VELOCITY MANAGEMENT

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					                VELOCITY MANAGEMENT
          REPAIR PROCESS HANDBOOK




               THE ORDNANCE SOLDIER’S CREED
As an Ordnance soldier of the United States Army, I will utilize every available
talent and means to ensure that superior mobility, firepower and communications
are advantages enjoyed by the United States Army over it's enemies. As an
Ordnance soldier, I fully understand my duty to perform under adverse conditions
and I will continually strive to perfect my craft. I will remain flexible so that I can
meet any emergency. In my conduct, I will abide by the soldier’s code. In my
support mission in the field, I will always be tactically and technically proficient.
As an Ordnance soldier, I have no greater task.
            Velocity Management Repair Process Handbook
                                           Contents


Chapter 1     VELOCITY MANAGEMENT AND THE REPAIR PROCESS
31-1
              Section I – Introduction                                      1-1
3
              Section II – Purpose                                          1-
13
              Section III – Background
31-1
              Section IV – Repair Cycle Process
51-3
Chapter 2     ORGANIZATIONAL MAINTENANCE                                    2-1
8
              Section I – Command Maintenance
82-1
              Section II – Steps to Reduce Repair Cycle Time
82-1
              Section III – Ten (10) Helpful Organizational Level Reports
112-4
Chapter 3     DIRECT SUPPORT MAINTENANCE
153-1
              Section I – Direct Support Repair and Requisition Process
153-1
              Section II – Completion of Work and Final Inspection
173-3
              Section IIIII – Key Points                                    18
3-4
Chapter 4     RETROGRADE
204-1
              Section I – Introduction
204-1
              Section II – The Retrograde Process
204-1
Chapter 5     DIRECT SUPPORT LEVEL REPORTS
225-1
              Section I – Introduction
225-1
              Section II – Direct Support Level Reports
225-1
Chapter 6     REPAIR CYCLE TIME REPORTS EXPLAINED USING WOLFLIDB
256-1
              Section I – Title Descriptions
256-1
              Section II – Report Descriptions
266-2
              Section III – Report Column Definitions
276-3
Chapter 7     STATUS CODES
297-1
Chapter 8     VELOCITY MANAGEMENT KEYS TO SUCCESS
328-1


                                               i
Glossary          GLOSSARY
         34GL-1
Appendix A        GENERAL GRIFFITH’S LETTER IMPLEMENTING VM                 A-1
Appendix B        INSTALLATION WALKTHROUGH CHECKLIST                        B-1
Appendix C        DEPOT WALKTHROUGH CHECKLIST                               C-1
Appendix D        IDENTIFYING REPAIR PARTS BY NIIN                          D-1
Appendix E        SOURCE MAINTENANCE AND RECOVERABILITY CODES               E-1
Appendix F        SUPPLY STATUS REPORT                                      F-1
Appendix G        ACQUISITION ADVICE CODES                                  G-1
Appendix H        RECOVERABILITY CODES                                      H-1
Appendix I        REQUISITION TRANSACTION STATUS CODES                      I-1
Appendix J        QUALITY DEFICIENCY REPORT                                 J -1
Appendix K        REPORT OF DISCREPANCY                                     K-1
Appendix L        COMMANDER’S EXCEPTION REPORT/FINANCIAL TRANSACTION LIST   L-1
Appendix M        DEMAND ANALYSIS REPORT FOR DODAACs                        M-1
Appendix N        EXCESS MANAGEMENT REPORT                                  N-1
Appendix O        PLL DAILY MANAGEMENT REPORT                               O-1
Appendix P        PARTS RECEIVED BUT NOT INSTALLED REPORT                   P-1
Appendix Q        NON-MISSION CAPABLE REPORT                                Q-1
Appendix R        SERVICE SCHEDULE DUE REPORT                               R-1
Appendix S        EQUIPMENT MAINTENANCE AND INSPECTION WORKSHEET            S-1
Appendix T        ARMY MATERIEL STATUS SYSTEM REPORT                        T-1
Appendix U        CUSTOMER WORK ORDER RECONCILIATION REPORT                 U-1
Appendix V        WORKABLE JOBS REPORT                                      V-1
Appendix W        SAMS-1 SHOP STOCK LIST                                    W-1
Appendix X        CUSTOMER WORK ORDER RECONCILIATION REPORT                 X-1
Appendix Y        SHOP SECTION SUMMARY REPORT                               Y-1
Appendix Z        OPEN DOCUMENT REGISTER                                    Z-1
Appendix AA       EXCEPTION ERROR LISTING                                   AA-1
Appendix BB       PRODUCTION/BACKLOG STATUS REPORT                          BB-1
Appendix CC       REPORT 1 – TOTAL ARMY RCT PERFORMANCE BY MACOM            CC-1
Appendix DD       REPORT 2 – TOTAL ARMY RCT PERFORMANCE BY WEAPON SYSTEM    DD-1
Appendix EE       REPORT 3 – MACOM PERFORMANCE BY INSTALLATION              EE-1
Appendix FF       REPORT 4 – MACOM PERFORMANCE BY WEAPON SYSTEM             FF-1
Appendix GG       REPORT 5 – INSTALLATION PERFORMANCE BY UIC                GG-1
Appendix HH       REPORT 6 – INSTALLATION PERFORMANCE BY WEAPON SYSTEM      HH-1
Appendix II       REPORT 7 – WEAPON SYSTEM PERFORMANCE BY UIC               II-1
Appendix JJ       REPORT 8 – TOTAL ARMY PERFORMANCE BY NSN                  JJ-1
Appendix KK       REPORT 9 – OUTLIER REPORT BY INSTALLATION                 KK-1




                                        ii
                                         Chapter 1

               Velocity Management and the Repair Process
SECTION I - INTRODUCTION

1-1.      Army leaders acknowledge that maintenance is vital to our ability to accomplish
our peacetime and wartime missions. Units cannot properly train during peace nor succeed
in war if essential equipment and systems are not mission capable. The bottom line is that
readiness can be improved, and Repair Cycle Time (RCT) reduced, when maintenance
personnel are given adequate time and proper diagnostic sets to maintain and fix equipment.
Leaders at all levels must discipline themselves and their subordinates to treat maintenance
with the respect it deserves. This involves analyzing all leadership decisions and policies and
determining their impact on maintainers. Change is difficult and implementing that change is
even harder.

SECTION II - PURPOSE

1-2.      This handbook is designed primarily to assist maintenance leaders from the
organizational to the Direct Support level in applying the Velocity Management (VM)
methodology for process improvement to the repair process. Information contained in this
handbook gets to the heart of repair prevention measures that improve and increase readiness.
It also provides information, concepts, and ideas that should be used by commanders,
leaders, and maintenance managers at all levels. The same principles apply to the
sustainment levels. Sustainment level processes will be added to this handbook as Single
Stock Fund/National Maintenance Program are implemented and processes formally
documented. Some of the information may seem familiar to you. It is our intent to provide a
document that contains extracts from current manuals and also serves as a quick reference
guide for finding commonly used information. More importantly, it is a collection of lessons
learned from the field, accumulated through many years of maintenance experience. and
good Ideas are presented for improving the repair process, reducing costs, improving the
quality of maintenance, while working harmoniously with the entire supply chain. The
information contained in this handbook is intended to supplement, not replace existing Army
Regulations, Field Manuals, or other ARMY and MACOM guidance. While it may seem that
the volumes of regulations that govern how we perform our daily activities restrict creativity,
they do not have to. Creativity and standardization are not mutually exclusive but mutually
complementary. Good ideas and suggestions that are impeded by doctrine or policy should be
challenged, documented and proposed for change. By encouraging and promoting good ideas
within the organization, managers will help the people engaged in the work to make full use
of their creativity, and help them discover even better methods of doing the work.

SECTION III - BACKGROUND

1-3.     The Vice Chief of Staff, Army (VCSA), challenged the Army to drastically improve
the repair cycle processes for end items and components by 50% from the baseline period of
FY96 Work Order Logistics File (WOLF) data (See Appendix A). A useful way to improve


                                             1-1
the logistics processes that affect repair cycle (RC) is to apply the VM methodology. VM is
a management program aimed at improving the Army’s logistics processes. VM is the
methodology the Army uses to analyze and improve its logistics performance to improve
readiness and reduce cost. This methodology is applicable in garrison and while deployed.
The aim of VM is to get support to the soldiers as quickly and efficiently as possible without
interruption in the logistics cycle. VM seeks to improve the processes within the entire
supply chain – Order and ship time (OST), transportation, inventory planning and warehouse
management (also referred to as Stock Determination (SD)), and maintenance (also referred
to as Repair cycle (RC)), to include deployed operations. It does this by reducing non-value
added steps in the Army’s logistics processes and thereby reducing unnecessary expenditures
of resources – manpower and dollars. VM uses a simple three-step methodology that can be
applied to any process. The three steps are: Define, Measure, and Improve (D-M-I). This
methodology involves:

          Define the Process: Defining the process involves establishing when a process
           begins and ends, what its important segments are and what value they add, what
           the inputs and outputs of each segment are (including materiel, information,
           money, and others), the providers and customers of each segment, the overall
           process, and the value added from each. This is best accomplished using a
           physical walk-through of a facility to establish a common understanding of how
           the process is translated into practice (not how you think it is), how local SOPs
           vary and what effect it has on the process, and how your customers view your
           own repair performance. To help you understand what those functions are, you
           must begin at the lowest level, the unit level, where the process is being done on a
           daily basis and walk the process with the people who operate its components. To
           assist you in this process, the Velocity Management Repair Cycle Process
           Improvement Team (VM RC PIT) has developed checklists for installation and
           depot that prompt certain questions to guide you as you collect feedback during
           installation/field unit visits. These checklists can be found in Appendices B and
           C.

          Measure Process Performance: Measuring performance is accomplished by
           defining data requirements, establishing metrics, determining baseline
           performance, and obtaining performance data. After a process has been defined,
           the next step is to measure how well the process is currently working. Measuring
           the process includes determining how to measure performance, establishing the
           baseline performance level, and setting goals for improvement. To assist in
           obtaining information to measure your current performance, the RC PIT has
           developed a series of maintenance reports for Class VII and Class IX that
           measures performance at the 50th, 75th, and 95th percentiles. These reports are
           posted to the CASCOM VM Homepage at http://www.cascom.army.mil/vm.
           These reports also show historical trends for the baseline period (FY96) and
           monthly trends for Major Commands (MACOM), installation to the Unit
           Identification Code (UIC) level, weapon systems, and individual National Stock
           Number (NSN) level. Information for these reports is pulled together by various
           agencies and from a variety of sources: Logistics Support Agency (LOGSA),


                                             1-2
         Army Materiel System Analysis Agency (AMSAA), the Work Logistics InOrder
         Logistics Filetegrated Data Base (WOLFLIDB) which collects Standard Army
         Maintenance System (SAMS), and the Executive Management Information
         System (EMIS). WOLFLIDB Feedback reports are sent to CASCOM and
         MACOMS monthly. These WOLFLIDB Feedback reports show SAMS reports
         by UIC that successfully transmitted maintenance data to the WOLFLIDB
         database. There is a DA requirement for 100% reporting of all SAMS closed work
         orders to LOGSA. MACOMS and installations should follow up periodically
         with LOGSA on any periodic UIC changes and also follow up if there are
         submission problems.

         A critical part of measuring the process is to establish a set of baseline measures
         against which future performance, incorporating process improvements, can be
         compared. The RC PIT has chosen the period of FY97 for National Maintenance
         Program (NMP) lines and manually tracked depot lines. You should monitor
         your current maintenance reports that identify shop priorities, in-shop status,
         number of jobs, etc. and use the historical reports and baseline measures to help
         you identify potential problem areas. As you use the historical reports and trends
         and you see shortfalls in these reports or suggestions for improvement, notify the
         VM RC PIT of those shortfalls so that we can improve reporting processes. Also,
         identify any Standard Army Information System (STAMIS) shortfalls and tell us
         so that we can influence the development of future STAMIS to simplify tracking
         RC performance. LOGSA runs RC reports on a monthly basis. These reports are
         posted to the Combined Arms Support Command (CASCOM) VM Homepage
         along with performance charts that are posted to the VCSA homepage.

        Improve the Existing Process: Improving the process is done by setting local
         objectives, designing “new” process flows, developing “report cards” to report
         improvements, and implementing the changes needed to accomplish the
         objectives while tweaking the process as needed for continuous improvement. By
         applying this methodology to your process, you can improve readiness while
         reducing cost and improving maintenance responsiveness. Ideally the Site
         Improvement Team (SIT) will be able to cause most of the changes with the
         support of the local leadership. However, where implementation is beyond the
         ability of the SIT, then the PIT will step in. Once the change is implemented, the
         process needs to be measured so that improvements can be documented and
         tracked.

        These three steps are repeated so that the process is continuously improved.
         Organizations that have worked through this process have reported dramatic
         cumulative results.


SECTION IV – REPAIR CYCLE PROCESS




                                           1-3
1-4.      The Repair Cycle process begins when a malfunction occurs (or scheduled event is
due) and the cycle ends only when the reparable condition is corrected (when the end
item/component is returned to a customer or a washout occurs). The RC PIT focuses on
repair functions/levels/items within the “broke to fix” process. The RC PIT does not work in
isolation. Other logistics processes impact portions of the repair process as depicted in
Figure 1.


                                                                                             Stockage
                                                                                           Determination
                                                                                                PIT
                                               Stockage
                                             Determination
       BROKE                   FIX                PIT            BROKE                                     FIX

                              OMA                                     RSF                                  WSF
                                             RETROGRADE

             UNIT / DS                       COMPONENTS                  GS - INSTALLATION - DEPOT
                              OMA                                     RSF      SOURCE OF REPAIR
                                                                                                 WSF

                                              OST                     Financial
                 Financial                                                                       Financial
                                              PIT


                                      Figure 1. Repair Process

1-5.     Maintenance Process: The maintenance process is not a simple linear streamlined
process as depicted in the doctrinal/policy diagram in Figure 2.

       Overall Doctrinal/Army Policy Repair Cycle
                      Process Flow
                                     Field                             Sustainment
                             MAINTENANCE
                              (Job order)

                           Org             DS                GS/DOL                Depot
                         (ULLS)          (SAMS)              (SAMS)                (SDS)


                                               Repair and                                         Contractor
                                                return to
                                                  stock

                           Org              DS               GS/DOL                Depot
                         (ULLS)          (SARSS)             (SARSS)              (CCSS)


        Serviceable     Maintenance
        issue           to Maintenance
        Unserviceable Retrograde




                              Figure 2 Repair Cycle Process Flow

        It’s a very complex structure with numerous automation systems that place
limitations on visibility at every level. The Unit Level Logistics System (ULLS) tracks unit
level maintenance, SAMS tracks Direct Support/General Support (DS/GS) level
maintenance, SAMS Installation Table of Distribution & Allowances (ITDA) tracks


                                                     1-4
installation level maintenance, and Standard Depot System (SDS) tracks depot maintenance.
Maintenance management at each of these levels is difficult if the data in the automated
systems is not correct or updated in a timely manner. Future automation will provide a more
complete view of the maintenance process, however, accurate and timely data is still required
to be a useful management tool. A process “walk through” was conducted to show the
complexity of the Army’s maintenance process from organization through installation. An
example of mapping this process can be seen in Figure 3.



                                           Repair Cycle Process Map
                                                                          Final                        FIXED
                                             In shop                      Inspection                                                                                                          Physical Movement


                                                                         Parts                                                                                                                Electronic Flow
                                           Awaiting Parts/Shop
                                                                                                                                                                                              Parts to Shop
                                                                                              SARSS 2A
                       ULLS                                       SARSS 1A
                                                                                                                                                                 SARSS 2A
              Org Level Then                                             SSA
                                           Parts Ordered
                                                                                           SSA SARSS 2A
                                             If Not
                                              Then
                                                                                                                                                 SSA/SARSS 1A                    Parts
                                                                                      SSA SARSS 1A
                                                                                                                  Parts
                                                              de S 1




                                                                                                                                                                                            DS SO
                                                                      s
                                                                   art




                                                                                                                                                                     Awaiting
                                                            Or A M




                                                                                                                                                                                         Awaiting Pickup
                                                                rp




                                                                                                                                            d                       Parts/Shop                                      WO Closed
                                                                               Awaiting Parts/Shop                                     de
                                                              S




          BROKE                                                                                                                    sN
                                                                                                                                     ee
                                                                                                                               t
                                                                                                                             ar
                                                                                                                         alP
                                                                                                                       on                                             Final Inspection
                            DS SO              TI Verification                                                   iti                                                                                                   FIXED
                                                                                                               dd
                                                                                                              A

                                                                     Parts O/H
                                    g
                                  on




                                                                                      In shop                                                              SARSS 2A
                                  e L
                               tim or
                            air DS




                                           SAMS
                        rep not




                                                                                                                                                                                     Parts
                           If




                                                                                                                              SAMS/ITDA
                                                                                                            ed
                                                                                                            eed




                      GS                                                                                                                                 Awaiting Parts/Shop
                                                                                                     MS ts N




                      SO                        TI Verification                                                                        SAMS
                                                                                                  SA l P ar




                               SAMS                                       Parts O/H                                                                                                                    Return to
                                                                                                    a
                                                                                                 ion




                                                                                                                                                                                                    Retail System
                                                                                              dit
                                                                                           Ad




               Order Parts ITDA                                          SAMS                                                                   SAMS
                                               Awaiting
                                               Shop/Parts                                           In shop
                                                                                                                                                                      Final Inspection
                                                                                                                                                                                                           FIXED

                                                                 Parts
                SAMS/ITDA

                                        SARSS 2A



                                                       Figure 3. Repair Cycle Process Map




                                                                                              1-5
                                             Chapter 2

                          ORGANIZATIONAL MAINTENANCE
SECTION I – COMMAND MAINTENANCE

2-1.     Preventive Maintenance Checks and Services (PMCS), while not a component of
repair cycle time, plays a large part in reducing RCT.          When equipment is properly
maintained, it fails less often allowing the maintenance sections to devote more time to
scheduled maintenance. PMCS is the foundation for maintenance at the organizational level.
Command maintenance periods usually consist of instructing personnel to perform PMCS
without predetermined goals. Many of the Army’s end items have more checks than can be
accomplished in the time allotted on the training schedule. If realistic goals are set, a more
complete PMCS can be done. Likewise, not often used equipment would benefit from more
concise PMCS over an extended time. Vehicle/equipment PMCS must be accomplished
IAW the Technical Manual–10 intervals when regular use is anticipated or during exercises
and deployments. Operator/Crew PMCS includes routine maintenance services such as
checking oil levels, leaks, component serviceability and the immediate repair of faults within
their capability. If the fault deadlines the equipment, the appropriate maintenance personnel
must perform the repair.

SECTION II – STEPS TO REDUCE REPAIR CYCLE TIME

2-2.     The following steps have proven to aid in the reduction of organizational repair
cycle time:

      Fault Verification: Timely verification of Non-Mission Capable (NMC) faults is
       essential to reducing repair cycle time (RCT) and directly affects readiness and
       equipment availability. Fault verification is that action taken by a mechanic to ensure
       a valid fault does exist. This action immediately precedes the input of the fault data
       into the ULLS. Input of the fault data prior to verification may lead to erroneous
       readiness reporting and the accumulation of unnecessary Non-Mission Capable
       Maintenance (NMCM) time and an increase in the RCT. Fault verification should be
       accomplished within 24 hours of the initial notification to maintenance personnel of a
       NMC fault.

      Accurate diagnostics: This is the most crucial step in the repair process. Time limits
       should not be established - utilizing the proper Test Measurement Diagnostic
       Equipment (TMDE) and procedures the first time must be the goal. Inaccurate
       diagnosis causes repeat order cycles that increase repair cycle time and waste
       resources.

      Requisitioning Class IX parts: Parts must be requisitioned correctly to eliminate
       extended Non-Mission Capable Supply (NMCS) time. Check the Prescribed Load
       List (PLL) for part availability. If the part is unavailable in PLL then you must submit



                                             2-1
your part request. When Class IX parts are ordered, the following steps must be taken
to prevent rejection or delays:

       (a) Identify the correct NSN by utilizing the appropriate level Technical
           Manual (TM) (See Appendix D). Check the Source Maintenance and
           Recoverability (SMR) code to ensure it is your level to replace/repair.
           (See Appendix E) If SMR code indicates repair/replace is above your
           maintenance level, turn-in the asset without delay to ensure fastest
           possible turn-around-time at the appropriate source-of-repair. Under no
           circumstances should the asset be cannibalized for parts prior to turn-in.

       (b) Check the current updated FEDLOG for the following: (See Appendix F)
           1. Check the NIIN to ensure it is correct.
           2. Check the Acquisition Advice Code (AAC) (See Appendix G)
           3. Check the Recoverability Code (RC) (See Appendix H)
           4. Check for an alternate NIIN (if applicable)

       (c) When submitting the request, ensure you annotate the following:
           1. Correct priority
           2. Correct project code, if applicable
           3. Correct Required Delivery Date (RDD) N01-7 or if your unit is
              deployable within 30 days utilize 999.

       (d) A supply status should be received within 24-48 hours, i.e., BA,BB, BD
           Ensure the supply status received is not a rejection status, i.e.
           CJ, CA. (See Appendix I) If you receive a rejection status, further research
           is required. If you do not receive a supply status within the allotted time,
           contact the Supply Support Activity (SSA), Support Operations, or
           Materiel Management Center (MMC) first before you reorder. This will
           prevent/reduce the generation of excess.

       (e) In the event an item is identified as being defective a Product Quality
           Deficiency Report (SF368) must be generated (See Appendix J). There are
           two categories of this report:
           1. Category 1 Report: Used to report defects in design, specification,
                materiel, manufacturing and workmanship which may cause death,
                injury or severe occupational illness; would cause loss of major
                capabilities of the using organization; or which would result in a
                production line stoppage.
           2. Category II Report: Used to report defects in design, specification,
                materiel, manufacturing and workmanship which fail to meet the
                criteria of a Category I report.

       (f) In the event of a supply/packaging discrepancy a Supply Discrepancy
           Report (SF 364) should be generated. This report is used when
           discrepancies are attributable to the issuing activity. (See Appendix K)



                                     2-2
              (g) Ensure the ULLS clerk conducts daily parts and status disk (if applicable)
                  pickups, inventories the repair parts at the SSA signs for the parts,
                  processes receipts of parts in ULLS, and notifies the maintenance
                  supervisor of all NMC parts received . (NOTE: Ensure the clerk never
                  leaves the SSA with a problem; call the motor pool for resolution.)
                  Recommend that all serviceable/unserviceable retrograde goes with the
                  clerk to the SSA each day. (See Chapter 4 - Retrograde)

               (h) When the ULLS clerk submits a hard copy requisition for recoverable
                  parts to the respective SSA, ensure an additional hard copy is signed for
                  by the SSA personnel and filed for future tracking purposes. Ensure the
                  additional hard copy requisition is kept on file until the requested part is
                  issued and processed in the ULLS box.

         Reconciliation process: Ensure the ULLS clerk along with the Maintenance
          Supervisor conducts a reconciliation at least on a monthly basis. This is performed
          utilizing the ULLS Open Document Register and the SARSS-1 Customer
          Reconciliation Listing. Both reports should match. If not, a face to face needs to be
          conducted between the Organizational Maintenance Supervisor and the SSA
          Supervisor. This process is vital to ensure all requisitions requested are valid with
          a valid status. The following information willThis will drastically reduce excess
          parts ordering:.

        .        A.(a) Supported customers are required to provide the following
information
                 annotated on the RECON:

                          1. If the items have been received, write "K" on the list.
                                       2. For items that you have previously requested to be
                          cancelled write
                                          "K" on the list.
                           3. For items no longer required, write "C" on the list.
                          4. For items not received and still required write "X" on the list.
                                       5. For requests that have insufficient quantities,
                          submit an AOA with
                                          current document number for the desired
                          quantities.
                                       6. For requests with a date before the cutoff date
                          which appears open
                           on the open document register but does not appear on the
                          RECON,
                            submit a follow-up document AF1. If the document does not
                          appear
                           on two consecutive RECONs, the status code BF should entered
                          on



                                              2-3
         the document register and the part reordered if it is still
          required.

B.(b) Units are required to bring the following items to a face-to-face
Rreconciliation:

         1. Unit document register
                     2. A list of all documents (in the DCR) that; did not
         appear on RECON.
                     3. A list of all documents that; were (on the RECON)
          not on the DCR.
                     4. Your annotated copy of RECON listing AJT-028
         signed by the Unit
                        Commander.

(c) The following steps are suggested to be utilized when computing the
 RECON percentage of accuracy:

                   1. Determine the number of customer "no match"
         document entries by
                          first comparing the unit's DCR to the due out
         listed on the RECON
                          that is not listed on unit's document register.
                       2. Determine the number of due out listed on the
         RECON not matching
                          the units document register.
          3. Add step 1 and step 2 = total no match documents.
                       4. Determine then number of entries on the customer
         due-out RECON that
                          match the entries on the DR.= matched entries.
         5. Add step 3 and step 4 to obtain the total number or records
         reviewed.
                       6. Divide the number in step 4 by the number in step
          5, multiply by
                          100 to get percentage.

(d) List the following information on the copy of AJT-028 to be returned
 to the SSA:

         -               1. Number of due-outs open.                          Formatted: Bullets and Numbering
         -            2. Number of AF1 transactions requested.
         -            3. The RECON accuracy percentage as computed
             above.
         -            4. The commanders signature block and signature.




                           2-4
           E.   (e) Reconciliation Authentication                                        Formatted


                        1. : The unit commander must validate AJT-028 with his
           signature prior to
                            returning the listing to the SSA.



   Manpower Utilization and Repair:

        (a) The restructure of our Table of Organization and Equipment (TO&E’s) or
        Table of Distribution & Allowances (TDA) based on futuristic redesign of our
        maintenance companies, coupled with an across the board shortage of
        personnel in the Army, requires us to utilize our manpower wisely. One way
        to accomplish this is to meticulously manage the use of maintenance
        personnel in the performance of their Military Occupation Specialty (MOS)
        designed duties and to make sure all man-hour utilization is documented in the
        applicable maintenance STAMIS.

        (b) Do all you can to make sure assigned personnel are practicing their trade
         whenever possible. That means respectively standing up to your leadership in
         the defense of the unit maintenance missions.

        (c) Ensure that on the job training is conducted by assigning your apprentice
        mechanics to work with experienced tradesmen. Be selective. Just because a
        mechanic has accumulated rank, doesn’t necessarily mean they are
        experienced. Evaluate the entire person’s capabilities. Some are better at
        repairing one type of equipment as opposed to another.

        (d) Whenever possible don’t change mechanics in the middle of a job. There
        will be occasions when absences such as sick call, emergency leaves, special
        details, or appointments make it necessary to put someone else on the job
        because one or more of the following apply:
                (1) The item being repaired is a Pacing Item
                (2) The unit will become C2 or lower
                (3) The unit is/going to be deployed
       Remember, be sure all things are considered before reassigning work started
       by one individual to another. Waiting a day may be faster, cheaper, and better
       than thrusting someone else in the middle of another’s work.

       (e) Normally, the Shop Foreman and Maintenance Technician are your best
       sources for guidance. If your unit does not have a Shop Foreman or
       Maintenance Technician, contact your Direct Support Unit (DSU).

       (f) Repair the job and close it out in your automation system the same day.




                                       2-5
                 (g) If the job is beyond the unit level of repair, prepare the job for evacuation
                 to the next higher level.

              Preparation of Evacuation: If possible, establish a single point of contact at your
               unit who is familiar with the DSU's acceptance standards and can ensure the
               equipment is properly prepared for evacuation. Equipment turned back because it
               does not meet the acceptance standards at your support can significantly increase
               the time required by your support to requisition the parts and repair your
               equipment.

SECTION III - TEN (10) HELPFUL ORGANIZATIONAL LEVEL REPORTS

2-3.     As an initial step toward the definition and measurement of the repair process, these
ten (10) separate reports involved in capturing repair and retrograde data for weapon systems
and their major components should be used:

               Commander’s Exception Report/ Financial Transaction Listing. This report
                lists all requisitions for the DODAAC (See Appendix L). It provides a total of
                all Class IX expenses. Use this report to monitor budget expenses.
                      Purpose: To identify all high priority requests and high dollar value
                          requisitions.
                      Frequency: Daily, prior to running Send Supply Transactions to Source of
                          Supply (SOS) for approval of all supply transactions.
                      Management Applications: Must review before daily transactions disk is
                          submitted to the SSA. It also ensures management of funds for Class IX.
                      Applications: Provides for a selected DODAAC a listing of high priority
                          and/or high value items and includes the Commander’s Financial
                          Transaction Listing showing the daily expenditures.
                      Disposition: Report must be signed by the commander and kept on file for
                          two years. The DSU may require a copy of the signed Commander’s
                          Exception Report prior to processing the unit supply transaction
                          diskette. Refer to your local SOP for proper procedures.

               Demand Analysis Report. This report calculates the demands for a unit’s
                Prescribed Load List (PLL) and makes changes and recommended changes to
                the unit’s PLL (See Appendix M). This report calculates for ground
                maintenance with 9 demands to add and 6 demands to retain in 180-day (Active)
                and 360-day (ARNG/USAR) criteria. The commander can accept or change
                the recommendation made by the process.
                      Purpose: Provides a listing by DODAAC of changes and recommended
                        changes to the PLL.
                     Frequency: IAW DA PAM 710-2-1, every 90 days (USAR and ARNG-
                        180 days). Run at the end of the month. It may also be run on a monthly
                        basis to maintain a more up-to-date PLL file.
                      Management Applications: Changes quantities up or down. It recommends
                         additions or deletions to units PLL.


                                                 2-6
         Application: Provides a listing for a DODAAC of changes and
            recommended changes to the PLL and Non-stock file.
         Disposition: Dispose of when no longer needed or IAW local SOP.

   Excess Management Report. This report will provide you a listing of the
    excess on hand in the unit (See Appendix N). This report considers Due-Ins as
    on hand. Unit Commanders should run this report monthly. Run this report
    after the Demand Analysis Report.
          Purpose: Identifies both stocked and non-stocked PLL lines that are
             excess, quantity on-hand, or due in.
          Frequency: As required or IAW local SOP.
          Management Applications: Identifies those items that are excess to unit
             needs and require cancellation or turn-in.
          Application: Provides a listing of PLL and non-stock records for the
             DODAAC that has an excess quantity on-hand or due-in.
          Disposition: Dispose of when no longer needed or IAW local SOP.

   PLL Daily Management Report. This report will provide the Zero Balance
    Percentage as a listing of those lines at zero balance. (See Appendix O)
        Purpose: Provides a report of the current status of the total number
           of PLL lines authorized; number of 100% filled and partially filled;
           number of lines at zero balance; and percentage of lines at zero balance
        Frequency: Review daily/not less than once a week.
         Management Applications: Measures PLL performance. Utilized to
            determine if within Department of the Army (DA) goal of 5% zero
           balance IAW AR 710-2-1, Table 1-1. Identify stock numbers that are
           experiencing unusual supply conditions. Identify those items that are
           zero balance with due outs.
        Disposition: Dispose of when no longer needed or IAW local SOP.

   Parts Received/Not Installed Report. (AECMF436) This report lists all parts
    that the PLL clerk received in the ULLS-G that are not installed (See Appendix
    P). AR 750-1 states that all parts on hand will be installed. Parts may be on
    hand for services or deferred; so, have your Maintenance Officers explain each
    part that is not yet installed.
          Purpose: A management query that provides a listing of all parts that have
             been received, but not installed.
          Frequency: Review daily
          Management Applications: Use to ensure that mechanics and operators are
             installing parts requested for equipment. Many may be deadlining parts.
          Disposition: Dispose of when no longer needed or IAW local SOP.

   Non-Mission Capable Report. (AWCMF458) This report is basically the
    backside DA 2406 (See Appendix Q). It will list all pertinent information on a
    piece of deadlined equipment. This report lists all Army Materiel Status System
    (AMSS) reportable and non-reportable equipment. This report will tell you the


                                    2-7
    parts on order with document number, the status of the requisition, the status of
    the work order at direct support, the NMC dates, and the dates to Organizational
    and DS shops. Look at the dates to make sure they are within your standard for
    entering the shops. Also, ensure your clerks are ordering required parts timely
    by looking at the original NMC date and the Julian date in the document
    number. These dates should be no more than 3 days or IAW your SOP.
          Purpose: Provides a copy of the Non-Mission Capable Report by
             DODAAC
          Frequency: Review daily.
          Management Applications: Use to monitor all deadline equipment
             (reportable and non-reportable).
          Disposition: Dispose of when no longer needed or IAW local SOP.

   Service Schedule Report. (AWCMF450) This report will list all overdue and
    future services (See Appendix R). Have your clerks run a Service Schedule
    Report by date range. Enter the date of one (1) year from today. This will print
    out all services NOT completed in the ULLS-G. The service may be complete
    but the service was never “completed” in the ULLS-G. Also, use this report to
    have services placed on unit training schedules. AR 350-1 directs that
    scheduled services reflect on training schedules.
         Purpose: Provides a report of scheduled services due by Admin Number,
             DODAAC, date Range or NSN.
         Frequency: Review monthly.
         Management Applications: Use scheduled equipment for services. Crew
             must be available for service maintenance
         Disposition: Dispose of when no longer needed or IAW local SOP.

