Technical Data Package Development and M

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D101.94 :
T 22
TECHNICAL DATA PACKAGE
DEVELOPMENT and MANAGEMENT
Y
U.S. ARM
ARMY MANAGEMENT
COURSE
DA
R OM
TRA
C
D
INI
AI
L
NG
IN
SH
O
RESEARCH
DEPOSITORY
JUN 2 3 1983
UNIVERSITY OF ILLINOIS
AT URBANA-CHAMPAIGN
UNITED STATES ARMY MANAGEMENT ENGINEERING TRAINING ACTIVITY
COURSE BOOK
UNIVERSITY OF
ILLINOIS LIBRARY
AT URBANA - CHAMPAIGN
STACKS
DEVELOPMENT AND MANAGEMENT
COURSE BOOK
Prepared by
UNITED STATES ARMY MANAGEMENT ENGINEERING TRAINING ACTIVITY
Eighth Edition
October 1982
1.
Doc .
DIO1.94
T22
FOREWORD
This course book has been developed by the US Army Management Engineering Training Activity
based on Department of Defense Directives , regulations, specifications, military standards , handbooks
and practical experience.
It is intended for use in resident and on- site courses in Technical Data Package Development and
Management presented by USAMETA but will be helpful to personnel in all departments and agencies in the
Department of Defense in understanding the basic policies and procedures necessary to obtain Technical
Data Packages adequate for competitive procurement .
Inquiries regarding these materials should be addressed to Director, US Army Management Engineering
Training Activity , Rock Island , Illinois 61299 .
25 m Chea
JOHN F. MCAREA VY , Ph.D.
Director
US Army Management Engineering Training Activity
Eighth Edition - October 1982
MATERIAL APPEARING IN THIS PUBLICATION MAY NOT BE REPRODUCED , COPIED , EXTRACTED OR

QUOTED WITHOUT WRITTEN AUTHORIZATION FROM USAMETA , THE READER IS FURTHER ADVISED
THAT SOME OF THE MATERIAL CONTAINED HEREIN IS COPYRIGHTED MATERIAL HELD BY VARIOUS
COPYRIGHT PROPRIETORS , AND PUBLISHED PURSUANT TO A LIMITED RELEASE AGREEMENT . THIS
MATERIAL MAY NOT BE REPRODUCED , COPIED , EXTRACTED OR QUOTED WITHOUT AUTHORIZATION
FROM THE APPROPRIATE COPYRIGHT PROPRIETOR .
i
TABLE OF CONTENTS
Page
FOREWORD i
TABLE OF CONTENTS ii
LIST OF ILLUSTRATIONS V
PREFACE vii
LIST OF ACRONYMS / ABBREVIATIONS viii
CHAPTER 1 DEFINITION OF A TECHNICAL DATA PACKAGE
Section 1 Introduction 1-2

Section 2 Lessons Learned 1-12
CHAPTER 2 HOW THE TDP IS DEVELOPED
Section 1 Typical Procedures 2-2

Section 2 The Life Cycle 2-4
Section 3 Basic Policies 2-8
Section 4 Life Cycle Documentation 2-14
Section 5 The Materiel Acquisition Decision Process 2-18
Section 6 Testing to Support Decision Making 2-21
Section 7 Work Breakdown Structure 2-27
Section 8 Type Classification 2-33
CHAPTER 3 CONTENTS OF THE TDP
Section 1 Description of Supplies or Services Being Procured 3-2

Section 2 Technical Aspects of the TDP 3-11
Section 3 TDP for Non -Developmental Items 3-16
CHAPTER 4 SPECIFICATIONS
Section 1 Requirements for Specifications 4-2

Section 2 Types and Forms of Specifications 4-5
Section 3 Sections of Specifications 4-7
Section 4 Description of Types of Specifications 4-9
Section 5 Purchase Descriptions 4-18
CHAPTER 5 ENGINEERING DRAWINGS
Section 1 Governing Documents 5-2

Section 2 Types of Engineering Drawings and Associated Lists 5-4
Section 3 Levels of Drawings 5-9
Section 4 Control Drawings 5-12
Section 5 Preparation and Revision of Engineering Drawings 5-26
Section 6 Difficulties in Preparing Manufacturing Data 5-30
Section 7 Process Sheets 5-33
Section 8 Numerical Control, Computer - Aided Manufacture and Computer - Aided 5-35
Design
ii
TABLE OF CONTENTS (cont)
Page
CHAPTER 6 PREPARATION FOR DELIVERY
Section 1 Requirements and Definitions 6-2

Section 2 Packaging Cycle 6-6
Section 3 6-11
DARCOM Packaging Requirements MIL-STD- 647
Section 4 MIL - STD- 726 6-15
Section 5 DARCOM / AMCR 746-2 6-19
Section 6 Packing and Marking 6-21
Section 7 Requirements of MIL- STD- 490 6-26
Section 8 6-28
Preparation for Packaging /Delivery Requirements in
Procurement Documents
CHAPTER 7 QUALITY ASSURANCE PROVISIONS
Section 1 Product Assurancy Program Concept 7-2

Section 2 Reliability , Maintainability and Cost 7-7
Section 3 Plan for Generating Product Assurance Provisions 7-13
Section 4 Quality Assurance Letters of Instructions 7-17
Section 5 Quality Assurance Provisions 7-19
Section 6 Classification of Defects 7-37
Section 7 Reliability Assurance 7-62
CHAPTER 8 MANAGEMENT OF THE DEVELOPMENT OF THE TDP
Section 1 Organization for TDP Development 8-2

Section 2 Planning for the TDP 8-10
Section 3 Outline Acquisition Plan , Acquisition Plan 8-14
Section 4 Procurement Method Coding 8-21
Section 5 Data Management 8-23
Section 6 Rights in Technical Data 8-41
CHAPTER 9 CONTROL THROUGH CONFIGURATION MANAGEMENT
Section 1 General 9-2

Section 2 Configuration Identification 9-5
Section 3 Configuration Control 9-9
Section 4 9-20
Configuration Status Accounting
Section 5 Technical Data / Configuration Management System ( TD/CMS) 9-23
CHAPTER 10 HOW TO IMPROVE THE TDP
Section 1 Requirements for Reviews 10-2

Section 2 TDP Review Report 10-4
Section 3 Disciplined Design Reviews 10-6
Section 4 Audits 10-8
Section 5 Producibility Engineering and Planning 10-22
Section 6 PPE Concept 10-26
Section 7 Production Readiness Review 10-33
iii
TABLE OF CONTENTS ( cont)
Page
CHAPTER 11 TRANSMISSION OF THE TDP
Section 1 The Government's Role in the Contract 11-2

Section 2 The Contractor's Role in the Contract 11-7
Section 3 Responsible Prospective Contractors 11-10
Section 4 Devices Used to Improve Communications 11-12
Section 5 Improving the Transmission of the TDP 11-18
APPENDIX
Appendix I REFERENCES
iv
LIST OF ILLUSTRATIONS
Figure No. TITLE Page No ,
1-1 Technical Data Package Usage 1-5

1-2 Initial and Follow - On Procurement of Military Design Equipment 1-7
1-3 Decision Matrix for Types of Contracts Based on Degree of Risk 1-8
2-1 Final Development Package 2-3
2-2 System Acquisition Cycle 2-5
2-3 Materiel Life Cycle 2-22
2-4 Simplified Example of a Work Breakdown Structure 2-28
2-5 Relationship of Work Breakdown Structure and Work Packages 2-32
2-6 Type Classification 2-34
3-1 Data Item Description TDP 3-12
3-2 TDP Document Inter - Relationship 3-13
4-1 Evolution of Configuration Identification 4-3
4-2 Specification Types Versus Program Phases (Table 1) 4-6
4-3 Inventory Item Specification 4-14
5-1 Index List 5-6
5-2 Data List 5-7
5-3 Parts List 5-8
5-4 Commercial Item Drawing Guide 5-13
5-5 Figure 200-12 Envelope Drawing 5-14
5-6 Figure 200-13 Specification Control Drawing 5-15
5-7 Figure 200-14 Source Control Drawing 5-17
5-8 Figure 200-15a Altered Item Drawing (vendor drawing not supplied
and no specification control drawing for the altered part) 5-18
5-9 Figure 200-15b Altered Item Drawing (vendor drawing furnished or
part controlled by specification control drawing) 5-19
5-10 Figure 200-15c 1 of 2 Altered Item Drawing 5-20
5-11 Figure 200-15c 2 of 2 Altered Item Drawing 5-21
5-12 Figure 200-16a Selected Item Drawing (vendor drawing not supplied
and no specification control drawing for the part prior to selection) 5-22
5-13 Figure 200-16b Selected Item Drawing (vendor drawing furnished or
part is controlled by specification control drawing prior to
selection) 5-23
5-14 Figure 200-17 Interface Control Drawing 5-24
5-15 Figure 200-18 Installation Control Drawing 5-25
5-16 Data Item Description 5-29
5-17 The N / C Cycle and the TDP 5-36
6-1 Characteristics of Basic Methods 6-8
6-2 Standard Item Characteristics - Categories, Divisions & Symbols 6-13
6-3 Packaging Standard 6-14
6-4 Format for Standard Military Packaging Code (Mandatory ) 6-17
6-5 Format for Standard Military Packaging Code (Optional) 6-18
6-6 Unit and Intermediate Container Identification Markings, Exterior
Container Identification and Contract Data Markings 6-23
6-7 Identification and Contract Data Markings (Palletized Loads) 6-24
6-8 DD Form 1387 (Military Shipment Label) and DD Form 1387-1
(Military Shipping Tag ) for Domestic Shipments 6-25
7-1 Quality of Conformance 7-11
7-2 Review for Technical Accuracy 7-39
7-3 40MM Grenade Launcher M96 Block Diagram 7-40
7-4 40MM Grenade Launcher M96 - Block Diagram 7-41
V
Figure No. TITLE Page No.
7-5 Assembly Flow Chart for M96 Grenade Launcher 7-42

7-6 Examples of Design Objectives for M96 Grenade Launcher 7-44
7-7 Upper Levels of Overall Function Attribute Index Chart 7-45
7-8 Lower Levels of Overall Function Attribute Index Chart 7-46
7-9 Operability Attribute Index Chart for Windage Sub - Function 7-47
7-10 Reliability Attribute Index Chart for Windage Sub - Function 7-49
7-11 Maintainability Attribute Index Chart for Windage Sub - Function 7-50
7-12 Extraction of High - Level Requirements Via Card - Index 7-52
7-13 Processing of Non - Definitive Requirements and Transferring to
Cards 7-53
7-14 Lists of High - Level Inspection Criteria 7-54
7-15 Extractions of Low Level Requirements Directly from Drawings 7-55
7-16 Listing of Units of Inspection 7-56
7-17 Mission Temperature Profile 7-65
7-18 Typical Operational Sequence for Missile Fire Control System 7-66
7-19 Satisfactory Performance Limits 7-68
8-1 Procurement Planning Chart 8-6
8-2 Project Management Functions 8-7
8-3 Armed Services Procurement Regulation - Illustrative Format 8-13
8-4 Acquisition Plan - Relationship of Plans 8-16
8-5 DD Form 1660 - Management Systems Summary List 8-25
8-6 Contract Data Requirements List 8-26
8-6a Instructions for Completing DD Form 1423 8-27
8-7 Acquisition Management Systems and Data Requirements Control
Listing (AMSDL) 8-29
8-8 Numerical Listing of DIDs 8-30
8-9 DD Form 1664 - DID 8-32
8-10 DID - Configuration Status Accounting and Engineering Records 8-33
8-11 III - 113 8-34
8-12 AMSDL - Cancelled Source Documents 8-35
8-13 Contractor Data Management Procedure 8-37
8-13a Contractor Data Management Procedure (cont) 8-38
9-1 What is Configuration 9-3
9-2 Configuration Management Life Cycle 9-6
9-3 Engineering Release Record 9-8
9-4 Life Cycle Applications of DD Form 1692 9-11
9-5 Engineering Change Proposal ( Short Form ) 9-12
9-6 Typical Engineering Change Procedure 9-16
9-7 Notice of Revision (NOR ) 9-17
9-8 Configuration Control Board (CCB) 9-19
9-9 TD / CMS Interface with Using Activities 9-25
9-10 TD / CMS Data Base Files (Partial Display) 9-27
9-11 Standard TD / CMS Reports and Lists 9-30
9-12 Example , Section 1 of TDPL, Product Drawings and Lists 9-31
9-13 Table A- 2 . Report Request Codes for Configuration Where - Used
Reports 9-34
9-13a Table A - 2 ( cont) 9-35
9-14 Output Generation 9-37
9-15 Technical Data Package Production 9-38
10-1 Procurement Documentation Review Report 10-5
10-2 Functional Configuration Audits (FCA ) 10-9
10-3 Sample Certification Attachment 10-13
10-4 Sample Certification Attachment 10-20
vi
1
1
PREFACE
This course book covers policies, procedures, and responsibilities for the acquisition , preparation ,
review , proofing, maintenance , improvement, control, transmission and management of the Technical
Data Package ( TDP ) for the procurement and production of Department of Defense materiel.
The TDP is discussed from two points of view : in the first seven chapters , the technical aspects of the
TDP are discussed ; and in the remaining four chapters, the management aspects of the TDP are considered.
In Chapter 1 , the TDP is defined and its importance in the procurement process is described . In
Chapter 2 , the development of the TDP is followed through the weapon system life cycle. Chapter 3
delineates the contents of the TDP followed by detailed discussions of the documents which comprise the
TDP : Specifications in Chapter 4; Drawings, manufacturing instructions and process sheets in Chapter 5;
and packaging in Chapter 6. Chapter 7 is devoted to describing the quality aspects of the TDP .
Starting with Chapter 8 the management aspects of the TDP are examined including a description of how
the TDP is acquired and the planning that is necessary to assure the adequacy of the TDP. Chapter 9 then
explains how the TDP is controlled through the discipline of Configuration Management. Chapter 10 next
covers the various ways of improving the TDP through reviews and audits. Chapter 11 concludes the course
book with suggested methods of improving the transmission of the TDP to the contractor to assure accurate
compliance with the intent of the TDP ,
vii
LIST OF ACRONYMS/ ABBREVIATIONS
AA Appointing Authority
AAA Army Audit Agency
AAFSS Army Advanced Fire Support System
AAO Authorized Acquisition Objective
ACA Allocated Configuration Audit
ACI Allocated Configuration Identification (formerly Development Description)
ACO Administrative Contracting Officer
ACSA Assistant Chief of Staff Army
ACSFOR Assistant Chief of Staff for Force Development
ACSI Assistant Chief of Staff for Intelligence
AD Advanced Development
ADO Advanced Development Objective
ADP 2l Advanced Development Plan
ADP Automatic Data Processing
ADPS Automatic Data Processing System
AFDP Army Force Development Program
AFSCM Air Force Systems Command Manual
AFYDP Army Five - Year Defense Program
AIE Acceptance Inspection Equipment
ALMSA Automated Logistics Management
ALRTF Army Long Range Technical Forecast
AMC Army Materiel Command (OBSOLETE )
AMCA Advanced Materiel Concepts Agency
AMCR Army Materiel Command Regulation
AMP Army Materiel Plan
AMSL Acquisition Management Systems List
AMSDL Acquisition Management Systems and Data Requirements Control List
AMSR Automatic Microfilm Storage and Retrieval System
ANA Army Navy Aeronautical
ANSI American National Standard Institute
ANPP Army Nuclear Power Program
AP Acquisition Plan
APA Army Procurement Appropriations
APE Advanced Production Engineering (OBSOLETE )
APM Army Program Memorandum
APT Automatically Programmed Tools
AQL Acceptable Quality Levels
AR Army Regulation
ARRCOM US Army Armament Materiel Readiness Command
ARO Army Research Office
ARP Army Research Plan
ARRADCOM Armament Research and Development Command
ASA Army Strategic Appraisal
A SARC Army Systems Acquisition Review Council
A SBCA Armed Services Board of Contract Appeals
ASG American Standard Gage
ASP Army Strategic Plan
ASPR
Army Services Procurement Regulation
A VSCOM Aviation Systems Command (OBSOLETE )
viii
B
BASE Basic Army Strategic Estimate

BCE Baseline Cost Estimate
BMDPM Ballistic Missile Defense Program Manager
BOI Basis of Issue
BOIP Basis of Issue Plan
BTA Best Technical Approach
C &T Contingency & Training (OBSOLETE )

CAD Computer Aided Design
CAIG Cost Analysis Improvement Group
CAM Computer Aided Manufacture
CAN Cancellation
CAO Contract Administration Office
CAR Configuration Audit Review (OBSOLETE )
CARDS Catalog of Approved Requirements Documents
CAS Contract Administration Service
CBE Command Budget Estimate
CCB Configuration Control Board
CCBD Configuration Control Board Directive
CCBR Configuration Control Board Request
CCSS Commodity Command Standard System
CCSSOI Commodity Command Standard System Operating Instructions
CD Classification of Defects
CD Contract Definition (OBSOLETE )
CD Contractor Demonstration
CDRL Contract Data Requirements List
CDOG Combat Development Objectives Guide (OBSOLETE )
CDR Critical Design Review
CDS Concept Description Sheet
CE Combat Evaluation
CEI Configutation End Item
CFE Contractor Furnished Equipment
CFM Contractor Furnished Materiel
CFP Concept Formulation Plan ( Package)
CR Change Release
CI Configuration Item ( formerly Configuration End Item CEI)
CIVR Configuration Item Verification Review ( formerly First Article
Configuration Review FACR)
CM Configuration Management
СМО Configuration Management Office
CMP Configuration Management Plan
COB Command Operating Budget
COCO Company Owned Company Operated
COE Chief of Engineers or Corps of Engineers
COEA Cost and Operational Effectiveness Analysis
COGO Company Owned Government Operated
COMSEC Communications Security
CON Contingency
COR Contracting Officer's Representative
CPAF Cost Plus Award Fee
СРС Computer Program Component
CPCI Computer Program Configuration Item
ix
CPFF Cost Plus Fixed Fee
CPIF Cost Plus Incentive Fee
CRC Contractor Recommended Code
CRD Chief of Research & Development
CRT Cathode Ray Tube
CSA Configuration Status Accounting ( formerly Configuration Status
Reporting CSR )
CSA Chief of Staff - Army
c/SCSC Cost / Schedule Control Systems Criteria
СТ Check Test
СТ Confirmatory Test
CTP Coordinated Test Program
DA Department of the Army

DAMWO Department of Army Work Order
DAP Department of Army Pamphlet
DAR Defense Acquisition Regulation
DAR /ASPR Defense Acquisition Regulation / Armed Services Procurement Regulation
DARC Defense Acquisition Regulatory Council
DARCOM US Army Materiel Development and Readiness Command
DARCOMPSCC DARCOM Packaging, Storage , and Containerization Center
DARS Defense Acquisition Regulatory System
DARD Director Army Research & Development
DASC Department of Army Systems Coordinator
DASSO Department of the Army System Staff Officer
DAT Development Acceptance Test
DCAS Defense Contract Administration Service
DCA SR Defense Contract Administration Services Region
DCP Decision Coordinating Paper
DCSLOG Deputy Chief of Staff for Logistics
DCSOPS Deputy Chief of Staff for Operations
DCSRDA Deputy Chief of Staff for Research & Development Army
DD Defense Document
DDR & E Defense Director of Research & Engineering
DEVA Development Acceptance
DF Disposition Form
DI Defense Instruction
DIA Director Intelligence Army
DID Data Item Description
DL Data List
DLA Defense Logistics Agency
DMO Data Management Officer
DMM Director of Materiel Management
DMWR Depot Maintenance Work Requirements
DNA Defense Nuclear Agency
DNC Direct Numerical Control
DoD Department of Defense
DoDADL Department of Defense Authorized Data List
DODD Department of Defense Directive
DoDISS Department of Defense Index of Specifications and Standards
DoDSSP Department of Defense Single Stock Point
DORC Depot Overhaul Requirements Chart
DP Development Plan (OBSOLETE )
DPM Defense Program Memorandum
DRCMT Office of Manufacturing Technology
х
DRRB Data Requirements Review Board
DSARC Defense Systems Acquisition Review Council
DT Development Test
DT Development Type (OBSOLETE )
DT& E Development Test and Evaluation
DTC Design - to - Cost
DTP Detail Test Plan
EAM Electronic Accounting Machine

ECM Electronic Counter Measures
ECOM Electronic Command
ECP Engineering Change Proposal
ED Engineering Development
EDD Engineering Documentation Division
EDT Engineering Design Test
EERS Engineering Exception Reports
EIFIR End Item Final Inspection Requirement
EIMS End Item Maintenance Sheet
EIR Equipment Improvement Recommendation
EIS Environmental Impact Statement
EL Equipment List
EMC Electromagnetic Compatibility
EO Engineering Order
EPL Equipment Parts List
ERDA Energy Reserve Development Administration
ERADCOM Electronics Research and Development Command
ERDL Engineering Research Development Laboratory
ERR Engineering Release Record
ESC Engineering Services Contractor
ESIP Engineering in Support of Production
ESM Electronic Support Measures
ESP Engineering Specialty Plans
EST Expanded Service Test
ET Engineering Test
EW Electronic Warfare
FACR First Article Configuration Review (OBSOLETE )

FACS Failure Analysis and Control System
FCA Functional Configuration Audit (formerly R&D Acceptance Test)
FCI Functional Configuration Identification ( formerly System Description )
FDTE Force Development Testing and Experimentation
FE Field Evaluation
FECP Formal Engineering Change Proposal
FED Federal Regulation
FFBD Functional Flow Block Diagram
FFP Firm Fixed Price
FIIG Federal Item Identification Guide
FIS Facility Interface Sheet
FOI Functional Operating Instruction
FORSCOM Forces Command
FOSTERIM Function , Operability , Safety , Technical , Environmental, Reliability ,
Interchangeability and Maintainability
xi
FPI Fixed Price Incentive
FOR Formal Qualification Review
FSC Federal Supply Classification ( See cataloging Handbook H2-1 )
FSCM Federal Supply Code for Manufacturers
FSED Full - Scale Engineering Development
FYDP Five Year Defense Program
FYTP Five Year Test Program
GAO Government Accounting Office

GFE Government Furnished Equipment
GFM Government Furnished Material
GFP Government Furnished Property
GO General Objectives
GOCO Government Owned Company Operated
GOGO Government Owned Government Operated
GSA Government Supply Agency
HBK Handbook
HPA Head of the Procuring Agency
HQDA Headquarters Department of Army
IAC Industrial Advisory Council

I& L Installations and Logistics
ICD Interface Control Drawing
ICP Inventory Control Point
ICTT Intensified Confirmatory Troop Test
ICWG Interface Control Working Group
IEL Inspection Equipment Lists
IEP Independent Evaluation Plan
IFB Invitation for Bid
IGCE Independent Government Cost Estimate
IL Index List
ILC Institute of Land Combat
ILS Integrated Logistic Support
ILSP Integrated Logistic Support Plan
IMC Inspection Method Control
IMSP Initial Maintenance Support Plan
IOC Initial Operational Capability
IPCE Independent Parametric Cost Estimate
IPF Initial Production Facilities
IPR In- Process Review
IPRR Initial Production Readiness Review
IPT Initial Production Test
IR Inital Release
JSOR Joint Services Operational Requirements
xii
K
KIA Killed in Action
LAP Load Assembly & Pack

LCS Land Combat System
LCMM Life Cycle Management Model
LCSMM Life Cycle System Management Model
LD List of Drawings
LM List of Materials (OBSOLETE )
LOA Letter of Agreement
LP Limited Production
LP-T Limited Production Test ( OBSOLETE )
LP- U Limited Production - Urgent (OBSOLETE )
LR Letter Requirements
LRIP Low - Rate Initial Production
LRTF Long Range Technological Forecast
MAC Maintenance Allocation Chart

MACI Military Authorization of Commercial Items
MADP Materiel Acquisition Decision Process
MANTECH Manufacturing Technology Program
MAP Military Assistance Program
MASSTER Modern Army Selected System Test , Evaluation and Review
MCA Military Contruction Army
MSC Major Subordinate Command
MCP Military Contruction Plan
MDE Military Design Equipment
MENS Mission Element Need Statement
MEADS Maintenance Engineering Analysis Data System
MICOM Missile Command
MILPERCEN Military Personnel Center
MILSPEC Military Specification
MILSTAMP Military Standard Transportation and Movement Procedures
MIL STD Military Standard
MILSTRIP Military Standard Requisitioning and Issue Procedures
MIRADCOM Missile Research and Development Command
MMT Manufacturing Methods and Technology
MN Materiel Need
MOE Measures of Effectiveness
MPT Military Potential Test
MRB Materiel Review Board
MRRC Materiel Requirements Review Committee
MSC Major Subordinate Command
MSF Microfilm Storage File
MSO Materiel Status Office
MSP Maintenance Support Plan
MSS Military Supply Standards
MTBF Meantime Between Failures
MTD Manufacturing Technology Development
MTTR Meantime to Repair
MUCOM Munitions Command
xiii
MWO Modification Work Order
NAR New Application Release

NAS National Aerospace Standard
NATO North Atlantic Treaty Organization
NC Numerical Control
NDT Non - Destructive Testing
NECC Northeast Computer Center
NET New Equipment Training
NHA Next Higher Assembly
NICP National Inventory Control Point
NOR Notice of Revision
NSA National Security Agency
NSN National Stock Number
NWET Nuclear Weapons Effects Test
OACSFOR Office of the Assistant Chief of Staff for Force Development

OACSI Office of Assistant Chief of Staff , Intelligence
ОАР Outline Acquisition Plan
OBS Obsolete
ОС Operational Characteristics
OCO Operational Capability Objectives
OCRD Office of Chief of Research and Development
ODP Outline Development Plan (OBSOLETE )
OFT Operational Feasibility Testing
OMA Operations and Maintenance Army
OMB Office of Management and Budget
OMT Office of Manufacturing Technology
OSD Office of the Secretary of Defense
OSUT On - Site User Testing
OT Operational Test
OT & E Operational Test and Evaluation
OTEA Operational Test and Evaluation Agency
OTP Outline Test Plan
P.
PA Product Assurance
PA Procurement Appropriations
PAM Pamphlet
PAS Pre -Award Survey
PAT Production Acceptance Test
PBL Product Baseline
P&P Procurement and Production
PC Production Contractor
PCA Physical Configuration Audit ( formerly Configuration Audit Review CAR)
PCI Product Configuration Identification ( formerly Production Description )
PCO Procurement Contracting Officer or Procuring Contracting Officer
PCR Program Change Request
PCTO Proposed Characteristic Trade - Offs
PD Packaging Data Sheet
PDCR Preliminary Design Characteristics Review
xiv
PDF Package Density Factor
PDP Proposed Development Plan
PDR Preliminary Design Review
PDS Packaging Data Sheets
PECP Prliminary Engineering Change Proposal
PEMA Procurement of Equipment & Missiles for Army (OBSOLETE )
PEP Producibility Engineering and Planning
PERT Program Evaluation & Review Technique
PESO Production Engineering Service Office
PF Procurement Funds
PIIN Procurement Instruction Identification Number
PIP Product Improvement Program
PL Parts List
PM Project Manager
PM Product Manager
PM Program Manager
PMACs Preliminary Maintenance -Allocation Chart (OLD )
PMC Procurement Method Code
PMO Product / Project Management Office
PMP Project Master Plan
POL Petroleum , Oil , and Lubricants
POM Program Objective Memorandum
POMMS Preliminary Operation & Maintenance Manuals
PQMR Proposed Qualitative Materiel Requirement
PP Procurement Package
PPE Post Production Engineering
PPT Pre - Production Test
PPCR Proposed Program Change Request
PRR Production Readiness Review
PTR Procurement Technical Requirements
PV Production Validation
PWD Procurement Work Directive
QA Quality Assurance
QALI Quality Assurance Letters of Instruction
QAP Quality Assurance Provisions
QAR Quality Assurance Review or Representative
QCR Qualitative Construction Requirement
QES Quality Evalustion Samples
QMR Qualitative Materiel Requirements (OBSOLETE )
QRR Qualitative Research Requirement
QQPRI Qualitative & Quantitative Personnel Requirements Information
R &D Research & Development

RAM Reliability , Availability , Maintainability
RAS Requirements Allocation Sheet
RDAT Research & Development Acceptance Test
RDTE Research Development Test Evaluation
RFD Request for Deviation
RFP Request for Proposal
RFQ Request for Quotation
RFW Request for Waiver
RMS Resources Management System
XV
ROC Required Operational Capability
RPSTL Repair Parts & Special Tool Lists
SA Secretary of the Army

SAD System Allocated Document
SAIE Specialized Acceptance Inspection Equipment
SAR Selected Acquisition Report
S & M Supply & Maintenance
SBD Schematic Block Diagram
SCD Source Control Drawing
SCN Specification Change Notice
SCR Senior Command Representative
SDR Small Development Requirement
SECDEF Secretary of Defense
SEM System Engineering Management
SEMP System Engineering Management Plan
SEP System Engineering Process
SIGINT Signal Intelligence
SISMS Systems Integrated Support Maintenance System
SL Specifications List
SM System Manager
SMO System Management Office
SQAP Supplementary Quality Assurance Provisions
SSA Source Selection Authority
SSAC Source Selection Advisory Council
( S )SARC ( Service ) System Acquisition Review Council
SARC System Acquisition Review Council
SSE System Status Evaluation (OBSOLETE )
SSEB Source Selection Evaluation Board
SSG Special Study Group
SSM System Support Manager
ST Service Test
STANO Surveillance , Target Acquisition and Night Observation
STD Standard
STF Special Task Force
TAADS The Army Authorization Document System

TACOM US Army Tank -Automotive Materiel Readiness Command
TAG The Adjutant General
TAMMS The Army Maintenance Management System
T &E Test and Evaluation
TARADCOM Tank - Automotive Research & Development Command
TARCOM US Army Tank - Automotive Materiel Readiness Command
TBOIP Temporary Basis of Issue Plan
TC Type Classification
TD / CMS Technical Data /Configuration Management System
TDP Technical Data Package
TDP Test Design Plan
TDPL Technical Data Package List
TDR Technical Development Requirement or Training Device Requirement
TECOM Test and Evaluation Command
TFT Technical Feasibility Testing
TLS Time Line Sheet
xvi
TIWG Test Integration Working Group
TM Training Manual or Technical Manual
TMDE Test Measurement and Diagnostic Equipment
TOA Trade - Off Analysis
TOD Trade - Off Determination
TOE Table of Organization and Equipment
TOR Technical Objectivity Review
TORO Technical Objectivity Review Office
TPM Technical Perfoemance Measurment
TPP Total Package Procurement
TRADOC Training and Doctrine Command
TROSCOM Troop Support Command
TRS
Test Requirements Sheet
TSG The Surgeon General
TSM TRADOC Systems Manager
TSR Trade Study Report
TSARC Test Schedule and Review Committee
TSARCOM US Army Troop Support Aviation Materiel Readiness Command
UC User Command
UDID Unique Data Item Description
USACC United States Army Communications Command
USAF United States Air Force
USAMC United States Army Materiel Command ( OBSOLETE )
USA SA United States Army Security Agency
USASI United States of America Standards Institute , Inc. (OBSOLETE )
USATACOM US Army Tank - Automotive Command
VAL Validation
VCI Volatile Corrosion Inhibitors
VCSA Vice Chief of Staff Army
VDD Version Description Document
VE Value Engineering
VECP Value Engineering Change Proposal
VT Validation Testing
WBS Work Breakdown Structure
xyii
CHAPTER 1
DEFINITION OF A TECHNICAL DATA PACKAGE
SECTION 1 Introduction
SECTION 2 Lessons Learned
Section 1 of this chapter defines the Technical Data Package (TDP) , describes its
scope and delineates the types and categories of design disclosure TDPs . The importance
of the TDP is emphasized and its role in the procurement process is described .
I
Section 2 covers lessons learned from real- world practices undertaken to avoid
deficiencies and discrepancies of TDPs in the following five desired quality areas:
adequacy, accuracy , currency , completeness, and clarity. This knowledge of the
inadequacies of previously developed TDPs will hopefully serve in a positive way as
guidance for developing TDPs with those desired qualities to enable competitive procure
ment.
1-1
SECTION 1 - Introduction
1-1 . DEFINITION . The Technical Data Package ( TDP ) is defined as: A technical description of an item
adequate for use in procurement . This description defines the required design configuration and assures
adequacy of item performance . It consists of all applicable technical data such as plans , drawings , and
associated lists , specifications , standards , models, performance requirements , quality assurance provisions
and packaging data and may range from a single line in a contract to several hundred or thousands of pages of
documents . (US Army Materiel Development and Readiness Command (DARCOM ) Regulation 70-46 , Technical
Data Package for Procurement and Production of AMC Materiel, 28 May 1970. )
1-2. SCOPE
The above definition mentions that the TDP will be used for the procurement of desired items. Desired
items or supplies may be broadly classified into two types:
supplies that are commercially available , either off - the - shelf or on - the - shelf with
minor modification , and
supplies that are designed peculiarly for the military .
The TDP discussed in this course book is primarily concerned with the latter group , the Military Design
Equipment (MDE ).
1-3 . TYPES OF TDPs
Technical data packages are classified in various ways at the different Army Commands. Examples of
the method of classifying TDPs for three different commands follow :
a. TSARCOM Types- For example , The US Army Troop Support and Aviation Materiel Readiness Command:
( TSARCOM ) utilizes five different types of technical data packages in the fulfillment of its assigned mission .
They are :
(1) Model Specifications or System Descriptions ,
(2) Configuration Management Descriptions,
(3 ) Military Specifications and Standards ,
(4 ) Spare Parts Breakout Packages , and
(5) Overhaul Bid Sets .
1-2
The principal types of technical data / packages ( Bid Sets) utilized at TSARCOM in competitive pro
curement are the Spare Parts Breakout Package and the Overhaul Bid Set. Spare Parts Breakout Packages
utilize contractor furnished technical data provided to the Government with unlimited rights in support of a
weapon ( aircraft) system , while the overhaul bid set utilizes technical manuals , work requirements , etc. in
addition to technical data in a Spare Parts Package .
b. ARRCOM Types - The US Army Armament Materiel Readiness Command (ARRCOM ) categorizes
their technical data packages into :
(1 ) those for major item procurement, and
(2) those for secondary item procurement.
Their actions to acquire repair parts and other secondary items in the weapons area outnumber
major item actions by as much as 100 - fold . The Technical Data Package for munitions typically must be a detailed
and full - design disclosure type . In addition to supporting breakout procurement of metal parts and components,
the TDP must also serve as a production package in manufacturing, loading, assembling , and packing opera
tions which typically involve Government - Owned , Contractor - Operated (GOCO) facilities and equipment.
c. TARCOM Types - The US Army Tank - Automotive Materiel Readiness Command also categorizes
their Technical Data Packages into two categories:
(1 ) those for procurement of major items, and
( 2) those for procurement of secondary items .
Their documents for technical data packages number an estimated 1,500,000 covering approximately
400 different types of vehicles and 50 major components.
1-4. CATEGORIES OF DESIGN DISCLOSURE TDPs .
Of the many different types of TDPs mentioned above , Design Disclosure TDPs are those that show the
results of the design effort through specifications , drawings, test requirements , etc. which will enable a con
tractor to manufacture the item ,
Design disclosure TDPs may be stratified into four categories in which their respective objectives are
defined :
(1) Those TDPs which do not qualify for competitive reprocurement. The objective of this
category would be to produce as before. This is sole source procurement,
( 2) Those TDPs which do not qualify as an " essentially sound" product baseline but are ' adequate "
enough to be procured competitively providing: a performance specification clearly controls
the procurement; the solicitation and resulting contract pricing arrangement distinctly reflects
all development work that may be necessary , and the contract does not imply that the detailed
drawings constitute a firm specification which , if followed , will result in a satisfactory product.
The objective of this category could be to develop and produce.
(3) Those TDPs that are not yet proven to be competitively reproducible but which do qualify as an
" essentially sound " product baseline and , therefore ,are subject to use of the Preproduction
Evaluation (PPE) Concept. The objective of this category would be to clarify and produce .
( 4) Those TDPs that are both " essentially sound " and have been competitively proven or are of
such low complexity as to be obviously reproducible by any reasonably competent source . The
objective of this category would be simply to produce ,
With these definitions of commodity oriented objectives , the Procurement Contracting Officer can
initiate more effective procedures to accomplish the objectives of the contract.
1-3
1-5. IMPORTANCE OF THE TDP
The importance of the TDP cannot be overemphasized because it is the key documentation in a contract
for procurement and production of military materiel. Its accuracy, completeness, clarity , and adequacy are
major factors in determining:
the method of procurement that can be used ,
the degree of competition obtainable , and
the success of the effort to procure materiel of the requisite quality and reliability within the
time and cost frame of planned delivery schedules ,
If the TDP is defective or inconsistent, the government may find itself embroiled in a tangle of legal
and administrative problems such as :
Increased contract price .
Substandard supplies to user.
Delays in delivery .
Litigation of disputes .
Additional administrative cost.
Reduction of operational or combat effectiveness.
1-6. USES OF THE TDP
The TDP has many uses because it is needed for many different purposes by people in various
disciplines :
It is the Engineer's Basic Instrument for technical analysis and evaluation .
It is the Government Contracting Officer's means of providing an equitable basis for competitive
bidding.
It is the Contractor's Official Documentation for bid purposes , for make or buy decisions , for
estimating , for vendor item purchasing , for specialty house procurement, and for production
engineering.
It is the Government Inspector's Bible for acceptance of the item .
. It is the Maintenance Personnel's Basic Instrument for determining maintenance policy, and
maintenance allocation .
It is the Cataloger's Basic Document for cataloging actions.
It is ILS and Supply Personnels ' Basic Documentation for developing supply support.
These various usages of the TDP are illustrated in Figure 1-1 .
The primary usage and purpose of the TDP is to manufacture a product from the data contained in the
TDP . Final acceptance of the Product is accomplished by a Government representative at the contractor's
facility . This representative is the Quality Assurance Representative (QAR ) who functions under the direction
of the Defense Contract Administration Service (DCAS) complying with the instructions contained in DSAM
8200.1 , Procurement Quality Assurance Manual for Contract Administration Services and any additional
instructions specified by the procurement activity through DCAS .
1-4
USAGE
RESEARCH AND DEVELOPMENT
ENGINEERING
al Wolinn
INSPECTION PROCUREMENT CATALOGING
MANUFACTURE
MAINTENANCE SUPPLY
PROCESSING
" Production Engineering Standard Practice Manual"

