DHA Industry Days Presentations August 2023.pdf

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UNCLASSIFIED

DHA Facilities Enterprise (DHA-FE) Briefing

CAPT Mark Lieb/Mr. Roy Hirchak August 21, 2023

Controlled by: DHA- FE

CUI Category: Unclassified

LDC/DISTRO: FEDCON

POC: CAPT Mark Lieb

Improving Health and Building Readiness. Anytime, Anywhere — Always

Presenters

CAPT Mark Lieb

Mr. Roy Hirchak

Disclosures

• CAPT Mark Lieb and Mr. Roy Hirchak have no relevant financial or non-financial relationships to disclose relating to the content of this activity.

• The views expressed in this presentation are those of the author and do not necessarily reflect the official policy or position of the Department of Defense, nor the U.S. Government.

• This continuing education activity is managed and accredited by the Defense Health Agency, J-7, Continuing Education Program Office (DHA, J-7, CEPO). DHA, J-7, CEPO and all accrediting organizations do not support or endorse any product or service mentioned in this activity.

• DHA, J-7, CEPO staff, as well as activity planners and reviewers have no relevant financial or non-financial interest to disclose.

• Commercial support was not received for this activity.

Learning Objectives

At the conclusion of this activity, participants will be able to:

1. Describe facility sustainment, restoration and Modernization (FSRM) funding and use within MHS facilities

2. Review O&M and MilCon appropriations and their Programming, Planning, Budgeting and Execution

3. Comprehend FSRM funds flow to MTFs and Agents

4. Explain DHA Facilities Enterprise Analytical Hierarchy Process (AHP) for project selection

5. Identify Network and MTF touch point for maintenance and construction

Agenda

• Welcome to the DHA-FE Mission Statement DHA-FE Structure Sustainment, Restoration, and Modernization (SRM) Vision for SRM Roles Planning Maintenance Action Plan SRM Funds Flow

• Support Building Capacity Training Contact Info

Mission Statement

The DHA Facilities Enterprise provides ready & resilient facilities that sustain military medicine’s mission assurance of world-class healthcare for America’s warfighters & their families worldwide.

Through an integrated health system, the Facilities Enterprise shall ensure the built environment is optimally sized for the mission, constructed in the location most efficient and effective for the provision of healthcare and the readiness of the force, and sustained and maintained to enhance world-class healthcare operations around the world.

DHA-FE Structure

Facilities Enterprise

Design Construction Activation

MilCon

O&M

Capital Strategy Management

Asset Optimization

Requirements Planning

Compliance and Integration

Investment Strategy

Portfolio Business Integration

Financial Management Branch

MilCon

Facilities Operations Branch

BUILDER

Contracts

Real Property

DMLSS/LogiCole Accreditation

Engineerin g

Energy

Sustainability

Leasing

Chief of Staff

Sustainment, Restoration, and Modernization

Vision for SRM

Facilities Enterprise Role Supporting Network and MTF Communications

MTF on requirements (maintenance, projects, surveys, etc.)

Defense Health Networks (DHNs) on updates (Projects, Urgent & Emergency, MTF support) Every action in DMLSS for tracking (e.g.: Maintenance Action Plan, Projects, Urgent Requirements)

AGENT

DHA FE staff Projects, O&M

Contracts, DMLSS, and Real Property

MTF

DMLSS Package

Approval

Funds

Project Support

DHNs Communications

Centralized Management

J8

FE - Facilities Planning (MilCon vs. O&M)

Facility Planning with coordination with HCO

Centralized Management Maintenance Action Plan (MAP)

•Sustainment/Maintenance Contracts

•Urgent/Compelling Projects •Projects

MIPRs – Centralized Execution at DHA

•Civilian Pay (Army & Navy) •Government Purchase Cards •Bench Stock (Parts) •Public Works (BASOPS)

FADs – Decentralized

Execution at the

Contracting Activity

Agent

MIPR/448-

MT

F

DHA J8

J8 -

FOD

DMLSS - Defense Medical Logistics Standard Support EPL – Enterprise Project List ( 3 years of 1-N list) WIB - Work Induction Board

GFEBS

Funds Management Funds Flow *Requirements Packages

DMLSS

Requirement

WIB

EPL

(1-N)

Funds Management / Funds Flow (Central Execution) Large Sustainment, Restoration & Modernization Projects

Support

• Building Capacity:

During transition DHA-FE is here to assist all MTFs using Service Transfer of Function personnel and contractors.

Our purpose is to provide worldwide support through strategic planning, programming, maintenance, repair, minor construction, facility space utilization, code compliance, statements of conditions, initial outfitting as part of the facility life-cycle management process.

MTF FMs have direct access to DHA-FE (there will be no intermediate commands) resulting in timely Direct coordination You will be assigned a Sustainment, Restoration and, Modernization – Portfolio Manager (SRM-PM) to directly support your MTF You will also be provided an Org Chart/Call Tree so you will be able to contact anyone in the DHA-FE directly (https://community.max.gov/display/DoDExternal/SRM-PM+Team+Area)

You will have Reach-Back capability for engineering and technical support for MTF issues

Training

• The purpose of this training is to drive consistent and standardized MTF Facilities Management operations across the enterprise.

• The DHA-FE Training Program is currently in development for standardization.

• There will be multiple training opportunities on all new policies, standard operating procedures, metrics and standards as they are developed and approved.

• DHA FM Basic Training Summit – Online (https://community.max.gov/display/DoDExternal/DHA+FOB+Virtual+FM+Training)

• DHA FE In-Person Training - FY23 December 5-7, 2023 in SATX https://community.max.gov/display/DoDExternal/DHA+FOB+Virtual+FM+Training

DHA Contact Information

DHA FE Chief CAPT Mark Lieb 703-275-6077

Acting Deputy Chief COL Chris Kiss 703-275-6132

DHA SharePoint:

https://info.health.mil/bus/facplan/Pages/fp.aspx (Worldwide Roster) https://info.health.mil/bus/facplan/Pages/fp.aspx

Key Takeaways

• MilCon is a separate appropriation outside of DHP and FSRM is within the DHP.

• FSRM funding is used to fund maintenance and construction projects supporting the

MTFs.

• Network/MSA has a single POC for Facilities issues through the SRM-Portfolio Manager.

• DHA FE has reach back capabilities to assist MTF on building problems.

• DHA FE regularly coordinates with HCO on all construction projects to ensure meeting the MTF requirement.

