afi21-102.pdf

BY ORDER OF THE

SECRETARY OF THE AIR FORCE

AIR FORCE INSTRUCTION 21-102

18 JULY 2012

Maintenance

DEPOT MAINTENANCE MANAGEMENT

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

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

RELEASABILITY: There are no releasability restrictions on this publication.

OPR: AF/A4LM

Supersedes: AFI21-102, 19 Jul 1994

Certified by: AF/A4L

(Maj Gen John B. Cooper)

Pages: 54

This Air Force Instruction (AFI) provides directive guidance for depot maintenance management. For policies and procedures used in planning and administering depot level contract maintenance programs, refer to AFI 63-101, Acquisition and Sustainment Life Cycle

Management. This instruction implements Air Force Policy Directive (AFPD) 21-1, Air and

Space Maintenance, and provides additional guidance on requirements contained in AFPD 63-

1/20-1, Acquisition and Sustainment Life Cycle Management, and AFPD 13-5, Air Force

Nuclear Enterprise. This AFI applies to all major commands (MAJCOMs), the Air National

Guard (ANG), Air Force Reserve Command (AFRC) and their subordinates. Refer recommended changes and questions about this publication to the Office of Primary

Responsibility (OPR) using the Air Force (AF) Form 847, Recommendation for Change of

Publication. This publication may be supplemented, but supplements must be provided to the

OPR of this publication for review prior to publication. Records created as a result of processes prescribed in this publication are maintained in accordance with (IAW) AFMAN 33-363, Management of Records, and disposed of IAW the AF Records Disposition Schedule (RDS) located at https://www.my.af.mil/afrims/afrims/afrim/rims.cfm.

SUMMARY OF CHANGES

This publication has been substantially revised and must be reviewed in its entirety. It defines depot maintenance, details depot maintenance responsibilities, and provides guidance for depot purchased equipment maintenance and maintenance requirements work packages. It also includes depot maintenance execution guidance that was previously found in AFI 21-101, Aircraft and Equipment Maintenance Management. This publication supersedes the portion of

AFI 21-101 addressing depot maintenance requirements.

http://www.e-publishing.af.mil./ https://www.my.af.mil/afrims/afrims/afrim/rims.cfm

2 AFI21-102 18 JULY 2012

CHAPTER 1—DEPOT MAINTENANCE MANAGEMENT 6

1.1. Depot Maintenance

1.2. Aircraft and Equipment Readiness

1.3. Maintenance Discipline

1.4. Technical Orders (TOs)

1.5. Modification Management

1.6. Maintenance Information Systems (MIS)

1.7. Nuclear Weapons Related Materiel (NWRM)

1.8. Duty Shifts and Rest Periods

1.9. Civilian Visitors

1.10. Statutory Framework

CHAPTER 2—ROLES AND RESPONSIBILITIES 9

2.1. Assistant Secretary of the Air Force for Financial Management and Comptroller

(SAF/FM) shall:

2.2. Assistant Secretary of the Air Force for Installations, Environment and Logistics

(SAF/IE) shall:

