UNITED STATES AIR FORCE

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PRODUCTION CONTROL CAREER LADDER

AFSC 555X0

AFPT 90-555-753

MAY 1988

OCCUPATIONAL ANALYSIS PROGRAMUSAF OCCUPATIONAL MEASUREMENT CENTER

AIR TRAINING COMMANDRANDOLPH AFB, TEXAS 781t-QOO :

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TABLE OF CONTENTS

PAGE

NUMBER

PREFACE .. .. ..... .. .. .. .. .. .. . . . . . . . .

SUMMARY OF RESULTS .. ..... ...... ....... .... iv

INTRODUCTION . . . . . . .. .. .. .. .. .. .. .. .. .. ... .I

Background . . . . . .. .. .. .. . .. . . . . . . . . . . 1

SURVEY METHODOLOGY .. .. . .. . . . . . . . .. .. .. .. ... 2

Inventory Development . . . . . . . . .. .. .. .. .. ..... 2Survey Administration . . . . . . . . . . .. .. .. .. .. 2Survey Sample . . . .. .. .. . .. . . . . . . . . . . . .3

Data Processing and Analysis. .. .... ....... . . . .3Task Factor Administration .. .. .... . .. .. .. .. .. .3

SPECIALTY JOBS (Career Ladder Structure)... .. .. .. . .... 7

Overview of Specialty Jobs. .. .... ....... ........ 8Group Descriptions. .... .. . .. .- 13Comparison to Previous OSR i 24Comparison of Military and Civilian Specialty JobIncumben s. .. .. .. .. .. .. .. .. .... . . . . .24

S ummnary . . .. .. .. .. .. .. .. .. .. .. .. .. ... 27

ANALYSIS OF DAFSC GROUPS . . . . . . . . .. .. .. .. ... . . . 27

Skill-Level Descriptions . . . . . . . . . . . . . . . . . . . 30S ummary . . . . . . . . . . . .. .. .. . .. . . . . . . .35

ANALYSIS OF AFR 39-1 SPECIALTY DESCRIPTIONS .. .. .. .. .. ..... 35

TRAINING ANALYSIS . . . . . . . .. .. .. .. ... . . . . o . . . 35

Training Emphasis . . . . . . . .. .. .. .. .. .. .. ... 37Task Difficulty . . . . . .. .. .. .. . .. . . . . . . .37

First-Enlistment Personnel . . . .. .. .o. .. .. .. ..... 37Specialty Training Standard (STS) . . . . .. .. .. .. .. 41Plan of Instruction (POI) .... ...... ........... 41

JOB SATISFACTION .. .... ...... .. .. .. .. .. .. .. .45

IMPLICATIONS . . . . . . . . . . .. .. .o. .. .. .. .. ..... 53

APPENDIX A .. .... ....... ....... ...... ..... 54

APPENDIX B .. . . .. .. .. .. .... .. ...... . . .55

APPENDIX C. .. ....... ...... . . . .o . . . . . . . . 56

PREFACE

.--This report presents the results of an Air Force occupational survey of

the Production Control career ladder (AFSC 555X0). This survey was requestedby the Air Force Engineering and Services Center (AFESC). Authority for con-ducting occupational surveys is contained in AFR 35-2. Computer printoutsfrom which this report was produced are available for use by operations andtraining officials upon request.

The survey instrument was developed by Mr Dona10d Cuchian, InventoryDevelopment Specialist. Dr David E. Williams, Occupational Analyst, analyzedthe data and wrote the final report. Mr Wayne J. Fruge provided computer pro-gramming support for the project. This report has been reviewed and approvedby Lieutenant Colonel Thomas E. Ulrich, Chief, Airman Analysis Branch, Occupa-tional Analysis Division, USAF Occupational Measurement Center, Randolph AFB,Texas 78150-5000.

Copies of this report are distributed to Air Staff sections, major com-mands, and other interested training and management personnel. Additionalcopies are available upon request to the USAF Occupational Measurement Center,Attention: Chief, Occupational Analysis Division (OMY), Randolph AFB, Texas78150-5000.

RONALD C. BAKER, Colonel, USAF JOSEPH S. TARTELLCommander Chief, Occupational Analysis DivisionUSAF Occupational Measurement USAF Occupational MeasurementCenter Center

AoCession ForNTIS GRA&I

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SUMMARY OF RESULTS

1. Survey Coverage. This survey includes both military and civilians. Acombined total of 1,274 members of the Production Control career ladder(1,028 military and 246 civilians) were in the final survey sample, repre-senting 69 percent of the assigned military strength and 61 percent of thecivilians surveyed. Personnel were surveyed worldwide across all user com-mands. The military sample included 3-, 5-, 7-, and 9-skill levels and CEMCode 55500 and was representative in terms of MAJCOMs and paygrade groups.Civilians sampled included those in Occupational Series 1601, 1152, 802, 303,and 4206.

2. Specialty Jobs. Six major job clusters and eight independent job typeswere identified In this analysis. Military and civilian personnel are workingJointly in five of the six job clusters and two of the eight independent jobtypes. Of the remaining job groups, one cluster was composed entirely ofcivilians and six independent job types were comprised totally of militarypersonnel.

3. Career Ladder Progression. The AFSC 555X0 career ladder follows the usualpattern of career progression. At the 3- and 5-skill levels, personnel areperforming mostly technical tasks, while at the 7-skill level, personnel per-form both technical and supervisory tasks. The 9-skill level and CEM codepersonnel are performing primarily management and supervisory functions. TheAFR 39-1 Specialty Descriptions for the career ladder accurately reflect thejobs and tasks performed by personnel at each skill level.

4. Training Analysis. The STS for AFSC 555X0 is generally supported by OSRdata.-There are, however, several nonsupported paragraphs which need to bereviewed. In addition, several tasks not referenced to the STS need reviewfor possible inclusion. The POI for the basic E3ABR course is also basicallysupported by OSR data. Again, several nonsupported objectives and unrefer-enced tasks were noted.

5. Comparison to Previous Survey. The results of this OSR were compared withthose from the 1981 study. Results of both studies were similar. One minordifference noted between the two surveys was that members of the current studyperform slightly broader jobs than those of the previous study.

6. Implications. The AFSC 555X0 career ladder has remained relatively stableover the past several years as far as functional responsibilities are con-cerned, although it changed from a lateral to a nonlateral ladder. Personnelare relatively satisfied with their jobs and for the most part perceive theirtalents and training to be adequately utilized. Good career ladder progres-sion is noted. No major differences were noted in utilization of military andcivilian personnel. The STS is basically supported, although some paragraphsshould be reviewed, as well as a number of unreferenced tasks. The basic ABRcourse at Sheppard AFB is adequate in meeting training needs of first-enlistment personnel. As with the STS, a review is recommended.

iv

OCCUPATIONAL SURVEY REPORTPRODUCTION CONTROL CAREER LADDER (AFSC 555X0)AND RELATED CIVILIAN OCCUPATIONAL SERIES(SERIES 1601, 115?, 802, 303, AND 4206)

INTRODUCTION

This is a report of an occupational survey of the Production Controlcareey ladder (AFSC 555X0) and related civilian Occupational series (Series1601General Facilities and Equipment, 1152-Production Controller, 802-Engineering Technicians, 3034General Administrative, and 4206-Plumber) com-pleted by the Occupational Analysis Division, USAF Occupational MeasurementCenter, in March 1988. This specialty was last surveyed in 1981. Ku,, .hi._

Job)6 4~t-: ~

Background " -

This survey was requested by the Air Force Engineering and ServicesCenter (AFESC) to secure current job and task data to be used in updatingcareer ladder documents (AFR 39-1 Specialty Descriptions, STS, POI, and CDCs).In addition, the technical school wanted to identify tasks being performedunder the new Work Information Management System (WIMS) so they could validatethose blocks of instruction in the basic course dealing with WIMS. Civilianswere included in the survey at the request of AFESC. The inclusion of civil-ians was deemed necessary to ensure complete coverage of career ladder jobs,since civilian personnel may be performing tasks or jobs not performed bytheir military counterparts or vice versa.

The primary responsibilities of Production Control personnel, esdescribed in AFR 39-1 Speciality Descriptions, are to "review, approve, sched-ule, and control work requirements for maintenance, repair, and minor con-struction work performed by Base Civil Engineering (BCE) work forces; reviewwork requirements and identify and recommend those suitable for contractaccomplishment; prepare for and operate computer systems equipment; processand control data flow; maintain civil engineering readiness and contingencyplans; and supervise Production Control personnel."

Entry into the career ladder is from Basic Military Training School(BMTS) through a Category B 8-week, 3-day course conducted at Sheppard AFB,TX; by directed duty assignment (DDA) from BMTS; or by retraining. The 555X0ladder was initially a lateral-entry career ladder but was changed to adirect-entry ladder in November 1984. For career ladders with Category Btraining, the desired goal is that 50 percent of the nonprior service person-nel attend resident training.

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Once initial training is completed and 555X0 personnel are assigned tooperating bases, they receive more job-related training through the OJT pro-gram and other advance courses as needed.

SURVEY METHODOLOGY

Inventory Development

The data collection for this occupational survey was accomplished byusing USAF Job Inventory AFPT 90-555-753, dated November 1986. A tentativetask list was prepared after reviewing current career ladder documents, tasksfrom previous AFSC 555XO job inventories, and data froin the previous occupa-tional survey report (OSR). The tentative task list was then validatedthrough personal interviews with 50 subject-matter specialists at 13 bases,both military and civilian. A background section was constructed containingquestions regarding incumbents' grade, duty title, total time in the careerfield, time in present job, total active federal military service, job satis-faction data, and other career ladder related items. Bases visited to vali-date the task list were determined primarily from recommendations by career,adder functional managers and training personnel. These locations werechosen to ensure that representative missions performed within the AFSC 555X0career ladder were adequately covered. Bases visited were:

Sheppard AFB TX (Tech School)Barksdale AFB LA (SAC)Tinker AFB OK (AFLC)Eglin AFB FL (AFSC)Tyndall AFB FL (TAC)Robins AFB GA (AFLC)Kirtland AFB NM (MAC)Fairchild AFB WA (SAC)McChord AFB WA (M'AC)Altus AFB OK (MAC)George AFB CA (TAC)Edwards AFB CA (AFSC)McClellan AFB CA (AFLC)Travis AFB CA (MAC)

A final inventory consisting of 582 tasks grouped under 14 headings wasdeveloped and validated for use in this survey.

Survey Administration

Consolidated Base Personnel Offices (CBPO) at operational bases worldwideadministered the inventory to DAFSC 555X0 personnei holding 3-, 5-, 7-, and9-skill levels and CEM Code 55500. Similarly, survey booklets for civilians

2

holding Occupational Series 1601, 1152, 802, 303, and 4206 were distributedthrough local civilian personnel offices (CPO). Administration occurred fromJanuary to June 1987. Military individuals were selected from a computer-generated mailing list obtained from personnel data tapes maintained by theAir Force Human Resources Laboratory (AFHRL). Computer listings of civilianpersonnel to be surveyed were provided by the Air Force Civilian PersonnelManagement Center (AFCPMC).

Survey Sample

Personnel were selected for this survey to ensure an accurate represen-tation across major commands (MAJCOM) and paygrade groups. Of the 1,500assigned military personnel, 1,287 were mailed inventory booklets. Similar-ity, all of the 402 assigned civilians in the occupational series describedearlier were mailed inventory booklets. Table 1 displays the percent ofassigned distribution, by MAJCOM, of military personnel in the career ladderas of November 1986. Also listed, by MAJCOM, is the percent distribution ofmilitary respondents in the final sample. Table 2 lists the command distribu-tion of the 246 civilians in the final survey sample. The 1,028 militaryrespondents in the final sample represent 69 percent of the military personnelassigned to the Production Control career ladder. The 246 civilian respond-ents represent 61 percent of those civilians surveyed. Table 3 reflects themilitary sample distribution by paygrade groups. From these tables, it can beseen that the final sample was representative of the career ladder.

Data Processing and Analysis

Once job inventories are returned from the field, the responses to bothbackground and task information are checked for completeness and the data arethen entered into the computer. Specialized computer analysis programs,called Comprehensive Occupational Data Analysis Programs (CODAP), are thenapplied to the data and various computer products are generated to aid in dataanalysis.

Computer-generated job descriptions are produced for groups of respond-ents including civilians, DAFSC, time in service (TAFMS), MAJCOM, and CONUS/overseas groups, as well as for job groups. These descriptions include suchinformation as percent members performing each task and the average percenttime spent on each task.

Task Factor Administration

In addition to completing a job inventory, selected senior 555X0 person-nel were asked to complete a second booklet for either training emphasis (TE)or task difficulty (TD). The TE and TD booklets are processed separately fromthe job inventories. Rating information is discussed in more detail in thetraining section of this report.

,1 3

TABLE 1

COMMAND REPRESENTATION OF SURVEY SAMPLE (MILITARY)

PERCENT OF PERCENT OF .

