Operations Engineering Chapter 4

CEOER PM Program Management

• CEOER manages the Preventive Maintenance (PM) program supporting Operations Flight
• Responsibilities include inventorying, assessing, validating, balancing, optimizing, and scheduling PM across all shops, including contracted asset PM
• Job Aids are provided in Appendix C for achieving various Capability Levels

PM Basic Capability

• Compliant with 32 series AFIs
• Inventory of Real Property/Real Property Installed Equipment (RP/RPIE) assets requiring PM, evaluated in Sustainment Management Systems (SMS)
• Preventive Maintenance Task Lists (PMTLs) available for all PM-requiring assets
• Balance available man-hours with PM requirements
• Timely updates to TRIRIGA and SMS for inventory changes
• Identify and obtain PM-required materiel
• Metrics developed for basic PM completion rates
• Monthly tasks: Verify all PM requirements are completed and loaded into SMS for TRIRIGA interface, verify data integrity, review/activate PM Job Plans and Work Tasks in TRIRIGA, and determine PM completion percentage
• Quarterly tasks: Verify >25% of direct labor reporting is dedicated to PM, verify all PM-requiring assets have PMTLs, verify those without PMTLs are submitted to AF PM Program Manager, verify AF-PMTL usage versus RSMeans, verify multi-craft/shop PM synchronization, adjust PM for demolished facilities/infrastructure, verify all shop equipment PM is tied to a pseudo location, and confirm PM materiel is available
• Additional tasks: Confirm CEOER activates/removes assets from TRIRIGA, and identify/resolve asset activation/deactivation backlog

PM Developing Capability

• Formalized processes for assessing and improving resource balancing and optimization for PM schedules
• Ensure all mandated life/safety inspections tied to PM schedules are performed, including contracted support
• Identification and upload of localized PMTL requirements into job plans
• Annual validation of the PM program
• KPIs developed to assess maintenance history (asset condition, PM/CM ratios, ROI)
• Stakeholder involvement (CEOER, shops, Sub-AMP/AMP managers) to enhance PM program objectives
• Quarterly tasks: Assess completeness of RPIE/RP asset inventory, verify health & safety requirements, confirm shops prioritize man-hours for PM, and confirm local supplemental PMTLs
• Annual tasks: Perform annual PM program validation, develop KPIs for CM/PM ratios

PM Matured Capability

• Measure program against internal/external benchmarks (private sector, AF, other DoD installations)
• Maintain full RP/RPIE asset inventory, and conditionally assess the inventory
• Ensure the PM program remains balanced and optimized considering resources and asset condition
• Identify and implement improvements in routing, multi-craft PM, and predictive materiel
• Reliability-focused PM program; life-cycle cost assessment enabling requirements-based decision-making
• Continuous measurement and improvement for repair vs. replace decisions, with sufficient lead time for facility projects
• Semi-annual tasks: Verify risk matrix events (viability of PM requirements), and ensure the PM Program is balanced considering seasonality, zones, exercises, mission, overlapping PM requirements
• Annual tasks: Ensure contracted shop support aligns with PM objectives, assess PM routing strategy for maximum efficiency and finalize plant operations/PM tasks

PM Job Aid Discussion

• Section 1: Basic - Focuses on initial TRIRIGA implementation and data integrity, completion percentage of PM, and shop involvement
• Section 2: Developing - Emphasizes developing asset inventory, health & safety requirements, man-hour prioritization for PM, and validation of the PM program. Ensuring all local shortfalls are addressed in the PMTLs
• Section 3: Mature - Emphasizes risk matrix analysis of PM frequency for each asset, balancing PM across the year considering seasonality, zones, exercises, missions, and overlapping PM requirements, and the need to ensure contracted shop support is reflected in TRIRIGA for accurate PM history and cost tracking, and delineation of plant operations tasks from PM tasks.