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Maintenance
ACCESSIBILITY: This AFI is available for downloading from the e-Publishing website at
www.e-publishing.af.mil/.
This instruction implements Air Force Policy Directive (AFPD) 21-2, Munitions. This Air Force
Instruction (AFI) establishes procedures for maintaining land-based intercontinental ballistic
missiles (ICBM), conventional/nuclear air launched cruise missiles (CM) and Space Launch
Maintenance (SL). It applies to Headquarters Air Force (HAF), Air Force Global Strike
Command (AFGSC), Air Force Space Command (AFSPC), Air Combat Command (ACC), Air
Force Materiel Command (AFMC), and subordinate ICBM, CM and SL units. This publication
does not apply to Air National Guard, Air Force Reserve, or Civil Air Patrol units. Ensure that
all records created as a result of processes prescribed in this publication are maintained in
accordance with AFMAN 33-363, Management of Records, and disposed of in accordance with
the Air Force Records Disposition Schedule (RDS) located at https://www.my.af.mil/gcss-
af61a/afrims/afrims/. Refer recommended changes and questions about this publication to the
Office of Primary Responsibility (OPR) using the AF IMT 847, Recommendation for Change of
Publication; route AF Form 847s from the field through the appropriate functional’s chain of
command.
This publication requires collecting and maintaining information subject to the Privacy Act of
1974 authorized by Title 10 U.S.C. 8013, Secretary of the Air Force, powers and duties,
delegation by, and Executive Order 9397, Numbering System for Federal Accounts Relating to
Individual Persons, as amended by Executive Order 13478, Amendments to Executive Order
9397 Relating to Federal Agency Use of Social Security Numbers, November 18, 2008.
2 AFI21-202V3 9 NOVEMBER 2009
SUMMARY OF CHANGES
This instruction has been completely rewritten with focus on specific management philosophy,
guidance, and maintenance responsibilities. This document must be completely reviewed.
Chapter 5—TRAINING 20
5.1. General Requirements. ........................................................................................... 20
5.2. Responsibilities: ..................................................................................................... 20
AFI21-202V3 9 NOVEMBER 2009 3
Chapter 1
Chapter 2
Chapter 3
3.1. Workload Management. Personnel scheduling shall reflect optimum use of squadron
resources ensuring compliance with crew rest and maximum work shift/scheduling requirements
established in AFSPCMAN 91-710V6 and/or EWR 127-1. Each unit is responsible for
developing specific guidelines to manage personnel resources.
3.1.1. Personnel and resources providing launch processing surveillance, integration and
other associated activities will be utilized to ensure DoD interests receive the highest priority.
Any non-DoD use of these resources must not interfere with launch mission requirements.
The 30 SW and 45 SW will support commercial and non-federal customers to the fullest
extent allowed by current policy and law.
3.1.2. Maintenance task coverage priorities are derived through a risk-based technical
assessment process using program office approved definitions (See attachment 3 for
example).
3.1.2.1. Category I. Presence is mandatory (can only be waived in writing by
Squadron/CC with valid justification). Additional analysis will be performed on any
missed tasks to identify increased mission risk to be documented in Launch Verification
Database.
3.1.2.2. Category II. Presence or data review is mandatory (can be waived in writing by
Squadron/CC). Additional analysis will be performed on any missed tasks to identify
increased mission risk to be documented in Launch Verification Database
3.1.2.3. Category III. Presence is not mandatory. Units should observe a percentage of
these tasks to ensure disciplined maintenance processes are being followed. Problems
resulting from these activities will be addressed and criticality will be assessed.
3.1.2.4. Nonconformance/Out-of-position work (NCOP). NCOPs arise from significant
issues experienced during the processing or unplanned work. Coverage is determined
based upon a risk-based technical assessment following SMC approved guidelines.
3.2. Launch Group (LCG):
3.2.1. Conduct mission assurance on behalf of the Program Office . Provide launch site on-
scene technical expertise to support wing processing and launch operations based on
assignments and delegated authorities from SV and LV programs.3.2.1.1 Perform Launch
Processing Surveillance.
3.2.1.1.1. Monitor and assess processing and integration tasks, identifying risk areas
or anomalous events and tracking impacts through closure, current processing
schedules, critical path items and the potential risks to maintaining them.
3.2.1.1.2. Provide management and oversight of modifications, maintenance and
construction to processing facilities and other critical infrastructure.
AFI21-202V3 9 NOVEMBER 2009 9
3.2.3. Ensure test and integration functions for experimental/emerging space systems, space
launch vehicles, targets and interceptors (National and Theater Missile Defense) are properly
managed.
3.2.4. Responsible for overall management and supervision of LV, SV and Facilities
maintenance mission assurance surveillance functions.
3.2.5. Maintain LV and SV processing and integration facilities, launch control centers,
launch sites, and other launch preparation/execution support facilities for developmental
aerospace tests and emerging programs, as directed
3.2.6. Ensure development of Quality Assurance (QA) program.
3.2.7. Provide guidance, oversight and support to ensure standardized maintenance, LVMA
and SVMA for subordinate units.
3.2.8. Provide guidance, oversight and support to ensure training programs are implemented,
administered, maintained, and standardized for all personnel.
3.2.9. Ensure subordinate units support Program Offices’ execution of Life Cycle
Engineering Processes outlined in AFI 63-1201.
3.2.10. Assess launch contractor GSE, facilities, and infrastructure sustainment and
modernization requirements and provide recommendations to respective program office,
wing program manager, 14 AF/A4R, and to HQ AFSPC/A4S.
3.2.11. Maintain current status of critical GSE, facilities, infrastructure, hardware, and
support equipment.
3.2.12. Publish/distribute changes to applicable policy, instructions and other directives to
subordinate units.
3.2.13. For civil and commercial missions, LCG will ensure (Safety, Security, and
Reliability) resource protection for critical launch infrastructure, as required..
3.2.14. Assist system wing/group commander with management of emerging LV programs
at launch base.