2.3. Deputy Chief of Staff for Logistics, Installations, and Mission Support (AF/A4/7) shall:

2.4. Deputy Chief of Staff for Operations, Plans and Requirements (AF/A3/5) shall: . 9

2.5. Commander, AF Materiel Command (AFMC/CC) shall:

2.6. Lead/Using Commands shall:

CHAPTER 3—DEPOT MAINTENANCE MANAGEMENT PROCESSES 16

3.1. Business Planning Process (BPP)

3.2. Depot Maintenance Activation

3.3. Depot Maintenance Workload Transition

3.4. Capital Investment

3.5. Depot Manufacturing

3.6. Depot Maintenance Strategic Planning

CHAPTER 4—DEPOT PURCHASED EQUIPMENT MAINTENANCE 20

4.1. Equipment Maintenance

4.2. Purpose

4.3. AFMC

AFI21-102 18 JULY 2012 3

4.4. DPEM Process Overview:

Table 4.1. Commodity Groups/Repair Group Categories

CHAPTER 5—SAFETY 25

5.1. General Safety Guidance

5.2. Air Force Occupational, Safety, and Health (AFOSH) Guidance

CHAPTER 6—DEPOT MAINTENANCE SUPPORT 26

6.1. Depot Maintenance Production Support

6.2. Depot Maintenance Supply Support and Materiel Control

CHAPTER 7—WORK CONTROL DOCUMENTS AND TECHNICAL DATA 27

7.1. Work Control Documents (WCD)

7.2. Standard Depot Maintenance Program

CHAPTER 8—QUALITY ASSURANCE (QA) 28

8.1. General

8.2. Maintenance Standardization and Evaluation Program (MSEP)

8.3. Quality Assurance Program

8.4. Activity Inspection Program

8.5. Additional Quality Programs

CHAPTER 9—IMPOUNDMENT PROCEDURES 30

9.1. Aircraft, Major End Item, and Equipment Impoundment

9.2. Impoundment Terms and Responsibilities:

9.3. Impoundment Program

9.4. Reasons for Impoundment of Aircraft, Major End Item, or Equipment

9.5. Impoundment Process and Procedures

CHAPTER 10—TOOL AND EQUIPMENT MANAGEMENT 33

10.1. Tool and Equipment Management

10.2. Industrial Shop Machinery Accessories/Attachments

10.3. Tool Marking Procedures

Table 10.1. ALC/Aircraft Maintenance and Regeneration Group (AMARG) ID Number

Marking Codes

CHAPTER 11—MAINTAINING COMMERCIAL DERIVATIVE AIRCRAFT 35

11.1. Background Information and Objective

11.2. Certification Requirements

4 AFI21-102 18 JULY 2012

11.3. Inspection Requirements

11.4. Deviations from Inspection Requirements

11.5. Component Overhaul and Time Change Intervals

11.6. Airframe Overhaul

11.7. Aircraft and Component Modifications

11.8. Aircraft and Component Modifications

CHAPTER 12—AIRCREW EGRESS SYSTEMS MAINTENANCE 37

12.1. Egress Maintenance Program

12.2. Facilities

12.3. Safety Requirements

12.4. Classification Training

12.5. Initial Certification of Egress and Non-Egress Personnel Who Augment Egress

Technicians or Perform Quality Assurance Evaluations of Egress Systems

12.6. Decertification

12.7. Recertification

12.8. Using Newly Assigned Uncertified Egress Personnel

12.9. Egress/Cockpit Familiarization Training

12.10. Egress Systems Inspections and Documentation

12.11. Cannibalization actions

CHAPTER 13—ADDITIONAL PROGRAM REQUIREMENTS 40

13.1. Aircraft and Equipment Decontamination

13.2. Housekeeping

13.3. Aircraft Grounding (Materiel Defect) Program

13.4. Cannibalization Program

13.5. Dropped Object Prevention (DOP) Program

13.6. Foreign Object Damage (FOD) Prevention Program

13.7. Communications

13.8. Maintenance Recovery Teams (MRTs)

13.9. Self-Inspection Program

13.10. Senior Leaders’ Maintenance Course (SLMC)

13.11. Maintenance Training

13.12. Maintenance Certification Program

13.13. Special Skills Qualifications (SSQs)

AFI21-102 18 JULY 2012 5

13.14. Special Certification Roster (SCR)

13.15. Functional Check Flight (FCF) Program

13.16. Weight and Balance (W&B) Program

13.17. Aircraft Structural Integrity Program (ASIP)

13.18. Repair Network Integration (RNI) [RESERVED]

Attachment 1—GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 45

6 AFI21-102 18 JULY 2012

Chapter 1

DEPOT MAINTENANCE MANAGEMENT

1.1. Depot Maintenance. This instruction provides guidance for the management of AF depot maintenance. The AF maintains three organic depots, all within Air Force Materiel Command.

This AFI requires AFMC to develop, implement, and sustain AF depot maintenance.

1.2. Aircraft and Equipment Readiness. Aircraft and equipment readiness is the maintenance mission. The maintenance function ensures assigned aircraft and equipment are safe, serviceable, and properly configured to meet mission needs. Maintenance actions include, but are not limited to, inspecting, repairing, overhauling, modifying, preserving, refurbishing, troubleshooting, testing, and analyzing condition and performance. Supervisors must emphasize safety, quality, and timeliness in the performance of maintenance. The concept of quality maintenance must be fostered by each supervisor and technician to ensure the integrity and skill of maintainers are not degraded. To the greatest extent possible, maintenance is accomplished on a preplanned scheduled basis. Planning provides the most effective and efficient use of people, facilities, and equipment, reduces unscheduled maintenance, and allows for progressive actions toward maintaining and returning aircraft and 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. AF units must implement and manage the tasks specified in the scheduled program for their assigned aircraft and associated support equipment (SE). Preventive maintenance concepts are described in

Technical Order (TO) 00-20-1, Aerospace Equipment Maintenance Inspection, Documentation, Policies, and Procedures, and TO 00-25-108, Communications-Electronics Depot Support.

1.3. Maintenance Discipline. It is the responsibility of all maintenance personnel to comply with all written guidance to ensure required repairs, inspections, and documentation are completed in a safe, timely, and effective manner. Supervisors are responsible for enforcing and establishing a climate that promotes maintenance discipline.

1.4. Technical Orders (TOs). AF TOs are published under the authority of the Secretary of the

Air Force (SECAF). Compliance with TOs is mandatory, except as explained in TO 00-5-1, AF

Technical Order System.

1.5. Modification Management. A modification proposal is a recommendation to alter the form, fit, function, or interface of an item, subsystem, or system. Refer to AFI 63-131, Modification Program Management, for modification management procedures.

1.6. Maintenance Information Systems (MIS). MIS refers to automated maintenance information systems that support and enable maintenance business processes. MIS will be used to document maintenance actions and determine fleet health. The information entered into the

MIS will be accomplished IAW TO 00-20-2, Maintenance Data Documentation. MIS systems are clearly defined in TOs 00-20-1, 00-20-2, and 00-20-3, Maintenance Processing of Reparable

Property and the Repair Cycle Asset Control System. Non-maintenance systems are considered management information systems which follow guidelines under separate AFIs.

AFI21-102 18 JULY 2012 7

1.7. Nuclear Weapons Related Materiel (NWRM). The accomplishment of depot maintenance on NWRM items, whether at organic or contract (commercial) sites, shall comply with AFI 20-110, Nuclear Weapons-Related Materiel Management.

1.8. Duty Shifts and Rest Periods. Depot maintenance personnel shall have their duty hours aligned to provide the best mission support. Civil service employee work hours are governed by the collective bargaining agreement and its local supplement and federal and state laws.

Contracted civilian employee work hours are governed by the contract, federal, and state laws.

Consider union requirements and climatic conditions when determining work schedules; local work/rest schedules for extreme temperatures are recommended by the Medical Group commander.

1.9. Civilian Visitors. Units shall not permit civilian visitors to operate any AF equipment or specialized vehicles. Civilian employees, contractor employees, and other civilian personnel who must operate AF equipment as part of their assigned duties are not considered civilian visitors.

1.10. Statutory Framework. Title 10 of the United States Code contains a number of sections addressing depot maintenance. The paragraphs below identify selected applicable code sections.

NOTE: When necessary, authoritative interpretations or explanations of Title 10 provisions should be requested from the appropriate functional legal office.

