Designator (SRD) table, ensure appropriate equipment status, maintenance and supply data is entered into the appropriate data collection systems, and ensure equipment is maintained in TO or technical manual configuration. Use appropriate IMDS historical programs to document compliance with this requirement.

1.12.2.2. Ensure preventive maintenance schedules are developed and implemented for MDC reportable equipment with technical data mandating a preventive maintenance program. Preven-tive maintenance schedules are entered into IMDS to track and report completion, deviation, or rescheduling actions.

1.12.2.3. When IMDS is unavailable, units will use manual documentation procedures according to AFI 21-103, Equipment Inventory, Status, and Utilization Reporting, and Air Force Computer Systems Manual (AFCSM) 21-556, Volume 2, Core Automated Maintenance System (CAMS)--Introduction to CAMS Software User Manual. The data will be updated in IMDS when the system becomes available. Manual procedures can include documentation on paper copies of IMDS screens and Air Force Technical Order (AFTO) Form 349, Maintenance Data Collection Record.

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1.12.3. The IMDS Job Data Documentation (JDD) Subsystem provides information about jobs per-formed by maintenance activities. In addition to information on actions taken, IMDS provides data about man-hours expended on each job; why each repair was required (how malfunction); what each repair encompassed (action taken); what item was repaired (Work Unit Code (WUC) to lowest level possible); when the malfunction was discovered; and who did the work. Use IMDS to report mainte-nance performed by organizations other than the local unit.

1.12.4. The use of the IMDS Training Management Subsystem to document training is mandatory for all C-E maintenance technicians. Refer to AFI 36-2201, Volume 3, for training documentation proce-dures.

1.12.5. MIS Data Classification. Data contained, entered, and retrieved in MIS is classified as “Sen-sitive/FOUO.” Safeguards are in place to ensure control of this “Sensitive/FOUO” data with access through “military only” systems. Use is limited to authorized personnel who have been granted access through a controlled process. Each MIS has additional protection with unique, individually granted, need-to-know USERID/Password assurances. It is vital, especially during contingency oper-ations, to capture maintenance data at every location to provide in-depth current/after action analysis of Air Force, MAJCOM, and unit efforts for deployments and contingencies.

1.13. Contract Maintenance.

1.13.1. This section identifies the basic responsibilities for managing Most Efficient Organization (MEO) or contract maintenance. Additional guidance is in AFI 63-124, Performance-Based Service Contracts (PBSC).

1.13.2. Accomplish contract maintenance surveillance program duties according to procurement guidelines and command directives. When requested by the procurement office, the COM provides Quality Assurance Evaluators (QAE). QAE responsibilities are listed in AFI 63-124. Surveillance programs may vary depending on the scope of the contract and directions of the procurement office.

1.13.3. Only contracting officers are authorized to enter into or change a contract, Performance Work Statement (PWS) or Statement of Work (SOW). Air Force maintenance personnel do not give any directions or instructions to contractors or take any other action that could form the basis for a contrac-tual claim. Direct problems with contract performance, contract changes, or interpretation to the responsible contracting officer, administrative contracting officer or QAE for resolution.

1.13.4. Contractual assistance may be used to satisfy a wide variety of requirements ranging from minor one-time repairs to operation and maintenance of complete systems. When maintenance man-agement responsibilities are required of a contractor, they must be specifically identified in the PWS.

As a minimum, PWSs shall have:

1.13.4.1. Contractor Maintenance Data Collection: Enter systems and component failure accord-ing to TO 00-20-2, Maintenance Documentation; material consumption according to TO 00-20-3, Maintenance Processing of Reparable Property and Repair Cycle Asset Control System; and Time Compliance Technical Order (TCTO) reporting requirements according to TO 00-5-15, Air Force Time Compliance Technical Order Process, in PWSs. Cite appropriate data items and include col-lecting TCTO and reparable processing data in contracts. Contract instructions call out the time and place to turn in data. Specify if the contractor provides complete source documents and forms or automated products.

1.13.4.2. System restoral priorities.

AFI21-116 19 APRIL 2005 15

1.13.4.3. System restoral response times.

1.13.4.4. Procedures to maintain configuration control.

1.13.5. Managers will base PWS requirements on existing maintenance policy. The intent and philos-ophy of organic maintenance processes must be carefully considered and included when appropriate.

