AFI21-202V3

BY ORDER OF THE SECRETARY OF THE AIR FORCE

AIR FORCE INSTRUCTION 21-202, VOLUME 3

9 NOVEMBER 2009

Maintenance

MISSILE MAINTENANCE MANAGEMENT

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

ACCESSIBILITY: This AFI is available for downloading from the e-Publishing website at

www.e-publishing.af.mil/.

RELEASABILITY: There are no releasability restrictions on this publication

OPR: HAF/A4LW Certified by: HAF/A4L (Maj Gen McMahon)

Supersedes: AFI 21-202, 15 November 2007

Pages: 45

This instruction implements Air Force Policy Directive (AFPD) 21-2, Munitions. This Air Force

Instruction (AFI) establishes procedures for maintaining land-based intercontinental ballistic

missiles (ICBM), conventional/nuclear air launched cruise missiles (CM) and Space Launch

Maintenance (SL). It applies to Headquarters Air Force (HAF), Air Force Global Strike

Command (AFGSC), Air Force Space Command (AFSPC), Air Combat Command (ACC), Air

Force Materiel Command (AFMC), and subordinate ICBM, CM and SL units. This publication

does not apply to Air National Guard, Air Force Reserve, or Civil Air Patrol units. Ensure that

all records created as a result of processes prescribed in this publication are maintained in

accordance with AFMAN 33-363, Management of Records, and disposed of in accordance with

the Air Force Records Disposition Schedule (RDS) located at https://www.my.af.mil/gcss-af61a/afrims/afrims/. Refer recommended changes and questions about this publication to the

Office of Primary Responsibility (OPR) using the AF IMT 847, Recommendation for Change of

Publication; route AF Form 847s from the field through the appropriate functional’s chain of

command.

This publication requires collecting and maintaining information subject to the Privacy Act of

1974 authorized by Title 10 U.S.C. 8013, Secretary of the Air Force, powers and duties,

delegation by, and Executive Order 9397, Numbering System for Federal Accounts Relating to

Individual Persons, as amended by Executive Order 13478, Amendments to Executive Order

9397 Relating to Federal Agency Use of Social Security Numbers, November 18, 2008.

http://www.e-publishing.af.mil/

https://www.my.af.mil/gcss-af61a/afrims/afrims

https://www.my.af.mil/gcss-af61a/afrims/afrims

2 AFI21-202V3 9 NOVEMBER 2009

SUMMARY OF CHANGES

This instruction has been completely rewritten with focus on specific management philosophy,

guidance, and maintenance responsibilities. This document must be completely reviewed.

Chapter 1—MISSILE MAINTENANCE MANAGEMENT PHILOSOPHY AND GUIDANCE 4

1.1. AFI21-200, Munitions and Missile Maintenance Management. ........................... 4

1.2. Introduction. ........................................................................................................... 4

1.3. Supervision of Maintenance. ................................................................................. 4

1.4. Missile and Space Launch and Equipment Readiness. .......................................... 4

1.5. Critical Ground Support Equipment, Facilities and Infrastructure. ....................... 4

1.6. Preventive Maintenance. ........................................................................................ 5

1.7. Mission Assurance (MA)— ................................................................................... 5

1.8. Use of Technical Orders (TO) and Supplements. .................................................. 5

1.9. Publications. ........................................................................................................... 6

1.10. Assured Access to Space. ...................................................................................... 6

Chapter 2—Space Launch Maintenance SPACE WING RESPONSIBILITIES 7

2.1. Space Wing (SW) Responsibilities: ....................................................................... 7

2.2. Commander, Space Wing (SW/CC): ..................................................................... 7

Chapter 3—SPACE LAUNCH MAINTENANCE MANAGEMENT 8

3.1. Workload Management. ......................................................................................... 8

3.2. Launch Group (LCG): ........................................................................................... 8

3.3. Space Launch Squadron (SLS): ............................................................................. 10

3.4. 1st Air and Space Test Squadron (ASTS): ............................................................ 12

3.5. Launch Support Squadron (LCSS): ....................................................................... 14

Chapter 4—MISSION ASSURANCE POSITIONS, ROLES AND RESPONSIBILITIES 17

4.1. Mission Assurance Technician (MAT): ................................................................. 17

4.2. Responsible Engineer (RE): ................................................................................... 17

4.3. Space Launch Maintenance Technician (SMT): .................................................... 18

4.4. Facilities Infrastructure Manager (FIM): ............................................................... 18

Chapter 5—TRAINING 20

5.1. General Requirements. ........................................................................................... 20

5.2. Responsibilities: ..................................................................................................... 20

AFI21-202V3 9 NOVEMBER 2009 3

5.3. Trainer Qualifications. ........................................................................................... 20

Chapter 6—QUALITY ASSURANCE 21

6.1. General. .................................................................................................................. 21

6.2. Responsibilities ...................................................................................................... 21

6.3. Proficiency Evaluations/Inspections. ..................................................................... 22

6.4. General Proficiency Evaluation Guidelines: .......................................................... 23

6.5. Guidelines for conducting Proficiency Evaluations: ............................................. 24

6.6. Quality Verification Inspections (QVI). ................................................................ 26

6.7. Management Inspections (MI) (Activity Inspection/Functional Assessment and Special

Inspections (SI)). .................................................................................................... 26

6.8. Applicability to Contract Maintenance Activities. ................................................ 27

6.9. Manning, Training, Qualification and Proficiency ................................................ 27

Table 6.1. Minimum Inspection/Evaluation Sampling Requirements. ................................... 28

Table 6.2. Acceptable Quality Level (AQL) Grading Criteria. .............................................. 28

Table 6.3. Error Criteria Description. ..................................................................................... 29

Chapter 7—ADOPTED FORMS 31

Attachment 1—GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 32

Attachment 2—MAT/RE/SMT TRAINING REQUIREMENTS 43

Attachment 3—MAINTENANCE TASK COVERAGE 45


Chapter 1

MISSILE MAINTENANCE MANAGEMENT PHILOSOPHY AND GUIDANCE

1.1. AFI21-200, Munitions and Missile Maintenance Management. AFI21-200 contains

general information to support Air Force munitions and missile maintenance and provides broad

responsibilities for these organizations. This Air Force Instruction (AFI) is the capstone

document that defines munitions organizational structure and related roles and responsibilities

and is supported by a family of 21-2XX series instructions, which includes AFI21-202.

1.2. Introduction. This instruction prescribes specific missile maintenance guidance and

procedures to be used throughout the USAF and provides senior leadership and management

direction for the accomplishment of this mission. This AFI refers to Space Launch (SL)

maintenance management and mission assurance functions. Space launch is different from

traditional missile maintenance mission areas in that it is a hybrid mission involving aspects of

acquisition, operations, and maintenance expertise.

1.2.1. Due to the nature of spacelift, where individual rocket components are physically

mated and electrically connected for the first time at the launch base, launch site operations

and maintenance operate in an acquisitions environment as the last stop on the ―factory

floor‖, where there is significant assembly and testing occurring in the weeks and months

preceding launch. Only beginning on the Day of Launch (DoL) is the rocket certified as an

operational system through the Flight Readiness Certification process.

1.3. Supervision of Maintenance. All levels of supervision must place emphasis on safety,

security, quality, and timeliness in the performance of maintenance.

1.4. Missile and Space Launch and Equipment Readiness. Missile and space launch and

equipment readiness is the maintenance mission. Maintenance ensures assigned missile and

space launch and support equipment are safe, serviceable and properly configured to meet

mission needs. Maintenance actions include, but are not limited to, certification, inspection,

repair, overhaul, modification, preservation, refurbishment, testing, and analyzing condition and

performance.

1.5. Critical Ground Support Equipment, Facilities and Infrastructure. Critical Ground

Support Equipment (GSE), facilities and infrastructure are those ground systems at the launch

base that are necessary for the proper launch or safing of the flight hardware. Their location can

vary from umbilicals and fixed structures co-located at the launch complex that physically

support the rocket or supply it with commodities to geographically distant pipelines or power

systems that supply critical services.

1.5.1. These systems are separate from range systems necessary for the launch, termination,

or tracking of rockets during flight.

1.5.2. Responsibility for maintenance of contractor-leased critical infrastructure resides with

the contractor, and information tracking the status of these systems will flow from the

Launch Group (LCG) to the Program Office.


1.5.3. Critical infrastructure ―outside the fence‖ of contractor-leased facilities such as

pipelines or electrical distribution systems will be maintained by the appropriate wing

agency.

1.5.4. Critical GSE, facilities and infrastructure also includes facilities for storing,

processing, or commanding flight hardware.

1.6. Preventive Maintenance. The purpose of the entire maintenance process is to sustain a

capability to support operational mission requirements. To accomplish this objective, the

primary focus of the maintenance effort should be on preventive rather than corrective

maintenance. Preventive (or scheduled) maintenance ensures equipment is ready and available

at the time of need. A conscientious and disciplined approach to preventive maintenance will be

the method used to meet that goal safely and effectively. Preventive maintenance concepts are

described in TO 00-20-1, Aerospace Equipment Maintenance Inspection, Documentation,

Polices, and Procedures.

1.7. Mission Assurance (MA)— MA is technical and management process rigorously,

continuously, and iteratively employed over the life-cycle of a launch system (mission

conception to space vehicle separation) to maximize mission success. MA encompasses system

engineering, risk management, quality assurance, and program management by an experienced,

stable launch agency team. MA is achieved through integrated developmental processes and/or

independent technical assessment and requires expenditures commensurate with the criticality of

the mission and the consequences of failure.

1.8. Use of Technical Orders (TO) and Supplements. Use of the prescribed technical data to

maintain space launch systems and associated equipment is mandatory. For space launch,

contractor procedures for contractor-controlled/owned hardware and software govern

maintenance actions.

1.8.1. Supervisors will:

1.8.1.1. Strictly enforce adherence to and compliance with TOs and supplements.

1.8.1.2. Ensure availability of required TOs and supplements.

1.8.2. All personnel will:

1.8.2.1. Recommend improvements or corrections for TO deficiencies IAW TO 00-5-1,

AF Technical Order System. Official TO updates are the only valid authority for

correcting a technical deficiency and implementing change.

1.8.2.2. Continually assess the currency, adequacy, availability, and condition of TOs

and supplements.

