AD-A237 083 TTI, O - Defense Technical Information Center · 2.6 PROCESS FLOW CHART ......
255
* Form Approved )CUMENTATIPOAN OMB N .0704-0188 AD-A237 083 )'"E" TTI, • maron , e~tla .t€o to . efg I "out oer '.ioorse, n~cImg u~e trie tO, revlew.n( flntruCI~oM. ',eifclnl e.$ittq o3a SoutC . or.il lelulg ....... ~ o~ . o,.o,ono o,,,to f ..... o mmnto .... r ..... h oufoe ...... t O ..... ne ~et01t' 31 reucrn f. hi b, raen , t "Naish.nton meacauarters Service, Dtre'Ofrate ior Infotit ont Ooeration$ no ReDotIs, 1215 Jefferson 302. antotne Of fCeot Mainm enrt and Sudet. PlPrork Reducton ProjectI 07C4-0 188). WaSn-..0. 0C 205C3 . . . r) 2. REPORT DATE 3. REPORT TYPE AND DATES rOVEREO 4. TITLE AND SUBTITLE Technology Insertion (TI)/Industrial 5. FUNDING NUMBERS Process Improvement (IPI) Task Order No. 1 (uonded Contract Data Base Documentation Book for WR-ALC/MANPSC Honeycomb) 6. AUTHOR(S) McDonnell Douglas Missile Systems Company 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION REPORT NUMBER McDonnell Douglas Missile Systems Company St. Louis, Missouri 63166 F33600-88-D-0567 9. SPONSORING/MONITORING AGENCY NAME(S) ANDADDRES9(ES) 0. SPONSORING/MONITORING AGENCY REPORT NUMBER HQ AFLC/LGME WPAFB OH 45433 .n0u- ,,. 11. SUPPLEMENTARY NOTES Prepared in cooperation with WR-ALC & HQ AFLC 12a. DISTRIBUTION/ AVAILABILITY STATEMENT 12b. DISTRIBUTION CODE Distribution Statement A Ir13. ABSTRACT (Maximum 200 words) echnolog-y Insertion (TI)/Industrial Process Improvement (IPI) /Iata Base Documentation 1(ookVolume,• for WR-ALC/MANPSC (Bonded Honeycomb) . This document-contains detailed information about layouts equipment and processes for this RCC. 14. SUBJECT TERMS (nf1 QlrpEepo KL o 15. NUMBER OF PAGES Ilct1s-ON, RtCRAVT, POFLr, Pff, EMuW9MOAT, n~ii PRICE COD e*ND~rI NG,*tfrj&- r Ke c 16 ____________ 17. SECURITY CLASSIFICATION 18. SECURITY CLASSIFICATION 19. SECURITY CLASSIFICATION 20. LIMITATION OF ABSTRACTj OF REPORT OF THIS PAGE OF ABSTRACT Unclassified Unclassified Unclassified Unclassified StJ ,34O-0;-280- 50O Stancdad ;orm 298 ,,ev 2-89)
Transcript of AD-A237 083 TTI, O - Defense Technical Information Center · 2.6 PROCESS FLOW CHART ......
* Form Approved)CUMENTATIPOAN OMB N .0704-0188AD-A237 083 )'"E" TTI,• maron , e~tla .t€o to . efg I "out oer '.ioorse, n~cImg u~e trie tO, revlew.n( flntruCI~oM. ',eifclnl e.$ittq o3a SoutC .or.il lelulg .......~ o~ .o,.o,ono o,,,to f ..... o mmnto .... r .....h oufoe ......t O .....ne ~et01t'31 reucrn f. hi b, raen , t "Naish.nton meacauarters Service, Dtre'Ofrate ior Infotit ont Ooeration$ no ReDotIs, 1215 Jefferson302. antotne Of fCeot Mainm enrt and Sudet. PlPrork Reducton ProjectI 07C4-0 188). WaSn-..0. 0C 205C3
. . . r) 2. REPORT DATE 3. R EPO RT TY P E A N D D A T ES r O V ER EO
4. TITLE AND SUBTITLE Technology Insertion (TI)/Industrial 5. FUNDING NUMBERS
Process Improvement (IPI) Task Order No. 1(uonded Contract
Data Base Documentation Book for WR-ALC/MANPSC Honeycomb)6. AUTHOR(S)
McDonnell Douglas Missile Systems Company7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION
REPORT NUMBERMcDonnell Douglas Missile Systems CompanySt. Louis, Missouri 63166 F33600-88-D-0567
9. SPONSORING/MONITORING AGENCY NAME(S) ANDADDRES9(ES) 0. SPONSORING/MONITORINGAGENCY REPORT NUMBER
HQ AFLC/LGME
WPAFB OH 45433 .n0u- ,,.
11. SUPPLEMENTARY NOTES
Prepared in cooperation with WR-ALC & HQ AFLC
12a. DISTRIBUTION/ AVAILABILITY STATEMENT 12b. DISTRIBUTION CODE
Distribution Statement A
Ir13. ABSTRACT (Maximum 200 words)
echnolog-y Insertion (TI)/Industrial Process Improvement (IPI) /Iata BaseDocumentation 1(ookVolume,• for WR-ALC/MANPSC (Bonded Honeycomb) .
This document-contains detailed information about layouts equipment and processesfor this RCC.
14. SUBJECT TERMS (nf1 QlrpEepo KL o 15. NUMBER OF PAGES
Ilct1s-ON, RtCRAVT, POFLr, Pff, EMuW9MOAT, n~ii PRICE CODe*ND~rI NG,*tfrj&- r Ke c 16 ____________
17. SECURITY CLASSIFICATION 18. SECURITY CLASSIFICATION 19. SECURITY CLASSIFICATION 20. LIMITATION OF ABSTRACTjOF REPORT OF THIS PAGE OF ABSTRACT
Unclassified Unclassified Unclassified UnclassifiedStJ ,34O-0;-280- 50O Stancdad ;orm 298 ,,ev 2-89)
DISCLAINUl NOTICE
THIS DOCUMENT IS BEST
QUALITY AVAILABLE. THE COPYFURNISHED TO DTIC CONTAINEDA SIGNIFICANT NUMBER OFPAGES WHICH DO NOT
REPRODUCE LEGIBLY.
TECHNOLOGY INSERTION-ENGINEERING SERVICESPROCESS CHARACTERIZATION
TASK ORDER NO. 1(BLOCK 1)
DATABASE DOCUMENTATION BOOK
WR-ALC ,: IMANPSC
CONTRACT SUMMARY REPORT14 AUGUST 1989
CONTRACT NO. F33600-88-D-0567CDRL SEQUENCE NO. BOOS
MCDONNELL DOUGLASMcDonnell Douglas Missile Systems CompanySt. Louis, Missouri 63166-0516 (314) 232-0232
,bto ttmnA Approved tor pubric relens4
e* 91-0282691 620 004 HMI
TABLE OF CONTENTS
1.0 IDENTIFICATION OF RCC (TAB: INTRODUCTION)
2.0 GENERAL INFORMATION
2.1 FACILITY LAYOUT DRAWING
2.2 EOUIPMENT
2.3 WORKFORCE
2.4 REPAIR WORK TECHNOLOGIES
2.5 WORKLOAD MIX AND VOLUME
2.6 MATERIAL HANDLING
2.7 STORAGE
2.6 PROCESS FLOW CHART
3.0 80120 ANALYSIS OF RCC
3.1 VALIDATION OF 60/20 ANALYSIS
4.0 DATA COLLECTION
4.1 DATA COLLECTION PROCESS
5.0 INPUT DATA FORMAT
5.1 PROFILE DATA SHEETS
5.2 MODEL INPUT FILES
6.0 VALIDATION OF INPUT DATA
7.0 COMPUTER SIMULATION ANALYSIS OF RCC
3.0 VALIDATION OF SIMULATION ANALYSIS
S.0 IDENTIFICATION OF TAGUCHI FACTORS (TAB: BRAINSTORMING)
10.0 EXPERIMENTATION OF TAGUCHI FACTORS
11.0 DEVELOPMENT OF aUICK FIXES (TAB: POTENTIAL IMPROEMENTS)
12.0 DEVELOPMENT OF FOCUS STUDIES (TAB: POTENTIAL UPROVEMENTS)
1&0 ADDITIONAL SUPPORT DATA (TAB: SUPPORTING DATA)
1*--- mmn mll IiBI
WR-ALC (MANPSC)
1.0 Identification of RCCResource Control Center (RCC) MANPSC has been identified by the Statement ofWork (SOW) of Contract F33600-88-D-0567, Technology Insertion EngineeringServices, Cure Notice Response for Task Order No. 1, for ProcessCharacterization.
2.0 General InformationMANPSC is an RCCAvWith MANPS section of the Industrial Products Division (MAN)at WR-ALC. MANPSC is located in Building 169.
The primary workload in MANPSC consists of MISTR work consisting of someadhesive bonding work and conventional sheet metal work, namely; C-141 AFT
,6 owling, C-1 41, ,hrustloor, C-1 30/'wlI,9oop, C-130 fevator, and C-1 30 Aaps.
MANPSC will be discussed in more detail in the following Section 2.1 through 2.8.
2.1 Facility Layout DrawingThe facility layout drawings of Building 169 represent the existing As-Is condition.
The drawings entitled Master Shop Layout File Building 169 were updated as ofApril 1989 and are of good quality.
2.2 EquipmentMANPSC is comprised mainly of conventional sheet metal and certain specialized
kA composite material fabrication equipment. MANPSC has large assembly andcheck fixtures, rivet installation holding fixtures, fixed tables and dollies, overheadlifting cranes, transport dollies, drying ovens, autoclaves, necessary equipment forautoclave support, and other ordinary support equipment.
MANPSC also has the normal sheet metal equipment to support the MISTRworkload such as hand brakes, hand formers, drill press, band saw, hole punch,bench grinder, as well as all the rivet driving and upsetting tools necessary tosupport the numerous type of fasteners used in repair/overhaul work.
The majority of the equipment within MANPSC varies in age between ten and
twenty years old, with some forty years old or older. The majority of the equipmentis in good working and usable condition.
New, replacement pieces of equipment are being planned for purchase within thenext ten years.
A listing of all equipment for MANPSC can be found in the Equipment Profile List ofSection 5.0.
2.3 WorkforceMANPSC has a less than adequate workforce. Other RCC areas such as the F-15Wing Repair has priority over the MANPSC work and has drawn a few people fromthe MANPSC effort. The remaining workforce is well trained and well supervised.Personal interviews and the interviewees attendance at several "OP 4" meetingshas indicated a sense of professionalism and pride among the workforce.
The workforce is comprised mainly of Aircraft Sheet metal Mechanics of three basicclassifications; namely, metal bond, autoclave, and the general sheet metal type,two foreman classifications, one leader-in-training, a secretary, a tool and partsattendant, and worker trainee.
The following constitutes a listing of the available manpower within MANPSC.
S CilLevQa Experience48127 WS-14 2 20 Foreman 1447886 WS-10 2 15 Foreman 109A014 WS-10 38 Mechanic A/C9A012 WS-08 50 Sheet metal worker10860 WS-05 5 Mechanic helper9A075 GS-05 2 Sheet metal worker48913 GS-03 1 Secretary
2.4 Repair Process TechnologiesThe repair process technologies within MANPSC consists of major unitmanufacturing and small sheet metal conventional, honeycomb bonded andcomposite repairs on HIGH-VALUE C-141 and C-130 major aircraft assemblies.These assemblies are critical to flight safety and the performance of the aircraft intheir assigned mission.
All of the aircraft assemblies to be inspected and repaired are received in Building169 and are disassembled as required per the applicable Technical Order forinspection/repair/modification. They are reworked to incorporate all the aircraftmodifications and Technical Order changes to meet the required configuration forthe aircraft.
The sheet metal and composite components are repaired to a serviceablecondition, otherwise are replaced with new parts. The repairs may consist ofremoving local corrosion, replacing damaged sections and those sections with
major corrosion, replacing angles, brackets, rivets, fabricating special repair plates,etc. to repair damaged members of the minor or major structural component of theunit.
2.5 Workload Volume and MixThe workload within MANPSC consists entirely of Management of Item Subject to
Repair (MISTR) items.
2.6 Material HandlingMaterial handling in MANPSC involves the use of overhead cranes, slings,manpower, holding and transport dollies and work carts.
All the large and heavy items such as the C-130 Elevator and the C-130 Flaps, etc.are loaded into and out of the check and assembly jigs and fixtures by the use ofcranes and slings. Some of the assemblies over by "manpower" requiring severalworkers to accomplish the task. Some of the assemblies are moved and/or flip-flopped or taken in and out of the jig or fixture as much as six or seven times before
completion.
All work is moved, as required, by the mechanic workforce. Some moves are madeby the overhead crane and sling, but the majority of material handling is bymanhandling or by work dollies with wheels.
2.7 StorageThe only dedicated storage in the MANPSC area is several parts handling and
storage bins in the general areas. Large assemblies are stored within the workarea, making it difficult to work. The large items not being used should be returnedto outside storage and not in Building 169. The flap assemblies and other large,bulky items are normally stored in wooden crates outside the MANPSC area.
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4.0 DATA COLLECTION*
Eight different profile data sheets were made availableto the working group for collection of data. The eight differentprofile sheets are:
- Operation Profile - Disassembly/AssemblyProfile
- Equipment Profile - Parallel ProcessProfile
- Manpower Profile - "IN" Dates Profile- Workload Profile - "OUT" Dates Profile
The data collected for each RCC was from shop interviewswith the shop foreman, workleaders, mechanics and fromappropriate ALC personnel. Collected data were compiled inproper profile sheet for that RCC.
4.1 DATA COLLECTION PROCESS
- Data was collected for C/N or M number as identifiedby the 80/20 Analysis for a particular RCC.
- The shop foreman was requested to identify the personmost familiar with each C/N of the 80/20 Analysis.
- The person identified by the shop foreman was inter-viewed by the Data Collector or Collectors transferredthe data to the profile sheets.
- The profile for each C/N was compiled into a notebookfor a particular RCC.
- The data was scrutinized by the working group membersfor completeness and correctness.
- The data collected will be used to generate the modelinput for each RCC.
*Note: This procedure will be revised and updated as required.
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---- ----------------------------- --S '-29 !S7 REMOVE TEMPORARY FASTENER]..AND APPLY I B
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A((B / C) + D + E) / F)rA = CONVERSION FACTOR, CHANGING WORKDAYS TO A = 1.46
CALENDAR DAYS A = 1.46B = ITEM STANDARD HOURS / NUMBER OF WORKERS B =.__
TOTAL FOR ALL SHOPS J 4 .7 = B
C = (a) Obtain the RCC yearly indirect time valuesfor duty codes (G037G - EHI - Ml - MEH)
Duty Code % Value Duty Code % Value24 2526 __, 29
1.00- (a)= -
(b) Obtain the RCC efficiency factor from theG037G - FDI - D2 - MFD (YR F )
JAN . f MAY 4. SEP =FEB .- (7a JUN q OCT .MAR 474. S JUL -4./ NOV ,.
APR - 7i AUG ___ :__ DEC -
TOTAL ,Z. -12='92, (b)=3. C = ..Multiply (a) X (b) = C
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PackingUnpackingAwaiting Maintenance Q D =InspectionOther
E = Unique Process SupportPlating Process -,.. Hrs E = , ,,4Welding ProcessHeat Treat ProcessPaint Process 4._C1_ElectricalWet Tape TestWet CleaningOther
F = Shift Hours (8) X # of Shifts Working F -_,4(4v.
