afscman21-102.pdf

BY ORDER OF THE DIRECTOR AIR

FORCE SUSTAINMENT CENTER

AIR FORCE SUSTAINMENT CENTER

MANUAL 21-102

16 MARCH 2015

Maintenance

DEPOT MAINTENANCE MANAGEMENT

COMPLIANCE WITH THIS PUBLICATION IS MANDA TORY

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

RELEASABILITY: There are no releasibility restrictions on this publication.

OPR: AFSC/LGP

Certified by: AFSC/LG

(Mr. Steven Alsup)

Pages: 779

This Depot Maintenance Manual (DMM) provides directive guidance for depot maintenance management. Air Force policy is found in AFI 21-102 ñDepot Maintenance Managementò.

MAJCOM policy is found in AFI 21-102 AFMC SUP ñDepot Maintenance Managementò. 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

DMM applies to all Air Logistics Complexes (ALCs). 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. Route AF Form 847s from the field through the appropriate functional chain of command. The ALCs may supplement this

Manual by a local instruction , but the instruction must be provided to AFSC/LGP for review and coordination 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 .

This DMM is a new publication and must be reviewed in its entirety. This DMM contains depot maintenance management processes and procedures that were previously found in the following publications: AFI 21-101 AFMC Supplement 1, Aircraft and Equipment Maintenance

Management, AFMCI 21-105, Depot Maintenance Work Measurement, AFMCI 21-109, Air

Force Depot Maintenance Activity Group Facilities and Equipment, AFMCI 21-120, Organic

Depot Field Teams, AFMCI 21-127, Depot Maintenance Plant Management, AFMCI 21-130, http://www.e-publishing.af.mil/ https://www.my.af.mil/afrims/afrims/afrim/rims.cfm

2 AFSCMAN21-102 16 MARCH 2015

Depot Maintenance Material Control, AFMCI 21-136, Depot Maintenance Production Labor

Entry, AFMCI 21-140, Air Force Materiel Command Depot Maintenance Capacity and

Utilization, AFMCI 21-156, Operational Workloading, Planning and Scheduling Control, and

AFMCI 21-185, Depot Maintenance Workload Management. This manual provides the guidance that was previously provided in the above mentioned publications.

This manual implements and extends the guidance of AFI 21-102, 18 July 2012, and provides directive guidance for depot maintenance management. Only current and verified technical data, as authorized by TO 00-5-1, Air Force Technical Order System, shall be used for depot maintenance. Waiver authority for this supplement is AFSC/LG. Units developing separate publications based on requirements set forth in this supplement will follow guidance in AFI 33-

360, Publications and Forms Management.

