UNITED STATES AIR FORCE
~ELECTE0
MISSILE FACILITIES SPECIALIST
AFSC 411X2A
AFPT 90-411-815
FEBRUARY 1989
OCCUPATIONAL ANALYSIS PROGRAMUSAF OCCUPATIONAL MEASUREMENT CENTER
AIR TRAINING COMMANDRANDOLPH AFB, TEXAS 7810-5000
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DISTRIBUTION FORAFSC 411X2A OSR AND SUPPORTING DOCUMENTS
ANL TNG JOBOSR EXT EXT INV
AFHRL/MODS 2 1m Im 1
AFHRL/ID I Im Im/lh 1
AFMPC/DPMRPQ1 2
ARMY OCCUPATIONAL SURVEY BRANCH 1
CCAF/AYX 1
DEFENSE TECHNICAL INFORMATION CENTER 2
HQ AFISC/DAP 2
HQ ATC/TTOA 2 1
HQ SAC/DPAT 3 3
HQ SAC/TTGT 1 1
HQ USAF/LEYW 1 1
HQ USAF/DPPE 1
HQ USMC (CODE TPI) 1
NODAC 1
3330 TCHTW/TTGX (CHANUTE AFB IL) 5 2 8 2
3330 TCHTW/TTS (CHANUTE AFB IL) 1 1
DET 2, USAFOMC (CHANUTE AFB IL) 1 1 1 1
USAFOMC/OMDQ 1
USAFOMC/OMYXL 10 2m 5 10
3507 ACS/DPKI 1
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TABLE OF CONTENTS
PAGENUMBER
PREFACE. .. .. ........ .... .... .... .... .....
SUMMARY OF RESULTS .. ... ........ ........ ....... iv
INTRODUCTION .. ... ........ ........ ...........
Background................. . . ... . .... .. .. .. .. .... 1
SURVEY METHOD. .................... . . ... . .. .. .. .. .. .... 1
Inventory Development............ . .. . .. .. .. .. ......Survey' AU10nistration. .. .. ......... ............ 2Survey Sample .. .. ..... ........ ........ .... 2Data Processing and Analysis. .. ...... ........ .... 4Task Factor Administration. .. ...... ........ ..... 4
SPECIALTY JOBS (Career Ladder Structure) .. .... ............ 5
Overview .. ... ....... ......... .......... 5Job Descriptions. .. ...... ........ .......... 7Comparison To Previous Survey. .. .. ......... ....... 15
ANALYSIS OF DAFSC GROUPS. .. ...... ........ ........ 17
Skill-Level Descriptions. .. ...... ........ ..... 17
AFR 39-1 SPECIALTY DESCRIPTION ANALYSIS .. .. ...... ........ 22
TRAINING ANALYSIS. .. .. ........ ........ ........ 22
Training Emphasis (TE), TAsk Difficulty (TD) and AutomatedTraining Indicators. .. ...... ........ ........ 22
First-Enlistment Personnel .. .... ........ ........ 24Specialty Training Standard. .. .. ........ ......... 29
PLAN OF INSTRUCTION (POI) ANALYSIS .. ... ........ ....... 43
JOB SATISFACTION .. ... ........ ........ ........ 46
IMPLICATIONS .. ... ........ ........ .......... 50
APPENDIX A. .. ...... ........ ........ ....... 51
PREFACE
This report presents the results of an Air Force occupational survey ofthe Missile Facilities Specialist (AFSC 411X2A) career ladder. Authority forconducting occupational surveys is contained in AFR 35-2. Computer productsused in this report are available for use by operations and training offi-cials.
Lieutenant Earl Nason developed the survey instrument, Staff Sergeant JoeSeitz provided computer programming support, and Ms Raquel A. Soliz providedadministrative support. Lieutenant Mary A. Dom analyzed the data and wrotethe final report. This report has been reviewed and approved fo." release byLieutenant Colonel Charles D. Gorman, Chief, Airman Analysis Branch, Occupa-tional Analysis Division, USAF Occupational Measurement Center.
Copies of this report are distributed to Air Staff sections, majorcommands, and other interested training and management personnel. Additionalcopies may be requested from the Occupational Measurement Center, Attention:Chief, Occupational Analysis Division (OMY), Randolph AFB, Texas 78150-5000.
RONALD C. BAKER, Colonel, USAF JOSEPH S. TARTELLCommander Chief, Occupational Analysis DivisionUSAF Occupational Measurement USAF Occupational MeasurementCenter Center
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SUMMARY OF RESULTS
1. Survey Coverage: The survey sample includes 66 percent of all membersassigned to the AFSC 411X2A career ladder. Most are assigned to SAC (97 per-cent) and all are stationed in the CONUS.
2. Career Ladder Structure: Missile Facilities Specialists are grouped intofour basic job clusters and one small independent job: Missile FacilitiesMaintenance Team Members, Shop Maintenance Technicians, Supervisors andQuality Assurance Personnel, Maintenance Control Personnel, and TechnicalOrder Library Personnel. Ninety-five percent of the survey sample is repre-sented by these jobs.
3. Career Ladder Progression: Progression through the skill levels isnormal, with 3-/5-skill level personnel performing technical tasks. Seven-skill level personnel are acting as technical advisors and supervisors.
4. Career Ladder Documents: The AFR 39-1 Specialty Descriptions were accu-rate for the skill levels. Several Specialty Training Standard (STS) para-graphs should be examined for training purposes, but only one area of the Planof Instruction (POI) needs to be examined.
5. Job Satisfaction: Seventy-two percent of the members in this careerladder find their jobs interesting. Over 80 percent feel their talents andtraining are well utilized, and two-thirds plan to reenlist. This AFSC iscomparable in job satisfaction to other mission equipment maintenance perso-n-nel. The data show that, overall, this career ladder has improved acrossalmost all job satisfaction indicators since the last survey. Satisfactionindicators vary across the jobs.
6. Implications: Missile Facilities Specialists perform diverse jobs withinthe career ladder; this makes training documents difficult to validate acrossskill levels and time in service. Using jobs to analyze the STS and POIshowed better support for these documents, but some areas of the STS should bereviewed for accuracy. The necessity of sending Shop Maintenance Techniciansthrough the basic course should be reconsidered, since these members are usingvery little of this training on their job. In addition, first-enlistment per-sonnel are waiting an average of 69 days before entering the team trainingthat will upgrade them to a 5-skill level. Job satisfaction is equal to othersimilar career ladders, and has improvwd since the last survey in 1982.
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OCCUPATIONAL SURVEY REPORTMISSILE FACILITIES SPECIALIST CAREER LADDER
(AFSC 411X2A)
INTRODUCTION
This is a report of an occupational survey of the Missile Facilities
Specialist career ladder completed by the USAF Occupational Measurement Centerin January 1989. The- previous OSR for this career ladder was published inJune 1982. The 3330th Technical Training Wing at Chanute AFB IL requested thesurvey to evaluate the entry-level course, C3ABR41132A 000, Apprentice MissileFacilities Specialist, partly because cnanges in weapons systems componentshave occurred. Maintenance tasks have been added to the STS and POI forseveral types of equipment: LF/LCF brine chiller and power systems, solid-state circuitry, guidance and control chiller unit and test station, and thePeacekeeper missile at FE Warren Air Force Base. ,
/ ' ( CCKJ -
Background . .
Missile Facilities Specialists maintain missile support facilities andequipment, such as launch facility doors, missile moving equipment, environ-mental control systems, diesel engine units, and maintenance work platforms.They also operate and monitor support equipment, particularly fault displayand check panels. Members work at the missile site or support base for theMinuteman II, III, or Peacekeeper missiles.
The mandatory entry-level Apprentice Missile Facilities Specialist courseis 17 weeks long at Chanute AFB, with classes of eight or nine students start-ing every 10 days. About 180 students went through the program in 1988. Theattrition rate usually runs close to 10 percent.
SURVEY METHOD
Inventory Development
Data for this survey were collected using USAF Job Inventory AFPT90-411-815 (October 1987). The Inventory Developer reviewed pertinent careerladder documents, the previous OSR, and the previous job inventory, andprepared a tentative task list. The task list was then validated throughpersonal interviews with 40 subject-matter experts in operational units at thefollowing six bases:
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LOCATION MAJCOM REASON FOR VISIT
Chanute AFB IL ATC Technical Training SchoolVandenburg AFB CA SAC Multiple Launch Tasks
Special Evaluation SquadronEllsworth AFB SD SAC Missile Maintenance SquadronFh Warren AFB WY SAC Peacekeeper MissilesMinot AFB ND SAC Missile Maintenance SquadronGrand Forks AFB ND SAC Missile Maintenance Squadron
The final job inventory listed 748 tasks grouped into 14 duty headingsand a number of background questions asking for such information as dutytitle, duty AFSC, time in service, time in the career ladder, previous func-tional areas assigned, and team training status.
Survey Administration
Consolidated Base Personnel Offices at operational bases worldwide admin-istered the surveys to all eligible DAFSC 411X2A personnel at the 3-, 5-, and7-skill levels. Participants were selected from a cornputer-generated mailinglist provided by the Air Force Human Resources Laboratory (AFHRL). Personnelnot considered eligible to fill out the inventory booklets were those in hos-pital status, those in PCS status, and those who had not been in their presentjob for at least 6 weeks.
All individuals who filled out a survey completed an identification andbiographical information section first. Next, they went through the bookletand checked each task performed in their current job. Finally, they went backand rated each task they had checked on a 9-point scale reflecting relativetime spent on each task compared to all other tasks. Ratings ranged from I(indicating a very small amount of time spent) to 9 (indicating a very largeamount of time spent). The relative percent time spent on tasks for eachinventory was computed by first totaling all rating values on the inventory,and then dividing each task's rating by this total and multiplying the result/ by 100. The percent time spent ratings from all inventories were combined andused with percent member performing values to describe the various groups inthe career ladder.