U.S Army Engineer Research and Development Laboratories.
Figure 1. Technical Data Package Usage
Figure 1-1
1-5
1-7 . PROCUREMENT PACKAGE
Before the TDP can be used for procurement purposes , it must be incorporated into a Procurement
Package. A procurement package is defined as : The information required to obtain bids or proposals . It is
comprised of the TDP describing the item or service to be procured together with all applicable administrative,
legal, and fiscal provisions as are necessary for a clear and complete description of the item desired and the
conditions governing the proposed contractual agreement between the Government and the supplier . (AR 310-25,
Dictionary of United States Army Terms, March 1969. )
1-8. PROCUREMENT PROCESS
The procurement process using the TDP may be briefly described as follows: The mission require
ments for Military Design Equipment (MDE ) emanate from some form of user organization to meet an opera
tional need or threat. Such mission requirements constitute the inputs to the procurement process and are
issued and funded as Procurement Work Directives ( PWDs). The outputs of the process are items, components,
and parts of military design equipment to be integrated with full weapon systems and forwarded to the service
field forces. This entire process may be schematically portrayed as shown in Figure 1-2.
1-9 . CONSTRAINTS
Although Figure 1-2 looks relatively simple, the system of procuring military design equipment is
one of the most complex technical- economic - political processes that have ever evolved . One of the reasons
why the procurement process is so complex is because Government procurement is constrained in many
ways . Three broad overall constraints are :
the Technical Data Package must be adequate to firmly specify technical requirements ,
arrangements as to price , time , and technical requirements must be firmly fixed , and
responsible contractors must be selected to perform the work .
Each constraint is further discussed below in turn .
1-10. ADEQUATE TDP
Realistic and successful fixed price competitive procurements depend upon the premise that each
qualified competitor must be able to interpret the intent of the technical requirements in exactly the same
way. The vehicle for communicating these requirements to the competitors is the Technical Data Package.
Preparation of the TDP is largely standardized throughout the Department of Defense , however , it is basic
that the quality of the TDP must be improved in order to further improve the materiel acquisition process .
Improved engineering , more successful capture of engineering into the technical documentation , more
thorough audits of documentation at strategic points in the life cycle and assured updating of the TDP based on
feedback from tests and operating experience are the essentials of TDP improvement.
1-11 . FIRMLY FIXED ARRANGEMENTS
This broad overall constraint is illustrated by the policy of preferring to have military hardware
production " ing the Firm Fixed Price ( FFP) contracting technique. This concept of a FFP is almost synon
ymous with the concept of a ' 'precisely defined" end product. That is to say, that a seller must know what is
wanted before he can price it. If the requirement is firm and fixed , then the price can be firm and fixed .
(See Figure 1-3 )
On the other hand , there are cases where the requirement may have many uncertainties such as in
the R &D phase of the life cycle . Here the uncertainties are of such magnitude that the cost cannot be esti
mated with sufficient reasonableness to use any type of fixed price contract. In these cases , the Defense
Acquisition Regulation / Armed Services Procurement Regulations (DAR / ASPR ) may sanction a cost reimburse
ment method .
1-6
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1-7
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1-2
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1-3
However , the fixed price contract is preferred . Once this fixed price type contract has been ar
ranged , each party has an obligation to insist that the other party adhere, if not to the letter , at least to the
spirit of strict compliance with its basic promises. The Armed Services Board of Contract Appeals
(ASBCA ) has repeatedly upheld terminations of contracts for defaulting such promises . It has also repeated
ly upheld the concept of the implied warranty , that is , if the contractor follows the detailed drawings, it is
implied that he will achieve a physically and functionally satisfactory product.
1-12 . RESPONSIBLE CONTRACTORS
The constraint that " responsible" contractors must be selected is also well established and procedur
alized throughout the Department of Defense . Prospective contractors must meet these standards in order
to qualify as responsible:
Minimum Standards. Have adequate financial resources ; be able to comply with the de
livery schedule; have a satisfactory record of performance ; have a satisfactory record
of integrity; and be otherwise qualified and eligible to receive an award of purchase or
contract under applicable laws and regulations.
Additional Standards for Production . Have the necessary organization , experience ,

operational controls and technical skills ; have the necessary production , construction ,
and technical equipment and facilities.
Special Standards . Special standards may be developed and set forth in the solicitation
and shall be applicable to all bidders or offerors when the situation warrants . This may
be a situation where a history of unsatisfactory performance has demonstrated the need
for insuring the existence of unusual expertise or specialized facilities necessary for
adequate contract performance.
These three standards are intended to restrict awards of purchases and contracts to responsible con
tractors only .
1-13, LOWEST PRICE
While it is important that Government purchases be made at the lowest price, this does not require
that an award be made to a supplier solely because he submits the lowest bid or offer . This can be false
economy if there is a subsequent default, late deliveries, or other unsatisfactory performance resulting in
additional procurement or administrative costs , so public law has long provided that awards should consider
other factors beside price . A prospective contractor , therefore, must affirmatively demonstrate his re
sponsibility and capability including, when necessary, that of his proposed subcontractors,
1-14. BUSINESS SYSTEM
The three constraints identified above constitute a natural system for doing business to procure , re
procure and reproduce Military Design Equipment in a routine and normal manner . This system for doing
business includes the following steps: (See Figure 1-2 )
a . The Government determines its quantity , quality , and schedule requirements for a given item
to be procured or reprocured . The item may be:
recently evolved through the materiel life cycle from the RDT & E phase and first produc
tion ( limited or full run quantities ),
of older vintage that has undergone product improvement,
produced once or several times by only a single contractor or by several different con
tractors ,
1-9
an exact replication of the previous produced item or it may differ slightly .
b. The Government gathers together the technical documentation describing the detailed character
istics of the item and related work . This description is the TDP consisting of a product specification, en
gineering drawings and associated lists , and related documents . The TDP may have originated from an
industrial contractor or an in - house Government laboratory.
C. The Government transmits the set of requirements in the form of a Procurement Package ( PP )
containing the TDP and all related documentation . It transmits the PP to a multiple source market place
and solicits competitive bids and offers to produce the item .
d. Prospective contractors promise to reproduce the item identically within specified tolerances,
and perform the related work exactly as specified and quote their price for doing it.
e. The Government selects the contractor ( s ) whose price is lowest among the competitors and
whose promises can be relied upon , based on a deliberate evaluation and determination of responsibility .
f. The parties mutually enter into a contract that is normally firm and fixed as to technical quality
aspects of the work , the quantities , schedule , price and related terms and conditions.
g. Certain changes can be directed by the Government, if necessary , and justified , and the con
tract can be modified by supplemental mutual agreement. Each modification represents an addition to or a
revision of the initial agreement.
h. The contractor performs the work as promised by producing the item in the quantity and quality
promised within the time frame promised.
i. The contractor delivers the items.
j. The Government inspects, accepts and pays the promised price.
The above system applies to large and small reprocurements whether the aspect under consideration is
dollar value, unit price , complexity , difficulty , criticality , time , method or place of performance . As long
as the procurement requirements are for production of specialized technical supplies , it illustrates the
normal and natural method of doing business . It is an " ideal " system -- establishing a steady state of affairs-
and theoretically both buyer and seller should be content with it. It is a system proven to be sound and
effective. It saves money . It expands the sources of supply . It is fair and equitable to all competitors. It
demonstrates the feasibility of seeking competition .
1-15 . INHIBITING FACTORS
This system ceases to be sound , fair and effective when the contract, for various reasons undergoes
unplanned and undesirable modifications, restructuring or termination . Such modifications have occurred
with a frequency and severity that is not acceptable -- especially in ' first competitive buys. "
The factors causing the breakdown of this system for doing business with the Government are
numerous but they can be divided into two main categories : ( 1 ) adequacy factors, and (2 ) transmission
factors.
a. Adequacy Factors - Factors relating to the " acquisition " of adequate documentation from RDT & E
and initial production phases of the life cycle . These factors primarily relate to technical accuracy ,
completeness of documentation ( the TDP) and similar purely technical characteristics .
1-10
b. Transmission Factors - Factors relating to the effective " transmissions of the documentation
within the given procurement environment. These factors are not usually regarded as being technical in
nature .
In this book , the major portion of time will be devoted to adequacy factors, with the objective of
improving the ' adequacy " of the technical data package. After examining the development of an adequate
TDP , the transmission factors are discussed , to provide information that may help to effectively transmit
the adequate TDP to the competitive producer .
1-11
SECTION 2 - Lessons Learned
1-16 . TYPES OF DEFICIENCIES AND DISCREPANCIES
The need for improvement of technical data packages was vividly brought out by a detailed study of 100
actual individual procurement actions. The study is titled Transmission of Procurement Technical Require
ments in the Competitive Reprocurement of Military Design Equipment, Kenneth D. Griffiths and Robert F.
Williams. The deficiencies and discrepancies found in these procurement actions can be classified in five main
categories: Adequacy , Accuracy , Currency , Completeness , and Clarity .
1-17 . ADEQUACY
Definition : ADEQUACY - means that the documentation will be evaluated in terms of the purpose and
design of the system or equipment being developed or produced and also in relation to standard engineering
and design practices, or, if the item was delivered within the acceptable time, dollar , and performance
boundaries , then it can be said the TDP was adequate.
Discussion : Although it is practically everyone's business on the Procuring Contracting Officer's team
to continually assess the 'adequacy of a TDP , a number of contracts were observed where the adequacy of the
TDP was questioned . These questions were over the details requiring some redesign to meet the performance
requirements and they give rise to two different points of view . The Procuring Contracting Officer would be
of the opinion that the required redesign work was minor or even trivial in nature applying to only a small part
of the overall item , and that " production " per se was the intent of the contract. The contractor, on the other
hand , would be of the opinion that the redesign work constituted a major effort of which he was not aware at the
time of estimating and bidding. Here the contractors often assert that " development" work per se was the
primary intent of the contracting officer , rather than production . These differences often have to be resolved
by attorneys. In other situations, competitive procurements are effective without full and complete technical
documentation but still the TDP can be construed as adequate so long as some form of documentation controls
the procurement. This type of documentation is used to circumvent limited rights data or when the data is
known to be defective. In these cases , the controlling document would typically be a performance specification
and a reference model could be provided to aid in constructing the physical characteristics. Such drawings as
are available may be used as a " reference guide only . " In addition , a purchase description may also be used
to circumvent limited rights data or when the data is known to be defective . In these cases , the controlling
document would typically be a performance specification and a reference model could be provided to aid in
constructing the physical characteristics . Such drawings as are available may be used as a " reference guide
only . " In addition , a purchase description may also be used to take certain exceptions or to add other features
considered desirable . In procurements of this kind , discrepancies occur because the performance specifica
tions , purchase descriptions, and the model do not agree . Further, there are also misunderstandings as to
the intentions of such contracts . It is difficult to reconcile these controversies without modifying the contracts .
1-18. ACCURACY
Definition : ACCURACY - freedom from mistake or error , correctness .
Discussion : A major source of unplanned modifications to contracts , are the " defects" that are found
in the TDP . Some of these defects are : incorrect dimensions, incorrect material specifications, obsolete
data , missing dimensions , and design deficiencies . Although the inspection and test functions are performed
to eliminate defects and prove out the data to the hardware and the hardware to the data , defects in the TDP
still occur. However, the Procuring Contracting Officers ( PCO ) tend to solicit the open market for competition
and enter into a firm fixed price (FFP) contract as though there were no significant defects in the TDP .
1-19, CURRENCY
Definition : CURRENCY - means that the contractor's quality program will assure that obsolete draw
ings and other out - of -date material are removed from all points of issue and that only current documentation
is delivered to the service .
1-12
Discussion : DARCOM - R 70-46 requires that all TDPs be maintained in an up- to - date condition and that
the status of each TDP be examined prior to each individual procurement action to assure that all revisions
have been incorporated into the TDP. However, several instances were observed in which the TDP had not
been updated and the contracts had to be modified accordingly . In other cases , it is sometimes necessary to
use a TDP " as is " where the design is still in flux and the deficiencies are not eliminated . These situations
usually result in claims for extra costs as in the case where 350 drawings were replaced approximately 9.0 -days
after award of the contract.
1-20 . COMPLETENESS
Definition : COMPLETENESS – means that the documentation will, under the contractor's quality
assurance procedures, be reviewed to ascertain that it provides all the information needed for the purpose
intended , (e.g., for full design disclosure, for maintenance support or for competitive procurement).
Discussion : Another deficiency that was found in the TDP is missing and misplaced documents . This
usually necessitates return to the developing contractor with the attendant delay and a modification to the
contract. In other cases , important interface data were missing. In one specific example, an item was
manufactured quite satisfactorily but there was no way to attach it to a larger system because interfacing
documents and mating parts had been overlooked . These interfacing documents had never been acquired from
the developer . An extensive delay followed while two sets of costs were negotiated under adverse single
source conditions of urgency . It was necessary to revise and rework the contract packaging aspects and the
overall mission was jeopardized ,
1-21. CLARITY
Definitions: CLARITY - the quality or state of being clear: lucidity .

LEGIBILITY - capable of being read or deciphered .
CONCISENESS - marked by brevity of expression or statement.
DEFINITIVE - serving to provide a final solution : conclusive, authoritative and apparently
exhaustive; serving to define or specify precisely .
Discussion : One of the most frustrating and elusive to resolve discrepancies, is clarity . For example,
in one large dollar contract for a major item , the contractor questioned the legibility and reproducibility of
approximately 12 documents . This started a chain of events that delayed the first delivery 60 days, required a
modification to the contract and created animosity between the parties . Clarity can be achieved by concise
ness and by making clear definitive statements .
1-22 . PROCESSING ENGINEERING CHANGES
The types of deficiencies and discrepancies in TDPs described above should be avoided. Butwhen they
do occur , they should be corrected in a timely and suitable manner. Engineering Change Proposals (ECPs)
might be necessary to: correct drawing errors, correct design deficiencies, or facilitate manufacture and
assembly by correcting impossible or impracticable conditions. These ECP actions have consequences of
varying significance which frequently results in a modification of the contract. Some contractors demand
price and delivery adjustments through the changes article of the contract for each error, ambiguity , or in
compatibility encountered in the TDP. When the ECP is justified , there is seldom a discretionary choice other
than to issue approval. If approval is delayed , it consumes the contractor's pre -production lead time, delays
vendor orders , and compounds costs and other scheduled matters. Contractors usually " follow -up" requests
for approval of ECPs frequently both to expedite approvals and to create a foundation of proof to justify subse
quent claims or negotiating positions. A more complete discussion of the control of TDPs through the Con
figuration Management Discipline is given in Chapter 9 .
Now that the TDP has been defined, its importance in the procurement process described , and the
qualities necessary for an adequate TDP discussed , a proper background has been established for an under
standing of how the TDP is developed as described in Chapter 2 which follows.
1-13
CHAPTER 2
HOW THE TDP IS DEVELOPED
SECTION 1 Typical Procedures
SECTION 2 The Life Cycle
SECTION 3 Basic Policies
SECTION 4 Life Cycle Documentation
SECTION 5 The Materiel Acquisition Decision Process
SECTION 6 Testing to Support Decision Making
SECTION 7 Work Breakdown Structure
SECTION 8 Type Classification
This chapter describes how the TDP is developed . A typical procedure is described
in Section 1 .
A knowledge of the different phases of the weapon system life cycle as described in
Section 2 is essential because the TDP evolves through the life cycle .
The Directives that prescribe the basic policies of weapon system acquisition are
next discussed in Section 3. These include: Office of Federal Procurement Policy,
Circular A- 109 , DoD Directive 5000.1 , DoD Directive 5000.2 , and AR 1000-1 .
In Section 4 the major documentation used in the system acquisition life cycle is
described .
The materiel acquisition decision process is then discussed in Section 5. The testing
to support this decision making is described in Section 6 .
The basic document for the development of the TDP is the work breakdown structure.
The four different types of work breakdown structures and their uses are discussed in
Section 77 .
Materiel developed in accordance with a TDP should be type classified to identify the
status of the item . Type classification is described in Section 8 , the final section of this
chapter
2-1
SECTION 1 - Typical Procedures
2-1 . TYPICAL PROCEDURE .
The procedures to be followed in developing a Technical Data Package depend upon the developing com
mand , the complexity of the item , its military characteristics, environmental limitations , and performance
requirements under military conditions . To understand the general procedures used in developing a TDP , a
typical procedure for a complex item developed in - house is described below .
a. Project Engineer
The Project Engineer in the Research and Development (R&D) Department works in the chain of
supervision in his department and in accordance with the Configuration Management guidelines issued by the
Project Manager (Configuration Manager ). The project engineer maintains a development package of
records containing descriptive information , applicable regulatory documents and pertinent data that estab
lishes and fully describes the design of the desired item . This file also includes pertinent correspondence
and other supplementary information to provide historical continuity . This correspondence and information
may not be design requirements or design data but is required by the commodity and production engineering
divisions. Upon completion of the development, the project engineer prepares and processes a Disposition
Form (DF ) to formally transfer the R & D file to the engineering department. The minimum contents of the
R & D project file that should be transferred to the commodity division of the engineering department is shown
in Figure 2-1. The DD Form 1498 shown in this figure is the Research and Technology Resumé which is pre
pared in accordance with the Army Research and Development Information System , AR 70-9, Program
Planning and Ongoing Work Reporting, 3 October 68 , with changes 2 and 3 .
b. Commodity Engineer
The commodity and production engineer is responsible for initiating and preparing the TDP for
production use . He should begin preparation before the conclusion of the R&D phase in order to reduce the
lead time between engineering and development. The commodity engineer initiates a TDP coordinated
planning conference with commodity , production , standardization , and packaging engineer to discuss the
engineering data, drawings, and specifications received from the R & D engineer . During the TDP build - up ,
the commodity engineer should continually review, verify , and coordinate with R&D for design updating,
manufacturing simplification , value engineering, and logistic - oriented matters .
The development of the TDP for production / procurement is an exacting process which draws on the
technical data that has been developed since the start of the project. The project starts in the Conceptual
Phase , proceeds through the Validation and Full - scale development phases of the weapons system life cycle
described in the next section .
..
2-2
DEVELOPMENT
FINAL
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SECTION 2 - Life Cycle
2-1 . LIFE CYCLE
The different phases of the weapon system life cycle must be understood since the Technical Data
Package (TDP ) evolves through the life cycle . Upon reaching the Product Baseline (PBL ) at the beginning
of the Production /Deployment Phase of the life cycle , the TDP should be a complete package describing the
new materiel item . The life cycle utilized by DOD consists of : Conceptual, Validation , Full- Scale Develop
ment, Production / Deployment, and Operational Phases. (See Figure 2-2)
2-2 . CONCEPTUAL PHASE
The Conceptual Phase is the initial sequence during which the technical, military , and economic
bases are established and the management approach is delineated . The object of this phase is to provide
the basis for selection of systemswhich will warrant further development. The military services conduct
research , exploratory development and advanced development while the military strategists conduct concept
studies to design the force structure.
While each program should be tailored to satisfy its unique needs, there are common considerations
required of all development programs. There are:
a . Alternate Approaches - Selection of a single preferred system occurs at the end of the Conceptual
Phase . If such selection was not practical , two systemsmay be selected for further development . Sub
system level alternate approaches will also have been examined.
b . Operational Objectives - Operational objectives largely determine the technical characteristics ,

cost and schedule of the system . It is essential that these objectives be realistic and expressed in opera
tional criteria , not technical terms. The operational objectives and their driving force must be clearly and
precisely stated from the outset. Operational objectives should be subjected to continuous challenge and
trade - off examination throughout development.
c. Trade - Offs - Trade - off analysis should be used to seek an optimum balance for a system between
total cost, schedule , and operational performance . Total cost means the total cost of acquisition and owner
ship (development, production , deployment , operation , and maintenance ) . Operational performance includes
all factors influencing performance (e . g . , range , speed , payload , reliability , maintainability ) for systems
which include the hardware itself and other items such as facilities , personnel , data , and training equipment .
This consideration is necessary to properly evaluate cost and performance models and establish useful
measures of effectiveness prior to conducting the trade-off analysis .
d. Schedules - Initial Operational Capability (IOC) dates for deploying a new system represent a
milestone requirement, and should be as realistic as possible . Schedules are subjected to trade -off analysis
along with other characteristics during this phase . The total program schedule must be based on risk
analysis and achievement milestones that demonstrate actual achievement of important events , not just plans
or calendar dates. Planned program commitments must be matched to these achievements .
e . Engineering Specification - - The engineering definition is characterized by a system specification

during this phase . This is later translated into a development specification . At this time, more detailed
definition will not, in itself, provide greater confidence and increase probability of success. It is essential
that all key characteristics in the system specifications and the tests be specified as early as possible .
Specification of performance characteristics by bands of performance is encouraged to facilitate contractor
initiative in devising economical designs and achievement of a lower ultimate product cost .
f. Risk Analysis - A formal risk analysis is made to support the decision at each decision point in
the life cycle . The analysis identifies the significant risk and addresses the plans and the schedule for their
resolution . The plans for reducing risks (backup program , tests , etc.) must be specific and be consistent
with the overall program schedule , particularly where there are planned increases in commitments .
2-4
CYCLE
ACQUISITION
SYSTEM
PHASE CONCEPT -SCALE

DEMONSTRATION FULL PRODUCTION D DISPOS
OPERATI
EXPLORATION V
&ALIDATION DEVELOPMENT D
& EPLOYMENT
REVIEWS
DECISION
$
DSARC
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JMSNS LR
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DOCUMENTS
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6.1 6.4
PROGRAM 6.2 FUNDS

PROCUREMENT
2-5
6.3B
CATEGORY
6.3A
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PROTOTYPE
PROTOTYPE ITEMS ITEMS
MILESTONES | 11
FUNCTIONAL ALLOCATED PRODUCT

BASELINE BASELINE BASELINE
2-2
Figure
Funding - Funding commitments resulting from the decisions at each challenge point must be
consistent with the remaining risks and management confidence in program success . Increases in funding
commitments are warranted when there are corresponding increases in confidence in program outcome.
2-3 . VALIDATION PHASE
The Validation Phase is the second effort of the weapon system life cycle . During this effort, the
major character.stics of the program / project are defined and validated for the alternative ( s ) selected in the
previous effort. Validation is the first step in the development phase during which preliminary design and
engineering are verified or accomplished and firm contract and management planning are performed .
The goal of Validation is the establishment of firm and realistic performance specifications which
meet the operational requirements . The objectives established in the system specification are translated
into system , subsystem , configuration item performance requirements and design constraints . The decision
to enter the next development phase is based on meeting the following requirements:
a. The system satisfies a military need .

b. Risks have been reduced to acceptable levels .
C. System trade - offs have produced a proper balance between cost and performance .
d. Cost and schedule estimates are realistic and acceptable.
e. System configuration and performance specifications have been developed sufficiently .
f. The management approach and program planning are sound .
2-4 . FULL - SCALE DEVELOPMENT PHASE
During this effort, the system , including all the items necessary for its support, is designed, fabri
cated , and tested . The intended output is a hardware configured system and the documentation (TDP) needed
to produce the hardware . The objectives of Full - Scale Development are to ensure that the engineering design
is completed , that all major problems have been resolved , and that this has been demonstrated by actual
performance testing as systems progress through the development process . These objectives are under
continuous review from the definition and refinement of requirements through the evaluation and selection
of alternatives to the management and direction of production .
The conversion from prototype construction design to quantity production design incurs risks . With
completion of each prototype drawing, a production drawing of the item and its tooling can be completed and
cost estimated . This comparison during the engineering phase can ensure that the prototype is a faithful
simulation of the intended production item . The comparison practice will also provide a pre - prototype
estimate of the later cost - to -produce. The detail design process also produces engineering documentation
such as detail drawing, interface control drawings, assembly drawings , installation drawings, and product
specifications. The progress and technical content of the design should be evaluated and controlled. Con
figuration control should be exercised over officially released documentation and changes which affect this
data should be evaluated by the Configuration Control Board . Verification reviews should be conducted on a
periodic basis to assess the degree of completion of technical effort related to major milestones before
proceeding. The first verification is the Functional Configuration Audit (FCA) . The FCA is a means of
validating that development of a configuration item has been completed satisfactorily and that the item will
perform as intended .
The second verification is the Physical Configuration Audit ( PCA) . The PCA is a means of establish
ing the product configuration identification (TDP ) used initially for the production and acceptance of the unit
of a configuration item . The applicable service should assure that the ' 'as built" configuration of a unit of a
configuration item matches that same unit's product configuration identification . The decision to enter
Production is based on meeting the following requirements :
a. The system still satisfies a military need.

b. Technological risk has been resolved .
C. Cost, schedule , and performance estimates are credible and acceptable to justify
commitment to production .
2-6
d. A practical engineering design has been demonstrated by satisfactory testing of a
preproduction prototype .
e. The system has been defined in its totality .
f. Total program management approach is well defined .
2-5 . PRODUCTION / DEPLOYMENT PHASE
a , PRODUCTION The most important consideration before moving into production on a new weapon
system is to have assurance that an adequate TDP is available , the engineering design and component
interface are completed, that all major problems have been resolved , and this has been demonstrated to the
extent practical by actual performance testing.
The startup production must be scheduled to minimize financial commitments until it has been
demonstrated that all major development problems have been resolved . Production engineering and pro
duction tooling are necessary to demonstrate that the engineering has been satisfactorily accomplished .
It may also be necessary to develop and demonstrate new production processes , methods, and procedures .
This may involve use of pilot line production to verify drawings, tooling , and production rate capability .
Complete conformance of the production article to specified design characteristics is required. The appli
cable military service developer must audit, review and establish a product baseline at the conclusion of the
Physical Configuration Audit. ( See Chapter 9. ) The contents of this product baseline (TDP) includes all the
necessary technical documentation for the manufacture of the configuration item . Formal configuration
control and configuration status accounting slould be exercised during production to assure that only essential
economically justified changes are authorized and that delivered hardware remains continuously in con
formance to approved technical documentation . Sufficient continuing production monitoring will be performed
by the military developer to assure that production requirements are being met to protect the interests of the
Government.
b . DEPLOYMENT
Deployment begins when the first equipment has been built and is delivered to the user . The hardware
is issued to the appropriate units as indicated in the requirement documents . Exercises are conducted with
the equipment to determine the overall workability and effectiveness of present or proposed organizational
concepts , doctrine techniques , and tactics. Further information on the materiel may be gained from the
exercises . User tests involving newly developed equipment are conducted as early as possible after first
issue to service units . The user test requirements include assessment of system operational capabilities
and evaluation of the logistics system , training , and procedural documentation in an operational environment.
These tests validate the operation and maintenance concepts. Complete logistic support is required to test
the system in an operational environment. If deficiencies are revealed that are significant to mission per
formance , system modifications may be recommended immediately . The impact on all system elements
and their interfaces, including costs and schedules, will be determined as part of defending and justifying the
modifications .
2-6 . OPERATIONAL PHASE
The materiel acquired from production is either issued to the users or maintained in the inventory .
The materiel issued to the user in the field is operated and maintained for training and national emergency
use . The configuration of the item is kept current and may change due to modifications made to the materiel.
When this materiel becomes obsolete , it is disposed of and replaced by new materiel which has followed the
same procedure through the life cycle . With this overview of the life cycle , the basic DOD policies estab
lishing the management procedures for major system acquisition programs will be discussed in the next
section .
2-7
SECTION 3 Basic Policies
2-7 . BACKGROUND
The acquisition of major systems by the Federal Government constitutes one of the most crucial and
expensive activities performed to meet national needs. Its impact is critical on technology , on the Nation's
economic and fiscal policies, and on the accomplishment of Government agency missions in such fields as
defense , space , energy and transportation . For a number of years , there has been deep concern over the
effectiveness of the management of major system acquisitions . The report of the Commission on Government
Procurement recommended basic changes to improve the process of acquiring major systems . The Office
of Management and Budget published Circular A - 109 on April 5 , 1976 based on executive branch consideration
of the Commission's recommendations . Circular A - 109 is the basic document for establishment of DoD and
Army weapons system procurement policies. The hierarchy of these policy documents is :
OMB Circular A - 109

DOD Directive 5000.1
DOD Directive 5000. 2
AR 1000.1
2-8 . OMB CIRCULAR A- 109 .
The policies of Circular A -109 are designed to assure the effectiveness and efficiency of the process of
acquiring major systems. They are based on the general policy that Federal agencies, when acquiring major
systems, will:
a. Express needs and program objectives in mission terms and not equipment terms to encourage in
novation and competition in creating , exploring , and developing alternative system concepts .
b. Place emphasis on the initial activities of the system acquisition process to allow competitive ex
ploration of alternative system design concepts in response to mission needs .
c. Communicate with Congress early in the system acquisition process by relating major system ac
quisition programs to agency mission needs. This communication should follow the requirements of Office of
Management and Budget ( OMB) Circular No. A -10 concerning information related to budget estimates and
related materials .
d. Establish clear lines of authority , responsibility , and accountability for management of major
system acquisition programs. Utilize appropriate managerial levels in decision -making , and obtain agency
head approval at key decision points in the evolution of each acquisition program .
e. Designate a focal point responsible for integrating and unifying the system acquisition management
process and monitoring policy implementation .
f. Rely on private industry in accordance with the policy established by OMB Circular No. A -76 .
2-8
2-9 . DOD DIRECTIVE 5000.1
The provisions of DoD Directive 5000.1, January 18 , 1977 apply to programs designated by the
Secretary of Defense as major system acquisition programs. System programs involving an anticipated cost
of $ 75 million in research , development, test and evaluation (RDT & E ) or $ 300 million in production shall be
considered for designation as major system acquisitions. Other system programs may be designated as
major system acquisitions on the recommendation of DoD Component Heads and OSD officials. The manage
ment of system programs not designated as major system acquisitions will be guided by the provisions of
this DoD Directive 5000.1. In addition to restatement of previous policy , this directive establishes:
Mission Element Need Statement (MENS). See Section 4 of this Chapter .
Milestones O , I, II, and III. See paragraph 2-11 of this Section .
Defense System Acquisition Review Council (DSARC ) . See Section 5 of this Chapter.
(Service) System Acquisition Review Council ((S ) SARC ) . See Section 5 of this Chapter .
Decision Coordinating Paper (DCP) . See Section 4 of this Chapter .
Production Readiness Review . See Section 5 of this Chapter .
2-10 . POLICIES
Some of the noteworthy policies of DoD Directive 5000.1 are:
Mission needs shall be satisfied through the use of existing or commercial

hardware and software wherever feasible . When a new development or
modification is essential, the mission needs of other DoD Components and
NATO shall be considered including the requirement for NATO standardization
and interoperability .
Competent industry and educational institutions, regardless of size , shall be the

primary sources for the exploration of competitive system design concepts
to satisfy approved mission needs . Government laboratories, federally
funded research and development centers and other not- for-profit organiza
tions may also be considered as sources.
Production planning and engineering and industrial preparedness planning

shall be emphasized. Producibility considerations shall be included in the
evaluation of alternative design concepts to determine production risks and
the actions necessary to eliminate the risks. Producibility of the system
selected for full - scale development shall be a consideration in the decision .
A production readiness review shall be completed prior to release for initial
or limited production .
Test and evaluation shall commence as early as possible . An estimate of

military utility and of operational effectiveness and operational suitability
including logistic support requirements , shall be made prior to large scale
production commitments . The most realistic test environment possible and
an acceptable representation of the future operational system will be used in
testing . See Do D Directive 5000.3, " Test and Evaluation " January 1 , 1973 .
* Latest issue of DoD Directive 5000.1 is March 19, 1980 .
2-9
Logistic support planning including reliability and maintainability shall be
consistent with the key program decisions and phases of activity . Alternative
maintenance concepts shall be considered during the exploration of alternatives
to identify the impact on system design and resources. Detailed logistics
planning shall be initiated with full - scale engineering development and firm
requirements established early in the phase .
The system acquisition process is a sequence of specified phases of program

activity and decision events directed to the achievement of established program
objectives in the acquisition of Defense systems. The process is initiated with
the approval of a mission need and extends through successful completion of
development, production and deployment of the Defense system or termination
of the program .
Responsibility for the management of system acquisition programs shall be

decentralized to the DOD Components except for the four key decisions
retained by the Secretary of Defense at designated milestones .
2-11 MILESTONES
Milestones identify the separate phases of program activity as previously described in Section 2 of
this chapter .
a. Milestone 0 - Program Initiation - At such time as the Secretary of Defense requests or a DoD
Component Head perceives a mission need to exist and determines that a new capability is to be acquired to
meet the need , the DoD Component Head shall submit a statement of the mission need to the Secretary of
Defense and request approval to proceed to identify and explore alternative solutions to the mission need.
The considerations to support the determination of the mission need shall be documented in the Mission
Element Need Statement (MENS) . When appropriate , the Secretary of Defense will approve the mission need
and direct one or more of the DoD Components to systematically and progressively explore and develop
alternative system concepts to satisfy the approved need . This is the beginning of the Conceptual Phase of
the system life cycle .
b. Milestone I - Demonstration and Validation - When the DoD Component completes the competitive
exploration of alternative system concepts to the point where the selected alternatives warrant system
demonstration , the DoD Component Head shall request approval to proceed with the demonstration and
validation effort. The recommendations shall be documented in a Decision Coordinating Paper (DCP) , and
reviewed by the (Service ) System Acquisition Review Council ( (S)SARC ) and the Defense System Acquisition
Review Council (DSARC) prior to Secretary of Defense decision . The Secretary of Defense action will re
affirm the mission need and approve one or more selected alternatives for competitive demonstration and
validation . This is the beginning of the Validation Phase of the system life cycle .
c. Milestone II – Full- Scale Engineering Development - When the demonstration and validation
activity has been completed and the Component Head is prepared to recommend the preferred systems for
full - scale engineering development, the recommendations shall be documented in an updated DCP and reviewed
by the ( S )SARC and DSARC prior to the Secretary of Defense decision. The Secretary of Defense will re
affirm the mission need and approve the selection of a system for full - scale engineering development,
including procurement of long lead production items and limited production for operational test and evaluation .
This is the beginning of the full - scale development phase of the system life cycle .
d. Milestone III - Production and Deployment - When the Component Head is prepared to recommend
production of the system , the recommendations shall be documented in an updated DCP and reviewed by
( ( S )SARC ) and DSARC prior to the Secretary of Defense decision . The Secretary of Defense will reaffirm the
mission need , confirm the system ready for production , approve the system for production and authorize the
Component to deploy the system to the using activity . This is the beginning of the Production / Deployment
phase of the system life cycle .
2-10
In support of DOD Directive 5000.1 and to minimize the need for implementing documents to be
issued by the DOD Components , DOD Directive 5000. 2 has been issued .
2-12 . DOD DIRECTIVE 5000 , 2

