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S9C1 - PRODUCTION PLANNING AND CONTROL
Table of Contents
APPLICABILITY OF AAP7001.059 SECTION 9
1. Production Planning and Control PP&C is not mandatory for TAREG compliance, but rather a set of principles that are essential to deliver capability efficiency and improve productivity whilst retaining safety. The introduction of a principles-based approach to maintenance productivity allows Units to respond appropriately to complex circumstances surrounding the management of whole of unit performance.
2. Increased organisational accountability through enhanced qualitative information in support of sound decision making are key to productivity improvements. The principles-based approach provides a better understanding of how to achieve these unit objectives because the concept:
3. Unit feedback regarding a principles-based policy approach and other concepts introduced within this section are encouraged through the publication sponsor.
4. The maintenance function is a critical enabler of ADF Aviation capability, involving the operational use of technical equipment. Maintenance must be conducted within the ADF aviation technical integrity framework to assure safety and airworthiness during restoration of materiel, in preparation for use. This technical integrity framework ensures compliant and conforming maintenance outcomes, with assurance performed through a Quality Management System (QMS).
5. Traditionally, this publication has focused on maintenance management activities that support technical integrity of ADF aircraft and aeronautical product. Optimised operational availability requires more than compliance and conformance to approved corporate procedures. Maintenance requires the support of skilled personnel and significant resources, which must be professionally managed to achieve the best capability outcomes. Sustained improvement of maintenance management systems towards higher productivity, performance and innovation objectives are necessary for efficient delivery of capability.
6. Governance is a system that contributes to overall confidence in ADF Aviation maintenance capability. Confidence is based on three primary outcomes of compliance, conformance and performance:
7. Unit Maintenance Management Plans and Standing Instructions incorporate productivity and performance aspects in addition to compliance and conformance elements. This ensures integration with existing systems, whilst providing organisational transformation towards a performance-balanced culture in delivering capability. A balance between compliance, conformance and performance must be maintained to ensure highly productive ADF maintenance capability is delivered to required quality standards.
8. To establish a performance culture the following elements are essential:
9. Successful performance culture is supported by a strong relationship between AMO QMS and the elements detailed above. Therefore, the QMS is integral to improved unit performance, effectiveness and efficiency. Generation of a performance culture, combined with a continuous airworthiness and safety approach, will enhance delivery of ADF capability.
10. Figure 1 illustrates the relationships required for delivery of an efficient and effective maintenance capability. High performance levels can only be achieved once maintenance management activities are synchronised with supply, engineering and operations disciplines. Therefore, integration and cooperation of these functions is essential to deliver performance-aware maintenance outcomes.
Figure 1 - ADF Aviation Logistics Relationships
11. Fleet management (FM) is a capability enabler that ensures assets are managed in a considered and sustainable way, assuring those assets will satisfy operational requirements throughout life of type. Fleet management encompasses a variety of activities ranging from the strategic management of capability to tactical level tasks in support of preparing an airframe for an operational mission. FM is described as having the following components:
PRODUCTION PLANNING AND CONTROL
12. PP&C is the tactical level implementation of FM and contributes to Defence preparedness. PP&C optimises resource utilisation in achieving efficiency in task execution, concurrent with performance measurement to support productivity improvement and is broken down as follows:
13. The employment of PP&C practices ensures a performance focus in delivery of Defence’s required capabilities. Key to successful PP&C is sincere communication and relationship management (Section 9 Chapter 2) connecting the diverse array of supporting and enabling functions. The following functions provide a significant contribution to PP&C execution.
14. Units that utilise Production Planning and Control (PP&C) principles proactively plan whole of unit activity (production) and control execution of the plan. Maintenance Coordination, Task Planning and Control (TP&C), and Workforce Management are sub-elements and provide significant contribution to PP&C. These sub-elements are discussed in detail throughout Section 9.
PP&C Enabling Functions
15. There are a range of functions that positively contribute to the performance of PP&C. These functions are carried out across the unit by operations, maintenance, supply and engineering personnel and include:
Information Management and Productivity Improvement
16. Maintenance units seeking improved efficiency and productivity must establish information management and performance measures for three reasons:
17. The key to PP&C is to obtain information on workload, available resources and unit unique environmental conditions. This relies on information being effectively managed and communicated to unit decision makers, so that prioritisation of maintenance activities improves unit efficiency and productivity. Productivity Improvement should be implemented through periodic activity review and as opportunities are identified.
18. Maintenance Coordination (Section 9 Chapter 3) executes and maintains a viable and successful unit fleet plan. It is the act of assessment, planning and scheduling of maintenance activities, taking into account servicing and operational tasking requirements and timeframes. The successful conduct of Maintenance Coordination provides a range of benefits, including the following:
Task Planning and Control (TP&C)
19. TP&C (Section 9 Chapter 4) is the act of implementing the task level components of maintenance planning produced by the Maintenance Coordination function. The identification of resource requirements and Critical Paths within task planning is central to timely production of serviceable assets.
20. TP&C is conducted by Maintenance Managers (MM), Trade Supervisors (TS) or Self Certifying Tradespersons (SCT). MM, TS and SCT compliance and conformance roles are defined within Section 3 Chapter 1; however Section 9 Chapter 4 outlines how performance is achieved.
21. Flightline Operations execute the daily flying program as agreed between Operations and Maintenance. Flightline Operations will coordinate preparedness activities including flight servicings and replenishments.
22. Appropriate workforce investment (Section 9 Chapter 5) will ensure all members have the required training, skill and experience levels for the positions and functions that they operate in. This investment contributes to maintaining good morale and demonstrates management support for the workforce.
23. Optimisation of workforce composition and structure includes rostering of personnel at the appropriate skill and rank level, in the right work function (mustering/category), at the right place and at the right time. This underpins the ability to meet the requirements of the flying program.
24. Applying Human Factors (HF) to all interactions between personnel, equipment, physical working environment and information will assist with overall workforce health. Further HF information can be found at the DDAAFS website.
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