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41 TABLE 4-1 Example identification of subtasks requiring useful. Once validated and accepted, it is the responsibility of signoff approval management to make sure that the contents of the newly issued Task Task Specification Supervisor practice are communicated to maintenance personnel. This can Number (if applicable) Initials be done formally through the training department or informally Disassemble and 4 clean all parts on the shop floor by supervisory personnel. Check armature for 6 shorts Test amp draw Between 5 and Updating 12 8 amps If practice validation represents the "initial tuning," updating is the "fine tuning." It begins by providing work- information on developing and validating time standards is ers with a method for submitting requests to revise the prac- found in Chapter 2, Part 4. tice as they discover more efficient ways to accomplish the The best process to validate practices involves mainte- tasks or find flaws with the original approach. Parts and nance personnel who were not directly involved with the training personnel should also be included in the process. development of the practice. Their involvement in validating Requests for changes could come informally through super- the practice will indicate whether the instructions are under- visors or formally using a form designed to collect this infor- standable and can be effectively carried out. If management mation. The person(s) responsible for writing the practices developed the practice with experienced supervisory person- then use the suggestions offered from agency personnel, ser- nel and did not involve shop mechanics or the union, the val- vice updates issued by OEMs, information obtained from idation process is a good time to bring them in to test, adjust, other agencies' practices, and other sources to periodically and ultimately accept the work procedures. As has been update the practices. In addition to modifying practices stated throughout this Guidebook, union involvement is based on any new information that comes along, agencies absolutely essential to the success of any program that should actively reach out to those in the shop to get addi- improves productivity and efficiency. tional information. The periodic review of practices should The process to substantiate a practice does not have to be be scheduled on a regular basis (e.g., annually) to ensure that complex. The key is to present the instructions contained in the the review gets done. practice to a sampling of maintenance personnel who ulti- Another way to update practices involves monitoring road mately will be responsible for following the instructions. The calls and other unscheduled maintenance events to determine purpose is to determine if the practice makes sense and to get how practices can be modified to reduce such unscheduled input on ways the practice could be improved. Sampling should maintenance events. The measure of any practice is its abil- consist of maintenance personnel with varying degrees of com- ity to reduce unscheduled maintenance events by addressing petence. While mechanics may be grouped in a similar job the cause of failures during scheduled activities such as PMIs classification, some perform better than others. Basing the or repair campaigns. adequacy of the practice solely on the most competent will not Once updated, practices should include the revised date give you a true indication of its worth. Your best mechanics along with the original issue date. The step-by-step format will, however, give you the most valuable feedback. Others will used in Chapter 4 and the corresponding Word template both give you a good indication if the instructions are understand- include provisions for including these dates. Revised able and can be followed. In the end, the validation process is practices then need to be distributed to affected maintenance a "tuning" of the practice to produce a legitimate set of instruc- personnel (for agencies that integrate practices with their tions that maintenance personnel will ultimately accept and find training program) and to the training department.