Operations Engineering chapter 5

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.