Tab_4_-_Atch_3_to_Tab_1_-Work_Prioritization_Implementation_Plan.pdf

U.S Air Force

Air Force Civil Engineer Center

WORK PRIORITIZATION

IMPLEMENTATION PLAN

VERSION 1

AFCEC/CO

OVERVIEW

The work priorities described in this guide principally apply to in‐house Operations Flights and serve as a tool to prioritize limited work hours to accomplish workload received. Work requests that will be accomplished by contract, e.g. SABER, etc. need to use other forms of work prioritization systems.

This guide is not a full business solution and was created to help ease the CES into the new priorities and to aid IWIMS information for migration. Currently IWIMS information is not standardized throughout the Air Force in the use of LUC codes and work classification. This guide will facilitate the CES to bridge from IWIMS into Tririga by creating like data fields in IWIMS. Standardization of this data will also limit possible data lost when migrating to Tririga and prepare the CES to operate within the new priorities.

This guide also does not answer all the unique situations that individual units have, so there will be a QA section set up in the new SharePoint AFCEC Career Field Manager site. Site location will be sent out in a message.

EXECUTIVE SUMMARY

The Air Force Civil Engineer community is moving forward with the transformation program. Several initiatives are on‐going to facilitate this transformation including a significant change from recurring work program (RWP) to a preventive maintenance (PM) program, improvements in the way we prioritize facilities and assets, and aligning our resources to established maintenance priorities which will result in ensuring we are dedicating our resources to the right mission priorities. This plan is designed to implement a new methodology for categorizing and prioritizing work and ensuring we are assigning our scarce resources to the right priorities.

Work Order Management and Priorities The need to create a new Civil Engineer (CE) work prioritization model is paramount as we transform to a more Asset Management (AM) centric organization. Constrained resources (manpower and money) have driven the need to place more emphasis on what CE should be doing by establishing a model that classifies and prioritizes work that drives optimization, and preserves our ability to sustain installations.

A clear and uniform approach to maintenance risk management will also offer CE an opportunity to better control and manage backlogs of corrective and deferred maintenance. The key concepts to this discussion are identified below:

BACKGROUND:

In April 2012, AFCEC/CO assembled a team from every level of Air Force Civil Engineering (MAJCOM to base‐level) and conducted an Operations Flight of the Future summit. One of the products derived was a work prioritization model. Since April 12, this model has transformed from a concept to a working model. Once codified in CE Playbooks and AFI’s, this model will provide the installations with a method to optimize how work is accomplished with the primary focus on sustainment based on mission and life‐ cycle management of real property assets and real property installed equipment (RPIE) through an optimized PM program.

METHODOLOGY:

The basic premise behind identifying and prioritizing work is to effectively manage maintenance risk.

We must first consider safety and mission risks; however, we must also respond to those areas where failure to act or respond would lead to further degradation versus those requirements that can be delayed. Since we do not have unlimited manhours to spend, we have to employ an overall work accomplishment methodology that directs our actions to minimize overall maintenance risk and provide customers rationale why their requirement may be delayed. We will continue to place emergency maintenance response as a number one priority. As we migrate towards an enterprise wide asset management approach, we must refocus our limited direct work hours in the most optimal means possible. The new methodology accomplishes this goal by requiring our most critical caretaker work, preventative maintenance and plant operations, is accomplished right after emergency response. We will continue to focus on sustainment, e.g. Corrective Maintenance (CM), with the remaining available hours. If there are still direct hours left, we will use in‐house resources to address enhancement work.

This new maintenance risk methodology re‐focuses on those specific types of maintenance and repair needs that mitigate emergencies and implements an asset management approach to sustaining real property and RPIE assets.

