CHAPTER 6

WORK CENTER MANAGEMENT AND QUALITYASSURANCE

To most personnel, an assignment to a supervisoryposition is a welcome challenge. They like the feelingof the added prestige, authority, and the responsibilitythat accompanies the assignment. However, when youdo reach this level, you may soon realize that theposition of Work Center Supervisor is not as easy asit may have seemed when viewed from anotherposition.

Each day you may be confronted with many newproblems and situations that require immediate action.If you know the duties, responsibilities, personnel,equipment, tools, and job priorities, it will be easier tofunction in a supervisory capacity. However, if youdon’t possess this knowledge, your troubles maymultiply at an alarming rate.

A supervisor sets in motion the plans, schedules,and policies of his superiors. When you become asupervisor, you are primarily concerned with seeingthat the job is done correctly, safely, and efficientlywith no waste of materials. You will not necessarilyperform the work yourself. You must know yourpersonnel, know their limitations, assign them thework to be done, train them to do the best job possible,and, if necessary, direct them through the performanceof the work. YOU assume the responsibility for seeingthat the job is done, and done right. This role demandsskill, common sense, and mutual respect.

OBJECTIVES OF THE WORKCENTER SUPERVISOR

The first part of this chapter will discuss some of A specific list of duties and responsibilities can

the general duties and responsibilities of a supervisor be made concerning only a specific position.and a few ways to prevent some problems before they However, listed below are some typical duties andare problems. responsibilities common to all work center supervisors:

THE WORK CENTER SUPERVISOR

LEARNING OBJECTIVES: Describe theprimary concerns of the work center supervisor.Describe how the work center layout affectsefficiency and safety.

To be a supervisor, you must clearly understandthe terms supervision and supervisor. SUPERVISIONcan be defined as the act of guiding, directing,overseeing, evaluating, and controlling the activitiesof others in the accomplishment of an objective. ASUPERVISOR can be defined as the one who isresponsible for and directs the work of others.

Get the right person on the job at the right time

Use and place materials economically

Ensure personnel and equipment safety

Promote high morale

Maintain quality work

Keep accurate records and reports

Maintain discipline within the work center

Plan and schedule work

Train personnel

Procure the proper tools and equipment to do thework

THE SUPERVISORY POSITIONInspect, preserve, and protect tools andequipment

The job of supervising your personnel in a workcenter is a many sided task. Some of the techniques arelearned through past experience; others will be learnedduring actual supervision. Still other techniques maybe learned from self-study courses and technicalpublications.

Give clear orders and directions

Maintain liaison with other work centers

Check and inspect jobs and workmanship

Promote teamwork

Maintain good housekeeping

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By analyzing the typical duties and responsi-bilities listed above, you will find that they can begrouped into three broad objectives.

1. Operate with maximum efficiency and safety

2. Operate with minimum expense and waste

3. Operate free from interruption and difficulty

While these are the primary objectives of a workcenter supervisor, it is important for you to keep inmind that it also affords you the opportunity to gainpractical experience toward eventual promotion toChief Petty Officer.

Q1. What is the primary concern of a work centersupervisor?

Q2. The typical duties and responsibilities of thesupervisor can be grouped into broad objectives.List these three objectives.

OPERATING WITH MAXIMUMEFFICIENCY AND SAFETY

The operational efficiency of a work center isdependent to a large extent upon how conveniently thework spaces and equipment are arranged. Asequipment in your work center becomes obsolete, newequipment and new models are phased into theinventory. With this occurrence, efficiency naturallyincreases. This happens even in a poorly arrangedwork center, but the full work center potential may notbe realized. It may not be economically feasible tomake drastic changes in the work center spaces andequipment. However, if drastic changes result inimproved use of equipment, personnel safety, and ingenerally improved working conditions, then thechange should be made. The supervisor should makean assessment of the existing work center layout toensure the most efficient arrangement possible.

The supervisor, by virtue of the position, hasauthority over other individuals. The supervisor tellsthem what to do, when to do it, and if necessary, howto do it. This authority alone is not enough to gainmaximum effectiveness performance from the crew.A good supervisor must know the limitations andcapabilities of subordinates to obtain the most efficientperformance from them. The capabilities of the crewshould be exploited. If at all possible, a well qualifiedperson should be assigned to each job. Individuals thatare less qualified but who are ready for advancedon-the-job training should be assigned to assist.

A good supervisor anticipates the eventual loss ofexperienced personnel through transfers, separations,etc. These things can be offset by establishing aneffective and continuing training program. Use theNaval Aviation Maintenance Program, OPNAVINST4790.2, manual as a guideline for this program. Inaddition to raising the skill level of the work center,the training program ensures that personnel otherwisequalified will be prepared for the next Navy-wideadvancement examination.

A work center safety program must be organizedand administered if the work center is to functionefficiently. Current Navy directives and local policiesare quite specific as to the establishment of safetytraining programs.

Accurate, complete, and up-to-date records are theprimary factors in the efficient operation of a workcenter. This includes records of usage data, workaccomplishments, and personnel qualifications. Themost efficient record keeper is one who has enoughinformation without having records and files bulgingwith useless and outdated materials.

As supervisor, you should schedule your workloadin such a way that planned absences of key workers donot interrupt the daily routine. When scheduling theworkload, keep in mind the skill level required forvarious tasks, and assign jobs to individuals in such away that the work may still progress if any worker isunexpectedly absent.

The discussion thus far indicates that an efficientand safe work center is one in which the supervisorpractices balanced supervision. Balanced supervisionmeans applying sufficient attention to each phase ofthe supervisor’s responsibilities. Do not emphasizeproduction at the expense of safety or training. Also,do not become so concerned with the human elementthat production is neglected. Keep paperwork currentand updated to prevent having to spend long periodscatching up at the expense of other important interests.Always strive to place the proper emphasis on eachphase of responsibility to promote work centerefficiency and harmony.

Q3. How does work center efficiency naturallyincrease?

Q4. How can an effective supervisor offset the loss ofexperienced personnel?

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OPERATING WITH MINIMUMEXPENSE AND WASTE

LEARNING OBJECTIVE: Describe thesupervisor's responsibility to operate withminimum expense and waste.

As a work center supervisor, you don’t actuallyhandle money, but you still must be aware of expenses.Remember that not only will such things as amisdirected effort, broken tool, wasted time, wastedmaterial, and injuries actually add to your expenses,they also cut down on efficiency. You have theresponsibility for properly ordering and accounting forspare parts and material. Impress upon your personnelthe need for thrift in the use of these materials. Trainyour less experienced personnel to becomecost-conscious without sacrificing efficiency.

OPERATING FREE FROMINTERRUPTION ANDDIFFICULTY

LEARNING OBJECTIVE: Describe theeffects of judicious delegation of authorty.

The success of this objective depends largely uponthe extent to which the work center, files, testequipment and tools are maintained. Also, the skilllevel and training of assigned personnel must beconsidered in meeting this objective. Accuratetracking of test equipment requiring calibration,ensuring tools are in safe working condition, andup-to-date files and publications are also importantfactors. They contribute to an efficient job completionwith minimal interruption or difficulty.

Smooth functioning of the work center may befurther enhanced if you delegate authority to otherresponsible petty officers. Delegation of authoritydoes not relieve you, as supervisor, of the overallresponsibility for work accomplishment. It isprimarily a means of relieving you of details. If youbecome too involved with details, you can lose youeffectiveness as a supervisor. If your work center canrun smoothly and efficiently under normal conditionswithout your personal directions and efforts, (for areasonable period of time) your delegation of authorityto other members of the crew has been successful.

Q5. Which of the three broad objectives are affectedby wasted materials?

Q6. Describe the primary purpose of delegation ofauthority.

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PLANNING WORK CENTERARRANGEMENT

LEARNING OBJECTIVES: Identify the twotypes of maintenance that concern thesupervisor. Describe the purpose of the dailymaintenance meeting.