1.8.3. Local Procedures (1 ASTS only)

1.8.3.1. Local procedures required to accomplish the assigned mission when no technical

data exists will be developed IAW TO 00-5-1 and MAJCOM supplement as required to

conduct Space lift maintenance as requested or provided by the appropriate program

office.

1.8.3.2. Local procedures will be adhered to and complied with in the same manner as TOs

when used.


1.8.3.3. Local procedures will be approved in the following manner:

1.8.3.4. Write and update local procedures based upon applicable technical data if available

or input from subject matter experts or engineers.

1.8.3.5. Review procedures with appropriate program office and wing safety office.

1.8.3.6. Review procedures with external subject matter experts, as applicable.

1.8.3.7. Incorporate changes from dry runs, real-time redlines and recommendations from

coordination.

1.8.3.8. Final procedures will be approved by the appropriate program office, wing safety

office and unit commander.

1.8.3.9. Group commander authorizes use of procedures identified by unit commander for

the appropriate launch campaign.

1.8.3.10. Unit will maintain copies of as-run procedures for historical life of the program.

1.9. Publications. Air Force Missile Systems and Space Systems Maintenance is defined by

this instruction. MAJCOMs may supplement this AFI or publish a separate instruction IAW AFI

33-360, Publications and Forms Management. Units must tailor procedures to the unique

aspects of their own maintenance operation and publish directives, instructions, supplements and,

for functional areas, operating instructions according to AFI 33-360 areas where more detailed

guidance or specific procedures will ensure a smooth and efficient operation. Adhere to the

following procedures:

1.9.1. Do not publish unit instructions or Operating Instructions (OI) to change or

supplement TOs. Use the authorized procedures in TO 00-5-1.

1.9.2. Coordinate directives with all appropriate unit agencies.

1.10. Assured Access to Space. ―Assured access‖ is a requirement for critical national security,

homeland security, and civil missions and is defined as a sufficiently robust, responsive, and

resilient capability to allow continued space operations, consistent with risk management and

affordability. (US Space Transportation Policy; 6 Jan 2005)


Chapter 2

SPACE LAUNCH MAINTENANCE SPACE WING RESPONSIBILITIES

2.1. Space Wing (SW) Responsibilities: 2.1.1. General Responsibilities:

2.1.2. Implement/supplement policies and requirements established by DoD, AF, AFSPC,

and SMC directives and instructions. Ensure effective management and quality control of all

applicable policies and requirements.

2.1.3. Supervise subordinate operational activities to ensure operational effectiveness.

Provide assistance on compliance issues to subordinate units when resolution is beyond their

scope and/or resources.

2.1.4. Assess all phases of DoD Spacelift processing and launch execution.

2.1.5. Mitigate risks for mission assurance.

2.1.6. Provide risk assessments of launch services contractor regarding mission assurance,

safety, security, environmental compliance and resource protection.

2.1.7. Ensure maintenance and mission assurance effectiveness is measured by

evaluating/observing/inspecting personnel, procedures, facilities, equipment, technical

procedures, and managerial directives.

2.2. Commander, Space Wing (SW/CC): 2.2.1. The SW/CC, as Launch Decision Authority (LDA), is accountable for public safety,

launch area safety and resource protection for all personnel, systems, government facilities,

and equipment.

2.2.2. Direct processing on behalf of SMC/CC or delegated program offices (AFI 10-1211

17 Jul 2006, para 2.2.2.2.2)

2.2.3. Serve as focal point for sustainment issues that impact critical infrastructure and as a

liaison between subordinate units and HQ AFSPC.


Chapter 3

SPACE LAUNCH MAINTENANCE MANAGEMENT

3.1. Workload Management. Personnel scheduling shall reflect optimum use of squadron

resources ensuring compliance with crew rest and maximum work shift/scheduling requirements

established in AFSPCMAN 91-710V6 and/or EWR 127-1. Each unit is responsible for

developing specific guidelines to manage personnel resources.

3.1.1. Personnel and resources providing launch processing surveillance, integration and

other associated activities will be utilized to ensure DoD interests receive the highest priority.

Any non-DoD use of these resources must not interfere with launch mission requirements.

The 30 SW and 45 SW will support commercial and non-federal customers to the fullest

extent allowed by current policy and law.

3.1.2. Maintenance task coverage priorities are derived through a risk-based technical

assessment process using program office approved definitions (See attachment 3 for

example).

3.1.2.1. Category I. Presence is mandatory (can only be waived in writing by

Squadron/CC with valid justification). Additional analysis will be performed on any

missed tasks to identify increased mission risk to be documented in Launch Verification

Database.

3.1.2.2. Category II. Presence or data review is mandatory (can be waived in writing by

Squadron/CC). Additional analysis will be performed on any missed tasks to identify

increased mission risk to be documented in Launch Verification Database

3.1.2.3. Category III. Presence is not mandatory. Units should observe a percentage of

these tasks to ensure disciplined maintenance processes are being followed. Problems

resulting from these activities will be addressed and criticality will be assessed.

3.1.2.4. Nonconformance/Out-of-position work (NCOP). NCOPs arise from significant

issues experienced during the processing or unplanned work. Coverage is determined

based upon a risk-based technical assessment following SMC approved guidelines.

3.2. Launch Group (LCG): 3.2.1. Conduct mission assurance on behalf of the Program Office . Provide launch site on-

scene technical expertise to support wing processing and launch operations based on

assignments and delegated authorities from SV and LV programs.3.2.1.1 Perform Launch

Processing Surveillance.

3.2.1.1.1. Monitor and assess processing and integration tasks, identifying risk areas

or anomalous events and tracking impacts through closure, current processing

schedules, critical path items and the potential risks to maintaining them.

3.2.1.1.2. Provide management and oversight of modifications, maintenance and

construction to processing facilities and other critical infrastructure.


3.2.1.1.3. Oversee the operations and maintenance of processing and integration

facilities, launch control centers, launch sites, and other launch preparation/execution

support facilities.

3.2.1.2. Provide Risk Assessments

3.2.1.2.1. Provide the program office with launch site risk assessments, risk

mitigation plans, and recommended corrective actions.

3.2.1.2.2. Evaluate the effectiveness of the contractor in meeting program objectives,

identify deficiencies, and recommend changes.

3.2.1.3. Perform Anomaly Resolution

3.2.1.3.1. Execute launch site anomaly assessment process and assess impacts to

mission assurance and processing schedules.

3.2.1.3.2. Make recommendations and/or coordinate on hardware viability and

removal or replacement decisions.

3.2.1.3.3. Report and coordinate results and actions with the appropriate program

office.

3.2.1.4. Manage Verification Process

3.2.1.4.1. Develop launch site specific Launch Verification Matrix by assigning

categories to tasks in support of Program Office.

3.2.1.4.2. Derive mission assurance task coverage priorities from Category I, II, and

III mission assurance task definitions.

3.2.1.4.3. Ensure LV and SV task progress/processing and milestones are tracked in

applicable database.

3.2.1.5. Conduct Readiness Reviews

3.2.1.5.1. Lead Government launch site incremental readiness reviews and represent

Government interests at contractor and Program Office readiness reviews.

3.2.1.5.2. Coordinate significant issues coming out of these reviews with appropriate

program managers prior to proceeding with launch site milestone events.

3.2.1.5.3. Participate in applicable life-cycle logistics reviews for launch

infrastructure system health.

3.2.1.6. Provide Local Government Agency Coordination

3.2.1.6.1. Interact with local offices of Government and contractor agencies

concerning ongoing or planned launch site activities (e.g. NASA, NRO, etc.).

3.2.1.6.2. Coordinate with program office to ensure a single integrated position on

relevant issues.

3.2.1.6.3. Coordinate Contract Changes through the program office that impact base

support and perform technical evaluations on proposals affecting the launch sites.

3.2.2. Provide trained launch team members to support critical processing, GSE, facilities,

infrastructure, and launch.


3.2.3. Ensure test and integration functions for experimental/emerging space systems, space

launch vehicles, targets and interceptors (National and Theater Missile Defense) are properly

managed.

3.2.4. Responsible for overall management and supervision of LV, SV and Facilities

maintenance mission assurance surveillance functions.

3.2.5. Maintain LV and SV processing and integration facilities, launch control centers,

launch sites, and other launch preparation/execution support facilities for developmental

aerospace tests and emerging programs, as directed

3.2.6. Ensure development of Quality Assurance (QA) program.

3.2.7. Provide guidance, oversight and support to ensure standardized maintenance, LVMA

and SVMA for subordinate units.

3.2.8. Provide guidance, oversight and support to ensure training programs are implemented,

administered, maintained, and standardized for all personnel.

3.2.9. Ensure subordinate units support Program Offices’ execution of Life Cycle

Engineering Processes outlined in AFI 63-1201. 3.2.10. Assess launch contractor GSE, facilities, and infrastructure sustainment and

modernization requirements and provide recommendations to respective program office,

wing program manager, 14 AF/A4R, and to HQ AFSPC/A4S.

3.2.11. Maintain current status of critical GSE, facilities, infrastructure, hardware, and

support equipment.

3.2.12. Publish/distribute changes to applicable policy, instructions and other directives to

subordinate units.

3.2.13. For civil and commercial missions, LCG will ensure (Safety, Security, and

Reliability) resource protection for critical launch infrastructure, as required..

3.2.14. Assist system wing/group commander with management of emerging LV programs

at launch base.

3.3. Space Launch Squadron (SLS): 3.3.1. Provide LVMA of assigned LV program(s) and infrastructure through risk

assessments and engineering analysis in support of Program Offices overall Life Cycle

Systems Engineering outlined in AFI 63-1201. 3.3.1.1. Monitor and assess processing and integration tasks, identifying risk areas or

anomalous events and tracking impacts through closure, current processing schedules, critical

path items and the potential risks to maintaining them.

3.3.1.2. Provide management and oversight of modifications, maintenance and

construction to processing facilities and other critical GSE, facilities and infrastructure.

3.3.1.3. Oversee the operations and maintenance of processing and integration facilities,

launch control centers, launch sites, and other launch preparation/execution support

facilities.


3.3.1.4. Provide the program office with launch site risk assessments, risk mitigation

plans, and recommended corrective actions.

3.3.1.5. Evaluate the effectiveness of the contractor in meeting program objectives,


3.3.1.6. Execute launch site anomaly assessment process and assess impacts to mission

assurance and processing schedules.

3.3.1.7. Make recommendations and/or coordinate on hardware viability and removal or

replacement decisions.

