us }) l 0 I . (:; /5 : R ?> I I<-( TN 420-10-01 r .~ 31 March 1990 \ t ( (';, ' ' BISON \j )·I DI1flECTORATE OF ENGINEERING AND HOUSING RESOURCES MANAGEMENT SYSTEM HANDBOOK STATE UN !VE RSITY OF NEW YORK AT BUFFALO SEP 6 "i990 DOCUMENTS DEPOSITORY LIBRARY 0433 U.S. ARMY ENGINEERING AND HOUSING SUPPORT CENTER 31 MARCH 1990 DEPARTMENT OF THE ARMY US Army Engineering and Housing Support Center Fort Belvoir, VA 22060-5516 Technical Note 31 March 1990 No. 420-10-01 FACILITIES ENGINEERING Management DIRECTORATE OF ENGINEERING AND HOUSING RESOURCES MANAGEMENT SYSTEM 1. Purpose. The purpose of this technical note is to provide guidance on the Directorate of Engineering and Housing Resources Management System. 2. Applicability. This technical note applies to all Army facilities engineering activities. 3. Reference. AR 420-10, Management of Installation Directorates of Engineering and Housing, 2 July 1987. 4. Discussion. a. AR 420-10 contains the policy for managing Installation Directorates of Engineering and Housing (DEH). b. This technical note replaces DA Pamphlet 420-6 as the technical guidance document that addresses the DEH management system. 5. Point of contact. Questions and/or comments regarding this subject, which cannot be resolved at installation or MACOM level, should be directed to US Army Engineering and Housing Support Center, Directorate of Facilities Engineering, CEHSC-FM-M, Fort Belvoir, VA 22060-5516, at AUTOVON 345-2395/3608 or (703) 355-2395/3608. FOR THE DIRECTOR: ~1if- ROBERT D. WOLFF Director of Facilities Engineering TN 420-10-01 31 March 1990 DIRECTORATE OF ENGINEERING AND HOUSING RESOURCES MANAGEMENT SYSTEM HANDBOOK U.S. ARMY ENGINEERING AND HOUSING SUPPORT CENTER 31 MARCH 1990 TN 420-10-01 31 March 1990 Directorate of Engineering and Housing Resources Management System Handbook Summary. This handbook is for use by the Directorate of Engineering and Housing (DEH) and provides guidance on efficiently managing the installation's Real Property Maintenance Activity (RPMA) and Army Family Housing (AFH) resources. As used in this handbook, DEH is considered a generic term that includes those installation organizational elements that are responsible for executing the RPMA engineering and housing functions. The guidance covers methods for work identification, planning, and processing; procedures for applying DEH resources to the workload and for justifying and distributing RPMA and AFH funds; and nomination procedures and selection criteria for the DEH annual awards program. Although this guidance applies mainly to the Engineer Resources Management function, it affects all organizational elements engaged in RPMA. This handbook updates resource management functions to reflect use of DEH automation, contracting, and financial management systems. Those DEHs without automated systems should adapt the principles ofthis handbook to their manual systems. Applicability. This handbook applies to all Active Army installation DEHs regardless of size, location, command, or level of automation support. However, the mechanics by which its concepts are applied may vary from one installation to the next, depending on the size, DEH workload, level of automation, and level of contractual support. This handbook does not address certain unique housing management functions, which are covered by AR 210-50. This handbook applies in its entirety to the U.S. Army Reserve but not to the Army National Guard. Suggested Improvements. The proponent agency of this handbook is the U.S. Army Engineering and Housing Support Center. Users are invited to send comments and suggested improvements on DA Form 2028, Recommended Changes to Publications and Blank Forms, directly to the U.S. Army Engineering and Housing Support Center (CEHSC-FM-M), Ft. Belvoir, VA 22060-5516. Supersession. This handbook supersedes DA Pam 420-6, 15 May 1978 and DA Circular 420-86-1 in their entirety. 111 TN 420-10-01 31 March 1990 Contents Paragraph Page Chapter 1. INTRODUCTION Purpose .................................................... . 1-1 1-1 References .................................................. . 1-2 1-1 Explanation ofabbreviations ................................. . 1-3 1-1 Concept .................................................... . 1-4 1-1 Command support ........................................... . 1-5 1-1 2. ENGINEER RESOURCES MANAGEMENT . General .................................... , ............... . 2-1 2-1 Responsibilities ............................................. . 2-2 2-1 Functions .................................................. . 2-3 2-1 ERM support ............................................... . 2-4 2-3 Organization and staffing .................................... . 2-5 2-3 Work management .......................................... . 2-6 2-4 Facilities and location ....................................... . 2-7 2-6 3. RESOURCE PLANNING Planning ................................................... . 3-1 3-1 The planning process ........................................ . 3-2 3-1 DEH planning and programming documents .................. . 3-3 3-2 Resource Management Plan (RMP) ........ , .................. . 3-4 3-3 Real world planning ......................................... . 3-5 3-8 4. WORK PROCESSING Origins ofwork ............................................. . 4-1 4-1 Categories ofwork requirements .............................. . 4-2 4-1 Methods ofaccomplishment .................................. . 4-3 4-6 Flow ofwork documents ..................................... . 4-4 4-7 Work reception .............................................. . 4-5 4-9 Approval ................................................... . 4-6 4-13 Estimating ................................................. . 4-7 4-15 Material coordination ....................................... . 4-8 4-18 Scheduling ................................................. . 4-9 4-19 Execution ............................................. , .... . 4-10 4-23 Unaccomplished work ................................ : . ..... . 4-11 4-23 Work management in a commercial activities (CA) contract environment ............................... , .. ; ............. . 4-12 4-24 Engineering design .......................................... . 4-13 4-25 v TN 420-10-01 31 March 1990 Contents (Continued) Paragraph Chapter 5. REVIEW AND ANALYSIS General .....................·. . . . . . . . . . . . . . . . . . . ... . . . . . . . . . . . 5-1 Requirements for review and analysis program . . . . . . . . . . . . . . . . . . 5-2 Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3 Review and analysis organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4 Areas for review and analysis .......... , . . . . . . . . . . . . . . . . . . . . . . 5-5 Application ofreview and analysis techniques . . . . . . . . . . . . . . . . . . . 5-6 6. FINANCIAL MANAGEMENT Definition and objectives offinancial management . . . . . . . . . . . . . . 6-1 Importance offinancial management . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2 The functions offinancial management . . . . . . . . . . . . . . . . . . . . . . . . . 6-3 Putting the PPBES into practice at the DEH level ....... ~ . . . . . . . 6-4 DEH financial management roles ........................' . . . . . . 6-5 DEH as program manager .. , ..................... : . . . . . . . . . . . 6-6 DEH as PBAC member ............................. , / ~ . . . . . . 6-7 Funds restrictions and limitations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8 Automated information support for financial management . . . . . . . 6-9 Aggressive financial management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-10 7. AUTOMATED DEH MANAGEMENT SYSTEMS Overview .......... ·................................... :...... 7-1 Benefits ofautomation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2 DEH automation environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3 Arniy Information Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4 DEH information processing resources ................. :. . . . . . . . 7-5 Automated systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-6 8. DEH ANNUAL AWARDS PROGRAM Overview .........................·. . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1 Individual awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2 Corporate awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-3 Nomination procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-4 Selection procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5 Presentation procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-6 Appendix A. REFERENCES . : ............. , · ......................................... . B. WORK MANAGEMENT SYSTEM CHECKLIST ........................... . C. FACILITY COMPONENT INSPECTION ................................. . D. ENGINEERED PERFORMANCE STANDARDS ........................... . E. RESOURCE MANAGEMENT PLAN ..................................... . F. SAMPLE WORK PRIORITY POLICY ..................................... . G. SAMPLE SHOP CODING STRUCTURE .................................. . Page 5-1 5-1 5-2 5-2 5-4 5-9 6-1 6-1 6-1 6-3 6-3 6-3 6-9 6-9 6-10 6-10 7-1 7-1 7-2 7-3 7-3 7-6 8-1 8-1 8-2 8-2 8-2 8-3 A -1 B -1 c -1 D -1 E -1 F -1 G -1 Vl TN 420-10-01 31 March 1990 Contents (Continued) Paragraph Page H. POTENTIAL IE STUDIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . H -1 I. EXAMPLE OF REVIEW AND ANALYSIS TECHNIQUES . . . . . . . . . . . . . . . . . . I -1 J. ELIGIBILITY AND EVALUATION CRITERIA FOR THE WILLIAM C. GRIBBLE JR., DEH EXECUTIVE OF THE YEAR A WARD . . . . . J -1 K. ELIGIBILITY AND EVALUATION CRITERIA FOR THE DEH ENGINEERING, PLANS, AND SERVICES EXECUTIVE OF THE YEAR AWARD................................................................. K -1 L. ELIGIBILITY AND EVALUATION CRITERIA FOR THE DEH ENGINEER, RESOURCES MANAGEMENT EXECUTIVE OF THE YEAR A WARD . . . . . . . L -1 M. ELIGIBILITY AND EVALUATION CRITERIA FOR THE DEH HOUSING EXECUTIVE OF THE YEAR AWARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M -1 N. ELIGIBILITY AND EVALUATION CRITERIA FOR THE DEH OPERATIONS AND MAINTENANCE EXECUTIVE OFTHEYEARAWARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . N -1 0. ELIGIBILITY AND EVALUATION CRITERIA FOR THE DEH SUPPORT EXECUTIVE OF THE YEAR AWARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 -1 P. ELIGIBILITY AND EVALUATION CRITERIA FOR THE MACOM SUPPORT TO THE DEH AWARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . P -1 Q. ELIGIBILITY AND EVALUATION CRITERIA FOR THE INSTALLATIONSUPPORTPROGRAMOFTHEYEARAWARD . . . . .. . . .. .. Q -1 R. ELIGIBILITY AND EVALUATION CRITERIA FOR THE DEH CONTRACTOR OF THE YEAR AWARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . R -1 S. DEHANNUALAWARDSPROGRAMNOMINATIONFORMAT . . . . . . . . . . . . S -1 T. DEH ANNUAL AWARDS PROGRAM SELECTION PROCESS AND PROCEDURES . .. . .. .. .. .. . .. .. .. .. .. . . . . . .. . . .. .. . .. . . . . . . . . . . . .. . T -1 GLOSSARY Gloss. 1 Vll TN 420-10-01 31 March 1990 Chapter 1 Introduction 1-1. Purpose. This handbook, together with the TB 420 series, and AR 210-50 provide the Directorate of Engineering and Housing (DEH) with a system designed to effectively manage the organization, as directed by AR420-10. 1·2. References. Required and related publications are listed in appendix A. 1-3. Explanation of abbreviations. Abbreviations used in this handbook are identified in the glossary. 1·4. Concept. DEH operations are diverse and complex, requiring an in-house workforce and/or a contract capability with skills in professional engineering, management, and the crafts and trades. It must also be organized to cope with varying requirements. The requirements placed on the DEH organization normally outweigh the resources available. A sound management system is essential for increasing its productivity and attaining maximum return for resources expended to accomplish the engineering and housing mission. This management system must provide the DEH with the tools to make effective decisions, the information to deal with both complex and routine engineering problems, and the ability to expedite simple repairs. The DEH organization will meet the requirements placed on it through proper planning, programming, financial management, and performance evaluation, using a day-to-day flow of information and reports that involve work classification, constraints, status, and cost. The DEH may utilize available automated management information systems to facilitate each of these. An important aspect of the management system is to provide timely information, allowing the DEH to predict and diagnose problem areas causing waste and inefficiency. The management system described in this handbook cannot cover every circumstance likely to be encountered. There may also be instances in which better methods exist than those described in this handbook. In those cases, DEH management must rely upon experience and sound judgment to accomplish the job in the best possible manner, with the most effective use of available resources. 1·5. Command support. The DEH management system must receive support from installation commanders to work successfully. This support may be best demonstrated by requiring work to be accomplished in accordance with planned and approved priorities. DEH performance is more efficient when the work is executed according to a preconceived plan. Minimizing disruption to established schedules will contribute substantially to attaining maximum efficiency. The benefits of the resources management system will not be attained unless responsible managers at all levels support the program by following these concepts in directing the work. 1-1 TN 420-10-01 31 March 1990 Chapter2 Engineer Resources Management 2·1. General. The Director, Engineering a..nd Housing will establish an organization in accordance with AR 5-3 and AR 420-10. The Directorate of Engineering and Housing (DEH) is the vehicle through which the Director accomplishes Real Property Maintenance Activity (RPMA) resources management. The Director will also establish an Engineer Resources Management (ERM) function. This may take the form of a division (ERMD) or branch (ERMB) within the DEH. These organizational elements are referenced interchangeably throughout this handbook. ERM serves as the primary staff element for coordinating and evaluating the RPMA and Army Family Housing (AFH) programs and is the focal point for much of the work management program described in this handbook. 2·2. Responsibilities. DEH resource management responsibilities are set forth in AR 420-10 and AR 5-3. In summary, they involve the following: a. Managing the financial planning, programming, budgeting, budget execution, accounting, and review activities for RPMA and AFH. b. Managing the engineer resources work management program, including work generation, work reception, work approval, job planning and estimating, material coordination, scheduling, recording/ reporting, review and analysis, and methods improvement. c. Managing the internal automated data processing systems support to the DEH and coordinating external systems support. d. Providing industrial engineering support to the DEH. e. Providing data for manpower surveys. 2·3. Functions. Typical ERM functions include: a. General (1) Managing DEH resources used to accomplish the RPMA and AFH mission including funding, equipment, and personnel. (2) Coordinating DEH manpower management activities. (3) Providing liaison and coordination for management programs such as internal control, Commercial Activities, and Army Efficiency Review Program, etc. (4) Administering contracts within delegated authorities, including conduct of quality assurance surveillance and evaluation ofcontractor performance. (5) Managing interservice support agreements within the DEH. 2-1 TN 420-10-01 31 March 1990 b. Budget Accountingand Statistics (1) Preparing estimates, budgets, and financial reports. (2) Providing fiscal services, such as financial management of reimbursable accounts and customers. (3) Monitoring budget execution and complying with fiscal laws and regulations regardingexpenditure offunds. c. Work Reception and Scheduling (1) Coordinating work planning and programming activities for the DEH. (2) Receiving and evaluating all facilities engineering work requests. (3) Determining method of work accomplishment (in-house, troop, contract, self-help); if contract performance, determining most suitable method. Note: ·In many cases the contract determination responsibility has been assigned to the Engineering, Plans, and Services Division. (4) Coordinating administrative approval ofall work. (5) Scheduling facilities engineering work.. (6) Overseeing DEH work recording and reporting activities. (7) Documenting the installations backlog of maintenance and repair (BMAR). d. Estimating and Facility Inspection (1) Planning and estimating work for in-house accomplishment. (2) Developing and coordinating material requirements for work orders. (3) Scheduling cyclical inspections, to include equipment in place, to systematically identifymaintenance and repair requirements. e. Management Engineering and Systems (1) Reviewing and analyzing completed work and recommending methods improvement. (2) Providing internal automated data processing systems administrative support to such systems as the Integrated Facilities System (IFS). (3) Coordinating external automated data processing systems requirements such as procurementand security with the Directorate oflnformation Management (DOIM). 2-2 TN 420-10-01 31 March 1990 (4) Providing and coordinating productivity improvement support services. f In accordance with procedures in AR 5-3, some installations may consolidate certain ERM functions under other staff elements, and they may substitute alternative procedures where necessitated by an altered organizational structure. 2-4. ERM support. ERM's primary role is to facilitate the planning, programming, budgeting, and execution of work. It cannot succeed in this role, however, without daily coordination with and support from the other elements within the DEH organization. A team effort involving the entire staff is absolutely essential to effective resources management. Among the key functions performed by others to support the ERM program are the following: a. Requirements identification and development (e.g., inputs for the unconstrained requirements report). b. Planning and program development (e.g., inputs for the resource management plan). c, Estimating (e.g., information on vendors). d. Financial management and budget support (e.g., inputs for the command operating budget). e. Contract management (e.g., advise on contract cost estimates for comparison with in-house costs). f Plan execution (e.g., work requirements for environmental clean-up). g. Technical advice (e.g., engineering advice on complex work estimates). h. Review and analysis (e.g., inputs for a quarterly DEH review and analysis meeting). i. Supply and material coordination (e.g., notification when materiel is on hand for installation job orders). 2-5. Organization and staffing a. Guidance for determining the staffing necessary to carry out the ERMs functions is provided in DA Pam 570-551, DA Pam 570-566 (for depots), and in the most efficient organization (MEO) plan as determined during a commercial activities (CA) review. b. Shop/trade personnel should not be assigned responsibilities for material coordination and job estimating functions, since such assignments are contrary to the objectives ofwork management, namely: (1) To improve the productivity ofthe workforce engaged in facilities engineering work. (2) To relieve maintenance supervisors, to the maximum practical extent, of administrative details that interfere with their direct supervision of maintenance forces. Furthermore, shop personnel should not prepare job estimates after the work is completed, which will be used to evaluate their performances. They may, however, be called upon from time to time to assist ERM personnel. 2-3 TN 420-10-01 31 March 1990 c. The ERM personnel should be cross-trained in as many functional responsibilities of the division as possible, to ensure continuity and accomplishment of divisional tasks when faced with reduced staffing or backlogs ofwork. 2-6. Work management a. Introduction. Work management is the systematic application of sound managerial principles and procedures for planning, coordinating, estimating, and scheduling all DEH work requirements to facilitate their accomplishment. Supervising, recording, and evaluating the DEH work performance is an important work management function for improving efficiency. b. Objectives. The major work management objectives ofthe DEH are to: (1) Apply sound industrial engineering techniques and management principles. (2) Ensure high-quality workmanship in all areas ofDEH performance. (3) Ensure a balanced, efficient method ofwork control for all DEH work at the installation level. (4) Attain the maximum practical return from resources expended for real property maintenance by keeping costs for management and administration low. c. Conditions. The Department of the Army's goal is to continuously improve the application of sound work management principles. The following factors support the need for more cost-effective maintenance, improved DEH mission productivity, and more effective work management: (1) Resources. During periods ofdiminishing resources, DEHs will be under pressure to provide the same level ofservice with fewer dollars. (2) Quality of life. The Army Communities of Excellence (ACOE) program (see DA Pamphlet 600-45) outlines a strategy for designing, building, and maintaining excellent facilities. The Army's fighting forces depend on the DEH to provide high-quality facilities that support a superior lifestyle and training environment. By encouraging pride in the Army communitie's in which they work, performance, productivity, and retention ofall Army personnel are enhanced. This will help to sustain troop readiness. (3) Cost of maintenance. In the shadow of spiraling technological advancements in building systems, the cost of maintaining and operating the facilities at Army installations is continually increasing. In addition, many facilities now in use have exceeded their economic life expectancy and require an everincreasing maintenance effort. (4) Readiness requirements. Inactive facilities must be maintained for indefinite periods in varying states ofreadiness. The standard of maintenance must be such that these facilities remain in usable condition at all times. Therefore, there must be a uniform, high standard of maintenance developed for each category of facility. (5) Army real property value, The largest fixed asset at all Army installations is their real property. It demands significant attention because ofits overwhelming replacement value. 2-4 TN 420-10-01 31 March 1990 d. Work management principles. To achieve the objectives of a sound work management system, the following principles are established as the foundation of a work management program (appendix B contains a checklist that may be used as a guideline for establishing or verifying work management procedures): (1) Planning. Work requirements including annual and long-range work programs, will be planned sufficiently in advance to ensure consideration of all requirements, orderly and economical execution of the work, and efficient use of available resources. This advance planning requires the coordinated efforts of the DEH's division supervisors and staff office personnel, and will ensure that workers can expend an increasing proportion oftheir time on actual work performance. (2) Reception. Specific work requirements are generated by DEH personnel, installation tenants and customers, preventative maintenance programs, and facility inspection programs (appendix C contains an explanation of facility inspection programs). All work requirements are funneled through the DEH work reception/work control function where they are evaluated for validity, checked for possible duplication, classified, scoped, checked for source of funding, prioritized, assigned a project number, and entered into an automated or manual work control system. A sound work reception function will minimize problems, work effort, and duplication by applying the work management principles contained in this handbook. (3) Estimating. Estimating performed in the DEH takes on several forms. First, preliminary estimates are made for work requirements needed for long-range planning and developing the Unconstrained Requirements Report (URR) and the Annual Work Plan (AWP). Secondly, more detailed estimates are used to verify the reasonableness of contractors' proposals. For in-house performance of work requirements, the job estimates must contain enough detailed information to enable approval action. The third type of estimate is generated after a work requirement is approved. These estimates must specify detailed quantities of labor hours, materials, and equipment that are required for procurement of materials, work scheduling, and performance evaluation. Engineered Performance Standards (EPS) or other established construction cost estimating data base (e.g., F. W. Dodge, R.S; Means)are the most accurate sources for estimating RPMA labor requirements. A detailed description ofEPS can be found in appendix D. (4) Material coordination. A good material coordination program is essential to avoid shop/trade personnel productivity losses. Lack of materials when and where they are needed can create shop level backlogs and waste productive shop time. A material coordination program should include a system for tracking materials by work order, tracking the status of material, and releasing work orders to the shops only when materials become available. (5) Scheduling. Well-developed work scheduling is important to achieve timely, coordinated, and efficient work performance by matching work requirements with resources. The DEH possesses an increasing number of tools by which work requirements can be accomplished. A work requirement can potentially be completed by in-house personnel, troop personnel, self-help program, or by contract. If by contract, then the choice must be made between purchase orders, service contracts, requirements contracts (including job-order contracts), and construction contracts. Therefore, scheduling at all levels is an important work management principle that determines which of the DEH's "tools" will be used for completing the work requirements. This not only enhances productivity, but also ensures that work is assigned to individual shops in an orderly manner, reducing the probability ofduplicated work performance. 2-5 TN 420-10-01 31 March 1990 (6) _ Supervising. , Quality superv1s10n is essential· to ensure that work is properly planned, organized, directed, executed, reported, and evaluated, It provides direct control over consumption of DEH resource~, ensures an optimum workforce utilization, and provides the most important step for quality control. _, (7) Financial accounting. Recording and reporting work performed is ·the minimum needed for performance e~aluation, for future planning and scheduling of similar work, and for reporting requirements ·demanded by higher authority. (8) Review and Analysis. One work management objective is improving DEH operations efficiency. The effectiveness of all work performed should continually be evaluated to determine whether an acceptable return has been obtained for the resources expended, and to identify improvements that will increase this return. This evaluation can be accomplished by comparing the work performed to predetermined standards such as the EPS. Operations analysis, methods studies, work sampling, and time studies can also be helpful. Evaluation ofthe work performed is frequently overlooked because of a shortage of in-house DEH personnel to do the work. However, good review and analysis can lead to improved work performance and productivity. Chapter 5 ofthis handbook contains a thorough discussion ofreview and analysis. (9) Improving performance. Appropriate actions should be taken as indicated by the results of the above-mentioned review and analysis techniques to improve the DEH work management efforts. 2-7. Facilities and location a. The ERM function should be accessible and convenient to all other DEH organizational elements and shop foremen. Periodically the ERM function should brief the installation and higher echelon personnel regarding the DEH activities and workload. b. To preclude disruption of the rest of the ERM and DEH activity, the work reception area should be separated from the rest of the ERM function but in an adjacent location so that communications between the groups are not impaired. This will also facilitate the normal flow ofoutside traffic to and from work reception. c. Customers should not be allowed to handcarry job order requests through the ERMD. Having a separate area for work reception makes enforcement of this policy more practical. d. Sufficient telephone lines should be installed in the ERMD to permit it to function efficiently and to minimize waiting time for incoming and outgoing calls. e. A hold-type telephonewith buzzer signal which permits the simultaneous receipt of incoming calls on more than one extension is advantageous for coordinating many calls among ERM personnel. A headset or speaker phone for the work reception clerk will also improve efficiency, since it facilitates filling out service orders or entering data into automated systems. f. A two-way intercommunication system connecting key personnel in the division with the operating division chiefs and other pertinent officers also will add to the efficiency ofthe office. g. Radio-controlled service trucks and other radio-equipped maintenance vehicles are recommended for emergency type work. Ifused, radios should be located near the service call desk and operating division chiefs' offices. 2-6 TN 420-10-01 31 March 1990 h. Telephone answering machines (as prescribed in AR 105-23) are helpful for receiving routineincoming service order requests after normal working hours or as a temporary substitute for a shortage of receptionists. It should be recognized, however, that some requesters may not provide adequate information, so it is important that outgoing messages prompt the requester for urgency of call, a point of contact, and anumber where he/she can be reached. The outgoing message on the answering machine should first providethe caller with a telephone number to call for emergencies. This emergency number should be for the firestation, EMCS, provost marshal, or other agency that can answer the telephone 24-hours a day. i. It is necessary that personnel in the ERM function have access to a conference room so that sensitiveresource management issues can be discussed privately. Generally, discussions are held between the ERMpersonnel and others outside the DEH including managers from other installation Divisions and Directorates and contractors. 2-7 TN 420-10-01 31 March 1990 Chapter 3 Resource Planning 3-1. Planning. No function is more critical to the accomplishment of the DEH mission than good planning. The need for planning exists within every function of the DEH organization. Planning not only maximizes effective use of resources, but also drives the budget process so essential to gaining those resources. In addition, effective planning results in the following: · a. Establishment of goals and objectives and the programs and strategies to achieve them. b. A proactive organization. c. Unity of purpose and direction within an organization. d. A realistic statement ofcapability. e. Integrated priorities. f Improved customer satisfaction. 3-2. The planning process. Good planning requires a logical process that translates an idea or objective into reality in the best manner possible. Within the Department of Defense (DoD), the planning, programming, and budgeting system (PPBS) is just such a process. The Army's resource management system parallels the DoD PPBS but includes a program and budget execution phase. The Army calls it the planning, programming, budgeting, and execution system (PPBES) (see figure 3-1). Though often associated with planning at the macro level, the principles of PPBES are also recommended for use in DEH planning. Each phase of the system is discussed briefly in the following paragraphs, but a more detailed description can be found in AR 1-1 and DA Pam 5-9. a. Planning. For the DEH, planning in the PPBES context involves determining an installation's desired capability and configuration, in real property management terms, to best achieve its purpose. This process normally results in a set oflong-range goals and objectives. b. Programming. In programming, specific requirements necessary to achieve the long-range goals and objectives are identified. The requirements are evaluated in terms of their resource implications and relative priority and then aligned in a logical time-phased sequence of accomplishment known as a program. For the DEH staff, programming requires identifying not only operation, maintenance, repair, and construction requirements, but also many related needs such as manpower, training, studies, equipment, and supplies. AR 420-10 requires that annual and long-range programs be planned sufficiently in advance. c. Budgeting. Budgeting involves formulating, justifying, and controlling the budget. In formulation, funding and workload estimates are developed in detail to reflect how funds are to be expended in support of the program. At the installation, this process is accomplished through development of the Command Operating Budget (COB). The COB must be justified at major Army command (MACOM) level on the basis of program needs and impacts. Once approved, budgeted funds are allocated and controlled in an orderly 3-1 TN 420-10-01 31 March 1990 Planning • Purpose • Desired Capability • Goals and Objectives Programming • Specify Requirements • Evaluate Resource Needs • Align Reqmt's w/ Resources (Program) Budgeting • Formulate • Justify • Control Execution· • Execute • Review • Analyze Figure 3-1. Planning, programming, budgeting, and execution system manner as the program is executed. It is important to note that the budget's accuracy, value, and justifiability are directly related to the program's quality. d. Execution. It is in execution, the final product, that the efforts of planning, programming, and budgeting finally come to fruition. Execution is the goal or objective, the very reason the other phases of the process exist. In addition, execution allows us to compare the actual result to the intended result. Is the result identical to what had initially been planned, programmed, and budgeted? If not, what changes in the planning process are needed? It is through such evaluation that managers are able to continually improve not only the process, but, more importantly, the result. Managers must maintain fiscal responsibility during the execution phase and assure that statutory floors, ceilings, and project dollar limitations are met to preclude any over obligations in the DEH fund availability. 3-3. DEH planning and programming documents. The types of plans encountered in a typical DEH cover a wide range, from energy, environmental, and historic preservation plans, to mobilization, stationing, and restationing plans to weekly or monthly in-house work plans. In terms of impact on the overall mission, the following plans are considered most significant: 3-2 TN 420-10-01 31 March 1990 a. Installation Master Plan. The Master Plan is an integrated series ofdocuments presenting in graphic,narrative, and tabular form the existing assets of an installation and a 20-year projection for its orderly and comprehensive development. It is used to perform the installation's various missions in the most efficient and economical manner. The Master Plan in large part reflects the desired development of an installation as affected by new construction and, therefore, serves as the foundation for various major and minor construction programs. Those programs include Military Construction, Army (MCA), Nonappropriated Fund (NAF), ArmyIndustrial Fund (AIF), Operations and Maintenance, Army (OMA), Army and Air Force Exchange Services (AAFES), Troop Support Agency (TSA), Army Family Housing (AFH), and Research, Development, Test, and Evaluation (ROTE). The Master Plan is discussed in detail in AR 210-20. b. Unconstrained Requirements Report (URR). The URR, a document that has historically lacked the planning input it deserves, identifies an installation's Real Property Maintenance Activities (RPMA)unconstrained resource requirements by appropriation for at least the budget and two following programyears:' It shows the total unconstrained requirements needed to operate and maintain the Army's real property investment. It is used by the HQ DA Staff to satisfy information to support the Planning,Programming, Budgeting, and Execution System (PPBES). The URR permits the DEH the opportunity to display the true total requirements to meet established standards without resource constraints. It should be prepared without regard to historical execution, (i.e., Annual Program Funding levels, unavailability of other resources such as people and supplies). The URR provides HQ DA Staff a method of determining the distribution of resources that funds the OMA, AFH, ROTE, Operations and Maintenance, Army Reserve (OMAR), and Other Procurement Army (OPA) appropriations, and the AIF. Therefore, it is important that all requirements given on this report be clearly quantified and show consistency. Since the URR plays a vital role in justifying and allocating resources worldwide, the workload and financial figures it contains must be predicated on good planning or its content is oflittle value. In short, it is the premier programming document within the engineer functional area of responsibility and its importance in obtaining DEH funds cannot be over-emphasized. Further discussion ofthe URR is contained in chapter 6 and AR 420-16. c. Resource Management Plan (RMP). The RMP is a consolidation of all DEH-developed plans into a single integrated plan that reflects all major requirements, initiatives, actions, and objectives up to 5 yearsinto the future. In addition, the plan contains supplementary management information pertinent to the DEH operation. When properly developed, the RMP serves as the basis for URR and COB preparation. In short, the RMP depicts an installation's complete DEH program and the strategy to accomplish it. The R.MP is discussed in detail in paragraph 3-4. . 3·4. Resource Management Plan (RMP) a. Purpose. The RMP provides the DEH manager with a critical tool for planning the effective accomplishment of the DEH mission. The plan is flexible in format, content, and amount of detail. It is maintained in looseleaf form and in automated word processing files to allow continual updating. A recommended outline for the RMP is presented in appendix E. The RMP is intended to achieve not only the benefits outlined in paragraph 3-3, but also the following: (1) A "think ahead" mindset within the DEH organization. (2) Assurance that work accomplished supports overall installation and DEH objectives. (3) Meaningful performance evaluation. 3-3 TN 420-10-01 31 March 1990 ( 4) A basis for preparing budgets and reports. (5) A basis for work scheduling and design. (6) Improved management decisions. (7) Coordination ofplans among DEH managers. (8) A ready reference for key management information. (9) A single source reference for all significant DEH requirements. (10) A guide to determine the environmental impact ofthe total RPMA mission. (11) Information for installation and major unit commanders regarding DEH programs and capabilities. b. Content. The RMP consists offour major sections: Long-Range Goals and Objectives, DEH Pro'grams, Annual Work Plan, and Management Information. The first three sections closely parallel the planning and programming processes as reflected in the PPBES, while the fourth consolidates basic information essential to day-to-day management. A brief description of the four sections follows. A detailed description of the RMP, with suggested format and content, is provided in appendix E of this handbook. (1) Section I, Long-Range Goals and Objectives. This section provides the long-range focus and direction for both the DEH and the installation. The goals and objectives developed, which can include initiatives in the areas of management, policy, training, production, etc., as well as facility construction and repair, should be projected well into the future to serve as the basis for the programs in section II. (2) Section II, DEH Programs. Section II outlines all, major programs within the DEH. These programs, which support directly or indirectly the goals and objectives depicted in section I, cover the complete range ofDEH requirements from MCA to NAF to AFH furnishings and equipment. Where possible, programs should identify the requirements programmed for accomplishment at least 5 years into the future. (3) Section III, Annual Work Plan (AWP). The AWP is essentially a more detailed segment of the RMP reflecting all requirements planned for accomplishment in the upcoming fiscal year. An accurate, comprehensive AWP is vital to the budgeting process and to effective execution of the DEH program. An effective way to execute the AWP is through the use of separately prepared quarterly work plans (QWPs) which are prepared one quarter in advance ofthis execution quarter. The A WP consists of five parts: (a) Part 1, Organizational Objectives. These objectives are primarily a subset of the broader objectives cited in section I of the RMP and are confined to expectations for the planned year. Objectives are documented down to at least division level. Part 2, Fixed Workload. This workload serves as the baseline for DEH operations. It describes essential services, projects, or tasks that, in the view of the installation leadership, must be (b) Establishing anaccomplished during the year to ensure no appreciable degradation to the physical plant. 