Chapter 1ðDEPOT MAINTENANCE MA NAGEMENT PRINCIPLES 17

1.1. AFSC shall:

1.2. Maintenance Discipline

1.3. Technical Orders (TOs)

1.4. Modification Management

1.5. Maintenance Information Systems (MIS)

1.6. Nuclear Weapons Related Materiel (NWRM)

1.7. Duty Shifts and Rest Periods

1.8. Civilian Visitors

1.9. Commander, Air Force Sustainment Center (AFSC/CC) shall:

1.10. Leads/Team Members/Collateral Duty Selection Process

Chapter 2ðDEPOT MAINTENANCE WO RK MEASURMENT 19

2.1. Introduction

2.2. Labor Classification

2.3. Classification of Labor Standards

2.4. Indirect Labor Factors and Efficiency

2.5. Shop Flow Days (SFD) ï (Exchangeables Workload Only)

Table 2.1. Training and Qualifications

Table 2.2. Occurrence Factors

Table 2.3. Engineered Labor Standards

Table 2.4. Labor Standard Review Requirements

Table 2.5. Sampling Review Procedures

AFSCMAN21-102 16 MARCH 2015 3

Table 2.6. Personal, Fatigue, and Delay (PF&D) Allowances

Table 2.7. Computation Example

Chapter 3ðREQUIREMENTS REVIEW AND DEPOT DETERMINAT ION (R2D2) 60

3.1. Overview

3.2. Roles and Responsibilities

3.3. Requirements Review (R2)

3.4. Depot Determination (D2)

Table 3.1. Supplemental Hiring Programs

3.5. Reports and Other Deliverables

3.6. Approval Process

3.7. Annual Program (AP)

3.8. Performance Measurement and Reporting

3.9. Information Systems Used

Chapter 4ðCAPITAL INVESTMENT P ROGRAM 87

4.1. Capital Investment Activities

4.2. Funding Activities and Equipment Management

4.3. Economics, Benefits, and Simulation Analysis

4.4. Comprehensive Cost and Requirements

Table 4.1. CSN Alphanumeric Structure

Table 4.2. TLS Alphanumeric Structure

Table 4.3. Advice Alphanumeric Structure

Chapter 5ðORGANIC DEPOT FIELD TEAMS 122

5.1. Purpose

5.2. General Information

5.3. Policy

5.4. Documentation Requirements

5.5. Procedures

5.6. DFT Funding Request Processing

5.7. Post DFT Request Approval

5.8. Execution

5.9. Work Control Documents (WCDs)

5.10. Rework

4 AFSCMAN21-102 16 MARCH 2015

5.11. DFT Pre-Departure Briefing

Chapter 6ðDEPOT MAINTENANCE PR ODUCTION SUPPORT 127

6.1. Depot Maintenance Production Support

6.2. Purpose

6.3. Philosophy

6.4. Policy

6.5. General Information

6.6. DM Organization

6.7. Responsibilities

6.8. Pre-Production

6.9. Special Positions within Maintenance

6.10. Exchangeable Repair

6.11. Functions

6.12. Multiple Source of Repair (MSOR)

6.13. Supportability

6.14. Requirements

6.15. Reparable Asset Process

6.16. EXPRESS Contingency Planning

6.17. Manual Intervention of the EXPRESS Table

6.18. Supportability Max Item Switch and Quantity (ñMò switch)

6.19. Exchangeable Meeting

Table 6.1. Exchangeable Meeting Focus

Table 6.2. Sample Exchangeable Production Meeting Chart

6.20. Job Routing

6.21. Procedures for Job Routing (As approved by the SPO/SPM/SCM, as appropriate).

6.22. Procedures for Non-job Routing

6.23. Process Routing

6.24. Materiel Management

6.25. EXPRESS Funds Application

6.26. Organic Workload Funding Execution Process

6.27. Production Support for Aircraft and Missile Repair

6.28. The Pre-Production Functions

AFSCMAN21-102 16 MARCH 2015 5

6.29. General

6.30. Production Support Functions

6.31. System Program Office (SPO) support to the Aircraft and Missile Repair

Processes

6.32. Modification Requirements

6.33. Unpredictable Requirements

6.34. Project Administration Officer

6.35. Job Routing

6.36. Develop and Approve Fiscal Year Plan

6.37. The IET (Maintenance Planner) as part of the BOW team:

6.38. Unprogrammed Depot Level Maintenance (UDLM) Requirements

6.39. UDLM Supportability Review

6.40. Pre-Induction Process:

6.41. Pre-Induction Inspection:

6.42. Pre-Induction Conference:

6.43. Establish and Open Serialized JON

6.44. Execution Process:

6.45. Tactical Supportability:

6.46. Tactical Supportability (Tail Team/AMT/Missile PFT Rolling Ten Day ñForward

Lookò)

6.47. The Aircraft/Missile Supervisor and mechanics:

6.48. Request and Order Material

6.49. Planned Material

6.50. Unplanned Material Request

6.51. Non-SPO Field Directed Cannibalization (CANN) Action

6.52. Engineering Disposition and Schedule Change

6.53. Receive, Store, and Deliver Material

6.54. Item Delivery In Accordance With Schedule and Requirements

6.55. Aircraft/Missile Status Documentation

6.56. Post Dock Documentation

6.57. Measure Results and Analyze Trends

6.58. Evaluate Process and Procedures

Table 6.3. Information Systems Interfacing

6 AFSCMAN21-102 16 MARCH 2015

Chapter 7ðWORK CONTROL DOCUMEN T (WCD) AND TECHNICA L DATA 183

7.1. Introduction

7.2. Work Control Document (WCD)

7.3. Roles and Responsibilities

7.4. Stamps

7.5. Technical Order Distribution Office (TODO)

Table 7.1. Instructions for AFMC FORM 959 (Electronic or Hand Scribed)

Table 7.2. Instructions for Completing Unpredictable/Handscribed AFMC Form 173

Table 7.3. Guidelines for Preparing a Process Order

Table 7.4. Inspection/Certification Codes

Table 7.5. Instructions for Completing an AFMC Form 500

Chapter 8ðQUALITY ASSURANCE PR OGRAM QUALITY ASSURA NCE (QA) 216

8.1. General

8.2. AFSC Depot Maintenance Quality Program

8.3. Maintenance Standardization and Evaluation Program (MSEP)

8.4. Process, Product, Service, and Conformance

Chapter 9ðIMPOUNDMENT PROCEDUR ES PROGRAM IMPOUNDME NT

PROCEDURES 230

9.1. Aircraft and Equipment Impoundment

9.2. Quality Assurance (QA)

9.3. Impoundment Officials

9.4. Local procedures

9.5. Reference

Chapter 10ðTOOL AND EQUIPMENT M ANAGEMENT 231

10.1. Introduction

10.2. Program Objectives

10.3. TCM Responsibilities

10.4. Tool Accountability

10.5. Tool kits

Table 10.1. Tool Set (TS) Inventory list

10.6. Temporary Loaned Tools

10.7. Other Items In TKs

10.8. Markings & Traceability

AFSCMAN21-102 16 MARCH 2015 7

Table 10.2. ALC ID number marking Codes

10.9. Inventory and Inspection Requirements

10.10. Supervisory Inspections

10.11. Procedures for Lost/Found Tool Items

10.12. Rag Control

10.13. Equipment & Accessories

10.14. Temporary Duty (TDY) Teams

10.15. Point Of Use Station (POUS)

10.16. E-Tools

10.17. Maintenance Support Group/Authorized Contractor (Tool Crib)

10.18. Overview Of responsibilities

10.19. Locally Manufactured/Modified Tools and Equipment (LM/MT&E)

10.20. Training Overview

10.21. Supervisor Initial Work Center Briefing

Chapter 11ðMAINTENANCE OPERATIO NS CENTER (MOC) 252

11.1. Maintenance Operations Center (MOC)

11.2. Maintain visual aids (electronic or manual)

Chapter 12ðAIRCREW EGRESS SYSTEMS MAINTENANCE PROGR AM 255

12.1. AFSC Egress Maintenance

12.2. Facilities

12.3. Safety Requirements

12.4. Classification Training

12.5. Initial Certification of Egress Personnel

12.6. Initial Certification of Non-Egress Personnel

12.7. Decertification

12.8. Recertification

12.9. Using Newly Assigned Uncertified Egress Personnel

12.10. Egress/Cockpit Familiarization Training

12.11. Units with Unique, Experimental, or Test Aircraft

12.12. Egress Systems Inspections and Documentation

12.13. Aircraft Static Display

12.14. Technical Assistance

12.15. Training Aircraft

8 AFSCMAN21-102 16 MARCH 2015

Chapter 13ðFOREIGN OBJECT DAMAG E (FOD) / DROPPED OBJECT (DO)