   Equipment Maintenance and Inspection Worksheet. (DA Form 5988E)
    This form provides the operators, supervisors and commanders the tool needed
    to identify faults/deficiencies not corrected and parts that are on order for those
    faults/deficiencies (See Appendix S). When the part is on order, it will appear in
    the parts information portion of the form. Otherwise, the part is not on order for
    the fault/deficiency. This report also lists mileage/hours, TM data and other
    useful equipment data. Do a visual check of the equipment data (mileage/hours,
    serial numbers and TMs that the operators are using) to see if your operators and
    platoon leaders have an effective system in place for unit maintenance. Accurate
    mileage reporting is critical; it is the primary scheduling method for AOAP and
    scheduled services.
          Purpose: Provides a worksheet to list faults found during an inspection or
             service and parts requested. This form replaces the DA Form 2404 and
             2408-14.
          Frequency: As required.
          Management Applications: Use to avoid reporting faults that have already
             been reported. Use to record scheduled services performed.
          Disposition: Dispose of IAW DA PAM 738-750 or IAW local SOP.




                                     2-8
   Projected Fully Mission Capable Rates by Reportable End Item/System
    Report. This Army Materiel Status System (AMSS) report will provide you
    with a projected look at what your unit will report on the 15 th “if everything
    remained the same as today.” This report shows you the FMC percentage of
    each LIN in the unit (See Appendix T). The report shows how many days are
    needed to reach the DA goal of 90%. Negative numbers indicate days to be
    “found” between today and the end date. Run this report as often as needed.
    This report is a useful tool in managing resources to those items that may require
    more attention to reach the DA goal. Recommend that unit commanders brief
    weekly on their efforts to repair items that are project to be below the FMC goal.
         Purpose: Provides information to determine what equipment could
            possibly meet the DA goal of 90% based on current FMC/NMC
            equipment status.
         Frequency: Review daily or IAW local SOP.
         Management Applications: Use to monitor unit readiness. The report uses
            the concept of “if nothing changes between now and the end of the
            report period” this is what the results will be.
         Disposition: Dispose of IAW local SOP.

Customer Work Order Reconciliation (AHN-004) (Request from DS on a weekly
   basis). This report lists all open DS jobs for a single customer (See Appendix
   U). Used by the customer to reconcile and view information on jobs. ULLS-G
   to SAMS1: It is extremely important that customers send their daily disk to
   SAMS1. SAMS1 only collects the data and passes it to SAMS2. This is the
   only way for SAMS2 sites to have visibility of unit level deadline equipment.
   Due to the current systems in use and current procedures, if everything is done
   correctly, information that is presented to a FSB commander or DISCOM
   commander at a maintenance briefing will be 24-36 hours old. Updates and
   phone contacts must be done immediately when statuses change on significant
   items for accurate reporting.




                                    2-9
                                             Chapter 3

                          DIRECT SUPPORT MAINTENANCE
SECTION I - DIRECT SUPPORT REPAIR AND REQUISITION PROCESS

3-1.     Organizational level maintenance and the SSA Repairable Exchange (RX) for
component repair is supported by Direct Support (DS) maintenance. Equipment is evacuated
from Organizational Maintenance to the next higher level of repair if the repair is beyond
their capability. The following suggestions have proven to aid in the reduction of direct
support repair cycle time:

        Inspection Process, fault verification, and repair determination:          Proper
         diagnostics at the DS level is just as important as at the organizational level in
         determining corrective action and reducing repair cycle time.

          Accurate diagnostics: This is the most crucial step in the repair process. Time
           limits should not be established; diagnostics utilizing the proper Test
           Measurement Diagnostic Equipment (TMDE) and procedures the first time must
           be the goal. Inaccurate diagnosis causes repeat order cycles that increase repair
           cycle time and resource waste.

        Requisitioning Class IX parts: Requisitioning parts must be done correctly to
         eliminate extended Non-Mission Capable Supply (NMCS) time. When Class IX
         parts are ordered, the following steps must be taken to prevent rejection or delays:

               (a) Identify the correct NSN by utilizing the appropriate level Technical
                   Manual (TM) (See Appendix D).

              (b) Check the Source Maintenance and Recoverability (SMR) code to ensure
                  it is your level to replace/repair (See Appendix E). If SMR code indicates
                  repair/replace is above your maintenance level, turn-in asset without delay
                  to ensure fastest possible turn-around-time at the appropriate source-of-
                  repair. Under no circumstances should the asset be canabilized for parts
                  prior to turn-in.

               (c) Check the bench stock/shop stock for part availability. If the part is
                   unavailable then:
                  1. Check the current updated FEDLOG (See Appendix F)
                  for the following:
                   2. Check the NIIN to ensure it is correct.
                   3. Check the Acquisition Advice Code (AAC) (See Appendix G)
                   4. Check the Recoverability Code (RC) (See Appendix H)
                   5. Check for an alternate NIIN (if applicable). Make sure you have the
                     current FEDLOG to avoid order rejects or receipt of incorrect parts.



                                            3-1
       (d) When submitting the request, ensure you annotate the following:
          1. Correct priority.
          2. Correct project code, if applicable.
          3. Correct required delivery date (RDD) NO1-7 or if your unit is
             deployable within 30 days utilize 999.

       (e) Supply status should be received within 24-48 hours, i.e., BA, BB, BD
           from your SSA Standard Army Retail Supply System (SARSS-1) site.
           Ensure the supply status received is not a rejection status, i.e.CJ, CA. (See
           Appendix I). If so, further research is required.

       (f) If you do not receive a supply status within the allotted time, contact the
           SSA, Support Operations, or MMC first before you reorder. This will
           prevent/reduce the generation of excess.

       (g) Product Quality Deficiency Report (SF368): Used to report two categories
           of reports:
                - Category 1 Report: Used to report defects in design, specification,
                  and materiel. Manufacturing and workmanship which may cause
                  death, injury or severe occupational illness; would cause loss of
                  major capabilities of the using organization; or which would result
                  in a production line stoppage.
                - Category II Report: Used to report defects in design, specification,
                  and materiel. Manufacturing and workmanship which does not
                  meet the criteria of a Category I report. (See Appendix J)

       (h) Supply Discrepancy Report (SF 364): Reporting of Supply
           (issue/packaging) discrepancies. Used when discrepancies are attributable
           to the issuing activity. (See Appendix K)

       (i) Ensure the SAMS clerk does daily parts and status disk (if applicable)
           pickups, inventories the repair parts at the SSA, signs for the parts, process
           receipts of parts in SAMS-1, and notifies the maintenance supervisor of all
           NMC parts received. (NOTE: Ensure the clerk never leaves the SSA with
           a problem; call the shop office for resolution.) Recommend the clerk
           turn-in all serviceable/unserviceable retrograde to the SSA on a daily or as
           needed basis. (see retrograde)

   Reconciliation process: Ensure the SAMS clerk along with the Maintenance
    Supervisor conducts a reconciliation at least on a monthly basis. This is
    performed utilizing the SAMS-1 Open Document Register and the SARSS-1
    Customer Reconciliation Listing. Both reports should match. If not, a face to face
    is conducted between the Organizational Maintenance Supervisor and the SSA
    Supervisor. This process is vital to ensure all requisitions requested are valid with
    a valid status. Thise following information will drastically reduce excess parts
    ordering:.



                                      3-2
                 A.(a) Supported customers are required to provide the following
information
              annotated on the RECON:

                          1. If the items have been received, write "K" on the list.
                                       2. For items that you have previously requested to be
                          cancelled write
                                          "K" on the list.
                          3. For items no longer required, write "C" on the list.
                          4. For items not received and still required write "X" on the list.
                                       5. For requests that have insufficient quantities,
                          submit an AOA with
                                           current document number for the desired
                          quantities.
                                        6. For requests with a date before the cutoff date
                          which appears open
                           oon the open document register but does not appear on the
                          RECON,
                           submit a follow-up document AF1. If the document does not
                          appear
                           on two consecutive RECONs, the status code BF should entered
                          on
                           the document register and the part reordered if it is still
                           required.

                 B. (b) Units are required to bring the following items to a face-to-face
                 Rreconciliation:

                          1. Unit document register
                                     2. A list of all documents (in the DCR) that; did not
                          appear on RECON.
                                     3. A list of all documents that; were (on the RECON)
                          not on the DCR.
                                     4. Your annotated copy of RECON listing AJT-028
                          signed by the Unit
                                        Commander.

                 (c) The following steps are suggested to be utilized when computing the
                 RECON percentage of accuracy:

                                    1. Determine the number of customer "no match"
                          document entries by
                                          first comparing the unit's DCR to the due -out
                          listed on the RECON
                                          that is not listed on unit's document register.



                                            3-3
                                        2. Determine the number of due out s listed on the
                           RECON not matching
                                           the units document register.
                           3. Add step 1 and step 2 = total no match documents.
                                        4. Determine then number of entries on the customer
                           due-out RECON that
                                           match the entries on the DR.= matched entries.
                           5. Add step 3 and step 4 to obtain the total number or records
                           reviewed.
                                        6. Divide the number in step 4 by the number in step
                           5, multiply by
                                           100 to get percentage.

                  (d) List the following information on the copy of AJT-028 to be returned
                  to the SSA:

                           1.   Number of due-outs open.
                           2.   Number of AF1 transactions requested.
                           3.   The RECON accuracy percentage as computed above.
                           4.   The commander’s signature block and signature.


                  E.   (e) Reconciliation Authentication:

                                         1. The unit commander must validate AJT-028 with
                  his signature prior to
                                  returning the listing to the SSA.

                                                                                                    Formatted
          Parts verification of work orders opened: Shop Officers/NCOICs should conduct
           a daily review of jobs awaiting parts (SPT 1/K status) to ensure original parts
           ordered are required. Occasionally parts are ordered to fill shop stock or to
           acquire special tools. If the parts ordered by the inspector are not required to
           complete the work, submit a cancellation immediately.

SECTION II - COMPLETION OF WORK AND FINAL INSPECTION

3-2.     Upon completion of the final inspection process, the shop office will notify the
owning unit that their equipment is ready for pick up. An important aspect of this process is
to ensure that the notification is given to a responsible individual at the unit such as the unit
motor officer or motor sergeant.

          Customer pick up of completed jobs at DS: It is highly recommended that shop
           offices maintain a phone log of all unit notifications that lists who was notified
           and when they were notified about the completed work order. This listing may be
           used as a quality management tool to aid in the reduction of repair cycle time


                                              3-4
           (RC) by tracking unit timeliness in picking up and closing job orders. It is
           important to note that the work order cannot be closed out in SAMS until the
           customer picks up the equipment. RC time continues to add to the work order.
           Customer units often incur additional NMCM time by failing to act in a timely
           manner when work orders are ready for pick up. The following suggested timeline
           is provided and based on work order priority. The only valid event that should
           lead to an exception is if the unit rejects the equipment during the unit acceptance
           inspection.

                  Priority of Job Order                  Pick Up Timeline
                            02/03                     immediately upon notification
                            05/06                     NLT 24 hours after notification
                            12/13                     NLT 72 hours after notification

          Services at Direct Support (DS): An additional preventive aspect directly
           related to repair cycle time is in the area of forecasting requirements for DS
           services that have associated mandatory replacement parts. An example of this
           type of required service is the 120MM mortar where the semi-annual service
           requires mandatory parts replacement at the DS as part of the semi-annual service.
           Units should forecast and coordinate with their DS in advance so these required
           parts and expendables are pre-ordered and available at the time the services are
           performed.

          Close out of Organizational Job in ULLS: RCT time does not stop until the unit
           has properly closed the organizational work order in the ULLS computer. Direct
           Support Unit (DSU) RCT time continues until the owning unit accepts the
           equipment and closes the DSU work order.



SECTION III - KEY POINTS

3-3.     The following key points have proven to be effective at reducing the overall repair
cycle time:

          IMPAC Card use: Use of the IMPAC card IAW AR 37-1and AR 710-2 is highly
           encouraged to promote readiness and reduce repair cycle time (RCT). Those
           NMC parts identified as having long estimated ship dates that would directly
           affect readiness or training, which are locally procurable on the commercial
           market, should be purchased using the IMPAC credit card. To reduce the RCT the
           IMPAC card should be available at the user level (Battalion maintenance office).
           These cards may also be used for those necessary minor services from
           commercial repair facilities that units are unable to obtain from the servicing
           support units. Various examples of these services include the repair of starters,
           alternators, hydraulic cylinders and various other repairable items. An important




                                             3-5
     aspect of using the IMPAC card is ensuring demand data for parts is captured
     through post-to-post actions (DHA). This will impact your PLL, Shop Stock, and
     ASL stockage levels. The requisitions for those parts procured through alternate
     sources should be promptly cancelled to avoid excess.

    ASL Review: Availability of repair parts is a major driver for repair cycle time.
     Thus, the ASL review process is an important part of reducing RCT. Maximum
     participation by unit warrants, NCOs and maintenance officers in the ASL review
     process is a must. The data produced by the automated system is not user friendly
     and requires an inordinate amount time and effort by the units researching the
     NSNs associated to an end item.

    ULLS-G and SAMS-1 Class IX status: Repair parts status does not always appear
     on the SAMS 026 print. Normally if status can be found on the ILAP or at the
     SARSS-1 site, the problem can be traced to the ULLS operator not properly
     processing the data received either by disk or Blocked Asynchronous
     Transmission (BLAST). Additionally, there is a problem in the SARSS 1 system
     that does not allow data retention when the SSA SARSS-1 does daily closeout
     operations.     SSA’s should download any data not sent to supported units by
     BLAST or Disk. If the SSA downloads to a disk to a supported unit, the
     download should be by UIC. The unit’s ULLS or SAMS operator must process
     the data prior to performing any supply transaction. Units must process the
     supply status disk from the SSA in their ULL’s box prior to processing the
     maintenance inop disks. Failure to process the data will result in data not being
     posted to the DCR and 026 print. Data on the disk may not be the most current if
     the disk were processed after the ULLS clerk has completed a BLAST or disk
     transfer to the SARSS-1 site. Late processing will overwrite any data received
     before the disk is processed. If more than one disk is run from the SSA, ensure
     they are installed in chronological order to avoid lost data.


 Combined Training and Maintenance: Training is essential to the development of
  maintenance personnel. It is today’s Army doctrine for gaining units to complete a
  soldier’s MOS training. MOS training is just as important as support of a wartime
  mission is to basic common task training. Maintenance training when properly
  planned can often result in a threefold benefit to the unit by incorporating actual
  diagnostic repair or service requirements as the training itself. These benefits will
  be (1) completed maintenance actions, (2) MOS training for new mechanics, and
  (3) sustainment training for more experienced personnel.

 Unit Level Service Forecasting: Training, rotational deployments, gunnery, and
  other missions are normally forecast on long range planning schedules.
  Commanders should share this information with maintenance personnel in affected
  units and their support units. The maintenance managers should utilize this
  information to evaluate the impact on scheduled maintenance. Every effort should
  be made to forecast these impacts and accelerate inspection and service schedules


                                      3-6
to prevent delinquencies and free available maintenance personnel during that same
period to handle the potential increase in unscheduled maintenance.




                                  3-7
                                        CHAPTER 4

                                     RETROGRADE
SECTION I – INTRODUCTION

4-1.     Turn in of repairable items to the supply system in a timely manner is imperative.
The retrograde process affects repair cycle time and asset posture. The longer these items are
outside the supply process the more apt the items are to become cannibalized. These items
are repaired at various levels and returned to stock. Units must turn in repairable components
complete and in the same configuration as they were issued. Failure to return items to the
supply system in a state of completeness will result in cost to the unit and delay for turn-ins.
When the repairing organization processes an Supply Discrepancy Report (SDR), costs for
the missing parts will be passed to the customer. Cross leveling by customers does occur.
When it does, cross leveling actions should be annotated on a DA 2404 and submitted with
the repairable in order to reduce the repair cycle time of the component when performing
diagnostics.

SECTION II – THE RETROGRADE PROCESS

4-2.    The following is the Army retrograde policy for serviceable, unserviceable,
recoverable, and economically reparable items:

          Unserviceable reparable items will be retrograded to designated points of repair
           in an expeditious manner, consistent with the cost of the items and their
           criticality to Army readiness programs.

            All Army commanders and maintenance managers will ensure that critical
             items, intensively managed items, and automatic return items (ARI) are returned
             to retrograde channels within the timeframes established by applicable
             directives and as required by AR 710-2 and AR 725-50. Commanders will use
             management information and reports from supply and maintenance
             management automated information systems, e.g., ULLS, SAMS, and SARSS,
             to assist them in meeting the retrograde time standards.

                  (a) Using units will turn in unserviceable recoverable parts and assemblies
                  to the supporting SSA within 24 hours of identification, classification,
                  and/or removal from the end item. Serviceable excess will be turned in to
                  the SSA within 24 hours of change to excess status. This policy
                  implements the provisions of AR 710-2 on “Disposing of Materiel” for the
                  return of excess and NRTS repair parts to supply and maintenance
                  channels.

                  (b) Direct and general support organizations and activities will turn in
                  serviceable excess and NRTS reparable items to the supporting SSA within
                  24 hours of completion of the maintenance tasks that removed the


                                              4-1
         component from the end item and that classified the component as NRTS.
         This policy implements the provisions of AR 710-2, for excess serviceable
         and unserviceable items, and applicable portions of AR 725-50.

   Expedited Local Processing, Cleaning, Preservation, and Preparation for
    Shipment.

       (a) Damaged items. – No damage statement will be required to retrograde an
       item to the repairing facility.

        (b) Steam Cleaning. – In general, steam cleaning of major assemblies and
        components will not be required below the USAMC managed National
        Maintenance Program (NMP) level, with the exception of cleaning that is
        required for shipment of materiel to the United States from foreign
        countries. Any cleaning of the major assembly or component to facilitate
        diagnosis, repair, or classification will be done IAW applicable local,
        federal and international environmental regulations.

        (c) Lubricants will not be drained prior to retrograde. Exceptions include,
        when a metal shipping container is not available and/or the major assembly
        cannot be otherwise safely transported to the repair location. If the
        repairing organization does not have sufficient approved capacity to collect
        and dispose of used lubricant, notify the supporting maintenance
        organization for disposition instructions.

         (d) Shipping. - Major assemblies and components will be shipped under
        transportation priorities applicable to the supply priority designators and
        procedures outlined in AR 725-50.

         (e) Packaging and preservation actions will comply with AR 710-2.

         (f) Inspections - After the initial inspection is performed by the supporting
         DS/GS maintenance activity, intermediate supply activities will not
         require additional classification inspections.

         (g) Movement control - Where possible, the major assembly or
         component will be shipped directly to the repairing activity. Only
         associated documentation will be routed normally through
         appropriate supply and/or transportation management activities.

         (h) Repairing Facility - The repairing activity will report any missing parts
         and damage-in-shipment discrepancies, using established discrepant
         shipment procedures in AR 725-50. Other inconsistencies between
         the repairing facility’s classification inspection and the initial classification
         inspection will be reported back to the shipping organization commander
         for the correction of equipment classification training shortfalls.



                                     4-2
                                               Chapter 5

                                Direct Support Level Reports

SECTION I – INTRODUCTION

5-1. Measurement is critical to the success of any performance improvement effort.
Without accurate and relevant measurement, it is difficult, if not impossible, to capture the
benefits of implemented changes or even to argue for making the change. The goal of repair
cycle measurement at the weapon systems level is to account for the full time elapsed from
the identification of a fault until it is operational again. Reports are currently available which
can be used independently or in combination with others to identify the main drivers of repair
cycle times.

SECTION II – DIRECT SUPPORT LEVEL REPORTS

5-2. The following is a list of Direct Support Level Reports that are helpful in assessing the
current status of your repair cycle process:

    AHN-001- Workable Jobs Report (See Appendix V)
     Purpose: This report lists those jobs in awaiting parts status (1/J/K) that either have all
         parts on-hand or no parts were ordered.
      Scope: The status of these jobs needs to change. Either change the status to B/C or
         order needed parts. We are sending the wrong status to SAMS2 and the customer
         if these are not changed. Once this status is entered by the ULLS-g it cannot be
         changed.
      Frequency: Shop Office should run this report twice daily: upon receipt of Class IX
         from SSA and corrections should be made before making customer and higher data
         transfers and at the end of the duty day to ensure no errors were made.
     Additionally: A negative report is the acceptable standard.

       AHN-002 – Shop Stock Listing (SSL) (See Appendix W)
        Purpose: This report lists the DS SSL. It must be reviewed quarterly and approved
           yearly by the DS commander.
        Scope: Must reflect the needs of the DSU just like a PLL must work for a unit motor
           pool.
        Frequency: Weekly. Should be inventoried quarterly. Approved by CO.
        Additionally: SSL is a high dollar, demand supported, non-consumable item (ex:
           governors, fuel pumps, transfers, etc). Bench Stock is high use, non-demand
           supported, consumable items (ex: bolts, nuts, gaskets, sand paper, etc). Bench
           Stock is approved by the Shop Officer.

        AHN-004 – Customer Work Order Reconciliation (See Appendix U)
         Purpose: This report lists all open jobs for a single customer.
         Scope: Used by the customer to reconcile and view information on jobs.
         Frequency: Weekly to customer. Best to print two copies and retain one.


                                               5-1
    AHN-005 – WO Master Schedule Listing (See Appendix X)
    Purpose: This report shows all equipment, by Equipment
    Category Code (ECC) and work order number (WON), for Specific Work Request
       Status Codes.
    Scope: This report is prepared in four parts according to Work Request Status
       Codes.
             Part 1 – Lists work orders that are in shop.
             Part II – List works orders awaiting inspection/shop.
             Part III – Lists work orders awaiting parts.
             Part IV – Lists work orders for status codes other than those in parts I thru
                        III.

     AHN-006 – Shop Section Summary Report (See Appendix Y)
     Purpose: Provides a listing of open maintenance requests separated by shop
        section. Provides parts information and status history.
     Scope: This report is provided to each shop section for planning purposes. It can
        tell you if you are conducting follow-ups on document numbers IAW local
        SOP, what the status of a document # is, what the different job statuses have
       progressed through since acceptance by the DSU, and what the current status is.
     Frequency: Daily to shop section chiefs, NEVER to the customers. This prevents
        arguments over why certain units are prioritized over others. DSU priorities
        come from the DSU commander and DISCOM commander, not customers.
      Additionally: Ensure that jobs are not in A status longer than (three) 3 days.
         Ensure that jobs that go to 1/K status match the Julian date in the document
         number.

     AHN-008 – Open Document Register (See Appendix Z)
      Purpose: This report lists all open supply transactions at the DSU.
      Scope: Must reflect all current open documents
      Frequency: Daily
      Additionally: This report is used to reconcile with the SSA on a monthly basis.

     AHN-016 – Exception Error Listing (See Appendix AA)
      Purpose: This report lists all transactions that did not process to the SSA and why.
         It would be reviewed weekly by the Shop Officer/NCOIC to ensure all errors
         are corrected and re-processed.
      Scope: Only lists those transactions that did not process since the last SSA
         requisition cycle.
      Frequency: Daily. Automatically prints when the SSA requisition cycle is
         processed.

     AHN-022 – Production/Backlog Status Report (See Appendix BB)
      Purpose: Shows overall distribution of DSU workload.
      Scope: Used to manage workload of shops.
      Frequency: Weekly if not daily.


                                         5-2
    Code for columns is as follows:
       BEG Balance- Open Work Orders (WO) as of the start date.
       WO REC- ALL jobs received since START DATE
       WO COMP- U jobs- completed since START DATE
       WO EVAC- WO broken out at bottom of page (do not count against backlog)
       DEF- Deferred jobs (do not count against backlog)
       WO OH- Total backlog of DSU
       AWAIT INSP- Jobs in A status
       AWAIT SHOP- Jobs in C status
       IN SHOP- WO in B or J status
       AWAIT PART- WO in 1 or K status
       OTHER- WO in F, O,Q status
       FINAL INSP- WO in E status
       AWAIT PICKUP- WO in R,S,W status
       BACKLOG AGE- Divides total work orders for a particular shop by age.

    SAMS1 to SAMS2 REPORTING:
    It is vital that SAMS reporting is timely and accurate. The following are SAMS1
    reporting files that are transmitted either by disk or BLAST to the SAMS2 site:
          Unit INOP – Daily
          Work Order Transfer – Weekly
          Manhour Accounting – Weekly
          AMSS Transfer – Monthly




                                     5-3
                                         Chapter 6

    Repair Cycle Time (RCT) Reports Explained Using WOLFation
          Under The Logistics Integrated Data Base (LIDB)

6-1.     RCT reports are produced to measure repair cycle time for the Army in support of
the Velocity Management RCT Process Improvement Team. These reports can be found on
the VM homepage (http://www.cascom.army.mil/vm). The following sections will provide a
description of titles, report descriptions, and report column definitions found on the reports.

SECTION I – TITLE DESCRIPTIONS

              National Item Identification Numbers (NIIN) and Weapon Systems. The RCT
           reports are produced on all class 7 and class 9 NIIN. Class 7 and Class 9 are
           reported separately except in the outlier (problem) report. The weapon system is
           identified through the Materiel Category Code of the NIIN. Position 4 and 5 of
           the Materiel Category Code is matched to the item’s Weapon System description
           in the LIDB Item Table to obtain the Weapons System description.
           NSNs and Weapon Systems. Reports are run on all class 7 and class 9 NSN. The            Formatted: Bullets and Numbering
           Weapon System is determined by bumping the NSN against a reference table in
           the WOLF. The table contains the Item NSN from AMDF, Part nomenclature, 4th
           and 5th positions of the Material Category (MATCAT) and the Weapon System
           name derived from DA PAM 708-2 using the 4th and 5th positions of the
           MATCAT. The Weapon System is determined by bumping the NSN against this
           table.

          Class of Supply. Reports 1 through 9 are produced for both class 7 and class 9
           repairs. The class is determined by the LIDB Item Table. A repair for a major
           component will be listed on the class 7 report, if the end item is turned in for
           repair. It will be listed on the class 9 report, if only the major component (engine)
           is turned in for repair. The Outlier Report covers both class 7 and class 9. Class
           of Supply. Class 7 and Class 9 are reported separately. The class is determined by
           relating the WON NIIN to a LIDB Item Control table. A repair for a major
           component will be listed on the class 7 report if the end item is turned in for
           repair. It will be listed on the class 9 report only if the major component (engine)
           is turned in for repair.

          Unit Identification Codes. Only work orders from valid support UIC are included.
           Identification Codes. Work orders from all UIC's, to include invalid or pseudo
           UIC’s, are included.

       MACOM and Installation. MACOM and Installation are determined by bumping
         the DPI that sent the work order against the WOLF DPI file.
        MACOM and Installation. MACOM and installation are determined by bumping
         the support UIC of the work order against the DA Force File.


                                             6-1
              Time Periods. Reports are run monthly, quarterly, and by fiscal year. Quarterly
               and yearly reports will include work orders received after the monthly reports are
               run, so they will have more work orders than the sum of the individual
               months.Run Times. Reports are run monthly, quarterly, and by fiscal year. The
               WOLF database is updated continuously, so reports run on different dates for the
               same time period may reflect different figures.

         Time and Dates. If the difference between the date opened and date closed on the
            work order is negative, the work order is excluded.

         Calculation Precision. Time less than 1 day is counted as a whole day. If a work
            order is opened and closed in the same day, RCT time is zero.
          Calculation Precision. All Status time averages and RCT times are calculated to             Formatted: Bullets and Numbering
            tenths of a day using both calendar dates and military hours. As an example, if the
            status date for a status is 1999-01-01 14:00:00 and the status code for the next
            status is 1999-01-01 16:00:00, then the actual elapsed time for that status
            downtime is 2 hours or .1 days (rounded). This would be the value assigned to
            that status. This is a change to the WOLFLIDB downtime calculation, which uses
            only the calendar dates




SECTION II - REPORT DESCRIPTIONS

 6-2.    Report Descriptions. There are several options for running the reports. The first
option computes RCT = (closed date - open date) – time spent in Status D. The second set
does not subtract the time spent in Status D, so RCT = (closed date - open date). Status D is
a deferred status and the equipment is supposedly still useable. Each set contains the
following ten (10) reports. Report 1 and 2 are the upper level reports, with the Reports 3 - 10
providing more details at lower levels. Each report can be run with the following options:

            Include or exclude Status Code D. Status D is a deferred status, and the equipment        Formatted: Bullets and Numbering
             is supposedly still useable.

            Divide by Total WON or WON in Status. If “Total WON” is selected, the No. of              Formatted: Bullets and Numbering
             Work Orders is used to calculate time in statuses. If “WON in Status” is selected,
             only the number of work order that had time in a particular status is used to calculate
             time in status. When “WON in Status” is selected, the percentage of all work orders
             is also shown under each status to show the percent of work orders that spent time in
             that status.



                                                  6-2
   The following is a list of the reports:                                               Formatted: Bullets and Numbering


                              (1a) Report 1, Total Army RCT Performance by
             MACOM. This report shows RCT rolled up to the MACOM level. The
             RCT for each MACOM is summed and then divided by number of work
             orders or work order in the status. The report is sorted by MACOM. (See
             Appendix CC)

                               (2b) Report 2, Total Army RCT Performance by
             Weapon System. This report rolls RCT to the weapon system level. There
             can be multiple NIIN under a weapon system. The report is sorted by
             Weapon System. (See Appendix DD)

                                 c.(3c) Report 3, MACOM Performance by Installation.
             This report rolls up RCT to the installation level and is displayed by
             MACOM. Installation is determined by the from the Force File in LIDB
             based on the support UIC. It is sorted by MACOM, location, then
             installation. (See Appendix EE)

                               d.(4d) Report 4, MACOM Performance by Weapon
             System. This report shows the RCT performance of weapon systems by
             MACOM (see para 1 above). Sorted by MACOM, then Weapon System.
             (See Appendix FF)

                                 e.(5e) Report 5, Installation Performance by UIC. This
             report shows the RCT performance by UIC for each installation. Sorted by
             location (state), then UIC. (See Appendix GG)

                                f.(6f) Report 6, Installation Performance by Weapon
             System. This report shows RCT performance of weapon systems by
             installation. Sorted by state (location), then installation, then weapon
             system. (See Appendix HH)

                            g.(7g) Report 7, Weapon System Performance by
             NSNUIC. This report shows RCT performance of the weapon system by
             NSNUIC. This report is sorted by weapon system, then NSNUIC. The
             Noun Nomenclature is included for reference. (See Appendix II)

                               h.(8h) Report 8, Total Army RCT by NSN Report. This
             report shows RCT performance for each NSN, if reported during the time
             period. The part nomenclature is included and comes from the Item table.
             Sorted by NSN. (See Appendix JJ)

                                i.(9i) Report 9, Weapon System Performance by NSN.
             This report shows RCT performance for each Weapon System by NSN.
             The report looks like the Weapon System Performance by UIC report



                                          6-3
                  except that UIC is replaced by NSN and Installation is replaced by Item
                  Nomenclature. Sorted by Weapon System and then NSN. (See Appendix
                  KK)

                  (10j) Report 10, Outlier Report by Installation. This report identifies, by      Formatted
                  installation, individual work orders considered outliers, or problems work       Formatted
                  orders. This is probably the most valuable report of the 10. Effort should
                  be directed at reviewing these work orders with the longest RCT times and
                  identifying and correcting the root cause. The user has the option to
                  compute this report on the upper 50th, 75th, or 95th percentile. Recommend
                  the 95th percentile, as this report is quite lengthy. The percentile is
                  computed as follows:

                                              (11a) The percentile is computed for all work
                           orders within a weapon system and supply class (7, 9). Each             Formatted
                           weapon system within a supply class will have its own 50th, 75th,
                           or 95th percentile value. This percentile value comes from each
                           class’s Report # 2, Total Army RCT by Weapon System. Work
                           orders with RCT greater than the applicable percentile value are
                           outliers and listed on the report by work order number.

                                               (2b2) The report is sorted in the following
                           order: state, city or installation, UIC, weapon system, supply
                           class, and then ascending RCT. The percentile value is included
                           on the report for comparison against the RCT. NOTE: Since this
                           report lists the individual work orders, the days in status and RCT
                           are not averages, but actual values.




There are nine (9) different reports. Report 1 and 2 are the upper level reports, with reports 3
through 9 providing more details at lower levels. The first 9 reports are done twice, once for
Class 7 and once for Class 9.

