While the tool assesses the existence of SE process work products i. Each practice is graded as either satisfied or not satisfied. The definition and control of interfaces affects requirements allocation, product design, manufacturing, integration and verification. Stakeholders should participate in Provisioning Conferences and associated planning to ensure appropriate sustainment support will be available and timely. Members of the Engineering home office will assist with the identification of specific roles and responsibilities, planning for the overall assessment effort, and providing AF SEAM Self- Assessment Training to all self assessors needing the training.
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Raw Blame History. References to wing should be changed to complex throughout the document, with the exception to 75th Air Base Wing in paragraph 6. Internal and higher authority directives relevant to this manual are listed in Attachment 1. This manual incorporates the requirements of ISO As such, it must be read in its entirety. Normative Reference Terms and Definitions Product Realization Measurement, Analysis and Improvement The wing also overhauls and repairs landing gear, wheels and brakes for AF aircraft, rocket motors, air munitions and guided bombs, photonic equipment, training devices, electronics, avionics, instruments, hydraulics, power systems, software, and other aerospace related components.
The AMQS drives and requires leadership involvement and engagement at all levels to ensure its success. The AMQS enables our organization to perform aerospace maintenance with defined, controlled, and repeatable processes using a systems approach developed by the wing.
Scope: The MXW is organized in a hierarchical structure composed of seven groups providing support to wing customers, and a support staff that includes engineering, quality, personnel, finance, and business development offices. This structure, lines of authority, and communication ensures all management system related issues are appropriately addressed.
The th Aircraft Maintenance Group AMXG : Executes and delivers programmed depot maintenance packages, fighter aircraft modifications, and overhauls military aircraft as directed. In addition, provides military expeditionary depot maintenance and aircraft battle damage repair capabilities.
The th Missile Maintenance Group MMXG : Depot repair, overhaul and maintenance of tractors and trailers, missiles, target boosters, radomes and shelters, propulsion system rocket engine, storage of missiles, propellant testing, and strategic missile integrated complex SMIC verification. The th Electronics Maintenance Group EMXG : Provides repair, overhaul, and modification for electronics, avionics, radar, navigational, laser guidance systems, instrumentation, photonics, airborne and ground generators, and electrical systems and components.
Supports programmed depot maintenance and modification of aircraft weapons systems and worldwide re-supply support for component parts. The th Software Maintenance Group SMXG : Designs and develops software in support of sustainment of operational flight programs, automatic test equipment, mission planning software, space and C3I systems, and other weapons systems. The SMXG develops engineering test stands and other hardware necessary for use in the development and test of software.
Manages the wing tool control program. Supports facility engineering for all MXW facilities. The th Commodities Maintenance Group CMXG : Provides maintenance, repair, manufacturing and modification of landing gear, wheels and brakes; hydraulics, pneudraulics and armament power systems, gas turbine engines, auxiliary power units, secondary power units, fuel accessories and controls, aircraft structures, 4 MXWMAN 26 JANUARY advanced composites, and local manufacturing.
The CMXG is designated as the technical repair center for landing gear, wheels and brakes, hydraulics and pneudraulics and composites. Occupying 2, acres 4 square miles of desert southeast of Tucson, Arizona, AMARG manages an inventory of more than 4, aircraft, 32 aerospace vehicles, and , line items of aircraft production tooling. In addition to the historic storage and disposition mission, the centers highly skilled workforce regenerates aircraft, returning them to flying status or preparing them for overland shipment.
The AMARG team also reclaims hundreds of millions of dollars worth of parts to support global war-fighting operations. Responsible for balance of skills through career and workforce development. Provides material, planning, scheduling, and base engine management support functions. Liaises with the center training office on maintenance training matters as applicable. Provides contract services for the wing.
Ensures chief engineers and scientists assigned to each group execute their responsibilities appropriately. Serves as the wing functional guardian for all scientists, engineers, and engineering technicians to include professional development, establishment of career paths, and proper technical skills mix. Serves as the wing focal point for technology insertion activities.
The following information is provided to clarify applicable activities. The MXW has neither responsibility nor authority to select, approve, or re- approve suppliers. Normative Reference: 2. Glossary of References and Supporting Information is found in Attachment 1 to this document. Terms and Definitions: 3. Terms and Definitions are found in Attachment 1 to this document. AMQS: 4. General Requirements: 4. Direction and guidance for determining the processes of the management system, their sequence, interaction, criteria for effective control and operation, are found in the primary governing documents for maintenance management.
Outsourced processes affecting product conformity are controlled and managed through the AF contracting process. Documentation Requirements: 4.
References to the documented procedures and records required by the current revision of applicable aerospace standards are found in the appropriate sections of this manual. Documents and records needed by the wing to ensure effective planning, operation, and control of its processes are located in the affected work areas.
