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S9C5 - WORKFORCE MANAGEMENT

Table of Contents

INTRODUCTION

WORKFORCE COMPOSITION AND STRUCTURE

EFFECTIVE ROSTERING

MAINTENANCE SHIFT HANDOVER PROCEDURES

TRAINING AND PROFESSIONAL MASTERY

WORKFORCE PERFORMANCE MANAGEMENT AND IMPROVEMENT

WARNING - AAP 7001.059 TAREG VERSION

WARNING

The procedures in AAP7001.059-TAREG support compliance with AAP7001.053-Technical Airworthiness Regulations, which have been superseded.

Procedures supporting compliance with AAP8000.011-Defence Aviation Safety Regulations are contained in AAP 7001.059-DASR

An organisation’s exposition details which 059 version is applicable

PRODUCTION PLANNING AND CONTROL PRINCIPLES

  • Units shall establish a workforce development and professional mastery management system:
    • including PP&C and TP&C components within annual continuation training plans, including platform specific induction
    • to identify appropriate and timely qualification, training and education suitable for roles undertaken within PP&C and TP&C
    • to enable workforce members to progress their professional mastery.
  • Units shall conduct workforce planning and management to ensure optimal utilisation of personnel resources and maintain flexibility of current and future workforce needs.
  • Units shall ensure the total workforce is correctly matched against workload and operational needs, through effective rostering conducted in unison with deliberate task planning.
  • Units shall employ a comprehensive shift handover procedure, for all key levels within the unit to allow an effective transition from one shift to another to occur.
  • Units shall identify workforce performance and productivity measures to guide workforce management decisions and ensure the workforce are functioning at optimum performance levels.

INTRODUCTION

1. Workforce development and professional mastery underpins the success of an organisation. ADDP 1-0 Chapter 3 identifies the ADF intent to ensure high performing personnel are appropriately recognised and given the opportunity to achieve their personal best. Pro-active management of individuals provides opportunities for all members to achieve professional mastery, paying dividends in unit productivity and morale. In addition to WHS Act requirements and PP&C concepts, units must address the following:

  1. Workforce Composition and Structure
  2. Effective Rostering
  3. Training, Education and Professional Development.

WORKFORCE COMPOSITION AND STRUCTURE

2. All aspects of workforce planning must be conducted in an integrated manner, ensuring optimal use of resources and maintaining flexibility of current and future needs. Therefore the current workforce must evolve and develop over time to meet future needs, paying dividends to evolution of capability, midlife upgrades and enhancements.

3. The goal of examining workforce composition and structure is to accurately define the number of personnel with correct rank, category, location and availability to achieve workforce capacity requirements. Once composition and structure has been identified it will form the basis for unit shift rosters.

EFFECTIVE ROSTERING

4. PP&C concepts inform unit rostering which is an essential input to unit capability and performance. Unit rosters are a primary output of the Integrated Activity Plan (IAP). IAP must ensure the total workforce is correctly matched against workload across operations, maintenance, supply and engineering mustering/corps to provide maximum productivity.

5. Although each mustering/corps may have a unique role, leadership qualities and experience can be enhanced across the total workforce via pro-active rostering. The benefits offered by an effective shift rostering plan include:

  1. ensuring workforce capacity is aligned to tasking
  2. shift coverage can be monitored and analysed for improvement
  3. where sustained shortfalls are identified workforce structure review may be warranted
  4. inform workforce of scheduled maintenance in advance of shift commencement
  5. cross pollination of workforce knowledge
  6. training events can be deliberately scheduled
  7. provide opportunities to train and progress all members through rotation of key positions.

6. Prevention of position fatigue or stagnation can be achieved by avoiding long term tenures in the same position.

MAINTENANCE SHIFT HANDOVER PROCEDURES

7. To ensure the integrity of maintenance tasks and continued technical safety it is essential that a comprehensive and effective shift handover brief occur. The shift handover is to occur for all key levels within the unit (e.g. Maintenance Managers, Principal Maintenance Coordinator (PMC), WOE, Engineering Officers). This transfer of information is a significant contributor to smooth and effective transition of work from one shift to another.