3.3. Space Launch Squadron (SLS):
3.3.1. Provide LVMA of assigned LV program(s) and infrastructure through risk
assessments and engineering analysis in support of Program Offices overall Life Cycle
Systems Engineering outlined in AFI 63-1201.
3.3.1.1. Monitor and assess processing and integration tasks, identifying risk areas or
anomalous events and tracking impacts through closure, current processing schedules, critical
path items and the potential risks to maintaining them.
3.3.1.2. Provide management and oversight of modifications, maintenance and
construction to processing facilities and other critical GSE, facilities and infrastructure.
3.3.1.3. Oversee the operations and maintenance of processing and integration facilities,
launch control centers, launch sites, and other launch preparation/execution support
facilities.
AFI21-202V3 9 NOVEMBER 2009 11
3.3.1.4. Provide the program office with launch site risk assessments, risk mitigation
plans, and recommended corrective actions.
3.3.1.5. Evaluate the effectiveness of the contractor in meeting program objectives,
identify deficiencies, and recommend changes.
3.3.1.6. Execute launch site anomaly assessment process and assess impacts to mission
assurance and processing schedules.
3.3.1.7. Make recommendations and/or coordinate on hardware viability and removal or
replacement decisions.
3.3.1.8. Report and coordinate results and actions with the appropriate program office.
3.3.1.9. Develop launch site specific Launch Verification Matrix by assigning categories
to tasks in support of Program Office.
3.3.1.10. Derive mission assurance task coverage priorities from Category I, II, and III
mission assurance task definitions.
3.3.1.11. Ensure LV and SV task progress/processing and milestones are tracked in
applicable database.
3.3.1.12. Lead Government launch site incremental readiness reviews and represent
Government interests at contractor and Program Office readiness reviews.
3.3.1.13. Coordinate significant issues coming out of these reviews with appropriate
program managers prior to proceeding with launch site milestone events.
3.3.1.14. Participate in applicable life-cycle logistics reviews for launch infrastructure
system health.
3.3.1.15. Interact with local offices of Government and contractor agencies concerning
ongoing or planned launch site activities (e.g. NASA, NRO, etc.).
3.3.1.16. Coordinate with program office to ensure a single integrated position on relevant
issues.
3.3.1.17. Coordinate Contract Changes through the program office that impact base
support and perform technical evaluations on proposals affecting the launch sites.
3.3.2. Oversee the conduct of safe, reliable and timely launch processing and launch
operations to support DoD, national security, civil, and commercial customers, as directed.
3.3.3. Develop launch site specific Launch Verification Matrix by assigning categories to
tasks in support of Program Office. Derive mission assurance task coverage priorities from
Category I, II, and III mission assurance task definitions.
3.3.4. Ensure personnel are qualified to perform assigned duties.
3.3.5. Identify/Report launch systems issues that could affect critical path operations or the
projected launch date to the LCG/CC.
3.3.6. Ensure personnel review procedure(s), assessment requirements and applicable
database prior to performing duties.
12 AFI21-202V3 9 NOVEMBER 2009
3.3.7. Provide assistance to the Program Management Office (PMO), BCE or applicable
contractor in coordinating modifications and forecasting alteration and construction affecting
Real Property (RP) and Real Property Installed Equipment (RPIE).
3.3.8. Advocate and integrate maintenance forecasts/schedules with appropriate local
agencies, to include contractors.
3.3.9. Integrate base support agencies’ and contractors’ activities affecting or involving
launch complex, processing facilities, equipment, and infrastructure, as applicable.
3.3.10. Ensure personnel have an awareness of applicable contracts, Statements of Work
(SOW), MOAs, and other applicable documents.
3.3.11. Establish pre-task briefing and debriefing procedures.
3.3.12. Notify quality assurance once a Mission Assurance Technician (MAT) / Responsible
Engineer (RE) has completed training requirements and is ready to assume assigned duties
and when no longer performing assigned duties.
3.3.13. Ensure personnel are aware of changes to applicable policy, instructions, contractor
procedures, and other directives.
3.3.14. Perform post-operation reviews and develop/maintain lessons learned.
3.3.15. Ensure compliance with technical/engineering data, contractor safety, corrosion,
security, environmental requirements, and general maintenance practices.
3.3.16. Provide management and oversight of modifications, maintenance and construction
to space launch processing facilities and other critical GSE, facilities and infrastructure
3.4. 1st Air and Space Test Squadron (ASTS):
3.4.1. Provide LVMA of assigned LV program(s) and infrastructure through risk
assessments and engineering analysis in support of Program Offices overall Life Cycle
Systems Engineering outlined in AFI 63-1201.
3.4.1.1. Monitor and assess contractor launch processing and integration tasks, identifying
risk areas or anomalous events and tracking impacts through closure, current processing
schedules, critical path items and the potential risks to maintaining them.
3.4.1.2. Provide management and oversight of modifications, maintenance and
construction to processing facilities and other critical GSE, facilities and infrastructure
3.4.1.3. Oversee the operations and maintenance of processing and integration facilities,
launch control centers, launch sites, and other launch preparation/execution support
facilities.
3.4.1.4. Provide the program office with launch site risk assessments, risk mitigation
plans, and recommended corrective actions.
3.4.1.5. Evaluate the effectiveness of the contractor in meeting program objectives,
identify deficiencies, and recommend changes.
3.4.1.6. Execute launch site anomaly assessment process and assess impacts to mission
assurance and processing schedules.
AFI21-202V3 9 NOVEMBER 2009 13
3.4.8. Ensure all property/assets for which 1 ASTS has custodial responsibilities are properly
maintained and utilized.
3.4.9. Ensure personnel review procedure(s), assessment requirements and applicable
database prior to performing duties..
3.4.10. Manage logistics for vehicle and equipment shipments for off-site missions and
periodic maintenance/certification IAW the letter of assignment.
3.4.11. Perform launch site transportation, handling and emplacement of launch vehicles, as
directed.