References/Resources

Defense Health Agency. (n.d.). Facilities Enterprise Division SharePoint.

Defense Health Agency. (n.d.). DHA FM Basic Training Summit- Online.

https://community.max.gov/display/DoDExternal/DHA+FOB+Virtu al+FM+Training https://community.max.gov/display/DoDExternal/DHA+FOB+Virtu https://community.max.gov/display/DoDExternal/DHA+FOB+Virtual+FM+Training

How to Obtain CE/CME Credits

To receive CE/CME credit, you must register by 0800 ET on 1 September 2023 to qualify for the receipt of CE/CME credit or certificate of attendance.

You must complete the program posttest and evaluation before collecting your certificate. The posttest and evaluation will be available through 25 September 2023 at 2359 ET. Please complete the following steps to obtain CE/CME credit:

1. Go to URL: https://www.dhaj7-cepo.com/content/market-directormtf-commander-training-aug-2023

2. Click on the REGISTER/TAKE COURSE tab.

a. If you have previously used the CEPO CMS, click login.

b. If you have not previously used the CEPO CMS click register to create a new account.

3. Enter the Access Code: MDMTF23

4. Follow the onscreen prompts to complete the post-activity assessments:

a. Read the Accreditation Statement

b. Complete the Evaluation

c. Take the Posttest

5. After completing the posttest at 80% or above, your certificate will be available for print or download.

6. You can return to the site at any time in the future to print your certificate and transcripts at:

https://www.dhaj7-cepo.com/

7. If you require further support, please contact us at: dha.ncr.j7.mbx.cepo-cms-support@health.mil https://www.dhaj7-cepo.com/content/market-directormtf-commander-training-aug-2023 https://www.dhaj7-cepo.com/ mailto:dha.ncr.j7.mbx.cepo-cms-support@health.mil

BACKUP

Maintenance Action Plan (MAP)

Name Position Email Phone CAPT Mark Lieb Director, DHA Facilities Enterprise Division mark.g.lieb.mil@mail.mil (703) 275-

Sue Baker Deputy, DHA Facilities Enterprise Transition susan.s.baker.civ@mail.mil (703) 275-

Roy Hirchak Chief, DHA FE Facilities Operations Branch roy.d.hirchak.civ@mail.mil (210) 536-

Lt Col Angela Yuhas

Deputy, DHA FE Facilities Operations Branch angela.m.yuhas4.mil@mail.mil (210) 536-

POCs – DHA-FE Government Leadership mailto:mark.g.lieb.mil@mail.mil mailto:susan.s.baker.civ@mail.mil mailto:roy.d.hirchak.civ@mail.mil mailto:angela.m.yuhas4.mil@mail.mil

DHA Facilities Enterprise (DHA-FE) Briefing

Presenters

Disclosures

Learning Objectives

Agenda

Mission Statement

DHA-FE Structure

Sustainment, Restoration, and Modernization

Vision for SRM

Facilities Enterprise Role Supporting Network and MTF�

FE - Facilities Planning (MilCon vs. O&M)

Centralized Management Maintenance Action Plan (MAP)

SRM Funds Flow

SRM Funds Flow

Support

Training

DHA Contact Information

Key Takeaways

References/Resources

How to Obtain CE/CME Credits

Slide Number 21

Slide Number 22

POCs – DHA-FE Government Leadership

Industry Day Operations & Maintenance Program Review

August 22, 2023

Controlled By: DHA Facility Ops Branch CUI Category: PROPIN

DISTRO/LDC: FEDCON

POC: (210) 831-7684

CUI

Briefed by: Hector Silva, Johnathan Boggs and Leo Zuniga

Medically Ready Force… Ready Medical Force

Discussion Points

• Problem Statements

• Quality Operations and Maintenance Program Reviews (OMPRs) Goals

• Objective for a successful OMPR

• Questions and Feedback

Problem Statements

Operations and Maintenance Program Review (OMPR) deliverables required for sustainment operations are not meeting DHA-FE minimum standard requirements and result in a substandard product with significant deficiencies. Due to this, 2nd and 3rd order effects impact the Preventive Maintenance Program, generates RPIE inconsistencies, poor DMLSS data quality, inaccurate reporting, and nonconformance to codes and regulation, which affect TJC standards and surveys. Finally, we have to resurvey MTFs after the completion of the OMPR performed by the O&M contractor. This is not an effective way for DHA-FE to execute RPIE because of time, resources, and cost.

• Major deficiencies on Operations and Maintenance Program Reviews, resulting in DHA deliverables and standards not being met

• Sustainment - After an OMPR has been successfully obtained, how can we maintain the inventory through the contract?

Modernization and Restoration Projects Engineering Projects MILCONs

• DMLSS Facility System Inventory RPIE records do not have appropriate codes and standards identified

Background: Prior to the transition to DHA, the Services managed DMLSS RPIE codes and standards differently. DHA FOB recognizes the value in updating the DMLSS FSI RPIE record with the latest codes and standards to support accreditation reporting. A working group is currently drafting a FIIG to address the poor codes and standards in DMLSS FSI RPIE records.

Goal: Develop a mechanism to keep DHA Codes/Standards current, ensure all DMLSS records reflect the latest DHA Codes/Standards, and post the DHA Codes/Standards to the Real Property System Standard

Objective 1: Meet with Facilities Accreditation & Compliance (FAC AC) team to develop a DHA Codes/Standards document to post to the RPSS for reference

Objective 2: Review the O&M performance work statement to identify what the industry partners are required to provide to DHA FOB regarding Codes and Standards

Objective 3: Determine if the industry partners could provide updates on codes and standards as part of the validation during the preventive maintenance recurring schedule

Objective 4: Prepare the RPSS to host the DHA Codes/Standards document for ease in retrieval and updates

Updating Codes and Standards

Goals to Obtain Quality OMPRs

• DHA Goals:

Establish an updated OMPR (RPIE Service) PWS DHA to provide initial training on the latest DHA Standards DHA to provide training on the use and understanding of the Real Property System

Standards (RPSS)

• Industry Partner Goals:

Understand the DHA Standards and processes A better Understanding and access to the RPSS Handing a fully executable Quality Product to DHA-FE

Ultimately, DHA Wants To Work Cohesively With Our Industry Partners To Ensure Project Success

Vendor Submit CAP

Follow-up Site visit

Close out OMPR Service

Identify the need of

OMPR

Conduct a Kick-off

Gather Artifacts

100% Notification

QA On-Site

50% status Meeting

Submit QAR Report to KO

OMPR

Satisfactory?