Survey Sample
Participants in the survey were carefully selected to ensure proportionalrepresentation across major commands (MAJCOM) and military paygrade groups.Tables 1 and 2 show how the final survey sample compared to the actual popula-tion of the career ladder in terms of the distribution across MAJCOMs and pay-grades. As illustrated, the survey sample is representative of the overallAFSC 411X2A population. The final sample contained 640 members, which was 68percent of those assigned (940) and 76 percent of those eligible to be sur-veyed (839). Eighty-five percent of the sample were 5- and 7-skill level.Most of the members in the sample, about 97 percent, were assigned to SAC,with the rest in ATC.
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TABLE 1
COMMAND REPRESENTATION OF AFSC 411X2ASURVEY SAMPLE
PERCENT OF PERCENT OFCOMMAND ASSIGNED* SAMPLE
SAC 90 97
ATC 10 3
Total Assigned* 940Total Number Eligible 839Total in Sample 640Percent of Assigned 68%Percent of Eligible 76%
* As of January 1988
TABLE 2
PAYGRADE DISTRIBUTION OF SURVEY SAMPLE
PERCENT OF PERCENT OF
PAYGRADE ASSIGNED* SAMPLE
AMN 42 39
E-4 19 19
E-5 21 22
E-6 12 13
E-7 6 8
* As of January 1988
NOTE: Columns may not add to 100 percent due to rounding
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Data Processinq and Analysis
Once the job inventories are received from the field, task responses andbackground information are optically scanned and become one computer file.Biographical data, such as name, duty AFSC, and time in career ladder, aremanually entered to form another file. The two files are then merged to formone complete case record for each respondent. Comprehensive Occupational DataAnalysis Programs (CODAP) are used to analyze the records and create a jobdescription for each respondent, as well as composite job descriptions forparticular groups of respondents.
Task Factor Administration
Job descriptions alone do not provide sufficient data for making deci-sions about career ladder documents or training programs. Task factor infor-mation is needed for a complete analysis of the career ladder. To obtain theneeded task factor data, selected E-6 and E-7 supervisors cumpleted either atraining emphasis (TE) or task difficulty (TD) booklet. These booklets wereprocessed seoarately from the job inventories and the TE and TO data were usedin several analyses discussed later in this report.
Task Difficulty (TO). TO is defined as the length of time the averageairman needs to learn how to perform a given task. Sixty experienced super-visors rated the difficulty of the tasks in the inventory on a 9-point scaleranging from 1 (easy to learn) to 9 (very difficulty to learn). Ratings werestandardized so tasks of average difficulty would have a value of 5.0. Relia-bility of the data is adequate for the sixty supervisors.
Training Emphasis (TE). TE is a rating of which tasks require structuredtraining for first-term AFSC 411X2A personnel. Structured training is definedas training provided by resident technical schools, field training detachments(FTD), mobile training teams (MTT), formal OJT, or any other organized train-ing method. Fifty-four experienced supervisors completed TE booklets. Theyrated the tasks in the inventory on a 10-point scale ranging from no trainingrequired (0) to much structured training required (9). Reliability of thisdata for the fifty-four supervisors is acceptable.
When TE ratings are used with other information, such as percent membersperforming and task difficulty, they can provide valuable insight into thetraining requirements for first-term AFSC 411X2A personnel and can help vali-date the need for organized training within the career ladder.
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SPECIALTY JOBS(Career Ladder Structure)
A vital part of the USAF occupational analysis program is the examinationof the career ladder job structure. Based on member responses to survey ques-tions, the tasks performed by career ladder personnel are examined and jobsidentified according to the similarity of tasks and the relative time theyspent performing the tasks. The resulting job structure is then compared toofficial career ladder documents, such as the AFR 39-1 Specialty Descriptionsand the Specialty Training Standard, to review for accuracy and completenessof those documents. This helps career ladder managers gain an understandingof current utilization patterns.
For this report, the career ladder structure is described in terms of jobclusters and independent job types. The job is the basic unit of job analy-sis, and represents a specific group of individuals performing basically thesame tasks and spending similar amounts of time on those tasks. When job mem-bers perform tasks in common with other groups, they merge to form a largerunit of related jobs called a job cluster. Specialized jobs too unique to fitwithin a job cluster are called independent job types.
Overview
The main mission of the career ladder is to maintain the launch facili-ties and launch control facilities for Minuteman and Peacekeeper interconti-nental ballistic missiles. Overall, the AFSC 411X2A career ladder samplecontains four basic job clusters and one independent job type: MissileFacilities Maintenance Team Members, Shop Maintenance Technicians, MaintenanceSupervisors and Quality Assurance Personnel, Maintenance Control Personnel,and Technical Order Library Personnel. Very few tasks are performed by highpercentages of 411X2A personnel due to the extreme diversity of each job,particularly between the Missile Facility Maintenance Team Members and ShopMaintenance Technicians.
All of the members of this career ladder are assigned to the CONUS.Almost all are assigned to SAC (97 percent). The average total active federalmilitary service (TAFMS) for career ladder members is 77 months, but the aver-age time in the career ladder is 58 months. Thirty-four percent are supervis-ing at least one person. Eighty-five percent possess a 5- or 7-skill level,and the average amount of education is 13 years.
The four job clusters and one independent job type that were identifiedwithin the AFSC 411X2A career ladder are illustrated in Figure 1. Within manyof the job clusters, job variations are noted in which people are doing uniquetasks or are spending a large amount of time on a particular duty. The fol-lowing list identifies the major job clusters and the specific jobs that fallunder those clusters, the computer product number (ST or GP), and the numberof people (N=).
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I. MISSILE FACILITY MAINTENANCE TEAM MEMBERS (ST0019, N=366)
A. Facility and Periodic Maintenance Team Technicians(ST0093, N=93)
B. LF/LCF Power Generation Maintenance Technicians (ST0077, N=7)C. LF/LCF Environmental Control System Technicians (ST0101, N=5)
II. SHOP MAINTENANCE TECHNICIANS (ST0039, N=52)
A. PREL Team Technicians (ST0148, N=39)B. PREL Support Vehicle Maintenance Technicians (ST0080, N=8)C. Minuteman III PREL Team Technicians (ST0086, N=7)
III. MAINTENANCE SUPERVISORS AND QUALITY ASSURANCE PERSONNEL (STOOl1,N=142)
A. Shop Chiefs (ST0095, N=41)B. Quality Assurance Inspectors/Evaluators (ST0129, N=16)C. Maintenance Support Shop NCOICs (ST0071, N=8)D. Technical Engineers (ST0066, N=5)E. Periodic Maintenance Team Chiefs (ST0085, N=9)F. Facility Maintenance Team Chiefs (ST0108, N=9)G. Equipment Control NCOICs (ST0082, N=7)H. Training NCOs (ST0114, N=8)I. Quality Assurance Supervisors (ST0106, N=6)J. Administrative Personnel (ST0048, N=5)
IV. MAINTENANCE CONTROL PERSONNEL (ST0012, N=46)
A. Parts Research Technicians (ST0102, N=5)B. Maintenance Processing Technicians (ST0055, N=5)C. Briefers and Debriefers (ST0084, N=7)D. Job Control Personnel (ST0076, N=21)
V. TO LIBRARY PERSONNEL (STO065, N=5)
Ninety-five percent of the survey respondents are represented in theabove job clusters and independent job types. The remaining 5 percent did notgroup with any of the job groups because of the uniqueness of their jobs. Thejob titles of those not grouped include Instructor/Resident Writer, PMT OJTManager, NCOIC Driver's Training, Unit PRP Monitor, Peacekeeper ProgramManager, and Maintenance Manpower Facility Monitor.
Job Descriptions
The following paragraphs discuss the background and duties performed bymembers of the job clusters, jobs, and independent job types. See Tables 3,4, and 5 for a contrast of background information, duties performed, andequipment used. Appendix A provides a list of tasks commonly performed byeach job cluster.
7
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I. MISSILE FACILITY MAINTENANCE TEAM MEMBERS (ST0019, N=366) comprise57 percent of the sample. Maintaining the facilities for the Minuteman II,Minuteman III, and the Peacekeeper missiles is the basic responsibility ofthis job cluster. There are two specialized types of teams that performmaintenance on the launch facility (LF) and the launch control facility (LCF).The preventive maintenance team (PMT) is scheduled to perform tasks on the LF,LCF, and specialized vehicles. Ideally, they fine-tune the LF once per yearand LCF twice yearly. The facilities maintenance team (FMT) is a quick reac-tion team that takes care of on-the-spot maintenance requests. A great dealof driving time is spent by both of these teams; sometimes 4 to 5 hours isrequired to get to the launch facility. PMT/FMT members are pressured to workquickly because a missile is "off-alert" when maintenance is conducted. Themajority of these individuals possess a 5-skill level. Maintenance TeamMembers are performing an average of 200 tasks, which is more than any otherjob cluster. Sixty-nine percent are in their first enlistment, as isreflected in their average time in service of 46 months and the predominanceof the E-3 paygrade in this job cluster. Since there is a low level of expe-rience time in the career ladder (37 months on the average), most of thesepersonnel go through team training, an on-the-job training course which bringsmost individuals up to a 5-skill level before assignment to a particular team.Only 22 percent of Maintenance Team Members are supervising.
The individuals in this job cluster spend 38 percent of their time main-taining launch facility and launch control facility power generation anddistribution systems. The other area they spend so much time in (33 percent)is maintaining launch facility and launch control facility environmental con-trol systems.