3.3.1.8. Report and coordinate results and actions with the appropriate program office.

3.3.1.9. Develop launch site specific Launch Verification Matrix by assigning categories

to tasks in support of Program Office.

3.3.1.10. Derive mission assurance task coverage priorities from Category I, II, and III

mission assurance task definitions.

3.3.1.11. Ensure LV and SV task progress/processing and milestones are tracked in


3.3.1.12. Lead Government launch site incremental readiness reviews and represent


3.3.1.13. Coordinate significant issues coming out of these reviews with appropriate


3.3.1.14. Participate in applicable life-cycle logistics reviews for launch infrastructure

system health.

3.3.1.15. Interact with local offices of Government and contractor agencies concerning

ongoing or planned launch site activities (e.g. NASA, NRO, etc.).

3.3.1.16. Coordinate with program office to ensure a single integrated position on relevant

issues.

3.3.1.17. Coordinate Contract Changes through the program office that impact base


3.3.2. Oversee the conduct of safe, reliable and timely launch processing and launch

operations to support DoD, national security, civil, and commercial customers, as directed.

3.3.3. Develop launch site specific Launch Verification Matrix by assigning categories to

tasks in support of Program Office. Derive mission assurance task coverage priorities from

Category I, II, and III mission assurance task definitions.

3.3.4. Ensure personnel are qualified to perform assigned duties.

3.3.5. Identify/Report launch systems issues that could affect critical path operations or the

projected launch date to the LCG/CC.

3.3.6. Ensure personnel review procedure(s), assessment requirements and applicable

database prior to performing duties.


3.3.7. Provide assistance to the Program Management Office (PMO), BCE or applicable

contractor in coordinating modifications and forecasting alteration and construction affecting

Real Property (RP) and Real Property Installed Equipment (RPIE).

3.3.8. Advocate and integrate maintenance forecasts/schedules with appropriate local

agencies, to include contractors.

3.3.9. Integrate base support agencies’ and contractors’ activities affecting or involving

launch complex, processing facilities, equipment, and infrastructure, as applicable.

3.3.10. Ensure personnel have an awareness of applicable contracts, Statements of Work

(SOW), MOAs, and other applicable documents.

3.3.11. Establish pre-task briefing and debriefing procedures.

3.3.12. Notify quality assurance once a Mission Assurance Technician (MAT) / Responsible

Engineer (RE) has completed training requirements and is ready to assume assigned duties

and when no longer performing assigned duties.

3.3.13. Ensure personnel are aware of changes to applicable policy, instructions, contractor

procedures, and other directives.

3.3.14. Perform post-operation reviews and develop/maintain lessons learned.

3.3.15. Ensure compliance with technical/engineering data, contractor safety, corrosion,

security, environmental requirements, and general maintenance practices.

3.3.16. Provide management and oversight of modifications, maintenance and construction

to space launch processing facilities and other critical GSE, facilities and infrastructure

3.4. 1st Air and Space Test Squadron (ASTS): 3.4.1. Provide LVMA of assigned LV program(s) and infrastructure through risk


Systems Engineering outlined in AFI 63-1201. 3.4.1.1. Monitor and assess contractor launch processing and integration tasks, identifying

risk areas or anomalous events and tracking impacts through closure, current processing

schedules, critical path items and the potential risks to maintaining them.


construction to processing facilities and other critical GSE, facilities and infrastructure


launch control centers, launch sites, and other launch preparation/execution support

facilities.











3.4.1.9. Develop launch site specific Launch Verification Matrix by assigning categories

to tasks in support of Program Office.



3.4.1.11. Ensure LV and SV task progress/processing and milestones are tracked in






3.4.1.14. Participate in applicable life-cycle logistics reviews for launch infrastructure

system health.



3.4.1.16. Coordinate with program office to ensure a single integrated position on relevant

issues.



3.4.2. Support test and integration functions for experimental space systems, space launch

vehicles, targets and interceptors (National and Theater Missile Defense) as directed.

3.4.3. Support launch operations, provide program/customer specific test planning, test

program field management, business management, LVMA, and assistance with range

integration, as required to support technology development and prototype booster launches.

3.4.3.1. Support testing and operations of special test programs, as directed.

3.4.3.2. Develop processes to support experimental spacelift, research, development test

and evaluation (RDT&E) space launch systems.

3.4.4. Identify and report payload, launch system, and facility issues that could affect critical

path operations or the projected launch date to the LCG/CC.

3.4.5. Coordination/review safety, security, and environmental issues as part of launch

planning and ensure compliance with local, state, and federal laws as required for

developmental aerospace test programs.

3.4.6. Assist in the development and verification of operations requirements, procedures,

launch documentation, and other documentation of expected nominal and potentially non-

nominal test conditions.

3.4.7. Ensure unit personnel are qualified to perform assigned duties.


3.4.8. Ensure all property/assets for which 1 ASTS has custodial responsibilities are properly

maintained and utilized.


database prior to performing duties..

3.4.10. Manage logistics for vehicle and equipment shipments for off-site missions and

periodic maintenance/certification IAW the letter of assignment.

3.4.11. Perform launch site transportation, handling and emplacement of launch vehicles, as

directed.

3.4.12. Provide flight hardware transportation and handling as required.

3.4.13. Perform pre/post launch site operations, as directed.

3.4.14. Perform post-operation reviews and develop/maintain lessons learned.

3.4.15. Notify quality assurance once a MAT, RE or Space Launch Maintenance Technician

(SMT) has completed training requirements and is ready to assume assigned duties and when

no longer performing assigned duties.

3.4.16. Ensure personnel are aware of changes to applicable policy, instructions, contractor

procedures, and other directives.

3.4.17. Ensure personnel have an understanding of contracts, Statements of Work (SOW),

MOAs, and other applicable documents. 3.4.18. Identify/Report launch system issues that

could affect critical path operations or the projected launch date to LCG/CC.

3.5. Launch Support Squadron (LCSS): 3.5.1. Provide SVMA of assigned SV program(s) and infrastructure through risk


Systems Engineering outlined in AFI 63-1201.

3.5.1.1. Monitor and assess processing and integration tasks, identifying risk areas or

anomalous events and tracking impacts through closure, current processing schedules, critical

path items and the potential risks to maintaining them.


construction to processing facilities and other critical GSE, facilities and infrastructure


launch control centers, and other launch preparation/execution support facilities.











3.5.1.9. Develop launch site specific Verification Matrix by assigning categories to tasks

in support of Program Office.



3.5.1.11. Ensure SV task progress/processing and milestones are tracked in applicable

database.





3.5.1.14. Participate in applicable life-cycle logistics reviews



3.5.1.16. Coordinate with program office to ensure a single integrated position on

relevant issues.



3.5.2. Oversee the conduct of safe, reliable and timely payload operations to support DoD,

national security, civil and commercial customers, as directed.

3.5.3. Identify/Report payload system issues that could affect critical path operations or the

projected launch date to the LCG/CC.


database prior to performing duties.

3.5.5. Provide assistance to the PMO, BCE or applicable contractor in coordinating

modifications and forecasting alteration and construction affecting RP and RPIE.

3.5.6. Advocate and integrate maintenance forecasts and schedules with appropriate local

agencies, to include contractors.

3.5.7. Integrate base support agencies’ and contractors’ activities affecting or involving

processing facilities, equipment, and infrastructure.

3.5.8. Ensure personnel have an understanding of contracts, Statements of work (SOW),

MOAs, and other applicable documents.

3.5.9. Establish pre-task briefing and debriefing procedures.

3.5.10. Ensure personnel are qualified to perform assigned duties.

3.5.11. Perform SV post-operation reviews and develop/maintain lessons learned.

3.5.12. Assign a corrosion control manager for DoD owned/LCG managed facilities.


3.5.13. Notify quality assurance once a MAT/RE has completed training requirements and is

ready to assume assigned duties and when MAT/RE no longer performs assigned duties.

3.5.14. Ensure compliance with technical/engineering data, contractor safety, corrosion,

security, environmental requirements, and general maintenance practices.


Chapter 4

MISSION ASSURANCE POSITIONS, ROLES AND RESPONSIBILITIES

4.1. Mission Assurance Technician (MAT): 4.1.1. Perform technical observation of contractor launch processing activities in support of

mission assurance.

4.1.2. Monitor Ground Support Equipment (GSE)maintenance and modifications.

4.1.3. Monitor processing activities, with an emphasis on safety, adherence to technical

procedures, general maintenance practices, security, environmental compliance, and resource

protection.

4.1.3.1. Immediately halt contractor activities when their activities put anyone’s life

safety at risk until the discrepancy is corrected (i.e. lack of personnel fall protection

equipment, etc)

4.1.3.2. For non-life threatening discrepancies, communicate observations to the

engineering task lead as quickly as the situation allows.

4.1.4. Identify/report mission assurance issues to squadron leadership.

4.1.5. Document mission assurance activities in applicable database.

4.1.6. Review applicable database and space launch processing procedures prior to task

observation.

4.1.7. Assist supervisors/REs with mission assurance risk assessment roles and

responsibilities.

4.1.8. Assist with anomaly resolution, as required.

4.1.9. Participate on recovery teams, as required.

4.1.10. Verify compliance with established emergency actions and safety procedures (ex.

pad evacuation).

4.1.11. Perform LV, SV and facility walk-downs and participate in final system inspections

prior to launch, as required.

4.1.12. Provide on-console support as required.

4.1.13. Participate in processing procedure reviews and provide input to changes and/or

revisions, as required

4.2. Responsible Engineer (RE): 4.2.1. Review space launch processing procedures, monitor launch processing activities, and

perform technical risk assessments for mission assurance through engineering analysis with

MAT/FIM support.

4.2.2. Provide on-console support, as required.

4.2.3. Support system design development and work launch site issues with design center

engineers, as required.


4.2.4. Monitor daily launch processing operations, facility/GSE/infrastructure maintenance,

modifications and determine final risk assessment.

4.2.5. Identify negative trends and recommend solutions to supervision.


4.2.7. Submit lessons learned for review, consideration, and implementation, as applicable.

4.2.8. Participate in post-flight data review for initial assessment of operations results and/or

mission outcome.

4.2.9. Review technical and procedural changes and provide an assessment of applicable

technical procedures. Participate in processing procedure reviews and provide input to

changes and/or revisions, as required

4.3. Space Launch Maintenance Technician (SMT): 4.3.1. Perform daily launch processing operations.

4.3.2. Perform maintenance, transportation, handling and emplacement of flight hardware as

required.