       Report 1, Total Army RCT Performance by MACOM. This report shows RCT                       Formatted: Bullets and Numbering
          rolled up to the MACOM level. Each MACOM repair cycle time (RCT) is
          summed and then divided by number of work orders. The report is sorted by
          MACOM. (See Appendix CC)

       Report 2, Total Army RCT Performance by Weapon System. This report rolls RCT               Formatted: Bullets and Numbering
          to the weapon system level. There can be multiple NSNs under a weapon system.
          The weapon systems used for RCT reporting are from DA PAM 708-2, 30 AUG
          94. There are additional weapon systems in existence that are not documented in
          the aforementioned publication as of 30 AUG 94 (ITEM table has a complete and




                                              6-4
   update list as of 15 MAR 99). The report is sorted by Weapon System. (See
   Appendix DD)

Report 3, MACOM Performance by Installation. This report rolls up RCT to the           Formatted: Bullets and Numbering
   installation level and is displayed by MACOM. Installation is determined by
   bumping the DPI that submitted the data to the DPI Reference file in the WOLF.
   Sorted by MACOM, then Installation. (See Appendix EE)

Report 4, MACOM Performance by Weapon System. This report shows the RCT                Formatted: Bullets and Numbering
   performance of weapon systems by MACOM. Sorted by MACOM, then Weapon
   System. (See Appendix FF)

Report 5, Installation Performance by UIC. This report shows the RCT performance       Formatted: Bullets and Numbering
   by UIC for each installation. Sorted by installation, then UIC. (See Appendix
   GG)

Report 6, Installation Performance by Weapon System. This report shows RCT             Formatted: Bullets and Numbering
   performance of weapon systems by installation. Sorted by installation, then
   weapon system. (See Appendix HH)

Report 7, Weapon System Performance by UIC. This report shows RCT                      Formatted: Bullets and Numbering
   performance of the weapon system at the UIC level. This report is sorted by
   weapon system, then UIC. The installation of each UIC is included for reference.
   (See Appendix II)

Report 8, Total Army Performance by NSN. This report shows RCT performance             Formatted: Bullets and Numbering
   for each NSN, if reported during the time period. The part nomenclature is
   included and comes from the Item table. Sorted by NSN. (See Appendix JJ)

Report 9, Outlier Report by Installation. This report identifies, by installation,     Formatted: Bullets and Numbering
   individual work orders considered outliers or problem work orders. This report is
   one of the more important reports. Emphasis should be placed on analyzing and
   identifying/correcting the root cause of the problem. This is an effective method
   in reducing overall RCT time. An outlier is determined as follows: (See
   Appendix KK)

       (a) The 75th percentile is computed for all work orders within a weapon
       system and supply class (7, 9). Each weapon system within a supply class
       will have its own 75th percentile value. This 75th percentile value comes from
       each class’s Report # 2, Total Army RCT by Weapon System. Work orders
       with RCT greater than the applicable 75th percentile value are outliers and
       listed on the report by work order number.

       (b) The report is sorted in the following order: installation, UIC, weapon
       system, supplies class, and then ascending RCT. The 75th percentile value is
       included on the report for comparison against the RCT. NOTE: Since this


                                    6-5
                  report lists the individual work orders, the days in status and RCT are not
                  averages, but actual values.

SECTION III - REPORT COLUMN DEFINITIONS

              a. # WOS. This is the number of work orders rather than the number of items            Formatted: Bullets and Numbering
          repaired. Only about 7% of the work orders have more than 1 item and usually are
          for items like M-16 rifles. Note that the status code information reflects all actions
          for all parts on a particular work order. (Ex: A work order has 10 widgets for repair.
          Seven widgets are awaiting parts and three widgets are finished the first day. Status
          code time will apply to all 10 widgets on the one work order.)                              Formatted


             b. Average Days in Status. This column shows the average number of days the             Formatted: Bullets and Numbering
          equipment was placed in the various status codes. A list of the Status Code
          definitions is attached. “Other” includes all status codes not listed individually on the
          report. Status codes S, T, V, W, X, Y, Z, and 3 are not included because they post
          completion statuses. Status D is a deferred repair status, and it can be included or
          excluded from your report. If included, it will be shown as a separate column and
          included in the RCT time. The average time in a particular status code can be
          computed by dividing the total time in that status code by the number of work
          orders that were in that status OR by the total number of work orders.

           c. Average RCT Days. Average RCT is equal to the Total time spent in each                 Formatted: Bullets and Numbering
          applicable status.

           d. Percentiles. Percentiles are used instead of standard deviations because the data      Formatted: Bullets and Numbering
         is not a normal distribution, but rather a log normal distribution. To compute the
         percentiles, the repair cycle times for the applicable work orders in each report are
         arrayed in ascending order and then 3 percentiles—50th, 75th, and 95th are
         determined. For example, if the 75th percentile were 100, 75 percent of the repair
         cycle times were 100 or less. Likewise, 25 percent are above 100. If the 50th
         percentile is 86, 50 percent of the repair cycle times are 86 or less. The 50th percentile
         is the median.

        e. Calculating the pth Percentile                                                            Formatted: Bullets and Numbering


            Step 1. Arrange the data values in ascending order (rank order from smallest value
            to largest value).

            Step 2. Compute an index I as follows:
            I = (p/100)n
            where p is the percentile of interest and n is the number of items.

            Step 3. (a) If I is not an integer, round up. The next integer value greater than I
            denotes the position of the pth percentile.



                                                 6-6
            (b) If I is an integer, pth percentile is the average of the data values in
 positions I and I+1
 Example:
 To determine the 50th percentile RCT for n = 2 occurrences (or work orders) the
 following occurs:
 Compute the index
 I = (50/100)(2) = (.5)(2) = 1
  Since I is an integer, the 50th percentile is the average of the data values in
  positions I = 1 and I+1 = 2.
# Repairs. This is the number of work orders rather than the number of items              Formatted: Bullets and Numbering
    repaired. Only about 7% of the work orders have more than one item and usually
    are for items like M-16 rifles. Note that the status code information reflects all
    actions for all parts on a particular work order. (Ex: A work order has 10 widgets
    for repair. Seven widgets are awaiting parts and three widgets are finished the
    first day. Status code time will apply to all 10 widgets on the one work order.)

Average Days in Status. This column shows the average number of days the                  Formatted: Bullets and Numbering
   equipment was placed in the various status codes. A list of the Status Code
   definitions is attached. “Other” includes all status codes not listed individually on
   the report. Status codes D, S, T, V, W, X, Y, Z, and 3 are not included because
   they indicate closed or deferred status time. D is zeroed out in WOLF. Status
   Codes V, W, X, Y, and Z are non-repairs. The average time in a particular
   status code is computed by dividing the total time in that status code by the
   number of work orders that were in that status, not by the total number of
   work orders. The average days in the status codes usually do not add up to the
   Average RCT. Days in Status are rounded to whole days in that status, while
   RCT is based on the open and closed date of the work order. If a work order is
   open during a 2 day period and passes through three status codes, status time
   would add up to 3 - one day for each status code. RCT time would only be 1 day,
   the difference between the open and closed date.

Average RCT Days. Average RCT is computed as follows: (Work order close date              Formatted: Bullets and Numbering
   minus work order open date) divided by the number of work orders. Status codes
   are not used to compute RCT time in WOLF.

Percentiles. Percentiles are used instead of standard deviations because the data is      Formatted: Bullets and Numbering
  not a normal distribution, but rather a log normal distribution. To compute the
  percentiles, the repair cycle times for the applicable work orders in each report are
  arrayed in ascending order and then 3 percentiles - 50th, 75th, and 95th are
  determined. For example, if the 75th percentile were 100, 75 percent of the repair
  cycle times were 100 or less. Likewise, 25 percent are above 100. If the 50th
  percentile is 86, 50 percent of the repair cycle times are 86 or less. The 50th
  percentile is the median.

       Calculating the pth Percentile



                                        6-7
       Step 1. Arrange the data values in ascending order (rank order from
       smallest value to largest value).

       Step 2. Compute an index I as follows:
            I = (p/100) n
       where p is the percentile of interest and n is the number of items.

       Step 3. (a) If I is not an integer, round up. The next integer value
       greater than I denotes the position of the pth percentile.
        (b) If I is an integer, pth percentile is the average of the data values in
       positions I and I+1

Example:
To determine the 50th percentile RCT for n = 2 occurrences (or work orders)
the following occurs:
Compute the index
I = (50/100)(2) = (.5)(2) = 1
Since I is an integer, the 50th percentile is the average of the data values in
positions I = 1 and I+1 = 2.




                               6-8
                                          Chapter 7

                                    STATUS CODES

Status codes D, S, T, V, W, X, Y, Z, and 3 indicate that a work order is closed or, in one case
(status D), deferred. Since there is no need to measure time spent in closed status, S, T, U, V,
W, X, Y, Z status days are not included in the “Other” category. D is not available in
WOLF. The following is a list of status codes and their definitions:Status codes A, B, C, E,
J, K, 1, M, R, and Other (including F, H, I, N, O, P, Q, U, 7, 8, 9) are the Status categories
depicted on the reports.

CODE DEFINITION
A   Awaiting initial inspection. Includes initial inspection, acceptance, and parts
    determination. Code can be used at unit level. At support level, an “A” is usually
    entered first unless preceded by a “9.”

B      In shop. Code can be used at unit level.

C      Awaiting shop. The initial and acceptance inspections have been completed and parts
       are on hand. Code can be used at unit level.

D      Deferred. Equipment in use, awaiting scheduled maintenance (may or may not be
       awaiting parts) and not considered high priority if that equipment is operating but
       requires some maintenance or modification. Codes can be used at unit level.
       Normally used in conjunction with a non-NMD ORGWON. Can be used with a
       NMC ORGWON if preceded by a “2.”

E      Awaiting final inspection. Code can be used at unit level.

F      Final inspection complete. Includes final inspection and work order/log book
       completion. NMC time is charged to the owning unit until the NMC fault is corrected
       and a “U” status is posted at unit level.

G      Test flight, or maintenance operational check. NMC time is charged to the owning
       unit until the NMC fault is corrected and a “U” status is posted at unit level.

H      Awaiting disposition instructions from a higher source.

I      Awaiting shop while awaiting non-NMC (not NMCS) parts. Cannot be used if due-in
       parts are NMCS. Code can be used at unit level. Normally used in conjunction with a
       non-NMC ORGWON. Can be used with a NMC ORGWON if preceded by a “2.”

J      In shop awaiting NMCS parts, work continues. The calculation for NMCS/NMCM
       will remain in NMCM. This code was designed for aircraft but may be used for other
       items requiring maintenance. Code can be used at unit level.


                                              7-1
K   Awaiting non-NMC parts (not NMCS). No further repair actions can be made
    because the non-deadlining parts are not available. Normally used in conjunction with
    a non-NMC ORGWON. Can be used with a NMC ORGWON if preceded by a “2.”

L   EVAC NMCS. Item that was evacuated to another maintenance activity for repair
    and return and is now in an NMCS status at the other activity. NMC time will be
    applied to SUPPORT NMCS.

M   EVAC NMCM. Item evacuated to another maintenance activity for repair and return.
    Code can be used at unit level. NMC time will be applied to SUPPORT NMCM.

N   EVAC Depot. Equipment that is in a depot, or in for depot level repair; i.e.,
    overhaul/MWO is being performed. Code can be used at unit level. NMC time will
    be applied to NMCD for ground/missile and aviation sub-system records and
    reportable end items. Aviation system records will reflect PMCD.

O   Awaiting evacuation. Code can be used at unit level. Allows printing of automated
    DA Form 2407 at support level.

P   NMC for lack of: facility, tools, test equipment, or completion of intra-shop work
    requests.

Q   Awaiting estimated cost of damage (ECOD) actions. Items awaiting the release of
    surveying officer before repairs can be started.

R   Awaiting pickup. Item has been repaired (or appropriate action taken), and the
    owning unit has been notified. Before code “R” can be used, the work request must
    be closed. If item is NMC, NMC time is charged to the owning unit until the NMC
    fault is corrected and a “U” status is posted at unit level.

S   Closed, completed by this maintenance activity. Repairs have been completed by the
    support activity receiving the end item or component. Work request is closed. If
    item is NMC, NMC time is charged to the owning unit until the NMC fault is
    corrected and a “U” status is posted at unit level.

T   Closed, completed by other maintenance activity. Repairs have been completed and
    returned by the other activity to the support activity. Work request is closed. If item
    is NMC, NMC time is charged to the owning unit until the NMC fault is corrected
    and a “U” status is posted at unit level.

U   Picked up, must be closed first. Code can be used at unit level. At unit level....Close
    the ORGWON. All related records on the Inoperative Equipment File will be closed.
    All INOP NMC time stops. At the support level....Picked up by customer. The SPT
    WON and all related DS/GS work orders will be deleted from SAMS-1 during the
    next weekly WO Transfer process.



                                          7-2
V   Closed. Requirement satisfied by ORF exchange. If item is NMC, NMC time is
    charged to the owning unit until the NMC fault is corrected and a "U" status is posted
    at unit level.

W   Work request closed. Pending turn-in as uneconomically repairable or nonrepairable
    (classification). If item is NMC, NMC time is charged to the owning unit until the
    NMC fault is corrected and a “U” status is posted at unit level.

X   Work request closed. It exceeds time limits or maintenance capability (e.g.,
    classification condition code F). If item is NMC, NMC time is charged to the owning
    unit until the NMC fault is corrected and a “U” status is posted at unit level.

Y   Work request closed. It did not meet acceptance standards. If the item is NMC,
    NMC time is charged to the owning unit until the NMC fault is corrected and a “U”
    status is posted at unit level.

Z   Work request closed or cancelled without completion (e.g. initial inspection was not
    started). If item is NMC, NMC time is charged to the owning unit until the NMC
    fault is corrected and a “U” status is posted at unit level.

0   Not used at this time.

1   Awaiting deadlining NMCS parts. No further repairs can be made due to lack of
    NMCS parts. Code can be used at unit level.

2   Stops NMC time. Item remains in the maintenance activity for non-NMC work; e.g.,
    painting. Must be followed by a valid work request status code.

3   Restart NMC time. Must be preceded by a “2” (which stops NMC time). Must be
    followed by a valid work request status code.

4   Not used at this time.

5   Not used at this time.

6   Re-inspection. Can only be used after a work request status code of 8—rework.

7   Awaiting float transaction. SAMS-1 automatically prompts for a new serial number.

8   Rework, return to shop. If work request is “S” through “Z”, an 8 must be used before
    the job is returned to a work status.

9   Begin intransit time.




                                         7-3
                                         Chapter 8

              VELOCITY MANAGEMENT KEYS TO SUCCESS

Leaders of successful maintenance activities have become friends of change and are
motivated by the challenge and opportunities of making it happen. If your organization is not
practicing the keys to success that are listed below, then you may not be providing the level
of support expected by your customer.

          Senior leadership involvement. Senior leader involvement is necessary at all
           levels to ensure the success of the Velocity Management Program. Without their
           support, this effort will fail.

          Focus on the process and the interaction with the other processes. Understand the
           effect your process has on the other logistical processes as you look for
           unnecessary or non-value added process that can be changed or eliminated.
           Determine the root causes of the problems in the systems or processes. Treat the
           “disease and not the symptom.”

          You have to have a strategy for change – this is where the guide coupled with the
           Site Improvement Teams and the CASCOM Velocity Management Team are
           beneficial.

          You have to put the best people on the Process Improvement and Site
           Improvement Teams and reward them for their successes. For an improvement
           team to be successful, the most knowledgeable people have to be assigned as
           members.

          Remember there is no “one size fits all” solution.

          Relevant performance metrics are key to focusing on efforts of high impact areas.
           The established metrics for every process/step in repair cycle will assist you in
           focusing your efforts.

          The VM process must be iterative and continuous. Don’t rest on your laurels for
           short-term improvements.

          Communication is key. Communicate throughout your organization and with
           your customers.

          Emphasize the importance of solid diagnostics in order to ensure the right part or
           item is ordered. Also, ensure that your own internal diagnostics of your operation
           are solid.

          Set explicit performance objectives for your operation and then lead your
           soldiers/employees to meet those objectives.

                                             8-1
   Be patient – some changes will not show results overnight.

   Share Your Knowledge. The VM homepage has a “chat room” for discussing
    problems and the home page has a wealth of information to offer.




                                     8-2
                              GLOSSARY

      A
AAC         Acquisition Advise Code
AMSAA       Army Materiel Systems Analysis Activity
AMSS        Army Materiel Status System
AOAP        Army Oil Analysis Program
APP         Appendix
AR          Army Regulation
ARI         Automatic Return Item
ARNG        Army National Guard
      B
BLAST       Blocked Asynchronous Transmission
      C
C2          Command and Control
CASCOM      Combined Arms Support Command
      D
DA          Department of the Army
DISCOM      Division Support Command
D-M-I       Define-Measure-Improve
DODAAC      Department of Defense Activity Address Code
DS          Direct Support
DSU         Direct Support Unit
      E
ECC         Equipment Category Code
ECOD        Estimated Cost of Damage
EMIS        Executive Management Information System
      F
FEDLOG      Federal Logistics Catalog
FMC         Fully Mission capable
      G
GS          General Support
      I
IAW         In Accordance With
ILAP        Integrated Logistics Analysis Program
ITDA        Installation Table of Distribution & Allowances
      L
LIN         Line Item Number
LOGSA       Logistics Support Activity
LIDBLOGSA   Logistics Integrated Data BaseLogistics Support Activity
      M
MACOM       Major Command
MATCAT      Material Category
MMC         Materiel Management Center
MOS         Military Occupation Specialty


                                  GL-1
        N
NCOIC       Noncommissioned Officer In Charge
NIIN        National Item Identification Number
NMC         Non Mission Capable
NMCM        Non Mission Capable Maintenance
NMCS        Non Mission Capable Supply
NMD         National Missile Defense
NMP         National Maintenance Program
NRTS        Not Repairable This Station
NSN         National Stock Number
        O
ORF         Operational Readiness Float
OST         Order Ship Time
        P
PAM         Pamphlet
PLL         Prescribed Load List
PMCS        Preventive Checks and Services
        R
RC          Repair Cycle
RCT         Repair Cycle Team
RDD         Required Delivery Date
RX          Repairable Exchange
      S
SAMS        Standard Army Maintenance System
SARRS       Standard Army Retail Supply System
SD          Stockage Determination
SDR         Supply Discrepancy Report
SDS         Standard Depot System
SMR         Source Maintenance and Recoverability
SOP         Standard Operating Procedures
SOS         Source of Supply
SSA         Supply Support Activity
STAMIS      Standard Army Management Information Systems
      T
TDA         Table of Distribution and Allowances
TM          Technical Manual
TMDE        Test, Measurement, and Diagnostic Equipment
TO&E        Table of Organization and Equipment
      U
UIC         Unit Identification Code
ULLS        Unit Level Logistics System
USAR        United States Army Reserves
      V
VCSA        Vice Chief of Staff, Army
VM          Velocity Management


                                  GL-2
VM RC PIT   Velocity Management, Repair Cycle, Process Improvement Team
      W
WO          Work Order
WOLF        Work Order Logistics File
WON         Work Order Number




                                 GL-3
                                            APPENDIX A

                  General Griffith’s Message Implementing VM
P 221700Z MAR 96
FM DA WASHINGTON DC//DACS-ZB//
TO AIG7406
AIG9892
ARSTAFF
RUEANLA/DIR DLA FT BELVOIR VA//DLA-D//
BT
UNCLAS
GEN GRIFFITH SENDS
Subject: Implementing Velocity Management
1. As was discussed at the recent four-star conference, the Army is under resourced, and we must find
ways to reduce our operating costs. Also, we have asked our logistics community to come up with
significant but very real efficiencies that can serve to pay other pressing Army bills across the FY 98
through FY 03 program objective memorandum (POM). We remain convinced that this is one place
where rapid cost reductions are possible and that we cannot afford to wait to move out on those
logistics efficiencies that represent readily obvious and immediate benefits in the near and mid term.
To do that, our logistics community needs the firm and active commitment of commanders and
leaders at all levels of the Army. Accordingly, I want each of you to implement the Velocity
Management program which was initiated in Jan 95. This program has three major components; each
of which can either save or provide a far more efficient application of significant resources.
A. First, the reduction in order ship time (OST) from the current 20 days will reduce our investment
in inventories to fill the pipeline flow to Army units and activities. We understand that none of you
have control over the entire 20 days, but you do control a good part of it. I ask that you commit to
reducing those parts you do control. Standard Army Retail Supply System-Objective (SARSS-O) will
enable you to get your requisitions into the national system in one day. With pre-SARSS-O systems,
you should need no more than two days. At the other end of the process, we want to reduce the time
to two days that it takes from when a part arrives on post to when it gets to the customer.
B. Second, it is important for you who repair components at direct support, general support,
installation or depot level, both organically or by contract, to reduce your repair cycle time (RCT) by
50 percent by the end of this FY where you can. Total reduction must be accomplished across the
board by the end of FY 97. The majority of that reduction must come from: (1) improving the speed
and quality of the inspection process; (2) the ordering of parts that is associated with that process; (3)
the absolute most rapid and direct movement of the unserviceable component to the repair location;
(4) the rapid pick-up or redistribution of the repaired component as it completes its final inspection
checks; and (5) a very significant tightening up of contract language to buy "performance," and not
just level-of-effort workyears. Effective "bench time" for our soldier and civilian maintenance
specialists also remains key, but available data shows that processing time is hurting us more than
bench time so work them both hard. This will serve to reduce our overall investment in the "awaiting
repair/ awaiting pick-up" inventory queues that are both expensive and unusable while in that queue.
It will also serve to offset some level of additional procurements of high cost spares and components
as we cut those "down time" investments.
C. Third, request you build on your reduced OST and foster the development of confidence
in the system to the point that we can reduce authorized stockage lists and prescribed load
lists, and operate with substantially fewer dollars invested and generate substantially less
excess during FY 97. To do this, we will soon be putting out policies to minimize the
allowable OST timeline for the computation of retail level requisitioning objectives and


                                                  A-1
providing the tools (Integrated Logistics Analysis/Assessment Program (ILAP)/Optimum
Stockage Analysis Requirement Program (OSRAP)) to allow commanders to tailor their
stockage based on readiness as an option. This will permit commanders to broaden their
stockage in lines, but lessen costs, weight, and cube while maintaining readiness.
2. We must bite this bullet and get on with it. If you have serious readiness concerns either now or as
you implement Velocity Management in your organizations, let me know. If you need assistance with
your process action teams, the CG, CASCOM, as the Army's Velocity Management Executive Agent
as well as HQDA, ODCSLOG will provide that support. Please give me your assessment by the end
of April and a progress report around the end of each month thereafter until we are all moving
together. Also, please info other MACOMs to enhance information sharing details on reporting
requirements/format will be provided under separate cover.

BT
PEGGY G. PAYNE
Director, Administration
and Services




                                                 A-2
                      APPENDIX B             Formatted


        INSTALLATION WALKTHROUGH CHECKLIST

                         FOR

           END ITEMS AND COMPONENTS




Item Reviewed: __________________________
NSN: ___________________________________
Reviewer: __________________________




                          B-1
                                    Table of Contents



1. PROCEDURES.

2. QUESTIONS:

Part I End Items

   A. Motor Pool (Unit Maintenance Section)             Scheduled and Unscheduled
                                                        Maintenance Work

   B Malfunction Reports/AMSS                           Reports/Management


Part II Components

    A. PLL Stockage                                      PLL/Shop Stock/Bench
Stock

    B Repair Parts Requisitioning                        ORG/DS/GS

    C. Retrograde of Components                         ULLS/SAMS/SARSS

    D SSA Retrograde Processing                         SARSS/SAMS/ULLS

    E.   DS/GS Maintenance Shop                          Maintenance Facility




                                          B-2
PART I (END ITEM)

1. Procedures. The following is the procedure to be used to perform the process walk. Take notes of the
responses. Sketch areas as necessary.
  #     Procedure.                   Remarks                                                            Note

 A                                   At the unit or organizational level there are issues with both
       Motor Pool (Unit              scheduled (including periodic services and inspections) and
       Maintenance Section,          unscheduled maintenance workloads. Malfunctions that originate
       Company or Battalion)         at any time other than as a checklist item during a service or
                                     inspection are considered unscheduled maintenance actions. Many
                                     malfunctions are identified as a result of scheduled inspections or
                                     periodic equipment checks, such as preventive maintenance
                                     checks (PMCSs).

 1     How are PMCS/services         All scheduled maintenance should be on the weekly/monthly
       scheduled and are any         training schedule along with the name of the individual who is
       currently overdue?            responsible. All currently overdue work should be scheduled and
                                     monitored as overdue. Some units have multiple equipment
                                     assigned to the same individual and this can lead to accumulating
                                     backlog if aggressive management is not applied. The use of a
                                     team concept is one option to head off or eliminate backlogs.
                                     Another option is using support maintenance as an overflow.
                                     Because of limited budgets, many units have been deferring the
 2                                   investment in 10-20 repairs. Over time this can lead to degraded
       Is the shop tracking the      equipment conditions and more serious problems. In other cases,
       age and status of non-        workload backlogs have caused a focus on critical repairs.
       deadlining
                                     In either case, the emphasis eventually shifts to a desire to
       deferred/delayed              improve the 10-20 condition of the equipment. Sometimes this
       discrepancies on              has taken the form of requiring complete condition inspections
       equipment? Are “10-20”        before any work can begin. This extreme approach has the
       condition inspections         disadvantage of delaying deadlining malfunction repairs to
                                     document non-deadlining backlog that could be scheduled.
       delaying the correction of
       known malfunctions?           Faults noted during a PMCS or scheduled service that are not
                                     deadlining in nature are considered shortcomings. All
                                     shortcomings, regardless of funds availability, must be recorded
                                     on the DA Form 5988-E, Maintenance and Inspection Worksheet.
                                     The results of not recording these faults will be frustrated
                                     operators and deteriorating equipment condition. The operators
                                     may also lose confidence in the maintenance system. If the
                                     quantity and nature of these discrepancies are not closely
                                     monitored, a prudent
                                     management decision can quickly escalate into degraded mission
                                     capabilities, degraded equipment conditions, unsafe equipment,
                                     and an unhealthy attitude regarding equipment maintenance. This
                                     delayed workload can quickly grow to significant proportions if
                                     not closely monitored and aggressively minimized.
                                     Replacing a component that shows evidence of leakage or wear
 3     During scheduled or
                                     before it causes a deadlining condition that can impact training or
       unscheduled PMCSs do
                                     mission accomplishment can be prudent from both a mission and
       you track and order parts
                                     financial perspective. For reparable components, replacement
       against degraded
                                     before catastrophic failure can mean lower component repair costs
       conditions that might not
                                     and lower total costs to the Army. It may be appropriate to
       yet qualify as a NMC
                                     consider these faults ANORS (anticipated not operationally ready
       condition?
                                     supply) when ordering repair parts to prevent readiness problems.
       Are service parts kits pre-
                                     The ability to schedule the component replacement is another
       assembled with



                                                     B-3
    consumable items that        important benefit of this approach. The part is ordered during the
    should be changed at the     PMCS, and the replacement can be scheduled conveniently when
    next periodic service?       the part and technician are available.
                                 Tech data often requires that various consumables be replaced at
                                 planned intervals. Time can be saved by pre-assembling these
                                 items by bumper number shortly before the scheduled service is
                                 due.
                                 As we travel around the Army we see a pattern of parts being
4
    How often is the wrong       ordered, receipt, and then turned in for credit; using scarce dollars
    part ordered/received?       to generate excess. We need to get to the root causes of those
                                 requisitions. Do you know why this is happening in your unit? Is
                                 it bad diagnosis, mistakes in entering requisition information,
                                 problems with catalog or otherwise at the ULLS, SSA and SAMS-
                                 1, or do the problems occur further upstream? Do you regularly
                                 meet with SSA personnel to resolve problems like these and limit
                                 their future occurrence? Are proper reports being submitted to
                                 correct known problems (i.e. RODS, DA Form 2028, EIR”s)?

                                 It is critically important to unit readiness to perform all required
5   Is there a program to
                                 services and periodic inspections. However, while these
    track the time required to
                                 procedures are being performed the equipment is not available for
    complete the various
                                 its intended purpose and there are often significant man-hours
    types of periodic checks
                                 consumed. One important goal is to improve the training of
    and inspections on
                                 assigned personnel so that they completely and correctly perform
    assigned equipment?
                                 the tasks expeditiously so they are available for other tasks. Not
                                 working harder or hurriedly, but knowing the task requirements
                                 and completing them with no wasted effort.




                                                  B-4
B   Malfunction Reports            Our view is from the customer’s perspective. When a piece of
                                   equipment is degraded or inoperative, it has an impact on mission
1                                  capability that persists until the malfunction is corrected. When there
    How long do malfunction        is a malfunction with your private vehicle, how long do you expect to
    reports generated from any     wait before work begins and corrective actions are complete?
    source sit around before       Certainly we are talking in terms of hours, not days or longer. Is there
    troubleshooting and            a current SOP or visible flow diagram telling operators and mechanics
    corrective action begins?      the steps to follow?

2                                  Maintenance management at any echelon is difficult if accurate data is
    How long do malfunction        not reported. The timeliness of accurate data can actually improve
    reports generated from any     decision making.
    source sit around before
    the equipment status is
    changed via ULLS
    reporting?

3                                  We have found a troublesome pattern of repeated inspections, checks,
    How many                       and reviews that add no value to the tasks at hand. Certainly trainees
    inspections/checks/reviews     need to be supervised and their work checked, but 100% repetition
    occur before parts are         merely wastes valuable man-hours and delays repairs. The payoff of
    placed on order with           an aggressive training program is a level of expertise and efficiency of
    ULLS?                          the operators that leads to confidence among maintenance personnel
                                   that they can eliminate redundant checks completely.

4                                  The current Army goal is to get 50% direct labor utilization from
    What are the number of         repair technicians. There are many valid soldier activities other than
    authorized versus assigned     direct labor. Does your command structure know what your current
    DS/GS mechanics by             utilization rate has been and are the training schedulers aware of those
    grade and MOS? What is         rates? Any man-hours tracking device can show the commander what
    the availability for duty      distractions are keeping his maintenance personnel from being at their
    rate for assigned              place of duty. Is the commander being kept informed with facts?
    mechanics (i.e., the
    available direct labor hours
    divided by the hours
    assigned personnel are
    scheduled for military
    duties)?

5
    When it is determined that     When a determination that evacuation is required , the job should be
    the repair is beyond the       evacuated the same day (or certainly within 24 hours). If an MST is
    shops capability, how long     collocated with a unit, what is the time lag before the work order is
    does it take before actual     opened? Does the unit have the supporting organization’s SOP and is
    evacuation to the              it current and followed?
    appropriate level of repair
    occurs or until a MST
    arrives to work the
    problem?
                                   Continuous work flow is one of our goals. Therefore, this ratio of actual work time to
6                                  total time in the shop is a useful metric for individual jobs and aggregate work over a
    What is the ratio of actual    period of time. Currently the STAMIS do not support this information. However,
    repair time to total down      supervisors need to look for ways to increase the visibility for workload that is not
    time at this shop?             actually being worked continuously to completion. There are many different
                                   reasons and these causes must be resolved one at a time.




                                                             B-5
                                    Workload in installation shops is seldom a constant flow of arrivals.
7
     Do you ever work second        The training cycle and other cyclic mission events causes dramatic
     or third shifts to deal with   peaks and valleys in the workload. Therefore, many units find that
     workload surges or             periodic (if not permanent) shift work is very useful to work off
     backlogs?                      backlog conditions. In actual deployed missions such shift operations
                                    are expected and at least periodic garrison exercises are useful
                                    training.
                                    How much is there and how old are the jobs? Many shops report all
8
     What is the typical backlog    jobs over 30 days old up the chain of command. In some cases, older
     of this shop? What is the      jobs may need to be evacuated to meet customer needs. Are all
     typical time for awaiting      maintenance assessments (i.e. ORF, Evac, exc.) being accomplished
     work and/or parts?             to meet customer needs?
                                    The turnover of first-term enlistees (and others) means that there are
9
     What is your training          heavy technical training requirements for many MOSs. Without a
     program ( to include the       detailed plan, the training just never seems to get done and supervisors
     proper use of TMDE) to         have no way of knowing just how bad the training deficit is. For some
     qualify and upgrade the        MOSs this training program needs to be coordinated with other work
     technical skills of your       centers within the DISCOM to provide personnel rotation to expose
     mechanics? Who monitors        the technician to the full breadth of training the MOS requires.
     this program and certifies
     the technical skills
     attained?

10
     Are all required test          There are two separate issues here. The first deals with the availability
     equipment on-hand,             and calibration of required test equipment. The second relates to
     calibrated, and used IAW       whether that test equipment is being used to properly diagnose and
     applicable tech data and       adjust the end-items and components as intended by tech data and
     SOP’s to troubleshoot          SOPs. Together these issues have an impact on the quality of the
     malfunctions? Do you           maintenance performed.
     have the right type and
     quantity?

                                    Proper diagnosis is critical to the repair of modern military equipment.
     PART II                        Diagnosis by component replacement is expensive, time consuming,
     (COMPONENT)                    and can be dangerous to operators. The unit and the Army is better
                                    served by proper use of TMDE that leads to getting the correct parts
                                    ordered the first time, rather than getting something on order faster!
A
     PLL Stockage

1
     How well do they expect        We take the view that inventories should exist to meet the expected
     the current PLL will           mission needs of the unit supported. PLLs, shop stocks, and ASLs
     support their primary          should work together to meet customer needs. Unit logisticians need
     mission scenario?              to understand the expected needs that derive from mission scenarios
                                    and define those needs to the relevant commanders.




                                                         B-6
B
    Repair Parts                   Awaiting parts time is a major driver of repair time. Sometimes repair
    Requisitioning                 is indeed progressive and not all parts can be identified at once.
1                                  However, unnecessary diagnostic “cycles” followed by parts ordering
                                   should be avoided when at all possible. You particularly want to avoid
    How often does the
                                   troubleshooting by parts replacement. That is very expensive in terms
    mechanic recycle through
                                   of parts and manpower.
    the diagnostic process to
    identify the need for repair
    parts?

2
    How often is the wrong         As we travel around the Army we see a pattern of parts being ordered,
    part ordered/received?         receipt, and then turned in for credit; using scarce dollars to generate
                                   excess. We need to get to the root causes of those requisitions. Do
                                   you know why this is happening in your unit? Is it bad diagnosis,
                                   mistakes in entering requisition information, problems with catalog or
                                   otherwise at the ULLS, SSA and SAMS-1, or do the problems occur
                                   further upstream? Do you regularly meet with SSA personnel to
                                   resolve problems like these and limit their future occurrence? Are
                                   proper reports being submitted to correct known problems (i.e. RODS,
                                   DA Form 2028, EIR”s)?


