AFCMRS - MX (2016) Intervention Strategies

Considerations

MX (2016)

My squadron adequately updates safety standards and operating procedures.

Involve the officers and senior NCOs on appropriate issues.
Leaders should implement ORM processes into their operations.
Be aware of improper perceptions by your personnel.
Conduct after-action reviews (hot wash) of operational events.

MX (2016)

My squadron closely monitors job qualifications for currency.

Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance, as needed.
Invest the time in training now. It'll cost you, but less than later.
Leadership should establish unit priorities (at all levels) and live by them.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.

MX (2016)

My squadron adequately trains maintainers to safely conduct their job

Implement a formal training plan.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Take the time to mentor subordinate leaders on ORM processes.
Supervisors ensure subordinates are evaluated (PE) by QA in a timely manner.

MX (2016)

My squadron recognizes individual safety acts through awards and incentives.

Recognize a "Safety–Professional of the Month" with a parking spot as a reward.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

MX (2016)

Safety decisions are made by the most qualified personnel at the proper levels.

Be aware of improper perceptions by your personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your unit has a safety culture that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.

MX (2016)

Standards in my squadron are clearly defined.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-level leadership.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

MX (2016)

Standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Beware of mismanagement due to insufficient mid-level leadership.

MX (2016)

Maintainers in my squadrons must possess the appropriate skills to earn qualifications.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.

MX (2016)

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

MX (2016)

Work performance when deployed is of the same quality as our work performance when at home base.

Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

MX (2016)

Official written guidance is incorporated into day-to-day safety decisions in my squadron.

Official guidance (e.g., AFI's, T.O.'s) is incorporated into day-to-day safety decisions in my squadron.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your unit.

MX (2016)

My squadron accurately identifies and assesses hazards associated with its maintenance operations.

Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.

MX (2016)

My squadron adequately monitors daily operations to catch possible human errors.

Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

MX (2016)

Squadron members, from the top down, incorporate risk management into daily activities

CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

MX (2016)

Effective communication flow exists within my squadron.

CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
Focus renewed attention on maintenance shift turnover.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Use AFCMRS survey results to better interface the safety office with maintenance (through QA) by realizing the importance of individuals' perceptions.
Put a process in place for the CC's suggestion boxes and follow it.
CC concludes CC calls by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" … Gets better results.
Communication is key across all levels. Ensure it happens.
Ensure all available communication means are used (e.g., face-to-face, officer or enlisted Call, CC Call, newsletter, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback and walking around the unit.
Do not allow poor communication due to too much reliance on one-way emails.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: Mx concerns, training requirements, mission accomplishment, the latest rumors, etc.

MX (2016)

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

MX (2016)

My squadron effectively communicates pertinent information during shift changes.

Focus renewed attention on maintenance shift turnover.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

MX (2016)

Tool control is closely monitored.

CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-level leadership.
Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.

MX (2016)

Maintenance records are accurately maintained in my squadron.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.

MX (2016)

Work in my squadron is supervised by qualified personnel.

Establish, communicate (make visible), and enforce performance standards in your unit.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Leadership should establish unit priorities (at all levels) and live by them.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Involve the officers and senior NCOs on appropriate issues.

MX (2016)

Workers are briefed on potential hazards associated with their assigned tasks in my squadron.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.

MX (2016)

My squadron has a reputation for high-quality performance.

Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Ensure your unit has an effective sponsor program.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Incorporate mentorship at every level.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Be aware of improper perceptions by your personnel.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your unit AFOSH programs are current and effective.
Ensure your unit supports the safety awards program.
Ensure your unit continuously scores well on QA evaluations.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

MX (2016)

Violations of official written guidance are rare in my squadron.

Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

MX (2016)

Our squadron reports all adverse incidents.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.

MX (2016)

Training is rarely postponed/cancelled.

Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Incorporate mentorship at every level.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

MX (2016)

Squadron members are comfortable approaching supervisors about personal problems/illness.

Communication is key across all pay grades. Ensure it happens.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.

MX (2016)

Individuals in my squadron are willing to report safety violations, unsafe behaviors, or hazardous conditions.

Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit has an effective safety awards program.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Establish, communicate (make visible), and enforce performance standards in your unit.

MX (2016)

QA/QAE positions are desirable assignments in my squadron.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Be aware of improper perceptions by your personnel.
Ensure QA positions are filled by ONLY the finest highly qualified personnel.

MX (2016)

QA/QAE is well respected in my squadron.

Reinforce the power of Quality Assurance personnel.
Ensure your junior officers are leading at their level.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Establish, communicate (make visible), and enforce performance standards in your unit.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your QA inspectors understand that they are present to help and train personnel and not to just write personnel up.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

MX (2016)

Squadron members are encouraged to comply with standards when they accomplish their job/mission.

The CC frequently reinforces the fact that cutting corners is not tolerated in the organization. Ensure Flight Commanders and SNCOs understand that this is the only acceptable policy.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and Senior NCOs on appropriate issues.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Integrate the ORM process into planning and executing operations.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Beware of and monitor fatigue levels of your personnel.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.

MX (2016)

Members of my squadron work effectively as a team.

Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.

MX (2016)

Duty shifts and rest period policies are enforced in my squadron.

CCs who prioritize the betterment of their personnel over the betterment of their careers have the most productive squadrons.
Tightened crew rest/crew day adherence through advanced scheduling.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.

MX (2016)

Safety days are effective in my squadron.

Involve the officers and senior NCOs on appropriate issues.
Routinely encourage your subordinate leaders to work with your Unit Safety Representative (COS, FSO, USR, etc.).
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

MX (2016)

Unit Safety Representative positions are desirable positions in my squadron.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
CC moved the Unit Safety Representative Office closer to the squadron leadership offices to place emphasis on the unit's safety program and emphasize the relationship between the CC and the USR.
Routinely encourage your subordinate leaders to work with your Unit Safety Representative (COS, FSO, USR, etc.).
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Be aware of improper perceptions by your personnel.