1.10.1. Depot maintenance and repair is defined in Title 10, United States Code (USC) §

2460, Definition of depot-level maintenance and repair. It is defined as any action performed on materiel or software in the conduct of inspection, repair, overhaul, or the modification or rebuild of end-items, assemblies, subassemblies, and parts that requires extensive industrial facilities, specialized tools and equipment, or uniquely experienced and trained personnel that are not available in lower echelon-level maintenance activities, and is a function and, as such, is independent of any location or funding source and may be performed in the public or private sectors (including the performance of interim contract support or contract logistic support arrangements). Depot-level maintenance and repair also includes the fabrication of parts, testing, and reclamation, as necessary; the repair, adaptive modifications or upgrades, changes events made to operational software, integration and testing; and in the case of either hardware or software modifications or upgrades, the labor associated with the application of the modification.

1.10.2. Title 10, USC § 2464, Core depot-level maintenance and repair capabilities, defines the requirements for organic depot maintenance capabilities. Core depot maintenance are those which are necessary to maintain and repair the weapon systems and other military equipment (including mission-essential weapon systems or materiel), not later than four years after achieving initial operational capability, but excluding systems and equipment under special access programs, nuclear aircraft carriers, and commercial items. These capabilities are identified by the Secretary of Defense, in consultation with the Chairman of the Joint

Chiefs of Staff, as necessary to enable the armed forces to fulfill the strategic and contingency plans prepared by the Chairman of the Joint Chiefs of Staff. Core depot maintenance capabilities are discussed in detail in Department of Defense (DoD) Instruction

4151.20, Depot Maintenance Core Capabilities Determination Process.

1.10.3. Title 10, USC § 2466, Limitations on the performance of depot-level maintenance of materiel, (the 50/50 rule) requires not more than 50 percent of the funds made available in a

8 AFI21-102 18 JULY 2012

fiscal year (FY) to a military department or a Defense Agency for depot-level maintenance and repair workload may be used to contract for the performance by non-Federal

Government personnel of such workload for the military department or the Defense Agency.

Any such funds that are not used for such a contract shall be used for the performance of depot-level maintenance and repair workload by employees of the DoD.

1.10.4. Title 10, USC §2469, Contracts to perform workloads previously performed by depot-level activities of the Department of Defense: requirement of competition, (the $3

Million Rule) requires that depot-level maintenance and repair workloads that have a value of not less than $3,000,000 (including the cost of labor and materials), that is being performed by a depot-level activity of the DoD, may not be changed to performance by a contractor or by another depot-level activity of the DoD, unless the change is made using merit-based selection procedures (for competitions among all depot-level activities of the

DoD) or competitive procedures (for competitions among private and public sector entities.)

Office of Management and Budget Circular A-76 does not apply to performance changes under this section.

1.10.5. Title 10, USC §2472, Prohibition on management of depot employees by end strength, requires that civilian DoD employees (including AF personnel) who perform, or are involved in the performance of depot-level maintenance and repair workloads, may not be managed on the basis of any constraint or limitation in terms of man-years, end strength, full-time equivalent positions, or maximum number of employees. These employees shall be managed solely on the basis of the available workload and the funds made available for such depot-level maintenance and repair.

1.10.6. Centers of industrial and technical excellence (CITEs) are addressed in Title 10, USC

§ 2474, Centers of Industrial and Technical Excellence: designation; public-private partnerships. Within the AF, the SECAF has designated three depot maintenance activities as CITEs: Oklahoma City Air Logistics Center (ALC), Ogden ALC, and Warner Robins

ALC. CITEs shall engineer industrial processes and adopt best-business practices in connection with their core competency requirements in order to serve as leaders in their core competencies throughout the DoD and in the national technology and industrial base. CITEs are also permitted to enter into public-private partnerships (PPPs) with private industry or other entities outside the DoD. PPPs are discussed in detail in DoDI 4151.21, Public-Private

Partnerships for Depot-Level Maintenance.

1.10.7. Title 10, USC § 2476, Minimum capital investments for certain depots, (the 6%

Rule) discusses the minimum capital investment requirements for certain depots. It requires that each FY, the Secretary of a military department shall invest in the capital budgets of the covered depots of that military department a total amount equal to, but not less than, six percent of the average total combined workload funded at all the depots of that military department for the preceding three FYs. The capital budget of a depot is defined as including

―investment funds spent on depot infrastructure, equipment, and process improvement in direct support of depot operations.‖

AFI21-102 18 JULY 2012 9

Chapter 2

ROLES AND RESPONSIBILITIES

2.1. Assistant Secretary of the Air Force for Financial Management and Comptroller

(SAF/FM) shall:

2.1.1. Establish AF budget policies and procedures, to include budget formulation, justification, and execution of Depot Purchased Equipment Maintenance (DPEM).

2.1.2. Establish and maintain financial management structures to determine funding priorities, to approve financial plans, and to ensure that funding resources are allocated and executed legally, effectively, and efficiently.

2.1.3. Issue operation and maintenance (O&M) direct funding/budget authority when

Congress enacts the DoD appropriations.

2.1.4. Ensure obligations recorded by 30 September are valid and efficiently used to meet the AF's operational requirements.

2.2. Assistant Secretary of the Air Force for Installations, Environment and Logistics

(SAF/IE) shall:

2.2.1. Provide policy for depot maintenance and for depot reporting requirements.

2.2.2. Collaborate with SAF/FM in developing appropriate budget exhibits and documentation to support the Planning, Programming, Budgeting and Execution (PPBE) process.

2.2.3. Coordinate financial planning, requirements, and budget estimates (including changes in the DPEM funding positions) with associated mission panels.

2.2.4. Validate/defend justification of maintenance requirements and budget estimates.

2.2.5. Report depot figures for DoD reporting requirements.

2.2.6. Develop an AF Depot Maintenance Strategy IAW Chapter 3 of this Instruction.

2.3. Deputy Chief of Staff for Logistics, Installations, and Mission Support (AF/A4/7) shall:

2.3.1. Assist SAF/IE in providing guidance on the requirements generation process for financial planning and budget estimates.