OMPR Un-Satisfactory?

RPIE Service Awarded

OMPR Flowchart

• After Contract is awarded and CLIN is utilized and funded The DHA Quality Management Team will facilitate the Kick-off Meeting to discuss parameters of the PWS

Invites will be sent out NLT 30 days after contract award Kick-off meeting Agenda will be established POCs will be identified Logistical needs will be addressed Artifacts distributed

Meeting attendees:

Contracting Officer

SRM-PM

DMLSS AOR Manager

DHA-FE

Contracting Officer Representative Vendor performing the OMPR and any subcontractors

Establishing a Kick-off Meeting for OMPR

OMPR Contract Deliverables

Description Reference Paragraph When Required Submitted To

Quality Control Plan (QCP) 6.1 NLT five (5) workdays after award of this Option CO; COR; DHA-

FE

Inventory Plan 6.2 NLT two (2) workdays prior to 50% status meeting

CO; COR; DHA-

After Action Report 6.3 NLT fifteen (15) workdays after 100% completion notification sent

CO; COR; DHA-

O&M Equipment Manual (DVD or CD) 3.7 & 6.4 Provided to the QART Team with the 100% completion notification from the contractor. DHA-FE

Data Collection Files (DVD or CD) 6.5 Provided to the QART Team with the 100% completion notification from the contractor. DHA-FE

Corrective Action Plan (Initial) 5.4 & 6.6

NLT 10 workdays after receipt of QART report (If OMPR Unsatisfactory).

Revise & re-submitted NLT 3 workdays if initial CAP is not accepted

CO; COR;

DHA-FE

Final Follow-up Report to Corrective Action Plan 5.4.2 & 6.6. Within the thirty (30) business day window

(If OMPR Unsatisfactory)

CO; COR;

DHA-FE

• Poor Performance Assessment Report (PAR) review for OMPR Service

• Additional time, resources and money spent to correct inventory and DMLSS database

• Site unable to perform Preventative Maintenance on critical key equipment and components

• Potential of findings or failing TJC accreditation

• Inadequate inventory results in inaccurate IGCE, proposals, contract adjustments, appropriate allocation of funding

Risks/Impacts of an Inadequate OMPR Service

• Underestimating the amount of resources needed for OMPR within the allocated PoP

• Communication issues between the Vendor and COR (I.E.: Weekly status updates)

• RPIE ID Naming conventions

• Improper use of Nomenclatures

• Primary to Secondary tagging issues

• Drawing and room inventory issues

• Inconsistencies with O&M = Yes records

Ensure all RPIE with maintenance tail received a label and PM schedule

• Rooms Supported field not populated

• Improper Risk Factors used

• Improper use of Location

• Incomplete Codes and Standards throughout the Database

• Grouping

• Blank Install dates

OMPR Trending Discrepancies

RPIE ID Naming Convention

RPIE ID format: 1234-AHU-001-2-M1 Segment 1 Facility Number (Enter what is in DMLSS for facility number)

Segment 2 Nomenclature Acronym (Found in the RPSS) AHU Segment 3 Sequential Number (Three digits or unique identifier) 001 Segment 4 Floor Number Identifier (Second floor = 2) 2 Segment 5 Nomenclature Acronym for the Related Component Record of the Primary Component (Motors: -M1, Pumps: -P1, Compressors: -C1, Receivers: -R1)

M1

Note: All Segments will be separated by a hyphen (-) If in any case, the facility number or sequential number has more characters than listed above, the Contractor shall bring it to the attention of the DHA Representative. In that case, a number standard will be given for that facility/Installation.

Reference Links

• RPSS Portal: https://chip.health.mil/Home/Index

• Defense Health Agency. (n.d.) Defense Medical Logistics Standard Support.

• https://www.health.mil/Military-Health-Topics/Technology/Defense-Medical-Logistics/Defense-Medical-Logistics-Standard-Support

• Medical Logistics Information Technology Resource Center. (n.d.) LogiCole Introduction.

• https://jml149.dmlss.detrick.army.mil/resourcecenter/index.html

• Policy and Guidance: https://community.max.gov/display/DoDExternal/Publications+Library https://chip.health.mil/Home/Index https://www.health.mil/Military-Health-Topics/Technology/Defense-Medical-Logistics/Defense-Medical-Logistics-Standard-Support https://jml149.dmlss.detrick.army.mil/resourcecenter/index.html https://community.max.gov/display/DoDExternal/Publications+Library

Questions?

Industry Day�Operations & Maintenance Program Review

Discussion Points

Problem Statements

Updating Codes and Standards

Goals to Obtain Quality OMPRs

Slide Number 6

Slide Number 7

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

DHA Operations and Maintenance Strategic Leveling Acquisition Plan (SLAP)

Mr. Marvin Hsie & Mr. Freddie Aguilar Date: 22 Aug. 2023 Time: 10:45

Presenter

Mr. Marvin Hsie, FACHE, PMP

DHA O&M Program Manager

Defense Health Agency

San Antonio, TX.

Mr. Hsie Pic Here

UNCLASSIFIED/CUI

Bio Statements As the DHA Operations and Maintenance Program Manager Mr. Hsie provides key leadership and management oversight to the DHA Facility Operations, Operations and Maintenance (O&M) section. He has over 28 years in healthcare operations, project management, information management, and facility management. He possesses a dual Masters Degree in Business Administration and Public Health. He is a Board-Certified Hospital Administrator with the American College of Healthcare Executives, and a certified Project Management Professional.