3.4.12. Provide flight hardware transportation and handling as required.
3.4.13. Perform pre/post launch site operations, as directed.
3.4.14. Perform post-operation reviews and develop/maintain lessons learned.
3.4.15. Notify quality assurance once a MAT, RE or Space Launch Maintenance Technician
(SMT) has completed training requirements and is ready to assume assigned duties and when
no longer performing assigned duties.
3.4.16. Ensure personnel are aware of changes to applicable policy, instructions, contractor
procedures, and other directives.
3.4.17. Ensure personnel have an understanding of contracts, Statements of Work (SOW),
MOAs, and other applicable documents. 3.4.18. Identify/Report launch system issues that
could affect critical path operations or the projected launch date to LCG/CC.
3.5. Launch Support Squadron (LCSS):
3.5.1. Provide SVMA of assigned SV program(s) and infrastructure through risk
assessments and engineering analysis in support of Program Offices overall Life Cycle
Systems Engineering outlined in AFI 63-1201.
3.5.1.1. Monitor and assess processing and integration tasks, identifying risk areas or
anomalous events and tracking impacts through closure, current processing schedules, critical
path items and the potential risks to maintaining them.
3.5.1.2. Provide management and oversight of modifications, maintenance and
construction to processing facilities and other critical GSE, facilities and infrastructure
3.5.1.3. Oversee the operations and maintenance of processing and integration facilities,
launch control centers, and other launch preparation/execution support facilities.
3.5.1.4. Provide the program office with launch site risk assessments, risk mitigation
plans, and recommended corrective actions.
3.5.1.5. Evaluate the effectiveness of the contractor in meeting program objectives,
identify deficiencies, and recommend changes.
3.5.1.6. Execute launch site anomaly assessment process and assess impacts to mission
assurance and processing schedules.
3.5.1.7. Make recommendations and/or coordinate on hardware viability and removal or
replacement decisions.
AFI21-202V3 9 NOVEMBER 2009 15
3.5.1.8. Report and coordinate results and actions with the appropriate program office.
3.5.1.9. Develop launch site specific Verification Matrix by assigning categories to tasks
in support of Program Office.
3.5.1.10. Derive mission assurance task coverage priorities from Category I, II, and III
mission assurance task definitions.
3.5.1.11. Ensure SV task progress/processing and milestones are tracked in applicable
database.
3.5.1.12. Lead Government launch site incremental readiness reviews and represent
Government interests at contractor and Program Office readiness reviews.
3.5.1.13. Coordinate significant issues coming out of these reviews with appropriate
program managers prior to proceeding with launch site milestone events.
3.5.1.14. Participate in applicable life-cycle logistics reviews
3.5.1.15. Interact with local offices of Government and contractor agencies concerning
ongoing or planned launch site activities (e.g. NASA, NRO, etc.).
3.5.1.16. Coordinate with program office to ensure a single integrated position on
relevant issues.
3.5.1.17. Coordinate Contract Changes through the program office that impact base
support and perform technical evaluations on proposals affecting the launch sites.
3.5.2. Oversee the conduct of safe, reliable and timely payload operations to support DoD,
national security, civil and commercial customers, as directed.
3.5.3. Identify/Report payload system issues that could affect critical path operations or the
projected launch date to the LCG/CC.
3.5.4. Ensure personnel review procedure(s), assessment requirements and applicable
database prior to performing duties.
3.5.5. Provide assistance to the PMO, BCE or applicable contractor in coordinating
modifications and forecasting alteration and construction affecting RP and RPIE.
3.5.6. Advocate and integrate maintenance forecasts and schedules with appropriate local
agencies, to include contractors.
3.5.7. Integrate base support agencies’ and contractors’ activities affecting or involving
processing facilities, equipment, and infrastructure.
3.5.8. Ensure personnel have an understanding of contracts, Statements of work (SOW),
MOAs, and other applicable documents.
3.5.9. Establish pre-task briefing and debriefing procedures.
3.5.10. Ensure personnel are qualified to perform assigned duties.
3.5.11. Perform SV post-operation reviews and develop/maintain lessons learned.
3.5.12. Assign a corrosion control manager for DoD owned/LCG managed facilities.
16 AFI21-202V3 9 NOVEMBER 2009
3.5.13. Notify quality assurance once a MAT/RE has completed training requirements and is
ready to assume assigned duties and when MAT/RE no longer performs assigned duties.
3.5.14. Ensure compliance with technical/engineering data, contractor safety, corrosion,
security, environmental requirements, and general maintenance practices.
AFI21-202V3 9 NOVEMBER 2009 17
Chapter 4
4.4.2. Assist with integration and de-confliction of mission operations with other base
activities.
4.4.2.1. Coordinate with contractors to identify infrastructure requirements; evaluate
mission risk to support flight readiness.
4.4.2.2. Assess mission impact of base construction, renovations, repairs, maintenance
and modifications that affect processing operations.
4.4.2.3. Advocate and integrate maintenance forecasts and schedules with appropriate
local agencies, to include contractors.
4.4.2.4. Perform walk downs and participate in final system inspections prior to launch,
as required.
4.4.2.5. Attend working groups, readiness reviews, and special project meetings;
integrate mission requirements with wing agencies and other launch program contractors
to ensure mission readiness.
4.4.3. Oversee critical facilities and infrastructure.
4.4.3.1. Monitor design, construction, renovation, repair, maintenance and modification
projects for facility and infrastructure to meet program requirements.
4.4.3.2. Provide risk assessment and identify facility electrical, HVAC, security and C4
requirements.
4.4.3.3. Interface with program office concerning launch site specific facility and
infrastructure sustainment/modernization projects, as required.
4.4.3.4. Report status to squadron leadership.
4.4.3.5. Oversee corrosion control activities.
4.4.3.6. Ensure maintenance activities comply with safety and environmental
requirements.
4.4.4. Assist with anomaly resolution, as required.
4.4.5. Provide on-console support, as required
20 AFI21-202V3 9 NOVEMBER 2009
Chapter 5
TRAINING
5.1. General Requirements. Training managers/trainers will schedule, monitor, and control the
various training programs IAW applicable training directives and guidelines to provide
management with trained personnel to meet mission requirements.
