Air Force Maintenance Depots--The Need for More Responsiveness to Mobilization as Well as Peacetime Efficiency

LCD-77-425: Published: Oct 21, 1977. Publicly Released: Oct 21, 1977.

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The Air Force maintains depot repair capability to ensure a controlled source of competence to keep aircraft and other equipment ready in peacetime, sustain this hardware in the initial surge of a contingency or war, and provide a base for rapid expansion. Immediate and flexible responsiveness is considered to be a higher priority than the need to obtain efficiency for peacetime operations.

The Air Force has made significant progress in measuring the depot capability and capacity needed to meet mobilization needs. As currently configured, however, maintenance depots cannot support requirements for a surge period for weapon systems. Flying hour estimates for high-surge transport estimates exceed the number possible under present conditions.

Recommendation for Executive Action

  1. Status: Closed

    Comments: Please call 202/512-6100 for additional information.

    Recommendation: The Secretary of Defense, together with the Secretary of the Air Force, should: (1) establish more realistic surge data for each weapon system based upon what is achievable rather than what can be achieved under unlikely optimum conditions; (2) define what and how much contractors can support in mobilization; and (3) evaluate its people, facilities and equipment, and repair parts, including production bottlenecks, to achieve better alignment of its resources and more timely response. The Secretary of the Air Force should require the Air Force Logistics Command (AFLC) to: (1) increase methods work significantly; (2) review, upgrade, update, and control labor standards; and (3) make fuller use of various productivity measurement tools. AFLC efforts to motivate its people could be enhanced if the command were to: (1) ensure first-line supervisors understand and fully exploit the advantages of the appraisal system; (2) develop better means to recognize degrees of individual performance; (3) better recognize the impact of pay scales in motivating employees; (4) increase the use of awards; and (5) accurately monitor training efforts and evaluate the results.

    Agency Affected:

 

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