Operations Engineering

• The Operations Flight's objective is to operate, maintain, and repair Air Force facility and infrastructure assets classified as real property or real property installed equipment (RPIE).
• Operations Flights must utilize common reporting tools and procedures to gather data, conduct analysis, and make decisions on operating, maintaining, and repairing assets to maximize mission accomplishment and return on investment (ROI), from an Air Force-wide, risk based perspective.
• Operations Flights provide execution, management, and oversight of facility and infrastructure operations, maintenance and repair, materiel control, work planning, customer service, service contract management, and operations engineering to achieve objectives.
• Operations Flights maintain capability to respond to and eliminate any facility or infrastructure-related emergency condition 24 hours a day.
• Operations Flights conduct all activities in compliance with applicable environmental, fire, and safety laws, codes, and directives as directed.
• CEOE consists of three sections: Requirements & Optimization (CEOER), Service Contracts (CEOES), and Materiel Control (CEOEM).
• CEOE combines customer service and planning with Requirements & Optimization capabilities.
• The CEOE team ensures optimal resource decisions and application of data/knowledge from all Operations Flight shops to AMPs and investment plans.

CEOER

• CEOER shifts the Operations Flight paradigm, proactively focusing on systems performance analysis, resource optimization, and lifecycle requirements planning, along with traditional customer interfacing.
• CEOER achieves this through Work Management and AMP/Sub-AMP management.
• CEOE is the heart of the Operations Flight, essential for work management and materiel acquisition processes.
• The goal is to assist CEOE teams in moving from Basic to Developing capabilities.
• The playbook examines key deliverable processes within CEOE, focusing on Basic and Developing expectations to improve synergistic efforts within CEOE and the squadron in support of the installation mission.
• The model is a guide from an enterprise-wide vantage point, acknowledging the influence of experience, depth, continuity, leadership support, and mission specifics.
• Staff size aids but doesn't guarantee progress, highlighting the fragility of maturing CEOE programs and the need to maintain forward momentum, even with personnel reductions.
• AFCEC may develop benchmarks, KPIs, and reports to measure Operations Flight performance at installations reaching a steady state in TRIRIGA and recommends installations send recommendations for measuring Operations Flight performance to AFCEC.

Operations Flight Resource Realities

• The Operations Flight has become more effective and efficient due to reductions in resources, manpower, and money.
• While bringing capabilities from maintenance to construction, a major role is as 'caretaker' and 'advocate' for existing real property.
• The standup of CEOE ensures efficient lifecycle management of infrastructure assets in a resource-constrained environment through data collection, analysis, and strategic maintenance management, covering Acquisition, Maintenance and repair, Operations, Recapitalization and renewal, and Disposal.
• Operations Flight actively works in all categories with the bulk of the efforts in the middle three areas.
• Facility management can run 60-80% of the total cost of ownership for a facility, emphasizing CEOE's role in maximizing available resources.

Managing Operations Flight Manpower

• CEOE must understand the time (capacity) the Operations Flight has to address requirements, determined in advance for scheduling work and evaluating the estimated rate of return.
• Calculate Deployable Work Hour Balance = 8 hours x C-FTE x AR, where C-FTE is the number of craftsmen Full Time Equivalents and AR is the Availability Rate.
• Example: With 200 craftsmen and a 65% AR, the Deployable Work Hour Balance is 1040 hours.
• The balance must cover emergency work, preventive maintenance, plant operations, and other discretionary requirements.
• CE is shifting focus to proactive systems performance analysis, resource optimization, and lifecycle requirements planning.
• CEOER must gain complete situational awareness of the deployable hour balance, understand why changes are happening, how the changes impact the Operations Flight, proactively manage requirements to the work capacity and examine steps to increase manpower availability.
• Operations Chief/Deputy must know manning authorizations to articulate the impacts of vacant positions as a percent of deployable hours and proactively work to fill vacancies.
• Optimizing Availability Rates (ARs) is one way to increase deployable work hour capacity by scrutinizing and accounting for all indirect time charged.
• CEOE should identify scheduled work up to a year in advance (developing maturity level) to optimize resources, make informed materiel procurement decisions, and influence expectations.
• Scheduling should prioritize Preventive Maintenance (PM) and Plant Ops (PO) over Corrective Maintenance (CM) and enhancement with fixed bills like PM and PO consuming 35-55% of the total monthly maintenance budget and CE spending about 1% of total direct hours on emergencies.
• Schedules should be managed monthly, quarterly, and annually to proactively balance resources against the fixed bills like PM and PO.
• CE-identified work, external customer requirements, and larger facility projects should blended for training.
• The cornerstones of the in-house maintenance investment strategy should be applied and resource availability considered when accepting work to avoid unsolvable backlogs.
• Tracking requirements and work history across classifications provides a strategic picture of CE operations work with executing work in accordance with the Work Priority Implementation Plan and tracking ensures correct resources are applied.