COMMAND ASSIGNED SAMPLE

SAC 22 22TAC 16 15USAFE 13 13MAC 12 10ATC 9 8PACAF 8 8AFSC 6 5AFLC 4 3AAC 3 4OTHERS 3 8SPCMD 2 2AFCC 1 1ELC 1 1

Total 555X0 Personnel Assigned: 1,500Total 555X0 Personnel Eligible for Survey: 1,287Total in Sample: 1,028Pet-cent Assigned in Samnple; 6n%Percent of Eligible in Sample: 80%

45

TABLE 2

COMMAND REPRESENTATION OF SURVEY SAMPLE (CIVILIAN)

PERCENT OFCOMMAND SAMPLE

ATC 37SAC 21TAC 15AFLC 8MAC 8AFSC 5AAC 3OTHERS 3

Total Civilian Personnel Surveyed: 402Total Personnel in Sample: 246Percent of Surveyed in Sample: 61%

,4/ ' 2 W 5%-

TABLE 3 4

PAYGRADE REPRESENTATION OF SURVEY SAMPLE

PERCENT OF PERCENT OFPAYGRADE ASSIGNED SAMPLE

AIRMAN 13 14

E-4 11 10

E-5 29 29

E-6 22 21

E-7 17 17

E-8 5 5

E-9 3 4

p8

e, %

As of 18 Dec 86

6d

Task Difficulty (T). Each person completing a TD booklet was asked to rateall inventory tasks on a 9-point scale (from extremely low to extremely high)as to the relative difficulty of those tasks. Difficulty is defined as thelength of time required by an average incumbent to learn to do a particulartask. Task difficulty data were independently collected from 43 senior levelAFSC 555X0 personnel stationed worldwide. Interrater reliability (as assessedthrough components of variance of standard group means) was .93, which indi-cates high agreement among the 43 raters as to which tasks are the most diffi-cult to learn to perform. Ratings are adjusted so that tasks of averagedifficulty have ratings of 5.00, with a standard deviation of 1.00. Theresulting data is essentially a rank ordering of tasks, indicating the degreeof difficulty for each task in the inventory.

Training Emphasis (TE). Another group of 43 senior technicians were selectedto complete a iE booklet. This involved rating the inventory tasks on a 10-point scale from 0 (no training required) to 9 (extremely high training empha-sis). The interrater reliability (as assessed through components of varianceof standard group means) for the 43 raters surveyed was .94, indicating a highlevel of agreement among raters as to which tasks require some form of struc-tured training and the relative amount of emphasis that should be placed onthose tasks. Training emphasis is a rating of which tasks in the opinion ofthe raters require structured training for first-term personnel. Structuredtraining is defined as training provided at the resident technical school,field training detachment (FTD), mobile training teams, formal OJT, or anyother organized training methods.

When used in conjunction with other factors, such as percent members per-forming and TD ratings, TE data provide insight into what the training require-ments of the career field are. For the AFSC 555X0 career ladder, the averageTE rating is 2.56, and the standard deviation is 2.64. Tasks rated 5.20 orhigher are considered to be the primary tasks to be considered for formaltraining programs for the career ladder.

SPECIALTY JOBS(Career Ladder Structure)

An important part of each occupational survey is to examine the overalljob structure that exists within a career ladder, as well as how these jobsrelate to each other. This is accomplished by examining what job incumbentsindicate they are actually doing, rather than what the offical career fielddocuments dictate they should be doing. The automated job clustering programinherent in the CODAP system plays an integral part in the analysis of theactual job structure for a career ladder. Job groups are formed based on sim-ilarity of tasks performed and relative time spent performing those tasks.Starting with career ladder structure data, a thorough examination of theaccuracy and completeness of career ladder documents (AFR 39-1 Specialty Des-criptions and Specialty Training Standards) is conducted and an understandingof current utilization patterns is formulated.

7*

The occupational analysis process consists of determining the functionaljob structure of career ladder personnel in terms of clusters, job types, andindependent job types. A job type is a group of individuals who perform manyof the same tasks and also spend similar amounts of time performing them.When there is a substantial degree of similarity between different job types,they are grouped together and labeled as clusters. Finally, there are oftencases of specialized job types that are too dissimilar to be grouped into anycluster. These unique groups are called independent job types.

Overview of Specialty Jobs

This is a joint survey containing both military and civilian members.While the two populations are discussed separately in sore instances, they arecombined for the purpose of discussion of the specialty job description sec-tion. This is because jobs are formed based upon task performance rather thanbackground characteristics. The titles given to these jobs are based uponcomposite job descriptions for group members and background information. Mili-tary and civilian members are working jointly within five of the six major jobclusters and two of the eight independent job types. Of the remaining jobgroups, one cluster was composed entirely of military personnel, one independ-ent job type was comprised of all civilians, and five independent job typeswere comprised of all military (see Table 4).

The job structure of the Production Control career ladder was determinedby a job type analysis of survey data from 1,274 combined military and civi-lian respondents. This analysis identified six clusters and eight independentjob types. These jobs are illustrated in Figure 1 and listed below. Thestage (STG) number shown beside each title is a reference to computer-printedinformation. The number of personnel in each job group (N) is also shown.

I. CUSTOMER SERVICE PERSONNEL CLUSTER (STGI41, N=308)

II. SERVICE CALL PERSONNEL CLUSTER (STGl21, N=123)

III. PROGRAMMER/SCHEDULER PERSONNEL CLUSTER (STGI40, N=217)

IV. MANAGEMENT AND SUPERVISORY PERSONNEL CLUSTER (STG098, N=146)

V. SARPMA CIVIL ENGINEERING PERSONNEL IJT (STG067, N=12)

VI. INSERVICE WORK PLANNING (IWP) PROGRAMMERS IJT (STG055, N=32)

VII. MAINTENANCE SCHEDULERS/CONTROLLERS CLUSTER (STG047, N=65)

VIII. PRIME BEEF AND READINESS PERSONNEL CLUSTER (STG088, N=87)

IX. CONTINGENCY PERSONNEL IJT (STG068, N=22)

X. GENERAL SUPPLY PERSONNEL IJT (STG147, N=5)

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The respondents forming these groups account for 86 percent of the surveysample. The remaining 14 percent, though reporting similar job titles, arepersonnel whose responsibilities differ enough that they do not group with anyof the identified specialty jobs.

Group Descriptions

The following paragraphs contain brief descriptions of the clusters andindependent job types identified within the AFSC 555X0 career ladder. Rela-tive percent time spent on duties for each group is presented in Table 5,while Table 4 reflects selected background data for each group. The discus-sion presented is limited to a brief description of the respondents whocomprise the jobs and examples of tasks performed. Extensive lists of repre-sentative tasks performed by each specialty job discussed below are providedin Appendix A. £

I. CUSTOMER SERVICE PERSONNEL CLUSTER (STGI41, N=308). This largecluster of individuals represents he main hub of theTv7il EngineeringBranches throughout the Air Force. Eighty-eight percent of these personnelare military and 12 percent are civilians. They are primarily responsible forthe receipt, processing, and controlling of work requests submitted to CEuntil the jobs are accomplished or in a firm program for accomplishment. Aspart of their jobs, they may be required to operate computer terminals andreview and analyze computer products. This cluster represents the largestgroup identified in this study, comprising 24 percent of the survey sample.Military personnel average 121 months in service (TAFMS). Twenty-one percentof them are in their first enlistment. Sixty-four percent of these customerservice members' job time was spent on tasks related to two broad dutycategories--performing administrative and general tasks (24 percent) andperforming customer service functions (40 percent). They perform an averageof 85 tasks. Common tasks include:

Assign control numbers to work requests, such as workorders and job orders

Advise customers on work requirementsAssist customers in completing AF Forms 332 (BCE Work

Request)Provide status of requested work to customersPrepare job ordersResearch status of requested work

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~ 16

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Initiate AF Forms 1879 (BCE Job Order Record)Assist customers in completing AF Forms 1135 (BCE Real

Property Maintenance Request)Assign job orders to workcenters

Within this cluster, three variations were noted. These variations includedCustomer Service Clerks, Customer Service Job/Work Order Coordinators, andtheir Supervisors.

II. SERVICE CALL PERSONNEL CLUSTER (STGl21, N=123). This cluster ofindividual-s Ispriiaily responsibe for handling urgent and emergencyrequests that cannot be handled by routine paper work transactions. They allfunction as do-it-now (DIN) craft workers. They represent 10 percent of thesurvey sample. Within the service call cluster, three variations were noted.These variations included Service Call Job/Work Order Controllers, Dis-patchers, and Service Call Work Order Coordinators. Seventy-five percent ofthese cluster members' job time was spent on three broad duty categories--performing service functions (34 percent), performing customer service unitfunctions (28 percent), and performing administrative and general tasks (13percent). A majority of these personnel are 3- and 5-skill levels (26 and 52percent, respectively). Eighty-eight percent of these members are militaryand 12 percent are civilians. They perform an average of 49 tasks. Conmontasks include:

Determine category of service callsAssign service calls to Do-It-Now (DIN) vehiclesDispatch DIN trucksAssign service calls to cost centersPrepare job orders

Military personnel within this cluster average 98 months TAFMS, while theaverage time in the career field for both military and civilians is slightlyless than 4 years (44 months).

III. PROGRAMMER/SCHEDULER PERSONNEL CLUSTER (STGI40, N=217). These per-sonnel concentrate primarily on scheduling and program planning. While othersmay also perform these functions, they are not involved to as great an extentas these personnel are. This cluster consists of both military and civilians(57 and 43 percent, respectively). Within this cluster, several job varia-tions were noted. These variations included Service Call Schedulers, Plan-ners, Senior Schedulers, and Schedule Control Coordinators. These personnelrepresent 17 percent of the survey sample and perform an average of 98 tasks.Common tasks include:

17

Review work order foldersMonitor scheduled workCoordinate scheduled work with customersIdentify carry over workAssign work orders to workcentersPrepare weekly work schedulesConduct weekly scheduling meetingsInitiate AF Forms 561 (Base Civil Engineering WeeklySchedule)

Develop BCE work schedulesMonitor work flowInitiate change orders for work orders

Spersonnel average 112 months TAFMS, and 11 percent are in their first

enltisItment.

,$.Y NAGEMENT AND SUPERVISORY PERSONNEL CLUSTER (STG098, N=146).Mthi g this cluster are production personne who are primarily respons efdr management and supervisory functions. Their duties involve the day-to-daymanagement and supervision of production control units, sections, or organiza-tidis,throughout the United State Air Force. This cluster represents the mostE*e0#FiMeced of all groups identified, with military personnel having an aver-age.df 221 months in the military. The average time in the career field forthe total group (military and civilians) is 131 months. Several variationswere noted within this cluster--Section Supervisors and NCOICs, SectionChiefs, Customer Service Monitors, Resource Managers, and Chief ProductionControllers. Fifty-four percent of their duty time was spent on four dutycategories--directing and implementing, inspecting and evaluating, organizingahd planning, and performing administrative and general tasks. They also per-form the highest average number of tasks of all groups in the study (191).Common tasks performed include:

Participate in briefingsCounsel subordinates on military-related mattersSchedule leavesWrite APRCounsel subordinates on personal mattersInterpret directives for subordinatesAssign personnel to duty positions

As expected, a majority (76 percent) of the military personnel in this clusterare 7-skill level or higher.

V. SARPMA CIVIL ENGINEERING PERSONNEL IJT (STG067, N=12). This smallgroup of c TThns- are assigned to the San Antonio Real Pr-operty ManagementAgency (SARPMA) located in San Antonio, Texas. SARPMA is generally respon-sible for the performance of property maintenance for all military bases in

18

'

the San Antonio area. This organization is composed primarily of civilianemployees and is designed to perform many of the functions previously havingbeen the responsibility of base CE. These personnel spend a majority (70percent) of their job time performing tasks related to three broad dutycategories--performing administrative and general tasks, performing customerservice unit functions, and organizing and planning. They perform an averageof 45 tasks. Common tasks include:

Input material requirements into supply systemDetermine equipment requirementsPerform job site checksParticipate in briefingsDetermine personnel manning requirementsEstimate simple single craft job orders using other than

Engineered Performance Standards (EPS)Review work order folders

VI. IWP PROGRAMMERS IJT (STGO55, N=32). These personnel perform thespecializeT-ob of Inservic-e-'ork Plannin-i-TWP). They are primarily respon-sible for planning, updating, and monitoring in-service work plans. Six per-cent of these personnel hold DAFSC 55510/55530, 31 percent hold DAFSC 55550,16 percent hold DAFSC 55570, and 47 percent are civilians. Military have anaverage of 102 months TAFMS. They perform an average of 39 tasks. Commontasks include:

Develop In-Service Work PlansEstablish start dates for work ordersPerform file maintenance on Work Order Master (WCM) filesPerform file maintenance on Work Order Shop (WCN) filesReview work order foldersEstablish completion dates for work ordersMaintain In-Service Work PlansMaintain work order programming filesPrepare In-Service Work Plans

Twelve percent of the military are in their first enlistment.