A(((B / C) + D +'E) / F)
Number of Flow Days __
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9. MODEL/DESIGN/SERIES I O.NOUN Jil .ITEM SERIAL-C-120 B, E, a H I SCOOP, ENGINF AIR .NLET
------------------------------------------------------ ------- -------------------I 12.BCN 12A. SER NO. 113.TECH DATA/OPTIONAL
.- 1-1-4, 1-1-8, IC-130A-23,: : '2": I C-130B-10, lC-130A-3,
114.PART NUMBER 15.STOCK NR. 16.PDN 17.BCN. 1352363-501 1560006529677LG 50547A 806564
4-,-- 1 352863-, 1560000835312LG 50164A 806565.3 2863-9 1560000835312LG 10751A 815328
118.DISP-19 PoN --------------------------------------------------------ISTATIONfOP NO. 120.WOR9 TO BE ACCOMPLISHED -21 .MECHJ22'P' j,._
~ I-----I-------------------------------------------- ------------'.' I" -- I.SUPPLEMENTAL WCD'S:
MBA24D: DEGREASE, HEAT TREAT AND _"CADIUM PLATE MISC PARTS. .i
MBBS4D: BEAD BLAST AND WELD MISC- ' PARTS.
--,I,, I MBG24G: QUALITY ASSIST.
------------------------------------------------ I-------I----I-180 010 CLEAN IAW T.O. 1-1-2, SECTION VI. ,E
S -__ IMNPDD7 I------------------- -------------------------------------- -------,'" : 180 020 DEPAINT IAW T.O 1-1-2, SECTION VI. B
j "MNPDD7II f -.. .I -
-~ I----------- I---------------------------------------------I----I. 180 030 REMOVE CORROSION IAW T.O. 1-1-2, B
IMNPDD7 I SECTION VI.
I------------------------------------------------------------* 169 040 DISASSEMBE SCOOP ASSY AS REQUIRED.
I, IMNPSCT I NIA OPERATIONS 070 AND 090.IF-I. I WELDING IS NOT REQUIRED. ..
I------------------------------------------------I------- ----- -. I180 050 CLEAN INTERIOR OF SCOOP AN./OR B
IMNPDD7 I MISCELLANEOUS PARTS IAW T7O. 1-1-2,-.. 11.. , AS REQUIRED.
* I-----~-:-'---------- --------------------------------I169 I' 060 REPAIR IAW T.O. IC-130A-3, SECTION A1 " * B
iI- '- IMNPSCT.. ,VI. .NOTE: N/A NEXT TWO.(2) OPERA- I - .,* !~ 9'~""wt" I.-.;."TIONS IF-WELDING IS NOT-REQUIRED. I _--- •-I -
----------------------------------------1 -42 .070 IF REQUIRED, BEAD BLAST ARE;AS TO BE I....,. I I B
, .IMNP.DAJ-I WELDED, IAW MIL-STD-1504 i -. -.. , ,.;1-- -- "-------------------------------------- i
.t169 I-"-090 WELD REPAIR AS REQUIRED IAL, "' I B-. " [B* :-1 IMNPSCT- T.O. 1-1A-9. I . .• ., =" "--- --- ---- ---- --- ----' " " - ---------. ..J -- -I-
" 169 j' 100 - COMPLETE REPAIRS TO SCOOP IAW I. I . BIMNPSCT T.O. 1-13*A-3.----------------" I I -- - - - - - - - - - - -- - .------
169 I 110 INSPECT FOR TOOLS AND FOREIGN I "" I B- ' IMNPSCT I OBJECTS.
I I Is--AFLC FORM 9S9 --------------------------------- (COMPUTER GENERATED)---
I i l , ,i _
I3TA: jlOP NC. -_O.WORK TO 9E ACCOMPLISHED I s-EC2!_'P-- - -... --- -- I - - - - - - - - - - -- - - - - - --I - - -- 11 -
180 120 PREPAINT TREAT IAW T.O. 1-1-2 AND lIMNPDD7 I 1-1-8." . RECORD TIME: DATE:
* I NOTE: ITEM MUST BE PAINTEI WITHINI I48 HOURS.
-.--------------------------------------------1130 1 130 1 FINISH IAW T.O. 1-1-4 AND 1-1-8. B
I ,IMNPDCF I"TIME: DATE
SI----------------- ---------------------------- I---I--I-'" :180 1 140 1 A. FORTY-EIGHT HOURS AFTER PAINT, I
.C I IMNPDCF I PERFORM WET TAPE TEST lAW T.O. 1-1-8-" .... I:B. WET TAPE TEST STARTED:"I. I I DATE: TIME:
. 169 1 S0 f COMPLETE AFTO FORM 349.
.I . ,:IMNPSCT WORK UNIT Z2BAR."I-:?'-: (.'. IINSTALL WR/ALC DECAL.
--.--------------------------------------------169 160 FINAL VISUAL INSPECT. B
•- I-JMNPSCT I INSPECT FOR TOOLS AND FOREIGN I-L OBJECTS. JI
TAG AND TURN IN.------ --- ------------------------------ ------- I.
I I_ I MANE/89005MANP/89005
0 I IMANS/89005'" '* _I MAQN/89005
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SHOP FLOW DAY STANDARD
Reference AFLCR 66-11
CONTROL NO. 501!04 DATE 23____
Shop Flow Days (standard calendar days) = A((B / C) + D + E)F
Where
A = CONVERSION FACTORS, Changing workdays to calendar-days.5 day week = 1.466 day week = 1.217 day week = 1.03 A
B = END ITEM STANDARD HOURS, expressed in hours, to twodecimal places.Note 1. When an operation with a labor standard takesplace concurrent to a process support or unique processsupport operation (factors D or E below), use only thelonger time.
Note 2. If the same operation is performed on thesame part at the same time by multiple workers, dividethe total standard time by the number of workers. B =
e; C = RCC CONSTANT, direct labor hours, expressed as apercentage of total hours available. Subtractindirect labor factors for duty codes .24, .25,.26, and .29 for 1.00. Reference G037G-EHI-MI-MEH.Round off answer to four decimal places.
C
D = PROCESS SUPPORT, expressed in hours, to two decimalplaces. An average time value for each end item,for transportation time between RCCs, packing,unpacking, and'awaiting Maintenance time.
E - UNIQUE PROCESS SUPPORT, expressed in hours, to twodecimal places. An average time value for each enditem, for processes, such as plta , heat treating, .welding, painting, etc. E
F - SEIYT HOURS, expressed in whole hours. Normally 8: hours in peacetime. Peacetime process or. test timesthat exceed 8 hours are an exception (e.g. plating,heat treating, etc.). If the number af sb.ifts aretemporarily changed (3 months or less), the numberof flow days should not be modified. F -
Flow Days -A((B / C) + D + E' FDJF
FLOW PROCZSS CMART I,, Z I : 1 100
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MC914DEL/DESIGN/SERIES I10.NOUN Ill. 1TEM SERIALIDOOR, THRUST REVERSER(------------------------------------- -----. ---------------
V12.18CN 12A. SER NO. __________113..TECH DATA/OPrIONAL
I\I I1-1-,I-481
I 1-1A1-9, C1-101-6
114.PART NUMBER 1S.STOCK NR. 16.PDN 17.BCN1 3P22002-362 IS60009411377JH 51402A. 80651513P22002-361 IS60009411'3783H S1404A 80651613P22002-3S9 IS60009073121JH 0S309A $06S17
S13P22002-360 1560012304280JH 09276A 806518
I1S3.0ISP-19.Po/-------------------------------------------------------------(~ISTATIONIOP NO. 12OAJORK TO BE ACCOMPLISHED - 121 .MECH122'Pj123
I-----I------------------------------------------- I------- I- ---1 180-271 01 0 1CLEAN. I I(~IIMNPDD7 I .,II I
I- -- -- --------- ----- --------------- ---d 1 169-291 020 1 INSPECT FOR AND REMOVE CORROSION. II0 I IMNPDD7 I I
I-------------------------------------------------------I----1 169-291 030 1 INSPECT AND DISASSEMBLE ASII I
@ I JMNPSCT INECESSARY FOR REPAIRS.II II-- ---I------------------------------------------- -.------I----
~169-291 675 1 REPAIR SHEET METAL STRUCTURAL DAMAGE a~ ~ I IMNPSCT I IAW T.O. 1C-;1418-3.II I
I------------ I-------------------------------------- I-------I----1 169-291 080 1 INSPECT FITTING FOR ELONGATED HOLES;II I
* I IJMNPSCT ILOOSE RIVETS AND FASTENERS IAW T.O.. I I* I I I VC-141B-3. I I
--------I----I--------------------------- -----------I-------1 169-291 090 1 VISUALLY CHECK CONTOUR AND. ALIGNMENT I. I .
I IMNPSCT I lAW T.O. IC-141B-3. . II.--- --- -- --- --- -- --- --- ------- .------- I
10 1 169-291 100 1 REPLACE RIVETS AND FASTENERS IAW I IBI -. IMNPSCT I T7.0. 1C-1419-3. .
--- --- -- --- --- -- --- --- ------- -------1 .180-271 105- 1 PREPAINT TREAT. II
-.. t ~I 7~TINPDD7 j ',.NOTE:.--ITEM MUST BE PAINTED .
H~"~ -~~-' 1 IITHIN 48 HOURS. ,* .r~a~'.I ~RECORD TIME: DATE:._____
-10,80271 110= -1 .FINISH AS PER PRINT 3P0O006.. I- .I L
.- ~ 5~! E-: .. I~rlM:=~-. DATE:_____ I A ±K
1 I 0-O271 .115. 1A- FORTY-EIGHT HOURS AF TEW PAINT. 1~~ ~~lMNPDCF;IfPERFORM WJET TAPE TEST. II1
-. ~=~ ~S~ET-TAPE; EST STARTED:. ~.. . ~Ac.L~~ I I DATE: TIME:____ . 1
~~~~~~I ~----------------------------------------- -------4 ,169;-291 120 .1 COMPLET~E AFTO tORM 349.II IQ ~~ IMNPSCT I INSTALL IJR-ALC DECAL IAU MAOI 66-40.II I
I I I ~WORK UNIT CODE 23TOA.II IN.I *--AFLC FORM 959----------------------------------- (COMPUTERGNEA D)
1STATI-Ni3P NJ .0.4ORK TO BE ACOMPLISHEr ! : 'P;
r------- ------------------------------- I------- ------1I 169-291 130 FINAL VISUAL INSPECT. ,]" _j!iMNPSCT I1. CHECK FOR TOOLS AND FOREIGN I
I OBJECTS. ,,'K --------------------------------------------------------- -- -------
-9-9 140 TAG AND TURN IN...., JMNPSCT
I-.--------------------------------------I-------II IIMANE/88154 I I
" - I I MANS/881S4 I III
I - I MANP/881S4-, • ; .] -II MAON/881 4
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SHOP FLOW DAY STANDARDAFLCR 66-11 MISTR C/N_ -,2_ 4 REVIEW DATE F. -7
A((B / C-).+ D + E) / F)A CONVERSION FACTOR, CHANGING WORKDAYS TO A - 1.46
- CALENDAR DAYS A - "1.46B - ITEM STANDARD HOURS / NUMBER OF WORKERS B =
TOTAL FOR ALL SHOPS .. - B
C --(a) Obtain the RCC yearly indirect time valuesfor duty. codes .(,GO37G - EHI - Ml - MEH)
Duty Code % Value Duty Code'' % Value24 25*26 "_.0--(a 29) -. " I.OO - ----7---- - (a) - S -
(b) Obtain the RCC efficiency factor from theG037G - Ffl - D2 - MFD (YR
JAN @9 MAY Q45 SEP 4Z;5-FEB C/6, - JUN ' . OCT ZZ oPZMAR 4 -. JUL 94.7 NOV _.-o
APR AUG DEC,
TOTAL= ". 12- (b) = ,. ,C= Y,.-Multiply (a) X (b) - C
0 - Process Support244 Card input/output D033 System 12 HoursTransportation time between RCC moves 3,4"PackingUnpackingAwaiting Maintenince _ 2 D.Inspection .Other
E - Unique Process SupportPlating Process ._"_ Hrs E- ,Welding Process ,Heat Treat Process'Paint Process __.
Electrical'Wet Tape Test
-; Wet Cleaning _ "-:-' Other /
F - Shift Hours (8) X # of.Shifts Working -... -F.- '
A(((B / C) + ) + E) /F)
Number of Flow'Days_-.
, .:"'.
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j2 S3?/~C 3.MATERIAL 14J1IC jS.ERRC j6.QCi7Y 17.SC!-i=D DT 18.CC?1FM.NP:SOT III
19.MODEL/DESIGN/SERIES HO .NOUN !fi. ITEM SERIALC-130 IFLAP, CENTER WING '
112.BCN 12A. SER NO. __________113.TECH DATA/OPTIONALI I IC-130A-3, 1-1-2I I C-130A, B,E,H(H)2-2
1 r.-I O
I14.PART NUMBER 1S.STOCK NR. 16.PDN 17.BCN375S6-3- 156000603149ILG 50454A 8066681 -S456-4 1560007323228LG 504SSA 806669
137S4S6-6 1S60008132072LG S019SA 806670137S456-5 1560008182083LG 50143A 806671
1355-7 1S60009121806LG 50242A 8066721,7S455-8 ISG0009121812LG 50244A 8066731342328-60OR 1560005455166LG 0165iA 806674
-' ~118. DISP-1 9. PDN!-------------------------------------------------------------* ISTATIONJOP NO. 120.WORK TO BE ACCOMPLISHED 121 .MECH122'P'123
1----- I-------------------------------------------I----------ISUPPLEMENTAL LJCD'S. I I
MOVE3D CORRSIO CARIAGE 1-.S I I
---- --- ---- --- ---- --- ---- --- -- --------
1 18 -7 01I L A N E A N A . .1 12IMP D I
---- --- --- --- --- --- --- --- --- ------- - -
CL8-71001EE CNTRROIONFF IAW T.O. .1-1-2 B
I ----- 1-1---AS---RE ---UIRE-----.----------I
1I6-9105 1SALL ION FIXRE AND CHECK TO' REWORK,'
J~r MNPSCT I DISSEBESRQURD
-- - - -- --------------------I---078-21 0 1 CEANINTIREP 1 C OOM LA SINS lAW .O B
_ IMPSCTI I-1------------------------ - - -I-
* 0801 ~~RECHEC ALIGNMENT PRIR TOERNEOIGS
* K... I~MNPSCT IFRMIXUEI I
MNSTI I I3O-3
L-- -- - -
I TAT'2_Ol P NO. 120 WORK TO BE ACCOMPLISHED 21 -.ECHI22'P'ji
----------------------- - --- -
0 16: "00 1 REPAIR OR REPLACE TOP SKI-NS lA WI MNPSCT T.O. IC-130A-3. I
.1- .------ -------------------------------------------------
169 1 095 REPAIR TRAILING EDGE IAW T.O.SIMNPSCT I1C-13OA-3.
. -------------------------------------- -------169 100 REPAIR/SERVICE/REPLACE CARRIAGES AS
"- I IMNPSCT I REQUIRED IAW T.O. 1C-130A-3,• " t :1C-130AB,E,H(H)2-2.
* *I-----I-------------------------------------------- ---------- I1 180-27 10S I PREPAINT TREAT IAW T.O. 1-1-2 AND-. MNPDD7 I 1-1-8.:I-'"I"" .I RECORD TIME: DATE:
"" I "I - NOTE: ITEM MUST BE PAINTED WITHIN. I I 148 HOURS.
---------------------------------------- ----------
'180-2,'7 110 FINISH lAW TO 1-1-4 AND 1-'-S.,- I IMNPDCF I I I
..... I"" ""TIME: DATE:
I------------------------------------------------ji-I----------, 1 180-271 115 1 A. FORTY-EIGHT HOURS AFTER PAINT, -
T7- IMNPDCF PERFORM WET TAPE TEST IAW T.O. 1-1-8B. WET TAPE TEST STARTED:
fel, .DATE: TIME:
I--------------------------------------------------I-----------'169-291 116 1 COMPLETE AFTO FORM 349 AND INSTALL
Y'" I- IMNP,SCT WR-ALC DECAL IAW MAOI 66-22.S-------------------------------------- -------
.'169-291 120 1 INSPECT FOR TOOLS AND FOREIGN
" I IMNPSCT I OBJECTS.