Some of the tasks they perform are:
Perform diesel engine unit test mode operationsPerform diesel engine unit manual mode operationsPerform diesel engine unit prestart checksRaise or lower equipment by handPerform launch facility (LF) entry and exit proceduresAdjust air-conditioning subsystem components, other
than emergency systemsAdjust brine chiller componentsAdjust environmental control system pneumatic electrical
switches
Within the Missile Facility Maintenance Team Members job cluster, thereare three job variations. The first is the core job of Facility and PeriodicMaintenance Team Technicians, which contains 341 of the 366 members of thisjob cluster. One of the two small jobs is the LF/LCF Power Generation Mainte-nance Technicians (N=7) who, in contrast to the core job, spend two-thirds oftheir time maintaining LF and LCF power generation and distribution systems.They are very junior personnel and average less than 2 years in the service,as is the case with LF/LCF Environmental Control System Technicians (N5).The members of this job spend 79 percent of their time maintaining environmen-tal control systems.
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II. SHOP MAINTENANCE TECHNICIANS (ST0039, N=52) work in groups calledpower, refrigeration, and electric (PREL) teams. Detailed maintenance thatrequires special equipment and is time-consuming is performed by these indi-viduals in a workshop environment at the strategic missile support base. Theycomprise 8 percent of the sample and, like the PMT and FMT members, are mostly5-skill level. Sixty-two percent of the members in this job cluster arefirst-termers, but they have slightly more time in service than the Mainte-nance Team Members, and a higher percentage of these individuals are super-vising (37 percent). Shop Maintenance Technicians perform an average of 172tasks, and as a group spend almost half their time in vehicle maintenance (47percent). About 15 percent of their time is spent performing missile facilitymaintenance, and they spend about one-tenth of their time (11 percent) main-taining guidance and control liquid cooling systems. Some of the typicaltasks performed by this job cluster are:
Inventory toolsAdjust support van hoist componentsClean G&C liquia cooler filter assembliesPerform operational checkouts of transporter
erector ECSPerform operational checkouts of support van
electrical systemsPerform operational checkouts of G&C 400 hertz
liquid coolant pump assembliesPerform periodic inspections of PAC ECS
Among the job variations is the core job of PREL Team Technicians (N=39),who comprise 75 percent of the Shop Maintenance Technicians. They are themore senior people of this job cluster, with an average of 61 months in ser-vice and 47 percent supervising at least one person. PREL Support VehicleMaintenance Technicians (N=8) are a small group of members who focus on main-taining support vehicles (63 percent time spent in this duty) and spend 13percent of their time maintaining guidance and control liquid cooling systems.They are the most junior job in this job cluster, with an average of 31 monthsin the service and no personnel supervising. Another small job consists ofthe Minuteman III PREL Team Technicians (N=7), who are all at bases with theMinuteman III missile. While these members spend over half of their timemaintaining support vehicles (57 percent), they are the only group spendingany time maintaining guidance and control conditioning unit (GCCU) systems (2percent) and GCCU test equipment.
III. MAINTENANCE SUPERVISORS AND QUALITY ASSURANCE PERSONNEL (STO011,N=142) make up 22 percent of the sample. This job cluster is the most senior,with an average time in service of 146 months. Over four-fifths of the mem-bers of this group possess a 7-skill level and 68 percent are supervising.About one-fourth of their time is spent in tasks relating to inspecting andevaluating, such as writing APRs, reviewing inspection reports, inspectingwork areas, and initiating technical order changes. Another area in which aconsiderable amount of time is spent is in performing administrative functions
13
(24 percent time spent), such as making entries on AF Forms 623/623A (On-the-Job Training Record) or AF Forms 1800 (Operator's Inspection Guide and TroubleReport (General Purpose Vehicles)). They spend about equal amounts of time inthe duties of organizing/planning (17 percent) and directing/implementing(17 percent). These tasks include counseling personnel, determining require-ments for equipment or supplies, reviewing policy changes, determining workpriorities, and performing inventory for equipment or supplies. Job variationsfor this area include Shop Chiefs (N=41), who are supervising Facilities/Periodic Maintenance Teams. Ninety percent of the members of this job aresupervising.
Quality Assurance Inspectors/Evaluators (ST0129. N=16) spend 75 percentof their time inspecting and evaluating and performing administrative func-tions. Only 38 percent of these members are supervising. Maintenance SupportShop NCOICs (ST0071, N=8) not only spend a great deal of time on administra-tive functions, but also spend one-fourth of their time performing generalmaintenance functions, such as maintaining handtools or tool boxes, performingan inventory of tools, and disposing of waste oil. Technical Engineers(ST0066, N=5) are a unique group in that only one of the five is supervising.They are directing, planning, inspecting, and performing administrative func-tions, but they also spend 16 percent of their time maintaining launch facil-ity and launch control facility power and distribution systems. Most of thislast duty consists of troubleshooting equipment. Periodic Maintenance TeamChiefs (ST0085, N=9) supervise members of the PMTs and perform such tasks asinspecting work areas, writing APRs, briefing or debriefing maintenance, per-forming site general housekeeping functions, and performing Minuteman entrycontrol system procedures. Another similar job is that of the FacilityMaintenance Team Chiefs (ST0108, N=9) who supervise the FMT members, but spendmore time organizing, planning, directing, and implementing and less timeinspecting than PMT Chiefs. Equipment Control NCOICs (ST0082, N=7) aresupervising and spending almost one-third of their time inspecting (30 per-cent). They spend a relatively large amount of time extracting data from andentering data into the expanded Minuteman data analysis system (EMOAS), aswell as writing APRs, inspecting work areas, and directing the utilization ofequipment, supplies, or workspace. Those members who spend a large amount oftime in training other personnel are the Training NCOs (ST0114. N=8). Theyare performing such tasks as inspecting training records, reviewing CDCs withsubordinates, evaluating the progress of trainees, and determining OJTrequirements. The individuals supervising quality control personnel are theQuality Assurance Supervisors (ST0106, N=6). This is a small group of seniorpeople who write and review QA reports, as well as evaluate and implementquality assurance programs and procedures. The last small job variation isthat of Administrative Personnel (ST0048, N=5), a group that is directing andimplementing as well as performing administrative functions. Examples oftasks performed by these people include writing and reviewing correspondence,performing supervisory field visits, compiling information for reports orstaff studies, and reviewing policy changes.
IV. MAINTENANCE CONTROL PERSONNEL (ST0012, N=46 are performing a multi-tude of administrative functions. They spend 59 percent of their time in thatduty and about one-fifth of their time organizing and planning. The average
14
time in service is 115 months; all possess 5- or 7-skill levels and the pre-dominant paygrade is E-5. Only 28 percent are supervising personnel. Mainte-nance Control Personnel spend most of their time on just a few tasks--theaverage is 14 tasks. The following list is typical of this job:
Enter maintenance data into Expanded Minuteman DataAnalysis System (EMDAS)
Extract maintenance data from EMDASMake entries on local formsDetermine work prioritiesCoordinate maintenance with specialist work centers
or staff agencies
There are four job variations in the Maintenance Control Personnel area.Parts Research Technicians (ST0102. N=5) are the most senior job in this jobcluster, with an average of 131 months in service. Three of the five membersare supervising personnel. They are researching and ordering equipment neededto support missile facilities maintenance; all are assigned to materiel con-trol. Maintenance Processing Technicians (ST0055. N=5) control maintenanceequipment using the Expanded Minuteman Data Analysis System (EMDAS) and clas-sify equipment as usable, reparable, or condemned. Briefers and Debriefers(ST0084. N=7) are supervising some people, but have the additional duty ofbriefing and debriefing maintenance crews as they depart for and return fromthe launch facility. They also check or change work requirement file list-ings. Job Control Personnel (ST0076, N=21) implement daily maintenance plansand direct the performance of unscheduled maintenance requirements. Theydetermine work priorities, coordinate maintenance with work centers, schedulemaintenance, and dispatch maintenance teams. Only two are also supervising.
V. TO LIBRARY PERSONNEL (ST0065, N-5) maintain the publication andtechnical order files. This includes making changes to the TOs, and control-ling SAC civil engineering manuals. They spend 53 percent of their timeinspecting and evaluating; this includes inspecting activities and writing QAreports.
Comparison To Previous Survey
Table 6 compares the distribution of career ladder members in both the1982 AFSC 445XOG survey sample (Minuteman Missile Facilities career ladder)and the present AFSC 411X2A sample. Eighty-seven percent of the 1982 surveyrespondents grouped into jobs, while about 95 percent of the members in the1988 survey were grouped. The jobs were very similar in both survey analyses,with the core job of Missile Facilities Maintenance Team Members comprising 57percent of both samples. The present sample was comprised of more Supervisorsand Quality Assurance Personnel, but the jobs are very similar within the jobclusters. Training Personnel from the previous survey were included in thisjob cluster. In addition, there were also more Maintenance Control Personnelthan in the previous survey sample.
15
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ANALYSIS OF DAFSC GROUPS
An analysis of Duty AFSC groups is useful in identifying the tasks per-formed by the different skill levels. The distinctions made between DAFSCsare helpful for reviewing and assessing the completeness and accuracy of theAFR 39-1 Specialty Descriptions, the Specialty Training Standard (STS), andthe POI, as well as identifying training needs.
The average percent of time spent performing duties by each skill levelappears in Table 7. Table 8 shows the jobs performed across each of the skilllevels. These tables give a good picture of the career ladder progression asthe skill level increases. Since there are very few differences between the3- and 5-skill level personnel, these two groups were analyzed as one. As canbe seen by Table 7, there is a progression from performing technical tasks bythe 3- and 5-skill level personnel to performance of mostly managerial tasksby the- 7-skill level personnel. These trends are most particularly observedin tasks related to maintaining launch facility and launch control facilitypower generation systems, distribution systems, and environmental controlsystems.