AWARENESS AND PREVENTION PROGRAM 260

13.1. Introduction

13.2. Definition:

13.3. Definition:

13.4. FOD/DO Prevention Program

13.5. Supervisor Briefing

13.6. FOD / DO Awareness and Prevention Training

13.7. Command FOD / DO Manager

13.8. ABW/ ALC FOD / DO Program Monitor

13.9. FOD / DO Focal Point

13.10. Committee Meetings

Chapter 14ðOPERATIONAL WORKLOAD ING, PLANNING, AND S CHEDULING

CONTROL 271

14.1. Section 1A - Control of Workload

14.2. Relationship with Other Functions

14.3. Operating Policy

14.4. Stabilization of Rates

14.5. Workload Requirements

14.6. Project Orders

14.7. Workload Generation

14.8. Hourly Sales Rates and End Item Sales Prices (EISP)

14.9. Responsibilities of the Workloader

14.10. Work Performance Category Descriptions (Job designator)

14.11. Depot Field Team Requirements

14.12. Section 1B - Procedures for Control of Workload

14.13. JON

14.14. Maintenance Generated Temporary Work Requests

14.15. Production and Control

14.16. Project Order Status

14.17. Sales

14.18. File Maintenance

14.19. For Data System Products see Table 14

AFSCMAN21-102 16 MARCH 2015 9

14.20. Section 2A ï Planning and Control

14.21. General

14.22. Relationship with Other Functions

14.23. Operating Policy

14.24. Responsibilities

14.25. Exchangeable Component Item Control

14.26. Preproduction Planning (New Work Loads)

Table 14.1. Example

14.27. Production Planning

14.28. Work Control Documents

14.29. Planning Jackets (Non-Aircraft)

14.30. Planning Jacket (Aircraft, Missile or OMEI)

14.31. Support Shop Application

14.32. Cost Awareness

Figure 14.1. Temporary Work Request (AFMC Form 206)

Figure 14.2. Temporary Plan Header (AFMC Form 237-C)

Figure 14.3. Records Do Not Exist

Figure 14.4. Build Temporary Labor Plan (AFMC Form 237-D)

Figure 14.5. Record Not On File

Figure 14.6. Build Temporary Material Plan (AFMC Form 237-E)

Figure 14.7. Requested Record Not Found

Figure 14.8. Establish Work Authorization (MISTR) (AFMC Form 600D)

Figure 14.9. Special Instructions for Establish Work Authorization (MISTR) (AF Form 600D)

14.33. Workload Control Methods

14.34. Reorganization Functions

14.35. Job Designator/Work Performance Category Application

14.36. Section 2B - Planning Procedures

14.37. Address Tables

14.38. Planning Priorities

14.39. Backlog

14.40. Work Authorization Documents

14.41. Job Order Number (JON) Master

10 AFSCMAN21-102 16 MARCH 2015

14.42. End Item Sales Prices (EISP)

14.43. Base Tenant Support

14.44. Cost Class IV Type Workload (óSô JON(s))

14.45. Serial Number Application

14.46. File Maintenance

14.47. Bill of Material (BOM)

14.48. Section 3A-Scheduling and Control

14.49. General

14.50. Relationship with Other Functions

14.51. Operating Policy

14.52. Production Support Concept

14.53. Cost Awareness

14.54. Shop Workload

14.55. Workload Control

14.56. Responsibilities

14.57. Local Manufacture

14.58. Special Job Processing

14.59. Data System Interfaces

14.60. Data Reliability

14.61. Job Order Cancellation/Reduction

14.62. Suspended Temporary Jobs for Customer Job Order Release

14.63. Section 3BïScheduling Procedures

14.64. Data Processing Codes

14.65. JON Suffix Establishment

14.66. Job Order Quantities (JOQ)

14.67. Annual Customer Order Quantities (ACOQ)

Figure 14.10. Permanent PDN Record Maintenance Screen

14.68. Schedulers Jacket Files

14.69. Inductions

14.70. Induction Transaction Processing

14.71. Formal Awaiting Parts (AWP)

14.72. Job Order Number Status Codes

14.73. Job Order Number Status Codes

AFSCMAN21-102 16 MARCH 2015 11

14.74. Priority Codes

14.75. Production Delay Codes

14.76. Authorized, Completed, and Acceptable Work

14.77. Completion Transaction Processing

14.78. Exchange Component Item Control

14.79. Other Services, Depot Maintenance Inter-service Agreement (DMISA), Production Item Processing

14.80. Rework (for items still in maintenance)

14.81. Local Manufacture Procedures

14.82. Due In From Overhaul (DIOH) In Maintenance Control

Table 14.2. Data Processing Codes

Table 14.3. Ownership Purpose Codes

Table 14.4. Priority Codes

Table 14.5. Production Delay Codes

Table 14.6. End of Month JON Status Code Migration

Table 14.7. Production Item Cost Codes

Table 14.8. Material Cost Codes

Table 14.9. Depot Maintenance Type Transaction Code/Coat Code/Job Designator/Cross-

Reference Table (D035)

Table 14.10. G004L Message Codes/Purpose Message

Table 14.11. 244 Transaction/971 Error Codes (G004L-L2A)

Table 14.12. Material Condition Codes

Table 14.13. AFMC Form 105 ï Special Instructions for Maintenance of Workload Record. .. 361

Table 14.14. AFMC Form 130 ï Special Instructions for Maintenance of Production Asset

