Operations Engineering Chapter 3

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Questions and Answers

What is the key performance indicator (KPI) for the Superintendent's Quality Assessment and Evaluation (QAE) function?

  • Not Specified
  • 99.9% Semi-Annual
  • 99.9% Quarterly (correct)
  • 99.9% Annually

What is the objective of the "U-Fix-It Program"?

  • To determine the return on investment (ROI) for various facility management programs
  • To analyze and monitor trends, shortfalls, and areas for improvement in facility management
  • To identify and eliminate high-use facility AF1219 like programs
  • To research, provide, and maintain a listing of over-the-counter materiel for FMs (correct)

Which of the following is NOT a reason for ensuring that only emergency Service Requests (SRs) are called in?

  • To reduce workload on CE personnel due to CE Transformation requirements
  • To minimize time spent on managing requirements within TRIRIGA
  • To ensure that non-emergency SRs are entered into TRIRIGA for efficient processing
  • To allow CEOER CSU to prioritize workloads and better manage resources (correct)

Why should SRs be documented or recorded into the corresponding GIS layer?

<p>To help identify potential systemic issues and predict future failures based on trends (A)</p> Signup and view all the answers

What is the purpose of the Work Request Review Board (WRRB)?

<p>To ensure that non-CE requirements or other non-essential work do not flow directly to shops (D)</p> Signup and view all the answers

How does CEOE ensure the Operations Flight executes according to their budget?

<p>By establishing a standard annual budget oversight process for the Operations Flight (D)</p> Signup and view all the answers

What information should be documented for each expense tracked by the Operations Flight?

<p>All of the above (D)</p> Signup and view all the answers

What is the purpose of CEOER CSU validating SRs?

<p>To ensure that SRs are legally supported by Operations Flight appropriated resources (C)</p> Signup and view all the answers

What is the established KPI for emergency work in terms of annual direct hours?

<p>&lt; 1% of annual direct hours (D)</p> Signup and view all the answers

What are the three key areas that CEOER CSU must be well-versed in to ensure they do not allow non-CE requirements or other non-essential work to flow directly to the shops?

<p>Real Property vs. Non-Real Property, Appropriated vs. Non-Appropriated funded requirements, How to check for duplicate requirements (B)</p> Signup and view all the answers

What is the primary purpose of holding weekly meetings with the CEO (or delegated authority)?

<p>To coordinate scheduled work tasks and de-conflict requirements. (C)</p> Signup and view all the answers

What is the primary reason for ensuring that all non-emergency Service Requests (SRs) are being placed into TRIRIGA?

<p>To minimize time spent on managing requirements and improve processing efficiency (A)</p> Signup and view all the answers

Why is it important to discuss larger projects amongst leadership?

<p>To help the Operations Flight Commander defend labor hours against other priorities. (C)</p> Signup and view all the answers

What is a key consideration for determining the viability of Preventive Maintenance (PM) requirements?

<p>The return on investment (ROI) for performing the PM tasks (A)</p> Signup and view all the answers

What is the proposed role of CEOER in identifying areas of improvement and potential investment opportunities?

<p>CEOER should identify these opportunities through data analysis and metrics. (B)</p> Signup and view all the answers

What is the purpose of the "Top-10" prioritization program?

<p>To allocate resources to the most critical CE requirements (D)</p> Signup and view all the answers

What are the potential negative effects of utility outages on CE operations?

<p>All of the above. (D)</p> Signup and view all the answers

What are some examples of possible force support options to help complete facility management mission requirements?

<p>Overhires, Air Reserve Component (ARC), overtime, 1219 Program, contracts (D)</p> Signup and view all the answers

What is the intended purpose of using TRIRIGA live reports for the weekly meetings?

<p>To reduce reliance on multiple, overlapping management systems. (B)</p> Signup and view all the answers

What is the primary objective of the Operations Flight workload management?

<p>To allocate resources effectively and efficiently to address facility requirements (C)</p> Signup and view all the answers

What specific budgeting concern does TRIRIGA lack compared to legacy IWIMS?