WORK SCHEDULING PRIORITIES:

The new work priorities contain two priority sub‐elements, priority of work type as well as priority of corrective maintenance risk. We perform three major types of work: PM and Plant Ops, CM, and enhancement. There is no change to responding first (Work Pri 1) to emergency work which is an unscheduled subset of CM. The second priority (Work Pri 2A) will now be the scheduling of all hours required for PM and plant operations. Since emergency work amounts to less than one percent of all direct time, there should always be hours available to schedule and accomplish PM and plant operations. Note, the new focus is to not only accomplish the recurring elements of PM but to also do more in‐depth technical assessment using various predictive tools and analytical work such as vibration tests, thermography, etc. which should identify future CM work. No longer equate PM to ‘just’ the old

RWP and MAS task list! If direct hours are still available after scheduling all PM and plant operations, the Ops Flight will use a three‐tier priority approach combining safety, maintenance risk and asset

(mission) priority, e.g. Priority Asset List (PAL), for scheduled CM work. Maintenance risk plays a bigger role in determining which priority to apply as will the PAL when fully developed. Immediate, ‘do‐it‐now’, maintenance risk work will be priority 3A. Schedule maintenance risk workload requiring expedited response or PAL 3 assets to priority 3B. A good rule of thumb is if the work is not accomplished in the immediate future and runs risk of becoming an emergency, then treat as 3B. All remaining CM that provides sustainment but does not have a specific maintenance risk need date or may be a PAL 4 asset will be scheduled as 3C. If time is still left in the direct labor pool of hours, schedule enhancement work last (Work Priority 4). Details of the new work priorities are outlined in Table 1.

Bases with Operations Flight work performed by contract, e.g. Base Maintenance Contract, should, to the maximum extent possible, use these same overall work types and scheduling priority. Following this guidance will ensure consistent infrastructure sustainment maintenance levels of service by on site staff across the Air Force. Furthermore, this guide provides a scheduling priority which enables the government contract management team and service provider to deliver capability in line with non‐ contracted bases. Contracted sites should deliver the same focus to sustainment and operations (Work

Priority 1‐3) over enhancement (Work Priority 4). At contracted locations, Work Priority 2B, Contingency Construction Projects, is not applicable.

The work priorities described in this guide principally apply to in‐house Operations Flights and serve as a tool to prioritize limited work hours to accomplish workload received. Work requests that will be accomplished by contract, e.g. SABER, etc. need to use other forms of work prioritization systems.

TABLE 1. Work Priorities

Preparation (IWIMS Bridging).

Effective management of the Operations Flight workforce is critical to efficient and accurate response to any work request received. Decades of IWIMS use have eroded execution of fundamental concepts of flight workforce management. An AFCEC analysis of all FY12 IWIMS data plus all FY12 shop rates revealed many foundational issues. NexGen (Tririga) will, in many cases, significantly alter the terms and business rules we used (or ignored) in IWIMS. AFCEC reviewed the use of current Labor Utilization

Codes (LUCs) and Cost Centers (shops) and discovered some inconsistencies across the CE enterprise.

Additional information will be provided in the near future to the bases so that use of the LUCs is consistent and standardized. Assigning our personnel to the right cost centers is also an important factor and directly affects shop rates which in turn directly affect amounts customers reimburse, and directly impact capitalization records. AFCEC will provide guidance to the field over the next few months. It should be noted that this is a bridging tool until we implement NexGen beginning in FY 15.

Both the proposed use of the legacy system along with what you will see in NexGen is provided so that familiarization of the priorities and the implementation of NexGen will be a smooth transition. Table 2 provides a side‐by‐side comparison of terms between legacy and NexGen and bridging actions to make

IWIMS perform more closely to the NexGen application Tririga.

TABLE 2. Legacy to NexGen Bridging

Explanation of Work Priority Terms

Priority 1 – EMERGENCY (Work Type: Sustainment, Corrective Maintenance)

Priority 1 is all emergency (unscheduled) work. Emergency work represents immediate maintenance, safety, or mission risk and will always be accomplished before all other work. The goal is to eliminate the emergency hazard or perform a temporary fix until sufficient materials or resources are made available to complete a final repair. Any follow‐on work will be reprioritized as corrective maintenance

(sustainment) work IAW this model. The methodology for identifying man‐hours to support emergencies is to draw upon historical information. Typically, the average labor hours expended against emergency work during the last 12 months should be used as a start point for planning and scheduling purposes.