I--------------------------------------------------I-------I---I 169 1 130 1 FINAL VISUAL INSPECT. I
----- MNPSCT TAG AND TURN IN......
," IMANP/8147' :-".--. I IMANS/8147 "
,.,tI I MAGN/8147 I.- ----------- .... .. ..I
I ,I.** ~ "- II' : : I . I , .: -I' I - I '-C I! . I-T::- .:
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;,D R C C-"T, CL !:CUMEN r MBAS3D I 01"TE 88 147 ,
2 P SD/RCC j3.MA7ERIAL 14.MIC I.SERRC 16.OT", 17.SCHED DT I:3.CoGm1j m1"4 SCT I I I I I I
19.MODEL/DESIGN/SERIES fI I.NOUN j 1lI.ITEM SERIAL
f C-I3O I FLAP, CARRIAGE CENTER WING I
!12.BCN 12A. SER NO. 113.TECH DATA/OPTIONAL.- I N.AMIL-ST-1504, 44B-11I02
' ':' ,IC-130A-3, 1C-130A-3i3
14.PART NUMBER IS.STOCK NR. 16.PDN 17.BCNi34?.781-501 156000631G402LG 805547
18.-DISP-19-.-PDN/ -------------------------------------------------------' !"STATION OP NO. 12O.WORK TO BE ACCOMPLISHED j21 .MECHj.22'P' 23
159 010 REMOVE CARRIAGES FROM FLAP." IMNPSCT I
I-------------------------------------------------- ---------- I-z:' I169 1 020 1 TEAR DOWN CARRIAGES. I"
; .. I IMNPSCT I "
--------------- I--------------------------------------I----------I-""142 _00 HULL BLAST TO REMOVE PAINT
I IMNPDAJ I AND CORROSION IAW MIL-STD-1504.
I ---I-------------------------------------------- ------------142 j 040 NDI INSPECT CARRIAGE FRAMES IAW
(. IMNPDAJ I 1C-130A-36. K
,-.I --- I-------------------------------------------I----------I-180-271 OSO PREPAINT & TREAT IAW T.O. 1-1-2 I B
-. ' ..,o - - IIMNPDD7 I & 1-1-8
I-------------------------------------------------- I-------I-----180-271 060 1 FINISH IAW T.O. 1-1-4 & 1-1-8. B
IMP C ITIME -DATE"
I----------------- ---------- I--I-' ) ] 169 070 1 ASSEMBLE CARRIAGES. INSTALL NEWI B
I I.-MNPSCT I BEARINGS 100%. II- - -- - -- - --- ---- - -. - ... , - (. MANE/B 147 ."
-.---.--. ,MANP/8147
" ,1 I MANS/8147I. I MA QN/8147 .
•.I .. .~ - i +4'~ " I IJ- i-+ I " ' +* - J ... .. IK +. . I I l*. -I + '> I '"+ I:
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12.p??'~,RCC 13.MATER'IAL 14.MIC 1S.ERR~C !43.TY 17.SCHED DT ICCm P
19.MODEL/DESIGN/SERIES 110. NOUN jil I1.TEM SERIAL
)I CENTER WING FLAP I.-- - ----------------------------------------------------------
'112.BCN 12A. SER NO. __________ 13.TECH DATA/OPTIONAL
114.PART NUMBER 1S.STOCK NR. 16.PDN 17,BCN137S4S0'-3 156000603149ILG S0454A 805597137E:456-4 1560007323228LG 50455A 8055981375456-6 ISG0008182072LG SO I95A 80559913 I754S 1560C08182083LG 501 43A 80560013754S6-7 1550009121806LG S0242A 8056011375%-S 1560009121812LG S0244A 805602
j323860R 15600054SS166LG 0I151A 805603
lia.Disp-19.PDN/-------------------------------------------------------------* ISTATIONIOP NO. 120.WORK TO BE ACCOMPLISHED 121.MECHI2'P'12-3
I------------------------------------------------ I-------I-- ---f180-271 01 0 IPREPAINT TREAT ITEMS AS REQUIRED 8
SI IMNPDD7 I lAW 1-1-2 AND 1-1-8.JI I-. I------------------------------------------------ I-------I-- ---
I 150-271 020 1 PRIME INTERIOR SIDE OF LEADING I1~ IMNPDCF I EDGE SKINS AS REQUIRED lAW 1-1-4 I
I I ~AND 1-1-8. II*~A~-~ ~ --------------------------------------------- I----I--I
180-71 020 1 PRIME INTERIOR SIDE OF FLAP SKINS AS I sI MNPDCF I REQUIRED IAW 1-1-4 AND 1-1-8. 1.----- I-------------------------------------------I ------------
* I140 I040 CLEAN & PLATE MISC PARTS AND II I I ~HARDWARE AS REQUIRED.II II-------I -------------------------------------- I----I--I
~ I I I MANE/8034II II I I MANP/8034 II I - j ~MANS/8034 .II I
~~ I I ~jjMAGN/8034II *I
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-------------- --------------
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SHOP FLOW DAY STANDARDAFLCR 66-11 MISTR C/N .J.Al. REVIEW DATE / b4Z jf 7
- A((B / C) + D + E) / F)A = CONVERSION FACTOR, CHANGING WORKDAYS TO A - 1.46
CALENDAR DAYS A - 1.46B = ITEM STANDARD HOURS / NUMBER OF WORKERS
TOTAL FOR ALL SHOPS - - B
C = (a) Obtain the RCC yearly indirect time valuesfor duty codes (GO37G - EHl - Ml - MEH)
Duty Code %Value Duty Code % Vue24 .......... 25--.. ... 26 .... i?, Z 29. .
~~ue (a)
(b) Obtain the RCC efficiency factor from -the.. G037G - FDI D2 -MFD (YR )"-.
JAN L,. MAY 5? SEP .
FEB . JUN - I -- OCT...MAR 9 JUL f, NOV !Rz ZAPR AUG y.. DEC " .$
.g.TOTAL://25. -12= 7 - (b) = 3. g C - 9.2.Multiply (a) X (b) = C
D = Process Support244 Card input/output D033 System 12 HoursTransportation time between RCC moves -.
PackingUnpackingAwaiting Maintenance D___•_,-InspectionOther
Total Hrs
E = Unique Process SupportPlating Process Hrs EWelding ProcessHeat Treat ProcessPaint Process 5.1A7Test WarmupsWet Tape Test .0 0Wet Cleaning /__._51aO t h e r . ...- - .- - o t-__ _ _ _Total Hrs
F - Shift Hours (8) X # of Shifts Working - F -
A(((B / C) + D + E) / F)
Number of Flow Days '-/
g"
I iREVIEW DATF-?6 tiII CIN -I& 4,
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I. M EL/DES' NiE1iE3 N.NOUN Ill.TEM SE-0AL
C-130 I ELEVATOR I
I2.BCN 12A. SER NO. _13.TECH DATA/OPTIONAL.... 0 I1-1-2, 1-1-4, 1-1-3
I 1 C- 130A-23.-- . I 1C-1-0A-36, 1C-130A-3,
• *-I" "I"33B-1-1, 1C-130A/B/H-4,
114.PART NUMBER 1.STOCK NR. IG.PDN 17.BCN1 . 370184-15 1560007381003LG 50464A 8065371370184-16 1560007381004LG 5046SA 8065381370018-S 1560009283106LG 50266A 8065391 , 77001--6 15600092S310-LG E0250A 806540137001.9-1R I.60006217838LG 50144A 806541.3 7 0018-1L 1560006217839LG SOS 2A 8065421353933-601R 1560005756166LG 03558A 806543
.3E3933-601L 15GOOOS71OS41LG 04154A 8065441 1353933-600L 1S60005710c37LG 04853A 80654S
1;3.DISP-19.PCN/ --------------------------------------------------------
-STATIONJOP NO. 20.WJORX TO BE ACCOMPLISHED 121.MECH)22'P'J22
~ @ I---------------------------------------------------- I--------I---I 169-291 010 REMOVE TAB & LEADING EDGE ACCESS II "MNPSCT I DOOR.~:VI-----I--------------------------------------------I------------180-271 020 CLEAN AND DEPAINT IAW T.O. 1-1-2. s
:MNPDD7 I CLEAN AND DEPAINT ITEM 2, 3, AND 4.REFERENCE T.O. 1C-130A-36.
I I ! O IFOR POSSIBLE NDI INSPECTION.I-----I-----------------------------------------------------I--I-
0,180-271 030 1 REMOVE CORROSION lAW T.O.,1-1-2. BI IMNPDD7 I--
1 169-291 035 1 SHAKE DOWN FOR FOD PRIOR TO. REWORK, I.MNPSCT I DISASSEMBLE ELEVATOR AS REQUIRED.-- -------------- ---- -I-- --
1 180-371 --038 1 CLEAN INTERIOR OF ELEVATOR IAW T.O. I BIMNPDD7 I 1-1-2 AS REQUIRED.
Si---------------------------------------------------- 2I 169-9 040 1 VISUAL INSPECT ITEM 1 AND 2 ON ELEV-.,- -. i - B
IIMNPSCT I EVATOR AND ITEM 3 AND 4 ON TRIM TAB. ..... [" - ! '~ I~~~- IAU TO IC-130A-36. , .....- ,.-..
I I ~REF TO IC-130A-3. -11- II.. I " RECORD FINDINGS BELOW:.- - - -I . -
' : I, . IITEM I- "". -Z 0 I " :' ... ' I TEM 2 .. . . . I --' '''-
I I I ITEM 4" -" ... . - THE FOLLOWING SAFETY PRECAUTIONS ... JI
.I . I SHALL BE OBSERVED WHEN PERFORMING A.-'-,. I I IPENETRANT INSPECTION.
-- -I I WARNING: PROLONGED OT REPEATED IN-c-.i., IHALATION OF VAPORS OR POWDERS MAY.- II I RESULT IN IRRITATION OF MUCOUS MEM-
--' U" , 1 I I BRANE AREAS OF THE BODY.I ! IA. ADEQUATE VENTILATION SHALL BE
WOR Q CONTROL DO~CUMENJT 1'2-02111. 0 DAT E 3 3 P A G 2 OF
.1,13 3 I P-19 .PDN./ -- - - - - - - - - - - - - - - - - - - - - - - - - - -ISTATION.!OP NO. 120.94ORK -ro BE ACCOMPLI3HED I1EH~,'~
I I I ~USED WHEN HANDLING CLEANER, ,EMUL- I II I ~SIFIERS, PENETRANTS OR DEVI! OPERS. I I-4 I I ~WARNING: CONTINUAL EXPOSURE'T0 PEN- I I
(4 I ~ETRANT INSPECTION MATERIAL MAY CAUSE I II I ~SKIN IRRITATION.II I
01II B. THE FOLLOWING PRECAUTIONS SHALL I II I I BE USED WHEN HANDLING CLEANERS,II
I I EMULSIFIERS, PENETRANTS, OR I II I ~DEVELOPERS.III I1 . AVOID CONTACT OF PENETRANT IN- I
I I I SPECTION MATERIALS BY WEARING NEO-C II PRENE GLOVES.I
I I 2. KEEP INSIDES OF NEOPRENE GLOVES I II ~CLEAN. I I
3. WASH EXPOSED AREAS CF BODY( WITHI I SOAP AND WATER. I I
- I I I 4. CHECK FOR TRACES OF FLUORESCENT II IK I I PENETRANTS ON SKIN, CLOTHES, AND I
I I ~GLOVES USING BLACKLIGHT SOURCE. ..I I I UARNING: INJURY TO EYES AND SKIN -
I MAY OCCUR WHEN BLACKLIGHT IS NOT I II I I ~USED IAW MANUFACTURER'S INSTRUC- II II I I TIONS.UNFILTERED LIGHT SOURCES (IF I I
(1 I 1 I FILTER IS REQUIRED.) MAY POSSIBLY III I ~DAMAGE THE EYES.III I C. FOLLOW MANUFACTURER'S INSTRUC- I II I TIONS WHEN USING BLACKLIGHT SOURCES, I. I
AND FILTER ALL LIGHT SOURCES RE- I II I ~QUIRING FILTERING. II I WARNING TEMPERATURES IN EXCESS OF II I
I. I I 120 DEGREES F MAY CAUSE BURSTING OF-II II. I I THE PRESSURIZED CAN AND INJURY TO I
I I ~PERSONNEL.I II I - I 0. STORE ALL PRESSURIZED SPRAY CANS I ~ ...I I IN A COOL, DRY AREA PROTECTJED FROM I I
0 I I I DIRECT SUNLIGHT. AVOID EXPOSURE OF I II I I ~PRESSURIZED SPRAY CANS TO OPEN FLAMEII II I .. I WARNING: VOLATILE FUMES MAY. OCCUR, I I I
~ G I I - - ICREATING BOTH A FIRE AND HEALTH I Ia I. I ~HAZARD.II I
17 - L-.~w E E-EXERCISE EXTREME CAUTION WHEN I 1Vo I > I ~HANDLING PENETRANTS WHICH HAVE BEEN A '-'.I I I HEATED-TO THE POINT WHERE SOME OF. A -
1 I -*1' ITS LIGHTER CONSTITUENTS ARE DRIVEN I.<>I - I OFF. ,.I -
& .I;- ----------------- ---------------------I - -----:- I.69 29IO5z' -ITEMS THAT-- APPEAR' TO *HAVE -tjACKS-- .:J K~
*:r~>E~ I~NP.$CT1? -wzI~LLBE DYE PENETRANT"INSP~tTED IAW K- - ~iie ~ -TOT01C-130A-36.-
I- I.~.:z7ICHAPTER 6. -I - I8-t-'~' ~ -'-I*PEN ETRANT INSPECTION KIT;FLOURESCENT II
.. 1 i IZTYPE 1, METHOD C, GROUP VII, MIL-I- I IK I I a'5135. ,RECCMD RESULTS BELOW: I I
I I ~ITEM 1.__ _ _ _ _ _ _ _ _ _ _ _ IIII ITEM 2.__ _ _ _ _ _ _ _ _ _ _ _ _ IIIITEM 3.