<p>TRIRIGA does not have the ability to alert users when funding reaches a threshold. (C)</p> Signup and view all the answers

What is the primary function of the CEOER CSU?

<p>To validate SRs and ensure they are legally supported by appropriated resources (D)</p> Signup and view all the answers

What is the purpose of CEOER evaluating schedule requirements pending across CE shops?

<p>To identify any potential conflicts between different work tasks. (D)</p> Signup and view all the answers

Why is it important to have a working relationship with the Military Personnel Flight (MPF)?

<p>To ensure that the Facility Management Program is added to the base virtual out-processing checklist (C)</p> Signup and view all the answers

What KPI is used to evaluate the number of WTs closed with no hours?

<p>The number of WTs closed with no hours is a direct measure of inefficiency. (A)</p> Signup and view all the answers

What KPI is used to evaluate the percentage of WTs meeting agreed customer commitment dates?

<p>% of WTs meeting agreed customer commitment date to start work by work priority by both shop and Operations Flight as a whole. (D)</p> Signup and view all the answers

What is CEOER's responsibility in regards to the Monthly Report of FMs?

<p>CEOER should ensure that the Monthly Report of FMs is processed and revalidated. (A)</p> Signup and view all the answers

What is the purpose of the WRRB?

<p>To streamline the review and final decision on CE requirements. (A)</p> Signup and view all the answers

What is CEOER's role in updating warranty data in TRIRIGA?

<p>CEOER is responsible for updating warranty data in TRIRIGA during the evaluation of completed WTs. (D)</p> Signup and view all the answers

What specific element is crucial for new assets requiring preventive maintenance (PM)?

<p>The asset's warranty date and PM schedule. (B)</p> Signup and view all the answers

Who are the parties expected to attend the WRRB, besides CEOE and CEOER?

<p>Materiel Control, Service Contracts, Engineering, Environmental, Energy, Real Property, and coordination agencies. (B)</p> Signup and view all the answers

Which of the following is NOT a primary priority for CEO Work Management?

<p>Prioritizing enhancement work over essential maintenance (A)</p> Signup and view all the answers

According to the document, what is the primary purpose of the CEO Work Management section?

<p>To manage requirements and business processes related to Operations Engineering (E)</p> Signup and view all the answers

What is the significance of the Work Prioritization System in CEO Work Management?

<p>It establishes the overall foundation for work management within the organization (E)</p> Signup and view all the answers

What is the most important factor to consider when categorizing work as 3A/3B/3C?

<p>Safety and mission risks (B)</p> Signup and view all the answers

What is the primary objective of the maintenance risk methodology used in CEO Work Management?

<p>To identify and prioritize work that mitigates emergencies (C)</p> Signup and view all the answers

What is the significance of following the standard process for accepting, prioritizing, executing, and closing work?

<p>It optimizes resource utilization and provides accurate data for AMP/Sub-AMP processes (C)</p> Signup and view all the answers

Which of the following is NOT a key factor in determining the level of CEO Work Management capability?

<p>Utilization of specialized software tools (C)</p> Signup and view all the answers

What is the primary source of information regarding PM (Preventative Maintenance) details?

<p>Chapter 4 (D)</p> Signup and view all the answers

What is the primary objective to ensure that TRIRIGA Help Desk tickets are not re-opened?

<p>To have all required ‘Close Out’ actions performed before closing a WT (B)</p> Signup and view all the answers

What is the KPI (Key Performance Indicator) used to evaluate the effectiveness of WT completion?

<p>99.9% of records completed without getting FAS tickets (B)</p> Signup and view all the answers

Which of the following is NOT a suggested solution to address the limited resources available within the CE organization?

<p>Increase the number of personnel within the CE organization (B)</p> Signup and view all the answers

What function does the AF Form 1219 serve in managing mission requirements?

<p>It is used exclusively to capture a list of requirements from high-use facilities. (B)</p> Signup and view all the answers

Based on the provided information, what are the primary factors considered when evaluating shop-based WT responsiveness?