Control Record

Table 14.15. AFMC Form 959 ï Work Control Document

Table 14.16. WAD Edit Notes

Table 14.17. JON Suffix Edit for Permanent JONs

Table 14.18. D035 System Edits Against 244 Transactions

Table 14.19. Data System Products and Descriptions

Table 14.20. Supporting Systems and Directives

Table 14.21. G004L Edits

Table 14.22. D035 and G004L Updates

Table 14.23. G004L Computations

12 AFSCMAN21-102 16 MARCH 2015

Chapter 15ðDEPOT MAINTENANCE PL ANT MANAGEMENT 425

15.1. Mission Functions

15.2. Local Instruction(s) (LI)

15.3. Categories of Work Performed by MXSG

15.4. Relationship to BCE (Work Accomplishment)

Table 15.1. MXSG support Versus BCE Responsibilities

15.5. Equipment Maintenance and Inspection Program

15.6. Maintenance Initiation:

15.7. Responsibilities:

15.8. Equipment Maintenance Documentation

15.9. Engineering and Installation Projects

15.10. Maintenance Support Group Laboratory

15.11. Material Control

15.12. Practices in Reliability Management

Table 15.2. Reliability Management of Industrial Plant Equipment

Chapter 16ðAIR FORCE MATERIEL C OMMAND DEPOT MAINTEN ANCE

CAPACITY AND UTILIZA TION MEASUREMENT 496

16.1. Purpose and Applicability

16.2. Responsibilities

16.3. Qualifications

16.4. Capacity Data

Table 16.1. Capacity indices area expressed in DLH

Table 16.2. Example of a work position

16.5. Capacity-based shop drawings

16.6. Validation visit

Table 16.3. AFSC Capacity Data Call Templates

Table 16.4. Work Breakdown Structure (WBS) Definitions

Chapter 17ðDEPOT MAINTENANCE PR ODUCTION LABOR ENTRY 512

17.1. Time and Attendance

Figure 17.1. System Processing

Table 17.1. ñIn Lieu ofò Holiday Determination

17.2. TAA Supervisory Responsibilities

17.3. Labor Collection

AFSCMAN21-102 16 MARCH 2015 13

Chapter 18ðDEPOT MAINTENANCE MA TERIEL CONTROL 537

18.1. Responsibilities

18.2. Maintenance Complex

18.3. Major Automated Information Systems

18.4. Aircraft and Missiles

18.5. Whole Engine

18.6. Management of Items Subject to Repair (MISTR)

18.7. Manufactured Items

18.8. Exchangeable Items

18.9. Expendable Items

18.10. Floating Stock/Spares

18.11. The following material holding areas may be established within each

Maintenance Group (MXG)

18.12. Material Identification

18.13. Transactional Procedures

18.14. Managing indirect material

18.15. General

18.16. Periodic Reviews

18.17. Assignment of Document Numbers

18.18. Repair of ERRC N and P items

18.19. Material Transaction Processing and Cost Corrections

18.20. Backorder Management

18.21. Teardown Deficiency Report (TDR) Processing (Reference AFMAN 91-222 and

AFMAN 91-223)

18.22. PQDR Exhibit Processing

18.23. Reporting Packaging and Handling Deficiencies

18.24. Processing Material Received with Discrepancies

18.25. Classified Material and Related Documents

18.26. Reusable Container Management

18.27. Control and Review of High Priority Material Requests (e

18.28. Critical Item Control

18.29. Sensitive Item Control

18.30. Processing Storage Restriction Items

14 AFSCMAN21-102 16 MARCH 2015

18.31. Disassembly and Reclamation

18.32. Loan Property Procedures

18.33. Management of Cannibalization (CANN) Actions

18.34. Recovering Unbudgeted Workaround Costs Caused by Parts Shortages

18.35. Procedures for Control of Production Items AWP

18.36. Process/Procedures for Managing Floating Stock and Floating Spares

18.37. Organic Manufacture Procedures

18.38. Processing Issues and Turn-ins of DIOH Assets

18.39. Issue Receipt Processing

18.40. Turn-in Processing

18.41. Erroneous Issues and Misidentified Items

18.42. Processing Overages/Shortages

18.43. Indirect and Bench Stock Material Control and Support

18.44. Exchangeable components removed from aircraft and engines are repaired

(overhauled) as production items

18.45. Investment Material Cost Codes S, and M

18.46. PSS and NIMMS Store

18.47. CAP Procedures

18.48. Part Number Ordering

18.49. Bills of Material (BOM)

18.50. Software Maintenance Group (SMXG) Procedures

Table 18.1. Status Codes and Reject Transaction Codes

Table 18.2. Reject

Table 18.3. Advice Codes

Table 18.4. LOCAL ISSUE DOCUMENT

Table 18.5. Depot Maintenance Cost Code Job Designator Type Transaction Code Cross

Reference Table

Table 18.6. Demand Codes

Table 18.7. Urgency of Need Designator (UND)

Table 18.8. Force/Activity Designator

Table 18.9. Supply Condition/Balance Codes (

Table 18.10. Cost Codes

Table 18.11. Action Suffix Code Table

AFSCMAN21-102 16 MARCH 2015 15

Table 18.12. Material Classification

Table 18.13. AFMC Form 100; Page 1

Table 18.14. AWP Worksheet

Chapter 19ðAIRCRAFT GROUNDING ( MATERIEL DEFECT) PRO GRAM 631

19.1. Aircraft Grounding

19.2. Documentation

19.3. Aircraft Grounding (Materiel Defect)

Chapter 20ðRIVET MINUTEMAN INTE GRATED LIFE EXTENSIO N (MILE) 633

20.1. Introduction

20.2. Management Philosophy

20.3. Depot Maintenance (DM)

20.4. Maintenance Training

20.5. General Responsibilities For Commanders And Key Leaders

20.6. Maintenance Plans, Scheduling And Documentation (PS&D)

20.7. Quality Assurance

20.8. Impoundment Procedures (Not Applicable)

20.9. Tools And Equipment Management

20.10. Maintenance Supply Support

20.11. Additional Maintenance Requirements And Programs

20.12. Welder Training and Certification

20.13. Self-Inspection Program

20.14. Foreign Object Damage (FOD)/Dropped Object Prevention (DOP) Program

20.15. One-Time Inspections program

20.16. Deficiency Reporting (DR) and Investigating System

20.17. Contract Surveillance

20.18. Technical Data And Work Control Document (WCD)

20.19. Depot Maintenance Production Support

20.20. Squadron Director Responsibilities

20.21. Planning Scheduling Section

20.22. Depot Support Area (DSA)

20.23. Organizations and Functions

20.24. Geographically Separated Units (GSU) General Manager

16 AFSCMAN21-102 16 MARCH 2015

Chapter 21ðMAINTENANCE TRAINING 640

21.1. Maintenance Training

21.2. Special Certification Roster (SCR)

21.3. Production Acceptance Certification (PAC) Program

21.4. Special Skills Qualification (SSQ)

21.5. PAC Task Related Recurring Training Requirements (RTR)

Figure 21.1. NEW PAC TASK REQUEST WORKSHEET

Figure 21.2. SSQ Guide

Figure 21.3. SSQ Worksheet (Sample)

