1、3515789 07b2948 373 BY ORDER OF THE SECRETARY OF THE AIR FORCE AIR FORCE INSTRUCTION 21-102 19 JULY 1994 Maintenance DEPOT MAINTENANCE MANAGEMENT COMPLIANCE WITH THIS PUBLICATION IS MANDATORY t OPR: HQ USAFLGMM (Mr Ed Koenig) Supersedes AFR 66-3,27 March 1987; AFR 66-7,29 October 1990; and AFR 66-1
2、1,22 May 1987. Certified by: HQ USAFLGMM (Col Mark Roddy) Pages: 31 Distribution: F This instruction implements AFPD 21- 1, Managing Aerospace Equipment Maintenance , and Department of Defense (DoD) Directive 4151.18, Maintenance of Military Materiel , August 12, 1992. It provides guidance and proce
3、dures for the management of Air Force depot maintenance activities. It directs Air Force Materiel Command (AFMC) to develop and maintain a depot maintenance support programming system for depot maintenance planning during peacetime, periods of increased tension and emergencies. It states policies fo
4、r business planning, workload source determinations and organic manufacturing. Attachment 1 is a glossary of references, abbreviations, acronyms, and terms. SUMMARY OF REVISIONS This revision aligns the instruction with AFPD 2 1- 1 and guidance pertaining to depot maintenance activ- ities contained
5、in DoD Directive 415 1.18. It rescinds reporting requirements of RCS: HAF-LGM(SA)890 1, Electronic Countermeasures (ECM) POD and Support Equipment Report. Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-3515789 0762949 20T Chapter 1 RESPONSIBILITIES
6、1.1. HQ USAF Responsibilities: 1.1.1. HQUSAFLGM: Provides overall program policy and guidance. Oversees supporting organizations execution of Air Force policy as detailed in this instruc- tion and AFPD 21-1. Coordinates program actions and recommendations which require HQ USAF approval. Coordinates
7、with HQ AFMC to resolve specific program problems. Reviews, coordinates, approves and forwards to CSAF for final approval the required docu- ments as outlined in attachment 3 of this instruction. Ensures that a copy of all country-to-country documents concerning the assignment of depot maintenance w
8、orkloads is provided to the workload focal point in AFMC. 1.1.2. HQ USAFLGM and HQ USAFLGS jointly review financial planning, validate budget esti- mates, and justify maintenance requirements to higher levels. 1.1.3. HQ USAFLGMM and HQ USAF/LGXX(LRC) evaluate and respond to all requests for waiv- er
9、s from reporting according to AFMAN 10-206, Reporting Instructions . 1.2. HQ AFMC Responsibilities: 1.2.1. HQ AFMC: Ensures successful management and execution of a comprehensive depot maintenance pro- gram for all Air Force managed equipment in accordance with existing Air Force guidance detailed i
10、n AFPD 21-1 and this instruction. Develops the most responsive and economical mix of depot support for items acquired by the Air Force. Ensures development and retention of a core capability during peacetime which can respond readily to the Air Forces wartime mobilization (surge) needs by maximizing
11、 repair and supply of serviceable assets to forces engaged in combat or contingency actions. Develops and maintains a methodology for assessing organic depot maintenance minimum level requirements and making depot maintenance source of repair (SOR) determinations in accordance with criteria establis
12、hed by DoD Directive 415 1.18 and this instruction. Develops financial planning and prepares budgets for depot maintenance programs. Maintains an on-going productivity and work specification program in conjunction with reviews and maintenance of labor standards to ensure performance to budget. Manag
13、es a program to acquire modern depot facilities and equipment, including new technol- ogies, production enhancements, and development of consolidated support facilities essential to meet logistics support needs of the Air Force. Develops and maintains a surge contingency plan. This plan contains gui
14、dance and proce- dures for a highly responsive capability to accelerate, surge, or compress depot level mainte- 2 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-3515789 O762950 T2L nance or modifications accomplished on mission-essential materiel. P
15、rovides one copy of this guidance to HQ USAFLGMM and LGXX(LRC). Develop command procedures to review, approve/disapprove aircraft surge requests (acceler- ation or compression) and prioritize or make required allocation decisions when multiple requests compete for the same depot resources. Manpower
16、and cost issues associated with each aircraft surge request and beyond AFMC control, will be forwarded to HQ USAFLG. 1.2.2. HQ AFMC and the assigned ALC establish a comprehensive depot maintenance program for all new system acquisitions. This program addresses logistics management for the life of th
17、e system to include both the ultimate maintenance concept and any required interim support arrangements. 1.3. Operating Commands and Separate Operating Activities Responsibilities: Provide facilities and support for organizations performing depot maintenance at operating loca- tions. Recommend chang