Contract maintenance is not automatically exempt from standard logistics processes. For example, the requirement to document maintenance in Air Force approved MIS must be included in the PWS.

1.13.6. Consider contract maintenance on a planned and selective basis; however, wartime capability may not be compromised by excessive use of this resource. Check with appropriate MAJCOM man-agers to ensure local contract efforts do not erode command wartime capabilities.

1.14. War and Mobilization Plans Support. Managers have a continuing responsibility to set up and maintain the capability to support USAF combat missions. Detailed maintenance planning is needed to provide this capability. The COM will be familiar with AFMAN 10-401, Volume 1, Operation Plan and Concept Plan Development and Implementation, when preparing maintenance plans to support combat missions.

1.15. Programmed Mobility Procedures. “Programmed” refers to Unit Type Code (UTC) and Designed Operational Capability (DOC) statement tasking. Managers ensure maintenance activities are capable of meeting their programmed mobility requirements. Under the mobility concept, managers at all levels will be familiar with mobility requirements and the role of each subordinate activity. Planning, preparation and an understanding of roles and responsibilities are essential elements of mobility prepared-ness. Work with the Unit Deployment Manager, or similar activity, to keep informed of mobility require-ments.

1.16. Agreements. There are several types of agreements detailed in AFI 25-201, Support Agreement Procedures. DD Form 1144, Support Agreement, documents the support services a supplier provides a receiver and the reimbursement the receiver will pay to the supplier for the identified levels of support.

Host-Tenant Support Agreements (HTSA), Memorandums of Understanding (MOU) and Memorandums of Agreement (MOA) are used in lieu of the DD Form 1144 when it is necessary to document financial and support arrangements with US nongovernmental activities, with nonmilitary agencies or individuals, or before publishing a Base Support Plan. Functional areas also use MOAs or MOUs to document mutu-ally agreed upon statements of fact, intentions, procedures, and policies for future actions.

1.17. Publications. MAJCOMs may supplement this AFI or publish a separate instruction according to AFI 33-360, Volume 1, Air Force Content Management Program--Publications. Units must tailor proce-dures to the unique aspects of their own maintenance operation and publish directives (e.g., instructions, supplements and operating instructions) for areas where more detailed guidance or specific procedures will ensure a smooth and efficient operation. Adhere to the following procedures:

1.17.1. Do not publish unit instructions or operating instructions (OI) to change or supplement TOs.

Use the procedures outlined in AFI 21-303, Technical Orders, and TO 00-5-1, AF Technical Order System.

1.17.2. Coordinate directives with all appropriate unit agencies.

16 AFI21-116 19 APRIL 2005

1.17.3. Resolve conflicts between publications and determine the applicability of departmental publi-cations to the AFRC and ANG according to AFI 33-360, Volume 1. Conflicts between procedural technical publications and weapon system specific technical publications will be resolved in favor of the weapon system specific technical publication.

1.17.4. Operating Instructions (OI). Instructions pertaining to maintenance are published as group, squadron, or branch OIs. When crossing group lines, OIs must be coordinated with the affected com-manders and published as wing OIs. OIs are not published to change Air Force instructions, Air Force policy or TOs.

1.17.5. Maintenance Operating Instructions (MOI). MOIs pertain to all personnel required to per-form maintenance routines and are published by the COM. Guidance that applies to multiple work centers within the unit is published as a unit, base, or other standard publication. Maintenance activi-ties under the functional control of the COM may initiate or request MOIs. MOIs are not published to change or supplement TOs and must take existing MOAs and MOUs into consideration. The publica-tions and forms management requirements outlined in AFI 33-360, Volume 1, and AFI 33-360, Vol-ume 2, Content Management Program—Information Management Tool (IMT), apply.

1.17.6. Technical Orders (TO). Use of prescribed technical data to maintain C-E equipment is man-datory. Operate and maintain Air Force systems, equipment, subsystems and support equipment according to applicable TOs. Basic policy regarding TO use is expanded in AFI 21-303, TO 00-5-1;

TO 00-5-15; and TO 00-5-17, Users Manual-USAF Computer Program Identification Numbering (CPIN) System. The Enhanced Technical Information Management System will replace Joint Com-puter-aided Acquisition and Logistic Support and Automated Technical Order Management System functionality. TO management resources are available at http://pdsm.wpafb.af.mil/TOPRAC/ to-syste.htm.