2.3.2. Assist SAF/IE in coordinating financial planning, requirements, and budget estimates.

2.3.3. Assist SAF/IE in validating/defending justification of maintenance requirements and budget estimates.

2.3.4. Develop guidance for the management of depot maintenance.

2.3.5. Support SAF/IE in development of the AF Depot Maintenance Strategy IAW Chapter

3 of this Instruction.

2.4. Deputy Chief of Staff for Operations, Plans and Requirements (AF/A3/5) shall:

2.4.1. Provide the force structure contingency scenarios in an unclassified electronic media to SAF/IE, AF/A4/7 and AFMC/CC.

10 AFI21-102 18 JULY 2012

2.5. Commander, AF Materiel Command (AFMC/CC) shall:

2.5.1. Ensure development, implementation, and sustainment of the capability necessary to satisfy depot maintenance requirements for AF managed equipment.

2.5.1.1. Develop a logistics requirements determination process for determining and prioritizing requirements. Ensure the process is integrated, standardized, and repeatable, and that it allows trade-offs for optimization at the AF enterprise level.

2.5.2. Develop and implement depot maintenance strategies, plans, and procedures, and collect and report data to satisfy statutory requirements, including:

2.5.2.1. Core logistics capability IAW Title 10, USC § 2464, Core logistics capabilities.

2.5.2.2. 50/50 stipulations and data reporting IAW Title 10, USC § 2466, Limitations on the performance of depot-level maintenance of materiel.

2.5.2.3. CITEs and PPPs IAW Title 10, USC § 2474, Centers of Industrial and Technical

Excellence: designation; public-private partnership.

2.5.3. Develop and implement a process for assessing organic depot maintenance workload requirements and for making depot maintenance source of repair (DSOR) recommendations for non-Core workloads and source of repair decisions IAW AFI 63-101.

2.5.3.1. Assess availability of existing DoD depot capabilities that will satisfy additional

AF requirements versus establishing new organic ALC capability or contract support.

2.5.3.2. Ensure development of dual DoD depot sources of repair within an area of responsibility and/or the need for multiple repair sources are justified and documented.

2.5.3.3. Ensure establishment or major expansion of overseas Government depot maintenance facilities is justified and documented. Ensure a continental United States

(CONUS) repair source for each item is supported. (NOTE: The backup DSOR for all overseas workload programs is the CONUS DSOR.)

2.5.4. Develop financial planning and prepare budgets for depot maintenance requirements.

2.5.4.1. Provide funding for depot maintenance requirements through the PPBE including the program objectives memorandum (POM) and the annual planning and programming guidance (APPG) processes.

2.5.4.2. Develop and implement a productivity and work specification procedure to ensure performance to budget.

2.5.5. Provide processes to determine and substantiate depot maintenance workload.

2.5.6. Modernize depot facilities, processes, and equipment through the use of new technologies, production enhancements, and development of consolidated support facilities.

2.5.6.1. Review existing depot capabilities for capital equipment investments to modernize, replace, or update.

2.5.6.2. In collaboration with Program Managers (PMs)/Product Support Managers

(PSMs)/Product Group Managers (PGMs), ensure capital investment actions are accomplished to provide for depot maintenance activities.

AFI21-102 18 JULY 2012 11

2.5.7. Implement procedures to assess processes for improvement and to ensure technical orders contain all data required to execute depot maintenance and demilitarization requirements.

2.5.8. Have a surge contingency plan that provides:

2.5.8.1. Guidance and procedures for a responsive capability to accelerate, surge, or compress depot maintenance or modifications.

2.5.8.2. Procedures for approval or disapproval from the requesting PM of AFMC’s projection of cost/impacts.

2.5.9. Ensure robust corrosion prevention and control execution for fielded assets.

2.5.9.1. Collect and report corrosion related cost data as required by the AF Corrosion

Control and Prevention Executive.

2.5.9.2. Develop funding forecasts to mitigate newly discovered corrosion problem areas.

2.5.9.3. Support PM/PSM/PGM and cognizant engineering authority in developing substitution strategies for hazardous and expanded standards chemicals (to include Cd, Cr

6+, strontium chromate, lead, etc.).

2.5.10. Employ serialized item management (SIM) techniques. SIM is enabled through Item

Unique Identification (IUID), automatic identification technology (AIT), automated information systems (AIS), and radio frequency identification (RFID).

2.5.11. Implement a process to control and document cannibalizations (CANN). Establish written guidance on individual responsibilities and specific procedures for cannibalization actions IAW Chapter 13 of this Instruction.

2.5.12. Establish and sustain calibration capability to support maintenance requirements for depot maintenance activities.

2.5.13. Ensure depot activities document and report: flying hours; equipment inventory, status, and utilization; and equipment reliability and maintainability deficiencies and/or improvements. (Refs: AFI 21-103, Equipment Inventory, Status, and Utilization Reporting;

AFI 21-118, Improving Air and Space Equipment Reliability and Maintainability; and TO

00-20-2.)

2.5.14. Ensure a Maintenance Standardization and Evaluation Program (MSEP) is established IAW Chapter 8 of this Instruction.

2.5.15. Allocate resources to meet all mission requirements. Ensure the maintenance organizations are not overly tasked with augmentation duties outside maintenance functional areas.

2.5.16. Accomplish depot maintenance activation and business planning. Support development of depot maintenance requirements and planning for new system acquisitions.

2.5.17. Implement AF depot maintenance transition plans and manufacturing process procedures.

12 AFI21-102 18 JULY 2012

2.5.18. Maintain accurate data on Core, 50/50, and PPP for data call reporting from

Headquarters Air Force (HAF).

2.5.19. Identify contract partnership workload that is CITE-related and validate the DSOR decision for contract versus organic CITE support.

2.5.20. Implement a process through which depot maintenance activities can request and receive engineering disposition for nonconforming technical problems that are outside published authority and new/revised procedures to facilitate equipment troubleshooting and repair procedures under work stoppage or anticipated work stoppage conditions.