4.3.3. Operate and maintain support equipment, vehicles and facilities.

4.3.4. Perform pre and post launch operations as required.

4.3.5. Perform system walk downs and participate in final inspections.

4.3.6. Review technical procedural changes and provide an assessment of applicable

technical procedures.

4.3.7. Assist in development of launch and test operations procedures as required.

4.3.8. Assist in selection and perform receipt inspections of boosters.

4.3.9. Assist with managing logistics for vehicle and equipment shipments for off-site

missions and periodic maintenance/certification.


4.3.11. Participate in recovery teams as required.

4.3.12. Ensure support equipment and vehicle readiness prior to use.

4.4. Facilities Infrastructure Manager (FIM): 4.4.1. Identify , facilities, infrastructure, and specialty engineering issues that may have an

impact on mission readiness.

4.4.1.1. Provide oversight of processing facility and infrastructure modifications,

upgrades, and repairs.

4.4.1.2. Advocate for funding allocation and procurement of facilities, infrastructure,

base support and services.

4.4.1.3. Review facility and infrastructure drawings, designs, and schematics for mission

impacts.


4.4.2. Assist with integration and de-confliction of mission operations with other base

activities.

4.4.2.1. Coordinate with contractors to identify infrastructure requirements; evaluate

mission risk to support flight readiness.

4.4.2.2. Assess mission impact of base construction, renovations, repairs, maintenance

and modifications that affect processing operations.

4.4.2.3. Advocate and integrate maintenance forecasts and schedules with appropriate

local agencies, to include contractors.

4.4.2.4. Perform walk downs and participate in final system inspections prior to launch,

as required.

4.4.2.5. Attend working groups, readiness reviews, and special project meetings;

integrate mission requirements with wing agencies and other launch program contractors

to ensure mission readiness.

4.4.3. Oversee critical facilities and infrastructure.

4.4.3.1. Monitor design, construction, renovation, repair, maintenance and modification

projects for facility and infrastructure to meet program requirements.

4.4.3.2. Provide risk assessment and identify facility electrical, HVAC, security and C4

requirements.

4.4.3.3. Interface with program office concerning launch site specific facility and

infrastructure sustainment/modernization projects, as required.

4.4.3.4. Report status to squadron leadership.

4.4.3.5. Oversee corrosion control activities.

4.4.3.6. Ensure maintenance activities comply with safety and environmental

requirements.


4.4.5. Provide on-console support, as required


Chapter 5

TRAINING

5.1. General Requirements. Training managers/trainers will schedule, monitor, and control the

various training programs IAW applicable training directives and guidelines to provide

management with trained personnel to meet mission requirements.

5.2. Responsibilities: 5.2.1. Develop, manage and document unit training programs IAW AFI 36-2201V3 and

Attachment 2. MAT/RE/SMT/FIM Training Requirements.

5.2.2. Coordinate contractor-provided training.

5.2.3. . Review new lesson plans upon creation and existing lesson plans annually for ISD

compliance, not to exceed 12 months between reviews.

5.2.4. Develop lesson plans and local training programs IAW AFMAN 36-2236.

5.2.5. Review lesson plans annually for technical accuracy, not to exceed 12 months

between reviews.

5.2.6. Establish, implement, and manage initial and recurring training (RT) programs.

5.2.7. Recurring Training (RT):

5.2.7.1. Conduct RT quarterly on all MATs, REs, FIMs, and SMTs.

5.2.7.2. Tailor program to individual and unit needs. (Ancillary training does not meet

the intent of the RT program.)

5.2.7.3. Consider quality assurance observed trends.

5.2.8. Notify quality assurance once a trainer is ready to assume trainer duties.

5.2.9. Notify quality assurance when a trainer is no longer performing duties.

5.3. Trainer Qualifications. Prior to performing unsupervised trainer duties, personnel selected

as trainers must meet the following requirements:

5.3.1. Comply with trainer responsibilities IAW AFI 36-2201V3.

5.3.2. Complete an Instructional Techniques Course covering fundamental of instruction,

instructional development and instructional presentations. This requirement can be waived

by the unit CC on a case by case basis.

5.3.3. Be observed conducting training by Training Management.

5.3.4. Appointed by unit CC, or designated representative, after completing training and

trainer qualification requirements.


Chapter 6

QUALITY ASSURANCE

6.1. General. The QA program is designed to standardize and improve processes, assess

personnel proficiency, ensure effectiveness of space launch maintenance management and

provide feedback to supervision. The evaluation and analysis of deficiencies and problem areas

are key functions of QA that highlight and identify underlying causes of poor quality and

processes. The 30 & 45 LCG/QA section are charged with managing the QA program. The

LCG/QA section may use Staff Assistance Visits, Inspections and Reports as tools to ensure

quality maintenance, processes and programs.

6.1.1. QA is the Group commander’s program to assess effectiveness of maintenance

management and mission assurance processes and personnel, identify deficiencies and

problem areas, and recommend improvements to group-wide process.

6.2. Responsibilities

6.2.1. Serve as the group commander’s liaison between units, SMC, 14 AF and AFSPC for

policy and guidance.

6.2.2. Review and coordinate new, revised and changed instructions and policies affecting

space launch maintenance management and mission assurance. Inform LCG/CC and

affected squadron(s) of publication changes.

6.2.3. Ensure standardized development and implementation of LCG policies, procedures,

instructions, and training.

6.2.4. Assist the training sections and work center supervisors in identifying training

requirements.

6.2.4.1. Conduct annual local Career Field Education Training Plan (CFETP) Review.

The review board, chaired by Quality Assurance, will review CFETPs and Job

Qualification Standard (JQS), for adequate coverage and currency. The review board

will:

6.2.4.2. Ensure training tasks not identified in the CFETP are documented on a JQS.

6.2.4.3. Ensure the board consists of all affected work centers.

6.2.4.4. Review CFETP changes and local JQS.

6.2.4.5. Submit CFETP and JQS changes to HQ AFSPC/A4SS.

6.2.5. Review all unit-managed lesson plans annually for adequacy and format.

6.2.6. Conduct the QA Orientation briefing.

6.2.6.1. RE/MAT/SMTs who are evaluated under the QA program will receive the QA

Orientation briefing prior to the first evaluation. QA will provide the briefing, with

emphasis on the purpose of the program, procedures, error criteria, and grading standards.

QA will schedule the briefing and ensure completion is documented.

6.2.7. Conduct inspections of all MAT/RE/SMT and trainers annually, not to exceed 12

months between inspections. Use inspections to evaluate personnel/trainer proficiency.


6.2.8. Conduct random inspections on squadron processes and or programs (ex. Corrosion,

commander’s safety, training programs, etc.).

6.2.9. Document inspections and identify rating IAW table 6.2 criteria. As a minimum,

document rating, strengths, weaknesses, and areas of concern, as well as make

recommendations for improvements in inspection reports.

6.2.10. Forward inspection reports to applicable work center(s) for review and comments.

6.2.11. QA personnel, task qualified or not, must stop, correct, alert appropriate agencies and

render an evaluation report for any of the following deviations (actual or possible):

significant security violations or safety deviations that could result in serious injury to

personnel, and deviations that could result in potential/imminent serious equipment damage.

This intervention applies to any individual on any task.

6.2.12. Provide sanitized quarterly cross-feed reports from various inspections to 30 and 45

LCG units SMC/LRSW, 14AF/A3/A4, and HQ AFSPC/A4SS.

6.2.13. Develop procedures for and coordinate the LCG unsatisfactory/fail board. A board

will be held for all unsatisfactory/fail ratings given. The board will include an overview of

the unsatisfactory/failed evaluation, technician(s)/team evaluation history and review of the

unit’s related unsatisfactory/fails ratings for trends and possible underlying causes to

determine corrective action.

6.3. Proficiency Evaluations/Inspections. Quality Assurance personnel help ensure quality

maintenance by conducting and documenting proficiency evaluations/inspections. The following

types of evaluations, inspections and observations are available to support the QA program:

Proficiency Evaluations (PEs), Quality Verification Inspections (QVIs), Hardware Equipment

Inspection (HEI), Hardware Acceptance Inspection (HAI), Special Inspections (SIs),

Management Inspection (MIs), Detected Safety Violation (DSVs), Technical Data Violations

(TDVs), Unsafe Condition Reports (UCRs) and when directed, other inspections. Refer to table

6.1 for minimum requirements.

6.3.1. Proficiency Evaluations (PE). A PE is an over-the-shoulder evaluation of a

maintenance/ mission assurance action, inspection, or training conducted/performed by an

individual or team. Use PEs to evaluate job proficiency, degree of training and compliance

with technical order/procedure, determine the accuracy and efficiency of technical

procedures/processes, assess compliance with technical orders/procedures and other

directives, and accurately document results of evaluations. Individuals performing,

supervising or evaluating maintenance/mission assurance tasks are subject to a PE.

Proficiency evaluations include: Evaluator Proficiency Evaluations (EPE), Trainer

Proficiency Evaluations (TPE) and Personnel Proficiency Evaluations (PPE). Rate PEs

based on established AQLs/standards listed in table 6.2. Document and route the PE IAW

locally developed procedures. Ensure a PE is accomplished on all MATs/SMTs/REs IAW

table 6.1.

6.3.1.1. When performing a PPE, the QA inspector briefs the individual or team on the

evaluation and how it will be rated. The PPE may include an evaluation of the

individual’s training records, tool box, TMDE and TOs/procedures. The evaluation starts

when the individual or team begins the task, or portion of the task to be evaluated, and is

completed when the job or previously determined portion of the task is finished. When


performing an evaluation, the inspector determines if the technician or supervisor

performed the job IAW technical order/procedure and appropriate instructions. Provide

feedback to the individual or team and supervision upon completion. The types of PEs

are:

6.3.1.1.1. Individual Evaluations. This is a QA over-the-shoulder evaluation of a

RE/MAT/SMT or supervisor performing a technical/mission assurance task. The

evaluator may start or stop the task evaluation at any step. PEs may be performed on

individuals working alone or as part of a team. Evaluations must accurately assess the

proficiency of each individual under evaluation.

6.3.1.1.2. Team Evaluations. This is a QA over-the-shoulder evaluation of

RE/MAT/SMT and supervisors performing a team task. A team task is one requiring

more than one person to complete the task. The evaluator may start or stop the task

evaluation at any step.

