AMP and Sub-AMP Structure and Processes
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What is the primary role of AMP and Sub-AMP processes within the Operations Flight?

  • To manage budgets and financial resources solely
  • To perform Asset Management and optimize maintenance strategies (correct)
  • To determine the optimal performance of personnel only
  • To track only the physical assets without performance metrics

    • Which of the following is a direct responsibility of Sub-AMPs?

  • Providing structural engineering specifications
  • Analyzing advanced financial structures beyond basic ROI
  • Managing only electrical utility systems
  • Driving operations, maintenance, and re-capitalization strategies (correct)

    • What must units ensure as part of maintaining a Basic Capability in AMP and Sub-AMP programs?

  • They follow complex international engineering standards
  • They convene Sub-AMP Working Groups regularly (correct)
  • They eliminate any use of performance metrics
  • They require extensive financial investments

    • Which of the following actions is part of the monthly tasks for Basic Capability?

    <p>Verifying internal shop capacity to support Sub-AMP requirements (C)</p> Signup and view all the answers

    What does the tracking of assets in a Sub-AMP program aim to optimize?

    <p>Resource efficiency and effective execution of the mission (A)</p> Signup and view all the answers

    Which aspect is NOT typically managed under the AMP and Sub-AMP structure?

    <p>Detailed background checks of personnel (C)</p> Signup and view all the answers

    What factor can influence the variation of AMP and Sub-AMP structures between different bases?

    <p>The infrastructure present and manpower available (B)</p> Signup and view all the answers

    What is necessary for a unit to establish under Basic Capability according to AMP management?

    <p>A CEOER section to oversee operations (D)</p> Signup and view all the answers

    What is essential for effective planning of an HVAC replacement in a facility?

    <p>Assessing how current requirements impact future needs is crucial. (D)</p> Signup and view all the answers

    Who gathers utility consumption data from the Base Energy Manager?

    <p>Sub-AMP Manager (D)</p> Signup and view all the answers

    What is the primary objective of developing 7-year maintenance/replacement plans?

    <p>To establish predictive maintenance capabilities. (B)</p> Signup and view all the answers

    What should be reviewed by Sub-AMP managers to ensure timely asset replacement?

    <p>7-year maintenance plans aligning with optimal replacement timing. (A)</p> Signup and view all the answers

    Which tool is used to determine the most cost-effective solutions in asset management?

    <p>Project Savings Calculator. (D)</p> Signup and view all the answers

    What type of data should be integrated to determine asset health holistically?

    <p>Holistic integration of shop inputs, maintenance history, and SMS data. (B)</p> Signup and view all the answers

    What is an identified consequence of not aligning maintenance and SMS data?

    <p>Discrepancies in asset inventory accuracy. (D)</p> Signup and view all the answers

    What foundational element drives Operations Flight for years according to the document?

    <p>Detailed 7-year maintenance plans. (C)</p> Signup and view all the answers

    What types of systems may require manual correction of data files?

    <p>Multiple IT systems including IWIMS, ACES, and TRIRIGA. (B)</p> Signup and view all the answers

    What funding decisions will be influenced by accurate data reflected in TRIRIGA and SMS?

    <p>Enterprise-wide funding and investment decisions. (C)</p> Signup and view all the answers

    What is the primary goal of the AMP and Sub-AMP processes?

    <p>To reduce resources to ad hoc or customer requirements (B)</p> Signup and view all the answers

    How often should the Sub-AMP Working Group meet at a minimum?

    <p>Quarterly (A)</p> Signup and view all the answers

    Who is responsible for scheduling the quarterly Sub-AMP Working Group meeting?

    <p>The Sub-AMP Manager (B)</p> Signup and view all the answers

    What should be considered when reviewing CM costs?

    <p>Impact on operational decisions and justification of asset continuation (C)</p> Signup and view all the answers

    Which analysis is suggested for large maintenance actions?

    <p>Return on Investment analysis (D)</p> Signup and view all the answers

    What is crucial in today's funding environment regarding requirements?

    <p>Correct identification of requirements for execution methods (A)</p> Signup and view all the answers

    Which information flow is essential in Operations Activity Management?

    <p>From the Integrate and Synchronize Operations Flight to the BAMP/CAMP (A)</p> Signup and view all the answers

    What should CEOER validate regarding shop priorities?