3-4 TN 420-10-01 31 March 1990 accurate, well-coordinated, realistic fixed workload reflects the installation's commitment to provide a predetermined level ofservice, regardless offunding or priority changes. (c) Part3, Variable Workload. Variable work is the balance.ofthe DEH workload, over and above the fixed workload, that should be accomplished in accordance with the program, funds permitting. Variable work is likely to experience turbulence due to funding or priority changes and, therefore, requires intensive management. (d) Part 4, Resource Distribution Summaries. This part of the plan summarizes significant information contained in the fixed and variable portions of the A WP. This information is selected at management's option, and its presentation is intended as a tool for budget input or a review mechanism of various aspects ofthe AWP. (e) Part 5, Selected Review and Analysis. Review and analysis (R&A) completes the planning process. This part of the AWP develops pertinent R&A information critical to performance measurement and evaluation, future planning, and optimum use ofresources. (4) Section N, Management Information. This portion of the RMP addresses those key areas of interest to management not addressed elsewhere in the plan. It is intended to provide a variety of information such as personnel status, training programs, installation base data, construction status, major staff actions, calendar ofmajor events, and factlinformation papers. c. RMP development. Paragraph 3-2 describes the PPBES process, in general, as it applies to DEH plan development. The following paragraphs provide additional guidance, particularly concerning development of sections I, II, and III. (1) Goals and objectives. Many RMP goals and objectives are developed on the basis of guidance from Congress, DoD, DA, MACOMs, and outside agencies. Typical examples are a new mission, energy use reduction, disposal ofexcess World War II facilities, productivity increases, or environmental issues. Another extremely important source of goals and objectives is the installation leadership. Through methods such as organizational effectiveness sessions, the commander can establish a consensus on the installation's future direction. Of course, the DEH organization itself plays a significant role in establishing RMP goals and objectives. (2) DEH programs. Programs identify the requirements (such as projects, tasks, initiatives, acquisitions, or actions) needed to achieve the predetermined goals and objectives and the time phasing or strategy to accomplish them. Program requirements come from numerous sources: facility inspections, the functional proponent, the technical proponent, maintenance management systems, engineered management systems (EMS) such as ROOFER, PAVER, etc., higher headquarters, outside agencies, standards, and even the program manager. Once identified, program requirements must be coordinated with all parties involved. For example, the Army Family Housing (AFH) improvements program is a coordinated effort involving Buildings and Grounds, Utilities, Housing Management, Master Planning, the housing occupants, the DEH, and the Installation Planning Board (IPB). To maintain stability and continuity, it is important that all requirements be documented by means of standard work documents or plans and projected well ·into the future, so that a firm program direction is established and the necessary resources can be justified. Even if future requirements are somewhat nebulous, their identification in some documented form will ensure they remain a consideration until further information dictates otherwise. Programs must also be reviewed for their effect on one another to ensure that there are no conflicts, duplications, or inefficiencies among programs 3-5 TN 420-10-01 31 March 1990 and that the entire DEH program is, in fact, feasible. Once the programs have been established and coordinated, their maintenance is simply an ongoing process responding to changes in objectives and priorities or other such external influences. (3) Annual Work Plan. The A WP process is a 21-month cycle (9 months to develop and 12 months to execute) beginning with development of the preliminary AWP (usually in early January of the plan year) and ending on 30 September of the execution year. The process, depicted in figure 3-2, is sequential in nature and is described as follows: (a) DEH management reviews long-range RMP and current AWP objectives and determines preliminary objectives for the new AWP (2nd quarter, plan year). (b) On the basis of new requirements and information, URR input, and feedback from the ongoing A WP, all divisions update and validate utilities, services, and recurring work requirements (2nd quarter, plan year). (c) DEH program managers update and validate RMP section II (2nd quarter, plan year). (d) MACOM forwards budget guidance to installation (2nd quarter, plan year). (e) ERMD, in coordination with other DEH divisions, consolidates input and develops a preliminary AWP (parts 1-3) for DEH approval (2nd quarter, plan year). plan year). (f) Budget office develops COB based on DEH-approved preliminary AWP (2nd quarter, (g) COB is forwarded for MACOM review (2nd quarter, plan year). (h) Review and finalization of program priorities by Installation Planning Board or equivalent (3rd/4th quarter, plan year). (i) Plan and insert 1st QWP into the A WP. (j) MACOM provides final budget guidance (4th quarter, plan year). (k) New A WP (parts 1-4) is finalized on the basis of new budget guidance, planning board results, evaluation ofongoing AWP, and additional information received (4th quarter, plan year). (l) Installation commander approves financed A WP (4th quarter, plan year). ( m) New A WP implemented (1st quarter, execution year). (n) Review and analysis (part 5) begins (1st quarter, execution year). AWP is continually revised and updated on the basis of R&A, unprogrammed essential requirements, changed priorities, and adjustments in funding posture (execution year). 3-6 W>-3 ~-'Z a::~ e; ~ nT' ::;r .... ...... <;:' c.oo c.o .... w I ~ Figure 3-2. Annual work plan development TN 420-10-01 31 March 1990 (o) Major displaced work in AWP is reprogrammed in RMP, section II, and following year's Annual Recurring Requirements CARR) (execution year). 3-5. Real world planning. Theoretically, the procedures for good planning are quite logical and straightforward. In reality, however, the planning process at installation level is rarely simple. In the real world ofthe DEH, there are people problems, money problems, customer problems, commander problems, and time problems that often hamper the "logical" planning process. Obviously, there exists no cure-all for such problems, but heeding the following suggestions may facilitate better planning (and, in turn reduce these problems), even in the real world. a. Remember that the RMP is a DEH plan, not just an ERM plan. ERMD coordinates RMP development. Actual development is the responsibility of the entire DEH management staff. b. Assign every DEH program a program manager responsible for developing, maintaining, coordinating, and controlling that program. c. Demand internal coordination of all programs. It is imperative that all programs be well coordinated within the DEH staff to preclude project and program conflicts, duplications, inefficiencies, and inconsistencies. d. Use the IPB or a similar forum as much as p(>ssible. This board should be used to approve and prioritize all major maintenance, repair, and construction projects and programs regardless of fund source; project sitings; space management actions; and other significant real property management issues. Use of such a forum facilitates participative management, helping to ensure broad-based support for DEH plans and priorities and avoiding excessive program turbulence in the execution year. Recommend the board meet quarterly to enable it to assume this participative management role. (1) If the decision-making on new work approval becomes difficult, DA Pam 420-8 suggests two ways to handle it. The installation commander can establish a separate new work board to prioritize all minor construction requests submitted. Then, only the higher priority projects are estimated and submitted to the IPB or installation commander for approval. Alternatively, if the installation has several large elements, each element can be allocated a proportion ofthe minor construction funds available. The DEH estimates only each element's highest priorities. Those that fall within each element's funds allocation are then submitted to the IPB or installation commander for approval. e. Develop and maintain a Recurring Work Plan (RWP). The RWP lists every type of repetitive M&R task that should be accomplished at least once annually. The plan lists the task, location, hours required (inhouse only), frequency, shop (in-house only), and preferred accomplishment dates. Once documented, the RWP s~rves as an excellent tool for AWP development and weekly work scheduling and can easily be updated as required. f Evaluate execution of the plan and provide feedback. Having a plan for the plan's sake is of little value. If execution is not evaluated, and iffeedback to management and the workforce is not provided, the benefits ofplanning may never be recognized, and interest will soon fade. g. Plan realistically. Trying to plan every manhour by shop, office, account code, or task is probably impractical, time-consuming, and, in the end, ofquestionable value. Normally, 75 percent of available labor 3-8 TN 420-10-01 31 March 1990 hours can be programmed for each of the QWPs of the AWP which allows flexibility for emergencies and short notice command requirements. h. Make time to plan. In the typical DEH environment, there will simply never be enough time to properly plan unless management makes a conscientious effort to make time. 3-9 TN 420-10-01 31 March 1990 Chapter4 Work Processing 4-1. Origins of work. Work is generated by the continuing requirement for utilities and other services; by normal changes in the physical condition of the real property from age, environment, and use; by changes in regulatory requirements (e.g., environmental); and by requirements for construction (including alteration) of facilities for increased economy and efficiency or to meet the installation's mission and operational needs. Work requirements originate with a. The Directorate of Engineering and Housing (DEH) and staff, on the basis of their general knowledge ofrequirements and programs. b. Installation personnel and organizations (including tenants), on the basis of routine and special requirements for facilities occupied or required. c. Command decisions and guidance. d. Inspections (fire, safety, security, facility, environmental, etc.). e. Program managers. f Automated engineered management systems (EMS) such as PAVER, ROOFER, PIPER, etc. 4-2. Categories of work requirements. For convenience and effective management, work requirements are grouped into three categories according to the forms used to document them: individual job orders (IJOs), standing operations orders (SOOs), and service orders (SOs). Each is managed by techniques and procedures designed specifically for that category. SOOs are used for plant operations and operator maintenance services whose specific work and manpower requirements are relatively constant and predictable, such as the operation of a boiler plant or sewage treatment plant. Service orders (SOs) may be used for minor maintenance and repair jobs such as window repair, spot painting, etc., that will not exceed 40 hours of labor. SOs may also be used for minor construction that will not exceed 40 hours of labor from all shops or a total cost of $1,000 (labor and materials). Individual job orders (IJOs) are used for maintenance, repair, and minor construction projects exceeding the scope of SOs and requiring more control of manpower and other required resources, and for preventive maintenance requirements and other similar services not covered by SOOs. The following subparagraphs describe the application and procedures for each of these work categories, including their use for preventive maintenance (PM). a. Individual job orders. Refer to figure 4-1. "IJO" is the common name for a work order (DA Form 4284). The purpose of an IJO is to provide a means by which work can be effectively accomplished and controlled from the standpoint of both economy and efficiency. This purpose is achieved by estimating manhour and other cost factors; screening for financial limitations and availability of funds; scheduling work for completion when resources become available; and reviewing completed work for performance evaluation. These steps are presented in detail in paragraphs 4-4 through 4-10. (1) All maintenance and repair work exceeding 40 hours of labor and all minor construction work exceeding 40 hours of labor or a total cost of $1,000 should be accomplished by using an IJO. These targets 4-1 TN 420-10-01 31 March 1990 may be reduced locally, based on the administrative economy of processing SO's compared to IJO's and the benefits obtained through better control using the latter. The upper labor hour/cost target for SO jobs becomes the lower labor hours/cost target for IJO's. (2) Neither family housing improvement work, nor any self-help work should be approved on an SO. See paragraph 4-2c.(1) for additional detail on SOs. (3) Since resources are seldom available to meet all the requirements placed upon the DEH organization, and because IJOs must be scheduled after standing operations, a priority system must be established to enable work to be performed in as orderly and economical a fashion as possible. Consequently,work priorities should be established and assigned to all IJOs on the basis of HQDA, MACOM, and installation guidance, the Resource Management Plan, and internal practice and procedures. (4) IJO requirements are received on DA Form 4283, Work Request (figure 4-2). The work documentation supporting the IJO is recorded on DA Form 4284, Work Order, if the work will be accomplished in-house, or on DA Form 4286, Contract Data Form (figure 4-3), ifthe work will be accomplished by contract. (5) An IJO may also be locally prescribed for requesting specific types ofSO jobs or supplies for selfhelp work. (6) Requirements for inspection, recurring maintenance, and repair work for utilities systems (.K10000), buildings (.K20000), grounds (.K30000), railroads (.K40000), surfaced areas (.K50000), and miscellaneous maintenance (.K60000) are accounted for under individual job orders. b. Standing operations orders. (1) A SOO is similar to an IJO in that it is prepared and processed in the same manner. However, it is used for operational work of a fixed nature that requires dedicated attention by facilities engineering personnel on a continuing basis. Construction, maintenance, and repair work are not accomplished usingSOOs. Inspection and preventive maintenance will not be accomplished using SOOs except as specified in subparagraph (2)(b) below. (2) Examples of work appropriate for accomplishment by SOO are (a) Utility plant operations requiring fixed crews with a specified number of shifts per day of operations; also, requirements for part-time attendant operators for individual plants, and requirements for roving operators in performance ofOperations ofUtilities, .JOOOO functions only. (b) Work including operations and scheduled inspections and preventive maintenance services performed by operators but excluding maintenance and repair work not formally performed by operator personnel. (c) Operation of water treatment plants, wells, and booster stations (TM 5-661); sewageplants (TM 5-665 and TM 5-666); high-pressure boiler plants (TM 5-650 and TM 5-651 ); depot or market center type cold storage plants and ice-manufacturing plants (TM 5-670); and warehouse and supply activities CAR 420-22). 4-2 TN 420-10-01 31 March 1990 (d) Services including staffplanning, engineering, master planning, supervising, managing, and other related and administrative functions for which personnel requirements are established on a staffing pattern basis. (e) Fire prevention and protection (AR 420-90 and DA Pam 420-2). (/) Refuse collection and disposal (TM 5-634). (g) Entomology services (TM 5-632). (h) Land management and forestry services (TM 5-630). (i) Custodial services (TM 5-609). (3) Examples of work not appropriate for accomplishment by SOO are maintenance and services requiring fixed crews on a continuing basis such as (a) Buildings and structures preventive maintenance (TM 5-610). (b) Roads and grounds maintenance (TM 5-624 and TM 5-630). (4) Because of the costs involved in standing operations, they should be given special emphasis in applying management practices to ensure the effective and economical use of personnel and the adequate performance of operations. Standing operations require careful analysis, complete internal scheduling of operating details, and specific and detailed assignment ofduties. Great care must be exercised to ensure that no SOO exists that will provide the means to charge against it any idle time or other form of nonproductive time, or overruns on other categories of work. To provide optimum control, SOOs should be developed, directed, and controlled in the smallest cyclic period practical for the type of work involved (e.g., monthly or quarterly). (5) Before the start ofthe fiscal year or operational period, each standing operation will be planned in detail. (For contracted work, detailed descriptions of standing operations are contained in the contract specification, but the specification should allow for routine updating.) This planning will be based on estimates of required quantities ofutilities apd frequency and quantity of services. Informa :ion necessary for planning is derived from operating experience and engineered performance standards. (TB 420 series, and TMs in the 5-600 and 5-800 series prescribe planning frequency for functionaLfactors and furnish other information that will assist in planning.) Planning for standing operations includes preparing a breakdown for resource requirements and an analysis of work by installation forces. The latter includes a description of the work to be performed, frequency or dates for recurring tasks and manpower requirements, established routes when applicable, and consumption or production targets. Operating strengths and schedules will be planned for maximum economy consistent with the mission requirements of the installation. The operating plans will show the proposed work by increments conforming to the evaluation criteria adopted and the strength and the number of shifts and hours per shift when applicable, for each activity. Plans will also show the schedule of requirements for materials and equipment support. Labor, materials, and equipment costs will be estimated for the scheduled activity. (6) Through periodic inspections, work sampling, and analysis of the records of work performed, the effectiveness of performance and quality of results for each standing operation are evaluated. Included are a 4-3 TN 420-10-01 31 March 1990 comparison of operating costs with established standard unit cost targets, and a comparison of the applicable quality performance indicators with acceptable standards of performance. The Facilities Engineering and Housing Annual Summary of Operations (the "Redbook"), issued by the US Army Engineering and Housing Support Center (EHSC), and similar publications of operating agencies and other commands provide useful comparative data. Copies are available from EHSC, ATTN: CEHSC-FM-R, Fort Belvoir, VA 22060-5516.) Variations beyond reasonable limits should be examined to determine the cause and to arrive at corrective actions. DEHs will take prompt corrective action on those problems within their capability and will initiate requests for assistance in those beyond their capability. (7) To achieve progressive improvement and economy in all standing operations, a periodic review ofthe requirements in each operation must be accomplished throughout the fiscal year. Each operation should be reviewed on an established frequency and whenever the need becomes apparent. Such review will permittimely action to revise the internal plan and schedule of operations to meet significant changes in conditions or requirements that may occur during the year. If changed conditions or requirements are encountered that justify revising the plan or rescheduling an operation, such revisions and reschedulings should be made promptly by preparing and issuing a revised SOO to provide the updated basis for managing the operation. (8) As previously noted, the SOO is processed in a manner similar to that of the IJO. The DA Form 4283, Work Request, and DA Form 4284, Work Order, are also used for SOOs. c. Service orders (80s). Refer to figure 4-4. Service orders (DA Form 4287) are for small, service-type,maintenance and repair jobs. The relatively large number of these jobs presents a management problem in that direct supervision of individual workers is difficult. Estimating, central scheduling, and evaluation of each SO job is not practical. Time involved in travel, drawing supplies, and other delays may exceed that required for actual productive work on the job, making this method of directing work the most costly for the productive effort expended. Continuous effort should be made .at all levels to minimize manpowerrequirements for this category of work by authorizing performance of essential jobs only, combining individual service job requirements (excluding emergencies) into IJOs whenever possible, increasing the effectiveness of the preventive maintenance and self-help programs, ensuring the maximum efficiency of personnel accomplishing SOs, and routinely evaluating and analyzing1completed SOs. (1) Maintenance and repair SO jobs will not exceed 40 hours of labor. When minor construction jobs are performed on SOs, they will not exceed 40 hours of labor or a total cost of$1,000. SOs are requested bytelephone, orally, or in writing when the work is within established limits, except for work on which actual job costs are required such as family housing improvement work and self-help. Neither family housingimprovement work, nor any .self-help work should be approved on an SO unless the approval authority for such SOs is restricted to an appropriate level such as the Chief, ERM; Chief, Housing Division; or the DeputyDirector of the DEH. For installations operating automated job cost accounting systems such as IFS-1 or IFS-M, costs ofindividual SOs may be captured and reported. If an automated method of job cost accounting is not available, SO costs may be accounted for on functional or Army Management Structure Code (AMSCO)level. lfthere is a special requirement to capture minor individual job costs, the work should be authorized by an IJO and then can be transferred to a SO for accomplishment. (2) SOs are often used to expedite emergency work such as broken plumbing or electrical failures. Consequently, a method must be established to enable the shops to be notified of the emergency requirement as soon as possible. One solution is to install two-way radios in the work reception area and in several of the shop trucks, so that crews can be immediately diverted to the emergency. Telewriting communications equipment between the shop foreman's office and the work reception area is also a good method for expediting 4-4 TN 420-10-01 31 March 1990 work requirements, although not as direct as radio or telephone equipment. Since emergency SOs normally will be completed on the same day they are received, it is not necessary for aDA Form 4287, Service Order, to be processed, as long as a reliable technique is used to capture the labor, equipment, and supply costs expended. An example of such a system is that provided in the IFS, whereby the labor recording device (DA Form 4288, figure 4-5) is also used to establish the SO for documentation purposes. (3) SOs will be accomplished on the basis of a formal priority system. This system should enhance communication and understanding between the customer and the DEH and simultaneously ensure responsive, efficient accomplishment of high-priority work. The system will be established regardless of whether the work is performed under contract or in-house and will address the maintenance of both family housing and other real property facilities. (Separate priority policies may be developed for each fund type, if so desired.) The priority policy will be developed at the installation level to ensure that local factors such as contractual agreements, unique supply response times, travel distances, and coordination with similar policies at nearby installations are considered. A sample policy is shown in appendix F. The policy should be documented in written form and disseminated to all appropriate units/individuals. Housing occupants should be provided a copy upon initial quarters acceptance. To assure customers some degree of continuity as they relocate from installation to installation, the policy should set forth, as a minimum, the following information: (a) Location and telephone number of office accepting service order requests. (b) Three major categories of priority servic.e (emergency, urgent, routine) as described in subparagraph 4-5a(3)(h). (c) Target time limits in hours/days for response to service orders in each category. (d) Target time limits in working days for completion of service orders in each category. 4-10. (4) SOs will be processed with DA Form 4287 in the manner discussed in paragraphs 4-5 through d. Preventive maintenance (PM). Preventive maintenance is routine, recurring work -except maintenance and service (M&S) work on equipment -performed on all real property facilities. It may be accomplished against work-authorizing documents in one of two ways. (1) Installations may establish one or more IJOs specifying the facilities to receive maintenance, as well as the frequency with which it is to be performed. These IJOs may be structured to contain like facilities, like components of facilities, or geographically collocated facilities. They must be sufficiently detailed to permit analysis ofcompleted work. (2) Installations may also use the IFS automated technique, which automatically assigns document (work order) numbers to specially designated PM work on a facility and shop basis. Shops other than the PM shop may use this technique if it is used in conjunction with predetermined task codes and estimated manhours. (3) Regardless of the system employed, it is important that the factors used to schedule facility maintenance be based upon the type, age, and mission of the facilities as directed by the TM 5-600 and TM 5-800 series. 4-5 TN 420-10-01 31 March 1990 (4) For either of the above methods, task codes should be established with reasonable manhour estimates. 4-3. Methods of accomplishment. Work may be accomplished by one of four methods: in-house forces, contract, troop projects, and self-help (including expanded self-help). Each of the first three may be used to accomplish any category of work when practical and economically feasible, in accordance with the criteria set forth below, and self-help can be used for certain limited work. a. Installation forces. Facilities engineering work performed by installation (i.e., in-house) forces will be managed by the DEH in accordance with the policies and procedures set forth in this chapter. b. Contract. Work accomplishment by contract is the most prevalent method, in terms of dollar value of work, used today. Contract work is governed by the Federal Acquisition Regulation (FAR) and its DoD supplements (DFAR) and Army supplements (AFAR) and, for the DEH, falls into two categories: commercial activities contracts program and noncommercial activities contracts. (1) Commercial activities (CA) contracts. The OMB Circular A-76 program requires review of all Federal Government commercial activities to determine the most cost-effective method of accomplishment: contract or in-house. This program~ which applies to all activities within the United States, its territories and possessions, and the Commonwealth of Puerto Rico, is covered in great detail in AR 5-20. An in-house requirement for work reception, work classification, financial management, and review and analysis (R&A)also applies for a CA contract situation. (2) Noncommercial (non-CA) activities contracts. For the DEH, non-CA contracts range from those for major facility construction or repair to those for services such as typing or translation. In non-CA contracts, the DEH is responsible for the technical requirements (plans and specifications), technical supervision, engineering, and quality assurance necessary to administer the work. The DEH is also responsible for helping administer and supervise District Engineer contracts on the installation. Normally,the elements of work selected for performance under contract will be those that can be accomplished more effectively and economically by contract than by in-house staffing or that must be accomplished by contract because of manning or equipment limitations. For maintenance, repair, and minor construction work, jobs requiring 300-500 manhours or more usually fall into this category. In general, a decision to use contractingshould consider economics, effectiveness, timeliness, personneVstaffing impact, and relative availability and maturity of the service sought. (3) Relationship between CA and non-CA work. Even when functions of the in-house workforce are converted to contract performance under the CA program, non-CA contract support will continue. Maintenance, repair, and minor construction projects commonly performed by contractors because the work is beyond the in-house capability should not be included in CA acquisition plans and cost studies. This work should continue to be accomplished under individual contracts. The DEH has responsibility for these non-CA installation contracts and for District Engineer contracts supporting the DEH. Engineering, Plans, and Services Division functions of developing and designing projects are generally unchanged and must be retained as Government functions; i.e., not contractible under the CA program. Job plans, incidental engineering analyses, and other work documentation incidental to work within the scope of a CA contract are contractor responsibilities. c. Troop projects. Engineer troop units permanently stationed at an installation or temporarily assignedthere for training purposes may be given maintenance, repair, and minor construction projects for 4-6 TN 420-10-01 31 March 1990 accomplishment in accordance with AR 420-10 and AR 420-22. Using military personnel to accomplish RPMA work is governed by AR 420-10 and AR 570-4. d. Self-help. Self-help and expanded self-help are authorized by AR 420-22 for minor maintenance, repair, and construction work. In addition to being used for repairs and minor maintenance, self-help should be used, where feasible, to improve living conditions and the general appearance of facilities. A well-designed program can reduce DEH workload while improving an installation's morale. Self-help is subject to work reception, work classification, financial management, and R&A and must not interfere with or duplicate work included in any contract. 4-4. Flow of work documents. An important aspect of the work management system is the flow of work through the various segments of the DEH organization. A thorough understanding of this flow is necessary, because a blockage in any part of it will decrease the DEH's ability to complete the mission. This section presents the steps and procedures most commonly used to process each type of work document. These are presented in two phases. First, the entire path of each type of document is illustrated from beginning to end in subparagraphs 4-4a and 4-4b, and in figures 4-6 and 4-7. Then, paragraphs 4-5 through 4-11 describe each stage of the process in greater detail. Note that the work management procedures described assume existence of an in-house workforce. Procedures for a contracted CA workforce are addressed in paragraph 4-12 and in figures 4-8 and 4-9. a. Service orders. (1) DA Form 4287 is normally entered directly into IFS and produced in duplicate by the work receptionist or service order clerk. At this time, the work receptionist approves the SO or forwards it to the approval authority ifhe or she does not have this authority. (2) Copy 2 of the approved SO is filed, and copy 1 is forwarded to the shop foreman. (3) The foreman schedules the work and gives copy 1 of the SO to the worker and notes this action on the service order report. (4) The worker accomplishes the work and returns copy 1 to the shop foreman upon completion. (5) The shop foreman notes completion of the SO on the service order report or service order backlog report, and ensures that the worker has recorded the SO and its completion on the labor and equipment document for that day. The foreman then initials the completed copy of the SO and returns it to the work reception office. (6) Copy 1 is filed by work disposition instructions in AR 25-400-2. (7) In case of nonavailability of materials in shop stocks or warehouse stocks or a requirement for other planner/estimator assistance, the foreman returns the SO to the ERM function for immediate material requisition. If a long wait for materials is anticipated (say over 30 days), ERM should consider converting the SOtoaniJO. b. Individual job orders/standing operations orders. 4-7 TN 420-10-01 31 March 1990 (1) lJOs and SOOs are processed in the same manner. The requester prepares DA Form 4283 in quintuplicate in accordance with instructions printed on the back, obtains a document number, retains copy 5, and ensures that the remaining copies are delivered to the DEH work receptionist. (2) The work receptionist reviews the request for accuracy and completes the information required. Copy 4 is sent to the data input clerk. Copies 1 and 2 are forwarded to the Chief, ERMD, or other designated official after they have been circulated through any agencies that should coordinate on the request. Examples of such agencies include the Safety Office for work requested to alleviate a safety hazard, and the Fire Prevention and Protection Division for work related to its responsibilities. Copy 3 is placed in a reference file. (3) The Chief, ERMD, or other designated official reviews the request for validity. More specifically, he or she determines ifthe requested work is a DEH responsibility, complies with regulatory and statutory limitations, is already included in the Resource Management Plan (RMP), is already accomplished or scheduled, is in conflict with or duplicates other planned work, and is in consonance with DEH and installation objectives. Determination ofvalidity may require coordination with various elements inside and outside the DEH, e.g., the safety officer, the environmental planner, the fire chief, the provost marshal, and the requestor. For valid requests, copies 1 and 2 are then forwarded to the planner/estimator for a desk estimate. (4) The planner/estimator develops a preliminary cost estimate (without using engineered performance standards), upon which the approval action will be based, and returns copies 1 and 2 to the Chief, ERMD. Furthermore, the planner/estimator should annotate whether or not the requested work is within the capability ofthe in-house workforce. (5) The Chief, ERMD approves or disapproves the request, or determines the proper approval authority (deputy DEH, DEH, installation commander, etc.) for the work and forwards copy 1 to that person. Requests that first require new work review board approval are filed accordingly, pending the next board. Copy 2 is retained in a pending file until copy 1 is returned. (6) Upon receiving the approved/disapproved work request, the work receptionist sends copy 2 to the data input clerk to record the approval action and date. When the data has been entered in IFS, copy 2 is returned to Work Reception and Scheduling to be filed in the project file. If the request is approved for inhouse accomplishment, copy 1 is forwarded to the planner/estimator. If the request is approved for contract accomplishment, copy 1 is forwarded to the appropriate DEH program manager. The program manager includes the request as a new program requirement and updates the RMP to reflect it. At the appropriate time, the program manager forwards the request to the Engineering, Plans and Services (EP&S) Division for contract accomplishment. Approved requests to be accomplished by engineer troops are forwarded to the troop construction program manager, who coordinates the estimate and bill of materials with the unit concerned. Disapproved work requests are returned to the customer with an explanation for their disapproval. (7) Upon receiving a work request for in-house accomplishment, the planner/estimator prepares DA Form 2764, Job Phase Calculation Sheets (figure 4-10), DA Form 2702, Bill of Materials (figure 4-11), in duplicate (single-line sketches ifrequired), and DA Form 4284, Work Order. Note that the term work order is synonymous with individual job order (IJO). A copy of the work order is sent to the data input clerk. At this time, all remaining documentation, including the job phase calculation sheets, are forwarded to the work receptionist. If the final cost estimate exceeds the preliminary cost estimate, copy 1 of the DA Form 4283 is forwarded to the Chief, ERMD, to obtain appropriate reapproval action. 4-8 TN 420-10-01 31 March 1990 (8) The work receptionist duplicates the work order in sufficient copies for each shop involved. The original copies of both the work request and the work order, along with copies of the bill of materials and job phase calculation sheets, are placed in the project file. The originals of the job phase calculation sheets are returned to the planner/estimators. All other documents are then sent to the material coordinator, and the date ofthis action is entered into the IFS. (9) The material coordinator obtains all necessary materials, secures them in a holding area, and forwards all job documentation to the scheduler. (10) The scheduler, upon receipt of the job package, immediately enters the date "to scheduler" in the IFS. The scheduler then schedules the job to the shop foremen coordinating with the division chiefs, forwarding one copy of all necessary data to each shop. At the time the job is released to the shops, the scheduler enters the date "to shop" in the IFS. (11) The shop foremen schedule the work for completion, sending their copies of the work documents out with the workers. When their portions of the work are completed, the shop foremen forward copies of DA Form 4284, with job completion indicated, to the ERMD. Other shop copies of the work order are destroyed. ERMD enters the date each shop's work is complete in the IFS. Shop foremen should annotate their copies of work orders, before forwarding them to ERMD, with appropriate annotations that might affect performance analysis or real property records. (12) The Budget Division/Branch and Real Property function review the job and update their records on the basis of the data in the special projects/IJO report when completion is indicated. Additional data, if required, may be obtained from the original copies retained in the work receptionist's file. (13) When completed work adds value to a facility by improvements, it must be capitalized on real property records (AR 735-5). The ERMD forwards a copy of the work request and final costs to the Real Property function for completion ofDD Form 1354, Transferral Acceptance of Real Property -Military. c. Reimbursement. Reimbursable IJOs should be sent to the DEH Budget function after the work order is written. The purpose ofthis procedure is to ensure that the proper reimbursable accounting codes have been recorded and that authorized expenditures are not exceeded. d. Contracted work. The flow process described in this section illustrates only work completed in-house. The sequence of events relating to contracted work, once it has been forwarded to the EP&S Division, is presented in paragraph 4-13. 4-5. Work reception. The work receptionist, as a single point ofcontact, is the initial recipient of all DEH work requirements, whether generated by the DEH organization or by outside sources. As a primary interface between the customer and the organization, the receptionist can significantly influence the "DEH Image." Receptionists should be courteous, informed, thick-skinned, and above all, caring. The functions of the work receptionist are outlined below in terms of general responsibilities, and as they relate to the processing of SOs and work requests. 4-9 TN 420-10-01 31 March 1990 a. Reception ofservice orders. (1) SO requests are received by telephone, in person, or in writing. Before SOs are accomplished, ERM personnel and shop foremen must do the following: (a) First, the request must be reviewed to ensure the validity of work requirement, that it is a DEH responsibility, and that the work has not been received on a prior request. It is important to preclude the possibility of having duplicate SOs processed. In addition, the request should be checked against the warranty and real property disposal lists. (b) Second, it must be determined that maintenance and repair requests do not exceed the 40-labor-hour target of an SO, or that minor construction requests do not exceed the target of 40 hours of labor or $1,000 total cost. If the request does exceed the SO target, it should be returned or an IJO prepared, as appropriate. (c) Third, the request should be reviewed to ensure that the desired work is to be accomplished by in-house labor and not by self-help . . (d) Fourth, it must be determined whether the request falls within the scope of preventive maintenance (PM) and can be referred directly to a PM team without issuing a service order. (2) It is beneficial to consolidate SO requests concerning like work on one facility into a single IJO, when feasible, since IJOs are a more efficient means of accomplishing work. Emergency work must be immediately forwarded to the shops, either by two-way radio, telephone, or telewriting equipment. (3) Once the above steps have been completed, the service order form (DA Form 4287) will be filled out in the following manner: (a) Job description, name of requester, phone number, and location. Self-explanatory. (b) Approval. Signature or initials of individual authorized to approve SOs. Limited or full authority may be delegated to work receptionists or to other personnel in the ERMD. Signature includes verification ofproper activity code/work classification. (c) Change code. See the IFS user's manual instructions. (d) Document number. 1. Requester ID. All organizations and persons requesting work from the DEH must be assigned a two-position requester ID code. The work receptionist will select the appropriate code and enter it in this blank. 2. Serial number. All SOs will be numbered in ascending numerical sequence normally starting with number 1 at the beginning of each fiscal year. 3. FY. Enter the last digit of the fiscal year (e.g., for FY 1991, enter "1"). 4-10 TN 420-10-01 31 March 1990 4. Twe. Leave blank. (e) Building/facility number. 