CEOE Deliverables

• Understanding the work balance and the RP/RPIE condition, CEOER can produce and continuously improve five deliverables: CM Analysis and Planning, PM/PO Analysis and Programming, Requirements identification and prioritization through Sub-AMP and AMP processes, Support to CEN on cradle-to-grave contract execution, and Process and issues management.
• These processes focus on executing asset management at every level of the CE Enterprise, answering the following two basic questions: Where is the best place to invest our time and money?, and How do we get the most out of every dollar we spend?
• The deliverables and questions serve as the foundation for CEOE's self-assessment with the remainder of the playbook guiding management actions.
• Guidance and strategies for SMS data collection can be found in the SMS Playbook.

Work Management (CEOER)

• The foundation of CEO Work Management (WM) lies within the Work Prioritization System.
• Responding to infrastructure emergencies is the Operations Flight’s number one priority
• Remaining direct work hours go toward PM, PO, sustainment (CM), and limited enhancement work.
• Work is categorized as 3A/3B/3C, considering safety and mission risks.
• With limited labor-hours, adopt a strategy to minimize maintenance risk and provide rationale to customers if their requirement is delayed.
• Remaining direct hours should be used for in-house enhancement work that aligns with AMP and investment plans.
• This maintenance methodology focuses on maintenance/repair that mitigates emergencies and uses an asset management approach.
• Following the standard process for accepting, prioritizing, executing, and closing work is critical for optimizing resources and feeding accurate information to AMP/Sub-AMP processes.
• The purpose of the WM section of CEOER is to manage requirements and supporting business processes and requirements of the Operations Engineering Element and Facilities Operation and Facilities Sustainment capabilities.

WM Basic Capability

• Compliant with 32, 36, 38, 63, 65 and 91 series AFIs and supporting Playbooks, comprised of the basic requirements needed to comply with Civil Engineering and other agencies’ requirements, and provide adequate management of work requests, assignments for execution, and job completion.
• Weekly:
  • Ensure all non-emergency Service Requests (SR) are put into TRIRIGA by Facility Manager (FM) or craftsman and not taken via telephone (exceptions, no access to TRIRIGA) and confirm only emergency SRs are allowed to be called in (other than exceptions).
  • Confirm shop foremen have reported breakages, leaks, failures to the Geospatial Information System (GIS) manager for updating corresponding asset attribute.
  • Verify CEOER oversees an established standard process to receive, assign and monitor the schedule process by shops for all Work Tasks (WT).
  • CEOE should confirm that an annual budget oversight has been established for the Operations Flight.
• Monthly:
  • Ensure CEOER uses appropriate guidance to validate Service Requests (SR), review shop complete PM Work Tasks (WT) or others with no labor charged, and ensure Facility Managers’ (FM) System Authorization Access Requests (SAAR) for TRIRIGA access were submitted and completed.
  • Confirm FMs are trained, the CEOE schedules a Work Request Review Board (WRRB) meeting at least once a month, coordinate WRRB requirements prior to review, and verify procedures are in place to ensure in-house equipment replacements, e.g., RPIE, are communicated to CEOER to include nameplate information, date installed and warranty documentation.
• Quarterly:
  • Confirm shop foremen have charged labor, returned materiel, uploaded equipment documentation and other actions, prior to and/or immediately following clicking the 'Complete' button in TRIRIGA, to allow CEOER to perform 'Close Out' actions and confirm shop foremen only clicked the 'Complete' button on Work Tasks (WT) (besides Preventive Maintenance (PM) WTs) at the time of completion and not the 'Close' button.
• Annualy:
  • Verify after hours Emergency SR processes are created and followed, ensure a work and materiel management process has been created in case of Computer/Network Outages, and that CEOE direct CEOER and Materiel Control to establish a U-Fix-It Program.