<p>Availability of resources and commitment times (A)</p> Signup and view all the answers

What is the purpose of reviewing collective data over the last 12-month period based on Monthly Superintendent QAE of shop and CEOER interaction?

<p>To identify trends and shortfalls in WT completion and implementation (D)</p> Signup and view all the answers

What is the primary concern addressed by the passage regarding customer requirements?

<p>The excessive amount of requirements submitted by CE customers (A)</p> Signup and view all the answers

Which of the following is NOT a factor evaluated when considering alternative programs to address backlogged CM work?

<p>TRIRIGA Help Desk tickets (C)</p> Signup and view all the answers

At what level of capability are Facility Managers trained?

<p>Developing (B)</p> Signup and view all the answers

Which type of work task should be given priority over others, according to the information provided?

<p>3A (B)</p> Signup and view all the answers

What information should be included when reporting equipment replacements to the CEOER?

<p>Date installed, nameplate information, and warranty documentation (B)</p> Signup and view all the answers

What level of capability requires the validation of historical 3C priority work to identify potential tasks for the U-Fix-It program?

<p>Developing (B)</p> Signup and view all the answers

What KPI should be established to track the effectiveness of the U-Fix-It program?

<p>Number of U-Fix-It kits distributed to Facility Managers (A)</p> Signup and view all the answers

What action should be taken if a Facility Manager is no longer validated on the Master FM List?

<p>Remove the member from TRIRIGA and request a replacement from the unit commander via memo (C)</p> Signup and view all the answers

How often should the Work Request Review Board (WRRB) meet?

<p>Monthly (C)</p> Signup and view all the answers

What action should be taken for completed Work Tasks (WTs) at the Basic Capability level?

<p>CEOER verifies and performs 'Close Out' actions on completed 'Complete' WTs (A)</p> Signup and view all the answers

What report should the CEOER provide to shops at the Developing Capability level?

<p>A report verifying labor input and schedule management outside of TRIRIGA (A)</p> Signup and view all the answers

What are the expected outcomes of the weekly CEO meetings at the Developing Capability level?

<p>To track the progress of ongoing projects and address any issues or concerns (C)</p> Signup and view all the answers

At which level of capability is there a focus on establishing minimum expectations and providing areas of improvement for the WM program?

<p>Matured (C)</p> Signup and view all the answers

What action should be taken if a shop foreman clicks the 'Close' button in TRIRIGA on a Work Task (WT) instead of the 'Complete' button?

<p>Reopen the WT and have the foreman click the 'Complete' button (A)</p> Signup and view all the answers

Which of the following is NOT a responsibility of the CEOER?

<p>Assigning budget oversight to the Operations Flight (A)</p> Signup and view all the answers

At which level of capability is the focus on providing training opportunities to address program deficiencies identified in prior phases?

<p>Matured (C)</p> Signup and view all the answers

Which of these is NOT considered a coordination agency for the WRRB?

<p>Operations Flight (D)</p> Signup and view all the answers

What is the purpose of the U-Fix-It program?

<p>To provide basic repair supplies and tools to Facility Managers for minor repairs (D)</p> Signup and view all the answers

Which of the following is NOT a reason why excessive PM work tasks completed with no labor could indicate problems?

<p>The shop may be intentionally avoiding PM work due to a lack of resources. (B)</p> Signup and view all the answers

What are the responsibilities of Facility Managers (FMs) as outlined in the text?

<p>FMs are responsible for performing minor maintenance and repair tasks. (D)</p> Signup and view all the answers

What is a potential indicator of a backlog of maintenance work?

<p>Shops completing corrective maintenance WTs with no time logged. (B)</p> Signup and view all the answers

Why is it important for shops to document added and/or removed assets during work tasks?

<p>To ensure accurate records in SMS and TRIRIGA. (B)</p> Signup and view all the answers

What should CEOER do after a shop completes a Work Task (WT)?