VII. MAINTENANCE SCHEDULERS/CONTROLLERS CLUSTER (STG047, N=65). Thesepersonnel are primarily responsible for maintaining and managing-maintenancescheduling. The military members of this group have an average of 81 monthsin the military, and the group performs an average of 26 tasks. Common tasksinclude:

Input labor man-hours into computer systemMaintain AF Forms 561 (Base Civil Engineering Weekly

Schedule)

1-

19

h

Maintain AF Forms 1734 (BCE Daily Work Schedule)Make entries on AF Forms 561 (Base Civil Engineering

Weekly Schedule)Make entries on AF Forms 1879 (BCE Job Order Record)Initiate AF Forms 561 (Base Civil Engineering WeeklySchedule)

Prepare weekly work schedulesIdentify carry over workMonitor scheduled workDowngrade job orders

Fifty-one percent of these personnel are civilians, 6 percent hold DAFSC55510/55530, 35 percent hold DAFSC 55550, and 8 percent hold DAFSC 55570.

VIII. PRIME BEEF AND READINESS PERSONNEL CLUSTER (STG088, N=87). Membersof this group are pr ImaFily 1volveF-wi-KIRFBlnT and readin-ess functions.While other respondents may perform some PRIME BEEF and readiness functions,these personnel are considerably more involved with these functions. Theyspend 76 percent of their duty time on tasks related to four duty categories--performing readiness functions (41 percent), performing contingency functions(15 percent), training (10 percent), and performing general supply tasks (10percent). This group is comprised of all military personnel; 6 percent holdDAFSC 55510/55530, 24 percent hold DAFSC 55550, 60 percent hold DAFSC 55570, 3percent hold 55590, and 7 percent hold DAFSC 55500. They perform an averageof 113 tasks. Common tasks include:

Brief CE personnel on PRIME BEEF ProgramsCoordinate contingency training with appropriate agenciesSchedule training for PRIME BEEF membersFire M-16 riflesEvaluate Base Engineer Emergency Force (PRIME BEEF)operations

Identify personnel requirements for deploymentsParticipate in briefingsCoordinate training for PRIME BEEF and Recovery Forcepersonnel with other BCE and base agencies

Identify equipment requirements for deployments L,Identify personnel requirements for mobility operationsDevelop CE mobility inspection checklistsCoordinate mobility exercise or contingency requirementswith participating units

Coordinate on leave requestsMonitor PRIME BEEF Team Chief responsibilities and

requirements

None of these personnel are in their first enlistment. Average TAFMS is 188months.

20

Q[

IX. CONTINGENCY PERSONNEL IJT (STG068, N=22). This group is comprisedtotally of military personnel who are primarfly responsible for the perform-

ance of contingency-related functions. These functions involve tasks per-formed under emergency conditions. These tasks are not directly AFSC related.While other personnel in this survey may perform some of these tasks, theirroutine jobs do not center around contingency functions as is the case withthis group of individuals. Sixty-eight percent of these members' job time wasspent on three broad duty categories--performing contingency functions, per-forming administrative and general .'sks, and performing general supply tasks. LThey perform an average of 44 tasks. Common tasks include:

Operate portable radiosTear down, inspect, clean, and reassemble M-16 riflesDon or doff chemical warfare personal protective clothingPractice OPSEC during contingency exercises or operationsPractice COMSEC during contingency exercises oroperations

Prepare personal clothing for deploymentsPlot damage assessmentsIdentify chemical warfare agentsErect tentsPerform damage control command and control functionsAssemble AM-2 matting for rapid runway repairsPerform personal hygiene techniques under fieldconditions

Fifty-nine percent of this group hold DAFSC 55550 and 36 percent hold AFSC55570. They average 143 months in the military (TAFMS). Nineteen percent are ,,in their first enlistment.

X. GENERAL SUPPLY PERSONNEL IJT (STG147, N=5). This small group ofsupply personnel is comprsed of al Fiitary mem eis, most of whom are sta-tioned overseas. Eighty percent hold DAFSC 55570. They are responsible forgeneral supply functions to include issuing supply and maintaining supplyrecords. Sixty-five percent of these dirmen's job time was spent on threebroad duty categories--performing general supply functions (42 percent),organizing and planning (12 percent), and performing administrative and gen-eral tasks (10 percent). They perform an average of 58 tasks. Common tasksinclude:

prepare letters of justification for supply-related matters

maintain organizational equipment recordsprepare sole source letters for local purchasesprepare requisitions for local purchases of equipmentprepare documents to return excess equipmentidentify supply problemsestablish supply requirements

21

perform job site checksissue suppliesevaluate work orders

These supply personnel have an average of 198 months in the military (TAFMS)and none are in their first enlistment.

XI. INDUSTRIAL ENGINEERS IJT (STG082, N=35). This group of IndustrialEngineers are primarily responsTB-Te for the 6-s-ecivil engineering functions.These responsibilities involve the broad aspects of civil engineering, toinclude planning and developing solutions to a variety of base civil engi-neering problems. They spend 66 percent of their job time on tasks related tofour duties--performing base engineering automated management systems (BEAMS)functions (25 percent), performing administrative and general tasks (13 per-cent), performing industrial engineering functions (18 percent), and organi-zing and planning (10 percent). They perform an average of 63 tasks. Commontasks include:

Develop solutions to problems identified within BEAMSAnalyze impact of BEAMS changesDevelop Air Force On-Line Data System (AFOLDS) retrievalsParticipate in briefingsPerform BEAMS management functionsMonitor BEAMS schedulesAnalyze impact of BEAMS conversionsInterpret computer output productsSchedule frequency of automated productsDevelop self-inspection programsAnalyze impact of BEAMS modificationsConduct training on BEAMS operations

This group is comprised of 97 percent military and only 3 percent civilian.They have an average of 191 months in the military (TAFMS), with very fewmembers (3 percent) in their first enlistment.

XII. WORK INFORMATION MANAGEMENT SYSTEM (WIMS) MONITORS IJT (STGll6,N=12). Th-1ork Information Management Sy-s-te-m- (VTl ST-is a reiativ-eTy new com-put-er system added to the Production Control career ladder since the last sur-vey. Their jobs involve tasks related to utilizing computer software designedto maintain and control work flow to include job work order scheduling andmaintenance. While they may perform other tasks, they are distinguished bytheir performance of the WIMS tasks. They spend 60 percent of their duty timeon tasks related to three broad duty categories--performing industrial engi-neering functions (30 percent), work information management systems functions(20 percent), and training (10 percent). They perform an average of 45 tasks.Common tasks include:

22

I.

p

Perform WIMS data base management functionsMonitor WIMS hardware equipmentPerform computer restore functionsDevelop WIMS management reportsControl passwords for WIMSDevelop WIMS software programsPrepare WIMS management reportsPerform computer backup functionsInterpret computer output productsModify WIMS software programsMaintain WIMS completed job order tape filesMonitor WIMS hardware maintenance contracts

This group is all military, with 17 percent holding DAFSC 55550, 67 percentholding DAFSC 55570, and 16 percent holding DAFSC 55590. They have an averageof 180 months in the military (TAFMS).

XIII. QUALITY ASSURANCE PERSONNEL IJT (STG054, N=23). Personnel withinthis indep ent -ob type are primaril responslble forensuring the qualityand conditions of production control services (conditions and work of CE main-tenance). This is a highly experienced group of airmen, having an average of213 months in the military, with 87 percent holding DAFSC 55570. This is anall-military group, with 63 percent assigned to overseas locations. Theyspend 58 percent of their job time on tasks related to two broad dutycategories--inspecting and evaluating (28 percent) and performing administra-tive and general tasks (30 percent). They perform a rather specialized jobinvolving an average of only 36 tasks. Common tasks include:

Evaluate contractor performanceEvaluate personnel for compliance with performance

standardsPerform job site checksEvaluate work schedulesConduct final inspections of completed workEvaluate work ordersEvaluate job ordersEvaluate inspection report findingsEvaluate proposed publicationsEvaluate maintenance of equipmentEvaluate quality control proceduresConduct informal inspections of assigned shopsMonitor AF Forms 1879 (BCE Job Order Record)Analyze workload requirementsReview facility jacket files

These personnel are nonsupervisory and none are in their first enlistment.

23

XIV. TRAINING PERSONNEL IJT (STG446, N=7). This group of personnel worksprimarily as course instructor. Courses -r-Tnstruction may involve classroominstruction as well as hands-on training. These instructors are all militarymembers, with 71 percent holding DAFSC 55550 and 29 percent holding DAFSC55570. Seventy-three percent of these personnel's job time is spent on tasksrelated to the broad duty category of training. They performed an average of27 tasks. Common tasks included:

Evaluate progress of resident course studentsScore testsAdminister testsPrepare lesson plansMaintain training aidsConduct resident course classroom trainingCounsel trainees on training progressConduct training on BEAMS utilizationConduct training on BEAMS operationsDemonstrate how to locate technical informationWrite test questionsConduct local classroom training

These personnel average 141 months in the military (TAFMS) and all are beyondthe first enlistment.

Comparison to Previous OSR

The results of this survey report were compared with those of the previousoccupational survey report of the Production Control career ladder, datedJanuary 1981, to determine what, if any, changes have occurred since thattime. Overall, the career ladder has remained fairly stable, with the excep-tion of changing from a lateral to a nonlateral career ladder and the additionof the Work Information Management System (WIMS) responsibilities. Other spe-cialty jobs appear to generally parallel those found In 1981 (see Table 6).Perhaps the only minor difference seen between the two studies involved thescope of jobs. In 1988, AFSC 555X0 personnel are found to be performing abroader job encompassing a variety of civil engineering functions. In 1981,AFSC 555X0 personnel were performing more specialized jobs. As an example, ajob such as missile coordinator was distinctively described in the 1981 sur-vey. However, in the current study, tasks related to missiles are still beingperformed, but are subsummed within other identified jobs.

Comparison of Military and Civilian Specialty Job Incumbents

The military and civilian mix across specialty jobs was also examined.Both military and civilians are represented in five of the six clusters andtwo of the independent job types (see Table 7). One job, SARPMA Civil Engi-neers, is comprised of all civilians. The remaining independent job types arecomprised of all military personnel and include Contingency Personnel, PRIME

24N

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TABLE 7

MILITARY/CIVILIAN DISTRIBUTION ACROSS SPECIALTY JOBS(PERCENT RESPONDING)

____ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ CIVILIANS MILITARY

I. CUSTOMER SERVICE PERSONNEL CLUSTER (STG141, N=308) 13 87

II. SERVICE CALL PERSONNEL CLUSTER (STG121, N=123) 12 88

III. PROGRAMMER/SCHEDULER PERSONNEL CLUSTER (STG14O, N4?17) 43 57

IV. MANAGEMENT AND SUPERVISORY PERSONNEL CLUSTER(STGO98, N=146) 13 87

V. SARPMA CIVIL ENGINEERING PERSONNEL IJT (STG067, N=13) 100 0

VI. IWP PROGRAMMERS IJT (STG055, N=32) 47 53

VII. MAINTENANCE SCHEDULERS/CONTROLLERS CLUSTER(STG047, N=65) 51 49

VIII. PRIME BEEF AND READINESS PERSONNEL CLUSTER(STGO88, N=87) 0 100

IX. CONTINGENCY PERSONNEL IJT (STG068, N=22) 0 100

X. GENERAL SUPPLY PERSONNEL IJT (STG147, N=5) 0 100

XI. INDUSTRIAL ENGINEERS IJT (STG082, N=35) 3 97

XII. WIMS MONITORS IJT (STG116, N=12) 0 100

XIII. QUALITY ASSURANCE PERSONNEL IJT (STG054, N=23) 0 100

XIV. TRAINING PERSONNEL IJT (STG446, N=7) 0 100

BEEF and Readiness Personnel, General Supply Personnel, Quality AssurancePersonnel, WIMS Monitors, and Training Instructors.

Job groups having both military and civilian members were examined todetermine military-civilian differences. In the seven jobs containing fairlylarge percentages of both military and civilian personnel, both groups of peo-ple are performing primarily the same tasks. Overall, the military memberswere found to be performing a slightly higher average number of tasks thantheir civilian counterparts. This finding, however, is not totally unexpectedsince many of the military members are assigned to overseas locations wherethey usually perform a much broader job than their CONUS counterparts.

Summuary

Both military and civilians were included in this specialty job analysis.Six job clusters and eight independent job types were identified, indicatingthat the Production Control career ladder is somewhat heterogeneous. All ofthe major cluster groups performed interrelated tasks usually associated withproduction control center functions. These groups account for the bulk ofAFSC 555XO respondents. The eight independent job type groups perform spe-cialized functions--SARPMA CE personnel, PRIME BEEF and Readiness Personnel,Contingency Personnel, General Supply Personnel, Industrial Engineers, WIMSMonitors, Quality Assurance Personnel, and Training Instructors.

ANALYSIS OF DAFSC GROUPS

In addition to examining the job structure of the Production Controlspecialty (as discussed in the SPECIALTY JOBS section), this report alsoincludes an analysis of tasks performed at each skill level. This informationcan be used to evaluate whether personnel are utilized in the manner specifiedby the Specialty Descriptions (AFR 39-1) and can serve as one basis for con-sidering changes to current utilization policies and training programs.

A comparison of duties and tasks performed between 3- and 5-skill levelpersonnel indicates the jobs they perform are essentially the same; therefore,they are discussed as one group (55530/55550). The distribution of skilllevel members across the career ladder specialty jobs is shown in Table 8. Togive some indications of how skill-level groups are working within this lad-der, the relative time spent on each duty by skill-level groups is presentedin Table 9.