WM Developing Capability

• Programs formalize business processes and requirements found in the Basic Capability with stakeholder involvement.
• Weekly:
  • Ask CEOER for a report for shops verifying labor has been input and to manage the schedule outside TRIRIGA, ensure communication and expectation management is in place, and establish Key Performance Indicators (KPI).
  • CEO has a weekly meeting covering work by priority, scheduled vs actual, man-hour availability, briefing of established Operations Flight KPIs, and special interest items, while CEOE is tracking funds to ensure appropriate oversight to meet budget authority (Anti-Deficiency Act).
  • KPI 95% of customer phone calls are exclusively for emergency requests (TRIRIGA base).
• Monthly:
  • Compare/review schedule requirements pending across CE shops, confirm a Monthly Report of Facility Managers (FM) was run and the FM master list was revalidated monthly based on annual assignment date, and perform actions for Individuals Non-Validated/Validated on Master FM List.
  • Ensure BCE, CEO leadership, CEOE, CEOER, Materiel Control, Service Contracts, Engineering, Environmental, Energy, Real Property, coordination agencies are attending the WRRB and verify CEOER warranty is updated/added to the asset record when equipment is installed or replaced.
• Quarterly:
  • Verify CEOER validated 'Completed' Work Tasks (WT) and performed 'Close Out’ actions on 'Complete' WTs and confirm the Work Priority System is followed.
• Annually:
  • Validate historical 3C priority work to see if there were any small/minor highly repetitive tasks that materiel could be provided to the FM via U-Fix-It program and added to list of available materiel.

WM Matured Capability

• Programs measure against external benchmarks, establish minimum expectations, improve metrics, and provide training.
• Weekly:
  • Validate CEOER established a standard report to ensure labor is being put in the system by the shops and monitor a Key Performance Indicator (KPI) of 99.9%.
• Monthly:
  • Determine if weekly CEO meetings are providing on-target results, ensure CEOER has evaluated the Facility Management Program KPIs, ensure a working relationship with Military Personnel Flight (MPF) to ensure the Facility Management Program is added to base virtual out-processing checklist, ensure program is fluid, and superintendent establishes a Quality Assessment and Evaluation (QAE) function to validate shop and CEOER interactions and monitor a KPI.
  • Only Emergency SRs should be allowed to be called in (besides exceptions, i.e., no access to TRIRIGA).
  • Scheduled vs. Actual Reported Time should be reviewed.
• Quarterly:
  • Superintendent monitors TRIRIGA help desk tickets and confirms CE customer prioritization program exists with KPI: 99.9%.
• Semiannual:
• Verify that risk matrix events have occurred on all assets to determine viability of PM requirements and adjust program based on Return on Investment (ROI) and evaluate if other opportunities have been considered as possible force support to complete mission requirements.
• Annualy:
  • U-Fix-It Program Research must provide and maintain a listing of over-the-counter materiel to FMs, review collective data over past 12 months based on monthly Superintendent QAE of shop and CEOER interaction, determine trends, shortfalls, areas for improvement and corrective actions, and evaluate ROI for establishing/maintaining a high use facility AF1219 like program to better manage high-volume, low-effort tasks to satisfy FM requirements.