<p>Verify that all required actions, including labor charging, materiel return, and documentation upload, are complete. (D)</p> Signup and view all the answers

Who is responsible for creating and publishing the local policy for after-hours Emergency SR responses?

<p>Operations Flight Commander (D)</p> Signup and view all the answers

What is the PRIMARY purpose of the U-Fix-It program?

<p>To reduce the workload of the shops by allowing FMs to perform some tasks. (C)</p> Signup and view all the answers

What is the significance of the TRIRIGA system in the text?

<p>TRIRIGA is used to store and manage facility data, including asset information and maintenance records. (B)</p> Signup and view all the answers

What is the role of AFIMSC in the content regarding work management?

<p>AFIMSC is able to access and analyze work management reports across the CE Enterprise. (B)</p> Signup and view all the answers

Which of the following is NOT a potential indicator that CEOER is not properly evaluating completed WTs?

<p>The inclusion of detailed notes and documents in the WT by the shop foreman. (A)</p> Signup and view all the answers

What is the purpose of the report that CEOER should create for shops?

<p>To ensure that shops have the necessary information to manage their schedules outside of TRIRIGA. (A)</p> Signup and view all the answers

What is the significance of the statement "There is no AF standard for the entire CE Enterprise on after hours Emergency SR response procedures"?

<p>This highlights the need for local CEOEs to establish their own policies for handling emergency requests. (C)</p> Signup and view all the answers

Why is it necessary to create a process for supporting base customers during computer/network outages?

<p>To ensure that emergency maintenance requests can still be addressed during an outage. (B)</p> Signup and view all the answers

What is the potential benefit of having FMs perform minor maintenance tasks through the U-Fix-It Program?

<p>It reduces the number of maintenance requirements that need to be addressed by shops. (B)</p> Signup and view all the answers

Which of the following is NOT a recommended practice for shop foremen when completing a Work Task (WT)?

<p>Click the 'Close' button to finalize the WT. (A)</p> Signup and view all the answers

What should CEOER do if indirect labor is being performed excessively?

<p>Analyze the indirect labor and determine if it's impacting base mission requirements and priority work. (D)</p> Signup and view all the answers

What is the KPI for validating shop and CEOER interactions?

<p>Superintendents establish a Quality Assurance Evaluator (QAE) function. (D)</p> Signup and view all the answers

When should lower priority work be injected into the schedule?

<p>Only as an exception when higher priority work is not fully completed. (D)</p> Signup and view all the answers

What should CEOER do to ensure cost accounting and asset management are accurate?

<p>Ensure the CEOER section analyzes ‘Complete’ WTs and performs necessary ‘Close Out’ procedures. (D)</p> Signup and view all the answers

What is the main goal of CEOER regarding the U-Fix-It Program?

<p>To drive down shop maintenance and repair requirements by providing FMs with the tools to perform maintenance themselves. (A)</p> Signup and view all the answers

What is the KPI related to ensuring accurate time reporting?

<p>99.9% completeness and accuracy of daily time reporting and first duty day post-to-post entry for any weekend/holiday work. (C)</p> Signup and view all the answers

What should CEOER do to address the issue of FMs not using U-Fix-It materials?

<p>Educate the CSU members to direct FMs to the U-Fix-It Store when appropriate materials are available. (B)</p> Signup and view all the answers

What should CEOER do if they discover that there are 3C type requirements that could be completed by FMs using U-Fix-It materials but the materials are not on the approved list?

<p>Add those unused materials to the available list of U-Fix-It materials. (B)</p> Signup and view all the answers

What is the main purpose of the CEO meetings?

<p>To evaluate KPIs and make adjustments to processes as needed. (D)</p> Signup and view all the answers

What should CEOER do if they discover a backlog of work being accepted into the system beyond a reasonable timeframe?

<p>Reduce the amount of work being accepted into the system. (D)</p> Signup and view all the answers

What should CEOER do to ensure the Facility Management Program is added to the base virtual out-processing checklist?

