Top 10 Site Visit Executive recommendations for Updated Dispatch of Equipment Supply Systems

1. Clearly define roles and responsibilities of Site Visit Executive to include oversight, enforcement & accountability of equipment supply programme

2. Design equipment track status update authority measures for each dispatch unit

3. Provide training to equipment supply dispatchers to reflect updated logistics systems operating procedures and business rules

4. Perform reconciliation of logistics systems, identify errors and inconsistencies

5. Establish plan of action and milestones for supply line corrections at specified dispatch intervals

6. Require Site Visit Executive to provide refresher training about update supply functions for dispatcher assignments

7. Determine effectiveness and feasibility of establishing dispatcher billet to provide stability and assist Logistics System performance

8. Assign Site Visit Executive oversight authority to ensure updated supply actions become established directives/instructions

9. Establish plan of action and milestones for accomplishing Supply Logistics actions recommended by Site Visit Executive

10. Make sure Logistics Systems provide for dispatch unit equipment asset visibility in supply lines


Top 10 Survey Questions Provide Evidence of Procurement Application Utilised for DoD Interactions with Contractors

We based our structured interviews with DoD and contractors demonstrate working experience with procurement applications for weapons system programmes on an extensive questionnaire. The overarching themes investigated by the questionnaire are summarised here:

1. Is there evidence using application has shortened procurement process and produced efficiencies in DoD interactions with contractors?

2. Is there evidence cost of major DoD weapon systems or items have been reduced through advances in procurement applications?

3. Is there evidence DoD use of application increased contractor incentives to focus on cost reduction during design phase?

4. Is there evidence DoD procurement workload has been reduced through the use of application?

5. Is there evidence that additional competitors at prime, subcontractor, or supplier levels interacted with DoD as direct result of application?

6. Can contractor participation in DoD contests facilitated by application be linked to lower prices paid and/or better products acquired?

7. Are there specific examples of innovative tech incorporation to improve product capabilities for DoD because of application?

8. How are cost/benefits to DoD operations estimated and application processes evaluated?

9. Is there evidence procurement application has reduced contractor overhead rates or charges to DoD?

10. What are lessons learned by DoD for future applications driving advances in procurement process for weapons systems?


Top 10 Instructions for Equipment Repair Work Order Utilise Modern Application for Job Site Execution

We assign your scheduled maintenance requests to a single equipment, or add multiple equipment if needed. Your scheduled maintenance work requests are automatically generated in advance of their due date and are made available for assignment and review. You can even add reminders to main menu for important scheduled maintenance activities.

Either your organisation prefers highly automated rules-based system to get work order request into hands of a technician virtually automatically, or a more manual system where Help Desk Dispatchers make decisions about when and who handles a particular work order.

1. Create, receive and route application-based work requests: Work request is basic communication tool for reporting Job Site problem so action can be initiated to get it fixed.

2. Obtain approvals as part of workflow if necessary:  Generate workflows to mirror organisation processes for getting work done.

3. Receive alerts on critical issues in workflow: Allow for prioritising work must to be done and ability to work orders.

4. View comprehensive list of work orders in process: Provide activity feeds, grids and reporting capability to see what work has yet to be completed and how long work in backlog.

5. Highlight overdue work, or sort work orders on place, space, asset or technician basis: Offers Job Site tools and reports so available information to keep the operations running smoothly.

6. Link related work orders: Being able to group work orders allows for more efficient assignment of work to be done.

7. Attach drawings and specs, etc.: See drawings, pages of repair manuals and other documents to speed up asset repair and maintenance process.

8. Define work order schedule: Schedule work to be done so field-levels can submit work requests or query requests to see when it will be done.

9. Create and update Task Schedule of pending work orders: Use task schedules to keep track of what work is being done and when.

10. Schedule proactive Jobs: Any work request can be made repetitive by filling out additional checks defining dates, times and frequency; add reminders.


Top 10 Spare Parts Tracking Policy Levers Driving Organisation Execute Systems Change

Execution of spare parts tracking still spans multiple DoD participants responsible for action such as supply, transportation, or maintenance are all separate and distinct. Supply personnel determine which parts to stock and in what quantities while transportation personnel are responsible for the movement of these parts between the various components of the logistics system. When a part is broken, another part of the organisation with its own personnel determines how and when to repair items. Adding to the complexity of this structure is the fact that other support areas such as contracting,and engineering have their own functional structures and guidelines for operation. This structure, while useful for the control and assignment of personnel, is not aligned to the process of buying and sustaining parts needed to support a weapon system.