3
    How long does it take to       We have found that for problem requisitions, simply correcting the
    correct a bad requisition      information can take as long as the regular total order and ship time on
    that has bounced back to       successful requisitions.
    you short of clearing
    through SARSS-2A?




                                                        B-7
C   Retrograde of                   The ULLS can be configured to generate automated turn-in documents
1   Components                      that can save valuable time and improve accuracy. Coordinate with
    Is the ULLS generated (         your SSA so they will accept this documentation.
    automated) turn-in
    document used?

2
    Is the job paperwork            A repair job is not complete until the paperwork is done and the
    completion and reparable        reparables carcasses are turned in. It takes only moments to do it right
    component turn-in part of       and it will take much longer to do it later and the data will seldom be
    the local job completion        correct. You cannot manage what you cannot measure and the
    defined?                        reparable carcass is a valuable resource. The next repair may be
                                    delayed because this carcass did not get repaired promptly. The unit
                                    could be wasting dollars buying a component from wholesale when
                                    they could have repaired the carcass for the cost of some piece parts
                                    and local man-hours.


3
    Are you aware of the            We discovered that much time and resources were being wasted by
    recent changes in DA            each echelon draining and cleaning components before evacuating
    policy directly affecting       them to the next echelon. The first thing that the next level typically
    the retrograde process,         did was to re-add the fluids to facilitate the diagnosis. There were
    specifically the cleaning       often environmental problems associated with the draining and
    and draining policy, and        cleaning activities. We also discovered that when the drained and
    reduced documentation           cleaned item was placed in storage before repair actions began,
    demands on fair wear and        corrosion could cause extensive and costly damage beyond that of the
    tear statements?                original malfunction.

4   How frequently is the           The reparable should be moving to the SSA daily. Holding
    supply clerk turning in         unserviceable expecting more credit causes excess in the system and
    reparables to the SSA?          causes higher echelons to not meet their repair goals due to the lack of
    Are you required to have a      unserviceable stock on hand to repair.
    turn-in appointment? Pre-
    edit paperwork? Are you
    waiting to turn in an
    unserviceable until it is
    financially beneficial (i.e.,
    credit) to do so?

    How may reparable               Check to see whether the local policies are being executed by looking
    components can be found         for reparables that are not moving.
    in the area and how long
    have they been there?




                                                         B-8
D   SSA Retrograde                  Whenever a component or other repair workload leaves the lower
    Processing                      echelon repair shop the flow of that workload becomes important and
                                    relevant to the next higher echelon maintenance shop. Maintenance
                                    management cannot merely focus on the workload within the confines
                                    of its facilities. Events upstream and downstream from the
                                    maintenance shop often have dramatic impact on the total RCT for a
                                    given workload.


1
    How many reparable              Check to see whether the reparables are moving.
    carcasses are currently in
    the warehouse?

2
    How long do reparables          The SSA should be moving components to the repair shops every day.
    accumulate before the           There is no benefit to accumulating batches of components.
    carcasses are removed to a      Unserviceable components drive the size of total inventory position
    maintenance shop?               required to provide a given level of customer service. DS/GS RX
                                    items at the SSA should be appropriately coded so that ULLS can
                                    generate automated turn-in documents and SARSS can generate the
                                    work order that will signal personnel to move the item directly to
                                    support maintenance.




3
    Do you accept turn-ins          Procedures need to be streamlined to accept turn-ins whenever a
    whenever a customer has         customer has one. Limiting the time or amount of turn-ins leads to
    one?                            backlogs and inefficiencies across the system.



                                    Supply and maintenance supervisors need to work together to maintain
                                    the flow of the retrograde items. Eliminate unnecessary activities and
                                    inspections. Publish your local standards and hold people accountable.




    Do you provide                  The maintenance shops are the source of supply for many expensive
4
    daily/weekly status on          and high moving inventory items. The maintenance shop needs to
    reparable inventory items       prioritize its workload to prevent backorder conditions on these
    to the appropriate              reparables to limit the unit’s investment in depth of spares.
    maintenance shop to help
    them manage workload?
    How do you notify the
    maintenance shop that you
    are approaching a critical
    posture on stockage of
    certain lines that are in for
    repair?




                                                        B-9
                                  The availability of bench stock and shop stock often determines the
5
    Do you coordinate bench       repair cycle time within the shop segment. Supply and maintenance
    stock and shop stock lines    supervisors need to work together to provide adequate stock to support
    with shops to support         the repair cycle. (While bench stock is driven by the maintenance
    prompt repair of              mission, the combined expertise of supply and maintenance personnel
    inventory?                    can provide support to the units. )

                                  When an item has been repaired it needs to be quickly entered into the
6
    What are your procedures      supply system to be available to meet demands. Some units treat this
    to promptly enter             as a low priority task and therefore unnecessarily increase their
    repaired/serviceable          inventory investment.
    components into the
    supply system for potential
    demands?




                                                      B-10
E   DS/GS Maintenance
    Shop                            You should be receiving carcasses from supply daily and processing
1
                                    them to the appropriate shop that same day.
    How frequently do you
    induct retrograde carcasses
    from supply? For
    ISMNMP lines, how often
    do you prepare and ship
    item to the Source of
    RepairCenter of
    Excellence (SOR) for
    repair?

2
    Do you document all             Data gathering and data entry can be time consuming. However, you
    repairs in the maintenance      cannot manage what you do not measure, and measurement starts with
    STAMIS (SAMS/SAM-               data collection and entry. We have seen a pattern of low documented
    ITDA, MIMS)? What               workload in the WOLFLIDB database. This will drive future manning
    system improvements are         and budgets. Do NOT inflate your reporting. Report ALL actions
    needed from your                accurately and promptly.
    perspective?

3
    Do you forward parts            You should be using the capability of SARSS to give you better supply
    requisitions to SARSS and       support by forwarding your parts requests as often as possible
    receive issued parts at least   throughout the day. Likewise, you need to establish procedures to get
    daily?                          the parts from the SSA to your work centers frequently. Some SSAs
                                    have begun to deliver twice daily to their customers.


4                                   You need to recognize and account for how the physical layout of your
    How does the physical           work centers is impacting the data and work flow. This needs to be an
    layout of your shop impact      important input to future STAMIS developments.
    the data flow for STAMIS
    input?

5                                   The key principle here is to facilitate the “flow” of work through the
    How have you organized          shops. Some recurring work would be better served by creating a
    the repair work areas?          repair station or “cell” that specializes. This could include clustering
    Have you created                bits and pieces of required repair parts, test equipment, and designated
    “cells”/assembly lines for      trained repair technicians. We often think of this for expensive
    recurring workload? Is the      processes like battery charging, but it can work well for other items as
    bench stock chosen to           well (e.g., starters, generators, tire mounting, etc.).
    support and is it
    accessible? Is the required
    test equipment being used
    and is it calibrated?
    Are you measuring the           What and how much to stock in inventory is always a balance between
6
    performance of your shop        investment and meeting customer needs. We want to reduce awaiting
    stocks?                         parts delays (AWP time) and yet you must limit the size of inventory
                                    for fiscal as well as deployment reasons.

7                                   If the unit’s mission includes deployment, then provision should be
    Is the bench stock and          made to keep the parts inventories mobile.
    shop stock deployable?



                                                        B-11
                                        The turnover of first-term enlistees (and others) within the units and
8    What is the training               DISCOM means that there are heavy technical training requirements
     program for each MOS/job           for many MOSs. Without a detailed plan, the training just never seems
     series, and who monitors           to get done and supervisors have no way of knowing just how bad the
     the progress and certifies         training deficit is. For some MOSs this training program needs to be
     the skills?                        coordinated with other work centers within the DISCOM to provide
                                        personnel rotation to expose the technician to the full breadth of
                                        training the MOS requires.

                                        At the installation level, turnover of personnel is less of a problem than
                                        with units; however, installations bid and win ISMNMP lines based on
                                        capabilities of the work force. Training programs for the civilian work
                                        force should be documented and in place.

9                                       The current Army goal is to get 50% direct labor utilization from
     What are the number of             military repair technicians. There are many valid soldier activities
     authorized versus assigned         other than direct labor. Does your command structure know what your
     mechanics by grade and             current utilization rate has been and are the training schedulers aware
     MOS? What is the                   of those rates?
     availability for duty rate
     for assigned mechanics,
     both military and civilian
     (i.e., available direct labor
     hours divided by the total
     hours assigned personnel
     are scheduled for military
     duties)? Are you using the
     Man-Hour Utilization
     Program in SAMS/SAMS-
     ITDA? Do all E-5 and
     below have an employee
     number?
     What are the SOPs for the          Are the procedures associated with MST’s designed to support mission
10
     MST, their manning and             scenarios or garrison efficiency?
     utilization rates, their
     assigned equipment, and
     their parts support?

11   How much of the                    How much backlog is there and how old are the jobs? Many shops
     workload is over 30-days           report all jobs over 30 days old up the chain of command. In some
     and what is being done             cases, older jobs may need to be evacuated to meet customer needs.
     about it?                          (Is there an ORF account and is it being used or offered to the
                                        customer?)
     Are repaired components
12                                      Reparable components are expensive investments for the unit and the
     returned to SSA stocks the
                                        SSA needs to be told as soon as a serviceable asset is available.
     same day that the repair is
     complete? Are ISM
     COENMP SOR lines
     prepared for return to stock
     the same day that the
     repair is complete?
     Do you track repair diagnosis by
13   unit/mechanic for NEOFs ( No       We have seen examples of simple tracking mechanisms that could



                                                             B-12
     Evidence Of Failure) and other      quickly help identify quality problems in the repair cycle.
     quality factors (e.g., reseal vs.
     rebuild)?

14                                       Workload in installation shops is seldom a constant flow of arrivals.
     Do you work second shift            The training cycle and other cyclic mission events causes dramatic
     to third shifts to deal with        peaks and valleys in the workload. Therefore, many units find that
     workload surges or                  periodic (if not permanent) shift work is very useful to work off
     backlogs?                           backlog conditions. In actual deployed missions such shift operations
                                         are expected and at least garrison exercises are useful training.
     Does workload arrive
15                                       While exercises are expected to generate cyclic workload, the
     frequently in response to
                                         retrograde of components should be occurring during the exercise, not
     equipment usage or does it
                                         just after it is over. During deployments the procedures for retrograde
     arrive in piles before and
                                         flow of reparable components must function from the first day of
     after exercises?
                                         deployment. There are not sufficient stocks of critical assets in the
                                         system to allow either the accumulation of retrograde or holding it
                                         until the deployment is over. The component repair cycle is critical to
                                         sustained readiness. These procedures need to be trained and
                                         exercised if they will work during mission deployments.

16                                       Are tools easily accessible and available close to their work station? Is
     Of your “direct productive          bench stock easily available and organized so that time for searching
     time” are you aware of              for the right nut, bolt or screw is minimized?
     how much of that time
     mechanics spend in non-
     productive ways?




                                                             B-13
           APPENDIX C
                                            Formatted
 DEPOT WALKTHROUGH CHECKLIST




Item Reviewed: __________________________
NSN: ___________________________________
Reviewer: __________________________




               C-1
Table of Contents

1. Procedures.

2. Questions.

        A. Maintenance Tasks, Statements of Work, and Drawings
        Production Control

        B. Depot Maintenance Work Requirements (DMWR)
        Maintenance Shops

        C. Maintenance Standards
        PPC and/or Work Measurement

        D. Assets - Maintenance Movement and Handling
        Maintenance Shops

        E. Repair Parts Management
        Parts Managers and ISA

        F. Materiel Movement, Preservation and Packaging, Storage and Repair Parts
        DLA

        G. Quality Related
        Maintenance Shops or Quality

        H. Testing Requirements
        Maintenance Shops




                                       C-2
1. Procedures. The following is the procedure to be used to perform the process walk. Take
notes of the responses. Sketch areas as necessary.
 #     Procedure                                 Remarks                       Notes
 A     Obtain PERT Charts or Graphical
       Process flow. Obtain graphical
       charts of the current process showing
       shops used, flow times, and materiel
       movement. Obtain the charts prior to
       the visit, if possible.
 B     Review the PERT chart to determine
       process flow. Look at flow times
       between shop areas. Are the flow
       times reasonable? Are there
       additional process diagrams that
       describe the procedures used. Obtain
       these.
 C     Visit the shop. What is the physical
       layout. Is it a bay or production style
       layout. Is the shop generally orderly
       and well-organized, or chaotic? Is it
       clean? Safe? Assess the working
       conditions?
 D     Look for work in-process storage
       areas Where are the storage areas?
       Are there separate areas in shop?
       How does the materiel get into
       ASRSs, if applicable? What is the
       procedure?
 E     Ask how parts are ordered? Look for       How are repair parts
       repair parts delivery points? Ask         projected? How many
       where repair parts are stored? Ask        months of repair parts are
       who delivers them? Is there evidence      ordered at one time? Repair
       of adequate controls? Who is              on demand programs rely on
       responsible for parts delivered?          availability of required
       Look for the Bin/Shop stock area.         spares.
       Who has access?
 F     Look for BER/condemned materiel
       storage areas? Are all items tagged?
       Find out how often materiel is picked
       up? By whom?
 G     Look for adequate Look for adequate


                                              C-3
    air/electric/exhaust connections. Are
    they convenient or present hazards?
H   Look for the tool room. Is it always
    staffed? Is it nearby or distant?
I   Visit the Installation Supply Activity.
    Determine how forecasts are
    processed. How timely are local
    purchase actions? Determine
    timeliness of item turn-in. Determine
    amount of creditable materiel in-
    process and actual credits received.
    Obtain performance metrics such as
    aged backorder status, etc. Use
    general tenets of AR 710-2 Chapter 4
    to judge effectiveness of the ISA
    operation.
J   Visit the collocated storage activity
    (DLA). Look for asset receipt and
    handling areas. Are materials
    promptly stowed? Is there evidence
    of backlog? Look for item
    processing areas? Are containers
    being drained of water and purged
    before storage? Are missing items
    being noted? Where is BII stored?.
K   Obtain copies of storage, processing,
    and handling policy and procedures
    from the collocated storage activity.
    Determine how maintenance is
    charged (and justification) for
    services rendered. Obtain
    performance metrics such as on-time
    performance, aged backorders, fill
    rate, warehouse denials, etc..
    Determine if the maintenance activity
    orders parts with sufficient lead-
    times.
L   Request information on planned and
    in-process logistics improvement
    initiatives. Determine how the
    initiative relates to and impacts RCT.
    Assess how successful
    implementation have been and the


                                            C-4
    suitability for expansion to other
    installations.
M   Ask if the depot has a maintenance
    hot-line established for this item.
    Obtain the Phone/Fax number.
N   Request the depot personnel to
    provide recommendations on how to
    improve processes, shop-layouts, etc.
O   Request copies of the organizations
    metrics on Cost, quality, schedule,
    and customer satisfaction.
P   Determine what process                   There are many process
    improvement initiatives are ongoing.     improvement initiatives
    Do they effect this item? How?           ongoing such as Earned
                                             Value Mgmt, ABC, LCOE,
                                             Process Certification,
                                             ISO9002, etc. that could
                                             have a profound effect on the
                                             current process.




                                           C-5
2. Questions. The following questions are grouped by category and are design to address
pertinent topics, increase awareness, and provoke further thought into the process. Record
responses.


 #       A. Maintenance Tasks,            Remarks                            Notes
         Statements of Work, and
         Drawings
         Proponent: Production
         Control
 1       What is the Statement of         The SOW indicates the
         Work? Produce a copy of it.      maintenance tasks or calls out
                                          the applicable technical
                                          manual to perform the work.
                                          It also lists modifying
                                          procedures and may provide
                                          specific level of repair,
                                          painting, and shipping
                                          instruction. It is required part
                                          of every maintenance program
                                          workloaded to the depot.
 2       Does the SOW reference a         Technical manual are often
         Technical Manual? Produce        called-out in the SOW when
         a copy it.                       DMWRs do not exist or a
         Who authorized the use of the    lower standard of work is to be
         TM?                              performed. Unless otherwise
         What is the date of the          specified the latest version of
         version you are using?           the TM should be used.
         What is the latest version.
 3       Does the SOW reference a         A DMWR is the depot level
         Depot Maintenance Work           TM. It spells out maintenance
         Requirement? Produce a           tasks, tolerances, test
         copy of the DMWR.                procedures, special tools
                                          required for overhaul. Often
         Note: See Section on DMWR        Inspect and Repair programs
         reviews.                         will use portions of the
                                          DMWR as the source
                                          document.
 4       Do you have Drawings of the      Drawing provide specification
         item?                            on fit, finish, tolerances, and
                                          are an important resource
         Are the drawings used for        when local manufacture of an
         repair or local manufacture?     item is required. Drawings


                                            C-6
    Where are the drawings kept?     come in three levels 1 through
    Locally or in a Tech Library?    3, three being the most
    What level drawings are they     comprehensive and desirable.
    (1,2,3)?                         A central distribution process
    What is the date of the          at the depot ensure the latest
    drawings?                        revision of the drawings are
    What is the latest revision?     available. Current drawings
    Who is the responsible MSC       have the latest information on
    Tech Pubs person for this        modifications, configuration
    item?                            and safety of use changes.
    Is there an automated system
    for managing drawings?
    What is it?
5   What is the SOW in the           Each program in SDS should
    program notice in SDS?           have a SOW listed. A SOW is
                                     a required portion of the work
    Is there a SOW in SDS?           order funding document and
    Is it accurate and realistic?    is required to classify the order
                                     as a project or service order,
                                     which in turn determines when
                                     the funds expire. The TM or
                                     DMWR reference in the SOW
                                     and the tasks called out should
                                     match the Work Performance
                                     Code of the program.
6   Do you work 2nd and 3rd          Use of extra shifts can be
    shift in this shop on this       beneficial to work off backlog.
    asset?                           However chronic use of extra
                                     shifts may indicate a mis-
    Is there a backlog in any of     allocation of assets,
    the shops supporting this        equipment, and personnel.
    asset?
    Is the backlog attributable to
    equipment or skilled
    personnel?
    Are trained mechanics
    available? Loaned out?
7   Is extensive use of              Workarounds are symptoms of
    Workarounds required on this     non-availability of parts.
    program?                         Workarounds can lead to
                                     increased cost and RCT.
    How much time and cost is
    attributable to Robback?
    Local Manufacture?


                                       C-7
     Cannibalization?
     Local Purchase?
     Do you ever order Next
     Higher Assemblies to support
     piece parts requirements?
     Do you run concurrent
     disassembly program to
     support parts requirements?
8    Is this program a Repair and    Repair and Return programs
     Return Program?                 are options to speed the
                                     movement of materiel between
     Could it Be?                    the depot and customer. They
     What would be the               are viable options if repair
     advantages? Impediments?        parts support can be arranged.
                                     They have the potential to
                                     greatly reduce RCT and
                                     impact readiness.
9    What is the Repair versus       Concurrent repair of
     Replace logic for components    components been a policy for
     of this item?                   many years, however, it is not
                                     always cost effective to do so.
     Are all repairable components   Sometimes it’s done as a
     repaired?                       workaround because the item
     Are some turned-in to supply    is not available from supply at
     to be fixed later?              the time and the practice
     Is there MSC guidance? If       continues after the item
     not, how do you decide?         becomes available.
     Have you done a cost/benefit
     analysis for any of the
     concurrent component repairs
     you are doing?
10   What is the historical          Workload changes and the
     workload trend for this item?   amount of carryover can have
                                     profound affect on how the
     Does each organization have     depot is able to manage the
     the planned vs authorized       program. Workload changes
     quantities over time? What is   effect part balances and repair
     the effect?                     parts management. Sufficient
     What has the carryover been     amount of carryover provide
     historically?                   continuity as well a viable
     How does carryover or the       work until the new fiscal year
     lack-of affect production?      program are established.
11   What automated system is        Depots currently have many
     used to track and manage this   options for production tracking


                                       C-8
item?                         and scheduling software, i.e.
                              PDMSS, SDS, Microsoft
Do you use more than one?     Project and MRP/ERP system.
Which takes precedence?       It may be useful to have one
Are the systems integrated?   data entry point and system of
Do you have a master          record to schedule and manage
schedule of all depot         a program with a feed to other
workload?                     systems. This precludes
                              duplication of effort.




                                C-9
#   B. Depot Maintenance            Remarks                          Notes
    Work Requirements
    (DMWR)
    Proponent: Maintenance
    Shops
1   Is a Depot Maintenance Work     A DMWR is the depot level
    Requirement specified in the    TM. It spells out maintenance
    SOW? Obtain a copy of the       tasks, tolerances, test
    DMWR.                           procedures, special tools
                                    required for overhaul. Often
    What is the date?               Inspect and Repair programs
    Is it the latest revision?      will use portions of the
    Where is the DMWR kept?         DMWR as the source
    Locally or in a Technical       document. It is important to
    Library?                        use the latest copy of the
    Where is the Technical          DMWR, unless otherwise
    Library?                        specified. Central management
    Do you keep copies in the       of the technical library will
    workcenter/workstations?        insure the latest changes are
    Who ensures the DMWR is         posted to the DMWR. The
    updated/current?                NMP POC can provide the
    Who is responsible for the      latest information on ECPs and
    change pages/updates?           Safety of Use/Flight data.
    Who is the responsible          A pilot overhaul is often used
    Maintenance Engineer at the     to verify the DMWR correct
    NMP?                            calls out the maintenance
    Was the DMWR ever               tasks.
    validated by you in a pilot
    overhaul?
2   Review the DMWR.                Often the DMWR will call out
                                    tasks that are not required by
    Are tasks called out the        the current SOW. Producing
    current maintenance practice?   items to the DMWR standard
    Are there unnecessary tasks     may be more costly and
    being performed?                unnecessary. The depot
    Are there any unnecessary       should strive to eliminate
    inspections?                    cosmetic repairs and
    What tasks are purely           goldplating.
    cosmetic in nature?
3   Have you submitted any          Because DMWRs are often
    changes to the DMWR. What       relatively old, you may
    is the status?                  become aware of new
    Accepted/Rejected?              procedures practiced in


                                     C-10
    Unknown?                       industry that could result in
                                   cost or manhour savings.
    Are you aware of any Best      Additionally the new
    Commercial practices that      procedures may be safer or
    could be adopted in lieu of    permit a repair that was not
    the current procedure. What    possible before.
    are they? Have you submitted
    any recommendations?
4   Have you had any customer      The depots usually have an
    complaints due to quality      implied warranty procedure to
    concerns?                      make repairs if the item fails
    What were they? How are        due the fault of the depot.
    they resolved?                 There is also a perception that
                                   every item repaired at the
    Do you have a warranty         depot will be as good as new.
    program?                       An education process is
    Are customer expectations      necessary so the customer
    higher for the item than the   understands that the depots are
    SOW will produce?              being directed to fix only those
    Do you have customer           assemblies that are broken and
    education program ?            produce a less cosmetically
    Are you aware of any           perfect item.
    customer education programs
    the MSC/NICP is running?
5   Are there better ways to do    The trend is to move away
    business than the DMWR?        from strict standards and use
                                   Best Commercial Practices
    Do you have any initiatives    and Performance
    planned or in-process?         specifications.




                                    C-11
#   C. Maintenance Standards         Remarks                            Notes
    Proponent: PPC and/or
    Work Measurement

1   What is the Current              Much of the cause of lengthy
    Maintenance/ Work                RCTs is not due to lack of
    Measurement Standard?            maintenance standards. It is
    Produce the documentation.       due to lack of parts , MHE,
                                     scheduling, etc that supports
    What Category Standard is it?    the workers. Before reworking
    Cat I, II, IIE, III?             standards it is important to
    When was the standard            reduce the variability in RCT
    established?                     by attacking these causes.
    How often has it been            After this is accomplished, and
    reviewed?                        consistent with an overall
    What has been the manhour        program of RCT reduction, we
    history/ trend of the program?   should relook maintenance
    Has the SOW changed              standards.
    recently?
    Has a new study been             Although not a panacea,
    performed after the change?      standards are useful indicators
    What prompts a study?            of should take time. The
                                     higher the level of the standard
                                     and the more recently
                                     established the more
                                     confidence can be placed in its
                                     accuracy. Should Take times
                                     are goals to strive for in RCT
                                     reduction.

                                      The mechanism to determine
                                     when a study should occur is
                                     also important. It should be
                                     performed when there is a
                                     change in SOW or a 10%
                                     deviation in manhours
                                     expended on an item.

2   Do you have a Work               Many cuts have occurred in
    Measurement Staff?               Work Measurement staffs and
                                     many depots no longer have a
    How often are studies            WM staff to prepare and
    performed?                       conduct time and motion
    How long a backlog is there?     studies.




                                      C-12
3   What is the standards        High standards coverage is
    coverage of the depot?       indicative of overall
                                 confidence in the validity of
    What is the long term plan   manhours expensed in the
    How much reduction do you    depots. Estimates have been
    normally expect when re-     made that manhours are
    engineering a standard       reduced by 40% when
                                 reengineering a standard from
                                 a Cat III to a Cat 1. However,
                                 Cat 1 standards take
                                 considerable time and money
                                 to establish. A reasonable goal
                                 would be more Cat II/IIE
                                 standards.




                                  C-13
#   D. Assets - Maintenance        Remarks                            Notes
    Movement and Handling
    Proponent: Maintenance
    Shops
1   Who receives the asset?        At the maintenance depots
                                   assets are generally received
    Is it received by DLA or       by the collocated DLA and
    directly by maintenance?       stored until requested for
    How is maintenance notified    induction. The maintenance
    of asset receipt?              manager needs to have
    How long does it take to get   visibility of materiel to ensure
    an asset after a request is    assets can be inducted when
    made?                          required. Also the movement
                                   of assets to maintenance must
                                   be done expeditiously when
                                   requested.
2   Who directs the induction of   There is an automated 1549
    assets? How?                   process in SDS to order assets.
                                   SDS will also recommend
    When are assets delivered?     induction dates based on the
    How long does it normally      production schedule. Assets
    take?                          can be inducted individually or
    Do you induct all assets at    in batches depending on the
    once or in batches? Do you     operating concept of the shop.
    use the SDS schedules?         Batch induction tend to
                                   increase the RCT because
                                   some items can sit idle while
                                   others are worked. Statistics
                                   on DLA delivery performance
                                   would be useful to determine
                                   the quality of support.
3   What is the condition of       When assets are received they
    assets when received?          should be complete and in the
                                   condition code (F) requested.
    Are items corroded, dirty?     RODs should have been
    Are items missing              initiated and resolved prior to
    components?                    the asset being inducted.
    Do you prepare RODs? If not    Shipping damage should have
    who?                           been resolved with the carrier.
    Is there evidence of damage    BII should be removed and
    in transit or shipment?        stored by DLA unless other
    Are BII items removed?         arrangements are made.



                                    C-14
4   How are assets moved              Ideally there should be no
    to/from the shop?                 delay between induction and
                                      start of work. Having the
    Where are they received?          proper maintenance stand and
    Are assets inducted upon          MHE on-hand greatly
    receipt?                          facilitates this effort.
    Where are they stored until       Having moveable racks and
    inducted?                         dedicated storage areas at the
    Is MHE required for this          maintenance receiving point
    item?                             also reduces clutter, improves
    Is there MHE within the           accountability, and is safer.
    shop?                             Holding repaired assets for
    Are there special purpose         batch movement from the
    materiel handling equipment       maintenance shop may
    for the item, i.e. dollies        increase RLT.
    stands, etc?
    Are there enough stands?
    How long does it take to
    clear/move BER items?
    Are assets moved from the
    shop as they are repaired?
5   Is there Pre-Shop Analysis        A pre-shop analysis performed
    Done?                             as the asset is inducted can buy
                                      valuable parts ordering lead-
    Who performs?                     time if done thoroughly.
    Are parts ordered at this point   Better still, a PSA done prior
    for all shops or just the Prime   to induction or while in
    Shop?                             supply, if it can be arranged,
    What are some alternatives to     will net even more parts lead-
    this approach?                    time.




                                       C-15
#   E. Repair Parts                  Remarks                            Notes
    Management
    Proponent: Parts Managers
    and ISA
1   Who is the Parts Manager?        The parts manager is a vital
                                     link to the success of the
    Was this program forecasted?     program.. They order all the
    If not, why not?                 required materiel to support
    How many items are Long          maintenance of the asset.
    Lead Time items?                 They forecast parts for the
    How many parts are               asset and update the
    concurrently repaired?           consumption data, which feeds
    What is the primary source of    the parts explosion process.
    items bought? DLA, Army,         The PE process ensures parts
    Other?                           are in the cue for next year’s
    Does the Parts Mgr               repair. LLT and concurrently
    load/update Consumption          repaired items serve as a
    during the program as            general indication of how long
    materiel usage changes?          the program may take to
    Are repair parts on order        complete. Especially if LLT
    validated periodically? Who      parts are ordered late. The
    works MOVs? Is follow-up         source of materiel is also an
    performed on repair parts        indication of how well the
    with bad status?                 program might be supported
    Are supply assistance            with parts.
    messages sent out for items
    with bad status?
2   Is Mortality/OCD submitted       Reconciled consumption/OCD
    to the MSC?                      data is important for it is this
                                     data that the MSC uses to start
    Have you ever reconciled         the Parts Explosion Process.
    your consumption data files      The PE process proactively
    and the MSC OCD files?           generates SPRs to the other
    When?                            ICPs so parts will be available
    Do you know if the MSC           when the parts manager orders
    forecast this item in the form   them.
    of SPRs?
3   Do you local manufacture         If the list of parts required to
    parts for this item? How         support the asset in repair
    often?                           contains many local
                                     manufacture source coded
    How many parts on this           items, it can extend or delay
    program coded for local          the repair of the item. It can


                                       C-16
    manufacture?                      also increase costs.
    How does this effect RCT?
    Cost?
    Are locally manufactured
    items loaded into
    consumption data?
4   Do you locally purchase           If nonavailability of parts from
    items to support this             the supply system forces the
    program?                          depot to locally procure repair
                                      parts it may increase RCT
    How often?                        and/or cost.
    How does this effect RCT?
    Cost?
    What is the process?
    How long does it take?
    Who is responsible to order
    locally?
5   Are parts received fit for use?   Improperly labeled parts or
                                      parts that do not meet form fit
    Is this a chronic problem on      or function can delay the
    this program? Describe?           repair of the item until
    Are parts mis-labeled?            substitutes can be obtained.
    Improper form fit or
    function?
    Do you prepare a QDR or
    ROD? If not you, who does?
    Who pays the SSM surcharge
    for this mistake?
6   How is the supply support         ISA is the primary materiel
    from ISA?                         provider to maintenance.
                                      When programs are forecasts
    Are parts received in a timely    the ISA prepositions materiel
    manner from supply?               to support the program. ISA
    Are credits returned to the       also ensure adequate amount
    maintenance program?              of consumable materials are
    Are forecasts processed?          available. They also
    What percent of items             frequently run the safety shoe,
    ordered are placed on             and equipment stores. Supply
    backorder?                        statistics are a good starting
                                      point to assess support.
7   Do you use CMRP? If not,          CMRP is a tool to elevate
    why not?                          critical parts issue to higher
                                      headquarters. IOC works with
    Are all required items            the Source of Supply to ensure


                                       C-17
     entered?                         that parts shortages are
     What are the criteria, if not?   resolved.


8    Are depot level repairable       Especially in end item repair
     assemblies required to           some DLRs that are
     support this program?            concurrently repaired can have
                                      cycle times approaching that
     Are they concurrently            of the end item. Support of the
     repaired? What are the cycle     DLR program is as critical as
     times for these DLRs?            the end item. A rotatable pool
     Are any of the DLRs the          is a float of serviceable DLRs
     pacing items for this            that can be used to better
     program?                         support the repair line. The
     Do you have a rotatable pool     pool must be set up in
     of repairable parts to support   coordination with the owning
     this line?                       ICP.
     Would it be beneficial?
9    Do you have any Basic            Basic Ordering agreements
     Ordering Agreements              can be set up with industry to
     established with Industry?       supply expensive, hard to find,
                                      or seldom used items. This
     For what Items?                  increases the supportability of
     What are the contract            the program and decreases the
     provisions? Are there            stockage requirement for the
     penalties?                       Army.
     Is there a minimum purchase
     requirement?
     What is the lead-time?
     Is the support good?
10   Do you have any Prime            A prime vendor initiative
     Vendor initiatives               could be used to stock
     established?                     common parts (bench stock)
                                      and selected items. The
                                      vendor would assume liability
                                      to ensure all parts are on the
                                      shelf when required.
11   Is part of the repair on this    The depot has the leeway to
     program outsourced?              outsource part of the work to
                                      the local economy when there
     Do you have an intra-service     is a maintenance backlog, or to
     (cust 43) program with           obtain services they don’t have
     another depot.                   an in-house capability for.
     Have you outsourced any of       The depot can also send parts
     the repair of this item to the   of assets to other DoD depots


                                       C-18
local economy? How much?   for support. This can add
                           delay unless closely managed.