Skill-Level Descriptions
DAFSC 41132A/41152A. There are almost four times as many 5-skill as there are3-skill level personnel. Part of the reason for this is members are put intoteam training groups when they are on station, and they are brought up to the5-skill level before being assigned to a periodic or facilities maintenanceteam.
Members in these duty AFSCs are spending 55 percent of their time main-taining launch facility and launch control facility power generation, powerdistribution, and environmental control systems. Table 9 provides a list oftasks typically performed by these skill levels. As is reflected by the tasksperformed, the majority of 3- and 5-skill level members are Missile FacilitiesMaintenance Team Members (73 percent). Shop Maintenance Technicians comprise10 percent of these skill levels.
DAFSC 41172A. Thirty-five percent of the sample are 7-skill level members.Most of their time is consumed by supervisory and managerial duties, such aswriting APRs, counseling personnel, and determining requirements for equipmentor supplies. Twenty-three percent of their time is spent in administrativefunctions; most of the tasks entail filling out various training, inspection,and equipment forms. Those tasks parallel the jobs performed by 7-skill levelpersonnel; over half (52 percent) are Supervisors and Quality Assurance Per-sonnel. Twenty-eight percent are Missile Facilities Maintenance Team Members,but many of these are team trainers, supervising and bringing new members upto the 5-skill level. Therefore, they are also performing many maintenancetasks for instructional purposes. A list of representative tasks performed bythese personnel is presented in Table 10.
17
TABLE 7
AVERAGE PERCENT TIME SPENT ON DUTIES BY DAFSC GROUPS(PERCENT MEMBERS RESPONDING)
41132A/41152A 41172A
DUTIES (N=413) (N=221)
A. ORGANIZING AND PLANNING 2 13
B. DIRECTING AND IMPLEMENTING 3 12
C. INSPECTING AND EVALUATING 4 18
D. TRAINING 2 8
E. PERFORMING ADMINISTRATIVE FUNCTIONS 9 23
F. MAINTAINING SUPPORT VEHICLES 6 2
G. MAINTAINING GUIDANCE AND CONTROL (G & C)LIQUID COOLING SYSTEMS 1 1
H. MAINTAINING GUIDANCE AND CONTROL CONDITIONINGUNIT (GCCU) SYSTEMS * *
I. MAINTAINING GCCU TEST EQUIPMENT * *
J. MAINTAINING LF AND LCF POWER GENERATION ANDDISTRIBUTION SYSTEMS 30 9
K. MAINTAINING MISCELLANEOUS LF AND LCF POWERDISTRIBUTION SYSTEMS 2 1
L. MAINTAINING LF AND LCF ENVIRONMENTAL CONTROLSYSTEMS (ECS) 25 8
M. PERFORMING MISSILE FACILITY MAINTENANCE 9 3
N. PERFORMING GENERAL MAINTENANCE FUNCTIONS 6 3
* Indicates less than 1 percent
NOTE: Columns may not add to 100 percent due to rounding
18
TABLE 8
DISTRIBUTION OF DAFSC GROUP MEMBERS ACROSS CAREER LADDER JOBS(PERCENT MEMBERS)
41132A/41152A 41172A
JOB AREAS LN=413) (N=221)
Missile Maintenance (ST0019, N=366) 73 28
Shop Maintenance (ST0039, N=52) 10 4
Supervisors & QA (STOOl1, N=142) 6 52
Maintenance Control (ST0012, N=46) 5 11
TO Library Personnel (ST0065, N=5) * I
Not Grouped (N=29) 5 4
* Indicates less than 1 percent
NOTE: Columns may not add to 100 percent due to rounding
19
TABLE 9
REPRESENTATIVE TASKS PERFORMED BY COMBINEDDAFSC 41132A AND 41152A AIRMEN(PERCENT MEMBERS PERFORMING)
(N=413)
PERCENTMEMBERS
TASKS PERFORMING
J422 PERFORM DEU TEST MODE OPERATIONS 70J421 PERFORM DEU PRESTART CHECKS 70N746 RAISE OR LOWER EQUIPMENT BY HAND 70N735 INVENTORY TOOLS 70J420 PERFORM DEU MANUAL MODE OPERATIONS 70L532 LEAK CHECK REFRIGERANT SUBSYSTEMS 70J424 PERFORM MPP SITE INTERFACE CHECKOUTS 69L515 ADJUST BRINE CHILLER COMPONENTS 69L520 ADJUST ECS PNEUMATIC ELECTRICAL SWITCHES 69L522 ADJUST ECS THERMOSTATS 69L588 SERVICE REFRIGERANT SUBSYSTEMS 69L519 ADJUST ECS FLOW ALARMS 69N741 PERFORM MINOR REPAIR ACTIONS, SUCH AS SPLICING WIRES,
SOLDERING OR TIGHTENING PARTS 69L528 ADJUST REFRIGERANT SUBSYSTEM COMPONENTS 69L591 TROUBLESHOOT BRINE CHILLER CONTROL PANELS 68J431 PERFORM OPERATIONAL CHECKOUTS OF DEU SAFETY AND ALARM
DEVICES 67J415 ADJUST DEU SAFETY AND ALARM DEVICE COMPONENTS 67J472 REMOVE OR INSTALL MPP 67J426 PERFORM OPERATIONAL CHECKOUTS OF DEU BATTERY CHARGERS 67L540 PERFORM OPERATIONAL CHECKOUTS OF BRINE CHILLER CONTROL
SUBSYSTEMS 67L524 ADJUST INSTRUMENT AIR SYSTEM COMPONENTS 67J411 ADJUST DEU FUEL OIL SYSTEM COMPONENTS 67J479 SERVICE DEU COOLING SYSTEMS 66J427 PERFORM OPERATIONAL CHECKOUTS OF DEU COOLING SYSTEMS 66L586 SERVICE BRINE SUBSYSTEMS 66J428 PERFORM OPERATIONAL CHECKOUTS OF DEU FUEL OIL SYSTEMS 66J481 SERVICE DEU LUBE OIL SYSTEMS 66J407 ADJUST DEU BATTERY CHARGER COMPONENTS 66L514 ADJUST AIR-CONDITIONING SUBSYSTEM COMPONENTS, OTHER THAN
EMERGENCY SYSTEMS 65J414 ADJUST DEU LUBE GIL SYSTEM COMPONENTS 65
20
TABLE 10
REPRESENTATIVE TASKS PERFORMED BY DAFSC 41172A AIRMEN(PERCENT MEMBERS PERFORMING)
(N=221)
PERCENTMEMBERS
TASKS PERFORMING
B31 COUNSEL PERSONNEL 68C99 WRITE APRs 67E153 MAKE ENTRIES ON AF FORMS 623 OR 623A (ON-THE-JOB TRAINING
RECORD) 65E147 MAKE ENTRIES ON AF FORMS 1800 (OPERATOR'S INSPECTION GUIDE
AND TROUBLE REPORT (GENERAL PURPOSE VEHICLES)) 59E174 MAKE ENTRIES ON LOCAL FORMS 58C79 INITIATE SAC CEM CHANGES 57A4 DETERMINE REQUIREMENTS FOR EQUIPMENT OR SUPPLIES 57C80 INITIATE TO CHANGES 57E148 MAKE ENTRIES ON AF FORMS 2005 (ISSUE/TURN IN REQUEST) 57E162 MAKE ENTRIES ON AFTO FORMS 350 (REPARABLE ITEM PROCESSING
TAG) 56E161 MAKE ENTRIES ON AFTO FORMS 349 (MAINTENANCE DATA COLLECTION
RECORD) 54A6 DETERMINE WORK PRIORITIES 53E159 MAKE ENTRIES ON AFTO FORMS 22 (TECHNICAL ORDER SYSTEM
PUBLICATION IMPROVEMENT REPORT AND REPLY) 53A22 REVIEW POLICY CHANGES 53C83 INSPECT WORK AREAS 52C93 REVIEW INSPECTION REPORTS 51A21 REVIEW CORRESPONDENCE 50A3 COORDINATE MAINTENANCE WITH SPECIALIST WORK CENTERS OR
STAFF AGENCIES 50B52 SUPERVISE MISSILE FACILITIES SPECIALISTS (AFSC 41152A) 50C82 INSPECT SAFETY EQUIPMENT 50B45 INVENTORY EQUIPMENT OR SUPPLIES 48A1O ESTABLISH PERFORMANCE STANDARDS FOR SUBORDINAT7S 48E156 MAKE ENTRIES ON AF FORMS 797 (JOB QUALIFICATION STANDARD
CONTINUATION SHEET) 47A18 PLAN WORK ASSIGNMENTS 46C91 PERFORM SELF-INSPECTIONS 45B54 WRITE CORRESPONDENCE 44E185 MAKE ENTRIES ON SAC FORMS 86 (SAC CIVIL ENGINEERING
MANUAL ICBM RPIE IMPROVEMENT REPORT) 44E146 MAKE ENTRIES.ON AF FORMS 1492 (DANGER) 43B44 INTERPRET DIRECTIVES FOR SUBORDINATES 43A8 DEVELOP WORK PROCEDURES 42
21
Most of the differences between these two skill levels stem from naturalcareer ladder progression. DAFSCs 41132A and 41152A are performing technicaltasks, while the 7-skill level assumes the more experienced managerial andsupervisory role. Table 11 presents tasks which best reflect these differ-ences between the skill levels.
AFR 39-1 SPECIALTY DESCRIPTION ANALYSIS
Specialty Descriptions are used to give a broad overview of the duties ofa career ladder at the different skill levels. AFR 39-1 documents werereviewed for DAFSCs 41112A/32A/52A and 41172A (all dated 15 March 1988). Allaccurately reflect the jobs at each skill level; AFSCs 41112A/32A/52A special-ists are performing the technical tasks required for maintenance of facili-ties, while the technicians are advising, supervising, training technicaltasks, and inspecting.