1. Number. Enter the 5-digit number assigned to the facility, preceded by the type of construction, e.g., P, S, or T (as recorded in the real property inventory) on which work is to be accomplished. 2. Suffix. See the IFS user's manual instructions. (f) Work class and reimbursable code. See the IFS user's manual instructions. (g) Date. Self-explanatory. (h) Priority. Enter the appropriate priority category number. Installations will establish work priorities and their respective time limits in accordance with subparagraph 4-2.c.(3) and the following general guidelines. Time limits and their application are further described in chapter 5. 1. Category 1 -Emergency. Emergency work takes priority over all other work and requires immediate action, including overtime or diverting craftsmen from other jobs, if necessary, to cover the emergency. Usually work will be classified as emergency when it consists of correcting failures/problems constituting an immediate danger to life, health, mission, security, or property. Examples include overflowing drains, broken water or steam pipes, gas leaks, major utilities service failures, broken electrical components that may cause fire or shock, stopped-up commodes (when only one is available for use), spillage of hazardous/toxic substances, and accidental lock-ins of small children. Normal response time for emergency work is within 1 hour. Once started, work will continue at least until the emergency has been terminated and the priority can be downgraded. Then, if the remaining work is uncomplicated and close to completion, the job will be completed. If it requires detailed planning or special materials, the remaining work will be rescheduled. ·2. Category 2 -Urgent. Work required to correct a condition that could become an emergency could seriously affect morale or have command emphasis. Examples include heating and warmwater supply outages; air-conditioning system failure, or functional failure of ranges and refrigerators. Typical response times for urgent work could vary from 2 hours to 72 hours, depending upon availability of craftsman and relative urgency. For example, target response times might be 2 hours for a heating outage, 12 hours for an inoperative refrigerator, or 72 hours for a partially inoperative range. Once begun, urgent work should be continued until completion, unless the need for special materials causes a temporary job stoppage. 3. Category 3 -Routine. Work not meeting the criteria for categories 1 or 2. This category covers required work that, if not accomplished, would merely continue an inconvenience or unsightly condition. SOs in this category will generally be grouped by geographical area for accomplishment in the most economical manner on a first-come-first-served basis. Some of the work requirements in this category may be combined into IJOs. When possible, every effort should be made to respond to and complete routine SOs within 30 days. (i) Shop code and skill. Enter the shop code and skill, if applicable, of the shop that will perform the work. A sample list of shop and skill codes is in appendix G. 4-11 TN 420-10-01 31 March 1990 (j) Task code and units. Enter the code applying to the task performed, ifapplicable, and the corresponding number of units to be completed. The task code, its application, and examples are described in chapterS. instructions. (k) Remarks, short job descriptions, functional group code. See the IFS user's manual (l) Other fund citation. Refer to the IFS user's manual instructions. (m) Component code. Enter the code relating to the part of the facility to be worked on from the following list. 01-Roofing 11 -Utility plant equipment 02 -Structure 12-Systems 03-FliiOr covering 13-Pavements 04-Exterior painting 14 -Trackage 05 -Interior painting 15-Ties 06-Heating 16-Drainage 07 -Air conditioning 17-Appurtenances 08-Plumbing 18-Ground cover 09 -Electrical 19-Forest land 10-Equipment 20-Fish and wildlife habitats (4) The shop foreman will monitor incomplete SOs by means of the Service Order Backlog Report. b. Reception o{IJOs and SOOs. (1) The job processing cycle for work orders begins with the receipt of a work request (DA Form 4283) by the work receptionist. The work request may be submitted by any installation organization authorized to request work from the DEH, as well as by DEH personnel through the division chiefs, for the correction of known deficiencies. The commander of each installation organization should designate one action officer (and one alternate to act in his or her absence), identified by a signature card, to coordinate submission of work requests for the organization, eliminate duplication, and preclude invalid work requests. The individual selected is usually the building custodian. A listing of individuals in each unit or activity who are responsible for submitting requests and a list of the requester identification codes are maintained by the Real Property function and should be available to the work receptionist. (2) Upon receiving a work request, the receptionist will review the request for accuracy, check it against the warranty and real property disposal lists, and log it in. Requests limited to SO scope will be rewritten on DA Form 4287, Service Order, since the work request form may be used only to establish IJOs and SOOs. The requester will be notified of this action. (3) Requesting activities are responsible for completing all portions of the requested information, as directed in the instructions printed on the form (refer to figure 4-6), except the short job description and the last column of the document number (type code). It is important to note that requesters are responsible for assigning their own document number. They will accomplish this by entering the requester identification (REQID) code in columns 5 and 6, assignJ~ to them by the DEH Real Property function, and by numerically sequencing all requests each fiscal ye'ar' in the Serial Number in columns 7 through 11. This procedure 4-12 TN 420-10-01 31 March 1990 provides the advantage of enabling the requester to be aware of the document numbers for information and reference purposes. It will also eliminate the burden ofassigning document numbers for the receptionist. (4) The work receptionist will always enter one of the following codes in the last column (13) of the document number. P -Special project S -Standing operations order J-Individual job order The short job description will be completed, and all other data will be reviewed to assure that the coding is valid. The space utilization report may be used to ascertain the accuracy of the facility and suffix numbers that the requester has entered. At this time, the request will be forwarded to the Chief, ERMD, for approval and final screening. A copy will also be sent to the data input clerk. (5) The work receptionist is responsible also for a number of administrative procedures relating to the processing of individual jobs. Foremost is the requirement to maintain a file of the original work request, work order, and related documents for auditing and informational purposes. These documents are accumulated and disseminated in accordance with the instructions given in paragraph 4-4. Part of the work receptionist's function involves the responsibility for answering job status queries from customers and from other departments of the DEH organization. Consequently, the need exists to maintain a vehicle providing ready reference to the status ofjobs in process. IFS produces two reports that will serve this need. The Job Order Request (JOR)/IJO status report contains all work being processed, in document number sequence, as well as the current location of the job. The facility reference report contains all document numbers in existence by facility number sequence, thus providing a cross-reference between the facility and the document number. In addition, ERMD sends all organizations a quarterly Work Order Status Report that should answer many ofthe customers' questions. (6) Finally, the work receptionist assists the planner/estimator with the preparation and duplication ofthe work orders as needed. 4-6. Approval. The focal point for the approval ofall work-authorizing documents is the Chief, ERMD, who will follow the procedures outlined below for each category and type ofwork. a. General. All requirements (i.e., work requests and service calls) should be validated and given a desk estimate as soon as possible (within 30 to 45 days is considered feasible for most requests). Such prompt action facilitates good customer relations and maintains a realistic identification ofthe unconstrained workload. b. Service orders. The authority to approve SOs is normally delegated to the Chief, ERMD, by the DEH, and may in turn be subdelegated to the work receptionist for all minor maintenance and engineering services. The work receptionist should not be given the authority to approve minor construction and alteration work. This should be done at the Chief, ERMD, level or higher to ensure compliance with AR 210-50 and AR 415-15 and to assure the necessity ofthe new work. c. Work requests (DA Form 4283). The Chief, ERMD, will take prompt action to process work requests. Validation and determination of method of accomplishment will be performed in accordance with paragraph 4-4. Work requests are then referred to the IPB or a similar body, submitted to the installation commander for approval action, or acted upon in coordination with the DEH or deputy, depending upon the nature and scope TN 420-10-01 31 March 1990 of the work involved. Approvals and recommendations for approval should be consistent with the RMP and available resources. Work requests cover work falling into two general categories: minor construction, and maintenance and repair. Before initiation of the approval action, a preliminary estimate should be obtained to assist the approval authority in making a sound decision. The estimate may be prepared by the estimator, by the EP&S division, or by one of the operating divisions, as appropriate. To eliminate unnecessary work, job approval estimates will require only sufficient cost information to enable approval or disapproval. As a rule, job approval estimates are relatively simple desk computations, based on experience. Estimates may not be required for work requests ifdisapproval is clearly indicated. (1) Minor construction (AR 415-15). Generally, work requests for minor construction work constitute a large portion of requests received from activities other than the DEH. The accomplishment of this work is always a problem in that the requests normally outweigh the resources available for accomplishment. Expenditures for minor construction work are limited by budgetary guidance to a proportion of the funds used for maintenance and repair. Operating agency commanders may further limit expenditures for minor construction work. To minimize the effort required to process requests for minor construction work that cannot be accomplished, and to establish priorities for this work, procedures are as follows for work within the budget purview of the installation commander. Mission-unique construction ,work financed by tenants and NAF will be programmed for accomplishment with priority commensurate with the urgency of the tenant or NAF project as relates to current RMP projects. (a) The total funds available for minor construction are determined by the DEH within the guidance established by higher headquarters. Mter provision is made for previously programmed and approved projects, requirements for small "new work" jobs, and work directed by higher headquarters, the remaining balance will be available for further commitment. In accordance with local policy, this remaining balance will be distributed among the highest priority minor construction requests by an impartial body such as. the IPB or new work board. For installations with several large elements, each element can be allocated a proportion of the minor construction funds remaining. Each element then prioritizes its minor construction requirements within that allocation. (b) On the basis of priorities established and funds available, work requests are submitted to the installation commander, board chairman, or other individual having delegated approvaU disapproval authority, with recommendations for approval or other action. Projects exceeding the installation commander's approval authority will be prepared on DD Form 1391/1391C and forwarded to the appropriate approving authority. (c) Following approval, minor construction work will be programmed for accomplishment commensurate with its relative priority in the RMP. (2) Maintenance, repair, and other engineering services. Work requests for maintenance, repair, and other services will be reviewed and validated by the Chief, ERMD, or a designee in the manner prescribed in paragraph 4-4. He or she will then obtain a preliminary estimate, ifrequired, and approve or disapprove the work ifit is within approval limits, or forward the request to the appiopriate approval authority. Upon approval, the Chief, ERMD, forwards a copy of the request either to the ~ppropriate program manager for inclusion in the RMP and possible planning board approval, or to the pla~ner/estimator for further action if the work is to be accomplished in-house (or contract equivalent). Valid project requests exceeding the installation commander's project approval authority are forwarded (DD Form 1391) to the appropriate approving authority (AR 420-10). 4-14 TN 420-10-01 31 March 1990 d. Approval action. The Chief, ERMD, or other appropriate official, in accomplishing the above steps, prepares the "forward for approval" section of DA Form 4283, Work Requests, on behalf of the DEH. If the DEH is the approval authority, this section may be signed by the Chief, ERMD, and given to the DEH for action. The approval authority must complete the bottom portion of the work request by indicating the action taken, entering the date, and signing in the space provided. The completed work request is then returned to the work receptionist, who forwards a copy of the approval action to the data input clerk. The requesting activity is notified ofthe action taken either through return ofa copy ofthe request or through receipt of a copy ofthe JORJIJO status report. e. Interim approval. It may be desirable to obtain an interim approval if funds will be expended for engineering design work on a project before submission for final approval, or ifthe completely designed project will be held pending receipt of funds to accomplish the work. 4·7. Estimating a. The normal shortage of DEH resources (personnel, funding, materials, etc.) dictates that work be carefully planned and accurately estimated to ensure its orderly and efficient accomplishment. Thus, planners/estimators must be both highly skilled and versatile to produce work of high quality practical for the craftsman to follow. Ultimately, a well-executed job depends upon a workable plan and the ability of the craftsman to follow the plan and complete the work requirement efficiently. Planning and estimating are defined as follows: (1) Planning refers to analyzing the scope of work requirements and determining the specific methods and materials to be used in accomplishing the work. (2) Estimating refers to determining the specific resources needed to accomplish the required work, including the number of manhours needed and dollar cost. b. When a determination has been made that the job will be accomplished by DEH in-house forces, the work request is assigned to a planner/estimator. Planners/estimators are responsible for individual job planning when more than one shop is involved and/or when the job is of sufficient size and complexity to require such planning. Upon receiving the work request, the planner/estimator forwards a work order (DA Form 4284) to the data input clerk containing the date "to estimator." A careful investigation and inspection of the job site will form a basis for determining detailed job requirements and for establishing operational sequences for the shops involved. To ensure accurate estimating, effective material coordination, and realistic scheduling, it is of the utmost importance that the job plan be clear, correct, and complete. Whenever necessary, sketches or drawings should be furnished describing sizes, dimensions, and other pertinent technical characteristics of the job. This may require the assistance of the EP&S Division for certain technical data. c. DA Form 2764, Job Phase Calculation Sheets, are prepared by FEJE in accordance with instructions contained in the engineered performance standards (EPS) publications (TB 420 series). EPS are an accurate and economical source of information for use in planning, scheduling, and measuring the efficiency of performance of DEH work, and they are acceptable standards for use in the installation's methods and standards program. A description of these standards and their application is contained in appendix D. For work not covered in TBs 420-1 through 420-33, other engineered standards, manuals, or recognized estimators' handbooks such as R. S. Means, F. W. Dodge, or other regional standards may be used. Job phase 4-15 TN 420-10-01 31 March 1990 calculation sheets should be carefully written, since they provide essential information for preparation of the IJO. They also must be included in project files. d. The planner/estimator details the quantities of materials and items of equipment needed for the job. For each phase of the job the planner/estimator prepares a bill of materials (BOM) for the shop foremen,tradespersons, and the material coordinator. Figure 4-11 is an example of a BOM prepared on aDA Form 2702, Bill of Materials. Locally modified or automated versions of this BOM are acceptable. The keys to the best use of this valuable tool are accurate stock or part numbers, item descriptions or names, units of issue or purchase, and unit prices. The planner/estimator uses FEJE and the supply catalog maintained within the facilities engineering supply system (FESS) (see chapter 7) as computer aids to complete the BOM. Procedures may be established locally for using additional copies of the BOM to expedite supply actions. These copies (orlocal alternatives) may be used in the warehouse or holding area to identify, by work order, the suppliesreceived. The planner/estimator also lists, on the working estimate, any equipment required for the job. The time needed for the equipment must include transportation time and time awaiting use. The total time, or "usage," should be reflected in increments of whole days (daily rental rates). The costs of special or test equipment, and transportation equipment (personnel and cargo carrying, and special purpose) requirements are also estimated using daily rental rates. e. Once the job phase calculation sheets have been completed, the planner/estimator prepares the DA Form 4284, Work Order, from data contained on the work request, job phase calculation sheet, and bill of materials. The work order is completed as follows. (These instructions must be supplemented by the IFS user's manual instructions where automation is available.) (1) Document number. Enter the number recorded on the work request. (2) Priority. Enter the priority for the job that was established during the approval process and as defined in paragraph 4-2. sheets. This sequence will normally be based upon shop work requirements. (3) Functional group(s). Refer to the IFS user's manual instructions. (4) Date forwarded to design shop. This entry is provided to facilitate status updates in the IFS. (5) Effective SOO date. Self-explanatory. (6) Remarks through special extract indicator. Refer to the IFS user's manual instructions. (7) Phase. Sequentially number all phases of the job as determined on the job phase calculation However, care must also be taken to ensure that the criteria described in the IFS user's manual instructions for structuring phases are complied with. (8) Shop and skill codes. Enter the shop and skill codes assigned to the shops that will be completing the various phases. Refer to appendix G for sample shop codes. (9) Building/facility number. 4-16 TN 420-10-01 31 March 1990 (a) Number. Enter the number assigned to the facility (as recorded in the real property inventory) on which work is to be accomplished. (b) Suffu. See the IFS user's manual instructions. (10) Component code. For use in IFS-1 enter the code relating to the part of the facility to be worked on from the following list: 01-Roofing 11-Utility plan equipment 02 -Structure 12-Systems 03 -Floor covering 13-Pavements 04 -Exterior painting 14 -Trackage 05 -Interior painting 15-Ties 06-Heating 16 -Drainage 07 -Air conditioning 17 -Appurtenances 08-Plumbing 18-Ground cover 09-Electrical 19-Forest land 10-Equipment 20-Fish and wildlife habitats (11) Work classification and reimbursable codes. Refer to the IFS user's manual instructions and DA Pam420-8. (12) Phase description. Enter a paraphrased version of the description contained in the job phase calculation sheet. (13) Recurring/deficiency code and inspection code. Refer to the IFS user's manual instructions. (14) Military/civilian. Enter the letter "M" ifthe work is to be accomplished by troop labor. If the work is to be accomplished by civilians, leave it blank. (15) Labor hours. Enter the number of hours computed on the job phase calculation sheet. (16) Labor cost. Record the labor cost estimate. It is computed by multiplying the labor hours by the average shop effective rate. (17) Material cost. Enter the cost of the materials required to accomplish each phase, as established on the bill ofmaterials. (18) Equipment rental. Enter the estimated cost of operating M&S equipment to accomplish each phase. It is computed by multiplying the operating-rate estimate by the rental rate per hour found in AR 415-35 for ~ach piece ofequipment. (19) Equipment depreciation. For minor construction and alteration work only, multiply the same operating-hour estimate used above for maintenance and service (M&S) equipment requirements by the depreciation rate per hour contained in AR 415-15. The resultant figure will be entered in this field. 4-17 TN 420-10-01 31 March 1990 (20) Cost and time requirements. The labor and cost estimates by phase will be added together to determine the total cost and time requirements for the job. f EPS should be used on all IJOs for which there is an appropriate standard. g. The estimator's job has been considerably simplified at those installations where the FEJE and FESS have been implemented. FEJE provides planners/estimators with a tool for computing work-hour requirements using EPS. FESS provides up-to-date readily accessible information on supplies. Utilizing the information gleaned from these two ADP systems, FEJE can automatically produce work orders, job phasecalculation sheets, and bills ofmaterial. More detail on these systems is contained in chapter 7. h. The working estimate for a job will be reviewed when the job content is significantly changed by a change in scope of work or when new information is available. Revisions in working estimates to cover extra work resulting from faulty performance or management of job operations requires separate approval. Requests for change orders may be initiated at any level of supervision in the operating division. The requests should present all essential facts so the changed job order can be prepared and reapproved with a minimum of investigation. The change may be accomplished by adding new phases to the work order, ifappropriate, or byrevising the entire work order ifnecessary. i. The estimator is often called upon to prepare "desk" estimates of work requests before submission for approval. These estimates should be based upon the estimator's judgment with consideration given, when possible, to similarjobs completed in the past. EPS need not be employed in deriving desk estimates. 4·8. Material coordination a. The utility and marketability of RPMA supplies outside of the Army is high. All DEHs must ensure that physical security measures for RPMA material comply with the policies, procedures, and standards of AR 190-51. Standards of AR 190-51 should be adopted for local standard operating procedures (SOPs) to 1 .protect stocks on hand in the supply activity and shop stocks. DEHs should use all available means to 'emphasize the importance of protecting supplies from loss, and they must ensure that reasonable precautions are taken to protect supply stocks from pilferage, theft, and wrongful destruction. b. All approved and estimated work orders are forwarded to the material coordinator, who will secure the materials required to complete the job, as stated on DA Form 2702, Bill of Materials. Except for self-service and shop stock items, shop foremen and craftsmen should not be responsible for requisitioning or orderingsupplies, since this activity will detract from their productive time. IJOs will not be released to shops until supplies are available or there is reasonable assurance that supplies will be available to accomplish the work when required. Releasing material-incomplete IJOs should be an exception, since this practice often leads to job stoppage. c. The material coordinator will first update the job status records by forwarding a work order form containing the "date to material coordinator" to the data input clerk. He or she will then obtain available instock items from the warehouse and place them in a holding area. When it is not practical to move bulk items from the warehouse to the IJO holding area, the material coordinator will ensure that they are appropriately marked or tagged. He or she will also take necessary action to order or procure material not available from stock. Upon receipt ofthe ordered material, the IJO will be made available for scheduling. 4-18 TN 420-10-01 31 March 1990 d. It is essential that the material coordinator maintain a control device to keep abreast of all work orders for which materials are on order. Lack of materials can delay the accomplishment of work that may be important to the installation mission and create large backlogs for the shops. A serious material backlog will waste valuable craft time. C~msequently, material requisitions must receive constant attention to ensure that Continual and timely attention to excessive deliveries is materials are made available in a timely manner. necessary ifthe IFS awaiting material report is to serve as a viable control. 4-9. Scheduling a. Scheduling is the act of matching requirements with resources in an organized manner. It ensures that direction of the workforce will be exercised in a way that will assist in obtaining maximum productivity. When preparing work schedules, consideration should be given to relative priorities, availability of manhours, transportation requirements, job site availability, anticipated weather conditions, and any other factors that may affect job accomplishment. There must be a minimum of disruption from external sources after work schedules are established. b. Effective scheduling provides for the orderly and economical accomplishment of jobs, as well as the orderly assignment of work to the individual shops. The scheduler, therefore, is in a key position to affect the efficiency ofresource use and the smoothness oftotal workflow from the various shops. He or she is the source of factual information concerning in-house, man-hour capacity, current status of scheduled work, in-house load, and similar matters, and is responsible for allocation of in-house manpower. The scheduling process takes place on two levels. The first level is a longer-term (usually 3 months) c. look, based on the A WP. This will show what commitments have been made to customers and what IJOs need expediting to meet a suspense. The second level of scheduling is for the coming week and is a firm, detailed commitment ofresources. Both ofthese levels are discussed at weekly scheduling meetings. Before the scheduling process can begin, master scheduling criteria must be established. These d. include optimum scheduling levels, range of job size, normal variations of available man-hours, manpower utilization, etc. e. It is necessary for the scheduler/analyst to work in coordination with others (including the planners/estimators and material coordinator) to obtain all required data. The information on which the master schedule is based should be complete and factual. The data are derived from the following sources: (1) From the Annual Work Plan and the quarterly work plans, the scheduler will know which jobs were planned for the coming weeks and their relative priorities. (2) From the IFS master schedule report, the scheduler will know which jobs are available for scheduling. (3) From the IJO, the scheduler/analyst will know the work requirements of each job, the work phases and crafts involved, the estimated labor-hours required to perform each phase of work, the proper sequence of performing the job, the type and quantity of equipment required, the required hours of operation for major equipment, and other pertinent information. 4-19 TN 420-10-01 31 March 1990 (4) From the bill of materials, the scheduler/analyst will know the availability and location ofmaterials required for eachjob. (5) From the shop supervisors (or the IFS master schedule report), the scheduler/analyst will beinformed ofthe actual man-hours and additional man-hours required to complete each scheduledjob. (6) From the shop backlog and workforce distribution report, the scheduler can project the averageman-hours availability for each shop. f Jobs for which sufficient materials are not available normally will not be scheduled. However, if sufficient materials are available to perform the initial portion of the job, it is not necessary to defer thestarting ofwork ifthe remainder of the materials will be available when needed. For instance, if300 feet ofawater line need replacing, but only 200 feet of pipe are immediately available, excavation of the water linecould begin at once, as long as the additional100 feet of pipe will be available in time to permit uninterruptedprogress ofthejob. g. When materials become available, the status ofiJOs is changed from "awaiting material" to "awaitingscheduling" .(i.e., awaiting labor-hours in shops to accomplish the work). This is done by the scheduler by entering the "to scheduler" date in IFS when the job package has been received from the material coordinator. h. Basic information for forecasting the availability of man-hours in each shop or unit is obtained fromthe shop backlog and workforce distribution form, which provides historical data on the average hoursexpended on IJOs (see paragraph 4-11 b). The format is also designed to provide the following information: (1) When consideration should be given to contracting certain work, as a result of excessivebacklogs. (2) The need to rebalance the shop forces. (3) The manner in which each shop utilizes its manpower (productive and overhead). (4) The percentage ofeach shop's manpower utilized on various categories ofwork. i. Installations have this information available on the shop backlog and workforce distribution report.Normally, at least 75 percent of the total available labor-hours for IJOs should be considered as available forfirm master scheduling. Although high-priority SOs will cause differences between the schedule and what isactually accomplished, structuring work around a complete schedule results in better production. Shopforemen should be allowed to schedule small IJOs, particularly those involving only one shop. Once this figureis derived from the shop backlog and workforce distribution form, it is entered in the unit man-houravailability log. As each job is scheduled, the hours committed to each organizational unit are entered in theappropriate spaces on the log. By totaling the actual and tentatively scheduled hours, the scheduler/analystcan ascertain the degree to which each organizational unit is loaded in the coming weeks, and can thenaccurately determine when a new job may be sch~duled or what adjustments must be made to schedule jobswith committed starting dates. For ease of updating, it is suggested that a plastic-covered worksheet be usedfor this log. j. From the assembled information, the scheduler/analyst makes a preliminary master schedule of IJOsfor the next weekly schedule. In establishing the preliminary master schedule, the scheduler/analyst lists the 4-20 TN 420-10-01 31 March 1990 scheduled man-hours and job phases for all the priority jobs to be worked on by the shops during the scheduling period, taking into account any change in priority of approved jobs not yet scheduled. After the higher-priority jobs have been scheduled, the lower-priority jobs will be selected to fit into the master scheduling. The number of lower-priority jobs selected depends on the remaining craftsman man-hours available for master scheduling. There will be scheduling periods when the available workload on IJOs that can be scheduled for a specific craft is limited because ofthe particular stage ofcompletion ofthe jobs. In these cases, not all the total available hours for IJOs can be scheduled for IJOs. Thus, the remaining hours should be scheduled on SOs. Work to be accomplished in the event of inclement weather and other unavoidable situations must also be master scheduled. A percentage of man-hours to be expended on SOOs, SOs, and IJOs may be recommended by the MACOMs. The preliminary and updated master schedule will be compiled through use ofthe master schedule and shop schedule reports produced by IFS. (1) Mter the preliminary master schedule has been completed by the scheduler/analyst, a weekly scheduling meeting will be held. The following personnel should attend. (a) The DEH or Deputy. (b) The Chief, ERMD, and branch chiefs. (c) The shop foremen or supervisors. (d) The scheduler. (e) Chiefs of operating divisions, with branch chiefs, ifappropriate. ({) Material coordinator. (g) Other interested persons. (2) As an alternative, management may feel it more effective iftwo scheduling meetings are held. The first meeting would involve only the scheduler, material coordinator, and shop foremen or supervisors. At this meeting, much of the detailed discussion could take place and a final schedule can be determined. The second meeting would involve only upper management and the scheduler and would serve as more of an infQrmation session where few, ifany, changes would result. (3) Before the weekly scheduling meetings, the scheduler or other appropriate official will take the following actions, as applicable: (a) Provide the following week's work requirements to the foremen, who will verify availability of material, equipment, and personnel with the required skills. (b) Contact all agencies that will be involved in any planned utility outage. (c) Prepare an appropriate item for installation-wide announcement, indicating planned utility outages or traffic flow interruptions. 4-21 TN 420-10-01 31 March 1990 (d) Contact the fire department when standby fire protection is required during job • accomplishment. (e) Coodinate with the Environmental Program Manager when environmental protectionrequirements must be considered. (f) Advise the provost marshal when any security alarm or physical security arrangementwill be involved or when rerouting of traffic inay be necessary. (g) Contact the requester to ensure access to the job site. (h) Review all work for consolidation ofassignment. (4) During the weekly scheduling meeting, the following actions must be taken: (a) Identify carryover work and schedule deviations from the current schedule. (b) Review new work for the coming week. (c) Resolve problems associated with work to be accomplished. (d) Determine what work will be accomplished next week. (e) Determine what day the work should be scheduled. (f) Determine how many craftsmen/labor-hours should be assigned for each job. (g) Coordinate multiple shopjobs. (h) Ensure there is no duplication ofother planned work, especially work by contract. k. On the basis of the decisions reached in the weekly scheduling meeting, the master schedule is put in final form. A "to shop" date is recorded and input for each job. The master schedule report receives a final update, and copies are forwarded to the shop foremen. Shop supervisors will determine from the schedules the job phases ofthe jobs to be performed during the scheduling period. l. The shop schedule report is used by shop supervisors to schedule the available manpower for each dayof the scheduled period. The actual hours worked each day on each job is entered on the shop schedule report by shop supervisors, and completion of each job is noted. This information is reported to the scheduler/analyst on a weekly basis or more frequently as necessary. For instance, assume that because of equipmentbreakdown, one phase of a multishop job is not completed in accordance with the master schedule, preventing accomplishment of the subsequent phas~s as scheduled. It will be necessary in this case to notify the scheduler/analyst and shop supervisors to prevent workmen ofother shops being assigned to their job phasesbefore they can be properly utilized, and to permit required revisions to be made in the master schedule. 4-22 TN 420-10-01 31 March 1990 4-10. Execution The man-hours, material, and equipment operating time consumed in the accomplishment of all categories of work must be reported by shop personnel. a. Craftsmen record labor and equipment use on DA Form 4288, Labor and Equipment Utilization Card, and material use through the warehouse "issue slips" on DD Form 1150, Request for Issue or Turn-in (figure 4-12). Issue slips will be attached to completed jobs. Complete instructions and processes relating to these documents are contained in the IFS user's manual instructions. DA Form 4288 can be reproduced locally on 8-by 10 112-inch paper. b. When shops require additional materials to complete their work, the appropriate individual (e.g., worker, leader, branch chief) will provide the planner/estimator the information on and justification for the required materials. The planner/estimator will quickly process the request after verifying its validity and checking to see if the work order requires reapproval. The request will then be processed throughout the supply system as an expedite action. c. Materials located in the material coordinator's material storage holding area may be used to prevent work stoppage if the required items are available and the chief, ERMD approves the action. The approval is required to ensure that borrowing materials does not interrupt priorities scheduled or on-going work. The materials should only be issued by the material coordinator after the planner/estimator signs for the release. The planner/estimator must initiate action to replace the materials transferred and ensure that the on-going job is charged with the materials transferred to it. d. Material left over from a job must be returned to the Supply and Storage function, or to shop stock (if drawn from shop stock), within 7 calendar days of job completion. Work authorization documents are not certified as completed until the excess material has been returned. In all cases, proper accountability should be established as material is returned and appropriate credit should be given to the job order that generated the original requirements, subject to fiscal year constraints. Material not picked up on accountable records and properly charged when reissued causes the cost ofthe job receiving the material to be understated and the cost of the job for which the material was originally obtained to be overstated. Also, using items not included in accountable inventory understates the demand for them and causes requirements to be understated, which could lead to future shortages and work delays. 4-11. Unaccomplished work a. All unaccomplished work must be properly documented. As a minimum, unaccomplished and inprocess IJOs and SOs must be readily identified in terms of physical documents to support the valid requirements that remain unaccomplished. A work request, once approved for in-house accomplishment, becomes an IJO, SOO, or SO. , (1) Individual job orders. An IJO is considered incomplete if it is in the planning, awal.ting material, or awaiting scheduling phase. An IJO is considered in-process if it is in the weekly schedule or in the shop. Unaccomplished IJO requirements are determined by multiplying the physical count of incomplete/in-process IJOs by the average number of man-hours expended per IJO (based on historical data). ·(2) Service orders. An SO is considered incomplete ifit is at the service call desk and has not been dispatched to the shop. An in-process SO is one that has been dispatched to the shop but remains 4-23 TN 420-10-01 31 March 1990 unaccomplished. The unaccomplished SO requirements are determined by multiplying the physical count of incomplete/in-process SOs by the average number of man-hours expended per SO. (3) Standing operations orders. Each SOO should indicate the estimated and actual man-hours expended, if any, during the period covered by the SOO. Unaccomplished SOO requirements will be the difference between the expended and estimated man-hours for all SOOs at the end ofthe fiscal year. b. Calculation of unaccomplished work requirements is done at least semiannually. Analysis of these requirements includes evaluation for possible contracting of work, for rebalancing of shop skills, and for consolidation of IJOs or consolidation of SOs into IJOs. Consolidation of IJOs and SOs for more efficient and economical accomplishment is an ongoing process and should not be limited to semiannual analysis. The semiannual analysis evaluates the relative success of the consolidation procedures. These calculations are used in preparing the shop backlog as referenced in subparagraph 4-9g, and to support manpower requirements. 