It is entirely possible that you may never have theopportunity to plan or assist in planning a work centerin a new facility. In almost every case, the supervisortakes charge of an existing functional work center. Ifyour unit is moved to a new base or facility, you areusually assigned to spaces already equipped or laid outfor your specific needs. In either case, as thesupervisor, you should evaluate the work center’slayout. This reevaluation of the work center’s layoutshould include researching applicable allowance liststo determine if the work center equipment allowanceshave been updated or changed in any way. If changeshave been made and the equipment is not available,you should initiate efforts to procure it immediately.There is no use in relocating work center equipment ifthere are lighting, wiring, ventilation, or plumbingchanges to be made if improved replacement modelsare authorized and available.

Purpose of the Work Center

A basic consideration in planning a work centerlayout is the purpose of the work center. When morethan one working space is available, the supervisormust decide which space is best suited for a particularjob. For example, if two spaces are identical in size,one may be completely unacceptable for performinghydraulic sample patch tests, yet may be perfectlysuited for a drill press, vise, and workbench.

The general function of the work center must beconsidered in the allocation of space and equipment.The ideal arrangement contains enough space to haveworkbenches, special tools, parts and tool stowagespace, technical publication stowage, and ample spacefor the workers. Since this is not always possible,especially aboard ship, the supervisor must decidewhich of these is most important and what can besacrificed. It may be decided that all of the toolboxesand special tools should be located in a centraltoolroom. At the intermediate level, the supervisormay simply have to decide which work centers are tobe combined. However, the decision to combinedifferent maintenance functions should be based on

safety, economy, functional compatibility, andconvenience.

Arrangement

The arrangement of the furnishings should bemade on the basis of use rather that appearance.Moving shop-installed equipment into anout-of-the-way corner may improve the appearance ofthe space but greatly reduces the efficiency of thepersonnel using the equipment. It may also create asafety hazard. A good rule to follow is to locate theequipment where it can be safely used by the greatestnumber of authorized persons with minimum effort inthe least amount of time.

Work tables and benches should be positionedwith respect to fixed equipment so that the equipmentmost often used is most quickly and easily reached.Electrical and compressed air outlets should be readilyavailable to workbenches. Needless delays are causedby having to rig unnecessarily long connections frompoorly located outlets.

You should give special considerations to theinstallation of special lighting, such as explosionproof,vaporproof, or interference-free lights, nearworkbenches where specific or intricate work is to beperformed. Another special consideration is that ofventilation. All work spaces should have adequateventilation under all conditions that are expected toexist in that work space.

The use of paint in various colors to emphasizeportions of intricate machinery for safety andreflective purposes is known as dynamic painting.Painting in this category should be kept in an efficientstate for maximum effectiveness; however, this typeof paint should not be used for normal buildingmaintenance.

The work center layout plan should have aprovision for an information or bulletin board. Safetyposters, maintenance posters, instructions, notices,plan of the day (POD), and such other information asappropriate should be placed on this board. This boardshould be located in a prominent place in the workcenter, preferably near the entrance where everyoneassigned must pass at sometime during the day.Material on the bulletin board should be kept current,expired notices removed promptly, the current PODposted early, and safety posters rotated periodically. Ifthe same material is presented in the same format dayafter day, personnel begin to ignore the board. A newarrangement will arouse curiosity and interest.

Scheduling and Assignment ofWorkload

Your most important concern as a supervisor is theassignment and accomplishment of the scheduled andunscheduled workload.

Scheduled maintenance can be defined asmaintenance that is required by hours, calendarperiods (days or weeks), and starts. This type ofmaintenance is always anticipated and planned. Bytracking flight or operating hours, maintenance controlknows exactly when a particular aircraft is due for aphase inspection. It is also easy to determine when anaircraft or piece of equipment is due for a 28-dayinspection.

Unscheduled maintenance is defined asmaintenance that occurs on aircraft or equipment otherthan scheduled. For example, an aircraft develops ahydraulic fluid leak on preflight, or perhaps whileperforming scheduled maintenance on an aircraftengine, a worker discovers a cracked or chaffed line.The repair or replacement of that line is unscheduledmaintenance.

As the work center supervisor, you should attemptto coordinate the installation of technical directives(TDs) and correct minor discrepancies to coincidewith scheduled maintenance. You may not beauthorized to wait until the next scheduledmaintenance period for the installation of a TD; theassigned category (priority) determines the maximumallowable time period for compliance with thedirective. A directive classified IMMEDIATEACTION may be issued with instructions to becompleted "prior to further use of equipment" or "priorto next flight"; a directive classified ROUTINEACTION must be accomplished within 18 months ofthe date of issue.

The supervisors objective is the satisfactorycompletion of assigned tasks in a reasonable amountof time, using available personnel and materials asefficiently as possible. To achieve this objective, thesupervisor must become skilled in estimating theamount of time required for each task and the numberofworkers required. To be able to estimate effectively,you, as the supervisor, must be familiar with the taskand know the capabilities of your personnel. You mustrealize the importance of assigning qualified andunqualified persons to the same job, when possible.Allow for planned interruptions, and yet do not operateon so tight a schedule that minor, unplanned

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interruptions completely disrupt the maintenanceeffort.

Q7. Describe scheduled and unscheduledmaintenance.

Estimating Time and PersonnelRequirements

Estimating times for completion of maintenancetasks will be one of the supervisors responsibilities.The quality and quantity of personnel assigned toperform these tasks directly affect the time requiredfor completion. Other items that affect time are thetype and complexity of maintenance, the availabilityand condition of materials, work center tools andequipment, and working conditions or job site(in-shop, cold flight deck, etc.).

Probably the most important single aid inestimating time and personnel requirements formaintenance tasks is a JOB PLAN. Within an office,a work center, or on the line, job planning is one of themost important functions of the supervisor. The personwho allows an organization to run haphazardly, whonever thinks ahead, who is never ready for anemergency or extra workload, and who does notdelegate work or trust subordinates is not a goodsupervisor.

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Proper planning saves time, reduces cost, andmakes the work easier, safer, and more pleasant foreveryone. Proper planning can eliminate friction andconfusion, as well as make better use of in-port periodsfor tasks that cannot be performed underway; it alsofrees the supervisor from petty details. Planningexpedites the work, eliminates "bottlenecks," andmakes the supervisor's job easier.

The following hints can help you as a supervisor.In planning a job, use the BIG SIX—WHAT, WHY,WHERE, HOW, WHO, and WHEN.

1. WHAT is the task? What does it involve andwhat special tools may be required?

2. WHY is the work to be done? (This helps toestablish priorities.)

3. WHERE can the job be done? (In-shop, hangerbay, etc.)

4. HOW is the job done? (Electrical or airrequirements, etc.)

5. WHO is affected? (Are there other work centersinvolved? Who is the best qualified?)

6. WHEN is the job to be started and what are thetime constraints?

It is not necessary to have an answer to all of thesequestions; however, the more you can answer, thebetter plan you will have. As supervisor, start each newshift by checking over the work to be done; plan formaximum use of manpower, equipment, and material.Also, ensure that you attend the maintenance meetingwith other work center supervisors. Periodicallyduring the shift, make checks to ensure that work isprogressing as planned.

Daily Maintenance Meeting

The daily maintenance meeting is one of the besttools for ensuring a smooth flow of information aboutmaintenance between shifts and other supervisors.This meeting allows all the supervisors within yourdepartment or division to brief the maintenance chiefon the status of equipment, components, or aircraft thatcurrently have ongoing work or are scheduled to havemaintenance performed. It also allows supervisors tocoordinate time frames for sharing certain facilities,equipment, or electrical power requirements. Inaddition, these maintenance meetings may bring to theattention of the maintenance chief items of materialthat may be difficult to obtain. It may identify certaindocument numbers that require "hand massaging" bythe supply chief.

Q8. What is the most effective tool for ensuring asmooth flow of information regardingmaintenance between shifts, other work centers,and maintenance control?

Personnel Work Assignments

Rotate work assignments so that each person inyou work center can develop skills in all phases ofmaintenance. Personnel in lower paygrades should beencouraged to get involved in many different types ofmaintenance. A worker who understands a system oraircraft will be a better troubleshooter. Additionally,when you rotate work assignments and encourage awide range of maintenance skills, the work becomesmore interesting to the worker. More interest, morequality! If one highly skilled mechanic performs all ofthe work of a certain type, the supervisor and the workcenter would suffer if that technician were to transfer,be assigned TAD, or even take a period of well earnedleave; this is another reason for rotating workassignments. Assign less experienced workers to workwith the skilled mechanics so they can become

proficient at a particular skill. This also permits eachperson to broaden his/her knowledge.