Some examples of emergencies are identified in Table 1 far right column.

Priority 2A – PREVENTIVE MAINTENANCE (PM) and PLANT OPERATIONS

PM and Plant Operations will be the first work types to schedule direct hours after blocking time for emergencies.

PM. Schedule planned maintenance actions aimed at the prevention of breakdowns and failures. The primary goal of PM is to prevent the failure of equipment before it actually occurs. Thus, PM is more than just doing recurring tasks on a maintenance action sheet as our old RWP program. Instead, PM is designed to preserve and enhance equipment reliability by replacing worn components before they actually fail. PM activities include equipment checks, partial or complete overhauls at specified periods, oil changes, lubrication, belts, filters, and so on. In addition, workers can record equipment deterioration so they know to replace or repair worn parts before they cause system failure. Recent technological advances in tools for inspection and diagnosis have enabled even more accurate and effective equipment maintenance. The ideal PM program would prevent all equipment failure before it occurs. A major output of PM should be to self‐identify future corrective maintenance work which will be scheduled in the work priority 3A, B, or C categories.

The overall PM schedule will be determined by first identifying the total number of recurring tasks scheduled for the planning/scheduling period and the total required man‐hours to execute those tasks.

Additionally, shop leadership will examine the need for extended PM requirements, e.g. in‐depth analysis using predictive measuring tools (thermography, vibration analysis, etc.). These hours will be charged to a DSW assigned to LUC 11 in IWIMS (NexGen will handle differently). The change from current practices is that we will now execute all of the scheduled PMs before assigning any labor hours to priority levels 3 and 4. In the past, we tried to execute this methodology but were overwhelmed with competing priorities i.e., Direct Scheduled Work (DSWs) and enhancement type work orders (5‐digit).

When building work schedules we must also take into account deployments, future resource reductions, and during those times of the year when both military and civilians participate in Holidays or are in a

“use or lose” annual leave situation.

Physical Plant Operations. Physical Plant Ops provides the operation and maintenance of base utilities.

These normally include water and waste, HVAC plant, exterior electric, power plant, liquid fuels, and environmental control alarms. Infrastructure Support Element objectives include performing operations work; performing real property maintenance, repair, and modification. The water distribution operation includes taking samples, testing, and performing chemical treatment on the water. The wastewater collection system includes maintaining oil separators and pretreatment facilities. Operation of heating plants includes maintaining adjacent heat distribution systems.

The recommended change needed by the plant operator is to create a PM schedule in the same manner as any other shop. The result of this would be that IWIMS would create a job order for the PM tasks so that we can account for a more complete PM program. All other asset requirements above and beyond

PM should still require the plant operator to create a job order or work order. Accountability of work performed above normal plant operator requirements is needed to ensure accountability of funding expenditures and to program for future maintenance and repairs requirements.

Priority 2B – CONTINGENCY CONSTRUCTION PROJECTS (CCP)

Contingency Construction Projects will either be large sustainment or enhancement type work.

Emphasis must be placed on ensuring our military and civilian work force is fully qualified and trained to operate and perform their assigned duties. Bases with military members are required to execute a minimum of 1 Expeditionary Combat Support/Agile Combat Support training projects per year in accordance with AFI 10‐210 Prime Base Engineer Emergency Force (BEEF) dated 6 Sep 12. Bases without military personnel are highly encouraged to parallel this program to maintain their skill levels.