6.3.1.1.3. Trainer Proficiency Evaluation (TPE). A TPE will be conducted on each

section’s designated trainer(s) annually. The TPE is an over-the shoulder evaluation

of the trainer, performed while the trainer is conducting

qualification/certification/recurring training. TPEs are synonymous to an EPE

performed on QA and are used to verify technical accuracy and completeness of

training provided, not the proficiency of the trainees themselves.

6.3.1.2. Rating Proficiency Evaluations. QA rates each evaluation based on

AQLs/standards. A failed PE rating means the specific task was not performed within

the established AQL/standards. The rating applies only to the specific task evaluated and

not to other tasks that a RE/MAT/SMT or supervisor is qualified to perform. Upon

completion of a unsatisfactory evaluation, the evaluator must provide on-the-spot

feedback. Determine ratings IAW table 6.2

6.4. General Proficiency Evaluation Guidelines: 6.4.1. Quality Assurance evaluators must be qualified on the hands on maintenance CFETP

tasks they evaluate (e.g. 1 ASTS).

6.4.2. To the maximum extent possible, before conducting a PPE, EPE, or a TPE, verify the

RE/MAT/SMT /instructor is certified in the CFETP to perform/instruct the

maintenance/mission assurance task.

6.4.3. Whenever possible, evaluators will have their own copy of technical order/procedure

available for the task being evaluated.

6.4.4. Consider using no-notice evaluations whenever possible. QA will attempt to

minimize impacts on operational maintenance/mission assurance while scheduling

evaluations.

6.4.5. Quality Assurance may perform evaluations on personnel utilizing trainers or training

facilities.

6.4.6. Evaluations will only be accomplished while observing actual task performance.

Evaluators will not be part of the task being performed.

6.4.7. . Trainees may receive PPEs to verify adequacy of training.


6.5. Guidelines for Conducting Proficiency Evaluations: 6.5.1. Evaluators must afford reasonable opportunity for maintenance technicians to detect a

defect or deficiency.

6.5.2. Evaluation will be accomplished only while observing actual task performance or

inspecting equipment or documentation.

6.5.3. Evaluators will brief all personnel to be evaluated prior to the start of the evaluation.

If a task is already in progress, notify the individuals being evaluated that they are under

evaluation and brief them as soon as possible. During the briefing, the evaluator must advise

the technicians of the following:

6.5.3.1. Don't compromise safety or security.

6.5.3.2. Under normal circumstances, do not consider the evaluator as the second person

to satisfy buddy care requirements.

6.5.3.3. Take breaks during the evaluation, if needed.

6.5.3.4. The evaluator must be notified of any policy, procedure, configuration changes,

simulations or previously accomplished steps affecting the evaluation. Errors may be

assessed for TO/procedure requirements that are omitted during task performance that

have not been identified as previously accomplished.

6.5.3.5. The RE/MAT/SMT is responsible for tasks and related actions. All reports,

forms, parts requisition, technical orders/procedures, tools, test, and handling equipment

availability, or any other task related actions are responsibilities of the individuals

evaluated. The evaluator's presence does not shift this responsibility.

6.5.3.6. The RE/MAT/SMT /team may ask for technical help from personnel/agencies

normally available in the conduct of day-to-day maintenance/mission assurance activities.

The evaluator conducting the evaluation should be asked only as a last resort and when

all other avenues of help have been exhausted. Excessive outside intervention that

demonstrates a lack of technical/task proficiency to the degree that the task cannot be

completed without direct supervisory involvement may result in the task being rated

unsatisfactory.

6.5.3.7. The evaluator must be notified of the start and completion of the task, and any

delays that occur.

6.5.3.8. Evaluator may ask questions to determine the individual’s knowledge of the task

under evaluation. Questions of this type should be deferred to the end of the operation.

Individuals may refer to technical guidance or use their normal supervisory chain of

command when answering questions.

6.5.3.9. Evaluators will stop a task if conditions are detected that would jeopardize

personnel or safety, security, system reliability, and/or cause equipment damage. The

evaluator may only stop the task after all reasonable opportunities to detect the deficient

condition have passed.

6.5.3.10. All actions performed are subject to observation.


6.5.4. Following the evaluation, the evaluator must critique the technicians on the portion of

the task they were evaluated on. The evaluator must inform the work center supervisor when

a task is rated unsatisfactory or the results have not been determined. RE/MAT/SMTs will

not perform the evaluated task again until officially critiqued.

6.5.4.1. Explain each error; include who received it, category, mission impact and

correct procedures.

6.5.4.2. Review the RE/MAT/SMT’s/instructor’s strengths and weaknesses.

6.5.4.3. Recommend methods of task accomplishment.

6.5.4.4. Exchange ideas and techniques.

6.5.5. During the TPE briefing, the evaluator must advise the instructor of the following

additional items:

6.5.5.1. The instructor must prevent/immediately correct any of the following:

significant security violations or safety errors which could result in serious injury to

personnel, failure to use technical orders/procedures during the maintenance/mission

assurance process and any error which could result in potential/imminent equipment

damage.

6.5.5.2. The instructor must correct other errors before completing the training session.

The training session is considered complete when the instructor critiques the student’s

performance.

6.5.5.3. Evaluators will consider the instructor’s degree of control over the trainee.

6.5.5.4. Evaluators will not generate an evaluation report on the trainees. Errors

committed by JQS qualified RE/MAT/SMT s during activities performed outside the

scope of the training objective may be documented.

6.5.5.5. The evaluator may ask questions to determine the evaluatee’s knowledge of a

task. The evaluatee may use technical references to answer any questions.

6.5.5.6. The instructor must complete all applicable training documentation and make it

available for the evaluator’s review

6.5.5.7. A TPE will be rated unsatisfactory when the trainer does not detect, correct, and

provide re-training for a an error committed that is described in Table 6.2. Additionally,

the evaluation will also be rated a ―fail‖ if an incomplete training process takes place

such as failing to instruct critical portions of the task.

6.5.5.8. During task evaluation; the evaluator must detect and correct all errors. Select

the best option available to correct the situation. It may be advantageous to correct minor

errors during the critique phase; other errors may warrant prompt correction. Consider

giving RE/MAT/SMT s the opportunity to make decisions on courses of action on their

own using the resources available to them.

6.5.5.9. For each error, conduct training to the level necessary to ensure the technician

understands the circumstances in question. The evaluator may be prohibited from

conducting training by time, resources, attitudes or a combination of factors. If

prohibited, note the situation in the report and defer the required training action to the


section NCOIC. The evaluator may recommend the RE/MAT/SMT should not perform

the task until retrained.

6.5.6. Apply the following guidelines when a RE/MAT/SMT cannot correctly or safely do or

observe a task without excessive outside intervention or assistance:

6.5.6.1. Notify the RE/MAT/SMT 's work center and SQ CC/SUPT.

6.5.6.2. Quality Assurance and the RE/MAT/SMT 's SQ CC/SUPT will assess whether

to:

6.5.6.2.1. Replace the technician(s) on the spot.

6.5.6.2.2. Supervise the RE/MAT/SMT (s) finishing the task.

6.5.6.2.3. Terminate the task.

6.5.6.3. Do not allow the RE/MAT/SMT (s) to perform the task in question unless

supervised by a task-qualified technician or until retrained.

6.5.6.4. State in the evaluation report the technician(s) should not perform the

maintenance/mission assurance task unsupervised or until retrained. Quality Assurance

may state the RE/MAT/SMT should not perform any maintenance/mission assurance

tasks or any maintenance/mission assurance function unsupervised.

6.5.7. Award an overall rating for the entire maintenance process using guidance in Table

6.2

6.5.8. RE/MAT/SMT /instructors who commit major errors described in Table 6.3 at

anytime during the maintenance process will be rated unsatisfactory.

6.5.9. Conduct TPEs to verify the technical accuracy and completeness of training. Use

TPEs to sample both initial qualification and recurring training.

6.6. Quality Verification Inspections (QVI). A QVI is an inspection of equipment condition,

or a process, an assessment following an inspection, servicing or repair action, or verification

that a RE/MAT/SMT or supervisor properly completed an inspection or repair action. QVIs shall

not be conducted after equipment operation when such operation could invalidate indications of

proper job accomplishment. Limit QVIs to the technical orders required for the job. Normally

this inspection does not require disassembling parts, removing stress panels or like actions. The

QVI report should reflect deficiencies by the individual who accomplished the task and identify

specific discrepancies.

6.6.1. Each QVI is chargeable to the technician or supervisor who performed the work.

6.7. Management Inspections (MI) (Activity Inspection/Functional Assessment and Special Inspections (SI)). Quality Assurance conducts inspections/assessments to provide managers an

objective appraisal of mission capability and management effectiveness. Focus on efficiency,

procedural compliance and adequacy of directives.

6.7.1. Special Inspections (SI). SIs are inspections not covered by QVIs, PEs or MIs. SIs

may include, but are not limited to, aerospace equipment and equipment forms inspections,

document file inspections, CTKs, TO files, vehicle inspections, housekeeping, safety

practices, etc. SIs may be condition, procedural or compliance oriented. The locally


developed QA database will be used to document special inspections. SIs can be non-rated. If

rating a SI, rate them based on locally established AQLs/standards.

6.7.2. Management Inspection (MI). Perform these inspections to follow-up on trends,

conduct investigations or conduct research to get to the root cause of problems. Group/CC,

SQ/CC or work center supervisors may request MIs. MIs may encompass trends and other

inspection data; high component or system failure rates; suspected training deficiencies, and

tasks outlined in TOs/procedures. Report MI results to the requester, and allow them latitude

to explore options prior to implementing corrective actions. MIs can be non-rated and may be

counted in QA trends. The MAJCOM-approved QA database will be used to document

management inspections.

6.7.3. Prior to conducting inspections/assessments, determine the scope (what to inspect) and

process (how to inspect it). Consider the following:

6.7.3.1. Using formalized checklists.

6.7.3.2. Basing inspections on regulatory requirements.

6.7.3.3. Using standard five-tier rating criteria.

6.7.3.4. Standardizing report content, format, distribution and routing procedures.

6.8. Applicability to Contract Maintenance Activities. Unit level QA is not applicable to

contract logistics activities unless required by the Statement of Work (SOW), Performance of

Work Statement (PWS), or contract.

6.9. Manning, Training, Qualification and Proficiency. 6.9.1. Chief of QA will develop a local training plan to train all QA personnel. In this

section use of QA inspector includes augmentees.