MX (2016)

Morale in my squadron is high.

CCs who prioritize the betterment of their personnel over the betterment of their careers have the most productive squadrons.
Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
Operationally productive squadrons have a mission statement that is clearly understood by all members of the unit.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
A strong “hazard reporting" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
More frequent CC Calls to ensure the CC is personally getting the word to the troops.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).

MX (2016)

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) to accomplish my job.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-level leadership.
Invest the time in training now. It'll cost you, but less than later.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Make every effort to provide unit personnel with right tools for the job.

MX (2016)

My squadron has sufficient qualified manning to perform its current tasks.

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

MX (2016)

The level of our squadron's operational demands permits members to obtain sufficient rest to perform their jobs.

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Be aware of mission creep to the right.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).

MX (2016)

Day crew has sufficient staffing to meet workload demands in my squadron.

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Beware of mismanagement due to inexperienced mid-level leadership.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
Routinely encourage your subordinate leaders to work with your Unit Safety Representative (COS, FSO, USR, etc.).
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

MX (2016)

Night crew has sufficient staffing to meet workload demands in my squadron.

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Beware of mismanagement due to inexperienced mid-level leadership.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
Routinely encourage your subordinate leaders to work with your Unit Safety Representative (COS, FSO, USR, etc.).
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

MX (2016)

Required publications are current and used in my squadron.

The CC should enforce a "by the book" philosophy.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
CCs ensure your Mx troops have the right tools and equipment for the job.

MX (2016)

Required tools and equipment are serviceable and used in my squadron.

Required tools and equipment are serviceable and used in my squadron..
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Involve the officers and senior NCOs on appropriate issues.
CCs ensure your Mx troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.

MX (2016)

Parts are sufficiently available to meet maintenance demands.

The Maintenance Operations Officer holds a weekly "maintenance management meeting" for all maintenance leaders to ensure the word is getting out and major issues are discussed.
CCs ensure your Mx troops have the right tools and equipment for the job.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making

MX (2016)

Additional duties do NOT adversely affect organizational safety in my squadron.

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

MX (2016)

TDY deployment rates for the last year have NOT created safety problems in my squadron.

Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.

MX (2016)

Leaders/Supervisors in my squadron are actively engaged in the safety program.

Commander and First Sergeant review on a weekly basis all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
The CC should reinforce "by the book" using the book (e.g., discussing "working hours" with the AF instruction in hand).
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
Use AFCMRS survey results to provide a good view of prevalent perceptions at the lowest working level.
Put a process in place for the CC's suggestion boxes and follow it.
Ensure the chain of command is engaged.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

MX (2016)

Leaders/Supervisors in my squadron balance safety concerns with achieving mission tasking.

Beware of and monitor fatigue levels of your personnel.
Be aware of mission creep to the right.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.

MX (2016)

Leaders/Supervisors encourage reporting safety discrepancies without fear of negative repercussions.

Communication is key across all pay grades. Ensure it happens.
A strong "suggestion box" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.

MX (2016)

Leaders/Supervisors in my squadron set a good example for compliance with policies, rules, and instructions.

Leaders/Supervisors in my squadron set a good example for compliance with policies, rules, and instructions.
Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Be aware of unit leadership (officer and enlisted) that is not malleable to change.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

MX (2016)

Leaders/Supervisors in my squadron discourage cutting corners to get a job done.

The CC frequently reinforces the fact that cutting corners is not tolerated in the organization. Ensure Flight Commanders and SNCOs understand that this is the only acceptable policy.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Integrate the ORM process into planning and executing operations.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.

MX (2016)

Leaders/Supervisors in my squadron react well to unexpected changes.

Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Be aware of unit leadership (officer and enlisted) that is not malleable to change.
Leadership should establish unit priorities (at all levels) and live by them.

MX (2016)

Leaders/Supervisors in my squadron care for members' quality of life.

Ensure your unit AFOSH programs are current and effective.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

MX (2016)

The squadron Safety Office is effective in promoting safety in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
CC moved the Unit Safety Representative Office closer to the squadron leadership offices to place emphasis on the unit's safety program and emphasize the relationship between the CC and the USR.
Routinely encourage your subordinate leaders to work with your Unit Safety Representative.
Ensure your Unit Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

MX (2016)

Leaders/Supervisors in my squadron are successful in communicating safety goals to unit personnel.

Leaders/Supervisors in my squadron are successful in communicating safety goals to unit personnel.
The Maintenance Operations Officer holds a weekly "maintenance management meeting" for all maintenance leaders to ensure the word is getting out and major issues are discussed.
Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
Operationally Excellent squadrons have a mission statement that is clearly understood by all members of the unit.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
More frequent CC Calls to ensure the CC is personally getting the word to the troops
The CC should enforce a "by the book" philosophy.
Use AFCMRS survey results to develop a presentation for the unit's participants (FEEDBACK!).
Communication is key across all levels. Ensure it happens.
Ensure all available communication means are used (e.g., face-to-face, officer or enlisted Call, CC Call, newsletter, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback and walking around the unit.
Do not allow poor communication due to too much reliance on one-way emails.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit AFOSH programs are current and effective.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

MX (2016)

Leaders trust subordinates to manage routine operations.

Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.

MX (2016)

Operations Control Centers (e.g., MOC, Vehicle dispatch, MUNS control, Security Control, etc.) are effective in managing work actions for my squadron.

Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.

MX (2016)

Work center supervisors coordinate their actions in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.