<p>Contact the MPF to add this requirement to the checklist. (D)</p> Signup and view all the answers

What is the main goal of the WRRB process?

<p>To ensure that internal and external agencies are fully on board with new business processes. (A)</p> Signup and view all the answers

What should CEOER do to manage customer expectations and ensure that all maintenance and repair requirements are achieved?

<p>Develop a plan to achieve all maintenance and repair requirements over a longer period of time. (D)</p> Signup and view all the answers

What is the KPI for ensuring that all facility projects and opportunities are properly coordinated before final approval?

<p>99.9% of all facility projects and opportunities are properly achieving necessary coordination prior to final approval. (B)</p> Signup and view all the answers

What should CEOER do to ensure that the U-Fix-It Program is being used effectively?

<p>Ensure that the U-Fix-It Program is being implemented correctly. (B)</p> Signup and view all the answers

What should CEOER do if they find materials on the U-Fix-It list that should not be there?

<p>Remove those materials from the list. (B)</p> Signup and view all the answers

Flashcards

CEO Work Management (WM)

A system for managing work prioritization and execution in operations.

Work Prioritization System

A framework guiding the order of work based on urgency and impact.

Operations Flight Priority

Responding to infrastructure emergencies is the top priority for the Operations Flight.

Maintenance Risk Methodology

A strategy focusing on maintenance actions that mitigate risks and emergencies.

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Basic Capability

Minimum requirements for WM programs to meet compliance and execute tasks.

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Labor-Hours Management

Strategic allocation of limited labor hours to prioritize work tasks.

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Work Requests Management

System for handling incoming work requests and ensuring efficient task execution.

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AF CE Work Prioritization

A method used by the Air Force Civil Engineers to determine task urgency.

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Service Requests (SR)

Requests for services that can be submitted in TRIRIGA.

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TRIRIGA

A software system for managing service requests and work tasks.

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Emergency SR

Service requests that require immediate attention.

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Geospatial Information System (GIS)

System for managing spatial information of assets.

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Work Tasks (WT)

Assigned tasks related to work processing.

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Work Request Review Board (WRRB)

A meeting to review work requests and performance.

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Key Performance Indicators (KPI)

Metrics used to measure success in operations.

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Labor Validation

Confirming that labor hours are accurately recorded.

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Developing Capability

Stage where basic processes are formalized and improved.

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Matured Capability

Advanced stage where processes are benchmarked against others.

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Close Out Actions

Final actions required to complete and document work tasks.

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U-Fix-It Program

Program designed for quick fixes and minor repairs.

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Budget Oversight

Monitoring to ensure expenditures align with allocated budgets.

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Emergency Response Processes

Protocols for handling after-hours urgent requests.

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Monthly Report

Document that tracks performance and activities on a monthly basis.

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Work Task (WT) Closure

The process of completing and formally closing a work task in the system.

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KPI

Key Performance Indicator; a measurable value that demonstrates how effectively a company achieves key business objectives.

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PM Development

Creating a Preventive Maintenance plan to uphold facility standards.

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DD Form 1354

A form used for recording the transfer of facilities and equipment.

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Corrective Actions

Measures taken to rectify deficiencies and improve processes.

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AF Form 1219

A form to manage high-volume, low-effort task requirements in facilities management.

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Customer Prioritization Program

A system for ranking and addressing customer service requests based on urgency.

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Filing/System Process

A method to check for previously approved or disapproved requirements in project submissions.

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Maintenance and Repair (M&R)

Non-appropriated requirements that need funding for ongoing maintenance.

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TRIRIGA System

Software for work management and facility maintenance tracking.

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SAARs for TRIRIGA

System Authorization Access Request forms for TRIRIGA access.

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After Hours Emergency SR

Procedures for addressing emergencies occurring outside regular hours.

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Work Management Business Process

A systematic approach to oversee and evaluate completed work tasks.

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Capacity and Availability Rate

Measures the ability of a shop to manage work within available resources.

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Labor Charging

Process of recording hours worked on specific tasks.

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Work Task Close Out

Completion process of a work task in TRIRIGA.