Table 21.1. AFSC Depot Maintenance Process Guide

Chapter 22ðENGINE MANAGEMENT DE POT ENGINE MANAGEMEN T 684

22.1. Engine Management (EM

22.2. Engine Management (EM)

Chapter 23ðCONTRACT SURVEILLANCE 687

23.1. Introduction

23.2. Government Contract Quality Assurance

23.3. Facilities

23.4. Financial Management

23.5. Waiver

23.6. PMO

23.7. Corrective Action Request (CAR)

Chapter 24ðCOMPLEX ENGINEERING ROLES AND RESPONSIBILITIES 693

24.1. Background Information

24.2. Complex Engineering Management Roles and Responsibilities

24.3. Complex Engineering Roles and Responsibilities

Attachment 1ðGLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 699

AFSCMAN21-102 16 MARCH 2015 17

Chapter 1

DEPOT MAINTENANCE MA NAGEME NT PRINCIPLES

1.1. AFSC shall: Provide Center level policy, guidance, and staff coordination for all activities required to operate depot maintenance activities for Air Force weapon systems and is the OPR for this DMM.

1.2. 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.

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

Air Force (SECAF). Compliance with TOs is mandatory.

1.4. 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, ñModification Managementò, for modification management procedures.

1.5. Maintenance Information Systems (MIS). MIS refers to automated maintenance information systems that support and enable maintenance business processes. MIS will be used to document depot level production 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.

1.6. 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.

1.7. 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. Do not schedule personnel for more than 12 hours of continuous duty time. Provide a rest period after each shift.

1.8. 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.

1.9. Commander, Air Force Sustainment Center (AFSC/CC) shall:

1.9.1. Ensure effective management of the Centerôs maintenance training program IAW AFI

36-2201, Air Force Training Program, AFI 36-2232, Maintenance Training, AFI 36-2232, AFMC Sup 1, Maintenance Training and Chapter 21 of this instruction. Provide aircraft, personnel, and equipment to support the maintenance training program.

18 AFSCMAN21-102 16 MARCH 2015

1.9.2. Provide facilities and support (e.g., standard tools/equipment and Command approved

MISs) for organizations performing depot maintenance or providing technical assistance at operating locations.

1.9.3. Ensure Air Force Smart Operations for the 21

st Century (AFSO21) and continuous process improvement activities are conducted in all depot maintenance organizations; ensure improvement results are appropriately implemented and measured.

1.9.4. Ensure an effective Crash Damaged or Disabled Aircraft Recovery (CDDAR) capability is in place. Publish a Center Operating Instruction (OI) containing specific responsibilities for all applicable base agencies.

1.9.5. Establish a self-inspection program IAW AFI 90-201 AFMC Sup 1, The Air Force

Inspector System, AFMC Supplement 1, and Chapter 8 (Quality Assurance) in this manual.

1.9.6. Develop, implement, and maintain standardized processes and procedures to address

Contract Field Team (CFT) requirements IAW AFMCI 21-141, Contract Field Team (CFT)

Program.

1.9.7. Establish configuration management and control of scheduled and unscheduled maintenance activities.

1.9.8. Establish a process to integrate tool and equipment management with aircraft, missile, and commodity component supportability actions on non-parts supportability elements as outlined in the Logistics Requirements Determination Process (LRDP).

1.9.9. Develop, implement, and maintain Rivet Minuteman Integrated Life Extension

(MILE) policy and implementation procedures.

1.9.10. Establish a process to determine, document, and communicate to HQ AFMC information required to report Consolidated Sustainment Activity Group-Maintenance

(CSAG-M) Fund 6 data as outlined in DoD 7000.14-R, Volume 2B, Chapter 9.

1.9.11. Develop, implement, and maintain standardized processes and procedures to execute the Capital Investment Program within the Defense Working Capital Fund (DWCF) as outlined in DoD 7000.14-R, Volumes 1-15.

1.9.12. Develop, implement, and maintain standardized processes and procedures to ensure

AFSC military construction (MILCON) projects are properly represented and vetted to/through the AFMC corporate process.

1.10. Leads/Team Members/Collateral Duty Selection Process. In several locations throughout this manual, references are made to the selection process for individuals or teams for special assignments (to include Lead designations). Candidates shall be considered based on the specific skills and abilities required for the project/assignment and selection shall be made from that pool of candidates.

AFSCMAN21-102 16 MARCH 2015 19

Chapter 2

DEPOT MAINTENANCE WO RK MEASURMENT

2.1. Introduction

2.1.1. Introduction. This chapter provides guidance, procedures, and responsibilities for

AFSC Depot Maintenance Work Measurement, which addresses: labor classification;

development, maintenance, and use of direct labor methods and standards; indirect labor factors; labor efficiency factors; and Shop Flow Days (SFDs). It also covers procedures to ensure these written practices are consistently followed. The program stresses integrity, reliability, and accuracy of labor methods and standards.

2.1.2. Purpose. The purpose of work measurement in the depots is to meet the requirements of both external and internal customers.

2.1.2.1. External Customers. Labor standards are used as a basis for costs required to perform individual work orders. Labor standards must accurately reflect labor required to do any particular job. Labor standards are used to establish production schedules, and they have a direct bearing on the length of the repair cycle that is portrayed to the customer. Labor standards are used to calculate standard SFD for exchangeable workloads. They also have a direct bearing on quantities of spares purchased by the item managers (IM). Spares can be a significant cost to external customers.

2.1.2.2. Internal Customers. Work measurement documentation provides the means to benchmark organization work performance. Labor standards are the projected times by which management can effectively evaluate actual organization work performance.

Labor standards, operation descriptions, and associated times provide data for analysis that enable the repair process owners to identify prime areas for process improvement.

Standards are used in scheduling, budgeting, sales rates, manpower requirements, and shop capacity. Standard SFD are used to calculate floating stock, where applicable.