As can be seen from the tables, as an individual progresses through theskill levels, slightly more supervisory and administrative responsibilitiesare assumed. Also, in this progression, there is a slight decline in theamount of time spent performing technical duties as skill levels increase.More detailed descriptions relative to how skill-level groups are working andthe differences, if any, between jobs they perform are presented below.

27

Xlij-

TABLE 8

DAFSC DISTRIBUTION ACROSS SPECIALTY JOBS(PERCENT RESPONDING)

DAFSC DAFSC DAFSC55510/30/50 55570 55590/00

____________________________________________ (N=521) .(N=421) (N=86)

I. CUSTOMER SERVICE PERSONNEL CLUSTER (STG141, N=308) 31 24 7

II. SERVICE CALL PERSONNEL CLUSTER (STG121, N=123) 18 3 0

III. PROGRAMMER/SCHEDULER PERSONNEL CLUSTER (STG14O,N=2 17) 16 9 0

IV. MANAGEMENT AND SUPERVISORY PERSONNEL CLUSTER(STGO98, N=146) 3 16 53

V. SARPMA CIVIL ENGINEERING PERSONNEL IJT (STG067, N=13) 0 0 0

VI. IWP PROGRAMMERS IJT (STG055, N=32) 2 1 0

VII. MAINTENANCE SCHEDULERS/CONTROLLERS CLUSTER(STG047, N=65) 5 1 0

VIII. PRIME BEEF AND READINESS PERSONNEL CLUSTER(STGO8B, N=87) 5 1210

IX. CONTINGENCY PERSONNEL IJT (STG068, N=22) 3 2 0

X. GENERAL SUPPLY PERSONNEL IJT (STG147, N=5) *1 0

XI. INDUSTRIAL ENGINEERS IJT (STG082, N=35) 1 6 5

XII. WIMS MONITORS IJT (STG116, N=12) *2 2

XIII. QUALITY ASSURANCE PERSONNEL IJT (STG054, N=23) 1 5 0

XIV. TRAINING PERSONNEL IJT (STG446, N=7) 1 *0

NOT GROUPED 14 17 23

*Less than 1 percent

28

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Skill-Level Descriptions

DAFSC 55530/55550. The 3- and 5-skill level personnel (49 percent of themilitary sample) perform an average of 72 tasks. Sixty-five percent of the 3-and 5-skill level group are working in three jobs--Customer Service PersonnelCluster (31 percent), Service Call Personnel Cluster (18 percent), and Pro-grammer/Scheduler Personnel Cluster (16 percent) (see Table 8). These membersperform primarily a technical job, and represent the main hub of the careerladder, spending most of their work time (76 percent) on tasks related to per-forming administrative and general tasks, performing customer service unitfunctions, performing service call functions, performing programing and sche-duling functions, and performing contingency functions (see Table 9). Theaverage time in career field for these members is 41 months, with their aver-age TAFMS being 47 months. Table 10 lists representative tasks performed bythese personnel. As mentioned in the career ladder structure discussion, thisis a diverse career ladder. Examples of most common tasks performed by thesepersonnel, as presented in Table 10, clearly document the fragmented jobs per-formed by these personnel. Tasks from the job inventory pertaining to contin-gency functions appear high on the listing of common tasks performed.

DAFSC 55570. Approximately 41 percent (421 members) of the military samplehold a 7-sktll level. They are primarily supervisory personnel. Althoughthey perform some of the technical aspects of the job, there is an increase insupervisory responsibilities from the 3-/5-skill level to the 7-skill level(see Table 9). These personnel have an average of 194 months in the military,with an average of 121 months in the career field. They perform an average of93 tasks. Examples of tasks commonly performed by 7-skill level members arepresented in Table 11. Tasks which best distinguish the 7-skill level groupfrom the previously described 3-/S-skill level group are presented in Table12. Those tasks are primarily related to supervision. As mentioned earlier,this table clearly indicate a decrease in the technical aspects of the 7-skilllevel job and an increase in supervisory responsibilities. These members areworking in most of the identified jobs and are spending more job time onsupervisory-related tasks than the previously described group (see Tables 8and 9).

DAFSC 55590/CEM 55500. Due to the similarity of tasks performed, percent timespent on duties, and level of tasks performed, these two skill levels are dif-ficult to distinguish and are, therefore, described together. These highlyskilled personnel comprise approximately 8 percent of the military sample.Respondents at these two skill levels spend more of their time performing man-agement, supervisory, and staff-level functions than other skill-level groupspreviously discussed. They work primarily within jobs identified as manage-ment, supervision, and administrative. Sixty-two percent of these members'job time was devoted to four supervisory-related duties--organizing and plan-ning, directing and implementing, inspecting and evaluation, and performingadministrative and general tasks. The main differences between these highlyexperienced personnel and those previously discussed are in the level of per-formance, as these members are high-level managers and supervisors and areoften supervisors of 7-skill level personnel. Table 13 provides those tasks

30 S

TABLE 10

EXAMPLES OF TASKS PERFORMED BY DAFSC 55530/50 PERSONNEL 0(N=507)

PERCENTMEMBERS

TASKS PERFORMING

N535 FIRE M-16 RIFLES 631325 PREPARE JOB ORDERS 61E165 INITIATE AF FORMS 1879 (BCE JOB ORDER RECORD) 611289 ASSIGN CONTROL NUMBERS TO WORK REQUESTS, SUCH AS WORK

ORDERS AND JOB ORDERS 57E182 MAKE ENTRIES ON AF FORMS 1879 (BCE JOB ORDER RECORD)

OTHER THAN WHEN INITIATING 571302 DOWNGRADE JOB ORDERS 571291 ASSIGN JOB ORDERS TO WORKCENTERS 551288 ADVISE CUSTOMERS ON WORK REQUIREMENTS 55E188 MONITOR AF FORMS 1879 (BCE JOB ORDER RECORD) 54N580 TEAR DOWN, INSPECT, CLEAN, AND REASSEMBLE M-16 RIFLES 53 S1295 DETERMINE CATEGORY OF JOB ORDERS 531331 PROVIDE STATUS OF REQUESTED WORK TO CUSTOMERS 521335 UPGRADE JOB ORDERS 501292 ASSIST CUSTOMERS IN COMPLETING AF FORMS 1135 (BCE REAL

PROPERTY MAINTENANCE REQUEST) 491303 ESTABLISH COMPLETION DATES FOR JOB ORDERS 491332 RESEARCH STATUS OF REQUESTED WORK 48J337 ASSIGN SERVICE CALLS TO COST CENTERS 471321 MAINTAIN BCE JOB ORDER LOGS 47J341 DETERMINE CATEGORY OF SERVICE CALLS 46J338 ASSIGN SERVICE CALLS TO DO-IT-NOW (DIN) VEHICLES 461293 ASSIST CUSTOMERS IN COMPLETING AF FORMS 332 (BCE WORK

REQUEST) 46E161 EVALUATE JOB ORDERS 46E170 INTERPRET COMPUTER OUTPUT PRODUCTS 46J346 DISPATCH DIN TRUCKS 451306 ESTIMATE SIMPLE SINGLE CRAFT JOB ORDERS USING

ENGINEERED PERFORMANCE STANDARDS (EPS) 44N575 PREPARE PERSONAL CLOTHING FOR DEPLOYMENTS 42E211 REVIEW WORK ORDER FOLDERS 41B40 AUTHORIZE WORK 401321 MAKE ENTIRES ON AF FORMS 1135 (BCE REAL PROPERTY

MAINTENANCE REQUEST) 401313 MAINTAIN COMPLETED JOB ORDER FILES 40J351 ISSUE AND CONTROL PORTABLE RADIOS 38

I

31 ..

TABLE 11

EXAMPLES OF TASKS PERFORMED BY DAFSC 55570 PERSONNEL(N=421)

PERCENTMEMBERS

TASKS PERFORMING

A23 PARTICIPATE IN BRIEFINGS 72N535 FIRE M-16 RIFLES 57E170 INTERPRET COMPUTER OUTPUT PRODUCTS 54A30 PREPARE BRIEFINGS 52B43 COUNSEL SUBORDINATES ON MILITARY-RELATED MATTERS 50C95 WRITE APR 47B59 ORIENT NEWLY ASSIGNED PERSONNEL 46B42 CONDUCT BRIEFINGS 46N528 DON OR DOFF CHEMICAL WARFARE PERSONAL PROTECTIVE CLOTHING 45E197 PREPARE BRIEFING SLIDES 441288 ADVISE CUSTOMERS ON WORK REQUIREMENTS 44B40 AUTHORIZE WORK 43E161 EVALUATE JOB ORDERS 42A8 DETERMINE WORK PRIORITIES 42E165 INITIATE AF FORMS 1879 (BCE JOB ORDER RECORD) 42E211 REVIEW WORK ORDER FOLDERS 421331 PROVIDE STATUS OF REQUESTED WORK TO CUSTOMERS 41A24 PLAN BRIEFINGS 41C88 INSPECT PERSONNEL FOR COMPLIANCE WITH MILITARY STANDARDS 41E188 MONITOR AF FORMS 1879 (BCE JOB ORDER RECORD) 411293 ASSIST CUSTOMERS IN COMPLETING AF FORMS 332 (BCE

WORK REQUEST) 40E163 EVALUATE WORK ORDERS 401308 EVALUATE WRITTEN WORK REQUESTS 401332 RESEARCH STATUS OF REQUESTED WORK 40E190 MONITOR AF FORMS 332 (BCE WORK REQUEST) 381289 ASSIGN CONTROL NUMBERS TO WORK REQUESTS, SUCH AS WORK

ORDERS AND JOB ORDERS 381333 REVIEW WORK REQUESTS FOR ADEQUACY, JUSTIFICATION,B39 APPROVE WORK 371325 PREPARE JOB ORDERS 36

AND VALIDITY 35E167 INITIATE AF FORMS 332 (BCE WORK REQUEST) 32C91 PERFORM JOB SITE CHECKS 25C97 WRITE INSPECTION REPORTS 19C73 EVALUATE CONTRACTOR PERFORMANCE 16

32

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w x LUJ In-CDa 1 1- M " ~ "2Cj )LL==M Lai-II D- oc C L = -U (-21. =r CI >.. CAJ =-V Cl) ) =f >. e-4 45 U),- 4D (^ I w C 0A .J C < DO e'V) P"I.

LU 0 i L)' c.D r aa Cc- I a-L " O J M " O : )L LL CIxCD0 C im"C I a. I== M. -iC -4 x

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.X W)% r 0i (D IO I ~- ZZ.. U 0 L ~V) m ( 4crm * 00 m.)- 0I-4 L ILL0 LU ) (-

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~c. ~ D I9- LOj~LU) LU(330

TABLE 13

EXAMPLES OF TASKS PERFORMED BY DAFSC 55590/00 PERSONNEL(N=36)

PERCENTMEMBERS

TASKS PERFORMING

A23 PARTICIPATE IN BRIEFINGS 95A30 PREPARE BRIEFINGS 83B42 CONDUCT BRIEFINGS 80A24 PLAN BRIEFINGS 79B58 INTERPRET DIRECTIVES FOR SUBORDINATES 73B43 COUNSEL SUBORDINATES ON MILITARY-RELATED MATTERS 69A16 DRAFT DIRECTIVES 68B44 COUNSEL SUBORDINATES ON PERSONAL MATTERS 66C98 WRITE RECOMMENDATIONS FOR AWARDS OR DECORATIONS 65B59 ORIENT NEWLY ASSIGNED PERSONNEL 65C88 INSPECT PERSONNEL FOR COMPLIANCE WITH MILITARY

STANDARDS 63C95 WRITE APR 62B39 APPROVE WORK 60A19 ESTABLISH PERFORMANCE STANDARDS FOR SUBORDINATES 59A7 DETERMINE PERSONNEL MANNING REQUIREMENTS 59B40 AUTHORIZE WORK 58A8 DETERMINE WORK PRIORITIES 58C94 REVIEW AND EDIT RECOMMENDATIONS FOR AWARDS OR

DECORATIONS 58C99 WRITE SPECIAL REPORTS, OTHER THAN TRAINING REPORTS 56B41 COMPILE DATA FOR STAFF STUDIES 54E170 INTERPRET COMPUTER OUTPUT PRODUCTS 55E197 PREPARE BRIEFING SLIDES 55B64 SUPERVISE PRODUCTION CONTROL TECHNICIANS (AFSC

55570) 52E211 REVIEW WORK ORDER FOLDERS 52A18 ESTABLISH ORGANIZATIONAL POLICIES 52C79 EVALUATE PERSONNEL FOR COMPLIANCE WITH PERFORMANCE

STANDARDS 51E205 REVIEW BEAMS AUTOMATED SCHEDULING PRODUCTS 50E167 INITIATE AF FORMS 332 (BCE WORK REQUEST) 48C76 EVALUATE INSPECTION -EPORT FINDINGS 47C80 EVALUATE PROPOSED Pl.,LICATIONS 47C66 ANALYZE WORKLOAD REQUIREMENTS 46All DEVELOP OPERATIONAL PLANS 46C85 EVALUATE WORK SCHEDULES 40D138 PARTICIPATE IN TRAINING CONFERENCES 27C70 EVALUATE BASE ENGINEER EMERGENCY FORCE (PRIME BEEF)

OPERATIONS 26

34

commonly performed by these AFSC 55590 and CEM 55500 personnel. Table 14provides those tasks which distinguish between these personnel and 7-skilllevel personnel. The main difference is the increased management responsi-bilities common at the 9-skill and CEM Code levels.