Allowing for PlannedInterruptions

During an average workday, personnel will needto leave their work center for various personal reasons;this may easily interrupt the scheduled workload.Some reasons can be anticipated and some cannot.Among those that can be anticipated are traininglectures, inspections, immunization schedules, ratingexaminations, meals, watches, and other militaryduties.

Before assigning a task, the supervisor shoulddetermine what delays can be anticipated. It may bepossible to arrange assignments so that workinterruptions are held to a minimum. It is much easierfor the same technician to complete a task that hestarted than for another to pick up where the firstworker left off. If interruptions cannot be avoided, thesupervisor should allow for these predictable delayswhen estimating completion times.

QUALITY ASSURANCE

LEARNING OBJECTIVE: State the purposeand concept of Quality Assurance.

When you progress up the ladder of responsibilityin aviation maintenance, you become more involvedin quality assurance (QA). You may be assigned as aQA representative or a collateral duty inspector.Therefore, you must become quality conscious.

The quality assurance (QA) division determinesdeficiencies, analyzes discrepancy trends, prescribesinspection procedures, and determines the quality ofmaintenance accomplished. The division alsoprovides follow-up action and functional guidance tostimulate QA at the departmental level.

NOTE: At the time of publication of this trainingmanual, the NAMP Policy Committee has determinedthat Naval Aviation Maintenance Program StandardOperating Procedures (NAMPSOP) will take the placeof Maintenance Instructions (MIs) throughout navalaviation. MIs are mentioned frequently throughoutthis chapter as they are still referred to in the NAMP.The next update of the NAMP may reflect the use ofNAMPSOP rather than local MIs. Refer to OPNAVNOTICE 4790 for further information regardingNAMPSOP.

CONCEPTS OF QUALITYASSURANCE

The QA concept is fundamentally the preventionof the occurrence of defects. This includes all eventsfrom the start of maintenance operations until theircompletion. Quality is the responsibility of allmaintenance personnel. Achievement of qualityassurance depends on prevention, knowledge andspecial skills.

Prevention of the occurrence of defects relies onthe principle of eliminating maintenance failuresbefore they happen. This principle extends to safety ofpersonnel, maintenance of equipment, and virtuallyevery aspect of the total maintenance effort.Prevention is concerned with regulating events ratherthan being regulated by them.

Knowledge is obtained from factual information.This knowledge is acquired through the proper use ofdata collection and analysis programs. Themaintenance data collection system providesmaintenance managers limitless quantities of factualinformation. Correct use of this information givesmanagement the knowledge needed to achievemaximum readiness of aircraft and weapons systems.

Special skills, normally not possessed byproduction personnel, are required by a staff oftrainedpersonnel for the analysis of data and supervision ofQA.

The terms inspection, quality assurance, and audit(as used in this context) have distinct meanings andshould be used accordingly. The following definitionsare provided to clarify the differences in these terms.

Inspection is the examination (including testing)of supplies and services, including raw material,documents, data, components, and assemblies.Inspection is done to determine if the supplies andservices conform to technical requirements.

Quality assurance is a planned and systematicpattern of actions necessary to provide confidence thatthe product will perform satisfactorily in service. QAis also the monitoring/analyzing of data to verify thevalidity of these actions.

An audit (as it applies to QA) is a periodic orspecial evaluation of details, plans, policies,procedures, products, directives, and records.

QA provides an efficient method for gathering,analyzing and maintaining information on the qualitycharacteristics of products, on the source and nature of

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defects, and their impact on the current operation. Itpermits decisions to be based on facts rather thanintuition or memory. It provides comparative data thatwill be useful long after the details of the particulartimes or events have been forgotten. QA requires bothauthority and assumption of responsibility for action.

A properly functioning QA points out problemareas to maintenance managers so they can act toaccomplish the following:

Improve the quality, uniformity, and reliabilityof the total maintenance effort.

Improve the work environment, tools, andequipment used in the performance ofmaintenance.

Eliminate unnecessary man-hour and dollarexpenditures.

Improve the training, work habits, andprocedures of maintenance personnel.

Increase the quality and value of reports andcorrespondence originated by the maintenanceactivity.

Distribute technical information moreeffectively.

Establish realistic material and equipmentrequirements in support of the maintenanceeffort.

Support the Naval Aviation MaintenanceDiscrepancy Reporting Program.

Support the Foreign Object Damage (FOD)Prevention and Reporting Program.

QA serves both management and productionequally. Management is served when QA monitors thecomplete maintenance effort of the department andfurnishes the factual feedback of discrepancies anddeficiencies. In addition, it acts to improve the quality,reliability, and safety of maintenance. Production isserved by having the benefit of collateral dutyinspectors who are formally trained in inspectionprocedures; it is also served by receiving technicalassistance in resolving production problems. Theintroduction of QA to the maintenance function doesnot relieve production personnel of the basicresponsibility for quality work; instead, thatresponsibility is increased by adding accountability.This accountability is the essence of QA.

RESPONSIBILITIES FOR QUALITYOF MAINTENANCE

The commanding officer is responsible for theinspection and quality of material within a commandand the full cooperation of all hands to meet thisresponsibility. The responsibility for establishing asuccessful program to attain high standards of qualityworkmanship cannot be discharged by merely creatinga QA division within a maintenance organization. Tooperate effectively, this division requires the fullsupport of everyone in the organization. It is not theinstruments, instructions, and other facilities forinspection that determine the success or failure inachieving high standards of quality; it is the frame ofmind of all personnel.

Quality maintenance is the objective. Thesupervisor must know that high quality work is vitalto the effective operation of any maintenanceorganization. To achieve this high quality work, eachperson must know not only a set of specification limits,but also the purpose for those limits.

The person with the most direct concern forquality workmanship is the production supervisor.This concern stems from the supervisor’sresponsibility for the proper professional performanceof assigned personnel. A production supervisor isresponsible for the assignment of a collateral dutyinspector (CDI) at the time work is assigned. Thisprocedure allows the inspector to conduct theprogressive inspection required so the inspector is notthen confronted with a job already completed,functionally tested, and buttoned up. The completionof production work is not a function of the QAdivision. Production personnel in the added role ofinspector cannot certify inspection of their own work.

Direct liaison between the QA division andproduction divisions is a necessity and must beenergetically pursued. Although the QA officer isresponsible to the aircraft maintenance officer (AMO)for the overall quality of maintenance within thedepartment, division officers and work centersupervisors are responsible for ensuring that requiredinspections are conducted and that high qualityworkmanship is attained.

Q9. What is the purpose of the quality assurancedivision?

Q10. The prevention of the occurence of defects relieson what principle?

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Q11. What are the three factors that ensure theachievement of quality assurance?

Q12. State the definition of a Q/A audit.

Q13. What does the frame of mind of all personnelassigned to a department determine?

Q14. When must the production supervisor assign acollateral duty inspector to a task?

QUALITY ASSURANCEDIVISION RESPONSIBILITIESAND ORGANIZATION

LEARNING OBJECTIVE: Describe thequality assurance division’s responsibilitiesand its organization.

The quality assurance responsibilities assigned tothe QA division include the following:

Maintain the central technical publicationslibrary for the department, including technicaldirectives (TDs). Control classified technicalpublications for the department. Ensure that eachdivision or branch receives all publications applicableto its respective work areas and that these are keptcurrent and complete.

Establish qualification requirements for qualityassurance representatives (QARs), collateral dutyquality assurance representatives (CDQARs), andcollateral duty inspectors (CDIs). Review thequalifications of personnel nominated for thesepositions, and endorse these nominations to thedepartment head.

Periodically accompany CDIs during scheduledand unscheduled maintenance tasks to observe theirproficiency.

Ensure that all work guides, checklists, checksheets, maintenance requirements cards, etc., used todefine or control maintenance operations are completeand current before they are issued to crews orindividuals.

Review all engineering investigation (EI)requests, quality deficiency reports (QDRs), technicalpublications deficiency reports (TPDRs), hazardousmaterial reports (HMRs), hazard reports (HRs), andaircraft discrepancy reports (ADRs) to ensure that theyare accurate, clear, concise, and comprehensive beforemailing.