1
*
DOD Directive 5000.2, January 18 , 1971 supplements DOD Directive 5000.1 with policies and proce
dures essential to DOD activities in support of the Secretary of Defense decision -making process for major
system acquisitions. DOD Directive 5000. 2 gives more detailed information on :
Advisory Councils-- DSARC and ( S ) SARC . See Section 5 of this chapter.
. Mission Element Need Statement (MENS) . See paragraph 4 of this chapter.
Decision Coordinating Paper (DCP ). See Section 4 of this chapter.
Scheduled Program Reviews and Secretary of Defense Decision Making. See

paragraph 2-11 of this section .
Program management considerations ,
2-13 . PROGRAM MANAGEMENT CONSIDERATIONS
Some of the significant program management considerations are :
A major responsibility of the program manager is to make trade - off decisions

in system capability , cost, schedule , and risk within stated ranges as limited
by threshold values . Program management includes the responsibility to
determine whether a program should be continued or terminated and to
recommend appropriate action .
The program manager shall develop the acquisition strategy tailored to the
particular program and program phase following the Milestone o approval.
The strategy will initially be limited in content but will be expanded and
refined as the program progresses . Competition shall be a major factor in
the strategy throughout the program to achieve technical innovation .
Costs of acquisition and ownership shall be established as separate cost

elements and translated into firm design - to - cost and life cycle cost require
ments for the system selected for full - scale engineering development.
System program actions shall be evaluated against these requirements with
the same rigor as the evaluation of technical requirements .
Management information systems shall be limited to program information

essential to effective management control. The required information shall
be provided from the same data base used by the contractor in program
management. Traceability of succeeding cost estimates and costing factors
including economic escalation shall be maintained . A realistic work break
down structure shall be developed for each program as a framework for planning
and assignment of responsibilities , control and reporting progress , and use as
a data base in making future cost estimates of new Defense systems.
2-14 . AR 1000-1
Army Regulation 1000-1 effective 1 April 1978 implements DOD Directives 5000.1 and 5000. 2 .
The general principles of this regulation apply not only to major system acquisition but also to the develop
ment and acquisition of all Army materiel systems including those multi - service programs for which the
* Latest issue of DoD Directive 5000.1 is March 19 , 1980 .
2-11
Department of the Army is the lead service. The regulation describes the system acquisition process in
detail for major systems from identification of a mission need through successful completion of development,
production , and deployment. The regulation states that no single formula applies to all materiel acquisitions
and while systems development is expected to vary from system to system , it will be generally consistent with
the principles and policies prescribed by AR 1000-1 . Some of the more significant policies of AR 1000-1 are
described in the following paragraphs.
2-15 . ALTERNATIVE MEANS TO SATISFY MATERIEL NEEDS
Materiel needs of the Army generally are satisfied through four alternative methods:
a. Product improvement of current standard equipment. Requirements are satisfied by exploiting

the performance growth potential inherent in already developed systems.
b. Purchase of existing materiel items which do not require any development work . This can
provide low cost, quick response to some requirements .
C. Purchase of existing commercial or foreign developed items which may require modification
to meet specific requirements .
d. New development program with planned future growth potential to accommodate anticipated future
needs. This is the most costly and longest alternative means to satisfy a materiel need ,
Of the above four methods, product improvement is usually the preferred method to satisfy requirements .
2-16 . PROJECT MANAGEMENT
After approval of the MENS at Milestone 0 , a project manager (PM) will be assigned for all major
systems. The PM will be given the authority and support he needs to establish a strong system project
office capable of achieving program objectives. Some of the more important duties and responsibilities of
the PM are :
Within specified performance and Reliability Availability and Maintainability ( RAM ) bands ,
the PM is authorized and expected to make trade - off decisions pertaining to capability , cost,
schedule , and risk.
A major task of the PM is to develop a total program acquisition strategy . The overall
objective of this strategy is to achieve program objective in an economical, effective ,
and efficient manner . Technical, business and management aspects will be included .
Contract actions are a major PM responsibility . As a matter of basic Army policy, the
PM will use competition to help achieve program objectives and control program costs
throughout the system acquisition process .
The PM is authorized to deviate from any MILSPEC or MILSTD , based upon his own
judgment.
The PM is responsible for considering the technical aspects of NATO standardization or

interoperability .
The PM is responsible to insure that Integrated Logistic Support ( ILS) requirements are
taken into account at all stages of system development.
The PM is the focal point for resistance to change in order to maintain program stability.
2-12
2-17 . TRADỌC SYSTEMS MANAGEMENT
For major systems and selected nonmajor systems a TRADOC Systems Manager ( TSM) will be
appointed by the Commander , TRADOC , following program initiation (Milestone 0) . This will provide for the
coordinated development and integration of user requirements as well as the system support packages from
the onset of program evaluation . For other than major systems, a TRADOC point -of -contact will be
designated in the combat developments portion of TRADOC schools . These points - of-contact perform
essentially the same functions as do the TSMs .
2-18 . TIME TO COMPLETE DEVELOPMENT
a. IOC Goal Materiel systems will be acquired within the shortest reasonable time. Development
pro gra ms must weigh the risks inherent in a time compressed acquisition plan against the operational
cap abi lit y delay inherent in a prolonged plan . Each program must be tailored to its own unique risks and
needs . The goal is to achieve Initial Operational Capability ( IOC ) within five years after Full - Scale Engineer
ing Development ( FSED ) approval and to do so without incurring inordinate risks and within established cost
goals .
b. Initial Production - In order to achieve the goal of IOC in five years , and since a validated
technical data package suitable for use in competitive procurement normally will not be available for the
initial production , it is expected that initial production will be conducted by the developer . Production rights
will ordinarily be obtained by the Government where economies can be achieved, second production sources
will be established at the earliest possible date, but only after a proven technical data package is available .
c. Limited Production - Programs will not be permitted to enter production on the basis that signi
ficant deficiencies can be corrected and later verified using production hardware . In unusual circumstances
limited production may be authorized at Milestone III. Strong justification must be presented to the
ASARC / IPR to support this exception to normal policy. The extent of subsequent testing and the decision
process for approval of subsequent full- scale production will be determined at Milestone III .
2-19 . PRODUCIBILITY
Production planning and engineering and industrial preparedness planning shall be emphasized . Pro
ducibility considerations shall be included in the evaluation of alternative design concepts to determine
production risks and the actions necessary to reduce the risks . Producibility of the system selected for
full - scale engineering development shall be a consideration in the decision . A production readiness review
shall be completed prior to the production decision .
In the next section , more detailed information will be given on the documentation required on various
key decision points in the system life cycle .
2-13
SECTION 4 - Life Cycle Documentation
2-20 . GENERAL .
The major documentation used in the system acquisition life cycle can be categorized into :
( 1 ) Requirements documents and ( 2 ) Decision documents .
a . Requirements documents are :
Mission Element Need Statement (MENS)
Letter of Agreement (LOA )
Required Operational Capability (ROC)
Letter Requirement ( LR)
b . Decision Documents are :
Decision Coordinating Paper (DCP)
Defense Program Memorandum (DPM )
Army Program Memorandum ( APM)
In addition to these documents are the Outline Acquisition Plan (OAP) and the Acquisition Plan (AP) .
These plans are discussed in Chapter 8 .
2-21 . MISSION ELEMENT NEED STATEMENT (MENS) .
A MENS is a statement prepared by a DOD Component to identify and support the need for a new or
improved mission capability . The mission need may be the result of a projected deficiency or obsolescence
in existing systems , a technological opportunity , or an opportunity to reduce operating cost. The MENS is
submitted to the Secretary of Defense for a Milestone 0 decision . The MENS shall be not more than ten
pages and will include a program plan to identify and explore competitive alternative systems extending
through to the next milestone decision .
2-22 . LETTER OF AGREEMENT (LOA )
The letter of Agreement is the requirement document supporting work undertaken in the demonstration
and validation phase . The LOA will be prepared by the combat developer , coordinated with the materiel
developer and the logistician , and submitted to Headquarters, Department of the Army (DAMO) for decision if
the advanced development costs exceed $ 15M . The materiel developer will develop an outline acquisition plan
to support the LOA .
a. Purpose of the LOA - The LOA is :
to insure agreement between TRADOC and Headquarters , DARCOM on the nature and
characteristics of the proposed system and the investigations needed to develop and validate
the system concept.
to define the associated operational , technical and logistic support concepts.
to promote synchronous interaction between the combat developer and materiel developer .
2-14
to be the document of record to support effort in the System Advanced Develop
ment (6.3B) category of the RDTE program which includes development of the
Concept Formulation Package (CFP )
to support Nonsystem Advanced Development (6.3A ) category of the RDTE

program if conceptual application to improved or new materiel systems can
be adequately defined .
b. Preparation of the LOA - The LOA will normally be prepared at the proponent TRADOC school
and the DARCOM commodity command/ laboratory level. Approval will be :
at the HQ TRADOC /HQ DARCOM level when the RDTE costs for Advanced
Development (AD ) (6.3 ) are less than $ 15 million . Copy of the LOA will be
forwarded to Headquarters, Department of Army (DCSOPS) for information .
At Headquarters , Department of Army (DCSOPS) when RDTE costs for AD (6.3)

exceed $15 million .
LOAs for systems whose advanced development cost projections are later revised
to exceed $15M will be immediately updated and forwarded by the combat developers
to HQ DA for decision .
The approved LOA will be listed in the next revision of the Catalog of Approved Requirements
Documents (CARDS ).
2-23 . THE REQUIRED OPERATIONAL CAPABILITY (ROC)
The ROC is a requirement document containing a clear and concise statement of the essential opera
tional, technical, logistical and cost information essential to initiate full - scale development or procurement
of a materiel system . The ROC will specify the mission effectiveness sought in terms of performance
parameters , not in terms of specific design features . Performance will be specified in terms of mission
acceptable performance floors and a desired performance target.
a. Purpose of the ROC - The ROC supports :
RDTE programs for combat development and noncombat development

programs in Engineering Development (6.4) .
RDTE programs for Operational Systems Development (6.7) .
Non -developmental items when costs exceed the dollar threshold of an LR .
b. Preparation of ROC - A formal requirement stated in a ROC , with its implicit commitment to an
eventual production decision , normally will not be established until a thorough advanced development program
has been conducted under an LOA which results in an up - to - date Concept Formulation Package (CFP) or pro
curement of a non - developmental item has been determined to be desirable . The advanced development
program will include testing of components and / or prototypes to demonstrate adequately both its technical
feasibility and operational feasibility . The ROC is prepared as early as possible by the combat developer
and coordinated with the materiel developer as soon as they agree that the need has been validated , the
operational and technical feasibilities of a proposed system have been established , the system is cost and
operationally effective in light of the latest threat data , and the system is ready for entry into the engineering
development category of the RDTE program . The ROC is submitted to Headquarters, Department of the Army
(DCSOPS) for approval. An Acquisition Plan ( AP ) (see AR 70-1) will be developed as the materiel developer's
management plan to support the ROC . The ROC will be listed in the next revision to the Catalog of Approved
Requirements Documents (CARDS ).
2-15
2-24 . THE LETTER REQUIREMENT (LR )
The LR is a requirement document to support low risk full -scale development (6.4 ) and procure
ment . The LR provides an abbreviated procedure for acquisition of low value items and will be used in lieu
of the ROC when applicable .
a . Purpose of LR - The LR is used for itemsmeeting the following criteria :
low unit cost
low risk developmental or commercial items
total RDTE expenditures will not exceed $ 1 million
procurement costs will not exceed $ 2 million for any one fiscal year
or $ 10 million for the 6 -year program period .
b. Preparation of LR - The LR is jointly prepared and authenticated by the combat developer and
materiel developer , approved by HQ TRADOC (DCSCD) and HQ DARCOM . The approved LR will be forwarded
to Headquarters , Department of the Army (DAMO - RQR ) for information and will be listed in the next revision
to the Catalog of Approved Requirements Documents (CARDS).
2-25 . SYSTEM DOCUMENTATION
Prior to the start of an acquisition cycle , documentation must be prepared and approved by higher
authority . This documentation consists of one of the following :
a . Mission Element Need Statement (MENS)
b . Decision Coordinating Paper (DCP)
C. Defense Program Memorandum (DPM )
d. Army Program Memorandum (APM )
2-26 . DECISION COORDINATING PAPER (DCP)
The DCP is an OSD acquisition decision recording document that presents rationale for starting , con
tinuing, reorienting , or stopping a development program at each critical milestone in the acquisition cycle
of major weapon systems. It identifies the objectives, conditions, and issues pertinent to each decision and
assesses important factors that influence the decision . It is the official document that records the decision
of the Secretary of Defense (SECDEF). The DCP defines the Army's latitude in managing major programs
which are subject to Defense System Acquisition Review Council (DSARC) review . The DCP establishes
approved thresholds of cost (research and development , acquisition , and life cycle o vnership ) , performance ,
and schedule acceptable to OSD and HQDA . It is the principal discussion document at an ASARC / DSARC
review . After SECDEF approval, the DCP constitutes a contract between OSD and the Army.
In keeping with its nature as a summary document, the DCP normally will not exceed 20 pages.
A special Task Force or the Materiel Developer will normally prepare the initial Draft Decision
Coordinating Paper in the Conceptual Phase . The DCP will be updated throughout the acquisition cycle to
keep it current.
2-16
2-27 . DEFENSE PROGRAM MEMORANDUM (DPM)
The DPM is a document similar in purpose to the DCP . The general scope and content is the same as
the DCP ; however , the DPM is considerably shorter, normally not more than 10 pages. The DPM may be
designated for a program of special interest to OSD , but not of sufficient importance to warrant a Defense
Systems Acquisition Review Council (DSARC ) review. The DPM is initially prepared by the Materiel
Developer . Upon receipt by the Army Staff of a requirement for a DPM , DA will determine whether the DPM
entails a program which will be major or nonmajor to the Army. If the program is determined to be major ,
the DPM will be reviewed by the Army Systems Acquisition Review Council ( ASARC ) and will be prepared and
processed the same as for a DCP per AR 70-27 .
2-28 . ARMY PROGRAM MEMORANDUM (APM)
The APM is the same as the DPM in content, scope , purpose , format, and length . The APM is used
by HQDA to manage programs deemed by the Army to be major , and program approval authority rests with
the Army (i.e. , neither DCP or a DPM has been required ). The responsibilities and procedures for pre
paring and staffing the APM are the same as for the DCP , except that the APM is approved by the Vice Chief
of Staff Army . When approved, the APM is then a contract, between HQDA and the materiel developer,
concerning the conduct of the program . AR 70-27 , Outline Development Plan / Development Plan /Army
Program Memorandum /Defense Program Memorandum / Decision Coordinating Paper Appendix B will be
used as a point of departure for establishing format unless otherwise directed by HQDA .
2-17
SECTION 5 - The Materiel Acquisition Decision Process
2-29 . AR 70-1 .
Army Regulation 70-1 , Army Research , Development and Acquisition , 1 May 1975 , establishes the
basic framework for research, development and acquisition of new systems and equipments. The ultimate
objective is to acquire these systems and equipments at minimum total cost and with adequate performance
to meet operational requirements and capable of being effectively manned and supported in any environment .
The research , development and acquisition activities are directed toward development efforts in response to
DA Operational Capability Objective ( OCO) and Letter of Agreement (LOA ) and developing materiel which
satisfies the Required Operational Capability ( ROC ) and the Letter Requirement ( LR ) . This directive also
defines appropriate level reviews for weapon systems in development, i.e. , Major Programs, Defense
Systems Acquisition Review Council ( DSARC ) / Army Systems Acquisition Review Council ( ASARC ) and for
Nonmajor Programs , the In - Process Review ( IPR ).
2-30 . MAJOR PROGRAMS.
Systems which qualify for DSARC review are:
Major Programs,
Programs which are critically important to the Army ,
Programs which are expensive (programs which have an estimated RDTE cost in excess of
$75M or an estimated procurement cost in excess of $ 300M (DODD 5000.1 )
Programs which are complicated , and
Programs which are controversial or for any other reason should involve Army top
management.
Designation of major Army systems considers ( 1 ) OSD designation of DCP/DSARC systems , (2) sig
nificance of the added operational capability , (3) the level of interest expressed or anticipated (Congressional,
-OSD , SA or CSA ) , (4) overall resource impact, ( 5) relationships to other programs and materiel developers ,
and ( 6) requirements for cooperation with other DoD components and allied governments .
2-31 . DEFENSE SYSTEMS ACQUISITION REVIEW COUNCIL (DSARC).
A council within the Office , Secretary of Defense to advise the Deputy Secretary of Defense . The
DSARC review provides information and recommendations to the Deputy OSD when decisions are necessary
on OSD designated major system acquisitions.
2-32 . ARMY SYSTEMS ACQUISITION REVIEW COUNCIL (ASARC ).
For the Army, the (Service ) Systems Acquisition Review Council (( S )SARC ) is the ASARC . The
ASARC review establishes the Army's recommended course of action on OSD designated major systems in
preparation for DSARC reviews and makes major decision on non -DSARC major acquisition programs.
2-33 . DSARC /ASARC I.
This review is held to determine whether or not the Conceptual Phase has been completed and whether
the program is ready to move into the Validation Phase . The presentation should relate to the LOA and the
DCP /DPM / APM specifically addressing issues and the viability of the thresholds . The review shall assure
that the proposed program is consistent with the DCP /DPM / APM . The operational, technical, scheduling ,
costs , procurement and program management considerations of indirect effects of the system should be
addressed . Upon completion of this review , the Functional Baseline is established (see Chapter 9 (Milestone I)
2-18
2-34 . DSARC / ASAR II .
This review is held to evaluate the readiness of the program to enter Full - Scale Development. The
presentation should satisfy whether ( 1 ) the system still satisfies a real military need , (2 ) the DCP /DPM / APM
thresholds are well defined and provide flexibility for engineering development, (3) system configuration and
performance specifications have been sufficiently develped , ( 4) risks have been reduced to acceptable levels ,
( 5) cost and schedule estimates are realistic , and (6 ) the management approach and program planning are
sound . Completion of this review establishes the Allocated Baseline . ( See Chapter 9 ) . (Milestone II)
2-35 . DSARC / ASARC III
This review is to develop a recommendation for the Secretary of the Army or SECDEF on transi
tioning a weapon system into a low rate initial production . Such production is authorized for the basic
purpose of obtaining a quantity of representative production items for OT III. Factors to be considered in
authorizing a low rate initial production of major systems involve a combination of test, development lead
time, economic factors and a production rate , consistent with retention of the management, engineering, and
production skills which are essential to program integrity and learning. This review will be conducted when
it has been determined that ( 1) the system still satisfies a military need , ( 2) DT / OT II have been accomplished
satisfactorily, ( 3 ) initial Producibility Engineering and Planning (PEP) have been sufficiently conducted to
indicate confidence in production planning , estimated costs and results, ( 4 ) development and production risks
have been identified , and (5) specifications, drawings and associated documents incorporating initial findings
of the development efforts are adequate for low rate initial production purposes . The system is type classi
fied : limited production . Under present DA policy , LP is only authorized under unusual circumstances .
2-36 . DSARC III /ASARC III
This review is held to develop a recommendation for the Deputy Secretary of Defense to approve a
weapon system for production . This review forms the basis for the decision to produce the system for
deployment. The presentation should satisfy the following: ( 1) the threat is credible, (2) test data and
analysis ascertain that technical uncertainties have been resolved, (3) engineering and operational systems
development and testing have been substantially completed, ( 4) schedule and cost estimates are credible,
(5) DCP / DPM / APM thresholds are sufficiently defined to ensure identification of major production program
variances , (6) production plans and personnel and logistics support plans are acceptable , and ( 7) specifica
tions, drawings, and associated documents are adequate for production. Completion of this review should
insure a complete , concise technical data package . ( For a check - list of milestones for DSARC / ASARC
reviews, reference AR 15-14 Systems Acquisition Review Council Procedures . ) (Milestone MI)
2-37 . NONMAJOR SYSTEMS
During the life cycle of nonmajor programs, In - Process Reviews (IPRs) will be held to review project
status and consider the developer's proposed course of action . The purpose of the IPR is to provide
recommendations , with supporting rationale , as a basis for materiel development decisions by the appropriate
level of authority . IPRs are intended to be forums where agencies responsible for participating in the RDTE
process can present their views and insure that they are considered during development, test, and evaluation ,
The materiel developer /mission assignee will normally exercise approval authority on the recommendations
of the IPR , unless otherwise designated by HQDA or where a non - concurrence occurs.
2-38 . IPRS IN THE LIFE CYCLE
The materiel developer , in consultation with the user, will determine the schedule for formal IPRs .
Formal IPRs are :
a. Validation IPR - This IPR will be held upon the completion of Advanced Development effort to
include DT /OT I results and after the materiel requirement has been approved. The purpose of this IPR is
to evaluate the additional information obtained during the Conceptual and Validation phases and to prepare
recommendations concerning entry into Full - Scale Development. This IPR review establishes the Allocated
Baseline .
2-19
b. Development Acceptance IPR - This IPR follows completion of DT II and OT II. The purpose is
to evaluate the military utility of the system as a result of Full - Scale Development activities and to recom
mend initial production actions . The results of DT and OT will be included in the IPR agenda and discussed
by the testing agencies during the IPR.
C. Production Validation IPR - The purpose of this IPR is to evaluate the utility of the system as a
result of development and operational testing of initial production items and to prepare recommendations
concerning full - scale production and type classification . This IPR will normally be conducted only when
OT IIa has been required for nonmajor programs or OT IIa results reveal that initial production items do not
satisfy required system specifications. Completion of this IPR insures an adequate technical data package .
2-39 . OTHER IPRS
a. Special IPR - This IPR may be directed by the materiel developer or Deputy Chief of Staff for
Research , Development, and Acquisition (DCSRDA ) when other formal IPRs are not appropriate . Any
member agency may request consideration of the requirement for a special IPR . Normally the validation
and the development acceptance IPRs will be the minimum required .
b. Informal IPR Informal IPRs may be convened by the materiel developer at his discretion or when
requested by a member to review project status and determine an appropriate course of action when a formal
decision is not required .
2-40 . NON - DEVELOPMENTAL ITEMS
Non - developmental items are those items available for procurement to satisfy an approved materiel
requirement with no expenditure of RDTE funds for development, modification , or improvement. They
include those items that may have been procured for test and experimentation with RDTE funds . The
Materiel Acquisition Decision Process (MA:DP) review applicable to nondevelopmental items is the special
IPR.
2-41 . PRODUCTION READINESS REVIEW ( PRR)
A production readiness review is a formal review , supported by a series of incremental evaluations

to determine :
whether a system or equipment under development is ready for efficient and

economical quantity production,
if adequate planning for the production phase has been accomplished, and
whether engineering problems encountered during development have been

resolved ,
This requirement is applicable to full - scale development phase contracts when the processing
activity advises that a Production Readiness Review is to be accomplished. The review will be scheduled
and conducted by the primary activity . The contractor shall participate in planning for and accomplishment
of the review and will provide necessary technical support and data required for review purposes . The
contractor is not required to prepare any special data or reports for this review but must make available
information that is prepared and used within his production management system . (See Chapter 10)
2-20
SECTION 6 - Testing to Support Decision Making
2-42 . TEST AND EVALUATION ( T & E ) .
Testing is conducted throughout the materiel acquisition process to:
demonstrate how well the materiel system meets its technical and operation requirements;
provide data to assess developmental and operational risk for decision making ;
verify that the technical, operational and support problems identified in previous testing have
been corrected ; and
insure all critical issues to be resolved by testing have been adquately considered .
The two principal basic test categories are:
(1 ) Development Testing (DT ) and
(2) Operational Testing ( OT ) .
Figure 2-3 shows the relationships of the DT and OT (I , II and IIa) to the materiel acquisition phases
and identifies the appropriate supporting documents , Coordinated Test Programs, hardware configurations
and the associated decision reviews . This discussion is per DAP 70-21 which must be revised per new
AR 1000-1 .
2-43 . DEVELOPMENT TESTING (DT ) .
Development Testing (DT) is that test and evaluation conducted to:
demonstrate that the engineering design and development process is complete,
demonstrate that the design risks have been minimized ,
demonstrate that the system will meet specifications, and
estimate the system's military utility when introduced .
DT is planned , conducted , and monitored by the materiel developer. An independent evaluation of DT

will be presented directly to the ASARC or IPR . DT is accomplished in factory ( contractor ) laboratory
( proponent materiel developer) and proving ground environments , Test and Evaluation Command , ( TECOM )
and includes engineering design testing and human factors testing to demonstrate a satisfactory technical man
( soldier ) -machine interface using qualified experienced operators and crews and support maintenance per
sonnel . The DT accomplished shall be adequate to insure that engineering is reasonably complete; that all
significant design problems ( including compatibility ; interoperability ; safety ; reliability , availability , main
tainability and supportability considerations) have been identified ; and that solutions to the problems have
been developed .
a . Development Test I (DT I) - DT I is conducted early during the validation phase to demonstrate
fundamentally that technical risks have been identified and that solutions are in hand . Components , sub
systems , brassboard configurations or advanced development prototypes are examined to evaluate the potential
application of technology and related design approaches prior to entry into full - scale developments .
2-21
Il
1
MILESTONES CYCLE
LIFE
MATERIEL
DEVELOPMENT
SCALE
FULL PRODUCTION
LIMITED PRODUCTION
SCALE
|FULL
PHASES CONCEPTUAL VALIDATION
/
OPERATIONAL
REQUIRED )(LR
REQUIREMENT
LETTER
REQUIREMENT OCO L
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)(OFOA
LETTER )(ROC
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(OAP
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6.1 DEV
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ADVANCED 6.4
DEVELOPMENT
ENGINEERING DEPLOYMENT
PROGRAM RES 6.2
DEVELO
ENGINE
DEVELO PMENT
PMENT
ED MODELS
PRODUCTION
FIRST PRODUCTION
SCALE
FULL
HARDWARE EXPERIMENTAL ADVANCERING MODELS
PROTOTYPES
2-22
CONFIGURATION PROTOTYPES PROTOTYPES
DEVELOPMENT DEVELOPMENT PRODUCTION

MENTS TESTI IITEST TESTING
EXPERI
LAB
OT
DT
TESTING TESTS
FEASIBILITY OPERATIONAL OPERATIONAL O
-N
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TESTI II
TEST EVALUATION
Ila
'O T
lla
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ASARCI IIASARC III

ASARC IIASARC
PROGRAM
MAJOR SEC III III
DSARC
DSARCI II
DSARC DSARC
REVIEWS DEF
DEVELOPMENT PRODUCTION
VALIDATION ACCEPTANCE VALIDATION
NON
PROG
MAJ REVIEW
CRDA
(IPR
)REVIEWS )(VAL )( EVA
D )(PV
LP STD CON OBS

TYPE
CLASSIFICATION
b . Development Test II - DT II provides final technical data for determining the system readiness for
transition into production . DT II measures the technical performance (including RAM , surety , compatibility ,
inter - operability , safety and supportability considerations) of the item/system and the associated support
equipment and development training and maintenance test support packages . All development testing during
engineering development is planned as one integrated test cycle requiring maximum exchange of test data by
the contractor , materiel developer and the DT II test organization .
2-44 . OPERATIONAL TESTING ( OT ) .
OT is that test and evaluation conducted to:
estimate the prospective system's military utility , operational effectiveness , and operational
suitability ( including compatibility ; inter - operability ; safety ; reliability, availability , and
maintainability and logistic supportability ; operational man (soldier )-machine interface and
training requirements ), and need for modifications ,
. provide information on organization , personnel requirements , doctrine , and tactics , and
provide data to support or verify operating instructions , publications , and handbooks .
OT will be accomplished by operational and support personnel of the type and qualifications of those
expected to use and maintain the system when deployed , and will be conducted in as realistic an operational
environment as possible. All OT is the responsibility of and is manged by the Operational Test and Evaluation
Agency (OTEA ). It is normally conducted by OTEA for major and selected nonmajor systems , and by
TRADOC , Army Strategic Appraisal (ASA ) or other designated operational testers for other nonmajor systems.
An independent evaluation of OT will be presented directly to the ASARC or IPR . OT will be accomplished
within controlled field exercises and to the maximum extent possible using TOE troop units and support main
tenance personnel in tactical scenarios . An initial phase of OT will be accomplished prior to the first major
production decision to provide a valid estimate of expected system operational effectiveness and suitability
( including compatibility ; inter -operability ; safety ; reliability , availability , maintainability ; and logistic
supportability and training requirements ).
a . Operational Test I (OT I) - OT I is a test of hardware / software configuration and training package of
a system or component to provide an indication of military utility and worth to the user . The testing should
identify critical issues , report areas that should be addressed in future OT and identify new ones for sub
sequent testing. OT I is conducted during the validation phase on brassboard configurations or developmental
prototypes or advanced development prototypes to provide data leading to the decision to enter full - scale
development.
b . Operational Test II (OT II) - OT II is the test of engineering development prototype equipment prior
to the initial production decision . The test's goal is to estimate an item / system's military utility , operational
effectiveness , and operational suitability in as realistic an operational environment as possible . The test
objectives are based on critical issues which are best examined by elements of/or complete Table of Organ
ization and Equipment ( TOE ) troop units in controlled field exercises.
2-45 . DT IIa /OT IIa .
Only a limited number of design refinements may remain to be completed after DT II/01 m . The
acceptability of permitting production prior to verifying even this limited number of refinements will be
reviewed at Milestone III . Substantive deficiencies (deficiencies involving major reengineering or which
would make the item unacceptable for deployment) ordinarily will preclude advancing into production and
will require deficiency corrections and a retest ( DT IIa/OT IIa) to verify that corrections have been made and
the system is suitable for deployment.
2-23
Results of DT II/OT II and DT La /OT Ila are used in updating the Acquisition Plan , the Qualitative
i
and Quantitative Personnel Requirements Information (QQPRI), Basis of Issue Plan (BOIP ), and the advanced
training plan .
2-46 . OTHER TESTS
Because of the uniqueness of the materiel, or the status of the materiel , other testing may be
required . Some of these are :
Product Improvement Program Testing ,
Non - developmental Item System Testing ,
Force Development Testing and Experimentation (FDTE) ,
Technical Feasibility Testing (TFT),
Operational Feasibility Testing (OFT) ,
Innovative Testing ,
On - Site User Testing (OSUT), and
Supportive Testing
a . Product Improvement Proposal (PIP ) Testing - Testing and evaluation for a PIP involving research
and development will be similar to that for acquiring new materiel except the testing is directed towards the
new performance envelope . Testing will be performed to demonstrate improved performance characteristics
and the impact on other interface materiel (redundant testing for information already available is prohibited ).
Appropriate DT and OT planning will be incorporated in the CTP .
b . Non -Developmental Item / System Testing - Non - developmental items/ systems are required to
undergo test and /or evaluation prior to type classification unless a definitive decision is made that previous
testing and other data provides sufficient evidence of acceptability . If the mission assignee, in coordination
with the operational tester , determines that prior testing is insufficient, then such items will undergo a
complete or partial DT /OT II, DT /OT IIa , as appropriate . (Other testing may satisfy the requirements of
DT IIa ) .
C. Force Development Testing and Experimentation (FDTE ) - FDTE will be used during the
conceptual phase to develop the concept of employment , determine operational feasibility , estimate the
potential operational advantage of a proposed system and assist the combat and materiel developers in the
development of Letters of Agreement (LOA). FDTE supports the materiel acquisition process by providing
information at decision reviews and by providing data to assist in the development of materiel requirements
documents .
d. Technical Feasibility Testing (TFT) - Technical feasibility testing is the responsibility of the
materiel developer and provides test data for a technical evaluation and assessment of items/ systems
developed by another Service , foreign nation , or a commercial firm . The results of this testing may provide
for a new Letter Requirement (LR ) , LOA or ROC , modification to the OAP , AP, or the initiation of a PIP .
TFT may be evaluated by the decision review as qualifying for DT I.
e .Operational Feasibility Testing (OFT) - OFT is a limited category of FDTE conducted by the
user (approved by HQ DA ) to permit an operational evaluation of systems developed by another Service,
foreign nation , or a commercial firm to provide input for a new LOA , ROC , or LR , modification to an OAP,
AP, or initiation of a PIP .
2-24
f. Innovative Testing - These tests are conducted with command control funds, personnel and
equipment to provide information on the feasibility of a concept or system for which a requirement may exist ,
provide evaluation of a concept , determine future military needs, or examine commercially available equip
ment. Innovative test requirements are normally developed by the combat developer. These tests may lead
to the development of a new LOA or ROC, the initiation of a PIP , or a formal FDTE proposal .
g. On - Site User Testing (OSUT) - OSUT is performed to insure that certain items/ systems (not
being acquired for the Army in the field ) are ready for operational use . OSUT is accomplished to verify
that the organization , logistics, and training are adequate by determining that the system will meet the
operational requirements and by identifying the benefits and /or burdens of the system . OSUT has objectives
similar to DT/OT II and is conducted on equipment at the operational site . The user will determine the need
for and will conduct OSUT prior to type classification standard .
h. Supportive Testing - Other types of testing classified under Supportive Testing which are
accomplished with DT and OT are :
Reliability , Availability , and Maintainability (RAM )