DHA O&M Contract Cell

• Marvin Hsie, GS, DHA Sr O&M PM marvin.s.hsie.civ@health.mil

• Freddy Aguilar, GS, Deputy O&M PM federico.aguilar9.civ@health.mil

• Mark Kerr, GS, DHA O&M PM mark.a.kerr4.civ@health.mil

• James Blackman, GS, DHA O&M PM james.d.blackman4.civ@health.mil

• Curtis Barr, Technical Analyst curtis.a.barr.ctr@health.mil

• Robert Sachuk, Technical Analyst rsachuk@goldenwolf.com

• Kevin Cox, Technical Analyst kcox@nikasolutions.com

• John Acierno, Technical Analyst john.j.acierno.ctr@health.mil

• Dave Duval, Technical Analyst dduvall@nikasolutions.com

• Charles Prince (RCM) charles.m.prince14.ctr@health.mil

• Brent Condrey (RCM) william.b.Condrey.ctr@army.mil mailto:marvin.s.hsie.civ@health.mil mailto:federico.aguilar9.civ@health.mil mailto:mark.a.kerr4.civ@health.mil mailto:james.d.blackman4.civ@health.mil mailto:curtis.a.barr.ctr@health.mil mailto:rsachuk@goldenwolf.com mailto:kcox@nikasolutions.com mailto:john.j.acierno.ctr@health.mil mailto:dduvall@nikasolutions.com mailto:charles.m.prince14.ctr@health.mil

Goal of DHA O&M Program

• Support DHA O&M Contract initiatives for 300+ MTFs in DHA

• Establish a predictable annual workload for DHA, MTFs, MSTs…and industry partners

MTFs = Military Treatment Center. Ranges from 30K Sq. Ft. – 3M Sq. Ft.

MSTs = Medical Support Team. US Army Corps Engineers (Huntsville, Mobile & Little Rock) and GSA Region 7, Dallas Fort Worth

• Assign a dedicated MST to each MTF for efficiency, familiarity and standardization

Support DHA O&M Contract Initiatives

• There are approximately 300 MTFs in the DHA… 188 sites assigned to MSTs; others assigned to Base/Local Contracting Options

• Scope MTF’s new O&M Contract with Facility Manager Update PWS w/standardized version, established by USACE & DHA Work Group Determine currency of Building List and Real Property Inventory

• Create modifications to existing O&M contract with the MST and Facility Manager

• Participate in Source Selection Boards – Government Only

• Other contract issues:

Raising Ceiling Capacity for Corrective Maintenance:

Sustainment, Restoration & Modernization (SRM) CLINs

Addressing vendor performance issues

Establish a Predictable Workload for 300 MTF’s

• Created DHA Leveling Plan to forecast new contracts schedule for next five years

• Synchronize acquisition milestones for DHA, MTFs, MSTs & industry partners

Dates for Bid Walks, Request for Proposal, Source Selection Board and Contract Award

• Start new solicitation 12 months before end of contract for CONUS sites

• Start new solicitation 18 months before end of contract for OCONUS sites

FY23 FY24 FY25 FY26

Sites w/New Contracts

Assign a Dedicated Medical Support Team (MST) to the Medical Treatment Facility (MTF)

• Creates efficiency, familiarity and standardization…results in better customer service

• Utilize Standardized PWS for O&M and Optional Services

• Apply Standardized CLIN Structure for DHA O&M supported items

Firm Fixed Price – Preventive Maintenance Corrective Maintenance CLINs for SRM requirements packages

• Standardization allows better tracking of historical costs to support strategic enterprise forecasting and budgeting

DHA Operations and Maintenance �Strategic Leveling Acquisition Plan (SLAP)

Presenter

Bio Statements

DHA O&M Contract Cell

Goal of DHA O&M Program

Support DHA O&M Contract Initiatives

Establish a Predictable Workload for 300 MTF’s

Assign a Dedicated Medical Support Team (MST) to the Medical Treatment Facility (MTF)

DHA Industry Day Facilities Operations Branch

Facilities Accreditation and Compliance

22 Aug 2023

CUI Category: PROPIN

• Facilities Accreditation and Compliance Team

• DHA Accreditation Program DHA-PM 6025.13, Vol 5, Clinical Quality Management in the Military Health

System DHA Program Memorandum 4140.01 Accreditation and Certification

Compliance Management for Defense Health, 13 JUN 22

• Contractor Role in the MTF’s The Joint Commission (TJC) Preparation for Survey

Facilities Accreditation and Compliance Team Chief, Facilities Accreditation & Compliance - Maj Ryan Combest

Email: ryan.s.combest.mil@mail.mil Comm: (210) 536-6192

Facilities Accreditation and Compliance - Mr. Steven Middlecamp Email: steven.p.middlecamp.civ@mail.mil Comm: (210) 536-6191

Facilities Education & Compliance - Ms. Tanya Simulick Email: tanya.m.simulick.ctr@mail.mil Comm: (312) 515-9274

Facility Education & Compliance - Mrs. Anne Guglielmo Email: aguglielmo@nikasolutions.com Comm: (708) 253-9496

Best way to contact us: dha.ncr.j-6.mbx.dha-fe-fob-fac-ac@health.mil mailto:ryan.s.combest.mil@mail.mil mailto:steven.p.middlecamp.civ@mail.mil mailto:tanya.m.simulick.ctr@mail.mil mailto:aguglielmo@nikasolutions.com mailto:dha.ncr.j-6.mbx.dha-fe-fob-fac-ac@health.mil

DHA Accreditation Program

• DHA-PM 6025.13, Vol 5, Clinical Quality Management in the Military Health System

DHA ACP Accreditation Assistance Visit (Mock Survey – DHA contractor executed)

DHA FAC Ad hoc Education and Training Visit

The Joint Commission Triennial Survey

• DHA PM 4140.01 Accreditation and Certification Compliance Management for Defense Health, 13 JUN 22

Transition to Life Safety Code 101: 2021

MTF determines timeframe to update edition based timing of Triennial Survey

Contactor Role in MTF TJC Survey

• Keys to a Medical Treatment Facility Survey Success:

TJC Documentation Operations and Maintenance Library Inspection, Testing and Maintenance Infection Prevention / Pre-Construction Risk Assessments (ICRA/PCRA) Interim Life Safety Measures (ILSM)

Performance of Inspection, Testing and Maintenance in accordance with appropriate NFPA code, applicable code and regulations.

Performance Improvement Opportunities Mock Survey

Contactor Role in MTF TJC Survey

• Mock Survey Example:

Summary

• Please have your TJC POC contact us!

• Thank you for supporting MTF TJC Readiness and Their Successful Triennial Survey!

DHA Industry Day�Facilities Operations Branch�Facilities Accreditation and Compliance

Agenda

Facilities Accreditation and Compliance Team

DHA Accreditation Program

Contactor Role in MTF TJC Survey

Contactor Role in MTF TJC Survey

Summary

Funding Thresholds/Board Processes Deep Dive William M. (Matt) Burns

23 August 2023

CUI Category: PROPIN

POC: (210) 317-4626

Interim Chief, SRM DHA Facility Operations Lincoln Center, San Antonio, TX

Presenter

As the Interim Chief of Sustainment, Restoration & Modernization (SRM), Matt Burns provides key leadership and management oversight of the LFSB and FSB corrective maintenance projects within the DHA FOB. He has over 11 years of Facility Management experience and a total of 37 years in military healthcare. He is a graduate of Baylor University where he earned his MHA and is a Fellow in the American College of Healthcare Executives.