WRKCONTRL CQCUtIENT riOZ 0 1- AT 3 f& 3 OF 4 PA-1,1S. DISP-l 9. PDN/ --- - - - - - - - - - - - - - - - - - - - - - - - - - --
1STATION1OP NO. 12O.WORK TO BE ACCOMIPLISHED R-.ECj2lj_3
1 69-291 080 IREPAIR RIVETED TAB IAW T.O. IC 1I JMNPSCT I130A-3. IF REPAIR IS REOUtRED OTHER I'YI I ITHAN BRACKET AND HINGES ON-HONEYCOMB
SI I TAB. REPLACE.III--------------------------------------------I----------I-
0 169-291 090 1 REPAIR/REPLACE OUEJ SINS N BI INMNPSCT ISTRUCTURE DAMAGE IAW TO IC-13OA-3. II
IINSPECT FOR TOOLS & FOD PRIOR TO II I ~CLOSING. I
I--------------------------------------------------I-------I----1 169-291 110 1 REPAIR/REPLACE TIA!ND STRUCTURE II IB
'~ 0 I MNPSCT I DAMAGE IAW T.O. IC-1'30A-3. INSPECT II J IFOR FOD. I I
--- -- --- -- --- -- --- -- --- ----- -------- - -1169-291 120 1 REPAIR/REPLACE TRAILING EDGE AND 8
I IJMNPSCT I STRUCTURE DAMAGE IAU T.0. 1C-13OA-3.I II I I INSPECT FOR POD. I----------I------------------------------------------- -------- I--1-
.9 169-291 130 1 REPAIR LEADING EDGE COVER AND a4II IMNPSCT I STRUCTURE DAMAGE IAW T.O. 1C-130A-3K II---- I ------- I--------------------------------------I----------I-
1 169-291 135 1 REPAIR/REPLACE ITEM 1 OR 2 AS aI IMNPSCT I REQUIRED lAW T.O. 1C-130A-3.II I
~jI~0 I------I-------------------------------------------- ------------I169-29,1 140 IREPAIR OR REPLACE ITEM 3 AND 4 ON I IB
I IMNPSCT I TAB IAW T.O. 1C-130A-3.II
~ I-----I-------------------------------------------I-------~I169-291 145 1 CHECK/REPAIR/REPLACE-TAB ACTUATOR 8
JMNPSCT I MECHANISM IAW T.O. IC-130A-3. I* I-----I--------------------------------------------I----------I-
1,169-291 150 1 INSTALL TAB. DO NOT HOOK UPII II IMNPSCT I'AVCTUATOR. II
-- I-------;.I;----------------------------;---------- -------I-1-169-291 155 -1-SEAL ALL EXTERIOR JOINTS,.SPLICES II .I
I -IMNPSCT I AND-SEAMS IAW 1C-130A-3.---------O--- ----- ----------------------- ------ I-------I---
180O 160 IPREPAINT TREAT IAW T.O. 1-1:-2 AND II BI IMNPDD7 j1.-.1-8. II
~ I I -- IRECORD TIME:~ ___ DATE:____II II.> IjiY -INOTE: ITEM MUST-BE PAINTED WITHIN I I
0 i------I~.I-'-------------------------------- --Is 0-271 4.17 ['FINISH ELEVATOR-TAD COVE. ANDuLEAD- II L
"-I-~ INPDC 1 1NGEDGE ON TABD4IAW,T.O.-,-4j: r
------------------------------------------------------ ----Z7-
BNISH- -1 J I-3A3
I-~---~1--~--------------------------:.--1-- --2.I.180-271IS 8'[CHECK BALANCE IAW T.O. I C- 13 OA-;3 _B4 -
------N------1-4 -- - - - - - -- - - - -
180-271 165 rA.- FORTY-EIGHT HOURS AFTER PAINT, 8I MNPDCF IWET TAPE TEST IAW T.O. 1-1-8.II I
-~'~ C' I IB. WET TAPE TEST STARTED:. II II~ IDATE: ______ IME: ____
it lJi)ii C,-DiTRL -D-0C U;I T , 0 '2 iD Il ; i; iTE S -: 1 - C F, .: i -; '-: -4 CFI1:3. DI3R-19. PDN--
ISTA OI OP NO. 0z0.UORK TO BE ACC0-MPL.1SH EPD D. ME,"H 2EIP
d 1S9--9, 187 HOOK UP TAB ACTUATOR MECHANISM lAW
I MNPSCT TO. 1C-130A/B'H-4.-------- -- -------------------- I----------
] 140 1838 ADD LEAD TO WEIGHT ASSY ASI IMNPDBS I REQUIRED IAW 83C0004.
0--------- -------------------------------------- ------I 169-291 190 1 VISUAL INSPECT.
I IMNPSCT I INSPECT FOR TOOLS AND FOREIGN''. V- -IOBJECTS.
.I ;I TAG AND TURN IN.
.- -------------------------------------- --- ----- I-.. . 169-29! 200 1 FILL OUT AFTO FORM 349.
• I .;IMNPSCT I INSTALL WJR-ALC DECAL.
I-------------------------------------------------- ------- I----I " MANE/8146-.-- MANP/8146, . . • :MANS/8146"" I.-=' MAQN/81 46
-Alm'.I-- -_ I I;
I I "I .I *,II. I
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I - I -.' I .* .I " I-" " I - : '. '""I : -. I
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I ._.- I II
... I I .IIIII- I I, I I
I_ I I I I I l I ' I
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SHOP FLOW DAY STANDARDAFI.CR 66-11 MISTR C/N 60,26,4 REVIEW DATE 7'0ec -1
A((B / C)+ D + E) /F)A - CONVERSION FACTOR, CHANGING WORKDAYS TO A - 1.46I-CALENOAR DAYS A - 1.46
8- iTEM STANDARD HOURS / NUMBER OF DORKERS B -TOTAL FOR ALL SHOPS L .___-B - ii.ziziiz
C (a) Obtain the RCC yearly indirect time valuesfor duty codes (G037G - EHi - Ml - MEH)
Duty Code % Value Duty Code % Value24 0. / 25626 _L7" 29
1.00 (a) . 07
(b) Obtain the RCC efficiency factor from theG037G - FDI - D2 - MFD (YR o..)
JAN jf.. MAY f 9 SEP 7..2,FEB q,. 7 JUN" 95y OCT q5, ; l
MAR ,5 JUL NOV 2APR 4/ 9 AUGj . DEC 1%. f
TOTAL /l25. q - 12 = (b) = 3. y C ioMultiply (a) X (b)- C
= Process Support244 Card input/output D033 System 12 HoursTransportation time between RCC moves
t PackingJJr.packing
S -l -jaiting Maintenance D= 4.d?-spection
Other
E - Unique Process Support a '75Plating Process Hrs E - ..Welding Process .._"l
Heat Treat ProcessPaint Process ' ZElectricalWet Tape TestWet Cleaning15' """" I
" Other l ..
,-F Shift Hours (8) X # of Shifts Working= F ll
i,.. A(((8 / C) +D+ E) F)
Number of Flow Days
!i"
.- o
'ARIP ITO1.W DAYS
REVIEW DATE :1.6)..ihi-It CIN__________
u AM ii NU. W(i"LK .t~1 /9 4L____ A I~ It A41 I Al il'
11 MCM NE PP0(FN-S1MC:, *:c KYIN(: (;. .......... C IJKIG IVWTTP ET Ei-2 1S
I l'I)IflCI (N PRIUCESS INC; DELAY. ~ x4IU
F I US~i 11ETON. - 44<4THANSPUIITAT IN.
WORK( SIILYT ALJJUSTI*INT. T TAL FrLOW HOURS /97?. 9*
J - TOTAL F'LOW DAYS WOK 811PT ADJ -/,4/4Z iillS SHIFT
K CUNVERSION TO CALENDAt DAYS 4 4s. .3 43 -3-97 TOTAL FLOW DAYS
L SUM FLOW DAYS
I~4. PROCESS SLWUMMARCYR .;G O 3NO~
EPA I A 1LallA TcR. ACTIONS b~EEC.OOE _ _
o. L I MAN ON R MATERIAL . tiE O tm PO
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5.1 PROFILE DATA FILESThe profile data files for RCC MANPSC were previously submitted under memonumber NKE-E016-7603, dated July 6, 1989.
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5.2 MODEL INPUT FILESThe model input files for RCC MANPSC were previously submitted under memonumber NKE-E016-7603, dated July 6, 1989.
iL
t
6.0 VALIDATION OF INPUT DATAAll profile data was validated in accordance with paragraph 7.2 and 7.3 of theSimulation Model Definition Document (SMDD). The profile data files included in thisdocument were validated and accurately represent this RCC.
i
MINUTES OF
MODEL VALIDATION MEETING
June 19 thru June 23, 1989
VR-ALC/MDMSC
6-29-89
VR-ALC MODEL VALIDATION$ MEETING MINUTES
19 June 891
Jim Gillis started the meeting by introducing
team members:
* Jim Gillis* Gerald Peavy* Doug Keene• Lott Singletary
AFLC Representatives
* Trixie Brown
HDMSC Representatives:
* Bob Bashyam* Bill Rich* Roger VanderVoord
scott Vroman
* Jim pointed out that AFLC Instructed them notto sign off the Model Validation Form.
" Reviewed model output for RCC MANPSA.Evaluated throughput. historical flow hours vs.simulated flow hours, expected hours vs.standard hours.
" This evaluation was performed for each itemnumber. During this process list of majorassumptions, action Items and concerns werenoted.
PCU L9OOAt F-IS Speed Brake
Historical flow hours 933.5 vs. 466.70 ofsimulated flow hours.
Assumptions
Method of Induction may be a problem.History does reflect 500 hours to com-plete first operation vhich is Inspec-t ion,
Historical backshop hours were greaterthen simulated hours. We decided toinput backshop hours back into the model.
6-29-09
WR-ALCModel Validation Meetiln MinutesPage Two
PCN O19OOAt F-15 Speed Brake (continued)
* Action Items:
Doug to verify the manpower utilization.Bill to review expected and standardhours.
PCN 05502A% C-141 Aileron
* Simulated throughput 13.2% difference. Thedifference was due to sporadic Inductionmethod.
PCN 51334iA C-141 Leading Edge Horizontal
Stabilizer
B Bill to review expected hours.
0 Increase backshop hours by 180 hours based
on historical report.
PCN 51352A: C-141 Access Door
" Bill to review expected hours.
" Increase backshop hours based on historicalreport.
CIN 5141GAs C-141 Leading Edge Wing
a Bill to verify expected hours.
PCN 51454A& C-141 Petal Door
Bill to review the subassembly processhours.
History had one sample of 698 days -adjusted for this odd occurence and madehours from 2288 to 1334.
This completes the evaluation of model outputf"or RCC MAiPSA. At the end of this evalua-tion, Bob summarized the action tems andassumptions. Jim commented that the model
VR-ALCModel Validation Meeting MinutesPage Three
seems to be doing what It is suppose to andasked MDMSC team to complete the action itemand re-run the output. Jim also stated thateither expected or standard hours can be usedIn establishing baseline of model based on IE'sjudgment. AFLC's representative, Trixie Brown,disagreed with Jim's comment. Validation teamdecided that during evaluation of differencebetween historical vs. simulation* 10 shouldbe used only as a guideline not as a measure-ment.
Evaluation of RCC HANPGC:
0 Evaluated the model output for the followingPCNs: 06121A, 74061A, 74063A, 74146A, 74148Aand 74149A.
# Review of throughput* historical vs. simulatedflow hours and expected vs. standard hoursrevealed the followings
" Expected vs. standard hours were withinacceptable range.
" Throughput was good.
" Flow hours showed lot of difference betweensimulation and history. Review of histori-cal report revealed that an unique patternof process Is being followed In Gyro Shop.Gyros after inspection were stored/held forlong period of time before the start ofrepair operation.
. Discussed about this problem. Doug and Jimwanted to have some methodology to show theunique holding process.
20 June 89:
Bruce Kirk of MDMSC joined us to facilitate ourbrainstorming effort.
Conducted brainstorming effort at Building 169.Morning session for Sheet Metal RCC's MWPSA,HAM$PS, MANPSC. and KAMPSD and afternoon forGyro 3CC-s HANMA, MANPOB, and KAMMPC.
6-29-89
VR-ALCModel Validation Heeting mlnutesPage Four
" Due to the nature of process and similarity wedecided to have one brainstorming effort forSheet Metal (4 RCCs) and one for Gyro (3 RCCs)•
" Doug arranged both the sessions by bringing inrepresentatives from manufacturing, scheduling,planning and quality.
" Both the sessions went out very good with a lotof participation. Developed fish bone -details Of fish bone and brainstorming activi-ties are covered In minutes of model valida-t ion/brainstorming.
21 June 89:
, Evaluated the model output for all the RCCsMANPSA• MANPSB. HANPSC• MANPSD• MANPGA, MANPGB,and MANPGCo
* Redlined the backshop hours and added bufferoperations as requested by ALC for Gyro RCCs.
" Input all the changes and re-run the model.
" Dick Donnelly and Lou Mavros joined us tosupport our model validation effort.
" Dick, Lou, Bob and Gerald had an opportunity tomeet Mr. Clinton Lewis. Discussed about thevalidity of model and about future task orders.
" Jim Gillis will be on vacation for the rest ofthe week.
22 June 89:
" Evaluated the re-run of model ouput afterInputting the redlined corrections.
6-29-9
VR-ALC
Model Validation Meeting MinutesPage Five
MANPSA
01900A: F-15 Speed Brake
* Expected vs. standard hours is acceptable.
" Historical vs. simulated flow hours - stillhave a problem. History shows operation 10takes about 500 hours to complete. This Isdue to induction and priority problem.'Operation 40 shows 68 hours to complete(waiting for engineer) whereas model shows I
hour. One hours represents process hourwhereas 68 hours Includes waiting time also.
05502A: C-141 Aileron
This a PDM Item. No historical data avail-able. Evaluated the output and verifiedwith mechanics and planners to validate themodel output.
051334A: C-141 Leading Edge HorizontalStabilizer
" Standard vs. expected hours is withinacceptable range.
" Backshop hours were off. Redlined theoutput.
51454As C-141 Petal Door
Model output does seem to represent as-iscondition.
513S2At C-141 Access Door
* RedlIned backshop hours to represent histor-ical data.
MANP5D
09193As F-15 Radome
* Expected vs. standard hours Is withinacceptable range.
6-29-89
VR-ALCModel Validation Heeting minutesPage Six
" Simulated flow hours are almost double thehistorical. Review showed us operation 190takes about 550 hours to complete.
" operation 190 is repair operation performedby one mechanic for about 50 hours. Modelshows the manpower availability as aproblem.
* Doug pointed out that the model exaggerates
the problem.
41059A: C-130 Radome Assembly
9 Model output does seem to represent theas-is condition.
. Needed tO verify the historical data of 500hours for operation 10.
51420A -- 14 W4ng Leading Edge
* Evaluated the o..Zput and redlined backshophours.
40208A: C-130 Radome
* Ouput does seem to represent the as-iscondition except the historical hours for
Operation 30.
• History shows that It taxes over 4000 hoursto complete Opera, ,on 30.
. Bob to check the historical Input data atSt. Louis, if avallabe and respond toVR-ALC.
.. At F-15A Canopy
" Evaluated model output. History shows thatit taxes approximately 1180 hours tocomplete Operation 10.
* Operation 10 is to Inspect and determinewhat parts are required to perform the
repair. It does wait for a long time Ingetting those required parts.
6-29-89
VR-ALCModel Validation Heeting MinutesPage Seven
MANPSB
• This Is a manufacturing RCC.
• No historical data for analysis. Reviewed onlythe throughput.
• Model output was validated based on it'sperformance on the other 6 RCCs.
a Evaluated the re-run of model out for RCCsMANPGA, MANPGB and MANPGC.
a Output for these RCCs were reviewed earlier.Buffer operation were added where necessary torepresent historical data.
0 Output for PCNs 74010A. 74074A, 74163A, 74126A,74051A, 20012A, 06121A, 74061A, 74063A, 74146A,74148A, and 74149A from all the three RCCs wereIndividually evaluated.
Flow hours# process hours and throughput werewithin acceptable range. Model does representthe as-is condition.
# Dcug and Lott questioned the validity ofhit;orical data for PCNs 74074A and 20012A.Wanted to verify with manufacturing personnel.
23 June 69s
* Doug and Lott verified and confirmed the flowhour lnformatlon.
• Reviewed the re-runs of model output.
" Bob compiled the meeting of minutes andreviewed with team members.
6-29-69
VR-ALCModel Validation Meeting MinutesPage Eight
WR-ALC/AFLC/MDMSC validation team agrees that
the model seems to represent the approximationof as-is condition of RCCs MANPSAo MANPSBDMANPSC MANPSD, MANPGAo MANPGB and MANPGC;therefore* the model can be used as a baselinefor experimentation.
Doug Keene, WR-ALC/MANEE
Lott Singletary, WR-ALC/MANEE
Jim Gillis, WR-ALC/MAWF
Gerald Peavy, WR-ALC/MAWF
T eBwn, AFLC/MAQF
Scott vroman. MDfC
Bill Rich, MDHSC
*VanderVoor !:
6-29-69 / Rev-i33/fe,
7.0 COMPUTER SIMULATION ANALYSIS OF RCCThe computer simulation analysis for RCC MANPSC was previously submitted undermemo number NKE-E016-7603, dated July 6, 1989.
8.0 VALIDATION OF SIMULATION ANALYSISThe validation of simulation analysis for RCC MANPSC was previously submitted
under memo number NKE-E016-7603, dated July 6, 1989.
9.0 BRAINSTORMINGThe minutes for RCC MANPSC brainstorming were previously submitted under memonumber NKE-E016-7603, dated July 6, 1989.