Summary

Career ladder progression through the AFSC 555X0 skill levels is welldefined, with 3- and 5-skill level personnel spending the majority of theirjob time performing general Production Control duties. The 7-skill level per-sonnel spend more time doing supervisory functions than the 3- and 5-skillgroup; however, even at the 7-skill level, technical tasks are performed.DAFSC 55590 and CEM 55500 personnel spend 62 percent of their job time onsupervisory, management, and administrative tasks, with the remainder beingspent on various other functions.

ANALYSIS OF AFR 39-1 SPECIALTY DESCRIPTIONS

Occupational survey data for each of the AFSC 555X0 skill levels werecompared to the AFR 39-1 Specialty Descriptions for the production Controlcareer ladder (DAFSCs 55530/55550/55570/55590 and CEM Code 55500), dated31 Oct 1984. These descriptions are intended to give a broad overview of theduties and tasks performed by each skill level of the career ladder.

Based on the preceding DAFSC analysis, the 3-/5-skill level descriptionappears complete and accurately reflects the broad range of duties and respon-sibilities of Production Control personnel. The 7-skill level, 9-skill level,and CEM Code descriptions also appear complete and accurate. The 7-skilllevel description clearly indicates involvement with not only the supervisoryresponsibilities, but some regular Production Control duties as well, whilethe 9-skill level and CEM code description accurately covers the management V

and supervisory functions performed by these personnel.

TRAINING ANALYSIS

Occupational survey data are used to assist in the development, planning,evaluating, and reviewing of various training programs and documents, such asthe STS and POI. These training efforts are relevant to personnel working intheir first assignment. Some factors which may be used in the analysisinclude percent of first enlistment (1-48 months TAFMS) personnel performingtasks, along with training emphasis (TE) and task difficulty (TD) ratings (asexplained in the Task Factor Administration section). These factors were usedin evaluating the AFSC 555XO STS and POI for Course 3ABR55530 based on thematching of inventory tasks to the appropriate sections of the POI and STS by

35

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=- i- ==-j=caV) 'AW U) Lu < Co 0 ) () < 0D'-4

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0i U ) u i- = ~ L 0: a.I' = ( 0-1 =--iI- =coLU- 0 U) i- <. V)L Wa..C <'- -CcLL1 L.

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experienced technical school personnel from Sheppard Technical Training Cen- Iter. A complete computer list displaying percent members performing, TE andTD ratings for each task, along with STS and POI matchings, has been forwardedto the technical school for use in further reviews of training documents. Asummary of that information is presented below.

Training Emphasis

Training emphasis (TE) for each task in the inventory was assessedthrough ratings by 43 experienced Production Control NCOs. Data were pro-cessed to produce ordered listings of tasks in terms of recommended emphasisin training for first-term enlisted personnel. The average rating for alltasks included in the job inventory is 2.56, with a standard deviation of2.64. Tasks receiving ratings of 5.20 or higher may be considered to haverelatively high training emphasis. For a more complete description of theseratings, see the section on Task Factor Administration in the INTRODUCTION tothis report. Examples of tasks rated highest in training emphasis are listedin Table 15. As can be seen, these tasks are related to customer service andservice call functions.

Task Difficulty

The relative difficulty of each task in the inventory is assessed throughratings of 43 experienced 555X0 NCOs. These ratings were processed to producean ordered listing of all tasks in terms of their relative difficulty. Rat-ings were standardized to have an average of 5.0, with a standard deviationequal to 1.0. Tasks rated the most difficult by AFSC 555X0 personnel arelisted in Table 16 and are related to a variety of production control func-tions. Many of these tasks seem to be high-level functions and relate tosupervisory and managerial duties, such as directing and implementing, train-ing, inspecting and evaluating, organizing and planning, and information mana-gement systems, industrial engineering functions, readiness management, andcontingency functions. Most of the tasks listed are performed by very fewfirst-job and first-enlistment personnel.

First-Enlistment Personnel

In addition to the analysis of tasks and jobs across skill-level groups,it is also important to analyze jobs and tasks as they relate to experience in N

the career ladder. First-enlistment personnel are of particular interest interms of training implications. The distribution of first-enlistment person-nel across job groups is displayed in Figure 2.

As illustrated in Figure 2, first-enlistment personnel participated in anexpected range of activities related to 555X0 functions and are members of allof the major job clusters. Thirty-nine percent of these first-enlistment per-sonnel are performing customer service functions; 21 percent are working asService Call Personnel, and 10 percent are working as Programmers/Schedulers.

37

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38

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Since the first-enlistment group is the target population for initial skilltraining, determining the tasks they perform is most important. Table 17provides tasks commonly performed by airman within their first enlistment(1-48 months TAFMS). Common tasks include preparing job orders, initiatingand making entries on Air Force forms, assigning control numbers, determiningcategory of service calls, and assigning service calls to do-it-now (DIN)vehicles.

Specialty Training Standard (STS)

During the course of this analysis, technical school personnel fromSheppard AFB matched inventory tasks to the current STS. Utilizing theresults of the matched data, a review of STS 555X0, dated November 1984, wasconducted.

Overall, many areas of the STS are well supported by survey data. Thereare, however, quite a few areas on the STS which, on the surface, do notappear to be supported due to less than 20 percent members of the criteriongroups (1st term, 5-, and 7-skill levels) performing matched tasks. Closerexamination of these nonsupported areas reveals that several (those dealingwith SMART functions, Readiness functions, mobility, contingency, Prime BEEF,and Industrial Engineering) are indeed jobs being performed by personnel inthe 555X0 career ladder. Low percent members performing matched tasks, inthis case, is a function of the diversity of jobs within the career ladder.Therefore, these areas are appropriate for inclusion in the STS.

There are, however, several subelements under major headings of the STSwhich need to be reviewed for appropriateness. These involve STS paragraph 3,Publications and Forms; and Paragraph 6, Customer Service functions (see Table18). A full listing of all STS elements having less than 20 percent membersperforming matched tasks is presented in Appendix B.

In addition to reviewing those STS paragraphs which are not supported,training development personnel should also review tasks not referenced to theSTS, but which have more than 20 percent members performing and relativelyhigh TE or TD ratings (see Table 19). A majority of these nonreferenced tasksare related to WIMS, performing contingency functions, readiness management,and programming and scheduling duties. All nonreferenced tasks should bereviewed by training managers and a decision made as to whether they should becovered by this STS.

Plan of Instruction (PO)

This 8-week, 3-day Production Control course E3ABR555XO covers the var-ious aspects of the Production Control ladder, to include work control, pro-gramming resources, automated management systems, and working information man-agement systems (WIMS). The current Plan of Instruction (POI) for course3ABR55530 (dated November 1987) was examined using tasks matched by personnelfrom Sheppard Technical Training Center to criterion objectives (CO), taskdifficulty ratings, training emphasis ratings, and percent of first-enlistment

41

p

TABLE 17

EXAMPLFS OF TkSKS PERFORMED BY FIRST ENLISTMENT(1-48 MONTHS TAFMS) PERSONNEL

PERCENT OFMEMBERS

TASKS PERFORMING

1325 PREPARE JOB ORDERS 73E165 INITIATE AF FORMS 1879 (BCE JOB ORDER RECORD) 711302 DOWNGRADE JOB ORDERS 69E182 MAKE ENTRIES ON AF FORMS 1879 (BCE JOB ORDER

RECORD) OTHER THAN WHEN INITIATING 68E188 MONITOR AF FORMS 1879 (BCE JOB ORDER RECORD) 651295 DETERMINE CATEGORY OF JOB ORDERS 641291 ASSIGN JOB ORDERS TO WORKCENTERS 641289 ASSIGN CONTROL NUMBERS TO WORK REQUESTS, SUCH AS WORK 621335 UPGRADE JOB ORDERS 61J341 DETERMINE CATEGORY OF SERVICE CALLS 58J338 ASSIGN SERVICE CALLS TO DO-IT-NOW (DIN) VEHICLES 58J337 ASSIGN SERVICE CALLS TO COST CENTERS 581311 MAINTAIN BCE JOB ORDER LOGS 581303 ESTABLISH COMPLETION DATES FOR JOB ORDERS 58J346 DISPATCH DIN TRUCKS 571288 ADVISE CUSTOMERS ON WORK REQUIREMENTS 561331 PROVIDE STATUS OF REQUESTED WORK TO CUSTOMERS 56

PERFORMANCE STANDARDS (EPS) 531292 ASSIST CUSTOMERS IN COMPLETING AF FORMS 1135 (BCE REAL

PROPERTY MAINTENANCE REOUEST) 531332 RESEARCH STATUS OF REQUESTED WORK 53E161 EVALUATE JOB ORDERS 511306 ESTIMATE SIMPLE SINGLE CRAFT JOB ORDER USING ENGINEERED1313 MAINTAIN COMPLETED JOB ORDER FILES 511321 MAKE ENTRIES ON AF FORMS 1135 (BCE REAL PROPERTY

MAINTENANCE REQUEST) 491304 ESTABLISH START DATES FOR JOB ORDERS 481293 ASSIST CUSTOMERS IN COMPLETING AF FORMS 332 (BCE WORK

REQUEST) 46J349 ISSUE AND CONTROL BCE KEYS 42J351 ISSUE AND CONTROL PORTABLE RADIOS 40

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personnel performing information. The course was reviewed for appropriatenessof instruction based on the jobs and tasks performed by survey respondents.The complete results of the matching of tasks to POI objectives are presentedin a separate computer printout (PRTMOD) within the training extract.

Overall, the basic course is well supported by survey data. Training isprovided on all major jobs being performed in the field. However, withinseveral blocks of instruction, there were behavioral objectives which are notsupported by the data. Most of these unsupported objectives are found inBlocks II-Warranty and Guarantee/Appliances, V-Scheduling, and VI-InserviceWork Plan. Examples of unsupported objectives are presented in Table 20. Acomplete listing of all unsupported objectives can be found in Appendix C.

In addition to the unsupported objectives, there are several tasks whichare not being trained in the basic course but which have more than 30 percentof first-enlistment personnel performing and high TE or TD ratings. Examplesof those tasks are presented in Table 21. Training personnel are encouragedto review those tasks not referenced to POI 555X0 to determined whether it ismost appropriate to cover those tasks in the basic course or in some otherform of training. I

JOB SATISFACTION

To provide functional managers within the AFSC 555X0 career ladder with abetter understanding of factors which may affect the job performance of 555X0airmen, an analysis of job satisfaction data was conducted. These data weregathered through the use of four inventory questions covering job interest,perceived utilization of talents and training, and reenlistment intentions.

Table 22 presents job satisfaction data for TAFMS groups. Overall, jobsatisfaction indicators are satisfactory. When compared to a comparative sam-ple of similar personnel surveyed in 1986, job satisfaction data were, in mostcases, equal to or slightly higher for AFSC 555X0 personnel in mostcategories.

Job satisfaction indicators for the specialty job groups were also gen-erally good, with Service Call Personnel and Contingency Personnel showing thelowest job interest of all the job groups (see Table 23). Only 50 percent ofthese personnel perceived their job as interesting. This low perception abouttheir job appears to be the result of performing a job which makes use of onlyroutine production control skills and does not involve the more challengingand desirable production control tasks.

45

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TABLE 22

COMPARISON OF JOB SATISFACTION INDICATORS BY TAFMS GROUPS(PERCENT RESPONDING)

(1-48 MOS TAFMS) (49-96 MOS TAFMS) (97+ MOS TAFMS)

555X0 COMP** 555X0 COMP** 555X0 COMP**(N=156) (N=997) (N=140) (N=413) (N=734) (N=750)

EXPRESSED JOB INTEREST:

INTERESTING 51 57 63 58 73 69SO SO 27 22 22 22 15 17DULL 22 20 15 20 12 13

MY JOB UTILIZES MY TALENTS:

FAIRLY WELL OR BETTER 62 62 75 66 77 75VERY LITTLE OR NOT ALL 38 36 25 33 22 24

MY JOB UTILIZES MY TRAINING:

FAIRLY WELL OR BETTER 79 79 68 68 70 70VERY LITTLE OR NOT ALL 21 20 31 32 29 29

REENLISTMENT INTENTIONS:

I WILL RETIRE 0 0 1 1 20 17YES, OR PROBABLY YES 59 64 77 72 69 74NO OR PROBABLY NO 41 34 21 26 10 8

* Responses may not add to 100% due to rounding or no response** 1986 Comparative Sample taken from Direct Support Specialities:

AFSC 552X2 and 611XO (N=2,140)

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IMPLICATIONS

The results of this occupational survey report indicate that, overall,the Production Control career ladder is relatively stable. Although thiscareer ladder changed from lateral to nonlateral, the basic duties and respon-sibilities did not change drastically.

The job structure analysis identified a heterogeneous specialty. The sixmajor job clusters (74 percent) contain many of the same tasks. The eightsmaller independent job types encompass specialized functions and personnel inthose IJTs perform only those tasks related to that specialized function.Civilian and military personnel are performing essentially the same jobs. Jobsatisfaction indicators generally are satisfactory, and the AFR 39-1 SpecialtyDescriptions are broad, accurate, and complete.