Monitor inspections of precision measuringequipment (PME) to ensure compliance with calibrationintervals and safety instructions.

Perform inspections of all maintenanceequipment and facilities to ensure compliance with fireand safety regulations; that satisfactory environmentalconditions exist; that equipment operators and driversare properly trained, qualified, and licensed; and thatequipment is maintained in a safe operating condition.

Provide a continuous training program intechniques and procedures pertaining to the conduct ofinspections. When directed or required, provide atechnical task force to study trouble areas and submitrecommendations for corrective action.

Use information from the maintenance datareports (MDRs) and NALCOMIS reports to developdiscrepancy trends, and to identify failure areas or othermaintenance problems.

Review source documents and periodicinspection records, and note recurring discrepancies thatrequire special actions.

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Maintain liaison with contractors via thecontracting officer’s representative (COR), NavalAviation Engineering Services Unit (NAESU), NavalAviation Depot Operations Center (NAVAV-NDEPOTOPSCEN), and other available field technicalservices. Establish and maintain liaison with othermaintenance and rework activities to obtain informationon ways to improve maintenance techniques, quality ofworkmanship, and QA procedures.

Obtain and use appropriate inspectionequipment, such as lights, borescopes, mirrors,magnifying glasses, fluorescent inspection kits,tensiometers, pressure gauges, and carbon monoxidetesters. Ensure that production personnel have suchequipment available, in operating condition, calibrated,if applicable, and in use.

Ensure that established standard procedures areobserved for conducting scheduled and unscheduledinspections, ground tests and bench checks ofcomponents, including engines. Periodically (at aminimum, once a quarter) accompany check crews orplane captains during inspections. Check theperformance of their work to ensure that the desiredquality level is obtained.

Ensure check pilots and aircrew members arebriefed before the post maintenance functional checkflight (FCF) so the purpose and objective of the flightare clearly understood. After completion of the FCF,

conduct a debrief with the check pilot, aircrewmembers, a maintenance control representative, andapplicable work center representatives for compliancewith objectives outlined on the FCF checklist, and toclarify discrepancies noted. The completed check flightchecklists are retained in the aircraft maintenance filesfor a minimum of 6 months, or one phase cycle,whichever is greater.

Ensure the configuration of aircraft, aeronauticalcomponents, and support equipment (SE) is such thatall essential modifications have been incorporated.

Ensure an inspection is conducted on allequipment received for use, returned for repair, or heldawaiting repair to verify that its material condition,identification, packaging, preservation, andconfiguration are satisfactory; and, when applicable,that shelf-life limits are not exceeded.

Review all incoming technical publications anddirectives to determine their application to themaintenance department.

Prepare or assist in the preparation ofmaintenance instructions to ensure that QArequirements are specified (until Naval AviationMaintenance Program Standard OperatingProcedures, NAMPSOP, Volume V, of OPNAVINST4790.2 is issued).

Maintain current assignments of personnelqualified for specific QA responsibilities. Activitiesusing Naval Aviation Logistics Command ManagementInformation System (NALCOMIS) should refer to theUser’s Manual for specific procedures.

Be responsible for the effective monitoring of theEnhanced Comprehensive Asset Management System(ECAMS).

Be responsible for effective monitoring ofhazardous material and hazardous waste procedureswithin the aircraft maintenance department.

The QA division is organized with a small groupof highly skilled personnel. These permanentlyassigned personnel, under the QA officer, areresponsible for conducting and managing the QAeffort of the department. The maintenance personnelassigned to the QA division are known as QARs. Toobtain more efficient use of the information collectedby the aviation Maintenance Data System (MDS) andto increase the scope of QA for commands stilloperating under VIDS, a qualified data analyst isassigned to the QA/A division. The primary duties ofthe data analyst or NALCOMIS system administrator

are discussed briefly in Chapter 1 and are outlinedspecifically in OPNAVINST 4790.2.

The number of personnel assigned to the QAdivision varies among activities, depending on the sizeof the unit and number of work shifts. When activitieswith four or less aircraft assigned or small OMDs electto organize a QA division, the QA officer and the QAsupervisor will be permanently assigned. Usually, in asmall OMD under a one work center concept, qualifiedpersonnel are designated as CDQARs to carry out theQA verification functions.

Q15.

Q16.

Q17.

Q18.

At a minimum, how often must plane captainshave their qualifications monitored by Q/A?

Why must a QAR brief the check pilots andaircrew prior to a functional check flight (FCF)?

What division is responsible for reviewing allincoming technical publications and directivesto determine their application to themaintenance department?

In relation to the organization of a qualityassurance division, what determines the numberof assigned personnel?

QUALITY ASSURANCEREPRESENTATIVES

LEARNING OBJECTIVE: Describe thefunctions and qualifications of QARs,CDQARs, and CDIs.

The need for quality control requires that onlyhighly skilled maintenance personnel be designated asQA representatives/inspectors. QARs and CDIs mustbe highly qualified personnel with the ability to ensurequality of maintenance within their technical areas.Under this concept, the personnel in the productiondivisions are ultimately responsible for the quality ofwork performed in the department. The QA divisionmonitors the production and ensures that high qualityworkmanship is accomplished by maintenancepersonnel and that specifications and quality standardsare met. QA is concerned with the completeness andadequacy of inspections, and emphasis is placed on thethoroughness of the inspection rather than the numberof units inspected.

Quality Assurance RepresentativesFunctions

The nucleus of the QA division is a group ofQARs. These permanently assigned representatives

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are, in most activities, supplemented by designatedCDIs. The QARs perform the following functions:

Review incoming technical publications anddirectives to determine their application to themaintenance department.

Assist in the certification of productionpersonnel.

Participate as members of technical task forcesto investigate trouble areas and recommend correctiveactions.

Ensure QA objectives and requirements aredefined during MI preparation (until completely underthe NAMPSOP).

Review qualifications of personnel nominated tobecome CDIs or CDQARs, and providerecommendations as appropriate.

Investigate Hazard Reports (HRs), as defined inOPNAVINST 3750.6 (series), applicable to the unit thatare received from other activities. Assist in thepreparation of NAMDRP reports. Review all reportentries for adequacy and correctness before distribution.

Provide technical assistance to CDIs andproduction personnel. Periodically accompany CDIs onassigned inspections and evaluate their performance.

Review MDRs, NALCOMIS reports,Maintenance Action Forms (MAFs), NAMDRPreports, and HRs to determine discrepancy trends andspecific problem areas in areas of responsibility.

Upon completion of tasks that requirecertification by QARs, conduct final inspections.

Monitor the calibration or certification status ofequipment, tools, and personnel used in each workcenter.

Coordinate with the analyst in the developmentof discrepancy trends and such charts and graphs thatare necessary to depict quality performance.

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Maintain liaison with contractors via the CORNAESU, NAVAVNMAINTOFF, cognizant fieldactivities (CFAs), and other available field technicalservices. Establish and maintain liaison with othermaintenance and rework activities to obtain informationfor improving maintenance techniques, quality ofworkmanship, and QA procedures.

Develop checklists for auditing work centers,specific maintenance programs, and processes thatrequire monitoring by QA.

If flight control malfunctions occur, comply withthe applicable type/model/series conditionalmaintenance requirements cards.

Perform QA inspections, ensuring eachinspection includes an examination of the work area forsources of potential FOD. Ensure contractor and fieldmaintenance teams are briefed about the FODPrevention Program requirements and reportingprocedures.

Quality Assurance RepresentativeQualifications

All personnel considered for selection as a QARshould possess the following qualifications:

Senior in grade and experience. This means apetty officer (E-6 or above) with a well-roundedmaintenance background. Unusual circumstances maytemporarily require the use of other than E-6 or abovepersonnel. Under such circumstances, the mostexperienced personnel available, as determined by theAMO, may be temporarily designated as a QAR.

Fully developed skills and experience related tothe technical-fields under their cognizance.

The ability to research, read, and interpretdrawings, technical manuals, and directives.

The ability to write with clarity and technicalaccuracy.

Stability and excellence in performance.