TRAINING ANALYSIS
Occupational survey data provide one of several sources of informationwhich can be used to make training programs more relevant and meaningful tostudents. The four most commonly used types of occupational survey informa-tion are: (1) the percent of first-enlistment personnel performing taskscovered 'in the job inventory, (2) ratings of relative difficulty of tasks(TD), (3) the ratings of relative training emphasis (TE) placed on tasks forfirst-enlistment training, and (4) Automated Training Indicators (ATIs).
These data can be used to evaluate training documents such as the Spe-cialty Training Standard (STS) and the Plan of Instruction (POI). To aid inthe review of AF3C 41iX2A STS and POI, technical school personnel at ChanuteTechnical Training Center matched job inventory tasks to appropriate sectionsof the STS and POI. Comparisons to the training documents were made usingthese matches with a complete computer listing displaying percent membersperforming tasks, TE ratings, and TD ratings for each task. The STS and POImatches, along with other detailed computer products, are forwarded to thetechnical school for further evaluation of the training documents.
Traininq Emphasis (TE), Task Difficulty (TO) andAutomated Training Indicators
TE and TD ratings are factors that can assist technical school personnelin deciding what tasks should be emphasized in entry-level training. TEratings provided by career ladder subject-matter experts yielded an averagerating of 3.14, with a standard deviation of 1.90. Therefore, tasks having arating of 5.04 (average TE + 1 standard deviation) or higher should bestrongly considered for structured training. TD ratings were adjusted so
22
TABLE 11
TASKS WHICH BEST DIFFERENTIATE BETWEEN DAFSC 41132A/41152A AND 41172A PERSONNEL(PERCENT MEMBERS RESPONDING)
41132A/41152A 41172ATASKS (N=413) (N=221)
J420 PERFORM DEU MANUAL MODE OPERATIONS 70 29N746 RAISE OR LOWER EQUIPMENT BY HAND 70 29J422 PERFORM DEU TEST MODE OPERATIONS 70 29L588 SERVICE REFRIGERANT SUBSYSTEMS 69 28J415 ADJUST DEU SAFETY AND ALARM DEVICE
COMPONENTS 67 26J421 PERFORM DEU PRESTART CHECKS 70 30L532 LEAK CHECK REFRIGERANT SUBSYSTEMS 70 30J424 PERFORM MPP SITE INTERFACE CHECKOUTS 69 29L528 ADJUST REFRIGERANT SUBSYSTEM COMPONENTS 69 29J411 ADJUST DEU FUEL OIL SYSTEM COMPONENTS 67 27J479 SERVICE DEU COOLING SYSTEMS 66 26L519 ADJUST ECS FLOW ALARMS 69 30L520 ADJUST ECS PNEUMATIC ELECTRICAL SWITCHES 69 30L522 ADJUST ECS THERMOSTATS 69 30L515 ADJUST BRINE CHILLER COMPONENTS 69 30J472 REMOVE OR INSTALL MPP 67 28L524 ADJUST INSTRUMENT AIR SYSTEM COMPONENTS 67 28L534 PERFORM ECS SHUTDOWNS AND CHECKOUTS 65 26
C99 WRITE APRs 15 67B31 COUNSEL PERSONNEL 21 68A21 REVIEW CORRESPONDENCE 6 50A22 REVIEW POLICY CHANGES 13 53E153 MAKE ENTRIES ON AF FORMS 623 OR 623A
(ON-THE-JOB TRAINING RECORD) 25 65B54 WRITE CORRESPONDENCE 5 44B52 SUPERVISE MISSILE FACILITIES SPECIALISTS
(AFSC 41152A) 11 50C93 REVIEW INSPECTION REPORTS 12 51A3 COORDINATE MAINTENANCE WITH SPECIALIST WORK
CENTERS OR STAFF AGENCIES 12 50A4 DETERMINE REQUIREMENTS FOR EQUIPMENT OR
SUPPLIES 20 57A6 DETERMINE WORK PRIORITIES 17 53A18 PLAN WORK ASSIGNMENTS 11 46A1O ESTABLISH PERFORMANCE STANDARDS FOR
SUBORDINATES 13 48
23
the average difficulty rating was 5.00, with a standard deviation of 1.00.Tasks with ratings of 3.00 or better are perceived as difficult enough towarrant consideration for centralized training. Table 12 lists those tasksrated highest in task difficulty, and Table 13 indicates tasks performed byfirst-termers that have a high training emphasis. For a complete discussionof TE and TD, please refer to the Task Factor Administration section of thisreport.
ATIs provide a guideline for training decisions with an objective, cate-gorical training decision indicator value for a task derived from considera-tions of percent of members performing, TE and TD ratings, and existingconstraints such as criticality and safety. Atch 1, ATCR 52-22, has theguidelines for developing the ATI values and the training decision connectedto those values.
Note tasks receiving high ratings in both TE and TD, accompanied by mod-erate to high percentages of members performing (30 percent or better) in thefirst-enlistment group, may justify resident training. ATIs help identifythese tasks. While reviewing this section of the report, note training deci-sions are not only weighed against these four factors, but also take intoaccount command concerns, safety standards, and the importance of the task.
First-Enlistment Personnel
Since first-enlistment personnel are the target group for basic residenttraining programs (i.e., the AFSC 41132A course at Chanute), an analysis ofthe tasks this group performs can help training personnel develop or reviewtraining programs. Other data that can be used are the equipment lists andfunctional work areas. TD and TE ratings show what experienced NCOs considerto be difficult tasks to learn and tasks important to train.
As discussed before, most first-termers complete the technical trainingcourse at Chanute, go through a team training course once they arrive on base,and possess the 5-skill level before they are assigned to a function. Thedata show 88 percent of first-termers have completed the team training courseor are enrolled. First-enlistment personnel wait an average of 69 days attheir duty station before they are enrolled in the team training course. Thisis less than the amount of time second-termers say they waited when in theirfirst enlistment; they were on station an average of 93 days. At the time ofthe survey, 3 percent of first-termers were waiting to start the team trainingcourse at their duty station.
Seventy-one percent possess a 5-skill level, and two-thirds are in theE-3 paygrade. Figure 2 shows the job distribution of first-enlistment person-nel; most are assigned to Missile Facilities Maintenance Teams. This isreflected in the amount of time they spend on launch facility and launch con-trol facility power generation systems, power distribution systems, andenvironmental control systems (see Table 14). Sixty-four percent of theirtime is spent in these duties, while another 10 percent is spent performing
24
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25
TABLE 13
EXAMPLES OF TASKS RATED HIGH IN TRAINING EMPHASIS(PERCENT FIRST ENLISTMENT PERFORMING)
TNG 1ST TASKTASKS EMP* ENL DIF**
J419 ISOLATE MALFUNCTIONS TO MINUTEMAN POWER PROCESSORS (MPP) 6.81 71 7.22L532 LEAK CHECK REFRIGERANT SUBSYSTEMS 6.59 80 6.18L515 ADJUST BRINE CHILLER COMPONENTS 6.56 78 5.79J482 TROUBLESHOOT ASU 6.54 59 7.15L514 ADJUST AIR-CONDITIONING SUBSYSTEM COMPONENTS, OTHER THAN
EMERGENCY SYSTEMS 6.54 74 5.86L519 ADJUST ECS FLOW ALARMS 6.54 77 5.77J424 PERFORM MPP SITE INTERFACE CHECKOUTS 6.52 79 5.86J484 TROUBLESHOOT DEU BATTERY CHARGERS 6.52 72 6.06L522 ADJUST ECS THERMOSTATS 6.50 78 5.47J407 ADJUST DEU BATTERY CHARGER COMPONENTS 6.44 75 6.14J426 PERFORM OPERATIONAL CHECKOUTS OF DEU BATTERY CHARGERS 6.43 76 5.47J431 PERFORM OPERATIONAL CHECKOUTS OF DEU SAFETY AND ALARM DEVICES 6.43 77 5.15J499 VERIFY MPP FAILURE USING POWER SYSTEM VERIFICATION BOXES (PSVB) 6.41 70 5.58L528 ADJUST REFRIGERANT SUBSYSTEM COMPONENTS 6.41 78 5.86J493 TROUBLESHOOT DEU SAFETY AND ALARM DEVICES 6.39 73 5.86J414 ADJUST DEU LUBE OIL SYSTEM COMPONENTS 6.37 74 4.95L518 ADJUST ECS ELECTRICAL SWITCHES 6.35 68 5.12L520 ADJUST ECS PNEUMATIC ELECTRICAL SWITCHES 6.35 78 5.37L529 ADJUST VENTILATION SUBSYSTEMS AND CONTROLS* 6.35 70 5.68J430 PERFORM OPERATIONAL CHECKOUTS OF DEU LUBE OIL SYSTEMS 6.31 74 4.47J415 ADJUST DEU SAFETY AND ALARM DEVICE COMPONENTS 6.30 76 5.52J485 TROUBLESHOOT DEU COOLING SYSTEMS 6.30 70 4.80L521 ADJUST ECS RESTRICTORS 6.30 72 5.46J425 PERFORM OPERATIONAL CHECKOUTS OF ASU 6.28 60 5.21J488 TROUBLESHOOT DEU FUEL OIL SYSTEMS 6.28 69 5.32L591 TROUBLESHOOT BRINE CHILLER CONTROL PANELS EMERGENCY SYSTEMS 6.28 76 6.17J496 TROUBLESHOOT MPP BATTERY CHARGER SYSTEM COMPONENTS 6.26 67 5.33L599 TROUBLESHOOT LF EMERGENCY AIR-CONDITIONING SUBSYSTEMS AND
CONTROLS 6.26 63 6.19
* The Training Emphasis average is 3.14, with a standard deviation of 1.90
** Task Difficulty average is 5.0, with a standard deviation of 1.0
26
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TABLE 14
AVERAGE PERCENT TIME SPENT ON DUTIES BY TAFMS GROUPS(MEMBERS RESPONDING)
1-24 MOS 1-48 MOS 49-96 MOS 97+ MUSDUTY (N=156). (N=303)- (N=127) (N=210)
A. ORGANIZING AND PLANNING * 1 6 14B. DIRECTING AND IMPLEMENTING 1 1 6 13C. INSPECTING AND EVALUATING 2 2 10 18D. TRAINING 1 1 6 7E. PERFORMING ADMINISTRATIVE FUNCTIONS 5 6 18 24F. MAINTAINING SUPPORT VEHICLES 3 6 6 2G. MAINTAINING GUIDANCE AND CONTROL (G & C)
LIQUID COOLING SYSTEMS I I 1H. MAINTAINING GUIDANCE AND CONTROL
CONDITIONING UNIT (GCCU) SYSTEMS * * 1 *I. MAINTAINING GCCU TEST EQUIPMENT 0 * *
J. MAINTAINING LF AND LCF POWER GENERATIONAND DISTRIBUTION SYSTEMS 39 35 18 8
K. MAINTAINING MISCELLANEOUS LF AND LCFPOWER DISTRIBUTION SYSTEMS 3 3 2 1
L. MAINTAINING LF AND LCF ENVIRONMENTALCONTROL SYSTEM (ECS) 30 29 15 7
M. PERFORMING MISSILE FACILITY MAINTENANCE 9 10 7 3N. PERFORMING GENERAL MAINTENANCE FUNCTIONS 6 6 5 2
* Indicates less than 1 percent
NOTE: Columns may not add to 100 percent due to rounding
28
other missile facility maintenance. Table 15 shows tasks commonly performedby members with 1-48 months time in service. For equipment used by at leasthalf of all first-enlistment personnel, see Table 16.