                            C-19
#   F. Materiel Movement,              Remarks                            Notes
    Preservation and
    Packaging, Storage and
    Repair Parts
    Proponent: DLA
1   How are you notified to ship       Statistics on DLA delivery
    assets to maintenance?             performance would be useful
                                       to determine the quality of
    When are assets delivered?         support. A coordinated
    How long does it normally          schedule of movement insures
    take?                              that the item is delivered when
    Where is the item delivered?       and where required. Proper
    Is there a designated drop-off     rotation of stock ensures that a
    point?                             portion of the stockpile is not
    Does someone sign for the          in permanent storage.
    materiel?
    Are MHE or stands available
    when you get there?
    How do you determine what
    materiel to ship to
    maintenance? Do you use a
    FIFO or LIFO model?


2   Where are Assets awaiting          Because assets may sit for
    induction stored?                  months or years before
                                       induction into the maintenance
    Is it inside or outside storage?   program how the item is stored
    Are items properly preserved       is critical to insure further
    before storage?                    degradation of the asset
    Are there specialized storage      doesn’t occur. Proper storage
    containers for this item?          and preservation is essential.
    Are containers drained and
    purged?
    Is there evidence of further
    degradation during storage?
3   When are you offered items         Statistic would be useful to
    for turn-in?                       determine how long it takes
                                       the materiel to be picked up,
    How long does it take to be        preserved, packed, and put on
    picked-up?                         the shelf in condition code a.
    Who does Preservation and
    Packing?
    How long does it normally


                                        C-20
    take?
    When is the item available for
    issue from wholesale stock?
    Do you turn-in assets even
    when holding out one unit of
    production to finalize
    program costs?
4   How do you manage piece
    parts for this asset?

    Do you have adequate storage
    space?
    Do you have and Inventory
    Control Effectiveness
    program.?
    What is your location
    accuracy? Inventory
    Accuracy?
    What is your requisition fill
    rate? # of warehouse denials?
    What is the average time to
    pick stock by IPD?
    Do you have a backlog in
    Receiving? Storage? Picking?
    What metrics do you have
    established?
    How do you handle RODs,
    QDRs?
    How much materiel is in
    litigation?
    Are there particular vendors
    that are repeat offenders?
5   If the item is a major item,
    how is it managed?

    How long does it take to in
    process the items?
    Do you do a extensive
    receiving inspection?
    How long does it take to set
    assemble BII kits?
    Are you getting support from
    the applicable MSC?
    Do you have prior shipping
    instructions?


                                     C-21
How long does it take to
process a transportation
request and get a GBL?
Are local carriers responsive?
Do you have statistics on
these metrics?




                                 C-22
#   G. Quality Related               Remarks                            Notes
    Proponent: Maintenance
    Shops or Quality
1   Is the shop or process            In a process certified shop
    certified?                       each mechanic becomes the
                                     inspector. This remove the
    What is the standard? ISO        requirement for and delay
    9000/9002?                       associated with separate
    If not, who inspect the work?    inspections. If the shop has
    Is there delay or backlog with   quality inspectors they should
    inspectors?                      have specific quality
    What are the criteria used for   acceptance standards that
    acceptance?                      match the SOW of the
                                     program.
2   Do you collect quality data?     NEOF data is valuable input
                                     into the ECP process to help
    Do you have established          redesign components and
    metrics in the shop?             enhance BIT/BITE capability.
    Do you collect NEOF data?        SPC is tool used to self
    Do you employ Statistical        monitor performance and
    Process Control?                 ensure the process is in control
                                     and producing to an acceptable
                                     standard of quality.




                                      C-23
#   H. Testing Requirements          Remarks                            Notes
    Proponent: Maintenance
    Shops
1   How is the item tested?          If testing is required for the
                                     item it is important to schedule
    Is the item tested in a          the item into test to preclude
    dynamometer, test track, or      backlog in test.
    electronically?
    Who performs the test?
    How is it scheduled?
    Is there a backlog in test?
    What are the calibration
    requirements?
2   Are there Test Program Sets
    required for this program?

    Where are they kept?
    Who maintains The TPSs and
    ICDs?
    What is the latest revision?
    Who is the software
    configuration manager?
    Are there enough/backup
    copies of the TPS to prevent
    delays?
    Are there alternate, manual,
    or functional tests for backup
    contingencies?
3   Is there hand-held or personal   It is important to ensure the
    test equipment required?         proper test equipment is used
                                     to ensure the functionality of
    Is the correct test equipment    the item is maintained and be
    available as called out in the   capable to reproduce faults
    work requirements?               found in the field. a backlog
    Is there enough test             can occur if a back-up test set
    equipment?                       is not available or if workload
    Where is it kept when not in     test requirement materialize
    use?                             when the item is in for
    How often must it be             calibration. On site calibration
    calibrated?                      alleviate some of the delay of
    Is calibration done on-site or   send a unit off-site.
    sent off-site?
    Do you have back-up sets


                                      C-24
while the item is in
calibration?




                       C-25
                                       APPENDIX D

                       Identifying Repair Parts by NIINs
How to Locate Repair Parts:

       a. When National Stock Number or Part Number is not known:

              (1) First. Using the table of contents, determine the functional group or
              subfunctional group to which the item belongs. This is necessary since figures
              are prepared for functional groups and subfunctional groups, and listings are
              divided into the same groups.

              (2) Second. Find the figure covering the functional group to which the item
              belongs.

              (3) Third. Identify the item on the figure and note
              the item, group or subfunction.

              (4) Fourth. Refer to the Repair Parts List for the figure to find the
              line item entry for the item number noted on the figure.

       b. When National Stock Number or Part Number is known:

              (1 ) First. Using the Index of National Stock Numbers and Part Numbers, find
              the pertinent National stock number or part number. The NSN index is in
              National Item Identification Number (NIIN)* sequence. The part numbers in
              the Part Number index are listed in ascending alphanumeric sequence. Both
              indexes cross-reference you to the illustration figure and item number of the
              item you are looking for.

       *The NIIN consists of the last 9 digits of the NSN (i.e. 5305-01-674-1467).

              (2) Second. After finding the figure and item number, verify that the
              item is the one you’re looking for, then locate the item number in the repair
              parts list for the figure.




                                             D-1
                                         APPENDIX E                                                 Formatted


              Source Maintenance and Recoverability (SMR) Codes                                     Formatted



Following is an excerpt out of TM 9-2320 280 24P-1 that provides descriptions and explanations of terms
used on the SMR.

            UNIT, DIRECT SUPPORT AND GENERAL SUPPORT MAINTENANCE
                      REPAIR PARTS AND SPECIAL TOOLS LIST
                            SECTION 1. INTRODUCTION

1. Scope.
This Repair Parts and Special Tools List lists and authorizes spares and repair parts; special
tools; special test, measurement and diagnostic equipment (TMDE) and other special support
equipment required for performance of unit direct support and general support maintenance
of the 1 1/4 ton, 4x4 M998 series vehicles. It authorizes the requisitioning, issue and
disposition of spares, repair parts, and special tools as indicated by the Source, Maintenance,
and Recoverability (SMR) codes.

2. General.
In addition to Section I, Induction, this Repair Parts and Special Tools List is divided into the
    following sections:
    a. Section II. Repair Parts List. A list of spares and repair parts authorized by this
    RPSTL for use in the performance of maintenance. The list also includes parts which must
    be removed for replacement of the authorized parts. Parts lists are composed of functional
    groups in accenting alphanumeric sequence, with the parts in each group listed in
    ascending figure and item number sequence. Bulk materials are listed in item name
    sequence. Repair parts kits are listed separately in their own functional group within
    Section II. Repair parts for repairable special tools are also listed in this section. Items
    listed are shown on the associated illustration(s)/figure(s).
    b. Section III. Special Tools List. A list of special tools, TMDE, and other special
support equipment authorized by this RPSTL (as indicated by Basis of Issue (BOI)
information in DESCRIPTION AND USABLE ON CODE column) for the performance of
maintenance.
    c. Section IV. Cross-Reference Index. A list, in National Item Identification Number
(NIIN) sequence, of all National stock numbered items appearing in the listing followed by a
list in alphanumeric sequence of all part numbers appearing in the listings. National stock
numbers and part numbers are cross-referenced to each illustration figure and item number.
The figure and item number index lists figure and item numbers in alphanumeric sequence
and cross-references NSN, CAGEC, and part numbers.

3. Explanation of Columns (Sections II and III).
    a. Item No. (Column (1). Indicates the number used to identity items called out in the
illustration.
    b. SMR Code (Column (2). The Source, Maintenance, and Recoverability (SMR) code is a 5-
position code containing supply/requisitioning information, maintenance category authorization
criteria and disposition instruction as shown in the following breakout:




                                               E-1
       Source                                                     Maintenance                                         Recoverability
       Code                                                          Code                                                  Code

                       1st two
         XX            positions                                        XX                                                    XX           5th position
         X                                      3rd position            X            4th position                             X
How you get an item
                                               Who can install,                   Who can do                          Who determines
                                               replace, or use                    complete repair*                    disposition
                                               the item.                          on the item.                        action on an
                                                                                                                      unserviceable item




        * Complete Repair: Maintenance capacity, capability, and authority to perform all corrective maintenance tasks of the "Repair" function in a
        use/user environment in order to restore serviceability to a failed item.

        (1) Source Code. The source code tells you how to get an item needed for maintenance repair, overhaul of an
            end item/equipment. Explanation of source codes follows:

        Code                                                                        Explanation
                                                               Stocked items, use the applicable NSN to request/requisition
                                                               items with these source codes. They are authorized to the
        PC**                                                   category indicated by the code entered in the 3d position of the
        PD                                                      SMR code.
        PE                                                     ** NOTE: Items coded PC are subject to deterioration.
        PG
        KD                                                     Items with these codes are not to be requested/requisitioned
        KF                                                      individually. They are part of a kit which is authorized to the
        KB                                                     maintenance category indicated in the 3d position of the SMR
                                                               code. The complete kit must be requisitioned and applied.

        MO-        (Made at Unit Level)                        Items with these codes are not be request/requisitioned
        MF-        (Made at DS Level)                          individually. They must be made from bulk material which is
        MH-        (Made at Specialized                        identified by the part number in the DESCRIPTION AND
                   Repair Act (SRA))                           USABLE ON CODE (UOC) column and listed in the bulk
        MD-        (Made at Depot)                             material group of the repair parts list in the RPSTL. If the item
                                                               is authorized to you by the 3d position code of the SMR code,
                                                               but the source code indicates it is made at a higher level, order
                                                               the item from the higher level of maintenance.



        AO-           (Assembled by Unit Level)                Items with these codes are not to be requested/requisitioned
        AF-           (Assembled by DS Level)                  individually. The parts that make up the assembled item must be
        AH-           (Assembled by GS Level)                  requisitioned or fabricated and assembled at the level of
        AL-           (Assembled at SRA)                       maintenance indicated by the source code. If the 3d position code of
        AD-           (Assembled at Depot)                     the SMR code authorized you to replace the item, but the source code
                                                               indicates the item is assembled at a higher level, order the item from the
                                                               higher level of maintenance.

        XA-        Do not requisition an XA-coded item. Order its next higher assembly. (Also, refer to the note below)
        XB-        If an XB item is not available from salvage, order it using CAGEC and part number given.
        XC-        Installation drawing, diagram, instruction sheet, field service drawing, that is identified by manufacturer’s part
                   number.
        XD-        Item is not stocked. Order an XD-coded item through normal supply channels using the CAGEC and part number
                   given, if no NSN is available.
                                                                        NOTE
                  Cannibalization or controlled exchange, when authorized, may be used as a source of supply for items
                  with the above source codes, except for those source coded XA.



                                                                             E-2
       (2) Maintenance Code. Maintenance codes tell you the level(s) of maintenance
authorized to USE and REPAIR support items. The maintenance codes are entered in the
third and fourth positions of the SMR code as follows:
           (a) The maintenance code entered in the third position tells you the lowest
maintenance level authorized to remove, replace, and use an item. The maintenance code
entered in the third position will indicate authorization to one of the following levels of
maintenance.
       Code                          Application/Explanation
       C           - Crew or operator maintenance done within unit maintenance.
       O           - Unit level can remove, replace, and use the item.
       F - Direct support level can remove, replace, and use the item.
       H           - General support level can remove, replace, and use the item.
       L           - Specialized repair activity can remove, replace, and use the item.
       D           - Depot level can remove, replace, and use the item.
           (b) The maintenance code entered in the fourth position tells you whether or not
the item is to be repaired and identifies the lowest maintenance level with the capability to do
complete repair (i.e., perform all authorized repair functions). (NOTE: Some limited repair
may be done on the item at a lower level of maintenance, if authorized by the Maintenance
Allocation Chart (MAC) and SMR codes.) This position will contain one of the following
maintenance codes:
        Code                           Application/Explanation
        O         - Unit is the lowest level that can do complete repair of the item.
        F         - Direct support is the lowest level that can do complete repair of the item.
        H        - General support is the lowest level that can do complete repair of the item.
        L         - Specialized repair activity (designate the specialized repair activity) is the
                 lowest level that can do complete repair of the item.
        D        - Depot is the lowest level that can do complete repair of the item.
        Z         - Nonrepairable. No repair is authorized.
        B         - No repair is authorized. (No parts or special tools are authorized for the
                 maintenance of a B coded item.) However, the item may be reconditioned by
                 adjusting, lubricating, etc., at the user level.

       (3) Recoverability Code. Recoverability codes are assigned to items to indicate the
disposition action on unserviceable items. The recoverability code is entered in the fifth
position of the SMR code as follows:
  Recoverability
     Code                           Application/Explanation
       Z           - Nonrepairable item. When unserviceable, condemn and dispose of the item at the level of
                      maintenance shown in 3d position of SMR code.
       O           - Reparable item. When uneconomically reparable, condemn and dispose of the item at unit level.
       F           - Reparable item. When uneconomically reparable, condemn and dispose of the item at the direct
                      support level.
       H            - Reparable item. When uneconomically reparable, condemn and dispose of the item at the
                       general support level.
       D           - Reparable item. When beyond lower level repair capability, return to depot. Condemnation and
                      disposal of item not authorized below depot level.
       L           - Reparable item. Condemnation and disposal not authorized below Specialized Repair Activity (SRA).
       A           - Item requires special handling or condemnation procedures because of specific reasons (e.g., precious
                     metal content, high dollar value, critical material or hazardous material). Refer to appropriate
                     manuals/directives for specific instructions.




                                                         E-3
   c. CAGEC (Column (3)). The Commercial and Government Entity Code (CAGEC) is a
5-digit numeric code which is used to identity the manufacturer, distributor, or Government
agency, etc., that supplies the item.
   d. Part Number (Column (4)). Indicates the primary number used by the manufacturer
(individual, company, firm corporation, or Government activity), which controls the design
and characteristics of the item by means of its engineering drawings, specifications standards,
and inspection requirements to identify an item or range of items.
                                      NOTE
When you use a NSN to requisition an item, the item you receive may have a different part
number from the part ordered.




                                             E-4
                                                   APPENDIX F

                                            FEDLOG Example

The following is an example of a page from a FEDLOG.

                               Army Master Data File Response for NSN 2910-01-157-4175
Item Name: PARTS KIT, CARBURETOR                                                          Effective Date: 1 Oct 2000
Nomenclature: PARTS KIT, CARBURETO

ACT        ADDL         SOS      AAC         PS     UNIT PRICE     UI FC         UM       MEAS-QTY EIC EC
 C                      S9C       D                  244.54*       EA                                   C

SCSM       AEC          MATCAT        LIN           LCC     RICC   ARC         SRC SCIC     CIIC     ICC    SLC
 9K         3            J2200                       R        0     X               0         U        5     0

ARI        ARI RIC(S)            DML         ADP          PMI      MR          RC        ESDC   HMIC       CC
                                 A                                 Z           Z                 N         N

           SERVICABLE CREDIT VALUE                        UNSERVICABLE CREDIT VALUE
                    7.34                                                 0.00

PHRASE      PHRASE               RELATED                  UI       UM          MEAS QTY                QTY PER
 CODE      STATEMENT             NSN/MCN                  REL      REL           REL                    ASSY




                                                          F-1
                                       APPENDIX G

                             Acquisition Advice Codes

Acquisition Advice Code (AAC) indicates how and under what restrictions an item will be
acquired. The AAC will reflect applications of three basic methods: (1) by requisition; (2) by
fabrication or assembly; (3) by local purchase. See DOD 4100.32-M, Volume 10.

                                        TERMS AND EXPLANATIONS                                    Formatted
A       SERVICE/AGENCY REGULATED. (Service/agency use only.)* Issue, transfer, or
        shipment is controlled by authorities above the Inventory Control Point (ICP) level to
        assure proper and equitable distribution.
        1. The use or stockage of the item requires release authority based on prior or
        concurrent justification.
        2. Requisitions will be submitted in accordance with Service/Agency requisitioning
        procedures.
B       ICP REGULATED. (Service/agency use only.)* Issue, transfer, or shipment is
        controlled by the ICP.
        1. The use or stockage of the item requires release authority based on prior or
        concurrent justification.
        2. Requisitions will be submitted in accordance with service/agency requisitioning
        procedures.
C       SERVICE/AGENCY MANAGED. (Service/agency use only.)* Issue, transfer, or
        shipment is not subject to specialized controls other than those imposed by individual
        service supply policy.
        1. This item is centrally managed, stocked and issued.
        2. Requisitions will be submitted in accordance with service/agency requisitioning
        procedures.
D         DOD INTEGRATED MATERIEL-MANAGER (IMM) STOCKED, AND
        ISSUED.* Issue, transfer, or shipment is not subject to specialized controls other than
        those imposed by the integrated materiel manager/military service supply policy.
        1. The item is centrally managed, stocked and issued.
        2. Requisitions must contain the fund citation required to acquire the item.
        Requisitions will be submitted in accordance with integrated materiel
        manager/military service requisitioning procedures.
E       OTHER SERVICE-MANAGED, STOCKED, AND ISSUED. (For service use
        only if SICA LOA is 8D and NIMSC is 6.) Issue, transfer, or shipment is not subject
to specialized controls other than those imposed by the service requisitioning policy.
        1. The item is centrally managed, stocked and issued.
        2. Requisitions may require a fund citation and will be submitted in accordance with
        the service requisitioning procedures.
F       FABRICATE OR ASSEMBLE* NONSTOCKED ITEMS. National Stock
        Numbered items fabricated or assembled from raw materials and finished products as
        the normal method of support. Procurement and stockage of the items are not justified
        because of low usage or peculiar installation factors. Distinctions between local or



                                             G-1
      centralized fabricate/assembly capability are identified by the Source of Supply
      Modifier in the Source of Supply Column of the Service Management Data Lists.
G     GENERAL SERVICES ADMINISTRATION (GSA) CIVIL AGENCY
      INTEGRATED MATERIEL MANAGED, STOCKED, AND ISSUED.
      Identifies GSA/civil agency-managed items available from GSA/civil agency supply
      distribution facilities. Requisitions and fund citations will be submitted in accordance
      with GSA/civil agency/service requisitioning procedures.
H    DIRECT DELIVERY UNDER A CENTRAL CONTRACT- (NON-STOCKED
      ITEMS). Issue, transfer, or shipment is not subject to specialized controls other than
      those imposed by IMM/service/agency supply policy.
      1. The item is centrally managed and procured.
      2. Normal issue is by direct shipment from the vendor to the user at the order of the
      ICP or IMM. However, orders for quantities less than the vendor's minimum order
      quantity may be issued from stock by ICP or IMM supply distribution facilities.
      3. Requisitions and fund citations will be submitted in accordance with
      IMM/service/agency requisition procedures.
      4. Generally delivery will be made within applicable service/agency guidelines
      addressing customer- required timeframe.
I   DIRECT ORDERING FROM A CENTRAL CONTRACT/SCHEDULE
    NONSTOCKED ITEMS. Issue, transfer, or shipment is not subject to specialized
    controls other than those imposed by integrated materiel manager/service supply policy.
    The item is covered by a centrally issued contractual document, or by a multiple award
    Federal supply schedule, which permits using activities to place orders directly on
    vendors for direct delivery to the user.
J    NOT STOCKED, CENTRALLY PROCURED NONSTOCKED ITEMS.
     IMM/Service centrally managed but not stocked item. Procurement will be initiated
     only after receipt of a requisition.
K    CENTRALLY STOCKED FOR OVERSEAS ONLY* Main means of supply is
     local purchase or direct ordering from a central contract/schedule when the Federal
     Supply Schedule Number is shown in the CMD record. Item is stocked in domestic
     supply system for those activities unable to procure locally due to nonavailability of
     procurement sources or where local purchase is prohibited (e.g., ASPR; Flow of Gold
     or by internal service/agency restraints). Requisitions will be submitted by overseas
     activities in accordance with service/agency requisitioning procedures. NOTE:
     Continental U.S. (CONUS) activities will obtain supply support through local
     procurement procedures.
L    LOCAL PURCHASE NONSTOCKED ITEMS.* DLA/GSA/service/agency
     managed items authorized for local purchase as a normal means of support at base,
     post, camp or station level. Item not stocked in wholesale distribution system of
     integrated materiel manager/service/agency inventory control point.
M     RESTRICTED REQUISITIONS - MAJOR OVERHAUL* (Service/agency use
      only.) Items (assemblies and/or component parts) which for lack of specialized tools,
      test equipment, etc., can be used only by major overhaul activities. Base, post, camp,
      or station activities will not requisition unless authorized to perform major overhaul
      function.



                                            G-2
N   RESTRICTED REQUISITIONING - DISPOSAL. (Service/agency use only.)*
    Discontinued items no longer authorized for issue except on the specific approval of
    the service inventory manager. Requisitions may be submitted in accordance with
    service requisitioning procedures in instances where valid requirements exist and
    replacing item data has not been furnished.
O   PACKAGED FUELS NONSTOCKED ITEMS. DLA-managed and service-
    regulated.
    1. Item will be centrally procured in accordance with DOD 4140.25-M, Procedures
    for the Management of Petroleum Products, but not stocked by IMM. Long lead time
    required.
    2. Requirements will be satisfied by direct shipment to the user either from a vendor
    or from service assets at the order of the ICP or IMM.
    3. Requirements and/or requisitions will be submitted in accordance with service
    procedures.
P   RESTRICTED REQUISITION - SECURITY ASSISTANCE PROGRAM
    (SAP).
    1. Indicates item is stocked or acquired only for SAP (replaces Military Assistance
    Program (MAP)) requirements, or
    2. Indicates item is nonstocked and materiel is ordered from the contractor for
    shipment directly to the foreign government.
    3. Base, post, camp or stations will not requisition.
Q   BULK PETROLEUM PRODUCTS. DLA-managed.
    1. Item may be either centrally stocked or available by direct delivery under a central contract.
    2. Requirements will be submitted by military services in accordance with IMM
    procedures.
    3. Item will be supplied in accordance with DOD 4140.25-M.
R   RESTRICTED REQUISITION - GOVERNMENT FURNISHED MATERIEL
    (GFM). Indicates item is centrally procured and stocked as GFM in connection with
    the manufacture of military items. Base, post, camp or stations will not requisition.
S   RESTRICTED REQUISITIONING - OTHER SERVICE FUNDED. (service
    use only.) For service-managed items whereby the issue, transfer, or shipment is
    subject to specialized controls of funding military service.
    1. Item is procured by a military service for the funding military service and is
    centrally managed by the funding military service.
    2. The procuring military Service has no requirement in its logistics system for the
    item.
T   CONDEMNED NONSTOCKED ITEM. Item is no longer authorized for
    procurement, issue, use or requisitioning.
U   LEAD SERVICE - MANAGED. As a minimum provides procurement, disposal,
    and single submitter functions. Wholesale logistics responsibilities which are to be
    performed by the PICA in support of SICA are defined by the SICA NIMSC code.
V   TERMINAL ITEM.* Identifies items in stock, but future procurement is not
    authorized. Requisitions may continue to be submitted until stocks are exhausted.
    Preferred item National Stock Number (NSN) is normally provided by the application
    of the phrase: "When Exhausted Use (NSN)." Requisitions will be submitted in
    accordance with IMM/Service requisitioning procedures as applicable.
W   RESTRICTED REQUISITIONING - SPECIAL INSTRUCTIONS APPLY
    NONSTOCKED ITEM. Indicates stock number has been assigned to a generic item


                                           G-3
       for use will be submitted only in accordance with IMM/service requisitioning
       procedures. (This code will be used, when applicable, in conjunction with Phrase
       Code S (Stock as NSN(s). It is considered applicable for use when a procurement
       source(s) becomes available. The Phrase Code S and the applicable "stock as"
       NSN(s) will then be applied for use in stock, store and issue actions.)
X     SEMIACTIVE ITEM - NO REPLACEMENT NONSTOCKED ITEM. A potentially
       inactive NSN which must be retained in the supply system as an item of supply
       because (1) stocks of the item are on hand or in use below the wholesale level and (2)
       the NSN is cited in equipment authorization documents TO&E, TA, TM, etc., or in-
       use assets are being reported.
       1. Items are authorized for central procurement but not authorized for stockage at
       wholesale level.
       2. Requisitions for in-use replacement will be authorized in accordance with
       individual military service directives.
       3. Requisitions may be submitted as requirements generate. Repetitive demands may
       dictate an AAC change to permit wholesale stockage.
Y     TERMINAL ITEM* (NONSTOCKED ITEMS). Further procurement is not
       authorized. No wholesale stock is available for issue.
       1. Requisitions will not be processed to the wholesale manager.
       2. Internal service/agency requisitioning may be continued in accordance with
       Service/Agency requisitioning policies.
Z     INSURANCE/NUMERIC STOCKAGE OBJECTIVE ITEM.* Items which maybe
       required occasionally or intermittently and prudence requires that a normal quantity
       of materiel be stocked due to the essentiality or the lead time of the item.
       1. The item is centrally managed, stocked, and issued.
       2. Requisitions will be submitted in accordance with IMM/service requisitioning
       procedures.



    * Authorized for segment B input.




                                            G-4
                                        APPENDIX H

                                Recoverability Codes


The Recoverability Code is a one-position code. It identifies what supply levels have
disposition authority on certain unserviceable, uneconomically repairable or condemned
items. The following is a list of codes and their meanings:

A      Item requires special handling or condemnation procedures because of specific
       reasons (i.e., precious metal content, high dollar value, critical material or hazardous
       material). Refer to appropriate manuals/directives for specific instructions.

D      Reparable Item. When beyond lower level repair capability, return to depot.
       Condemnation and disposal not authorized below depot level.

F      Reparable Item. When uneconomically repairable, condemn and dispose at the Direct
       Support level.

H      Reparable Item. When uneconomically repairable, condemn and dispose at the
       General Support level.

L      Reparable Item. Repair, condemnation and disposal not authorized below
       depot/Specialized Repair Activity level.

O      Reparable Item. When uneconomically repairable, condemn and dispose at the
       organizational level.

Z      Nonreparable Item. When unserviceable, condemn and dispose at the level indicated
       in position 3 of the Source Maintenance and Recoverability Code.



        NOTE: A blank in this position means the item is likely an end item which is not
        assigned a Recoverability Code. AR 725-50 provides policies for disposing of end
        items.




                                             H-1
                                       APPENDIX I

              REQUISITION TRANSACTION STATUS CODES


CODE EXPLANATION
BA  Item being processed for release and shipment. The ESD is contained in rp 70-73
    when provided in response to a follow-up.
BB  Item is back ordered against a due-in to stock. The ESD for release of materiel to the
    customer is contained in rp 70-73.
BC  Item on original requisition containing this document number has been back ordered.
    Long delay is anticipated and ESD is in rp 70-73. Item identified in the NSN field (or
    "remarks" field if NSN field cannot accommodate the item number), which is not an
    automatic/coordinate substitute, can be furnished. The price of the substitute item is
    in rp 74-80. If desired, submit a cancellation for the original requisition and submit a
    new requisition* for the offered substitute.
BD  Requisition is delayed due to need to verify requirements relative to authorized
    application, item identification, or technical data. Requisition for GFM is delayed
    pending validation by either contracting MCA or between source of supply and
    MCA. See rp 4-6 to determine the activity performing the validation. Upon
    completion of review, additional status will be provided to indicate action taken.
BE  Depot/storage activity has a record of the MRO but no supporting transaction/record
    of the action taken. (Depot/storage activity response to ICP request for MRO status
    for use with DI AE6 only.)
BF  No record of your document for which your DI AF_ followup or cancellation
     request was submitted. Also used by a supply source to indicate no record of a GFM
     requisition for which a DI AX2 transaction has been received.
    (1) If received in response to a cancellation request, subsequently received
    requisitions (AO_) or other documents (AM_, AT_) will be returned by the supply
    source with BF status. Deobligate funds and, if item is still required, submit
    requisition using new document number.**
    (2) If received in response to a followup (AF_) request, supply source action to
     process subsequently received documents (AO_, AM_, AT_) will continue under
     regular MILSTRIP procedures.*
    (3) When used in response to DRMS generated DI AFX and AFZ followups,
    indicates that the shipping activity has no record of generating an AS3 transaction or
    of making a shipment to a DRMO under the document number in question and has
    not received a signed copy of the DTID.
    (4) MCAs/contractors/S/As in receipt of Status Code BF will review for
    establishment of a valid GFM requisition. If a valid requisition exists, a DI AT_
    transaction will be generated. Subsequent receipt of a valid requisition will be
    processed by the MCA/SOS, under MILSTRIP, Chapter 11, procedures.
BG    One or more of the following fields have been changed:
    (1) Stock Number (as the result of a formal catalog change).
          (a) Requisitioned NSN has been replaced by or consolidated with NSN in stock
              number field.
          (b) NSN is assigned to part number that was requisitioned.


                                            I-1
           (c) FSC has changed but NIIN remains the same as originally requisitioned.
           Review NSN (FSC and NIIN) to ensure that requisition under process is for
           desired item. If
           NSN is not for desired item, submit cancellation request to SOS.
           (d) FSC has changed but NIIN remains the same as expressed in original
           transaction. (Applies to MILSTRAP DZ9 status notifications only.)
     (2) Unit of Issue (as the result of a formal catalog change).
     (3) Requisitioned part number has been identified to/replaced by the part number
     reflected
     in the stock number field. Examine quantity and unit price resulting from the above
     changes and revise appropriate records accordingly. The supply source will provide
     additional status to indicate further action taken on this requisition.
BH   Service coordinated/approved substituted/interchangeable item, identified in stock
     number field, will be supplied. Examine unit of issue, quantity, and unit price fields
     for possible changes. Revise appropriate records accordingly. Additional status will
     be provided.
BJ   Quantity changed to conform to unit pack or because of allowable direct delivery
     contract variance; adjust the due-in records accordingly. Unit of issue is not changed.
BK   Requisition data elements have been modified as requested. Examine data fields in
     this status document for current requisition data.
BL   NOA was forwarded to the CR or FF on date entered in rp 70-73.
BM   Your document was forwarded to the activity indicated in rp 67-69. Forward all
     Future transactions for this document number to that activity. (Also applies to
     MILSTRAP DZ9 status notifications.)
BN   Requisition being processed as free issue. Signal and fund code fields corrected as
     noted. Adjust local fund obligation records.
BP   Requisition has been deferred per customer instructions. The ESD is in rp 70-73.
BQ   Canceled. Results from receipt of cancellation request from requisitioner, consignee,
     manager, or other authorized activity. Also applies to cancellations resulting from
     deletion of an activity from the DODAAD. Deobligate funds, if applicable.
BR   Canceled. Requisitioning activity authorized cancellation in response to MOV request
     furnished by processing point.
BS   Canceled. Requisitioning activity failed to respond to MOV request from processing
     point.
BT   Requisition has been received and will be processed for attempted release and
     shipment from stock to meet your RDD. Further status will be provided based on
     asset availability at the time of release processing. (Applies to Subsistence only).
BU   Item being supplied against your FMS Case Designator reflected in rp 48-50 or your
     Grant Aid Program and RCN reflected in rp 46-50. This document represents a
     duplicate of the requisition prepared by the U.S. Service.
BV   Item procured and on contract for direct shipment to consignee. The contract shipping
     date is entered in rp 70-73. Cancellation, if requested, may result in billing for
     contract termination and/or transportation costs, if applicable.
BW   Your FMS/Grant Aid requisition containing this document number has been received
     by the ILCO and submitted to the supply system. A current ESD is not presently
     available but will be provided by subsequent status transactions. (May be used by




                                           I-2
     ILCOs in acknowledging requisition receipt or in reply to followup when ESDs are
     not available.)
BX     Reserved for Air Force/DEPRA interface.
BY   Depot/storage has previously denied the MRO by DI A6 _. (Depot/storage activity
     response to ICP request for MRO status, for use with DI AE6 only.)
BZ   Requisition is being processed for direct delivery procurement. Upon completion of
     necessary procurement action, additional status will be provided to indicate action
     taken. The ESD is in rp 70-73.
B1   Assets not currently available. Requisition will be retained by DRMS for 60 days
     from date of receipt awaiting possible arrival of assets. (DRMS use only.)
B2     Status of supply or procurement action precludes requested modification.
B3   The RAD contained in the original requisition is unrealistic. The date in rp 70-73 is
     the date when the materiel will be available.
B4   Canceled. Results from receipt of cancellation request from requisitioner, consignee,
     manager, or other authorized activity. Do not deobligate funds. Billing for materiel or
     contract termination charges will be made.
B5   The activity identified by the code in rp 4-6 is in receipt of your followup request.
     Action to determine current status and/or improve the ESD is being attempted.
     Further status will be furnished.
B6   The materiel applicable to the requisition requested for cancellation has been diverted
     to an alternate consignee.
B7   Unit price change. The latest unit price for the item identified by the stock or part
     number in rp 8-22 is reflected in rp 74-80.
B8     Quantity requested for cancellation or diversion was not accomplished.
B9   The activity identified by the code in rp 4-6 is in receipt of your cancellation request.
     Action to cancel the demand or to divert the applicable shipment is being attempted.
     Do not deobligate funds or delete due-in. Advice of final action will be furnished in
     subsequent status transactions.
CA     Rejected.
     (1) Initial provision of this status will be by narrative message. The message will also
     state the reasons for rejection.
     (2) When provided in response to a followup, this status will be sent via DDN and no
     reasons for rejection will be included. When received in response to a followup,
     authorized status recipients may request the reasons for rejection off-line (by mail,
     message, or telephone) if the initial narrative message containing the reasons for
     rejection cannot be located.
CB   Rejected. Initial requisition requested rejection of that quantity not available for
     immediate release or not available by the SDD or RDD or within the RDP (for
     conventional ammunition). Quantity field indicates quantity not filled. Also used by a
     reporting activity to advise the ICP/IMM that a DI A4 _ with distribution code 2
     cannot be filled from reported materiel.
CC   Nonconsumable item. Your service is not a registered user. Submit your requisition to
     your service ICP for registration action.
CD   Rejected. Unable to process because of errors in the quantity, date, and/or serial
     number fields.
     (1) If received in response to a requisition and the materiel is still required, submit a
     new requisition* with correct data field entries.