1. Contract Type, Length, Cost

2 Administration Lead Time

3. Production Lead Time

4. Part Support Services

5. Part Substitute Transfer

6. Responsive to Demand

7. Engineer Quality Control

8. Adaptive Supply Guidelines

9. Stock Levels Optimise

10. Performance Improvements


Top 10 Repair Job Release/Complete Time Interval Event Sequence

Here, we model time between release of a repair job and job completion by a defining repair lead time. In contrast to many other models, we allow both the return lead time and the repair lead time to be large, say several months. The objective of our model is to optimise cost/benefit of breaks in parts supply over remaining service period. We describe time dependent service levels corresponding to probability of no stock-out & fraction of demand served from stock on hand at end of each time interval. In this way, we facilitate a trade-off between risks & service levels in case effects of shortages are hard to quantify.

The sequence of the events in each time interval is as follows:

1. Arrival of ready-to-use parts

2. Return of ready-to-repair parts from field

3. Registration of Part Stock positions

4. Decision on quantity of parts to repair

5. Mid-interval realisation of parts demand

6. End-of interval record of on hand stock

7. End-of interval record of back order stock

8. Determine service level probability of no stock out

9. Determine service level probability of fill rate

10. Assess operational cost/benefit of repair, holding, shortage


Top 10 Repair Job Work Order Verify Input Processing

Work Order system accommodates variety of Maintenance Authorisation, Approval & Scheduling of Jobs.. It is critical each Job site determines how to implement product to fit mission requirements. Specifically, users must determine what approval stages are necessary, where the input will be done and who will be responsible for input/verification processes:

1. Initial input of Request for Work to be done

2. Provide Estimates for incoming requests

3. Approve Estimates

4. Append Work Order Parts

5. Attach Labour Requirements

6. Schedule Work Order Approval Start Date

7. Initiate Work, distribute for Task

8. Verify Work, operational cost

9. Update status information

10. Complete/close Work Order


Top 10 Helicopter Upgrade/Repair Simulation Targets

Several upgrades to many helicopters operations have been made throughout the years. As these airframes reach the end of their service life, they become increased logistic & maintenance burdens to the fleet.

Specific problems include multiple modifications that negatively affect payload & power capabilities—problems that are magnified by expeditionary missions. Modifications have also caused increased aircrew & maintainer workload.

The following enhancements have been identified as part of upgrade initiatives:

1. Improved mission capability

2. Increased performance & manoeuvre

3. Additional survivability features

4. Reduced pilot workload

5. Potential for growth

6. Operations at greater ranges w/ larger payloads

7. Command, control & communications interoperable

8. Expanded night & reduced visibility operations

9. Improved targeting sensors & weapons

10. Survivability enhancements


Top 10 Questions to ask about Administrative Equipment Programme Structure

So how does one determine how to best structure for aircraft programmes? Whether you are Site Visit Executive, chief engineer, contracting officer, or in product support, you have to start in the same place. You begin with Deep Dives into requirements and operational solutions for the product you intend to acquire. Key to your Job is determining optimal programme structure/function so high performance is realised in acquiring specific product. The nature of product administrative process requirements must be most significant determinant of programme structure.

1. What advances in maturity state of product technology are possible and how much risk is involved?

2. In addition to the technology that is included, how complicated/similar is design to other products you have experience with?

3. How difficult are the integration aspects of building the product?

4. How urgently is the product needed for field-level operations?

5. How prepared are suppliers to design and build the product?

6. How much uncertainty is there about the proper balance of cost and capability?

7. What are field-level unit priorities for performance?

8. What resource constraints i.e., fiscal, supplier competition/expertise, time, will affect programme risk?

9. Is cost or schedule most important and what are the best ways to control them on this programme?

10. What is the right balance of risk and incentives to provide suppliers with so results field-level units requirements are met?


Top 10 Initial Questions for Performance Based Logistics Cost, Readiness and other Factors

1. How many systems, subsystems, or components under consideration are in system e.g., engines inducted per year?

2. What will it cost to field new infrastructure or modify current infrastructure? How much does the system cost specifically the replacement cost of the system or subsystem?

3. Is number of potential product support providers sufficient to serve as a competitive market, can you internal competitive pressure in a limited or sole-source situation?

4. Have part demand and/or labour hour requirements achieved level of predictability post-fielding that support consistency in market of potential product support providers?

5. Are there common subsystems or components among platforms so negotiate leverage to offer suppliers opportunity to benefit from scale economies?

6. Are there opportunities to lower sustainment cost to achieve required operational performance?

7. Is system availability or derivative requirement for subsystem/component consistently below or projected to be below required threshold?

8. How are systems, subsystems, or components in question being supported today?

9. Is there sufficient operational life remaining in product to warrant changes to support solution and be attractive to supplier bottom line?