MINUTES OF
BRAINSTORMING SESSIONS
June 20, 1989
WR-ALC/MDMSC
MINUTES OF BRAINSTORM INGSESSION FOR FOUR SHEET METAL RCCS-June 20. 1969 Morning Session -
Jim Gillis started the brainstorming session by introducing thefacilitator Bruce Kirk of MDMSC. The following were in atten-dance for this session:
Bashyam. Bob MDMSC
G1111s. Jim VR-ALC/MAVF
Jacksons John VR-ALC/HANERS
Keene, Doug WR-ALC/MANEE
Kirk, Bruce MDMSC
Kittrell. Don WR-ALC/MANSCA
Morrison, Michael WR-ALC/MANERS
Nicholson, Richard WR-ALC/MANERS
Powell, David WR-ALC/MANPSA
Rich. Dill MDMSC
Singletary, Lott VR-ALC/MANEE
VanderVoord * Roger MDMSC
Varnock, Kevin VR-ALC/MANEE
Williams. San VR-ALC/MANPSA
Bruce Kirk being the facilitator briefed to participant theprocess of brainstorming. Bruce emphasized flow time is thequality characteristic that we are trying to improve or mini-mize. With that round robin solution presentation processstarted. Following are the suggestions:
1. Time in Wet Clean (Back Shop).
2. Prioritize of workload CF-i5 first).
a. May stop in middle of repair to respond.
be Demand system.,
3. Manpower.
4. Training shop - mechanics get transferred to r-15 Shop.
Ninutes of Brainstorming SessionJune 20. 1969 Horning SessionPage Two
5. Two shifts in certain shops.
6. Lack of space and environmental control.
7. No storage space for fixtures etc.
8. Chemical availability - anodize, etc.
9. Hand tools - proper matching to job. Prompt replacement ofbroken tools. Resizing the tool box may Improve space.
10. Workload - need better forecasting.
11. RCC KANPSB completes then ships to storage - delay 10 to 15days to get the same part back In finlshing the repair.
12. Major repair coordination with Engineering - delays.
13. Update drawings requires 60 days.
14. Expedite travel of priorite parts.
15. Space organization.
16. Equipment modernization.
17. Equipment preventive maintenance and calibration.
18. Jigs and fixtures - modify to ease use without removal.work stand - better accessibility.
DEVELOPED FISHBONE (CAUSE AND EFFECT) DIAGRAM.
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RCC: MAN P!2 SUMMARY OF RE-EVALUATION
" Reformatted the results of L9 taguchi orthogonal array table.
" Evaluated throughput of each run for average throughput of RCC.
" Analyzed and tabulated results of best and worst PCN for each run including surge.
* This approach gives us a better understanding of the RCCs capability, process,
and bottlenecks.
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MANPOWER LOADING
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MANPSC EXPERIMENTATION RESULTS LSC-20336
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T*CNO2 IN= N I*MAN'PS - AH =T METAL N0P b 3ashyam
*Poslibls Focug StudZ List
I. Study to Improve Facilities Layout for MAJ4PSCBluilding 169 MANPSA
2. Study to Improve Facilities Layout forBuilding 603 MANPSD
3. Study to improve Facilities5 Layout forBuilding 670 MANPSD
4. Redesign/Hodify'Existing Jigs/FixturesSuch As Aileron Jig (Make Working Jig in MANPSAlieu of Solely a Check Fixture) MANPSC
S. Redeign/modify Existing Holding Fixturesso as to Rotate/Lock~ Part Being Repaired forBetter ACCeSS and Less Worker strain All
6. Study to Design Holding Fixtures (CustomizedShape/Size to be Used in lieu of Flat-TopTab les) All
7. Study to Hoke a Fully Computerized "WorkcBook" 'CWCD) System in lieu of CurrentUnreadable "Paper-Kill* All
S. Study for CADAM Data storage and getrievalMASTER Domerwion Control System for GeneralTool Denensional Control as weil As forPart/Assembly Data Source All
9. Study to Complement LIFT Plan and'toDetermine/Assign Priorities for Niw, MoreModern/Diverse Sheet Metal mochintryo l
rO . &~~~ySuyfrW-L to Mtnufacture l
ln.-Hoiiso l
I Ie= l1bw 1. gfd O e9 68. 61 AUW
TECHNOLOGY 4MsERToN joGRAM- i -- KAJPS - SHEET ETAL sHoP Bob fashyam
B1 Rich
. Pssible OQuck Fix List
1. Develop a Mechanic'S "Hand Book" for EachRepaired Assembly All
2. Implement Mechenic "Buy-Maintain" (BuyingOnly Necessary Tools!) Tool-Set Program All
3. Provide Heavy*Cardboard Shipping boxesfor Small/Medim Size Parts All
4. Move Bond Mechanics Closer to the Autoclaves MANPSAMANPSC
5. Provide Level Aileron Support Tables Untila Better Holding Fixture Can Be Provided MANPSA
6. Provide Better Quality Drill Bits in lieuof the Current Re-Sharpened Ones All
7. Provide Certain Mechanics with a Needed 45-Degree Angle Drill Attachment and an Approxi-sate "3X" Rivet Gun (For 1/8"/S/32" Rivets) All
S. Provide Pictorial - Drawings with theExisting -Work Books" (MCD'S) All
9. Review and Allocate Sufficient and DedicatedWork Space for Each Work Station All
10. In Conjunction with 2 Above, Reduce Size ofMechanics Tool Box to Approximately 1/2 theCurrent Size (Thereby Saving Mucb ValuableSpace) All
11. Put More Emphasis on QP4t All
11UW 0d13313 Se:'j Se 6T ALj
:]nSble OuiCk Fx List (continued MAPSBob Bashyam
Bill Rich
* ptqesrIst ionRc
1.2. Include the M&nufacturing supervisor inTask Force Formations When QUality/ProductionWould Be Discussed or/and Decisions Made to
• Affect Same All
13. Design/Build Aileron Tab Hinge Locator MANPSA
14. Design/Build a."Newspaper Clipping Cutterm.to Cut the Thin SXins on the C-141 Horizontal
stabilizer Leading Edges MANPSA
IS. Evaluate cleanliness Condition In"Work/StalingArea Near the Autoclaves In Bulld$ng 169 MANPSA
16. Review Safety Precautions in the Use ofmethel-Ethel-Keton* (MEK), Depleted UraniumCounter-Balance Weights and Asbestos ClampsUsed in Building 603 on the C-141 Wing LeadingEdge All
17. Senior Mechanics/Supervisors/Altetnates shouldOutline the Repair Processes for the RepairedAssemblies (to be Used In Conjunction withI Above) All
18. Implement Methodology to Eliminate MissingPete Door Strake Parts MANPSA
19. Use "TO Material (Form in "W" Temper) inlieu of e"0 All
20, Use LocXhead "Status" to Determine LatestDrawing/Effectivity All
21. Certify Mechanic Doing Repair Work on the-Horizontal Stabilizer Leading Edges for
"Ohmmeter" and "Brazing" Use MANPSA
22. Need "Window Area" Plot for F-15 Radoe
* Repair Use ukNPSD
J' iIUW 0 1D313 SU M WOj 6C:9i 68, 61 AVUW
ILPossibieQuic X Fix List (continued)" MANP5
Bob BashyamBill Rich
23. Need Holding/Support Fixtures forRadomes MANPSD
•24, Move F-15 Canopy Repair Effort Out ofBuilding 670 MANPSD
25s. Provide Capability to Brush Alodine forBuilding 603 MANPSD
26. Remove C-130 Leading Edge (Unused) JigsFrom Building 603 HANPSD
27. Need Better/Larger/Cleaner Toilet Facilityfor the Women Mechanics In Bullding 603 MANPSD
28. Need More Space for the C-141 Nozzles inBuilding 603 MANPSD
29. Need More Space for the Radomes inBuilding 670 MANPSD
30. Combine Repair Operations for the C-141 AFTCowl Door to Use One (1) Mechanic In lieu ofthe Present Two (2)
31. Make Available to ALL ALC's Paul C. Bevan"Patch-Puller-Ring" for Fiberglass Repair MANPSD
32. Encourage Suggestions Like Wendell Pittman'sInvestigation and Persistence in kis Investi-gation of Missing Petal Door Strake Parts HANPSA
33. Make Use of and Assign More ManufacturingResponsibility to the Planning Section for
M Wanufacturing/ngineerIn9 Cootdination
34. Make Available Cobalt-Tipped Drllk Bits, orEquipment, for Mechanic's Use for Drilling out
* Fasteners
800"3dd 71W 10313 3 8 WN W0 0:91 68, 69.1 AHW
Followino are the PotenTiAl Imorovemnrts for ~~ikFix.
10.0 WARNER ROBINS AIR LOGISTIC CENTER (WR-ALC)
10.1 QUICK FIX OPPORTUNITY TO DEVELOP A MECHANIC'S "HAND
BOOK" FOR EACH REPAIRED ASSEMBLY. THE MECHANICS WOULDOUTLINE THE REPAIR PROCESSES FOR THE ASSEMBLIES BEINGREPAIRED (MANPS).
10.1.1 Description of Current Operations
Most of the mechanic's training is received by actual "on-the-Job" experience working with someone more experienced on theparticular unit being repaired. Most experienced ;,echanics havemade written notes to help guide them in the repair effort.
10.1.2 Description of Current Process Problems
The mechanic's sequence of tear-down, inspection and repairmay vary compared with the WCD operation numbering. Certainpeculiarities in the rework process may require a knowledge farin excess of the T.O. and the WCD Instructions.
10.1.3 Description of New Process
Compile and publish a mechanic's training handbook writtenfor each assembly being repaired in MANPS. The manual wouldcompliment and supplement the Technical Orders and be compiledby training specialists using the experiences and input of thetop mechanics currently doing the repair work as a guide. Thetraining manual would be initiated to recognize the subtles ofthe repair p-ocess and would document all major steps and tech-niques of eaci repaired assembly unit. The Manual would becoordinated through the Training Monitor and the cognizentProcess Engineer, Manufacturing Engineer, Planner. ProductionSupervisor and Quality People.
10.1.4 Rationale Leading to Chance
The "Hand-Books" would help train new people In a rapidbuild-up such as a "Surge" or "War-Time" situation or in anycrisis such as the present mechanics "turn-around" due to theF-15 wing effort or where a production rate increase would benecessary. Additional training and motivational courses wouldalso be beneficial in conjunction with the "Hand-Books".
10.1.5 Estimated Cost Savings
Observations and interviews have indicated a potentialaverage increase in efficiency for each new/old mechanic of 20%for the first 30 day period and a 10% increase therafter.
10.1.6 Implementation Cost/Schedule
Cost of an existing trainlng specialist to coordinate theinputs is estimated to be $10,000 per anum (pro-rated).
Cost of preparing and reproducing each manual is estimatedto $10 per copy.
Implementation could be realized in about 60 days from"Go-Ahead".
10.2 QUICK FIX OPPORTUNITY TO IMPLEMENT MECHANIC "BUY -
MAINTAIN" TOOL-SET PROGRAM (BUYING ONLY NECESSARYTOOLS, THEREBY REDUCING THE SIZE OF THE TOOL BOX)(MANPS).
10.2.1 Description of Current Operations
All sheet metal mechanics are issued a standard set oftools, a tool box and a tool stand with drawers. Some of thetools have an everyday use, some have a limited use and some ofthe tools issued are never used: For example, the rivet gunsissued have limited use while the most widely used gun, (3X typefor 1/5" and 5/32" ad rivets) Is not included - neither has a 45degree pheumatic angle drill attachment been included. Thereare other instances.
10.2.2 Description of Current Process Problems
In some instances the replacement of a broken tool takes upto several weeks for replacement. In the interim, the mechaniceither uses a "loaner" from the tool crib or borrows/shares atool with a team member. These large tool box/tool stand occupymuch valuable space and to reduce the number of tools would savemuch space, by requiring much smaller box/tool stands.
10.2.3 Description of New Process
Other repair facilities require the mechanics to buy andmaintain their own set of necessary tools. These companiesestablish the requirements for the tool set and assist themechanics in selecting the manufacturers of the tools. Inferiorquality items that do not hold up and which constantly requirereplacement are eliminated. The tool manufacturers most oftenoffer a life-time guarantee and a substantial discount to themechanic because of the volume purchases. This has proven to becost effective in many instances, for maintenance facilitiessuch as Eastern, Delta, Hayes and Lockheed Air Service, etc.
One or two sets of "Limited-Use Tools" could be issued to a
RCC repair area for general use.
10.2.4 Rationale Leading to Chance
The reduction of the number of tools/tool box/tool boxstand by 50% would save much space.Eliminate/reduce tool crib manpower and storage area.Elimlnate/reduce buying activity and expense.Provide the mechanic with the necessary tools to workwith!Provide the mechanic with an expeditious way to replacdbroken tools.Make the mechanic responsible for the tools that heuses to do his assigned tasks.
10.2.5 Estimated Cost Savings
Interviews have indicated a possible savings of 10 man hoursper week for each mechanic if he/she had a proper "Tool Set".
Observations have shown that a reduction in size due to the
mechanic having only necessary tools from 6.50 square feet to
3.25 square feet would also save approximately 3 square feet per
mechanic. This would be a significant amount of space to be
gained in Building 670, for example.
10.2.6 Implementation Cost/Schedule
The schedule and Implementation cost would require further
study and selection of tool needs. which would vary with each
RCC, and tool suppliers.
10./X3 QUICK FIX OPPORTUNITY TO MOVE BOND MECHANICS CLOSER TOTHE AUTOCLAVES OR ALLOW THE REPAIR GROUP CLOSE TO THEAUTOCLAVE TO DO THE BOND WORK (MANPSA).
100.1 Description of Current Operations
In addition to other miscellaneous small bonded assemblyunits, there are approximately fourteen (14) frame and longeronassemblies for the C-141 Petal and seven (7) Leading Edge Sec-tions for the C-141, Aileron which require the units to berebonded when they undergo repair.
10;.2 Description of Current Process Problems
The Aileron parts are rebuilt in W. Blackmon's area adjacentto the autoclave area and returned to S. Williams' control aftercompletion, but the Petal Door parts are rebuilt in T. Cherry'sarea and then sent to rebond by the Petal Door mechanic andreturned to him after completion. This is not an efficient flowof work effort.
10.A3 Descrilption of New Process
(Need to "-certify" all mechanics in Bond Shop.)
Move those workers closer to the autoclave who work/repairsmall bonded assemblies such as the frame assemblies for theC-141 Petal Doors and the C-141 Aileron Leading Edges, therebyreducing time lost by going back and to. (Always make thetransit worker responsible to the Supervisor who Is responsiblefor the final inspection and buy-off of the unit beingrepaired).
An alternate way to eliminate to and fro travel by themechanics would be to allow the repair group close to theautoclave to do all the bond work.
lO.%.4 Rationale Leadina to Change
Centralizing the bonding of small rebuilt assemblies wouldtend to:
• Eliminate wasted time and steps.0 Produce consistently better quality work.0 Have the bonding operation in a cleaner and better
controlled enbvironment."Free" the "Home" mechanic to do more specialized workfor which he Is more qualified than others.
i0.A.5 Estimated cost saving~s
It is estimated that a savings of 10 mnf h~ours per weekcould be realized.
l0.,01-16 Implemegtation Cost/Schedule
Cost of moving would be negligible and the schedule-to-movewould be very flexible.
L410. QUICK FIX OPPORTUNITY TO PROVIDE LEVEL AILERON SUPPORT
TABLES UNTIL A BETTER HOLDING FIXTURE CAN BE PROVIDED(MANPSA).
101.1 Description of Current-operatlons
The support tables for the C-141 Ailerons are not all thesame height requiring time and effort to level, per WCD instruc-tions, before the Aileron can be worked. The Aileron must belevel while skin work, hinge work, tab removal work or theleading edges are removed.
10.1.2 Description of Current Process Problems
(The effort to level the tables has been in the planningstage for about a year or so, according to some interviewees inthe area.)