The motivation and personal desire to developgreater knowledge of his or her technical specialty.

An observant, alert, and inquiring nature.

The ability to work with others.

Billet descriptions are prepared for QA divisionpersonnel to ensure that all QA functions andresponsibilities, covered in the Naval AviationMaintenance Program (NAMP), are assigned.

COLLATERAL DUTY QUALITYASSURANCE REPRESENTATIVES

When CDQARs are assigned to work centers orproduction divisions, they function in the samecapacity as QARs and must meet the same minimumqualification requirements as their QA divisioncounterparts. When CDQARs are assigned to workcenters or production divisions because of temporaryshortages of skills, and these shortages have not been

alleviated within 90 days, a letter must be submittedto the aircraft controlling custodian (ACC), throughthe chain of command, advising of the personnelproblems, action taken, and intent to continue theassignments. ACCs will take action to authorizeactivities to continue or to curtail the assignment. Theletter will contain name, rate, Navy enlistedclassification (NEC), and functional area.

Permanent CDQARs may be assigned toorganizational maintenance activities that haveminimal ordnance delivery in their assigned mission,and where manning the armament billet would not bejustified. An organizational activity may alsodesignate a permanent a i rcrew personalprotective/survival equipment CDQAR and anegress/environmental systems CDQAR when theactivity’s aircraft are not equipped with ejection seats.Permanent CDQARs also may be designated tosupplement multiple work shifts or detachments,provided QA division billets are fully manned.Permanent CDQARs may also be assigned when theactivity maintains four or less aircraft and is organizedaccording to guidelines set forth in the NAMP.

COLLATERAL DUTYINSPECTORS

The CDIs assigned to the production ormaintenance training unit (MTU) work centers inspectall work and comply with the required QA inspectionsduring all maintenance actions performed by theirrespective work centers. They are responsible to theQA officer when performing these functions. CDIsspot check all work in progress. This requires them tobe familiar with the provisions and responsibilities ofthe programs that QA manages and monitors.

The QA division establishes minimumqualifications for personnel selected for CDI. Divisionofficers are responsible for ensuring that sufficientqualified personnel are nominated for CDI to complywith QA inspections required during all maintenanceactions. Due to the importance and responsibility ofduties performed by CDIs, division officers and workcenter supervisors must carefully screen all candidatesfor these assignments. CDIs must demonstrate theirknowledge and experience on the particular type ofequipment by successfully passing a locally preparedwritten test administered by the QA division. Inaddition, a locally prepared oral or practicalexamination may be administered. When a CDI istransferred from a production work center, his or herdesignation as a CDI for that work center remains valid

for only as long as his or her qualifications are current,as judged by the cognizant division officer.

NOTE: A CDI will NOT inspect his or her ownwork and sign as inspector.

QUALITY ASSURANCEREPRESENTATIVE TRAINING

The QA officer ensures that personnel assigned toperform QA functions receive continuous training ininspecting, testing, and quality control methodsspecifically applicable to their area of assignment. TheQA officer also ensures that QARs receive crosstraining to perform those QA functions not in theirassigned area. This training should include localtraining courses, on-the-job training (OJT), rotation ofassignments, personnel qualifications standards(PQS), and formal schools. According toOPNAVINST 4790.2, QARs should attend a FleetAviation Specialized Operational Training GroupDetachment QA course.

Division officers are responsible for establishingand maintaining training programs for productionpersonnel involved with QA functions. Thisresponsibility includes training in troubleshooting,testing, and inspection techniques; ensuring thatoperations requiring certified operators areaccomplished; and that steps are taken to qualify andcertify affected personnel.

QARs, CDQARs, and CDIs must be designated inwriting by the AMO. The only deviation authorizedallows the officer in charge (OIC) of a detachment todesignate QA personnel provided (1) the deploymentperiod is more than 90 days, and (2) all procedures andrequirements for designating QA personnel areaccomplished by the detachment. See figure 6-1 for asample of a Quality Assurance Representative/Inspector Recommendation/Designation form.

ISSUE AND CONTROL OF QUALITYASSURANCE STAMPS

QA stamps may be used in place of a signature.They are required in an intermediate maintenanceactivity/aircraft intermediate maintenance department(IMA/AIMD), but are optional at organizational-levelmaintenance. In an IMA/AIMD, all QARs, CDQARs,and CDIs receive QA stamps.

At the organizational level, QA stamps are to beused by QARs and CDQARs only. Theseopen-purchased, numbered, impression stamps, which

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Figure 6-1.—Quality Assurance Representative/Inspector Recommendation/Designation (OPNAV 4790/12).

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identify the inspector, are used in place of signaturesto certify completion of inspections on maintenancedocuments and in place of initials where use of initialsis specifically authorized. The QA division closelycontrols these stamps. Once a QA stamp is turned inby an inspector, either due to transfer or loss ofqualifications, it may not be reassigned within a periodof 3 months.

Q19.

Q20.

Q21.

Q22.

Q23.

Q24.

Who has the responsibility to review MDRs,NALCOMIS reports, and VIDS/MAFS todetermine discrepancy trends and specificproblem areas?

Under normal circumstances, what paygrade isusually assigned as a QAR?

How long may a CDQAR be assigned to a workcenter without having to notify the aircraftcontrolling custodian?

When may a CDI inspect his own work and signas inspector?

When a deployment period is more than 90 daysand all requirements for assigning QA personnelhave been met by the detachment, who maydesignate QA personnel?

What is used to annotate an inspection on aVIDS/MAF in place of a signature at an AIMD?

QUALITY ASSURANCEINSPECTIONS

LEARNING OBJECTIVE: Identify the typesof quality assurance inspections.

QA inspections are essential elements of aneffective QA program. To comply with assignedresponsibilities, QA personnel perform the followingQA inspections:

Mandatory QA inspections specified inmaintenance instruction manuals (MIMs), TDs, andlocal MIs.

Those inspections required to be conducted byQA personnel during and/or upon the completion of amaintenance action.

QA maintenance requirements cards (MRCs)provided for all maintenance tasks that, if improperlyperformed, could cause equipment failure or jeopardizethe safety of personnel. The "QA" appearing on MRCssignifies that a QA function is required. Localcommands must determine and designate, in writing, byannotating the master and the work center decks,

whether a QAR, CDQAR, or CDI performs the QAfunctions listed in the MRCs. QA inspections areperformed during or after task performance.

If the proper performance of a task cannot bedetermined after the task is completed, a QA inspectionis required while the task is being performed. Workcannot proceed past the inspection point indicated onthe task MRC without the approval of the inspector.For these inspections, the notation "QA Required"appears on the MRC containing the task. If the properperformance of a task can be determined by a visualinspection after the task was completed, a QAinspection is required after task completion.

Each work center sets up procedures to ensure thatthe QA inspection requirements are complied withduring all maintenance evolutions. With theseprocedures developed, inspections normally fall intoone of the three following inspection areas.

RECEIVING OR SCREENING INSPEC-TIONS. These inspections apply to material,components, parts, equipment, logs and records, anddocuments. CDIs normally conduct these inspections todetermine the condition of material, properidentification, maintenance requirements, disposition,and accuracy of accompanying records and documents.

IN-PROCESS INSPECTIONS. Theseinspections are specific QA functions that are requiredduring the performance of maintenance requirementsand actions when satisfactory task performance cannotbe determined after the task has been completed. Whendesignated, these inspections include witnessingapplication of torque, functional testing, adjusting,assembling, servicing, installation, and similar tasks.

FINAL INSPECTIONS. These inspectionscomprise specific QA functions performed followingthe completion of a task or series of tasks. QA inspectionof work areas following task accomplishment by severaldifferent personnel is an example of a final inspection.

In-process and Final Inspections

CDIs normally conduct these inspections;however, QARs and CDQARs must conductin-process and final inspections of all tasks that requirethe aircraft to have a functional check flight (FCF) inan O-level maintenance activity. QARs and CDQARsalso must perform inspections of maintenance tasksinvolving egress systems, personnel parachutes, andflotation devices when the affected mechanism orfunction of that equipment is not reinspected or

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functionally tested before flight. Aircraft maintenanceofficers determine which additional maintenance tasksrequire QAR or CDQAR level in-process and finalinspections. Only those personnel designated asQARs, CDQARs, and CDIs are authorized to sign asinspector for QA inspection requirements. While notall QA inspections conducted during the variousphases of maintenance require a signature, allspecified QA inspections are conducted, witnessed,and/or verified by designated QA personnel.

