Playbook Operations Engineer Chapter 2

Operations Flight Objective and Structure

• Operations Flight's primary objective is to efficiently operate, maintain, and repair Air Force facilities and infrastructure (real property and real property installed equipment).
• They must use standardized reports to gather data, analyze it, and make decisions on operations, maintenance, and repairs to maximize mission success and return on investment from a wide, risk-based perspective.
• This involves executing, managing, and overseeing facility and infrastructure operations, as well as maintenance, repair, materiel control, work planning, customer service, contract management, and operations engineering.
• Operations Flights maintain 24/7 capability for responding to and resolving facility or infrastructure emergencies.
• All actions are compliant with environmental, fire, and safety regulations.

CEOE Structure and Function

• CEOE (Civil Engineering Operations) is organized into three sections: Requirements & Optimization (CEOER), Service Contracts (CEOES), and Materiel Control (CEOEM).
• CEOE combines customer service, planning, and requirements/optimization capabilities.
• CEOE ensures optimal resource allocation and execution across Operations Flight activities, and applies data and knowledge from all shops to Air Mobility Plans (AMPs) and investment strategies.
• CEOE is the central hub for work management and materiel acquisition processes within the Operations Flight.
• Their success directly impacts the effectiveness of the entire Operations Flight.
• The CEOE Performance Maturity Model (based on the Maintenance Excellence Institute's Reliability Pyramid) guides development of Basic to Developing capabilities.

Operations Flight Resource Realities

• Operations Flights are becoming more efficient due to reduced resources in terms of personnel and funding.
• They have broad responsibilities, including maintenance, construction, and as caretakers of existing real property.
• CEOE’s establishment aimed to ensure efficient asset lifecycle management in resource-constrained environments.
• Key areas of Operations Flight work include acquisition, maintenance, operations, recapitalization/renewal, and disposal.
• Facility management encompasses 60-80% of facility total cost of ownership (according to IFMA).

Managing Operations Flight Manpower

• Deployable work hours are calculated by multiplying full-time equivalent craftsmen (C-FTE), average availability rate (AR), and eight hours.
• Operations Flight workload should preemptively account for emergencies, preventive maintenance, and regular operations, in conjunction with discretionary requirements.
• Proactive systems performance analysis, resource optimization, and lifecycle planning are priorities over low-risk maintenance work.
• CEOE should proactively manage requirements to work capacity, considering personnel changes monthly.
• Operations Chief/Deputy is responsible for understanding the authorized manning and impact of unfilled positions.
• High priority should be given to filling vacant military or civilian positions, especially civilian positions with anticipated turnover in less than 3 months.
• Improving availability rate (AR) is a crucial way to increase deployable work hours.

Operations Flight Work Balance and Deliverables

• Operations Flights should schedule work up to a year in advance to optimize resources, procure materials, and manage expectations.

• Preventive Maintenance (PM) and Plant Operations (PO) should be prioritized over Corrective Maintenance (CM) and enhancements.

• Scheduled work needs to accurately balance against fixed costs like PM and PO (which typically consume 35-55% of the monthly maintenance budget).

• CEOE produces five key deliverables:

  • Corrective Maintenance (CM) analysis and planning for in-house and contracted work.
  • Preventive Maintenance (PM) and Plant Operations (PO) analysis and programing based on risk management.
  • Requirements identification and prioritization through standard processes.
  • Support to Civil Engineering Network (CEN) on contract execution.
  • Process and issue management for specific systems.

• These deliverables are intended to provide guidance in resource optimization and cost effectiveness for the Air Force Civil Engineers in all asset management.