Bio Statement

Learning Objectives

1. Identify usual MTF level funding approval

2. Explain funding process for SRM (<$250K) requirements.

- LFSB

- FSB

3. Identify funding process for Work Induction Board (WIB) level validated requirements (>$250K).

4. Explain the funding process for Urgent & Compelling requests

Funding…How to Obtain it…

• Must document why it’s needed…

• Must know when it’s needed…

• Must know who to ask…..

• Must know how to ask…

• Must know when to ask…

LFSB, FSB, WIB…and

Photo Source: whitecloudsecurity.com

Photo Source: Canstockphoto.com

MTF Level Funding

Three types of funding usually at the MTF level

RQ $2,500 and below executed under the contract FFP Some MTFs have > or < amount by contract

RQ below $10,000 approved by COR/FM Parts and Materials approved by COR/FM RPs $10K and above validated by LFSB, FSB, WIB

Example FROID Data Sheet (LFSB, FSB, WIB)

Local Funds Sustainment Board (LFSB) Requirement Package (RP) Process

Lead Validates RP

SRM-PM

Reviews/Submits

RP in FROID MTF creates

IJO/SO

LEAD

approves

IJO/SO

O & M

MTF creates RP in DMLSS

Collaboration

OMEE

Mobile

GSA

BOSC

• Funding available

• Occurs as required

• $10K - $250K*

DHP Facility Funding Type Balance sheet

Facility Sustainment Board (FSB) Requirement Package (RP) Process

Lead ensures Board Ready

**SRM-PM

Submits RP

In FROID

FSB

Board

Rack

Stack

O & M

COE/GSA

project

Local

• Additional funding required

• Occurs last Wednesday/month

• Up to $250K*

Work Induction Board (WIB) RP Process 10• 2 times per year

• > $25OK

• Project Management

Urgent Requirement Submission Form Example

• AD HOC/Out-of Cycle funding approval

The SRM PM submits this form based on the MTF provided information.

O&M and Engineering and Design Chiefs review and approvals/disapproves Urgent requirement.

MTF still enters RP in DMLSS for funding.

Key Takeaways

How MTF requirements are submitted for appropriate funding.

Understand the various funding thresholds, boards and the timeframes they are held.

How the requirement for an Urgent request is submitted.

QUESTIONS?

Interim Chief, SRM william.m.burns12.civ@health.mil

Funding Thresholds/Board Processes Deep Dive

Slide Number 2

Bio Statement

Learning Objectives

Funding…How to Obtain it…

MTF Level Funding

Example FROID Data Sheet (LFSB, FSB, WIB)

Local Funds Sustainment Board (LFSB) �Requirement Package (RP) Process

Facility Sustainment Board (FSB) �Requirement Package (RP) Process

Work Induction Board (WIB) RP Process

Urgent Requirement Submission Form Example

Key Takeaways

QUESTIONS?

.59

“The views, opinions and findings contained in this report are those of the authors(s) and should not be construed as an official Department of the Army position, policy or decision, unless so designated by other official documentation.”

Surveillance

Quality Assurance /

Control

OBJECTIVES

• Describe the methods of surveillance using a class exercise

• Discuss surveillance of contractor performance

PRE-PERFORMANCE PLANS

QUALITY CONTROL (QC) VS. QUALITY ASSURANCE (QA)

– QC is a product of the Contractor functions – The Primary job of QC is to ensure that work done complies with the required Quality Standards.

– QA is a Government oversight function and is a process – The Primary job of QA is to ensure that the Contractor’s QC Plan works effectively.

– Contractor Quality Control Reports are the first place to look for info regarding compliance questions and should address what was checked, what the standard was, and if test results proved it to be in or out of compliance.

– Government QA Reports should identify which QC reports it covers, address what QA actions were taken, what the standard for that action was, and if the it confirmed the QC Reports to be correct or not.

QC is a product; QA is a process Review & Acceptance

PRE-PERFORMANCE PLANS

POST-AWARD KEY ROLES`

Review & Acceptance

QC Inspector Site Specific Safety & Health Officer

Superintendent Property Manager

Assurance Representative

(QAR)

Resident Engineer (RE)

Project Engineer

(PE)

Project Manager

(PM)

Procuring Contracting Officer (PCO)

Industrial Property Manager/Plant Clearance

Contractor Roles Government Roles

MONITOR QUALITY CONTROL (QC)

The primary function of the Quality Assurance (QA) process is to ensure the Contractor’s QC Plan works!

– Contractor required to control and manage the quality of work performed/services provided

– QC Plan outlines the contractor’s process for doing so

– QA should review the contractor’s QC reports to ensure the contractor is monitoring and controlling quality

– Government should NOT be performing quality control in lieu of, or in addition to, what the Contractor said they were going to do in their QC Plan

Oversight

PERFORM SURVEILLANCE OF CONTRACTOR IAW THE

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

The Government will use a QASP and associated checklists developed to perform surveillance of the Contractor’s performance of the work/effort required for the individual Performance Work Statement (PWS) deliverables and/or requirements.

External influences (e.g., mission, personal preferences, etc.) can cause us to direct the Contractor outside the scope without meaning to – be careful to bring any such instances to the Contracting Officer’s attention immediately.

PERFORM SURVEILLANCE IAW THE QASP

The level of surveillance described in the QASP should be commensurate with the dollar value, risk, complexity, and criticality of the services required.

The four elements of Technical Compliance that should always be surveyed are:

Timeliness Safety

– Cost

One other element could include: Management of Subcontractors, if any are used in performance of the effort

INSPECTION OF SERVICES – FAR 52.246-4, 5, 6, OR 7

The Government always has the right to inspect all contract deliverables at anytime prior to acceptance.

Inspections may be announced or unannounced, but they must not unduly delay work, nor must they include directions that would change the terms and conditions of the contract (including price).

The Government also has the right to reject any deliverables that do not meet minimum contract requirements.

