By John G. Drew, Kristin F. Lynch, James M. Masters, Robert S. Tripp, Charles Robert Roll
RAND built a technique to assist comprehend and clarify the diversities among U.S. Air nationwide protect and energetic part plane upkeep productiveness. This study specializes in upkeep innovations for helping affiliate devices, the place the aim of the affiliate unit is to provide knowledgeable pilots within the most productive demeanour attainable.
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Extra resources for Options for Meeting the Maintenance Demands of Active Associate Flying Units
In nearly every case, the ANG was able to produce more than two times as many peacetime sorties per full-time maintainer as a comparable active component unit. Key Factors in the Standards-Based Differences To be able to develop a rational basis for manning active associate unit aircraft maintenance operations, it is essential to understand why such a large diﬀerence exists between the active component and the ANG F-16 units in generating peacetime sorties. Many factors have been suggested as possible explanations or causes of the standards-based differences, including t wartime versus peacetime manning factors t “out-of-hide” duties 11 Based on discussions with 180 Fighter Wing, Toledo, Ohio.
The average active component maintainer moves to a new assignment every three years, often changing aircraft platforms in the process. Even if the type of airframe or the type of repair is the same, this continuous rotation of personnel causes teams to be constantly Understanding Standards-Based Productivity Differences 21 formed and reformed. Moreover, any training of an individual maintainer not completed during the initial assignment must be taken on by the unit at his or her next assignment.
As a result, a full-time ANG technician is available to perform maintenance for 234 days per year. That is to say, a full-time ANG technician is 121 percent more available than an active duty maintainer on an annual basis. It therefore follows that, if active duty personnel were as available as ANG technicians, an additional 193 positions would not be needed at Shaw. Note that this conclusion is in no way a criticism of Shaw or its management practices. This is simply an attempt to quantify the eﬀect of the ANG environment, policies, and procedures on its manpower requirements and to compare them to active component experience.