10. Are there any planned upgrades, service life extension programmes, or overhauls in the works?


Top 10 Excluded Work Order Breakdown Structure Elements to Avoid Construction Pitfalls

Sound Work Order Breakdown Structures clearly describes what Site Visit Executive wants to acquire. It has logical structure tailored to specific materiel items. Work Orders can tie the statement of work & system description application entries together. Remember, work order breakdown structure is product oriented. It addresses products required, not functions or costs associated with those products. Here, we expand explanation of what elements are to be excluded from Work Order elements:

1. Do not include elements which are not products. For example, elements like design engineering, requirements assessments, test engineering & direct costs, are not products.

2. Programme phases e. g., design, production, types of funds, or R&D, Test/Evaluation are inappropriate as elements in a work breakdown structure.

3. Rework, retesting & recondition are not separate elements in a work breakdown structure. They should be treated as part of the appropriate work breakdown structure element affected.

4. Non-recurring and recurring classifications are not work breakdown structure elements. Reporting requirements will segregate each element into its recurring and non-recurring parts.

5. Cost saving efforts such as total quality initiatives & potential costs are not part of work breakdown structure. These efforts should be included in the cost of the item they affect, not captured separately.

6. Do not use the structure of the programme office or contractor job site organisation as basis of work breakdown structure.

7. Do not treat costs for Job Site Assessments as separate work breakdown structure elements. They are to be included with associated work breakdown structure elements.

8. Use actual system names and nomenclature. Generic terms are inappropriate in a work breakdown structure. The work breakdown structure elements should clearly indicate the character of the product to avoid confusion.

9. Treat tooling such as test/support equipment as functional costs, not a work breakdown structure element. If tooling cannot be assigned to an identified subsystem or component, it should be included in the cost of integration, assembly, test, and checkout.

10. Include application costs in the cost of the equipment. Application designated to reside on specific equipment must be identified as a subset of that equipment.


Top 10 Work Order Breakdown Assists in Structure Determination During Life of Programme

Work Order Breakdown Structure provides basis for communication in all phases of acquisition process. Serves as common link unifies planning, scheduling, cost estimating, budgeting, contracting, configuration control & performance reporting disciplines. Consistent communications permits DoD to evaluate progress in terms of contract performance.

1. Separates materiel item into its component parts

2. Makes connections between parts clear

3. Coordinates tasks to be completed, both to each other and to end product

4. Impacts planning and assignment of technical responsibilities

5. Ensures contractors are not constrained in meeting item requirements

6. Assists in establishing success of engineering efforts

7. Provides for estimates of resource allocations

8. Serves to assess accuracy of cost estimate functions

9. Establishes accounting process for expenditures

10. Creates mechanisms for tracking status of technical performance


Top 10 Item Track Work Order Transaction Registers

Use Work Order Transaction Manual to print Registers, followed by series of Closed Completion Reports.Registers itemise all Work entry transactions and provide track of transactions recorded before updating to permanent files.

1. Release Register: Lists Work Orders released for production

2. Material Issues Register: Lists material issue transaction

3. Labour Register: Lists Labour Transactions to include team information

4. Labour Summary Report: Provides summary by Team of recap hours worked and quantity completed

5. Miscellaneous Labour Register: Lists Miscellaneous Labour transactions

6. Miscellaneous Material Register: Lists miiscellaneous Material Register transactions

7. Outside processing Register: Lists entered outside processing transaction entries

8. Completion Register: Lists Work Order completion transactions sorted by Total Cost

9. Completion summary report: provides summary by work order of all completed transactions

10. Closed Register: Lists Work Orders Designated as Closed


Top 10 Work Order Reports Menu Options Provide Information During Repair Process

1. Open Work Order Report

2. Work Order Memo Dispatch

3. Material Shortage Report

4. Scheduled Capacity Report

5. Tooling Requirements Report

6. Work In Process Recap Report

7. On Demand Missing Update Report

8. On Demand Standards Track Report

9. Work Order History Report

10. General List Posting Recap


Top 10 Definitions Implement Updated for Application to Materiel Only

1. New, Repaired or Reconditioned Materiel serviceable issuable to all field-level units without limitation or restriction

2. Serviceable and issuable for intended purpose but restricted to issue for training use only

3. Serviceable materiel requires or designated for test, alteration, modification, conversion or disassembly not to include items require inspection or testing prior to use

4. Materiel involves only limited expense or effort to restore to serviceable condition accomplished at its location

5. Economically reparable materiel requires rework, repair, overhaul or reconditioning

6. Materiel requires additional parts or components to complete end item prior to issue

7. Materiel determined to be unserviceable and uneconomical to repair

8. Materiel in stock suspended from issue pending condition classification where true condition is notknown

9. Materiel returned from field-level use and awaiting condition classification

10. Materiel identified on inventory control record but turned over to repair job site or contractor for procurement


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