Climatic Testing
Operational Climatic Testing
Environmental Impact Testing and Assessments
Computer Program Testing
Electronic Warfare (EW Signal Intelligence (SIGINT) Vulnerability Testing)
Electromagnetic Compatability (EMC) Testing
Safety Testing
2-47. COMBINED DT/OT
OT will be independent from DT and will normally be conducted separate from DT . However, DT
and OT may be combined where separation causes delay involving unacceptable military risk or an unaccept
able increase in acquisition costs. When DT and OT are combined , the agency responsible for the conduct
of testing will insure that the combined DT /OT is so planned and executed that the necessary DT and OT
information is provided . Combined DT /OTmay be dictated when it is necessary to share such resources
as: a limited number of test items, instrumentation and operating personnel, facilities, POL , or other
test support resources . When constraints dictate combining DT and OT, the degree to which testing is
combined will be kept to a minimum . DT and OT test designs are prepared and test results are evaluated
independently , regardless of the degree of combined testing.
2-48 . COORDINATED TEST PROGRAM (CTP )
The CTP is the key management document for assuring that all appropriate testing accomplished by
the contractor, proponent materiel developer, TECOM , and the operational tester is properly planned ,
coordinated , conducted , analyzed and reported. The management document identifies required testing and
test personnel and organizations, materiel, facilities, troop support, logistic support, and funds for imple
menting the test program . Its preparation , coordination , distribution and updating are the responsibility
of the materiel developer . Its preparation , coordination and concurrences involve the materiel developer
operational tester , the trainer , the combat developer , and the logistician . The CTP is updated at each
decision point to address the appropriate DT and OT to be accomplished during that specific phase of the
materiel acquisition process. The CTP is used to plan , coordinate and integrate the scheduling of all tests
for an item / system . It contains all DT and OT and any other testing required; as such , it provides a
complete testing perspective permitting tailoring of DT and OT. The CTP identifies the critical issues to be
examined through testing and the planned testing to resolve these issues. It provides for the assurance that
DT and OT design plans will be coordinated so that each test cycle requires minimum resources and yields
the maximum data to satisfy the common needs of the operational tester. It also provides the development
and operational testers and evaluators criteria against which their tests will be designed and the data
evaluated. The CTP is submitted to the appropriate headquarters (ASARC or IPR approval level) for review ,
resolution of any nonconcurrence and approval. It is summarized and becomes Section IV of the Acquisition
2-25
Plan (AR 70-27) . Guidance pertaining to preparation of the CTP is in DA PAM70-21 .
1
2-49 . TEST INTEGRATION WORKING GROUP ( TIWG)
A TIWG is a formally chartered organization chaired by the Materiel Developer and having as a
minimum membership (with authority to act for their respective commands/activities ) from the Combat
Developer , the Logistician , the Operational Tester, the Materiel Developer and when appropriate , the
contractor. The primary purpose of the TIWG is to provide a forum for direct communication to facilitate
the integration of test requirements and speed - up the CTP coordination process . The objective of the TIWG
is to reduce costs by integrating testing to tme maximum extent, eliminate unnecessary redundant testing
and facilitate the coordination of test planning , interchange of test data and utilization of test resources to
achieve cost effective testing,
The principal guidance documents for testing are AR 70-10 , Test and Evaluation During Development
and Acquisition of Materiel , AR 71-3 , User Testing and DA Pamphlet 70-21 , Research and Development the
Coordinated Test Program ( CTP) .
2-50 . LIMITED PRODUCTION / PRODUCTION
In unusual circumstances limited production may be authorized as Milestone III . Strong justification
must be presented to the ASARC /IPR to support this exception to normal policy . The extent of subsequent
testing and the decision process leading to approval of subsequent full - scale production will be determined at
Milestone III . Successful completion of DT II /OT II and Milestone III approval permit production at rates
based on manufacturing efficiency , operational demand , and resource availability . Initial production items
will be used for production tests and follow - on evaluation as necessary . Production will not , however , be
suppressed to await completion of follow - on evaluation nor will deployment await conclusion of this evaluation .
2-26
SECTION 7 - Work Breakdown Structure
2-51 . WORK BREAKDOWN STRUCTURE
The WBS is prepared during the Conceptual Phase and is initially included in the Outline Acquisition
Plan (OAP ). It defines the product to be developed , and is used throughout the Acquisition process . The
Work Breakdown Structure (WBS) is a product oriented family tree composed of hardware, data , services
which result from project engineering efforts during the development and production of defense materiel
items , and which completely defines the project / program . A WBS displays and defines the products to be
developed or produced and relates the elements of work to be accomplished to each other and to the end pro
duct . The WBS provides a consistent and visible framework that facilitates:
A more effective management and technical base for planning and assigning management and
technical responsibilities by operations within those Governmental offices responsible for the
acquisition of defense materiel items and those contractors furnishing the items.
More consistent control over and reporting the program and status of engineering and other
contractor efforts , resource allocations, cost estimates , expenditures , and procurement
actions throughout the development and production of defense materiel items.
The Work Breakdown Structure is covered by MIL - STD - 881 (See Figure 2-4 ) .
2-52 . WBS DEFINITIONS
There are four types of Work Breakdown Structures:
Summary Work Breakdown Structure
Project Summary Work Breakdown Structure
Contract Work Breakdown Structure
Project Work Breakdown Structure
a . Summary Work Breakdown Structure (Summary WBS) - A Summary Work Breakdown Structure
consists of the upper three levels of a WBS prescribed by MIL- STD - 881 and having uniform element terminol
ogy , definition and placement in the family tree structure . Summary WBS has been organized within the
following categories of defense materiel items :
(1) Aircraft System
(2) Electronics System
( 3) Missile System
( 4) Ordnance System
( 5) Ship System
(6) Space System
( 7) Surface Vehicle System
b . Project Summary Work Breakdown Structure (Project Summary WBS) - A Project Summary WBS
is a summary WBS tailored to a specific defense materiel item by selecting applicable elements from one or
more summary WBS ( s ) or by adding equivalent elements unique to the project.
2-27
SIMPLIFIED EXAMPLE OF A WORK BREAKDOWN STRUCTURE
LEVEL
1 MISSILE
WEAPON SYSTEM
Ta
2 LAUNCHING MISSILE GUIDANCE & TRAINING
PLATFORM CONTROL SET
nh
3 PROPULSION RE - ENTRY BALLISTIC SYSTEMS ENG

ENGINE VEHICLE SHELL
NOSE FIRST SECOND INTERSTAGE EQUIPMENT

FAIRING STAGE STAGE SECTION
de
5 INSTRUMENTATION POWER CABLE DOCUMENTATION

MISSILE SECTION
ASSEMBLY ASSEMBLY
Elec. Eng . This illustration represents

Mech . Eng .
WORK the segment of the total
Mfg. project network which
PACKAGES Testing
pertains to Instrumentation .
NFC. TEST
E. ENG .
G
NFC
ENEG.
EN
.
N. .
E. ENG. TEST
Figure 2-4
2-28
c . Contract Work Breakdown Structure (Contract WBS) - A Contract WBS is defined as the complete
WBS for a contract , developed and used by a contractor in accordance with MIL -STD - 881 and the contract
work statement . The Contract WBS comprises the selected project summary - WBS elements included in the
contract and those extensions by the contractor that cover the lower levels of the WBS .
d . Project Work Breakdown Structure ( Project WBS) - The Project WBS is defined as the complete
WBS for the project, containing all WBS elements related to the development and /or production of the defense
materiel item . The Project WBS evolves from the Project Summary WBS extended to include all contract
WBS ( s) and equivalent WBS ( s ) resulting from DOD in-house efforts . The Project WBS is to be completed prior
to the initiation of production .
e . Work Breakdown Structure Element - A Work Breakdown Structure element is a discrete portion
of a Work Breakdown Structure . A WBS element may be either an identifiable item of hardware, set of data ,
or a service .
2-53 . PRELIMINARY PROJECT SUMMARY WBS
Normally , a preliminary Project Summary WBS will be accomplished in accordance with MIL - STD - 881
by a DOD component as the result of system engineering conducted during the conceptual phase . This system
engineering identifies the category of defense materiel item and summary level WBS elements considered to
be most suitable to satisfy the operational needs . The WBS is included in the RFP normally to level 3 .
During the Validation Phase , the contractor will expand the WBS to further define the system product in
depth . The preliminary project summary WBS is not intended to be constraining . Rather, it is intended
that contractors be encouraged to propose alternatives and to exercise initiative and creativity to provide an
improved final product. The WBS for engineering development as a whole should be oriented toward hard
ware or product rather than toward function as the statement of work in the proposal and the resulting
contract will be itemized in accordance with this WBS .
2-54 . CONTRACT WORK BREAKDOWN STRUCTURE
Only one WBS is used in each RFP and ensuing contract. The DOD component structures a prelimin
ary individual contract WBS by selecting those elements of the approved project summary WBS which apply
to that contract. He organizes these elements into a framework which supports the approved project
summary WBS and the objectives of the development.
a. Contractor Alternatives - During the Validation Phase, contractors may propose alternatives
to the selected WBS elements for the proposed contract in order to enhance the effectiveness of the contract
WBS in satisfying the objectives of the particular project. The contractor has complete flexibility in
extending the WBS to reflect how his work is to be accomplished assuming lower elements to be meaningful
product or management oriented lower indentures of a higher - level element. Particular attention should be
given to insure the correlation of lower levels of the contract WBS to contract line items, end items of the
contract data items, work statement tasks, the requirements of configuration management and the specifi
cation tree which is a hardware oriented WBS.
b. Level for Project Control - The lowest level of the contract WBS for project planning , control
and support is that necessary to reach manageable units of functional tasks and reflects the way the work is
actually being performed by the contractor or Governmental agency .
2-29
C. Level for Configuration Management - The lowest level of the contract WBS for configuration
management is that level necessary to identify all configuration items on contract .
d. Establishment of Contract WBS - During the Validation Phase , the project summary and contract
WBS will be established initially at the award of the development contract and extended during development.
While separate WBS ( s) may be used for development and production , the same WBS element nomenclature
and definition , as well as preparation guidelines prescribed by MIL - STD - 881 should be used for both struc
tures to insure correlation .
e. Operational Phase - While the prescribed summary WBS ( s) do not apply during the operational
phase , elements of the summary WBS should be used to the maximum extent possible when a life cycle project
WBS is required. Elements in the operational phase project WBS should be directly relatable to the hard
ware breakdown used in acquisition .
2-55 . WORK PACKAGES
Where the work breakdown structure defines the goals and objective to the lowest element of control,
the work package defines the work required by each functional organization responsible for the performance
of work . Work packages constitute the basic " building blocks " used by the contractor in planning , controlling
and measuring contract performance in accordance with DOD Instruction 7000. 2 " Performance Measurement
for Selected Acquisitions" and DOD 7000. 2H Handbook , " Requirements of the Cost/ Schedule Control Systems
Criteria (C /SCSC ). " A work package is simply a lower level task or job assignment. It is a specific task
to be accomplished such as a drawing , a design , a piece of hardware , or a service. It contributes to the
achievement of one item on the work breakdown structure and falls within the responsibility of one operating
organization .
2-56 . WORK PACKAGE CHARACTERISTICS
In order to be effective for planning and controlling work, work packages should have the following
characteristics :
They relate to specific job assignments .
They have clearly defined starting and ending points .
The work content is adequately delineated and can be clearly distinguished from all
other work packages.
Their completion is based on accomplishment of a specific event which is representative

of the effort designated by the work package and is reconcilable to other contract
objectives .
Their size and duration are consistent with the nature of the task to be accomplished.
They are limited in time duration so as to minimize the need to use estimates ,
arbitrary formulas or other less objective means of determining the status of
work in - process .
Each is the responsibility of a single organizational element at a level low enough in

the contractor's organization to provide clear identification of problem areas when
necessary .
They contain clear indication of the manner in which they are to be measured , including
technical objectives to be achieved , if applicable .
They contain budgets in terms of dollars , manhours , both dollars and manhours, or
other measurable units .
2-30
2-57. COSTING - OF - WORK PACKAGES
Figure 2-5 shows the lowest level end items in a work breakdown structure and the work packages
for one of the items. The work packages are shown in the dotted blocks ; thus , number 51,649 is a work
package consisting of Design and Review . All costs are obtained for the end item Steering Differential
Planetary Unit by combining all the costs for all the work packages that contribute to it.
a . Summary Numbers - Summary numbers shown are part of the account code structure which is a
completely structured numbering system so that the digit and its position conveys considerable information
about the subdivision the digit represents . When personnel work on the Steering Differential Planetary Unit,
they should charge all costs to 51,649 , 82 , 538, 71,649 or 32,639. The sum of these charges will be the
cost of the Steering Differential Planetary Unit, 11, 431. The total costs for the Planetary Unit 11,430 are
obtained by combining the costs of all subdivisions of 11, 430 namely in this case, 11, 431 , 11 , 432, plus
the remaining subdivisions of 11,430 . Work package refers to costs for labor and materials
b . Work Package Number - Digits within a work package number can represent different functions ,
skills , organization , etc. For example , in work package number 51,649, the " 5 " may represent a design
function . The digit " 1" may refer to a particular skill; the third digit " 6 " may refer to location , the fourth
and fifth digits to materials and so on . This approach permits cost collection in a horizontal (functional)
basis in addition to the previously mentioned vertical or summary number approach .
2-31
PACKAG
WORK
AND
STRUCTU
BREAKD
WORK ER
O
OF
RELATION
p ";
VEHICLE
AMPHIBIOU
PURPOSE
SPECIAL S
10,000
VEHICLE ARMA
LIGHT MENT
11,000 12,000
GEAR
RUNNING ENGINE TRANSMISSION
11,100 11,300 11,400
ASSE
G
, EARMBLY
SHAFT UNIT
PLANETARY NUMBER
SUMMA
HOUSING
11,410 11,420 11,430
2-32
END
ITEMS
STEERING
OUTPUT
FINAL
DIFFERENTIAL PACKAGE
WORK
UNIT
PLANETARY
UNIT
PLANETARY NUMBERS
CHARGE
11,431 11,432
HT
7 T
SETUP
,TEST
1 EST
WORK DESIGN !SETUP
SHO P FABRICATION I
,I NCOR
ANALYS
PACKAGES REVIEW !
PUR CHASING ASSEMBLY 1
TEST
REVISIONS
U
51,649 82,538 1 71,649 32,639
2-5ure
Fig
SECTION 8 - Type Classification
2-58 . SCOPE
All Service elements having the responsibility for development, procurement, authorization , and
support of items including kits, sets , or assemblages , or any combination of the foregoing , that constitute
a system intended for issue as a separate item , are concerned with Type Classification and Reclassification .
Army elements comply with AR 71-6 , " Type Classification /Reclassification of Army Materiel. "
2-59 . OBJECTIVES
The type classification / reclassification process is designed to :
Identify status of an item based on coordinated DA decision after careful consideration of all
relevant facts and assignment of type classificatio .. designations as a unit of measure for
the qualitative assessment of service materiel.
Provide a basis for planning and accomplishing the procurement, issue , maintenance,
and support of an item throughout the life cycle of the item to include final disposal.
Provide for the recording of the status of an item in relation to its overall life history
as a guide to procurement, logistical support, and readiness reporting.
2-60 . TYPE CLASSIFICATION DESIGNATIONS
The four (4 ) type classification designations are : (a) ' Limited Production , ( b) Standard ,
(c) Contingency , and ( d ) Obsolete .
a. Limited Production (LP ) - An item of materiel required for testing , or other special use where a
specified small quantity will be procured without further intent of additional procurement of this item under
this classification . Items under this classification may be required :
(1) To meet urgent operational requirements that cannot be satisfied by a standard item .
(2) To test specified quantities of materiel prior to classifying them Standard (STD ).
(3) To maintain low rate initial production for a specified time.
(4) To maintain an established production line at the most economical rate between
final delivery of test models and first delivery of STD production models .
b. Standard - An item / system of materiel which is acceptable for the mission intended and for
which a decision has been made to introduce the item into inventory . This designation includes items which
have been or are being replaced by new STD items but are still acceptable for the intended mission .
c. Contingency (CON ) - An item of materiel which no longer satisfies service operational require
ments but which has a residual value for use in training or contingency stock .
d. Obsolete (OBS) - An item of materiel which is no longer required or acceptable for service use .
e. New Terminology Versus Old Terminology - Figure 2-6 relates the new terminology of type
classification / reclassification to the old terminology .
2-33
CLASSIFICATION
TYPE
NEW
LIMITED
STANDARD CONTINGENCY OBSOLETE
PRODUCTION
)
L
(P STD
(
) )
CON
( OBS
(
)
IN
O
)(: LDCLUDES
2-34
DT -A
STD T
&
C Cha
No nge
LP
-
U STD
B
-
T
-
LP
2-6
Figure
2-61 . RESPONSIBILITIES
In the Army, the Assistant Chief, Force Development has overall Army Staff responsibilities for
policies , procedures, and monitoring of type classification / reclassification. The Mission Assignee Agencies
(DARCOM , USASA , TSG ) review type classification / reclassification recommendations submitted by sub
ordinate commands, or other agencies, to assure conformance with instruction criteria and to verify the
correctness of data prior to submittal to higher authority.
2-62 . DECISION POINTS / TYPE CLASSIFICATION /RECLASSIFICATION
Responsibility for type classification is separately designated for major and non -major systems.
a. Major System Type Classification - Type classification of major systems as Limited Production
(LP) or Standard (STD ) is the responsibility of an Army Systems Acquisition Review Council ( ASARC ) . An
ASARC may type classify a major system to Contingency ( CON ) or Obsolete (OBS) concurrently with type
classification of a new STD system . Otherwise, subsequent type classification of major systems to CON or
OBS is delegated to the mission assignee agency .
b. Non -Major System Type Classification - Mission assignee agencies are delegated authority to
type classify / reclassify all non - major systems (except those specifically designated for approval by HQDA)
based on the recommendations of an In - Process Review ( IPR ) . If the materiel developer and the user cannot
agree on type classification of an item after the IPR , the IPR minutes with the issue sufficiently documented
will be forwarded to HQDA for type classification action by ACSFOR.
2-63 . IMPORTANCE OF TYPE CLASSIFICATION
Type classification of materiel should be the rule rather than the exception . Every non - expendable
item of equipment separately authorized , all Class V , and certain high density military type expendable
(e.g. , combat rations, intrusion detectors, barrier equipment) for use by the Army in the field and / or
requiring supply and maintenance support by the Army logistics system should be type classified . This
includes materiel for which support by the Army logistical system is desirable ( economical) or mandatory .
a. Relation to Life Cycle - All type classification / reclassification actions represent critical decision
points in the life - cycle of any materiel type because classification / reclassification decisions not only impact
on current- day Army, but have far reaching implications on the Army of the future . The decision to enter
production is especially critical, as this decision commits large sums of investment capital for production
facilities and constitutes a commitment to quantity production .
b. Prerequisites - Prerequisites to type classification are In - Process Reviews (IPRs) , Tests and
Audits . IPR and tests were discussed previously and audits are discussed in Chapter 10 .
2-35
!
|
CHAPTER 3
CONTENTS OF THE TDP
SECTION 1 Description of Supplies or Services Being Procured
SECTION 2 Technical Aspects of the TDP
SECTION 3 TDP for Non - Developmental Items
This chapter describes the contents of the Technical Data Package ( TDP ) but first,
in Section 1 , it gives a general description of the various documents used in the pro
curement of supplies or services .
In Section 2 the technical aspects of the TDP are discussed with emphasis on the
fact that the TDP should contain all data necessary for use by the contractor and the
sub - contractors to produce the item .
As some items will be procured off- the - shelf, a short description of the TDP for
non - developmental items is included in Section 3 .
A detailed examination of the documents that comprise the TDP will be given in
the next four chapters.
3-1
SECTION 1 - Description of the Supplies or Services Being Procured
3-1 . IMPORTANCE .
The description of the required supplies or services is a critically important element of the procure
ment request. ! rom the statement of what is required , the other elements of the procurement proceed : the
method of procurement is determined , the source list is compiled , the contract terms and conditions are
selected , the work is performed , and the results are evaluated . If the description is defective or inconsistent ,
the Government may find itself embroiled in a tangle of legal and administrative problems. Increased contract
price , substandard supplies, delays in delivery , litigation of disputes , and additional administrative cost to
the Government are some of the results of an inadequate specification .
The applicable specifications and related documents should accompany the procurement request to the
contracting activity . If this is not possible , they should be made available in time for solicitation of bids or
proposals. The contracting officer must make sure that they (or instructions on where to obtain or examine
them) are included in the solicitation . If a model is referenced , the solicitation should also state where it
may be inspected .
This Section will discuss the use of:
Specifications, Standards, Drawings ,
Models and related Solicitation Data ,
Purchase Descriptions,
Bid Samples and Descriptive Literature ,
Work Statements for R & D Procurements , and
Work Statements for Maintenance and Technical Services Contracts .
3-2 . SPECIFICATIONS , STANDARDS , AND DRAWINGS,
a. Definition and Use
Specifications are clear and accurate descriptions of the technical and other requirements established
for the supplies or services being procured . In many cases they also spell out procedures for determining
whether the requirements have been met. Items for which there is a repetitive demand are described by
standard specifications known as Federal and Military specifications. Seldom - used items are sometimes
defined by a more informal purchase description ; this , too , sets forth the essential characteristics and
functions of the supplies or services. A purchase description is also used when it is impracticable or
uneconomical to prepare a specification .
While specifications cover the material requirements for an item , standards and other documents pre
pared for the procurement may establish engineering and technical limitations and applications. For example ,
3-2
standards may be available that specify engineering practices that are needed to achieve interchangeability of
parts or the desired degree of uniformity in materials . New standards prepared by the Military Departments
are issued as Federal or Military standards , as appropriate .
It is not always possible to define the desired attributes of an item with a written description . A
drawing, on the other hand , can show physical relationships and dimensions with greater precision . It often
gives a complete picture of the item and its part which can be easily grasped by the contractor . For this
reason , drawings may be incorporated by 'reference in a number of Federal and Military specifications; they
may also be used as part of purchase descriptions. But drawings are not used in connection with all specifi
cations . Essentially, what they do is show design ; thus , they have less application to performance specifica
tions since they describe the requirement in terms of how it must perform .
Formalized specifications are available in two listings : the Index of Federal Specifications, Standards
and Handbooks, and the military Department of Defense Index of Specifications and Standards . Both indices
are valuable references for determining what specifications are currently available. They are issued annually ,
with bi -monthly supplements for the intervening period. Each index is available through the normal distribu
tion channels of military activities ; the public can purchase them from the U.S. Government Printing Office ,
Washington , D. C.
b. Federal Specifications
Federal specifications cover materials , products , or services used -- or expected to be used by at

least two Federal agencies ( at least one of which is civilian ). The General Services Administration super
vises their preparation and issuance . With a few exceptions, Federal specifications are concerned with com
mercial type items .
GSA assigns the preparation of Federal specifications to various Federal agencies . It may assign
responsibility for preparing certain Federal specifications to DOD ; this must have the concurrence of the
Assistant Secretary of Defense (I& L) . The assignment includes responsibility for :
(i) Development and coordination of the specification with other interested Federal agencies and
with industry .
( ii) Conversion of an interim Federal specification ( see below ) to a Federal specification .
( iii) Amendment and revision of an existing specification , as necessary .
When a DOD activity establishes a need for a new , revised , or amended Federal specification , it may
request GSA to prepare one. If no such project has yet been assigned , GSA may assign the task to DOD or a
civilian agency , as appropriate .
As mentioned above , Federal specifications are coordinated with all interested activities before
issuance. An interim Federal specification , however , is prepared and issued by a single agency -- usually
to cover an immediate procurement need . The interim specification is intended for final processing as
either a new or revised Federal specification .
Federal specifications are identified by a three -part legend. The first part , one or more capitalized
letters, denotes the commodity group to which the specification relates. The second part, a single capital
ized letter , is the first letter of the specification title. The third , a number , denotes the serial number
within the commodity group. A small letter following this number denotes a revision . For example,
QQ - A - 351c is the " QQ " group covering metals; Class " A " denotes " Aluminum Alloy ''; Number " 351 " indicates
the specific item( s) of this class ; and " c " points out that it is the third revision . Interim specifications are
identified by a double " O '' prefixed to the serial number and by a suffix designating the issuing office . Thus
AA -A - 00351C (GSA - FSS) is an interim specification for the alloy issued by the GSA .
3-3
c. Military Specifications
Military specifications cover materials , products , or services used solely or predominantly by the
Military Departments ( as opposed to civilian agencies ). Coordinated Military specifications cover items of
interest to two or more Departments and are coordinated with all Departments. Limited coordination Mili
tary specifications are prepared and issued by a single Department. They satisfy an immediate procure
ment need of that Department or govern items that are of interest to it alone . If they are coordinated with
all Military Departments , they become full Military specifications. A Military specification , when published ,
supersedes others published for the same item by the Military Departments.
Military specifications are identified by a three - part symbol: (i) the letters " MIL , " (ii) a single letter ,
which is the first letter of the first word in the title , and (iii) a serial number . Example : MIL- H- 8775,
covering " Hydraulic System Components, Aircraft. " Limited coordinated Military specifications are iden
fied by the addition of the initials of the Departmental activity that developed them.
DAR /ASPR 1-1202 provides that Federal and coordinated Military specifications that apply to the sup
plies or services it buys must be used by DOD . Certain exceptions apply . DOD may determine that a
Federal specification is inapplicable for its use . And either Military or Federal specifications need not be
used for the following unless required by Departmental instructions:
(1 ) Purchases incident to research and development.
(2) Purchase of items for test or evaluations.
(3) Purchases of laboratory test equipment for use by Government laboratories.
(4) Purchases of items for authorized resale except Military clothing.
( 5) Purchases of items in an amount not to exceed $ 2,500 .
(6) Purchase of one - time procurement items.
( 7) Purchases of items for which it is impracticable or uneconomical to prepare a specification

or where the purchase involves a privately developed item and the provisions of DAR / ASPR
1-304 ( Procurement of Privately Developed Items) are complied with .
( 8) Purchases for construction when nationally recognized industry and technical source specifi
cations and standards are available (DAR / ASPR 18-107 discusses specifications to be used in
construction contracts ) .
d. Specifications for Construction Procurements
In construction procurement, materials and equipment will be described , when possible , by specifica
tions and standards generally known to the industry . The purpose of this is to assure compatibility between
the requirement and industrial practices and resources . If these standards and specifications are not suit
able , appropriate Federal and Military documents will be used . In cases where neither industrial nor
Government specifications and standards are practicable, the construction contractor is required to adhere
to good commercial practices .
e. Adequacy of the Specifications and Drawings
As a basic rule , specifications should set forth only the minimum requirements of the Government.
Procurements can then be made at the lowest price obtainable , consistent with the actual needs and the funds
available . To put it another way , the specifications should describe what is required , not what is desired .
Clear and accurate specifications are essential to effective procurement. Conflicting or ambiguous
requirements are likely to be interpreted against the Government since it supplied the specification . The
order of priority and the limitations of different documents should be clearly stated ; they should establish,
3-4
in the event of conflict , (i ) whether specifications have priority over drawings , (ii) the relation of general
specifications to detailed specifications, and ( iii ) the applicability of other contract documents that describe
the supplies . The Order of Precedence clause (DAR/ASPR 7-104.56) may be used to provide a contractual
description of the desired priority. The solicitation should also make clear what particular issue of a
specification governs ; specifications having the same general title are revised from time to time.
While specifications should be clear and complete , they should not contain conditions that unreasonably
restrict competition . To illustrate : the specification once used for the procurement of a commercial grade
of refrigerator required a magnetic door latch . This type of latch was a standard feature on only one of the
dozen or so commercially available products . As a result, it kept all but one manufacturer from bidding on
the procurement. The other firms were not interested in undertaking the engineering and retooling necessary
to incorporate the change in their products. Requirements like this not only restrict competition , they can
also lead to costly delays in awarding a definitive contract. This can happen , for example , if a contractor
whose product is restricted by unnecessary requirements protests to higher authority .
f. Modifying Specifications
As noted in Chapter 1 , successful procurement demands coordination of the many elements involved .
This coordination is especially important with regard to specifications. The contracting officer and other
contracting personnel do not determine specification requirements . But they are obliged to point out to the
initiating activity and technical personnel any indefinite , inaccurate , and restrictive conditions . They must
then work with these groups to correct the conditions . They may contribute to successful procurement in
other ways , too. To illustrate : a contracting officer received a request for the purchase of 70,000 pounds
of chemically pure oxalic acid . Drawing on his knowledge of chemicals and the intended use for the material
he questioned the need for chemically pure oxalic acid and suggested that a commercial grade might be
satisfactory. The technical personnel agreed to the change and the cost was reduced by $18,000 .
In more complicated procurements , contracting personnel may not have the technical background to
suggest changes in specifications. Throughout the negotiation process , however , they should be alert to the
possibility of recommending revisions of specifications to the requiring activity in ways that will reduce
costs , speed up deliveries, or improve quality .
g. Timing the Release of Specifications in the Development Production Cycle
Procurements are initiated and contracts are placed at several points in the life - span of a complex.
item. As an item moves from research and development into production , it can be defined and described
more precisely . Research investigations , for example , are commonly procured on the basis of flexible
often broad and general -- work descriptions. These give the contractor a great deal of freedom in conduc
ting the investigation . During the early developmental stages of an item , too , work descriptions and specifi
cations are comparatively general. By the time the production stage is reached , however, it is expected
that firm plans and specifications ( TDP) will be available . Often these are prepared by the development
contractor and approved by the Government. They are then released so that production quantities may be
procured competitively .
Many factors , both technical and contractual , must be considered in planning for and timing the release
of production specifications. The government benefits by having the equipment that is finally installed or
placed in operation reflect the latest technological improvements. Thus , the tendency is to delay the release
of specifications as long as possible. This guarantees that they are accurate and complete that they do ,
in fact, reflect the most advanced technology . The number of changes to the procurement request before
award , and to the definitive contract after award , are thereby reduced .
But delaying the release of specifications has a serious drawback. Assume that delivery of production
quantities for service use has been set for a fixed date . The later the specifications are released, the less
time there will be to award a contract and complete production . And when contractual lead time is limited ,
competitive solicitation may be hindered . Intial production quantities may have to be obtained on a sole -
source basis from the development contractor. This permits any necessary engineering and testing to con
tinue concurrently with actual production . But it has a major disadvantage : because of the lack of competi
tion , the Government may have to pay higher prices for initial production quantities. Thus planning early in
3-5
the development / production cycle is necessary to make specifications ready for competitive solicitation .
This usually means that suitable data must be required as part of the development contract. Care should be
taken at that time to determine what data will be needed to support a competitive procurement and when it will
be needed to be of most benefit to the Government.
h. Availability of Specifications , Standards, and Drawings
Unclassified Specifications and standards that are listed on the Department of Defense Index of Specifi
cations and Standards ( DODISS) are stocked at the Naval Supply Depot at Philadelphia . Normally , they are not -
furnished with the solicitation ; rather , the solicitation states how these specifications and standards may be
! acquired . Unlisted specifications and standards are usually furnished with the solicitation , unless they are
too bulky or the supply is inadequate . In the latter case , the solicitation states how they may be obtained or
where they may be examined .
3-3 . MODELS AND RELATED SOLICITATION DATA ,
The Government sometimes makes equipment models , technical manuals, or photographs available to
sources during the solicitation period . These disclose additional data that contractors may need to evaluate
the procurement. Manuals or photographs can often be supplied with the solicitation package , but it is
usually not possible to furnish models of the equipment. These are generally made available , at places
stated in the solicitation , for examination by interested companies.
Equipment models should be exhibited at as many locations as possible throughout the country . Other
wise , the expense of traveling to a display site may limit competition . The purchasing activity , field inspec
tion offices , and regional small business offices are often used as display sites . It may be desirable to brief
personnel at these locations so that they will be able to answer questions from contractors . To avoid con
fusion , equipment models and related solicitation data should be checked for consistency with drawings and
specifications.
3-4 . PURCHASE DESCRIPTIONS.
A purchase description is permitted under the following circumstances : (i ) for items for which no
specification exists , ( ii ) for some small purchases , and (iii) for one - time purchases. Other circumstances ,
contained in DAR / ASPR 1-1202 b) , have previously been described in paragraph 3-2c . It should not be used
repetitively for procurements over $2,500 if the item is suitable for description by a specification . Instead ,
a specification should be initiated and prepared under the procedures outlined in paragrahp 3-2 above.
Purchase descriptions , like specifications , set forth all the essential requirements for the item . They
should be clear , accurate , and nonrestrictive . Only when the characteristics of the item cannot be described
adequately should the " brand name or equal " method of description be used for example , when there is not
enough time to prepare a detailed description , a " brand name" means a recognized commercial product re
ferred to by the manufacturer's name or catalog, model , or type number. To limit restrictiveness , all
known and acceptable brand name products should be referenced in the soliciation. Salient characteristics of
the referenced brand name product( s ) should also be stated . In addition , sources should be given the oppor
tunity to offer items other than the named brands under the " or equal" provision. However , a bidder
must clearly identify the products he claims are equal to the brand name product. He must provide data that
-- used with other information available to the procuring activity will permit it to decide whether the
offered product is equal . Purchase Descriptions are further discussed in Chapter 4.
3-5 . BID SAMPLES AND DESCRIPTIVE LITERATURE ,
a. Bid Samples
A bid sample is a sample that the bidder furnishes to the procuring activity with his bid . The Govern
ment does not require a sample as a rule . But it may (in accordance with DAR / ASPR 2-202.4 ) if a sample
is needed to show minor characteristics of the product -- such as color or pattern that cannot be ade
quately described in the specifications. Justification for requesting a sample must be recorded in the
3-6
1
contract file unless the applicable formal specifications ( Federal , Military , or other) require it
( DAR /ASPR 2-202 . 4c) .
When bid samples are requested , the invitation should clearly state (i ) the number , size , and quantity
of samples needed ; ( ii) why they are needed ; and ( iii ) the characteristics for which the samples will be
evaluated . It should also include a clause like that in DAR /ASPR 2-202.4 . This clause provides that a bid
will be rejected if the sample does not conform to the solicitation requirements . It also states that a late
sample will be handled as a late bid. The requirement for a sample can be waived if a firm has previously
furnished the same product to the purchasing activity and that product was found to comply with specification
requirements conforming in every material respect with those in the current invitation for bids . Before
granting a waiver , the contracting officer must determine that the product has been tested by the activity and
found to conform . The bidder has to identify the prior contracts in his bid .
An unrequested sample should be disregarded and the bid evaluated without it. But if the sample quali
fies the bid in any way , counsel should be consulted about whether the bid conforms or must be disregarded .
When required , a sample becomes part of the contract ; that is , the final product may be inspected against it
to determine whether the final product meets contract requirements.
b. Descriptive Literature for Bid Evaluation
The Government may require descriptive literature (cuts , illustrations , drawings , and brochures) for
evaluation of bids . This is literature furnished by a firm to aid the Government in determining the accept
ability of its product. It may show the product's characteristics or explain its operations. Descriptive
literature should be required only when it is needed to show that specifications and technical requirements
will be met . As with bid samples , justification for requesting descriptive literature should be placed in the
contract file unless the formal specifications themselves call for it .
When descriptive literature is required , the invitation should specify exactly what should be submitted
and how it will be evaluated and used . The invitation should also include a clause like the one in
DAR / ASPR 2-202.5 . This provides that the bid will be rejected unless the literature shows that the product
offered satisfies the invitation . It also states that literature submitted late will be handled as a late bid.
The requirements for descriptive literature may be waived for bidders who have furnished the product
before. But the bidder must state , in his bid, that the product is the same as one he previously offered or
furnished . He must also identify the earlier contract ( s ). As in the case of bid samples , the contracting
officer must determine that the product was tested for and met specification requirements like those for the
current contract. Unsolicited descriptive literature should be disregarded in evaluation for award unless it
is clear that the bidder intends it to qualify his bid. If , however , the bidder restricts disclosure of the ac
companying literature , his bid may be rendered non- responsive . This would be the case if the restriction
made it impossible to reveal either ( 1 ) the essential nature of the product offered or ( 2 ) the quantity , price ,
or delivery terms .
3-6 . WORK STATEMENTS FOR RESEARCH AND DEVELOPMENT PROCUREMENTS.
a. The Research and Development Categories
The DOD Research , Development, Test, and Evaluation (RDT & E ) Program is composed of eight major
categories : ( i) research , ( ii) exploratory development, (iii) advanced development, (iv) concept formulation ,
( v) validation , (vi) engineering development , (vii) operational systems development, and (viii) management
and support. Each category has different objectives which must be reflected in the work statement.
As used in DAR / ASPR , the term " research and development" normally includes only the first six of
these categories . However , some procurements may still be considered research and development, even
though they fall within the definitions of categories (vii ) and (viii) .
37
-...
(1) Research . Research , as defined by DOD , includes all effort directed toward increasing our
knowledge of our environment and the natural phenomena in it . It is not concerned with problems of imme
diate military importance . It is therefore relatively free of specific performance and delivery goals . No
hardware is produced . The results of the work are usually described in a report.
Solicitations for these procurements may merely outline broad areas of investigation then request
proposers to indicate the level of effort they feel is necessary to conduct the work. The quality of personnel
is often the most important factor in these programs . Therefore , the solicitations may request the names
and qualifications of the personnel whom the offeror proposes to assign to the contract. If the procuring
activity intends to name these personnel in the contract , it may want to make this known in the solicitation .
The procedure of naming personnel is sometimes used to ensure that employees mentioned in a proposal to
bolster its appeal are actually assigned to the program .
( 2) Exploratory Development. Exploratory development includes all effort directed toward the
solution of specific military problems , short of major development projects . Work statements for explor
atory development efforts may be more specific about procurement objectives and schedule requirements
than research statements are . But the scope of the work may still be controlled primarily by the contractor
proposing the level of effort, and the Government approving or adjusting it. The work statement also outlines
any hardware requirements anticipated in the procurement .
(3) Advanced Development . Advanced development includes all projects that have moved into the
stage of developing hardware for experimental or operational test. As appropriate , work statements for ad
vanced development draw on the earlier work done in exploratory development. Design criteria may exist.
The design and some components may have been selected . And other aspects of the work may have been
planned . The precise scope will depend on the status of the work at the time of solicitation . Line - item pro
jects and program control are exercised on a project basis .
( 4) Concept Formulation . Concept formulation describes the activities which precede a decision
to carry out engineering development or operational systems development, including comprehensive system
studies and experimental hardware efforts under exploratory and advanced development. Work statements
are , or are similar to, those for exploratory and advanced development . They relate to study , experimental
efforts , trade - off analyses , definition of performance parameters , and so on .
( 5) Validation . Validation includes those efforts to achieve or verify preliminary design and en
gineering concepts and to plan for managing the program including any contracts to be placed . Work state
ments are based upon preceding efforts or on existing knowledge or proven technical approaches. They de
fine the mission or performance parameters for the item or system to be developed .
(6) Engineering Development. Engineering development includes those programs that are being
engineered for service use , but have not yet been approved for procurement or operation . The work state
ments are likely to adhere closely to technical and program decisions current at the time. These decisions ,
in turn , will be based on analysis of the earlier work conducted in the program . Engineering development of
sufficient dollar value must go through a formal validation effort. For procurements of this type , validation
establishes a detailed work statement for the development effort to follow .
( 7) Operational System Development . Operational system development includes R &D effort di