6.9.1.1. Training must cover inspection and evaluation techniques, documenting

inspection worksheets and actions to prevent personnel injury or equipment damage. A

formal QA inspector course may be used to supplement this training. Document QA

Inspector training in individual training records.

6.9.1.2. QA inspectors are JQS qualified on all SMT tasks they evaluate. For all other

tasks, inspectors must be familiar with the requirements/procedures of tasks they

evaluate.

6.9.1.3. Quality Assurance may need augmentee evaluators for some work centers.

Ensure qualification on the appropriate SMT technical tasks in the CFETP they will

evaluate. Permanent augmentees will meet all qualifications required for QA.

6.9.1.4. Evaluator Qualifications: Prior to performing unsupervised evaluator duties,

personnel selected as evaluators must:

6.9.1.4.1. Be JQS qualified on the appropriate evaluator CFETP tasks.

6.9.1.4.2. Complete unit evaluator training program, to include at least one

proficiency evaluation and one technical inspection.

6.9.1.4.3. Be observed by Chief of QA, QA Superintendent, or LCG Superintendent

conducting a PPE or TPE.


6.9.1.4.4. Be interviewed by Chief of QA and LCG Superintendent.

6.9.1.4.5. Chief of QA, QA Superintendent, or LCG Superintendent must annually

observe each evaluator conducting a PPE or TPE. Evaluators that are overdue their

annual observation will be restricted from performing proficiency evaluations

unsupervised..

6.9.1.4.6. Quality Assurance Augmentation. If a functional area does not warrant a full-

time position in QA, but specialized expertise is required, select qualified personnel that

are recommended by their SQ/CCs to be augmentees. Each QA must maintain a listing of

current augmentees. In coordination with the SQ CCs/superintendents, QA shall establish

augmentee duties.

6.9.1.4.7. Rotation of Quality Assurance Personnel. Personnel should be assigned to QA

for a maximum of 36 months/minimum of 24 months.

Table 6.1. Minimum Inspection/Evaluation Sampling Requirements.

ITEM Quantity PPE - Initial PPE: within 90 days of initial qualification

- Annually on each technician

TPE - Annually on each instructor

Technical Orders and local job guides (as required)

- 100% new and revised technical orders - 100% TO and CEM change requests - 100% Local Job guides issued within LCG

Unit Lesson Plans - 100% annually for format and standardization (N/A for headquarters managed lesson plans)

ACCEPTABLE QUALITY LEVELS/STANDARDS

Table 6.2. Acceptable Quality Level (AQL) Grading Criteria.

RULE

If the Individual Committed

AND

Award a grade of

1 No major errors

No minor errors & the overall performance exceeded the acceptable level or accumulation of minor errors did not detract from performance exceeding acceptable level

Outstanding

2 No minor errors, or the accumulation of minor errors did not detract from overall acceptable level

Satisfactory

3 One or more major N/A Unsatisfactory


errors 4 No major errors The accumulation of minor errors

resulted in the overall maintenance process falling below an acceptable level

5 No major errors More than four (4) minor errors on a category I task observation

NOTE: When determining when to award the “Outstanding” rating, consider the following: 1. Number of tasks evaluated 2. Complexity/frequency of tasks evaluated. 3. Reasonable impact of each error committed. 4. Complexity of the program being inspected.

Table 6.3. Error Criteria Description.

MAJOR ERROR: -- Significant Safety Error. An error that, as a reasonable expectation, could result in personnel injury caused by an individual’s disregard or lack of attention to safety precautions. -- Significant Equipment Damage. An error that, as a reasonable expectation, could damage a support equipment/SV, LV or critical infrastructure system component to the extent it cannot be used for its intended purpose. This does not include damage to common hand tools. -- Failure to have available/utilized technical order/approved procedures while performing/observing maintenance. -- Individual not trained/certified on task being performed. --Failure to accomplish/observe a critical portion of a task that results in increased mission risk by not verifying the operability/serviceability of support equipment, subsystem, or system component. --Failure to document maintenance actions/conditions that, as a reasonable expectation, results in erroneous equipment availability, SV, LV or critical facility system status; or significant safety/security deficiency. -- Failure to recognize an unacceptable condition/test result that is cause for rejection of equipment or prevents support equipment/system or system component from operating. -- Failure to recognize an acceptable condition/test that caused rejection of serviceable components or equipment.


-- Clearly demonstrated inability to successfully complete the task due to a lack of job knowledge. Cannot correctly or safely accomplish task without excessive outside intervention or assistance. -- Failure to comply with the intent of technical order/approved procedure warnings or cautions. -- A condition that creates an unreliable LV/SV, LV/SV component, equipment item, critical facility or an unsafe or insecure environment. MINOR ERROR: -- An error that does not prevent a support equipment/SV,LV, or critical facility system component from being used for its intended purpose, but would, as a reasonable expectation, have a detrimental effect on the operational life of the component/equipment/system. This may include damage to common hand tools due to misuse. -- An error that, as a reasonable expectation, could require support equipment to be returned to another agency for recalibration/reverification. -- An error that lacks the seriousness to meet the criteria for a major error. ADDITIONAL TRAINER PROFICIENCY ERROR CRITERIA MAJOR ERROR: -- Failure to detect/correct a major error. -- Failure to have available/utilize lesson plan. -- Use of a lesson plan not reviewed within the past year -- Certified student(s) who fail to meet objective. -- Failure to provide students with technically accurate information. Consider the impact of the information MINOR ERROR: -- Did not document training session. -- Did not detect/correct a minor error. -- Minor deviation from ISD process.


Chapter 7

ADOPTED FORMS

7.1. AF IMT 797, Job Qualification Standard Continuation/Command JQS.

LOREN M. RENO, Lieutenant General, USAF

DCS/Logistics, Installations & Mission Support


Attachment 1

GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION

NOTE: information contained in the following publications is useful to the spacelift community. The list is not inclusive of all required directives, but is an excellent starting point to find needed information.

References TITLE 49 USC 70101-70119 Chapter 701--Commercial Space Launch Activity, 3 Jan 2006

DoDD 3200.11, Major Range and Test Facility Base, 27 Dec 2007

DoDD 3230.3, DoD Support for Commercial Space Launch Activities, 14 Oct 1986

DoDI 3100.12, Space Support, 14 Sept 2000

DoDI 5000.2, Operation of Defense Acquisition System, 12 May 2003

NSS Acquisition Policy 03-01, Guidance for DoD Space System Acquisition Process, 27 Dec

2004

MIL-STD 882, Standard Practice for System Safety, 10 Feb 2000

FAR, Federal Acquisition Regulation, 1 Jan 2000

FAR Part 42, Contract Administration, 1 Jan 2000

FAR Part 46, Quality Assurance, 1 Jan 2000

AFPD 10-12, Space, 1 Feb 1996

AFPD 21-1, Air and Space Maintenance, 25 Feb 2003

AFPD 91-2, Safety Programs, 28 Sep 1993

AFCAT 36-2223, USAF Formal Schools, 18 Dec 2007

AFI 10-2801, Air Force Concept of Operations Development, 24 Oct 2005

AFI 10-206_AFSPCSUP 1, Operational Reporting, 15 Apr 2008

AFI 10-601, Capabilities Based Requirements Development, 31 Jul 2006

AFI 10-1201, Space Operations, 25 Jul 1994

AFI 10-1211, Space Launch Operations, 17 Jul 2006

AFI 10-1212, Space Launch Vehicle Return to Flight, 31 Oct 2001

AFI 21-105, Air and Space Equipment Structural Maintenance, 9 Apr 2003

AFI 36-2201V1, Training Development, Delivery and Evaluation, 1 Oct 2002

AFI 36-2201V3, AF Training Program on the Job Training Administration, 4 Feb 2005

AFI 36-2238, Self Aid and Buddy Care Training, 19 Jan 2006


AFH 36-2235, Information for Designers of Instructional Systems, 1 Nov 2002

AFI 38-101, Air Force Organization, 4 Apr 2006

AFI 48-123, Medical Examinations and Standards, 5 Jun 2006

AFI 63-124, Performance-Based Service Acquisitions (PBSA), 1 Aug 2005

AFI 63-501, Air Force Acquisition Quality Program, 31 May 1994

AFI 63-501_AFSPCSUP 1, Air Force Acquisition Quality Program, 1 May 1998

AFI 63-1101, Modification Management, 17 Jul 2001

AFI 63-1201, Life Cycle Systems Engineering, 23 Jul 2007

AFI 91-202, USAF Mishap Prevention Program, 1 Aug 1998

AFI 91-204, Safety Investigations and Reports, 14 Feb 2006

AFMAN 91-222, Space Safety Investigations and Reports, 9 Aug 2005

AFI 91-213, Operational Risk Management, 1 Apr 2000

AFDD1, Air Force Basic Doctrine, 17 Nov 2003

AFDD 2-2, Space Operations, 27 Nov 2006

TO 00-5-1, AF Technical Order System, 15 Oct 2006

MCI 21-101, Designation/Redesignation of Spacelift and Missile Systems Fixed Installed or

Mobile Support Equipment, 1 Jun 1995

AFSPCI 10-102, Air Force Space Command Concept Development, 15 Nov 2007

AFSPCI 10-1202, Crew Operations, 1 Oct 2004

AFSPCI 10-1213, Spacelift Launch Strategy and Scheduling Procedures, 4 Sep 2007

AFSPCI 21-104, Configuration Control Process, 1 Dec 1994

AFSPCI 21-105, AFSPC Corrosion Maintenance and Control Program, 1 Nov 2006

AFSPCI 36-2202, Mission Ready Training, Evaluation and Standardization Programs, 3 Feb

2003

AFSPCI 36-2203v1, 14 AF Training and Evaluation Performance Standards (TEPS), 3 Sep

2002

AFSPCI 63-104, Modifications to Systems and Implementation Approval Process, 22 Jan 2007

AFSPCI 91-700, Range Safety Publications Series, 1 May 2004

AFSPCI 91-701, Launch Safety Program Policy, 1 Jun 2005

AFSPCMAN 91-710V6, Range Safety User Requirements Manual, 1 Jul 2004

AFSPCHOI 10-1, Capabilities-Based Operational Requirements Guidance, 3 Oct 2005

HQ AFSPC Logistics/Civil Engineering Concept of Maintenance, 13 Jun 94

CFETP, Career Field Education Training Plan: 2M0XX, 21MX


EWR 127-1, Eastern and Western Range Safety Requirements, 31 Oct 1997

SMCI 63-1201, Assurance of Operational Safety Suitability &Effectiveness for Space/Missile