These projects are either multi‐crafted or multi shop, large scale work order projects that require skills not typically performed during normal PM execution. By assigning Work Priority 2B, bases should treat the scheduling of these opportunities above the general sustainment (Work Priority 3) or enhancement

(Work Priority 4) workload. Operations Flights are encouraged to examine their full list of priority 3 and

4 requirements and select those which will best fulfill the readiness training requirements. This action effectively will accelerate the scheduling of the selected work. Contingency Construction projects will amount to a small fraction of the total workload and should be easily accommodated in the annual schedule. CCP is not applicable to contracted operations flights such as a BMC.

Priority 3 – SUSTAINMENT CORRECTIVE MAINTENANCE (CM)

Priority 3 is classified as Sustainment Corrective Maintenance. The majority of customer generated daily workload will fall within this category. This work category is also classified as scheduled, non‐ discretionary work. As caretakers of the base infrastructure, Operations Flights will typically be overwhelmed with requirements that will exceed capacity (available direct hours). Further tools are needed to help triage this workload. Priority 3 work is divided into three sub‐levels based on the type and description of the work and the maintenance risk of not performing the task as well as priority of the asset. We are dropping our legacy terms of urgent and routine work as outlined below. Priority 3 work, regardless of sub‐category, will always be complete prior to any Work Priority 4 enhancement work. All available resources will be applied to priority 1, priority 2 and then priority 3.

Priority 3A High risk work. This sub‐category priority is often associated with follow‐up work to an

Emergency (Work Priority 1) that was responded to and downgraded. Work that corrects life, health and safety deficiencies should also fall under 3A, i.e. RAC, FSD, etc. Within the current Legacy system, bases will assign LUC 14 Urgent and insert the special indicator 3A for Direct Scheduled Work (DSWs).

This identifies the task as having the potential for high risk to the asset and left unattended could become potentially worse. This priority can also be associated with a work order which would use LUC

18 with special indicator 3A. When scheduling conflicts arise, asset priority must be used to further refine to where to respond first. A comprehensive base Priority Asset List, PAL, will eventually become the standard tool bases use to additionally use in assigning response priority. For the present, bases typically have installation Contingency Response Plans which do list critical mission assets and infrastructure.

Priority 3B Medium risk work. The priority is based on the scope of work, typically medium risk, and should be responded to in an expedited manner to prevent failure. Failure to respond could lead to requirement becoming a 3A high risk. When scheduling conflicts arise, asset priority must be used to further refine to where to respond first. This sub‐category of prioritization will use LUC 16, DSW, and special indicator 3B. Internal work orders created within this category will use LUC 18 and special indicator 3B with tracking indicator of R. Work orders in this category are only CE internally generated work, typically during PM inspections, and to repair and maintain RPIE assets.

Priority 3C Routine risk work. This is low priority and low risk maintenance. Low maintenance risk supports delays longer time periods to complete. When scheduling conflicts arise, asset priority must be used to further refine to where to respond first. This sub‐category of prioritization will use LUC 16 and special indicator 3C. Internal work orders created will use LUC 18 and special indicator 3C with tracking indicator of S.

TABLE 3. Additional Priority 3 Examples

Priority 3A – High Risk Priority 3B – Medium Risk Priority 3C – Low Risk No heat/cool in alert facility crew rest quarters Aircraft paint booth exhaust fan #2 needs belt Steam clipper inoperative in dining facility

HVAC unit is showing inoperative air flow ‐ required for equipment cooling

Repair outdoor condenser fan – required for equipment cooling

All bathrooms backed up

Roll up doors, crush hazard is inoperative Repair clogged toilet ‐ only one restroom in facility

Repair turnstile for secure facility Repair inoperative base perimeter/sensitive area vehicle gate

Breaker keeps tripping to mission critical equipment

Generator panel is flashing "battery trouble" No hot water in bldg (medical or food preparation facility only)

Multiple roof leaks throughout the facility ‐ damaging office equipment/finishes

No heat/cool in entire facility during extreme environmental conditions or secure area w/ no other ventilation method