Personnel verify currency of regulatory documents prior to use. Control of Documents: 4. Documents required by the management system are controlled.
Documented procedures exist for approval of documents prior to issue, review, updating, identification of changes, current revision status, and the means to prevent unintended use of obsolete documents.
Relevant versions of documents including those of external origin are available in the areas requiring their use. Complex, group, and squadron publications and forms program managers review and coordinate publication requirements for locally developed documents.
Documented procedures exist for reporting incomplete, ambiguous, or incorrect technical data to the customer or author. Control of Records: 4. AF-level procedures are followed for the control, identification, storage, protection, retrieval, retention, and disposition of records. Records are maintained to provide traceability and demonstrate conformance to Quality Management System QMS requirements.
Leadership Commitment: 5. Leadership at all levels will promote a culture of communication, teamwork, integrity, and trust in its people; to ensure that personnel have the capability and resources to produce products of the highest quality. Continuous process improvement CPI is achieved through the encouragement and support of the workforce suggestions, management response to corrective and preventative actions, audit results, customer complaints, baseline compliance improvement event BCIEs , and management reviews.
Customer Focus: 5. Senior leadership ensures customer expectations and requirements are met through strict adherence to technical data and contractual requirements with the intent of enhancing customer satisfaction. Senior leadership ensures product conformity and on- time delivery performance metrics are reviewed and measured during Program Management Review PMRs , and Quality Management Review QMRs , and appropriate correction, corrective or preventative actions are taken if planned results are not or will not be achieved.
We will also ensure our products fully conform to all safety specifications provided by our customers. These efforts will enable us to consistently produce high quality products to fill warfighter requirements on time, at the best value, while continually improving our Aerospace Maintenance Quality System AMQS.
Leadership will ensure personnel are aware of the relevance and importance of their activities, and how they contribute to the overall wing objectives. Group directors will provide an individual whose primary responsibilities are to assist wing, group, and squadron leadership with ensuring all management system requirements are effectively implemented and conform to the requirements of this manual, working in tandem with the wing AMQS program office.
Planning: 5. The objectives are organized into four categories: people, process, performance, and resources. The measurable results will be reviewed and documented during scheduled management meetings e. When changes are mandated affecting the management system, senior leadership will ensure the integrity of the management system through planning and phased implementation. Strategic planning sessions such as monthly strategic meetings and quarterly off-site meetings are the primary means for management system planning.
Management system integrity is maintained when changes occur by adherence to higher headquarters regulatory requirements. Safety Objectives: 5. See paragraph 5. Responsibility, Authority and Communication: 5. The MXW Operating System Model Attachment 2 illustrates the organizational structure in regards to general reporting and areas of responsibility. Accountable Executive Manager: The MXW Business Office Chief serves as the accountable executive manager, who ensures that all necessary resources are obtained to complete and finance any required maintenance IAW all organization, customer and authority requirements.
Management Representative: The OO-ALC Technical Director serves as the management representative, who irrespective of other responsibilities, has the responsibility and authority to ensure processes needed for the management system are established, implemented and maintained.
Reports to senior leadership on the performance of the management system, and any need for improvement. Ensures the promotion of awareness of customer requirements throughout the Complex; and the organizational freedom and unrestricted access to senior leadership to resolve quality management system and safety issues.
Internal Communication: Leadership will ensure appropriate and effective communication processes are established and maintained. The established communication process allows information to flow upwards, downwards, and laterally. Management Reviews: 5. General: Senior leadership will review the management system, according to the management review battle rhythm to determine adequacy and effectiveness of the management system.
The management review battle rhythm is organized by four main categories: people, process, performance, and resources. Management reviews consist of the strategic planning off-sites, wing staff meetings, QMR, PMR, configuration management board, etc.
During management review meetings, senior leadership will determine opportunities for improvement and the need for changes to the management system.
Management system reviews are used to assess the health and well-being of various aspects of the management system and associated processes. Senior leadership will address the various functions of the management system e.
Management Review Inputs: 5.
AFI 63-501 PDF
Product verification activities are routinely conducted throughout the entire contract performance period, and results are analyzed to determine acceptability of the products. DG1P3 Establish and maintain design artifacts that describe the , functions, operating modes, and operating states specific to the components of the architecture Description: The second primary use of AF SEAM is the capture of process improvement ideas and lessons learned in an area that will be immediately visible to those needing this information. Document the plans, and coordinate with all stakeholders. Measurement and analysis applies to tracking the progress of the acquisition team as well as the progress of the supplier. Transitioning From Validation Determination C To Validation Assessment D Following completion of the self-assessment phase, if leadership has directed that a validation assessment be accomplished, actions are initiated to prepare for an independent validation.