INSPECTION/ASSESSMENT METHODS

The Government can monitor contract performance using a variety of inspection methods such as:

– Random or Stratified Sampling

– 100 Percent Inspection – VERY EXPENSIVE!

– Periodic Inspection or Planned Sampling

– User/Customer Feedback

– Trend Analysis

– Third-party audits

Note: The method of surveillance is normally defined in the QASP.

RANDOM OR STRATIFIED SAMPLING

Random Sampling

▪ Statistically based method

▪ Assumes receipt of acceptable performance if a given percentage or number of scheduled assessments is found to be acceptable

▪ Most appropriate method for frequently recurring tasks

▪ Works best when the number of instances is very large and a statistically valid sample can be obtained

Stratified Sampling

▪ method of sampling from a population

▪ by dividing piece of the population into homogeneous subgroups before taking a random sampling of each subgroup

100 PERCENT INSPECTION

Method is too expensive for most cases – thus should not be a proposed method in the QASP unless absolutely required.

All deliverables and services must be physically observed by the inspector.

100% inspection may be used for stringent performance requirements concerning health and safety.

Cost is in labor hours and Dollars

PERIODIC INSPECTION OR PLANNED SAMPLING

Used by the Government to validate the Contractor’s Quality Control System is effectively meeting the Government’s quality and performance requirements. If the Contractor’s QC System is effective, it will identify and correct quality or performance issues as they arise.

Work process outputs are selected in accordance with subjective criteria established in the QASP.

Inspectors can focus their attention on known problem areas when necessary.

USER FEEDBACK

Requires documentation for record:

• Generally, in form of written or telephonic compliments or complaints

Used to supplement other forms of evaluations:

• Random or Stratified Sampling

• Periodic Inspections

PCO/COR must determine VALIDITY of any complaints through investigation of the facts. If valid, COR will document it as a Contractor performance deficiency and provide it to the Contractor for corrective action.

TREND

ANALYSIS

Requires documentation (thru past inspections or assessments)

Build database to store and analyze the data over time

Assess ongoing performance regularly (monthly at a minimum)

Consider contractor-managed metrics

OBJECTIVES SUMMARY

Students should be able to:

• Describe the methods of surveillance

QUESTIONS?

Quality Assurance / Quality Control

OBJECTIVES

Slide Number 3

PRE-PERFORMANCE PLANS

POST-AWARD KEY ROLES`

MONITOR QUALITY CONTROL (QC)

PERFORM SURVEILLANCE OF CONTRACTOR IAW THE QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

PERFORM SURVEILLANCE IAW THE QASP

INSPECTION OF SERVICES – FAR 52.246-4, 5, 6, OR 7

INSPECTION/ASSESSMENT METHODS

RANDOM OR STRATIFIED SAMPLING

100 PERCENT INSPECTION

PERIODIC INSPECTION OR PLANNED SAMPLING

USER FEEDBACK

Slide Number 14

OBJECTIVES SUMMARY

QUESTIONS?

CUICUI

Real Property System Standard (RPSS)

Chris Blum Date 23 Aug 2023

POC: (210) 317-4626

Outline

• Goal and Objective

• RPSS Purpose

• Challenges to Inventory Management

• Best Practices

• Future Outlook

Goal and Objective

Goal: Ensure the RPSS provides key DHA guidance to Facility Management and Industry Partners for operations and maintenance of real property and accountability of personal property

Objective: Leverage Industry Partner's inventory experience and O&M knowledge to improve the RPSS

Purpose of the Real Property System Standard (RPSS)

The Real Property System Standards (RPSS) provides the standard hierarchy and the nomenclature naming convention within UNIFORMAT II for the Defense Health Agency’s real property installed equipment (RPIE) and personal property Facility Management is responsible to maintain in good working order.

Also provides:

• Inventory Guidance to personnel performing a RPIE Survey/Service

• Reliability Centered Maintenance Frequency and Procedures

• Industry Standards for Maintenance Actions (NFPA, UFC, RS Means, etc.)

• Traditional Preventive Maintenance Frequency and Procedures when O&M manuals are NOT available

Challenges to Inventory Management

• Tracking Changes to the RPSS

Version Control of Documents

Recommendation for Additions and/or Deletions

O&M Records = Yes

Acronym changes When is the best time to update?

Best Labeling Practices

For External RPIE

• One label located in the nearest mechanical room top left of doorframe:

Parking Lot Lights Building Lights Bollards Roof Drains

Sprinkler System

• One label per zone or floor Located in the stairwell

Fire and Smoke Barriers

Future Outlook

• RPSS to provide the linkage for a LogiCole and ESMS Builder interface ESMS Builder provides a demand signal for replacement of real property nearing the end of their service life LogiCole is the replacement computer maintenance management system (CMMS) for DMLSS

Feedback

Real Property System Standard (RPSS)

Outline

Goal and Objective

Purpose of the Real Property System Standard (RPSS)

Challenges to Inventory Management

Best Labeling Practices

Future Outlook

Feedback

DHA Water Treatment Program

1) Case Studies and Key Issues

2) Lesson’s Learned

3) Recommendations for Softening Equipment

4) Dental Equipment Recommendation’s

5) Sterile Processing Department (SPD) Equipment

Recommendations and Layout

6) Water Management Plan & ASHRAE 188

7) DHA Policy Guidelines vs. Contractor Guidelines

Who is on the Team

Kelly Mollenkopf PE (FPE/ME) Chief, Engineering and Design

Joey Bass Senior Program Manager

Miro Uhrik Quality Control Specialist

Jaclyn Kiehl Mechanical Engineer/Water SME

Paul Cherry PE (ME) Deputy, Engineering and Design

Alok Kumar PE, EMP Sr. Director, Energy Services

Chris Bosch

VP, IT

Kenneth Cruz Program Manager

Case Studies and Key Issues

Site

Legionella Outbreak

Residual Chlorine

Levels Low after softener

Iron Reducing Bacteria/ Positive

Total Coliform

Reverse Osmosis system is considered a dead leg

Salt Not

NSF

compliant

Zero Hardness

Soft Water System has no Blending

Water quality TDS needs to be between 50-

150ppm

AAMI

TIR34

Complia nt

Water Quality is

Highly Corrosive

Lead Count over the 90th percentile

Long Pipe Run's

Lack of Pipe insulation on Cold Pipes

HW

was 93°F- 111°F

Fort Bliss X X X X X X X X Camp Pendleton X X X X X X X X

Pensacola/ Minot X X

Lessons Learned (Fort Bliss)

• Potable water system showed corrosion due to zero hardness and no proper bypass system installed

• Site did not have a constant chlorine disinfectant residual

• Corrosion inhibitor needed to be installed due to elevated levels of lead in domestic water system

• Not all water quality parameters have been tested

• Operation wastes salt and regenerates each softener before it is exhausted of salt

• Galvanized Pipe fittings were installed

• CSI system was not piped properly

• No operators where properly licensed under TCEQ

• Salt in Brine tank was not NSF compliant

Lessons Learned (Camp Pendleton)

• Water Softening System removed over

50% of free chlorine coming from the water utility

• Long pipe runs that reduce in pipe diameter along route

• The infrequent use of the RO system effectively creates a dead leg

• Legionella was found in low-use taps.