5.2. Responsibilities:
5.2.1. Develop, manage and document unit training programs IAW AFI 36-2201V3 and
Attachment 2. MAT/RE/SMT/FIM Training Requirements.
5.2.2. Coordinate contractor-provided training.
5.2.3. . Review new lesson plans upon creation and existing lesson plans annually for ISD
compliance, not to exceed 12 months between reviews.
5.2.4. Develop lesson plans and local training programs IAW AFMAN 36-2236.
5.2.5. Review lesson plans annually for technical accuracy, not to exceed 12 months
between reviews.
5.2.6. Establish, implement, and manage initial and recurring training (RT) programs.
5.2.7. Recurring Training (RT):
5.2.7.1. Conduct RT quarterly on all MATs, REs, FIMs, and SMTs.
5.2.7.2. Tailor program to individual and unit needs. (Ancillary training does not meet
the intent of the RT program.)
5.2.7.3. Consider quality assurance observed trends.
5.2.8. Notify quality assurance once a trainer is ready to assume trainer duties.
5.2.9. Notify quality assurance when a trainer is no longer performing duties.
5.3. Trainer Qualifications. Prior to performing unsupervised trainer duties, personnel selected
as trainers must meet the following requirements:
5.3.1. Comply with trainer responsibilities IAW AFI 36-2201V3.
5.3.2. Complete an Instructional Techniques Course covering fundamental of instruction,
instructional development and instructional presentations. This requirement can be waived
by the unit CC on a case by case basis.
5.3.3. Be observed conducting training by Training Management.
5.3.4. Appointed by unit CC, or designated representative, after completing training and
trainer qualification requirements.
AFI21-202V3 9 NOVEMBER 2009 21
Chapter 6
QUALITY ASSURANCE
6.1. General. The QA program is designed to standardize and improve processes, assess
personnel proficiency, ensure effectiveness of space launch maintenance management and
provide feedback to supervision. The evaluation and analysis of deficiencies and problem areas
are key functions of QA that highlight and identify underlying causes of poor quality and
processes. The 30 & 45 LCG/QA section are charged with managing the QA program. The
LCG/QA section may use Staff Assistance Visits, Inspections and Reports as tools to ensure
quality maintenance, processes and programs.
6.1.1. QA is the Group commander’s program to assess effectiveness of maintenance
management and mission assurance processes and personnel, identify deficiencies and
problem areas, and recommend improvements to group-wide process.
6.2. Responsibilities
6.2.1. Serve as the group commander’s liaison between units, SMC, 14 AF and AFSPC for
policy and guidance.
6.2.2. Review and coordinate new, revised and changed instructions and policies affecting
space launch maintenance management and mission assurance. Inform LCG/CC and
affected squadron(s) of publication changes.
6.2.3. Ensure standardized development and implementation of LCG policies, procedures,
instructions, and training.
6.2.4. Assist the training sections and work center supervisors in identifying training
requirements.
6.2.4.1. Conduct annual local Career Field Education Training Plan (CFETP) Review.
The review board, chaired by Quality Assurance, will review CFETPs and Job
Qualification Standard (JQS), for adequate coverage and currency. The review board
will:
6.2.4.2. Ensure training tasks not identified in the CFETP are documented on a JQS.
6.2.4.3. Ensure the board consists of all affected work centers.
6.2.4.4. Review CFETP changes and local JQS.
6.2.4.5. Submit CFETP and JQS changes to HQ AFSPC/A4SS.
6.2.5. Review all unit-managed lesson plans annually for adequacy and format.
6.2.6. Conduct the QA Orientation briefing.
6.2.6.1. RE/MAT/SMTs who are evaluated under the QA program will receive the QA
Orientation briefing prior to the first evaluation. QA will provide the briefing, with
emphasis on the purpose of the program, procedures, error criteria, and grading standards.
QA will schedule the briefing and ensure completion is documented.
6.2.7. Conduct inspections of all MAT/RE/SMT and trainers annually, not to exceed 12
months between inspections. Use inspections to evaluate personnel/trainer proficiency.
22 AFI21-202V3 9 NOVEMBER 2009
6.2.8. Conduct random inspections on squadron processes and or programs (ex. Corrosion,
commander’s safety, training programs, etc.).
6.2.9. Document inspections and identify rating IAW table 6.2 criteria. As a minimum,
document rating, strengths, weaknesses, and areas of concern, as well as make
recommendations for improvements in inspection reports.
6.2.10. Forward inspection reports to applicable work center(s) for review and comments.
6.2.11. QA personnel, task qualified or not, must stop, correct, alert appropriate agencies and
render an evaluation report for any of the following deviations (actual or possible):
significant security violations or safety deviations that could result in serious injury to
personnel, and deviations that could result in potential/imminent serious equipment damage.
This intervention applies to any individual on any task.
6.2.12. Provide sanitized quarterly cross-feed reports from various inspections to 30 and 45
LCG units SMC/LRSW, 14AF/A3/A4, and HQ AFSPC/A4SS.
6.2.13. Develop procedures for and coordinate the LCG unsatisfactory/fail board. A board
will be held for all unsatisfactory/fail ratings given. The board will include an overview of
the unsatisfactory/failed evaluation, technician(s)/team evaluation history and review of the
unit’s related unsatisfactory/fails ratings for trends and possible underlying causes to
determine corrective action.
6.3. Proficiency Evaluations/Inspections. Quality Assurance personnel help ensure quality
maintenance by conducting and documenting proficiency evaluations/inspections. The following
types of evaluations, inspections and observations are available to support the QA program:
Proficiency Evaluations (PEs), Quality Verification Inspections (QVIs), Hardware Equipment
Inspection (HEI), Hardware Acceptance Inspection (HAI), Special Inspections (SIs),
Management Inspection (MIs), Detected Safety Violation (DSVs), Technical Data Violations
(TDVs), Unsafe Condition Reports (UCRs) and when directed, other inspections. Refer to table
6.1 for minimum requirements.