Quality Assurance InspectionSign-offs

The QA inspector who actually performs theinspection of the standards of the work signs the"INSPECTED BY" block on all VIDS/MAFs. Thesign-off on documents that do not involve an actualinspection (for example, a control document for aphase inspection) is a certification that all QAfunctions associated with the inspection have beenperformed and that the designated QA inspectorsreceived and accepted all necessary documentation. Inactivities using NALCOMIS, refer to the NALCOMISUser’s Manual for specific details and proceduresrelated to QA inspection sign-offs.

NOTE: Do not be tempted by operational tempoor commitment to sign off any maintenance taskwithout physically inspecting the job.

In-flight Maintenance Sign-offs

In the absence of designated QA personnel duringin-flight maintenance, the senior aircrew maintenanceperson is authorized to sign as inspector. He or sheinspects the work performed from a technicalstandpoint to ensure that sound maintenanceprocedures were followed and that areas wheremaintenance was performed are free of foreignobjects. If the discrepancy involves safety of flight, aQAR inspects the repairs upon return to home base.This is in addition to the inspection already performedby the in-flight personnel.

Transient Maintenance Sign-offs

In the absence of designated QA expertise duringtransient maintenance, the pilot in command isauthorized to either sign as inspector or designate aqualified member of the aircrew to function in thiscapacity. The pilot or person designated inspects thework performed from a technical standpoint, ensuresthat sound maintenance procedures were followed,

and that the areas where maintenance was performedare free from foreign objects. If the discrepancyinvolves safety of flight, a QAR reinspects the repairsupon return to home base.

Q25.

Q26.

What person or activity decides if a CDI,CDQAR, or QAR is to perform inspectionsrequired by "QA " annotated on an MRC?

During a maintenance evolution, inspectionsnormally fall into three categories. What are thethree categories?

Q27.

Q28.

QAR and CDQAR are required to conductin-process and final inspections of allmaintenance tasks that require what actions?

When must a QAR reinspect in-flightmaintenance sign-offs?

QUALITY ASSURANCE PROGRAMS

LEARNING OBJECTIVE: Describe theprograms that are managed and monitored byquality assurance.

The QA division manages or monitors manydifferent types of programs. Until Volume V of theNAMP, OPNAVINST 4790.2 (NAMPSOP), isdistributed, local MIS should be prepared by youractivity for each program

QUALITY ASSURANCEMANAGEMENT

Currently local maintenance instructions containprocedures for implementing management programsthat contain information, techniques, local policyprocedures, and methods to manage each program.Soon NAMPSOP will replace these MIs. Theprograms managed by QA are covered in the followingparagraphs.

Quality Assurance Audits

Audits are essential elements of an effective QAprogram. Audits provide an evaluation of performancethroughout the department and serve as an orderlymethod of identifying, investigating, and correctingdeficiencies. They also evaluate various maintenancetasks and procedures. Audits monitor those specificmaintenance programs assigned to QA for monitoring.Audits fall into two categories—work center auditsand special audits.

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THE WORK CENTER AUDIT.—QA conductsthese audits quarterly to evaluate the overall qualityperformance of each work center. As a minimum, QAevaluates the following items:

Personnel and skills

Technical publications

Compliance with NAMP programs and MIs (orNAMPSOP)

Adherence to directives, procedures,inspections, and applicable end-to-end testing

Adequacy and availability of written process,test, and inspection procedures

Availability, calibration status, and proper use oftest and measuring devices

Accuracy and proper use of the MaintenanceData System (MDS)

Certification of personnel performing specialprocesses, such as nondestructive inspection(NDI) and welding

Designation of plane captains, if applicable

Licensing of personnel for taxi, turnup, andoperation of SE

Handling, packaging, protection, and storage ofaeronautical material

Cleanliness and condition of working spaces

Compliance with fire and safety regulations

Configuration of aircraft, components, and SE

Accuracy of equipment logs and records

Material condition of aircraft and SE

Validation of VIDS boards and VIDS operatingprocedures if operating using VIDS. If operatingNALCOMIS OMA, review and verify newlyinitiated. MAFs by using the work centerworkload report; if NALCOMIS IMA,validation of current job status

Compliance with the FOD prevention program

Industrial Radiation Safety Program

SPECIAL AUDITS.—In addition to scheduledwork center audits, QA conducts special audits toevaluate specific maintenance tasks, processes,procedures, and programs. These audits provide asystematic, coordinated method of investigatingknown deficiencies, evaluating the quality ofworkmanship, and determining the adequacy of andadherence to technical publications and instructions.

QA uses special audits to monitor maintenanceprograms and processes specifically assigned to QAfor monitoring. In addition, QA conducts specialaudits of periodic inspections, testing, and servicing ofaircraft by organizational maintenance activities. TheQA officer normally directs special audits.

Quality assurance develops audit forms withchecklists for each work center. The QA division alsoprepares an audit MI and includes the audit checklistsas enclosures to the MI.

Upon completion of an audit, QA reviews thefindings with the work centers involved. QA submitsa report of the findings, with recommendations whenrequired, to the AMO with a copy to the cognizantdivision(s). Records of audits are maintained for 1year. Follow-up procedures ensure that discrepanciesfound during a QA audit are resolved in a timelyfashion.

Maintenance Department orDivision Safety

The QA division is assigned the overallresponsibility for the maintenance department safety.The intent of this program is to assist in thecoordination of the total safety effort.

The maintenance department safety program helpsto identify and eliminate hazards. Effectiveness andsafety result when properly trained personnel useproperly designed equipment and follow proceduresunder competent supervision. It is an all hands effort.

Any safety effort must address aviation andindustrial safety. OPNAVINST 3750.6 contains theinstructions for maintenance personnel participationin command aviation safety programs. It also containsthe instructions for investigating and reporting navalaviation hazards that are not reportable under theNAMP. Even though OPNAVINST 3750.6 calls forspecific reports, you still have to follow reportingprocedures called for in the NAMP.

Other references you may use in relation tomaintenance department safety are as follows:

Navy Occupational Safety and Health Programsfor Forces Afloat, OPNAVINST 5100.19, whichcontains safety precautions to be followed while aboardship.

Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32, which contains thestandards for organizing a ship/station/squadron’s

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safety department and information on billet descriptionsand responsibilities.

NAVAIROSH Requirements for the ShoreEstablishment, NAVAIR A1-NAOSH-SAF-000/P-5100-1, which contains safety precautions to befollowed while ashore.

QA’s responsibilities to the maintenancedepartment safety program are as follows:

Disseminate safety posters and literature.

Report all hazards, mishaps, and unsafe practicesin the department.

Conduct safety meetings within the department,at least monthly.

Coordinate aspects of safety with the aviationsafety officer.

Participate in the activity’s safety surveys andstand downs.

When a report is required by OPNAVINST3750.6, the QA division collects and providesmaintenance and material data necessary forpreparation of required reports.

Q29. What programs are managed by qualityassurance?

Q30. What are the two categories of audits performedby Q/A?

Q31. Upon completion of an audit, the findings areforwarded to the AMO, with a copy going where?

Q32. How long are past audits maintained by Q/A?

Q33. In addition to reporting naval aviation hazardsin accordance with OPNAVINST 3750.6, youstill must follow reporting procedures called forin what manual?

Q34. With regard to maintenance department safety,what does the Q/A division have a responsibilityto do at least monthly?

The Naval Aviation MaintenanceDiscrepancy Reporting Program(NAMDRP)

NAMDRP is the method for reporting hazardousdeficiencies in material, publications, substandardworkmanship, and improper QA procedures.

The QA division manages the program and assiststhe various work centers in determining if one or moreof these reports are needed for a maintenance problem

or occurrence within the activity. They are alsoresponsible to review all HMRs, EI requests, QDRs,and TPDRs to ensure they are accurate, clear, concise,and comprehensive. The work center supervisorprovides assistance to the QA representative withinformation needed to complete the message request.