Specialty Training Standard
A comprehensive review of the STS was conducted by comparing task data tothe STS. Subject-matter experts at the technical training school matchedtasks to applicable STS areas, then computer products were run on this match.Usually, the percent of members performing these tasks at the first job, firstenlistment, 5-skill level and 7-skill level are used to analyze the STS. Aparagraph is supported if 20 percent of the members at one of these levels areperforming at least one of the tasks matched to that STS area.
With the diversity found within this career ladder, very little supportwas seen for many areas of the STS, in that less than 20 percent of the crite-rion groups above were performing matched tasks. Table 17 provides examplesof these paragraphs and the percentages of groups performing matched tasks.Most of the paragraphs not represented by 20 percent of members performingwere related to the Peacekeeper missile--test equipment, SMSB maintenance,launch facility procedures and maintenance (STS paragraphs 23, 24, 25, and26). The Peacekeeper is currently only at FE Warren AFB, but it is the newincoming equipment and should be included as part of the STS.
Because of the diversity of this career ladder, an alternate approach wasused to review this training document. Instead of using total active federalmilitary service (TAFMS) and DAFSC group data, the percentage of people ineach large job cluster was used to review the various paragraphs of the STS.By using this method, as Table 18 shows, many of the job-specific areas in theSTS were performed by significant percentages of either the Shop MaintenanceTechnicians or Missile Facilities Maintenance Team Members. For example, muchof the equipment maintenance for the strategic missile support base (SMSB)(STS paragraph 16) is performed by Shop Maintenance Technicians (or PREL),including that for support vans, reentry vehicle guidance and control/PMTvans, payload transporters, transporter erectors, maintenance equipmenttrailers, portable air-conditioners, elevator work cages and the power andcommunication distribution box, as well as lead acid, nicad, chloride, and MPPbatteries. The percent of members performing these maintenance tasks in theTAFMS and DAFSC groups was under 20 percent, but these duties are performed bya majority of individuals in that particular job cluster. Other dutiesheavily performed by Shop Maintenance Technicians but representing less than10 percent of DAFSC or TAFMS groups include SMSB maintenance of the guidanceand control cooling system, particularly the 400 Hz liquid cooling pump,refrigerating water chiller unit, control valve assembly, liquid cooler filterand assembly, and the guidance section liquid cooler test set. MissileFacilities Maintenance Team Members supported some paragraphs in launchfacility maintenance (STS paragraph 19) and launch control facility mainte-nance (STS paragraph 20). The training extract provided for the career laddercontains a comprehensive STS match with tasks.
29
TABLE 15
REPRESENTATIVE TASKS PERFORMED BY DAFSC 411X2A AIRMENWITH 1-48 MONTHS TAFMS
PERCENTMEMBERSPERFORMING
TASKS (N=303).
J422 PERFORM DEU TEST MODE OPERATIONS 80J421 PERFORM DEU PRESTART CHECKS 80J420 PERFORM DEU MANUAL MODE OPERATIONS 80N746 RAISE OR LOWER EQUIPMENT BY HAND 80L532 LEAK CHECK REFRIGERANT SUBSYSTEMS 80L588 SERVICE REFRIGERANT SUBSYSTEMS 79J424 PERFORM MPP SITE INTERFACE CHECKOUTS 79L522 ADJUST ECS THERMOSTATS 78L515 ADJUST BRINE CHILLER COMPONENTS 78L520 ADJUST ECS PNEUMATIC ELECTRICAL SWITCHES 78L528 ADJUST REFRIGERANT SUBSYSTEM COMPONENTS 78L519 ADJUST ECS FLOW ALARMS 77N735 INVENTORY TOOLS 77J472 REMOVE OR INSTALL MPP 77J431 PERFORM OPERATIONAL CHECKOUTS OF DEU SAFETY AND ALARM
DEVICES 77J426 PERFORM OPERATIONAL CHECKOUTS OF DEU BATTERY CHARGERS 76J415 ADJUST DEU SAFETY AND ALARM DEVICE COMPONENTS 76L591 TROUBLESHOOT BRINE CHILLER CONTROL PANELS 76L524 ADJUST INSTRUMENT AIR SYSTEM COMPONENTS 75J411 ADJUST DEU FUEL OIL SYSTEM COMPONENTS 75J479 SERVICE DEU COOLING SYSTEMS 75J427 PERFORM OPERATIONAL CHECKOUTS OF DEU COOLING SYSTEMS 75L569 REMOVE OR INSTALL BRINE CHILLER COMPONENTS 75L540 PERFORM OPERATIONAL CHECKOUTS OF BRINE CHILLER CONTROL
SUBSYSTEMS 75J407 ADJUST DEU BATTERY CHARGER COMPONENTS 75L514 ADJUST AIR-CONDITIONING SUBSYSTEM COMPONENTS, OTHER THAN
EMERGENCY SYSTEMS 74J476 REMOVE OR INSTALL POWER GENERATION AND DISTRIBUTION
SYSTEM MINOR HARDWARE, SUCH AS GASKETS OR BOLTS 74J481 SERVICE DEU LUBE OIL SYSTEMS 74J414 ADJUST DEU LUBE OIL SYSTEM COMPONENTS 74J428 PERFORM OPERATIONAL CHECKOUTS OF DEU FUEL OIL SYSTEMS 74
30
TABLE 16
EQUIPMENT USED BY 30 PERCENT OR MORE OFFIRST-ENLISTMENT PERSONNEL
PERCENTMEMBERS
EQUIPMENT PERFORMING
MULTIMETERS 95TEMPERATURE CONTROL TEST SETS 95CALIBRATED THERMOMETERS 94TORGUE WRENCHES 94AMMETERS 93MANIFOLD GAUGE SETS 92ELECTRONIC LEAK DETECTORS 91FREQUENCY METERS 91PRESSURE GAUGES 90HYDROMETERS 88JOHNSON CONTROL KITS 88BELT ALIGNMENT TOOLS 87ELECTRIC DRILLS 85DIFFERENTIAL PRESSURE GAUGES 84MANOMETERS 84BATTERY CHARGES 83POWER SYSTEM VERIFICATION BOXES 83EMERGENCY BREATHING APPARATUS 82AIR COMPRESSORS 79SOLDERING IRONS 79TENSION GAUGES 77FAULT LOCATING INDICATORS 72FUEL TRANSFER PUMPS 71ELEVATOR WORK CAGES 70PICK-UP TRUCK 68DIAL-A-CHARGE 68REFRIGERANT OIL PUMPS 66PORTABLE SUMP PUMP KITS 63PORTABLE HEATERS 62VIBROGROUNDS 60GRADUATED CYLINDERS 59BATTERY LOAD TESTERS 57DC POWER SUPPLIES 57PORTABLE HOISTS 55UTILITY VAN 52PHASE ROTATION METERS 50PNEUMATIC TOOLS 49
31
TABLE 16 (CONTINUED)
EQUIPMENT USED BY 30 PERCENT OR MORE OFFIRST-ENLISTMENT PERSONNEL
PERCENTMEMBERS
EQUIPMENT PERFORMING
VACUUM PUMPS 49CARRYALL 48FLOW METERS 47GAS DETECTORS 44BRINE BALANCE KITS 41VEHICLE HOISTS 41OVERHEAD HOISTS 37MICRON GAUGES 37PNEUMATIC CONTROL TEST SETS 35PMT TRAILER TRACTOR 35NITROGEN CYLINDERS 34MEGOHMETERS 31
32
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Tasks not matched to the STS (unreferenced) are also examined to deter-mine if the STS is omitting coverage of large numbers of related tasks. Manytasks were supported by TAFMS and DAFSC groups, as well as job clusters.These tasks vary from LF and LCF diesel engine unit and environmental controlsystems to maintaining remote start units; they are supported by DAFSC andTAFMS groups as well as the Missile Facility Maintenance Team Members jobcluster. Several tasks dedling with guidance and control equipment wereperformed by over 20 percent of the Shop Maintenance Technicians. Examples ofthese tasks are shown in Table 19. Unreferenced tasks need to be reviewed todetermine if they should be covered by the STS.