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Materiel Management

Oversight and control of materials used for maintenance and repair.

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Job Plans Evaluation

Assessment of current work plans to align with shop capacity.

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Coordination Prior to WRRB

Ensures all requirements are agreed upon before the WRRB meeting.

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KPI (Key Performance Indicator)

A measurable value that demonstrates how effectively a facility management program is achieving its objectives.

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Quality Assessment and Evaluation (QAE)

A function established to validate and assess the quality of shop and manager interactions.

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Preventive Maintenance (PM)

Routine maintenance activities performed to prevent equipment failure and prolong its lifecycle.

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Risk Matrix

A tool used to evaluate and determine the risks associated with assets and PM requirements.

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Return on Investment (ROI)

A measure used to evaluate the efficiency of an investment, often in terms of gains versus costs.

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Actions for Emergency SRs

Only critical service requests should be called in, with others entered in TRIRIGA.

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GIS Documentation

Recording service request details in a Geographic Information System to track failures or maintenance needs.

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Operational Flight Budget Oversight

The process of tracking and managing the budget for the operations flight effectively.

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Closed Work Tasks

Tasks that have been completed and marked as finished in the management system.

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Non-Essential Work

Tasks that do not meet operational requirements and should not be performed by the shops.

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AFIs and Supporting Playbooks

Air Force Instructions and guidelines that provide framework for validating Service Requests.

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CEOER Tool Requirement

A tool needed for shops to manage personnel and labor inputs effectively.

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Emergency Work KPI

KPI set to measure less than 1% of annual hours spent on emergency work.

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Weekly Meeting Agenda

Discussions including scheduled work tasks and project coordination.

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Scheduled Work Tasks

Tasks that require coordination to avoid conflicts with larger projects.

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Facility Project Coordination

The collaboration required for larger facility projects among leadership.

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KPI Awareness

Ensuring shop foremen are informed about established performance metrics.

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Investment Opportunities Analysis

Identifying areas for improvement through metrics and data analysis.

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Utility Outage Scheduling

Managing the scheduling of utility outages and impacts on operations.

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Funding Management Report

Periodic review of funding to ensure expenses do not exceed approved amounts.

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Workload Evaluation Reports

Reports that assess where man-hours are allocated and anomalies are spotted.

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Master FM List

A list that requires validation of Facility Managers regularly.

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Revalidation Process

Annual checks to confirm that Facility Managers are still relevant to their roles.

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Warranty Data Management

Process of updating asset records when equipment is installed or replaced.

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TRIRIGA Reporting Dependence

The goal to minimize reliance on overlapping management systems.

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Close-Out Procedures

Steps taken to finalize and validate completed work tasks, ensuring all necessary actions are performed.

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3C Work

Class of work related to maintenance and repairs, typically low priority but necessary.

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Materiel Control

Management of supplies and materials required for maintenance tasks.

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Facility Management Program

A structured approach to manage physical spaces including maintenance, repairs, and resources.

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Labor Reporting KPI

Metric that measures the accuracy of labor time reported compared to actual work done.

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Work Management Playbook

A guide outlining standard operating procedures for managing maintenance work.

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Historical Work Task Analysis

Reviewing past completed work tasks to identify patterns and improve future efficiency.

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Schedule vs Actual Report

A report comparing scheduled work to what was actually completed.

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Financial Improvement and Audit Readiness (FIAR)

A commitment to maintain accurate financial records and compliance in facility operations.

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Coordinating Facility Projects

The process of ensuring all stakeholders work together effectively on projects before approval.

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Completeness and Accuracy

Ensuring all records and inputs are fully updated and correctly logged.

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Work Task Validation

The process of confirming that service requests and work tasks are legitimate and necessary.