Survey data generally support the current STS; however, several areas arenot supported by OSR data and several unreferenced task need to be reviewedfor possible inclusion. The POI was also generally supported by OSR data.There were however, several unsupported areas and a large number of unrefer-enced tasks. Unreferenced tasks for the POI should also be examined to deter-mine if they should be included in this documents.

53- -m..~.

APPENDIX A

54

TABLE Al

REPRESENTATIVE TASKS PERFORMED BYCUSTOMER SERVICE PERSONNEL CLUSTER

(STG141, N=308)

PERCENTMEMBERS

TASKS PERFORMING

1289 ASSIGN CONTROL NUMBERS TO WORK REQUESTS, SUCH AS WORKORDERS AND JOB ORDERS 92

1288 ADVISE CUSTOMERS ON WORK REQUIREMENTS 911293 ASSIST CUSTOMERS IN COMPLETING AF FORMS 332 (BCE WORK

REQUEST) 891331 PROVIDE STATUS OF REQUESTED WORK TO CUSTOMERS 881325 PREPARE JOB ORDERS 881332 RESEARCH STATUS OF REQUESTED WORK 87E165 INITIATE AF FORMS 1879 (BCE JOB ORDER RECORD) 861292 ASSIST CUSTOMERS IN COMPLETING AF FORMS 1135 (BCE REAL

PROPERTY MAINTENANCE REQUEST) 851291 ASSIGN JOB ORDERS TO WORKCENTERS 831295 DETERMINE CATEGORY OF JOB ORDERS 831302 DOWNGRADE JOB ORDERS 82E188 MONITOR AF FORMS 1879 (BCE JOB ORDER RECORD) 791308 EVALUATE WRITTEN WORK REQUESTS 781335 UPGRADE JOB ORDERS 78E182 MAKE ENTRIES ON AF FORMS 1879 (BCE JOB ORDER RECORD) 771303 ESTABLISH COMPLETION DATES FOR JOB ORDERS 751333 REVIEW WORK REQUESTS FOR ADEQUACY, JUSTIFICATION, AND

VALIDITY 751311 MAINTAIN BCE JOB ORDER LOGS 75E190 MONITOR AF FORMS 332 (BCE WORK REQUEST) 731306 ESTIMATE SIMPLE SINGLE CRAFT JOB ORDERS USING ENGINEERED

PERFORMANCE STANDARDS (EPS) 72E161 EVALUATE JOB ORDERS 711321 MAKE ENTRIES ON AF FORMS 1135 (BCE REAL PROPERTY MAINTE-

NANCE REQUEST) 71E201 PROCESS AF FORMS 332 (BCE WORK REQUEST) 711310 LOG ENTRIES IN WORK ORDER REGISTERS 711297 DETERMINE LEGALITY OF BCE PERFORMING REQUESTED WORK 68E170 INTERPRET COMPUTER OUTPUT PRODUCTS 67E211 REVIEW WORK ORDER FOLDERS 65B40 AUTHORIZE WORK 651328 PREPARE WORK ORDERS 651313 MAINTAIN COMPLETED JOB ORDER FILES 641296 DETERMINE CLASSIFICATION OF WORK ORDERS 631314 MAINTAIN FACILITY JACKET FILES 62E167 INITIATE AF FORMS 332 (BCE WORK REQUEST) 62E163 EVALUATE WORK ORDERS 61E209 REVIEW FACILITY JACKET FILES 61

Al0 -~ -

TABLE A2

REPRESENTATIVE TASKS PERFORMED BYSERVICE CALL PERSONNEL CLUSTER

(STG121, N=123)

PERCENTMEMBERS

TASKS PERFORMING

J341 DETERMINE CATEGORY OF SERVICE CALLS 96J338 ASSIGN SERVICE CALLS TO DO-IT-NOW (DIN) VEHICLES 92J346 DISPATCH DIN TRUCKS 91J337 ASSIGN SERVICE CALLS TO COST CENTERS 871325 PREPARE JOB ORDERS 84E165 INITIATE AF FORMS 1879 (BCE JOB ORDER RECORD) 83E188 MONITOR AF FORMS 1879 (BCE JOB ORDER RECORD) 74J351 ISSUE AND CONTROL PORTABLE RADIOS 74E182 MAKE ENTRIES ON AF FORMS 1879 (BCE JOB ORDER RECORD)

OTHER THAN WHEN INITIATING 73J349 ISSUE AND CONTROL BCE KEYS 731302 DOWNGRADE JOB ORDERS 73J340 COORDINATE EMERGENCIES WITH OTHER BCE AND BASE AGENCIES 721295 DETERMINE CATEGORY OF JOB ORDERS 671291 ASSIGN JOB ORDERS TO WORKCENTERS 66B49 DIRECT SERVICE CALL OPERATIONS 64J364 RECALL STANDBY PERSONNEL 631335 UPGRADE JOB ORDERS 60J354 MAINTAIN CONTROL OF EMERGENCY WORK REQUIREMENTS 59B40 AUTHORIZE WORK 581289 ASSIGN CONTROL NUMBERS TO WORK REQUESTS, SUCH AS WORK

ORDERS AND JOB ORDERS 571311 MAINTAIN BCE JOB ORDER LOGS 57E161 EVALUATE JOB ORDERS 551303 ESTABLISH COMPLETION DATES FOR JOB ORDERS 53A8 DETERMINE WORK PRIORITIES 52J345 DISPATCH BCE TAXI VEHICLES 51J356 MAINTAIN PORTABLE RADIOS 51J359 OPERATE BCE NONTACTICAL RADIOS 501306 ESTIMATE SIMPLE SINGLE CRAFT JOB ORDERS USING ENGINEERED

PERFORMANCE STANDARDS (EPS) 49J355 MAINTAIN NIGHT SERVICE CALL EVENT LOGS 491313 MAINTAIN COMPLETED JOB ORDER FILES 471304 ESTABLISH START DATES FOR JOB ORDERS 43

A2 1

I

TABLE A3

REPRESENTATIVE TASKS PERFORMED BYPROGRAMMER/SCHEDULER PERSONNEL CLUSTER

(STG140, N=217)

PERCENTMEMBERS

TASKS PERFORMING

E211 REVIEW WORK ORDER FOLDERS 93K401 MONITOR SCHEDULED WORK 91K373 COORDINATE SCHEDULED WORK WITH CUSTOMERS 89K383 IDENTIFY CARRY OVER WORK 85K367 ASSIGN WORK ORDERS TO WORKCENTERS 82A23 PARTICIPATE IN BRIEFINGS 82K407 PREPARE WEEKLY WORK SCHEDULES 791331 PROVIDE STATUS OF REQUESTED WORK TO CUSTOMERS 79K368 CONDUCT WEEKLY SCHEDULING MEETINGS 78K384 INITIATE AF FORMS 561 (BASE CIVIL ENGINEERING WEEKLY

SCHEDULE) 77K378 DEVELOP BCE WORK SCHEDULES 76K402 MONITOR WORK FLOW 76K385 INITIATE CHANGE ORDERS FOR WORK ORDERS 76E197 PREPARE BRIEFING SLIDES 75K410 REVIEW JOB STOPPAGE REPORTS 75K413 SCHEDULE INITIAL RELEASE OF WORK ORDERS 741332 RESEARCH STATUS OF REQUESTED WORK 74E210 REVIEW JOB ORDER PACKAGES 73A22 ESTABLISH WORK SCHEDULES 72E170 INTERPRET COMPUTER OUTPUT PRODUCTS 72K419 UPDATE WORK STATUS 72K374 COORDINATE SHOP WORK REQUIREMENTS WITH OTHER BCE AND

BASE AGENCIES 72K370 CONSOLIDATE WORK REQUIREMENTS BY WORKCENTERS 72E205 REVIEW BEAMS AUTOMATED SCHEDULING PRODUCTS 71K390 MAINTAIN AF FORMS 561 (BASE CIVIL ENGINEERING WEEKLY 67E185 MAKE ENTRIES ON AF FORMS 561 (BASE CIVIL ENGINEERING

SCHEDULE) 67K412 SCHEDULE INITIAL RELEASE OF JOB ORDERS 67K372 COORDINATE IDENTIFIED WORK CHANGES WITH OTHER BCE AND BASE

AGENCIES 671288 ADVISE CUSTOMERS ON WORK REQUIREMENTS 67K386 INPUT LABOR MAN-HOURS INTO COMPUTER SYSTEM 66K393 MAINTAIN FILE OF COMPLETED AF FORMS 561 (BASE CIVIL

ENGINEERING WEEKLY SCHEDULE) 66K396 MAINTAIN RECURRING WORK PROGRAMS 66E182 MAKE ENTRIES ON AF FORMS 1879 (BCE JOB ORDER RECORD) 65E163 EVALUATE WORK ORDERS 641330 PROCESS CHANGE ORDERS FOR WORK ORDERS 64E189 MONITOR AF FORMS 327 (BASE CIVIL ENGINEER WORK ORDER) 62

* A3

TABLE A4

REPRESENTATIVE TASKS PERFORMED BYMANAGEMENT AND SUPERVISORY PERSONNEL CLUSTER

(STG098, N=146)

PERCENTMEMBERS

TASKS PERFORMING

A23 PARTICIPATE IN BRIEFINGS 95B43 COUNSEL SUBORDINATES ON MILITARY-RELATED MATTERS 93A35 SCHEDULE LEAVES 92C95 WRITE APR 91B44 COUNSEL SUBORDINATES ON PERSONAL MATTERS 91B58 INTERPRET DIRECTIVES FOR SUBORDINATES 88B39 APPROVE WORK 87Al ASSIGN PERSONNEL TO DUTY POSITIONS 85840 AUTHORIZE WORK 84A30 PREPARE BRIEFINGS 84B59 ORIENT NEWLY ASSIGNED PERSONNEL 84A8 DETERMINE WORK PRIORITIES 83C88 INSPECT PERSONNEL FOR COMPLIANCE WITH MILITARY STANDARDS 83B42 CONDUCT BRIEFINGS 83A19 ESTABLISH PERFORMANCE STANDARDS FOR SUBORDINATES 83C98 WRITE RECOMMENDATIONS FOR AWARDS OR DECORATIONS 82C86 INDORSE AIRMAN PERFORMANCE REPORTS (APR) 81B61 SUPERVISE CIVILIANS 80A24 PLAN BRIEFINGS 80E170 INTERPRET COMPUTER OUTPUT PRODUCTS 79C79 EVALUATE PERSONNEL FOR COMPLIANCE WITH PERFORMANCE

STANDARDS 78B57 INITIATE PERSONNEL ACTION REQUESTS, SUCH AS AF FORMS 2095

(ASSIGNMENT/PERSONNEL ACTION) 78A2 ASSIGN SPONSORS FOR NEWLY ASSIGNED PERSONNEL 78E163 EVALUATE WORK ORDERS 77A29 PLAN WORK ASSIGNMENTS 76C94 REVIEW AND EDIT RECOMMENDATIONS FOR AWRDS OR DECORATIONS 74E161 EVALUATE JOB ORDERS 73E173 MAINTAIN COUNSELING FORMS 73B64 SUPERVISE PRODUCTION CONTROL TECHNICIANS (AFSC 55570) 72C66 ANALYZE WORKLOAD REQUIREMENTS 72B63 SUPERVISE PRODUCTION CONTROL SPECIALISTS (AFSC 55550) 72A13 DEVELOP SELF-INSPECTION PROGRAMS 72C96 WRITE CIVILIAN PERFORMANCE APPRAISALS 71A3 DETERMINE APPROVAL LEVELS FOR JOB ORDERS 71A37 WRITE CIVILIAN POSITION DESCRIPTIONS 71A26 PLAN PHYSICAL LAYOUT OF PRODUCTION CONTROL CENTER (PCC) 71E211 REVIEW WORK ORDER FOLDERS 70A16 DRAFT DIRECTIVES 69E167 INITIATE AF FORMS 332 (BCE WORK REQUEST) 69

A4J.