rected toward development , engineering and test of systems ; support programs ; and vehicles and weapons
that have been approved for production and service employment. These programs, too , must go through a
contract definition if they are of sufficient dollar value .
( 8) Management and Support. Management and support encompasses research and development
effort that supports installations or operations required for general research and development use . Included
are test ranges , military construction , maintenance support of laboratories , and so forth . The procurements
in this category are not necessarily research or developmental in character . But they are needed to support
R &D work. Therefore , their work statements should be carefully fitted to the support task they will perform .
This requires close coordination between those responsible for the R&D effort and those who establish the
work statements for management and support procurements .
3-8
-
1
.
c. Phasing
While the formal validation procedure described above may not be equally useful for all R & D work , its
principle of thorough planning is . Procuring activities responsible for smaller projects should extract from
the validation procedure the planning and solicitation techniques that may be of value in their procurements .
The R &D process is often the most difficult aspect of procurement to manage. This makes it necessary to
develop methods and controls that will provide, at the earliest possible time, appropriate data for making
procurement decisions . Individual research and development projects frequently lie well beyond the present
state of the art and entail procedures and techniques of great complexity and difficulty. Under these circum
stances a contractor , no matter how carefully selected , may be unable to deliver the desired result. More
over , the job of evaluating his progress is often difficult . To protect the Government's interests , therefore ,
such a contract is frequently phased . Thus , R&D work is often divided into stages of accomplishment, each
of which must be completed and approved before the contractor may proceed to the next. For example , the
feasibility study , design study , and " breadboard model" phases of development, which are usually combined ,
may be separated into individual phases .
: :
The chief advantage of phasing is that it offers a safeguard against unsatisfactory performance , in that
it establishes milestones that permit periodic evaluation of the contractor's progress . The contracting of
ficer is assured that the contractor does not stray from the specified goals of the project and that his attempts
to reach them are fruitful . Unfruitful courses of action are stopped before they have gone too far . If a con
tract is phased , proposals should be solicited on this basis , since phasing means an extra expenditure of time
and administrative effort on the part of the contractor , and may cause him to revise his cost proposal.
Not all contracts , however , are amenable to phasing. The contracting officer must obtain the advice
and opinion of the cognizant technical personnel, first as to the need for phasing , and second with respect to
the ease with which the work can be divided into discrete stages. If arbitrary phases are established , evalu
ation of progress becomes distorted . For example , a certain project may consist of several tasks that must
proceed simultaneously , so that data obtained in each task can be utilized in the others . If each task is made
a separate phase , progress will be blocked by lack of data .
A project may also be segmented for fiscal reasons . This practice ( called incremental funding rather
than phasing) is used when there are not enough funds available in a given fiscal year to finance the project .
Incremental funding is also used when the project demands heavy funding, and the Government is unwilling to
tie up large sums of money all at once . Instead , the project work is divided into several shorter periods
(which coincide with funding periods) and the contractor is asked to submit his proposal on this basis . The
resulting contract is written for the entire project. But the initial funding is limited to the first period of
work ( or the funds the Department has available) . Additional funds, covering the remaining periods, are
obligated as the work progresses.
3-7 . WORK STATEMENTS FOR MAINTENANCE AND TECHNICAL SERVICES CONTRACTS.
a. Need for Clarity
For procurements of services and specialized requirements like technical manuals the work de
scription should be as specific as possible about the nature and extent of the services to be performed or the
item to be delivered . The contracting officer should make sure that the work statement included with the
purchase request is phrased in contractually correct language that is , language through which the desired
results can be obtained and the interests of both the Government and the contractor protected . Before the
statement is used in a solicitation , it should be reviewed by counsel, if necessary , to determine its legal
adequacy . Whenever possible , statements used on successful past procurements should be adapted for use on
current procurements .
b. Elements of the Work Statement
The elements of the statement of work will vary with the size and nature of the procurement. In gener
al, however , they should cover the following matters , as appropriate . A broad , nontechnical statement of
the nature of the work to be performed should be set forth initially . This should summarize the actions to be
performed by the contractor and the results that the Government expects . The various types or categories
3-9
of work should be listed (it may be desirable , in some cases , to indicate that this list is not all - inclusive ).
All further or amplifying descriptions of work contained in the contract will be covered by , or stem from , this
broad statement . Therefore it should be drafted carefully the wording should be clear , and the full extent
of the requirement should be covered .
In describing the requirement, the place or places where the work is to be performed should be set forth .
The " contract site " and the regions within which travel may be necessary should also be established . The
work statement should also list , by full title , all guides that tell how the work is to be carried out. And it
should explain their applicability and indicate where they may be obtained . Besides mandatory reference
material, the contractor may find it necessary to consult other resource information --- personal or published .
If such material is known to exist , the contractor should be advised where and how to obtain it.
A major aid in defining the work is establishing the personnel requirements that the Government con
siders necessary . The need may be for one technician only or for two hundred persons of varying skills.
Whatever the number , specific duties should be outlined , as necessary and practicable , and the total man
hours required should be estimated , where appropriate.
Closely related to the personnel requirement is the concept of phasing the work properly , that is , estab
lishing the sequence in which the work is to be performed . This permits the contractor to plan his personnel
and other requirements with maximum efficiency. It helps to prevent pricing distortions. And it allows the
Government to plan for adequate administration . If phasing is not advantageous when , for example , several
broad but definable areas of work must be performed simultaneously statements of these areas of work may
be developed instead . When either " phasing " or " areas" are utilized , they should be related to the personnel
requirements described above .
C. Technical Services for Training or Maintenance
In solicitations for the services of technical representatives for training others in the use of the equip
ment or maintenance of it , the specific equipments involved should be identified by (i ) name and model number
and ( ii) the contracts under which they were procured. When both factory services and field services are re
quired , they should be differentiated clearly and the requirement for each set forth . The echelon of mainte
nance should be indicated . When training is required , the scope of instruction should be outlined in detail.
The contractor should also b required to submit his plan for carrying it out .
d. Repair or Reconditioning of Equipment
Work specifications for the repair and reconditioning of equipment are furnished in the detail required .
However , the basic DAR / ASPR policy also applies here: no more than the Government's minimum needs
should be specified . Accordingly , the specifications should prescribe only the repair adequate to ensure that
the equipment will perform its mission safely and effectively. For many items , the requisite quality of repair
is implicit in commercial standards, making detail specifications unnecessary . In these cases a broad work
statement may be prepared . This would require the contractor to furnish all parts , materials , and labor
necessary to repair the item in accordance with the applicable commercial standard .
A more difficult problem is the pricing arrangement for the required work . If the scope of work can be
clearly defined , and its cost estimated with reasonable accuracy , a fixed - price arrangement should be used .
But it is not always possible to determine in advance the work necessary to restore equipment to a service
able condition . For this reason , a cost - reimbursement contract , or a time and materials contract, is more
commonly used to procure these services .
3-10
SECTION 2 - Technical Aspects of TDP
3-8 . DI- E -1115B.
The TDP for materiel, including systems , equipments , components , and associated repair parts , is
usually the result of the combined engineering effort for development and production . Ideally , the culmination
of this effort is achieved after successful completion of the Development Test (DT ) and the Operational Test
(OT) and /or by a Productibility Engineering and Planning ( PEP) program .
The technical data package contains all the descriptive documentation needed to ensure the competitive
reprocurement of a major item or component. The TDP should contain all data for use by the prime contrac
tor or his subcontractors to produce the item . It should contain sufficient information to establish an alter
native manufacturing source in fabricating , testing, qualifying and accepting the item . As listed on DI- E
1115B , the TDP should include but is not limited to the following : ( See Figure 3-1 )
Product Specifications,
Engineering Drawings and Associated Lists ,
Packaging Data Sheets,
Quality Assurance Data ,
Acceptance Inspection Equipment Drawings ,
Concurrent Repair Parts Lists ,
Special Production Tool Drawings ,
Other data as required .
Detailed discussion of each of these items will be given in the four chapters that follow . The interrelationship
of TDP documents are shown in Figure 3-2 .
3-9 . TECHNICAL ASPECTS.
The above documentation should adequately describe the following technical aspects of the product:
a. Specific requirements of the product in terms of detailed physical and performance characteristics
within the operational environment for which the product is intended .
b. Quality assurance provisions, including sampling plans and acceptance criteria , acceptance inspec
tion equipment, examinations, and tests to be conducted .
c. Preservation , packaging and packing data to insure adequate and economical preparation for delivery
and protection of the product from the time of production to time of deployment.
d. Manufacturing instructions or descriptions to insure that contractors in the general field of capability
can expeditiously initiate production of the item covered by the TDP .
e. Other requirements pertaining to the applicable phase of the life -cycle .
3-10 . TDP RESTRICTIONS .
The contents of a TDP will be governed by the degree of disclosure that is appropriate for the items to
be procured .
3-11
2. IDENTIFICATION NOIS) .
DATA ITEM DESCRIPTION
AGENCY NUMBER
1. TITLE
Technical Data Package Army DI -E- 1115B
DESCRIPTIONIPURPOST 1. APPROVAL DATE
1 May 1972
The Technical Data Package ( TDP ) called for by this data item 6. OFFICE OF PRIMARY
contains all the descriptive documentation needed to ensure RESPONSIBILITY
the competitive reprocurement of a major item or component . U SAMC - RD
6. DDC REQUIRED
APPROVAL LIMITATION
7. APPLICATION INTENREL ATIONSHIP

1 . This data item is related to the following data items :
DI - E - 1100 , Configuration Management Plan
DI - E- 1103 , Engineering Release Record REFERENCES
block 10 ) (Mandatory a ciled in
DI - E - 1104 , Specifications AR 70-27
DI - E- 1118 , Drawings , Engineering and Associated Lists MIL - S - 83490
DI - E- 1126 , Notice of Revision / Specification Change Notice MIL - STD - 490
DI - P - 1603 , Procurement Method Coding Document MIL -T - 60530
DI-R - 1712, Quality Engineering Supplementary Quality Assurance AMCR 70-46
Provisions MIL - STD - 789
2. Where Military Specification MIL - T - 60530 , is specified for MIL - STD -885
the preparation of TDP's the procuring activity should specify
if MIL - T - 50301 , "Technical Data ; Quality Control Requirements
For " , 18 applicable for the control of data quality . If MIL - T- MCSL NUMDERIH)
50301 is specified as a contract requi rement AMSL 11553 is
applicable .
10. PROP ANATION INSTRUCTIONS
Provide the Government with a complete TDP for manufacture of the item under competitive
procurement procedures . The TDP shall contain all data for use by the prime contractor
or his subcontractor ( s ) to produce the item . It should contain sufficient information
to establish an alternate manufacturing source in fabricating , testing , qualifying and
accepting the item . The TDP shall include
The TDP include ,, but is not limited to the following :
a. System and Development Specifications

b. Engineering Drawings and Associated Lists
C. Product Specifications
d. Concurrent Repair Parts Lists
e. Packaging Data Sheets
f. Quality Assurance Data
8. Special Production Tool Drawings
h. Acceptance Inspection Equipment Drawings
1. Other data as required .
FORM PAGE or WPAGES

DD I JUN 001664
Figure 3-1
3-12
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3-13
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3-2
a. Degree of Disclosure
The degree of disclosure will be dependent upon the interrelationships of such factors as :
method by which the item was developed and / or selected for operational use (military
developments , military adaptation of commercial design , commercial design ),
its technological nature or complexity ,
intended method of procurement ( competitive, negotiated , sole source , incentive , etc. ).
b. Scope and Depth
The scope and depth of the data will :
be sufficient to supplement the information already normally expected to be known by

qualified craftsmen and /or contractors in the related field , by the amount needed to
enable them to produce the defined item by hard tooling ,
depend upon the sophistication the item has reached during its development,
depend upon the intended use of the item , and
depend upon the potential for refinement of the data by further engineering for production .
Circumstances may necessitate the acquisition of materiel or components prior to complete devel
opment of the detailed TDP . In these instances, the technical requirements must be described in sufficient
detail, together with the required quality conformance inspections, to assure a high probability of success
for the manufacture of serviceable quantity production hardware .
3-11 BARRIERS
There are several barriers which restrict the use of technical data to achieve competition . If the
data has been developed at private expense or is protected by patents the data may not be available for com
petitive purposes . Similarly , if the circumstances are such that it is not cost effective to fund the start up
of a new production line , then the competitive data per se is irrelevant. However , if rights to technical data
are legally owned by the Government, and competitive savings are in the offing, it is incumbent upon mana
gers at all levels to take prompt and thorough action to plan for, report status of, review , and revise the
applicable technical data in such a way that it is available in a timely and suitable manner for scheduled re
procurements .
3-12 COMPOSITION
The technical data should be presented in the combination of formats best suited for clarity , econo
my , and change control. The most commonly used formats are ::
engineering drawings and associated drawing lists ,
specifications including Depot Maintenance Work Requirements (DMWR ) with referenced

standards and subsidiary technical documentation ,
Quality Assurance Provisions (QAPs or SQAPs) , reliability and parts /data ,
inspection equipment design data ,
models , special processes and descriptions of manufacture essential for manufacture of ap

proved items ,
3-14
special tools and fabrication data .
The data may be :
a full size document,
a microfilm copy ,
a record on magnetic or punched tape , or
combinations thereof.
3-13 . CONTROLS
The acquisition and description of TDPs are subject to the following controls .
a. Specifications
MIL -STD - 961 Outline of Forms and Instructions for the Preparation of Specifications and
Associated Documents
MIL -STD - 490 , Specification Practice
MIL - S- 83490 , Specification , Types and Forms
b. Engineering Drawings
Military Specification DOD - D - 1000B Engineering Drawings and Associated Lists
DOD -STD - 100C Engineering Drawing Practices
Legibility Requirements will meet MIL- D- 5480
c. QAPS
DARCOM Reg. 702-10 , Quality Assurance Provisions
d. Packaging , Packing , and Preparation for Delivery or Storage
MIL - STD - 129 , Marking for Shipment and Storage
MIL -STD -647 , Preparation and Use of Packaging Standards
MIL- STD - 726 , Packaging Requirements Code
MIL - STD - 834 , Packaging Data Forms , Instructions for Preparation and Use of
e. Marking
MIL - STD - 130 , Identification Marking of US Military Property
f. Microfilming and Photography of Engineering Technical Data and Related Documents , etc.
MIL -M- 38761 , Microfilming and Photographing of Engineering / Technical Data and Related
Documents ; PCAM Card Preparation , Engineering Data Micro - Reproduction System , General
Requirements for , Preparation of
3-15
SECTION 3 - TDP for Non - Developmental Items
1
The Technical Data Package for Non -Developmental Items will depend upon the type and complexity of
the item to be procured and the extent of the Government's requirements . Usually the Government will provide
the contractor with the performance requirements for the item desired . In turn, the contractor will supply the
Government with sufficient information to enable the operation and maintenance of the equipment. The amount
of information the contractor will supply will depend upon the terms of the contract.
In the procurement of Non - Developmental items, generally the Government will provide:
1. Product Specifications ( Performance requirements)

2. Quality Assurance requirements i.e. MIL-Q- 9858A
3. Test requirements
4. Material specifications
The contractor will furnish :
1. Drawings
2. Quality Assurance Plan
3. Special Production tools and drawings
4. Recommended Repair parts list
5. Packaging data sheets
Each procurement for non -developmental items must be tailored to the particular item involved . The
amount of information the contractor will supply must be stated in the contract.
3-16
CHAPTER 4
SPECIFICATIONS
SECTION 1 Requirements for Specifications
SECTION 2 Types and Forms of Specifications
SECTION 3 Sections of Specifications
SECTION 4 Description of Types of Specifications
SECTION 5 Purchase Descriptions
This chapter covers the various specifications which are instrumental in the
development of the Technical Data Package (TDP) and when appropriate , become part
of the TDP .
First, in Section 1 , the definition and requirements for specifications are dis
cussed .
Then in Section 2 , the various types and forms of specifications are described.
A detailed look into the sectional arrangement of the individual specifications is

made in Section 3 .
Section 4 describes the various types of specifications used for specific purposes
and at various phases in the life cycle.
In certain circumstances, a Purchase Description may be used in lieu of a

specification . These purchase descriptions are covered in Section 5.
4-1
SECTION 1 - Requirements for Specifications
4-1 . IDENTIFICATION
Progressive identification of the weapon system , its components, and parts is at the heart of the Techni
cal Data / Configuration Management System . Identification begins in the Conceptual Phase with an outline of
the system requirements given in the System Specifications. This specification with other documents forms
the Functional Configuration Identification (FCI) which delineates the Functional Baseline of the weapon system
1
life cycle management model. During the Validation Phase, the functional specifications are developed into a
more detailed set of primary configuration item Development Specifications which together with other documents
comprise the Allocated Configuration Identification (ACI). The ACI delineates the Allocated Baseline. The
development specifications in turn are steadily amplified during the Full - Scale Development Phase so that
complete drawings and design specifications in the form of Product Specifications are ready for release prior
to commencement of production . The Product Specifications together with other documents comprise the
Product Configuration Identification (PCI) which delineates the Product Baseline . This evolution of Configura
tion Identification / Technical Data just described is depicted in Figure 4-1 .
4-2 . DEFINITION
A specification is defined as a document intended primarily for use in procurement, which clearly and
accurately describes the essential technical requirements for items, materials , or services, including the
procedures by which it will be determined that the requirements have been met. Specifications for items and
materials may also contain preservation - packaging, packing, and marking requirements.
There are two military standards that establish the format and instructions for the preparation of
specifications:
a. MIL - STD - 961, 22 Sep 1975 Outline of Forms and Instructions for the Preparation of Specifications
and Associated Documents. This standard covers specifications for commodities (physical items), processes
( services and process methods ); and the control of weapons , systems and subsystems design . The specifica
tion for items shall cover as many items in the same general category as required in the same specification .
b. MIL -STD -490 , 30 October 1968, Specification Practices. This standard establishes the format and
contents of specifications for program peculiar items, processes and materials .
In 1978 an effort was made to combine the requirements of MIL - STD - 490 and MIL - STD - 961 into one
comprehensive set of requirements to facilitate the conversion of a program peculiar specification to a
military specification . However , this project was cancelled because:
The chance of a weapon system family of program peculiar specifications ever being con
verted into a military specification format was extremely remote ;
the combined standard would require extensive re - evaluation of existing system

management practices which would disrupt the progress that industry has made in
the last ten years to fully implement MIL - STD - 490 .
However , updating of both standards is being considered to eliminate where possible the
differing and conflicting requirements now existing between them in editorial, language , mat
practices .
The discussion of specifications in this section of the course book will be confined to
MIL - STD - 490 for program peculiar specifications.
4-2
EVOLUTION
CONFIGURATION
of
IDENTIFICATION
CONCEPTUAL VALIDATION -SCALE

FULL
PRODUCTION
DEPLOYMENT
and
DEVELOPMENT
PHASE PHASE PHASE
PHASE
SYSTEM
SPECIFCAT IONS
SIFICATIONS
DEVELOPMENT
SPECIFICATIONS
PRODUCT
DRAWINGS
and
USTS
STANDARDS
SPECIFICATIONS
and
4-3
U

BASE
LINE BASE
LINE LINE
BASE
4-1
Figure
4-3 . REQUIREMENTS
Technical Data / Configuration Management Identification / Specifications is to be prepared in

accordance with Military Specification MIL - S -83490 , Specifications , MIL - STD - 490 , Specification Practices ,
specification DoD - D - 1000B , Drawings and DoD - STD - 100C , Engineering Drawing Practices . Identification
information obtained from the contractors should be in accordance with the DoD 5000. 19L Acquisition
Management Systems and Data Requirements Control List,
Identification documentation should be prepared for each baseline required by AR 70-37 and will be
released on Engineering Release Record , DARCOM Form 1724R , and stored in the engineering documenta
tion archives maintained for the Command by the Engineering Documentation Function usually located in the
Procurement and Production Directorate . All changes to released documentation are to be processed in
accordance with prescribed Engineering Change Proposal (ECP) procedure described in Chapter 9 .
4-4
SECTION 2 - Types and Forms of Specifications
4-4 . TYPES OF SPECIFICATIONS
Specifications shall be of the following types and forms as specified . Normal usage of the various
types of specifications is shown in Table I (page 4-6 ) .
Type A - System Specification
Type B - Development Specifications

Type B1 Prime Item
Type B2 Critical Item
Type B3 Non - Complex Item
Type B4 Facility or Ship
Type B5 Computer Program
Type C - Product Specifications

Type Cla Prime Item Function
Type clb Prime Item Fabrication
Type C2a Critical Item Function
Type C2b Critical Item Fabrication
Type C3 Non - Complex Item Fabrication
Type C4 Inventory Item
Type C5 Computer Program
Type D Process Specification
Type E Material Specification
4-5 . FORMS
Specifications are to be acquired in one of the forms stipulated in MIL- S-83490 as determined by the
Project Manager and specified in the contract . The forms are:
Form 1 - Specifications to Military Standards:
Form la with maximum format control in accordance with all details of MIL - STD - 490
appendices.
Form lb with limited format control in accordance with section numbers and titles
of MIL - STD - 490 or MIL- STD - 961 .
Form 2 - Specifications to Commercial Practices with Supplemental Military Requirements .
Form 3 - Specifications to Commercial Practices. Form 3 specifications are not intended for
use in competitive procurement.
Form 2 specifications may be ordered when they are acceptable for the Government's intended use and offer
a price or delivery advantage over Form 1 specifications. Form lb specifications are ordered when rigid
paragraph numbering and specification structures are not required . When the Government's intended use
requires extensive control of paragraph content and format , Form la specifications are normally ordered .
4-5
TABLE I
SPECIFICATION TYPES VERSUS PROGRAM PHASES
PROGRAM PHASES
Prepared In Conceptual Validation Development

MIL - STD - 490 TYPES
Used In Validation Development Production
A. System Specification х х
B. Development Specifications
BI . Prime Item х
B2 . Critical Item х
B3 . Non - Complex Item х
B4 . Facility or Ship х
B5 . Computer Program х
Cla . Prime Item Function х
Clb . Prime Item Fabrication х
C2a . Critical Item Function х
C2b . Critical Item Fabrication х
C3 . Non - Complex Item Fabrication х
C4 . Inventory Item х х
C5 . Computer Program х
D. Process Specification х
E. Material Specification X
Figure 4-2
4-6
SECTION 3 Sections of Specifications
4-6 . SECTIONAL ARRANGEMENT OF SPECIFICATIONS
Specifications shall contain six numbered sections and appendices as required , titled and numbered
as shown below .
1. SCOPE
2. APPLICABLE DOCUMENTS
3. REQUIREMENTS
4. QUALITY ASSURANCE PROVISIONS
5. PREPARATION FOR DELIVERY
6. NOTES
APPENDLX
4-7 . GENERAL REQUIREMENTS FOR SECTIONS OF SPECIFICATIONS
Section 1 - SCOPE . General information pertaining to the extent of applicability of an item ,

material or process covered by a given specification and , when necessary , specific detailed classification
thereof, shall be placed in the appropriate subdivision of Section 1 of specifications. However , this section
shall not contain requirements properly part of other sections of the specification .
b. Section 2 - APPLICABLE DOCUMENTS. All and only those documents referenced in Section 3 , 4 ,
5 and Appendices of the specification shall be listed in Section 2 of the specification . If numerous , Section 2
may reference an appendix or other appropriate document containing a complete listing. References shall be
confined to documents currently available at the time of issuance of the current revision of the specification .
Figures bound integrally with the specification shall not be listed in Section 2 .
c. Section 3 REQUIREMENTS. The essential requirements and descriptions that apply to per
formance, design , reliability , personnel subsystems, etc. of the item , material or process covered by the
specification shall be stated in this section. These requirements and descriptions shall define , as applicable ,
the character or quality of the materials , formula , design , construction , performance , reliability , trans
portability , and product characteristics , chemical, electrical, and physical requirements , dimensions ,
weight, color, nameplates, product marking , workmanship , etc. This section is intended to indicate , as
definitely as practicable , the minimum requirements that an item , material or process must meet to be
acceptable. The Requirements section shall be so written that compliance with all requirements will assure
the suitability of the item , material or process for its intended purpose , and non - compliance with any require
ment will indicate unsuitability for the intended purpose . Only those requirements shall be specified that are
necessary and practicably attainable .
d. Section 4 - QUALITY ASSURANCE PROVISIONS . This section shall include all of the examinations
and tests ( by reference where applicable ) to be performed in order to ascertain that the product, material or
process to be developed or offered for acceptance conforms to the requirements in Sections 3 and 5 of the
specification . Section 4 shall be arranged in an orderly sequence which will indicate clearly which inspections
( examinations and tests ) apply directly to the process , material, items, or lots of items that were developed
or produced and which apply to requirements such as evaluation , qualification (see 4.3.9 ), preproduction
sample, pilot model, or pilot lot. The order of presentation of Section 4 material shall , insofar as
practicable , follow the order of requirements as presented in Section 3 of the specification , or alternatively
in the most logical order of conducting the examinations and tests listed .
e. Section 5 - PREPARATION FOR DELIVERY . This section is generally applicable to product

specifications only , and shall include applicable requirements for preservation , packaging , and packing the
item , and marking of packages and containers .
f . Section 6 - NOTES . Section 6 of specifications shall contain information of a general or explanatory

nature , and no requirements shall appear therein . It shall contain information , not contractually binding ,
designed to assist in determining the applicability of the specification and the selection of appropriate type ,
4-7
grade, or class of the item, such as additional supersession data , changes in product designations (grades,
class , etc. ) , standard sample (if required ), etc. This section should include the following , as applicable ,
1 in the order listed :
Intended use
Ordering data
Preproduction sample , pilot model, or pilot lot, if any
Standard sample , if any
Definitions , if any
Qualification provisions
Cross reference of classifications
Miscellaneous notes
g. APPENDIX AND INDEX
(1) General. Where required, Appendices and an Index may be included as an integral
part of a specification.
(2 ) Appendix . An appendix , identified by the heading ' APPENDIX ', is a section of

provisions added at the end of a specification. An appendix may be used to append
large (multi- page ) data tables , plans pertinent to the submittal of the item ,
management plans pertinent to the subject of the specification , classified
information or other information or requirement related to the subject item ,
material or process that would normally be invoked by the specification but would ,
by its bulk or content, tend to degrade the usefulness of the specification . In all
cases where an appendix is used, reference to the appendix shall be included in the
body of the specification .
(3 ) Index . An alphabetical index may be placed at the end of a specification to

permit ready reference to contents . Its use shall be limited to lengthy
specifications.
4-8
SECTION 4 - Description of Types of Specifications
4-8, FUNCTIONAL CONFIGURATION IDENTIFICATION ( FCI)
Throughout the program , the materiel comes first, Configuration Management follows. During the
Conceptual Phase , the first step is to define the materiel requirements through an FCI and the Configuration
Management Plan is then tailored to those requirements. The FCI is required on all items except those that
are privately developed. This identification will serve throughout a CI life cycle as a description of its re
quired functional characteristics . The FCI is the technical documentation for a configuration item which pre
scribes:
all essential system functional characteristics,
necessary interface characteristics ,
special designation of the functional characteristics of key configuration items, and
all of the tests required to demonstrate achievement of each specified characteristic.
The FCI is documented by functionally oriented specifications , prepared by the developing agency in accord
ance with Appendix I, MIL- STD- 490 . The FCI normally includes a Type A - System Specification supple
mented by other specification types as necessary .
4-9 . TYPE A - SYSTEM SPECIFICATION
This type of specification :
states the technical and mission requirements for a system as an entity ,
allocates requirements to functional areas, and
defines the interfaces between or among the functional areas .
Normally , the initial version of a system specification is based on parameters developed during the Conceptu
al Phase or an exploratory preliminary design period of feasibility studies and analyses. This specification
( initial version) is used to establish the general nature of the system that is to be further defined during the
Validation Phase . The system specification is maintained current during the Validation and Full - Scale
Development Phases, culminating in a revision that forms the future performance base for the development
and production of the prime items and subsystems ( configuration items) , the performance of such items
being allocated from the system performance requirements ( see Appendix I of MIL - STD - 490 for outline of
form ).
The most important parts of the Type A - System Specification are Section 3 requirements , in which
the requirements are spelled out in detail and Section 4 , Quality Assurance Provisions , in which the test and
evaluation requisites are defined .
4-10. REQUIREMENTS
Section 3 of the Type A - System Specification reflects the philosophy that a complete system is made
up of:
hardware,
supporting documentation , and
the personnel necessary to operate and support the system .
4-9
1
This section identifies the functional areas of the system ; the individual items of equipment that must be de
veloped; functional and physical interfaces between this system and other systems and between all functional
areas within this system ; performance and physical characteristics of the hardware; requirements for relia
bility , maintainability , availability , and transportability ; system design and construction requirements ;
standards of workmanship ; human engineering specifications; the supply - and -maintenance scheme to which
the design must conform ; maximum quantity and quality of personnel that can be economically allotted to its
operation and support ; and the maximum investment in training which the hardware should impose .
4-11. TEST AND EVALUATION
In Section 4 , Quality Assurance Provisions of Type A - System Specification , the tests a development
contractor must meet to demonstrate a successful development effort must be spelled out. The tests and
verifications should include item and component design evaluation and operational capability verification .
They should include reliability testing , engineering evaluation , qualification testing , installation testing and
checkout, and formal test verification of performance characteristics to demonstrate that item requirements
have been satisfied . The tests should be arranged in logical order for sequential performance .
4-12 . ALLOCATED CC NFIGURATION IDENTIFICATION (ACI)
An Allocated Configuration Identification (ACI) will be prepared during the Validation Phase by
the contractor prior to initiation of Full-Scale Development. An ACI normally consists of a series of
Type B specifications defining the functional requirements for each major configuration . These may be
supplemented by other types of specifications, engineering drawings and related data , as necessary, to
specify : ( 1) all of the essential Configuration Items (CI) functional characteristics , including delineation of
interfaces; (2 ) physical characteristics necessary to assure compatibility with associated systems, Configu
ration Items and inventory items; and ( 3 ) all of the tests required to demonstrate achievement of each speci
fied functional characteristic .
The ACI states basically the same type of requirements as the system does, but addressed to the
level of the Configuration Item . It is the basis for the development of the Configuration Item .
4-13 . TYPE B - DEVELOPMENT SPECIFICATIONS
Development specifications state the requirements for the design or engineering development of a
product during the development period . Each development specification should be in sufficient detail to
describe effectively the performance characteristics that each Configuration Item is to achieve when a de
veloped item is to evolve into a detail design for production . The development specification should be
maintained current during production when it is desired to retain a complete statement of performance re
quirements . Since the breakdown of a system into its elements involves items of various degrees of com
plexity which are subject to different engineering disciplines or specification content, it is desirable to
classify development specifications by sub -types as discussed below .
4-14 . CONTRACTOR EFFORT
The contractor entered the Validation Phase with a Functional Configuration Identification (FCI) which
was provided to him with the Request for Proposal (RFP). This FCI explicitly defined the objectives.
a. Additions to FCI
During this portion of the Validation Phase, each of the competing contractors will add to this
basic framework by :
preparing the Allocated Configuration Identification (ACI) consisting of Type B development

specifications for each major element of the system ,
listing the engineering critical and the logistics critical items each primary CI is expected
to contain ,
4-10
outlining plans for Producibility Engineering and Planning (PEP) ,
spelling out design and construction criteria , and
listing technical publications recommended to cover the equipment to be designed .
b. Categorization of Elements
In developing the ACI, the contractor allocates or categorizes the system elements into :
Prime Items,
Engineering Critical Items,
Logistics Critical Items,
Non - Complex Items,
Facility ,
Computer Program ,
Government Furnished Property ,
Inventory Items, and
Major Component List.
This categorization serves to categorize Configuration Management problems. A discussion of each of

these system elements and the specific type of specification used to describe them follows .
4-15 . TYPE B1 - PRIME ITEM DEVELOPMENT SPECIFICATION
Type B1 specifications are prepared in accordance with Appendix II of MIL -STD - 490 on each of the
major elements of the system . These specifications are applicable to a complex item such as a tank , missile ,
launcher equipment, fire control equipment, radar set, training equipment, an aircraft, and so on .
a. Single Item Development Program
7. The Prime Item development specification may be used as the functional baseline for a single
item development program or as part of the allocated baseline where the item specified is part of a larger
system development program . Normally , items requiring this type of specification meet the following
criteria :
the item will be received or formally accepted by the Procuring Activity on a DD Form 250,
provisioning action will be required ,
technical manuals or other instructional material covering operation and maintenance of