PLAN OF INSTRUCTION (POI) ANALYSIS
The POI (dated November 1988) for Course E3ABR41132A 000, Missile Facili-ties Specialist, was reviewed to see if survey data supported it. This wasdone by matching the tasks to the POI, which personnel in this career ladderaccomplished at the Chanute Technical Training Center. Computer products werethen run on this match, giving the TE, Automated Training Indicators (ATIs),the TD, and the percent members performing the matched tasks for first-jobpersonnel (1-24 months TAFMS) and first-enlistment personnel (1-48 monthsTAFMS). Thirty percent of the members in one area must be performing a taskmatched to that area for the POI section to be supported. However, TE, TO,and the criticality of a task are also important factors to consider whendeciding if an item should be taught at the technical school. ATIs provide aguideline, as the value is derived from a consideration of all these factors.
Adequate percentages of first-job and first-term members were performingtasks matched to the POI, with the exception of one paragraph: VIII 3b.Given a simulated safety hazard and an AF Form 457, Hazard Report, prepare theAF Form 457 without error.
In addition, tasks not matched to the POI were reviewed to see if thereare many that have high percent members performing (over 30 percent) but arenot taught. Example of these tasks are listed in Table 20. Many of thesetasks focus on launch facility anlaunch control facility power generationand distribution systems maintenance, particularly for diesel engine units andMinuteman power processors. Another duty with many unmatched tasks is that ofmaintaining environmental control facilities of the launch facility and thelaunch control facility. Members perform tasks related to maintaining air-conditioning and heating units and brine systems. Additionally, members seemto spend a great deal of time working with sump pumps. All of these should beexamined to see if they warrant inclusion in the POI.
43
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44
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45
JOB SATISFACTION
Another factor included in the surveys sent to respondents is that of jobsatisfaction. Five questions are examined that will indicate the level towhich people are happy with their job: job interest, perceived use of tal-ents, perceived use of training, reenlistment intentions, and satisfactionwith the sense of accomplishment on the job. Tables 21, 22, and 23 show theseindicators by TAFMS groups as compared to other Mission Equipment MaintenancePersonnel surveyed in 1987, TAFMS groups as compared to the 1982 AFSC 445XOGsurvey sample TAFMS groups, and between job clusters.
Overall, 72 percent of this career ladder feel their jobs are interest-ing, and 70 percent are happy with the sense of satisfaction gained from theirwork. Over 80 percent feel both their talents and training are well utilized.Roughly two-thirds of career ladder members plan to reenlist.
When comparing this AFSC with other mission equipment maintenance person-nel surveyed in 1987, Missile Facilities Specialists are similar in theirlevel of job satisfaction. Only three indications showed differences in jobsatisfaction from similar career ladders: first-term Missile FacilitiesSpecialists feel their training is used better, but fewer are planning toreenlist, and career members of this AFSC have fewer members planning toretire than the comparative sample.
Job satisfaction has improved in this career ladder since the last surveywas analyzed in 1982. First-termers in particular find their job more inter-esting, feel their talents and training are being well utilized, are moresatisfied with the sense of accomplishment from their jobs, and more areplanning to reenlist. Other notable changes since the last survey occurred inthe career members group; they find their job more interesting and more planto reenlist (fewer are retiring).
Those members who find their job most interesting are Maintenance ControlPersonnel, but Supervisors and QA Personnel and Missile Facilities MaintenanceTeam Members are similar in this indicator. Least satisfied are Shop Mainte-nance Technicians. Interestingly enough, Shop Maintenance Technicians are theindividuals who feel their talents are used well, while the majority of Main-tenance Control Personnel feel their talents are used very little. The lattergroup also feel their training is not as well utilized as other job clustersand are the least satisfied with the sense of accomplishment gained from theirjob. Almost all Missile Facilities Maintenance Team Members feel their train-ing is used well, and this group is most satisfied with the sense of accom-plishment derived from their job. The most likely to reenlist are Supervisorsand QA Personnel; however, these are also senior people and have more time inservice than other groups, as do Maintenance Control Personnel (second highestpercent saying they will reenlist). Between 50 and 60 percent of MissileFacilities Maintenance Team Members and Shop Maintenance Technicians plan toreenlist; these are more representative of first- and second-termers.
46
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48
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49 - A j>-: 4-
IMPLICATIONS
The current STS should be reviewed, particularly those sections withfewer than 20 percent of the members performing matched tasks. In addition,Shop Maintenance Personnel perform very few tasks in common with MaintenanceTeam Members; other alternatives for these personnel need to be examined,especially the necessity for sending these members through the basic residenttraining course. There is a long wait of 69 days for first-termers to enterteam training once at their duty station; career ladder managers should inves-tigate the reasons for the delay. Job satisfaction has improved for thiscareer ladder since the last survey, and is comparable to other similarmission equipment maintenance personnel.
50
APPENDIX A
51
TABLE I
CLUSTER ID NUMBER AND TITLE: ST0019, MISSILE FACILITY MAINTENANCE TEAM MEMBERSCLUSTER SIZE: 366 AVERAGE TIME IN SERVICE: 46 MONTHSPREDOMINATE PAYGRADE: E-3 AVERAGE TIME IN CAREER LADDER: 37 MONTHSPERCENT OF SAMPLE: 57%
THE FOLLOWING ARE IN DESCENDING ORDER BY PERCENT MEMBERS PERFORMING:
PERCENTMEMBERS
TASKS PERFORMING
J421 PERFORM DEU PRESTART CHECKS 96J422 PERFORM DEU TEST MODE OPERATIONS 95J420 PERFORM DEU MANUAL.MODE OPERATIONS 95J424 PERFORM MPP SITE INTERFACE CHECKOUTS 93L519 ADJUST ECS FLOW ALARMS 93L520 ADJUST ECS PNEUMATIC ELECTRICAL SWITCHES 93J431 PERFORM OPERATIONAL CHECKOUTS OF DEU SAFETY AND ALARM
DEVICES 93J472 REMOVE OR INSTALL MPP 92J426 PERFORM OPERATIONAL CHECKOUTS OF DEU BATTERY CHARGERS 92J415 ADJUST DEU SAFETY AND ALARM DEVICE COMPONENTS 92L524 ADJUST INSTRUMENT AIR SYSTEM COMPONENTS 92L522 ADJUST ECS THERMOSTATS 92N746 RAISE OR LOWER EQUIPMENT BY HAND 91J479 SERVICE DEU COOLING SYSTEMS 91J427 PERFORM OPERATIONAL CHECKOUTS OF DEU COOLING SYSTEMS 91L515 ADJUST BRINE CHILLER COMPONENTS 91L532 LEAK CHECK REFRIGERANT SUBSYSTEMS 91J411 ADJUST DEU FUEL OIL SYSTEM COMPONENTS 91J428 PERFORM OPERATIONAL CHECKOUTS OF DEU FUEL OIL SYSTEMS 90J407 ADJUST DEU BATTERY CHARGER COMPONENTS 90L528 ADJUST REFRIGERANT SUBSYSTEM COMPONENTS 90J481 SERVICE DEU LUBE OIL SYSTEMS 90J473 REMOVE OR INSTALL MPP BATTERIES 90J430 PERFORM OPERATIONAL CHECKOUTS OF DEU LUBE OIL SYSTEMS 90L514 ADJUST AIR-CONDITIONING SUBSYSTEM COMPONENTS, OTHER THAN
EMERGENCY SYSTEMS 89J476 REMOVE OR INSTALL POWER GENERATION AND DISTRIBUTION SYSTEM
MINOR HARDWARE, SUCH AS GASKETS OR BOLTS 89L588 SERVICE REFRIGERANT SUBSYSTEMS 89J493 TROUBLESHOOT DEU SAFETY AND ALARM DEVICES 89J414 ADJUST DEU LUBE OIL SYSTEM COMPONENTS 89J408 ADJUST DEU COOLING SYSTEM COMPONENTS 89
Al
TABLE II
CLUSTER ID NUMBER AND TITLE: ST0039, SHOP MAINTENANCE TECHNICIANSCLUSTER SIZE: 52 AVERAGE TIME IN SERVICE: 54 MONTHSPREDOMINATE PAYGRADE: E-3/4 AVERAGE TIME IN CAREER LADDER: 46 MONTHSPERCENT OF SAMPLE: 8%
THE FOLLOWING ARE IN DESCENDING ORDER BY PERCENT MEMBERS PERFORMING:.