Discussion on Elements of the Work Management Job Aid

Section 1: Basic Capability

• Processing SRs via telephone takes exponentially longer than if an FM or craftsman enters it into TRIRIGA to counter the additional time required to manage requirements within TRIRIGA.
• Emphasize during training that only emergency SRs will be called into CE. -If the FM is unsure the SR meets the requirements for an emergency, they should call CE. -CEOER CSU will determine if the call is an emergency or not. -If the call does not qualify as an emergency the FM will be directed to input the requirement into TRIRIGA.
• Craftsman or Sub-Activity Manager should contact the GIS manager to ensure the type of failure is properly documented into the GIS to predictive failures or trends can be generated to identify systemic issues and potential SRM projects.
• Ensure shop foremen are made aware of future requirements and de-conflict workload with PM and other priority WT requirements. Define and inform schedule risk to manage inserts accordingly.
• CEOE must ensure the Operations Flight executes according to the budget and track current status offunds within CEO’s account, who authorized the expense, the purchase request or funding document, and the work task or training requirement.
• AFIs and supporting playbooks, reference guides and other funding resources used to validate incoming SRs must be incorporated in day-to-day business processes. Review real property vs. non-real property, appropriated vs. non-appropriated funded requirements, how to check for duplicate requirements, and filing/system process to check for previously disapproved requirements being resubmitted.
• Work completed with no hours should be scrutinized as this could be interpreted as poor management.
• FMs should not be allowed to call in non-emergencies and should be trained on their roles and responsibilities.
• Based on the volume of ‘new’ facility requirements, the CEOE should facilitate the WRRB for the Operations Flight Commander and coordination should be obtained prior to the facility project being reviewed by the WRRB.
• Review all completed Work Tasks (WT) as a normal Work Management Business as part of the evaluation and identify assets should be tied to the WT by the shop foreman and should be the original asset identified for M&R or replacement.
• Evaluate completed WTs to identify missing labor, materiel not processed, and missing documentation. Shop foremen should perform level review of PM WTs.
• Ensure standard CE Enterprise on after hours Emergency SR response procedures and processes and procedures published in the FM Handbook and briefed during their training.
• Ensure all CE sections have a process to support base customers for extended network/computer outages and during outages, direct the customer to hold non-emergency work until the system is restored.
• The more minor maintenance performed by the FM means fewer backlog items of requirements for the shops and CEOE needs to allow CEOER work with Materiel Control.

Section 2: Developing Capability

• The shops will find it hard to ensure each craftsman’s time was entered and done correctly without a tool.
• Ensure communication and expectation management is in full swing and CE customers are aware of business processes and new TRIRIGA requirements. -Establish KPI of less than 1% of annual direct hours for emergency work.
• CEO (or delegated authority) weekly meetings discuss scheduled and ongoing projects, maintenance KPIs, proposed investment opportunities, and status of scheduling Utility Outages and any that may arise.
• A weekly scheduled allows leadership a chance to discuss inserts into the overall schedule, manage customer expectations and command interest items or requirements and a tool should be developed to see where these inserts affect the overall schedule by shop, note conflicts and manage customer expectations.
• CEOER is tracking funds and reporting those to CEOE; and CEOE briefing CEO and that a periodic report is needed.
• Compare/review schedule requirements pending across CE shops to review where workforce man-hours are expended using KPIs. Backlog of work growing exceeds flight’s capacity of available hours should create KPI. KPI- % of WTs meeting agreed customer commitment date to start work by work priority by both shop and Operations Flight as a whole.
• Create KPIs to evaluate the Facility Management Program and to help hold the program manager, FM and unit commanders accountable and those who are invalid removed. 100% KPIs: Each month contact those with an assignment date of 365+ days ago. 90-95% KPI: Response from FM within 30 days of being contacted. 100% KPI: Validated by second month or FM kicked from the roles and TRIRIGA and new FM letter requested from the respective unit commander.
• The WRRB must be attended by appropriate parties to facilitate a decision on how a particular requirement should be processed and to limit the ability to make a proper, informed decision on a particular requirement.
• The CEOE is ensuring CEOER has updated FM records based on annual revalidation requirements in the Work Management.
• Develop a KPI on the higher-end scale to hold CEOER accountable in identifying new assets as valid parts as part of routine evaluations of KPI of 99.9%, build required asset in TRIRIGA. Associate warranty information to asset and load information into appropriate SMS.
• The Basic capabilities are being performed for initial Basic actions along with Developing capability calls for CEOE to ensure the CEOER section analyzes ‘Complete’ WTs and performs necessary ‘Close Out’ procedures ensuring compliance is enabled and supported by accurate DD1354 capitalization is a critical action for CEOER to accomplish.
• Analysis and data should be made yearly by a dedicated CEOERS yearly to see where theresources can be reallocated and what other means can be used