TABLE A5

REPRESENTATIVE TASKS PERFORMED BYSARPMA CIVIL ENGINEERING PERSONNEL IJT

(STG067, N=12)

PERCENTMEMBERS

TASKS PERFORMING

E169 INPUT MATERIAL REQUIREMENTS INTO SUPPLY SYSTEM 100A5 DETERMINE EQUIPMENT REQUIREMENTS 100C91 PERFORM JOB SITE CHECKS 92A23 PARTICIPATE IN BRIEFINGS 84A7 DETERMINE PERSONNEL MANNING REQUIREMENTS 76E164 INITIATE AF FORMS 103 (BASE CIVIL ENGINEERING WORK

CLEARANCE REQUEST) 76E165 INITIATE AF FORMS 1879 (BCE JOB ORDER RECORD) 761307 ESTIMATE SIMPLE SINGLE CRAFT JOB ORDERS USING OTHER THAN

EPS 76E211 REVIEW WORK ORDER FOLDERS 69E210 REVIEW JOB ORDER PACKAGES 691332 RESEARCH STATUS OF REQUESTED WORK 69K374 COORDINATE SHOP WORK REQUIREMENTS WITH OTHER BCE AND BASE 6

AGENCIES 69

E170 INTERPRET COMPUTER OUTPUT PRODUCTS 611331 PROVIDE STATUS OF REQUESTED WORK TO CUSTOMERS 61A29 PLAN WORK ASSIGNMENTS 53A14 DEVELOP WORK METHODS 531288 ADVISE CUSTOMERS ON WORK REQUIREMENTS 531308 EVALUATE WRITTEN WORK REQUESTS 53E154 ANNOTATE AF FORMS 103 (BASE CIVIL ENGINEERING WORK

CLEARANCE REQUEST) 53E163 EVALUATE WORK ORDERS 46C97 WRITE INSPECTION REPORTS 46L428 ANALYZE WORK PLANS 46E161 EVALUATE JOB ORDERS 46K386 INPUT LABOR MAN-HOURS INTO COMPUTER SYSTEM 46A15 DRAFT BUDGET REQUIREMENTS 38C66 ANALYZE WORKLOAD REQUIREMENTS 38E209 REVIEW FACILITY JACKET FILES 38

A5

TABLE A6

REPRESENTATIVE TASKS PERFORMED BYIWP PROGRAMMERS(STG55, N=32)

PERCENTMEMBERS

TASKS PERFORMING

K379 DEVELOP IN-SERVICE WORK PLANS 81K381 ESTABLISH START DATES FOR WORK ORDERS 81E193 PERFORM FILE MAINTENANCE ON WORK ORDER MASTER (WCM) FILES 81E194 PERFORM FILE MAINTENANCE ON WORK ORDER SHOP (WCN) FILES 81E211 REVIEW WORK ORDER FOLDERS 81K380 ESTABLISH COMPLETION DATES FOR WORK ORDERS 78K398 MAKE ENTRIES ON AF FORMS 919 (BCE IN-SERVICE WORK PLAN

WORKSHEET) 78K394 MAINTAIN IN-SERVICE WORK PLANS 75K397 -MAINTAIN WORK ORDER PROGRAMMING FILES 71K406 PREPARE IN-SERVICE WORK PLANS 68K391 MAINTAIN BEAMS MONTHLY IN-SERVICE WORK PLAN REPORTS 68K387 INPUT MONTHLY LABOR ESTIMATES INTO COMPUTER SYSTEM 65K366 ANALYZE WORK STATUS REPORTS, SUCH AS AF FORM 919 (BCE

IN-SERVICE WORK PLAN WORKSHEET) 59K383 IDENTIFY CARRY OVER WORK 59K409 REVIEW BCE IN-SERVICE WORK PLANS 59E170 INTERPRET COMPUTER OUTPUT PRODUCTS 59E205 REVIEW BEAMS AUTOMATED SCHEDULING PRODUCTS 56E189 MONITOR AF FORMS 327 (BASE CIVIL ENGINEER WORK ORDER) 53E183 MAKE ENTRIES ON AF FORMS 327 (BASE CIVIL ENGINEER WORK

ORDER) OTHER THAN WHEN INITIATING 53K419 UPDATE WORK STATUS 50E200 PROCESS AF FORMS 327 (BASE CIVIL ENGINEER WORK ORDER) 50K401 MONITOR SCHEDULED WORK 50K402 MONITOR WORK FLOW 50K408 PREPARE WORK ORDER STRIPS 43K418 UPDATE WORK ORDER STRIPS 43E192 PERFORM FILE MAINTENANCE ON MULTI-FACILITY (MFT) FILES 43K385 INITIATE CHANGE ORDERS FOR WORK ORDERS 43E204 REVIEW BEAMS AUTOMATED COST CENTER RECURRING WORK LISTS 40K386 INPUT LABOR MAN-HOURS INTO COMPUTER SYSTEM 341332 RESEARCH STATUS OF REQUESTED WORK 34

A6

IA

TABLE A7

REPRESENTATIVE TASKS PERFORMED BYMAINTENANCE SCHEDULERS/CONTROLLERS CLUSTER

(STG047, N=65)

PERCENTMEMBERS

TASKS PERFORMING

K386 INPUT LABOR MAN-HOURS INTO COMPUTER SYSTEM 72K390 MAINTAIN AF FORMS 561 (BASE CIVIL ENGINEERING WEEKLY

SCHEDULE) 70K389 MAINTAIN AF FORMS 1734 (BCE DAILY WORK SCHEDULE) 67E185 MAKE ENTRIES ON AF FORMS 561 (BASE CIVIL ENGINEERING

WEEKLY SCHEDULE) OTHER THAN WHEN INITIATING 66E182 MAKE ENTRIES ON AF FORMS 1879 (BCE JOB ORDER RECORD) 61K384 INITIATE AF FORMS 561 (BASE CIVIL ENGINEERING WEEKLY

SCHEDULE) 52K407 PREPARE WEEKLY WORK SCHEDULES 52K383 IDENTIFY CARRY OVER WORK 52K401 MONITOR SCHEDULED WORK 49K373 COORDINATE SCHEDULED WORK WITH CUSTOMERS 47K405 PREPARE DAILY WORK SCHEDULES 46E188 MONITOR AF FORMS 1879 (BCE JOB ORDER RECORD) 44K392 MAINTAIN FILE OF COMPLETED AF FORMS 1734 (BCE DAILY WORK

SCHEDULE) 44K378 DEVELOP BCE WORK SCHEDULES 431302 DOWNGRADE JOB ORDERS 43E165 INITIATE AF FORMS 1879 (BCE JOB ORDER RECORD) 43K422 VERIFY ACCURACY OF AF FORMS 1734 (BCE DAILY WORK SCHEDULE) 41A22 ESTABLISH WORK SCHEDULES 41K393 MAINTAIN FILE OF COMPLETED AF FORMS 561 (BASE CIVJL

ENGINEERING WEEKLY SCHEDULE) 29E170 INTERPRET COMPUTER OUTPUT PRODUCTS 29E211 REVIEW WORK ORDER FOLDERS 29K368 CONDUCT WEEKLY SCHEDULING MEETINGS 26E210 REVIEW JOB ORDER PACKAGES 24K396 MAINTAIN RECURRING WORK PROGRAMS 23K402 MONITOR WORK FLOW 23

A7

" ",

TABLE A8

REPRESENTATIVE TASKS PERFORMED BYPRIME BEEF AND READINESS PERSONNEL CLUSTER

(STGO88, N=87)

PERCENTMEMBERS

TASKS PERFORMING

M463 BRIEF CE PERSONNEL ON PRIME BEEF PROGRAMS 88M467 COORDINATE CONTINGENCY TRAINING WITH APPROPRIATE AGENCIES 82M521 SCHEDULE TRAINING FOR PRIME BEEF MEMBERS 80N535 FIRE M-16 RIFLES 80C70 EVALUATE BASE ENGINEER EMERGENCY FORCE (PRIME BEEF)

OPERATIONS 7914485 IDENTIFY PERSONNEL REQUIREMENTS FOR DEPLOYMENTS 79A23 PARTICIPATE IN BRIEFINGS 790473 COORDINATE TRAINING FOR PRIME BEEF AND RECOVERY FORCE

PERSONNEL WITH OTHER BCE AND BASE AGENCIES 77M484 IDENTIFY EQUIPMENT REQUIREMENTS FOR DEPLOYIENTS 75M486 IDENTIFY PERSONNEL REQUIREMENTS FOR MOBILITY OPERATIONS 74M476 DEVELOP CE MOBILITY INSPECTION CHECKLISTS 74M470 COORDINATE MOBILITY EXERCISE OR CONTINGENCY REQUIREMENTS

WITH PARTICIPATING UNITS 74 4M471 COORDINATE ON LEAVE REQUESTS 73M511 MONITOR PRIME BEEF TEAM CHIEF RESPONSIBILITIES AND

REQUIREMENTS 73D104 CONDUCT MOBILITY TRAINING 72M505 MAINTAIN RECALL ROSTERS 72M491 MAINIAiN CONTINGENCY STORAGE WAREHOUSES 72M517 PREPARE UNITREP REPORTS 72M483 IDENTIFY CONTINGENCY SHORT FALLS 72M465 CONDUCT UNIT MOBILITY SELF-INSPECTIONS 72M459 ANALYZE CIVIL ENGINEERING PART OF MOBILITY EXERCISE OR

DEPLOYMENT AFTER ACTION REPORTS 70M462 BRIEF CE PERSONNEL ON BASE DISASTER PREPAREDNESS PROGRAMS 70M513 PERFORM ANNUAL INSPECTION OF TEAM KITS 70F233 MAKE ENTRIES ON AF FORMS 1297 (TEMPORARY ISSUE RECEIPT) 70M504 MAINTAIN PRIME BEEF MANAGEMENT FILES 68 -

M516 PREPARE RECALL ROSTERS 68M510 MONITOR PRIME BEEF PROJECTS 68A32 REVIEW DISASTER PREPAREDNESS PLANS 68N528 DON OR DOFF CHEMICAL WARFARE PERSONAL PROTFCTIVE CLOTHING 68M472 COORDINATE RECOVERY PLANS WITH OTHER BCE AND BASE 68M496 MAINTAIN FILE OF UNIT REPRESENTATIVE (UNITREP) REPORTS 67B65 UPDATE CONTINGENCY PLANS 67B59 ORIENT NEWLY ASSIGNED PERSONNEL 67M482 IDENTIFY CONTINGENCY LIMITING FACTORS (LIMFAC) 67M464 CONDUCT MOBILITY EXERCISE OR DEPLOYMENT SITE SURVEYS 67M492 MAINTAIN CONTINGENCY TOOL KITS 66

A8

TABLE A9

REPRESENTATIVE TASKS PERFORMED BYCONTINGENCY PERSONNEL CLUSTER

(STG068, N=22)

PERCENTMEMBERS

TASKS PERFORMING

N546 OPERATE PORTABLE RADIOS 100N580 TEAR DOWN, INSPECT, CLEAN, AND REASSEMBLE M-16 RIFLES 95N528 DON OR DOFF CHEMICAL WARFARE PERSONAL PROTECTIVE CLOTHING 90N572 PRACTICE OPSEC DURING CONTINGENCY EXERCISES OR OPERATIONS 72N570 PRACTICE COMSEC DURING CONTINGENCY EXERCISES OR

OPERATIONS 72N575 PREPARE PERSONAL CLOTHING FOR DEPLOYMENTS 8N568 PLOT DAMAGE ASSESSMENTS 63N537 IDENTIFY CHEMICAL WARFARE AGENTS 59N533 ERECT TtNTS 59N554 PERFORM DAMAGE CONTROL COMMAND AND CONTROL FUNCTIONS 54N524 ASSEMBLE AM-2 MATTING FOR RAPID RUNWAY REPAIRS 54N562 PERFORM PERSONAL HYGIENE TECHNIQUES UNDER FIELD

CONDITIONS 54N561 PERFORM MILITARY FIELD SANITATION TECHNIQUES 54N573 PRACTICE SELF-PROTECTION FROM EXTREME WEATHER 50N559 PERFORM FIRST AID LIFESAVING TECHNIQUES 50A23 PARTICIPATE IN BRIEFINGS 50N569 PRACTICE BASE DENIAL TECHNIQUES 45E170 INTERPRET COMPUTER OUTPUT PRODUCTS 40N574 PREPARE EQUIPMENT FOR DEPLOYMENTS 40N571 PRACTICE CONVOY TECHNIQUES FOR WORK PARTY SECURITY 40N556 PERFORM DECONTAMINATION PROCEDURES FOR CHEMICAL WARFARE

AGENTS 36N558 PERFORM EXPLOSIVE ORDNANCE RECONNAISSANCE 36N560 PERFORM INDIVIDUAL MOVEMENT TECHNIQUES FOR WORK PARTY

SECURITY 36N534 FIRE .38 CALIBER PISTOLS 36B41 COMPILE DATA FOR STAFF STUDIES 31N555 PERFORM DAMAGE CONTROL DUTIES, OTHER THAN COMMAND AND

CONTROL FUNCTIONS 31N552 PERFORM COVER AND CONCEALMENT TECHNIQUES FOR WORK PARTY

SECURITY 31N579 TEAR DOWN, INSPECT, CLEAN, AND REASSEMBLE .38 CALIBER

PISTOLS 31N548 PACK CONTINGENCY EQUIPMENT 27 -

N553 PERFORM DAMAGE ASSESSMENTS 27N538 LAY AM-2 MATTING FOR AIRCRAFT PARKING REVETMENTS 27E172 MAINTAIN CORRESPONDENCE FILES 22C99 WRITE SPECIAL REPORTS, OTHER THAN TRAINING REPORTS 22E174 MAINTAIN PUBLICATION FILES, OTHER THAN TECHNICAL ORDERS 18

A9

TABLE AlO

REPRESENTATIVE TASKS PERFORMED BYGENERAL SUPPLY PERSONNEL

(STG147, N=5)

PERCENTMEMBERS

TASKS PERFORMING

F240 PREPARE LETTERS OF JUSTIFICATION FOR SUPPLY-RELATED MATTERS 100F229 MAINTAIN ORGANIZATIONAL EQUIPMENT RECORDS 100F242 PREPARE SOLE-SOURCE LETTERS FOR LOCAL PURCHASE 100F237 MAKE ENTRIES ON DD FORMS 1348-6 (DOD SINGLE LINE ITEM