4-12. Work management in a commercial activities (CA) contract environment. As mentioned in paragraph4-4, contracting out under the CA program mandates deviations from the work management procedurespreviously described. More specifically, under the CA program, the work management principles remain much the same but the responsibilities change. In most current contracts, the Government has retained the work reception, validation, and approval functions, but the contractor has been given responsibility for estimating, l!laterial coordination, supply and equipment management, scheduling, and execution. The result is a basic change in the workflow process as depicted in figures 4-8 and 4-9. The following paragraphs offer some general comments regarding work management responsibilities in a contract environment. a. Work reception. The work reception function should normally be governmental, not only for work approval purposes, but also to control coordination and information between customer and contractor: b. Work approval. Work validation and approval is a Government function. In the interest of the taxpayer and the orderly accomplishment of the DEB-developed RPMA program, the DEH must have complete control over what, where, arid -to some extent -when contract work takes place on Government controlled real property. c. Planning/estimating. The contractor should assume the planning/estimating function for IJO preparation. Adequate governmental planning/estimating capability (to include EPS familiarity) must remain in the Government workforce, however, to execute several functions: (1) Preparation and negotiation ofestimates for CA contract modifications. (2) Evaluation and validation, particularly in the case of cost-reimbursement contracts, of contractor-prepared work order estimates. (3) Accomplishment or review of facility component inspections. ( 4) Preparation and inspection of small contracts (short form) for work outside the scope of the CA contract that does not require professional engineering expertise. 4-24 TN 420-10-01 31 March 1990 d. Supplies and material coordination. As a rule, the contractor should be responsible for providing all supplies in order to preclude the dependency of contractor performance on Government performance. Regardless ofsupply responsibility, however, material coordination should be a contractor responsibility. e. Scheduling and execution. Both scheduling and execution are contractor responsibilities. However, Government input on and approval ofscheduling priorities are necessary. 4-13. Engineering design a. In compliance with the RMP, many minor construction, alteration, and maintenance and repair projects are forwarded to the EP&S function for design work during the course of the year. Design of some of these projects should be completed. Completed design for unfinancial projects should be held or "shelved" for the possibility of receiving funds to accomplish the work towards the end of the fiscal year. Most of these projects will eventually be financed for completion, while others may not. Consequently, a method must be employed that will enable the division chief to monitor the status and disposition of all design projects within his or her purview. Installations should use the Engineering Design Status Report, or equivalant, to serve this purpose. This report is maintained by completing DA Form 4285, Engineering Design Estimates, upon receipt ofeach design request and forwarding it to the data input clerk. b. Since the cost of the design effort will ultimately become a part of the total project cost, it is important that accurate records of the time expended by the design engineers be maintained. This recording can be accomplished through use of DA Form 4288, Labor and Equipment Utilization Card, as described in paragraph 4-10. c. The EP&S function is also responsible for supervising most engineering contracts and, as contracting officer's representative, inspecting work and certifying percent of completion for payment purposes. The status and accrued cost ofall contracts should be monitored in a manner similar to that employed for in-house work. The contract status report produced by IFS provides this information. It is updated through the use of DA Form 4286, Facilities Engineering Contract Data Form, as indicated in the IFS user's manual instructions. d. The time expended by DEH inspectors must be charged to the work order that is being contracted, in a manner similar to that used to capture design costs. The labor and equipment utilization form is used to capture this information, as described in paragraph 4-10. It is helpful to establish a shop code for the inspection branch and then use DA Form 4284, Work Order, to establish a job phase for the inspector. This will enable review ofproject inspection hours on the Shop Schedule Report. 4-25 TN 420-10-01 31 March 1990 (This page intentionally left blank) 4-26 TN 420-10-01 31 March 1990 -.-------------- -------- '-0 ri 'l"'l 0: i 0 --------------------------------- It!-IU "' ~1'6 --------------.. ----_lo -~ ...,.. ~ _;. 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FACiliTIES ENGINEERING WORK REQUEST -XFA, XFB, XFC 0 f>k!.f ....;l.. for use ol lh•s lo•m. see AA 420~17 and OA Pam 420-6. 1he ptOI)Onenl agency'' the Oll.ce ol the Ch•ef ol Eng.neers. r:; DOCUM£Nf NUMBER BUILDING:fACILITY DATE BUILDING/FACILITY z TRANS CODE ~ SHOAT JOB DESCRIPTION· SERIAL OTHER FUND CITATION g~6a > ~ NUMB&:R SUffiX YA MO DA BLANK NUMBER NUMBER SUFFIX ~ ' • •i• •J•lo!IC~" 12 ll 14l1s11•1'•l1s11• 201>1122 23124 251>• »I•• >oi30IJII»I3l(l413sl3o(l> 13• 3•1•ol•11<2I43I44 ~ J••l••l•'1•"1"~•11••1•3(><1••16616 •1681•"1•"1.•1l"2I63I64Jo5••l••l•"l""i'oJ." 'i'1'4''i''i''i'"l'•i•• A ,:1,;. ¢'1JI'i~1.314> Ia J IP 1012Jl_&jl. A ~ I E 1N E IR {; 1Y IE F F IICJltE1NIT1 F II IX IT IU oR tE tS P0211r011 IB I I I I I I ~ DOCUMENT NUMBER BUILDING/FACILITY BUILDING/FACIUTY BUILDING/fACILITY BUILDING/FACILITY BUILDING/FACILITY BUILDING/FACILITYTRANS z BUILDING/fACILITY c ~ CODE REO SERIAL L I BLANK u OD NUMBER ..> ..> NUMBER SUFFIX NUMBER SUFfiX NUMBER SUFFIX NUMBER SUFFIX NUMBER SUFFIX NUMBER SUFFIX NUMBER SUFFIX ol>l3 • • I• 'l•l•llo(ll 1213 14,1511alnllall• 20121122 3124l>ol>•l»l>a 20I3oiJI 3>f:JJil413•f:J•I•• 38 •ol•• 411••1•3l«f45f•• .,,..,.. •*ll•>fol(o•l~· 56,.,,•• •1••1•11•>fs•l.. ..,..,., ••fs•l•oJ.•oj>J ,., >'4> •>I>•I••Jao xiF le c I I I I I P 0 2 i Ool C p 0 2 1 0 11. Dl I p fl 12 11 fl a, EI p 0 2 1 011 F I I I I l I I I I. I I l DESCRIPTION AND JUSTIFICATION OF WORK TO &E ACCOMPLISHED DESCRIBE WHAT WILL HAPPEN IF WORK IS NOT ACCOMPLISHED 1. Replace wall-mounted corridor fixtures with vandal-proof fixtures using twin-tube9 Watt T4 lamps in all wings. 2. In Wing C -Common Room and over CQ de_sk, in TV area and both washrooms replaceceiling inc. fixtures with 41-two lamp fluorescent fixtures. Each FL fixture is tobe equipped with automatic dimming controls. ~lc.,:-..;...t# =>~sk....., 3. Reduction in connected load will be in excess of 3 KW.Reduction in electrical energy based on 12 hours/day -greater than 13 MW bra/year, ,4/so ~ee. ~0! + K. c.o AEOUESTt:R INFORMATION NAME IORGANIZATION ITELEPHONE NO.In~NATURE -RICHARD B. RICE CENAC-OH 696-3804 •At. A ,.d. fup FORWARD FOR APPROVAL TO RECOMMENDED ENVIfKX'.NENTAL IWACT ACTION NO YES 0 APPROVAL 0 DISAPPROVAL 0 0 0 ENVIRONMENTAL OJNSIDERATIONS 0 ElSIE lA INITIATED APPROVING AUTHORITY 0 0 EIS/EIA COMPLETED ES:hMATED COST WORK TO BE PERFORMED FUNDED IN-HOUSE we ·--- K -s l..l.Oll. 0 we J._ 0 SELF ~HELP •-- we_ CONTRACT •---0 UNFUNDED 1---0 TROOP TOTAL sl..l.Oll. DOCUMENT NUMBER ~ TRANS ACTION TAKEN CODE ~ z REO SERIAL u OD . NUMBER ~ ~ l_l>_lJ • • • 1 10(11 12 I 14 APPROVED 8 9 j_; DISAPPROVED >10~, ~lOY, oliOS, OJIO'I, Ollll tiJ">d. ,;W:!.. AJ,.u.) +lo.._~esc..~/\.-f li~~+;~ ..,;II be.. IJ,l.Ul. WHITE IORIGINAU PROJECT FILE COPY PI~K FORWARD TO KEYPUNCH AFTER COMPLETION Of ""APPROVAL ACTION"" BLOCK 8LUf SU~f'ENS£ FILE Facilities engineering work request -XFA, XFB, XFC GAEEN ~FOHWARDTOKEYPUNCHAFTER COMPLETION Of "'fORWARD FOR APPROVAL'" tiLOCK YELLOW REOUESTOH'S COPY TN 420-10-01 31 March 1990 COMPLETION INSTRUCTIONS: 1. REQUESTING OFFICIAL-Prep~ro in 5 copies, accomplishing the following portions of XFA end XFB. Forword white (original), pink, blue, and green copies to tho Directorate of Fecilities Engineering. Requestor reuins yellow copy. L REQUESTOR ID tee ~~ -Enter tho ID HSignocl to the requesting offiCI or ~g~ncy by the Director lie of FICilities Engineering. b. SERIAL NUMBER tee 7-111-Enter the sequential number euigned by the requesting egency. c. FACILITY NUMBER tee 14-191 -Enter the number of the f.:ility for which the work is requested. (Note: If the request involves more than one fiCility, enter the additionel f.c:ility numbers and suffixes in cc 66-74 on XFA and in cc 14-78 on XFB.I d. FACILITY SUFFIX IXFA ee 20-22 & 72·74; XFB cc 20-22, 29·31, ~0.47-49,56-58,65-67 & 74-761-As appropriatt, enttr the suffix for the IM:ility involved. e. DATE tee 23-281 -Enttr the veer. month, and day of the riQUIIL f. OTHER FUND CITATION Icc 29-381 -Enter the epprop,riltl costing code if work is reimbursable. g. DESCRIPTION OF WORK -Describe the requested work in sufficient detail thet its scope and nature can be fully recovnized. Briefly mention auocilted environment81 considerations (reference AR 20().1). Include or attiiCh sketChes• -opriete. h. WORK REQUIREMENT -Specifi...tly sute why the work is required. State the precise effect if the work is not eccomplilhecl. i. REQUEsTOR INFORMATION -Name and rank, if eppropriete, organizational element, telephone number and signature of the requesting official .,thorized by the Director of F.:ilities Engineenng to request work. j. ADDITIONAL INFORMATION -Name and rank, if appropriate, organiutionlf element and telephone number of the individu• directly onttrested in 1nd familiar with the work requested. 2. DIRECTORATE OF FACILITIES ENGINEERING 1. Accomplis!\ the following portions of XFA; forward the green copy to keypunch and m1int1in blue copy as suii*'W file copy. (11 CHANGE tee 4) -Enttr chango cOde • -~priau. (2) FY (cC 121-Enter the l•t digit of the current fiscal y-. 131 TYPE tee 13) -Enter the type of work c:odt: P · Special Project; S · Stlnding Operations Order; J · IndividUal Job Onler. 141 SHORT JOB DESCRIPTION tee 39-651-Enter short job dncription baed on description. of work. b. FORWARD FOR APPROVAL BLOCK -Complete portions of this block including annotltion of envoronmen· ttl impect portion. Forward pink copy and white (original) to the approvll wthority in accord1nce with prncribed procedures lreferenc:o AR "20-171. 3. APPROVAL AUTHORITY -Complete the following portions of XFC and retum pink copy 1nci white (original) to the Oirectoratt of FICilities Engineeri'1g. a. ACTION TAKEN tee 14) -Clrde "A" indic:Ming IIIJI'OVM or ''0" indiating disapprov... b. DATE tee 15-1 81 -Enttr the month and day 11111'0¥•/dilapproval action w• Ukan. c. SIGNATURE OF APPROVAL AUTHORITY-Self-explanatory. 4. DIRECTORATE OF FACILITIES ENGINEERING -As appropriltt, complete "FORWARDED TO" cc 19-26. transaction XFC; forwltd pink copy to keypunch 1nd file white toriginall in job folder. Figure 4-2. DA Form 4283 -Facilities engineering work request -XFA, XFB, XFC (continued) 4-30 TN 420-10-01 31 March 1990 t:) z =cr.... ... ... z cr. a 0 ...z u... cr. "' = ~ ... ... z ... 0 iJ u cr. 1 5 ' 3 l:JC:: ~o·... ~· !~Wt:U. ""!-=' ... ~-- J$W'Hd ~ j... 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DA Form 4288 -Labor and equipment utilization 4-35 TN 420-10-01 31 March 1990 OOMPONENT COUES E Ni1ht Work Differential WB CAT 1 (7'~._.,) cc 30 TYPE WORK CODE cc 42·43 F Night Work Differential WB CA'I' 2 (1~) G NithL Work Differential OS CAT 3 (1~) 01 Roofine H Annual Leave M Preventive Maintenance 02 Structure Sick Leave ~ Individual Job Order ~ P Special Project 03 Floor Coverinc K Compensatory Time Taken R Emer1eney Service Order Radio Calla 04 Ex Lerior Paintine L Admini.trative Lene/Holiday Leave 8 Standinl Operation Order 05 lnLerior Paintinc M Jury Duty 06 Heat inc N Military Leawe STANDARD UTILITY PLANT EQUIPMENT 07 Air Conditioninc P Matemity Leave/Leave Without Pay SUFFIXES-CC 39 08 Plumbint Q HomeLeaft 09 Electrical R ShoN Leawe A Air Conditionint (lnc:ludea Window Unitl) 10 Equipment S Meetinca B Comprea.d Air/Vacuum 11 Utility Plant Equipment T Traininc/Unawoiclable Delay C Evaporative Coolint lo Meebanical 12 Sylhma 1·9 Military Grade Ventilation 13 Pavementa D Dehumidification Equipment 14 Trackqe Poaition 3 -CC 50 E Electrical Generatinc Plantl 15 Tie (lnchadinc Permenently lnatalled 16 Drainaee E Nicht Work Differential WB CAT 1 Generatora) 17 Appurtenance& F Nitht Work Diff~rential WB CA'I" 2 F Diatribution Tranaforrnen 18 Ground Cover G Nicht Work Differential OS CAT 3 G Other Heatint S11pport 19 Fore•t Land A Military Reeular Time H Heatinc Plants (Limited to Direct 20 Fiah & Wildlife Habitatl B Military Owertime Fired Fuel Burnint Heat Planta) LABOR CODES Y lnduatrial Waate & Sew111e Treatment Poaitiona 4 & 5 -cc 51 & 52 Poaition 1 -CC 48 Planta s Water Pumpinc Planta Flyinc Dirert Labor ~ Sew,ce Pumpinc Planta 2 Hich Work 2 Indirect Labor N Liquid Fuel Dispenainc 3 Floatinc Tarcet 3 Direct Supervision z Miscellaneoua Utilitiea (Gu Generatora, 4 Dirty Work (WB Only) 4 Indirect Supenision Cooline Towera, etc.) 5 Cold Work (WB Only) E Enlisted Military p Cold St.ora11e & Refrieeration Plantl 6 Hot Work (WB Only) 0 Commiaaioned Officer Military 7 Weldine Preheated MetalaI Subatation and SwiLdlinc Station W Warrant Officer Military w Water Sourcea (Wella, Potable & Non·Potable 8 Micro Solderinc "' a..servoira) Position 2-CC 49 9 Submereed Ve-l X Water Treatment & ·Filtration Planta u Esploaivea Incendiary -Hich A Basic: Raw -Normal Tour R Fire Estineuiahinc Syatema v Esploaives Incendiary -Low B Overtime T Fire and Other Alarm Sy1>Lerna w Poioona (Toxic)-Hich C Holiday Work X Poisona (Toxic)-Low D Sunday y Micro·Orpnililna-Hich z Micro·Oreaniama-Low DATA Rb:(JUIIU::D liY THI:: I'RIVACY ACT Ot" U74 /. AUTHORITY: Tille 10. USC Section 3012 2. PRINCII'A L PUHPOS!:. To r.c:orel dally mannouraand equipment ftoun eppHed to t:ne .ccomolist\mern ot .aaagned taakt or pro1ects. Specific oeta atementa anclude name, employ" •dent:•f•cation number. orpniJa· TIME CONVERSION TABLE ttonal ••..,•n•. regwlar ana overtime noun worllecl, toD num~, ana related •nform•••on. MIN TENTHS MIN TENTHS J. ROU1'1Nii USH: To provide • record of P•.,nnelend eqw•pment utihlet•on alone w•tn attOCtated cosu for •na•viclual tOD~ 6 .1 36 .6 12 .2 42 .7 4. IIANUATOHY OH VOLUNTAH)":DISCLOSUHK AND E~·~·t:CT ON 18 .3 48 .II INCJI\'IDUAL NOT I'RO~"/UING, l."'FOHAIA1"/CJN. DoociOIUre 10 not mandatory by tne incllvtdual; rtow.,•r, tf trte emcuov" nYmt.er 11 not 24 .4 fl4 .9 provtOaG, the form UnftOt be grocesMCt. 30 .s CPO 0 -11>5-244 (40009) Figure 4-5. DA Form 4288 -Labor and equipment utilization (continued) 4-36 WORK RECEPTION 1. Receives work request verbally, In writing, or by telephone. 2. Reviews work request tor necessity, propriety, and priority (emergency, urgent, or routine). 3. Approves or disapproves work request If within work receptionist's approval authority. 4. Transmits emergency requirements Immediately to the shop. 5. Enters data In IFS and/or prepares DA Form 4287 In two copies. ~ 0-----, .y87, ... -----. Suspense ~ 7 File I w -l 6. Obtains approval or disapproval of work request If work Is beyond work receptionist's approval authority. 7. Flies copy #2 In a suspense tile and forwards copy #1 to the appropriate shop foreman. ,.....____, File . - 14. Flies copy #1 and destroys copy #2. APPROPRIATE SHOP FOREMAN 8. Scedules work and gives copy #1 to the assigned worker. · ~ I --~ .-- 1 ...... ,4287 ~ 12. Annotates completion on shop's copy of the service order report or service order backlog report and ensures data have been properfy recorded on worker's L&E card. 13. Initials copy #1 and returns It to work reception. W>-3 .... z s=,j:>.. WORKER Ill 1:-.:l ., 0 0 I ::,-..... .... cp coo 9. Accomplishes the work and notes co .... the required data on his or her Labor 0 & Equipment (L & E) caret 10. Annotates copy #1 with any Infor mation which may prove pertinent. .. ~ --. ,42~7 ~ ,4287 11. Returns completed SO to foreman. Figure 4-6. Service order process for in-house accomplishment TN 420-10-0131 March 1990 (This page intentionally left blank) 4-38 w~ CHIEF ENGINEER CHIEF ENGINEER ~z WORK RECEPTION PLANNER/ s::~ CUSTOMER RESOURCES RESOURCES AND SCHEDUUNG . ESTIMATOR ~ ~ MANAGEMENT DIVISION MANAGEMENT DIVISION n , ::r~ ~cr coo co~ 0 Pending ("'....~.._.., 1 Ale Customer's File rL-. Reference File I c..l """ co 1. Authorized Individual 4. Reviews for complete9. Reviews to determine 10. Prepares preliminary 11. Approves or disIn requesting activity ness and completes work whether work Is within desk estimate for approvapproves the work prepares DA Form 4283 request. regulatory and statutory al action and returns request, or forwards In five copies. limitations, Is the recopies #1 and #2 to copy #1 to proper 5. Sends work request to sponsibility of DEH, Is Chief, ERMD. approval authority 2. Forwards copies #1, any agency that should Included In other pro and retains copy #2 #2, #3, and #4 to DEH. coordinate on lt. grams or projects, and In a pending file. a preliminary estimate 3. Retains copy #5. 6. Forwards copies #1 Is required prior to and #2 to Chief, approval/disapproval. Engineering Resources Forwards copies #1 Management Division and #2 to Planner/ (ERMD). Estimator. 7. Places copy #3 In a reference file. 8. Forwards copy #4 to data Input clerk. Figure 4-7. Work request/work order process W>-3 ENGINEERING .... z APPROVAL WORK RECEPTION PLANNER/ WORK RECEPTION PLANS AND s::,. AUTHORITY AND SCHEDULING. ESTIMATOR AND SCHEDUUNG ID t-.:1 SERVICES ., 0 n ' ::r .... ..... '? I SEEBELOW 11-r-:il I --------- c.oo c.o .... 12. If not within DEH 0 approval/disapproval OR Planner/ authority: Estimator (1) Minor Construction work cop r-:11 r----1 ENGINEERING DESIGN FOR CONTRACT4283 ...__ *INSTAL19. Forwards copy ofBOARD LATION contract funding docu 1 COMMANDERI14. Receives work ments to Project File. OR request from approval authority. I a.l1s.. Forwards copy #2 to data Input clerk with approval/disapproval action, and wrth date to ~ 1-----------~ Design or Planner/ ,.. OR (3) Family Housing Estimator If request was 0 approved.1 J------11~ 16. Forwards copy #1 of approved requests to 20. Prepares work order 23. Duplicates copies of the Plann·er/Estlmator (DA Form 4284), Job the work order for all for In-house work or to phase calculadon sheets shops Involved. 1-----------~ Engineering for con-(DA Form 2764), and bill OR 13. If within DEH a tracted work. of materials (BOM). 24. Flies copy #1 of both the work request and proval/dlsapprovar 17. Places copy #2 ln 21. Forwards a copy of work order, and copies authority. . Project File , after It Is the DA Form 4284 to data of the job phase calreturned by the data Input clerk for scheduling. culatlon sheets and bill 1---~ Input clerk. . of materials In the pro -{J 22. Forwards remaining · ject file. 18. Returns disapproved documents to work DIRECTOR OF requests to the customer receptionist. 25. Forwards remaining NGINEERING & HOUSIN with an explanation for documents to material * Individuals having de-the disapproval. coordinator. legated approval authorlt must be authorized In 26. Inputs date of this writing. action In IFS. Figure 4-7. Work request/work order process (continued) w~ ~-'Z MATERIAL SCHEDULER/ APPLICABLE ENGINEERING RESOURCES ==~ COORDINATOR ANALYST SHOP FOREMEN MANAGEMENT DIVISION ~1...:1 n? :;TI-' ...... ? ~0 Job Information co .... 1--+r~'l----...4--~ Real __ ~Property Branch ~ 11 ~ ~ ~ _... .. ... ... .. ... --~ ... ,."fj1;-·l . IBOM ,BOM ,BOM ,BOM 27. Receives work order 33. Upon receipt of work 36. Schedule Job for 40. Enters Job completion date In IFS. and bill of materials from order documentation completion, sending ~· scheduler. enters "to scheduler" copies of work order 41. Flies appropriate work order documents ...... date In IFS. documents with the In proJect file. "'" 28. Procures supplies workers. from warehouse or 34. In coordination with 42. Forwards copy of work order to real property. through local purchase, division chiefs, schedules 37. Foreman In each If AR 420-17 requrres the completion and secures them In the work order for the shop notifies ERMD of DA Form 1354. holding area. shops. as work Is completed. 29. When materials are 35. Upon release of work 38. Annotate their complete, forwards work order to shops, enters "to copies of the work order and bill of materials shops" date In IFS. order with Information to the scheduler. that might be needed for real property records 30. Inputs date of this or performance analysts. action In IFS. • 39. Return work order 31. Tags segregated documents to ERMD. supplies with the supply documents. 32. Maintains the supply status and awaiting mater lals board In the ERMD. Figure 4-7. Work request/work order process (continued) TN 420-10-0131 March 1990 (This page intentionally left blank) . 4-42 Wl-i .... z CONTRACTORWORK RECEPTION s=""" ~~ n • ::,-.-. 1. Receives work request verbally, In writing, or by telephone. .-.'? coo co.-. 2. Reviews work request for necessity, propriety, and priority (emergency, urgent, or routine}. 3. Approves or disapproves work request If within work receptionist's approval authority. 4. Transmits emergency requirements Immediately to the shop. 5. Enters data· In IFS and/or prepares DA Form 4287 In two copies. 6. Obtains approval or dlsa~proval of work request If work Is beyond work receptionist s approval authority. 7. Flies copy #2 In a suspense file and forwards copy 11 to 8. Schedules the work based on Its priority and performs work the contractor. within Its completion time requirements. 1 f'" VJ "'" 9. Updates IFS and notifies contract management division. 11. Performs surveillance of the work. 12. Submits payment documents to the contracting officer who10. Destroys copy #2•. forwards them to the budget branch where bills ana payments are processed. Figure 4-8. Service order process under CA contract TN 420-10-0131 March 1990 (This page intentionally left blank) 4-44 f'" ..,.. Ul CUSTOMER Customer's File 1. Authorized Individual In requesting activity prepares DA Form 4283 In five copies. 2. Forwards copies #1, #2, #3, and #4 to DEH. 3. Retains copy #5. WORK RECEPTION AND SCHEDULING Reference File 4. Reviews tor completeness and completes work request. 5. Sends work request to any agency that should coord1nate on lt. 6. Forwards copies #1 . and #2 to Chief, Engineering Resources Management Division (ERMD). 7. Places copy #3 In a reference file. 8. Forwards copy #4 to data Input clerk. CHIEF ENGINEER RESOURCES MANAGEMENT DIVISION 9. Reviews to determine whether work Is.within regulatory and statutory limitations, Is the responsibility of DEH, Is Included In other programs or projects, and a preliminary estimate Is required prior to approval/disapproval• 10. Forwards copies #1 and #2 to Planner/ Estimator. PLANNER/ ESTIMATOR 11. Prepares preliminary desk estimate and returns copies 11 and #2 to work reception and scheduling. W>-3 ..... z s:::..,.. e:~ n ' ::r ..... ..... '? coo co .... Figure 4-9. Work request/work order process under CA contract. ENGINEERING Wo-l WORK RECEPTION PLANS AND PLANNER/ CHIEF ENGINEER .... zAND SCHEDULING ESTIMATOR RESOURCES SERVICES S:.~:.. MANAGEMENT DIY. P:l ~ .... 0 0 I ..____, ________ _ ::,-.... .... I"'"'"""'" MAl""'"'" IU ?~~C..'T"~ STOCK 011 P'AIIT NO. ,. Afs INTE/t.s.TATF {..2,10-00-~31 ··u.4q .AA.$ Jt INTE. STATI! ~l..4o-oi-OO'I 3l07 DA ,~~~;, 2702 BILL OF MATERIAU .__ _, ...., __ OAP-G04: ___ 11COL OUifiEO OliLIYEIIY DATE ~"D.2.10 I ¢/ - OIKIIIP"TION OP AIITICLE UNIT QUANTITY UCOI'f'TO'-It:l\ "fn.Ng, ~ F•ltTI41tE F"LOu!Z£SC.ENT'" ;J. LA,..p 1 ~ EA. :z. Ff/6T"' · w~ rtto&.~.AJ-r-" a.c "'-' F, x114JtE' J F'I..OU~E.SeEAJT' .:t LJ-p '{ 1!«fr WaA9 .A'ROIJ,IoJb S'l w EA. 'l ~~ &•·t:»w ;:,~T L/twtf#, :J.O c.u CAT'•.., Z.~7~ EA. 12. r: /A ~• rn1"U«.« 1-i'...p" "'~,, Sl-i>-.J FUMAta£~r 3'1 c.J S'A 18 ()'IISC. w.S L....S. (o1Ac. OATE .3tn~ 8'<1 JOa OIIOEII NO. FE·~.33<.,e-T [iiO'fK IIEQUUT NO. PhA$£ ¢1 UNIT P'IIICI! TDTALCOII'I" "',_,.!l ~r+~ ;l.S:2.o Ut,e I 11. ~1 cr! ;.J-1/J' t_L J.a'l (.... • .$ ~rl~ "96Kf!J Figure 4-11. DA Form 2702 -Bill ofmaterials 4-51 TN 420-10-01 31 March 1990 (This page intentionally left blank) 4-52 •u.s. GPO: 1989-247-336 2 (o)~ .... z a= .a:.e: t-:1nC?::r .... .... -r coo co .... 0 f" c:n w REQUEST FOR ISSUE OR TURN-· I v I u I -••n.1_A ••• • UN••·~-or •· ••auan •u•••• ITUIIN·IN I 4085-5012 I FIIOM e DATa IIATKitiii:L ltii:QUIItiiD 7. PltiOitiTY £.r i C.. -sDf\.~S. 2 TO • VOUCHII:It NUII.II:II •. IDATK ~E-H POSTII:D IDATII: J ACCOUNTING AND FUNDING DATA ~ ~ V'E000054V • ""D ' II. NAill AND IIANUFACTUIIII:II II. "'ODa.. rSll:ltiAL NUII.II:It lcf. PU.UCATION lfiM 10IM1'1PICAflOM 2 a" ~ QUANTITY 8UPPLY UNIT PltiC.:;:' r STOCII NUIIell:lt, DII:SCIIIPTION. AND CODING DF IIATII:Itiii:L AND/-.ll:ltVICII:S o_; ACTION -. D cd • 1 a 1 811 0-00-000-oooo · Ia 1 ••., ••., TOTAL COeT 11 I I I b 7510-00-000-0000 D 5 I i *ISSUE-I-Inllial; R-Rep,.cement ruRN-tN-U-Unsemce.t)le; S·Semce.10. taaua o• Yu•"·, I'""'" r·~ II. ••caJVCII JDAUtN OP OUANft1'11. 1• GUAN1'~8 • cauaolfln· coL· ,/OfL _../" 0..-. _ ··-• "._. ,//OL" UMN 1a •cou•aYID 7 ~ ~• ~ COLUIIII 7, # ;::::)-----------· -------DD, ;.;;-..1150 .HII:PTDTAL -GltAND TOTAL I f. 7 h.ft,l:. ~ ('"""""'\,__ • _• ~ '\? ) -::;7 Figure4-12. DDForm 1150-Requestforissueorturn-in TN 420-10-01 31 March 1990 Chapter 5 Review and Analysis 5-1. General. Review and analysis (R&A) provides the DEH, resource managers, and supervisors a basis for management by exception to identify causes of problems, develop alternatives, and take corrective action. Under the R&A program, the efficiency of operations is measured, and the quality of performance can be evaluated. This program serves as a follow-on feedback process to measure the performance of management initiatives and to identify deficiencies and opportunities for improvement that might not otherwise be found. Its purpose is to improve the efficiency and effectiveness of DEH operations and to search constantly for better ways to do the job. 5-2. Requirements for review and analysis program a. General. The R&A program is the vital feedback loop in the continuous process of developing the workload requirement, planning, execution, and evaluation. This program must solicit and incorporate support from every member ofthe DEH organization, under clear leadership and objectives. b. Commitment by top leadership. Program success requires total commitment by Director of Engineering and Housing (DEH), who must encourage use of the program by embedding it into the directorate's management philosophy and aggressively taking the lead in its application. He or she must show and communicate interest in promoting greater efficiency and effectiveness through the process of identifying and eliminating inefficient practices. The program should also be viewed as a way to highlight and showcase significant accomplishments and planned actions that the DEH can take before the command group. c. Participation. Each member of the DEH organization should participate in the R&A program and be fully integrated with the work management system. The program should not be seen as the responsibility of only the ERMD or the industrial engineer technician. d. Plans and objectives. The program's major objectives must be clearly defined in the Resource Management Plan (RMP). The RMP should contain realistic milestones and comprehensive corporate strategy to achieve set objectives. The intent of any analysis is to highlight deviations from accepted practice or objectives and to bring them to the attention ofmanagement so that they can be managed. e. Resource allocation. It is necessary to allocate the needed resources and to organize special teams or ad hoc committees to take corrective actions to achieve the expected results. f. Feedback. Accurate and timely feedback processes must be established to ensure that actions are being performed as planned. At least once a quarter, the DEH and staff should meet and evaluate the R&A program. They should define or redefine analysis objectives as may be required, review current actions that have been developed, follow up on actions previously developed as a result of the R&A program, and adjust the RMP accordingly. They should also highlight major accomplishments and planned actions that the DEH can take before the command group. 5-1 TN 420-10-01 31 March 1990 S-3. Responsibility a. General. The Director of Engineering and Housing is responsible for developing and executing the R&A program on a continuing basis, with the objective of accomplishing the Real Property Maintenance Activity (RPMA) mission in the most cost-effective manner within the limits of available labor, materials, and equipment. To implement a successful R&A program, this responsibility must be shared by the·DEH, the deputy, division and branch chiefs, and individual workers. The ERMD with its Industrial Engiheei'ing (!E)/management analysis staff can help the division chiefs in applying various R&A techniques. · As previously emphasized, the program is not to be viewed as an ERMD/IE function, however, but as a responsibility of every DEH manager.. The R&A program should be organized to provide the DEH and staff with sufficient information for them to focus management effort on a priority basis. b. Specific responsibilities. The division chiefs are responsible to the DEH as follows: (1) The Chiefofthe Engineer Resources Management Division (ERMD) (a) For organizing the R&A program and coordinating overall program accomplishment. (b) For providing assistance to other DEH divisions/ offices in developing and portraying their R&A programs. (2) Chiefs ofall other divisions/offices (a) For identifying and developing performance measurement criteria for R&A. (b) For preparing appropriate charts, graphs, and diagrams for the R&A meeting. (c) For recommending and implementing improvements and appropriate actions. (d) For active support and execution of recommended improvements and/or actions approved or directed by the DEH to implement the R&A program successfully. (e) For collecting and maintaining accurate data on a timely basis. 5·4. Review and analysis organization a. General. In order to establish a successful R&A program, the DEH must build a corporate body to develop strategy and provide leadership to the rest of the organization. This process should be formalized and documented to ensure that proper emphasis is placed on the program. The DEH must consider how long the R&A meeting should be. The ERMD can provide assistance in streamlining R&A presentations by division chiefs to keep the meeting on schedule. b. Membership. (1) The DEH (chairperson). (2) The Deputy DEH (alternate chairperson). 5-2 TN 420-10-01 31 March 1990 (3) Division chiefs. (4) ChiefofERMD or IE (Secretary). (5) Any other DEH-appointed member (e.g., the financial manager and some shop foremen on an as-required basis). Caution: Having too many participants in the R&A meeting could be counter-productive to its original purpose. This program should not be turned into a purely formalized information exchange process. c. Suggestedagenda. (1) Give an update on open action items from the previous R&A meeting. (2) Compare the presently available resources versus the resources required to accomplish objectives established in the RMP. Make adjustments ifnecessary. (3) Set aside some managerial time and emphasis to understand the significance of deviations from established goals and objectives. This is where R&A can be most beneficial. Any obstacles to meeting established goals should be treated as problems to be eliminated by implementing corrective actions, including adverse personnel actions. R&A program results should be a contributing factor in a manager's annual performance rating. The R&A technique can be very useful in developing the best alternatives for corrective actions. (4) Attempt to balance the resource mix to ensure the maximum output of RPMA operations, by adjustment or reallocation of resources. Imbalance of the resource mix will cause excessive worker idle time due to shortages of equipment and/or material. Conversely, having an abundance of materials without available manpower to use them will be wasteful. (5) Assign the managers responsible for solving the problems identified during the R&A process. The ERM or IE cannot be the sole problem-solvers. Realistic suspense dates must be established to make problem-solvers accountable, and they must be rewarded for outstanding performance. (6) Discuss the objectives for the next meeting, so that each member can start preparing fori~. d. Records for R&A meetings. (1) IE should compile briefing materials from each division chief with minutes summarizing the meeting. This package should be made available or be readily accessible to all branch chiefs and supervisors. (2) R&A meeting minutes should include: (a) Date, time, placeQfmeeting. (b) Attendance. (c) Meeting discussion. 5-3 TN 420-10-01 31 March 1990 (d) Highlights ofpolicy changes. (e) Outstanding performer ofthe quarter. ({) Pending actions, items, and responsible manager. (g) Discussion of the next R&A agenda. (h) DEH or Deputy signature. (3) Executive summaries of various R&A presentations should be included as an attachment to the R&A meeting minutes. (4) Successful productivity enhancement stories and other major accomplishments should be shared with MACOM by sending R&A minutes or a prepared summary to them. Also, the MACOM should be advised of what factors are the most significant productivity barriers that cannot be solved at the installation level. 5-5. Areas for review and analysis a. General. The areas for R&A within the DEH are numerous, particularly in the operational activities, where significant and measurable increases in productivity can be gained through R&A. The following subparagraphs discuss a few (but by no means all) areas where R&A could be ~pplied in greater detail. The DEH should conduct more detailed analysis based on specific problems or on needs of the local installation. Many installations no longer use the office, branch, or division names used below. In that case they should assign the R&A to the most comparable section. b. Administrative Services Office. (1) Reviews all vacant positions and the status of personnel actions, to avoid counterproductive situations due to long-standing vacancies. (2) Analyzes percentage of annual leave, sick leave, and other leave in relation to the total available manpower by shops, for planning manpower allocations. (3) Reviews approved overtime hours and expenses, to ensure that overtime is the most costeffective option. Also reviews the use and abuse ofcompensatory time. (4) Analyzes the number of awards given and disciplinary personnel actions taken, to measure the morale ofthe workforce. (5) Examines turnaround service time required for travel, transportation, and training requests. The required time should be closely scrutinized. (6) Reviews time and attendance reporting and any pay problems facing employees. (7) Monitors Equal Employment Opportunity (EEO) Program compliance. 5-4 TN 420-10-01 31 March 1990 (8) Monitors the Internal Controls Program. (9) Monitors the status ofperformance standards and appraisals. c. Environmental Management function. (1) Reviews all projects to ensure consideration ofenvironmental requirements. (2) Reviews hazardous waste (HW) generation points and amounts of HW generated from each point to meet DoD's 50 percent reduction goal. (3) Reviews status and inventory of HW storage areas to ensure compliance with the Applicable Federal, State, and host nation environmental laws. (4) Reviews costs of HW disposal and recycling to implement an economical HW minimization plan. (5) Reviews all effort under the Environmental Impact Analysis Program (EIAP) to ensure that all major Federal activities consider environmental factors in the decision-making process to comply with the National Environmental Policy Act (NEPA), and host nation environmental laws. (6) Keeps track of all environment related project costs (including studies, permit fees, clean-up costs, facilities/equipment upgrades, etc.) to identify trends and for compliance with OMB Circular A-106, pollution abatement projects. d. Engineering Plans and Services Division (EP&S) (1) Reviews and analyzes the number ofchange orders and associated costs in order to reduce costly design or planning mistakes in the future. (2) Reviews and analyzes ongoing and planned projects, to ensure that these projects fit with the installation's master plan. (3) Analyzes average design and construction delivery time for major engineering projects in order to shorten delivery time and improve satisfaction of customer facilities needs. (4) Analyzes the degree to which new construction meets the goals of the installation's master planning program. (5) Reviews contract management and inspection performance. (6) Analyzes space utilization. (7) Monitors status ofassets accounting. 5-5 TN 420-10-01 31 March 1990 e. Housing Division (1) Inventories available Army housing units and troop billeting versus the amount authorized. (2) Considers housing and billeting occupancy rates, the number of vacant quarters, and the average downtime for occupancy changes. (3) Lists the number ofmilitary members awaiting Army family housing (AFH). (4) Analyzes trends in furnishing costs and inventory on hand, to ensure adequate supply at minimum cost. (5) Reviews and analyzes the cost of maintenance on the basis of utilities, maintenance and repair, and equipment furnishing cost per unit of AFH. This process is used to identify areas for possible savings. f Supply and Storage Division (1) Evaluates effectiveness of the existing material procurement processes to reduce procurement costs and time. Methods analysis may be useful (see appendix 1). (2) Evaluates material storage options such as shop stock, bench stock, and emergency storage as a part ofthe workflow process to ensure availability of material without high inventory costs. Methods analysis may be useful (see appendix 1). (3) Establishes and adjusts the stock level for each item by utilizing FESS or other standard supply methods when FESS is not available. (4) Applies sampling and trend analysis to reduce waste by controlling the amount of residual materials. (5) Applies plant layout techniques to ensure that there are enough storage areas and that they are conveniently located. g. Buildings and Grounds Division (1) Evaluates the adequacy of tools, equipment, and vehicles by using sampling and workflow method analysis. (2) Applies sampling techniques to manage tools, equipment, and the vehicle replacement program to measure the. average age ofequipment and to evaluate downtime. (3) Applies &ling techniques to evaluate transportation needs (options include use of privately owned vehicles (POVs), leasing, a taxi system, dedicated drivers, a runner concept, etc.) and identify transportation shortfalls. (4) Uses sampling and trend analysis (e.g., through a random telephone survey) to measure how effectively the shops have satisfied customer needs. 5-6 TN 420-10-01 31 March 1990 (5) Applies sampling techniques for SOO, SO, and IJO analysis. (6) Analyzes the total costs of snow removal and ice control in relation to inches of snowfall and severity ofice conditions. (7) Reviews and analyzes revenue versus operating costs and benefits of the forestry, fish, and wildlife and land management program. (8) Reviews and analyzes workload percentage in applying various maintenance and repair options such as breakdown, preventive, self-help maintenance, and planned major upgrade. (9) Reviews and analyzes amounts of workloads generated by the user, DEH inspections and higher-headquarters directives. h. Utilities Division (1) Applies economic analysis to examine various energy conservation measures, equipment lease versus purchase, and in-house operation versus contract operation. (2) Reviews and analyzes utilities consumption for energy conservation and budget purposes. (3) Analyzes costs of operating utilities plants, energy distribution systems, powerplants, water and wastewater plants, etc. (4) Reviews and analyzes how workloads are distributed by "breakdown" versus preventive maintenance criteria. (5) Evaluates adequacy of tools, equipment, and vehicles by using sampling and workflow method analysis. (6) Applies sampling techniques to manage tools, equipment, and the vehicle replacement program to measure the average age of equipment and to evaluate downtime. (7) Applies sampling techniques to evaluate transportation needs (options include use of POVs, leasing, a taxi system, dedicated drivers, a runner concept, etc.) and identify transportation shortfalls. (8) Applies sampling techniques for SOO, SO, and IJO analysis. _ i. Engineer Resources Management Division. Directs IE staff or comparable function to focus on broad DEH-wide work processes. The respective division and office chiefs are responsible for the productivity of the various work units. ERMD or IE can analyze how DEH organizational elements are integrated into the overall RPMA process and identify DEH-wide problem areas, and provide assistance and coordination in implementing solutions. Suggestions for possible IE studies are given in appendix H. Specifically, the division chief should (1) Analyzes expended funds and projected RPMA expenditures to ensure availability of adequate funding. 5-7 TN 420-10-01 31 March 1990 (2) Reviews and analyzes work approval rates, workload backlogs, and average turnaround by work document and priority. (3) Conducts trend analysis and track the percentage of DEH work accomplishment (in-house, troop, contract, self-help, etc.). j. Fire Protection Division. (1) Reviews and tracks percentage oftrained fire-fighters by specific ratings. (2) Conducts trend analysis of fire inspection violations and fire incidents. (3) Reviews and analyzes fire damage. ( 4) Applies economic analysis to examine fire equipment selection replacements and lease versus purchase options. k. Medical Facilities Support Division. (1) Reviews the justification for this function being a separate division. Analyzes how much worker travel time is saved by dedicating manpower to this division. (2) Analyzes the labor-hour requirements and compare with the numbers and specialties Of assigned workers to see ifthe proper personnel mix has been achieved. l. Operations Office. (1) Analyzes the cost, timeliness, and quality of projects in the engineer troop construction program and compares them to similar contract work. (2) Reviews the availability of resources required for mobilization and other contingencies. (3) Reviews the resources required to support off-post locations. (4) Analyzes the effectiveness and comparative costs of the self-help program. m. Contract Management Division. (1) Reviews the contractor's compliance with the contract performance specifications and how well these specifications represent actual contractor performance. (2) Reviews the contractor's use of the existing warranty program and Government furnished materials and equipment. (3) Reviews the effectiveness ofcontract enforcement measures. 