2.5.21. Implement procedures and training for successful execution of DPEM.

2.5.21.1. Schedule and distribute annual memorandums announcing the DPEM process meeting.

2.5.21.2. Publish an annual timeline and calendar of DPEM events that will ensure timely identification, validation, consolidation, and review of requirements in order to satisfy the timetable of HAF PPBE events.

2.5.21.3. Establish processes and lead development and management of maintenance requirements work packages (MRWP) in collaboration with PMs and using commands.

2.5.21.4. Provide guidance on the requirements generation process for DPEM across all the categories of commodities. Articulate the relationship between DPEM requirement and levels of funding and the impact of the unfunded requirement on work deferred and operational readiness.

2.5.21.5. Ensure timely execution and tracking of obligations of DPEM funding.

2.5.22. Establish an Aircraft and Equipment Decontamination Program IAW Chapter 13 of this Instruction.

2.5.23. Establish Foreign Object Damage (FOD) and Dropped Object Prevention (DOP)

Programs IAW Chapter 13 of this Instruction.

2.5.24. Establish a radiation protection program IAW Air Force Occupational Safety and

Health Standard (AFOSHSTD) 48-9, Radio Frequency Radiation (RFR) Safety Program, when applicable.

2.5.25. Ensure a focal point is identified for environmental, safety, and occupational health requirements, compliance, and worker protection issues. Refer to AFPD 90-8, Environment, Safety, and Occupational Health, AFI 32-7080, Pollution Prevention Program, and AFI 32-

7086, Hazardous Materials Management, for additional guidance.

2.5.26. Ensure strict adherence to technical data and management procedures.

2.5.27. Develop a Depot Maintenance Training Program that ensures maintenance is only performed by personnel who are trained, qualified, and certified, unless under the direct supervision of a trainer or certifier, IAW Chapter 13 of this Instruction.

2.5.28. Ensure standardization of maintenance discipline, procedures, organizational structures, compliance, and management philosophy, IAW Chapters 6 and 7 of this

Instruction.

AFI21-102 18 JULY 2012 13

2.5.28.1. Develop a standard depot maintenance program detailing the roles, responsibilities and methodology for how aircraft, engines and commodities are planned, scheduled, inducted, handled, overhauled, repaired, tested, certified, and delivered by to the customer.

2.5.28.2. Develop standardized procedures and responsibilities for depot maintenance production, materiel management, and associated support activities.

2.5.29. Ensure the TO libraries are managed IAW TO 00-5-1.

2.5.30. Ensure a compliance-structured self-inspection program is established IAW Chapter

13 of this Instruction.

2.5.31. Ensure a nuclear surety program is implemented (if applicable) IAW AFI 91-101, Air

Force Nuclear Weapons Surety Program, and nuclear munitions are maintained, handled, and accounted for IAW AFI 21-204, Nuclear Weapons Maintenance Procedures.

2.5.31.1. For units possessing Nuclear Certified Equipment (NCE), ensure personnel are trained in the proper use of nuclear flagwords and mishap and deficiency reporting instructions IAW AFMAN 91-221, Weapons Safety Investigations and Reports, and AFI

91-204, Safety Investigations and Reports.

2.5.32. Deploy Maintenance Recovery Teams (MRTs) and equipment to recover aircraft

IAW Chapter 13 of this Instruction.

2.5.33. Ensure an orientation program is developed and conducted for all personnel newly assigned to all unit maintenance activities.

2.5.34. Establish procedures and controls for local manufacture.

2.5.35. Ensure the oil analysis program (OAP) complies with AFI 21-124, Oil Analysis

Program.

2.5.36. Appoint a Stock Record Account Number (SRAN) engine manager (if a host unit), or a unit engine manager (UEM) (if a tenant unit), to accomplish duties outlined in TO 00-

25-254-1, Comprehensive Engine Management System Engine Configuration, Status, and

TCTO Reporting Procedures. For additional guidance, reference AFI 20-115, Propulsion

Management for Aerial Vehicles.

2.5.37. Ensure depot maintenance requirements are considered by airfield management.

2.5.38. Establish a weight and balance (W&B) program IAW Chapter 13 of this Instruction.

2.5.39. Establish a Functional Check Flight (FCF) Program IAW Chapter 13 of this

Instruction.

2.5.40. Develop an impoundment program and ensure compliance with the procedures IAW

Chapter 9 of this Instruction.

2.5.41. Develop procedures to control tools, equipment, and electronic devices from all wing agencies dispatching to aircraft parking/runway/taxi areas and aircraft maintenance areas

IAW Chapter 1, Chapter 10, and Chapter 13 of this Instruction.

2.5.42. Establish a waste management program IAW AFI 32-7042, Waste Management.

14 AFI21-102 18 JULY 2012

2.5.43. Establish a Precision Measurement Equipment Laboratory (PMEL) Program, and ensure it complies with AFI 21-113, Air Force Metrology and Calibration (AFMETCAL)

Management, and TO 00-20-14, Air Force Metrology and Calibration Program.

2.5.44. Establish emergency action procedures to respond to disaster control and severe weather IAW AFI 10-2501, Air Force Emergency Management (EM) Program Planning and

Operations, AFMAN 10-2504, Air Force Incident Management Guidance for Major

Accidents and Natural Disasters, and AFI 10-229, Responding to Severe Weather Events.

2.5.45. Establish and enforce a flight Precious Metals Recovery Program, as applicable, IAW AFMAN 23-110, USAF Supply Manual, and TO 00-25-113, Conservation and

Segregation of Critical Alloy and Precious Metal Bearing Parts and Scrap.

2.5.46. Ensure personnel are provided the appropriate Personal Protective Equipment (PPE)

IAW AFI 91-302, Air Force Occupational and Environmental Safety, Fire Protection, and

Health (AFOSH) Standards.

2.5.47. Ensure configuration control is maintained IAW TO 00-20-2.

2.5.48. Develop procedures to review, approve/disapprove aircraft surge request

(acceleration or compression) and prioritize or make required allocation decisions when multiple requests compete for the same depot resources.