                                            I-3
     (2) If received in response to a cancellation request and materiel is not required,
     submit a new cancellation request with a valid quantity entry.
CE   Rejected. Unit of issue in original requisition, which is reflected in rp 23-24 of this
     status document, does not agree with ICP unit of issue and cannot be converted. If
     still required, submit a new requisition* with correct unit of issue and quantity. SOS
     will enter the correct unit of issue in rp 79-80 of status transactions.
CG   Rejected. Unable to identify requested items. Submit a new requisition and furnish
     correct NSN or part number. If correct NSN or part number is unknown, or if part
     number is correct, submit a new requisition* on DD Form 1348-6 furnishing as much
     data as is available. SF 344 may be submitted by authorized activities. (See Appendix
     A, MILSTRIP.)
CH   Rejected. Requisition submitted to incorrect single manager/ technical
     service/distribution depot or MCA and correct source/MCA cannot be determined.
     Research for correct source/MCA and submit a new requisition*.
Cl   Rejected.
     (1) Item coded (or being coded) "obsolete" or "inactivated." Item in stock number
     field, if different from item requisitioned, can be furnished as a substitute. Unit price
     of the substitute item is in rp 74-80.
     (2) If offered substitute is desired, submit a new requisition* with substitute item
     stock number.
     (3) If only original item is desired, submit a new requisition* for procurement on DD
     Form 1348-6. SF 344 may be submitted by authorized activities. (See appendix A,
     MILSTRIP.) Cite Advice Code 2B. Furnish technical data; for example, end item
     usage, component, make, model, series, serial number, drawing piece and/or part
     number, manual reference, or applicable publication.
     (4) Rejected. DOD MILSTRAP DTA Asset Support Request submitted for
     obsolete/inactive NSN which cannot be supported. (Applies to MILSTRAP DZG
     transaction rejects only.)
CK   Rejected. Unable to procure. No I&S item is available. Returned for supply by local
     issue of components, kit, or next higher assembly. Suggest fabrication or
     cannibalization. If not available, submit a new requisition* for components, or next
     higher assembly.
CL   Rejected. Contractors requisition or related transaction is to be processed initially by
     an MCA. Transaction entries indicate direct submission. Research for correct MCA
     and submit a new requisition.*
CM   Rejected. Item is not or is no longer free issue. Submit a new funded requisition* with
     signal code other than D or M.
CN   Nonconsumable item. Your service does not receive requisition support on this item
     or your requirement is a nonrecurring demand which cannot be satisfied. Support will
     be provided upon submission of an MIPR by your service ICP.
CP   Rejected. SOS is local manufacture, fabrication, or local procurement. If item cannot
     be manufactured or fabricated locally, or activity lacks procurement
     authority/capability, submit a new requisition* with Advice Code 2A.
CQ   Rejected. Item requested is command or service regulated or controlled. Submit new
     requisition* through appropriate channels.
CR   Rejected. Invalid DI for a GFM transaction.
CS   Rejected. Quantity requisitioned is suspect of error or indicates excessive quantity.
     Partial quantity being supplied. Quantity field in this transaction reflects quantity


                                            I-4
      rejected. If requirement still exists, submit a new requisition* for the required
      quantity using Advice Code 2L.
CT    Rejected. FMS requisition contains a "U" or "V" in rp 36 and the entry in rp 72 is
      incorrect or blank. Review records and resubmit with a new document number and a correct
       CLPSC in rp 72.
CU  Rejected. Unable to procure item requested. Item is no longer produced by any known
    source and attempts to obtain item have failed. Item in stock number field can be
    furnished as a substitute. Unit price of the substitute item is in rp 74-80. (If offered
    substitute is desired, submit a new requisition* with substitute item stock number.)
CV Rejected. Item prematurely requisitioned. The effective date for requisitioning is
    contained in rp 70-73.
CW Rejected. Item not available or is a nonmailable item whose transportation costs are
    uneconomical. Local procurement is authorized for this requisition only. If item
    cannot be locally procured, submit a new requisition* using Advice Code 2A.
CX  Rejected. Unable to identify the ship-to address as designated by the signal code or
    the signal code is invalid. If still required, submit a new requisition* with valid data
    entries.
CY  Rejected. Unable to procure item requested. Item is no longer produced by any
    known source and attempts to obtain item have failed. If requirement still exists,
    contact appropriate S/A technical organization for assistance or, if substitute item is
    known, requisition* that item.
CZ Rejected. Subsistence item not available for resale. Reserved for troop issue only.
C1 For Subsistence Only. Rejected. Requested item is not available nationally. Do not
   requisition this item until advised by the activity identified in rp 4-6.
C2 Rejected. ILP funds are not available to process this requisition. (This code will be
   used between ILCO and requisitioners only.)
C3 Rejected. Applies to subsistence only. Vendor cannot make delivery during shipping
   period.
C4 Rejected. Applies to subsistence. Item is seasonal and not available for delivery during
    current shipping period.
C5 Rejected. Requisitioner, upon inspection of materiel located in the DRMO activity,
    rejected acceptance due to condition of materiel/unacceptable substitute and/or
    materiel incorrectly
    identified. This status code is generated by the DRMO and furnished to the
   appropriate status recipients.
C6 Rejected. Requisition is for commercial type item which is not authorized for supply
   under the FMS program. If unable to obtain desired item from commercial sources,
   submit a new requisition* containing Advice Code 3B after obtaining approval from
   the U.S. service implementing the case.
C7 Rejected. DO indicates this is a remarks/exception data document. Supply source has
   no record of receipt of remarks/exception data. If still required, submit a new
   requisition*.
C8 Rejected. Vendor will not accept order for quantity less than the quantity indicated in
   rp 76-80. If requirement still exists, submit a new requisition* for a quantity that is not
   less than that reflected in rp 76-80.




                                             I-5
C9    Rejected. Applies only to subsistence. Quantity in rp 25-29 canceled due to
       nonavailability during shipping period. If required in subsequent shipping period,
       submit a new requisition*.
DA    Rejected. SOS is direct ordering from the Federal Supply Schedule identified by
       number in rp 76-80 (rp 76-77 group, rp 78-79 part, rp 80 section). If activity lacks
       procurement authority, submit a new requisition* with Advice Code 2A.
DB    Rejected. No valid contract registered at MCA.
DC     Processing of your CLSSA termination/drawdown requisition (CLPSC: A, B, C, or
       D) has resulted in the quantity reflected in rp 25-29 being absorbed by the ICP/IMM.
       Credit action for this quantity is in process. Disposition on any remaining quantity
       will be communicated by separate status transaction.
DD    Processing of your CLSSA termination/drawdown requisition (CLPSC: C or D) has
      resulted in the quantity reflected in rp 25-29 not being absorbed by the IMM/ICP. This
      quantity will not be delivered. Disposition of materiel will be in accordance with
      appropriate service/agency regulations. Billing action for this quantity is in process.
      Status on any remaining quantity will be communicated by a separate transaction.
DE    Canceled. Although shipment status (DI AS3) was sent, no shipment was made. (For
       use in controlling shipments intransit to disposal only. May be used in response to
       DIs AFX and AFZ with Advice Code 37.)
DF    Terminate intransit control processing. A signed receipt copy of the DTID is not
       available, but investigation indicates that property was removed from the storage area
       and cannot be located. Further research is being conducted within S/A channels. (For
       use in controlling shipments quantity, together with all other requisitions received this
       cycle for the specified port or depot, intransit to disposal only.)
DG     Shipment confirmed. The quantity in the DI AS3 transaction was the quantity
       shipped. A signed copy of the DTID acknowledging DRMO receipt of that quantity is
       on file. DRMS action required to resolve apparent discrepancy. (For use in
       controlling shipments intransit to disposal only. Maybe used only in response to DI
       AFX or AFZ with Advice Code 35 or 37.)
DH     Terminate intransit control processing. A signed copy of the DTID acknowledging
       receipt is on file. The quantity in the DTID is different from that in the original AS3.
       The quantity acknowledged in the DTID is included in the quantity field. Further
       research on the quantity discrepancy is being conducted within S/A channels. (For
       use in controlling shipments intransit to disposal only. May be used only in response
       to DI AFX or AFZ with Advice Code 35 or 37.)
DJ     Rejected. GFM quantity requisitioned partially exceeds the contract authorized
       quantity. The quantity that exceeds the authorized quantity will not be supplied.
       Quantity in this transaction has been adjusted to reflect the authorized quantity.
DK     Rejected. Your DI APR transaction requesting reinstatement was received over 60
       days after generation of the DI AE_ transaction containing Status Code BS.
DL     Rejected. Your DI APR transaction requesting reinstatement has been received. There
       is no record of a DI AE_ transaction containing Status Code BS.
DM     Rejected. Your DI APR transaction requesting reinstatement has been received. The
       DI APR transaction requested reinstatement of a quantity larger than that which was
       canceled by the DI AE transaction containing Status Code BS. The quantity canceled
       is shown in rp 25-19.
DN     Rejected. A valid contract is recorded at the MCA; however, the requisitioned item,
the


                                              I-6
    requisitioner, or the DODAAC in rp 45-50 is not authorized GFM under the contract.
DP  Rejected. Unable to identify the ship-to and/or mail-to MAPAC to a valid address in t
    the
MAPAC to a valid address in the MAPAD. If still required, submit appropriate codes(s) and
    addressees) under the procedures of DOD 4000.25-8-M, "Military Assistance
    Program Address Directory." Upon confirmation the code(s) and addresse(es) have
    been added to the MAPAD, resubmit the requisition.
DQ Rejected. GFM quantity requisitioned totally exceeds the contract authorized quantity.
    The total requisitioned quantity is rejected.
DR Rejected. The MCA, for the contract indicated by the requisition, failed to respond or
    provide a valid response to an ICP GFM validation request.
DS  Requisition received for an item for which your service is not a registered user. Issue
    action is being processed. Request action be taken to register your service as a user
    using the procedures outlined in DOD 4100.39-M.
DY  Rejected. Materiel shipped by non-traceable means or supplied by DVD from a
    Contractor without an assigned DODAAC or there is no record of the transaction for
    which the DI AFY followup was submitted. (Use on DI ASY.)
D1  Canceled. Requisition was retained for 60 days. Requested asset did not become
    available. Quantity field indicates quantity not filled. (DRMS use only.)
D2  Rejected. Item requested is Brand Name Resale and is in short supply.
D3  Rejected. Activity did not respond to supply source request for additional information.
D4  Canceled. Applies only to subsistence items. Quantity in rp 25-29 canceled. Your
    requisition quantity, together with all other requisitions received this cycle for the
    specific port or depot, does not meet the contractor's minimum order quantity.
D5  Rejected. Item requested is Nuclear Reactor Plant materiel authorized for issue only
    to Nuclear Reactor Plant activities and support facilities. A similar item may be
    available under a different NSN. If unable to identify the non-nuclear NSN, submit a
    new requisition* providing complete technical data (such as: APL/AEL, end use
    equipment, CAGE, part number, piece number, nameplate) and remarks indicating
    "NON-NUCLEAR APPLICATION" in the remarks block.
D6  Rejected. Manually prepared requisition contains unauthorized exception data.
D7  Requisition modifier rejected because of errors in one or more data elements.
D8  Rejected. Requisition is for controlled substance/item and requisitioner and/or ship to
    address is not an authorized recipient. Submit a new requisition* on a DD Form
    1348-6 furnishing intended application and complete justification for the item.

       * Submit a new requisition using a new document number with a current ordinal date.
       ** If requisitioning via submission of a new document number, submit a cancellation
request prior to fund deobligation to ensure against a potential duplicate shipment.




                                            I-7
                               APPENDIX J

                     Quality Deficiency Report


Following is a copy of the Quality Deficiency Report.




                                     J-1
                              APPENDIX K

                  Report of Discrepancy (ROD)


Following is a copy of a Report of Discrepancy form.




                                    K-1
                                             APPENDIX L

   Commander’s Exception Report / Financial Transaction Listing

The following are examples of a Commander’s Exception Report and Financial Transaction
Listing.


DATE: 08 Nov 00                       COMMANDER’S EXCEPTION REPORT                              AWCSF176




                                         ADMIN                           EXTENDED
DOCUMENT NUMBER        DESCRIPTION       NUMBER      QTY      PRI        PRICE              INITIALS

W45U7D                 PIN FIRING          PLL       00001     05        $   5.18           ________




                                         ________________________________________
                                             COMMANDER’S SIGNATURE




  DATE: 30-JUL-90              COMMANDER'S FINANCIAL TRANSACTION LISTING

                                                  ADMIN                                  EXTENDED

  DOCUMENT NUMBER          DESCRIPTION      NUMBER             QUANTITY PRIORITY            PRICE

  W45U7D 0211 0002         FILTER E         D51               00006                 12      $ 6.52

  W45U7D 0211 0003         GASKET           D14               00001                 12      $     .02

  W45U7D 0211 0004         CONNECTO         D5                00001                 12      $     .68

  W45U7D 0211 0005         BEARING          D5                00006                 05      $ 113.88

  W45U7D 0211 0006         PACKINGX         D14               00001                 12      $     .39

  W45U7D 0211 0007         FILTER R         D4                00004                 02      $ 26.88

  W45U7D 0211 0011        CONTROL           D1                00001                 12      $1326.00


                                                       GRAND TOTAL                          $1474.37

 1990/07/30         02:39:59            page 1




                                                   L-1
                                           APPENDIX M

                     Demand Analysis Report for DODAACs

The following is an example of a Demand Analysis Report.

DATE: 08 Nov 00              DEMAND ANALYSIS REPORT FOR DODAAC:W45U7D



                                                STK       CURRENT                       NEW AUTH
NIIN               NOUN               UI        CD        AUTH QTY     REMARKS          QUANTITY


003923583          COLLAR, CON        EA        NS           0         DELETION CANDIDATE   0

009022365          CONNECTOR          EA        NS           0         DELETION CANDIDATE   0

010556137          CASE, PLOTT        EA        NS           0         DELETION CANDIDATE   0

CRITERIA USED FOR DEMAND ANALYSIS REVIEW:

AVERAGE CUSTOMER WAIT TIME:           10
NUMBER OF DEMANDS TO ADD:              9
NUMBER OF DEMANDS TO RETAIN:           6



DEMAND ANALYSIS REVIEWED: _______________________________________ (COMMANDER)




                                                M-1
                                           APPENDIX N

                             Excess Management Report

The following is an example of an Excess Management Report.

DATE:       31-Oct-00        EXCESS MANAGEMENT REPORT
                                     FOR DODAAC: WK4WRC


                                     STOCK                  QUANTITY
NIIN             NOUN        LOC       CD     AUTH   O/H    D/I     D/O   EXCESS

000000145         FILTER E   N1A11    NS       0        1   2       2     00001

000044289         GASKET     N1A14    NS       0        1     0     0     00001

000048297        VALVE CON 1A12       NS       0        1     2     2     00001

000048882        CONTROL     N1A21    NS       0        1     4     4     00001

000430260        SIGHT RE    N3A14    NS       0        2     2     2     00002




                                              N-1
                                      APPENDIX O

                            PLL Daily Management Report
The following is an example of a PLL Daily Management Report.

                                      (PART 1)

DATE:       15-OCT- 00      PLL DAILY MANAGEMENT REPORT                                             Formatted

DODAAC: W45U7D                                                      UNIT NAME:       D TROOP, 6TH
CBAC


                                      DS LINES           CS LINES      RI LINES      TOTAL LINES

NUMBER OF PLL LINES:                     42                 37            0                79

PERCENT OF TOTAL LINES:                53.20%              46.80%       0.00%

NUMBER OF LINES ZERO BALANCE:            2                  2             0                4

PERCENT OF LINES ZERO BALANCE:         2.50%               2.50%        0.00%             5.10%

NUMBER OF PLL LINES DUE-IN:              4                  3             0                7

PERCENT OF LINES DUE IN:              5.10%                3.80%        0.00%             8.90%

NUMBER OF LINES 100% FILLED:             39                 34            0                73

NUMBER OF LINES PARTIAL FILLED:          1                  1             0                2

PERCENT OF TOTAL DOLLAR VALUE: 25.90%                      74.10%       0.00%

TOTAL DOLLAR VALUE:

                  DS VALUE                     CS VALUE             RI VALUE           TOTAL
                    4145.83                    11,835.37               0.00           15,981.20




                                             (PART II)

DATE:     15-SEP-00               ZERO BALANCE REPORT
                                  FOR DODAAC: W45U7D
                                                                    QUANTITY
NIIN    NOMENCLATURE        UI    AUTH         MPLA      ON-HAND            DUE-IN   DUE-OUT

000033256 BUSHING, SLEEVE   EA    2            2            0                 2       0
000067486 BELT, V           EA    1            1            0                 1       0
000114920 ELBOW, PIPE       EA    1            0            0                 4       1
000402173 BRACE             EA    1            0            0                 2       0




                                               O-1
O-2
                                         AAPPENDIX P

                     Parts Received but Not Installed Report

The following is an example of a Parts Received Not Installed Report.


DATE: 08 Nov 00                     PARTS RECEIVED NOT INSTALLED               AECMF436




DODAAC: W45U7D

UNIT:      D TROOP, 6TH CBAC
           FT HOOD, TX 76544




DOC NUM            NIIN        QTY DUE       QTY REC   FAULT NO.   DATE COMP      ADMIN#

52070030           001779250     00000        00001    BA 0002        00251         D14
52070031           003435531     00000        00000    BA 0004        00252         D14




                                             P-1
                                             APPENDIX Q

                                Non-Mission Capable Report                                Formatted



The following is an example of a Non-Mission Capable report.



     DATE: 30-JUN-95    NON-MISSION CAPABLE REPORT                    AWCMF458

     UIC: W33UIC                        D TRP 6TH CBAC               UTIL CODE: 0

        ADMIN NUMBER: D31               SERIAL NUMBER: 3AC50076             LIN: C76335

             ORG WON: 33U1C0000021               DOCUMENT NUMBER:        0207 0005
            NAR DATE: 1 95207                     NIIN/PART NUMBER:      002214814
       ORIG DATE NMC: 95207                                 QTY DUE:     00002
            ORG DATE: 95207                                 QTY REC:     00002
            DSU DATE: 00000     STATUS/DATE: -----      STATUS/DATE:     BA 95330
            REMARKS: CLAMP                                 SHIP DATE:    -----
             SUP WON:                  FAULT DESCRIPTION:
       FAULT OPENED: 95207
       FAULT CLOSED:

           ORG WON: 33U1C0000021                 DOCUMENT NUMBER: 4204 0002
           NAR DATE: C 95130                        NIIN/PART NUMBER:
      ORIG DATE NMC: 95207                                    QTY DUE: 00000
           ORG DATE: 95130                                    QTY REC: 00000
           DSU DATE: 00000      STATUS/DATE: -----        STATUS/DATE:       00000
            REMARKS: D/L PARTS ON HAND                       SHIP DATE: -----
            SUP WON:                               FAULT DESCRIPTION:
       FAULT OPENED: 95207
       FAULT CLOSED:

           ORG WON: 33U1C0000021                  DOCUMENT NUMBER: 4204 0002
           NAR DATE: C 95130                       NIIN/PART NUMBER:
      ORIG DATE NMC: 95207                                   QTY DUE: 00000
           ORG DATE: 95130                                   QTY REC: 00000
           DSU DATE: 00000     STATUS/DATE: -----        STATUS/DATE:       00000
            REMARKS: D/L PARTS ON HAND                     SHIP DATE: -----
            SUP WON:                   FAULT DESCRIPTION:
       FAULT OPENED: 95207
       FAULT CLOSED:

      ADMIN NUMBER: D30            SERIAL NUMBER: 3AC50066                  LIN: C76335

            ORG WON: 33U1C0000023               DOCUMENT NUMBER:
            NAR DATE: M 95192                     NIIN/PART NUMBER:
       ORIG DATE NMC: 95191                                 QTY DUE: 00000
           ORIG DATE: 00000                                 QTY REC: 00000
            DSU DATE: 95192     STATUS/DATE: B 90205 STATUS/DATE:         00000
            REMARKS: FUEL LINE CRACKED                    SHIP DATE: -----
             SUP WON: SAMS1A000014      FAULT DESCRIPTION: FUEL LINE CRACKED
       FAULT OPENED: 95191
       FAULT CLOSED:




                                                   Q-1
                                            APPENDIX R

                             Service Schedule Due Report

The following is an example of a Service Schedule Due Report.


DATE: 08 Nov 00                        SERVICE SCHEDULE DUE
AWCMF450

DODAAC      W45U7D                         D TROOP, 6TH CBAC

                             _______________________________________________

                             FROM: 01 OCT 00                   TO: 31 OCT 00


MODEL                ADMIN NUMBER      TYPE DUE                DATE DUE        READING   DUE

M151A2               D13               S                       08 SEP 00       M         24620
M35A2                D25               S                       11 SEP 00       M         12375
M54A2                D3                S                       13 SEP 00       M         08636
M720                 D6TPU             Q                       18 SEP 00       II        002306




                                                   R-1
                                                                  APPENDIX S

                         Equipment Maintenance and Inspection Worksheet

The following is an example of an Equipment Maintenance and Inspection Worksheet.




DATE: 15-FEB-98                                              EQUIPMENT MAINTENANCE AND                                                      DA FORM
5988-E
                                                                              INSPECTION WORKSHEET


                     WK4WRC                                  E TROOP, 6TH CBAC


-------------------------------------------------------- EQUIPMENT DATA --------------------------------------------------------------

ADMIN NUM:         E6                                                         EQUIP SERIAL NUM:1237865743
EQUIP MODEL: M656                                                     REGISTRATION NUM:        22D78621
EQUIP NOUN: TK CG 8X8 5T                                     TYPE INSPECTION: DAILY
EQUIP NSN:         2320009030883

                          NUMBER                                                       DATE                       CHANGE NUMBER
PUBLICATION: TM 9-2320-212-20                                20-OCT-00                 06
PUBLICATION: TM 9-2320-212-10                                20-OCT-00                 03

SIGNATURE: ________________               TIME: ______ SIGNATURE: _____________ TIME: _________

---------------------------------------------------------- PARTS REQUESTED ------------------------------------------------------------
                                                                            QTY              STATUS              DATE
FAULT           DOC        NUM NIIN                         NOUN           DUE/REC             DATE               COMP           PRI      DLC

0004          4199       0001     002977106           PACKINGXPR            00001   00001      BA 90208 90208          12       N
0003          8174       0001     010578075           BUMPER, RU            00001   00000      BB 90179     0          12       N
0002          8167       0002     009034790           WIRE ROPE             00001   00000         90206     0          05       N
0006          8207       0008     002882692           CHOCK, WHE            00004   00000      BA 92212     0          12       N
0005          8206       0002     003584636           ELEMENT               00001   00000      BM 90208     0          02       N
0004          8033       0027     6298042-1           PIPE, VENT            00001   -------                  0         02       D

------------------------------------------------------ MAINTENANCE FAULTS ----------------------------------------------------------
ITEM                   FAULT                        FAULT               FAULT                                              CORRECTIVE
         OPER
NUM                    DATE                         STATUS DESCRIPTION                                       ACTION                  HRS LIC#

0001                 15-JAN-95                 /             CL1 LEAK REAR OF TRANS                                                        __ _______
0002                 16-JAN-98           E          WENCH CABLE FRAYED                                                         __   ________
0003                 16-JAN-98            /         R/REAR BUMPER BENT                                                         __   _______
0004                 18-JAN-98           X          HEATER VENT PIPE LEAKING                                                   __   _______
0005                 25-JAN-98           /          AIR FILTER DIRTY                                                           __   _______
0006                 26-JAN-98           /          WHEEL CHOCK MISSING                                                        __   _______




                                                                          S-1
                                                            APPENDIX T

                                      Army Materiel Status System Report

        The following is an example of an Army Materiel Status System Report.


                                                      ARMY MATERIEL STATUS SYSTEM
                                                                 (AMSS)
                                  PROJECTED FULLY MISSION CAPABLE RATES BY REPORTABLE END ITEM/SYSTEMS

        REPORT PERIOD:                                 16 SEP 00 – 15 OCT 00

        DATE RANGE:                                    16 SEP 00 – 15 OCT 00

        REPORT DATE/TIME:                              15 OCT 00 – 09:33:07

        UIC:                                           W33UIC

        UNIT NAME & LOCATION :                         D TROOP, 6TH CBAC
                                                       FT HOOD, TX 76544

                                               PROJECTED PROJECTED ACCRUED PROJECTED NMC DAYS
NOMENCLATURE                 WPN AUTH O/H POSS
                            EIC             MODELAVAIL    NMC        NMC     FMC      TO
                             EIC          DAYS DAYS       DAYS      DAYS    PERCENT DA GOAL
…………………………………………………………………………………………………………………………………………………………………….………………………

QUANTITY ON HAND IS ZERO FOR EIC

TRK UTL ARMT CARR           BBG             M1026WW             2      2       62   48   1         13    77.4   -7

TRK UTIL .75T               BEB             M1009               1      1       31   31   0          0    100    0

TRK CGO 2.5T 6X6 WE         BMA             M35A2               1      1       31   22   0          9    71.0   -5




                                                                    T-1
                                                         APPENDIX U
        CUSTOMER WORK ORDER RECONCILIATION REPORT

This is an example of a customer work order reconciliation report.
 PREPARED 28 SEP 00                                         SAMS-1 CUSTOMER WORK ORDER RECONCILIATION
                                                     PCN AHN-004


 UIC SUPPORT            UNIT NAME SUPP'ORT                    UIC CUSTOMER       UNIT NAME CUSTOMER

  WM4DRA                659TH MAINT CO SHP OF                       WAZECO          HHC 60TH TRANS BN




                         SHP BUMPER                                   CURRENT
                                                                                           SERIAL NO
               NMC            FROM              TO                       MODEL
WON
                PD       CD    NO    NSN                              STATUS
 QTY
               CAT            DATE TIME DATE TIME                        MALFUNCTION       EVAC WON
                              ORG WON/DOC



  A000001 03                  A                  2320-00-050-8984      M818                   XC77568
       I                              00062 1302 PRESENT               R
                                                 0000097               ENG MISSFIRING
               M
                                       00062 0730 00062 1302


                                             B 128 2320-00-050-8984    M818                   T376657
    A000002 03                A
                                             00063 1004 PRESENT        1
        1    S
                                                      0000101          OVER HEATING
                   M                       00062 0900 00063 1004


                                             B 100 232C)-00-055-9266 M54A2
    A000013 06                A                                                                 2475
                                             00069 1020 PRESENT      K
        1
                                                    0000030          WATER IN OIL
               M                           00068 0704 00069 1020


    A000016 03                    A          B 104 2320-00-050-8984    M818                     T348894
        1 M                                  00070 0710 PRESENT        C
                                                      0000105          WATER PUMP LEAKS

    A000017 13                    A               1005-00-725-5636     M-2 50CAL MACHINE GUN 00345245
         1 M                                00070 0720 PRESENT         C
                                                       0000110         BOLT WON'T LOCK


    AOOOOl8 03                    A          B 36 2320-00-077-1617     M35A2WW                   K32445
        1 M                                  00070 0724 PRESENT        C
                                                         0000117       WON'T IDLE

    A000022        03             A          HHC-22 3930-01-054-3830     MLT6ROPS                Q3429D
                                             00071 0952 PRESENT          A
           1       M                                 0000031             CANNOT DROP FORK




                                                                U-1
                                                   APPENDIX V

                                        Workable Jobs Report

The following is an example of a Workable Jobs Report.


Prepared 08 Nov 00                              SAMS-1 WORKABLE JOBS                              PCN AMF-001

UIC SUPPORT               UNIT NAME SUPPORT
WM6AJD                    A CO, 52ND MAINT BN


            DATE                            WO                                                    QTY QTY
WO#         ACPT PD MODEL/NOUN MALFUNCTION STA ID   NSN                           NOUN            RQD ISSUED
M000001     00220 02   M747     LIGHTS INOP 1 A 2590-00-610-0374                  HARNESS, WIRI   00001 00001

M000002     00220    02       M985      DIFF NOISY       1 A   2920-01-152-2412   DIFFERENTIAL    00001 00001

M000003     00221    02       M998      LIGHTS INOP      1 A   2520-00-938-1627   HARNESS, WIRI   00001 00001




                                                        V-1
                                                                  APPENDIX W

                                                          SAMS-1 Shop Stock List

          The following is an example of a SAMS-1 Shop Stock List.



PREPARED 27 JAN 95                                            SAMS-1 SHOP STOCK LIST                              PCM AHN-002


UIC SUPPORT             UNIT NAME SUPPORT            DODDAC
 WM4DRA                 A CO, 52ND MAINT BN          WK4F33


PRIMARY NSN                             S R S    A                                         AVG AVG
FOLLOWED BY                             L C E    R     **QUANTITY DEMANDED DURING MONTH** MONTH OST   RO ROP OH         DI
SUBSTITUTE NSN      PART NOUN           C   C    C   UI CURR TWO THREE FOUR FIVE SIX DMD DAY QTY QTY QTY LOC QTY UM PART COST
1025-00-615-5933   SEAL, WATER    Q   Z U X     EA    2    6      8     6     8     4         10  10    5   7  00001  0    EA   1.97
1025-00-615-6000   SEAL, WATER    Y   Z U X     EA                                                  0   0   4  00093  0    EA   2.48
2510-00-105-6155   HATCH          Q   Z U X     EA                                                12    5   3  00061  0   EA  623.75
2520-00-938-1627   SPACER, TRAN   Q   Z U X     EA                                                10    5   0  0002   0    EA  56.30
2520-01-054-0803   KITS, PARTS    Q   Z U X     EA   7     3      8     3      5   5     4    10   10   5   0  0003   0   EA   15.95
2530-00-176-3349   ARM, IDLER     Q    Z U X    EA                                                10    5    1  0004  0    EA  24.90
2530-01-058-7420   SHOE, BRAKE    Q    Z U X    EA   2     7       1    5     5     4   5      4  10    5    0  00005 0    EA  36.25
…………………..




                                                                          W-1
                                                   APPENDIX X

                      Customer Work Order Reconciliation Report

The following is an example of a Customer Work Order Reconciliation report.




                                                    UNCLASSIFIED

PREPARED 09 JUL 97   SAMS-2 SUPPORT MAINTENANCE TURNAROUND TIME (DAYS) UNIT/ACTIVITY PCN AHO-005

REPORT START DATE       95243       ECCS SELECTED FOR THIS REPORT = FB GF GL
REPORT END DATE                      95273

UNIT NAME BATTALION SUPPORT                  UNIT NAME SUPPORT
      24TH SPT BN                            B CO. 24 SPT. BN.



                           **** TOTAL**** ** AVG DAYS TO COMPL BY TYPE OF MAINT** AVG DAYS TO COMPL BY WO*****
                           *             *                                         *
*
ECC ECC DESCRIPTION PD * NO WO AVG * REPAIR AND RETURN TO MWO DX OTHER * IN           WAIT IN  WAIT WAIT*
                           * COMPL DAYS * USER STOCK PROD ORF                     TRANS SHOP SHOP PARTS PK -UP
FB   TANK 90/105MM     01-03 17      17      19     0     0    0   0    0   11      0      2   8    19     1
                       04-08 6       7        6     0     0    0   0    0   10      0     10   0     0     1
                       09-15 3       65      65     0      0   0   0    0    0      0      0   0     5     6

GF    RECOV VEH         01-03   4        9     9      0         0   0   0    0   0    0   0    3    13    0
                        04-08   1        1     1      0         0   0   0    0   0    0   0    0     0    0
                        09-15   0        0     0      0         0   0   0    0   0    0   0    0     0    0

GL    PERS CARR         01-03 37         9     9      0         0   0    0   0    0   0   0    8    16    4
                        04-08 19         4    3       0         0   0   0    0   10   0   0    19    0    0
                        09-15 16        23    22      0         0   0   26   0    0   0   0    25   11    3

UIC SPT TOTALS          01-03 58        12    12      0         0   0   0    0   11   0    2    8   17    3
                        04-08 26         4     4      0         0   0    0   0   10   0   10   19    0    1
                        09-15 19        30    31      0         0   0   26   0    0   0    0   25    9    3




                                                          X-1
                                                       APPENDIX Y

                                    Shop Section Summary Report

The following is an example of a Shop Section Summary Report.