• Lack of pipe insulation on cold pipes

• Hot Water System were found between

93°F and 111 °F

• The CSI system at NHCP was demonstrated to be ineffective in controlling Legionella in the hospital water supply, with 45% of POU taps positive

• POU filtration may be effective at retaining bacteria from water piped to a water tap

Lessons Learned (NAS Pensacola/Minot AFB )

• Sterile Processing Department water not up to AAMI TIR 34 Standard

• Blending TDS level’s must be within

50-150 ppm for certain type of equipment

• Process water must be either “Utility” or “Critical”

• Feedwater Quality is different for Carbon-Steel and Stainless Steam Generators

Potable Water

Condenser Water

(Cooling Towers)

Steam System (Steam Boilers)

Chilled Water System (Chillers)

Heating Hot Water

(Hot Water Boilers)

Heat Pump System (Process Cooling)

Domestic Hot and Cold water, RO/DI (Sterilizer, Dental, Special Medical Use, Plumbing Fixtures (Sink, Toilet, Drinking Fountain

Cooling Tower, Condensers Open Loop.

Make-Up Water System

Steam for Boiler Make-up Water System

Chillers Closed Loop Water

Heating Hot Water Boiler

Process Cooling

Recommendations for Softening Equipment

• Provide a minimum hardness of 51.3 mg/L. Typical softener’s produce water hardness between 0-30 mg/L

• The water softening system must include a hard water bypass and blending system consisting of a proportioning valve and a bypass meter

• Any treatment additives used for potable water should follow NSF certification and approval for use in drinking water

• 10% of cross-linked resin has high performances with a chlorine environment. Few chances are available to break down the beads with chlorine

• When installing Copper/Silver Ionization; Install after softener

Dental Equipment Recommendations

• Dental water purification systems may be direct feed or bottle-fill systems

• A source water bypass should be installed

• Manufacturer’s may recommend any required pre-filters, booster pumps, water storage tanks, and dental water faucets

• A pre-filter is preferred if the source water quality is >250 PPM TDS

Sterile Processing Department (SPD) Equipment Recommendations and Layout

• Will need a softener system if Stainless-Steel Steam Generators are installed in equipment

• If a Large system is required, a recirculating loop must be installed with tank and booster pump that flows at 3 to 5 feet per Second

• Both Large and Small system need bacterial and endotoxin treatment

• Blending Valve must be installed on Reverse Osmosis system that need Total

Dissolved Solid levels between 50-150 ppm

• Small volume system’s have be installed without recirculation loop however must still comply with AAMI TIR34 quality

Typical Layout of Water Treatment System for Critical Water

Water Management Plan & ASHRAE 188 Water Management Plan

• Create a Team

• Map the Water System

• Identify Risk and Create a

Plan

• Develop Standard

Operating Procedures

Monitoring Control Measure Example

DHA Policy Guidelines vs. Contractor Guidelines

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

DHA Water Treatment Program

RCM – COR/Industry Partner Introduction by Brent Condrey & Charles Prince

24 AUG 2023

Introduction

• Brent Condrey – RCM SME

ASNT Level 2A – 2B Level III Vibration Analysis Certifications.

ISO Level II and III Advanced Vibration Analysis Certifications.

ASNT Level I and II Infrared Thermography Certification.

ASNT Level I Mechanical/Airborne Ultrasound Certification.

20+ Years of RCM/PdM experience.

Introduction

• Charles Prince – RCM SME, Mechanical Engineer

ASNT Level 2A Vibration Analysis Certification.

ISO Level II Vibration Analysis Certification.

ANST Level I Infrared Thermography Certification.

ASNT Level 1 Ultrasound Certification.

Certifications in Engineered Sealing Systems, Multi-stage pumps, and

Mechanical Gas Seals for Compressors.

10 years of RCM/PdM Experience.

What is RCM?

• RCM is a methodical process used to determine the best maintenance strategy for the defined system, in its operating context and condition.

• The RCM process uses several different tools to ensure efforts are focused on the right asset, at the right time, in the most efficient manner.

• Criticality Analysis: Scoring system used to determine which assets have the largest impact to the facility, if a failure should occur. To align with Risk Factor conventions 1-6 in the RPSS, the lower the RCM criticality value, the higher the impact to the facility had a failure occurred. The process uses questions from several categories including; safety, health, environmental, spares availability, workaround availability…etc.

• Failure Modes and Effects Analysis (FMEA): identifies each failure mode possible to each component of the defined asset and which mitigation tactics to employ on said component. (PdM/CBM, Run to failure, or PM)

What is RCM?...cont.

• Preventive Maintenance Optimization (PMO): Invasive failure finding tasks which leave the asset out of service for the duration, often cannot detect common failure modes such as bearing spalling, smearing, bearing fluting, lubrication contamination ..etc. Preventive Maintenance Optimization (PMO) replaces, where required, the classic invasive PM tasks with Predictive Maintenance (PdM) tasks outlined during the FMEA (or pulled from historical asset data from similar facilities) * Historically, PM man hours are reduced drastically after PMO implementation.*

• Predictive Maintenance (PdM): Just as a doctor uses an EKG to read heart activity in a patient, PdM tools can read machinery activity with quantifiable results. PdM is mostly performed while the asset is in a running, standard operating state with no interruptions to service. a.k.a. CBM

• Data Trending: Quantifiable data is used for trending machinery condition. Identified corrective tasks are then performed at the correct time, on the correct component.

• Uses quantifiable scientific data to drive corrective maintenance.

Why RCM/CBM?

DHA RCM Contractor Execution

• DHA Way:

O&M Contractor implements RCM as follows:

IAW comprehensive RCM SOP DHA developed.