10.1.3 Description of New Process
Provide tables the same height to support the Ailerons(until customized cradle-type support holding fixtures areavailable).
10.;.4 Rationale Leading to Change
The customized cradles will support the Ailerons andeliminate the "Man-handling" and "Flip-flopping" from side toside and also allow both sides and the beam/tab area to beworked simultaneously.
10.0.5 Estimated Cost Savings
The level tables will save leveling time (usually 15-20minutes) for 2 -3 mechanics and eliminate overhanging of theAileron when tables are not available.
10..6 Implementation Cost/Schedule
The cost and schedule of leveling the existing tables shouldbe available through Kevin Warnock (926-4446).
I5
10. QUICK FIX OPPORTUNITY TO PROVIDE PICTORIAL - DRAWINGSWITH THE EXISTING "WORK BOOKS" (WCD'S) (MANPS).
-50o.0.1 Description of Current Operations
The current copies of the WCD's (Work Books) are difficultto read and hard to understand. (This is true industry-wide.)
5lO.P.2 Description of Current Process Problems
Mechanic personnel do not adeguately use the WCD's forrepair instructions! They do not make proper use of the T.O.'seither!
10.43 Description of New Process
The Production Planner, with assistance from the Art Depart-ment, should provide a pictorial drawing, (exploded step-by-stepdrawing or otherwise), to accompany the "Work Book" (Work Con-trol Document) to assist the worker to better understand thetask and to help train others in a Surge or War-Time emergencysituation.
0./'.4 Rationale Leading to Chance
New mechanics (and old mechanics, also) would be more pro-ductive and understand what they are doing If better work In-structions were given them.
Most other repair facilities are using pictorial drawings tosupplement the T.O.'s and the planning sheets, and quality hasin most cases, improved considerably because the mechanic betterunderstood what they were supposed to do.
10.0.5 Estimated Cost Savings
It is estimated that the mechanic's efficiency wouldincrease from 10% to 20% (but would vary with the individual) Ifhe/she had a more comprehensive and understandable set of repairinstructions to follow.
14. 6 Implementation Cost/Schedule
A full time illustrator to make the drawings would costapproximately $20,000 per year and could reduce the planningstaff by a like number due to a reduction in contacts frommanufacturing. An estimate of about 30 - 90 days to hire thenecessary people and organize the effort would be required.
lO.~- QUICK FIX OPPORTUNITY TO DESIGN/BUILD AILERON TAB HINGELOCATOR (MANPSA).
l0.+- .l Description of Current Operations
The current method, when a tab hinge bracket has to bereplaced, is to use the tab assembly as a tool and locate thebracket being replaced by using the tab. This is rather diffi-cult to do because the tab leading edge is in the way whichmakes it hard to position and locate the required shims behindthe new fittings.
W10.1,&.2 Description of Current Process Problems
A hinge locator and alignment tool is sorely needed toassist the replacement of an aileron tab hinge fitting on theC-141 Aileron rear beam.
10. X.3 Description of New Process
A simple bar type locator tool would be sufficient and speedup the task.
10.44.4 Rationale Leading to Change
Observation and interviews with the supervisor and severalmechanics indicated the hinges replacement was a problem.
to10.1.5 Estimated Cost Savings
The hinge replacement requires an average of 10 man hoursper Aileron to replace the bad tab hinge fittings. This timewould be reduced to approximately 1/2 of this or about 5 manhours with a bar-type locator tool.
1O.1-.6 Implementation Cost/Schedule
The cost of a simple bar-type tool would be the primary costinvolved:
" Material Cost = $500 (Steel tube and bar)
" Welding = 100 (4 man hours)
" Machining = 300 (10 man hours)
" Engineering = 500 (8 man hours)
10.--7 QUICK FIX OPPORTUNITY TO DESIGN/BUILD A "NEWSPAPERCLIPPING CUTTER" TO CUT THE THIN SKINS ON THE C-141HORIZONTAL STABILIZER LEADING EDGES (HANPSA).
10.-.1 Description of Current Operations
The thin .005 thick stainless steel cover skins for theC-141 Horizontal Stabilizer de-icer leading edge assemblies (8per aircraft) must be removed in order to inspect and repair theembedded direct current wires and the heating elements.
10.t .2 Description of Current Process Problems
The current way of skin removal is to cut rand peel the coverskins using a wood chisel, tin snips, pliars, etc. to remove theskin without damaging the wires or the heating elements.
10.-i-.3 Description of New Process
Design and make a depth cutter similar to the type cutterused to cut out newspaper clippings. This type cutter may beset to cut at a predetermined depth so as to cut the (.005)stainless steel thin skin cover and not cut the wires.
-7lO.tI.4 Rationale Leading to Change
(Observation led to believing that a better way should befound.)
This new method of skin removal would allow the old skins tobe removed in an easier manner thereby saving time and producinga neater and a more professional repair job.
1lO.k-k.5 Estimated Cost Savings
A possible savings of two (2) man hours per leading edgesection should be realized; for a total of eight (8) sectionstimes two (2) equals sixteen (16) man hours saved per A/C.
'Il0.fl-.6 Implementation Cost/Schedule
The only cost would be the "Clipping-Cutter" design andmachine costs which should not exceed $200. Machine time forthe cutter should be under $100.
_iM
1oA-- QUICK FIX OPPORTUNITY TO USE "T" MATERIAL (FORM IN "W"
TEMPER) IN LIEU OF "0" (MANPS).
10o1- Il Description of Current Operations
Most all forming of aluminum for aircraft requires that thematerial be in soft condition, either in "0" condition or in "W"temper condition. Both conditions, "0" and "W" are of the samesoftness.
Most engineering drawings and/or material specificationscall for the two material conditions to be used interchange-ably.
10.-5..2 Description of Current Process Problems
It is hard to store "0" condition material, easy to damage,and handle because of it's softness therefore it is better tobuy and store aluminum in the "T" condition. There is also thepossibility of a part made out of the "0" material getting onthe structural airframe of an air vehicle, Inadvertantly.
lO.kr5.3 Description of New Process
The "0" material requires a heat treat operation afterforming to bring the part to a hardened state or "T" condition.The "W" condition is produced by a heat treat operation from the"T" condition, formed into the desired state, then the materialreturns to a hardened "T" condition at room temperature withoutany further heat treat.
In the event thatI'I"W condition aluminum alloy sheet is usedIn lieu of "0", the material must be stored in cold storagewhile It is awaiting it's time to be worked. It has a shorterwork time when It removed from the "ice-box" due to the mater-ials ability to return to a hardened state at room temperature.
It is suggested that certain selected parts such as rein-forcement doublers and formed parts be looked at and made from"W" condition rather than "0" condition thereby reducing the
inventory of "0" material and conceivably reducing materialcosts, by eliminat-ing excess scrappage.
10.1'.4 Rationale LeadIna to Chance
Other production and repair facilities do not use and stockaluminum sheet stock in the "0" Temper in the thickness of .064or less because of it's softness.
10.1.5 Estimated Cost SavinQs
The cost svings would be Indicated on the present scrappagecost which would be eliminated.
Scheduling is not available at this time.
10.-.6 Implementation Cost/Schedule
04c k- ,,
aftoms ?<-OL~ Eej: U' c-e-9 O-r +
10.12- QUICK FIX OPPORTUNITY TO CERTIFY MECHANIC DOING REPAIRWORK ON THE HORIZONTAL STABILIZER LEADING EDGES FOR"OHMMETER" AND "BRAZING" USE (MANPSA).
10.I1,7.1 Description of Current Operations
The mechanic (Amanda Knight) has to use an Ohmmeter to checkthe continuity of the wiring on the C-141 Horizontal Stabilizerleading edge sections. These sections form an electricallyde-iced section of the horizontal stabilizer. All sections arerepaired either by repairing the wires and welding breaks in themesh.
l0.1 .2 Description of Current Process Problems
The mechanic has to use the back shop on four (4) occasionsfor the use of the "Ohmmeter" or the "Welding Unit," usuallymaking the trips herself, to verify the repair.
10.-?-.3 Description of New Process
In repairing the leading edge sections, the mechanic has touse an Ohmmeter to determine the repair so why not make itofficial by certifying the mechanic in It's use as well as thewelding required to make the repairs to the mesh heatingelement.
10.t4--.4 Rationale Leading to Change
Discussed with Sonny Heard, Training, the possibility oftralning/certification, of Amanda Knight and others, if neces-sary, to the use of the Ohmmeter and the Welding/Brazing unitwhich would eliminate the back shop work and the related expenseof the mechanic hand carrying the parts to and from the elec-trical building.
10.i-7.5 Estimated Cost Savings
The elimination of four (4) back shop operations would save4 times 2 man hours = 8 manhours per part; 8 parts times 8 manhours equals 64 man hours saved per aircraft.
lO.t'.6 ImplementatIon Cost/Schedule
The mechanic has checked out an Ohmmeter for repair use.Kevin Warnock (926-4446) has moved a "welder" to Building 169for the mechanic's use.
i10
10.14:9 QUICK FIX OPPORTUNITY TO NEED HOLDING/SUPPORT FIXTURESFOR ALL RADOMES (MANPSD).
lb10.r9.1 Description of Current Operations
The primary method of support for the radome repair inBuilding 670 is to place them directly on the floor. Some areelevated off the floor by the mechanics with 2 X 4's or othermakeshift timbers.
Holding stands were made sometime back but are not beingused and their whereabouts are now unknown.
1010.1-9-.2 Description of Current Process Problems
Some workers have expressed a desire to have the radomeselevated for better access and comfort.
10.14.3 Description of New Process
Holding stands/fixtures should be made to hold the radome onit's side and to allow the radome to be rotated. This methodwould be similar to the holding fixture currently being usedwith the C-141 nozzle repair effort.
10.1-4 Rationale Leading to Change
* The radome would be accessible from one side therebymaking better use of space.
* Less worker fatigue.
Work efficiency increased.
• Production rate increased.
10.I .5 Estimated Cost Savings
An increase of work efficiency from 10% to 15% is predictedwhich should increase throughput by a like amount for allradomes being worked in Building 670.
lO.I9-.6 Implementation Cost/Schedule
The schedule and implementation costs will require furtherstudy based on an austere-type stand design.
I
10.2+ QUICK FIX OPPORTUNITY TO PROVIDE CAPABILITY TO BRUSHALODINE FOR BUILDING 603 (MANPSD).
1O.2-t.l Description of Current Operations
Parts requiring alodine treatment have to be taken toBuilding 180, which is about two (2) miles distance from 603.
1110.24-.2 Description of Current Process Problems
No alodine treatment is currently available because of thelack of waste treatment/disposal.
10.21.3 Description of New Process
Either one of the following:
(1) Step up the existing "Fast-Flow" plck-up and deliverysystem for the parts.
(2) Temporarily provide five (5) collection drums withadequate exhaust/vent system at Building 603 andtransfer the toxic waste to a tank truck for disposal.
(3) Tie in to an existing waste disposal line at Building645.
10.2-.4 Rationale Leading tu Charge
* Flow time will be reduced.* Throughput will be increased.• Cost will be redUced.
10.24 .5 Estimated Cost Savings
The estimated cost would be contingent on the decision as tothe selection of (1), (2) or (3).
The (1) is estimated to be the least expensive and (3) themost expensive with (2) somewhere in between but only as atemporary measure. Number (3) would be the ideal method toprovide treatment.
lO.21.6 Implementation Cost/Schedule
Implementation cost and schedule is contingent on theprocess selected:
(1) Shortest time to implement.
(2) Somewhere in between (1) and (3).
(3) Longest time.
lO.Z.4 QUICK FIX OPPORTUNITY TO COMBINE REPAIR OPERATIONS FORTHE C-141 AFT COWL DOOR TO USE ONE (1) MECHANIC IN LIEUOF THE PRESENT TWO (2) (MANPSA).
I0.2-.l Description of current Operations
The current way of reworking the C-141, AFT Cowl Door, is tohave one mechanic to tear down the old assembly and salvage thesalvagable hardware and miscellaneous parts and another mechanicin another area to repair/rebuild the bonded honeycomb sectionof the door. (A third mechanic is also involved by removing thedoor from the cowl - in another area.)
After the bonded section is completed, it is transportedback to the "Tear-Down" area and reassembled by the firstmechanic (who is not bond certified).
lO.2*4.2 Description of Current Process Problems
The current way of repairing the doors has no obviousproblems with the exception of completion responsibility, andthe excessive amount of flow time required between workers.
09-10.24.3 Description of New Process
The entire operation for repairing the door should be donein one area and the part not moved back and forth from one areato another. The "Tear-Down" mechanic should be trained andcertified for bond operations.
10o.24-.4 Pationale Leading to Chance
" Eliminate duplicity of effort.
" Decrease "Flow-Time".
" Provide more trained workers.
" Provide more versatile worker.% 1--
10.24.5 Estimated Cost Savings
At least one (1) full time mechanic will be released forother work.
Flow time will be increased at least by the time requiredfor the part to flow between the areas which is usually 4-6hours per door.
By certifying ALL workers for bonding. a more versatileutilization of the worker is possible wflo In turn Is morecapable of training others.
10a. Implemlentation Cost/Schedule
This may be done Immediately with a very little cost effectto implement.
I~o.e QUICK FIX OPPORTUNITY TO MAKE AVAILABLE COBALT-TIPPEDDRILL BITS, OR EQUIVALENT, FOR MECHANIC'S USE FORDRILLING OUT FASTENERS (MANPS).
10.2e.1 Description of Current Operations
The present lot of resharpened drill bits, especially thesizes normally used to drill out rivets and other type fastenersare not properly ground on center and the tips are softer thanthe normal quality of new drill bits.
N2'10.2e.2 Description of Current Process Problems
These off-center and soft bits wander off-center when thefastener is drilled out sometimes enlarging the hole andrequiring a backing strip, or making necessary the next sizelarger salvage rivet in the enlarged hole.
These drill bits are soft and consequently do not last -only a few holes - and they are dull.
10.2.3 Description of New Process
Provide the Sheet Metal Mechanic with a better quality drillbit such as a Cobalt tipped bit, or equivalent, to be used onHigh-Value assemblies when drilling out rivets, other typefasteners such as lock bolts or blind rivets and bolts.
0.2'6.4 Rationale Leading to Change
The current quality of resharpened drill bits is extremelypoor, contributing to oversize and nonconforming holes, causingunnecessary work and much time lost.
Making available better quality drill bits for themechanic's use, especially the sizes used to drill out fastenerswill same time, money and provide a better quality product.
10.2e.5 Estimated Cost Savinas
It is estimated that around 20 man hours are lost per unitevery week trying to make quality wor: with these inferiorquality drill bits.
Observation and interviews have indicated that mostmechanics are not using the resharpened bits but are obtainingbetter quality drill bits from other areas such as the F-15 wingeffort which is supplied with better quality bits.
,%10.2V.6 Implementation Cost/Schedule
Not available at this time.
~r-e the ~ ote tj~ InorOve mrerts for Forits Studies.
QUICK FIX OPPORTUNITY TO PROVIDE HEAVY CARDBOARD
RE-USABLE SHIPPING BOXES FOR SMALL/MEDIUM SIZE PARTS(MANPS).
10.3.1 Description of Current Operations
Parts are currently being moved from one area to another byhand-carrying or by laying loose on a rolling hand cart whilethey are being transported.
10.3.2 Description of Current Process Problems
10.3.3 Description of New Process
Heavy cardboard, reusable boxes should be used to protectthe smaller parts when they are transported from one area orbackshop to another area. These are sometimes called "BananaBoxes" because they are about the same shape and construction asthe boxes used to ship bananas. These boxes would be similar tothe ones used in the tubing/cable shop to contain and transportparts.
10.3.4 Rationale Leadina to Chance
10.3.5 Estimated Cost Savings
Using these boxes with styrofoam and/or "bubble wrap" willminimize damage to parts being transported.
10.3.6 Implementation Cost/Schedule
I
QUICK FIX OPPORTUNITY TO REVIEW AND ALLOCATE SUFFICIENTAND DEDICATED WORK SPACE FOR EACH WORK STATION(MANPS).