5-8 TN 420-10-01 31 March 1990 S-6. Application of review and analysis techniques a. General. Managers can apply a number of methods and techniques to improve RPMA efficiency. R&A techniques and management review programs are designed to: (1) Measure the efficiency ofRPMA operations. (2) Develop better ways or work methods to achieve the same objectives. (3) Evaluate various production processes to ensure optimum use of resources by properly balancing and integrating availability ofmaterials, manpower, and equipment. (4) Provide decision makers the information required to implement corrective courses ofaction. (5) Increase workforce productivity by integrating total quality management concepts with various RPMA programs to complete jobs at once without repeat or duplicative efforts. Examples ofR&A application are given in appendix I. These examples are not all inclusive. b. Methods analysis. Methods analysis comprises all procedures involved in designing or improving operations. It makes use of studies and analyses ofentire processes or systems, methods, motions, materials, tools, and equipment to determine the one best way. It also includes the use of work measurement to perform quantitative analyses. The approach consists of using systematic procedures for gathering and analyzing data about all elements ofthe work, to identify and develop improved methods for accomplishing it. The objective is to achieve maximum production per unit of time at optimum cost. Methods study will help to: (1) Develop and install the best method for doing work. (2) Accomplish work measurement to establish performance and cost standards for each task, job, or operation, based on the best method. (3) Obtain maximum utilization of personnel, facilities, tools, equipment, and material. (4) Eliminate unnecessary work. (5) Require only essential effort. (6) Eliminate delay. (7) Balance the workload and allocate resources properly. (8) Accomplish essential work through a consistent, sustained effort without causing undue fatigue. (9) Use equipment and tools to the maximum extent consistent with their life expectancy, with safety and with quality of output. 5-9 TN 420-10-01 31 March 1990 (10) Provide a safe, healthy work environment consistent with the work to be accomplished. c. Process charts. A process chart is a graphic representation of events, (and of information pertaining to them) that occur during a series of actions or operations. It is used to record a process so that it can be better understood and improved. Process charts should be locally designed to meet the needs of the user. (1) There are many types of process charts on which to record an operation. Examples include workflow diagrams, procedure flow charts, work distribution charts, and multiple activity charts. Many of the charting techniques overlap. Selection of the type of chart often depends on the detail required and the purpose of the study. (2) A process chart can be a particularly valuable aid when a new plant or office layout is being designed or an existing one altered. The layout study, which concentrates on the physical flow of work from one worker to another, is closely related to the methods study. Its objectives are to improve production, to provide the greatest physical ease to the greatest number of workers, and to ensure that the straightest, shortest route possible is used to process and to move material, people, documents, etc. d. Work system studies. (1) A work system study is defined as the systematic investigation of contemplated and present work systems to formulate, through the ideal system concept, the easiest and most effective systems and methods for achieving necessary functions. It concerns the study and design of any type of management or work system in any type of organization. (2) A work system study does not prescribe any particular set of techniques. Methods study, time study, plant layout, etc., are used as needed. (3) The underlying assumptions or philosophies of any work system study are as follows: (a) The objective is to increase productivity and develop manpower effectiveness. (b) Work systems can be encountered in three states or conditions: design (new), betterment (existing system is satisfactory), or improvement (existing system is a problem). (c) All aspects of the work system, regardless oftheir level, must be considered. (d) People and their abilities and talents are an integral part of the study. Work study recognizes that people at all levels can readily understand many or even the most involved techniques and situations. e. Sampling. Sampling is a statistical method for estimating a population's characteristics by examining only a fraction of that population. Sampling is a valuable tool for gathering facts accurately, inexpensively, and in a timely manner. A properly designed and conducted sampling study can estimate population values reliably from a sample when 100 percent observation or a complete count is impossible, too costly, or too timeconsuming. The process of random sampling involves observing a work system at random over a period of time, recording observations, and, from these, estimating the percentage of time consumed by various states of activity of a resource, such as workers or equipment. Successful random sampling requires that each element of the population has an equal chance of being drawn and that there be no bias in the sampling process. 5-10 TN 420-10-01 31 March 1990 Random number tables can be used to develop the process. ERMD or IE can assist in developing random sampling. The central principle involved is that a sample taken at random from a large group tends to have the same pattern of distribution as the group. (1) Uses ofsampling. Sampling can be used to determine: (a) Indirect labor standards. (b) Distribution ofwork within a group. (c) Utilization of vehicles and equipment. (d) Personnel, rest, and delay allowances to be included in performance standards. (e) Performance standards for repetitive operations. ({) Utilization of personnel. (g) Areas where study of method improvement may be required. (2) Steps for conducting a sample study. Figure 5-1 shows the sequence of steps for conducting a sample study. They are as follows: (a) Step 1. Determine the type of sample and data to be collected. There are two types of samples: 1. Attribute. 2. Proportion. Sampling for attribution means measuring some common characteristics of the population. Sampling for a proportion means observing a percentage. Work sampling is a variation of the proportion sampling technique that deals only with elements of work in the work environment. Two types of data can be collected in sampling: 1. Historical data. 2. Observed data. Historical data are information that is already recorded. Observed data are derived from live observations, requiring someone to go to the site and observe at first hand. The period during which the study is made must be representative of the overall characteristics of the population to be studied, to prevent the results from being biased. Random sampling (see below) should be used to ensure that representation of the data is not biased. 5-11 TN 420-10-01 31 March 1990 (b) Step 2. Select the desired confidence level and accuracy range. Before doing a sampling study, determine: 1. What degree ofconfidence is required for this particular study? 2. What accuracy range is appropriate for the problem or situation under study? Within the RPMA environment, a good rule ofthumb is to use a confidence level of80 percent and an accuracy range of± 10 percent. ERMD or IE can assist in calculating confidence levels, given the size of the population and the fraction ofthe sample. When selecting the confidence level and accuracy range, keep in mind: 1. How important is the information to the final solution? 2. How much time is available? 3. How much of the analysis involves the sample study? 4. How close do the analysis tolerances need to be? As the required confidence level and desired accuracy go higher, the sample size must increase, requiring more time and money. (c) Step 3. Determine sample size. The absolute minimum sample size for any study is 30. ERMD or IE can calculate the size ofthe sample required, given a population, confidence level, and range. For quick sampling analysis, a good rule ofthumb is to use 10 percent ofpopulation as a sample size. (d) Step 4. Collect and analyze the data. Find the average of collected samples. Compare data points for clues to causes ofperceived problems. f. Work measurement. Work measurement is a term describing a variety of techniques employed to measure and evaluate work activity. The major function of work measure is to obtain reliable data regarding the time required to complete segments of work. Two specific work measurement techniques are useful for analyzing RPMA: (1) Work sampling. Work sampling requires direct observation of the work to obtain "good" estimates of the proportion of time devoted to various job elements of the work situation. Work sampling offers the greatest potential in analyzing shop or worker productivity; determining craft allowances for personal time, fatigue, and delay; and methods evaluation. Sampling techniques can be used to validate the results ofobservation on the basis ofprobability theory and statistics. IE can assist other divisions in applying work sampling. (2) Time and motion study. Time and motion study is a technique for analyzing jobs to determine the elements of work involved, the order in which they occur, and the time required to perform each element effectively. The benefits ofa time and motion study include the fact that job elements are being evaluated as to whether each is necessary, constant versus variable time is identified, and differences between faster and slower operations (which could be used for analysis of which elements are causing the slower or faster operation) are measured. 5-12 TN 420-10-01 31 March 1990 Step 1 Determine the type of sample and data to be collected I Step 2 Select the desired confidence level and accuracy range I Step 3 Determine the sample size I Step4 Collect and analyze the data Figure 5-l. Sampling steps g. Trend analysis. Trend analysis is used to predict the future by projecting historical data. It can help predict such things as price changes for fuel; the number ofservice calls related to age of the facility; and craft work trends using historical data from completed work orders. Forecasts are made by graphically displaying the historical information and mathematically analyzing the data to estimate future activity or to establish trends. For example, one could plot the price of a frequently purchased item over the past year and predict what the price will be in the future. Typical applications for trend analysis include: (1) Operations planning backlog. (2) Material turnaround. (3) Materials cost. (4) Utilities consumption (conservation). 5-13 TN 420-10-01 31 March 1990 (5) Hazardous waste disposal cost, volume generation. (6) Budget/financial planning. (7) Service call analysis. (8) Labor trends (overtime, sick leave, accidents, etc). (9) Waiting lists for AFH. (10) Dollar value offire losses. (11) Contract costs for commercial activities. (12) Equipment downtime. h. Economic analysis. Economic analysis is a systematic approach to resolving problems where money is the major concern. It assists managers in comparing, contrasting, and evaluating the economic feasibility of two or more alternatives. Managers must consider the categories of economic analysis. (1) Present value ofmoney. The present value of money is today's dollar equivalent of a future sum ofmoney. (2) Capital budgeting. Capital budgeting is one method used to determine the economic feasibility of making investments in new equipment, facilities, and other large purchases. The technique involves determining the break-even point, determining the payback period, comparing the capital investment alternatives, and determining the net present value. Break-even analysis is a technique for determining when the operating savings equal the cost of a new piece of equipment. Net present value provides a common economic basis for comparing two or more capital investment alternatives that have different cash flow patterns. Alternative methods that could be utilized are: rate-of-return analysis, cost/benefit analysis, and equivalent-uniform-annual-cost evaluation. (3) The ERMD or the IE's role. The ERMD or IE function can provide assistance in doing economic analysis. Division chiefs should provide IE accurate cost/benefit dollar values for alternatives. (4) Uses. Economic analysis can be applied to many areas: (a) Equipment lease versus purchase options. (b) Energy conservation. (c) HW minimization and recycling. (d) Personnel costs versus new machinery costs. (e) Commercial activities evaluation (OMB Circular A-76 process). (f) Equipment replacement program. 5-14 TN 420-10-01 31 March 1990 Chapter& Financial Management 6-1. Definition and objectives of financial management. Financial management is the set of actions needed to identify and obtain the funds required to accomplish the mission objectives and to ensure that those funds, once obtained, are spent in a documented way towards accomplishing those objectives. While these objectives may be either short-term or long-term, it is the long-term, out-years planning that usually needs more emphasis to enable the DEH to compete for diminishing funds sources. Financial management data are important aids to managers in planning an organization's future effectively, in directing day-to-day operations, in identifying deviations from plans, and arriving at optimum solutions to many of the organization's problems. The DEH's financial accounting and reporting system should meet the following objectives for DEH financial management: a. Adequate financial data for effective management. b. Effective control and accountability of all funds, property, and other assets for which the DEH is responsible. c. Reliable information to serve as the basis of submissions supporting the DoD's Planning, Programming, and Budgeting, System (PPBS) and the Army's Planning, Programming, Budgeting, and Execution System (PPBES). d. Full disclosure of the financial results ofDEH activities. 6-2. Importance of financial management. The DEH's RPMA budget consumes over 50 percent of an average installation's base operating budget. With this many dollars at stake, it is vital that the DEH stay involved in the financial management of the DEH organization and the installation. Financial management is one of the most effective ways to keep track of an organization's health and to receive early warnings of potential problems. In an environment of austere funding, high potential for violating laws and directives, and an increase in contracting through the commercial activities (CA) program, a DEH ignores financial management at his or her own peril. 6·3. The functions of financial management. The ultimate functions of financial management are defined by the Army's PPBES. AR 1-1 and DA Pam 5-9 describe the PPBES in greater detail. Although the PPBS and PPBES structures are usually associated with financial management at the DoD and Army levels, their approach is sound at the installation level as well. Paragraph 3-2 in chapter 3 addresses the PPBES briefly, and the system is shown in figure 3-1. The four functions of the PPBES as they apply to the DEH in a financial management context are described below: Planning. Planning is the development of broad strategies and objectives to meet the organization's a. mission. It is a long-range look at requirements and uses knowledge of the condition ofcurrent assets, coming mission changes, results of inspeetions and studies, and announced policy changes. Planning is the formal process by which management considers the tasks to be done and how performance of ongoing tasks might be improved. Successful planning takes imagination, vision, and a keen understanding of the real mission. It also takes coordination among divisions and branches to ensure that plans are not only formulated, but also known and agreed upon throughout the organization. Examples of planning are a decision to initiate a phased 6-1 TN 420-10-01 31 March 1990 replacement of underground utilities because repairs are no longer cost effective; recognition of the need for increased emphasis on environmental compliance/restoration because ofnew legislation; and a decision, based on an analysis oftrends to expand bench stocks. b. Programming. Programming translates strategies and goals into concrete alternatives. In the programming phase, the timing and scope of projects are conceived, and actions needed to achieve objectives are laid out. Alternatives are weighed and tradeoffs are made based on priorities and initial gross cost estimates of the resources needed for each requirement and alternative. A financial schedule is made out to show when the funds are needed and when they would be spent if received. Good programming requires an ability to make hard choices, the experience to know what avenues are available, and usually the art of compromise. Examples ofprogramming include repair projects for a phased replacement of utilities, details of equipment and training required for a new asbestos removal team, and a list of items and quantities to be added to bench stocks. c. Budgeting. (1) Budgeting is the entire process of estimating the costs and justifying the funds needed to implement the programs formulated from the long-range plans. Cost estimates for the programs agreed upon are submitted to the financial manager by all DEH branches at two critical stages. (a) The first stage involves requesting and justifying the funds to meet the DEH requirements. This must be done at least 2 years ahead of the target fiscal year, because the system of requesting Congressional funds appropriations is ponderous. The DEH's vehicle for this stage is the Unconstrained Requirements Report (URR), addressed in subparagraph 6-6b(1). This is the only chance the DEH has to justify an increase in the funds normally received by the MACOM to satisfy the installation's requirements. (b) The second stage involves distributing the funds the Congress actually appropriates.This is done via the Command Operating Budget (COB), addressed in subparagraph 6-6b(3). The financial manager organizes the divisions' COB estimates into a formal budget using the guidance provided by various levels in the chain ofcommand. Since this guidance reflects the expected appropriations, it usually mandates the maximum amounts that can be requested for the various programs. This stage of the budgeting process,therefore, involves additional tradeoffs and hard choices. The COB is formally submitted and then defended at a variety of forums and at various times as organizations' budgets are gathered, consolidated, and submitted up the chain ofcommand. (2) Good budgeting at both stages takes a thorough knowledge of Army financial systems, the ability to relate justifications for funds requests to the mission, and sufficient familiarity with the programs and the organization to allow an aggressive defense of these requests. (3) Examples of budgeting include a repair project line item based on a detailed cost estimate for the first phase of utility repairs; a cost estimate for hiring, equipping, and training civilian overhires for an asbestos removal team; and an increase over last year's bench stock budget based on the estimate of additional funds needed for a programmed increase in line items. 6-2 TN 420-10-01 31 March 1990 d. Execution. (1) Once the Congress has approved the annual budget and the funds are appropriated and distributed, the function ofbudget execution begins. The first job is to allocate the funds appropriated for the Army. Since these funds are usually less than the amounts requested, the DEH rarely receives enough money to do all that has been programmed. More money may be allocated towards the end ofthe fiscal year as money held in reserve by the Services and MACOMs is gradually released. This additional "year-end funding" comes mostly from programs canceled for various reasons and from funds held for emergencies. However, it is unlikely that the DEH will end the fiscal year with enough money to do everything planned. (2) After it has been allocated, the money is obligated and disbursed throughout the year. The DEH should closely monitor the status of the various DEH accounts. This is especially true during periods of austere funding when RPMA funds may be reallocated to other installation priorities. Good planning enables the DEH to spend early in the fiscal year (except for personnel and daily operations costs and an emergency reserve) to limit any loss of RPMA funds. The DEH is also involved in reallocating funds internally as priorities change and new requirements arise. (3) Finally, execution involves constant review and analysis to see what can be improved upon and to provide data for the next PPBES cycle. Critical questions should be asked. Is this phase of the utility repair project the right size, or could a larger or smaller one have been contracted more economically? Are the operating costs ofthe new asbestos removal team as expected, or is it proving cheaper to contract the work out? Is the added cost of the additional bench stock improving productivity as expected? A well-executed budget takes constant monitoring, more tradeoffs, and the ability to analyze the results. 6-4. Putting the PPBES into practice at the DEH level. In practice, the four PPBES functions discussed in paragraph 6-3 are all going on simultaneously for various fiscal years. Planning is underway for initiatives that may be years in the future, and programming is done at least a year in advance of the funding year. Budgeting action for a particular fiscal year begins 2 years in advance, and allocation of the funds received often stretches into the fiscal year concerned. Execution, of course, takes place during the current fiscal year, but review and analysis of the results also stretches into following years. Figure 6-1 illustrates how DEH information enters the PPBES cycle and how this results in funds received. 6-5. DEH financial management roles. Throughout the PPBES cycle, the DEH has two distinct financial management roles to play. The role of program manager for the DEH organization is discussed in paragraph 6-6. The other role, of voting member for the installation's Program Budget Advisory Committee (PBAC), involves the DEH in the budgeting process for the entire installation. This second role is discussed in paragraph 6-7. 6-6. DEH as program manager. As a program manager, the DEH is directly involved in the two major activities of financial management: budget formulation and execution. Although these tasks can be delegated, the DEH is ultimately responsible for all financial activities. Figure 6-2 shows the offices, both within and outside the DEH organization, usually called upon to support the DEH during the budget formulation and execution phases. During these phases, funds are requested, budgeted, allocated, and disbursed by means ofseveral RPMA accounts. a. RPMA accounts. The DEH is interested in four major RPMA budget accounts. They are usually referred to by their letter designation from the Army Management Structure Code (AMSCO) (e. g., the "J," 6-3 Congress OSD HQDA MACOM 0) I ~ Installation ~8 .... z a::~ II) t-.:1 Appropriations 1---tf--------...... ., n 0 • ::r .... .... cp coo co .... 0 Program BudgetI ~OSD Budget Guidance $ Resource Guidance Resource Guidance MACOM URR Installation's $ URR FY90 FY91 FY92 Figure 6-1. flow DEll inputs affect budget appropriation and allocation t.)o-3 ~-"Z ~~ !)) ~ ~'?:::TI-0 I-"'? coo COl-O 0 RESPONSIBLE ORGANIZATION DEH financial Management Activity ERMO EP&SD Supply and Storage Division Building• •and Ciroundl Dlvilion Utilitlel Divlr.ion Fire Protection Dlvillon Housing Divilion Environ· mental Management OHice PBAC MACOM DRM HQDA ) s (Identify Req't~) s (day-today l'flanage· ment) s (Manpowe rreq'h) s (day-to· day management) s (Utility req'h) s (day·IO· day managemen!) s (Identify req'h) s (day·IO· day management) Por S (Identify req'h) Por S (day·IO· day manage· men!) s (Identify req'U) s (day-today management) s (future req'h) G G (Pro1ect review) s (future req't~) G s (Perf. mea~.) G (BMAR priority) s (Co~t Data) s (CO~I Data) s (future req't~) G G I I ' - I EGtND P-Pumarv re~pon~&b&llty S-Source of background mtormationt~upport G -Budye-lyuiddnLe or dire(liOn Figure 6-2. DEll FM responsibilities TN 420-10-01 31 March 1990 "K," "L," and "M" accounts). DA Pam 420-8 contains detailed information on these accounts, but in brief they are: (1) .JOOO -Operations of utilities. This account is programmed locally for the operation of utility plants and systems and for the purchase ofutilities. This account is the most inflexible ofthe four accounts. It pays the utility bills and the workforce necessary to operate the utilities systems. (2) .KOOO -Maintenance and repair of real property. This account is also programmed locally for all maintenance and repair ofreal property requirements and to reduce the backlog of maintenance and repair(BMAR). (3) .LOOO -Minor construction. The minor construction requirements identified in the Annual Work Plan (AWP) are programmed locally. This account includes "new work" projects such as building erections, additions, expansions, alterations, conversions, or relocations. It has a project cost limitation of $200,000. The L account is highly visible to HQDA, MACOMs, MSCs, and installation commanders. It therefore commands a large portion ofthe DEH's time. (4) .MOOD -Engineering support. This account consists of service contracts and the in-house management and engineering workforce. Locally programmed for all other engineering support requirements ofthe installation, as specified in the AWP, it provides the following: (a) Fire prevention and protection. (b) Refuse collection and disposal. (c) Pest control. (d) Custodial services. (e) Snow and ice removal. (f) Management and engineering. (g) Miscellaneous engineering. b. Budget formulation. The first activity in the DEH's role of program manager is budget formulation, which is the process ofexpressing the installation's planned programs in terms of required resources. The two major resulting products are the URR and the COB, which are standardized vehicles for requesting, reviewing, approving, and distributing the funds for executing the installation's programs. In the role of program manager, the DEH is primarily interested in the engineering part of the budget. Using the RPMA accounts to identify resources, it identifies the in-house and contract work and the equipment to be procured, listing the sources of funds, such as appropriation and reimbursement, and stating what work will be done with each. The budget-related products used or produced during budget formulation are the following: (1) Unconstrained requirements report (URR). The URR is the official listing of the total requirements for accomplishing the installation's entire RPMA. When consolidated by the Army, it is the major source ofjustification for the Army's annual funds request to the Congress. It lists the funds needed and includes both financed and unfinanced requirements. It provides management visibility for the RPMA 6-6 TN 420-10-01 31 March 1990 financial requirements. The extent the DEH follows the URR is measured by the Tech Data Report. The URR also serves as a source of information and data for preparing the Annual Work Plan (AWP) and annual DEH budget. Additionally, it supports the MACOM Program Objectives Memorandum (POM), which the MACOM submits to the HQDA for inclusion in the HQDA POM. A major source of information for the URR is part 8, section II of the Resources Management Plan discussed in chapter 3 and appendix E. Additional information concerning the URR is available in AR 420-16. (2) Annual work plan (AWP). This plan identifies the work to be financed and accomplished by the DEH in the coming year. The URR should serve as the basis of a sound A WP. The AWP is discussed in detail in chapter 3 and appendix E. A unit section of the AWP for each division within the DEH is prepared, as well as resource groupings and budget account summaries. The work is prioritized and the method of accomplishment is described. The AWP lists the resources needed for the identified work, including maintenance and repair work by the in-house workforce, contractors, and engineering troop units. The A WP's resource groupings summary and the budget account summary constitute the engineering part of the installation's Command Operating Budget (COB) submittal to the MACOM. The unit sections of the AWP provide the detailed justification for the DEH's budget submission. '"-'(· -- (3) Command operating budget (COB;.' The installation COB consists of fiscal schedules and the detailed cost and manpower justifications for the installation's program for the current fiscal year, the coming fiscal year, and the first fiscal out-year. As stated above, information for the COB comes from the A WP. The resources requested in the COB mirror the levels established as a result of POM decisions in the DoD PPBS and Army PPBES, and additional resources not requested in the URR are very unlikely to be made available. Although at this stage the size of the DoD budget has already been determined, the COB is the vehicle by which the available funds are distributed among the installations. It is therefore imperative that the DEH submit a quality product during the COB process to ensure that the installation gets its fair share of available funds. In addition to providing the engineering submittal to the installation COB, the DEH, as a member of the PBAC, reviews the preliminary COB for compliance with MACOM guidance, revises it as necessary, and submits a recommended COB to the installation commander. Upon approval by the commander, the installation COB is submitted to the MACOM for inclusion in its COB submittal to the HQDA. c. Budget execution. Once the budget has been formulated and approved, the DEH is responsible for executing it, ensuring that the objectives of the planned program are met, and establishing an audit trail to facilitate review and analysis. This process is called budget execution and is the second activity in the DEH's role as program manager. It begins with the first quarterly receipt of funds at the installation and continues with the subsequent issuance of DEH budgetary allowances, especially year-end funding. The DEH's objectives for the budget execution phase fall into two categories: funds control and cost control. (1) Funds control objectives. The most important funds control objective is to have sufficient funds available to cover obligations. The DEH must continually monitor the balances of the available funds and certify their sufficiency. The DEH often provides services to individuals, certain activities, and tenant organizations on a reimbursable basis; the authority to provide this support is included as part of the This means that the DEH has several sources of funds installation's funding authorization document (FAD). that must be monitored to avoid over-obligation. The DEH must therefore maintain direct communications with the installation finance and accounting officer in order to verify the date and amount of disbursements accurately. 6-7 TN 420-10-01 31 March 1990 (a) Unliquidated obligations. Unliquidated obligations are obligations incurred as a resultof the issuance of supply items by the stock fund or the ordering of services for which payment has not beenmade. The DEH must know and be able to verify their status. (b) Proper funds identification. The DEH must also monitor the use of funds to ensure thatdirect obligation funds and reimbursement funds are properly disbursed. Direct funded monies are authorizedfor mission-related activities and base services and can be obligated immediately following quarterlyauthorization. Funded reimbursement monies (targeted for specified activities) are also authorized quarterlyor transferred from the requesting agency; however, they are placed in a reserve account pending receipt ofa disbursement order. These monies must be accounted for separately to avoid the possibility ofover-obligation or improper obligation. (2) Cost control objectives. The objectives ofa cost control system are to provide an accurate statusof expenditures, provide early warnings of problems, improve final cost estimates, control changes to thebaseline program, and provide formal audit trails for subsequent review and analysis. The DEH can meetthese objectives by incorporating the following principles in the cost control program: (a) Get organized. As with most things, good execution begins with good organization. Evenbefore good execution is possible, good organization is needed to mount a credible defense of the DEH budget.The consolidation of all operations and maintenance, Army COMA) dollars at the installation level hasremoved the protection the DEH budget formally enjoyed. Only an organized, credible defense of the DEHbudget can now save it from attrition. The DEH should identify specific tasks and assign them to specificpeople throughout the organization, not just to the financial manager. The DEH should also ensure that thesepeople know they will be held responsible for budgetary performance. (b) Plan and budget. Although it often seems tedious and bureaucratic, all DEH workshould be planned, budgeted, scheduled, and properly authorized. Only in this way can the available moniesbedistributed rationally and cost performance measured. Although it is often tempting to bypass the system and order unplanned work without adjusting budgets, doing so usually leads to unpleasant surprises when the bills come in. (c) Maintain good accounting procedures. Good accounting is essential to provide the DEHwith the actual costs of completed work, allowing the DEH to know how much money is left. The DEH canthen determine ifthe money left is sufficient to complete the remaining program or ifcost controls or programchanges are needed. (d) Emphasize sound analysis. Constant analysis is needed to compare actual financial performance with planned performance. However, thresholds for variance analysis should be established toavoid wasting effort on analyzing insignificant variances. Moreover, analysis should not be confined to costanalysis. Work performance also needs analyzing, since it also affects the rates offunds expenditures. (e) Be flexible. A DEH soon realizes that change is a way of life in the DEH business.Internal and external factors are constantly causing changes to costs, schedules, and scopes of work. The costcontrol system must be flexible enough to incorporate these changes and show their effects without losingfinancial control. The system must still keep track offunds status in spite ofthe many changes. 6-8 TN 420-10-01 31 March 1990 6·7. DEH as PBAC member. The PBAC is an installation-level committee supporting and advising the installation commander, and sometimes even higher echelons, on financial and other resource allocation matters. It can develop, review, and recommend courses of action on all installation activities. The DEH serves as a voting member of the PBAC and also defends and justifies the DEH funds requests before its members. The members call upon the DEH to estimate the impacts of funding adjustments and to provide estimates, forecasts, and analyses involving the DEH mission. The specific duties ofthe PBAC are as follows: a. Conflict resolution. The PBAC resolves financial and resource allocation conflicts and recommends solutions to the installation commander. Budget manpower guidance (BMG) is established, incorporating major activity directors' recommendations, and an installation BMG is generated for distribution to the directors. The major activity directors use this guidance as the basis for preparing their parts of the installation COB. COB review. After the individual parts of the COB are completed and integrated by the comptroller b. into a preliminary COB, the PBAC reviews it to ensure compliance with the BMG, to resolve differences, to make necessary adjustments, and to provide a recommended COB to the commander. c. Budget adjustments. During the course of the fiscal year, minor financial and resource allocation problems arising from budget execution are reviewed and either resolved or referred to the commander with a recommendation for corrective actions. Similarly, as any reprogramming or strategy changes are mandated by higher headquarters, the PBAC acts as the review and resolution agency for the installation. The PBAC records all of these actions to ensure an audit trail is available for future review and analysis. 6-8. Funds restrictions and limitations. The major challenge facing a DEH is to accomplish the mission within the allocated resources. This must be done within the financial restrictions, administrative limitations, and operating expense targets attached to the use ofthe appropriated funds to provide for resource and budget execution control. The trend toward more numerous and complex programs increases the need for financial control. The following examples illustrate the types of restrictions and limitations that affect the DEH: funds from a specific appropriation can be used only for prior-stated purposes; funding ceilings cannot be exceeded; funds cannot be transferred from one program to another without approval; and maintenance and repair offacilities sometimes have spending ceilings and floors. a.·· Sources of information. The following documents provide the details of the approval and funding limitations , ·listed above, that apply to the various DEH work categories. More information concerning specific restrictions, limitations, and applicabilities can be found in them. (1) Administration ofArmy Morale, Welfare, and Recreation Activities and Nonappropriated Fund Instrumentalities (AR 215-1). (2) Military Construction, Army (MCA) Program Development (AR 415-15). (3) Facilities for Research, Development, Test and Evaluation (AR 415-25). (4) Minor Construction (AR 415-35, NOTE: AR415-35 is being incorporated into AR415-15). (5) Management of Installation Directorate of Engineering and Housing and Personnel (AR 420-10). 6-9 TN 420-10-01 31 March 1990 (6) Facilities Engineering Management Handbook (DA Pam 420-8). (7) Family Housing Management (AR 210-50). b. Violations. Authority to incur obligations, make disbursements, or otherwise distribute funds isaccompanied by responsibility for any violations. The DEH and the division managers must constantlymonitor and evaluate budget execution, to detect any potential violations. This is done by: (1) Establishing formal audit trails to reveal how funds were spent. (2) Comparing actual performance against previously established programs (e.g., Tech Data Reportversus URR). (3) Making necessary adjustments to avoid funding problems and to ensure mission accomplishment. 6-9. Automated information support for financial management. Several automated information systemsare available to assist the DEH in financial management. They provide the financial information that theDEH requires to function day to day and to formulate and execute the budget properly. Through the dataretrieved from these systems, the DEH can exercise control over the budget and determine futureprogramming. The automated systems ofthe MIS that provide financial information are addressed in chapter 7. The most important and data-rich systems are the Integrated Facilities Systems (IFS) and the StandardFinancial System (STANFINS). The IFS provides facilities-and budget-related information on all aspects ofDEH activities. STANFINS, not available at all installations, standardizes and automates the financialtransactions and major operating elements offinance and accounting for the entire installation. It creates andmaintains a standardized, official financial data base, prepares reports, and supports the implementation of regulatory requirements. IFS and STANFINS reports must be run on the same cycle, or their data will notagree. Agreement in these data helps to create a formal audit trail. 6-10. Aggressive financial management a. Working within the rigid financial procedures, restrictions,.limitations, and formal reviews addressed in this chapter, it may often seem that the DEH has little real control over the organization's funding levels.But a good DEH knows the value of aggressive financial management, especially during times of austerefunding. This means well-documented justifications and adequate defenses of budget requests, and theserequire the personal attention of the DEH. Also required is a thorough knowledge of the system and of thevarious funds sources available. Some of these sources are obscure, but a little research and a good workingrelationship with the Directorate of Resource Management can reveal a surprising number of fundingopportunities. They are usually controlled by offices at the MACOM, DA, or even DoD level, but a well-timed 6-10 TN 420-10-01 31 March 1990 telephone call can often put an installation squarely in competition for some of these funds. Examples of these funds sources follow: (1) Productivity improvement funds (PIF). Periodically, DoD puts money into this fund for projects that can show a cost savings through improved productivity. Most installations have projects in their "unfinanced" list that could compete for these funds when they are available. (2) Defense environmental restoration account (DERA). About $500 million each year is set aside by the DoD to clean up environmental hazards. If the DEH is faced with a sudden environmental expense, such as that posed by a leaking underground tank, the cleanup cost may be paid for by DERA. (3) Shared energy savings (SES). The Army has begun implementing SES. It is a contracting method whereby the contractor incurs the costs of implementing energy saving measures. Those costs may include energy audits, acquisition and installation of equipment, and personnel training. The contractor is paid from the cost savings from the energy saving measures implemented during the term ofthe contract. (4) Host nation support. Many OCONUS installations fall under host-nation agreements that can authorize funds for the DEH mission. The DEH should become aware of these programs and determine how aggressively the funds are being pursued. (5) Host-tenant agreements. The DEH should also review the installation's host-tenant agreements. It may be time to expand the definition of work that a tenant pays for. (6) Nonappropriated funds (NAF). The Congress now requires most morale, welfare, and recreation (MWR) functions to be financially self-supporting. This means that much of the utility cost and facility maintenance support paid for by the DEH must now be paid for by NAF. The DEH should ensure that a thorough study is conducted to identify all of the items that can no longer be funded from the DEH budget. (7) Year-end funds. Although not strictly a separate source of funds, year-end funds (described in subparagraph 6-3d) may be offered to the DEH. They should not be taken for granted since they may go towards personnel costs, MWR programs, or other installation requirements. But a wise DEH will design projects subject to the availability of funds (SAF) and have them ready for funding, just in case. NOTE: Use of SAF funds must be in accordance with Federal Acquisition Regulation (FAR) Subpart 32.7 and Clause 52.232-18 so that they will be funded either during year-end funding or with the first available funds during the first quarter of the next fiscal year. b. These are just some of the opportunities that can be used to stretch the DEH budget. An aggressive financial management program is needed to take advantage of them and to provide the DEH every advantage possible in a funding environment of intense competition for limited funds. 