2.5.49. Develop a Quality Assurance Program IAW Chapter 8 of this Instruction.

2.5.50. Develop an Aircrew Egress Systems Maintenance Program IAW Chapter 12 of this

Instruction.

2.5.51. Develop a Housekeeping Program IAW Chapter 13 of this Instruction.

2.5.52. Develop procedures for depot maintenance support to grounded aircraft, engines, or major end items IAW Chapter 13 of this Instruction.

2.5.53. Develop a program for management of land mobile radios and personal electronic and communication devices IAW Chapter 13 of this Instruction.

2.5.54. Develop and publish AF Depot Maintenance Master Plan (DMMP) IAW Chapter 6 of this Instruction.

2.5.55. Establish an Aircraft Structural Integrity Program (ASIP) IAW Chapter 13 of this

Instruction.

2.6. Lead/Using Commands shall:

2.6.1. Provide facilities and support (e.g., standard tools/equipment and MISs) for organizations performing depot maintenance or providing technical assistance at operating locations.

2.6.2. Provide flight crews to take aircraft to and return aircraft from depot facilities (for any flights unable to be accomplished by AFMC depot aircrews).

2.6.3. Assist AFMC in developing optimum aircraft surge compression specifications.

2.6.4. Support AFMC in accomplishing depot maintenance business, activation, and transition planning.

2.6.5. Support AFMC in assuring the success of the DPEM program.

AFI21-102 18 JULY 2012 15

2.6.5.1. Provide timely identification and submission of depot-level maintenance requirements to the appropriate level of indenture through the DPEM database.

2.6.5.2. Participate in the requirements validation processes. Provide representation and support to the MRWP development activities.

2.6.6. Provide AFMC with using MAJCOM data that is needed for reporting upon request.

16 AFI21-102 18 JULY 2012

Chapter 3

DEPOT MAINTENANCE MANAGEMENT PROCESSES

3.1. Business Planning Process (BPP). AFMC shall use the BPP to:

3.1.1. Determine the appropriate depot maintenance workload groupings and technology areas while attempting to achieve a balance of military necessity, economy, and effectiveness.

3.1.2. Size the AF’s depot maintenance capability to accomplish workload requirements.

Refer to DoD 4151.18-H, Depot Maintenance Capacity and Utilization Measurement

Handbook, for additional detail.

3.1.3. Develop strategies for:

3.1.3.1. Establishing depot maintenance interservice support agreements (DMISAs).

3.1.3.2. Accomplishing Core and non-Core workloads. (NOTE: Foreign disclosure release shall comply with AFPD 16-2, Disclosure of Military Information to Foreign

Governments and International Organizations.)

3.1.3.3. Achieving Core logistics capability (10 USC § 2464), 50/50 stipulation (10 USC

§ 2466), and PPP objectives (10 USC § 2474). See AFI 63-101.

3.1.4. Align and justify each capital investment to the accomplishment of AF strategic objectives.

3.2. Depot Maintenance Activation. AFMC is responsible for depot maintenance activation planning, which shall include, at a minimum, development of and/or coordination for:

3.2.1. Depot maintenance program as a source of repair to support system operation. For additional detail on depot maintenance activation planning, see AFI 63-101.

3.2.2. Government owned depot requirements estimates, to include cost estimates and schedules.

3.2.3. A process to ensure calibration and repair of support equipment IAW AFI 21-113 and

TO 00-20-14.

3.2.4. A process to ensure parts obsolescence is addressed for the maintenance, upgrade, and replacement of depot equipment required for weapon system support.

3.3. Depot Maintenance Workload Transition. Except as may be waived IAW Title 10, USC

§ 2469, Contracts to perform workloads previously performed by depot-level activities of the

Department of Defense: requirement of competition, depot maintenance workload that has a value of $3,000,000 (including cost of labor and materials) or more and is being performed by a

DoD depot shall not be changed to performance by a contractor or by another DoD depot unless the change is made using competition among all DoD depot activities or among private and public sector entities. Merit-based selection procedures shall be used for competitions among

DoD depot activities. AFMC shall ensure depot maintenance workload transition planning includes the development and coordination of a depot maintenance transition plan. This plan shall address:

AFI21-102 18 JULY 2012 17

3.3.1. A process for coordinating the depot maintenance transition plan with the lead weapon system command.

3.3.2. Execution of the transition between the gaining and losing depot maintenance activities.

3.3.3. Training of depot maintenance personnel.

3.3.4. Facility modifications and military construction requirements.

3.3.5. Controls to prevent loss of tools, molds, and other tooling or fabrications during workload transition.

3.3.6. Handling, transporting, dispensing, and storing of hazardous materials associated with the transferring workload.

3.3.7. Support equipment and supply support.

3.3.8. Configuration management and calibration requirements.

3.3.9. Documentation (e.g., TOs, engineering requests, drawings, configuration data, and product support plans) associated with the transferring workload.

3.3.10. Related test program sets (TPSs) and software, including source code and documentation.

3.4. Capital Investment. The capital investment for new organic depot maintenance capability is a cooperative effort by the weapon systems’ lead/using MAJCOMs, HQ AFMC, ALCs and

PMs. To centrally account for new system depot activation costs and new or additional capability for existing systems, the AF uses a single capital investment funding appropriation line in conjunction with an acquisition program.

3.5. Depot Manufacturing. Depot manufacturing includes all forms of ALC manufacturing. It may be the transformation of raw materials into finished products or a component for a higher assembly and accomplished by hand or by machinery either on a large or small scale.

3.5.1. Manufacturing Capability and Processes. AFMC shall establish capability and processes for manufacture of items required for immediate needs and for stock when a commercial source is not available or is unacceptable.