Adjust heat/cool at Dining Facility ‐ caller stated that facility was too hot

Several rooms with no power coming out of the power outlets

Repair emergency lighting at HVAC plant

Conference room lighting and emergency circuit inoperative

Water backed up in handicap shower

Fire door will not close properly, binds in door jam

Gate was blown down – medium priority security concern

Multiple roof leaks throughout aircraft hangar

Repair roof damage

No hot water in dorm room

Repair/replace several ballasts in room

Repair concrete base to tanks Attached lock to fire hydrant Repair drywall Leaking faucet in kitchen area Repair inoperative vehicle gate to compound area – low security concern

No hot water in bldg (non‐medical/food preparation facility)

Breaker to outlet keeps tripping Conference room lighting and emergency circuit inoperative

No heat/cool in entire facility – no mission/safety concern

No power coming out of the power outlets in several rooms

Repair/replace one ballast in room

Break in the fire wall in the electrical closet Sink water sensor inoperative

Priority 4 – ENHANCEMENT WORK

Priority 4 is classified as Enhancement or discretionary work. Because this category does not sustain the installation’s as‐is state but instead seeks to enhance, the category is assigned the lowest scheduling priority. As mentioned above, Priority 4 work should only be accomplished if all hours necessary for priorities 1‐3 have been scheduled and there are still hours left over. Some would call this “nice to have” versus “need to have” type work. This level is where a great deal of efficiency will be gained and will help define not just the “stop doing” but the level in which we provide it. All work in this category will be managed through a review committee within CE, typically called the Work Order Review Board or

WORB. The WORB will apply both asset management and PAL type factors to these kinds of requests.

More PAL related guidance will be provided as the process matures. Candidates for in‐house accomplishment will be chosen first to satisfy any CCP (Work Priority 2B) needs. If available hours exist within the Operations Flight this work may be executed in‐house as the last tier to be scheduled. NOTE:

Work not being considered for in‐house accomplishment does not fall in this category and would proceed directly to Engineering Flight for contract execution consideration.

Priority 4A. Work orders in this category are for facility enhancement, or “nice to have” work. They could also be for a new critical mission requirement when an addition to or new RPIE is required.

Examples include replacement of carpet or ceiling tiles, lighting upgrades, installation of electrical outlets, or repair of aesthetic appurtenances, such as landscape lighting. Work orders in this category may require capitalization. These work orders should be routed to the Real Property Officer to make the final determination of whether capitalization is required and if so Operations will create the DD Form

1354. In this category, LUC 18 with the 4A special indicator will be used to account for programmed work orders and LUC 15 for minor construction work orders to existing facilities.

Priority 4B. These are work orders classified as Minor Construction or work requiring capitalization where a new RPUID is required. Work done to upgrade, replace, or install a system may need to be capitalized. This includes most minor construction work orders. Since the experts on this subject are in the real property element, when replacing or upgrading any system or performing minor construction, flag the work order as requiring capitalization by typing a “Y” in the capitalization indicator field on the work order. Forward work orders with a “Y” indicator along with all major projects to real property for review when closing them out. Within this category the use of LUC 18 will be used for programmed work orders and LUC 15 with special indicator 4B and capitalization code Y for capitalization work orders. In this category any new work requiring a RPUID must be a capitalization project. Event support and any decorative versus operational need (signs, landscaping, status displays etc.) fall in this category.

“This is the first step in making the leap from the way we have always done business to adopting and implementing an asset management program.” Maj Gen Byers

Implementation Directions In order to effectively change the CE work accomplishment culture now and implement the new work priorities before NexGen IT FOC, the Interim Work Information Management System (IWIMS) will need to be used in a somewhat atypical manner. In order to use IWIMS as a bridge to NexGen IT, the use of labor utilization codes (LUC) and the Special Interest (SI) block on Direct Scheduled Work (DSWs) and

Work Orders is necessary. This process will allow the tracking of work in these priority levels with the focus on the resources used to accomplish them. All work in the system will have to be reviewed and coded with the new LUC and SI codes. Conversion to the IWIMS bridging process requires units to start purging IWIMS of work requirements that have not been validated and to inform customers on the new priority levels for maintenance. Units can then begin to evaluate future work requirements and funding needs.

