This study compares the aircraft maintenance structure being implemented by General Merrill A. McPeak with that of the previous structure typified by TACR 66-5. Historical aircraft data is used to compare organizational structures. Data from the USAF and USN is used to build regression models to determine if organizational structure contributes to combat capability. Statistical tests are used to determine if a significant difference exists between the two organizational structures. Regression analysis and comparison of the results lead the researchers to conclude that a significant difference exists in the performance measures of COMO and Objective Wing organizations. While many reasons may account for this difference, the structure of the organization is a key determinant of performance ... Comparison, Maintenance (Aircraft), Organization, Statistical analysis.

This study compares the aircraft maintenance structure being implemented by General Merrill A. McPeak with that of the previous structure typified by TACR 66-5. Historical aircraft data is used to compare organizational structures. Data from the USAF and USN is used to build regression models to determine if organizational structure contributes to combat capability. Statistical tests are used to determine if a significant difference exists between the two organizational structures. Regression analysis and comparison of the results lead the researchers to conclude that a significant difference exists in the performance measures of COMO and Objective Wing organizations. While many reasons may account for this difference, the structure of the organization is a key determinant of performance ... Comparison, Maintenance (Aircraft), Organization, Statistical analysis.

The Air Force has implemented various aircraft maintenance organizational structures. The implementation of the Objective Wing in the early 1990s was the latest occurrence of reorganization. This research looks at the effect of the type of aircraft maintenance organizational structure on aircraft maintenance performance. The type of organizational structure was defined by the functional centralization of the on-equipment maintenance. Aircraft maintenance performance was measured using TNMCM rates, fix rates, repeat/recur rates, man- hours per flying hour, and scheduling effectiveness rates. Three F-15 wings and three F-16 wings were selected to compare the changes in aircraft maintenance performance and to determine if the organizational structure had a significant influence on aircraft maintenance performance. Comparison of means and regression analysis were used to investigate the main effects of organizational structure and the moderating effects of several additional factors on aircraft maintenance performance. The aircraft maintenance organizational structure was determined to have a significant positive influence on at least one aircraft maintenance performance measure for five of the six experimental group wings. Various moderating factors also had various influences on aircraft maintenance performance.

Over the past 25 to 30 years, the active Air Force has made dramatic changes in the organization and structure of fighter aircraft maintenance units, while Air National Guard (ANG) maintenance units have remained substantially the same. The acceptance of the gaining-command concept in 1960 effectively bound the ANG to abide by the training and policy guidelines of the active Air Force. According to this concept each Air National Guard unit is aligned by mission with an active Air Force major command. During peacetime each major command is responsible for providing policy guidelines and monitoring the training of each of its designated units to include conducting operational readiness inspections (ORI). Upon mobilization the various Guard units are integrated with their gaining command to complete a total force structure capable of meeting wartime contingencies. The Vietnam experience taught us some lessons about organizing for combat and training the way we plan to fight. The active tactical air forces (TAF) responded to those lessons learned and to a changing environment by changing the structure of their maintenance organization. The changes that were made could affect the ANG's ability to integrate with the active forces when mobilized and to interact with them during peacetime training, exercises, and deployments.