6-11 TN 420-10-01 31 March 1990 Chapter 7 Automated DEH Management Systems 7·1. Overview a. The DEH work environment is complex and challenging but offers much reward to those that must manage it. Successfully managing this environment requires skill and experience in many disciplines, but foremost it requires the ability to manage the large quantity of information that is generated by the DEH's real property maintenance activity (RPMA) and Army family housing (AFH) functions. Information particularly that related to work management, project design and construction, real property assets management, inventory planning and control, workforce utilization and productivity improvement, and allocating Army family housing -is regarded as one of DEH's most important resources. Information in these areas must be collected, maintained, analyzed, and disseminated throughout the DEH. In addition to the massive in-house informational requirement, installation commanders, MSCs, MACOMs, and HQDA have placed a substantial facilities reporting requirement on the DEH including inventory of real property assets, facility planning, master planning, facility management, resources planning (including submission of the URR and Tech Data report), and tracking BMAR and DMAR, to name a few. Also, DEHs have engineering responsibilities under their organizations which entail design of space and building systems, maintaining facility records, and long-range planning. b. At most installations, there are a wide range of automated systems and computing tools available to the DEH to reduce this hardship. These include computer-aided design (CAD) and engineering (CAE) systems, word-processing systems, project management systems, and-most importantly -management information systems (MIS). These computing applications comprise the DEH's automated management systems "tool box," and the DEH must take advantage of them to keep pace with growing in-house and reporting requirements. The latest technology in personal computers (PCs) together with cost-effective workstations provides a powerful platform for automated DEH systems. Also, computer technology is changing rapidly, and the DEH must keep up-to-date ifit is going to survive and thrive in such an environ ment. c. As an alternative to using automated management systems, the DEH could perform the same tasks manually. But, as the information, engineering, and reporting requirements grow, the DEH's ability to respond will decrease unless the DEH makes capable use of the available automated and computer systems to meet these requirements. d. This chapter describes the benefits of using automated systems and highlights the computer system resources available to the DEH. The result is an overview of the potential for using automated management systems to meet the DEH's wide-ranging MIS needs. 7·2. Benefits of automation a. The opportunity for the application of computers and automated systems within the DEH environment is tremendous. Nearly all DEH activities can in some way be automated, including the work management processes, space planning and accounting, design and drafting, workforce utilization, and many other functions. DEH management must embrace this concept fully to realize all the potential benefits of evolving computer technology and apply the same to meet the DEH's RPMA and AFH missions. The purpose 7-1 TN 420-10-01 31 March 1990 of information management within the DEH is to ensure that vital information is collected, properly analyzed, and distributed to the appropriate groups to support DEH management objectives and missions. Automation facilitates collection, analysis, and distribution ofinformation and has other benefits including: (1) Expanded capabilities ofthe DEH, divisions, branches, sections, and individual personnel. (2) Improved accuracy and traceability of data. (3) Increased speed in task execution. ( 4) Provision ofcentralized, standardized information. (5) Reduction or elimination of repetitive tasks. (6) The provision of more information so that more knowledgeable decisions can be made. (7) Reduction oferrors. b. The benefits of automation far exceed the commonly perceived drawbacks. These may be a consequence of previous computer systems that promised to cure all DEH ills but in fact were just another burden. Some perceived disadvantages may include over-dependency on computers and automation, too much training time and costs, and the feeling that computers actually cause extra work and require additional personnel to run them. But, regardless of past difficulties -real or imagined-modern computer technology has now advanced to the point where automation systems have virtually unlimited power to serve the DEH managers who will take the time to learn how to use them wisely. 7-3. DEH automation environment a. Computing commitment. The maximum benefit from automation can be obtained if each member of the DEH professional staff commits to learning computer fundamentals. They must acquire the necessary computing skills, including learning how to type, booting up PCs and terminals, loading and running common DEH automation applications, and accessing all appropriate DEH networks and host-computer timesharing applications. DEH staffs that are fully computer-literate can maximize the benefits of automated DEH management systems. b. DEH computing skills. (1) Every member of the DEH professional staff must possess basic computing skills. First and foremost it is necessary for each member to possess an understanding of operating systems so that files can be copied, moved, updated, printed, and so forth. In addition, everyone should have skills in word processing (WORDPERFECT, WORDSTAR, etc.), spread sheets (LOTUS 1-2-3, EXCEL, etc.), and data bases (DBASE III, ORACLE, etc.). Each DEH should standardize on single software packages in each skill area (i.e., word processsing, spread sheet, data base management) to a void softvlrare incompatibility between staff members. Also, at least one person in the DEH (generally someone from the Management Engineering Systems function) should have some programming skills in COBOL, PASCAL, BASIC, or C, so that a few lines of simple programming code can be written for basic programs usi~g data bases, spreadsheets, or IFS queries. 7-2 TN 420-10-01 31 March 1990 These can then be adapted to unique computing requirements at the DEH for which no off-the-shelf or standard Army packages are available or useful. (2) If DEH personnel are not proficient in these computer skills, then training must be made available either in-house or through computing courses provided at local institutions. The payback will be a tremendous increase in overall productivity and a smoother-running DEH. 7-4. Army Information Architecture. The Army Information Architecture (AlA) refers to. all MISs supporting the Army, regardless of the environment or proponent, to allow centralized access and management of all information systems. In CONUS, the AlA is a three-tiered structure comprised with communication links between the tiers that are usually batch, magnetic tape, or high bandwidth interconnection networks. Vertical integration of the information flows from the bottom to the top, ensuring compatibility. DA Pam 25-1, Army Information Architecture, provides additional detailed information on the AIA. The AIA is comprised of three distinct levels or tiers that the DEH should understand. The following description applies mainly to CONUS: a. The Tier 1 level is characterized by large, centrally located mainframe computer with high-capacity storage devices permitting access by many users throughout the world. Tier 1 computers are located at Regional Data Centers (ROC). This system architecture enables common access to standard automated systems, facilitates information exchange, and provides availability of Tier 2 and Tier 3 level information to higher Army echelons. The Army Standard Information Management System (ASIMS) is run at the Tier 1 level and is discussed later in this chapter. b. Tier 2 is the organizational level. It is commonly characterized by the installation's mainframe computer, which is usually located at the Directorate of Information Management (DOIM). Tier 2 computers generally contain the installation's data bases to support HQDA reporting requirements and they also act as an interface between the Tier 3 (users) and the Tier 1 computer systems. c. The Tier 3 level is the user (or DEH) level. It is the most important in the overall architecture, because the user and machine interface occurs here and provides access to all the other levels of the architecture, including its own systems and data bases. At the Tier 3 level, there are advantages for the DEH to network its computer systems so that all information can be disseminated easily amongst the staff. Some systems may not require shared information but for others (e.g., IFS-1) it is essential so that information can be shared with other AIA levels that support MSCs, MACOMs, and HQDA. This is accomplished by linking the DEH's networks, individual PCs, or remote terminals (those that do not possess processing capability) with the Tier 2 and/or Tier 1 mainframes. Other systems (e.g., mini and micro-computer systems) that are not linked to the Tier 2 or Tier 1 computers are still considered Tier 3 components. Applications that Tier 3 systems provide to the users include data entry and retrieval, data and information query, information analysis, communications with other levels and systems, word processing, and data base management to name a few. 7-5. DEH information processing resources. Numerous DEH automated systems facilitate execution of the day-to-day RPMA and AFH mission responsibilities. However, DEH personnel need only turn to one of several computer resources to run a particular computing application. The "DEH Automation Guide," published by the Engineering and Housing Support Center (EHSC) provides a comprehensive listing of all automated systems and computer resources available to the DEH. Computer systems supporting the DEH's needs include the ASIMS (previously known as the Vertical Integration Automated Baseline (VIABLE)); the Military Construction Programming, Administration, and Execution (PAX) System; other host computer 7-3 TN 420-10-01 31 March 1990 applications; the DEH IV phase minicomputer system; U nysis 5000 series minicomputers; CAD/CAE systems; and micro/PC computers. a. ASIMS/VIABLE. The ASIMS is an interactive automated data-processing network with a fully integrated telecommunication system supported by the AlA. The ASIMS is operated and maintained by a private computer company, Electronic Data Systems (EDS), on a 10-year, fixed-price, indefinite-delivery, indefinite-quantity contract. The ASIMS automated data-processing resources support a variety of standard army multicommand management information systems (STAMMIS), as well as MACOM/installation-unique systems, to include nontactical, administrative, logistical, engineering, financial, and civilian and military personnel MIS processing for managing Army installations both in CONUS and OCONUS. The ASIMS automated data-processing resources are located at 5 EDS-operated RDCs, 45 data-processing centers, and 2 software development centers. Each RDC has a hardware configuration of 2 to 4 Amadahl 580-V7B mainframe computers and is interconnected via multiple high-speed data communications links with the other RDCs (see figure 7-1)., At the Tier 3 level, the DEH can access ASIMS (Tier 1) through "dumb" terminals or PCs located in the DEH that are linked to the RDCs directly or through the installation's Tier 2 computers. The mission of this system is to share information between the three tiers, thus making the same information available to DEHs, installations, MSCs, MACOMs, and HQDA. For the DEH, ASIMS is primarily used to support IFS-1. However, it can also be run independently to query (using its QUERY capability) resident data bases on the RDCs mainframe computers. IFS-I, HIMS, STANFINS, and SAILS are examples of automated systems that are accessed by the ASIMS. , b. PAX system. The PAX system is an interactive host-computer system maintained by McDonnell Douglas Corporation (previously Tymshare, Inc.). The telecommunications network allows the system to be accessed from anywhere in CONUS and many OCONUS locations. The PAXNET host-to-host communications system allows users to move files between PAX and other host computers. The software used is a data base management system (DBMS) that is very user friendly, menu driven, and allows all potential users direct access to the PAX system's resources without depending on data-processing personnel. It was designed to provide a~tomatiori support to all Army engineers at a reasonable cost to the users. Personnel from the DEH can access the PAX system via telephone lines from any remote terminal or PC with a modem hookup. It is available 24 hours a day, 7 days a week. The PAX system is managed by the U.S. Army Corps of Engineers, Programming and Execution Support Office (CEMP-P). Examples of useful automated management applications that can be accessed through the PAX system are CAPCES, 1391 Processor, PAXMAIL, ACTS, FPS, SFA, HQIFS-ASSETS, and ECONPACK. Each of these applications is discussed more thoroughly in paragraph 7-6. c. Motorola IV phase. The Motorola IV phase system is a dual central processing unit (CPU) minicomputer with one fixed and two removable disk drives, printers, a tape drive, and terminals, all resident within the DEH to support Tier 3 requirements. This hardware configuration was implemented to support the facility engineering supply system (FESS) but was later expanded (by adding the second CPU) to give DEH personnel immediate access to information pertaining to work reception, scheduling, material control, work planning, and estimating functions as well. Some of the automated DEH management systems supported by the IV phase system are ForeWord (word processing), FEJE, FESS, and IFDEP. Each is discussed in paragraph 7-6. d. Unisys 5000 series. The Unisys 5000 series of minicomputers was implemented to take advantage of the latest technology in high-performance minicomputers using multiprocessors to support more users within the DEH. Like the IV phase computers, the Unisys minicomputers support Tier 3 requirements. USAREUR installations have been using the Unisys 5000 minicomputers to support its versions ofiFDEP and FEJE. As 7-4 ROC MONTEREY FTORD FTBLISS PRESIDIO S.F. FTHUACHUCA FTLEWIS FT RICHARDSON FTIRWIN ~ I c:n ROC KILLEEN HSC (FT SAM HOUSTON) FT SAM HOUSTON FTHOOD FRZSIMONS AMC FTRILEY FTPOLK FTSLL FTCARSON FT LEAVENWORTH FTCLAYTON Figure 7-1. ASIMS network ROC ATLANTA FT McPHERSON FTIENNING FTSIEWART FTGOII)()H FTBRAGG FTJACKSON FTRUCKER FTMcCLEUAN W8 .... z ~.,. ~~ n • ::r. -'? coo co o ROC WASHINGTON USAISEC DC-W l.SAISEC DC·L FTMONROE FTLEE FTDETRCK FTBELVaR WALTER REED AMC FTEl.SnS FTDEVBIS FTIVTCHE WESTPOINT TN 420-10-01 31 March 1990 the integrated facilities system, mini/micro version (IFS-M) is implemented, the Unysys 5000 will be used to support it. During implementation, the IV phase minicomputer's role will decline, and most of the DEH applications (excluding FESS) will be transferred to the Unisys 5000 series minicomputers. e. Micro/PC computers. The use of microcomputers in the DEH, including Intel 310, Zenith, and IBM PCs, has grown significantly over the years. Microcomputers can run a variety of computing applications including word processing, data base programs, spreadsheet programs, and project management programs, to name a few. In addition, an increasing number of software programs and computer models are being developed by DEHs in-house for various applications. Microcomputer technology is rapidly improving, with increased processing speed and storage capacity. Multitasking, which used to be available only on mini and mainframe computers, is now available on PCs. As the micro/PC computers improve, many of the DEH's automated applications will eventually be moved to PC data-processing system. f Other resources. Several other host computer resources are available, on a timesharing basis, to any DEH with a remote terminal or PC with a modem. These systems provide a wide range of specialized applications and are easy to access. Each is discussed briefly in section 7-6, on automated systems. These include: (1) The Army Energy Systems (AES) including the Army Defense Energy Information System (DEIS) Data System (ADDS) and the Energy Functions System (EFS). (2) The Army Facilities Components System (AFCS). (3) The Environmental Technical Information System (ETIS). (4) The Control Data Corporation (CDC) Cybernet computers that support Pavement Maintenance Management System (PAVER). 7-6. Automated systems. Numerous automated management and information systems are available to support the DEH's large and wide-ranging information, engineering, and reporting requirements. These systems range in scope from the all-encompassing Integrated Facilities System (IFS) applications (which support a wide range of RPMA functions) to very specific applications such as the PAVER, for maintaining all paved surfaces at the installation. In addition, some DEHs are required to support several nonengineering automated management systems such as the Standard Army Financial Information Systems (STANFINS), the Standard Army Intermediate Level Supply Subsystem (SAILS), and the Headquarters IFS (HQIFS) series of MIS. The following paragraphs describe some of the more popular automated management systems that have been adopted at many DEHs and MACOMs. Other, nonstandard packages and software developed inhouse being used at only a few DEHs are not discussed in this pamphlet. The packages discussed in this chapter are not intended to be all-encompassing; however, a complete inventory of the Army's standard systems, a thorough description, and points of contact can be found in the "DEH Automation Guide" published by U.S. Army Corps ofEngineers, EHSC, Fort Belvoir, VA 22060-5516. a. Integrated Facilities System, Increment I (IFS-l). (1) IFS-1 is a multicommand MIS encompassing the life-cycle management of Army real property resources from conception through design, construction, operation, maintenance, and disposal. It provides information on all aspects of DEH activities and establishes a data base management system for 7-6 TN 420-10-01 31 March 1990 facility-related and budget-supportive information to improve decision-making capabilities for managers at the DEH, installation, MACOM, and HQDA levels. (2) IFS-1 has three functional modules: assets accounting (AA), facility engineering management system (FEMS), and RPMA. Each module supports several functions and a number of reports. Refer to figure 7-2 for a breakdown offunctions and reports provided by IFS-1. (3) Currently, IFS-1 is run via batch access using the ASIMS. When the IFS-M (mini/micro) is implemented, it will replace IFS-I and will be interactive. b. Integrated Facilities System, Increment II (IFS -II). (1) IFS-11 is an umbrella term for a series of automated systems that support master planning and stationing functions at the installations, MSCs, MACOMs, and DA. The purpose of IFS-II is to provide relevant facility planning data to all levels ofArmy managers to assist in the decision-making process. (2) IFS-11 originated as part of the original IFS requirements. Three automated systems comprise IFS-11: (a) Army Stationing and Installation Plan (ASIP). (b) Directed Stationing System (DSS). (c) Stationing Analysis Model (SAM), and a micro-computer version called MICROSAM. c. Integrated Facilities System, Mini/Micro (IFS-M). (1) IFS-M is the newest generation of IFS systems to support the DEH's RPMA and AFH missions. It provides information concerning all aspects of DEH activities and is the single-source data base for facilities-related and budget-supportive information that a~sists managers at all levels of Army command. Implementation ofiFS-M began in mid-1989. (2) The IFS-M package is divided into a number of functional areas depicted by figure 7-3. The system is extremely flexible and will be expanded in the future to support additional DEH functions. When implemented, it will initially replace IFDEP, FEJE, and IFS-1 supporting real property, DEH customer coordination (work reception), financial management, job estimating, and contract administration. IFS-M has an interface with the FESS to access the supply and inventory control functions. (3) IFS-M replaces IFS-1 in its entirety. It was designed using a methodology that involved the systems end users and expands on the original systems functionality and replaces batch processing between Tier 3 and Tier 1 with interactive processing at the Tier 3 level. IFS-M will operate in the Unisys 5000 series minicomputer network environment at the Tier 3 level but will be linked via telecommunications to support upward reporting through ASIMS. (4) New forms to be used with IFS-M are under test. These test forms are shown in figures 7-4 to 7-7. 7-7 c:.J>-3 ~z ==~ Ill ~ ., 0 n ' ::r~ M 0 ... ? coo co ... -~---!-t_!______________________ ~----------------------~----------0 I I I I u N c Real Property T Cost PPBER Inspection Work I Inventory Management Accounting Cycle Reports 0 Management s N ---J---- ·---1---· ·---.r--· ---i-------,t--- R Financial Control -Unconstramed -Monthly lnspectoon E Daoly Cycle Work Recel!tion -Requirements Report 0 ,_.I -FEMS Data Base Input Verified -JORIIJO Status Report -functional Group Cost Report -Finan(ed/Unfinan(ed -De •c•ency L1stang R ~ -Reombursable Costs Report p -Special Proiects/IJO Report Re1wrements Agamst Assets Data Base -Service Order Register Report Re~uirements Report -Work Project lost -hcility Reference Report -M. -Year Review Report -Other Costs Reports T I -StandingOperatoonsOrder s Rl'port -Prior Ye•r Perform•nce -Monor Construction I Alteration Report Monthl~ C~cl~ -f aCiht~ Oeunptlon Repor1 Engineering De11gn ! Rl'port ,..... -Engr Design Status Report -family Housong Cost Re~ -Space Utohzation Report family Housing Genera Officers - Except10n List 4 -Engr Desi~n Estimate Quarters Report I -Labor Exp %By functional Group QuarterI~ C~cle .-Shop Fole Report -Contract latus Report Mat' I Coordination & Scheduling ! -Preventive Maintenance Report -lmtallat1on Management I Reports -UOs AwaitinJ Mat'ls Report -l I • RPIIBIS -Master Sche ule Report 00 • Real Property faCilities -Shop Schedule R~ort D1spo~al ~ -Shop Backlo~& orkforce --. -fOJce & Miu1on Plannmg DIStllbut•on eport -Servoce Order Backlog Report Req'd facohties • Tabulation of E•istmg & • Tabulation Of Specofic faulities LEGEND • lm.tallation Oatil & Tram1ng Work Accoml!hshment -Equip Downtime Su•tabihty AA -Assets Accounting -P1eventive Mainten•nce ~ Report FEMS -facilities Engineering Management System -Error List Report RPMA -Real Property Maintenance Activities -.jSemo-Annual (~cle PPBER -Planning, Programming, Budgeting, Execution, -FIf~ Protect1on Report Performance Evaluation &Review -Shop Performance On Annual{¥df: Completed IJOs Report -R&D Dollar Report -Shop Performance On Servoce -+ Order$ Report -.. • Buoldin~ -E~uipment U~•liz•t•on Report • Other T an Bu1ld•ngs -Mossoon Support Report ·-- Figure 7-2. Integrated facilities system (IFS-1) documentation tree TN 420-10-01 31 March 1990 IFS·M I I I I I I Real Contract Supply/Project Employee Others property administra-inventory Scheduling planning data (to be added) accounting tion control Financial Plan. OEH management program. and Job Equipment Environ· customer ijob cost track estimating management mental coordination accounting) requirl!ments Notes: (1) Real Property Accounting. Provides DEH an improved method for identifying, monitoring, and reporting real property use and occupancy for both leased and owned facilities. It will also provide an improved method for maintaining the installation's real property accountable records. (2) DEH Custom'" Coordination. This module handles review validation and initial planning for customer job order requests, and provide responses to customer inquiries. The focus is on improving customer satisfaction with the work reception and planning process. (3) Project Planning. Identifies, accumulates. and prioritizes OEH work requirements. (4) Financial Management (Job Cost Accounting). This function ensures that funding limits are maintained at the installation level. It also tracks user-furnished funds and will interface with STANFINS and SAILS. (5) Employee Data. Employee data for estimating, scheduling, and shop administration functions will be identified and reported to Administrative Services so that manpower TOA requirements. personnel actions. and employee skills can be integrated. (6) Plan, Program, and Track Requirements. Analyzes budget projection and dissemination for future years for all DEH accounts. (7) Contract Administration. Monitors and administers all forms of OEH contracts including Service. CA. construction. A&E, and job-order contracts. (8) Job Estimating. Allows development of consistent, accurate, and reliable job estimates for all RPMA work. (9) Supply/Inventory Control. Provides all supply and inventory control systems. (10) Equipment Management. Identification, utilization. and analysis supporting DEH equipment requirements are provided by this function. (11) Scheduling. Provides development of both short-range and long-range scheduling. (12) Environmental. Manages the installation environmental programs Figure 7-3. IFS-M overview d. Headquarters Level Integrated Facilities System (HQIFS). (1) HQIFS refers to a family of management information systems that are designed to use the data collected by IFS-1, IFS-M, and other sources to meet facilities data-reporting requirements at the MSC, MACOM, and HQDA levels and above. The four modules comprising HQIFS are discussed in subparagraphs e, f, g, and h below. They are: · (a) BacklogofMaintenance and Repair Reporting(HQIFS-BMAR). (b) Inventory and Resource Planning (HQIFS-IRP) (ASSETS). 7-9 Col~ WORK REQUEST (IFS-11) ~-"Z {for use ol lll1s lotm, see AR 420-17 and DA f'Uf 42D-6; The proponenl agency is USACE.J ~~ CUSTCU:R DXlU::NT w DATE ~~ () SERIAL n ' StiORT .X:OOESCRIPTDt li: PART A (XI£ ~ OA I t.o4 I YR ::r- tu.t!ER {Sud lnslruclions} -'? coo I I I I I Jl 1111 I I I I Ill I I LL~J I I I LJI Ill I I I I I I co ..... 0 INSTALLATION BULOING I FACLITY NlAAOERS ABBREVIATION OF FACIUTIES 1 2 3 4 5 6 1 8 9 10 ~ 1 I I I I l J I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 2 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 3 I I I I I I I I I I l I I I I J l I I I I l I l ~~ l I I I I I I I I I I I I I I l I I I I I RE~RKS: I QJSTCU:R NAt..t: 1 llirtJI ~ I POC Pt JCN: NLt.efR I INSTALLAT~NAME 11 I 1 I I I I I I I 11111 I 1111 I I 111111111~1 1 I I I I I I v.oAK OESCRIPTIOII: (Description and juslilicalion o/ wor• requesledJ ' -;4 SIGNATURE 0 NJIKJRIZEDf£a£SltlA: /TrJH> ot PtmiJ - DATE APPROVAL ACTION CODE. u SPECIAl MEREST CODE: I I I I I I I OA t.o4 YR PART B {ApptovinQ 01/icia/ Only} \MlRK REQUEST PROUTY: ESTIMATED WORK START DATE: I I I LUJ J PROGRAUWICAIOHCOOE: ESTIMATEO v.alK CCNPLETOO OATE: w I I I I APPROVAL AMOLf,JTS WOifMACOM FORT EXCELLENCE coo FY:90 co .... ! 0 ANNUAL WORK PLAN -PART II (Continued) DATE PART II: FIXED WORKLOAD C: Services Requirement (total SK required) 1. Entomology 354.0 2. Custodial 731.0 I 3. Refuse Collection/Disposal 750.0 ' I I 4. Hazardous Waste Disposal 105.0 5. Equipment Maintenance (Number) (Hours) a) Elevators I b) Boiler overhaul t'%.l I .... c) transformers I ""' • I • • : 6. Emergency Service Orders • • : • : - ----_j ~----- Figure E-1. Example AWP (Continued) TN 420-10-01 31 March 1990 (Example) I I I I I : ANNUAL WORK PLAN INSTALLATION ' I I 7 • Fort EKcellence I :----------------------------------------~-----------------------------------~1 I PERIOD K ] FINANCED I I FY 90 UNFINANCED I I I DESCRIPTION (List in Priority Order) Army Family Housing Maintenance a 1910 OPERATION CONTRACTS 1. Indirect Support Costs for Police Protection 2. Reimbursement to WPH 3. Refuse Collection and Disposal 4. Vehicle Support (Reimbursements to DOL) 5. Street Cleaning 6. Funded Reimbursement Collections for Rents, Services and furnishings 7. Entomology, Rpr movable Equip and Indirect Support to Fire Fighting, Snow Removal, Street Cleaning, Refuse Inspection. TOTAL: Figure E-1. Example A WP (Continued I E-15 AMS Total Code Cost b c 1910 $179.0 1910 161.0 1910 182.0 1910 41.0 1910 5.0 19~u (110.0) 191U 677.0 1,135.0 TN 420-10-01 31 March 1990 (Example) ANNUAL WORK PLAN : INSTALLATION I I : Fort Excellence I I ~----------------~~--------------~~ 7. Army Family Housing Maintenance PERIOD : [ x FINANCED FY 90 : [ UNFINANCED DESCRIPTION (List in Priority Order) a 1920 Maintenance and Repair Contracts COO (Cost of Ownership) -Recurring Maintenance and Repair PRIORITY 1.0 Not Assigned HVAC, Areas 14 & 15 and installed units off warranty from phase 1, AFH A/C Contract DACA-87-C0077 2.0 FH060016P Grass Mowing-Contr exp 31 Oct 88 2.1 Not Assigned Grass Mowing-Begin o/a Mar 89 3.0 FH060026P Grounds Maint -Contr exp 31 Oct 88 3.1 Not Assigned Grounds Maint-Begin o/a Mar 89 4.0 FH060076P Int Paint/Flr Finish, Areas 1-10 4.1 Not Assigned Int Paint/Flr Finish, Areas 1-10* 5.0 FH060086P Int Paint/Flr Finish, Areas 11-15 5.1 Not Assigned Int Paint/Flr Finish,,Areas 11-15* 6.0 FH060096P Int Paint/Flr Finish, Areas 16-19 6.1 Not Assigned Int Paint/Flr Finish, Areas 16-19* 7.0 FH060106P Int Paint/Flr Finish, Areas 20-21 7.1 Not Assigned Int Paint/Flr Finish, Areas 20-21* 8.0 FH060116P Int Paint/Flr Finish, Areas 22-27 8.1 Not Assigned Int Paint/Flr Finish, Areas 22-27* 9.0 Not Assigned Clean/Rpr Gutters, all Areas 10.0 Not Assigned Cln/Rpr Chimneys, Areas 1-5, Out 11.0 FH002814P Rpr floor covering, Areas 23, 25** 12.0 FH002824P Rpr floor covering, Areas 2, 4, 5** In House Reimbursement to RPMA Indirect Support Quarters Cleaning Small purchases Total Recurring M&R Contracts * Requirements Contract for interior paint/floor finish, priorities 4.0 thru 8.0, estimated to expire o/a Apr 89. ** Current requirements contract for repa~r floor covering expires o.a Apr 88. Figure E -1. Example A WP (Continued) E-16 AMS Total Code Cost b c 192241 $60.0 192571 7.5 192571 47.5 192571 2.7 192571 17.3 192134 208.0 192134 208.0 192144 208.0 192144 208.0 192144 208.0 192144 208.0 192144 208.0 192144 208.0 192144 208.0 192144 208.0 192142 55.0 192132 15.0 I 192241 23.5 192241 12.5 2,807.0 167.0 5.0 56.0 5,356.0 Wo-i -z ==~ ID. t.:l ., 0 n • ::r --3 (Example) ~z ~""" Ill~ .., 0 0 I D. Project Design Plan ::r~ ~? ------- coo - co~ f'RI Dli' Ill: I fUID C!I!IRAI:I f91!L 1&11 IES!!!IJ! flU SIMI IDIB'I 901 FilA. IEiil lOIII: 0 liD •--~ PlllJ[CI ICI. 5llR:E Tin.£ lUIEII IY I& fSI P8l P8l P8l I P8l 11'01 P8l IIIH EST (5I EST m EST at: - lfiiCXJII 1C1 Dlrii:T .a 11:1' itT lltl iii 17 c ~_e:;p~ Rl'l! ~~~llQ86 !L&lllf_ !Yi!l![__l!{~fl1181 02101/!11! OJIOI../.!ILW!~!B!U!!L_2_L_!711~i!l!i l~!_!!D-M5l ~/ADD. MSl:_~-1111: I I I I I I 0JI01111 I I I I 90.0 MDII& tl:I.O. l'IPED -f'RID'Illi. I I 111~181 !!1~1~ I__ I _ ! l 0.0 1~ _£ F1~_!-7J lilA llfPlACE !iO(g. CI«JSSINl Ll&iTS ,!JI. ~~~ ~ ~ IIHtla OCT 11109187 02101/!11! Oll151!1!i OJ/30/!I!i 501 091151811 I I 15.0 IIE516N WI fS-311-61'. . --Doc ·; I I -1 . Oll15188 oyjo11J1i --1 I . I I 1S.O -----------------· ------111151B1.£1!lli~__L_l_!__l__ __ ..l.! .!1~- l'L n~~:~~. ~~L~ [!!2YI!!JIII~-~ KCOAE-«V &AS 12115186 061011870111011!11! 101011!11! 401 I I 190.0 IN FINAl IES16N. llii.B.£ IN -----. Dtt I i -i -I Oi.IOillia o910IIII I I 490.0 6£TTIN6 IIIUUIN6 lltCIIFLISt£11 IN 041011~ I I I I I I I I 0. 0 IIRAIIO I'IJQ. 20 ft F?-<1011111-IJ lilA llfPlACE INIItiiNS!~L ~Lllt:S 1120 f'lUS I_ ~-~~[Y.J11i0ll!!!!~~~~ 07£01188 O!ll:i!ll!! ~ --~011!11! __ L I_ _ ~.o_ l_!!l,_ 8300o~18j40,~. ~T._ kll) I I I I I I I I I I I I 0.0 t:I:IIIE6011ATIN6 WI AI£. fRill 1110 I I_ I I I I I I I I 0.0 Hl&i. 2! " F~9-?J~ ~!!ll!UI0014-7J lilA II£NOYAI£ IIUILDIN6 210 liN PIIOC IDi CI'C KCJIAi:-Bri D osii51Bj0ll01lalo:ii01i!l!i 0111SI!I!i 201 I I 17:iO.o II.D il!Xi. ICI. 37. mai'Ts lfll I I I I I I I I I I 0.0 COI'lETID. IXll ~61111AIIN6 Ill 11101187 02121188 I ' I I I I O.D FINAL oESI6N. 24 A F4-(~-7J ~ II£NOYAIE IIUILDIN6 ~ ~IU!Rl 1IEH J:!llo1E-i(B Wi 09/30/87 01129/88 04/29/611 05/ll/!11! 401 061101!11! 09/221!11! 1750.0 TOTAl IEIIOYAII!II IPIIOIOT'II'fl. ifS I I (oli01i!l!i 08101/!11! I I I I I I 0.0 AS-BUlLlS 1001. M IF CIKEI'I --"09130181--, ;-. ~--~-. I ;---1 I . 0.0 DEsll;N: .Nil: fu AlE -TO DO ll9i PIIEP. 25 A F~:(>)(o2S-7f [JWl II£NOYATE 11U16 15 CiffR trti INSI;l IIElHISii t:I:IIAHJI ADM 02115/!11! 061151!11! I I I I 01 I I I I 175:) ., 0 n ' ~ ..... .... cp coo co .... 0 MACOM FORT EXCELLENCE FY:90 I ANNUAL WORK PLAN -PART IV DATE PART IV: RESOURCES DISTRIBUTION SUMMARIES A. Personnel 1. Military Versus Civilian 2. Numbers by Work Center 3. Personnel Cost B. Material and Supplies 1. Classification of Inventory (bench stock, shop stock, etc.) [:l:l 2. Status Materials (on-order, hold, etc.) N !:>:) 3. Material by Work Centers c. Costs 1. Contract Projects 2. Purchased Utilities : 3. Travel D. Manhour Distribution 1. Work Center 2. Work Classification I Figure E -1. Example A WP (Conlinued) TN 420-10-01 31 March 1990 (Example) C. FY89 -1ST QUARTER MANHOUR DISTRIBUTION FY88 -2ND QUARTER MANHOUR DISTRIBUTION 500 (11.0X) PW (21.0") Figure E-1. Example AWP (Continued) E-23 t.)~ .... z s::,j:>. Ill t-:1 ., 0 0 I :;:r .... .... '? teo m .... 0 MACOM FORT EXCELLENCE FY:90 ! I I ANNUAL WORK PLAN -PART IV (Continued) DATE PART IV: RESOURCES DISTRIBUTION SUMMARIES D. Equipment 1. Type 2. Work Center E. Funds 1. Account 2. Workload Type l:r::l I r:-:1 F. Workload Distribution (Cost and Manpower) ""' 1. Customer 2. Major Buildings G. Others • • • • ft,igure E-1. Example A WP (Continued) l;olo)~ '""'Z ~~ ~~ 0 I ;:TI-' ..... -? tOO tO I-' MACOM FORT EXCELLENCE FY:90 0 I ANNUAL WORK PLAN -PART V DATE PART V: REVIEW AND ANALYSIS A. Based on DEH Goals and Objectives 1. Housing Utilization Rates 2. Funds Obligation Rates 3. Design Completion • • • B. Productivity Improvement rr:J 1. Energy Consumption I t-.:1 IJl 2. Work Production 3. Equipment Leave Versus Buy • • • c. Others • • • P'igure E-1. Example AWP (Continued) Percent t%l ' 1:'..:1 utilization O'l (Example) FAMILY HOUSING UTILIZATION 99.34 100 GOAL • 98% 80 60 ACTUAL DOWNTIME % -3Q90: 40 0.66% -ADMIN 1.59% -CONTRACT 2.25% -TOTAL ACTUAL DOWNTIME 20 O 1 ycccrrr< 1QTR 2QTR 3QTR 4QTR FH-UTIL. CHT Figure E-1. Example A WP (Continued) W;-3 ~-'Z a=""" I» 1:'..:1 '"I 0 n , :::r"l-' .... cp coo F/Y 1990 co .... 0 LEGEND ~ACTUAL ~ ADJUSTED SOs (Example) -Number of Days Old ~o-3 .... z Si::o~>o 1\) ~ ., 0 n::r .... • .... c;:> coo co .... 0 1.100 LEGEND 1,000 900 800 (DATA AS OF 1 JULY 88) (12%) (7%) I - >90 61-90 700 (15%) I M@;%tml 31-60 I:"] I ~ -l Number ofSOs 1>00 500 (66%) I • o-3o 400 100 200 100 0 CARP Hi( PAINT ROADS PLUMB KIT.EQ RANGE KiH INT.EL METAL HVA( GRND5 EXT. EL 5/H fANS SO-AGING.CHT Figure E-1. Example AWP IContinued) (Example) t-1)1-3 .... z a::,. II' N , PROJECTED DESIGN COMPLETION VS. ACTUAL DESIGN COMPLETION ., c :T .... 300 n • .... '? tao tO ... c ACTUAL 250 ~ PROJECTED 200L__J~~~~~-------------------------------------------------------- Number REVISED PROJECTED of projects 1so L~~~--------------."--1 (cu'mulative) ti:l ' 1:-.:l 00 tooL------------------------------- 50~--------------~ 0 I f/( OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP MONTHS Figure E-1. Example AWP (Continued) Average hours used per employee t%) ~ <.o Wo-i .... z (Example) a;:,... I»~ .., 0 n • :;r .... SICK LEAVE USED .... '? c.o .... 0 25~--------~~~~------------------~ <.oo LEGEND ~F/v·a7 -=-F/v·ss 20 F/Y •ag 15 10 5 0 I 1///// 1ST QTR 2NDQTR 3RD QTR 4TH QTR SICK-LVE. CHT Figure E-1. Example A WP (Continued) TN 420-10-01 31 March 1990 Appendix F Sample Work Priority Policy F-1. Purpose. The purpose of this policy is to promote better understanding between the Directorate of Engineering and Housing (DEH) and the customer by explaining detailed procedures and priorities for DEH accomplishment of minor maintenance work. F-2. Application. In general, this policy applies to small-scale maintenance and repair work accomplished on Government owned/leased facilities and equipment. This type of work is generally referred to as a service order (SO) and is limited to a total of 40 hours oflabor or a total cost of $1,000 (except "K" materials which are unlimited). F-3. Service order initiation. SOs may be initiated by calling or visiting our work reception desk at Bldg. # telephone # during normal duty hours or Bldg. # telephone# during nonduty hours. F-4. Service order priorities. Service orders will be accomplished in accordance with the following priority system: a. Emergency. Emergency work takes priority over all other work and requires immediate action, including overtime or diverting craftsmen from other jobs, if necessary, to cover the emergency. Usually work will be classified as emergency when it consists of correcting failures/problems constituting an immediate danger to life, health, mission, security, or property. Examples include overflowing drains, broken water or steam pipes, gas leaks, major utilities service failures, broken electrical components that may cause fire or shock, stopped-up commodes (when only one is available for use), spillage of hazardous/toxic substances, and accidental lock-ins of small children. Normal response time for emergency work is within 1 hour. Once started, work will continue at least until the emergency has been terminated and the priority can be downgraded. Then, if the remaining work is uncomplicated and close to completion, the job will be completed. Ifit requires detailed planning or special materials, the remaining work will be rescheduled. b. Urgent. Urgent work is required to correct a condition that could become an emergency, could seriously affect morale, or has command emphasis. Examples include heating and warm-water supply outages, air conditioning system failure, or functional failure of ranges and refrigerators. As a rule, we will make every effort to accomplish all urgent work within 2 working days of receipt of the request. However, actual response times for urgent work may vary from 2 hours to 5 calendar days, depending upon availability ofcraftsmen, relative urgency, and time of request (i.e., weekend, night time, duty hours, etc.). F-1 TN 420-10-01 31 March 1990 Some common examples ofurgent service orders and our target times for response to them are as follows: (1) Heatingoutage-midwinter 2 hours (2) Lock-in/lock-out due to defective lock 3 hours (not due to negligence) (3) Complete water supply outage to a housing unit or barracks 2 hours (4) Inoperable commercial freezer 3 hours (5) Inoperable domestic refrigerator 16 hours (6), Inoperable domestic range/oven 24 hours (7) Inoperable commercial range/oven 3 hours (8) Warm-water supply outage to a housing unit or barracks 8 hours (9) Air conditioning outage (domestic)-midsummer 36 hours (10) Inoperable commode where other operable commodes exist 5days (11) Broken or defective windows/doors that compromise security. 2days Once started, urgent work will continue until completed unless the need for special materials causes a temporary job stoppage. c. Routine. Routine work does not meet the category of emergency or urgent. This category covers required work that, if not accomplished, would merely continue an inconvenience or unsightly condition. Work in this category will normally be accomplished on a first-come, first-served basis. Every effort will be made to respond to and complete routine SOs within 30 days. As an exception, however, minor SOs requiring less than approximately 4 man-hours that cannot be logically deferred until the next preventive maintenance visit (see subparagraph F-6 below) and pertain to housing, dining, barracks, or operational facilities will be accomplished within 5 working days whenever possible. F-5. Unsatisfactory work accomplishment. SOs that have been unsatisfactorily completed will be redone correctly within 5 days ofnotification of the requirement. F-6. Preventive maintenance. Preventive maintenance (PM) is the systematic care, serv1cmg, and inspection of equipment utility systems, buildings and structures, and grounds facilities for the purpose of detecting and correcting incipient failures and accomplishing minor maintenance. A PM team will visit your facility/quarters every 90 days to perform PM work. During the PM visit, the team may also accomplish very minor SOs previously requested. You will be advised of the exact date of a PM visit through publication in the F-2 TN 420-10-01 31 March 1990 daily bulletin. In addition, housing occupants will be advised ofPM visits through information flyers. Should the scheduled PM visit pose difficulties, call telephone # , and other arrangements can be made. Any work identified by the PM team as a deficiency but beyond its capability will be reported by the PM team to the DEH work reception office for accomplishment. F-7. Work evaluation. The DEH reviews the performance of SO work through random sampling techniques. In addition, customers are encouraged to contact our quality assurance branch at telephone # ---:---to express their satisfaction or dissatisfaction with work accomplished. Housing occupants will receive a questionnaire to answer voluntarily every time they are visited for SO or PM work. A franked, DEBaddressed envelope accompanies the questionnaire to allow for easy return mailing. F-8. Appointment procedures (housing occupants only). Normally, visits to accomplish SO work (excluding emergencies and uery urgent SOs) will be prearranged with the requester. Prearrangement will be limited to half-day timeframes, (i.e., 0800-1200 or 1200-1600). F-9. Non-DEH work. The DEH frequently receives requests for work outside its responsibility. The following is a list ofthe most common requests received of this type, along with the proper office to contact: Request Responsible Office Phone Cut vehicle keys Repair furniture (excludes housing) Telephone repair TV antenna/cable/reception problem Wall-mounted bulletin boards/charts Reproduction ofslides/oversize sheets Personal name and office signs Abandoned car removal Stringing computer cables user/requester F-10. Questions or comments Questions or comments regarding any aspect ofthis policy should be called into phone#_____ Note: Response times/timeframes in this sample policy, though considered a reasonable point of departure, are for demonstration purposes only, and may be modified/expanded/deleted by individual installations as logic and the situation dictate. Above all, response times/timeframes determined should be reliable. Installation commander approval of the installation priority policy is recommended. F-3 TN 420-10-01 31 March 1990 Appendix G Sample Shop Coding Structure G-1. Shop coding structure. Establishing shop code designations for various DEH organizational components identifies and accumulates such data as job order content; work force capability, performance, and utilization; scheduling potentialities; labor reporting and distribution; material processing; and automated processing. Operating unit codes are entered on all work authorization documents, including DA Form 4284, Work Orders, DA Form 2702, Bill of Materials, and DA Form 2764, Job Phase Calculation Sheets. Since the number and nomenclature of these codes vary from installation to installation, deviations are necessary for individual coding units. The unit codes listed below (additional codes may be required for large installations) are recommended for assignment as applicable. They are as follows: a.