18、es to be included in publications and technical orders regarding depot mainte- nance. As required to meet wartime commitments: Coordinates with HQ AFMC battle staff to control or curtail input of aircraft to depot facilities and to depot level field teams during periods of increased tension. Advises
19、 HQ AFMC battle staff or AFMCLG (when battle staff not operating) and the respective SPD of desired depot support actions. Submits acceleration and/or compression requests as additional wartime aircraft requirements become known. Ensures that each request identifies the aircraft by MDS and that the
20、request war- rants the incumbent cost and schedule impacts associated with acceleration or compression. Requests compression or acceleration by specific tail number only when the aircraft possesses a unique configuration or mission capability required to meet requirements of the scenario. Utilizes t
21、he latest Aircraft and Missile Maintenance Production Compression Report (G039-AMREP) as a guide for estimating acceleratiodcompression time estimates. Provides flight crews for the return of assigned aircraft upon release by the depot facility. Furnishes HQ AFMC information required to perform func
22、tions outlined in paragraph 1.2. Assists AFMC in developing optimum aircraft surge compression specifications. 3 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-W 3535789 0762953 968 D Chapter 2 BUSINESS PLANNING 2.1. Business Planning Process (BPP).
23、 Depot maintenance activation planning initiates the BPP for systems during their developmental stage. The BPP utilizes decision logic criteria to identify SOR assign- ments as the materiel enters the inventory. SOR assignments may change during the life cycle to meet updated mission scenarios. 2.1.
24、1. Business planners use management systems to determine the minimum level of organic depot maintenance capability (defined as “core“) required to ensure effective and timely response to a mobi- lization, national defense contingency situation, or other emergency requirements. Supporting ALCs accomp
25、lish intensive preplanning to ensure an immediate capability to change the peacetime mix of work and respond to a sudden need for increased output of reparables. The BPP focuses on accom- plishing high surge workloads under organic command and control in an emergency, contingency, or mobilization si
26、tuation. Business planners respond to the dynamic nature of the weapon system popu- lation. 2.1.2. The HQ AFMC Business Board (BB) develops and maintains a structured process for deter- mining the repair source for depot maintenance workloads, workload groupings, and technology areas. The BB also us
27、es the policies and guidelines provided in this regulation to achieve a balance of military necessity, economy, and effectiveness. The BB develops, submits, and updates the Annual Corporate Business Plan as specified in attachment 3 of this instruction. The plan provides an assess- ment of current w
28、orkload, criteria for planning, and long range objectives for each organic repair source. 2.1.3. Use the business plan and business planning process in conjunction with Decision Tree Analy- sis (DTA) and Depot Maintenance Interservice Studies (DMIS) to assign new and to re-plan existing workloads, w
29、orkload groupings, and technology areas among organic, interservice, and contractual repair sources. 2.2. Depot Maintenance Activation Planning: 2.2.1. Supporting ALCs develop a depot maintenance program, required and defined by DoD Instruc- tion 5000.2, Defense Acquisition Management Policies and P
30、rocedures, to support the operational concept of every new system developed and acquired by the Air Force. 2.2.2. HQ AFMC works with the using and training commands to define the depot support require- ments for each system. When source of repair decisions call for an organic depot, the single manag
31、ers and assigned ALCs work to establish organic capability no later than initial operational capability (IOC). HQ AFMC, along with the ALCs and single managers, define operational requirements of the organic depot prior to the system entering full scale development. HQ AFMC uses post-production supp
32、ort planning to identify requirements related to the transition of those activities or functions per- formed by the weapon system contractor to be assumed by the government after cessation of produc- tion. 2.2.3. HQ AFMC and the operating commands refine the program plan and track execution of the d
33、epot support investment program as the acquisition program matures. 4 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-m 3535789 07b2952 8T4 m 2.2.4. HQ USAFLGS resolves programming differences between HQ AFMC and the operating commands, forwarding bu