3.5.1.1. Document efforts to obtain qualified commercial sources and/or when commercial sources cannot meet cost, performance, or responsiveness. Note: This requirement only applies when conducting depot manufacture for a customer within in the AF. Documentation shall include:

3.5.1.1.1. The product support impacts on applicable systems.

3.5.1.1.2. Lack of commercial support items to ascertain changes of status.

3.5.1.1.3. The reverse engineering or redesign of the requirement to produce an adequate data package for re-competition and the minimum quantity required before delivery of assets resulting from competition when the current technical data is not adequate to conduct a competitive procurement.

18 AFI21-102 18 JULY 2012

3.5.1.1.4. Impending material shortages that may endanger life cycle support and capability of a weapon system or equipment due to diminishing manufacturing sources and material shortages (DMSMS).

3.5.1.2. Determine and coordinate depot manufacture to ensure ALCs requisition material quantities sufficient to fill outstanding backorders plus the annual buy quantity for worldwide requirements.

3.5.1.2.1. Document that the quantities of items manufactured are not greater than the total expected peacetime consumption.

3.5.1.3. To the maximum extent, accomplish depot manufacturing with existing equipment, facilities, skills, and capacity.

3.5.1.3.1. New or expanded manufacturing capability shall be justified through a feasibility study to document alternatives before establishing any new manufacturing capability. These studies shall be included with the Capital Purchases Program (CPP), which is funded by the Air Force Working Capital Fund (AFWCF). (NOTE: This applies to repair and modification capabilities as well as manufacturing capabilities.)

3.5.1.3.2. Capital investment purchases shall be documented and justified with an approved workload IAW AFI 38-203, Commercial Activities Program.

3.5.1.4. Ensure that a product that does not conform to product requirements/specifications is identified and controlled to prevent its unintended use or delivery.

3.6. Depot Maintenance Strategic Planning. Depot maintenance strategic planning is the process used by the AF to articulate depot maintenance goals and objectives so that funding, requirements, equipment, manpower, infrastructure, recapitalization and business processes align to achieve these goals and objectives. AF depot maintenance strategic planning is an organizationally tiered process that ensures each echelon of AF management is working to achieve the depot maintenance goals and objectives and is synchronized with the Office of the

Secretary of Defense (OSD) Depot Maintenance Strategy.

3.6.1. SAF/IE shall:

3.6.1.1. Develop and publish the AF Depot Maintenance Strategy every 5 years.

3.6.1.2. Ensure the AF Depot Maintenance Strategy supports compliance with statutory requirements, aligns with the OSDDepot Maintenance Strategy, AF Strategic Road Map, and the Quadrennial Defense Review (QDR).

3.6.1.3. Communicate AF depot maintenance strategic goals and objectives to the

Integrated Life Cycle Management Executive Forum (ILCM-EF), OSD, and Congress.

3.6.1.4. Ensure metrics are identified and established in the AF Depot Maintenance

Strategy and periodically assess performance to ensure the AF is achieving the desired strategic goals and objectives.

3.6.2. AF/A4/7 shall:

3.6.2.1. Support SAF/IE in development of the AF Depot Maintenance Strategy.

AFI21-102 18 JULY 2012 19

3.6.2.2. Provide notice to SAF/IE on business process initiatives that affect the AF Depot

Maintenance Strategy.

3.6.3. AFMC/CC shall:

3.6.3.1. Develop and publish AF Depot Maintenance Master Plan (DMMP).

3.6.3.1.1. Ensure DMMP aligns with AF Depot Maintenance Strategy.

3.6.3.1.2. Publish a DMMP at least every 5 years.

3.6.3.1.3. Ensure DMMP identifies the initiatives and business processes to achieve the

AF Depot Maintenance Strategy goals and objectives.

3.6.3.1.4. Identifies metrics for the initiatives and business processes identified in the

DMMP.

3.6.3.2. Support SAF/IE’s development of the AF Depot Maintenance Strategy.

3.6.3.3. Facilitate development of ALC implementation plans that support the DMMP.

3.6.3.4. Report metrics as identified in the AF Depot Maintenance Strategy to SAF/IE.

20 AFI21-102 18 JULY 2012

Chapter 4

DEPOT PURCHASED EQUIPMENT MAINTENANCE

4.1. Equipment Maintenance. This section establishes procedures for PPBE of depot level equipment maintenance requirements for AF weapon systems, sub-systems, and components that are funded through the O&M and research, development, test and engineering (RDT&E) appropriations with Air Force Element of Expense (AFEE) designators 540 through 546, 548, and 560. It does not apply to the O&M funded depot-level maintenance requirements that are managed through the AF WCF Consolidated Sustainment Activity Group – Supply Division

((CSAG-Supply), formerly Materiel Support Division (MSD)), contract logistics support (CLS) programs, and depot-level repairs funded as miscellaneous contract services.

4.2. Purpose. The DPEM Program provides a mechanism for AFMC to collectively identify, plan, program, negotiate, and budget for depot-level maintenance services provided by organic

AF depots, depots of other Services, and contract repair sources. Repair requirements identified through the DPEM process represent substantial sustainment funding needs that are expressed in the POM and change proposal process used to develop the Future Years Defense Plan (FYDP).

The requirements are also used in development of submissions for the President’s Budget (PB), Budget Execution Review (BER), Financial Plans, and Program Budget Review (PBR).

4.3. AFMC. AFMC shall serve as the DPEM Executive MAJCOM and be the DPEM process owner. The DPEM process flows into the Centralized Asset Management (CAM) programming and execution process. Therefore, AFMC/CC shall:

4.3.1. Ensure appropriate AFMC organizations support the needs of using MAJCOMs by identifying repair requirements, building the MRWPs, and serving as a buyer of repair services to meet the needs. Provide for reviewing of maintenance requirements, negotiating work specifications, and performing a final validation of the requirement.

4.3.2. Ensure support to PMs/PSMs/PGMs in the requirements identification and validation process for depot maintenance activation.