The QA division also initiates and maintains areport log and assigns a report control number (RCN)to each NAMDRP report. RCNs are assignedsequentially throughout the calendar year, regardlessof the type of report.

The RCN is composed of 12 elements as follows:

Element (1) is the Service Designator code of theoriginating activity. Refer to the OPNAVINST4790.2 for Service Designator codes.

Elements (2) through (6) are the UnitIdentification Code (UIC) of the originatingactivity, followed by a dash (-).

Elements (7) and (8) are a two-characteridentification of the calendar year, followed bya dash (-).

Elements (9) through (12) are the locallyassigned "control numbers." These numbers aresequential, beginning with 0001 each calendaryear.

The various reports required under the NAMDRPare as follows:

Hazardous Material Report (HMR)

Engineering Investigation (EI) request

Quality Deficiency Report (QDR)

Technical Publication Deficiency Report(TPDR)

Aircraft Discrepancy Report (ADR)

The aviation safety officer, with assistance fromQA, reviews all correspondence concerning aircraft,ground, flight, flight-related, and explosive mishaps.

All hands have a responsibility to be alert forsafety-related defects or discrepancies, which is theprimary reason for submitting each report.

If a report meets the criteria for an HMR andwarrants an EI Request, a Category (CAT) I QDR, orTPDR, is sent as a dual message report.

Exceptions to the NAMDRP and its reportingprocedures are as follows:

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Changes or corrections to the Naval Air Trainingand Operating Procedures Standardization (NATOPS)manuals or tactical manuals are reported by usingprocedures found in OPNAVINST 3710.7 andNAVAIRINST 3710.10 using OPNAV 3710/6.

Deficiencies resulting from incorrectpreservation, packaging, marking and/or handling(when reported by supply activities) or deficiencies inshipment that are the result of overage, shortage, expiredshelf life, or misidentified material are reportedaccording to instructions found in NAVSUPINST4440.179.

Locally procured material found to be deficientby the procuring activity is reported according toinstructions contained in NAVSUPINST 4440.189.

Deficiencies in letter-type instructions andnotices are reported by letter to the sponsor.Discrepancies in OPNAVINST 4790.2 are reported bynaval letter to Naval Aviation Maintenance Office(NAMO) (Code 46), via the chain of command.

Incorrect source, maintenance, and recover-ability (SM&R) codes are reported according toNAVAIRINST 4423.11.

Recommendations for improvements inprocedures that do not result from incorrect informationcontained in publications are reported by letter to NavalAir Technical Services Facility (NAVAIRTECH-SERVFAC).

Explosive incidents, dangerous defects, andmalfunctions or failures involving explosive systems,launch devices, and armament weapons supportequipment are reported under OPNAVINST 8600.2 asan Explosive Mishap Report (EMR) or a ConventionalOrdnance Deficiency Report (CODR). These reportsstill fall under the NAMDRP for accounting andmonitoring purposes.

A brief description of each of the programs of theNAMDRP is contained in the following paragraphs.

HAZARDOUS MATERIAL REPORT.—Thisreport provides a standard method for reportingmaterial deficiencies that, if not corrected, could resultin death or injury to personnel, or damage to or loss ofaircraft, equipment, or facilities. Report such incidentsregardless of how or when the discrepant conditionwas detected. Submit an HMR priority precedencemessage within 24 hours of discovery under one ormore of the following conditions:

Malfunction or failure of a component that, if notcorrected, could result in death or injury to personnel,or damage to or loss of aircraft, equipment, or facilities.In case of a naval aircraft mishap, as defined inOPNAVINST 3750.6, submit required reportsaccording to that instruction. The submission of reportsrequired by OPNAVINST 3750.6 does not eliminateany of the requirements for submission of reportsrequired by the NAMP.

A configuration deficiency discovered inaeronautical equipment (aircraft, SE, components, etc.)that constitutes a safety hazard.

An urgent action or assistance required and acorrective action completed at an early date because ofan operational requirement.

A system malfunction or failure may occurbecause of a part design, which might allow the part tobe installed improperly.

A potential or experienced in-flight oron-the-ground loss of aircraft parts in whichmaintenance or material factors are involved. Use theterm things falling off aircraft (TFOA) when referringto such incidents. TFOA includes incidents generallycategorized in other areas, such as a foreign objectdamaged engine, which sheds parts, or a helicopter rotorblade pocket failure.

ENGINEERING INVESTIGATION.—EIsapply to all aircraft and weapons systems, theirsubsystems, equipment, components, related SE,special tools, fluids, and materials used in operatingthe equipment. The three types of EIs are (1)disassembly and inspection, (2) material analysis, and(3) engineering assistance.

Submit EI requests under one or more of thefollowing conditions:

Safety is involved. This includes EI requestsprepared in conjunction with aircraft mishaps, andHMRs when it is evident that an unsafe condition exists.

Additional technical or engineering informationis required to complete an aircraft mishap investigation.

Aircraft readiness is seriously impaired due topoor material reliability (including SE).

A component is rejected through the Joint OilAnalysis Program (JOAP) after authorized repairs areattempted and exhausted at the O and I levels ofmaintenance.

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When environmental issues force material orprocess changes that conflict with existing publicationsor TDs.

When directed by higher authority.

Submit the EI request by routine precedencemessage within 5 working days after discovery of thedeficiency unless combined with the HMR, in whichcase the combined report is to follow HMR reportingcriteria. The supporting supply department and theCFA supply department are information addressees onthe EI message.

QUALITY DEFICIENCY REPORT.—Thisreport provides maintenance activities with a methodfor reporting deficiencies in new or newly reworkedmaterial. Unless the materials are under warranty,failures must have occurred at zero operating time,during initial installation, operation, test, check,turnup, or first flight. It differs from the EI program inthat it reports on possible deficiencies in qualityassurance during the manufacturing or reworkprocess. The goal is to improve the quality of workdone by naval aviation depots (NAVAVNDEPOTs),contractors, and subcontractors returning reworkedmaterial to supply stock.

There are two types of QDRs.

CAT I. A quality deficiency which will, or may,affect safety of personnel, impair the combat efficiencyof an individual or organization, or jeopardize missionaccomplishment.

CAT II. All quality deficiencies that are assessedto have significant and widespread material or humanresource impact and do not affect the conditions of aCAT I.

CAT I QDRs are reported by routine precedencemessage within 1 working day after the discovery ofthe deficiency unless combined with an HMR. Acombined HMR CAT I QDR follows HMR reportingguidelines.

CAT II QDRs are submitted on an SF 368 to theCFA within 5 working days of the discovereddeficiency.

TECHNICAL PUBLICATION DEFICIENCYREPORT.—This report applies when a technicalpublication deficiency is detected that, if notcorrected, could result in death or injury to personnel,or damage to or loss of aircraft, equipment, orfacilities. The action addressees for the message reportis NAVAIRTECHSERVFAC and the CFA for the

aircraft weapons system or item being reported. If theCFA for the weapons systems or material cannot bedetermined, the action addressee is NAVAIR-TECHSERVFAC. This report is a CAT I TPDR andmust be submitted within 24 hours of the discovereddeficiency.

A CAT II TPDR is a simplified procedure forreporting technical publication deficiencies.Publication deficiencies include technical errors,wrong measurement values, incorrect use of supportequipment, wrong sequence of adjustments, partnumber errors or omissions, and microfilmdeficiencies, such as poor film quality.

Technical publications include MRCs, checklists,Work Unit Code (WUC) manuals, MIMs, illustratedparts breakdowns (IPBs), and other technical manuals.The TPDR program does not apply when deficienciesin instructions or notices are reported. Submitimprovement procedures that do not result fromincorrect information contained in the publication butare recommendations by letter to NAVAIR-TECHSERVFAC.

AIRCRAFT DISCREPANCY REPORT.—TheADR is a method for reporting defects discovered innewly manufactured, modified, or reworked aircraftthat require immediate attention to ensure acceptablestandards of quality in aircraft maintenance andrework procedures. The cognizant defense plantrepresentative office, administrative contractingoffice, or NAVAVNDEPOT will enclose sufficientcopies of the ADR form (Standard Form 368) withenvelopes preaddressed, in each aircraft logbook fordelivery with the aircraft. Additionally, they ensurethat a copy of the previous reporting custodian’s workrequest is furnished to the ferry pilot and functionalwing. Naval Aviation Depot Operations Center(NAVAVNDEPOTOPSCEN) is the ADR screeningpoint on aircraft commercially reworked under theprocuring contract office.