34、dgeting differences to SAFFMB. 2.2.5. HQ AFMC and the ALCs develop and periodically review work specifications using AFMAN 64-108, Service Contracts (formerly AFR 400-28, volume I) as a guide. 5 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-3515789
35、 07b2953 730 Chapter 3 SOURCES OF REPAIR (SOR) 3.1. SOR Assignment Philosophy: 3.1.1. The Air Force obtains depot maintenance from two basic sources: organic DoD facilities and private sector contractors. An ALC is designated for each system, subsystem, or item as the responsi- ble agent to manage i
36、ts entire depot maintenance workload, regardless of the source(s) of repair employed. 3.1.2. The HQ AFMC Business Board validates repair sources based on a balance of necessity and the availability of resources. Factors considered include the priority of the workload, low surge versus high surge war
37、time requirements, the nature of the projected wartime environment, criticality of the repair technology, and relative cost of performance. Optimum peacetime depot maintenance provides timely and responsive support for projected surge and wartime workloads while attaining maximum peacetime efficienc
38、y and effectiveness. Projected surge and wartime depot maintenance requirements include explicit consideration of resources deployed due to wartime tasking (including Aircraft Battle Damage Repair Teams, Combat Logistics Support Squadrons, Depot Field Teams, and Contractor Field Teams). Attachment 2
39、 details the decision logic process used for organic or contract depot main- tenance SOR determinations. 3.1.2.1. The HQ AFMC BB conducts reviews to determine the optimum number and location(s) for new workload sources of repair. Major weapon systems, technologies, and critical components may requir
40、e multiple repair sources. 3.2. Business Planning Considerations and Guidance: 3.2.1, The Air Force develops or retains peacetime organic depot maintenance capability and capac- ity in accordance with DoD Instruction 4 100.33, Commercial Activities Program Procedures, Sep- tember 9, 1985, and DoD In
41、struction 4151.18. AFMC uses organic capability to accomplish a combination of high, medium, and low surge workloads, generated by the most demanding wartime scenario in the Defense Program Guidance (DPG) and articulated in the Air Force War and Mobiliza- tion Plan (WMP), Volumes IV and V. AFMC modi
42、fies as necessary source of repair decisions for multiple repair sources or an overriding interservice decision. The HQ AFMC BB weighs any adverse impact of accomplishing a given workload overseas on the continental United States (CONUS) indus- trial base against potential gains in readiness from in
43、-theater planning. The ALCs accomplish high surge workloads organically, as a general rule. To achieve balance, HQ AFMC assigns ALCs compli- mentary high volume peace time workloads requiring a similar technology or skill requirement as assigned high surge missions, but having no or low surge during
44、 times of war Accomplishing this type of workload organically ensures support for high priority missions in peacetime while providing expe- rienced, skilled resources that can be used to accomplish surging workloads during war. AFMC uses contract sources and interservice support to selectively augme
45、nt this organic capability. 3.2.2. AFMC planners consider new weapon system design and repair technologies in establishing an organic capability. The Air Force logistics system must accommodate state-of-the-art technology inherent in emerging weapon systems. AFMC Centers continually prototype and in
46、tegrate promising technological repair process developments to enhance the capabilities, productivity and cost competi- tiveness of the organic depots. 6 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-W 3515789 0762954 677 W 3.2.3. The HQ AFMC Busin
47、ess Board sizes the Air Forces organic depot maintenance capability to accomplish workload requirements with a peacetime loading of 100 percent, on a 40 hour week, one shift basis as defined in DoD 415 1.18-H, Depot Maintenance Production Shop Capacity Measure- ment Handbook, July 1976. The ALCs lim
48、it individual shop utilization to a maximum of 250 percent of physical capacity for mobilization when a shop is susceptible to high surge workloads, or excessive capital investment costs for surge capability. The organic depots consider increasing peacetime phys- ical capacity and lowering shop util
49、ization when mobilization surge increases workload past 250 per- cent of physical capacity. 3.2.4. AFMC organizations use Contractor Logistics Support (CLS) in accordance with AFI 63-1 11, Instruction for Contractor Support for Systems and Equipment, to augment organic depot capability. CLS performs many functions normally accomplished by an organic support activity, including item management, supply, distribution, repair, depot maintenance, operating command organ