IAW RPSS database identifying RCM Criticality values, traditional PMs, and

CBM tasks.

DHA provides RPIE inventory identifying equipment to include.

During new contract competitive bidding process, Contractors provide technical approach on how they will accomplish implementation and sustainment.

Actual costs identified on proposal CLINs (base and option years).

Allows DHA to see actual costs/savings over the life of the contract

RCM contracts have been awarded for the following sites

Site TA Fiscal Year Scope Type Status Date

Keesler Bob 2022 New Completed 1/31/2022

BAMC Fort Sam Bob 2022 Existing, Refine Completed 9/30/2022

Wright Patterson Curtis 2023 New Completed 2/1/2023

Walter Reed Bob 2023 New Completed Awarded

RCM will be awarded at the following sites

Eisenhower Army Medical Center, Fort Gordon John/Curtis 2028 New 5/30/2023

5/9/2023New Mobile contract set to end 12/31/2023

Fort Bragg Bob/AOR-4 O&M

TA TBA 2023 Redo Completed 5/9/2023

Balboa Naval Hospital Bob 2023 New Completed 5/9/2023

Ft. Knox Barr/ Prince 2023 Existing, Refine Completed 4/30/2023

Fort Campbell, KY 2023 Existing, Refine 4/14/2023 11/14/2023

Fort Hood 2023 Existing, Refine 5/30/2023 12/31/2023

Weed Army Community Hospital, Fort Irwin 2024 New 7/29/2023 2/29/2024

RCM sites cont.

Fort Polk 2024 Legacy site 7/29/2023 2/29/2024

Fort Riley 2024 New 8/3/2023 3/3/2024

Fort Drum - Guthrie AMC 2024 New 6/15/2023 1/15/2024 Fort Rucker 2024 9/30/2023 4/30/2024

Fort Belvoir Community Hospital, Fort Belvoir 2024 New 6/14/2023 1/14/2024

Scott AFB 2025 New 5/30/2024 12/31/2025 Andrews AFB 2026 New 12/30/2025 7/31/2026 Fort Jackson 2026 New 1/31/2026 8/31/2026 Fort Carson 2026 Refine 12/30/2025 7/31/2026

Fort Leavenworth Ambulatory Center, includes CUP 2026 New 4/30/2025 11/30/2025 Nellis AFB 2026 New 12/30/2025 6/30/2026

Fort Bliss Kevin Cox 2026 New 12/30/2025 6/30/2026

RCM Deliverables

• RPIE verification report – The list of specific RPIE verified to be monitored with CBM technologies.

• PMO gap report – Highlights the changes made during the Preventive Maintenance Optimization process to include work hours reduced by percentage.

• Baseline report – Highlights all defects found during the first pass of CBM testing.

• Monthly reports – Highlight all defects for the month including defects repaired, new defects, and defects awaiting repair.

• Case Studies – Highlight a specific problematic RPIE which had a fault that was repaired and documented using the case study format.

RCM PWS - Implementation Schedule

For implementation of the RCM program, the contractor shall utilize the following schedule.

RCM Phase Required Completion Date

• 1. Complete Verification of RCM-Eligible Equipment On-site contract start (OSCS) + 60 Calendar Days (CD).

• 2. Have RCM qualified/certified personnel available to administer RCM program OSCS + 60 CD.

• 3. Complete Equipment Criticality RPSS Crosswalk OSCS + 90 CD.

• 4. Complete Verification of Baseline Measurement Requirements OSCS + 120 CD.

• 5. Complete Setup of CBM Procedures for RCM eligible equipment OSCS + 120 CD.

• 6. Complete Final Draft of Contractor Implementation Plan for Gov’t Review OSCS + 120 CD.

• 7. Commence AEM Data Collection Period OSCS + 120 CD = Baseline report.

• 8. Complete AEM Data Collection Period OSCS + 485 CD = 12 Monthly Fault Reports.

• 9. Initiate De-Activation of Standard PM Procedures IAW Implementation Plan OSCS + 485 CD.

• 10. Complete De-Activation of Standard PM Procedures IAW Implementation Plan OSCS + 515 CD.

RPIE Verification Report

• List of RPIE which are feasible to monitor IAW the RPSS designated technologies and procedures.

• The RPSS is a single source nomenclature library with PM procedures and CBM tasks associated to each applicable record.

• Field verification will be required to determine which technologies can be applied to each RPIE.

• Lists RPIE which may need modification to monitor with CBM technologies.

PMO Gap Report

• Lists which PM’s have been identified as needing optimization.

• Existing PM’s will be combined with CBM technologies for the first year to satisfy the AEM requirements.

• Once the AEM requirement period is met, existing PM’s can be optimized for improvement by incorporating value added tasks with CBM technologies.

• Identifies reduction in labor hours by removing non-value-added tasks (invasive failure finding tasks).

Baseline Report

• Lists each defect found during the first pass of CBM data collection.

• Provides details such as: Severity of defect, WO#, analysis comments, reason codes, technology, and repair recommendations.

• Report will have defects found using all applicable technologies in a single report.

• Report will have sufficient supporting data associated with each defect (FFT spectra, waveforms, trends, thermal images, ultrasound spectrums/waveforms, oil analysis results, and visible light images depending on technology used for each specific defect). Baseline report

Monthly RCM Metrics Report

Lists:

• Summary of all defects found for the month.

• Summary of all defects repaired for the month.

• Number of defects awaiting repair.

• Quantity of quality checks for the month using the CBM technology which found the defect originally (verifies the RPIE is defect free and below alarm levels after repair).

Case Studies

Fort Benning May

A case study is a highly detailed report of defects repaired or lessons learned with supporting evidence.

RCM Purchase Specifications

• A document providing examples of high reliability equipment configurations and their specifications needed for increased reliability in your facility.

• A great tool for planners to get the most reliable equipment the first time.

• Example – AC Induction motors connected to a VFD:

These require advanced electrostatic grounding protection to the motor shaft for reduction of bearing fluting. All specifications for motor and grounding ring are listed.

DHA Purchase Specs

Procedures and Qualifications

• Procedures and qualification for the DHA RCM program can be found below.

• https://community.max.gov/x/ZKFTYg https://community.max.gov/x/ZKFTYg

Lessons Learned – Keesler AFB

• RCM contractor had past performance in designing and sustaining the original MEDCOM legacy RCM programs.

• Most…