Section 3: Mature Capability

• Has CEOER utilized/established a standard report to ensure labor is being put in the system by the shops with KPI: 99.9% completeness and accuracy of daily time reporting and first duty day post-topost entry for any weekend/holiday work.
• Has CEOE adjusted available materiel and provide and maintain a listing of over the counter materiel to FMs and others necessary as well ensuring research was performed on the U-Fix-It Program and the materiel used for it was based on research.
• Has evaluation on KPI-ed such for call in emergencies and also has it be validated with a drop because the materiel required was added to the list of available U-Fix-It Program materiel based on research.
• Has CEOE ensured CEOER has evaluated the Facility Management, can you analyze KPIs, are they being met or exceeded?
• The CEOE should see follow where with CEOER’s ensure of MPF-ness to ensure its applicate: Do you have what it takes, Is the plan running at a on-target value?
• How is the WRRB's process: Is it up to date, well oiled, and and has to be properly maintained.

Preventive Maintenance (PM) (CEOER)

• A critical function of CEOER is to manage the PM program in-support of the Operations Flight.
• These responsibilities include inventorying, assessing, validating, balancing, optimizing and scheduling PM ,including contracted asset PM.

PM Basic Capability

• A program at a Basic Capability will be compliant with 32 series AFIs, have a basic inventory of Real Property/Real Property Installed Equipment (RP/RPIE) assets requiring PM, evaluate these assets in the relevant Sustainment Management Systems (SMS), and ensure Preventive Maintenance Task Lists (PMTLs) are available for all assets requiring PM.
• Begin to balance available man-hours within PM requirements, ensure timely updates to TRIRIGA and SMS when changes to RP/RPIE inventories occur, identify PM required materiels, and develop metrics to account for basic PM completion rates.
• Monthly:
  • Verify all PM requirements are completed and loaded into the appropriate SMS for population and interface with TRIRIGA (pre-IOC TRIRIGA only).
  • Verify data integrity between TRIRIGA updates and the appropriate SMS.
  • Review and activate all PM Job Plans and Work Tasks per shop in TRIRIGA (IOC TRIRIGA only).
  • Determine completion percentages of known PM requirements by week/month/year.
• Quarterly:
  • Verify that > 25% of Direct Labor Reporting is dedicated to PM (Work Priority 2A).
  • Verify all assets requiring PM have a corresponding Preventive Maintenance Task List (PMTL).
  • The requirements listed below are also verified quarterly.
  • All Real Property Installed Equipment/Real Property (RPIE/RP) assets that require PM, but do not have a PMTL, have been submitted to the AF Preventive Maintenance (PM) Program Manager.
  • Developed AF-PMTLs that is been used versus RSMeans.
  • Multi-craft/shop PM requirements have occurred and have been synchronized by all shops.
  • Adjust PM program accordingly for facilities/infrastructure that have been/will be demolished.
  • All shop equipment requiring PM, including generators and equipment, have been tied to a pseudo location (ALPHA RPUID, e.g., SHOPTOOL1).
  • Confirm PM required materiel is reviewed, ordered, or on hand, to perform PM throughout the year.
  • CEOER has activated that all of its activated new assets and has gone on to remove all the respective old assets from TRIRIGA and SMS.
• Identify and resolve backlog of asset activation/deactivation requirements to meet proper safety and operational requirements in case of emergency.