PREPARED 21 APR 95                                           SAMS-1 SHOP SECTION SUMMARY                         PCK AHM-006


    SUPPORT UNIT NAME SUPPORT          SHOP SECTION DODAAC
   J14DRA   A CO 52ND MAINT BN              B       WK4F33


WON SHOP PD UIC CUST     ITEM NOUN   NSN     QTY SERIAL NO                        BUMBER WO/DATE STA DATE PROJ WORK
DESCR EVAC WON
                  CUST NAME                                                                       STA DATE TIME
           DOCNO            NSN    UI DI REC CAN  NOUN                      SRCE SSC     DATE PART COST DIC DATE      REMARKS

B500003 W 02   WAZECA N911              2320010253733    1   346897                A26    95110    1 95111      WIRING
HARNESS
               A CI 60TH TRANS BN                                                                   A 95110 1332
                                                                                                    1 95111 1043
           51110014 2590-00-610-0374     EA   1   0     0    HARNESS, WIRI A        BM    95111    126.35 A01 95111

A500011 W 02   WAZECD M984A1WW          2320011957641    1   392611                 B1     95013   1 95013 ENG SMOKING
               D CO 60TH TRANS BN                                                                   A 95013 1010
                                                                                                      95013 1336
          50130014 3020-00-252-5637      EA   2    0     0    SPROCKET, WH A       PR     95110    636.00 A01 95013
          50130015 2930-00-064-5979      EA   1    0     0    RADIATOR, TR A       BG     95090    189.75 A01 95013

A500012 W 02 WBBAFB M936AIWW            2320012064078    1   5201963                B6    95013    1 95013 DIFF GRINDS
            CUST NOT ON UIC FILE                                                                   A 95013 1017
                                                                                                      95013 1336
          50130005 2520-00-678-3123      EA   1    0     0    DIFFERENTIAL H        BH    95085    374.00 A05 95013
          50130011 2920-00-642-7230      EA   1    0     0    ASSEMBLY, RD A        BC    95093    935.00 A01 95013

A500014 W 02 WCEZED M113A1             2350009686321     1   496132                B13    95110    1 95111    REAR RAMP W/N
LO
            CUST NOT ON UIC FILE                                                                   A 95110   1202
                                                                                                     95111   1043
          51100001 2520-00-678-3123       EA 1     0     0   DIFFERENTIAL    H     BK      95111    374.00    A05 95110
          51110019 2320-00-222-3333       KT 1     0     0   PARTS KIT       A     BX      95111     12.00    A01 95111

A500015 W 02 WCEZED M936A2WW            2320012300304    1    632948                B3     95110   1 95111 LEAKING HYD FLUI
          CUST NOT ON UIC FILE                                                                     A 95110 1206
                                                                                                    95111 1044
          51100002 2520-00-105-6996      EA   1    0     0   HOSE, HYBR       H     BK     95111     79.50 A05 95110
          51110010 2520-01-058-1161      EA   1    0     0   DRIVE, FINAL     A     BB    95111    748.00 A01 95111




                                                             Y-1
                                                APPENDIX Z

                                  Open Document Register

The following is an example of an Open Document Register.




PREPARED 28 SEP 00                                                       SAMS-1 OPEN DOCUMENT
REGISTER
                                      PCN AHN-008

UIC SUPPORT          UNIT NAME SUPPORT           DODAAC
  WM4DRA             659TH MAINT CO SHP OF       W801DW


                                                                     A

               SSA                                                   R     ** REQUEST FOR***
      **** QUANTITY ****      DIC            * STATUS *
DOCUMENT NO.     DSG RIC PART NSN                 UI PART NOUN       C     WON/LOC STIC SUPADR PD
    RQN     DI   CANC REC CD DATE            CD DATE ESD


W801DW00620003       A B7B   2910-01-157-4175     EA PARTS KI        X     A000009   W   W36QP5 02
      1     1          0      0 A0A 00062 BB     00065 00073
W801DW00620004       A B7B   2520-01-054-0803     EA PARTS, KIT      X               S   W36QP5 12
      5     3          0      0 A0A 00062 CS     00065 00068
W801DW00620005       A B7B   6240-00-019-0877     EA LAMP, MARKER    X               S   W36QP5 12
      3     3          0      0 A0A 00062 BM     00065 00000
W801DW00620006       A B7B   2805-00-857-2772     EA ENG, SUPPORT    X               S   W36QP5 12
     13     3          0     10 A0A 00062 BB     00069 00070
W801DW00620007       A B7B   2590-00-307-8856     EA SWITCH, ASSY    X               S   W36QP5 12
      2     2          0      0 A0A 00062 BB     00068 00072
W801DW00620008       A B7B   2930-00-678-3235     EA HOUSING, THER   X               S   W36QP5 12
      3     1          0      2 A0A 00062 BB     00069 00070
W801DW00620009       A B7B   5935-00-134-0373     EA CONNECTOR, RE   X               S   W36QP5 12
      4     4          0      0 A0A 00062 BB     00069 00070
W801DW00630001       A B7B   2520-01-058-4071     EA PART KIT        X     A000006   W   W36QP5 02
      1     1          0      0 AF1 00068
W801DW00630005       A B7B   2530-00-176-3349     EA ARM, IDLER      X               S   W36QP5 12
      5     2          0      0 A0A 00063 CS      00068 00072
W801DW00630005       A B7B   2530-01-060-7171     EA KIT, REPAIR     X               S   W36QP5 12
      3     2          0      1 A0A 00063 PR      00065 00000
W801DW00630008       A B7B   2930-00-678-1849     EA PUMP, WATER     X               S   W36QP5 12




                                                    Z-1
                                                       APPENDIX AA                                                      Formatted


                                              Exception Error Listing                                                   Formatted



 The following is an example of an Exception Error Listing.




   * PREPARE DD FORM 1348-6   **DD FORM 1348-6 HAS ALREADY BEEN PREPARED

   PREPARED 16 NOV 00                                   SAMS-1 ERROR EXCEPTION LISTING                    PCN AHN-016



UIC SUPPORT         UNIT NAME SUPPORT     DODAAC               SSA DSG
   WM4DRA           A CO 52ND MAINT BN    WK4F33                  8

DOCU NO   SUFX PRIME ID/NSN WON (WC/LOC) TASK WO ID/NSN SUFFIX DIC STIC QTY RO FC AD DMD RDD S ADR EIC PRJ C APC SSA
                                          COND CD DAY RECEIVED                                                   DSG




                                                    * * * * NEGATIVE REPORT * * * *




                                                              AA-1
                                                        APPENDIX BB

                                       Production/Backlog Status Report

The following is an example of a Production/Backlog Status Report.


 Prepared 08 Nov 00                         SAMS-1 PRODUCTION/BACKLOG STATUS                 PCN AHN-022

 START DATE 00200

 UIC SUPPORT          UNIT NAME SUPPORT
 WM4DRA               A CO, 52ND MAINT BN


 SHOP   BEG WO WO    WO       WO AWAIT AWAIT IN  AWAIT      FINAL AWAIT ***BACKLOG AGE***
 CD     BAL REC COMP EVAC DEF OH INSP  SHOP SHOP PART OTHER INSP PICKU P 0-30 31-60 61-90 90+

 A       2      2      2      0        0    2    0        0     0      2    0   0   0    2   0     0       0
 B       2      3      1      1        0    3    0        1     0      2    0   0   0    2   0     0       1
 E       2      2      0      2        0    2    0        0     0      2    0   0   0    2   0     0       0
 I       2      2      0      0        0    4    0        0     2      2    0   0   0    2   0     0       2
 T       2      3      1      0        0    4    1        0     0      3    0   0   0    2   0     0       2
 W       2      3      0      0        0    5    0        0     0      5    0   0   0    3   0     0       2


OVERALL TOTALS

         12    15      4      3        0    20    1       1      2     16   0   0   0   13    0    0       7


                                  ********* WO EVAC *********
                                  NMCM NMCS FMC DEPOT
                                     2       0    0       1




                                                                BB-1
                                                                             APPENDIX CC

                          Report 1 – Total Army RCT Performance by MACOM

       The following is an example of the Total Army RCT Performance by MACOM report as
       found on the CASCOM VM homepage at http://www.cascom.army.mil.




Total Army RCT by MACOM Report
(Report run on 2001-05-16)
Warehouse created 2001-05-16                 Class of Supply = 7
Exclude Status 'D'                           Period = April
Divide Days/Status By Total WON's            Year = 2001



MACOM                  #WOS             A             B              C         E       JK1             M            R     OTHER AVG DAYS PERCENTILES: 50TH     75TH     95TH
EUSA                    3,102          1.1           2.1            0.9      0.2        4.9           3.2          0.8       1.3     13.7               5.6     16.8     65.1
FORSCOM                13,999          4.8           2.6            2.4      0.2        5.3           2.1          1.1       1.7     19.0               7.8     22.9     68.9
NGB                     8,693         10.2           7.4           19.2      1.4       12.3           1.2          8.8       3.6     55.2              26.9     58.9    218.2
TRADOC                  3,029          4.1           4.8            4.5      0.4        8.4           0.5          0.7       1.4     24.0              15.1     27.1    118.9
USARC                     525          4.7           8.5           19.4      0.8        6.6           0.2          1.2       3.0     43.2              29.1     68.0    104.2
USAREUR 7A              4,613          3.2           3.6            2.1      0.2        4.7           6.9          3.9       1.6     22.3               7.8     21.8     85.0
USARPAC                 1,524          9.0           6.0            2.5      0.2        8.8           2.8          0.9       2.2     31.5              13.1     18.2    142.1
USARSO                    197          0.0           3.3            4.1      0.0        1.8           0.0          0.0       0.4      9.6               4.6     11.3     45.1
USASOC                    271          2.9           0.6            0.7      1.2        0.5           4.8          1.3       3.6     14.3               6.0     17.5     46.8
zUNKNOWN                   49          0.6          30.1           17.7      0.6       12.8           1.8          0.3       1.4     65.0              16.2     35.1    341.1
GRAND TOTAL            36,002          5.6           4.3            6.7      0.5        7.3           2.5          3.3       2.1     29.0              11.8     28.7    115.7
       TOTAL ARMY RCT PERFORMANCE BY MACOM                                                                               CLASS OF SUPPLY 7

       SEPTEMBER 2000 VM REPORTS                                                                                         AS OF 10/12/2000

                                                            AVERAGE DAYS IN STATUS                                       AVG RCT          PERCENTILES
         MACOM          #REPAIRS             A          B           C        E       JK1        M       OTHER             DAYS      50TH     75TH       95TH


Total Army RCT by MACOM Report
(Report run on 2001-06-20)
Warehouse created 2001-06-19                 Class of Supply = 9
Exclude Status 'D'                           Period = May
Divide Days/Status By Total WON's            Year = 2001



MACOM                  #WOS             A            B               C         E       JK1             M            R     OTHER AVG DAYS PERCENTILES: 50TH     75TH      95TH
EUSA                    1,487          5.2          4.3             1.1      0.1        3.4           3.9          1.5       1.3     19.3              10.5     24.7      55.7
FORSCOM                 8,825         12.0          4.8             4.3      0.1        4.0           2.4          1.6       1.3     28.9              15.0     37.8     103.2
NGB                     3,847          6.4          7.7            20.9      1.0       14.0           1.0          4.5       3.3     54.3              27.2     58.1     214.2
TRADOC                  3,463          3.5          6.3             6.1      0.3        4.5           0.3          0.6       1.1     22.0              12.8     26.9      84.1
USARC                     293          1.8          6.3             6.9      0.0        2.5           0.0          0.1       4.5     22.0              16.4     28.0      25.9
USAREUR 7A              2,961          7.3          8.2             1.8      0.1        6.9           0.9          1.7       1.1     26.2              11.2     29.1     112.8
USARPAC                   479          7.2          7.3             1.1      0.0        4.7           3.5          1.0       2.1     26.0              11.0     31.9      98.8
USARSO                     13          0.0          3.4             3.2      0.0       12.2           0.0          0.0       0.1     18.8               7.0     10.9     106.8
USASOC                     58          0.2          2.5             0.5      0.0        4.2           4.3          0.0       3.2     14.8               1.2     17.6      84.0
zUNKNOWN                    7          0.0        189.8            60.0      0.8       17.1           0.0          7.9       2.4    270.2              40.0    272.0   1,462.2
GRAND TOTAL            21,433          8.2          6.1             7.0      0.3        6.2           1.7          1.9       1.6     31.2              15.0     35.0     112.0
         NGB                   7156     11.3          7.8          30.1     4.9      69.1     114.4         13.9          65.4       26        68       291
         RESERVE TN              20      2.9          7.6          10.7     1.0      18.0       0.0          4.5          12.0        0         2       105
         RESERVES               322     13.6         13.2          47.6     2.7      20.6      30.6          3.6          64.1       55       104       145
         USAREUR               3087      3.6          7.5           5.6     1.6      24.5      28.6          5.9          21.2        6        21        84
         USARPAC               1435      3.8          8.0           6.4     2.4      33.6      49.7         10.4          35.6        6        24       104
         USFK                  1568      2.3          4.0           7.3     2.0      23.4      47.1          4.6          21.9        9        26        89
         TRADOC                2676     13.8          7.3           9.0     2.8      34.8      19.8          2.9          36.6       17        36       145
         FORSCOM               8510      6.7          6.1           7.9     2.5      25.0      28.6          3.5          19.7        7        25        76
         USARSO                 104      1.1          5.0           2.4     1.6      23.0       0.0          2.5           8.6        2         7        47
         SPC FORCES             317      1.3          2.0           6.7     1.1      20.1      29.4          3.5          13.3        6        14        38

         TOTAL               25195       8.0           7.1         17.4     3.6      37.3     42.5          7.1           36.2       12        34       156


          PREPARED BY LOGSA




                                                                                      CC-1
TOTAL ARMY RCT PERFORMANCE BY MACOM                                                             CLASS OF SUPPLY 9

 SEPTEMBER 2000 VM REPORTS                                                                      AS OF 10/12/2000

                                                         AVERAGE DAYS IN STATUS                        AVG RCT      PERCENTILES
MACOM        #REPAIRS        A          B          C          E     JK1       M         OTHER   DAYS             50TH   75TH    95TH

NGB             3219       9.4          6.7    35.7         2.7        67.9      86.1    9.4    61.1              27     63    232
RESERVES         206      11.3          7.0    11.6         0.0         9.2       1.0    2.5    22.0              15     28     55
USAREUR         2494      12.9         21.1    18.4        11.5        35.7      22.2    4.3    47.5              16     72    188
USARPAC          465       5.5         10.6    12.9         2.5        40.0      24.6    3.4    23.2               7     20     93
USFK            1098       2.7          9.9     6.2         1.5        42.3      43.3    6.5    32.8              23     44    101
TRADOC          1671      15.0          7.5     7.6         2.4        31.9      20.6    2.8    31.4              20     40     92
FORSCOM         4876      12.6         11.1     8.9         2.3        32.7      22.5    3.3    31.2              14     39    133
USARSO            14       1.0          5.9     2.8         0.0        41.8       0.0    1.5    22.6              14     35     72
SPC FORCES        17       1.0          5.4     1.3         1.0        20.0      27.4    7.6    21.5              17     28     74

TOTAL   14060   11.4 10.8 19.6   3.5   43.8 31.8   5.0    40.7    18    44 161




                                                                         Z-2
                                                       APPENDIX DD

        Report 2 – Total Army RCT Performance by Weapon System

The following is an example of the Total Army RCT Performance by Weapon System report
as found on the CASCOM VM homepage at http://www.cascom.army.mil.



AK RCT PERFORMANCE BY WEAPON SYSTEM                                                                 CLASS OF SUPPLY 7

 SEPTEMBER 2000 VM REPORTS                                                                    AS OF 10/12/2000


                                                      AVERAGE DAYS IN STATUS              AVG RCT          PERCENTILES
WEAPON SYSTEM          #REPAIRS    A       B      C         E     JK1        M    OTHER    DAYS        50TH   75TH   95TH

air-condition equip.        1      1.0    0.0   18.0       0.0     0.0     0.0      1.0    18.0         18     18    18
generator sets              4      1.0    0.0   36.0       0.0     0.0     0.0     17.0    36.0         36     58    59
pistol, caliber, 9mm        1      1.0   43.0    6.0      12.0     0.0     0.0     14.0    61.0         61     61    61
relay/transmission          1      1.0   34.0   98.0       0.0   423.0     0.0      2.0   554.0        554    554   554
rough terrain MHE           2      4.0   48.5   37.5       7.0   108.0     0.0     12.0   147.0        147    191   191
trailer, 5-ton              1      1.0    0.0   22.0       0.0     0.0     0.0      1.0    22.0         22     22    22
CUCV                        3      1.0    3.0   67.0       0.0     0.0     0.0    177.3   240.7         48    660   660
HMMWV                       1     14.0    0.0    0.0       0.0     0.0     0.0     19.0    14.0         14     14    14
M101-series                 1      1.0    0.0   32.0       0.0     0.0     0. 0     5.0    32.0         32     32    32
M16-series                  1      7.0    0.0   86.0      12.0     0.0     0.0     14.0   105.0        105    105   105
M60-series                  2      4.0   30.0   86.0      17.5     0.0     0.0    337.5   410.0        410    713   713
M939/M939A1/M939A2          1      1.0    0.0   21.0       0.0     0.0     0.0      2.0    21.0         21     21    21
2.5-ton vehicle, mul        1     19.0    0.0    0.0       0.0     0.0     0.0     14.0    19.0         19     19    19
5-ton gas vehicle           1     14.0    0.0    0.0       0.0     0.0     0.0      9.0    14.0         14     14    14

TOTAL                       21     4.0   34.5   46.4      13.2   265.5     0.0    65.7    135.2         48    105   660



AL RCT PERFORMANCE BY WEAPON SYSTEM                                                                 CLASS OF SUPPLY 7
SEPTEMBER 2000 VM REPORTS                                                                         AS OF 10/12/2000
                                                AVERAGE DAYS IN STATUS                    AVG RCT          PERCENTILES
WEAPON SYSTEM          #REPAIRS    A       B      C       E     JK1         M     OTHER     DAYS       50TH   75TH   95TH

aiming circle                2     1.0   30.0    0.0       0.0   110.0     0.0     40.0   121.0        121    188   188
air-condition equip.         8    10.0    0.0    0.0       0.0     0.0     0.0      2.0    10.0         10     10    10
asphalt/compaction           2     1.0    0.0    0.0       0.0     0.0     0.0    348.0   347.0        347    639   639
assault bridges             75    12.2   15.8   52.9       5.0   226.1     0.0      6.0   149.9         21    310   316
commo security              55     6.7    1.2   25.3       0.0     0.0     0.0      2.5     8.3         14     14    20
concrete paving              3     1.0    0.0    0.0       0.0     0 .0    0.0    404.3   403.3        362    565   565
cranes, 20-25 tons           1     1.0    0.0   27.0       0.0     0.0     0.0      3.0    28.0         28     28    28
elec. power equip.           1     1.0    1.0   41.0       7.0     0.0     0.0     52.0    77.0         77     77    77
food services                1     1.0    0.0    0.0       0.0     0.0     0.0    139.0   138.0        138    138   138
generator sets              14    12.1    1.3   45.7       0.0     1.0     0.0     54.5    74.0         22     70   325
image intensifier            5     1.0    1.0    0.0       0.0     0.0     0.0     14.6    13.0          7     22    22
loader, scoop                3     1.0    1.0   54.5       0.0     4.0     0.0     76.7   108.7         24    296   296
machine gun, 50 cal         23     2.5    7.8   39.7       5.8   142.7     0.0     30.2    65.0         47     95   246
major items shop             1    13.0    0.0    5.0       0.0    92.0     0.0      4.0   110.0        110    110   110
night vision goggles         2     1.0    2.0    0.0       0.0     0.0     0.0     33.0    32.0         32     43    43
non-tactical vehicle         1     1.0    2.0    7.0       0.0     0.0     0.0      2.0     9.0          9      9     9
periscope                    2     6.0    0.0    0.0       0.0     0.0     0.0      2.0     6.0          6      6     6
pistol, caliber, 9mm         8     1.0   13.0   59.3       7.0     0.0     0.0     35.9    76.0         92     95    97
port spt/watercraft          1    11.0    0.0    0.0       0.0     0.0     0.0      1.0    11.0         11     11    11
radiac detection             3    12.0    0.0    0.0       0.0     0.0     0.0      1.0    12.0          7     22    22
refrigerators                1     1.0    6.0    0.0       0.0     0.0     0.0      2.0     6.0          6      6     6




                                                                 DD-1
                                                 APPENDIX EE

                  Report 3 – MACOM Performance by Installation

The following is an example of the MACOM Performance by Installation report as found on
the CASCOM VM homepage at http://www.cascom.army.mil.




TRADOC RCT PERFORMANCE BY INSTALLATION                                            CLASS OF SUPPLY 7

SEPTEMBER 2000 RCT REPORTS                                                        AS OF 10/12/2000




                                        AVERAGE DAYS IN STATUS                   AVG RCT       PERCENTILES
INSTALLATION   #REPAIRS     A      B       C       E     JK1        M    OTHER    DAYS     50TH   75TH   95TH

BENNING - DOL     350     16.9    6.9    11.2     5.3    86.2     21.7    1.9     60.0     22     52    307
BLISS - DOL        86     29.9   24.1    23.4     8.1    71.7     33.0   10.2    175.2     39     97    932
EUSTIS - DOL      317     11.8    5.0     2.3     0.0    14.2      0.0    1.0     17.9     14     21     56
GORDON - DOL      295     15.0    6.6    10.4     0.0    20.0    144.0    4.4     36.5     23     48    120
HUACHUCA-TRADOC   110     21.5    9.4    36.1     0.0    33.6     10.3    1.6     55.1     17     65    245
JACKSON - DOL     153     15.1   23.5    46.0     0.0    72.4      0.0    1.6     44.1     25     37    197
KNOX - DOL        430     11.5    5.3     6.1     0.0    10.5     17.0    2.6     18.0     13     22     52
LEE - DOL          85     26.9    7.1     7.3     2.2    24.6      1.0    3.4     49.3     24     75    160
LEONARDWOOD DOL   392      8.6    5.4     5.3     2.2    15.3     15.0    3.3     20.4     12     27     64
RUCKER - DOL      178     10.0    4.6     3.6     1.8     7.6      1.0    2.1     15.1      7     25     75
SILL - DOL        280     11.8    6.6     8.4     1.8    26.4      0.0    4.1     35.4     18     50    121




                                                         EE-1
TOTAL              2676     13.8    7.3    9.0     2.8    34.8     19.8    2.9      36.6     17     36    145




FORSCOM RCT PERFORMANCE BY INSTALLATION                                             CLASS OF SUPPLY 7

SEPTEMBER 2000 RCT REPORTS                                                          AS OF 10/12/2000
                                          AVERAGE DAYS IN STATUS                  AVG RCT      PERCENTILES
INSTALLATION     #REPAIRS     A      B      C       E     JK1        M    OTHER     DAYS    50TH   75TH    95TH

BENNING              42      2.8   12.5   29.3    1.3    45.7       0.0   14.4     62.2      16     37    462
BLISS                44      3.9    5.6   10.3    4.8    23.8      13.8    6.2     23.4      18     36     70
BRAGG              1327      2.7    6.5    4.4    1.3    31.3      27.5    5.3     17.8       6     18     73
BRAGG - DOL         171     10.7    9.3    8.0    0.0     9.4       8.0    2.1     21.6      14     22     85
CAMPBELL             33      1.8    3.3    6.5    1.0    21.3      21.5    2.0     12.1       2     12     48
CAMPBELL - DOL       83      5.1    7.1    2.0    0.0     6.8       1.8    2.1     12.8      11     16     28
CARSON              274      4.5    6.7    3.9    3.7    27.1      19.9    4.5     20.7       9     27     91
CARSON - DOL          1     47.0   63.0    0.0    0.0     0.0       0.0    1.0    109.0     109    109    109
DRUM                445      2.6    6.9    5.2    1.2    21.9      22.5    5.6     15.1       6     16     44
DRUM - DOL          186     20.4   28.6   19.3   12.0    29.1       0.0    2.2     37.5      16     35    145
EUSTIS               61      1.2    8.1    6.5    1.6     8.6      52.6    2.9     17.3       7     17     55
HOOD               1021      2.9    5.3    5.5    2.1    19.0      15.6    3.2     13.4       7     18     48
HOOD - DOL AV         6      4.8    6.7    3.0    1.7    14.5       0.0    6.0     20.8      15     33     44
HUACHUCA              9      1.6    1.0   10.8    0.0     0.0       0.0    2.9     12.2      11     11     25
IRWIN               476      1.5    5.3    5.0    4.0    18.2      28.3    2.9     12.8       1     15     58
JAPAN-SIGNAL          3     19.7    1.0    0.0    0.0     0.0       0.0    2.3     19.7      25     32     32
KOREA-FORSCOM        28      3.4    2.0    5.0    0.0    51.0       0.0    4.6      9.5       0     10     48
KUWAIT              452      1.2    1.7    6.0    2.3     7.9       4.8    3.1      6.0       4      9     18
LEWIS               647      2.8    3.1    6.0    1.0    24.8      41.1    5.1     20.6       9     27     69
LEWIS - DOL         411     12.4    9.9   12.7    3.2    16.4      53.3    2.1     32.1      24     36    108
MANNHEIM             23      3.9    7.5    0.0    0.0     0.0       0.0    1.5      6.7       4      5     35
POLK                 69      2.9    2.5    8.3    1.0    32.7      34.3    5.7     19.1       3     24     92
POLK - DOL         1272     20.2   64.6   12.8    0.0    34.1      76.2    1.2     30.6      22     32    103
RILEY               492      2.9    3.8   15.3    6.8    19.2      23.6    2.8     12.0       6     12     58
RILEY - DOL         302      8.7    8.2    8.6    1.0    29.8       0.0    4.2     19.1       8     22     56
SILL                341      3.1    4.1    7.9    2.6    28.9      48.7    2.5     18.3       6     18     98
STEWART             127      4.2    4.9    4.3    1.0    29.3      62.7    3.9     14.3       6     14     70
STEWART - DOL       164     11.3   13.4   32.2    3.6    28.2       8.5    1.8     33.4      10     37    127

TOTAL              8510      6.7    6.1    7.9     2.5    25.0     28.6    3.5      19.7      7     25     76




                                                           Z-2
                                                       APPENDIX FF

                Report 4 – MACOM Performance by Weapon System

The following is an example of the MACOM Performance by Weapon System report as
found on the CASCOM VM homepage at http://www.cascom.army.mil.


USARPAC RCT PERFORMANCE BY WEAPON SYSTEM                                                           CLASS OF SUPPLY 7




SEPTEMBER 2000 VM REPORTS                                                                          AS OF 10/12/2000
                                                AVERAGE DAYS IN STATUS                    AVG RCT         PERCENTILES
WEAPON SYSTEM          #REPAIRS    A      B       C       E     JK1         M     OTHER     DAY S      50TH    75TH   95TH

aiming circle               5      1.4   13.3    3.0     4.0    11.0      45.5      2.2     33.0        43    44      50
air-condition equip.        6      1.3    3.8    7.0     1.3    33.3       0.0      3.7     30.3        23    38      81
asphalt/compaction          3      1.0    1.0   71.0     3.0   420.0       0 .0   371.7    535.7       579   950     950
atmospheric/meteorol        1      1.0    1.0    0.0     0.0     0.0       0.0      2.0      0.0         0     0       0
avionics id equip.          1      1.0    1.0    0.0     1.0     0.0       0.0      2.0      0.0         0     0       0
bulk POL distribut          2      1.0    5.0    0.0     0.0     0.0       0.0      2.0      3.0         3     6       6
chronograph                 1     14.0   38.0    0.0     0.0     8.0       0.0      9.0     66.0        66    66      66
commo security              6      3.2    1.3    4.0     1.0     0.0      56.0      2.3     13.8         6     7      57
compressors/support         3      3.0    1.3    2.5     1.3    51.0       0.0    194.7    215.7        63   578     578
concrete paving             1      1.0    1.0    0.0     1.0     0.0       0.0    579.0    577.0       577   577     577
countermine equip.          2     14.0    0.0    0.0     1.0     0.0       6.0      3.0     17.5        18    29      29
crane-related constr        3      1.0    0.0    0.0     1.0     0.0      11.0      3.0     11.0        11    11      11
cranes, wheel               2      1.0    0.0    0.0     0.0     0.0       0.0      3.0      0.5         1     1       1
cranes, 20-25 tons          4      1.5   12.3    3.0     3.8     0.0      82.0      2.8    378.5        40   740    1429
detection devices          62      1.3   18.9    0.0     1.0   103.5      97.0      4.2     67.0         0     0      68
diesel engine MHE          40      1.5    3.7    3.2     2.0    12.0       0.0      1.6      8.0         4    10      31
dolly sets/trailer          2      1.0    0.0    0.0     1.0     0.0      47.0      1.0     47.0        47    47      47
elec. power equip.          1      3.0    1.0    9.0     1.0     0.0       0.0      4.0     14.0        14    14      14
electric MHE                1      1.0    8.0    3.0     1.0    18.0       0.0      2.0     30.0        30    30      30
excavation equipment       13      2.5    6.7    3.5     1.1   130.0      12.3     48.8     68.6        13    21     577
food services               1     62.0    0.0    0.0     0.0     0.0       0.0      2.0     62.0        62    62      62
gasoline engine MHE         5      3.0    2.3    7.7     2.0    25.0       0.0      7.0     49.6        30    69     141
generator sets             22      2.1    7.7    5.0     3.2    27.6     156.0      4.4     33.0        14    28      78
ground laser locator        2      1.0    7.0    0.0     0.0    82.0       0.0      1.0     86.5        87   142     142
image intensifier          35      1.2    1.3   12.0     0.0    25.0       0.0      5.5      2.4         1     1       6
infrared systems            8      1.0    1.0    0.0     0.0     0.0       0.0      2.0      0.0         0     0       0
light sets                  1      1.0    0.0    1.0     0.0     0.0       0.0      5.0      1.0         1     1       1
loader, scoop               6      5.7    4.0    0.0     1.3    73.0       0.0     98.3    140.5        54   146     579
machine gun, 50 cal        11      3.8    1.2   63.3     1.0    32.3       0.0      2.7     60.4        14   137     239
maintenance facility        1      1.0    1.0    0.0     1.0     0. 0      0.0      2.0      0.0         0     0       0
major items shop            1      7.0    0.0    0.0     0.0     0.0       0.0      2.0      7.0         7     7       7
manual switching            2      6.0    1.0    4.0     0.0     0.0       0.0      2.0      8.0         8    10      10
mortar, M224                6      1.0    1.0    0.0     0.0     0.0       0.0      2.0      0.0         0     0       0
mortar, XM252               6      2.7   25.0    0.0     1.0     0.0       9.0      1.8     18.0        13    39      39
night vision goggles      211      4.2    2.9    6.5     3.0    29.0      68.4      6.8     19.5         4    29      88
non-tactical vehicle      182      2.5    3.7    2.1     1.4     7.8      16.7      2.7     11.2         6    15      44
other avionics              8      2.0    0.0    0.0     0.0     0.0       0.0     17.0     17.5        18    35      35
pistol, caliber, 9mm       13      7.5    1.0   18.0     3.7    19.8       0.0      2.5     20.6        15    31      67
radiac detection            2      3.0    1.0    0.0     0.0     0.0       0.0      6.0      3.0         3     3       3
refrigerators               4      1.0    7.3    1.0     0.0     0.0       0.0      3.5      7.5         7     9      11
rifle, M27-series           1     83.0    0.0    1.0     0.0     0.0       0.0     11.0     93.0        93    93      93
road graders                6      3.5    5.0   10.5     1.8   112.0       0.0    194.0    253.3       148   577     578
rough terrain MHE           2      4.0    1.0    1.0     1.0    12.0      24.0      2.0     21.5        22    31      31
scrapers                    7     25.4    5.3   25.5     3.8    31.0       0.0    167.3    211.7        59   579     579




                                                               FF-1
Z-2
                                                 APPENDIX GG

                     Report 5 – Installation Performance by UIC

The following is an example of the Installation Performance by UIC report as found on the
CASCOM VM homepage at http://www.cascom.army.mil.