    <p>Shop priorities should reflect current investment plans and priorities (C)</p> Signup and view all the answers

    How does the Sub-AMP Manager ensure all Sub-AMP investments align?

    <p>By coordinating with the AMP Manager and programming guidance (D)</p> Signup and view all the answers

    What does CEOER generate to assist in the assessment of shop inputs?

    <p>CM reports and performance analysis (B)</p> Signup and view all the answers

    What is an important factor in determining future funding for maintenance and repair?

    <p>SMS data alignment with maintenance plans (C)</p> Signup and view all the answers

    What is the purpose of tracking warranties in maintenance planning?

    <p>To avoid affecting maintenance requirements of facilities (D)</p> Signup and view all the answers

    What is necessary to ensure Operations AMP requirements are correctly identified?

    <p>Consistent updates to meeting and deliverable timelines (B)</p> Signup and view all the answers

    Why is it essential to have a method to track all requirements?

    <p>To consolidate and de-conflict similar requirements (B)</p> Signup and view all the answers

    What is the purpose of validating Corrective Maintenance (CM) costs in operational decisions?

    <p>To assist in making maintenance and replacement decisions. (C)</p> Signup and view all the answers

    What type of reports should CEOER generate to support maintenance decisions?

    <p>Corrective Maintenance reports. (D)</p> Signup and view all the answers

    How should the identified requirements be planned for execution?

    <p>To ensure optimal timing for maintenance and replacements. (C)</p> Signup and view all the answers

    What is an expected outcome of the Matured Capability phase?

    <p>Comprehensive training opportunities for staff. (C)</p> Signup and view all the answers

    What role does TRIRIGA play in maintenance planning?

    <p>It assists in tracking asset maintenance history. (C)</p> Signup and view all the answers

    What should be analyzed to ensure the efficiency of Preventive Maintenance (PM) schedules?

    <p>Mission impact and Return on Investment. (D)</p> Signup and view all the answers

    What is one responsibility of the Sub-AMP Manager during the Developing Capability phase?

    <p>They provide proof of coordination with AMP guidelines. (D)</p> Signup and view all the answers

    How frequently should the Sub-AMP Manager review the 7-year execution plans?

    <p>Quarterly. (A)</p> Signup and view all the answers

    What are Sub-AMP programs expected to begin integrating into daily operations?

    <p>AMP and Sub-AMP funding plans. (C)</p> Signup and view all the answers

    What should be done if underperforming assets are identified?

    <p>Get well plans should be developed and executed. (B)</p> Signup and view all the answers

    What approach should be taken for asset health assessment during the Matured Capability phase?

    <p>Holistic assessment incorporating various data sources is needed. (C)</p> Signup and view all the answers

    What should be included in the process for tracking requirements?

    <p>Consolidation where feasible and de-confliction. (D)</p> Signup and view all the answers

    What is a critical component of establishing a Developing Capability?

    <p>Formalizing in-depth analysis of PM and CM. (B)</p> Signup and view all the answers

    How are requirements for execution methods identified?

    <p>Through a collaborative review with Sub-AMP teams. (C)</p> Signup and view all the answers

    Study Notes

    AMP and Sub-AMP Structure

    • Operations Engineering manages AMPs and Sub-AMPs.
    • AMP/Sub-AMP structures vary by base, based on infrastructure and manpower.
    • Detailed descriptions of AMPs and Sub-AMPs are in Appendix D.
    • Contact information for AFCEC Sub-AMP Managers is provided.

    AMP and Sub-AMP Processes

    • AMPs and Sub-AMPs form the foundation of asset management within the Operations Flight.
    • They guide the CE Enterprise in finding underperforming assets and optimal maintenance/replacement strategies.
    • Sub-AMPs act as a voice for shops and CEOER to drive operations, maintenance, and re-capitalization strategies.
    • Sub-AMPs focus on tracking assets, performance, operating costs (PM, CM), and optimal timing for repairs, replacements, or eliminations.
    • A job aid helps in understanding different capability levels.