6.3.1. Proficiency Evaluations (PE). A PE is an over-the-shoulder evaluation of a
maintenance/ mission assurance action, inspection, or training conducted/performed by an
individual or team. Use PEs to evaluate job proficiency, degree of training and compliance
with technical order/procedure, determine the accuracy and efficiency of technical
procedures/processes, assess compliance with technical orders/procedures and other
directives, and accurately document results of evaluations. Individuals performing,
supervising or evaluating maintenance/mission assurance tasks are subject to a PE.
Proficiency evaluations include: Evaluator Proficiency Evaluations (EPE), Trainer
Proficiency Evaluations (TPE) and Personnel Proficiency Evaluations (PPE). Rate PEs
based on established AQLs/standards listed in table 6.2. Document and route the PE IAW
locally developed procedures. Ensure a PE is accomplished on all MATs/SMTs/REs IAW
table 6.1.
6.3.1.1. When performing a PPE, the QA inspector briefs the individual or team on the
evaluation and how it will be rated. The PPE may include an evaluation of the
individual’s training records, tool box, TMDE and TOs/procedures. The evaluation starts
when the individual or team begins the task, or portion of the task to be evaluated, and is
completed when the job or previously determined portion of the task is finished. When
AFI21-202V3 9 NOVEMBER 2009 23
6.5.4. Following the evaluation, the evaluator must critique the technicians on the portion of
the task they were evaluated on. The evaluator must inform the work center supervisor when
a task is rated unsatisfactory or the results have not been determined. RE/MAT/SMTs will
not perform the evaluated task again until officially critiqued.
6.5.4.1. Explain each error; include who received it, category, mission impact and
correct procedures.
6.5.4.2. Review the RE/MAT/SMT’s/instructor’s strengths and weaknesses.
6.5.4.3. Recommend methods of task accomplishment.
6.5.4.4. Exchange ideas and techniques.
6.5.5. During the TPE briefing, the evaluator must advise the instructor of the following
additional items:
6.5.5.1. The instructor must prevent/immediately correct any of the following:
significant security violations or safety errors which could result in serious injury to
personnel, failure to use technical orders/procedures during the maintenance/mission
assurance process and any error which could result in potential/imminent equipment
damage.
6.5.5.2. The instructor must correct other errors before completing the training session.
The training session is considered complete when the instructor critiques the student’s
performance.
6.5.5.3. Evaluators will consider the instructor’s degree of control over the trainee.
6.5.5.4. Evaluators will not generate an evaluation report on the trainees. Errors
committed by JQS qualified RE/MAT/SMT s during activities performed outside the
scope of the training objective may be documented.
6.5.5.5. The evaluator may ask questions to determine the evaluatee’s knowledge of a
task. The evaluatee may use technical references to answer any questions.
6.5.5.6. The instructor must complete all applicable training documentation and make it
available for the evaluator’s review
6.5.5.7. A TPE will be rated unsatisfactory when the trainer does not detect, correct, and
provide re-training for a an error committed that is described in Table 6.2. Additionally,
the evaluation will also be rated a ―fail‖ if an incomplete training process takes place
such as failing to instruct critical portions of the task.
6.5.5.8. During task evaluation; the evaluator must detect and correct all errors. Select
the best option available to correct the situation. It may be advantageous to correct minor
errors during the critique phase; other errors may warrant prompt correction. Consider
giving RE/MAT/SMT s the opportunity to make decisions on courses of action on their
own using the resources available to them.
6.5.5.9. For each error, conduct training to the level necessary to ensure the technician
understands the circumstances in question. The evaluator may be prohibited from
conducting training by time, resources, attitudes or a combination of factors. If
prohibited, note the situation in the report and defer the required training action to the
26 AFI21-202V3 9 NOVEMBER 2009
section NCOIC. The evaluator may recommend the RE/MAT/SMT should not perform
the task until retrained.
6.5.6. Apply the following guidelines when a RE/MAT/SMT cannot correctly or safely do or
observe a task without excessive outside intervention or assistance:
6.5.6.1. Notify the RE/MAT/SMT 's work center and SQ CC/SUPT.
6.5.6.2. Quality Assurance and the RE/MAT/SMT 's SQ CC/SUPT will assess whether
to:
6.5.6.2.1. Replace the technician(s) on the spot.
6.5.6.2.2. Supervise the RE/MAT/SMT (s) finishing the task.
6.5.6.2.3. Terminate the task.
6.5.6.3. Do not allow the RE/MAT/SMT (s) to perform the task in question unless
supervised by a task-qualified technician or until retrained.
6.5.6.4. State in the evaluation report the technician(s) should not perform the
maintenance/mission assurance task unsupervised or until retrained. Quality Assurance
may state the RE/MAT/SMT should not perform any maintenance/mission assurance
tasks or any maintenance/mission assurance function unsupervised.
6.5.7. Award an overall rating for the entire maintenance process using guidance in Table
6.2
6.5.8. RE/MAT/SMT /instructors who commit major errors described in Table 6.3 at
anytime during the maintenance process will be rated unsatisfactory.
6.5.9. Conduct TPEs to verify the technical accuracy and completeness of training. Use
TPEs to sample both initial qualification and recurring training.
6.6. Quality Verification Inspections (QVI). A QVI is an inspection of equipment condition,
or a process, an assessment following an inspection, servicing or repair action, or verification
that a RE/MAT/SMT or supervisor properly completed an inspection or repair action. QVIs shall
not be conducted after equipment operation when such operation could invalidate indications of
proper job accomplishment. Limit QVIs to the technical orders required for the job. Normally
this inspection does not require disassembling parts, removing stress panels or like actions. The
QVI report should reflect deficiencies by the individual who accomplished the task and identify
specific discrepancies.
6.6.1. Each QVI is chargeable to the technician or supervisor who performed the work.
6.7. Management Inspections (MI) (Activity Inspection/Functional Assessment and Special
Inspections (SI)). Quality Assurance conducts inspections/assessments to provide managers an
objective appraisal of mission capability and management effectiveness. Focus on efficiency,
procedural compliance and adequacy of directives.