4.3.2.1. Ensure timely preparation and delivery of essential AFWCF Consolidated

Sustainment Activity Group-Maintenance Division ((CSAG-Maintenance), formerly

Depot Maintenance Activity Group (DMAG)) rate and factor information used in the

DPEM budgeting process.

4.3.2.2. Ensure timely obligation and reporting of DPEM funds execution.

4.3.2.3. Provide for organic source of repair by CSAG-Maintenance operations at the

ALCs and the Aerospace Maintenance and Regeneration Group (AMARG).

4.4. DPEM Process Overview: The DPEM process involves a series of activities that identifies repair requirements, pricing of the requirements based on forecasts of CSAG-Maintenance and contractor sales rates, and validating of requirements. The validated requirements provide the foundation for DPEM requirements in the PPBE process. In the PPBE resource allocation process, funding strategies are applied to the requirements to arrive at a budgeted level of funding. The DPEM process has four main activities: requirement determination, budget preparation, program execution, and process control.

AFI21-102 18 JULY 2012 21

4.4.1. Requirements determinations are derived from a variety of data sources and adjusted for historical performance and forecast changes. The Force and Financial Plan (F&FP) provides information on the planned force structure and is the primary driver for repair requirements.

4.4.1.1. Requirements are categorized into nine commodity groups, and most commodity groups are further broken down into additional repair group categories (RGCs) that further define the type of work required. The commodity groups and associated RGCs are depicted below.

Table 4.1. Commodity Groups/Repair Group Categories.

4.4.1.2. Requirements identifications are made at the lowest level practicable. The repair requirements are identified to a specific program element (PE), weapon system, commodity, RGC, service provider (organic, contract, interservice), and Air Force

Element of Expense/Investment Code (AFEE/IC). The relationship among commodities, RGCs, and AFEE/ICs for the DPEM program is shown above.

4.4.1.2.1. Requirements for Area/Base Support and Manufacturing are determined based on historical data and a forecast of known changes.

AF Element of Expense (AFEE) /

Investment Code (IC)

Commodity Type of Work

RG

C Organic Contract Interservice

Aircraft Programmed A 54101 56100/56010 54102

Unprogrammed B 54101 56100/56010 54102

Missiles Programmed C 54201 56200/56020 54202

Unprogrammed D 54201 56200/56020 54202

Engines Programmed E 54301 56300/56030 54302

Unprogrammed F 54301 56300/56030 54302

Other Major

Equipment

Items (OMEI) Programmed G 54401 56400/56040 54402

Unprogrammed H 54401 56400/56040 54402

Exchangeables Programmed J 54501 56500/56050 54502

Project Directive K 54501 56500/56050 54502

Unprogrammed L 54501 56500/56050 54502

Area/Base Spt

TO 00-25-107,

Maintenance

Assistance M 54601 56600/N/A N/A

Host/Tenant/PMEL N 54601 56600/N/A N/A

Manufacturing Stock Fund Mfg P 54601 56600/N/A N/A

Central Procured Mfg R 54601 56600/N/A N/A

Software All S 54001 56000/56000 54002

Storage All 1 54801 56800/56080 N/A

22 AFI21-102 18 JULY 2012

4.4.1.2.2. Storage requirements are based on aircraft retirements and the maintenance and/or re-preservation needs of stored items, as well as requirements for demilitarization and disposal. For additional detail, reference AFI 16-402, Aerospace

Vehicle Programming, Assignment, Distribution, Accounting, and Termination, and

TO 1-1-686, Desert Storage, Preservation and Process Manual for Aircraft, Aircraft

Engines, and Aircraft Auxiliary Power Unit Engines.

4.4.2. During each year, AFMC shall provide the DPEM community with CSAG-

Maintenance and contract depot maintenance (CDM) pricing information essential to both requirements determination and formulation of the DPEM budget. The pricing information will consist of planning factors for POM (or change proposal) development and sales rates and prices for development of financial plans and PB submission.

4.4.2.1. The Estimated POM Planning Factor Table provides rate inflation factors to be used in estimating the costs of DPEM requirements beyond the budget year. The table data will be used to escalate costs so requirements are stated in ―then year‖ dollars. For additional information, reference AFI 65-503, US Air Force Cost and Planning Factors.

4.4.2.2. The sales rates and prices for the AFWCF CSAG-Maintenance are published annually. The rates are set to recover full cost of operation, implement program budget decisions (PBDs), and achieve a zero balance accumulated operating result in the budget year as prescribed in DoD rate stabilization policy (ref. DoD 7000.14-R, Department of

Defense Financial Management Regulations, Volume 2B, Chapter 9). DPEM Factor

Table data is applied to basic repair requirements to determine the budget and out-year requirement in ―then year‖ dollars.

4.4.3. The budget preparation process begins with the adjustment of DPEM requirements to reflect anticipated cost changes and ends with the submission of the proper budget exhibits to

SAF/FM. Budget preparation guidance is provided through a variety of sources including:

the Office of Management and Budget (OMB), the Under Secretary of Defense

(Comptroller), SAF/FM, and AF/A4/7. Requirements are organized to support the PB, POM, BER, Financial Plan, and PBR.

4.4.3.1. In order to properly scope the size of the DPEM requirements, costs (current or historic) are adjusted for anticipated fluctuations. As described earlier in this section, the

DPEM factor table is used to apply price factors to adjust requirements for various budget documents. In the POM submission process, AFMC may also include additional out-year requirements. The adjusted requirements represent the anticipated cost of accomplishing

100% of the maintenance actions if 100% of the forecasted requirements are generated.

AFMC shall develop the active AF DPEM requirements and submit to AF/A4/7, Directorate of Resources, to develop the active AF budget submission. Courtesy copies of ANG and AFRC DPEM requirements data are also provided to AF/A4/7, Directorate of Resources, for informational use only.

4.4.3.2. The process of ―applying funding‖ represents the budgeting process that seeks to obtain a funding level for a specified…