BRAGG RCT PERFORMANCE BY UIC                                                   CLASS OF SUPPLY 7

AUGUST 2000 VM REPORT(S)                                                         AS OF 09/11/2000

                                   AVERAGE DAYS IN STATUS                   AVG RCT             PERCENTILES
UIC      #REPAIRS    A      B       C       E     JK1         M    OTHER     DAYS        50TH      75TH   95TH

WAA9T0       35     1.0     2.5    4.1     1.0     7.8      24.0     2.3     12.8         3         5     55
WA4PAA       17     1.5     4.5    1.5     1.0    13.3      17.0     5.6      8.8         4        17     29
WA4RAA       10     1.2     4.7   40.3     1.0     4.7       5.0     6.9     57.6        68        97    108
WA77AA       10     1.0     1.1    1.0     1.0   141.0      22.1     6.3     36.6        12        18    145
WB1BAA      188     3.0     2.7    6.3     1.0    93.5       9.0     7.7     19.1         4         7    138
WC5FAA       32     3.0    18.0   10.0     3.5    39.3       0.0     2.6     29.5        10        33    162
WDFJAA      143     1.0    13.3    0.0     1.0    28.7      24.7     4.2     18.1        14        22     50
WDGYAA       20     1.8     2.2   10.1     0.0    25.6       0.0     2.5     14.3        13        24     32
WDLK01       29     1.0    23.8   18.7     0.0     9.0       0.0     2.5     26.0        19        35     90
WEQZAA       57     3.2     6.0    3.5     1.0    21.8      13.6     5.9     11.5         3        12     40
WE23AA      305     4.5     2.8    7.3     1.5    19.2      20.1     3.9     14.7         6        19     61
WE23A0       24     1.3     4.7    4.0     1.0    14.1      21.0     2.1     14.1        15        21     36
WG6CB0      134     1.5     1.0    1.6     1.0     3.9      70.0     1.9      3.0         0         1     12
WHGBAA      441     1.3     7.7    4.0     1.1    16.5      12.9     3.4      6.8         0         3     36
WH20D0        2     5.0    14.5   16.0     0.0     0.0       0.0     2.0     42.0        42        80     80
WH8FAA        2     1.0     1.0    0.0     1.0     0.0       0.0     2.0      0.0         0         0      0
WH9PB0      181     2.0     4.1    7.0     2.3    40.4      75.7     3.5     25.8         4        33    134
WJBQAA       16     7.4     2.0    6.3     1.0     2.7      13.8     4.6     21.3        10        28    113
W1T0AD       16     1.4     1.7   14.5     0.0    33.8       0.0     1.6      7.0         0         5     29
TOTAL      1646     2.3     6.0    6.8     1.4    28.2      26.4     4.0     14.4         3        14     74




 BRAGG - DOL RCT PERFORMANCE BY UIC                                                 CLASS OF SUPPLY 7

 AUGUST 2000 VM REPORT(S)                                                            AS OF 09/11/2000

                                  AVERAGE DAYS IN STATUS                   AVG RCT          PERCENTILES
UIC      #REPAIRS    A      B       C       E     JK1        M     OTHER     DAYS        50TH   75TH    95TH

W0U38H      338     14.7   10.1   26.2     0.0    70.5      10.2     3.3     50.3         13       25    342

TOTAL       338     14.7   10.1   26.2     0.0    70.5      10.2     3.3     50.3         13       25    342




 BRAGG-SPEC OPS RCT PERFORMANCE BY UIC                                              CLASS OF SUPPLY 7

 AUGUST 2000 VM REPORT(S)                                                            AS OF 09/11/2000

                                  AVERAGE DAYS IN STATUS                   AVG RCT           PERCENTILES
UIC      #REPAIRS    A      B       C       E     JK1         M    OTHER     DAYS        50TH   75TH   95TH

WDMZA0       52     1.8    1.3     2.7     1.0    10.3      16.7    2.4       7.6          2       13     28
WDMZB0       30     1.0    2.9     2.1     1.0     4.3       6.6    3.1       3.9          0       10     14
WDSLAA       42     1.0    1.2     1.1     1.0    12.0      14.0    2.0       1.2          0        1      6
WDSMAA        1     1.0    1.0     0.0     0.0     0.0       0.0    2.0       0.0          0        0      0
WDSPAA       34     1.0    2.9     7.8     3.7    14.7      22.3    7.9      25.7         27       36     64
WDSZT0        2     1.0    0.0     1.0     1.0     0.0       0.0    2.5       0.5          1        1      1
WHQLAA       12     3.2    2.8     4.3     1.0     0.0      18.3    8.2      12.3          4       28     43
WHXJAA       26     1.0    6.3     2.3     1.0   143.0      21.5    4.5      22.7         15       23    144
WH04AA        2     3.0    1.5     0.0     1.0     0.0      28.5    7.5      35.0         35       56     56
WH05AA        6     1.0    0.0    12.7     1.0     0.0      15.7    9.7      28.3         24       24     51
WH06AA        4     1.0    0.0     2.0     1.0     0.0      15.0    9.8      17.5         17       19     21

TOTAL       246     1.3    2.8     3.9     1.3    21.9      15.9     4.3     12.6          5       18     43




                                                         GG-1
                                                          APPENDIX HH

           Report 6 – Installation Performance by Weapon System

The following is an example of the Installation Performance by Weapon System report as
found on the CASCOM VM homepage at http://www.cascom.army.mil.



RILEY RCT PERFORMANCE BY WEAPON SYSTEM                                                                CLASS OF SUPPLY 7

SEPTEMBER 2000 VM REPORTS                                                                              AS OF 10/12/2000
                                                  AVERAGE DAYS IN STATUS                     AVG RCT         PERCENTILES
WEAPON SYSTEM          #REPAIRS     A       B       C       E     JK1          M     OTHER     DAYS       50TH   75TH    95TH

bridge armored vehic         3     1.0     3.3     7.0      9.3     15.0      7.0     4.3      31.3        25     46     46
commo security               1     1.0     0.0     0.0     15.0      0.0      1.0     4.0      16.0        16     16     16
cranes, 20-25 tons           2     5.0     1.0     0.0      0.0      5.0      0.0     2.0       7.5         8     15     15
detection devices            2     6.0     1.0     0.0      0.0      0.0      0.0     3.0       6.0         6      6       6
elec. power equip.           1     3.0     0.0     0.0      0.0     45.0      0.0     3.0      48.0        48     48     48
excavation equipment         2     1.0     4.5     0.0      0.0     17.0      0.0     5.5      24.5        25     35     35
generator sets               6     2.8    12.0     9.0      0.0     19.2      0.0     2.3      25.2        26     34      44
infrared systems             7     1.0     0.0     0.0      1.0      0.0     35.7     2.0      36.7        35     40     42
machine gun, 50 cal         16     1.1     1.0    32.5      0.0     25.0      0.0     2.0      16.0         0     41      58
night vision goggles        30     1.6     1.0    14.5      0.0      3.0      0.0     4.4       3.0         0      2     28
pistol, caliber, 9mm        39     3.6     1.0    52.5      0.0     37.0      0.0     2.0      17.7        11     58      58
rough terrain MHE            1     1.0     0.0     0.0      0.0     20.0      0.0     2.0      20.0        20     20     20
telephones                   1     1.0     0.0    40.0      0.0     15.0      0.0     2.0      55.0        55     55      55
tools/shop sets              1     1.0    23.0    12.0      0.0      0.0      0.0     2.0      34.0        34     34     34
tractor, full-track          1    10.0     6.0     0.0      0.0     15.0      0.0     3.0      31.0        31     31      31
trailer, bolster             8     1.6     1.0     0.0      8.0      0.0      1.0     5.6      11.4        12     12     12
ACE, M9                      2     1.0     7.5    13.0      7.0     13.5      1.0     2.0      34.0        34     40      40
AN/UXC-7                     2     2.0     4.0    22.0      0.0     13.0      0.0     2.0      41.0        41     41     41
Dragon                      14     5.6     0.0     1 .0     0.0     90.0      0.0     2.8      12.1         6       6     92
FAASV, G801, XM922           2     1.0    21.0     0.0      2.0      3.0      1.0     8.0      20.0        20     27     27
FISTV, XM981                 1     1.0     0.0      0.0     0.0       0.0     0.0     2.0        0.0        0       0      0
FM radio equipment           1    20.0     1.0     0.0      0.0      0.0      0.0     9.0      20.0        20     20     20
GPS                          8     1.0     1.0     0.0      0.0      0.0      0.0     2.0       0.0         0       0      0
HEMTT                        2     5.0     1.0     0.0      1.0      0.0     57.5     2.5      62.5        63     97     97
HMMWV                       27     2.2     5.1     5.2      4.4     12.5     10.5     2.7      18.6        18     26     37
Mark 19                      5     2.6     1.0    14.0      0.0     37.0      0.0     8.2      28.4         0     26    116
MSE                          1     7.0     0.0     0.0      0.0      0.0      0.0     2.0       7.0         7      7       7
M1/M1IP                     29     2.3     1.8     3.7     10.5     10.8      1.0     2.6       5.2         0      7     28
M105/M103/M310series         3     9.0     0.0     0.0      5.0      0.0      6.3     3.3      20.0        23     23     23
M107/M149-series             1     1.0     0.0     0.0     14.0      0.0      1.0     3.0      15.0        15     15     15
M113A1/A2                    8     1.8     8.8     2.0      7.9      9.4     27.0     6.1      28.6        30     33     47
M16-series                 188     3.2     1.0     1.5      1.0     18.3      6.0     2.0       2.9         0      7       7
M2/M3                        9     1.3     1.0     0.0      1.0      7.0      0.0     2.0       1.4         0      1     11
M203                         2     1.0     1.0     0.0      1.0      0.0     84.0     2.0      42.5        43     85      85
M240                         9     1.0     7.8    50.0      0.0      4.5      0.0     2.0       9.6         0      0     58
M51/M74/M88                  3     1.0     1.0    13.0      0.0     18.0      0.0     2.0      16 .3       24     25      25
M548                         1     1.0     0.0     0.0      9.0      0.0      0.0     9.0      15.0        15     15     15
M577                         3     1.0    13.5    12.0      6.0      3.7      0.0     1. 7     19.0        21     34      34
M60-series                   9     5.4     0.0     0.0      0.0      0.0      0.0     2.0       4.9         0     11     11
M939/M939A1/M939A2          14     2.3     9.3    18.2     19.7     22.3      1.0     3.1      32.4        32     34    107
PADS                         1     1.0     0.0     0.0      1.0      0.0    277.0     3.0     277.0       277    277    277
SINCGARS, ground             3     9.3    12.0     0.0      1.0       0.0    34.0     2.3      24.7        21     41      41
TOW2 missile                 1     5.0     1.0     0.0      0.0      0.0      0.0    11.0       5.0         5      5       5
TOW2 IFV/TOW2 CFV            1     1.0     0.0    12.0      0.0     24.0      0.0     2.0      36.0        36     36      36
 XM-249                      12     4.9     5.5   101.0      0.0     62.0      0.0     6.5      30.1         6     11    253
XM106                        1     1.0     2.0      1.0    13.0     22.0      0.0     2.0      38.0        38     38      38
2.5-ton vehicle, mul         7     2.4    12.8     6.0      3.3      2.7     29.5     6.3      30.7        25     38     86
5-ton diesel vehicle         1     6.0     2.0     1.0      0.0     20.0      0.0     6.0      29.0        29     29      29

TOTAL                      492     2.9     3.8    15.3      6.8     19.2     23.6      2.8     12.0         6     12     58




                                                                   HH-1
                                                          APPENDIX II

                   Report 7 – Weapon System Performance by UIC

The following is an example of the Weapon System Performance by UIC report as found on
the CASCOM VM homepage at http://www.cascom.army.mil.



cranes, wheel RCT PERFORMANCE BY UIC                                                            CLASS OF SUPPLY 7

SEPTEMBER 2000 VM REPORTS                                                                         AS OF 10/12/2000
                                                   AVERAGE DAYS IN STATUS                    AVG RCT      PERCENTILES
UIC      INSTALLATION     #REPAIRS    A      B       C       E     JK1         M     OTHER     DAYS    50TH   75TH   95TH

WB0H03    USAREUR               1    16.0   28.0    0.0    0.0      0.0       0.0     7.0      44.0      44     44     44
WB29AA    IRWIN                 1     1.0    0.0    0.0    0.0      0.0       0.0     1.0       0.0       0      0      0
WB41AA    KUWAIT                1     1.0    1.0    0.0    0.0      0.0       0.0     3.0       0.0       0      0      0
WEV8A1    ALASKA                1     1.0    0.0    0.0    0.0      0.0       0.0     4.0       1.0       1      1      1
WHGBAA    BRAGG                 1     1.0    0.0    0.0    0.0     16.0       0.0     2.0      17.0      17     17     17
WJGSB0    KOREA                 1    15.0    1.0    0.0    0.0      0.0       0.0     2.0      15.0      15     15     15
WPPB99    IN                    1     1.0   63.0    0.0    0.0      0.0       0.0     2.0      63.0      63     63     63
WQC099    MO                    1     1.0    1.0    0.0    0.0      0.0       0.0     1.0       1.0       1      1      1
WVBTB0    SC                    1     1.0    1.0    0.0    0.0      0.0       0.0     1.0       1.0       1      1      1
WVML99    TX                    1     1.0    1.0    2.0    1.0      0.0       0.0     3.0       4.0       4      4      4
W0C3AA    KOREA                 1     0.0    0.0    0.0    0.0      0.0       0.0     0.0       9.0       9      9      9
W0UV4P    EUSTIS - DOL         10     5.2    7.1    2.2    0.0     13.5       0.0     1.0      14.5       9     21     40
W0U218    BENNING - DOL         1     8.0    1.0    1.0    8.0     14. 0      0.0     2.0      22.0      22     22     22
W0U38H    BRAGG - DOL           1     8.0    0.0    1.0    0.0      0.0       0.0     2.0       8.0       8      8      8
W0U610    JACKSON - DOL         1    63.0   56.0    0.0    0.0      0.0       0.0     2.0     119.0     119    119    119
W0VA06    STEWART - DOL         1     5.0    0.0    0.0    0.0      0.0       0.0     2.0       5.0       5      5      5
W0VF09    POLK - DOL            1     3.0    0.0    0.0    0.0      0.0       0.0     1.0       3.0       3      3      3
W0VM29    RILEY - DOL           1     1.0    0.0    0.0    0.0      0.0       0.0     1.0       1.0       1      1      1
W0XQ4N    DRUM - DOL            4     6.5    0.0    0.0    0.0     17.0       0.0     1.0      10.5       9     18     24
W4UJ1A    ALASKA - DOL          1     1.0    0.0    0.0    0.0      0.0       0.0     2.0       0.0       0      0      0

TOTAL                         32     6.6    12.4    2.0    4.5     14.8       0.0     1.7     15.6       8     19     63




 cranes, 20-25 tons RCT PERFORMANCE BY UIC                                                      CLASS OF SUPPLY 7

 SEPTEMBER 2000 VM REPORTS                                                                        AS OF 10/12/2000
                                                   AVERAGE DAYS IN STATUS                    AVG RCT       PERCENTILES
UIC      INSTALLATION     #REPAIRS    A      B      C       E     JK1          M     OTHER    DAYS     50TH   75TH   95TH

WBAJAA    USAREUR               1    29.0    6.0    1.0     0.0     0.0       0.0      2.0     35.0      35     35     35
WBB1AA    RILEY                 2     5.0    1.0    0.0     0.0     5.0       0.0      2.0      7.5       8     15     15
WBJ2AA    KOREA                 1     1.0    1.0    0.0     0.0    83.0       0.0      2.0     84.0      84     84     84
WDCA99    JAPAN                 2     1.0    3.5    1.0     1.0     0.0      22 .0     3.5     17.5      18     30     30
WDCT99    KOREA                 2     1.0    2.0    0.0     0.0    32.0       0.0      2.0     16.5      17     33     33
WDW9AA    HOOD                  1     3.0    9.0    0.0     1.0     0.0      27.0      2.0     38.0      38     38     38
WD75AW    DRUM                  1     1.0    0.0    0.0     0.0     0.0       0.0      5.0      1.0       1      1      1
WERGAA    JAPAN                 1     3.0   30.0    5.0    12.0     0.0       0.0      2.0     50.0      50     50     50
WQCR99    ME                    1     7.0    1.0    0.0     0.0     0.0       0.0      9.0      7.0       7      7      7
WQDU99    AL                    1     1.0    0.0   27.0     0.0     0.0       0.0      3.0     28.0      28     28     28
WQPT99    LA                    1     2.0   14.0   88.0     1.0    21.0       0.0      7.0    126.0     126    126    126
WVA999    NC                    1     1.0    0.0    0.0     0.0     0.0       0.0     69.0     68.0      68     68     68
W0VA06    STEWART - DOL         1     6.0    0.0    0.0     0.0     0.0       0.0      2.0      6.0       6      6      6
W0VL14    LEONARDWOOD DOL       3    10.0    6.3   11.0     1.3    12.0       0.0      2.7     38.3      34     47     47
W0XQ4N    DRUM - DOL            2     3.0    1.0    0.0     0.0     0.0       0.0      1.5      0.0       0      0      0
W1EK02    USAREUR               1     1.0    1.0    2.0     1.0     0.0       0.0      2.0     43.0      43     43     43
W3XQAE    HAWAII-RESERVE        1     1.0    0.0    0.0     1.0     0.0     142.0      2.0   1429.0    1429   1429   1429
W495AA    PUERTO RICO           1     1.0    4.0    0.0     0.0     0.0       0.0      1.0      5.0       5      5      5
W8A835    OK                    1     1.0    5.0    1.0     0.0     1.0       0.0      2.0      5.0       5      5      5

TOTAL                         25     4.3     5.7   15.8    2.2     22.3      63.7     5.4     84.9      30     43     126




                                                                  II-1
                                                         APPENDIX JJ

                        Report 8 – Total Army Performance by NSN

The following is an example of the Total Army Performance by NSN report as found on the
CASCOM VM homepage at http://www.cascom.army.mil.




TOTAL ARMY RCT PERFORMANCE BY NSN                                                                         CLASS OF SUPPLY 7

 SEPTEMBER 2000 VM REPORTS                                                                                 AS OF 10/12/2000
                                                                 AVERAGE DAYS IN STATUS                    AVG RCT       PERCENTILES
NSN                  PART NOMEN        #REPAIRS    A       B         C      E    JK1        M     OTHER     DAYS     50TH   75TH   95TH

1005000739421   RIFLE 5.56 MILLIMETE      382      8.0    4.0      24.0    4.0     33.0     0.0   10.0      33.4      20    32    161
1005003229715   MACHINE GUN CALIBER       363      8.0    6.0      19.0    3.0     52.0     8.0    8.0      49.5      22    55    194
1005003229716   MOUNT TRIPOD MACHINE       25      6.0    5.0      22.0    4.0     52.0     0.0   16.0      49.6      29    43    251
1005005323025   PSTL 22 S-W MDL 41          1      1.0    4.0     125.0    0.0      6.0     0.0   13.0     135.0     135   135    135
1005005750073   RIFLE-SHOTGUN SURVIV        1     23.0    0.0       0.0    0.0      0.0     0.0    1.0      23.0      23    23     23
1005005891271   RIFLE 7.62 MILLIMETE        7      4.0    3.0      29.0    0.0     26.0     0.0    3.0      37.7      34    34    135
1005006057710   MACHINE GUN 7.62 MIL      331      9.0    6.0      25.0    3.0     24.0    48.0   12.0      58.2      20    57    173
1005006068412   MG 50 M2 TT M13 CUPO        1      1.0    8.0       0.0    0.0      0.0     0.0    1.0       8.0       8     8       8
1005006707675   CARBINE CALIBER .30:        3      1.0    4.0       1.0    0.0      3.0     0.0   27.0      30.0      32    32      32
1005006721771   SUBMACHINE GUN CALIB        8      1.0   16.0      68.0    6.0      0.0     0.0   12.0      21.0      12    25     95
1005006733246   MOUNT MACHINE GUN: A        1      1.0    1.0       2.0    0.0    251.0     0.0    1.0     253.0     253   253    253
1005006902790   MACHINE GUN CALIBER         1      1.0    0.0       0.0    0.0      0 .0    0.0    1.0     275.0     275   275    275
1005006944123   RIFLE 22 RMGTN M40X1        1     47.0   63.0       0.0    0.0      0.0     0.0    1.0     109.0     109   109    109
1005007105599   MOUNT TRIPOD MACHINE       36      5.0    2.0      14.0    4.0     61.0     0.0   16.0      29.6      19    36     92
1005007265636   MG CAL .50 FLEX M2          2      8.0    0.0       0.0    0.0      0.0     0.0    4.0       7.0       7    14      14
1005007265655   PISTOL CALIBER .45 A        2      3.0    1. 0     92.0    1.0      0.0     0.0    8.0      48.5      49    93     93
1005008566885   RIFLE 5.56 MILLIMETE        4      1.0    6.0       1.0    1.0     11.0     0.0    4.0       3.8       1     7      13
1005009093002   MACHINE GUN 7.62 MIL       27      8.0    2.0      12.0    3.0     54.0    17.0    6.0      34.2      21    42    160
1005009215483   SHOTGUN 12 GAUGE RIO        3     20.0    2.0       0.0    0.0      0.0     0.0    2.0      21.0       9    54      54
1005009573893   MACHINE GUN CALIBER        69     14.0    6.0      13.0    2.0     61.0     0.0    9.0      45.4      32    44    163
1005010258095   MACHINE GUN 7.62 MIL       85      4.0    7.0      17.0    3.0     39.0     0.0    4.0      36.5      22    36      95
1005010811400   RIFLE DUMMY DRILL: C        2     26.0    0.0       1.0    0.0      0.0     0.0    1.0      25.5      26    33     33
1005010814582   SUBMACHINE GUN 5.56        16      1.0    1.0       8.0    0.0      0.0     0.0    2.0       8.7       8    10      23
1005010854758   MACHINE GUN 7.62 MIL       46      5.0    2.0      42.0    1.0     12.0     0.0    2.0      24.1       7    19    118
1005010861400   GUN AUTOMATIC 25MM:        16     10.0    4.0       9.0    1.0     26.0     0.0    2.0      29.0      16    51      98
1005011084973   RIFLE CALIBER .22: C        2      7.0    9.0     119.0    0.0      0.0     0.0   12.0      74.0      74   135    135
1005011182640   PISTOL 9MM AUTOMATIC      358      7.0    3.0      14.0    3.0     16.0    10.0   10.0      23.2      13    30      78
1005011277510   MACHINE GUN 5.56 MIL      472      5.0    5.0      17.0    3.0     25.0    13.0    8.0      25.2       7    21    130
1005011289936   RIFLE 5.56 MILLIMETE     1857      5.0    3.0       8.0    6.0     32.0     8.0    5.0      18.2       5    19      82
1005011697019   MACHINE GUN 7.62 MM:        6      9.0    0.0       0.0    0.0      0.0     0.0    7.0       8.7      13    13      13
1005012310973   RIFLE 5 56 MILLIMETE      162      4.0    1.0      10.0    0.0     26.0     0.0    2.0       8.5       0     1     39
1005012402136   RIFLE 7.62MM: SNIPER        1      1.0   63.0       0.0    0.0      0.0     0.0    3.0      64.0      64    64      64
1005012518578   SHOTGUN,12 GAGE,RIO         2      1.0    4.0       1.0    0.0      0.0     0.0    2.0       2.0       2     4       4
1005012524288   MACHINE GUN,7.62 MI         1      1.0    1.0       0.0    0.0      0.0     0.0    2.0       0.0       0     0       0
1005012685122   PISTOL 9MM AUTOMATIC        2      8.0    0.0       0.0    0.0      0.0     0.0    2.0      18.5      19    28     28
1005012951832   SHOTGUN,12 GAGE,RIO         1      1.0    1.0       0.0    0.0      0.0     0.0    2.0       0.0       0     0       0
1005013384766   MACHINE GUN,CALIBER         1      1.0    1.0       0.0    0.0      0.0     0.0    2.0       0.0       0     0       0
1005013400096   PISTOL 9 MILLIMETER:        2      3.0    4.0       0.0    0.0     26.0     0.0    3.0      18.5      19    33      33
1005013401571   RIFLE 4 5 MILLIMETER        5     64.0    1.0       5.0    0 .0   104.0     0.0    4.0     129.4     210   210    210




                                                                     JJ-1
1005013820953   CARBINE 5.56 MILLIME   119   1.0    2.0    8.0   3.0   26.0   0.0   3.0   14.5   14   14   35
1005013832872   RIFLE: 5.56MM M16A4      4   5.0    1.0    0.0   0.0   29.0   0.0   2.0   26.3   34   37   37
1005013928598   GUN: AUTOMATIC 30 MI     1   1.0    4.0    0.0   0.0   57.0   0.0   3.0   61.0   61   61   61
1005014123129   MACHINE GUN: 7.62MM     71   4. 0   6.0   10.0   0.0   24.0   0.0   2.0   17.5   15   27   51
1010001338377   LCHR GREN 40MM M182      1   2.0    0.0    0.0   0.0   26.0   0.0   4.0   30.0   30   30   30




                                                            Z-2
                                                        APPENDIX KK

                             Report 9 – Outlier Report by Installation

The following is an example of the Outlier Report by Installation as found on the CASCOM
VM homepage at http://www.cascom.army.mil.


CARSON OUTLIER REPORT




 SEPTEMBER 2000 VM REPORTS                                                                           AS OF 10/12/2000
                                                               SUPPLY                  DAYS IN STATUS                         75TH
WON             UIC         NSN         WEAPON SYSTEM           CLASS    A    B    C        E   JK1     M    OTHER   RCT   PERCEN TILE

EPNB0A001983   WEPNB0   5420010766096   bridge armored vehic     7        1    2    0      7    41       0     1      51         46
EPNB0A001986   WEPNB0   5420010766096   bridge armored vehic     7        1    2    0     10    41       0     1      53        46
EPNB0A001698   WEPNB0   6665013246637   detection devices        7        1   36    6      0    23       0    20      84        26
EPNB0A001473   WEPNB0   3930011727891   diesel engine MHE        7      111    0    0      0     0       0     1     111        27
EPNB0A002005   WEPNB0   3930013308907   rough terrain MHE        7       41    0    0      0     0       0     1      41        40
EPNB0A001731   WEPNB0   3930011580849   rough terrain MHE        7       87    0    0      0     0       0     1      87        40
EPNB0A001708   WEPNB0   3930010543833   rough terrain MHE        7       89    0    0      0     0       0     1      89        40
EPNB0A001472   WEPNB0   3930011580849   rough terrain MHE        7       14   97    0      0     0       0     1     111        40
EPNB0A000756   WEPNB0   3930013308907   rough terrain MHE        7        6    0    0      0   192       0     2     198        40
EPNB0A001038   WEPNB0   2350010853792   FISTV, XM981             7        1    0    0      0   168       0     2     168        35
EPNB0A002001   WEPNB0   2320011077155   HMMWV                    7        9    0    0      1     0      27    12      44        32
EPNB0A001741   WEPNB0   2320011077155   HMMWV                    7       20    9    0     18     7       0    12      62        32
EPNB0A001679   WEPNB0   2310011112274   HMMWV                    7       85    0    0      0     0       0     1      85        32
EPNB0A001680   WEPNB0   2310011112274   HMMWV                    7       85    0    0      0     0       0     1      85        32
EPNB0A002171   WEPNB0   2350013285964   M1/M1IP                  7       15    2    0      6     0       0     1      23        20
EPNB0A001750   WEPNB0   2350013285964   M1/M1IP                  7        7    0    0      0    58       0     1      65        20
EPNB0A001751   WEPNB0   2350013285964   M1/M1IP                  7        6    0    0      0    59       0     1      65        20
EPNB0A001860   WEPNB0   2330001418050   M105/M103/M310series     7       56    0    0      0     0       0     2      56        33
EPNB0A001037   WEPNB0   2350012197577   M113                     7        1    0    0      1   119      49     1     168        27
EPNB0A002069   WEPNB0   1005011289936   M16-series               7        1    0   12      0    13       0     3      25        21
EPNB0A001671   WEPNB0   2330011098006   M172/M870/M872           7       27    1    0      0    56       0    10      91        79
EPNB0A001672   WEPNB0   2330011421385   M172/M870/M872           7       27    1    0      0    56       0    10      91        79
EPNB0A001674   WEPNB0   2330011421385   M172/M870/M872           7       27    5    0      0    52       0    10      91        79
EPNB0A001673   WEPNB0   2330011098006   M172/M870/M872           7       27    1    0      0    61       0    10      96        79
EPNB0A002065   WEPNB0   2350012487620   M2/M3                    7        3    0    0      0    24       0     1      27        25
EPNB0A002122   WEPNB0   2350012487620   M2/M3                    7        2    0    0      0     0       0    26      27         25
EPNB0A002123   WEPNB0   2350012487620   M2/M3                    7        2    0    0      0     0       0    26      27        25
EPNB0A002124   WEPNB0   2350012487620   M2/M3                    7        2    0    0      0     0       0    26      27        25
EPNB0A002220   WEPNB0   2350012487620   M2/M3                    7        1    2    0      0    27       0     1      29        25
EPNB0A002163   WEPNB0   2350012487620   M2/M3                    7        3   11    7      0    10       0     9      31        25
EPNB0A002118   WEPNB0   2350012487620   M2/M3                    7        2    0    0      0     0       0    33      33        25
EPNB0A002126   WEPNB0   2350012487620   M2/M3                    7        2    0    0      0     0       0    33      33        25
EPNB0A002127   WEPNB0   2350012487620   M2/M3                    7        2    0    0      0     0       0    33      33        25
EPNB0A002128   WEPNB0   2350012487620   M2/M3                    7        2    0    0      0     0       0    33      33        25
EPNB0A002129   WEPNB0   2350012487620   M2/M3                    7        2    0    0      0     0       0    33      33        25
EPNB0A002104   WEPNB0   2350012487620   M2/M3                    7        7    0    2      0    27       0     1      36        25
EPNB0A001612   WEPNB0   2350012487620   M2/M3                    7        1    0    0      0    98       0     2      98        25
EPNB0A001486   WEPNB0   2350001226826   M51/M74/M88              7       31    0    0      0    76       0     2     107        34
EPNB0A001362   WEPNB0   2350001226826   M51/M74/M88              7        1    8    0     12   107       0     2     128        34
EPNB0A001816   WEPNB0   2320012300302   M939/M939A 1/M939A2      7        7   14    7      0    30       0    15      62        47
EPNB0A001724   WEPNB0   5855010960871   crew night sights        9       34    7    1      0    35       0     6      77        42
EPNB0A001725   WEPNB0   5855010960871   crew night sights        9       34    7    1      0    35       0     6      77        42
EPNB0A001576   WEPNB0   1220013837026   M1/M1IP                  9        1    0    7      0    83       0     1      91        70
EPNB0A002146   WEPNB0   5998013311526   M1A1E2                   9        1    1    7      0    15       0     6      22        17
EPNB0A002064   WEPNB0   5980014286577   M1A1E2                   9        1    0    4      0    24       0     4      28        17
EPNB0A001802   WEPNB0   1240014255164   TOW2 IFV/TOW2 CFV        9        1    0    0      0    72       0     2      72        40
EPNB1A000833   WEPNB1   2320011007672   HEMTT                    7        5    1    0      0    35       0     4      40        34
EPNB1A000863   WEPNB1   2350013285964   M1/M1IP                  7        1   20    0      0     0       0     3      21        20
EPNB5A000006   WEPNB5   2835012738822   M1/M1IP                  9        1   42    0      0   146       0     1     189        70
EVBAAA001134   WEVBAA   4120011508112   air-condition equip.     7        1   20   16      0    22       0     2      59        44
EVBAAA001131   WEVBAA   4120011508112   air-condition equip.     7        1   18   12      0    47       0     3      77         44
EVBAAA000863   WEVBAA   1005003229715   machine gun, 50 cal      7        3    1    3      0   130       0     2     136        54
EVBAAA001229   WEVBAA   2320013719577   HMMWV                    7        1    4    6      0    33       0     2      44        32
EVBAAA000967   WEVBAA   2330013789997   M105/M103/M310series     7        1    7   11      0    92       0     4     112        33




                                                                   KK-1
EVBAAA001166   WEVBAA   5895014441218   SINCGARS, ground        9     1    5   2   0   50     0   4    57   31
GY5AAA000457   WGY5AA   2330007058932   2.5 ton semi -trailer   7     1    2   0   1    0   105   2   107   35
HW1AAA008505   WHW1AA   1520011255476   OH-58D (AHIP)           7     1   30   0   0    0     0   2    30   25
HW1AAA008497   WHW1AA   1520011255476   OH-58D (AHIP)           7     1   31   0   0    0     0   2    31   25
HW1AAA008498   WHW1AA   1520011255476   OH-58D (AHIP)           7     1   31   0   0    0     0   2    31   25
HW1AAA008499   WHW1AA   1520011255476   OH-58D (AHIP)           7     1   31   0   0    0     0   2    31   25
HW1AAA008500   WHW1AA   1520011255476   OH-58D (AHIP)           7     1   31   0   0    0     0   2    31   25
HW1AAA008501   WHW1AA   1520011255476   OH-58D (AHIP)           7     1   31   0   0    0     0   2    31   25
HW1AAA008502   WHW1AA   1520011255476   OH-58D (AHIP)           7     1   31   0   0    0     0   2    31   25
HW1AAA008366   WHW1AA   1730002948883   SKO/AGSE/ALSE           7     1   93   0   0    0     0   2    93   79
HW1AAA008464   WHW1AA   1520010350266   UH-60                   7     3   40   0   0    0     0   2    43   35
HW1AAA008514   WHW1AA   6140010898134   batteries, storage      9    15    1   0   0    0     0   2    16   15
HW1AAA008504   WHW1AA   6140010898134   batteries, storage      9     1   26   0   0    0     0   2    26   15
HW1AAA008492   WHW1AA   6140010898134   batteries, storage      9     1   33   0   0    0     0   2    33   15
HW1AAA008485   WHW1AA   6140013071326   batteries, storage      9     2    4   0   0   29     0   2    35   15
HW1AAA008506   WHW1AA   4140012530372   UH-60                   9     1   27   0   0    0     0   2    27   25


TOTAL NUMBER OF OUTLIERS FOR CARSON IS 70




                                                                    Z-2

				
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