6.7.1. Special Inspections (SI). SIs are inspections not covered by QVIs, PEs or MIs. SIs
may include, but are not limited to, aerospace equipment and equipment forms inspections,
document file inspections, CTKs, TO files, vehicle inspections, housekeeping, safety
practices, etc. SIs may be condition, procedural or compliance oriented. The locally
AFI21-202V3 9 NOVEMBER 2009 27
developed QA database will be used to document special inspections. SIs can be non-rated. If
rating a SI, rate them based on locally established AQLs/standards.
6.7.2. Management Inspection (MI). Perform these inspections to follow-up on trends,
conduct investigations or conduct research to get to the root cause of problems. Group/CC,
SQ/CC or work center supervisors may request MIs. MIs may encompass trends and other
inspection data; high component or system failure rates; suspected training deficiencies, and
tasks outlined in TOs/procedures. Report MI results to the requester, and allow them latitude
to explore options prior to implementing corrective actions. MIs can be non-rated and may be
counted in QA trends. The MAJCOM-approved QA database will be used to document
management inspections.
6.7.3. Prior to conducting inspections/assessments, determine the scope (what to inspect) and
process (how to inspect it). Consider the following:
6.7.3.1. Using formalized checklists.
6.7.3.2. Basing inspections on regulatory requirements.
6.7.3.3. Using standard five-tier rating criteria.
6.7.3.4. Standardizing report content, format, distribution and routing procedures.
6.8. Applicability to Contract Maintenance Activities. Unit level QA is not applicable to
contract logistics activities unless required by the Statement of Work (SOW), Performance of
Work Statement (PWS), or contract.
6.9. Manning, Training, Qualification and Proficiency.
6.9.1. Chief of QA will develop a local training plan to train all QA personnel. In this
section use of QA inspector includes augmentees.
6.9.1.1. Training must cover inspection and evaluation techniques, documenting
inspection worksheets and actions to prevent personnel injury or equipment damage. A
formal QA inspector course may be used to supplement this training. Document QA
Inspector training in individual training records.
6.9.1.2. QA inspectors are JQS qualified on all SMT tasks they evaluate. For all other
tasks, inspectors must be familiar with the requirements/procedures of tasks they
evaluate.
6.9.1.3. Quality Assurance may need augmentee evaluators for some work centers.
Ensure qualification on the appropriate SMT technical tasks in the CFETP they will
evaluate. Permanent augmentees will meet all qualifications required for QA.
6.9.1.4. Evaluator Qualifications: Prior to performing unsupervised evaluator duties,
personnel selected as evaluators must:
6.9.1.4.1. Be JQS qualified on the appropriate evaluator CFETP tasks.
6.9.1.4.2. Complete unit evaluator training program, to include at least one
proficiency evaluation and one technical inspection.
6.9.1.4.3. Be observed by Chief of QA, QA Superintendent, or LCG Superintendent
conducting a PPE or TPE.
28 AFI21-202V3 9 NOVEMBER 2009
Technical Orders and local - 100% new and revised technical orders
job guides (as required) - 100% TO and CEM change requests
- 100% Local Job guides issued within LCG
Unit Lesson Plans - 100% annually for format and standardization
(N/A for headquarters managed lesson plans)
errors
4 No major errors The accumulation of minor errors
resulted in the overall maintenance
process falling below an acceptable
level
5 No major errors More than four (4) minor errors on a
category I task observation
NOTE: When determining when to award the “Outstanding” rating, consider the
following:
1. Number of tasks evaluated
2. Complexity/frequency of tasks evaluated.
3. Reasonable impact of each error committed.
4. Complexity of the program being inspected.
-- Clearly demonstrated inability to successfully complete the task due to a lack of job
knowledge. Cannot correctly or safely accomplish task without excessive outside
intervention or assistance.
MINOR ERROR:
-- An error that does not prevent a support equipment/SV,LV, or critical facility system
component from being used for its intended purpose, but would, as a reasonable
expectation, have a detrimental effect on the operational life of the
component/equipment/system. This may include damage to common hand tools due to
misuse.
-- An error that lacks the seriousness to meet the criteria for a major error.
MAJOR ERROR:
-- Failure to provide students with technically accurate information. Consider the impact
of the information
MINOR ERROR:
Chapter 7
ADOPTED FORMS
Attachment 1
GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION
References
TITLE 49 USC 70101-70119 Chapter 701--Commercial Space Launch Activity, 3 Jan 2006
DoDD 3200.11, Major Range and Test Facility Base, 27 Dec 2007
DoDD 3230.3, DoD Support for Commercial Space Launch Activities, 14 Oct 1986
DoDI 3100.12, Space Support, 14 Sept 2000
DoDI 5000.2, Operation of Defense Acquisition System, 12 May 2003
NSS Acquisition Policy 03-01, Guidance for DoD Space System Acquisition Process, 27 Dec
2004
MIL-STD 882, Standard Practice for System Safety, 10 Feb 2000
FAR, Federal Acquisition Regulation, 1 Jan 2000
FAR Part 42, Contract Administration, 1 Jan 2000
FAR Part 46, Quality Assurance, 1 Jan 2000
AFPD 10-12, Space, 1 Feb 1996
AFPD 21-1, Air and Space Maintenance, 25 Feb 2003
AFPD 91-2, Safety Programs, 28 Sep 1993
AFCAT 36-2223, USAF Formal Schools, 18 Dec 2007
AFI 10-2801, Air Force Concept of Operations Development, 24 Oct 2005
AFI 10-206_AFSPCSUP 1, Operational Reporting, 15 Apr 2008
AFI 10-601, Capabilities Based Requirements Development, 31 Jul 2006
AFI 10-1201, Space Operations, 25 Jul 1994
AFI 10-1211, Space Launch Operations, 17 Jul 2006
AFI 10-1212, Space Launch Vehicle Return to Flight, 31 Oct 2001
AFI 21-105, Air and Space Equipment Structural Maintenance, 9 Apr 2003
AFI 36-2201V1, Training Development, Delivery and Evaluation, 1 Oct 2002
AFI 36-2201V3, AF Training Program on the Job Training Administration, 4 Feb 2005
AFI 36-2238, Self Aid and Buddy Care Training, 19 Jan 2006
AFI21-202V3 9 NOVEMBER 2009 33
EWR 127-1, Eastern and Western Range Safety Requirements, 31 Oct 1997
SMCI 63-1201, Assurance of Operational Safety Suitability &Effectiveness for Space/Missile