Systems, 1 Apr 2004

SMCI 63-1202, Space Flight Worthiness, 1 Apr 2004

SMCI 63-1205, System Safety Process, 20 Aug 2007

Abbreviations and Acronyms AF—Air Force

AFCFM—Air Force Career Field Manager

AFI—Air Force Instruction

AFOSH—Air Force Occupational Safety and Health

AFPD—Air Force Policy Directive

AFSPC—Air Force Space Command

AFSPCI—Air Force Space Command Instruction

AFSPCMAN—Air Force Space Command Manual

AGE—Aerospace Ground Equipment

AIB—Accident Investigation Board

ASTS—Air and Space Test Squadron

BCE—Base Civil Engineer

CC—Commander

CFETP—Career Field Education and Training Plan

DoD—Department of Defense

ELV—Expendable Launch Vehicle

ER—Eastern Range

EWR—Eastern and Western Range

HHQ—Higher Headquarters

HQ—Headquarters

HQ AFSPC—Headquarters Air Force Space Command

IAW—In Accordance With

IG—Inspector General

ISD—Instructional System Development

JON—Job Order Number

JQS—Job Qualification Standard


LCG—Launch Group

LCSS—Launch Support Squadron

LV—Launch Vehicle

LVDB—Launch Verification Database

LVM—Launch Verification Matrix

LMVA—Launch Vehicle Mission Assurance

MAJCOM—Major Command

MAT—Mission Assurance Technician

MD—Mission Director

MOA—Memorandum of Agreement

OG—Operations Group

O&M—Operations and Maintenance

OPR—Office of Primary Responsibility

ORI—Operational Readiness Inspection

OSHA—Occupational Safety and Health Act

OSS&E—Operational Safety, Suitability, and Effectiveness

PAT—Process Action Team

PEM—Program Element Monitor

PMO—Program Management Office

POC—Point of Contact

QA—Quality Assurance

QAE—Quality Assurance Evaluator

RDS—Records Disposition Schedule

RDT&E—Research, Development Test & Evaluation

RE—Responsible Engineer

RP—Real Property

RPIE—Real Property Installed Equipment

RT—Recurring Training

SAV—Staff Assistance Visit

SI—Special Inspection

SIB—Safety Investigation Board

SLCC—Spacelift Commander


SLS—Space Launch Squadron

SMC—Space and Missile Systems Center

SMT—Space Launch Maintenance Technician

SOW—Statement of Work

SV—Satellite Vehicle

SVMA—Satellite Vehicle Mission Assurance

SW—Space Wing

UCI—Unit Compliance Inspection

USAF—United States Air Force

U&TW—Utilization and Training Workshop

WR—Western Range

Terms Acceptance—Government acceptance of the results of a contractor-executed test procedure or

task and acceptance of close-out/disposition of all anomalies or out-of-family/out-of-spec data

associated with that procedure or task. Acceptance will be performed by one, or a combination of

the following agencies: System wing/group, SLS, and RMS (depending on the subject). The

Aerospace Corporation will provide a technical recommendation on acceptance or rejection to

the Air Force. Acceptance takes on two forms: One is an acceptance of

items/processes/procedures as required by the contract; the other is technical acceptance that the

contractor’s actions have adequately resolved any anomalies/non-conformances and satisfies

Flight/Task Certification Matrix requirements.

Aerospace Ground Equipment (AGE)—Ground processing end items that are required to

make a space system operational, not designated as Special Tooling or other production tooling

defined as being allocated to an airborne configuration item, and not designated as Real Property

Installed Equipment.

Annual—When used as a requirement, the term ―annual‖ refers to a 12-month interval.

Anomaly—An unexpected or unplanned condition that does not meet provided system

performance parameters and which cannot be corrected by organizational maintenance resources

in accordance with validated procedures. After analysis, an ―out-of-family‖ condition could be

declared an anomaly.

Anomaly Resolution—The process to resolve an anomaly. An anomaly resolution team will be

formed to resolve/disposition all system anomalies. This team may consist of AFSPC,

contractors, and any other personnel needed to resolve the anomaly

Approval—Approval signifies AFSPC approval/acceptance/coordination IAW AFSPC

instructions and Memorandum of Agreements.

Category 1 task— Tasks deemed critical and, at a minimum, contain assessment requirements

that require real-time observation. The tasks may also require data review. This type of


coverage is required due to the potential increase in mission assurance risk if observation and/or

data review is not performed.

Category 2 task— Tasks deemed critical and require data review or real time observation due to

the potential increase in mission assurance risk if verification actions are not performed. Data

review may or may not be performed real-time.

Category 3 Task— Tasks deemed non-critical because there is minimal/no increase in mission

assurance risk if observation and data review are not performed. Problems resulting from these

activities will be addressed and criticality will be assessed per issue. Critical issues resulting

from a category 3 procedure will be handled the same way critical nonconformances are handled

for category 1 and 2 procedures.

Combatant Command (COCOM)—Nontransferable authority established by Title 10, United

States Code, Section 164, exercised only by commanders of unified or specified combatant

commands. COCOM (command authority) is the authority of a Combatant Commander to

perform those functions of command over assigned forces involving organizing and employing

commands and forces, assigning tasks, designating objectives, and giving authoritative direction

over all aspects of military operations, joint training, and logistics necessary to accomplish the

missions assigned to the command.

Contract Administration/Surveillance—Active surveillance of contractor performance to

ensure compliance with various contract or statement of work requirements. Examples include

safety, quality assurance, security, property management, and base support. Surveillance tasks

may be performed by the contracting office or delegated to another government office, which has

resident expertise and/or is co-located with contractor operations.

Contract Management—Active management of the contract and/or contractor by the

contracting officer for the purpose of ensuring satisfactory delivery of end items meeting USAF

requirements. This includes such activities as contract negotiation and business clearance, as

delegated by SMC.

Contract Surveillance Plan (CSP)—Wing service contracts subject to AFI 63-124, and

delegations/support requests operate under CSPs. This plan describes how contractor

performance will be measured and assessed against performance standards. The CSP should also

outline the acceptance process and state how acceptance of services will occur and describe how

performance results will be captured and documented so that the data gathered can later serve as

past performance information.

Critical System(s)—Critical systems are those that are necessary for a successful mission and

are identified as having test/processing procedures that require direct government observation or

data review.

Data Review—Government review of all data, resulting from completion of a contractor-

executed test procedure or task, required for government acceptance of that test procedure or

task. Data from contractor-run tests and procedures will be reviewed by SMC Systems Wings,

SLS, and/or AFQA according to the Flight Certification Matrix. This data review is to ensure the

test/procedure produced the desired results, to identify any anomaly/non-conformances, and to

develop trend data.


Direct Support—Provide a comprehensive, structured, support process to bring workable

systems to the customers. Maximize support of HQ functions to promote operational and

administrative effectiveness.

Discrepancy—An unexpected or unplanned condition that does not meet system performance

parameters but which can be corrected by organizational maintenance resources in accordance

with validated procedures at the unit level.

Facilities:—These electrical and mechanical systems are typically ―inside the-fence‖ and

provide indirect support to Space and Launch Vehicles. Space launch processing buildings to

include their electrical and mechanical systems that provide indirect support to space and launch

vehicles. These systems include but are not limited to: Security systems, power systems,

lightning systems, lighting systems, grounding systems, non-critical HVAC systems (non-flight

hardware), communication systems, non-critical cranes, and structures.

Flight Hardware—All physical elements of the spacelift systems that lift off, in contrast to

those space system elements that remain on the ground.

Flight Readiness—Assessment of the ability of the entire launch system (LV/SV, critical

GSE/facilities/infrastructure, range systems, and AGE) to meet the current launch schedule.

Flight Readiness Review (FRR)—Provides SMC/CC with hardware and software mission

status for the LV, the satellite, and/or critical ground systems, as well as associated interfaces.

Required for all missions where the SMC/CC is responsible for the certification of the mission,

LV, satellite or critical ground system, and FRR is presented to the SMC/CC or a designated

representative. The briefing takes place following SV and LV integration.

Flight/Section Supervision—Flight Supervision is composed of a flight commander and/or a

flight chief/OIC and NCOICs with sufficient background and knowledge required to manage

sections under their authority in support of the mission.

Flight Worthiness—Measures the degree to which a spacecraft, LV, or critical ground system,

as constituted, has the capability to perform its mission with the confidence that significant risks

are known and deemed acceptable. Flight worthiness certification is granted for the "system as

constituted" at the FRR (for SMC) based on a best assessment that the system will perform as

expected throughout its lifecycle.

Ground Support Equipment (GSE)—These electrical (EGSE) and mechanical (MGSE)

systems are typically ―inside-the-fence‖ and provide direct support to the Space and Launch

Vehicle. These systems include but are not limited to: SV and LV storage and handling

equipment, launch mounting systems, propellant storage and transfer systems, critical cranes,

critical environmental control systems, data processing systems, sound suppression systems, and

umbilical/retractable systems.

Independent Readiness Reviews—A review to assess the readiness status of any or all aspects

of mission or launch readiness elements directed by the Commander, AFSPC.

Independent Validation and Verification (IV&V)—An independent technical review

performed by an organization that is technically, managerially, and financially independent of

the development organization.

Infrastructure:—These electrical and mechanical systems are typically ―outside the-fence‖ and

provide indirect support to Space and Launch Vehicle Processing and Launch Facility. These


systems include but are not limited to: Power (outside-the-fence), pipelines, water supply, water

disposal, roads, skidstrips, and docks.

Job Order Number (JON)—A unique number assigned to an account that a contractor and the

Government uses to charge program-related expenses (including labor and materials).

Launch Mishap—Any AF launch-related incident which results in damage to government or

non-government property, illness or injury to or the death of government or non-government

personnel, or failure of a USAF-managed launch system to deliver a satellite to its intended orbit.

This includes but is not limited to catastrophic destruction of the launch vehicle, failures

involving the upper stage delivery system, or an anomaly or degradation of a component or

components resulting in mission failure.

Launch Processing—Launch site performance of engineering, test operations,

processing/integration, and maintenance tasks associated with flight hardware/software, ground

support equipment (GSE), and infrastructure to prepare the integrated stack (consisting of the

LV, upper stage, and satellite) for space launch.