PM Developing Capability

• A PM program at a Developing Capability will formalize processes to assess and improve the balancing and optimization of resources available to inventory assessment and development. CEOERs will establish procedures to ensure all mandated life/safety inspections tied to PM schedules are occurring, including any contracted PM support.
• Localized PMTL requirements will be identified and uploaded into job plans; validation of the PM program will occur annually while developing KPIs to assess maintenance history of assets, asset condition, PM to CM ratios and ROI. Stakeholders from CEOER, shops, and Sub-AMP/AMP managers will be involved in PM scheduling.
• Quarterly
• Assess completeness of Real Property Installed Equipment/Real Property (RPIE/RP) assets inventory and verify health and life safety requirements on assets have been for inclusion in the PM Program.
• Ensure that shops prioritize man-hours to perform PM, including for any local supplemental PMTLs.
• Annually -Perform annual PM program validation and Have CEOER developed KPIs in relation to CM versus PM?

PM Matured Capability

• Programs will deliver PM requirements to the installations by maintaining a full RP/RPIE asset inventory and conditionally assessing that inventory. Improved routing between teams will lead to better assessment of materiels that can improve program effectiveness on a long term basis. Cost assessment will be conducted continuously so the proper replacement is on site when needed with a correct program set for delivery.
• Semiannual:
• Verify that risk matrix events have occurred on all assets to determine viability of Preventive Maintenance (PM) requirements and adjust program based on Return on Investment (ROI), Has the PM Program been balanced with PM schedules to account for seasonality, zones, exercises, mission, overlapping PM requirements, and adjusts the requirement across the entire year, and ensure all contracted shop support is in line with PM objectives and reflected in TRIRIGA.
• Annualy:
  • Assess PM routing strategy considering shop, asset and building number to ensure maximum efficiency of man-power.
  • Have plant operations tasks versus PM tasks on plant equipment been finalized.

Elements of PM Job Aid Discussion

Section 1: Basic

Prior to IOC you must ease TRIRIGA of PM requirements for the annual load to be ready.

• Has the data integrity between TRIRIGA updates and the appropriate SMS been verified.This must to ease workflow PM and any major fixes.
• Have all PM Tasks per shop been reviewed and activated: Has all reviews been reviewed, build into Job Plans and activated. What is the completion percentage of known PM requirements by week/month/year to dashboard and track the data at the CEOE level.
• Is 25% or greater of Direct Labor Reporting tied to PM.
• Do all assets requiring PM have a corresponding PMTL associated (TRIRIGA PM). Do all RP/RPIE known assets requiring PM have a PMTL submitted for approval where the installation has any shortfalls.
• Is shop equipment used/tied to a Pseudo location and all multi craft is in correct sync, and do the identified demolish buildings had adjustments for demolition.
• Has all training on the process to activate new assets and remove old assets from TRIRIGA occurred and personnel and processes in place to make similar chages to related SMS tools.
• Ensure no long-term lack with the 2A PM work.
• Ensure the correct standards and the shops are up to par with the required materials.

Section 2: Developing

• Have the health and safety of been assessed in accordance with their PM standards:
• It is vital is to ensure all assets requiring mandated life/safety PM/inspections occur in all shops. Are bases developing local supplemental procedures for use with enterprise wide PMTLs to cover specific needs such as lock-out-tag-out or confined space?

Section 3: Mature

• Have we identified all contracted support areas within our shops, and ensured TRIRIGA is updated to reflect this information?: There is a large portion that relies on this, it gives a baseline and allows the installlation and shop hour avalilabilitty to work in synergy. Have plant operations tasks versus PM tasks on plant equipment been finalized. Has Risk Assessment been implemented on standards for shop, asset and building. Has the PM Program been balanced with PM schedules to account for seasonality, zones, exercises, mission, overlapping PM requirements, and adjust the requirement.