Systems, 1 Apr 2004
SMCI 63-1202, Space Flight Worthiness, 1 Apr 2004
SMCI 63-1205, System Safety Process, 20 Aug 2007
LCG—Launch Group
LCSS—Launch Support Squadron
LV—Launch Vehicle
LVDB—Launch Verification Database
LVM—Launch Verification Matrix
LMVA—Launch Vehicle Mission Assurance
MAJCOM—Major Command
MAT—Mission Assurance Technician
MD—Mission Director
MOA—Memorandum of Agreement
OG—Operations Group
O&M—Operations and Maintenance
OPR—Office of Primary Responsibility
ORI—Operational Readiness Inspection
OSHA—Occupational Safety and Health Act
OSS&E—Operational Safety, Suitability, and Effectiveness
PAT—Process Action Team
PEM—Program Element Monitor
PMO—Program Management Office
POC—Point of Contact
QA—Quality Assurance
QAE—Quality Assurance Evaluator
RDS—Records Disposition Schedule
RDT&E—Research, Development Test & Evaluation
RE—Responsible Engineer
RP—Real Property
RPIE—Real Property Installed Equipment
RT—Recurring Training
SAV—Staff Assistance Visit
SI—Special Inspection
SIB—Safety Investigation Board
SLCC—Spacelift Commander
36 AFI21-202V3 9 NOVEMBER 2009
Terms
Acceptance—Government acceptance of the results of a contractor-executed test procedure or
task and acceptance of close-out/disposition of all anomalies or out-of-family/out-of-spec data
associated with that procedure or task. Acceptance will be performed by one, or a combination of
the following agencies: System wing/group, SLS, and RMS (depending on the subject). The
Aerospace Corporation will provide a technical recommendation on acceptance or rejection to
the Air Force. Acceptance takes on two forms: One is an acceptance of
items/processes/procedures as required by the contract; the other is technical acceptance that the
contractor’s actions have adequately resolved any anomalies/non-conformances and satisfies
Flight/Task Certification Matrix requirements.
Aerospace Ground Equipment (AGE)—Ground processing end items that are required to
make a space system operational, not designated as Special Tooling or other production tooling
defined as being allocated to an airborne configuration item, and not designated as Real Property
Installed Equipment.
Annual—When used as a requirement, the term ―annual‖ refers to a 12-month interval.
Anomaly—An unexpected or unplanned condition that does not meet provided system
performance parameters and which cannot be corrected by organizational maintenance resources
in accordance with validated procedures. After analysis, an ―out-of-family‖ condition could be
declared an anomaly.
Anomaly Resolution—The process to resolve an anomaly. An anomaly resolution team will be
formed to resolve/disposition all system anomalies. This team may consist of AFSPC,
contractors, and any other personnel needed to resolve the anomaly
Approval—Approval signifies AFSPC approval/acceptance/coordination IAW AFSPC
instructions and Memorandum of Agreements.
Category 1 task— Tasks deemed critical and, at a minimum, contain assessment requirements
that require real-time observation. The tasks may also require data review. This type of
AFI21-202V3 9 NOVEMBER 2009 37
coverage is required due to the potential increase in mission assurance risk if observation and/or
data review is not performed.
Category 2 task— Tasks deemed critical and require data review or real time observation due to
the potential increase in mission assurance risk if verification actions are not performed. Data
review may or may not be performed real-time.
Category 3 Task— Tasks deemed non-critical because there is minimal/no increase in mission
assurance risk if observation and data review are not performed. Problems resulting from these
activities will be addressed and criticality will be assessed per issue. Critical issues resulting
from a category 3 procedure will be handled the same way critical nonconformances are handled
for category 1 and 2 procedures.
Combatant Command (COCOM)—Nontransferable authority established by Title 10, United
States Code, Section 164, exercised only by commanders of unified or specified combatant
commands. COCOM (command authority) is the authority of a Combatant Commander to
perform those functions of command over assigned forces involving organizing and employing
commands and forces, assigning tasks, designating objectives, and giving authoritative direction
over all aspects of military operations, joint training, and logistics necessary to accomplish the
missions assigned to the command.
Contract Administration/Surveillance—Active surveillance of contractor performance to
ensure compliance with various contract or statement of work requirements. Examples include
safety, quality assurance, security, property management, and base support. Surveillance tasks
may be performed by the contracting office or delegated to another government office, which has
resident expertise and/or is co-located with contractor operations.
Contract Management—Active management of the contract and/or contractor by the
contracting officer for the purpose of ensuring satisfactory delivery of end items meeting USAF
requirements. This includes such activities as contract negotiation and business clearance, as
delegated by SMC.
Contract Surveillance Plan (CSP)—Wing service contracts subject to AFI 63-124, and
delegations/support requests operate under CSPs. This plan describes how contractor
performance will be measured and assessed against performance standards. The CSP should also
outline the acceptance process and state how acceptance of services will occur and describe how
performance results will be captured and documented so that the data gathered can later serve as
past performance information.
Critical System(s)—Critical systems are those that are necessary for a successful mission and
are identified as having test/processing procedures that require direct government observation or
data review.
Data Review—Government review of all data, resulting from completion of a contractor-
executed test procedure or task, required for government acceptance of that test procedure or
task. Data from contractor-run tests and procedures will be reviewed by SMC Systems Wings,
SLS, and/or AFQA according to the Flight Certification Matrix. This data review is to ensure the
test/procedure produced the desired results, to identify any anomaly/non-conformances, and to
develop trend data.