the items will be required, and
quality conformance inspection of each item , as opposed to sampling , will be required.
b. Contents of Prime Item Development Specifications
Prime Item Development Specifications include:
4-11
Interface Definition . The functional and physical interfaces (a) this item and other items
and ( b ) its major components within this item .
Major Component List. A complete list of all major components which comprise the item
with their identification documents arranged in an indentured relationship . Examples of
major components are: ( a ) a unit of an electronic set, ( b ) an engine for a vehicle, and (c )
a power drive for a rocket or missile launcher .
Government Furnished Property List. A list of Government furnished property which the
item should be designed to incorporate . This list should identify the property by reference
to its nomenclature , specification number, and / or part number .
Government Loaned Property List. A list of Government property which will be loaned to
the contractor .
4-16 . TYPE B2 CRITICAL ITEM DEVELOPMENT SPECIFICATION
Type B2 specifications are prepared in accordance with Appendix III of MIL -STD - 490 . A Type B2
specification is applicable to an item which is below the level of complexity of a prime item but which is en
gineering critical or logistics critical , and a specification must be proposed to control its development.
a. Engineering Critical Item
An item is engineering critical where one or more of the following applies :
the technical complexity warrants an individual specification ,
reliability of the item significantly affects the ability of the system or prime item to per
form its overall function , or safety is a consideration , and
the prime item cannot be adequately evaluated without separate evaluation and application
suitability testing of the critical item .
The contractor can only change a Type B2 Critical Item Specification through ECP procedure once the speci
fication is released. Although the number of Engineering Critical Items is likely to grow as development
progresses , it will be the Government's objective to eliminate Engineering Critical Items.
b. Logistics Critical Item
An item is logistics critical where the following apply:
repair parts will be provisioned for the item , and
the procuring activity has designated the item for multiple source reprocurement.
These Logistics Critical Items should be listed in the related prime item development specification during
the Validation Phase . The list should be broken down into parts indicating which of these conditions causes
each item to be logistics critical. The list will be incomplete when first developed , but will be added to and
kept current by ECP action during the life of the program .
4-17 . TYPE B3 - NON - COMPLEX ITEM DEVELOPMENT SPECIFICATION
Type B3 specifications are prepared in accordance with Appendix IV of MIL - STD - 490 . This type
of specification is applicable to items of relatively simple design which meet all of the following criteria :
During development of the system or configuration item , the non - complex item can be
shown to be suitable for its intended application by inspection or demonstration .
Acceptance testing to verify performance is not required .
4-12
Acceptance can be based on verification that the item as fabricated , conforms to the
drawings .
These specifications which fully identify them need not be completed until early in the Full - Scale Develop
ment period .
Examples are: special tools , work stands, fixtures, dollies , and brackets . Many such simple
items can be defined adequately during the development phase by a sketch and during production by a draw
ing or set of drawings. If drawings will suffice to cover all requirements , and unless a specification is re
quired by the Government procuring activity , a specification for a particular non - complex item need not be
prepared. However , when it is necessary to specify several performance requirements in a formal manner
to ensure development of a satisfactory item , or when it is desirable to specify detailed verification proce
dures, the use of a specification of this type is appropriate .
4-18 . TYPE B4 - FACILITY OR SHIP DEVELOPMENT SPECIFICATION
Type B4 specifications are prepared in accordance with Appendix V of MIL -STD - 490. A facility or
ship development specification is applicable to each item which is both a fixed (or floating ) installation and
an integral part of a system . Examples of facility / ship requirements are : basic structural, architectural ,
or operational features designed specifically to accommodate the requirements unique to the system and
which must be developed in close coordination with the system ; the facility or ship services which form
complex interfaces with the system ; facility or ship hardening to decrease the total system's vulnerability ;
and ship speed, maneuverability , etc. A development specification for a facility or ship establishes the re
quirements and basic restraints / constraints imposed on the development of an architectural and engineering
design for such facility or ship. The product specifications for the facility or ship are prepared by the
architectural / engineering activity , and their type and format are not prescribed by MIL - STD - 490 .
4-19 . TYPE B5 - COMPUTER PROGRAM DEVELOPMENT SPECIFICATION
Where computer programs are to be developed, Type B5 specifications are prepared in accordance
with Appendix VI of MIL - STD -490 . This type of specification is applicable to the development of computer
programs, and should describe in operational, functional, and mathematical language all of the requirements
necessary to design and verify the required computer program in terms of performance criteria. The
specification should provide the logical, detailed descriptions of performance requirements of a computer
program and the tests required to assure development of a computer program satisfactory for the intended
use .
4-20. TYPE C4 - INVENTORY ITEM SPECIFICATION
Type C4 specifications are prepared in accordance with Appendix XII of MIL - STD - 490 . This type
of specification identifies applicable items ( including their pertinent characteristics) that exist in the DoD
inventory and which will be incorporated in a prime item or in a system being developed . The purpose of
the inventory specification is to stabilize the configuration of items in the DoD inventory on the basis of both
current capabilities of each inventory item and the requirements of the specific application or to achieve
equipment/ component item standardization between or within a system or prime item . This puts the Govern
ment on notice as to the performance and interface characteristics that are required, so that when ECPs
for an inventory item are evaluated , the needs of the various applications may be kept in mind . If this is
not done, design changes may make an item unsuitable for the system . A separate inventory item specifica
tion should be prepared , as required , for each system , subsystem , prime item or critical item in which
inventory items are to be installed or which require the support of inventory items. The inventory item
specification is portrayed in Figure 4-3 .
4-21, PRODUCTION CONFIGURATION IDENTIFICATION (PCI)
The Product Configuration Identification ( PCI) will be prepared by the contractor during Full - Scale
Development. The product configuration identification (product baseline and approved changes ) will
4-13
INVENTORY
ITEM
SPECIFICATION
B
INVENTORY
ITEM
SPECIFICATION
E
for
SYSTEM
XYZ
4-14
GOVERNMENT
SUPPLY
4-3ure
Fig
normally include specification types C , D, and E ; engineering drawings and related data, as necessary , to
provide a set of documents adequate for the procurement, production, test, evaluation and acceptance of an
item without requiring further development work . This set of documents provides that technical descrip
tion which describes the required physical characteristics of an item ; the functional characteristics desig
nated for production acceptance testing ; and required acceptance tests . It is also known as the Technical
Data Package .
4-22 . PREPARATION OF PRODUCT SPECIFICATIONS
During the Validation Phase , Type B development specifications were completed to at least level
three of the work breakdown structure. New specifications must be completely developed as early as pos
sible in the Full - Scale Development period. First priority should be given to those for non - complex items,
with engineering critical items next in line . One single development specification for each prime CI should
be prepared listing all inventory items for that CI. Development specifications will not normally be required
for logistics critical items but when they are required , they should be prepared in accordance with
MIL- STD-490 .
In the Full - Scale Development Phase, the contractor uses the Type B specifications as a basis and
prepares a complete set of Type C , D, and E specifications. From this , a successful prototype can be
manufactured using production methods and can be supported in the field .
4-23 . TYPE C - PRODUCT SPECIFICATIONS
Product specifications are applicable to any item below the system level, and may be oriented
toward procurement of a product through specification of primarily function ( performance) requirements or
primarily fabrication (detailed design ) requirements . Sub - types of product specifications cover equipments
of various complexities or requiring different outlines of form .
a. A product function specification states (1 ) the complete performance requirements of the

product for the intended use , and (2 ) necessary interface and interchangeability characteristics . It covers
form , fit, and function . Complete performance requirements include all essential functional requirements
under service environmental conditions or under conditions simulating the service environment. Quality
assurance provisions include one or more of the following inspections; qualification evaluation, preproduction ,
periodic production , and quality conformance .
b. A product fabrication specification will normally be prepared when both development and pro
duction of the item are procured . In those cases where a development specification ( Type B) has been pre
pared, specific reference to the document containing the performance requirements for the item shall be
made in the product fabrication specification . These specifications shall state : (1 ) a detailed description
of the parts and assemblies of the product, usually by prescribing compliance with a set of drawings, and
(2) those performance requirements and corresponding tests and inspections necessary to assure proper
fabrication, adjustment, and assembly techniques. Tests normally are limited to acceptance tests in the
shop environment. Selected performance requirements in the normal shop or test area environment and
verifying tests therefore may be included . Preproduction or periodic tests to be performed on a sampling
basis and requiring service , or other environment may reference the associated development specification .
4-24 . TYPE C1 - PRIME ITEM PRODUCT SPECIFICATIONS
Prime item product specifications are applicable to items meeting the criteria for prime item de
velopment specifications ( Type B1 ) . They may be prepared as function or fabrication specifications as de
termined by the procurement conditions.
4-25 . TYPE C1a - PRIME ITEM PRODUCT FUNCTION SPECIFICATION
Type Cla specifications are prepared in accordance with Appendix VII of MIL-STD-490 . A type Cla
specification is applicable to the procurement of prime items when a " form , fit and function" description is
acceptable. Normally , this type of specification would be prepared only when a single procurement is
4-15
anticipated , and training and logistic considerations are unimportant.
4-26 . TYPE Clb -- PRIME ITEM PRODUCT FABRICATION SPECIFICATION
Type Clb specifications are prepared in accordance with Appendix VIII of MIL-STD-490. Type Clb
specifications are normally prepared for procurement of prime items when : a detailed design disclosure
package needs to be made available ; it is desired to control the interchangeability of lower level components
and parts ; and service maintenance and training are significant factors.
4-27 . TYPE C2 - CRITICAL ITEM PRODUCT SPECIFICATIONS
Type C2 specifications are applicable to engineering or logistics critical items, and may be pre
pared as function or fabrication specifications.
4-28 . TYPE C2a - CRITICAL ITEM PRODUCT FUNCTION SPECIFICATION
Type C2a specifications are prepared in accordance with Appendix IX of MIL- STD- 490 . A type C2a
specification is applicable to a critical item where the item performance characteristics are of greater con
cern than part interchangeability or control over the details of design , and a " form , fit and function " descrip
tion is adequate.
4-29 . TYPE C2b - CRITICAL ITEM PRODUCT FABRICATION SPECIFICATION
Type C2b specifications are prepared in accordance with Appendix X of MIL- STD-490 . A type C2b
specification is applicable to a critical item when a detailed design disclosure needs to be made available or
where it is considered that adequate performance can be achieved by adherence to a set of detail drawings
and required processes.
4-30. TYPE C3 - NON - COMPLEX ITEM PRODUCT FABRICATION SPECIFICATION
Type C3 specifications are prepared in accordance with Appendix XI of MIL - STD - 490 . A non
complex item product fabrication specification is applicable to type B3 items. Where acquisition of a non
complex item to a detailed design is desired, a set of detail drawings may be prepared in lieu of a specifica
tion .
4-31 . TYPE C5 COMPUTER PROGRAM PRODUCT SPECIFICATION
Type C5 specifications are prepared in accordance with Appendix XIII of MIL - STD - 490 . A type
C5 specification is applicable to the production of computer programs and specifies their implementing
media , i.e. , punch tape , magnetic tape , disc , drum , etc. It does not cover the detailed requirements for
material or manufacture of the implementing media. When two - part specifications are used , Type B5 shall
form Part I and Type C5 shall form Part II . Specifications of this type shall provide a translation of the
performance requirements into programming terminology and quality assurance procedures necessary to
assure production of a satisfactory program .
4-32 . TYPE D - PROCESS SPECIFICATIONS
Type D specifications are prepared in accordance with Appendix XIV of MIL -STD -490 . This type of
specification is applicable to a service which is performed on a product or material. Examples of processes
are : heat treatment, welding, plating, packing , microfilming , marking , etc. Process specifications cover
manufacturing techniques which require a specific procedure in order that a satisfactory result may be
achieved . Where specific processes are essential to fabrication or procurement of a product or material, a
process specification is used. Normally, a process specification applies to production but may be prepared
to control the development of a process .
4-16
4-33 . TYPE E - MATERIAL SPECIFICATIONS
1 Type E specifications are prepared in accordance with Appendix XV of MIL-STD-490 . This type of
specification is applicable to a raw material ( chemical compound ), mixtures ( cleaning agents , paints ), or
semi- fabricated material ( electrical cable , copper tubing ) which are used in the fabrication of a product .
Normally, a material specification applies to production but may be prepared to control the development of a
material .
This concludes the discussion of the various types of specifications. Next, the means of accounting
for specifications are discussed .
4-34. IDENTIFICATION AS A BASE
Configuration identification is used as the basis for configuration control and status accounting. A
permanent record of this documentation is maintained throughout the CI's life cycle . This identification is
the basis for preparation of technical, administrative, and management documents, e.g. , work breakdown
structures , technical reports and provisioning, that concerns or depends on a CI's configuration .
4-35, IDENTIFICATION COMPATIBILITY

i olisi
The functional, allocated, and product configuration identification should be mutually consistent and
compatible . If a conflict should arise between such identification , the order of preference is :
Functional Configuration Identification
Allocated Configuration Identification
Product Configuration Identification
4-36 . SPECIFICATION TREE
To show the indentured relationships between specification - type documents or requirements docu
ments independent of the assembly or installations relationships of the items specified , a schematic or
block diagram called a specification tree is used. A specification tree shows the dependence of specification
type documents on other specification type documents and discloses the structure for administrating such
documents for configuration management purposes. The structure of the specification tree should follow the
hardware and breakdown structure as to the indentured relationships of system segments , systems , subsys
tems, equipments , and related design requirements and constraints .
4-37 . DOCUMENTATION NUMBERING
The Configuration Managers should insure that:
Specifications have identification numbers in accordance with MIL - STD - 490 .
Drawings have identification numbers in accordance with DoD - D - 1000B .
4-38 . ITEM NUMBERING
The Configuration Manager should also insure that each CI and each of its items that requires con
figuration traceability are marked as prescribed in MIL - STD - 130 and numbered as follows:
Identify the design activity and the manufacture of the hardware / software by a manufacturing
code identification number taken from the Cataloging Handbook , H -4-1 , Federal Supply Code for Manufactur
ers .
4-17
SECTION 5 Purchase Descriptions
4-39 , APPLICABILITY
DAR / ASPR 1-1206 covers purchase descriptions. A purchase description may be used in lieu of
specification for :
purchase of items for authorized resale except military clothing ,
purchases for construction when nationally recognized industry and technical source
specifications and standards are available ,
purchase of items in an amount not to exceed $10,000 (multiple small purchases of

less than $ 10,000 of the same item shall not be made for the purpose of avoiding
the use of Federal or Military Specifications ),
purchase incident to research and development,
purchase of items for test or evaluation ,
purchase of laboratory test equipment for use by government laboratories,
purchase of one - time procurement items,
items for which it is impractical or uneconomical to prepare a specification ( if

a purchase description containing the essential characteristics of a specification
is to be used repetitively , then a specification should be prepared ) ,
items which are the products of private development, and applicable provisions of
DAR /ASPR are complied with .
4-40. MINIMUM REQUIREMENTS
An adequate purchase description is an aid to competition . In the absence of competition , a

purchase description aids in determining the reasonableness of price . A purchase description should
set forth the essential physical and functional characteristics of the materials or services required.
As many of the following characteristics as are necessary to express the minimum requirements of the
Government should be utilized in preparing purchase descriptions:
a. common nomenclature;
b. kind of material, i.e. , type, grade, alternatives , etc .;
C. electrical data , if any;
d. dimensions , size or capacity ;
e. principles of operation ;
f. restrictive environmental conditions ;
g. intended use , including (1) location within an assembly, and (2 ) essential operating conditions ;
4-18
h . equipment with which the item is to be used ;
i. other pertinent information that further describes the item , material or service required .
Purchase descriptions should not be written so as to specify a product, or a particular feature of

a product, peculiar to one manufacturer and thereby preclude consideration of a product manufactured by
another company, unless it is determined that the particular feature is essential to the Government's
requirements , and that similar products of other companies lacking the particular feature would notmeet
the minimum requirements for the item .
4-41. BRAND NAME OR EQUAL
Generally , the minimum acceptable purchase description is the identification of a requirement

by use of brand name followed by the words " or equal. " This technique should be used only when an
adequate specification ormore detailed description cannot feasibly be made available by means other than
reverse engineering in time for the procurement under consideration . Purchase descriptions of services
to be procured should outline to the greatest degree practicable the specific services the contractor is
expected to perform .
a. Particular Products
The words " or equal" should not be added when it has been determined that only a particular
product meets the essential requirements of the Government. For example :
the required supplies can be obtained from only one source;
only a particular brand named specified medicine or medical supplies meet the essential
requirements of the Government;
only a particular brand name product purchased for resale will meet the desires or
preference of its patrons.
b. Brand Name Product
The term "brand name product'' means a commercial product described by brand name and
make or model number or other appropriate nomenclature by which such product is offered for sale to the
public by the particular manufacturer , producer, or distributor. Where feasible , all known acceptable
brand name products should be referenced . Where a " brand name or equal" purchase description is used ,
prospective contractors must be given the opportunity to offer products other than those specifically
referenced by brand name if such other products will meet the needs of the Government in essentially the
same manner as those referenced .
c. Specifying Essential Characteristics
" Brand name or equal" purchase descriptions should set forth those salient physical , functional,
or other characteristics of the referenced products which are essential to the needs of the Government.
For example , where interchangeability of parts is required , such requirement should be specified . " Brand
name or equal" purchase descriptions should contain the following information to the extent available , and
include such other information as is necessary to describe the item required :
complete common generic identification of the item required ;
applicable model , make or catalog number for each brand name product referenced ,
and identity of the commercial catalog in which it appears; and
name of manufacturer, producer , or distributor of each brand name product referenced

(and address if company is not well known) .
4-19
d. Phrase " Or Equal"
The phrase " or equal" should not be used to procure a particular "brand name" under the guise
of competitive procurement procedure to the exclusion of similar products of at least equal quality and per
formance that meets the actual needs. Use of a purchase description with phrase " or equal" is not intended
as a device to grant an advantage to particular manufacturers by favoring one product over other products or
to substantiate a determination that no other manufacturer's products are equal in quality and performance to
the products specifically named . Rejection of a low bid offering products as equal to the product named in
the purchase description must be based on a determination that the products are in fact not the equal of the
named product and do not meet the actual needs of the Government. Where a proper determination has been
made that only one supplier can furnish the required item or items, the procurement must be accomplished
by negotiation , subject to satisfactory justification as required by DAR /ASPR . Otherwise, to advertise on
the ' or equal" basis after a determination has been made that only a specific " brand name" would be
suitable, and no other product would be acceptable is a waste of time and unfair to other potential suppliers.
e . Use of Catalog Descriptions
When necessary to describe adequately the item required , an applicable commercial catalog
description , or pertinent extracts therefrom , may be used if such description is identified in the invitation
for bids or request for proposals as being that of the particular named manufacturer, producer, or
distributor. The contracting officer will insure that a copy of any catalogs referenced (except parts
catalogs) is available on request for review by bidders at the purchasing office .
4-42 . PREPARATION
Purchase Descriptions are prepared using MIL -STD -490, Specification Practices , as a guide . In
other words, a Purchase Description should contain each of specification sections (e. g . , scope, applicable
documents , requirements , quality assurance provisions, preparation for delivery , notes ) plus any neces
sary appendices.
4-43. NECESSITY FOR CORRECT USAGE AND PREPARATION
Use of purchase descriptions in cases other than those authorized often times lead to complaints from
industry and Congressional sources especially in those instances where the purchase description has been
issued in addition to an existing Military or Federal specification . This requires industry to supply
different items which increase cost,
Also , laxity in the preparation of purchase descriptions and improper use of the phrase " or equal"
even where use is permitted , frequently results in protests to and investigations by GAO particularly when
rejection of low bidders is involved. The cost in money and manpower of such investigations often exceeds
that involved in preparation of an adequate specification that would preclude charges by vendors of unfair
procurement practices . Even without complaints from unsuccessful bidders , controversy with the successful
bidder from the standpoint of acceptance inspection is highly probable after award of a contract based on a
purchase description using an "or equal" or other inadequate description . In the case of marginal contractors
interested only in obtaining contracts , lack of definitive acceptance criteria based on specification require
ments places the burden on the inspector's judgment in accepting or rejecting inferior quality. Rejection
causes controversy and sometimes cancellations of the contracts after the expenditure of much time and
money , and interruption of supply schedules.
4-20
CHAPTER 5
ENGINEERING DRAWINGS
SECTION 1 Governing Documents
SECTION 2 Types of Engineering Drawings and Associated Lists
SECTION 3 Levels of Drawings
SECTION 4 Control Drawings
SECTION 5 Preparation and Revision of Engineering Drawings
SECTION 6 Difficulties in Preparing Manufacturing Data
SECTION 7 Process Sheets
SECTION 8 Numerical Control, Computer - Aided Manufacture, and

Computer - Aided Design
A knowledge of Engineering drawing requirements and types is essential for those

persons engaged in Technical Data Package development and preparation because
engineering drawings and associated lists are the basic documents that form the major
portion of the Technical Data Package used for competitive procurement.
In Section 1 of this chapter, engineering drawings and associated lists are first
defined and the governing documents : DOD - D - 1000 B and DOD - STD - 100C are discussed .
Next in Section 2 , the various types of engineering drawings and associated lists
are described .
In Section 3 , the three levels of drawings which have replaced the former categories
and forms of drawings are defined .
When it is more economical to purchase an existing commercial item than to develop

a military design item , then control drawings are used. These various types are dis
cussed in Section 4 .
Section 5 describes the preparation and revision of engineering drawings.
When an item is placed into production , in many cases mere drawings are not enough.
Certain manufacturing data is required by the contractor . Section 6 discusses the
difficulties in the preparation of the required manufacturing data ,
Additional information in the form of process sheets is also required as discussed

in Section 7 .
The new manufacturing technology of numerical control, computer - aided design and
manufacture has an impact on the TDP . These techniques are described in Section 8.
5-1
SECTION 1 - Governing Documents
5-1 . ENGINEERING DRAWINGS AND ASSOCIATED LISTS
Definitions
a . Definition of Engineering Drawing .
By definition , an engineering drawing is a document that discloses (directly or by reference ) by

means of pictorial or textual presentation or combinations of both , the physical and functional engineering
end product requirements of an item . ( DOD -STD - 100C , paragraph 201.1 )
b . Definition Associated List
An associated list is a tabulation of pertinent engineering information pertaining to an item

depicted on an engineering drawing or on a set of engineering drawings . ( DOD -STD - 100C , paragraph 705)
c . Defining End Item Requirements
Normally several types of engineering drawings combined into sets with attendant associated lists
are required to completely define end - product requirements of an item . As a minimum , a combination of
detail and assembly drawings may suffice to define these requirements. However , as the complexity of the
item increases , specialized engineering drawings may be required to provide for full engineering description .
As a rule , combinations of detail , assembly , control, installation , and diagrammatic drawings will provide
the necessary engineering description . In certain cases , special purpose drawings may be required for
management control, logistic purposes , configuration management, manufacturing aids, and other unusual
functions as might be required by a Government procuring activity .
d . Governing Documents
In the use and preparation of engineering drawings , all Departments and Agencies of the Depart
ment of Defense are governed by :
DOD -D - 1000B - Drawings , Engineering and Associated Lists
DGD- STD -100C - Engineering Drawing Practices
5-2 . DOD - STD - 100C
DOD -STD - 100C Engineering Drawing Practices prescribes general requirements for the preparation
and revision of engineering drawings and associated lists prepared by or for the Department and Agencies of
the Department of Defense to the extent specified in DOD - D - 1000B .
The C. Revision of DOD -STD- 100 was issued under date of 22 December 1978 ; the major changes
from MIL - STD - 100B are :
a. Updating of referenced non - government documents .
b. Provision for metric which is reflected in the change in document number prefix from
MIL- to DOD- and inclusion of illustration in metric . Drafting practices are essentially the same in both
conventional and metric units .
c. Addition of SCALE requirements which were omitted in the previous issue.
d. Use of IPC- D- 350 for printed wiring boards.
e. Addition of list of materials for drawing originals, duplicate originals and reproductions.
5-2
f. Special marking for radioactive materials .
g. Revision of numbering of non - interchangeable parts and up assemblies to the practice in the
A revision .
h . Reference to Code Ident. completely replaced by FSCM .
i. Several changes to correct errors and inconsistencies .
DOD - STD - 100C covers the following subject areas :
a. Drawing practices for preparation of engineering drawings, drawing format and drawing format
materials ,
b. Definitions and examples of types of engineering drawings to be prepared for the Department of
Defense .
C. Procedures for the creation of titles for engineering drawings.
d. Numbering, coding, and identification procedures for engineering drawings, associated lists
and documents referenced on the engineering drawings and associated lists .
e. Methods for revision of engineering drawings and methods for recording such revisions .
5-3
SECTION 2 - Types of Engineering Drawings and Associated Lists
5-3 . TYPES OF ENGINEERING DRAWINGS
a. General
Chapter 200 of MIL-STD- 100 B defines and illustrates the various types of engineering drawings
normally prepared by and for the Departments and Agencies of the Department of Defense . Three basic
types of engineering drawings are the monodetail drawing , the multidetail drawing , and the assembly draw
ing as described below .
b. Monodetail Drawing
A monodetail drawing delineates a single part. A monodetail drawing defines all features of
the part depicted , including, as applicable, configuration , dimensions, tolerances, materials , mandatory
processes, surface finish , protective coatings, symbols, etc. Documents required to supplement the de
tail drawings in stating end - product requirements for the part are prescribed by notes or tables on the draw
ing.
C. Multidetail Drawing
A multidetail drawing delineates two or more uniquely identified parts on the same drawing
and defines all features of the parts depicted in the same manner as the monodetail drawing.
d. Assembly Drawing
An assembly drawing depicts the assembled relationship of:
( 1) two or more parts ,
(2 ) a combination of parts and subordinate assemblies , or
(3 ) a group of assemblies required to form an assembly
of higher order . It contains sufficient views to show the relationship between each subordinate assembly
and part comprising the assembly depicted.
5-4
5-4 . ASSOCIATED LISTS
a. General
The three types of lists associated with drawings are : Index List (IL) , Data List (DL ), and
Parts List (PL).
b. Index List (IL )
An index list is a tabulation of data lists and subordinate index lists pertaining to the item to
which the index list applies . See Figure 5-1 for an illustration of an Index List.
C. Data List (DL )
A data list is a tabulation of all engineering drawings, documents referenced therein , associ
ated parts lists and special lists , specifications and subordinate data lists pertaining to the item to which
the data list applies. See Figure 5-2 for an illustration of one segment of the data list.
d. Parts List (PL)
A parts list is a tabulation of all parts and bulk materials (except those materials which sup
port a process) used in the item to which the list applies. Reference documents may also be tabulated on a
parts list. Note that the term " List of Materials (LM )" is no longer used . Formerly , it was used inter
changeably with Parts List (PL) . See Figure 5-3 for a sample Parts List.
e. List Preparation
These three lists may be prepared manually or by the application of automatic data processing
system (ADPS ) techniques. The types of lists to be prepared, drawing assembly level at which the lists are
prepared , and whether parts lists shall be prepared integral or separate from the drawing sliall be as de
termined by the Government procurement activity .
5-5
ARMY
U.S. .|CODE
NO
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IDENT DATE
ORIGINAL
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INDEX COMMAND
WEAPONS 810
IL 0900 1958
FEB
20
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8100900
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5-6
LTR DATE REVISION LTR DATE REVISION LTR DATE REVISION
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CODE DRAWING CODE DRAWING CODE DRAWING
IDENT DATE DATE DATE
NUMBER IDENT NUMBER IDENT NUMBER
C8051101 A810090 A8100927
F8100876 B8100902 A8100928
C8100878 B8100903 A8100929
B8100879 B8100904 A8100932
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C8100897 B8100917 F8100953
B8100899 B8100918 A8121229
08100900 B8100919 A8121230

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FIGURE
5-3 PARTS
S AMPLE
)(LIST
SECTION 3 - Levels of Drawings
5-5 . DOD - D - 1000B
Military Specifications DOD - D - 1000B - Drawings Engineering and Associated Lists , prescribes
requirements of engineering drawings and associated lists in support of Department of Defense materiel.
To provide for a natural progression of a design from its inception to production , engineering drawings
have been classified into three levels :
LEVEL 1 - Conceptual and Developmental Design
LEVEL 2 - Production Prototype and Limited Production
LEVEL 3 Production
1
5-9
5-6 . ..
LEVEL 1 - CONCEPTUAL AND DEVELOPMENTAL DESIGN
a. Purpose
Engineering drawings prepared to this level disclose , as a minimum , sufficient engineering

design information to evaluate an engineering concept as meeting stated military requirements.
b. Intended Use of Conceptual Design Drawings
The intended use for conceptual design drawings is to verify preliminary design and engineer
ing to confirm that the technology is feasible and the design concept has utility against stated military re
quirements to reduce technical uncertainty.
C. Intended Use of Developmental Design Drawings
The intended use of developmental design drawings is to provide for a specific design approach
being directed toward hardware, for test and experimentation . In addition , the data should be suitable for
analytical evaluation of the inherent ability of the design to attain the required performance.
d. Requirements
Engineering drawings prepared to Level 1 should be legible and include those types most amen
able to the mode of presentation . Layout drawings and combinations of types of engineering drawings should
be used to convey the engineering concept in such a manner that the engineering information is understand
able to cognizant Government engineers and scientists . The requirements of DOD - STD - 100C do not apply to
Level 1 drawings unless specified by the contract or order .
5-7 . LEVEL 2 PRODUCTION PROTOTYPE AND LIMITED PRODUCTION
a. Purpose
Engineering drawings prepared to this level disclose directly or by reference a design approach
suitable to support the manufacture of a production prototype and limited production models .
b. Intended Use
The intended use of Level 2 drawings is to support limited production models in final form and
suitable for field test and deployment. The drawing depicts designs that approach the final form factor ,
employ standard parts (or non - standard parts approved by the agency concerned ) and take into considera
tion full military requirements with respect to performance .
C. Requirements
Engineering drawings prepared to Level 2 include , as applicable , parts lists , detail and
assembly drawings, interface control data, diagrams, performance characteristics , critical manufacturing
limits , and details of new materials and processes . Special inspection and test requirements necessary to
determine compliance with requirements for the item are defined on the engineering drawings or referenced
to a document acceptable to the Government. The requirements of DOD- STD-100C apply to Level 2 draw
ings except special circumstances and unusual programs.
5-8 LEVEL 3 - PRODUCTION
a. Purpose
Engineering drawings and associated lists prepared to this level provide engineering definition
sufficiently complete to enable a competent manufacturer to produce and maintain quality control of item ( s)
to the degree that physical and performance characteristics interchangeable with those of the original design
5-10
are obtained without resorting to additional product design effort, additional design data, or recourse to the
original design activity .
b. Intended Use
The intended use of Level 3 drawings is to provide engineering data for support of quantity
production of the end product and to permit competitive procurement for items substantially identical to
original items. These engineering drawings reflect technical data possessing the highest level of confidence
and are a basic and major portion of the Technical Data Package.
C. Requirements
The requirements of DOD - STD - 100C apply to Level 3 drawings.
5-9 . OTHER USES OF ENGINEERING DATA
In addition to the uses of drawings mentioned above , some other ultimate uses of engineering data ,
whether or not they are stated or implied by the contract or order , are :
a . Logistic Support
b. Initial Procurements , Reprocurement, or Manufacture
C. Determining Price Reasonableness of an Offered Item
d. Identifying the Responsible Inventory Control Point ( ICP ) for Future Management and Procure
ment Control of the Items and Its Stock Quantity
e, Producing a Descriptive Identification of the Item ( s) to enable :
(1 ) Cataloging in the Federal Supply System
(2 ) Standardization of Similar Items
(3 ) Reduction of Items Managed by the ICPs
(4) Reduction of National Stock Numbers Utilized to Identify Items
(5 ) Development of Federal Item Identification Guide ( FIIG )
(6 ) Descriptive Design Screening in the Defense Integrated Data System for Future Items of
Supply
f. Performing Maintenance on the Item , Including Overhaul
Determining the Most Economical Method for Disposition of the Items
5-10 . TECHNICAL ACCURACY OF DRAWINGS
a, Contractor's Engineering Data Quality System
To assure the technical accuracy of drawings , the contractor is required to have an effective
quality system for the detailed examination and review for technical accuracy of all engineering drawings,
associated lists , and referenced documents to be supplied under the terms of the contract. The supplier is
responsible for the performance of all inspection requirements specified in DOD - D - 1000B and will identify
the deficiencies corrected on non - conforming engineering drawings and the action taken to prevent recur
rence .
5-11
SECTION 4 - Control Drawings
5-11 . DRAWINGS FOR COMMERCIAL ITEMS
When it is more economical to purchase an existing commercial item than to develop a military
design item , then control drawings are used .
a. Control drawing . A control drawing is an engineering drawing that discloses configuration

and configuration limitations ; performace and test requirements ; weight and space limitations ; access clear
1
ance , pipe and cable attachments , etc. , to the extent necessary that an item can be developed or procured on
the commercial market to meet the stated requirements ; or , for the installation and co - functioning of an item
to be installed with related items . Control drawings are identified as :
envelope
specification control
source control
altered item
selected item
interface control
installation control drawings
The relationship of these commercial item drawings is shown in Figure 5-4 .
b. Envelope drawing . An envelope drawing depicts an item ; either government or privately

developed , where it is desirable to have all features other than those shown on the2drawing left to the ingenuity
of the producer to meet the specified performance data ? and design requirements . The notation " ENVELOPE
DRAWING " shall be placed above the title block. See Figure 200-12 . ( Figure 5-5 )
Envelope drawing disclosure requirements are identical to those for specification control drawings .
When development is completed an envelope drawing shall evolve to a set of design disclosure drawings ;
or into a specification or source control drawing ; or a specification , depending on the circumstances .
NOTE 1 : The term " performance data " means a listing of those physical and functional characteristics under
specified operating conditions ( loads, speeds, etc. ) and environmental conditions , as required to fully describe
the essential operating characteristics under which the item must operate and perform . The characteristics
so listed shall be defined to the degree that interchangeability of substitute items produced by any manufacturer
is assured if the specified performance is possessed by these items .
NOTE 2 : The term " design requirements !' means the minimum performance requirements to be met by a
component to satisfy the design of the end- item or a system designed for the end- item .
C. Specification Control Drawing. A specification control drawing depicts an existing commercial

item or vendor3- developed item advertised or cataloged as available on an unrestricted basis on order an an:
" off - the -shelf" item or an item which , while not commercially available , is procurable on order from a
specialized segment of an industry . The drawing lists suggested sources of supply by manufacturer's name
and code identification ( FSCM ) . See Figure 200-13 . ( Figure 5-6 )
Specification control drawings shall not be used to depict commercial or vendor - developed items upon
which a design activity has placed requirements in addition to those normally provided by vendors . These
kinds of items shall be depicted on either selected item drawings or altered item drawings as appropriate.
Altered items , selected items and items depicted in Federal , Military and recognized industry
association standards or specifications shall not be delineated on specification control drawings.
NOTE 3 : Vendor - developed items are those products of industries which normally provide customer appli
cation engineering services for a commercial product line and their products are commercially available
5-12
EXISTIN
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5-13
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5-14
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5-5
Figure
22 December 1978
3 2
SVOGESTED
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NOTES
:
SPECIFICATION
1.
GOVERNS
XXXX
ACCEPTANCE
OF 5. IDENTIFICATION
THE OF
SOURCE
(S)SUGGESTED
THE
ITEM
. METEOW
NOT
COWS
BE
GTRUED
AAS
TOISUAR SPECIFICATION
CONTROL
DRAWING
MAXIMUM
WEIGHT
:2.XX
.POUNDS ANTEE
PRESENT
CONTINUED
OMOF
AVAILABILITY
IDENTIFICAT
:MARK
INACCORDANCE
I3.GN ION OF AASOURCE
SUPPLY
FOR
(THE
S).ITEM
SHALLWITH
-SMIL
INCLUDE
1A,AND TD
S285
MINIMUM
FOLLOWING
:,THE
PART
NUMBER
MANUFACTURER'S
.
NO
FSCM
ARRANGEMENT
INSERT
ACCORDANCE
IN
WITH
3MIL
-C 8999.
3 2
200-13
FIGURE Specification
control
drawing
This
simple
drawing
is
informatio
only
and
complete
to nal
degree
necessary
to
illustrate
athe
A
oi ctual
wing
dri
type
format
and
drawing
shall
conform
to
the
textual
.requiremen
set
forth ts
in
standard
.this
5-6
Figure
from a specialized segment of an industry. Typical examples of such items are : special motors , synchros ,
transformers , potentiometers, hydraulic valves , carburators , potted servo - amplifiers, key boards, tape
readers .
d. Source Control Drawing. A source control drawing depicts an existing commercial or vendor
item which exclusively provides the performance , installation and interchnageable characteristics required
for one or more specific critical applications. The drawing includes a notation that only the item described
on the drawing when procured from the vendor ( s) listed thereon is approved for use in the application specified
on the drawing . As source control drawings restrict the procurement of the item to a single source or to only
a few sources , competitive procurement is eliminated or curtailed . The use of source control drawings ,
therefore , should be discouraged . See Figure 200-14 . ( Figure 5-7)
e. Altered Item Drawing. When any completed item is to be altered , the design activity respon
sible for the alteration prepares an altered item drawing which completely delineates the details of the
alteration . The drawing includes necessary information to identify the item prior to its alteration including
the original identifying part number and the name and manufacturer code identification number of the source
of the original part. See Figure 200-15a through 151. ( Figure 5-8 , 5-9 , 5-10 , & 5-11 )
f. Selected Item Drawing. A selected Item drawing defines an existing standard or design or
vendor activity item with further required selection or restriction of the item for fit, tolerance , performance
or reliability within the range or limits prescribed for that item . Although physical modification is not per
formed on the item , it , by virtue of the selection technique employed, is demonstratively different than those
identified on the document from which selection was made. The selected item drawing delineates complete de
tails on which selection of the item is predicated with full disclosure of the range or limit restrictions for fit ,
tolerance , performance or reliability . The drawing also includes all necessary information to identify the
item prior to its delimited selection including the original identifying part number and if a commercial or
vendor developed item , the name, manufacturer's code identification number of the original source. See
Figure 200-16a and 200-16b . ( Figure 5-12 , 5-13)
g. Relationship of Drawings . The relationship of the above four drawings is shown on Figure 5-4 .
h. Interface Control Drawing. Another drawing type of particular importance to configuration