2.1.2.3. The technique selected to conduct a work measurement study will be based on a positive return on investment. The anticipated savings should exceed the cost of measurement.

2.1.2.4. The information obtained from work measurement studies or analysis will be used to evaluate organizational performance.

2.1.2.5. For consistency of application within the AFSC depots, tools, techniques, and management data associated with work measurement will be shared.

2.1.3. Responsibilities.

2.1.3.1. The Air Force Sustainment Center formulates the detailed requirements concerning AFMC Depot Maintenance Work Measurement and facilitates, coordinates any requests from AFMC to the ALCs.

2.1.3.2. Each Air Logistics Complex (ALC) Business Office will:

2.1.3.2.1. Ensure adherence to the techniques and methods illustrated in the Depot

Maintenance Work Measurement policy.

20 AFSCMAN21-102 16 MARCH 2015

2.1.3.2.2. Be the central focal point for administering Depot Maintenance Work

Measurement. Coordinate on all Industrial Engineering Technician training and reporting requirements, interpret policy guidance, and provide functional support.

2.1.3.2.3. Maintain a Point of Contact (POC) to administer Depot Maintenance Work

Measurement requirements and direct labor standard reviews.

2.1.3.2.4. Conduct random audits to verify and ensure labor standard support documentation exist in labor standard files affected by FY Labor Standard Variance

Review Program and/or event driven reviews.

2.1.3.2.5. Ensure ALC maintenance production groups with direct labor standards maintain a Labor Standard Variance Review Program at the CAM task level for aircraft and at the control number level for commodities.

2.1.3.2.6. Maintain Local Remarks 1 (LRK1) data field of the Unit Manpower

Document to identify the manpower requirement as one of the following: DL (direct labor), POH (production overhead), GA (general and administrative) with each manpower requirements change submitted to their servicing manpower office.

2.1.3.3. Each Maintenance Production Group will:

2.1.3.3.1. Maintain a FY Labor Standard Variance Review Program for all direct labor standards.

2.1.3.3.2. Report to ALC Depot Maintenance Work Measurement POC, by the 15th of the month following the end of each quarter, on the status of labor standards reviews identified in group FY Labor Standard Variance Review Program. Metrics will be reported by task level for aircraft and control number for commodities.

2.1.3.3.3. As a minimum, ensure labor standard reviews contain all the elements described in Table 3.4, Labor Standard Review Requirements.

2.1.3.3.4. As a minimum, review the labor standards that encompass the top 20 percent in hourly variance of the overall group variance at the Production Number

(PDN) level for commodities, and the 20% task review driven by LRDP for aircraft.

2.1.3.3.5. Adjustments to labor standards will only be accomplished within budget lead-times, and will be based on End Item Sales Price (EISP) and Centralized Asset

Management (CAM) requirements.

2.1.3.3.6. Ensure labor standard review support documentation exists in labor standard files which can be maintained electronically.

2.1.3.3.7. In addition, review labor standards on an event-driven basis. Some examples of events that would dictate an event-driven labor standard review are listed below:

2.1.3.3.7.1. New Work Load. Work load processes or operations not previously performed on an end item.

2.1.3.3.7.2. Change in Technical Data. Change in technical data that applies to form, fit, and function of an end item. Types of technical data includes blue prints, drawings, technical orders, etc. (per TO 00-5-1).

AFSCMAN21-102 16 MARCH 2015 21

2.1.3.3.7.3. Change in Work Load. Change in procedures due to product mix, volume increase or decrease, new equipment, new procedures, etc.

2.1.3.3.7.4. Rapid Improvement Events (RIE). RIEs are process improvements that result in reduction in operation set-up times, manpower requirements, first time through quality, or processing requirements.

2.1.3.3.7.5. Work Control Document. When scope of the WCD changes.

2.1.4. Definitions. AFMC Depot Maintenance Work Measurement will use standard industrial engineering terminology and definitions. A comprehensive "Glossary of Terms" is available in the Handbook of Industrial Engineering and serves as the source and documentation for AFMC Work Measurement definitions. Any variance in terminology or definitions for applicable industrial engineering terms will be addressed in writing to

AFSC/LGP for consideration and approval.

2.1.5. Training and Qualifications. Journeyman Industrial Engineering Technicians must be qualified in their job series. Each planning organization will ensure the completion of proper work measurement training and related career development of personnel assigned to work measurement activities. These personnel will be afforded development opportunities through a planned program of training, continuing education, work assignments, and professional and technical activities. Refresher training should be given as required. Specific training requirements are included in Table 2.1.

2.1.6. References. Organizations responsible for developing labor standards or managing

AFMC Depot Maintenance Work Measurement will utilize readily accessible references via the internet. Recommended references are shown in Attachment 1 of this manual.

2.2. Labor Classification.

2.2.1. General.

2.2.1.1. The qualifying criteria for labor as described in this chapter is that the job being performed, whether it is classified as direct or indirect, must be paid for by the

Consolidated Sustainment Activity Group (CSAG). This chapter does not apply to jobs falling outside this criterion. Throughout the remainder of this chapter, labor paid for by the DMAG shall be referred to as maintenance labor.

2.2.1.2. The prescribing regulation for labor classification is DoD 7000.14-R, Volume

11B, Chapter 13. The purpose of this Chapter is to assist in applying the regulation.

2.2.1.3. Proper classification of maintenance labor is an aid to managers at all levels. It is a tool for achieving the most effective and economical utilization of human resources when combined with accurate reporting of workers' time spent on assigned tasks. It is also a tool for evaluating how well the workforce has been managed against goals stated in performance indicators. The measurement of maintenance labor, especially direct, provides the baseline, or yardstick, against which labor management is measured. It should be noted that the classification of maintenance labor is based on the task performed, not on who does it.

2.2.1.4. Maintenance labor is classified as direct or indirect. Indirect labor has two categories which are called production overhead and General & Administrative overhead

(G&A).