· Codes 0 . ... 19 Maintenance 01 Woodworking 02 Electric (Interior) 03 Plumbing and Steam-Fitting 04 Metal Work 05 Painting 06 Refrigeration and Air Conditioning 07 Roads 08 Grounds 09 Domestic Heating Plants 10 Preventive Maintenance 11 Packing and Crating 12 Exterior Electric Distribution 13 Water Distribution 14 Sewer Maintenance 15 Railroads b. Codes 20. ... 29 Services 20 Fire Prevention and Protection 21 Entomology Services 22 Fuel Storage and Issue 23 Refuse Collection and Disposal 24 Custodial 25 Mobile Equipment Maintenance 26 Hazardous Waste Collection and Disposal c. Codes 30 . ... 39 Utilities 30 Boiler Plants 31 Water Plants 32 Sewage Plants G-1 TN 420-10-01 31 March 1990 33 Electric Generation 34 Cold Storage Plants d. Codes 40. ... 49 Management and Engineering 40 Engineering Resources Management 41 Engineering, Plans, and Services Division 42 Administration 43 Supply and Storage G-2. Operation Under IFS. Installations using IFS must use a three-position shop code rather than a twoposition code. The third position identifies crafts within each shop. The craft code's purpose is to enable schedulers to more exactly allocate hours to the shops based upon the known hours available in each craft. For this reason, it is also important for non-IFS installations to use this concept whenever possible. Sample threeposition shop/craft codes are illustrated below. Note that the first two positions designate the basic shop as specified in paragraph G-1. a. Carpentry 010 Carpenters Masons Bricklayers Locksmiths 011 or 01C 012or 01M 013 or 01B 014or 01L b. Metal Working Shop040 Metal Cutters 041 or04C Welders 042or04W Solderers 043 or04S c. Engineering Plans and Services 410 Architects 411 or 41A Draftsmen 412or41D Civil Engineers 413 or 41C Electrical Engineers 414or 41E G-2 TN 420-10-02 15 March 1990 Appendix H Potential IE Studies H-1. General. Periodically, the DEH Industrial Engineering (IE) function must evaluate RPMA operations by analyzing how work is identified and processed through the DEH organization. IE should analyze the way workloads are identified to the DEH, determine how well the DEH manages the workload, and evaluate how RPMA processes can be analyzed as production-linewell work is accomplished to satisfy the customers. operations using the following breakdown: Work Input-Work Process-Work Output The following paragraphs present suggested areas where IE can systematically conduct detailed studies to identify problem areas. H-2. Work input a. Facilities utilization index. Determine shortages and excess facilities by types. Identify substandard buildings for demolition and replacement. Ensure a proper match ofusers and facilities. Promote efficient use offacilities and a logical base layout of occupants by assigning occupants the proper buildings to enhance the installation's overall mission. Assigning buildings to inappropriate functions can generate much unnecessary work. (Example: Use of warehouse space for office space.) Determine how well installation master plans are followed. b. Workload analysis. Analyze how maintenance and repair (M&R) and construction requirements are identified by major subsystems, such as building structure; electrical, water, and sewage; mechanical, including heating, ventilating, and air conditioning (HVAC); pavement; grounds; and so forth. Evaluate whether existing work identification processes are adequate and effective for each subsystem. For instance, HVAC subsystem M&R strategy may not be appropriate for application to building structures. Conduct cost effectiveness analysis of various work identifications and available options for follow-on work. c. Self-help store. Determine how far this concept could be expanded, and document possible manpower savings. Integrate the self-help concept with geographically localized preventive maintenance teams, if applicable. H-3. Work process a. Workers. Ensure that they understand the DEH system's work processes and how work units are integrated into RPMA operations. Identify training requirements. Evaluate whether manpower models are effective in b. Manpower authorization and allocation. determining manpower authorizations and allocations. Make adjustments ifnecessary. c. Tools and equipment. Evaluate the adequacy of tools and equipment. Modernize tools and equipment. Help shops get needed machines through the Base-Level Commercial Equipment (BCE), Productivity H-1 TN 420-10-02 15 March 1990 Improvement Fund (PIF), or some equivalent program. Change the Table of Distribution and Authorization (TDA) as needed. d. Workplace. Help shops to develop a high-quality workplace that employees are proud to show toothers. Workers' pride in their organization can be the greatest factor in enhancing shop productivity. e. Transportation needs. Evaluate DEH overall transportation needs and consider overcomingdeficiencies by use ofprivately owned vehicles (POVs), leasing, a taxi system, the runner concept, and so forth. f Work scheduling. Evaluate total allocation of labor-hours spent in preventive maintenance versusbreakdown maintenance, emergency response, mixes ofindividual job orders (IJO) versus service order (SO),recurring maintenance response, and so forth. Determine how labor-hours should be allocated given idealconditions, and evaluate the difference between these hours and the actual hours spent by shops. g. Planning and estimating support. Evaluate the effectiveness of engineered performancestandards (EPS) in measuring productivity. Apply modern maintenance techniques, expedient repairmethods, and less labor-intensive materials to reduce costly craftsman labor-hours. h. Training. Ensure that resource managers are knowledgeable and adaptable to changing requirements and management styles. Develop integrated ongoing training programs, including shops onthe-job-training. i. Apply manpower staffing standards system (MS-3) to see whether shop operations could be more efficient and could compete successfully with commercial activities. H-4. Work output a. Avoid unsatisfactory duplication of work. Find ways to consolidate work of various types into one bigproject, rather than responding to individual work requests. b. Evaluate and measure customer satisfaction to ensure that the DEH end product is what the customerneeded. c. Develop a strategy to improve the DEH image and reputation by publicizing successful work accomplishment. (Remember, success breeds success.) Use base newspapers, signs at the worksite, customerrelations, and so forth. H-5. Most frequent reasons for low productivity. There are no general textbook approaches to overcomeproductivity barriers; managers must be creative and adaptive to their own unique situations whenimplementing solutions to problems. a. Limited backlog: Often, not enough work is assigned to the craftsmen and shops run out ofwork. b. Craftsmen may pick the job and adjust the time charged on cards to reflect a full 8 hours without thesupervisor's and scheduler's approval. H-2 TN 420-10-02 15 March 1990 c. Frequent service call visits while housing occupants are absent. Prior appointments made by telephone are necessary. d. Coming back to the shop for lunch and going back out to the job site again, instead of eating at the job site (this not only wastes time, it puts additional demands on already scarce transportation resources). e. Interruption of work because materials or equipment are missing or inadequate (improper planning and problems due to poor material procurement are the most likely underlying causes). f. Poor supervision: The foreman does not know what work is to be accomplished that day or the next day. He is not accountable for work not being done according to a set schedule. Or, the foreman may not understand how the DEH processes workloads. Wrong shop assigned the job, combined with strict adherence to union practices by craftsmen. g. (Example: electricians do not do touch-up painting after their electrical work.) h. Failure to perform preventive maintenance properly. Mechanical and electrical systems have many critical components that require periodic maintenance. H-6. The most useful kinds of management information Needed information includes what is still lacking (e.g., material, labor availability, a. Status of IJO. The DEH often needs such information to inform the equipment, etc.) before starting work on an IJO. installation commander/chiefof staff and other post senior leadership. Consider tracking project information for special command-interest projects designated by the DEH. b. Quick budget information (actual versus programmed expenses). c. Repetitive 80s for the same facility -Indicators of: (1) Repetitive maintenance problems with the facility. (2) Scheduling failure to combine 80s. (3) Calls from more than one source, caused by not having a building manager. ( 4) Improper repairs requiring repetitive visits. (5) Abuse by the user. d. Customer perceptions of DEH services. (Design a survey to find out how the post community thinks of DEH services.) e. Comprehensive requirements definition, based on evaluation of the true needs and on the consequences ofnot meeting requirements. What are the real minimum resources needed to accomplish the mission? H-3 TN 420-10-0215 March 1990 f. A local prioritization scheme giving the DEH a tool for managing resources to meet RPMA needsranging from the highest to the lowest priority ranking. g. Efficiency and effectiveness indicators for major efforts. (e.g., EPS use, preventive maintenanceschedule compliance, percentage of master plan implementation, energy conservation, housing occupancyrates, mean waiting period for SOs and IJOs, fire losses, etc.). H-4 TN 420-10-01 31 March 1990 Appendix I Example of Review and Analysis Techniques 1·1. Work Order (DA Form 4284) analysis a. Analysis of individual job orders (IJOs) is based on a comparison of estimated labor-hour requirements versus actual ones. These data may be tabulated by shop in accordance with the format in table I-1. Table 1·1 Sample format for woodworking shop manhour comparisons Document Estimated Adual Percent Number Manhours Manhours Variation (a) (b) (c) (d) FE 001756J 80 75 {6) ST 103516J 200 280 40 QT047206J 40 62 55 FE 053216J 70 55 (21} 390 472 21 b. Effectiveness in accomplishing IJOs (as shown in table I-1) should be reported to the DEH monthly by all shops for information purposes and for corrective action. Working unit supervisors (shop foremen) must find main causes for any variation in excess of 25 percent between estimated and actual labor-hours. Their analysis and comments should be made and attached to the original copy of the JOR (DA For 4283). Additionally, on a quarterly basis, all IJOs should be analyzed to ensure that the Building and Grounds and Utilities Divisions devote at least 35 percent of their labor-hours to performing IJOs (MACOMs may adjust this percentage above 35 percent as required). If the actual percentage is below the target of 35 percent, action should be taken to decrease, where possible, the labor-hours expended on service orders (SOs) and standing operations orders (SOOs). Shop supervisors may use the following as a checklist when commenting on discrepancies between estimated and actual time: c. (1) Were the deviations from the job order plan caused by inclement weather, assignment to other jobs, sickness, accident, or other unusual interruptions such as lack of materials, transportation, and instruction? I-1 TN 420-10-01 31 March 1990 (2) Were there any unusual delays on the job? (3) Were too many people used on thejob? (4) Was worker performance satisfactory? d. Each applicable supervisor's performance evaluation shall include a major rating element entitled"IJO Variance Comments." As part of the monthly reviews of IJOs, a record shall be maintained indicatingwhether each such supervisor has included adequate and accurate comments on each variance exceeding25 percent. Such comments are important for identifying recurring problem areas requiring methodsimprovement action. The record will provide a realistic basis for evaluating performance in relation to thisrating element. 1-2. Service Order (DA Form 4287) analysis a. Standard SO tasks are to be established for each shop. These should be by individual units of workthat is repetitive in nature and normally falls into the scope of work covered by an SO. A time standard must also be developed for each task, either from engineered performance standards (EPS) or from local factors,through industrial engineering techniques. Each month, tasks completed shall be reviewed to determine thevariance between the actual time taken (cumulative for all tasks) and the time they should have taken asdetermined from the task time standard. The data required to perform this analysis will be available from oneoftwo sources: (1) At installations utilizing IFS, this information is contained in the report on shop performance ofSOs. (2) At nonautomated installations, the total time expended monthly on each task (repairingleaking faucets, unstopping commodes, and so on) is determined from the accumulated completed SOs. Theaverage time is then compared to the established standard. :J'he following equation is appropriate: Total time for replacing wallswitches 15.82--=.56hours(aueragetimeperreplacement) Numberofwallswitches replaced 28 The .56 hours average time experience for replacing wall switches in this example is below the EPS standardof .59 hours. The fact that the time for accomplishing individual SOs may vary widely does not diminish thevalidity of this work evaluation method. If the average time varies from the standard by more than 10 percent, then it should be investigated to determine the cause (such as awaiting transportation, excessivetravel time, failure to assign SOs by zones, inaccurate estimating, etc.). 1-2 TN 420-10-01 31 March 1990 b. The review of the SO backlog by priority category will show how well work is being accomplished within desired time parameters. (1) List all uncompleted SOs each month, grouping them by shop and priority. If they are too numerous to list, use a sampling technique. (2) Find the number ofdays that have elapsed between the priority deadline and the current date. (3) The number of days overdue can then be accumulated for each priority category and divided by the total number of overdue SOs in each to yield an average number ofdays overdue. c. This information can be used to realign priorities, shift resource allocation between priorities, and provide the DEH an appreciation of responsiveness to customer requests. A buildup in the number of backlogged SOs generally reflects an inability to keep up with the volume of requests, thus indicating a requirement to increase staffing or to consolidate SOs into IJOs for accomplishment in-house or by contract. 1-3. Analysis of Plant Operations (DA Form 4284/SOO). Since a significant portion of the DEH workforce is engaged in plant operations, it is important that sufficient emphasis be placed on analysis and evaluation of the work effort expended on them to ensure efficient application ofresources in this area. a. Plant operations. These include any operation producing a measurable product, such as from the operation of water, wastewater, and heating plants. (1) The best method for analyzing plant operations is by detailed studies to determine proper staffing, and by a continuing check .of the cost of units produced. Staffing studies should be done by IE with the foreman's assistance and should not be attempted on a "hit-or-miss" basis. Good analysis requires plotting work performed by each employee and examining possible use of automatic controls and equipment to reduce personnel requirements. The use of automatic controls and equipment for an operation requiring one person on a 24-hour, 7-day-a-week basis can result in the saving of wages and spaces for five people, since it normally requires this number to provide one person on each shift. (2) Special attention should be given to off-season operation in plants, such as those providing heat. Staffing and personnel employed off season for maintenance in the plant or for other work should be reduced accordingly, and this reduction should be reflected in the work schedule developed for these operations. (3) Analytical studies of manpower requirements for plant operations should be scheduled at least every 2 years and be accomplished by the Chief, Utilities Division and validated by IE. 1-4. Analysis of nonplant-operating plans. Nonplant operations include operations such as preventive maintenance, refuse collection and disposal, custodial services, snow removal, pest control services, and fire prevention and protection. Although accomplished by IJOs, they are highly repetitive. a. Detailed' annual operating plans will be prepared for each type of nonplant operation. These plans should include work element estimated hours by element; frequency cycles; established routes; consumption targets; mode ofoperation; list of supplies required; and personnel, materials, and equipment requirements by I-3 TN 420-10-01 31 March 1990 quarter. Each plan should be thoroughly reviewed by the appropriate division chief, the Chief, ERM and the DEH to determine (1) Need for the work. (2) That the projected mode of operation represents the most efficient utilization of personnel,equipment, and other resources. b. These annual operating plans should be used to justify requirements shown on the annual work plan. c. Each nonplant type of repetitive work presents a problem in establishing a method for measuring the work performed and will require a record of work accomplished and/or labor-hours required. Actual laborhours expended or units of work produced for various tasks should be compared against work performance standards. 1·5. Analysis of scheduling compliance a. Purpose. Scheduling, the key to effective and economical use of engineer resources, is based on a welldefined plan of work and scheduling discipline. Analysis of scheduling compliance provides a means of routinely isolating and investigating the causes of deviations from the schedule. With this knowledge, schedule preparation and scheduling discipline can be improved and controlled. b. Suggestedfrequency. Weekly. c. Source data. The specific cause of each scheduling change that occurred during the week should be determined and recorded by the scheduler/analyst. d. Preparation ofdata. The causes of individual changes in schedule should be listed and the number of changes attributable to each should be tallied. This arraying of the data will define the magnitude of scheduling changes and allow study oftheir major causes. e. Analysis procedures. The major causes of schedule changes should be investigated throughdiscussions with operating division and branch chiefs and shop foremen as required. Job sites should be checked and labor-hour allocations as well as utilization of equipment and materials should be reviewed. When analyses are complete, the scheduler/analyst should know why variances occurred, whether or not there were valid reasons for deviations, and their impact on the system. f Narrative discussion and recommendations. Causes of scheduling changes should be defined and evaluated. Specific recommendations should be made and variations should be discussed at the weeklyscheduling meeting. Actions taken will be indicated on the analysis report for eva!uation ofactions taken. I',, 1 1·6. Percentage of use of engineered performance standards. Shops should determine the extent to which EPS are being used in estimating IJOs. This determination will provide a method for spotting problem areas and a basis for further investigations. I-4 TN 420-10-01 31 March 1990 a. Suggestedfrequency. Monthly. b. Preparation of data. The chief estimator should maintain a log showing, by shop, the job order numbers, total labor-hours estimated, and total labor-hours estimated using the EPS. The established objective is 100 percent application ofEPS to those tasks for which they are available. When a low percentage is reflected for a specific craft, an investigation should be initiated to determine the causes, through discussions with the estimators concerned. If lack of appropriate standards is the reason for such a low ratio, additional standards should be developed locally. 1-7. Trend analysis. The necessary steps for making a forecast to perform trend analysis is shown in figure 1-1. The following subparagraphs illustrate application of these steps for a moving average in forecasting gasoline consumption (see table 1-2). Step 1 Select the number of time periods I Step 2 Calculate the total quant1ty for the time periods I Step 3 Calculate the forecast as a moving average I Step4 Com pare the forecast with the actual data after the forecasting period has passed I Step 5 Move to next time period and compute new quantity total and moving average for the most recent periods I Step 6 Graph the data and forecast together Figure l-1. Steps for making a forecast 1-5 TN 420-10-01 31 March 1990 Table 1-2 Trend analysis example: gasoline consumption table Error = Gasoline Forecast 3-month total (forecast Month used 3-month (gals) -actual use (gals) average (gals) (gals)) January 34 --February 44 March 42 120 April 42 128 40 2 May 46 130 42 2/3 3 1/3 June 44 132 43 1/3 2/3 July 56 146 44 12 August so 150 482/3 1 2/3 September 48 154 so 2 October 54 152 51 1/3 2 2/3 November 51 153 so 2/3 1/3 December 54 159 51 3 Total = 27 2/3 gallons Average Error =27 2/3 =3.074 9 gallons a. Step 1: Select the number oftime periods (1) With too few periods, one unusual period can have too much influence on the average. (2) With too many periods, out-of-date information from the distant past can have too much influence on the average. (3) The quality ofthe moving average depends upon the number of periods included. b. Step 2: Calculate the total quantity during all the time periods. Add the quantities from each period to get the total. I-6 TN 420-10-01 31 March 1990 c. Step 3: Calculate the forecast as a moving average. Divide total quantity by the number of periods as follows: Total Quantity Forecast= ____.;.__...;;..__ Numbero(Time Periods d. Step 4: Compare the forecast with the actual data after the forecasting period has passed (see table 1-2). (1) Compute the magnitude of the error only. (2) Disregard the plus or minus sign. (ERROR = Forecast quantity minus actual quantity). e. Step 5: Move to the next time period and compute new quantity total and moving average for the most recent periods. (1) Add the quantity from the most recent period and subtract that quantity from that of the oldest period to get a new total. Use the following equation: Most recent Total OldestNew total = time period + . time period quantity quantity quantity quantity (2) The following example illustrates its use: New total April Total January + 34 gallons = 12 8 gallonsquantity 42 gallons 120 gallons (3) Divide the new total by the number of periods to get the next period's forecast. Use the following equation: Forecast= New Total Quantity ____..:....__ __;;, Numbero(Periods 1-7 TN 420-10-01 31 March 1990 The following example illustrates its use: 128gallons May forecast = = 42.7 gallons 3 months f Step 6: Graph the data and the forecast together and continue to update period by period. Figure 1-2 shows the information presented in a graph. .. ,...... ___ .,.,,Forecast= 3-month moving average Error = Forecast -actual consumption Gasoline consumption (gallons) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Figure 1-2. Trend analysis example: gasoline consumption forecast 1-8. Work sampling a. Duties ofthe work sampler. The work sampler should be familiar with the study area, as well as the techniques and procedures for performing a work sampling study. In addition he/she should be personable, patient, and gifted with the initiative necessary to explain and sell work sampling. The human element is very important. Without full cooperation of those being studied, it is difficult to conduct a successful study. The study's success rests primarily on his/her judgment. Primary duties consist of the following: (1) Establishing preliminary work elements, working in conjunction with shop supervisors. l-8 TN 420-10-01 31 March 1990 (2) Directing preparation of or designing the observers' recording forms, making sure the data necessary to satisfy the study objective will be gathered. (3) Helping select observers, guiding them in planning observation routes and positions, and instructing them in the importance of random observations and use of random number tables. (4) Determining the initial length ofthe study to obtain desired results. (5) Collecting, processing, and analyzing study data on a daily basis and making necessary calculations and recordings. (6) Planning and writing the final work sampling report, explaining results, drawing conclusions, making recommendations, and suggesting further actions to be taken. (7) Forwarding the final report to all interested parties. b. Items to be sampled. A craftman's workday is measured in terms of a number of defined major (b) Unavoidable delay (awaiting transportation or materials, no instructions, etc.). (c) Official (training, meetings, additional duties, etc.). (d) Craft allowances. c. Work sampling observers. Selection of work sampling observers is one of the most important steps for ensuring the success ofa work sampling study. If possible, observers should be appointed by their supervisors and trained in the technique and practice of work sampling by the work sampler. Observers must be accepted by workers and management as being honest and fair and must have the confidence of both. Technically, they categories of work-productive, indirect productive, and nonproductive. The craftman's job is composed of work elements fitting into one of the following categories: · (1) Productive (actual work). (2) Indirect productive. (a) Job preparation. (b) Planning. (c) Material handling. (d) Travel. (e) Balancing delay. (3) Nonproductive. (a) Personal (breaks, personnel actions, injuries, etc.). I-9 TN 420-10-01 31 March 1990 must be thoroughly conversant with job procedures and operations. Although their manner must be pleasant,they must also be impartial and not become too involved with the individuals being studied. They must record exactly what they see. d. Training observers and other personnel involved. It is advisable that observers be instructed regardingshop activities by supervisors in charge of those shops or areas. In the interest of economy, personnel generally familiar with the activity to be studied should be selected as observers to collect work study data. They should be taught fundamental precepts of work sampling and should receive sufficient information to enable them to operate effectively, including (1) Information on the shops to be studied, work area site, reasons for the work sampling study, and study objectives. (2) A breakdown of work into elements, with a complete explanation ofeach element. (3) Training in methods of collecting and recording data on work sampling forms and of processingthe data collected. e. Preparation for a work sampling study. General steps before conducting a work sampling studyinclude the following: (1) Obtaining approval of the study by the facilities engineer, his or her assistant, or another authorized official. (4) study.· Use of random number tables and random times applicable to the particular work sampling (5) The number ofobservations required. (6) Training in recording snap or quick observations so they reflect actual work elements observed. (7) Information on the approximate length of the work sampling study. (2) Contacting supervisors in whose areas the study will be conducted to - (a) Explain the study objectives. (b) Outline how the study will be conducted and who will conduct it. (c) Explain the techniques to be utilized and the shops to be involved. (d) Arrange for observers and others directly concerned with the study. (3) Making arrangements for speaking to shop people and others involved to - (a) Explain what will be expected of them during the study and how they will be affected. I-10 TN 420-10-01 31 March 1990 (b) Stress that no person is in danger oflosing his job status as a result. (c) Assure them that any questions they have will be answered in a straightforward manner, and that no information concerning the study will be withheld. f. Making and recording observations. (1) To ensure that all observations are random and unbiased, observation times are drawn from the table ofrandom numbers. (2) When craft workers are widely dispersed over a large area, a matrix should be prepared showing location of job sites, observation routes, places for making observations, and scheduled observation times for the entire period (randomly selected). Before observations are taken, a roster of the workers to be observed, listed alphabetically and identified by job and location, should be prepared and submitted to the observer (however, workers need not be identified by name if other means of identification are satisfactory). Absentees should be noted by a tally mark. (3) The readings or observations must be snap readings. The observer should look at the worker for only a second or two, determine what he or she is doing at that exact moment, and record the activity on the observation sheet. The study will not be correct if the observer watches for a few minutes and then records what he or she thinks best covers the activities during the period. If an observer cannot determine exactly what an activity is by merely looking, the observer should ask the person performing it. Since there will be only a few seconds between the observation and the question, the delay will not have an appreciable impact on the results. (4) To avoid introducing bias as a result of anticipatory readings, the observer should walk toward the person to be observed without looking directly at that person. Walk to the observation point, stop, make a snap reading by looking quickly at the worker, determine the activity, and immediately turn away and record the reading on the work sampling observation sheet. The entire process should take only a few seconds. g. Presentation of results. The report of the work sampling study or any analysis should include the following: (1) Executive summary. (2) Introduction. A statement covering the beginning and ending dates of the study and the name ofthe organization conducting the study. (3) Objective. The study's purpose. ( 4) Scope. A briefdescription of the extent of the study and the results obtained. (5) Analysis. A discussion of the observed distribution of craftsmen's time. This discussion should emphasize the relative importance of the factors affecting work observed during the study. Each factor's importance is substantiated by the actual percentage of time spent by the craftsmen on the categories affected by that factor and the extent to which the impact on each category might change as a result of improvements in these factors. 1-11 TN 420-10-01 31 March 1990 h. The follow up study. (1) Mter completion of the work sampling study, every effort should be made to incorporate approved changes in management techniques and operational procedures. (2) A followup study should be initiated as soon as craftsmen and other personnel have become proficient in using the revised procedures. The followup study should assure the facilities engineer and other applicable managers that operation and job techniques are being followed, and that approved changes are as satisfactory as anticipated. (3) All records and data should be properly identified, dated, and filed chronologically for future estimates and reports. i. Precautions in initiating work sampling. When initiating work sampling, the following should be considered: (1) Begin with a limited application under favorable conditions, ifpossible. (2) Weigh the economic balance between information obtained and time spent on the study. (3) Bear in mind that the success of the study depends on the quality of the observations and that acceptance will be gained only ifthe results are satisfactory. I-12 TN 420-10-01 31 March 1990 AppendixJ Eligibility and Evaluation Criteria for the William C. Gribble Jr., DEH Executive ofthe Year Award Section I Eligibility Criteria J-1. The specific purpose of this award is to recognize managerial excellence at the highest levels of installation DEH management. It recognizes the complex responsibilities involved in managing an entire activity. Individuals meeting the following criteria are eligible for nomination: a. Served in one of the following capacities at an Army installation level activity: (1) Director of Engineering and Housing. (2) Deputy Director of Engineering and Housing. (3) Director of Facilities Engineering. (4) Deputy Director of Facilities Engineering. (5) Any equivalent facilities engineering position at the chief or deputy chief level, however titled, with the scope ofresponsibilities for providing full RPMA management support at an Army installation. b. Service to be recognized must have been performed for a minimum of 24 months in one of the above, or a combination of the above positions. The 24-month minimum period must be completed by the initial nomination submission due date (1 August of each year). For military personnel, a minimum service period is not required. Civilian candidates for this award should have been rated "highly successful" or "exceptional" for this period ofservice. Section II Evaluation Criteria J-2. The nomination package for this award should highlight demonstrated managerial excellence on the part of the nominee which has resulted in an exceptional level of DEH mission accomplishment. It should cover the broad scope of responsibilities inherent in the position. Emphasis must be placed on excellence rather than adequacy. The nomination format provided in paragraph S-2 must be used for all nominees for this award. J-3. We recommend that candidates for the William C. Gribble, Jr. DEH Executive of the Year Award be evaluated in the following general areas: a. Improving customer satisfaction and relations in a specific or measurable way. J-1 TN 420-10-01 31 March 1990 b. Significant management innovations or achievements for improving work productivity by reference to work measurement or other workload data. c. Accomplishing responsibilities of DEH support which result in consistently high quality and which measurably exceed quality control standards. d. Outstanding achievement in increasing employee productivity, reducing labor costs, and/or improving manpower utilization. e. Developing highly successful field projects or programs which are accepted for installation DEHs, major command, or Army implementation. f Significant individual or group accomplishments involving occupational safety and health, development of the workforce (Equal Employment Opportunity (EEO), Incentive Awards, Training, etc.), mission-support activities, and other assigned activities. g. Exceptional contribution to the Army's Communities ofExcellence Program. h. Active involvement in off-duty activities to enhance professional stature and/or performance (e.g., professional engineering society, American Public Works Association, Toastmasters, teaching/ counseling, and community service activities). J-4. To assist in determining appropriate supporting information, the objective and subjective criteria which follow may be considered. These criteria should not be considered mandatory for use or all inclusive. They are provided only to help channel thoughts in developing n~minations. a. Objective criteria -(optional use) (1) Trends in the DEH's average work hours and sick leave per person. (2) Percent AFH maintenance and repair (M&R) program accomplished. (3) Work force distribution to include: (a) Percent individual job orders (IJO). (b) Percent service order (SO). (c) Percent standing operations orders (SOO). (d) Percent overhead (OH). (4) Fixed facilities energy consumption: million British Thermal Unit per square foot (MBTU/SF) versus fiscal year (FY) goal in MBTU/SF. J-2 TN 420-10-01 31 March 1990 b. Subjective criteria -(Optional use). (1) Demonstrated ability to develop, influence, integrate, and manage the execution of the installation RPMA program. (2) Comprehensive and effective use of installation planning and programming documentation, including master plans, natural resources plans, historical preservation programs, fixed facilities energy conservation plan, annual work plans, resources management plans, Military Construction, Army (MCA) programming documents, and project development brochures. (3) Exceptional development and execution of the fixed facilities energy conservation plan. (4) Exceptional backlog of maintenance and repair (BMAR) deferred maintenance and repair (DMAR) program management. (5) Demonstrated ability to respond to changes in installation mission priorities and operating environment. (6) The working environment of the directorate has resulted in individual excellence of subordinates, above normal expectations, as recognized by the installation and the nominee's MACOM. (7) Exemplary support offamilies and soldiers, evidenced through quality oflife support issues. (8) Exemplary support of and involvement in the EEO program. (9) Exemplary support of and involvement in the incentive awards program. (10) Demonstrated ability to effectively manage under adverse constraints (resources, personnel). (11) Exceptional family housing support program. (12) Exceptional quality of installation appearance. (13) Implementation ofinnovative management policies and procedures. (14) Accuracy of automation data bases. ( 15) Exemplary support of training programs. (16) Demonstrated commitment to protecting the environment. (17) Demonstrated effectiveness ofUSACE and contractor forces to augment DEH resources. (18) Exemplary ability to effectively communicate and work harmoniously with higher levels, staff levels, and subordinate levels of command. J-3 TN 420-10-01 31 March 1990 c. Other areas which demonstrate exceptional management may be included in addition to or in lieu of the above list. J-4 TN 420-10-01 31 March 1990 Appendix K Eligibility and Evaluation Criteria for the DEH Engineering, Plans, and Services Executive of the Year Award K-1. The specific purpose of this award is to recognize managerial excellence within the DEH Engineering, Plans and Services (EP&S) function at the installation level. It recognizes the complex responsibilities involved in successfully integrating the engineering design, engineering services, project execution, master planning, and real property management support functions at the installation. Individuals meeting the following criteria are eligible for nomination: a. Served in one ofthe following capacities at an Army installation level activity: (1) Chief, Engineering, Plans, and Services function. (2) Chief, Engineering Design function. (3) Chief, Engineering Services function. (4) Chief, Master Planning function. (5) Chief, Contract Administration function. (6) Any equivalent engineering, plans, and services support function at the Chief level, however titled, with the scope of responsibilities sufficient to compete under the evaluation criteria outlined in Section II. b. Service to be recognized must have been performed for a minimum of24 months in one of the above, or a combination of the above positions. The 24-month minimum period must be completed by the initial nomination submission due date (1 August of each year). For military personnel, a minimum service period is not required. Civilian candidates for this award should have been rated "highly successful" or "exceptional" for this period of service. Section II Evaluation Criteria K-2. The nomination package for this award should highlight demonstrated managerial excellence on the part of the nominee which has resulted in an exceptional level of accomplishment of engineering plans and services activities. Emphasis should be placed on excellence rather than adequacy. The nomination format provided in paragraph S-2 must be used for all nominees for this award. K-3. We recommend that candidates for the DEH Engineering, Plans, and Services Executive of the Year be evaluated in the following general areas: K-1 TN 420-10-01 31 March 1990 a. Maintaining a high level or improving customer satisfaction and relations in a specific or measurable way. b. Significant management innovations or achievements in improving work productivity by reference to work measurement or other workload data. c. Accomplishing responsibilities of the Engineering Plans and Services function which result in consistently high quality and which measurably exceed quality control standards. d. Outstanding supervisory achievement in significantly increasing employee productivity, reducing labor costs, and/or improving manpower utilization by reference to