Launch Processing Management—Functions performed by the Space Wing and associated

SMC representative to manage contractor launch processing actions in accordance with the

contract and appropriate delegations.

Launch Readiness Review (LRR)—Assessment of both the ability to meet the mission design

requirements and the current launch schedule based on the sum of flight worthiness and flight

readiness.

Launch Response Team (LRT)—Team chaired by AFSPC/A3 and formed prior to launch for

all AF and NRO launches. LRT will not be formed for FAA-licensed launches. Team informs

HQ AFSPC directorates of upcoming AF and NRO launches and responds in case of a launch

mishap. Majority of team activities reside around press releases and accident board

personnel/resource requirements.

Launch Service—Space launch capability provided by a contractor to place a satellite into a

specified orbit. The contractor retains ownership of all flight and ground hardware, engineering

analyses, processes, and readiness decisions.

Launch Vehicle Mission Assurance—LVMA is technical and management process rigorously,

continuously, and iteratively employed over the life—cycle of a launch system (mission

conception to space vehicle separation) to maximize mission success. LVMA encompasses

system engineering, risk management, quality assurance, and program management by an

experienced, stable launch agency team. LVMA is achieved through integrated developmental

processes and/or independent technical assessment and requires expenditures commensurate with

the criticality of the mission and the consequences of failure.

Launch Verification Matrix—A detailed description of all flight-critical hardware and software

test procedures and tasks, the execution of which must be personally observed by a government

representative and/or be approved through appropriate data review.

Maintenance Functions—Launch base transport, assembly, checkout, preparation, corrective

maintenance, and preventative maintenance inspections of spacelift vehicles, payloads, space

launch complexes, support equipment (SE); and real property (RP) that support launch activities.


Includes MATs and REs performing surveillance of contractor launch processing activities to

assess risk and suitability of contractor—performed actions.

Maintenance Surveillance—Observations and activities conducted by SLS personnel to include

Contract Surveillance, which are used to ensure/determine if launch system assets are reliable

and ready for operation by ensuring adherence to technical procedures, general maintenance

practices, safety requirements, security guidelines, environmental compliance, efficient

utilization of resources, and resource safety to include directing an immediate halt to actions

detrimental to personnel or equipment.

Major Range and Test Facility Base (MRTFB)—A national asset that is manned, operated,

and maintained primarily for DoD test and evaluation support missions. The ER and WR

primary MRTFB mission is spacelift.

Mission Assurance Technician (MAT)—Perform maintenance/technical surveillance activities.

They review space launch processing procedures, monitor launch processing activities, provide

risk assessments and documentation for LVMA and SVMA through maintenance/technical

surveillance of launch processing activities. Typically, MATs are from the 2M0XXs career field

with specific missile maintenance knowledge and experience.

Nonconformance Out of Position work (NCOP)—- NCOPs arise from significant issues

experienced during processing or unplanned work. Coverage is determined based upon a risk-

based technical assessment following SMC approved guidelines for determining task

categorization.

Observation—Direct government observation of the execution and recording (if applicable) of a

test procedure or task. An ―Observed‖ test procedure or task is one in which all steps (or certain

pre-defined steps) have been completed, all anomalies have been noted (with appropriate

documentation generated), and all applicable data captured while being observed by a

government representative. Observed test procedures or tasks are typically those that must be

accomplished correctly, cannot be easily verified by data review or post-test, and include a high

risk of inducing collateral damage that could remain undetected.

Operational Consideration (OC)—Consist of Crisis Action Plans for the use of military forces

in the event of hostilities, military operations other than war, crisis situations, increased

international tension, or civil disturbances.

Operation Plans (OPLAN)/Operation Order (OPORD)—A plan or a series of connected

operations to be carried out simultaneously. It is usually based upon stated assumptions and is in

the form of directives employed by higher authority to permit subordinate commanders to

prepare supporting plans and orders. The designation ―plan‖ is usually used instead of ―order‖

preparing for operations well in advance. An operation plan may be put into effect at a

prescribed time, or on a signal, and then becomes an operation order.

Operational Safety, Suitability and Effectiveness (OSS&E)—Process for establishing and

preserving the safety, suitability, and effectiveness of Air Force systems and end-items over the

entire operational life by preserving technical integrity via prudent use of disciplined engineering

practices, assurance of proper operations and maintenance, effective supply systems, and field

utilization and maintenance trends feedback to systems program offices.


Oversight—Government surveillance/analysis and control of contractor/engineering activities to

include; booster, spacecraft, facility and integration activities associated with delivery of a

launch service.

Public Safety—Safety involving risks to the general public of the United States or foreign

countries and/or their property.

Range Operations—Any procedure that requires the use of Range resources. The execution of

operations focused on efficient and coordinated employment of all range assets and processes to

enable the safe and timely launch of payloads and test vehicles.

Real Property (RP)—Land, buildings, structures, utilities, improvements and appurtenances

thereto. Includes equipment attached to, and made part of, buildings and structures but not

movable equipment. Primarily consisting of facilities and other non-equipment support system

infrastructure.

Real Property Installed Equipment (RPIE)—Government-owned or leased support

equipment, apparatus and fixtures that are essential to the function of the real property and

permanently attached to, integrated into or on government-owned or leased property.

Resource Protection—The protection of Air Force flight hardware, facilities, support

equipment, or other property from damage due to mishaps.

Responsible Engineer—Personnel who perform technical risk assessments for mission

assurance through engineering analysis of launch processing activities. Documents engineering

analyses.

Risk Assessment—Actions conducted for mission assurance purposes to (1) identify and capture

risk items from procedure review and process observation, (2) assign a technical risk level to

each item, and (3) track each item through resolution/mitigation steps to acceptance or closure.

Satellite Vehicle Mission Assurance—SVMA is a technical and management process

rigorously, continuously, and iteratively employed over a space vehicle until it successfully

separates from a launch system in its intended orbit. SVMA encompasses system engineering,

risk management, quality assurance, and program management by an experienced, stable space

vehicle agency team. SVMA is achieved through integrated developmental processes and/or

independent technical assessment and requires expenditures commensurate with the criticality of

the mission and consequences of failure.

Space Launch Maintenance—Maintenance function conducted by USAF or contractor

personnel at the launch base in support of operations to attain and maintain the capability to

command, control, and execute a spacelift system.

Space Launch Maintenance Technician (SMT)—Personnel who perform handling and

maintenance of flight hardware, and operate and maintain support equipment, vehicles, and

facilities. They are typically from the 2M0XX career field with specific missile maintenance

knowledge and experience. SMTs are personnel assigned to 1 ASTS.

Space Launch—The ability to project power by transporting people and materiel to and/or

through space, to include test launches and sub-orbital missions. This includes the deployment,

sustainment, and augmentation of satellite constellations by delivering space systems to the

required orbit.


Support Equipment (SE)—All equipment (i.e., AGE, RPIE, etc.) required to make or keep a

spacelift system, subsystem or item of support equipment operational in its intended

environment.

Universal Documentation System (UDS)—The UDS provides a common language and format

for stating program, mission, and test requirements and supporting documentation.

Verify—To review, inspect, test, check, measure, audit or otherwise confirm that products,

processes, or documents conform to specified requirements. Verification may be performed after

work completion, e.g., safety wiring.


Attachment 2

MAT/RE/SMT TRAINING REQUIREMENTS

Table A2.1. MAT/SMT Training Requirements.

Training

Applies To

Frequency

OPR

Remarks

Maintenance /

OSS&E

Training

All MAT/RE/SMT One time Unit

Training

Ensure personnel understand

AFI 21-200, AFI 21-

202VIII, AFI 63-1201.

Corrosion

Control

Training

All MAT/RE/SMT IAW

AFSPCI

21-105

Unit

Training

Ensure an understanding of

the requirements of the

Corrosion Control Program.

IAW AFSPCI 21-105

Environmenta

l Awareness

Training

All MAT/RE/SMT Annual Unit

Training

OSHA Standard 1910.120

Cardiopulmon

ary

Resuscitation

(CPR)/First

Aid

All MAT/RE/SMT CPR –

Locally

defined

First Aid –

Initial /

Every two

years

Unit

Training

OSHA Standard 1910.151,

1910.269(b) (1) and AFI 36-

2238

Explosive

Safety

All MAT/RE/SMT Initial /

Annual

Unit

Training

Ensure all personnel

understand explosive safety

standards required during

processing and launch.

Local explosive safety

course (initial class) will

fulfill this requirement. AFI

91-202

Propellant

Training


Annual

Unit

Training

EWR 127-1/AFSPCMAN

91-710/AFOSH STDs 91-67

and 48-8

Confined

Space

Training


Training

AFOSH Standard 91-25

Overhead

Crane Safety

Training

All MAT/RE/SMT One time Unit

Training

AFOSH Standard 91-46,

Chap 5

Rigging

Fundamentals

Training

All MAT/RE/SMT One Time Unit

Training

Usually provided through

contractor training


Fire

Extinguisher

Training


Training

AFOSH 91-501

Complex/Faci

lity Safety

Training


Every 3

years

Unit

Training

EWR 127-1, AFSPCMAN

91-710

Process Safety

Management

All MAT/RE/SMT Every 3

Years

Unit

Training

EWR 127-1, Chap 6 or

AFSPCMAN 91-710, Vol 6,

as applicable

Basic contract

, Statement of

Work (SOW)

and

Memorandum

of Assignment

(MOA)

familiarization

All MAT/RE/SMT Initial Unit

Training,

Quality

Assurance

Branch,

Or

Defense

Acquisition

University

(DAU)

Contracting Office, AFI 63-

124/AFI 63-501 and

applicable supplements.

This training is intended to

provide all SLS maintenance

and engineering personnel

with basic contract

familiarization training due

to the day-to-day interactions

with contracts / contractors

Spacelift

Fundamentals

Course

Newly assigned

personnel

One Time AFSPC/A4

SS

Not a prerequisite to

performing mission

assurance duties, however it

should be completed as soon

as possible after assignment.

Contractor

Provided

Training

All MAT/RE/SMT As

Required

Unit None

NOTES: When applying the Rating Criteria consider the following:

1. Number of tasks inspected.

2. Complexity/frequency of tasks inspected.

3. Reasonable impact of each deviation committed.


Attachment 3

MAINTENANCE TASK COVERAGE

Figure A3.1. Mission Assurance Risk Map.