An IWIMS administrator will have to reset all the dates in the Work Order Type of Service page to 999 so that there is no time limit on work request in IWIMS.

EXAMPLE: CHANGE IN WORK ORDER TYPE OF SERVICE

Priority 1 Emergency

Emergencies whether base support or Military Family Housing/Unaccompanied Housing will continue to use Labor Utilization Code (LUC) 12 with the Special Interest tab have 1A inserted.

EXAMPLE: 1A

Priority 2 Preventive Maintenance and Contingency Construction

2A Preventive Maintenance will continue to use LUC 11 and be tracked on the labor sheet as such. Work that comes out of a PM inspection will be inputted at the level that it requires.

o Note – per AFPAM32‐1125V1 CWONs 00001 through 00020 are reserved for Air

Force use as described in AFI 32‐1001, Attachment 2. These are tied to FM/Logistics files and will be used until migration into NexGen. The only other CWON that will be used is LUC 19 (utility plant operations). RWP type work on a CWON will be LUC 18 with the SI Code of S. This will cover work like entomology services, sweeping Military Family Housing/Unaccompanied Housing streets, snow removal, air field lighting, and heating/cooling turn on/off.

2B Contingency Construction Projects will utilize LUC 20 and the type of service will depend on the work as in the past. The only difference is the use of the Special Interest tab; it will have 2B inserted in the Special Interest block to track the work.

EXAMPLE: 2B

Priority 3 Scheduled Sustainment Work

Priority 3A work will use LUC 14 and 3A in the Special Interest block and type of service code

U when DSW level work or it can be submitted on an AF Form 332 through Operations

Engineering. This work has high mission impact if not done (EX RAC 1‐3 or FSD 1&2) and this is also Military Family Housing/Unaccompanied Housing 3A/Urgent. When work type and cost levels require an AF Form 332, the LUC code 18 would apply and 3A in the Special

Interest block.

Example: 3A DSW

Example: 3A Work Order

Priority 3B will use LUC 16 and 3B in the Special Interest block and type of service code R.

This work has medium mission impact if not done. This is also Military Family

Housing/Unaccompanied Housing Routine DSW service requests.

Example: 3B

Priority 3C will use LUC 16 and 3C in the Special Interest block and type of service code S.

This work has low mission impact if not done.

Example: 3C

Priority 4 Enhancement Work

Priority 4A Scheduled Enhancement Work will be submitted on a 332 and use LUC 18 with

4A in the Special Interest block.

Example: 4A

Priority 4B All Other Enhancement Work will be submitted on a 332 and will use LUC 18 with

4B in the Special Interest block. 4B should be used for self‐help type work, contract by requestor or SABER.

Example: 4B

Indirect Labor Utilization Codes (LUCs) In conjunction with the changes made to the LUCs utilized to capture work priorities (direct work), the indirect LUCs have been changed to better capture the way we are using indirect labor hours. Currently, much of the indirect labor that is not specifically assigned a LUC is lumped into LUC 34. There is no way to differentiate between physical training time, appointments, TDYs, etc. When large percentages of labor hours are grouped into one LUC with no explanation or are assigned to an incorrect LUC, the indirect labor hours look like time that is being used inefficiently; even though the indirect time is equally important for personnel readiness and squadron operations. Additional indirect LUCs will help

CE leaders better understand where indirect labor hours are used and help justify the required time for manpower actions.