10.7.1 Description of Current Operations
Much confusion exists now in certain areas because of thelack of dedicated and sufficient space for the mechanic and thework he/she is required to do. Traffic cross-flow Is bad and insome Instances there is no assigned or dedicated work space forthe mechanic to do his/her assigned task.
10.7.2 Description of Current Process ProbleMs
The work space for a given repair task must be adequate toallow the work to be performed in the most timely and costeffective manner.
10.7.3 Description of New Process
Each work station must be designed and space allotted toallow the mechanic to do his/her assigned task without inter-ruption from people passing by, cross-flow traffic from fellowworkers, Insufficient space and confusion.
As a stop-gap measure, (before an In-depth facilities layoutcan be made), each work station must be Identified andpermanently marked so that the mechanic assigned to that workstation may work with a minimum of Interruptions. Rails orfences should be considered to outline the stations.
10.7.4 Rationale Leadina to Chance
Observation of several areas In Building 169, such as theareas for the petal doors and ailerons for the C-141, led tothis present condition.
10.7.5 Estlmated Cost Savings
Time will be saved and/or work efficiency will be increasedalong with the production rate.
10.7.6 Implementation Cost/Schedule
Implementation cost would involve about 16 man hours to lay-out and mark that stations. Equipment needed such as rails areassumed to be available. The time to Implement would approxi-mate two (2) weeks for each area from go-ahead.
ly
QUICK FIX OPPORTUNITY TO PUT MORE EMPHASIS ON QP4!(MANPS).
10.8.1 Description of Current Operations
Some RCC repair units do not have an active QP4 team. Thosethat do are not allotted the necessary time to be effective -manpower seems to be the problem.
NOTE: QP4 is currently being revised and restructured. Itis suggested that more recognition and prestige be given thegroup.
10.8.2 Descrlption of Current Process Problems
10.8.3 Descript1on of New Process
More emphasis should be placed on the "QP 4" team effort andto use these groups with greater visibility and recognition asproblem solvers.
Long standing complicated problems have a greater chance ofbeing solved when a QP4 team is active in the area.
10.8.4 Rationale Leading to Chance
10.8.5 Estimated Cost Savings
• More employee awareness and concern.
* Better quality realized.
* Better worker recognition and efficiency.
• Money saved.
10.8.6 Implementation Cost/Schedule
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?I
QUICK FIX OPPORTUNITY TO INCLUDE THE MANUFACTURINGSUPERVISOR IN ALL TASK FORMATIONS WHEN QUALITY/PRODUCTION WOULD BE DISCUSSED OR/AND DECISIONS MADE TOAFFECT SAME (MANPS).
10.9.1 Description of Current Operations
Decisions are sometimes made that affect the productioneffort or the quality of a repair unit without the Supervisorbeing told or asked to participate in the decision makingprocess.
10.9.2 Description of Current Process Problems
10.9.3 Description of New Process
Better solutions to MANPS problems may be realized so thatwhen a task force is formed, it is formed from individuals mostknowledgable and intimately concerned with a solution to theproblem, such as the Production Supervisor If the probleminvolves the production effort; or the Tooling expert if theproblem involves a tool change; and the Planner if ANY change iscontemplated in the work sequence or planning. The task forceshould always be headed up by the Production Supervisor if theproblem involves production or quality.
10.9.4 Rationale Leading to Chance
10.9.5 Estimated Cost Savings
" Better utilization of the Supervisors.
• Better quality.
* More Supervisor awareness.
" More cooperation from all concerned.
10.9.6 Implementation Cost/Schedule
-p
10.1 QUICK FIX OPPORTUNITY TO EVALUATE CLEANLINESS CONDITIONIN WORK/STAGING AREA NEAR THE AUTOCLAVES IN BUILDING169 (MANPSA).
10.12.1 Description of Current Operations
Most lay-up Is done in the Lay-Up Room In Building 169 whichis a controlled and compatible environment for the use ofadhesives and bonding materials used In the manufacturing ofMANPSA work.
Some small patches and repair work Is done in the teardownareas and in the staging area of the autoclave. There Is not asmuch concern or attention given to bonding conditions and clean-liness In this as there should be.
10.12.2 Description of Current Process Problems
10.12.3 Description of New Process
A study should be conducted to determine If the conditionsare adverse and if a plastic curtain dropped from the ceilingwould help the situation. The sanding, drilling and working ofmetals/composites should be moved further away from the areawhere adhesive bonding is being done.
10.12.4 Rationale Leading to Change
10.12.5 Estimated Cost Savings
The major benefit to isolating the bonding from the fabrica-tion will be to create a somewhat controlled environment which arequirement to the use of structural adhesives.
10.12.6 Implementation Cost/Schedule
QUICK FIX OPPORTUNITY TO REVIEW SAFETY PRECAUTIONS INTHE USE OF HETHEL-ETHEL-KETONE (MEK) DEPLETED URANIUMCOUNTER-BALANCE WEIGHTS AND ASBESTOS CLAMPS USED INBUILDING 603 ON THE C-141 WING LEADING EDGE (MANPS).
10.13.1 Description of Current OperatIons
Two safety situations are prevalent In the aileron repairand adjacent areas concerning: (1) The use of Hethel-Ethel-Ketone, which should not be used. "Safety Solvents" are avail-able and are not as toxic and just as effective as MEK; and (2)Inadequate marking and warning to the mechanics and handlers ofthe Depleted Uranium counterblance weight used as the balancematerial for the weight.
The planners have addressed the problem of the depleteduranium with a vinyl cover but it is not used effectively.
10.13.2 Description of Current Process Problems
10.13.3 DescrIptinn of New Process
The appl1.able T.O. lists all the precautions that must betaken to prevent undue exposure to the radioactivity of thematerial and the mechanics are aware of this. There is noawareness of the "heavy-metal" effects of ingesting grounddepleted uranium powder or the fact that grinding or drillingcauses sparking which would cause ignition. The Base SafetyEngineer should address this problem.
10.13.4 Rationale Leadina to Chance
10.13.5 Estimated Cost Savinas
Employee safety.
10.13.6 Implementatlon Cost/Schedule
QUICK FIX OPPORTUNITY TO IMPLEMENT METHODOLOGY TOELIMINATE MISSING PETAL DOOR STRAKE PARTS (MANPSA).
10.14.1 Description of Current Operations
The Petal Doors arrive at WR-ALC to be inspected andrepaired consistently missing the Strake which should accompanythe door. This is an expensive group of parts! This Is anexpensive operation for every C-141 Petal Door to come in forrepairs a NEW Strake has to be manufactured and shipped back outto stores!
Where are the missing strake parts? Who removes them fromthe Petal Door Assembly? By what authority are they removed?Records show that some of these parts have a value of $20 to $30each and in many cases as many as twenty (20) parts are missing!
10.14.2 Description of Current Process Problems
10.14.3 Description of New Process
An Investigation into this matter has been made and anemployee was given a cash award for bringing this matter to theattention of his managers but no resolution to the problem hasbeen effected as of this date.
10.14.4 Rationale Leading to ChanQe
10.14.5 Estimated Cost Savings
(See Attachments.)
10.14.6 Implementation Cost/Schedule
I QUICK FIX OPPORTUNITY TO USE LOCKHEAD "STATUS" TODETERMINE LATEST DRAWING/EFFECTIVITY (MANPS).
10.16.1 Description of Current Operations
There seems to be a bit of confusion at WR-ALC as to how todetermine the effectivity of a part or of a drawing revision.This is especially pertinent to the drawings and parts for theLockheed C-130 and C-141 aircraft. When the Air Force boughtthese airplanes from Lockheed, they also bought the drawings andthe drawing submittal system, which would be in accordance withthe applicable MIL Specification for the drawing requirements.
10.16.2 Description of Current Process Problems
10.16.3 Description of New Process
It Is possible that a phone call to "Status" at Lockheedeach time could get an answer to a problem involving a part asto whether It is required on a particular Model or not.
"Status" could also be used to verify the latest drawingrevision or Engineering Order (EO) change to a drawing.
10.16.4 Rationale Leadina to Change
10.16.5 Estimated Cost Savings
* Time saved. -
* Money saved.
* More confidence in working with Lockheed drawings.
10.16.6 Implementation Cost/Schedule
QUICK FIX OPPORTUNITY TO NEED -WINDOW AREA- PLOT FORF-15 RADOME REPAIR USE (MNPSD).
10.18.1 Description of Current Operations
There are approximately 150 F-15 Radomes In an "X" condition(a condition of maximum damage) which will require a maximumeffort to repair In the near future for MANPSD, (Building 670).
10.18.2 Descrintion of Current Process Problems
The F-IS repair T.O.'s do not give a "stay-out" or "window"area for the Radome to help guide the repair. Other T.O.'s suchas for the C-130 Radomes give this information to establishrepair limitations and help guide the mechanic making therepair.
10.18.3 Description of New Process
There is a need to establish the repair limitations for theF-15 Radomes. Hugh Darsey, (6)5374, MMFRB, Cognizent Engineeris working with the test range, (Building 675), people to deriveinformation to define the repair limitations.
10.18.4 Rationale Leadina to Chanae
In the event the repair limits are not defined it Isprobable that Radomes will be repaired and not be usable therebywasting time, money, and effort.
10.18.5 Estimated Cost Savings
Cost savings not determinable, at this time.
10.18.6 Implementation Cost/Schedule
Not determinable at this time.
) / QUICK FIX OPPORTUNITY TO MOVE F-15 CANOPY REPAIR EFFORTOUT OF BUILDING 670 (MANPSD).
10.20.1 Description of Current Operations
The F-15 Canopy repair effort occupies only a small portionof Building 670 and the repair effort does not have sufficientspace.
10.20.2 Description of Current Process Problems
10.20.3 Description of New Process
Additional space is currently needed and by moving thecanopy effort out of the building more space will be availablefor the radomes.
The F-15 Canopy should be moved to an area closer to thesheet metal repair, Building 169.
There is no GRID BOARD available to check the opticalqualities of the transparancies when scratches are buffed outand the surface distorted.
10.20.4 Rationale Leading to Change
10.20.5 Estimated Cost Savings
Time will be saved and/or work efficiency will be increasedand consequently the production rate increased. (See attachedsketch.)
10.20.6 Implementation Cost/Schedule
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QUICK FIX OPPORTUNITY TO REMOVE C-130 LEADING EDGE(UNUSED) JIGS FROM BUILDING 603 (MANPSD).
10-22.1 Description of current Operations
There are several unused C-130 Leading Edge jigs stored inBuilding 603 that are occupying much needed space needed for 4 -6 additional nozzle stations.
10.22.2 Description of Current Process Problems
10.22.3 Description of New Process
Remove these jigs from the building thereby allowing theC-141 Nozzle effort to be expanded, as planned.
10.22.4 Rationale Leading to Change
10.22.5 Estimated Cost Savings
Space is at a premium in Building 603 and this space will be
used to increase production rate for the C-141 Nozzle effort.
10.22.6 Implementation Cost/Schedule
V
10. Q1 UICK FIX OPPORTUNITY TO NEED BETTER/LARGER/CLEANERTOILET FACILITY FOR THE WOMEN MECHANICS IN BUILDING603 (MANPSD).
10.23.1 Description of Current Operations
The women's toilet In Building 603 has only one (1) commodefor 6-8 women to use. Water stands in the general area of thetoilet when it rains. The women have to go to adjacentbuildings or either wait!
10.23.2 Description of Current Process Problems
10.23.3 Description of New Process
Provide better toilet facilities.
10.23.4 Rationale Leading to Change
10.23.5 Estimated Cost Savings
Increased worker comfort station and sanitary conditions.
10.23.6 Implementation Cost/Schedule
1 QUICK FIX OPPORTUNITY TO MAKE AVAILABLE TO ALL ALC'SPAUL C. BEVAN'S "PATCH-PULLER-RING" FOR FIBERGLASSREPAIR (HANPS).
10.25.1 Descriptlon of Current Operations
(See Attachment.)
10.25.2 Descriptlon of Current Process Problems
10.25.3 Description of New Process
(See Attachment.)
10.25.4 Rationale Leading to Chance
10.25.5 Estimated Cost Savings
(See At tachment. )
10.25.6 Imalementation Cost/Schedule
PAU -t) r= VA,%-\,,-
NOTE*** THIS IS A CONFIRMATO.RY SUGGESTION.
On.ii-17--68, I discussed and demonstrated this concept in the presence of JIa-Hambrick,.David Turner, and Hugh Darsey. They were responding to an AFLC Fcr103. submitted by myself on 11-15--S8. The 103 number is MANERS-2-556. I havEattached a copy.
Problem: Present vacuum bag patching technicues are costly, both in labor zmaterial. The government can reduce these costs.
Solution: I have prototyped and developed two systems that greatly reducematerial. costs and labor costs on the repair of fiberglass items. One syste-was desioned and developed to be used on the F-15 radome. It will work onaircraft that has a radome of 'the same configuration as the F-15 radome. A~implementation of the system.q T6% of labor cost and 96C11 of material costs W,.be saved in the patch set-up procedure. 'Approximately seven labor hours
per F-15 radome will be saved. This system is also ef-fective in spotpatching on all types of fiberglass and on many fiberglass items DoD-wide.Some examples are the C-130 radome," C-141 radome,. C-141 tailI cone, C-1310 hatdome,_-and C-141 hat dome.
Some benefits of the F-15 patch puller follow:
RA G E 1 O F ZP AG ES
fie 14 .O. OM.TGOING VACUUMI
PATCA PULLER R'NG0FEEDS PROVIING~ VACUUM~( TP
VAUU
SPRING LOKODD LbINCOMIN G VAC.UL'M _pc-C-0
LINEI CON,41JCCTEO T*0
VACUUM SOURCE (& , r'rP)
1. Eliminates 981 of material used for patch set-up (tapes. spring, tacky tz:-
2. Elimnates 9 -v f oat=h set--uc material handlinc. aoplicAtion. and remov-
3. Eliminates arn/ pcssibility of pulling up cires by eliminating adhesive t=.
presently used.
4. Functions effectively over grid wires, copper foil tape, radar balancinc
tape, and oil- or fluid-contaminated surfaces where adhesive tapes now used
encounter problems.,,
5. Works effectively on interior and exterior surfaces
6. I have prototyped and developed the part and mold: no additional toolinc
needed.
7. Would be effective for field use in the form of an inexpensive kit. The
kit would consist of cloth, resin, Mylar film, and patch puller ring. The
system could be operated by a portable vacuum pump.
8. The system could be used throughout the Air Force on any aircraft having
radome with a similar conficuration.
9. The system could be used DoD-wide (Navy, Army, ANG. etc).
10. The system is effective in spot patching
° If. All components of the system are durable and reusable.
The second system I have developed operates off the. same vacuum concept. I
have developed a 2-inch-wide band of urethane that'.vacuums to the radome sur-
face. The system incorporates the vacuum band, a dual vacuum feed, 1-inch
masking tape, zinc chromate, and spring. One vacuum source will have a trap
built into the line to allow for bleed-outs. Set'up and operation is as
follows:
* . - . . I . ...- * . .-. . ... . " ..t * ,.,-- '-. *-.. ' - . - - .. . .. ". - _<.
." -- °... . . .
1. Vacuum band down to face of radome ooerating oFf a straiqht line vacuum
Source (no trao). The band will surround tne repair area.
2. Once in place. apply the zinc chromate to the outside face of the band.
NOTE: After the chromate has been applied to the vacuum band on the band'first use, the chromate will stay in place and require very 1-ittle handling fthe ne:,-t several-patches. Periodic reapplication of the chromate may be re-quired to insure effectiveness of the device. The zinc chromate serves as anadhesive for alcohol sheet or Mylar film.
3. Next apply the spring with 2-inch pieces of 1-inch-wide masking tape justoutside the repair area and within the vacuumband.