AMP and Sub-AMP

• Processes are fundamental for Asset Management withing the Operations Flight and key to how it operates determining the worst performing assets and the optimal maintenance/replacement strategy.
• AMP and Sub-AMP structure may vary from base to base depending on the infrastructure present and manpower available.
• Sub-AMPs provide a voice for the shops and CEOER to drive strategy.
• These plans track what assets you have, how they are performing, the cost of operating that asset (PM, CM, etc.), and the optimal time to repair, replace or eliminate that asset.
• Typically the manager will be managing the ones found in figure 5-1; Waste/Grounds/Custodial Services is the initial sub AMP Mechanical/HVAC Systems is next Facilities Interior Utility Systems after that Electrical as it goes in line Wastewater/Stormwater to keep the flow as it should Potable/Non-potable Water after that Mechanical Distribution as it ends along Lastly Transportantion Network and Airfield Pavements

AMP and Sub-AMP Basic Capability

• Programs comply with AFI 32-1001 and other 32 series AFIs as well as AFCEC AMP business rules.
• Stand-up and use Sub-AMP management.
• Analyze and prioritize work based on manpower availability, ROI analysis for CM, and PM.
• Monthly:
  • Verify internal shop capacity (man-hours) support identified requirements/direction within corresponding Sub-AMPs.
• Quarterly:
  • Ensure Sub-AMP Working Groups convene, Participate/advocate for Sub-AMP/Activity during AMP and Comprehensive Asset Management Plan (CAMP) Working Groups, Confirm Corrective/Preventive Maintenance (CM/PM) cost (including labor and materiel) is reviewed, and to assist in making operational, maintenance, repair, or replacement decisions, Identify requirements for execution method (R&M etc.), and Confirm a process has been developed to track all requirements to ensure consolidation.
• Semiannual:
  • Update meeting and deliverable timelines to align with Construction Tasking Order (CTO), business rules and Facility Utilization Board to ensure requirements are identified correctly so that they go to the appropriate year.
• Annualy:
  • Ensure requirements that fall below the cut-line, in their execution methods, are captured and transferred to compete for execution in the next FY.

AMP and Sub-AMP Developing Capability

• Programs formalize processes used to conduct analysis of PM and CM.
• CEOER formalizes integration into shop requirements and prioritization.
• CEOE uses the AMP and Sub-AMP structure to drive medium-term funding decisions.
• Integrates of SMS tools into maintenance decision making and plans.
• Monthly:
  • Requirements and Optimization (CEOER) identifies consuming labor for Preventive/Corrective Maintenance (PM/CM), Confirm CEOER and Sub-AMP managers are validating shop priorities, and Coordinate with CEN to ensure requirements align with Sub-AMP direction to meet the mission.
• Quarterly:
  • Sub-AMP Manager provides proof to AMP Manager that all Sub-AMP Investments are coordinated with programming guidance and are included in the AMP/Investment Plan, Sub-AMP Manager coordinates with the AMP Manager to ensure coordination and inclusion, and any issues recorded in TRIRIGA for elevation to leadership and assigned corrective action. -Confirm the PM schedules are analyzed based on system/asset age, mission impact, and Return on Investment (ROI), Ask CEOER to generate CM reports and perform analysis over a set period of time for comparison to shops inputs and SMS work plans,and Verify identified requirements align with future plans.
• Semiannual:
  • Ensure CEOE is providing TRIRIGA/SMS reports for all sub-AMP and AMP managers to outline and align programmed investments for worst performing assets and Validate identified assets with high utility consumption, optimal performance determined and actual performance recognized, so underperforming assets have get well plans developed/executed; the Sub-AMP Manager is responsible for gathering utilities consumption data from the Base Energy Manager.