LUC Shred‐out Title Comments

31 none Supervision

Use only for time accounted to the shop superintendent or foreman. All other personnel’s supervisory duties should be assigned to another, appropriate LUC

Training: LUC 32 will be shredded to identify the type of training being conducted. This will aid career field force development mangers in identifying how different types of training affect a shop’s manhours. For example, whether CBTs need to be reduced to more efficient timelines or whether shops are allotted enough time for OJT and upgrade training.

32_1 Upgrade Trng/OJT

32_2 Readiness Trng

32_3 Computer Based Training Non‐ skill level upgrade

32_4 Training Temporary Duty Combat Skills or other deployment related training attended enroute to the deployed location should not be assigned under a LUC.

The deployer should be removed from the work center by an IWIMS administrator the last duty day before he/she travels. Place deployers into work center 479.

Leave: Time away from the duty section that does not fall under another, more appropriate LUC

33_1 Leave‐formal Chargeable leave or medically driven convalescent leave

33_2 Leave‐informal Military passes, sports days, or supervisor approved sick or child care days

Other Indirect time inherent in shop responsibilities

34_1 Meetings, briefing and appointments

34_2 Physical Training (PT) PT includes PT Testing

34_3 Vehicle and shop clean‐up

34_4 Administrative tasks Such as EPRs, civilian appraisals and awards

34_5 Non‐training TDYs 30 days or less duration

34_6 Planning, Design and Contract Administration (COR)

38 none Overtime Overtime will not need to be separately identified in NexGen IT

39 none Loaned Labor

Example: Indirect LUCs

The following quick reference sheet can be used to assist schedulers in assigning the correct LUC, Special

Interest code and Type of Service code.

The following quick reference sheet can be used to assist schedulers in assigning the correct LUC, Special Interest code and Type of Service code

LUC SIC TSC Legacy Title NexGen Title Description

Direct Labor

11* Recurring Work Preventive Maintenance

New Ops Flight Work Priority 2A *Note – per AFPAM32‐1125V1 CWONs 00001 through 00020 are reserved for Air Force use as described in AFI 32‐1001, Attachment 2. These are tied to FM/Logistics files and will be used until migration into NexGen. The only other CWON that will be used is LUC 19 (operations of utility plants). RWP type work on a CWON will be LUC 18 with the SI Code of S. This will cover work like entomology services, sweeping MFH streets, snow removal, air field lighting, and heating/cooling turn on/off.

12 1A Emergency Direct Scheduled Tasks

Emergency Work Tasks

New Ops Flight Work Priority 1. Work tasks to eliminate an emergency condition. Respond to emergencies within 1 hour. Correct and/or secure the emergency within 24 hours.

or 18*

3A U Urgent Direct Scheduled Work

Priority 3A Scheduled Sustainment Work (Corrective maintenance)

High Priority 3A Work Tasks. Scheduled Sustainment Work. Corrective maintenance necessary to mitigate:

‐ High risk of mission impact ‐ Frequent system interruptions ‐ Some operations not currently possible ‐ Health/safety/security shortfalls ‐ Will require a major upgrade within 2 years ‐ System that is near failure or failed ‐ Military Family Housing/Unaccompanied Housing Urgent *When work type and cost levels require an AF Form 332, the LUC code 18 would apply with 3A in the Special Interest block.

15 Minor Construction Minor Construction Minor Construction (MC) or 18*

3B R Priority 3B Corrective Maintenance Work Tasks

Priority 3B Scheduled Sustainment Work (Corrective maintenance)

Medium Priority 3B Work Tasks. Scheduled Sustainment Work. Corrective maintenance necessary to mitigate:

‐ Low risk of mission impact ‐ Impacts system capability ‐ Negative effect on operations and/or morale ‐ Work around often used ‐ Major upgrade within 2 to 6 years ‐ May require frequent labor‐intensive maintenance ‐ Military Family Housing/Unaccompanied Housing Routine *When work type and cost levels require an AF Form 332, the LUC code 18 would apply with 3B in the Special Interest block.

or 18*

3C S Priority 3C Corrective Maintenance Work Tasks

Priority 3C Scheduled Sustainment Work (Corrective maintenance)

Low Priority 3C Work Tasks. Scheduled Sustainment Work. Corrective maintenance necessary to mitigate:

‐ Little to no mission impact ‐ 90% to full system capability ‐ Quality facilities/systems to operate, work, and live

The following quick reference sheet can be used to assist schedulers in assigning the correct LUC, Special Interest code and Type of Service code

‐ Minor deficiencies may exist *When work type and cost levels require an AF Form 332, the LUC code 18 would apply with 3c in the Special Interest block.