    AMP and Sub-AMP Basic Capability

    • Basic capability programs adhere to AFI 32-1001 and AFCEC AMP business rules.
    • Units establish a CEOER section.
    • Sub-AMP management processes for analyzing/prioritizing work are used, considering manpower and basic ROI for CM and PM.
    • Monthly tasks include verifying shop capacity to support Sub-AMP requirements.
    • Quarterly tasks include ensuring Sub-AMP Working Group meetings and participation in AMP and CAMP Working Groups.
    • Semi-annual tasks include updating timelines to align with Construction Tasking Orders and Facility Utilization Board rules.
    • Annual tasks include capturing requirements below the execution cut-off to be considered for the next fiscal year.

    AMP and Sub-AMP Developing Capability

    • Developing capability programs formalize PM and CM analysis.
    • CEOER integrates into shop requirements/prioritization.
    • AMP and Sub-AMP structure guides medium-term (12-24 months) funding decisions.
    • SMS tools integration into maintenance decision-making.
    • Monthly tasks include identifying assets with highest PM/CM labor consumption.
    • Quarterly tasks include validating shop priorities with the investment plans and ensuring requirements align with Sub-AMP direction and the mission.
    • Semi-annual tasks include generating TRIRIGA/SMS reports on programmed investments for underperforming assets and validating the assets with highest utility consumption to align to determined optimal performance.
    • Additional quarterly tasks include confirming PM schedules based on asset age, mission impact, and ROI; and verifying identified requirements align with future plans (demos, ADPs).

    AMP and Sub-AMP Matured Capability

    • Mature programs integrate AMP and Sub-AMP plans into daily operations.
    • Full ROI analysis for major infrastructure systems.
    • Complete 7-year maintenance plans are established.
    • TRIRIGA, SMS, and other data systems are integrated.
    • Predictive maintenance becomes standard practice.
    • Training opportunities are offered to correct deficiencies or improve programs based on findings from Basic and Developing phases.
    • Monthly tasks include confirming 7-year plans reviews/validation and requirement checks.
    • Quarterly tasks include confirming 7-year maintenance/replacement plans, determining holistic asset health and identifying any data discrepancies.
    • Semi-annual tasks ensure Sub-AMP managers have reviewed 7-year plans and requirements fall within optimal asset replacement periods.
    • Annual tasks include reviewing applicable data (IWIMS, ACES, SMS, TRIRIGA) to maintain accurate asset inventory.
    • RPO coordination for asset/documentation review and reconciliation between systems.
    • The Project Savings Calculator is used to determine cost-effective solutions.

    AMP and Sub-AMP Job Aid - Basic Capability

    • Understand internal shop capacity and requirements within Sub-AMPs.
    • Ensure Sub-AMP Working Groups are convened.
    • Participate in AMP and CAMP Working Groups.
    • Review CM costs for maintenance/replacement decisions.
    • Review PM costs for maintenance/replacement decisions.
    • Identify appropriate methods for executing requirements (R&M, sustainment, in-house, SABER).
    • Track requirements to consolidate and avoid conflicts.
    • Update timelines to align with IPL/CTO and Facility Utilization Board.
    • Capture non-executed requirements for the next fiscal year.

    AMP and Sub-AMP Job Aid - Developing Capability

    • Identify assets consuming the most PM/CM labor.
    • Validate shop priorities with investment plans and priorities.
    • Coordinate requirements with CEN to support mission requirements.
    • Ensure Sub-AMP investments align with programming and AMP/investment plans.
    • Ensure recorded issues are assigned corrective action plans.
    • Generate and analyze CM reports for comparison.
    • Analyze PM schedules based on age, impact, and ROI.
    • Identify requirements alignment with future plans (demos, ADPs).
    • Provide TRIRIGA/SMS reports for programmed investments on underperforming assets.
    • Identify assets with high utility consumption, determining optimal performance versus actual performance, and develop get-well plans for underperforming assets.

    AMP and Sub-AMP Job Aid - Mature Capability

    • Develop 7-year maintenance/replacement plans for underperforming assets.
    • Ensure holistic asset health by combining shop input, formal maintenance history, and SMS data.
    • Review 7-year plans to ensure requirements align with asset replacement periods.
    • Review relevant data (IWIMS, ACES, SMS, TRIRIGA) for accurate inventory.
    • Coordinate with RPO for asset/documentation reviews.

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    Description

    This quiz covers the structure and processes related to AMPs and Sub-AMPs in Operations Engineering. You will learn about their role in asset management, performance tracking, and maintenance strategies. Understanding these components is essential for optimizing operational efficiency in the CE Enterprise.

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