38 AFI21-202V3 9 NOVEMBER 2009
systems include but are not limited to: Power (outside-the-fence), pipelines, water supply, water
disposal, roads, skidstrips, and docks.
Job Order Number (JON)—A unique number assigned to an account that a contractor and the
Government uses to charge program-related expenses (including labor and materials).
Launch Mishap—Any AF launch-related incident which results in damage to government or
non-government property, illness or injury to or the death of government or non-government
personnel, or failure of a USAF-managed launch system to deliver a satellite to its intended orbit.
This includes but is not limited to catastrophic destruction of the launch vehicle, failures
involving the upper stage delivery system, or an anomaly or degradation of a component or
components resulting in mission failure.
Launch Processing—Launch site performance of engineering, test operations,
processing/integration, and maintenance tasks associated with flight hardware/software, ground
support equipment (GSE), and infrastructure to prepare the integrated stack (consisting of the
LV, upper stage, and satellite) for space launch.
Launch Processing Management—Functions performed by the Space Wing and associated
SMC representative to manage contractor launch processing actions in accordance with the
contract and appropriate delegations.
Launch Readiness Review (LRR)—Assessment of both the ability to meet the mission design
requirements and the current launch schedule based on the sum of flight worthiness and flight
readiness.
Launch Response Team (LRT)—Team chaired by AFSPC/A3 and formed prior to launch for
all AF and NRO launches. LRT will not be formed for FAA-licensed launches. Team informs
HQ AFSPC directorates of upcoming AF and NRO launches and responds in case of a launch
mishap. Majority of team activities reside around press releases and accident board
personnel/resource requirements.
Launch Service—Space launch capability provided by a contractor to place a satellite into a
specified orbit. The contractor retains ownership of all flight and ground hardware, engineering
analyses, processes, and readiness decisions.
Launch Vehicle Mission Assurance—LVMA is technical and management process rigorously,
continuously, and iteratively employed over the life—cycle of a launch system (mission
conception to space vehicle separation) to maximize mission success. LVMA encompasses
system engineering, risk management, quality assurance, and program management by an
experienced, stable launch agency team. LVMA is achieved through integrated developmental
processes and/or independent technical assessment and requires expenditures commensurate with
the criticality of the mission and the consequences of failure.
Launch Verification Matrix—A detailed description of all flight-critical hardware and software
test procedures and tasks, the execution of which must be personally observed by a government
representative and/or be approved through appropriate data review.
Maintenance Functions—Launch base transport, assembly, checkout, preparation, corrective
maintenance, and preventative maintenance inspections of spacelift vehicles, payloads, space
launch complexes, support equipment (SE); and real property (RP) that support launch activities.
40 AFI21-202V3 9 NOVEMBER 2009
Includes MATs and REs performing surveillance of contractor launch processing activities to
assess risk and suitability of contractor—performed actions.
Maintenance Surveillance—Observations and activities conducted by SLS personnel to include
Contract Surveillance, which are used to ensure/determine if launch system assets are reliable
and ready for operation by ensuring adherence to technical procedures, general maintenance
practices, safety requirements, security guidelines, environmental compliance, efficient
utilization of resources, and resource safety to include directing an immediate halt to actions
detrimental to personnel or equipment.
Major Range and Test Facility Base (MRTFB)—A national asset that is manned, operated,
and maintained primarily for DoD test and evaluation support missions. The ER and WR
primary MRTFB mission is spacelift.
Mission Assurance Technician (MAT)—Perform maintenance/technical surveillance activities.
They review space launch processing procedures, monitor launch processing activities, provide
risk assessments and documentation for LVMA and SVMA through maintenance/technical
surveillance of launch processing activities. Typically, MATs are from the 2M0XXs career field
with specific missile maintenance knowledge and experience.
Nonconformance Out of Position work (NCOP)—- NCOPs arise from significant issues
experienced during processing or unplanned work. Coverage is determined based upon a risk-
based technical assessment following SMC approved guidelines for determining task
categorization.
Observation—Direct government observation of the execution and recording (if applicable) of a
test procedure or task. An ―Observed‖ test procedure or task is one in which all steps (or certain
pre-defined steps) have been completed, all anomalies have been noted (with appropriate
documentation generated), and all applicable data captured while being observed by a
government representative. Observed test procedures or tasks are typically those that must be
accomplished correctly, cannot be easily verified by data review or post-test, and include a high
risk of inducing collateral damage that could remain undetected.
Operational Consideration (OC)—Consist of Crisis Action Plans for the use of military forces
in the event of hostilities, military operations other than war, crisis situations, increased
international tension, or civil disturbances.
Operation Plans (OPLAN)/Operation Order (OPORD)—A plan or a series of connected
operations to be carried out simultaneously. It is usually based upon stated assumptions and is in
the form of directives employed by higher authority to permit subordinate commanders to
prepare supporting plans and orders. The designation ―plan‖ is usually used instead of ―order‖
preparing for operations well in advance. An operation plan may be put into effect at a
prescribed time, or on a signal, and then becomes an operation order.
Operational Safety, Suitability and Effectiveness (OSS&E)—Process for establishing and
preserving the safety, suitability, and effectiveness of Air Force systems and end-items over the
entire operational life by preserving technical integrity via prudent use of disciplined engineering
practices, assurance of proper operations and maintenance, effective supply systems, and field
utilization and maintenance trends feedback to systems program offices.
AFI21-202V3 9 NOVEMBER 2009 41
Support Equipment (SE)—All equipment (i.e., AGE, RPIE, etc.) required to make or keep a
spacelift system, subsystem or item of support equipment operational in its intended
environment.
Universal Documentation System (UDS)—The UDS provides a common language and format
for stating program, mission, and test requirements and supporting documentation.
Verify—To review, inspect, test, check, measure, audit or otherwise confirm that products,
processes, or documents conform to specified requirements. Verification may be performed after
work completion, e.g., safety wiring.
AFI21-202V3 9 NOVEMBER 2009 43
Attachment 2
MAT/RE/SMT TRAINING REQUIREMENTS
Attachment 3
MAINTENANCE TASK COVERAGE