1.17.6.1. Supervisors will:

1.17.6.1.1. Strictly enforce adherence to and compliance with TOs and supplements.

1.17.6.1.2. Establish procedures for shipping TOs and supplements to support mobility requirements.

1.17.6.1.3. Ensure availability of required TOs and supplements in work centers.

1.17.6.2. All personnel will recommend improvements or corrections for TO deficiencies accord-ing to TO 00-5-1. Continually assess the currency, adequacy, availability and condition of the required TOs and supplements.

1.17.6.3. The Air Force is modernizing the Air Force TO program using the Technical Order Con-cept of Operations (TO CONOPS) as a foundation. The goal of the modernization effort is to pro-vide user friendly, technically accurate and up-to-date digital technical data at the point of use that is acquired, sustained, distributed and available in digital format from a single point of access for all technical data users. TO users will eventually access and view digital technical data using an Electronic Tool (E-Tool). An E-Tool is a desktop computer, laptop, or hand held device that auto-matically updates TOs, provides automated change requests (similar to AFTO IMT 22, Technical Manual Change Recommendation and Reply), and integrates with other MISs. Currently, dig-ital technical data is accessible at website http://pdsm.wpafb.af.mil/TOPRAC/to-syste.htm.

1.17.7. Commercial Manuals. The proliferation of commercial-off-the-shelf (COTS) equipment has driven an increase in the use of commercial manuals. All Air Force personnel must follow guidance http://pdsm.wpafb.af.mil/TOPRAC/to-syste.htm http://pdsm.wpafb.af.mil/TOPRAC/to-syste.htm http://pdsm.wpafb.af.mil/TOPRAC/to-syste.htm

AFI21-116 19 APRIL 2005 17

for the use of commercial manuals according to TO 00-5-1. Managers must review this guidance to ensure it adequately addresses the maintenance complex’s needs. Managers must consider whether to use the commercial manual as is or to create their own guidance. Some items to consider are: person-nel and equipment safety, deployment procedures, alignment accuracy, parts and schematic breakouts, etc. Managers will work with MAJCOMs and lead commands to ensure commercial manuals provide adequate guidance to the maintenance technician.

1.17.8. QA will review all OIs to ensure the instructions are technically accurate, complete and con-sistent with Air Force and MAJCOM policy. OIs will be reviewed annually.

1.18. Tool Management. The objectives of the tool management program are to prevent and eliminate foreign object damage (FOD) to flight line equipment and to reduce replacement costs through effective control and accountability of assets. Tool management applies to all sections supporting C-E mainte-nance as defined in paragraph 1.1.

1.18.1. General Guidelines. The COM will publish local operating instructions on the following areas, as a minimum:

1.18.1.1. Design active and UTC/mobility Composite Tool Kits (CTK) to provide a quick inven-tory and accountability of tools. For C-E purposes, CTKs are defined as all government purchased tools utilized to perform C-E maintenance as defined in paragraph 1.1.

1.18.1.2. Each tool, equipment item, or consumable contained in a CTK will have an assigned location identified either by inlay cuts in the shape of the item, shadowed layout, label, or silhou-ette. No more than one item is stored in a cutout, shadow, or silhouette except for tools issued in sets (i.e., drill bits, Allen wrenches, etc.). Exception: utility CTKs (i.e., green tool bags, briefcase kits, etc.) will not have assigned/marked locations. Include guidance on tracking which tools are checked out and who has them.

1.18.1.3. Develop guidance to mark all tools and CTKs.

1.18.1.4. Develop a master inventory list (MIL) for each CTK. Maintain a copy of the MIL in the CTK at all times for inventory purposes.

1.18.1.5. Develop guidance to replace lost, broken, or unserviceable tools.

1.18.1.6. Personal tools will not be used.

1.18.1.7. Develop guidance to manage work center issued tools (i.e., mini-flashlights, multi-pur-pose hand tools, etc.).

1.18.1.8. Visually inventory work center issued utility CTKs (i.e., green tool bags, briefcase kits, etc.) prior to departing the work center and prior to departing the work site.