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2.2.2. Direct Labor. ñDirect labor is work that can be identified, without undue cost or difficulty, to a single, specific job order. Direct labor generally includes the hands-on maintenance, repair, overhaul, test, and related direct production effort that follow the established sequence and content of work necessary to accomplish the billable job. Direct labor does not include the support work identified as either indirect or general and administrative in nature.ò (DoD FMR) 7000.14-R, Volume 11B, Chapter 13, paragraph

130709, April 2010.

2.2.2.1. The following clarifications apply to AFSC:

2.2.2.1.1. Direct labor must be identifiable to a specific Job Order Number (JON).

2.2.2.1.2. Direct labor can be broken down into operations and sub-operations, and the amount of labor required can be measured directly.

2.2.2.1.3. Direct labor furthers the value of the product or service through enhancement of the form, fit, and/or function to meet the desired specifications of the customer.

2.2.2.1.4. Direct labor is supported by official work requests and authorized by prescribed work authorization documents indicating the specific nature of the work to be done. Direct labor must be assigned to a direct labor RCC, or direct labor time exception to a direct labor RCC.

2.2.2.1.5. Direct labor for programmed workloads will be broken down into tasks and labor standards determined for each task, as specified in this chapter. Direct labor tasks will be documented on a WCD IAW Chapter 7 in this manual. The time expended on direct labor tasks will be documented in the appropriate time & attendance and production systems.

2.2.2.1.6. Direct labor exceptions. When direct labor is not performing direct work as described in the preceding paragraphs, their time is exceptioned to indirect.

2.2.2.1.6.1. There are specific duty codes that must be captured for each of the indirect activities for tracking and management purposes. This time is typically leave, training, cleanup or other necessary activities not tied to Direct work.

2.2.2.1.7. Labor not identified as direct labor will be identified as indirect labor

(production overhead and G&A).

2.2.3. Indirect Labor.

2.2.3.1. Production Overhead. Production overhead labor is all other labor expended in a

Maintenance Group that does not meet the criteria for direct labor.

2.2.3.1.1. Production overhead labor can generally be subdivided into two categories:

indirect time in a production RCC, and shop support overhead. Production overhead labor is all labor expended at the RCC level in the maintenance production functions that does not meet the criteria for direct labor, i.e., not driven by volume. This includes tasks or functions that support direct labor, or which are inherent to having a direct labor capability.

2.2.3.1.2. Indirect time includes all General Schedule (GS) supervision (except

Software Maintenance Group (SMXG) first-level supervisors), clerical and

AFSCMAN21-102 16 MARCH 2015 23

administrative labor. This will include all 300 series (unless funded directly by the program), annual leave, sick leave, and other paid leave. Also, functions such as attending classroom training or meetings are considered indirect labor when they involve people who are assigned to a direct RCC. The cost of this labor is apportioned over all products in the RCC rather than charged to one or more specific products.

2.2.3.1.3. Shop support overhead is labor expended by personnel performing functions above RCC level in support of the Maintenance Group, and by personnel performing the primary mission of a staff or overhead function. It is performed by people who are not assigned to a production RCC.

2.2.3.2. G&A Labor. G&A labor is labor expended by personnel performing functions external to a Maintenance Group.

2.2.3.2.1. G&A labor is all labor not meeting the qualifications for either direct or production overhead labor. This includes supervision, clerical, and training. There is a valid requirement for production overhead and G&A overhead labor, which must be recognized separately and should not be hidden through improper conversion or improper classification.

2.2.3.2.2. The duty code assignment of personnel and subsequent man-hour exceptions should be based on recognition of the proper level at which the direct product labor costs are applied.

2.2.4. Relationship to Actual Labor Reporting. The reporting of actual labor utilization should be done IAW the appropriate AFMC instruction. The reporting of actual labor should reflect the classification of labor for the task each employee is assigned to do. Where an employee is temporarily assigned to perform a task classified different from normal assignments, the labor time spent in the temporary assignment must be reported based on the classification of the temporary assignment. For example, if a worker who normally does production overhead work, performs a direct labor task, then the time spent on that task must be reported as actual direct labor.

2.2.5. Responsibilities. Each ALC business office classifies maintenance labor and determines if the maintenance labor should be charged to a specific JON.

2.3. Classification of Labor Standards.

2.3.1. General. This section and related tables address planning within the Maintenance

Aircraft and Exchangeable Groups for conducting tasks/operational analyses; developing, maintaining, and using labor standards at the Air Logistics Complexes (ALCs).

2.3.1.1. Definition. The definition of a labor standard is the time it should take a trained worker or group of trained workers, working at a normal pace, to produce a prescribed unit of work that conforms to technical requirements and standards according to a specified method under specific working conditions.

2.3.1.2. Labor Standard Classification. Labor standards are classified as engineered or non-engineered. For an end item standard to be classified as engineered, at least 80 percent of its total standard hours must be classified as engineered.

24 AFSCMAN21-102 16 MARCH 2015

2.3.1.2.1. Engineered labor standards must reflect a relative accuracy of plus or minus 10 percent, with a 90 percent or greater confidence level at the operation level.

See Table 2.3.

2.3.1.2.2. Non-engineered labor standards are all labor standards not meeting the above criteria.

2.3.1.3. Labor Standard Establishment Techniques. All of the techniques shown below are acceptable when correctly applied. Labor standard techniques include:

2.3.1.3.1. Standard data (DoD, AFMC Standard Data or commercially-available software). Policies concerning the establishment of Methods Time Measurement

(MTM) based standard data elements require a level of accuracy equivalent to an engineered approved standard. When standard data is used to build a standard, the standard is classified as engineered.

2.3.1.3.2. Other engineering techniques (time study, group timing techniques, or work sampling). Formulas are available in Table 2.5 to determine the accuracy of time study/group timing technique, or work sampling data. Therefore, these formulas can be used to determine the number of observations or samples required to classify data as engineered.

2.3.1.3.3. Regression and Correlation analysis. Standards developed using this technique will be considered engineered when the data used for the analysis is engineered.