management is the interface control drawing . An interface control drawing depicts the physical and functional
interface engineering requirements of an item which affect the design or operation of co- functioning items .
These drawings are used as design control drawings documents , delineating interface engineering data co
ordinated for the purpose of:
(1) establishing and maintaining compatibility between co - functioning items .
( 2) controlling interface designs thereby preventing changes to item requirements which

would affect compatibility with co - functioning subsystems .
( 3) communicating design decisions and changes to participating activities .
See Figure 200-17 . ( Figure 5-14 )
i. Installation control drawing. An installation control drawing sets forth information for an item
in terms of area , weight and space , access clearance , draining clearances , pipe and cable attachments re
quired for the installation and co - functioning of the item to be installed with related items . See Figure 200-18 .
( Figure 5-15)
5-16
4 3 2
APPROV
SOURCE
SUPPLY
OF SED
DATA
SUPPLIER .250
FSCM
DART NAME
AND
ADDRESS
NUMBER
J.C.WEEKS
INC
CO
16665X8635-001
HOTSPRING 0.002
D ,N Y TRUE
-1.00
R D
-A
Jx7575 49301 AMWAY
P.V.
CO 1.50
MADA
, ICHIGAN
o 1
2.97
-6250
DA
.03
-6250
-1.50 LA.03
с 1.250 С
-2
Ø06
:
NOTES H6 OLES
ON
DESCRIBED
ITEM
THE
ONLY
1.THIS
PROCURED
WHEN
DRAWING
FROM
THE ALABM0.0160
HEREON
(S)LISTED
VENDOR
APPROVED
IS
(NAME
BY
COGNIZANT
OF
ADDRESS
AND 0.500
ACTIVITY
)FDESIGN
USE
OR
THE
IN
(S) PECIFIED
.APPLICATION
HEREON opis
SHALL
3.50
USED
BE
NOT
ASUBSTITUTE
ITEM :117
(NAME
BY
APPROVAL
PRIOR
WITHOUT
)OR
ACTIVITY
DESIGN
ANT
COGNIZ
OF 1.500
GOVERNMENT
(NAME
BY
OF
PROCURING
ACTIVITY
).
GOVERNS
-X
XX
SPECIFICATION
2.
THE
XXX
THE
OF
ACCEPTANCE
AND
PROCUREMENT 3.00
5-17
.
ITEM
:.XX
WEIGHT
MAXIMUM
.3.
POUNDS
4.IDENTIFICATION
MARKING
:IN
ACCORDANCE
S30
MIL
.-1WITH
TD
IDENTIFICATION
5.
OF
APPROVED
THE DRAWING
CONTROL
SOURCE
NOT
(S)HEREON
SOURCE
IS
CONSTRUED
BE
TO
G
A UARANTEE
AS
PRESENT
OF
CONTINUED
OR
AVAILABILITY
A
AS
FOR
SOURCE
SUPPLY
OF
DESCRIBED
ITEM
THE
DRAWING
THE
ON
.
APPLICATION
: EXT
ASSY
230452-100
N;6.
S8504
ON
USED
3 2
200-14
FIGURE Source
control
drawing
This
sample
drawing
informatio
is
only
complete
and
the
degree
necessary
to
illustrate
a nal
A. ctual
of
type
format
drawing
and
shall
DOD - STD - 100C
conform
to
textual
the
requiremen
set
forth ts
this
standard
.in
22 December 1978
5-7
Figure
3 2 1
D
.375
DOD - STD - 100C
.125 .SOR
PLACES .3137.003
DIA
SPACED
COUALLY
MOLES
22 December 1978
BAM0.014
5.750 .750-16UNC
-284
C SK
X100
°DIA
295
1,250 KA019.06 C
2.001
OIR
.031
SEE
NOTE
2 SQUARE
2.625.020
R
.06.03
ALVAR
A-
VIEW ALLOY
T061
-,6
:A 651
MATL
L
:
NOTES 12 1 50
/A-QQ
-65
33724
3765X
FROM
AMAKE
5-18
I
0
"WITH
REIDENTIFY
2.N8563-12345
R EMOVE
CHARACTERS
HIGH
..12 DRAWING
ITEM
ALTERED
IDENTIFICAT
ITEM
ORIGINAL ION
T 3 2
Altered
200-15a
FIGURE
item
(vendor
not
drawing
and
supplied
part
)altered
drawing
the
for
control
specification
no
This
a
illustrate
necessary
degree
the
to
complete
and
only
informational
is
drawing
sample
drawing
A
and
format
the
to ctual
requirements
conform
shall
textual
forth
set
.of
type
standard
.in
this
5-8
Figure
5 3 2
x100
°C02
OM
LOOA
01.30
с MIN
NOTE
2MI
:
WOTES
FRON
MAKE
-40012
.JOX
WALTON
MFG
CO
SANDY
U
,T METRIC
5-19
2. REIDENTIFY
XWITN
XXXXX
"- XXXX
XXXXXXXX
PEN
USING
CHANACTENS
.WION DRAWINO
ITEM
ALTERED
NEMOVE
ORIOIAL
10ENTIFICATION
.ITEM
3. DIMENSIONS
TOLERANCEI
ANO
ANSI
PER
Y14.1-1013
200-15b
FIGURE
Altered
item
drawing
V
drawing
furnished
controlled
part
or
specification
control
()byendor
sample
This
drawing
informational
is
and
only
complete
to
degree
the
necessary
illustrate
a
DOD -STD - 100C
Actual
.
format
drawing
and
of
drawing
type
shall
conform
textual
the
to
requirements
set
forth
this
standard
.in
22 December 1978
*** 5-9
Figure
DOD - STD - 100C
22 December 1978
NOTES:
1. MAKE FROM AND PROGRAM PER 7229XX .
2. PROGRAM TO COMPLY WITH TRUTH TABLE (SHEETS 2 AND 3).
© INPUT ADDRESSES ARE NUMBERED 0000 THRU 0511: THE CORRESPONDING
STANDARD BINARY PROGRESSION CODE ESTABLISHES THE INPUT LOGIC
LEVELS APPLIED SEQUENTIALLY TO PINS 5, 6, 7, 4, 3, 2, 1, 15 AND 16
WITH PIN 5 BEING THE LEAST SIGNIFICANT BIT. (THE BINARY CODE
FOR INPUT ADDRESS 0000 IS 000000000.) THE OUTPUT CODE READING
FROM LEFT TO RIGHT SPECIFIES THE CORRESPONDING LOGIC LEVELS
OF
BITPINS
. 9, 10, 11 AND 12 WITH PIN Y BEING THE MOST SIGNIFICANT
TEST PER 728XXX: 1.
5. MARK PER P78-2.
ALTERED ITEM DRAWING

ALTER 7229XX
FIGURE 200-15c 1 of 2 Altered item drawing
Figure 5-10
This sample drawing is informational only and complete to the degree necessary
to illustrate a type of drawing . Actual format and drawing shall conform to
the textual requirements set forth in this standard .
5-20
DOD -STD - 100C
22 December 1978
SEE NOTE
INP INP IN
HORS AORS OUT AC.RS OUT AOR'S CUT ACES OUT
0260 1111
0265 1111 0261 0111 0262 0111 1111 1111
0266 1111
1111 0267 1111 1111 1111
0270 1111 0271 0272 1111 0273 1111 0274 1111
0275 0111 0276 1111 0277 0111 0278 1111 0279 1111
0280 1111 0281 1111 0282 1111 028? 1111 0284 1111
02851111 0286 1111 0287 1111 0288 1111 0289 1111
0290 1111 0291 0001 1111 0293 1111 0294 1111
0295 1111 0296 1111 0297 1111 0298 1111 0299 1111
0300 1111 0301 1111 0302 1111 0303 1111 0304 1111 INP
0305 1111 0306 1111 0307 1111 0208 1111 0303 1111 HORS OUT
0310 1111 0311 1111 0312 1111 0313 1111 0314 1111 0004 1111
0315 1111 0316 1111 0317 1111 0318 1111 0319 1111 0009 1111
0320 0111 0321 0001 0322 1111 0323 0111 0324 1111 0014 1111
0325 1011
0330 1111 0326 1110 0327
0332 1111 0328
0333
1111
1111 0329 1111 0019 1111
0231 1111 1111 0334 1111 0024 1111
1111 0336 1111 0337 1111 0338 1111 0339 0111 1111
1111 0341 0111 0342 1111 0343 1111 0344 1111 0034 1111
0345 1111 0346 1111 0347 1111 0348 1111 0349 1111 0039 1111
0350 1111 0351 1111 0352 1111 0353 1111 0394 1111 0044 1111
0355 1001 0356 1111 0357 1111 0358 1111 0359 0111 0049 1111
0360 1111 0361 1111 0362 1111 0363 1111 0364 1111 0084
0365 1111 0366 1111 0367 1111 0369 1111 0369 1111 1111
0370 1111 0371 1111 0372 1111 0373 1111 0374 1111 0059 1111
0375 1111 0376 1111 0377 1111 0378 1111 1111 1111
1111 0381 1111 0382 11.1 1111 1111 0111
0385 0111 0386 1111 0397 0111 0388 11.11 1111 0074 1111
1111 0391 1111 0392 1111 1111 1111 0079 1111
0395 1111 0396 1111 0397 1111 0299 1111 1111 0084 1111
0400 1111 1111 0402 1111 0403 0111 0404 1111 0089 1111
0405 1111 0406 1111 0407 1111 0408 1111 0409 0094 1111
0410 1111 0411 1111 0412 1111 0413 1111 0414 1111 0099 1111
0415 1111 0416 1111 0417 1001 0418 1111 0419 1111 0104 1111
0420 1111 0421 0111 0422 1111 1111 1111 0109 1111
1111 1111 0427 1111 0428 1111 1111 0114 1111
1111 1111 0432 1111 1111 0434 1111 1111
0425 1001 1111 0437 1111 0438 1111 1111 0124 1111
1111 0441 1111 1111 1111 0444 1111 0129 1111
0445 1111 0446 1111 0447 1111 0448 1111 1001 0134 1110
0450 1111 0451 0111 0452 1111 0453 1111 0454 1111 0139 1111
0455 1111 0456 1111 0457 1111 0458 1111 0459 1111 0144 1111
0460 1111 0461 1111 0462 1111 1111 0464 1111 0149 1111
1111 111 . 1111 1111 0469 0111 0154 1111
0470 1111 0471 1111 0472 1111 0473 1111 0474 1111 0159 1111
0475 1111 0476 1111 0477 1111 -111 0479 1111 0164 1111
0480 1111 0481 1111 0492 1111 1111 1111 0169 1111
0485 1111 1111 1497 1111 0488 1111 1111 0174 1111
0490 1211 0491 1111 0492 1111 1111 1111 0179 0111
1111 0496 1111 0497 1111 1111 1111 0184 1111
0500 1111 0501
0506 1111 1111 1111 0904 1111 0183 1111
OSOS 1111 1111 0507 1111 0509 1111 0509 1111 0194 1111
OS10 1111 0511 1111 0199 0111
0204 1111
0209 1111
SIZE FSCM NO CRAWING NO REV 0219 1111
A 10001 A 1111
3185726 1111
SCALE NOME SHEET 3 0229 1111
0234 1111
0239 1111
0240 1111 0241 1111 1111 1111 0244 1111
0245 1111 1111 1111 1111 1111
0250 1111 0251 1111 1111 1111
U255 1111 0256 1111 0111 0258 1111
1111 0259 0111
SIZE FSCM NO ( RAWING NO REV
100001 3185736 A
SCALE NONE SHEET 2
FIGURE 200-15c 2 of 2 Altered item drawing
Figure 5-11
5-21
-
-
3 1
-2.00
MAX
-A
D
MAX
.562
DOD -STD - 100C
22 December 1978
1.03
.50
P
(2 LACESH
R .1301.005
H
2- OLES
.26
+.03
2
PLACES A.06
1.750 0.016
0
NOTES
:
SHALL
X1.PART
CONFORM
MIL
TO
- XX
R
.-
B POWER
RATING
WATTS
150
25
AT
.2.
°C SELECTED
DRAWING
ITEM B
NOMINAL
3.
TOTAL
RESISTANCE
VALUE
OHMS
2.5
.
5-22
SELECT
4.
FOR
TOLERANCE
RANGE
+
2
-
% 3
PURCHASE
A.B.C.
RESISTANCE
F.,FROM
CO
CODE
P
7 SCM
XXXXXX
.NO ART
2759
REIDENTIFY
WITH
0
R X-1
."P 856
5.2345
XXXXXXER
EMOVE
ORIGINAL
ITEM
IDENTIFICAT ION
UNLESS
OTHERWISE
SPECIFIED
.6.
5 3 2 1
Selected
item
drawing
200-16a
FIGURE
specificat
no
and
supplied
not
drawing
( endor
V ion
selection
to
prior
).part
the
for
drawing
control
illustrate
a
necessary
degree
the
informational
to
complete
and
only
is
drawing
sample
This
set
forth
textual
the
.requirements
shall
to
conform
and
Actual
format
drawing
of
type
.
standard
this
in
5-12
Figure
DOD- STD - 100C
22 December 1978
F
NOTES:
1. SELECT FROM 43218-642357 FOR TOLERANCE RANGE + 2 % -3% .
2. REMOVE ORIGINAL
REIDENTIFY WITH "4321X - 73641? " PER XXXX .
ITEM IDENTIFICATION .
SELECTED ITEM DRAWING
FIGURE 200-16b Selected item drawing

(Vendor drawing furnished or part is controlled by
specification control drawing prior to selection )
Figure 5-13
5-23
5 3 2 1
CMLCCTIO
VOKAL
NIGWU
UA
rowcu
D Ion
TETER rowe
sio.
11000
wowo
.1
DOD -STD - 100C
ore IT"
m.. orMCAGLI
SC
ONI COCOON
IE
. IOI OCI L
TOCNEN ola
lool
22 December 1978
ORG MONIO 00
Cuo ASCO
Com MGOGODNEGTIG
TO
maria
vrea
..de 112 C
72
18IN.
CIN
O.
Noe
.
..ni
icar
. MI
5-24
lua1°
.
ITALI
)
DOCOILE lo
... DRAWI
CONT NG
FACE
INTERROL
ITOOL
5 2
200-17
FIGURE Interface
control
drawing
and
only
informational
drawing
is
sample
This informational
complete
only
to
and
necessary
degree
the
illustrate
ato
.Actual
of
type
forth
set
requirements
textual
the
to
conform
shall
drawing
and
format
standard
.this
in
5-14
Figure
7 3
YO'NGS
NCSENENCE
MEEN
SENERAL
FOR
0000009
DUG
.SE SRADING
).INSTALLATION
SCtbeD00C01
)IT?0271
os(73ICAINS
CIRCLE
INIR
POSITION
) SPORTO >°90
1: 9
( 001
160
)11?134. TRITON
TE
TOROM C
100
..(2IT300)2 200900
DIA
)FT30(1007 700000
5-25
05.12 12566.
(17
NEST10790)214.790
TRACTED
DRAWING
CONTROL
INSTALLATION
8 3 2
200-18
FIGURE
drawing
control
Installation
5-15
Figure
illustrate
ato
necessary
degree
the
complete
and
only
informatio
is
drawing
sample
This nal
forth
set
requiremen
textual
the
to
conform
shall
drawing
and
format
A
. ctual
of
type ts
DOD - STD - 100C
.standard
this
in
22 December 1978
SECTION 5 - Preparation and Revision of Engineering Drawings
5-12 . PREPARATION OF ENGINEERING DRAWINGS
a. Policy
The policy of DoD is to utilize to the maximum degree possible those industrial standards which
fully satisfy the needs of the military with respect to their technical sufficiency. This policy manifests itself
in the following selected list of basic drawing practices:
(1 ) Format of engineering drawings. Engineering drawing sheet size and format shall be
1 in accordance with American National Standards Institute ANSI Y14.1-1975 .
(2 ) Line conventions and lettering . Line conventions and lettering shall be in accordance
with American National Standards Institute - ANSI Y14, 2-1973 ,.
( 3) Multi and sectional view drawings. Multi and sectional view drawings shall be in
accordance with American National Standards Institute ANSI Y14. 3-1975 .
( 4) Dimensioning and tolerancing. Dimensioning and tolerancing shall be in accordance

with American National Standards Institute - ANSI Y14. 5-1973 .
(5) Surface texture . Surface roughness , waviness and lay shall be indicated in accordance
with American National Standards Institute - ANSI B46.1-1962.
b. Dimensioning and Tolerancing Practices
Dimensioning and tolerancing of engineering drawings should follow the provisions of American
National Standards Drafting Practices and Dimensioning and Tolerancing for Engineering Drawings
(ANSI Y14 . 5-1973 ) published by the American Society of Mechanical Engineers . ANSI is the American
National Standards Institute , formerly known as USASI, United States of America Standards Institute , Inc.
Simple linear tolerancing on all dimensions is not adequate delineation for manufacture of an item .
Not only linear but also geometric controls should be specified on drawings to control the allowable variation .
For example , specifying that a 4. 000 dimension may vary 0.020 is not enough .
4.000 + .020
5-26
The geometric tolerances should also be specified . That is, the right side of the item (Datum B )
should be specified as being perpendicular to the top (Datum A ) within .005 and the left side parallel to the
right side within .005 .
4. 000 + .020
-A
-B
11 B .005 1 A 005
In the above example , the 4.000 dimension may vary 0.020 but whatever it is within that limit , the
right side (Datum B ) is perpendicular to the top (Datum A ) within a .005 and the left side is parallel to the
right side within .005 . Thus there is an allowable variation of 0.020 permitting manufacturing machine flex
ibility but the resultant surface is controlled within .005 . The variations are within limits that assure inter
changeability; and form , fit , and function are not violated .
ANSI Y 14.5–1973 shows other geometric symbols and explains their philosophy, interpretation and
application .
5-13 . REVISION OF ENGINEERING DRAWINGS
a. Types of Revisions
Revisions to engineering drawings may be made by erasure, crossing -out , addition of infor
mation , or by redrawing. In general, any change in a dimension of a part should be made to scale on the
affected portion of the delineation ; however , it is permissable to leave the delineation unchanged when the new
proportion of the part is not noticeably different from the original one .
b. Crossing - out Method
When the crossing -outmethod is used , a series of parallel lines is placed on the face of the
drawing . The superseding data , if any , or reference to its location is placed near the portion crossed - out
and is indicated by revision letter.
C. Redrawing Method
When a drawing is being redrawn or replaced because of a change, the revision letter next in
sequence is entered in the revision block of the new drawing. In all cases, where drawings are changed , pro
per notation of the change should bemade in accordance with the provisions of DOD - STD - 100C .
5-14 . TECHNICAL ACCURACY OF DRAWINGS
a . Contractor's Engineering Data Quality System
To assure the technical accuracy of drawings, the contractor is required to have an effective
quality system for the detailed examination and review for technical accuracy of all engineering drawings,
associated lists , and referenced documents to be supplied under the terms of the contract . The supplier is
responsible for the performance of all inspection requirements specified in DOD - D - 1000B and will identify the
deficiencies corrected on non - conforming engineering drawings and the action taken to prevent recurrence .
5-27
b. Engineering Drawing Validation
In those instances where hardware has been developed or produced by a contractor , DOD - D
1000B requires that each drawing shall be " proved " against the corresponding hardware depicted or described
on the drawings. Use of the drawings in producing , inspecting, and testing satisfactory hardware is considered
satisfactory evidence that this requirement has been met.
5-15. ORDERING DRAWINGS
Formerly , data item descriptions DI -E - 7013A , DI - E - 7014A , and DI - E - 7015A were used when ordering
the various levels of drawings. These data items have been replaced by data item description DI- E - 7031
shown in Figure 5-16 DI- E - 7031 , when listed on DD Form 1423 will provide the requirements for preparation
of Engineering Drawings and Associated Lists to the level specified . Certain contracts or orders may speci
fy more than one level or more than one kind of associated list. In level 2 or level 3 procurements , the con
tractor has the responsibility to select the specific types of engineering drawings required .
5-28
2. IDENTIFICATION NOIS).
AGENCY NUMBER
TIILE
Drawings, Engineering and Associated Lis : 8 DOD DI - E - 7031

DESCRIPTION / PURPOSE APPROVAL DATE
31 May 1977
3.1 Provides information necessary for the acquisition of 8. OFFICE OF PRIMARY
Engineering Drawings and Associated Lists to satisfy Govern RESPONSIBILITY
ment requirements of Level 1 (Conceptual and Developmental AR
design ) ; Level 2 (Production Prototype and Limited Produc
DDC REQUIRED
tion ) ; and Level 3 ( Production ) , as defined in DOD - D - 1000B .
APPROVAL LIMITATION
7 . APPLICATION / INTERREL ATIONSHIP
7.1 This Data Itein Description , is approved for use in con

junction with referenced documents (Block 9 ) when the later REFERENCES (Mundolory on clied in
is incorporated in the contractual document as tasks to pre block 10)
pare Engineering Drawings and Associated Lists . When listed
on DD FORM 1423, it will provide the requirements for acqui DOD - D - 1000B
sition of Engineering Drawings and Associated Lists as appli MIL -STD - 100B
cable to the " Level " specified in Block 3 of the DD FORM
1423 , or referenced documents .
7.2 This DID replaces DI - E - 7013A , DI- E - 7014A and DI - E - 7015A .
MCSL NUMBER ( S)
10 . PREPARATION INSTRUCTIONS
10.1 Unless otherwise indicated , documents cited in DOD - D - 1.0003 and MIL - STD - 100B form
a part of this data item to the extent specified .
10.2 Level 1 , 2 o : 3 Engineering Drawings and Associated Lists ordered for delivery
shall meet the requirements of DOD - D - 1000B and as defined on DD FORM 1423 , in accord
ance with the Ordering Data (paragraph 6.2) of DOD - D - 1000B , as attached or included in
the contract or order .
10 : 3 Selection of the specific types of engineering drawings , as defined in MIL -STD

1003 , required to meet a Level 2 or Level 3 procurement is the responsibility of the
contractor , unless otherwise specified in the contract or order , which may exclude
certain types , thereby permitting all other types as defined in MIL -STD - 100B .
FORM PAGE 1 PAGES

DD ,I JUN 60 1664 GOVERNMENT PRINTING OFFICE : 1977–703-122 /172 of 1
Figure 5-16
5-29
SECTION 6 - Difficulties in Preparing Manufacturing Data
5-16 . REQUIREMENTS
Whenever a product is placed into production , either with a new producer or to reestablish produc
tion with a previous producer , certain manufacturing data for that production facility must be developed .
Engineering di awings , specifications and underlying data rights often do not provide information sufficient
to support competitive manufacturing. A new supplier may need a great deal more information than just
drawings . This information could include :
operation sheets and machine instruction sheets,
machine loading control data ,
treatment data ,
tools , jigs , and fixture data ,
product, process or assembly data , and
plant layout, machine tools , and work station data .
The contractor should generate much of this information through his "know how . " But he may need to be
furnished certain manufacturing data peculiar to the process and item involved . In determining what data
to provide, one should bear in mind the many difficulties that are experienced in documenting the design
and manufacturing instructions for an item .
5-17 . HIGHLY COMPLEX ITEM
When an item is highly complex , its full design and manufacturing technology cannot be fully dis
closed and documented . Some marginal degree of knowledge (e . g . , tidbits of operational information )
which might be labeled " know how '' will always be locked in the memories of key people and will never be
amenable to documentation . Esoteric practices (e . g. , using artesian well water to clear electron tubes)
that exist within the plant of the developer or previous producer are also not subjected to documentation
in many cases . Minor improvisions of the bench level machinist or assembler to achieve acceptable item
performance (and to help the design engineer out of a dilemma) may never filter back to the designer for
incorporation into the data package . Commercial improvements to vendor specialty parts may conflict
with other parts of the equipment. To the extent that such knowledge is essential to successful repro
duction of the equipment, the documentation package will remain inadequate.
5-18 . LATENT DEFECTS
The voluminous mass of data that is typically necessary in reprocurements of MDE --when coupled
with the inherent demand for exacting detail on each piece of technical data -- equals a required degree
of specificity that is unrealistic when one considers that human beings must set forth such documentation .
To render it error free and purified of defects is a near superhuman task . Rework and still additional
rework is not a solution , for such efforts soon collide with the law of diminishing returns . The detrimental
effect is compounded if the errors are " latent" (hidden) -- such as an adverse tolerance buildup in complex
interacting mechanisms--rather than " patent" defects which are reasonably apparent upon review and
inspection of prototypes and items manufactured to the drawings. Costly quantity production and rework
may be the only way to reveal such latent defects .
5-30
5-19 . CHECKING TASK
The people responsible for checking, reviewing , inspecting, and accepting the voluminous data set
forth in exacting detail by a TDP are implicitly charged with a similar near superhuman responsibility . To
perform their task to the utmost would demand reverse engineering and duplication of each minute computa
tion and decision. For example , the average drawing requires the checker to make 120 separate technical
judgments and computations. To check a TDP comprised of 250 drawings exclusive of engineering parts
list , supplementary quality assurance provisions (SQAP ), and inspection equipment data would take 250 x 120
or 30,000 separate judgments and computations. If the acceptable error rate is two - tenths of 1%, this would
permit (30,000 x 0.002) 60 checking errors of varying degrees of significance .
5-20 . FABRICATION PROCESSES
Except where a process is known to be essential, the procuring activity does not attempt to dictate
the processes of fabrication , assembly , and test. It desirably and deliberately solicits entrepreneurial
process ingenuity from the various competitors. Accordingly , five firms could use five differing processes
to achieve the specified physical and functional characteristics . But the documented manufacturing data of
one firm may not be relevant or compatible with the needs of another firm , if for example , the one firm
used a numerically controlled automated machine in a processing.
5-21 . STATE OF FLUX
The very nature of equipment developed peculiarly for the military is such that the documentation of
the design , production engineering , and quality assurance provisions are typically in a relative state of flux
just at the time competitive reprocurement is planned . This state of nature occurs because user field
reports, safety and value engineering reports , testing reports, and the like , all combine rather simultaneously
and suggest correction of deficiencies and improvements to the product and quality assurance provisions
just after the initial hardware has been fielded . Such activity tends to coincide with the timing of planned
reprocurements . To the extent that approved changes or even planned changes to the data are not incorpor
ated into the reprocurement data package , the package will , in fact, be inadequate for production of the
desired equipment.
5-22 . DEVELOPER MOTIVATION
The motivation of the developer of the documentation varies with other conditions. On the one hand ,
he naturally desires to perform well under his contract and yield a " high quality " TDP ; on the other hand,
he may be motivated to enhance his position as a competitor for the follow - on reprocurements--which may
induce him to " drag his feet" and reluctantly furnish something less than a " high quality " set of documentation .
It has long been a struggle to put teeth in the " warranty of technical data " clause and to enforce the schedule
data in a TDP contract,
Still further, malmotivation of the developer of the TDP may encourage him or his subcontractor to
include proprietary data in the item he is developing ; or to utilize proprietary components where non
proprietary components would serve equally well; or to classify and mark data as proprietary when in fact
it is not.' To the extent that the TDP contains such proprietary data , the developer / first producer is insured
of participation and perhaps a favored position in the competition for follow - on production contracts . Such
data in a TDP may make the TDP inadequate , in fact, for genuine competition .
If the R &D contractor is distinctly " development" rather than " production " oriented, this too
influence the adequacy of the data package .
5-23 . ASSUMPTIONS
Government engineering drawings are now expected to function as manufacturing or purchased - part
drawings suitable for direct use by any job shop . It must be recognized that even the most carefully pre
pared TDP will not contain all of the processing and assembly information necessary to insure a reliable
5-31
functional end item . The necessary adjunct to the TDP is competent production engineering , process
planning and process control on the part of the contractor . Nevertheless, in past contracts , some contractors
were technically unable to meet the procurement technical requirements of their contracts . They needed
information over and above that which was provided to them in the TDP , whereas, it was assumed that the
know -how necessary to produce the item existed in the competitive market as a qualification for bidding.
The specific production techniques and processes would accordingly depend upon a given contractor, his
plant, his people , and his approach to the manufacture of the item .
5-24 . POINTS OF EMPHASIS
To insure that the contractor does, in fact , have this know - how , the points listed below should be
emphasized in the TDP to provide understanding to the contractor :
the general complexity and state - of- the - art of the item ;
the parts , components , process material or test techniques that are :
(a) critical to the function of the item ,
(b ) pacing ;
( c) exotic ;
special tools and equipment-- other than capital equipment for which the contractor
is solely responsible ;
special expertise necessary , and
visual aids , models for teardown purposes, indirectly related drawings and mating
parts that are required .
These points of emphasis may be brought out as the result of preproduction engineering and planning .
The attempt by the Government to insure that a level of competence is possessed by all bidders for a
production contract includes activities such as Qualified Bidder's List, Preaward Surveys, etc. In addition ,
standard industrial practice for production facilities calls for the development of Process Sheets, sometimes
referred to as routing sheets, which describe the complete production process in a skeleton form . It repre
sents major output of the contractor's production engineering process and can serve as a key source of
production data . Tool drawings , layouts, plant arrangements are other key elements to the contractor's
production package.
Process Sheets are described in the section that follows.
5-32
SECTION 7 - Process Sheets
5-25 . GENERAL
It is commonly understood that the purpose of the Government TDP is to define what is wanted rather
than how it is to be made. The Government provides unique process information only when it needs added
assurance that it can get exactly what it wants only by use of a specific process . For example , in the manufac
ture of certain circuit board for electronic equipment, some ways of flowing solder are successful and other
ways are not. So in this case the Government established a specific process, and required that this process be
used in the contract for the specific equipment. However, the Government ordinarily controls the product and
not the process .
The drawings in the Technical Data Package ( s) show what is required . For example , the drawing
shows that seven holes of a certain diameter are to be drilled in a steel plate at various specific locations.
On the other hand , a process sheet will show what tool ( s ) to use , what fixture( s ) to use , in what order to drill
the seven holes, and how to locate them properly .
5-26 . DESCRIPTION OF A PROCESS SHEET
A process sheet is a document developed by the Production Engineering personnel. It may evolve into
(or be called by other names ) such as a shop schedule or a shop order . It is used to state the operations in the
sequence in which they are
are performed
performed .. Machine settings, speeds, feeds, etc. are stated and the equipment
or machines to be utilized and their location are given . For each machine and operation , the related tooling
to be used is also listed and the operations briefly described .
For an outsider, one not closely associated with the facility , much information needs to be added before
the process sheet can be understood . Such information as details of the machine (size , type , and horse
power ) , details of the tool design , special process settings for heat treating, etc. are normally not included .
Also , often lacking is material handling information about how the material is moved from operation to
operation .
a . Confidential Nature of Process Sheets
The process sheet is usually the first document prepared by a contractor in his preparation for
production of a new product. This advises as to what tools and gages are to be designed for which process,
what machine(s ) the tools are to be used on for which operations. Rarely , is there any information about rela
tive machine location , distance between machines, work place arrangement or plant layout data. The process
sheets are often considered by the contractor to be company confidential as they give information which they
feel will give the competition an edge in any competitive bid . Hence , even if considered to be Government
property , a potentialbidder may have difficulty obtaining these from the first contractor prior to contract
award .
b. Route Sheets
In a complex item , a route sheet will be prepared for each basic part from the time of re
ceipt until it loses its identity by being assembled to a higher level unit. Each subassembly may also have a
route sheet for the duration of the production process in which it carries a separate part number. Inspection
is usually considered an operation when it is not performed in connection with some other process step . In
many shops , some inspection may be conducted in connection with some other operation . This is usually con
sidered as a part of that operation . In some facilities, the route sheets will also carry a price for operation ;
this is very common in firms with incentive pay structures . Also listed on a sometimes basis , will be the
operation time.
C. Operation Data Sheet
Note that the process sheet does not contain detailed instructions about how each operation is
carried out. For this purpose , an operation data sheet is prepared . This sheet will give the operator of a
5-33
specific machine the task elements to be performed for a numbered operation . For example , for operation
number 070 in Cost Center 6730 , the operator of machine - W&S Turret Lathe #5 will face, turn the 1.623
diameter to 1.635 plus or minus 0.003, face L.H. side of flange and form the 0.19 x 45° chamfer, drill the
1.09 hole and chamfer I. D. 0.30 x 60° hold the I. D. chamfers uniform within 0.0005 depth . For each of these
task elements , the tool, fixture or gaging equipment will be given , as well as the symbol, i.e. , STD , CARB ,
3/4 ' ' ; Gty , Element Description ; Speed , i.e. , 396 or 162 ; and feed , i.e. , .009 or .014 will be given . Other
information such as depth or length , time , element number , or frequency can also be given as appropriate.
5-27 . USES OF PROCESS SHEETS
During the Physical Configuration Audit (PCA) the process sheets are checked to assure that they
have evolved from the drawings. This check is to assure that the part was made right the first time and when
a production contract is issued, say a year hence , that the item that is manufactured using the process sheets
will be exactly what is required . Some commands now require the contractor to grant the Government
access to their process sheets during drawing reviews. This enables the command to determine if essential
data needed to produce the item has been omitted and should be included in the drawings .
5-28 . CONTRACTOR -OWNED PROCESS SHEETS
Generally , contractors have no objections to the Government reviewing the process sheets in their
plants although in many cases , they are afraid that their competitors might obtain knowledge of their pro
cesses . These process charts are the contractor's stock in trade and especially if the Government did not
pay for them , the contractor will guard them quite securely. Here the Government purchases the end items
and the contractor does not have to divulge exactly how he made them .
5-29 . GOVERNMENT - OWNED PROCESS SHEETS
On the other hand, if the process sheets are developed under contract at Government expense , then
they are Government property and the Government has data rights. The process sheets are usually not
delivered to the Government, but are either put on microfilm , placed in the data repository or made a part
of the TDP . They usually remain in the possession of the contractor and subsequent bidders are informed
that if they want them , they can obtain the sheets from the previous contractor for the cost of reproduction .
Note that in this manner , they cannot be construed as having been a part of the TDP.
If the process sheets are Government - owned and the contractor is in production and desires to change
the process , he does not have to get Government approval as these process sheets are not under configura
tion control nor are they part of the contract. However, in the case of critical processes , the Government
will assign to process sheets, numbers and exercise control over these processes . The contractor cannot
change these controlled processes without approval. Use of process data depends upon the data rights for
the process sheet as specified in the contract and these rights should probably be established and specifically
stated in the contract at the time the contract is signed.
5-34
SECTION 8 - Numerical Control, Computer - Aided Manufacture ,
and Computer - Aided Design
The basic fundamentals of Numerical Control (NC) , Computer - Aided Manufacture (CAM ), and
Computer - Aided Design (CAD ) will be briefly described to provide the background information regarding
their impact on the composition of the TDP .
5-30 . NUMERICAL CONTROL FUNDAMENTALS
Numerical Control (NC) is defined as a technique for automatically controlling machine tools, equip
ment, or processes. Basically , a manufacturing process may be described numerically and stored on some
media such as magnetic or punched tape. This " stored" information is used to control a specific machine
tool to mill, drill, bore , ream , or tap , as required , to manufacture the product.
a. Flexibility of NC - NC enhances production capabilities by providing tools that operate with