1.18.1.9. Perform a visual inventory of all CTKs when issued for use, at the completion of job or tasks, and when returned to the tool storage facility.

1.18.1.10. Account for all tools and active CTKs at the beginning and end of each shift. Docu-ment shift inventories. Sealed UTC/mobility CTKs will be inventoried when opened or a mini-mum of quarterly.

1.18.1.11. At least annually or when the CTK monitor changes, conduct a comprehensive inven-tory of all tools and CTKs. The purpose of this inventory is to perform an extensive inspection of

18 AFI21-116 19 APRIL 2005

all tools and equipment to include condition, identification markings, and accuracy of the MIL.

Inspect tools for serviceability according to TO 32-1-101, Use and Care of Hand Tools and Mea-suring Tools.

1.18.1.12. Mark UTC/mobility toolboxes according to AFI 10-403, Deployment Planning and Execution.

1.18.1.13. Units using an automated system for tool control and tracking (i.e., bar code, scanners, etc.) will use the Tool Accountability System (TAS). This requirement does not apply to common office automation software used to create inventory lists.

1.19. Supply Requisitioning. Managers ensure the supply priority requisitioning system is not abused.

Justification of priority requisitions will adhere to the standards published in AFMAN 23-110, USAF Sup-ply Manual.

1.20. Self-Help Projects. All communications systems requirements, regardless of size or complexity, will have an AF IMT 3215, IT/NSS Requirements Document, or equivalent approved by the appropriate authority. Frequently, programmed projects are not sufficiently complex to warrant a dedicated Engineer-ing and Installation (EI) team effort. In these cases, it may be expedient for the maintenance activity to install, remove or relocate the equipment on a self-help basis. The base Communications and Information Systems Officer (CSO) can request self-help implementation of communications systems projects. The COM, in conjunction with the project manager (PM), makes the final determination on the ability of the maintenance complex to complete a self-help project. NOTE: Attachment 2 explains requirements pro-cessing and EI project related documentation. Use AFMQCC 200-3, Communications-Electronics (C-E) Project Review, to ensure all work, logistics support and documentation requirements are met.

1.21. Consolidating Functions. Consolidate functions and programs (i.e., tool control, supply manage-ment, etc.) within the maintenance activity consistent with mission, size, location and resources. Cen-trally locate the COM staff functions if possible.

1.22. Maintenance Management Metrics. Leaders, supervisors and technicians must have accurate and reliable information to make decisions. Primary concerns of maintenance managers are how well the unit is meeting mission requirements, how to improve equipment performance, identifying emerging support problems, and projecting future trends. Maintenance management metrics—sometimes called quality performance measures or indicators—are a crucial form of information used by maintenance leaders to improve the performance of maintenance organizations, equipment and people when compared with established goals and standards. Metrics often take the form of “Operational Availability” or “Status of Personnel Training” slides, presenting a gauge of an organization’s effectiveness and efficiency. Properly used, metrics are roadmaps that help determine where you’ve been, where you’re going, and how (or if) you’re going to get there.

1.22.1. The overarching objective of Air Force maintenance is to maintain air and space equipment in a safe, serviceable and ready condition to meet mission needs. Maintenance management metrics serve this overarching objective and shall be established or maintained by Headquarters Air Force, MAJCOMs, wings and/or squadrons to evaluate and improve equipment condition, personnel skills and long-term fleet health. Metrics shall be used at all levels of command to drive improved perfor-mance and adhere to well-established guidelines.

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1.22.1.1. Metrics must be accurate and useful for decision-making.

1.22.1.2. Metrics must be consistent and clearly linked to goals/standards.

1.22.1.3. Metrics must be clearly understood and communicated.

1.22.1.4. Metrics must be based on a measurable, well-defined process.

1.22.2. Analysis is crucial to improving organizational performance and is the key component of the metrics management process. Commanders and maintenance managers must properly evaluate main-tenance metrics and rely upon the maintenance analysis section for unbiased information. Analysis sections shall draw information from various MISs for data. AFKS, G081, IMDS, REMIS, Standard Base Supply System (SBSS), and HQ USAF/IL-approved command-unique analysis tools are the pri-mary data sources.