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Study Notes

CEO Work Management (WM)

  • WM's foundation is the Work Prioritization System, with details in the Implementation Plan.
  • Infrastructure emergencies are the Operations Flight's top priority.
  • Remaining hours are for preventative maintenance (PM), project oversight (PO), sustainment (CM), and limited enhancements.
  • Work categorization (3A/3B/3C) must consider safety, mission risk, and potential further degradation if inaction occurs.
  • Limited labor hours require an execution strategy to minimize maintenance risk and justify delays to customers.
  • Remaining direct hours support in-house enhancements aligned with AMP/investment plans.
  • This risk methodology directs focus on maintenance that prevents emergencies and supports real property/RPIE asset management.
  • Optimizing resources and providing accurate information for AMP/Sub-AMP processes through standard work acceptance, prioritization, execution, and closure is essential.

Work Management Basic Capability

  • Weekly: All non-emergency service requests (SR) must be documented in TRIRIGA by facility managers (FM) or craftspeople.
  • Weekly: Confirm emergency SRs are the only phone calls allowed (except exceptions).
  • Weekly: Shop foremen report breakages/failures/leaks to the GIS manager for asset update.
  • Weekly: CEOER must oversee a standard process for receiving, assigning, and monitoring work schedules by shops.
  • Monthly: CEOER uses valid guidance for SR validation.
  • Monthly: Review completed PM/other work tasks without labor charges.
  • Monthly: Ensure Facility Managers' (FM) TRIRIGA access requests are fulfilled.
  • Monthly: Ensure FMs receive training.
  • Monthly: A monthly Work Request Review Board (WRRB) meeting is mandatory.
  • Monthly: Coordinate WRRB requirements.
  • Monthly: Verify procedures for communication concerning in-house asset replacements (e.g., RPIEs).
  • Quarterly: Shop foremen record labor, materiel returns, and document equipment beforehand/afterwards (in TRIRIGA).
  • Quarterly: Confirm that the "Complete" button (not "Close") is used in TRIRIGA for work task completion (except PM tasks).
  • Annual: Establish after-hours emergency SR procedures.
  • Annual: Implement work and materiel management during computer/network outages.
  • Annual: CEOE must direct CEOER and Materiel Control to implement a U-Fix-It program.

Work Management Developing Capability

  • Weekly: CEOER reports on shop labor inputs.
  • Weekly: Communicate and manage expectations with CE customers on TRIRIGA/business processes.
  • Weekly: Establish 95% customer, phone calls for emergency work.
  • Weekly: CEO meetings covering priority work, schedule vs. actual, labor availability, KPIs, and special items.
  • Monthly: Compare/review pending scheduling requirements.
  • Monthly: Review, and revalidate FM Master List.
  • Monthly: Address FM personnel changes (PCS, removal from role).
  • Monthly: Update FM training dates and revalidate annually.
  • Monthly: WRRB attendance for all appropriate parties.
  • Monthly: Ensure CEOER updates/adds warranties to asset records.
  • Quarterly: Validate completed WTs and execute close-out actions.
  • Quarterly: Ensure the work priority system is followed (3A/2B/2A before 3B/3C).
  • Annual: Identify repetitive low-effort 3C tasks appropriate for a U-Fix-It program.

Work Management Matured Capability

  • Weekly: Validate that CEOER provides a standard report on labor entry data.
  • Weekly: Track 99.9% KPI for correct labor input.
  • Monthly: Review if only emergency SRs are being accepted.
  • Monthly: Ensure CEO meetings are effective.
  • Monthly: Review Scheduled vs. Actual time.
  • Monthly: Track and exceed KPIs.
  • Monthly: Evaluate KPIs for the Facility Management Program.
  • Monthly: Establish a working relationship with the MPF to add FM Program to the base out-processing checklist.
  • Quarterly: Report completeness and correctness ("close-out") of all completed WTs via a dedicated KPI (99.9%).
  • Semi-Annual: Review risk matrix events for asset viability of PM requirements and ROI.
  • Semi-Annual: Assess force support options.
  • Annual: U-Fix-It materiel research, establishment.
  • Annual: Assess trends and shortfalls to implement corrective actions.
  • Annual: Evaluate ROI to improve facility's 1219 programs.

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