17 Do Not Use (Not required)

18 4A Priority 4A Scheduled Enhancement Work

Priority 4A Scheduled Enhancement Work

Work defined and prioritized by base, Work not accomplished over sustainment work , Work can be accomplished via contract/Saber and “funded by others”

18 4B Priority 4B Scheduled Enhancement Work

Priority 4B Scheduled Enhancement Work

Work that does not contribute to sustainment sustain/ensure continued mission operations, Work can be accomplished via contract/Saber and “funded by others”

19 Utility Operations Physical Plant Operations Utility operations identifies all labor expended in support of plant or utility operations (e.g., water plant operations).

20 2B Contingency Construction Projects

Contingency Construction Projects

Approved Special projects ‐related to PRIME BEEF Contingency Construction

Indirect Labor

31 Supervision Work Center Lead Shop Superintendent, Foreman, etc. Only used when performing Supervisory / Management duties and responsibilities.

32‐

Upgrade Training/OJT Upgrade Training/OJT CDCs, CDC testing, QTPs, OJT includes CBTs primarily required for skill level upgrade

32‐

Readiness Training Readiness Training

Home station training for readiness or pre‐ deployment preparation, i.e. field exercises, chemical warfare training, weapons qualification, CPR, SABC (excludes CBTs and Contingency Construction projects)

32‐

Computer‐Based Training Computer‐Based Training All other CBTs (includes CBRNE, SABC, Force Protection, Information Assurance, etc. CBTs)

32‐

Training Temporary Duty Training Temporary Duty TDYs for Formal Training, PME, skill enhancement

33‐

Chargeable Leave Chargeable Leave Chargeable Leave and Sick Leave (military and civilian)

33‐

Passes Passes 3‐day passes, time off, sports days, volunteer activities that occur during the duty‐day

34‐

Meetings/Briefings/Appoin tments

Meetings/Briefings/Appointme nts

Commander's Call, briefings, meetings, military appointments

34‐

Physical Training Physical Training Physical Training and Testing

34‐

Vehicle and Shop Clean‐up Vehicle and Shop Clean‐up Vehicle and Shop Clean‐up

34‐

Administrative Administrative EPRs, civilian appraisals, awards, etc.

34‐

Temporary Duty Temporary Duty Non‐Training TDYs 30 days or less duration, i.e.

SAVs, UCI inspections, etc.

34‐

Planning, Design, & Contract Administration

Planning, Design, & Contract Administration (COR)

Document craftsman’s time performing COR or service/contract related tasks.

38 Overtime (Not required) Overtime

39 Loaned Labor Hours Loaned labor Personnel assigned to another branch or flight that does not execute work. i.e., Operations Engineering or a ATA cost center

Points of Contact

Major William D. Pringle Air Force Civil Engineer Center‐East Operations Maintenance Division william.pringle@tyndall.af.mil Comm: (850) 283‐6656

DSN: 523‐6656

Mr. Carmelo M. Bascetta Air Force Civil Engineer Center‐East Operations Maintenance Division michael.bascetta@tyndall.af.mil Comm: (850) 283‐6441

DSN: 523‐6441

MSgt Marla D. Manyweathers Air Force Civil Engineer Center‐East Operations Force Development Division marla.manyweathers@tyndall.af.mil Comm: (850) 283‐6675

DSN: 523‐6675