2.3.1.3.4. Technical estimates based on technical orders (TO) or other factual data.

This type of standard is classified as non-engineered.

2.3.1.3.5. Estimates. Judgmental standards set by engineering or planning personnel and process owners. This type of standard is classified as non-engineered, and should be targeted for conversion where cost effective, using the work measurement technique with the best combination of accuracy and economy. Estimates must be broken down into a level of work units that allows confidence in the validity of the estimate. Include preparation and de-preparation times when setting non-engineered standards. These times can be applied in two ways: in the personal, fatigue, and delay

(PF&D) allowance in cases where the operator prepares for the entire shift (e.g., put on protective clothing), and in elemental times when the time is associated with an individual operation (e.g., get a special tool). The goal is consistency to ensure the same amount of time is allowed and earned for performing like operations. PF&D will be displayed at the sub-operation level for exchangeables and Task/Work

Specification level for aircraft for non-engineered standards. This is an allowance to be added to direct labor to arrive at standard time. This allowance procedure will make the calculation of non-engineered standards consistent with the procedure for engineered standards. See Table 2.6. for procedures on PF&D allowances.

2.3.1.4. Learning Curve. Labor standards will not incorporate factors which reflect the training techniques used and skill of personnel (learning curve effect).

2.3.1.5. Recycle Time. The labor standard may include that recycle time inherent in the repair process that does not result from some action or inaction by the repair technician.

AFSCMAN21-102 16 MARCH 2015 25

The inclusion of recycle time must be based upon it being observed, studied, an occurrence factor developed, and allowable time added to the labor standard as an occurrence factor to a step or sub-operation within a specific operation.

2.3.1.6. Performance Rating (Leveling). Performance rating is the act of comparing the actual performance of a worker against a defined concept of normal performance.

Performance rating will be performed in conjunction with engineered labor standard studies, i.e. ,work samples, time studies, and other techniques where applicable. All technicians accomplishing performance rating must be currently certified in the system being used. (See Table 2.3.)

2.3.1.7. Duration. Labor standards will remain in effect until revised IAW paragraph

2.3.3.3. or retired to an inactive file.

2.3.2. Documentation of Standards.

2.3.2.1. See Chapter 14 (Operational Workloading, Planning, and Scheduling Control) of this manual for planning jacket file requirements.

2.3.3. Review of Labor Standards.

2.3.3.1. Review. Reviews of labor standards will be determined locally by the Air Force

Logistics Complex for Exchangeable MISTR permanent workloads; aircraft reviews are now governed by the Logistics Requirements Determination Process (LRDP) (See LRDP

Handbook and Guide). The top 20% overall variance between actual hours and base hours, and/or event driven actions, i.e. T.O. updates, equipment changes, etc. will be the determining factor for yearly labor standard review requirements. Criteria for reviews will be documented in local yearly Work Measurement Plans maintained by the ALC

OPR.

2.3.3.2. As a minimum, a labor standard review will contain all the elements described in

Table 2.4.

2.3.3.3. Revision. Revision of labor standards must be documented through the Sales

Price Generator (SPG) or other applicable budgetary process, prior to implementation, and executed within the applicable year of execution.

2.3.4. Application of Standards.

2.3.4.1. Labor standards coverage.

2.3.4.1.1. All planned work will be covered by standards, either engineered, or non-engineered (estimates).

2.3.4.1.2. Labor standards coverage is based on Direct Product Standard Hours

(DPSH). The DPSH for an organization are the summation of individual end item labor standard hours multiplied by the number of projected or actual units produced during the period being measured. Engineered labor standards coverage is the percentage derived from dividing the number of engineered DPSH by the total number of permanent programmed DPSH, including engineered and non-engineered hours.

26 AFSCMAN21-102 16 MARCH 2015

2.3.4.2. Variance analysis.

2.3.4.2.1. Direct labor efficiency, defined as earned hours divided by actual hours, is a measure designed to identify potential problems within a work organization; usually a RCC or work center. Significant variance between the projected labor efficiency and reported (actual) efficiency indicates a potential need for process improvements, and should be made clearly visible to the process owners for analysis, assessment, and process improvements as necessary through lean activities. Continued variance should be reviewed at appropriate levels of management, as one of several measures of cost effectiveness and resource management.

2.4. Indirect Labor Factors and Efficiency.

2.4.1. General. Indirect labor factors are established to account for labor expended by and for a RCC that is not accounted for by direct labor standards. These factors allow for the cost of indirect labor to be apportioned over all the products repaired in an RCC rather than charged to one or more specific products. To fully evaluate the cost of the items repaired by an RCC and to evaluate their performance, it is necessary to establish factors or allowances for supervisory, clerical, training, and other legitimate time expenditures and for annual, holiday, administrative and sick leave time. These factors or allowances are established and converted to annual factors. Sick and annual leave should be shown with a seasonal

(periodic) variation and the factor for training adjusted for known variations.

2.4.2. References.

2.4.2.1. AFMCI 65-101, Depot Maintenance Accounting & Production System-Financial

Policy & Procedures for Organic Depot Maintenance.

2.4.2.2. Depot Maintenance Production Labor Entry see Chapter 17 of this manual.

2.4.3. Indirect Labor Factor Procedures. Standard indirect labor factors for budgeting, cost accounting, planning, and reporting are developed and distributed by the responsible function, obtaining coordination from other organizational components as required. These factors are established for the fiscal year and are not to be changed unless a significant change in workload or organization occurs. Once this factors have been established, they are converted into an indirect factor by dividing the standard by the total direct hours available to an RCC.

2.4.3.1. Use the following procedures for establishing factors for indirect labor

(excluding leave):

2.4.3.1.1. Accumulate all pertinent data available, for example, historical, job description.

2.4.3.1.2. Determine work elements in each account.

2.4.3.1.3. Evaluate each work element using accepted work measurement techniques, for example, work sampling, time study, frequency studies, etc.

2.4.3.1.4. Total the elements for each account and…