8. The most effective maintenance shift handovers are those which are conducted face-to-face in a controlled, deliberate and systematic manner. For those shifts where a face to face handover is not possible the written shift handover brief or log is vitally important and the accuracy and clarity of the content essential.

9. The unit SMM and WOE are to determine the minimum scope and topics that are to be included in the shift handover brief and provide guidance on minimum acceptable content levels. The following topics should be considered for inclusion:

  1. identification of responsible shift maintenance coordinator
  2. current aircraft serviceability state including fuel and ordinance where applicable
  3. aircraft current configuration status in conjunction with programmed configuration requirements
  4. list of aircraft to work in priority order
  5. relevant information about progress on each aircraft’s outstanding work
  6. plan for each trades access to the aircraft if concurrent work is not possible
  7. list of deferred maintenance requiring authorisation
  8. information about outstanding spares demands that have the potential to affect the plan of work on each aircraft
  9. opportunity work that could be carried out if man power was available
  10. any S&TE related information that may affect the next shift
  11. any facilities related information that may affect the next shift
  12. general comments.

10. Due to the complex nature of multiple aircraft maintenance coordination and potential negative effect to unit IAP, an electronic document should form basis of the PMC shift handover brief. This document should be considered a ‘living’ document and be managed within the unit information management system. This will enable access and amendment throughout the working day and across multiple shifts. An example PMC shift handover brief can be found at the Maintenance Operations ToolBox Portal.

TRAINING AND PROFESSIONAL MASTERY

11. In the context of PP&C and the sub discipline of TP&C, training, education and development are essential in ensuring the productivity of ADF future workforce. PP&C training and education aims to ensure operations, maintenance, supply and engineering personnel have the specific skill sets necessary to execute assigned duties.

12. PP&C Training. Personnel who undertake key maintenance coordination and TP&C roles must undergo recognised training. This training will be provided via ADF sponsored courses, service specific courses or FEG based training at incremental stages of career development.

13. PP&C content included within the suite of Senior Maintenance Management courses (ADF) serve to raise awareness, knowledge and skills of engineers as these personnel lead improvements to overall unit productivity and performance. Opportunities for introduction to advanced PP&C training via ADF sponsored courses are as follows:

  1. Aerospace Engineering Course suite (ADF).
  2. Warrant Officer Engineering and Senior Maintenance Managers Course (ADF).

14. Delivery of PP&C topics should be included throughout service specific training continuums, from initial trade training. to senior NCO. This training is fundamental for improved understanding and effectiveness of personnel in the conduct of maintenance activities and prepares members for employment in the role of PMC. A PP&C knowledge and skills base within the maintenance workforce improves productivity and performance. Enhanced PP&C concepts should be introduced via the following courses:

  1. Fleet Air Arm Advanced Technical Trade Courses (RAN).
  2. Subject 4 Course suite (ARA).
  3. Technical and Supply Trades Contextualised Leadership Development Program (CLDP) (RAAF).

15. FEGs should develop PP&C courses to meet platform operating concepts, requirements or considerations, increasing understanding to underpin improved interaction and communication between key positions identified in Section 9 Chapter 2. FEG specific PMC courses serve to enhance and expand a range of PP&C skills for personnel within their specific environment. The introduction of PMC courses enables improved consistency in maintenance coordination, including enhanced TP&C and project management capabilities within units.

16. Continuation Training. Units must provide self-development opportunities to individuals as a means of enhancing professional mastery. Continuation training offers a valuable mechanism to refresh understanding and application of TP&C. Units should include PP&C and TP&C components within annual continuation training plans.

WORKFORCE PERFORMANCE MANAGEMENT AND IMPROVEMENTS

17. To ensure a unit is functioning at optimum performance levels, the collation of unit data is required for the creation of workforce management performance measures. Correct measures will identify areas for unit improvement. Measures relating to workforce management can be found in Section 9 Chapter 2.

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