PERCENTMEMBERS
TASKS PERFORMING
N735 INVENTORY TOOLS 88G331 CLEAN G AND C LIQUID COOLER FILTER ASSEMBLIES 88F258 PERFORM PERIODIC INSPECTIONS OF SUPPORT VAN HOISTS 88F203 ADJUST SUPPORT VAN HOIST COMPONENTS 87F231 PERFORM OPERATIONAL CHECKOUTS OF SUPPORT VAN HOISTS 87F233 PERFORM OPERATIONAL CHECKOUTS OF TE ECS 87G337 PERFORM OPERATIONAL CHECKOUTS OF G AND C 400 HERTZ (HZ)
LIQUID COOLANT PUMP ASSEMBLIES 87G334 PERFORM OPERATIONAL CHECKOUTS OF G AND C CHILLER UNITS 87F297 SERVICE TE ECS 87F205 ADJUST TRANSPORTER ERECTOR (TE) EMPLACEMENT ELECTRICAL
SYSTEM COMPONENTS 85G332 INSPECT G AND C LIQUID COOLING TEST AND REPAIR BENCH
COMPONENTS 85F287 REMOVE OR INSTALL SUPPORT VAN HOIST COMPONENTS 85F206 ADJUST TE ECS COMPONENTS 83F260 PERFORM PERIODIC INSPECTIONS OF TE ECS 83F321 TROUBLESHOOT SUPPORT VAN HOISTS 83N736 MAINTAIN HANDTOOLS OR TOOL BOXES 81F257 PERFORM PERIODIC INSPECTIONS OF SUPPORT VAN ELECTRICAL
SYSTEMS 81G336 PERFORM OPERATIONAL CHECKOUTS OF G AND C MODULATING VALVE
ASSEMBLIES 81G335 PERFORM OPERATIONAL CHECKOUTS OF G AND C LIQUID COOLING
TEST SETS 81F207 ADJUST TE SEMITRAILER ELECTRICAL SYSTEM COMPONENTS 81N745 PREPARE BRINE SOLUTIONS 81G333 PERFORM OPERATIONAL CHECKOUTS OF G AND C CHILLER TEST
STANDS 79M650 PERFORM PERIODIC INSPECTIONS OF PAC ECS 79M649 PERFORM PERIODIC INSPECTIONS OF PAC APU 79F285 REMOVE OR INSTALL SUPPORT VAN ELECTRICAL SYSTEM
COMPONENTS 79F289 REMOVE OR INSTALL TE ECS COMPONENTS 79G352 TROUBLESHOOT G AND C CHILLER UNITS 79E180 MAKE ENTRIES ON SAC FORMS 167 (TOOLBOX INVENTORY) 77
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TABLE III
CLUSTER ID NUMBER AND TITLE: STO011, MAINTENANCE SUPERVISORS AND QUALITYASSURANCE PERSONNEL
CLUSTER SIZE: 142 AVERAGE TIME IN SERVICE: 146 MONTHSPREDOMINATE PAYGRADE: E-6/7 AVERAGE TIME IN CAREER LADDER: 103 MONTHSPERCENT OF SAMPLE: 22%
THE FOLLOWING ARE IN DESCENDING ORDER BY PERCENT MEMBERS PERFORMING:
PERCENTMEMBERS
TASKS PERFORMING
B31 COUNSEL PERSONNEL 75C99 WRITE APRs 70A4 DETERMINE REQUIREMENTS FOR EQUIPMENT OR SUPPLIES 68E153 MAKE ENTRIES ON AF FORMS 623 OR 623A (ON-THE-JOB TRAINING
RECORD) 66A22 REVIEW POLICY CHANGES 64E147 MAKE ENTRIES ON AF FORMS 1800 (OPERATOR'S INSPECTION GUIDE
AND TROUBLE REPORT (GENERAL PURPOSE VEHICLES)) 64E174 MAKE ENTRIES ON LOCAL FORMS 63A6 DETERMINE WORK PRIORITIES 62C93 REVIEW INSPECTION REPORTS 61C83 INSPECT WORK AREAS 61A3 COORDINATE MAINTENANCE WITH SPECIALIST WORK CENTERS OR
STAFF AGENCIES 61A21 REVIEW CORRESPONDENCE 60B45 INVENTORY EQUIPMENT OR SUPPLIES 59A18 PLAN WORK ASSIGNMENTS 58C91 PERFORM SELF-INSPECTIONS 57C79 INITIATE SAC CEM CHANGES 55C80 INITIATE TO CHANGES 54A1O ESTABLISH PERFORMANCE STANDARDS FOR SUBORDINATES 54C82 INSPECT SAFETY EQUIPMENT 53B54 WRITE CORRESPONDENCE 52B44 INTERPRET DIRECTIVES FOR SUBORDINATES 51A8 DEVELOP WORK PROCEDURES 51E148 MAKE ENTRIES ON AF FORMS 2005 (ISSUE/TURN IN REQUEST) 50A23 SCHEDULE LEAVES 50E156 MAKE ENTRIES ON AF FORMS 797 (JOB QUALIFICATION STANDARD
CONTINUATION SHEET) 50B47 PERFORM SUPERVISORY FIELD VISITS 49E161 MAKE ENTRIES ON AFTO FORMS 349 (MAINTENANCE DATA COLLECTION
RECORD) 48E162 MAKE ENTRIES ON AFTO FORMS 350 (REPARABLE ITEM PROCESSING
TAG) 48A24 SCHEDULE MAINTENANCE OR MAINTENANCE INSPECTIONS 46
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TABLE IV
CLUSTER ID NUMBER AND TITLE: ST0012, MAINTENANCE CONTROL PERSONNELCLUSTER SIZE: 46 AVERAGE TIME IN SERVICE: 115 MONTHSPREDOMINATE PAYGRADE: E-5 AVERAGE TIME IN CAREER LADDER: 89 MONTHSPERCENT OF SAMPLE: 7%
THE FOLLOWING ARE IN DESCENDING ORDER BY PERCENT MEMBERS PERFORMING:-
PERCENTMEMBERS
TASKS PERFORMING
E143 ENTER MAINTENANCE DATA INTO EXPANDED MINUTEMAN DATAANALYSIS SYSTEM (EMDAS) 70
E144 EXTRACT MAINTENANCE DATA FROM EMDAS 65E174 MAKE ENTRIES ON LOCAL FORMS 59A6 DETERMINE WORK PRIORITIES 54A3 COORDINATE MAINTENANCE WITH SPECIALIST WORK CENTERS OR
STAFF AGENCIES 43E153 MAKE ENTRIES ON AF FORMS 623 OR 623A (ON-THE-JOB TRAINING
RECORD) 41E161 MAKE ENTRIES ON AFTO FORMS 349 (MAINTENANCE DATA
COLLECTION RECORD) 39E148 MAKE ENTRIES ON AF FORMS 2005 (ISSUE/TURN IN REQUEST) 35A4 DETERMINE REQUIREMENTS FOR EQUIPMENT OR SUPPLIES 35E142 CHECK WRF LISTINGS 33B36 DISPATCH MAINTENANCE TEAMS 31A24 SCHEDULE MAINTENANCE OR MAINTENANCE INSPECTIONS 30E162 MAKE ENTRIES ON AFTO FORMS 350 (REPARABLE ITEM PROCESSING
TAG) 30C99 WRITE APRs 30E173 MAKE ENTRIES ON JOB CONTROL REPORTS OR LOGS 28E141 CHANGE WORK REQUIREMENT FILE (WRF) LISTINGS 28E168 MAKE ENTRIES ON D FORMS 1348 (DOD SINGLE LINE ITEM
REQUISITION SYSTEM DOCUMENT) 26E145 MAINTAIN PUBLICATION OR TECHNICAL ORDER (TO) FILES 26A13 PLAN BRIEFINGS 24E140 BRIEF OR DEBRIEF MAINTENANCE 220109 CONDUCT OJT 22B54 WRITE CORRESPONDENCE 22B51 SUPERVISE MILITARY PERSONNEL, OTHER THAN AFSC 411X2A 20B45 INVENTORY EQUIPMENT OR SUPPLIES 17A21 REVIEW CORRESPONDENCE 17E171 MAKE ENTRIES ON DO FORMS 1577 (UNSERVICEABLE (CONDEMNED)
TAG MATERIEL) 17
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TABLE V
INDEPENDENT JOB TYPE ID NUMBER AND TITLE: ST0065, TECHNICAL ORDER LIBRARY PERSONNELSIZE: 5 AVERAGE TIME IN SERVICE: 147 MONTHSPREDOMINATE PAYGRADE: E-6/7 AVERAGE TIME IN CAREER LADDER: 106 MONTHSPERCENT OF SAMPLE: 1%
THE FOLLOWING ARE IN DESCENDING ORDER BY PERCENT MEMBERS PERFORMING:-
PERCENTMEMBERS
TASKS PERFORMING
C87 PERFORM ACTIVITY INSPECTIONS 100E145 MAINTAIN PUBLICATION OR TECHNICAL ORDER (TO) FILES 80E158 MAKE ENTRIES ON AFTO FORMS 110 (TECHNICAL ORDER/CPIN
DISTRIBUTION RECORD) 80C72 EVALUATE TO CHANGES 80C92 REVIEW AFTO FORMS 22 (TECHNICAL ORDER SYSTEM PUBLICATION
IMPROVEMENT REPORT AND REPLY 80C101 WRITE QA REPORTS 80C96 REVIEW SAC FORMS 86 (SAC CEM REAL PROPERTY INSTALLED
EQUIPMENT (RPIE) IMPROVEMENT REPORT) 80C95 REVIEW PUBLICATION REQUIREMENTS INDEXES (PRI) OR NUMERICAL
REQUIREMENTS INDEX TABLES (NIRT) 60E186 RESEARCH TECHNICAL PUBLICATIONS 60C70 EVALUATE STRATEGIC AIR COMMAND CIVIL ENGINEERING MANUAL
(SAC CEM) CHANGES 60C73 EVALUATE TIME COMPLIANCE TECHNICAL ORDERS (TCTO) 60E185 MAKE ENTRIES ON SAC FORMS 86 (SAC CIVIL ENGINEERING
MANUAL ICBM RPIE IMPROVEMENT REPORT) 60E175 MAKE ENTRIES ON REQUISITIONS FOR TECHNICAL PUBLICATIONS 40E159 MAKE ENTRIES ON AFTO FORMS 22 (TECHNICAL ORDER SYSTEM
PUBLICATION IMPROVEMENT REPORT AND REPLY) 40C59 EVALUATE COMPLIANCE WITH PERFORMANCE STANDARDS 40C79 INITIATE SAC CEM CHANGES 40C80 INITIATE TO CHANGES 40
A5