4. Attach the vacuum feed with the trap to this spring. This will allow forexcess air resin to be bled 4rom the patch. The system will now be ready foruse.
5. Apply patch material to repair area (per TO 1-1-24).
6. Activate bleed-out vacuum and stretch Mylar sheet over the repair, adherithe bsheet to the chromate. The patch is complete.
This method will reduce tape use by 90%. Labor required for patch set up ancbreak down will be reduced by 70%. This will equate to an average of 6 labcrhours saved per dome on the C-130 and C-141. I am in the process of makingdifferent sizes and shapes to accommodate different size and shape repairs.1-1-24, pg 4-19, para 4-86 suggests that mechanics keep their repairs betwee144 sq in and 324 sq in for best results. THis is not always practical. Ihave developed a vacuum band that will allow patches of 500.sq in to be pullEBased on the prototypes and the success of the system, pulling patches withareas of 1000 square inches and greater is realistic. The pullers are alreacapplicable to 90% of the interior and exterior of the C-1-0 and C-141 radome=
Some benefits of the vacuumized band follow:
1. Eliminates 70% of material handling in patch set-up on C-130 and C-141
radomes (approximately 6 hours per radome will be saved).
-2. Eliminates 90% of tape used during patch set-up.
3- ". Functions effectively over contaminated surfaces where tape may lose itst. adhesion. /
4. Works effectively on interior and exterior surfaces.
5. Would be applable DoD-wide.
6. The vacuumized band is reusable and very durable.
'7. Can be applied to numerous fiberglass Items. -.
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- -
M a b, M
Z |. L Z1 3 C.L- .. 5;
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QUICK FIX OPPORTUNITY TO ENCOURAGE SUGGESTIONS LIKEWENDELL PITTMAN'S INVESTIGATION AND PERSISTENCE IN HISINVESTIGATION OF MISSING PETAL DOOR STRAKE PARTS.CONTINUE INVESTIGATION TO ELIMINATE MISSING PETAL DOORSTRAKE PARTS (MANPSA).
10.26.1 Description of Current Operations
The Petal Doors arrive at WR-ALC to be inspected andrepaired consistently missing the strake which should accompanythe door. This is an expensive group of parts! This is anexpensive operation for every C-141 Petal Door to come in forrepairs aNEW strake has to be manufactured and shipped back outto stores!
Where are the missing strake parts? Who removes them fromthe Petal Door Assembly? By what authority are they removed?Records show that some of these parts have a value of $20 to s30each and in many cases as many as twenty (20) parts are missing!
10.26.2 Description of Current Process Problems
10.26.3 Description of New Process
An investigation into this matter has been made and anemployee was given a cash award for bringing this matter to theattention of his managers but no resolution to the problem hasbeen effected as of this date.(See Attachment.)
10.26.4 Rationale Leading to Change
10.26.5 Estimated Cost Savings
(See Attachment.)
10.26.6 Implementation Cost/Schedule
THIS IS A COPY FROM THE "ORIGINAL"
TO: ALC/DPF/Donna Layfleld
FROM: Wendell T. Pittman (926-4812)
DATE:
REF.: Reopen and Reevaluate Suggestion #863055
Ms. Layfield:
I would like to have this suggestion re-opened and re-evalu-ated.
I have been trying to get someone to realize that theGovernment could have been saving money since 1984. Nothing hasseemed to have any effect.
The latter part of 1967 I contacted the Fraud Waste andAbuse Division and they checked into the matter. After aninquiry and finding that on a lot that Petal Doors coming toDepot Maintalnance are stored on over half the doors. Out of 22doors, 12 were minus strakes. If i remember right they had thesuggestion re-submitted and it was further implemented by onthrough the General.
Some time around the first of the year I was instructed thata $250.00 settlement could be made on the suggestion or a$100.00 awared would be paid and the suggestion would be furtherevaluated. After a period of time I was told that the implemen-tation process had been completed and that the personnel in thefield could not or would not comply with the directives sotherefore my suggestion warranted no further compensation.
On the llth of December, 1980, the doors were numbered andlogged coming into the shop. From then until 17 August 1984some of the doors were marked with or without strakes. I wasn'tthere all this period of time so I can't verify that everythingwas logged. But I can authenticate the validity of these facts.From Door *819 thru Door #1131 ther were 96 doors sent to DepotMaintalnance minus strake assemblies. At approximately 3,000.00per strake this was a loss of 288 thousand dollars. From 17August 1984 through January 1, 1988 I have no accurate count asto missing strakes except for the fact that out of even 20 doors12 were missing strakes. Since my suggestion was implemented,there has been a drastic change from January 1988. July 15,1988 the Petal Door shop has been delivers 34 doors for repair.
Page Two
Out of these 34 doors only 3 have been minus strake. So as youcan see this has been a tremendous reduction in lost strakessince my suggestion was put in force. Since 1981 my guess wouldbe that over one half million dollars have been lost due care-less and unattention. From 12 out of 20 doors missing strakesin the latter part of 1987 to 3 out of 34 door missing strakesshould warrant a monetary re-evaluation. If you would pleaselook into this matter for me.
Thanking you in advance,
Wendell T. PittmanMANPSA/WR-ALC WRAFB/926-4812
cc: Shirley L. Wade, Manager Honorable Sam NunnAir Force Management U. S. SenateEngineering Agency Washington. D.C.Randolph AFB, Texas
51454A Left Hand Strake Assembly
1560009466505 3F40353 279 $132.49
1560009466503 " 281 78.92
1560009466501 283 148.21
1560004656499 285 204.99
1560004653971JH 141 34.51
1560001823974JH ' 143 24.07
1560004605362JH " 145 37.07
1560004653418JH 147 46.16
1560004653969JH " 243 23.71
1560004600716JH " 149 91.00
1560004603420JH 151 98.68
1560004660743JH 153 90.10
1560004653977JH 269 49.18
1560004907654JH 199 92.53
1560004907656JH " 201 92.61
1560004907657JH 203 49.75
1560004907667JH 257 60.77
1560004907670JH 271 17.63
51455A Right Hand Strake Assembly
1560009466504 3F40353 280 S 94.36
1560009466502 282 109.15
1560009466500 284 86.70
1560009466508 286 189.30
1560001825369JH 146 59.13
1560004653973JH 142 35.11
1560002243239JH 148 51.91
1560004653975JH 144 29.81
1560004653968JH " 244 25.68
1560P0775322065 " 258 57.78
1560004603419JH 150 77.39
1560P0949672065 152 175.93
1560004603421JH 154 76.92
1560004653981JH 270 32.69
1560004657655JH 200 25.77
1560004907658JH 204 46.40
1560004907669JH 258 57.36
1560004907671JH 272 82.09
1560P077532F 3F40352 226 63.62
:0
QUICK FIX OPPORTUNITY TO MAKE USE OF AND ASSIGN MOREMANUFACTURING RESPONSIBILITY TO THE PLANNING SECTIONFOR ALL MANUFACTURING/ENGINEERINS COORDINATION(MANPS).
10.27.1 Description of Current Operations
When the manufacturing people (mechanics) have problems per-tainlng to the engineering and other data requirements for aparticular unit being repaired they most often contact the tech-nical support people, such as the manufacturing, tooling,facilities, or materials engineer in a DIRECT contact manner.
Usually the mechanics are not as well-versed as the planneras to the overall part requirement and design intent and conse-quently should take the problem through the planner for him tomake the contact.
10.27.2 Description of Current Process Problems
10.27.3 Description of New Process
Make better use of the Planning Section to help solve ALLproblems involving the technical implementation of the WorkControl Document (WCD).
10.27.4 Rationale Leading to Change
10.27.5 Estimated Cost Savings
When the planner is contacted he will be In a betterposition to:
• Assist the mechanic to prevent work stoppages.
. Revise the WCD, when required.
* Coordinate the production effort.
• Influence the standard hour requirement.
Help solve tooling problems and requirements.
Etc.
10.27.6 Implementation Cost/Schedule
TO11M QUICK FIX OPPORTUNITY TO STUDY TO OBTAIN BETTERQUALITY/DELIVERY FOR THE PETAL DOOR INNER/OUTER SKINASSEMBLIES FROM THE NEW SUBCONTRACTOR (MANPSA).
10.29.1 Description of Current Operations
The new inner skin and outer skin bonded assemblies for thePetal Door, which are made off-site at a Sub-Contractor, requireInspection and repair work on the new assemblies before they areacceptable to be used. These new skins ar, sometime dented,scratched, have voids, have delaminatlons, etc. that requiretime and effort to fix before they can be used as acceptableparts. Also, the potted location for the attachment fastenersrequire re-potting in the hdneycomb skin area due to not fallingwithin the potted area. A cursory investigation shows that anincrease In the potting area diameter from about one-half inchto about one inch could possibly eliminate the problem ofre-pottlng. Most of the damage problems aforementioned are thefault of WR-ALC but the voids, delaminations, or core damage aremost likely the fault of the Sub-Contractor.
10.29.2 Description of Current Process Problems
10.29.3 Description of New Process
Redesign the Petal Door Assembly Jig to allow a greateramount of work to be performed in the jig without having toremove the parts so often. At the present time the skin assem-blies and the frame parts require removal and replacementapproximately six (6) times for each door. This could bereduced by adding a "Box-Jig" adaptation that would allow theskins to be folded back out of the way rather than removing theskins and the frame from the jig each time. More jigs arerequired for the current workload of Petal Doors.
10.29.4 Rationale Leadina to Chance
10.29.5 Estimated Cost Savings
An investigation team should be formed to ascertain how muchtime and money is being spent to rework these "New" Inner Skinand Outer Skin Assemblies and visit the new Subcontractor, ifnecessary.
A cursory investigation has also discovered that these skinassemblies frequently are not made to the correct contour!After reviewing the bonding capabilities and the autoclavefacilities MDMSC has concluded that both of these skinassemblies should be made at WR-ALC!
10.29.6 Implementation Cost/Schedule
I -- QUICK FIX OPPORTUNITY TO MAKE BETTER USE OF QUALITYPEOPLE TO HELP SOLVE PROBLEMS RELATED TO THE REPAIREFFORTS (MANPS).
10.30.1 Description of Current Operations
The Supervisors and their Designees often do not call theQuality Assurance Specialist to help solve problems arising fromthe repair effort.
10.30.2 Description of Current Process Problems
10.30.3 Descrlption of New Process
The Quality Assurance Specialist should be used by issuing aRequest for Quality Assistance (RQA) (AFLC Form 354).
The Quality Assurance Specialist will use the skills andfacilities available to develop valid solutions or recommenda-tions on all RQAs. Examples include: Quality Engineering,Methods Improvement Laboratory, chemical or uvaterials labora-tories, and subject matter specialists from other divisions ordirectorates. All corrective actions will be thoroughly co-ordinated with all activities having a primary or collateralresponsibility.
10.30.4 Rationale Leading to Chance
10.30.5 Estimated Cost Savings
Time will be reduced and/or work efficiency will beincreased and as a result the production rate increased. (Seeattached copy of MAOI 74-2.)
10.30.6 Implementation Cost/Schedule
WARNER ROBINS AIR LOGISTICS CENTER MA OPERATING INSTRUCTION 74-2Directorate of Maintenance
Robins Air Force Base GA 31098 23 June 1988
Quality and Reliability Assurance
REQUEST FOR QUALITY ASSISTANCE (RQA)
This MAOI outlines procedures for submitting a Request for Quality Assistance-(RQA). This instruction applies to all employees and organizations in theDirectorate of Maintenance (MA). -
1. GENERAL. The purpose of the RQA program is to provide all employees with amedium to seek solutions for a known or suspected problem on any product, pro-ces s, system, or procedure that may adversely impact the quality of products orservices produced by this activity.
*2. REQUIREMENTS. AFLC Form 354, Request for Quality Assistance (RQA), is ameans of initiating requests to the Product Quality and Reliability Division
(MAQ) when initial investigative actions have failed to remedy the problem.Anyone who recognizes or suspects a problem may initiate an RQA. The RQA willnot be used for resolution of personal grievances, subjects covered by the
Master Labor Agreement, matters under the jurisdiction of MO-series regulations,or items covered by other programs (component failures-use QDR, tech dataerrors-use AFTO Form 22, etc).
3. PROCEDURES:
a. Individuals requesting Quality Assistance will:
(1) Prepare AFLC Form 354 when a suspected or known deficiency is cow-
prouiising the quality of a product produced by MA.
*(2) Complete all blanks of Part I of AFLC Form 354 and forward to the
applicable Quality Branch (MAQ_). Routing through section and/or branch office
is at the option 'of the applicable division. The form may be handscribed.
(3) State the deficient condition in sufficient detail to aid inves-
- tigation; that is, include attachments, national stock numbers (NSNs), technicalorders (TOs), etc.
- (4) Assist Quality- Assurance Specialist daring problem review.
b. Applicable Quality Branch (MAQ_) will:
(1) Maintain an RQA log book reflecting the .RQA control number, daterequest received, subject, initiator's name, office .ymbol, suspense date, and
date project closed.
(a) The control number will be comprised of the Quality Branchsymbol, the last two digits of the year, and the numerical sequence of the'proj-ct (for example, MAQB-86-1).
(b) A suspense date of not more than -25 workdays will beestablished.
(2) Contact the originator of the RQA to obtain additional informationas required.
(3) Perform a comprehensive evaluation concerning the problem iden-
tified through the RQA.
Supersedes MAOI 74-2, 18 Apr 86.OPR: MAQSS (Sue Pierce)Editor: Wanda B. WoodDistribution: F,
X: AUDG, MMIi..F-Q, 2353 A3/DAP..................1 ea
2 MAOI 74-2 23 June 1988
(4) Coordinate all findings/recommendations with responsibleoe-visors.
(5) Provide the initiator a thorough report, with recommendations, ifapplicable, within established suspense date. Also, provide copies to otherorganizations with an interest in or collateral responsibility for the problemor for actions associated with the solutions or recommendations. If evaluationcannot be completed wichin required suspense date, provide initiator with aninterim status report.
(6) Initiate requests to effect changes to technical orders, regula-tions, or other directives when needed.
(7) Provide all recipients of the initial report with copies of allfollow-on correspondence.
(8) Maintain a file on completed RQA actions in accordance with MAQOI74-1.
c. The Quality Assurance Specialist will use the skills and facilitiesavailable to develop valid solutions or recommendations on all RQAs. - Examplesinclude: Quality Engineering, Methods Improvement Laboratory, chemical ormaterials laboratories, and subject matter specialists from other divisions ordirectorates. All corrective actions will be thoroughly coordinated with a:.lactivities having a primary or collateral responsibility.
d. Applicable personnel shall assist the Quality Assurance Specialistduring evaluation process and assure corrective actions are taken when a problem
identified to their particular area.
,,q THE DIRECTOR
1 Attachment
-WALTER R. PEACOCK, Jr.. Col. USAF AFLC Form 354 (Sample)Chief. Resources Management Division
* Directorate o Maintenance
S S
";
HAOI 74-2 Attachment 1 23 June 198e
REQUEST FOR QUAUTY ASSISTANCE (RQA)
MAO_N_ Jane Doe/MANP J/3491 4 Apr 86
,U8JEcT(System/tem/Process)
PROOIfMCONOITlONJRECOMMENOATION (t ,d.t4c tie on rvefe. o not welt* Wow t/tu black.)
(Define problem in sufficient detail, state previous actions taken to resolve problem.attach all pertinent information - dravings. previous correspondence, etc.)
SiGNATURE
(Signature of Initiator)
REPORTto ROM CONTROL NUMER OATE
I MAOM AQN-86-3 14 Apr 86
SE.N jTS OERIVEOEXPECTiO (ff ApIicaOie)
(Provide findings. recommendations, action taken, and benefits derived.)
COMPUt LJ UNOING ([ NOT hSAIfIO 14 braWNArUa[iOlNI~O EXTENSION
(Sect Ion Level) q 2441
AFLC 3S4 35 "-IUSg"I'"Wil E UI .0 - /#or 7V OE
t
