(AFMAN) , Management of Records, and disposed of in .. According to AFMAN , Procedures for Vehicle Maintenance. and Analysis (VM&A) and vehicle maintenance manager to fleet manager due to AFMAN and. AFI combining into AFI 1. AFMAN , 1 February , is supplemented as follows: NOTES: 1. This publication does not apply to Air National Guard (ANG) or US Air.
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Documents Flashcards Grammar checker. Unit Compliance Inspection 1. This report contains the following sections: Inspection Summary Section I contains 24-37 executive summary. Additional Information Section IV includes key personnel, team composition, reply instructions, and distribution. All findings identified in this report are answerable no later than 15 April See Section IV, C for specific reply instructions. Open Findings From Previous Inspections CE Readiness personnel created and implemented a Collective Protection Shelter CPS improvement program which enhanced force protection within cost constraints.
CE Resources personnel created a detailed issues management system for real estate initiatives which enhanced continuity for long-term acquisitions and divestitures. In the th CE Red Horse Squadron, unit personnel developed a specialized bar code system for 2-307 management which ensured percent tool accountability and established a requirements database for future projects.
Operations personnel pioneered the use of K-Span stem wall construction which created additional interior space, provided enhanced splinter protection, and facilitated simplified installation of environmental control units. Disbursing personnel developed computer applications that afma foreign exchange transactions, agent accountability, and end of month reporting that saved over fifteen man-hours per month.
In afmam th Personnel Readiness Flight PRFthey established numerous comprehensive programs which covered a broad range of personnel actions for 7 AF organizations and ensured continuous support afmah personnel.
The PRF staff developed a noteworthy readiness program which ensured all peninsula personnel strength accounting functions were executed in a timely manner and were sfman documented. Within the th Maintenance Squadron, the weapons safety staff produced an all-inclusive land working group package for USFK which served to accurately identify off-base restrictive easements around US-exclusive and MAGNUM land areas, reduced explosives hazard exposures to Korean civilians, and properly maintained encroachment areas.
The civil engineering staff spearheaded the development of a superb base maintenance contract which streamlined critical installation operations and maintenance activities. Flawless scheduling, maintenance, and documentation ensured vital weapons equipment would be available for any contingency.
In addition, munitions operations were noteworthy. At Suwon AB, Civil Engineering personnel developed a WRM budget that clearly justified 24-07 accounted for each requirement in language understood by both technicians and managers.
Services personnel provided flawless cradle-to-grave management of WRM assets which ensured the afmwn to provide mission ready assets for contingency operations. The Air Support Squadron implemented a quarterly conference which enhanced communication flow and aman lessons learned for Collocated Operating Bases COB personnel.
The Logistics Plans and Programs Division also developed an extensive budget training program which ensured personnel submitted detailed budget requests for critical WRM requirements on the Korean Peninsula.
The th Air Operations Group provided exceptional support to key decision makers and warfighting units. Within the Combat Operations Squadron, the Korean Combined Rescue Coordination Center KCRCC implemented communication initiatives that centralized theater search and rescue command and control and provided independent connectivity with all critical wartime elements.
The highly motivated professionals of the th Air Intelligence Group provided focused intelligence support to combat units afamn 7 AF leadership. An exemplary Indications and Warnings Watch certification program ensured only highly qualified personnel filled the watch positions.
Target dossiers were flawless and detailed continuity folders for each target set provided in-depth histories for target development.
The th Air Support Operations Group provided far-reaching operational and communications support to warfighters throughout the Peninsula. Comprehensive and detailed planning and engineering resulted in robust, responsive C4 for peninsula-wide exercises. The st Air Control Squadron spearheaded an aggressive initiative to directly feed ROKAF and US radar into operator displays which improved both situational awareness and identification capabilities.
In the th Air Support Operations Squadron, the Terminal Attack Controller Trainer upgrade program which included the graduated development and evaluation of classroom and field instruction skills, produced highly qualified TAC trainers. STRENGTHS – Unit personnel developed a specialized bar code system for tool management which ensured percent tool accountability and established a requirements database for future projects.
The automated checklists that aman all footnotes, abnormal balances, variances, and journal voucher entries were commendable.
AFMAN – What does AFMAN stand for? The Free Dictionary
R, para MET: FM-2 – A The AOF section did not accurately decrease 2-4307 receivable refund and reimbursement estimates based on receipt of actual customer charges. FM-2 — Estimates and actuals were not received and recorded in a timely manner. This resulted in many supply tasks and responsibilities not being accomplished.
All tanks were well maintained and markings and security exceeded requirements.
Additionally, detailed instructions for compiling SORTS reports were not included in the initial training program. Flawless scheduling, maintenance, and documentation ensured vital weapons equipment was available for contingencies. A locally devised bilingual database provided clear amfan and cross-referenced all documented maintenance actions.
Assets were stored in a climate controlled, covered facility which reduced required rotations and extended shelf life. Documents were incomplete and several forms were filed without signatures. STRENGTHS – Fuels personnel devised a unique tracking system for organizational tanks which tracked accountable heating fuel to base facilities and streamlined the forecast of future requirements.
Personnel did not perform quality control checks on auditable supply documents. Over 1, supporting item records for WRM details were past-due inventory.
Agreements were not loaded in the Support Agreements Management System. Annual budget reviews and review of reimbursements were not accomplished. The continuity folder did not include the required information. Manpower was inadequate to perform assigned duties. The support agreements and base support planning technicians struggled to perform multiple critical tasks normally handled by more personnel.
STRENGTHS – The locally developed metrics database for airspace utilization facilitated quick action and provided critical analysis of airspace to all users on a daily, weekly, and monthly basis.
Thorough training ensured all personnel could avman required actions to rapidly dispatch Security Forces SF advance teams. A detailed training plan, open book exam, closed book exam, and certification boards ensured only highly qualified personnel filled the critical Watch positions. They ensured a standardized level of difficulty for all evaluations. The computerized documentation and tracking processes for evaluating eight different duty positions were extremely efficient.
The graduated development and evaluation of classroom and field instructional skills ensured highly qualified TAC trainers.
NAF 5 — Routine and annual checks of technical orders were not accomplished.
LGS 1 Hazardous materials were not ordered, stored, or properly inspected. A flammable storage areas and containers approval letter was not on file. Material Safety Data Sheets were not on file for flammable assets. Formwalt Alex Watkins Denis P. Stohry Mark Hiebert Kenneth K. Modlin Jane Clarke Wonzie L. Gajus Jr Andrew W. Kavanagh Robert Canino Jennifer A. Harrison Don Jordan George T. Kerchenski David Kilbourne Ross J.
Chavis Patricia Cisneros Mark W. Lewis Jr William R. Terence Trier Mark A. All findings preceded by an alphanumeric symbol e. A finding describes a core problem and may include sub-bullets that relate symptoms of the core problem.
Replies to findings should answer the core problem, not the symptoms described in the sub-bullets. Each reply should have enough detail so the IG can decide whether to close the finding or keep it open. Include a recommended status open or closed for each finding.
7 af UCI – GlobalSecurity.org
If your corrective action is not complete, describe what you are doing now and include 42-307 estimated completion date ECD. If the finding is beyond the OPR’s ability to solve, describe the action taken to get help.
Forward finding replies via 3. Forward replies to findings B and B via 3. Review, evaluate, provide comments on the adequacy of corrective actions, and a closure recommendation.
Subsequent updates to open findings will be continued on the previously submitted reply. District 6 of the United States Power Squadrons. Research methods for product analysis. Air Squadron press release. Anomaly – The Bessler Wheel.