AMP and Sub-AMP Matured Capability

• Programs integrate plans into daily operational decisions.
• ROI analysis was calculated for most major infrastructure systems.
• Develop 7-year (FYDP+2) maintenance plans.
• Integrate TRIRIGIA, SMS, and other data systems into the AMP structure.
• Programs will also begin to provide training opportunities.
• Monthly:
  • Verify Requirements and Optimization (CEOER) is reviewing and validating the 7-year execution plans (FYDP+2) when new information is available.
• Quarterly:
  • Validate plans have been developed for maintenance and replacement of underperforming assets, Ensure asset health is determined holistically by inputs and data, and Confirm identified requirements have been planned or programmed based on degradation curves.
• Semiannual: Semiannually should be reviewing with plans of long years for success
• Verify Sub-AMP managers have reviewed 7-year plans to ensure identified requirements fall within their optimal time to maximized life cycle of the asset.
• Annualy:
• Perform review of applicate IWIMS/ACES/SMS/TRIRIGA data to maintain inventory with AMPs and Sub-AMPs with officer who is assigned to these tasks.

Elements of AMP and Sub-AMP Job Aid

Section 1: Basic

• Be ready with all available sub amps in the Bamp/Camp meetings and have the correct aligning workflow.
• Make sure to find resource for both labor.
• Ensure the best actionable strategic management of the amps. The working group will be made up of people in the Squadron, Flight, Element and Shop and also made of SME’s and be available to be attend.

Section 2: Developing

• Is the resource found able to work and prioritize for development.
• Make sure Sub-AMP,the SMS is together.
• Have the plans to be effective to both and data to drive down and in shop.

Materiel Control

Materiel Control Basic Capability

• Compliant with 23, 32, 64, 65 and 91 series AFIs and follow guidance from Materiel Control Playbook, maintining awareness withing its refernece and regulation and has basic capabilitys.
• Receiving purchase requests from craftsmen and operating stock, purchase orders, receiving materiel ordered from supply sources, issuing materiel, disposing of materiel.
• Baseline: Determine inventories, How deliveries are made
• Monthly: Is the WRRB active?: is material set in order?
• Quaterly:
• Do PM with shop equipment and success, do actions happen when needed: Is material here and ready when needed
• Semiannually: Is Status of the annual inventory reviewed, also yearly materials discussed as well.
• Annually: Physical Security of the asses
• Review the conditon of the asses: are the shelds in order: can it even be done?
• Review EOY plans for yearly needs

Materiel Control Developing Capability

• Formalize and measure Basic, analyze supplier/perform, conduct/analyze transactions, resolve discrepancies, invoice, WideArea Work Flow (WAWS), managing Levels work with CE and financial.
• Additional selection with the shops can solve equipment and delivery issues.
• It has compliance, respective constraints
• Also has orders that comply with all material wastes
• Monthly: analyze on what shop shop is purchasing, and what time is the shop to pick it up.
• Ensure is sign off and meeting of lists.
• Have a coorperation to meet PM assets, ensure minimum saftey levels, and cancel/complete no longer needed request.
• Create an understanding of 6 and PM.

Materiel Control Matured Capability

• To improve customer service, look for new ways to capitalize.

Chief Of Matrieal will give shop goals

Baseline

Service Contracts Job Aid

• Determine the number of contracts in the program and obtain management information.
• Ask for updates on contractor performance from CEOES.
• Ensure fiscal resources are used and accounted for correctly.
• Properly account for changes to services provided to reimbursable or direct-cite customers.
• Receive update on the number of contracts and management information from CEOES
• Receive update from CEOES on meeting past, current, during the solicitation process

Explore the Operations Flight paradigm shift within Civil Engineering (CE). Understand labor hour management, deployable work hour capacity, and budget allocation for Preventive Maintenance (PM) and Plant Ops (PO). Learn about CEOE deliverables and the Operations Flight's primary objectives as per AFI 32-1001.