base productivity or workload data while accomplishing the EPS mission. e. Developing highly successful field projects or programs which are accepted for installation DEHs, major command, or Army implementation. f. Significant individual or group accomplishments involving occupational safety and health, development of the workforce (Equal Employment Opportunity, Incentive Awards, Training, etc.), missionsupport activities, and other assigned activities. g. For each area discussed, the nomination should describe specific initiatives and programs (and the results) which clearly demonstrate the nominee's managerial excellence. K-4. To assist in determining appropriate supporting information, the objective and subjective criteria which follow may be considered. These criteria should not be considered mandatory for use or all inclusive. They are provided only to help channel thoughts in developing nominations. a. Objective criteria -(optional use) (1) Number/dollar value of projects designed in-house. (2) Number/dollar value of projects designed by architect-engineers (NEs). (3) Number/dollar value of contracts awarded for projects, including work by supporting Corps of Engineer District. (4) Number/dollar value ofcontracts managed for projects. (5) Dollar value ofservice contracts managed. (6) Dollar value ofchange orders for projected designed in-house. (7) MCA program profile (current FY ± 2 years) (5-year profile). (8) Other construction funds program profile (current FY ± 2 years). (9) Master plan documentation completeness, (Phases I, II, III) and accuracy. K-2 TN 420-10-01 31 March 1990 b. Subjectiuecriteria-(optional use). (1) Demonstrated, exemplary integration ofmultiple program design requirements (e.g., operation and maintenance, Army (OMA), operation and maintenance, Army Reserve (OMAR), Army Industrial Fund (AIF), AFH, nonappropriated funds (NAF), reimbursables) to achieve targeted design completion and contract obligation dates. (2) Superior quality project design and specifications as evidenced by a minimum number of contract modifications, customer satisfaction, and cost effectiveness. (3) Exemplary working relationship with DEH customers to achieve maximum satisfaction at minimal cost for product received. (4) Exemplary use ofavailable design resources (e.g., in-house, Architect/Engineer Firms, USACE divisions and districts, and reimbursable agencies) to achieve design program. (5) Substantial cost savings/avoidance on the basis of new design approach and/or value engineering. (6) Quality, completeness, and effective use of installation master plan. (7) Exemplary construction management and/or contract warranty program. (8) Quality and responsiveness of special technical studies that have led to more effective designs and/or improved definition ofprogram requirements. (9) Quality and responsive involvement in MCA program development as evidenced by installation submittals and reviews ofproject documentation. (10) Exemplary support of and involvement in the EEO program. (11) Exemplary support of and involvement in the incentive awards program. (12) Exemplary support of the training program. c. Other areas which demonstrate exceptional management may be included in addition to or in lieu of the above list. K-3 TN 420-10-01 31 March 1990 Appendix L Eligibility and Evaluation Criteria for the DEH Engineer, Resources Management Executive of the Year Award Section I Eligibility Criteria L-1. The specific purpose of this award is to recognize managerial excellence within the DEH Engineer, Resources Management (ERM) function at the installation level. It is intended to recognize the complex activities and responsibilities involved in successfully integrating requirements, plans, and programs into effective execution efforts. Individuals meeting the following criteria are eligible for nomination: a. Served in one of the following capacities at an Army installation level activity: (1) Chief, Engineer, Resources Management function. (2) Chief, DEH Program and Budget function. (3) Chief, Work Coordination function. (4) Chief, Management Engineering and Systems function. (5) Chief, Work Reception and Scheduling function. (6) Chief, Estimating and Facility Inspection function. (7) Any equivalent engineering or housing resources management support function, at the Chief level, however titled, with a scope of responsibilities sufficient to compete under the evaluation criteria outlined in section II. b. Service to be recognized must have been performed for a minimum of 24 months in one of the above, or combination of the above positions. The 24-month period must be completed by the initial nomination submission due date (1 August of each year). For military personnel, a minimum service period is not required. Civilian candidates for this award should have been rated "highly successful" or "exceptional" for this period of service. Section II Evaluation Criteria L-2. The nomination package for this award should highlight demonstrated managerial excellence on the part of the nominee which has resulted in an exceptional level of accomplishment of DEH resources management activities. Emphasis should be placed on excellence rather than adequacy. The nomination format provided in paragraph S-2 must be used for all nominees for this award. L-1 TN 420-10-01 31 March 1990 L-3. We recommend that candidates for the DEH Engineer, Resources Management Executive of the Year Award be evaluated in the following general areas: a. Improving customer satisfaction and relations ina specific or measurable way. b. Significant management innovations or achievements in improving work productivity by reference to work measurement or other workload data. c. Accomplishing responsibilities of the Engineering Resource Management function which result in consistently high quality and which measurably exceed quality control standards. d. Outstanding achievement in increasing employee productivity, reducing labor costs, and/or improving manpower utilization. e. Developing highly successful field projects or programs which are accepted for installation DEHs,major command or Army implementation. f. Significant individual or group accomplishments involving occupational safety and health,development of the workforce (Equal Employment Opportunity, Incentive Awards, Training, etc.), missionsupport activities, and other assigned activities. g. For each area discussed, the nomination should describe specific initiatives and programs (and the results) which clearly demonstrate the nominee's managerial excellence. L-4. To assist in determining appropriate supporting information, the objective and subjective criteria which follow may be considered. These criteria should not be considered mandatory for use or all inclusive. They are provided only to help channel thoughts in developing nominations. a. Objective Criteria -(optional use) System (FESS), Integrated Facilities System (IFS), Facilities Engineering Job Estimating (FEJE), etc.). (1) Management of BMAR/DMAR reduction trend (BMAR/ DMAR dollar level for current FY and prior 2 FYs). (2) Percent EPS utilization on in-house jobs (man-hours (MH) EPS estimate/total MH estimate). (3) Dollar cost savings due to implemented study recommendations. (4) Percent offacilities with completed facilities component inspections. (5) Average days to process individual jobs from time of reception to ready for scheduling. (6) Percent ofindividualjobs master scheduled, workforce distribution. (7) Percent ofrequired space utilization surveys completed. (8) Implementation, accuracy, and use of DEH automated systems (Facilities Engineering Supply L-2 TN 420-10-01 31 March 1990 b. Subjective criteria -(optional use) (1) Demonstrated, exemplary integration of multiple program requirements (e.g., OMA, OMAR, NAF, AIF, AFH, reimbursables) into comprehensive and effective short-term execution plans such as Annual Work Plans (A WP) and integrated long-term planning tools such as Resource Management Plans. (2) Innovative and effective work management techniques that have improved customer service and increased workforce productivity. (3) Exemplary and beneficial management studies that have resulted in significant tangible savings/cost avoidance. (4) Exemplary working relationship with DEH customers to achieve maximum satisfaction at minimal cost with minimal downtime for product received. (5) Demonstrated ability to effectively manage resources under adverse or fluctuating resource conditions. (6) Innovative and effective use of automation resulting in improved RPMA management and workforce use. (7) Exceptional real property and space management program, with full emphasis on need and use surveys, planned demolition of excess temporary facilities, and long-range plans to replace temporary with permanent construction. (8) Exemplary determination ofannual requirements based on workload analysis studies. (9) Exemplary involvement with the EEO program. (10) Exemplary support ofand involvement in the incentive awards program. (11) Exemplary support of training programs. c. Other areas which demonstrate exceptional management may be included in addition to or in lieu of the above list. L-3 TN 420-10-01 31 March 1990 AppendixM Eligibility and Evaluation Criteria for the DEH Housing Executive of the Year Award Section I Eligibility Criteria M·1. The specific purpose of this award is to recognize managerial excellence within the DEH Housing It is intended to recognize the complex activities and responsibilities function at the installation level. involved in planning, programming, and providing adequate housing for accompanied and unaccompanied personnel and their families. Individuals meeting the following criteria are eligible for nomination: Served in one ofthe following capacities at an Army installation level activity: a. (1) Chief, Housing function. (2) Chief, Family Housing Management function. (3) Chief, Unaccompanied Personnel Housing Management function. (4) Chief, Housing Program and Budget function. (5) Chief, Housing Furnishings Management function. (6) Any equivalent housing support function, at the Chief level, however titled, with a scope of responsibilities sufficient to compete under the evaluation criteria outlined in section II. b. Service to be recognized must have been performed for a minimum of24 months in one of the above, or The 24-month period must be completed by the initial nomination a combination of the above positions. submission due date (1 August of each year). For military personnel, a minimum service period is not Civilian candidates for this award should have been rated "highly successful" or "exceptional" for required. this period ofservice. Section II Evaluation Criteria M-2. The nomination package for this award should highlight demonstrated managerial excellence on the part of the nominee which has resulted in an exceptional level of accomplishment of housing support activities. Emphasis should be placed on excellence rather than adequacy. The nomination format provided in paragraph S-2 must be used for all nominees for this award. M-1 TN 420-10-01 31 March 1990 M-3. We recommend that candidates for the DEH Housing Executive ofthe Year Award be evaluated in thefollowing general areas: a. Improvingcustomer satisfaction and relations in a specific or measurable way. b. Significant management innovations or achievements for improving work productivity by reference towork measurementor other workload data. c. Accomplishing responsibilities of the Housing function which result in consistently high quality andwhich measurably exceed quality control standards. · d. Outstanding achievement in increasing employee productivity, reducing labor costs, and/or improvingmanJ)ower utilization. e. Developing highly successful field projects or programs which are accepted for installation DEHs, MAC OM, or DA implementation. f. Significant individual or group accomplishments involving occupational safety and health,development of the workforce (Equal Employment Opportunity, Incentive Awards, Training, etc.), missionsupport activities, and other assigned activities. g. For each area discussed, the nomination should describe specific initiativ:es and programs (and theresults) which clearly demonstrate the nominee's managerial excellence. M-4. To assist in determining appropriate supporting information, the objective and subjective criteriawhich follow may be considered. These criteria should not be considered mandatory for use or all inclusive. They are provided only to help channel thoughts in developing nominations. a. Objective criteria -(optional use) (1) DMAR reduction trend-DMAR dollar level for current FY and prior 2 FYs -only ifhousingmanager supervise resources. (2) Number ofGeneral and Flag Officer Quarters. (3) Housing acquisition program profile, the "Deficit Reduction Plan" (current year ± 4 years and5-year profile). (4) Family housing whole house renewal program profile (current year .± 4-year and 5-yearprofile). (5) Installation Family Housing Appropriation program budget. (6) Number ofunaccompanied personnel housingspaces available. (7) Quarters utilization data (goal versus actualpercent and average time to restore fire damaged quarters versus HQDA goal). M-2 TN 420-10-01 31 March 1990 (8) Housing referral program involvement (number personnel served). (9) Housing NAF program dollars. goals. (10) Average response time of quarters occupants' requests for services in comparison with stated b. Subjective criteria -(optional use) (1) · Exemplary housing planning and programming process which has been fully integrated in the DEH process to maximize the legal use of other resources to support the housing mission (e.g., OMA, OMAR, NAF). (2) Innovative and proven effective housing management techniques. (3) Exemplary construction and/or housing renovation program, involving quarters occupants, and accomplished with minimum adverse impact on occupants. (4) Exemplary and beneficial management studies that have resulted in significant tangible savings, cost avoidance, and/or improvement in customer service. (5) Innovative and effective use of automation resulting in improved housing management, quarters utilization, and/or quality ofcustomer service. (6) Exemplary housing referral program as evidenced by satisfying off-post and supplemental · housing needs with full consideration for the military and civilian community needs. (7) Exemplary support ofand involvement in the EEO program. (8) Exemplary support ofand involvement in the incentive awards program. (9) Exemplary support of and involvement in implementation of the Family Action PlanJTheme Support Plan. (10) Exemplary operation of Housing Operations Management System (HOMES) to support the management process. (11) Exemplary support oftraining programs. c. Other areas which demonstrate exceptional management may be included in addition to or in lieu of the above list. M-3 TN 420-10-01 31 March 1990 Appendix N Eligibility and Evaluation Criteria for the DEH Operations and Maintenance Executive of the Year Award Section I Eligibility Criteria The specific purpose of this award is to recognize managerial excellence and productivity within the N-1. DEH Operations and Maintenance function at the installation level. It is intended to recognize the complex activities and responsibilities involved in planning, programming, and executing the engineering operations, maintenance, and repair mission of the DEH. Individuals meeting the following criteria are eligible for nomination: a. Served in one ofthe following capacities at an Army installation level activity: (1) Chiefofa Building and Grounds function. (2) Chiefofa Utilities function. (3) Chiefofa Hospital Support function. (4) Chiefofan Engineering Operations and Maintenance function. (5) Any equivalent operations and maintenance support function, at the Chief level, however titled, with a scope ofresponsibilities sufficient to compete under the evaluation criteria outlined in section II. b. Service to be recognized must have been performed for a minimum of24 months in one ofthe above, or The 24-month period must be completed by the initial nominationa combination of the above positions. For military personnel, a minimum service period is notsubmission due date (1 August of each year). required. Civilian candidates for this award should have been rated "highly successful" or "exceptional" for this period ofservice. Section II Evaluation Criteria N-2. The nomination package for this award should highlight demonstrated managerial excellence on the part of the nominee which has resulted in an exceptional level of accomplishment of DEH operations and maintenance activities. Emphasis should be placed on excellence rather than adequacy. The nomination format provided in paragraph S-2 must be used for all nominees for this award. N-1 TN 420-10-01 31 March 1990 N-3. We recommend that candidates for the DEH Operations and Maintenance Executive of the YearAward be evaluated in the following general areas: a. Improving customer satisfaction and relations in a specific or measurable way. b. Significant management innovations or achievements in improving work productivity by reference towork measurement or other workload data. c. Accomplishing responsibilities of DEH operations and maintenance support which result inconsistently high quality and which exceed quality control standards. d. Outstanding achievement in increasing employee productivity, reducing labor costs, and/or improvingmanpower utilization. e. Developing highly successful field projects or programs which are accepted for installation DEHs, MACOM, or Army implementation. · f. Significant individual or group accomplishments involving occupational safety and health, developingof the workforce (Equal Employment Opportunity, Incentive Awards, Training, etc.), mission-support activities, and other assigned activities. g. For each criterion discussed, the nomination should describe specific initiatives and programs (and theresults) which clearly demonstrate the nominee's managerial excellence. N-4. To assist in determining appropriate supporting information, the objective and subjective criteriawhich follow may be considered. These criteria should not be considered mandatory for use or all inclusive. They are provided only to help channel thoughts in developing nominations. a. Objective criteria -(optional use) (1) BMAR reduction trend (BMAR dollar level for current FY and prior 2 FYs). (2) Utilities BMAR profile (BMAR dollar level for current FY and prior 2 FYs). (3) Facilities BMAR profile (BMAR dollar level for current FY and prior 2 FYs). (4) Utilities plant operating efficiencies (breakout as appropriate). (5) Utilities annual consumption/operating budget (breakout as appropriate). (6) Grounds, roads, railroads base data (breakout as appropriate) items managed. (7) Energy conservation initiatives including management action, local projects, and programperformance (3-year profile). N-2 TN 420-10-01 31 March 1990 b. Subjective criteria -(optional use) (1) Exemplary and comprehensive short-term execution plans such as AWPs and long-term program (resources management plans, etc.) development efforts. (2) Exemplary workforce management as evidenced by a high degree of workforce productivity and high worker morale. (3) Innovative management changes resulting in significant tangible savings, cost avoidance, and/or increases in worker productivity. (4) Innovative and effective use of DEH automation tools resulting in improved RPMA management and workforce use. .(5) Innovative maintenance and/or repair techniques with the possibility of direct application or adoption by other DEH activities. (6) Exemplary support ofand involvement in the EEO program. (7) Exemplary support ofand involvement in the incentive awards program. (8) Exemplary support ofthe training program. c. Other areas which demonstrate exceptional management may be included in addition to or in lieu of the above list. N-3 TN 420-10-01 31 March 1990 AppendixO Eligibility and Evaluation Criteria forthe DEH Support Executive of the Year Award Section I Eligibility Criteria 0-1. The specific purpose of this award is to recognize managerial excellence and productivity within a DEH support function at the installation level. It is intended to recognize the complex activities and responsibilities involved in supporting engineering operations, maintenance, and repair mission of the DEH. Individuals meeting the following criteria are eligible for nomination: a. Served in one ofthe following capacities at an Army installation level activity: (1) Chiefofan Environmental function. (2) Chiefof a Fire Protection function. (3) Chiefofan Energy Conservation function. (4) Chiefofan Engineering Supply and Storage function. (5) Any equivalent operations and maintenance support function, at the Chief level, however titled, with a scope ofresponsibilities sufficient to compete under the evaluation criteria outlined in section II. b. Service to be recognized must have been performed for a minimum of 24 months in one of the above, or The 24-month period must be completed by the initial nomination a combination of the above positions. submission due date (1 August of each year). For military personnel, a minimum service period is not required. Civilian candidates for this award should have been rated "highly successful" or "exceptional" for this period ofservice. Section II Evaluation Criteria 0-2. The nomination package for this award should highlight demonstrated managerial excellence on the part of the nominee which has resulted in an exceptional level of accomplishment of DEH operations and maintenance activities. Emphasis should be placed on excellence rather than adequacy. The nomination format provided inparagraph S-2 must be used for all nominees for this award. 0-3. We recommend that candidates for the DEH Support Executive of the Year Award be evaluated in the following general areas: a. Improving customer satisfaction and relations in a specific or measurable way. 0-1 TN 420-10-01 31 March 1990 b. Significant management innovations or achievements in improving work productivity by reference towork measurement or other workload data. c. Accomplishing responsibilities of the DEH support function which result in consistently high qualityand which exceed quality control standards. d. Outstanding achievement in increasing employee productivity, reducing labor costs, and/or improvingmanpower utilization. e. Developing highly successful field projects or programs which are accepted for installation DEHs, MACOM, or Army implementation. f. Significant individual or group accomplishments involving occupational safety and health, developingof the workforce (Equal Employment Opportunity, Incentive Awards, Training, etc.), mission-support activities, and other assigned activities. g. For each criterion discussed, the nomination should describe specific initiatives and programs (and theresults) which clearly demonstrate the nominee's managerial excellence. 0-4. To assist in determining appropriate supporting information, the objective and subjective criteriawhich follow may be considered. These criteria should not be considered mandatory for use or all inclusive. They are provided only to help channel thoughts in developing nominations. a. Objective criteria -(optional use) (1) Energy Conservation Investment Program profile (current year ± 2 years and 5 year profile). (2) Resource Conservation Recovery Act and Hazardous Waste program profile (current year ±2 years and 5-year profile). (3) Historical Preservation Program profile (current year ± 2 years and 5 year profile). (4) Fixed facilities energy consumption MBTU/SF (actual versus goal). (5) Fire loss (dollars/number ofinjuries). (6) Supply and storage base data, such as dollar value and number ofline items managed. b. Subjective criteria-(optional use) (1) Exemplary and comprehensive short-term execution plans such as A WPs and long-termprogram (fixed facilities energy conservation plans, land management plans, etc.) development efforts. (2) Exemplary workforce management as evidenced by a high degree of workforce productivity and high worker morale. 0-2 TN 420-10-01 31 March 1990 (3) Innovative management changes resulting in significant tangible savings, cost avoidance, and/or increases in worker productivity. (4) Comprehensive, community support fixed-facilities energy management program that has demonstrated tangible savings and allowed installation to exceed FY fixed facilities energy conservation goals. (5) Exemplary fire protection programs as evidenced by minimal fire losses and full community involvement in the fire protection program. (6) Exceptional supply support activity demonstrating the ability to fully integrate the variety of supply sources into improved DEH responsiveness to customer needs. (7) Exemplary support of and involvement in the EEO program. (8) Exemplary support ofand involvement in the incentive awards program. ·(9) Exemplary support of the training program. c. Other areas which demonstrate exceptional management may be included in addition to or in lieu of the above list. 0-3 TN 420-10-01 31 March 1990 Appendix P Eligibility and Evaluation Criteria for the MACOM Support to the DEH Award Section I Eligibility Criteria P-1. The specific purpose of this award is to recognize managerial excellence within the Major Army Command (MACOM) or Major Subordinate Command (MSC), where appropriate, for the support that was given to the DEH at the installation level. It recognizes the complex responsibilities involved in successfully integrating the requirements, plans and programs, project execution and master planning support functions to the installation. Individuals meeting the following criteria are eligible for nomination: a. Served in one of the following capacities at a MACOM or MSC: (1) Facilities function. (2) Engineering Resource Management function. (3) Housing function. (4) Master Planning function. (5) Installation function. (6) Environmental function. (7) Any equivalent engineering or housing support function with the scope of responsibilities sufficient to compete under the evaluation criteria outlined in section II. b. Service to be recognized must have been performed for a minimum of24 months in one of the above, or a combination of the above functions. The 24-month minimum period must be completed by the initial nomination submission due date (1 August of each year). For military personnel, a minimum service period is not required. Civilian candidates for this award should have been rated "highly successful" or "exceptional" for this period of service. Section II Evaluation Criteria P-2. The nomination package for this award should highlight demonstrated managerial excellence on the part of the nominee which has resulted in an exceptional level of MACOM or MSC support to the installation DEH. Emphasis should be placed on excellence rather than adequacy. The nomination format provided in paragraph S-2 must be used for all nominees for this award. P-l TN 420-10-01 31 March 1990 P-3. We recommend that candidates for the MACOM Award for Support to the DEH Executive of the Year be evaluated in the following general areas: a. Quality and responsiveness ofmanagement support to the installation DEH mission. b. Management innovations or changes which have resulted in significant improvement in DEH mission accomplishment. results) which clearly demonstrate the nominee's managerial excellence. c. Effective use of resources to assist in accomplishment of installation DEH mission. d. Management improvements to enhance customer satisfaction or customer relations. e. For each area discussed, the nomination should describe specific initiatives and programs (and the P-4. To assist in determining appropriate supporting information, the objective and subjective criteria which follow may be considered. These criteria should not be considered mandatory for use or all inclusive. They are provided only to help channel thoughts in developing nominations. a. Objective criteria -(optional use) (1) Number ofyears ofRPMA management support at MACOM provided to the installation. (2) Trends in DEH productivity. (3) Trends in resource program/utilization. ( 4) Trends in BMAR/DMAR. (5) Implementation, accuracy, and use ofDEH automated systems. (6) Dollar cost savings/avoidance due to implemented study recommendations. (7) Number/dollar value of projects/installation support provided to include NAF or other reimbursable orders. (8) Number/dollar value of contracts to include special studies managed for support ofinstallation. b. Subjective criteria -(optional use) (1) Quality ofmanagement support provided installation. (2) Consistent and exemplary responsiveness to critical installation requirements and time constraints. (3) Comprehensiveness of planning, programming; or execution support to installation. P-2 TN 420-10-01 31 March 1990 (4) Quality and responsiveness of contracting to include special studies to support installation requirements. (5) Quality, comprehensiveness, responsiveness, or innovation of support for installation automation needs resulting in improved RPMA and AFH management. (6) Substantial cost savings/avoidance based on improved techniques developed. (7) Exemplary and comprehensive short-term execution plans and long-term programs. c. Other areas which demonstrate exceptional management may be included in addition to or in lieu of the above list. P-3 TN 420-10-01 31 March 1990 Appendix Q Eligibility and Evaluation Criteria for the Installation Support Program of the Year Award Section I Eligibility Criteria Q·1. The specific purpose of this award is to recognize excellence in Corps of Engineers support to the accomplishment of installation level RPMA support missions. Eligibility is restricted to U.S. Army Corps of Engineers Districts, Operating Divisions, and Separate Field Operating Activities, (U.S. Army Construction Engineering Research Laboratory, U.S. Army Engineering and Housing Support Center, U.S. Army Cold Regions Research and Engineering Laboratory, U.S. Army Engineering Waterways Experiment Station) which provide support to installation level DEH activities. It is the intent of this award to recognize support for the installation DEH's operation, maintenance and repair mission. This award is also intended to recognize excellence in support ofthe Military Construction Program at an installation. Section II Evaluation Criteria Q-2. The nomination package for this award should highlight exceptional RPMA support provided to Army installations by USACE activities. Emphasis should be placed on excellence rather than adequacy. The nomination format for corporate awards, provided in paragraph S-3, must be used for all nominees for this award. Because of the nature of this award, wherein a single USACE activity may be a potential nominee for more than one installation, MACOMs will be required to carefully screen nominations to ensure full recognition is provided for th,e support rendered to all installations within the MACOM. If more than one installation nominates a single USACE activity, all of the nominations for that activity will be submitted to EHSC as part ofthe MACOM nomination package. Q-3. We recommend that candidates for the Installation Support Program of the Year Award be evaluated in the following general areas: a. Quality and responsiveness of support to the installation DEH mission. b. Innovations and value engineering changes which have resulted in significant improvement in DEH mission accomplishments. c. For each area discussed, the nomination should describe specific initiatives and programs (and the results) which clearly demonstrate excellence in support of the installation DEH mission. Q-4. To assist in determining appropriate supporting information, the objective and subjective criteria which follow may be considered. These criteria should not be considered mandatory for use or all inclusive. They are provided only to help channel thoughts in developing nominations. Q-1 TN 420-10-01 31 March 1990 a. Objective criteria -(optional use) (1) Value ofRPMA and NAF projects designed for the installation not including MCA projects. (2) Value ofRPMA and NAF projects managed for the installation not including MCA projects. (3) Value of change orders for USACE designed RPMA projects divided by percent of project total dollar. (4) Value of support (previously One-Stop Program) provided to an installation, to include specific reimbursable orders. (5) Dollar value ofcontracts awards for supported installation projects. (6) Dollar value ofcontracts managed for the supported installation. (7) Value of support provided for special studies (boiler water analysis, electrical studies, energy seminars). b. Subjective criteria -(optional use) (1) Quality of project design. (2) Responsiveness to critical design requirements and time constraints. (3) Quality, comprehensiveness, and response to installation master planning support and mobilization planning support. (4) Quality and responsiveness in the conduct of special technical studies to support installation requirements in the areas of environmental quality, energy conservation, environmental impacts, historical preservation, structural analysis, boiler water analysis, electrical system studies, pavements and railroads, and service contracts. (5) Quality and responsiveness of contracting support for projects and/or services, including joborder contracting. (6) Innovative support of installation automation needs resulting in improved RPMA and AFH management. (7) Quality, comprehensiveness, and response to installation Military Construction (MILCON) program development (i.e., 1391s, project development brochures). (8) Responsiveness to and quality execution of a wide spectrum of engineering support requirements regarding housing, and tactical and support facilities for the Army. c. Other areas which demonstrate exceptional support of the installation RPMA mission may be included in addition to or in lieu of the above list. · Q-2 TN 420-10-01 31 March 1990 AppendixS DEH Annual Awards Program Nomination Format S-1. Introduction. Nominations will be submitted in an original and two copies on plain bond paper. All nominations will be personally endorsed by the nominating installation commander. The format for nominations will be as specified in this appendix. S-2. Format of nomination for individual awards a. Part/. Administrative/Installation Data (may not exceed one page). (1) Award for which being nominated: (Required.) (2) Nominee data: (Required.) (a) N arne/Grade. (b) Position title (e.g., Chief, EPS Division), how long in position (year/month). (c) Organization (e.g., ERMD, EPSD, DEH Directorate, etc.). (3) Installation base data: (These data are considered optional to nominations. Nominations may include all, part, or none of these data.) The following should be considered examples): (a) DEH-DFE name/telephone number. (b) Installation primary mission. (c) Installation population supported. (d) Installation square footage of building facilities. (e) Installation number of family housing units. ({) Installation RPMA budget (current year/prior year) $___direct and$___reimbursable. (g) Size of budget managed by nominee (current year/prior year) $___direct and$___reimbursable. (h) Total size of workforce managed by nominee (recognized/authorized/ assigned). (i) Previous DEH experience (position + year/month). S-1 TN 420-10-01 31 March 1990 (j) Installation RPMA workforce to include in-house (recognized/authorized/assigned), and contract equivalent workforce. b. Part II. Award Evaluation Data (may not exceed three pages). The purpose of this part of the nomination package is to describe specifically how the nominee excelled in managing. To simplify the nomination process, and to minimize recordkeeping requirements, there are no mandatory evaluation criteria for any of the individual awards. Suggested evaluation areas are discussed in paragraph 3 of each individual award appendix (J through P). Narrative evaluations supported by factual data tend to carry more weight in any evaluation process. The difficulty in evaluating nominees for a specific award is recognized. Clear and concise nominations Will assist the award evaluators in reaching a fair and correct decision. S-3. Format of nomination for corporate awards a. Part I. Administrative/Installation Data: (may not exceed one page) (1) Award for which being nominated. (Required) (2) Corporate data: (Required.) (a) Activity name (e.g., Tulsa District, USACE). (b) Activity manager's name/grade (if applicable), position. (c) Scope ofRPMA support provided (e.g., full RPMA support). (d) Supported installation's name. (3) Installation base data: (These data are considered optional to nominations. Nominations may include all, part, or none of these data. The following should be considered examples.) b. Part II. Award Evaluation Data (may not exceed three pages). The purpose of this part of the nomination package is to describe specifically how the nominated activity excelled in support or productivity. To simplify the nomination process, and to minimize recordkeeping, no mandatory evaluation criteria are established for corporate awards. Suggested areas of evaluation are discussed in paragraph 3 of each corporate award appendix (Q and R). Narrative evaluations supported by factual data tend to carry more (a) DEH/DFE name and telephone number. (b) Installation's primary mission. (c) Installation's population supported. (d) Installation square footage ofbuilding facilities. (e) Installation RPMA budget (current year/prior year). $___direct; $____ reimbursable. S-2 TN 420-10-01 31 March 1990 weight in any evaluation process. The difficulty in evaluating activities for a specific award is recognized. Clear and concise nominations will assist the award evaluators in reaching a fair and correct decision. 5·4. Each nomination submitted under this awards program will be personally endorsed by letter from the installation commander. This letter will be included with the nomination package, and should include the commander's evaluation ofthe impact of the individual or activity on the success of the installation's mission. The commander's endorsement will not exceed one page in length. S-3 TN 420-10-01 31 March 1990 AppendixT DEH Annual Awards Program Selection Process and Procedures T·1. The award selection procedures outlined in this appendix have been developed to allow MACOMs to have maximum influence in selection of the winners. This role of the MACOMs is recognized because of the inherent ability of the MACOMs to relate to specific installations and personnel under the technical jurisdiction ofthe engineer. Similarly, this capability to evaluate from within the MACOM can be reasonably extended to fair evaluation of candidates from other MACOMs. This philosophy forms the basis for the award selection process. T·2. To accomplish the MACOM role in the award selection process, MACOM engineers will need to establish an award evaluation committee. The size, makeup, and procedures under which the committee evaluates nominees is left to the discretion of each MACOM engineer. Ultimately this committee will evaluate not only the MACOM candidates, but also the top candidate(s) from all other MACOMs. MACOM engineers should consider this in establishing the committee. A committee which has members to evaluate all a wards, with appropriate supporting expertise for each specific a ward, is recommended. T-3. Figure T-1 pictorially displays the award evaluation and selection process. It reflects activities, participants, and submission receipt dates for nomination packages. The steps are discussed in the following subparagraphs: a. Installations will prepare and submit nominations for individual and/or corporate awards based on the criteria and eligibility as provided in appendixes J through R. The format provided in appendix Swill be used. Each installation nomination must be endorsed by the installation commander. Nomination packages must arrive at MACOMs not later than 1 August of each year. b. Upon receipt of installation nominations, MACOMs will use the award evaluation committee, discussed in paragraph T-2, to evaluate and select the MACOM candidate(s) for each award. Particular care should be taken in selecting the MACOM candidate for the Installation Support Program of the Year, to ensure that full consideration is given to activities being nominated by more than one installation. MACOMs should consolidate nominations for activities nominated by more than one installation. Upon determination of the MACOM nominee(s) for each award, the nomination package for each MACOM nominee will be forwarded to EHSC, CEHSC-T, Fort Belvoir, VA 22060-5516. Packages should be dispatched in sufficient time to arrive at EHSC by 1 September of each year. MACOMs may (optionally) submit supplemental justification for each nominee, not to exceed one page. c. Upon receipt of MACOM nomination packages, a consolidated Army package will be developed at EHSC for each category of award. The consolidated packages will include each MACOM nominee, and all supporting documentation for that nominee. Packages will be released from EHSC by 16 September of each year for the purpose of obtaining final MACOM evaluations. d. MACOMs will rank order the top five Army nominees for each award; use of the same award evaluation committee specified for initial evaluations is recommended. MACOMs will exclude their own nominees from this ranking process. This ranking will serve as the primary basis for ultimate selection of the award winner for each category. MACOMs will return rank order prioritizations to EHSC to arrive by 20 October of each year. For this submission, MACOMs may again optionally submit a short and concise T-1 TN 420-10-01 31 March 1990 reasoning supporting their ranking process. This information will be used if necessary to break ties among nominees. e. MACOM rankings ofthe top five Army nominees for each award will be compiled by the EHSC. Using a point value system where the highest of the five MACOM nominees receive 5 points, and the lowest 1 point, a summary point will be determined for each nominee. The nominee receiving the highest total point value will be selected as the winner for each award. Final decisions incase of ties will be made by the EHSC. T-2' Installation Prepare &Submit Nominations to MAC OM Augl Sep 1 >-3 Sep16 I w Oct 20 Receive awards Dec* • *Environments and DEH Training Participants/activities MACOM • Develop MACOM Nomination Procedures • Establish Evaluation Committee • Select MACOM Nominees • Forward Package to EHSC • Evaluate MACOM Nominations Rank Order Top Five Nominees • Per Award • Forward Results to EHSC W>-3 ..... z ==~ Ill t-.:1 ., 0 n o ::r -