REQUISITION SYSTEM DOCUMENT (MANUAL - LONG FORM) 80F241 PREPARE REQUISITIONS FOR LOCAL PURCHASE OF EQUIPMENT 80F239 PREPARE DOCUMENTATION TO TURN IN EXCESS PROPERTY 80F230 MAINTAIN ORGANIZATIONAL SUPPLY RECORDS 80F223 IDENTIFY SUPPLY PROBLEMS 80F231 MAINTAIN PROPERTY CUSTODY AUTHORIZATION/CUSTODY RECEIPT

LISTINGS (CA/CRL) 80F234 MAKE ENTRIES ON AF FORMS 601 (EQUIPMENT ACTION REQUEST) 80F218 ESTABLISH SUPPLY REQUIREMENTS 80F232 MAKE ENTR TES ON AF FORMS 126 (CUSTODIAN REQUEST LOG) 80F224 INVENTORY ORGANIZATIONAL EQUIPMENT 80F233 MAKE ENTRIES ON AF FORMS 1297 (TEMPORARY ISSUE RECEIPT) 80F226 ISSUE SUPPLIES soE163 EVALUATE WORK ORDERS 80F215 COMPLETE AF FORMS 2005 (ISSUE/TURN IN REQUEST) 60C91 PERFORM JOB SITE CHECKS 60F236 MAKE ENTRIES ON DD FORMS 1348-1 (DOD SINGLE LINE ITEM RELEASE/

RECEIPT DOCUMENT) 60A30 PREPARE BRIEFINGS 60E176 MAINTAIN STOCK LEVELS OF OFFICE SUPPLIES 60F244 REQUISITION TOOLS 60F243 REQUISITION EQUIPMENT, OTHER THAN FOR READINESS AND

CONTINGENCY TEAMS 60F222 EVALUATE SUPPLY PROBLEMS 60F227 LOG TURN-IN OF EQUIPMENT 60F238 PREPARE DOCUMENTATION TO TRANSFER ORGANIZATIONAL EQUIPMENT

TO OTHER UNITS 60C67 CONDUCT FINAL INSPECTIONS OF COMPLETED WORK 60C73 EVALUATE CONTRACTOR PERFORMANCE 60

5-

AlO

'~~ ~~~ ~~~~ %.( ~ . ~ 5 F. W ~ 5

I

TABLE All

REPRESENTATIVE TASKS PERFORMED BYINDUSTRIAL ENGINEERS IJT

(STGO82, N=35)

PERCENTMEMBERS

TASKS PERFORMING

G260 DEVELOP SOLUTIONS TO PROBLEMS IDENTIFIED WITHIN BEAMS 85 "G245 ANALYZE IMPACT OF BEAMS CHANGES 85G255 DEVELOP AIR FORCE ON-LINE DATA SYSTEM (AFOLDS) RETRIEVALS 82A23 PARTICIPATE IN BRIEFINGS 77L448 PERFORM BEAMS MANAGEMENT FUNCTIONS 74 .

G262 MONITOR BEAMS SCHEDULES 74G247 ANALYZE IMPACT OF BEAMS CONVERSIONS 74E170 INTERPRET COMPUTER OUTPUT PRODUCTS 71G264 SCHEDULE FREQUENCY OF AUTOMATED PRODUCTS 71A13 DEVELOP SELF-INSPECTION PROGRAMS 68G248 ANALYZE IMPACT OF BEAMS MODIFICATIONS 68G250 CONDUCT TRAINING ON BEAMS OPERATIONS 68E207 REVIEW END-OF-DAY VALIDATION COMPUTER LISTINGS 65L442 MONITOR SELF-INSPECTION PROGRAMS 65G261 INSPECT ASSIGNED BCE AUTOMATED DATA PROCESSING EQUIPMENT 65G252 CONTROL NONSTANDARD CORRECTION TRANSACTIONS, SUCH AS DIRK

AND FIX 65G249 ASSIGN BEAMS PASSWORDS TO USERS 65G251 CONDUCT TRAINING ON BEAMS UTILIZATION 65B42 CONDUCT BRIEFINGS 62G265 VERIFY INTEGRITY OF BEAMS DATA BASE, SUCH AS AFTER DOWN

TIMES OR CONVERSIONS 62G263 PERFORM MINOR MAINTENANCE ON PRINTERS 62N535 FIRE M-16 RIFLES 62B41 COMPILE DATA FOR STAFF STUDIES 60A30 PREPARE BRIEFINGS 57G246 ANALYZE IMPACT OF BEAMS COMPUTER DIRECTED TRAINING SYSTEM

(CDTS) TENTS 57E205 REVIEW BEAMS AUTOMATED SCHEDULING PRODUCTS 54G257 DEVELOP SCHEDULES FOR BEAMS CHANGES 54N580 TEAR DOWN, INSPECT, CLEAN, AND REASSEMBLE M-16 RIFLES 54G258 DEVELOP SCHEDULES FOR BEAMS CONVERSIONS 51A24 PLAN BRIEFINGS 51G254 COORDINATE AF FORMS 1815 (B3500/B263/H800/200 DIFFICULTY

REPORT (DIREP) 1WITH OTHER BCE AND BASE AGENCIES 51E206 REVIEW BEAMS EXECUTIVE MANAGEMENT PRODUCTS 48A16 DRAFT DIRECTIVES 48L445 PERFORM ANALYTICAL STUDIES ON OPERATING DATA TO DETERMINE

EFFICIENCY OF WORK FORCE 45L449 PERFORM COMPUTER BACKUP FUNCTIONS 42

All

'U ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ! AUU -. S ..- ~--'*---- >* **

TABLE A12

REPRESENTATIVE TASKS PERFORMED BYWIMS MONITORS iJT(STG116, N=12)

PERCENTMEMBERS

TASKS PERFORMING

L456 PERFORM WIMS DATA BASE MANAGEMENT FUNCTIONS 100L443 MONITOR WIMS HARDWARE EQUIPMENT 100L450 PERFORM COMPUTER RESTORE FUNCTIONS 91H271 DEVELOP WIMS MANAGEMENT REPORTS 91L431 CONTROL PASSWORDS FOR WIMS 91H272 DEVELOP WIMS SOFTWARE PROGRAMS 91H283 PREPARE WIMS MANAGEMENT REPORTS 83L449 PERFORM COMPUTER BACKUP FUNCTIONS 75E170 INTERPRET COMPUTER OUTPUT PRODUCTS 75H278 MODIFY WIMS SOFTWARE PROGRAMS 75L440 MAINTAIN WIMS COMPLETED JOB ORDER TAPE FILES 66L444 MONITOR WIMS HARDWARE MAINTENANCE CONTRACTS 66H273 DISTRIBUTE WIMS MANAGEMENT REPORTS 66A23 PARTICIPATE IN BRIEFINGS 66D140 PLAN TRAINING, OTHER THAN OJT 58A30 PREPARE BRIEFINGS 50D11O CONDUCT TRAINING BRIEFINGS 50D103 CONDUCT LOCAL CLASSROOM TRAINING 50B42 CONDUCT BRIEFINGS 50G263 PERFORM MINOR MAINTENANCE ON PRINTERS 41A24 PLAN BRIEFINGS 41B59 ORIENT NEWLY ASSIGNED PERSONNEL 41D141 PREPARE LESSON PLANS 41E207 REVIEW END-OF-DAY VALIDATION COMPUTER LISTINGS 41D130 IMPLEMENT TRAINING PROGRAMS, OTHER THAN OJT 33F224 INVENTORY ORGANIZATIONAL EQUIPMENT 33N554 PERFORM DAMAGE CONTROL COMMAND AND CONTROL FUNCTIONS 33D115 DEVELOP NEW EQUIPMENT TRAINING PROGRAMS 33E195 PERFORM OPERATOR MAINTENANCE ON GENERAL OFFICE EQUIPMENT 25H275 IDENTIFY WIMS IN-SERVICE WORK PLAN IMBALANCES 25L446 PERFORM ANALYTICAL STUDIES ON OPERATING DATA TO DETERMINE

PROGRESS 25D133 MAINTAIN TRAINING AIDS 16C71 EVALUATE BUDGET REQUIREMENTS 16

A12

-~ - *je~~ ~ ~~,

TABLE A13

REPRESENTATIVE TASKS PERFORMED BYQUALITY ASSURANCE PERSONNEL

(STGO54, N=23)

PERCENTMEMBERS

TASKS PERFORMING

C73 EVALUATE CONTRACTOR PERFORMANCE 100C79 EVALUATE PERSONNEL FOR COMPLIANCE WITH PERFORMANCE

STANDARDS 100C91 PERFORM JOB SITE CHECKS 87C85 EVALUATE WORK SCHEDULES 87C67 CONDUCT FINAL INSPECTIONS OF COMPLETED WORK 87E163 EVALUATE WORK ORDERS 75E161 EVALUATE JOB ORDERS 75C76 EVALUATE INSPECTION REPORT FINDINGS 75C80 EVALUATE PROPOSED PUBLICATIONS 75C77 EVALUATE MAINTENANCE OF EQUIPMENT 75E190 MONITOR AF FORMS 332 (BCE WORK REQUEST) 75A23 PARTICIPATE IN BRIEFINGS 75C81 EVALUATE QUALITY CONTROL PROCEDURES 62C68 CONDUCT INFORMAL INSPECTIONS OF ASSIGNED SHOPS 62E188 MONITOR AF FORMS 1879 (BCE JOB ORDER RECORD) 62C66 ANALYZE WORKLOAD REQUIREMENTS 62E209 REVIEW FACILITY JACKET FILES 62E211 REVIEW WORK ORDER FOLDERS 62C99 WRITE SPECIAL REPORTS, OTHER THAN TRAINING REPORTS 62E210 REVIEW JOB ORDER PACKAGES 62F221 EVALUATE SERVICEABILITY OF EQUIPMENT 62E203 REVIEW AUTOMATED SCHEDULING PRODUCTS, OTHER THAN BEAMS 62E162 EVALUATE QUALITY CONTROL EVALUATION DATA 50C97 WRITE INSPECTION REPORTS 501308 EVALUATE WRITTEN WORK REQUESTS 50E189 MONITOR AF FORMS 327 (BASE CIVIL ENGINEER WORK ORDER) 50C62 EVALUATE SAFETY PROGRAMS 50F220 EVALUATE EQUIPMENT AUTHORIZATION CHANGES 50F222 EVALUATE SUPPLY PROBLEMS 50E155 COMPILE QUALITY CONTROL EVALUATION DATA 37E202 REVIEW AUTOMATED COST CENTER RECURRING WORK LISTS, OTHER

THAN BEAMS 37E191 MONIOR RECEIPT OF BCE QUALITY CONTROL EVALUATION FORMS 37

A131

TABLE A14

REPRESENTATIVE TASKS PERFORMED BYTRAINING PERSONNEL IJT

(STG446, N=7)

PERCENTMEMBERS

TASKS PERFORMING

D124 EVALUATE PROGRESS OF RESIDENT COURSE STUDENTS 100D150 SCORE TESTS 100DIO0 ADMINISTER TESTS 100D141 PREPARE LESSON PLANS 100D133 MAINTAIN TRAINING AIDS 100D106 CONDUCT RESIDENT COURSE CLASSROOM TRAINING 85Dill COUNSEL TRAINEES ON TRAINING PROGRESS 85G251 CONDUCT TRAINING ON BEAMS UTILIZATION 85G250 CONDUCT TRAINING ON BEAMS OPERATIONS 85D112 DEMONSTRATE HOW TO LOCATE TECHNICAL INFORMATION 85D153 WRITE TEST QUESTIONS 85D103 CONDUCT LOCAL CLASSROOM TRAINING 71D131 INSPECT TRAINING AIDS FOR OPERATION 71D132 MAINTAIN STUDY REFERENCE FILES 71D127 EVALUATE TRAINING METHODS OR TECHNIQUES 71D126 EVALUATE TRAINING AIDS FOR SUITABILITY 71D134 MAINTAIN TRAINING RECORDS 71D116 DEVELOP RESIDENT COURSE CURRICULUM MATERIALS 71E173 MAINTAIN COUNSELING FORMS 71D128 EVALUATE TRAINING PROGRAM EFFECTIVENESS 57D118 DEVELOP TRAINING AIDS 57C88 INSPECT PERSONNEL FOR COMPLIANCE WITH MILITARY STANDARDS 42D142 PREPARE TRAINING EVALUATION FORMS 42D140 PLAN TRAINING, OTHER THAN OJT 42F224 INVENTORY ORGANIZATIONAL EQUIPMENT 42B58 INTERPRET DIRECTIVES FOR SUBORDINATES 28B43 COUNSEL SUBORDINATES ON MILITARY-RELATED MATTERS 28C79 EVALUATE PERSONNEL FOR COMPLIANCE WITH PERFORMANCE

STANDARDS 28G265 VERIFY INTEGRITY OF BEAMS DATA BASE, SUCH AS AFTER DOWN

TIMES OR CONVERSIONS 28D11O CONDUCT TRAINING BRIEFINGS 28D109 CONDUCT SPECIALIZED TRAINING 28J349 ISSUE AND CONTROL BCE KEYS 14 p

A14

A141

APPENDIX B

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