An acceptance inspection is performed and afunctional check flight flown as soon as possible afterthe aircraft is delivered and prior to maintenance(other than required to complete the acceptanceinspection) or further flight. Only those discrepanciesnoted by the ferry pilot or crew and those found duringthe acceptance inspection and check flight arereported.

In reporting the initial acceptance of an aircraft,use "Initial Acceptance Inspection of Aircraft" as thesubject of the Standard Form 368. Submit this initial

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report within 5 working days of the acceptance checkflight. A supplemental report, if needed, must be

The division of the individual originating the

submitted not later than 30 days after completion ofreport retains a copy of the SE Misuse/Abuse report.

the check flight.The report is sent to the organization that hasIndividual Material Readiness List (IMRL) reporting

Support Equipment Misuse/Abuse

SE Misuse/Abuse forms can be submitted byanyone witnessing misuse or abuse (fig. 6-2).

responsibility for the SE. A copy of the report is sentto the CO of the command to which the offender isattached and/or the CO of the command that heldcustody of the item where the misuse or abuse occurredfor appropriate action. As a minimum, the QA division

Figure 6-2.—SE Misuse/Abuse Form (OPNAV 4790/108).

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of the command receiving the report conducts aninvestigation. Also, QA performs an analysis toprovide appropriate recommendations for correctiveaction.

Aviation Gas Free Engineering(AVGFE)

The purpose of the AVGFE program is to ensurea safe environment when aeronautical fuel systems areworked on. NAVAIR 01-1A-35 outlines requirementsfor the AVGFE program. Technicians certified underthe AVGFE program must be qualified QARs orCDQARs and have graduated from an approvedAVGFE program course. O-level activities normallyprovide their own AVGFE technicians; however,those activities with less than three gas freeengineering (GFE) requirements in a 6-month periodmay request the services of the supporting I-levelAVGFE technician.

Q35.

Q36.

Q37.

Q38.

Q39.

Q40.

Q41.

Q42.

Q33.

Q44.

What is the Naval Aviation MaintenanceDiscrepancy Reporting Program?

What division assists the aviation safety officerin reviewing all correspondence about aircraft,ground, flight, or flight-related mishaps andexplosive mishaps?

Who has the responsibility to be alert for safetyrelated defects or discrepancies?

OPNAVINST 3710.7 contains procedures toreport discrepancies in what type of publication?

If a system failure or malfunction occurs becauseof a part design, which could allow improperinstallation of the part, an HMR priorityprecedence message must be submitted withinwhat time frame?

What term should be used in conjunction with anHMR when an aircraft part is lost in flight?

What are the three types of engineeringinvestigations (Els)?

What type of report provides activities with ameans of reporting deficiencies in new or newlyreworked material?

How long does the accepting activity have tosubmit a supplemental ADR?

Where is the original misuse/abuse report sent?

QUALITY ASSURANCEMONITORING

The QA division monitoring includes thecontinuous collection and distribution to cognizantpersonnel of all messages, letters, instructions, andother information concerning the programs orprocesses being monitored.

The QA division does not manage any of theseprograms and processes. However, they areresponsible for overall surveillance of these programsand processes to identify problems and to verifycompliance. Audits are one of the tools used inmonitoring these programs and processes. QA givescontinuous attention to program performance. Theyprepare checklists that describe the specific functionsneeded to effectively monitor each assigned programand process. These checklists are the same for O- andI-level maintenance with a few exceptions.

QA monitors the programs and processes listedbelow:

FOD

Fuel surveillance

Joint Oil Analysis Program (JOAP)

Aviators’ breathing oxygen (ABO)

Hydraulic contamination control

SE Operator Training/Licensing and SE PlannedMaintenance Systems (PMS)

SE testing

Calibration

Nondestructive inspection (NDI)

Tool Control Program

Corrosion prevention and control

Plane captain qualification

Tire and Wheel Maintenance Safety

Individual Component Repair List (ICRL)

Egress system checkout

Explosives Handling Personnel Qualificationand Certification Program

Electrostatic Discharge (ESD) Control/Prevention Program

Miniature/microminiature (2M)

Laser hazard control

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Aeronautical Equipment Welder Certificationand Recertification

Vibration analysis

Aircraft battle damage repair (ABDR)

Enhanced Comprehensive Asset ManagementSystem (ECAMS)

Under the NAMP, local MIs must show theresponsibilities of personnel concerning theseprograms and processes. The QA division should usethe MI with the checklists to monitor each of theseprograms and processes. These programs andprocesses are covered in detail in the NAMP. Some ofthese programs and processes that are included in theNAMPSOP do not require additional instructionsor maintenance instructions (MIs). As newinstructions are included in the NAMPSOP, existing

MIS will be discarded. Refer to the NAMP for furtherinformation on NAMPSOP.

SUMMARY

Throughout this chapter, we have discussed thenumerous responsibilities of the work centersupervisor as well as many of the programs andresponsibilities of the QA division. This is by nomeans all inclusive. To ensure mission accomplish-ment, both positions require dedication, diligence,and, most of all, experience. So when you become thework center supervisor, remember you are ultimatelyresponsible for the work performed by your personnel,so take the initiative to stay involved in every aspect.When you become a quality assurance representative,remember that you are there to assist, train, andmonitor, not just to be a policeman.

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ANSWERS TO REVIEW QUESTIONS

A1. Seeing that the job is done correctly, safely, and efficiently with no waste ofmaterials.

A2. Operate with maximum efficiency and safety, operate with minimum wastean expense, and operate free from interruption and difficulty.

A3. Update equipment as old models become obsolete.

A4. Through an effective and continuing training program.

A5 Operating with minimum expense and waste.

A6. A means of relieving the work center supervisor of the details of a task.

A7.

A8.

A9.

A10.

A11.

Al2.

A13.

A14.

A15.

A16

A17.

A18.

A19.

A20.

A21.

A22.

A23.

A24.

A25.

A26.

A27. Functional check flights.

A28. When the discrepancy involves safety of flight.

Scheduled maintenance is maintenance required by hours, calender periods(days or weeks), and starts. Unscheduled maintenance is maintenance thatoccurs on aircraft other than scheduled.

The daily maintenance meeting.

Determine deficiencies, analyze discrepancy trends, prescribe inspectionprocedures, and determine the quality of maintenance.

Eliminating maintenance failures before they happen.

Prevention, knowledge, and special skills.

A periodic or special evaluation of details, plans, policies, procedures,products, directives, and records.

The success or failure in achieving high standards of quality.

At the time the task is assigned.

Quarterly.

To ensure the purpose and objective of the check flight are clearlyunderstood.

Quality assurance division.

The size of the unit and the number of work shifts.

Quality assurance representatives.

Normally, an E-6 or above is assigned as a QAR.

90 days.

Never.

The officer in charge.

A Q/A stamp.

Local commands make the decision and annotate the master and work centerMRC decks.

Receiving or screening inspection, in-process inspection, and finalinspection.

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A29. a. QA audits.

b. CTPL.

c. Department/division safety.

d. NAMDRP.

e. SE misuse/abuse.

f. Aviation gas free engineering (AVGFE).

A30. Work center audits and special audits.

A31. The cognizant division.

A32. One year.

A33. NAMP, OPNAVINST 4790.2.

A34. Conduct maintenance department safety meetings.

A35. The NAMDRP is a method for reporting hazardous deficiencies in material,publications, substandard workmanship, and improper Q/A procedures.

A36 Quality assurance division.

A37. All Hands.

A38. Naval Air Training and Operating Procedures Standardization (NATOPS)manuals.

A39. Within 24 hours of discovery.

A40. TFOA (Things falling off aircraft).

A41. Disassembly and inspection, material analysis, and engineering assistance.

A42. Quality deficiency report (QDR).

A43. Within 30 days after completion of the check flight.

A44. The report is forwarded to the organization that has IMRL reportingresponsibility for the item abused.

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