minimum human intervention . Therefore , manufacturing operations requiring a high labor concentration
are ready candidates for numerically controlled machines . The use of NC also significantly reduces the
possibility of human error. With the application of NC , a great reduction of conventional tooling and
fixturing is also possible. The NC programmable machine instructions, stored on tapes, replace special
purpose tooling . Thus, flexibility can be provided for manufacturing because of the relative ease of changing
programs and producing new tapes.
b. NC versus Automation - NC should not be confused with automation . There are several major
differences between the two that should be pointed out. Automation provides accuracy and speed in manu
facturing through special- purpose equipment , complex tooling, and fixturing which may result in compara
tively higher initial costs and longer shop setups . From an economical standpoint, automation is best
suited for relatively large production quantities or fixed machine setups that will be used over long periods
of time.
c. Use of NC for Small Production - On the other hand , NC is of incomparable value in small ,
changing, and unpredictable lot sizes such as pilot production runs or in research and development projects
because of the quick change capability ( flexibility ) of NC as previously described. Further , NC is charact
erized by short leadtimes, repeatability , flexibility to changes, lower tooling costs , accuracy , and
reliability for unique and complex parts . Economically, NC presents advantages for small production
quantities , development work requiring models , mathematically defined part outlines / surfaces, and appli
cations requiring frequent changes in machine setups .
5-31 . THE NC CYCLE
The complete NC process flow may be referred to as the NC cycle as depicted in Figure 5–17 . The
various steps in this cycle are briefly described :
Step 1 . An engineering drawing is made and released for manufacture ,
Step 2. The manufacturing /machine process is determined :
(1) First, determine if NC techniques are applicable , if so
(2) Determine whether to use
manual programming support, or
• computer programming support.
Since computer support is becoming more and more economical, to a point where an installation may discover
that they can no longer afford manual programming and since both processes are basically the same, the
computer assisted process will be discussed .
5-35
TDP
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5-36
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Fig
Step 3 . Part programmers convert engineering dimensions to computer program languages for the
specific type machine tool selected and puts this information in a parts program manuscript.
Step 4. The manuscript data is keypunched on cards and this card deck is known as the part program .
Step 5a. The part program is processed by the NC computer program which produces generalized
cutter centerline data which is stored in the computer , and then
Step 5b . this stored data is processed by a post- processor program which converts the stored
data to a program applicable to a specific machine control unit for a specific type of machine .
Step 6a. There are two outputs from the computer: a printout and a magnetic tape or disc. The
printout lists the command statements , coordinates of tool motions, and the data on the
punched tape . This printout is placed in a document sent to the shop to control the
manufacturing process . The document is referred to as the operator's document. It
contains tool descriptions, fixtures, orientation of fixture on table , instructions for
mounting the material on the fixture and a summary of the major tool motions .
Step 6b . The second output of the computer, the magnetic tape is converted to punched tape
( except in Direct Numerical Control Systems).
Step 8 . Punched tape is placed in the machine control unit which directs the action of the NC
machine to produce the finished part.
Step 9 . The finished part is inspected for conformance to the original drawing .
5-32 . DESIGNING FOR NC
In the design and development stages of a part, it may be determined that the part should be manu
factured by NC machines because of economical reasons or because this is the only practical, available
means . Several methods are available which can be used to define the product surfaces to be machined .
One of these methods is then used in conjunction with the Automatically Programmed Tools (APT) computer
language to program the NC machine. All of the various methods of defining surfaces use one of two basic
techniques of documenting the design or a combination of the techniques. These are (1) " mathematical
equations!' and (2) " mesh of points . "
aa . Description of Surfaces Mathematical equations may, in some cases , be used to describe

surfaces of products more efficiently than normal engineering drawings. In some cases, however , it may
be easier to use a "meshi ' of data points to define a required surface. The surface is created by the
" blending " of these points .
b. Changes to TDP - Either of these methods (" mathematical equations " or " mesh of points " )
results in a documentation package for the part which is different from the normal engineering package. The
final production drawings must contain the mesh of points or mathematical equation information . This
changes the requirements of the contents of the TDP from those of parts that are manufactured under normal
production procedures. In addition , the contract will have to specify whether the punched tape or the
magnetic tape will be furnished as part of the TDP .
5-33 . COMPUTER -AIDED MANUFACTURE (CAM ) FUNDAMENTALS
The term computer -aided manufacture refers to any application of the computer in the manufacturing
systems. One recent development in CAM is the process in which a computer controls the machine directly
rather than a machine controller unit reading a punched tape. This process is known as direct numerical
control (DNC ). In this case , calculations and data development that provide pulse control to the NC tool are
generated mainly in the computer rather than only in the machine tool controller units . Four important
advantages are evident:
5-37
the computer can simultaneously control more than one machine, or shift
from one to another as production demands require ;
1 the computer may be located remotely from the tool;
it is easier to adjust the program in real - time for adaptive control; and
machine tool cost is reduced by simplified electronic gear and the option
of punch tape readers and simplified controllers.
As CAM becomes more prevalent, decisions will have to be made to accept necessary changes to
the content of the TDP .
5-34 . COMPUTER AIDED DESIGN FUNDAMENTALS
Computer -Aided Design (CAD ) can be considered as any use of a computer to assist the engineer in
solving any technical problem associated with the design of a component, subsystem , or system . As used
here, " design " means the definition and evaluation of a product. Definition includes the operating characteris
tics, geometry , materials , etc. of the system and mission attributes the system is to perform . Evaluation
quantitatively or qualitatively relates the definition and mission goals to measurable goal achievements . In
Computer - Aided Design , the engineer communicates directly or indirectly with the computer .
The basic CAD configurations are graphic versus non - graphic and conversational (direct interactive)
versus non - conversational ( indirect) computing. These evolve into :
graphic , conversational computing ,
non - graphic, conversational computing,
graphic , non - conversational computing , and
non - graphic non - conversational computing.
5-35. GRAPHIC , CONVERSATIONAL COMPUTING
With graphic , conversational computing , the user utilizes a graphic console, such as a Cathode Ray
Tube ( CRT) , for input and output actions of the computer. A light pen, keyboard , or graphic input ( CRT)
system gives pictorical commands directly to the computer. The computer is programmed to respond to
the user's commands within a reasonable time frame in the conversational mode , giving the user the benefit
of continuous train of thought. The user has the opportunity to change the computer's course of action during
his problem solving process .
5-36 . NON -GRAPHIC , CONVERSATIONAL COMPUTING
With non - graphic , conversational computing , the user's thought processes are again basically un
interrupted . The input - output devices are , however, alpha - numeric such as teletypewriters or typewriter /
line -printer combinations with non - graphic CRTS .
5-37 . GRAPHIC , NON - CONVERSATIONAL COMPUTING
The graphic , non - conversational computation technique is often referred to as graphic batch process
ing . Non - conversational means that the computation process is run continuously from beginning to end
without man /machine communication . In this technique, input/ output devices are utilized . These may or
may not be attached directly to the computer system . The use thus introduces graphic inputs , commonly
with digitizers , and receives graphic outputs such as are available with X - Y plotters. Obviously , the graphic
implication applies more to the presentation of data than to the design process itself.
5-38
1
5-38 . NON -GRAPHIC , NON - CONVERSATIONAL COMPUTING
Non - graphic, non - conversational computation is often referred to as batch processing. In this
technique , alpha -numeric data is submitted directly or remotely to the computer. The computer output or
solution is in similar form , but it may take as long as several hours and possibly several days. This delay
is due to extended turn around time for keypunching , etc.
Increased use of the above techniques will speed up the design and development of Military Design
Equipment. The software output may be in the form of hard copy drawings or other computer products
such as drums, discs , or tapes . It will be up to the procuring activity to decide whether these computer
products will be acceptable in lieu of drawings in the TDP .
5-39
CHAPTER 6
PREPARATION FOR DELIVERY
SECTION 1 Requirements and Definitions
SECTION 2 Packaging Cycle
SECTION 3 DARCOM Packaging Requirements MIL -STD -647
SECTION 4 MIL - STD - 726
SECTION 5 DARCOM / AMCR 746-2
SECTION 6 Packing and Marking
SECTION 7 Requirements of MIL - STD - 490
SECTION 8 Preparation for Packaging / Delivery Requirements in

Procurement Documents
The importance of proper preparation for delivery of an item that has been
manufactured in accordance with the Technical Data Package cannot be over - emphasized .
This chapter covers preparation for delivery .
First, in Section 1 the requirements , controls , and definitions of packaging terms

are given .
Then in Section 2 , the packaging cycle is discussed with emphasis on preservation

and the source of packaging requirements . The next three sections cover the DARCOM
packaging requirements:
. Section 3 covers MIL -STD -647;
Section 4 - MIL - STD - 726 ; and
Section 5 - DARCOM /AMCR 746-2 .
Then Section 6 briefly describes Packing and Marking.
In Section 7 the requirements of MIL - STD - 490 are examined .
The chapter concludes with Section 8 which gives some examples of Packaging /
Delivery requirements in procurement documents ,
6-1
SECTION 1 - Requirements and Definitions
6-1 . REQUIREMENTS
DARCOM -R 70-46 prescribes that the TDP will adequately describe packaging data to insure adequate
and economical preparation for delivery and protection from the time of initial production of the item , to
time of its release to the user. This information will be contained in Section 5 - Preparation for Delivery of
Product Specifications either directly or by reference to other specifications, publications , and drawings .
The requirements should be included with appropriate headings , as required , for disassembly , cleaning,
drying , preservation , packing and shipment marking. These requirements are to be specifically related to
each required degree of protection in a manner that leaves no doubt regarding requirements applicable to
such degrees .
The detailed preparation for delivery requirements should be covered as far as practicable in the
following basic categories :
A
Preservation
. Packing
Marking for Shipment and Storage
These categories will be discussed in subsequent portions of this section .
6-2. CONTROLS
The descriptions for preparation for delivery are subject to the following controls :
MIL- P- 116 - Preservation Packaging, Methods of
MIL -STD - 647 - Packaging Standards, Preparation and Use of
MIL- STD - 726 - Packing Requirements Code
MIL - STD - 834 - Packaging Data Forms , Instructions for Preparation and Use of
DARCOM - R /AMCR - 746-2 - Marking , Packing, and Shipment of Supplies and Equipment.
Preparation of Army Materiel for Shipment and Storage
MIL - STD- 129 - Marking for Shipment and Storage
MIL - STD - 1188 Commercial Packaging of Supplies and Equipment or " packaging of
specifications/ standards related to the commodity document
AR - 746-1 - Packaging of Army Materiel for Shipment and Storage
6-2
6-3. DE FINITIONS
Definitions for packaging terms, including materials , processes, methods, and equipment are found
in Federal Standard No. 75 , Glossary of Packaging Terms. For the purpose of this coursebook the following
terms apply to preparation for delivery standards:
a . Commercial Packaging
The methods and materials employed by the supplier to satisfy the requirements of the com
mercial distribution system .
b . Military Packaging
The materials and methods or procedures prescribed in Federal /Military specifications,

standards , drawings or other authorized documents which are designed to provide the degree of packaging
protection necessary to prevent damage and deterioration during world -wide distribution of material.
C. Packaging
The processes and procedures used to protect material from deterioration and / or damage .
It includes cleaning, drying, preserving , packing, marking , and unitization .
d. Preservation
Application for protectivemeasures, including cleaning, drying, preservative materials ,

barrier materials , cushioning, and containers when necessary .
e. Packing
Assembling of items into a unit , intermediate , or exterior pack with necessary blocking ,
bracing, cushioning, weatherproofing, reinforcement and marking .
f. Marking
Application of numbers, letters, labels , tags , symbols , bar codes or colors for handling
or identification during shipment and storage .
g. Unitization
Assembly of packs of one or more line items of supply into a single load in such a manner
that the load can be handled as a unit through the distribution system . Unitization (unitized loads/unit loads)
encompasses consolidation in a container , placement on a pallet or load base, or securely binding together.
h . Unit Pack
The first tie , wrap , or container applied to a single item or a quantity thereof , or to a
group of items of a single stock number , preserved or unpreserved which constitutes a complete or uniden
tifiable package .
i. Intermediate Pack
A wrap , box , or bundle which contains two or more unit packs of identical items.
6-3
j. Exterior Pack
A container, bundle , or assembly which is sufficient by reason of material, design , and

construction to protect material during shipment and storage . This can be the unit pack or a container with
any combination of unit and intermediate packs .
k. Containerization
The use of an article of transport equipment designed to facilitate and optimize the carriage
of goods by one or more modes of transportation without intermediate handling of the contents .
6-4 . MILITARY PACKAGING LEVELS OF PROTECTION
The following levels of protection apply equally to preservation and packing:
a . Level A , maximum military protection
Level A is the degree of preservation or packing required for protection of materiel against
the most severe conditions known or anticipated to be encountered during shipment, handling, and storage .
Preservation and packing designated level A will be designed to protect materiel against direct exposure to
extremes of climate , terrain , operational and transportation environments without protection other than that
provided by the pack . The conditions to be considered include, but are not limited to :
( 1) Multiple handling during transportation and intransit storage from point of origin to
ultimate user .
( 2) Shock , vibration and static loading during shipment .
( 3) Loading on shipdeck, transfer at sea , helicopter delivery and offshore or over - the -beach
discharge, to ultimate user .
( 4 ) Environmental exposure during shipment or during intransit operations where port and
warehouse facilities are limited or nonexistent .
(5) Extended open storage in all climatic zones.
(6 ) Static loads imposed by stacking .
b. Level B , minimum military protection
Level B is the degree of preservation or packing required for protection of materiel under
known favorable conditions during shipment, handling and storage . Preservation and packing designated
level B will be designed to protect materiel against physical damage and deterioration during favorable con
ditions of shipment, handling and storage . The conditions to be considered include but are not limited to :
( 1) Multiple handling during transportation and intransit storage .
(2) Shock , vibration and static loading of shipment worldwide by truck , rail , aircraft, or
ocean transport.
(3 ) Favorable warehouse environment for extended periods .
(4 ) Environmental exposure during shipment and intransit transfers, excluding deck loading
and offshore cargo discharge .
(5 ) Stacking and supporting superimposed loads during shipment and extended storage .
6-4
6-5 . COMMERCIAL PACKAGING
Commercial packaging may be utilized whenever logistical conditions justify and may also be used to
satisfy level A or B requirements whenever the technical design details of the package meet all conditions
of the level of protection specified. Commercial packaging must protect items against physical and environ
mental damage during shipment, handling and storage .
6-5
SECTION 2 - Packaging Cycle
6-6 . PACKAGING CYCLE
The packaging cycle can be considered in three parts: (1 ) Preservation , ( 2 ) Packing , and ( 3 ) Unit
ization.
a. Preservation
Cleaning
Drying
Preserving
Wrapping and /or Cushioning
Packaging
Identifying
b. Packing
Selecting exterior container
Assembling items or packages into container
Blocking , bracing , or cushioning
Weatherproofing
Strapping
Marking
6-6
C. Unitization ( if applicable)
To maintain continuity, the discussion in the remainder of this section will generally follow the
order of the processing operation as they appear in the above packaging cycle.
6-7 . MIL - P - 116 - PRESERVATION
This specification is mandatory for use by all Departments and Agencies of the Department of
Defense . It covers the requirements for the cleaning , preservation and packing of items, equipment and
materials for protection against corrosion , physical damage and other forms of deterioration during handling ,
shipment and storage . This specification also provides appropriate examination and test procedures to be
employed in verifying the requirements of the specification .
6-8 . METHODS OF PRESERVATION
Items should be processed in accordance with the methods or submethods, when applicable , as
described in this specification . See Figure 6-1 Methods of preservation described in this 'specification
include cleaning, drying , preservative application and the use of wrappings , cushioning and unit containers
as required . Cleaning, drying , application of preservatives and sealing of barriers should progress in an
uninterrupted series of operations. When periods of interruption are necessary , temporary protection
should be provided to partially processed items, as required , to insure against contamination .
6-9 . CLEANING
Critical functioning or close tolerance surfaces should be cleaned to insure removal of corrosion,
soil , grease, residues and fingerprints , perspiration or other acid , and alkali residues. Cleaning may be
accomplished by petroleum solvents, vapor degreasing , alkaline cleaners , electro cleaning , emulsion
cleaners, steam cleaning , abrasive blast, or soft grit blast .
6-10. DRYING
Immediately after cleaning, the item ( s ) should be thoroughly dried to remove cleaning solutions
or residual moisture . Drying procedures that may be used are:
prepared compressed air ,
ovens ,
infra - red lamps,
wiping , and
draining.
6-11 . PRESERVATIVES
The type of preservative to be used should be as specified in the procurement documen ! where
procurement documents do not indicate a specific preservative compound, selection of the preservatives
listed in this specification will be at the option of the contractor . When this option is exercised , compounds
shall be selected whose application , removal or use will not damage the mechanism , structure or function
of the item ( s ). Types of preservatives that may be used are : thin film , light preservative compounds,
medium preservative oil, very light preservative oil, engine preservative oil , preservative grease , cor
rosion preventives , hydraulic preservative oil, instrument bearing preservative oil, volatile corrosion
inhibitors (VCI), and lubricating oil, contact and volatile corrosion inhibitor treated . The item is now
ready for packaging.
6-7
MIL - P - 116G
00/10 68162
% BO
ots 69
bi being
410
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Toi
388000 a
701
011011 68 0,6776767,670
THOD I METHOD 11
freservativo casting applied . freservative coating applied Part or wouly
Wrapper not malad . Water a u requir ed . Waterproof , water .
I or vapore and corrosiva vaporproof barrier sealed .Only
...
c outly in traces of water -vapor penetrdation
contest with the preserved to part and this is adoorbe by
pat . dolocet . Trosorvativo
joi10
Doo locant , adsorbing wlotus
Vasosled wrapper
di
an Mechanical or phyoleal protection
bi
o MOOTTO , ól,
0 . 10 lo yó % % 6062 Waterproof barrior , maled
METHOD III
Homo u
- Menu Trautv
Preservative coating applied on part . Packaged for phyol Waterproof, water vaporproof barrier ,
- required . Watar -vapor -proof cal and mchanical protoction soalod
harrier wied Only trucos of only . Walatively fro . co ...
water vapor penetration to passt of liquid or watör-vapor to
20C
१००
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>CC
Oi Wacar vapor
oi
: 0o
Nala , salt spray , ate
Strippeblo compound
Thermoplastic , vacuum formed

10
I THOD D
Part , weapped or unwrapped , METHOD IV
wholoved thin coating of
strippable compound . No Preservative coating applied
papadation of 1squid and as required . Vacuum forned
caly true of watervapor transparent cheraoplastic . Caly
o part .
water - vapor penetracion co
preserved part .
Note : Method IV is Army use

only . Other service use
IC - 9 and IC - 10 .
6368
VOETHOD IC
howervative conting applied Characteristics of Basic Methods
« tequire d Waterproof
wata roolit. ant or .
barrior sealed
Qoly water -vapor penetration to
powderved part .
Figure 6-1
6-8
6-12 . PACKAGING MATERIALS
Among the most commonly used packaging materials are adhesives , bags , sacks , and envelopes,
barrier and wrapping materials ( opaque and transparent), cushioning materials , dessicant, humidity indi
cators , inspection windows, labels , and tapes. A general knowledge of the composition , characteristics, in
tended uses , and methods of application of these materials is very important from both the engineering
standpoint and the performance standards required of military packages . Unauthorized or arbitrary selec
tion and use of these materials should be discouraged at all times . Their procurement and distribution
should be based on requirements contained in Government specifications and on the need emanating from
official mission assignments . Also essential is a knowledge of various unit containers such as fiberboard,
setup, folding and metal - stayed boxes and cartons , cans , drums , etc. Containers are required in several
MIL - P- 116 packaging methods two of these methods specify a container -barrier - container combination .
MIL- P- 116 allows the procuring agency to specify supplementary cartons, boxes , or other suitable con
tainers with any method of unit protection to facilitate storage , handling, and packing.
6-13 . RESPONSIBILITY FOR INSPECTION
Unless otherwise specified in the contract or purchase order , the supplier is responsible for the
performance of all inspection requirements as specified in MIL- P- 116 . Except as otherwise specified , the
supplier may utilize his own or any other facilities suitable for the performance of the inspection require
ments acceptable to the Government. The Government reserves the right to perform any of the inspect ions
set forth in the specification where such inspections are deemed necessary to assure that supplies and ser
vices conform to prescribed requirements .
When specified in the contract or order , the contractor conducts a first article inspection by subject
ing sample packages of the specified commodities to applicable examinations and tests to determine conform
ance with the requirements of this specification . In all cases , quality conformance examination and testing
are required . Here representative samples are selected and applicable examinations and tests are performed
to determine conformance with the requirements of this specification . Tests include : visual examination ,
wipe test , test with pH indicating papers for alkalies and acids , determination of compound preservative ap
plication , leakage tests , heat sealed seam tests , cyclic exposure test , rough handling tests , and determina
tion of preservative retention .
6-14 . SOURCE OF PACKAGING REQUIREMENTS
With definite advances in the standardization of packaging requirements for items of supply common
to the three military departments, the problem of determining the preservation and packing requirements for
individual items is becoming less and less the responsibility of packaging personnel at the local level . As a
general rule , service installations and activities having national industrial engineering or procurement mis
sions , establish the preservation and packing requirements for their assigned materiel. Promulgation of
these requirements is then made through one or more of the following media:
Commodity specifications, Section 5
General and detail packaging specifications
Packaging control forms
a. -
Commodity Specifications Section 5 , Packaging (Preparation for Delivery ) of federal and
military specifications establishes the requirements for the preservation , packing, and marking of the mat
erials , products or equipment covered by these specifications. Thus , to determine the requirements for the
preservation and packing of flexible vinyl chloride plastic film , Section 5 of Specification L- P- 375 should be
consulted . To determine the requirements for the preservation and packing of color change , plug - type
humidity indicators used in Method II packages , Section 5 of Specification MIL-I- 26860 should be consulted.
To determine the requirements for the preservation and packing of bench and portable heat sealing machines
( temperature , pressure , and dwell time controlled ) , Section 5 of Specification MIL- S-4461 should be con
sulted .
6-9
b. General and Detail Packaging Specifications - In this case , specifications are written dealing
with the preservation, packing, and marking requirements for individual items or groups of items . Examples
of specifications covering individual items :
MIL - C - 45008 - Carbine , Cal..30 , M1 , M2 and M3 , Packaging of
MIL-T -45309 - Tank , Combat , Full - tracked , 105MM Gun , M60 and M60A1 ,
Processing for Storage and Shipment of
Examples of specifications covering groups of items :
MIL-R -196 - Repair Parts for internal Combustion Engines , Packaging of
MIL - P- 17207 - Preservation and Packaging of Horological Repair Parts and

Accessories , Associated with Navigational Timepieces
MIL- P-12829 - Packaging of Pneumatic Handtools with Attachments and Accessories
c. Packaging Control Forms - Packaging Control Forms are used to specify detailed preserva
tion , packaging, and packing information for individual items or groups of items . This information includes
the procedures and methods to be employed ; the kinds , sizes , and quantities of materials to be used , etc. ,
which are not usually found in general or detail packaging specifications as was described in the paragraph
above . The format of packaging control forms at the present time varies with the different departments and
even within each department. Examples of packaging control forms are: Packaging Data Sheets , Packaging
Engineering Specification Cards , Packaging and Packing Control Records , Request for Preservation Cards ,
and Packaging Standards .
6-10
SECTION 3 - DARCOM Packaging Requirements MIL - STD -647
6-15 . DARCOM PACKAGING REQUIREMENTS
Within DARCOM , at present, there are three different procedures for developing packing require
ments as identified by :
MIL - STD - 647
MIL - STD - 726
DARCOMR/ AMCR 746-2
The method used should be the one most appropriate to the needs of the major subordinate command . In the
paragraphs that follow , each of the above methods will be discussed in turn .
L ::
6-16 . MIL - STD -647
The firstmethod to consider is MIL - STD -647. The purpose of this standard is to establish the
necessary criteria and requirements for broad standardization and mechanization of the packing engineering
program . The standard systemizes packaging through all phases of the engineering effort from first
consideration of the item to and including final documentation . The system is designed to provide means of
a completely manual effort or one which permits automatic data processing equipment to be fully employed
as both an engineering and a management tool . This system , identified as data - pack , permits the complete
calculations and expression of constant data by machine methods . The fundamental objects of this system
are :
To assure that items having the same, or reasonably similar , chemical and
physical characteristics are packaged in a like manner .
6-11
To reduce the number of packaging materials used in packaging military
materiel.
Reduce the engineering costs of producing packaging data .
Reduce the manhours required to produce, process , and file packaging data .
Assure the uniformity and sustained accuracy of packaging data .
By extensive test and evaluation of materials and methods, it has been determined that a limited
number of the same materials and methods can be applied to a great number and variety of parts. When the
selected packaging materials and methods are applied under specified controls, the need for engineering
and testing a package for each and every item becomes technically unnecessary and economically unjustified.
The standard provides means to group multi - line item inventories into a lesser workload of a limited
number of groups of items. Basic packaging instructions can then be written for a group of items as a
single document, on time effort, instead of treating each line as an individual action . The amount of work
and documentation required is reduced to an important extent.
a. STANDARD GROUP ITEM
The first determination is whether the repair parts and major components are standard group items
or non - standard group items. Standard group items are those items which have the same physical and
chemical characteristics shown in Figure 6-2 . Items falling into this classification will be of a type for
which complete packaging detail can be expressed without the use of drawings , sketches, figures or narrative
which is peculiar to a single or limited number of such items.
b. NON -STANDARD GROUP ITEM
On the other hand , non - standard group items are items that have characteristics which prevent the
use of packaging standards in prescribing the packaging requirements. Such items, because of peculiar
weight, configuration , complexity, fragility or other considerations require packaging data which is applicable
only to an individual type of item , or a limited group of items. Generally , an item will be considered as
non - standard if drawings , sketches, illustrations or non - drawing - type instructions are required to control
the dimensions or positioning of the package or the item within the package.
c. EXISTING PACKAGING STANDARDS
When items are categorized as standard group items, they are packaged to the requirements of the
applicable existing packaging standard . At least 807 packaging standards have been developed covering items
in group A1A1A through group J8K1K . These standards are approved for use and distribution in accordance
with the requirements of MIL - STD - 647. The basic packaging data indicated on each packaging standard is
either complete or self - explanatory or references a specific requirement of Specification MIL - P - 14232 Parts,
Equipment and Tools for Army Materiel, Packaging of ( see Figure 6-3 ) .
d. NEW PACKAGING STANDARDS
When a using activity determines that a packaging standard is required for a particular category of
items and none of the existing standards apply , then they should prepare a packaging standard in accordance
with MIL - STD - 647. This proposed packaging standards and supporting data relative to anticipated application
should be forwarded to Commander , Headquarters , US Army Tank - Automotive Research and Development
Command ( TARADCOM ) for coordination , approval and publication or rejection .
6-12
S
&
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.
4.8
PARAGRAPH
REFERENCE 4,9
PARAGRAPH
REFERENCE 4.10 4,11
PARAGRAPH
REFERENCE 4,12
PARAGRAPH
REFERENCE
PARAGRAPH
REFERENCE
SURFACE
CHEMISTRY
OF
DIVISIONS SURFACE
MECHANICAL
OF
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OF •FDIVISIONS
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6-13
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Figure 6-2
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MIL - STD - 647
PACKAGING STANDARD STANDARD NO . ATAIK DATE 7-1-61

I IN ACCORDANCE WITH THE REQUIREMENTS OF MIL - STD - 841 ) REVISION NO . B DATE 9-1-62
ITEM , PACKAGE CONTROL DATA I SEE APPENDIX II , MILO 670- 647 >
HREY
. oy
CARD
NO
.
DRAWING OR PART NUMBER FEDERAL STOCK NUMBER CONTROL CODE IDENT.
PACKAGING PRES . UNIT INTER UNIT UNIT

PIG. PK . PACKAGE PACKAGE UNIT PACKALE SIZE
LE TERENCE NETN . OTY. OTY. WEIGHT CUBE
ut
PACKAGE WEICHT IS SHOWN IN 1/100 TH 8. PACKAGE CUBE IS SHOWN IN 1/1000 TMS . PACKAGE SIZE 16 8MOWA 18 1/100 TXS .
OF A POUND AND POUNDS OF A CUBIC FOOT MD CUPLC FEET OF A FOM . AM CEL .
P ::CKAGING,PACKING AND MARKING FOR THE ITEM IDENTIFIED HEREON SHALL BE IN ACCORDANCE WITH THE REQUIREMENTS OF
THIS STANDARD AND THE REFERENCED AND APPLIOABLE BENERAL .REQUIREMENTS OF SPEG,MIL- P - 14232, PACKAGE SIZE, CUBE ANO
WEIGHT AND INTERNE DIATE QUANTITY SHOWN IN PACKAGE CONTROL DATA 18 NAXIRUN PERK16 619LE
PACXASE DEHSITY . FACTOR ( PDF ) PACKAGE SIZE INCREASE FACTOR ( 781 )
DEPTH OF PACKAGE 8 " OR LESS VSE PDF .
DEPTH OF PACKAGE EXCEEDINO SOUSE POP • 8:00 323)
0035 1.6875 Length , .8125 Width , .8125 Depth
REQUIREMENT STEP SPECIFICATION STYLE TYPE ORATE OLAR TORME X16
1
PAESERVATIVE MIL - P_3420 B I 2 A ,B

PESERYATIVE
IRTINATE WRAO
CUSH108 WRAP 2 MIL - B - 121 II A 2 А
STIFFENERS
CONTAINER 3 PPP - B -636 I
DESICCANT
4
CLOSURE UU - T - 111 2 C
BAGI BARRIER 5 MIL - B - 117 I E DE
CONTAINER 6 PPP -8-636 2
CLOSURE 7 PPP - T - 76 C
XETHOD IA - 14 MIL - P - 118 CLEANING C-5 NIL - P - 118 DRYINA , NIL - P - 116
A. Single wrap required compute size in accordance with para . 3.4.1.1.1.1 .
B. Individual wrap not required for items weighing less than .025 lbs. when
packaged in multiple unit quantity .
C. Container closure shall be in accordance with para . 3.4.1.1.4.4 .
D. Compute bag size in accordance with para . 3.41.1.1.4.2 .
E. Conform bag around item para. 3.4.1.1.4.3.
F. Inspection plan D applies section 4 .
Exceptions to this Category and Standard
1. Anti friction bearings clean & preserve according to Specification MIL -P - 197 .
2. Hydraulic brake components clean & preserve in accordance with para .
3.3.1.1.1 & 3.3.1.3.4 .
3. Oil & graphite impregnated items - clean & preserve in accordance with para .
3.3.1.1.2 & 3.3.1.3.7 .
4 . Intimate wrap of barrier material conforming to Specification MIL - B - 121, type
II, grade A , class 2 , required when applying above exceptions.
Figure 6-3
6-14
SECTION 4 - MIL -STD- 726
6-17 . MIL - STD- 726
The second method of developing preservation and packaging requirements to consider is MIL - STD
726 . Prior to the appearance of MIL - STD - 726 , locally developed codes were utilized in an attempt to ab
breviate and simplify the recording of lengthy identification and descriptive data in regard to packaging and
packing requirements. With the publication of this standard in May of 1960 , a uniform and mandatory
system was developed for coding essential preservation and packaging data which is in volume use by the
various elements of the Department of Defense . The purpose of the code is to reduce lengthy identifying and
descriptive data to a convenient form capable of being stored and manipulated by existing electronic data
processing method and equipment or by manual means .
The code system is a position and sequence code. Coded data utilized under this system should al
ways appear in the sequence and in the number of positions specified in this standard regardless of the man
ner by which it is published . The digits of the code should not be used for purposes other than those speci
fied in the standards . Digit positions 1 through 17 are mandatory in purchase documents. Digits 18 through
25 are for optional uses stated in the standard or should be left blank.
a. Essential Elements
For the purpose of uniformity the following are established as the minimum essential ele
ments which will be used for procurement purposes :
Method of preservation
Quantity per unit package
Cleaning and drying procedure
Preservative material
Wraps , Cushioning and Dunnage
Unit container
Intermediate container quantity
Intermediate container
Level of protection
b. Alternate Elements
In addition to the basic packing information set forth above , codes are provided for alternate
ly including one or the other of the following items of logistical information :
Allowable maximum weight and cube of the unit container , or
Allowable maximum inside dimensions ( length , width , and depth ) of the unit container .
6-15
c. Sequence of Code
When used for procurement purpose or for dissemination between governmental agencies , the
above elements are coded in accordance with the codification tables and other requirements established by
MIL - STD - 726 . Regardless of the method of publication , the above elements when used are indicated within
the sequence and position limits shown in Figure 6-4 and Figure 6-5 , Tables referenced in Figure 6-16
and 6-17 are found in MIL -STD- 726 . The packaging code should always be identified with the National
Stock Number of the specific item for which the packaging is described .
6-18 . MIL - STD- 834
The purpose of MIL - STD -834 is to implement and supplement the Coding System established in
MIL - STD - 726 . It describes the procedure for preparation , approval and transmittal of coded packaging
data . When specified in procurement documents , compliance with this standard is mandatory by contractors .
This standard will also be used by military activities engaged in packaging.
6-16
Position
i
Digit2 3 4 6
5 7 12 13 14 16
15 17
Το
6
Ιοτ
ττ
Unit
Code
Wraps
Fields
Container
Method of
Preservation
TABLE I
cedure
Quantity
Cushioning Thickness
Level of Protection
Preservative Material
Cushioning and Dennage
Intermediate Container
Intermediate Container
Cleaning and drying pro

,II
I Ia
Quantity per unit package

IIB IV V VIa VID VII IX
See
Table IIC III IA IIA IIIA
EXAMPLE
: 3Q GB BB B ED WE A
6
τ τ 90
6-17
B
ED
GB
우
-14
IA
< t
Method
At
WE
One
per
unit
package
|
Cleaning
process
1
-
C Level
A
Preservati
MIL
6
-
P
-P1 f
o16 ve
Kraft
paper
overwrap
MIL
1B- 21
Greasepro
-w of
aterproof
barrier
G
, rade
A intermediate
6 kgs
.per
PPP
c
,-8 43
C ellulosic
cushionin
material g cont
.
5 in
-
B
PPP
6
B-or
Box 66
76
PPP
6
T
C-
,CF36
ype
Blass
i
-1
/2 nch
thick
weather
resistant
f
, iber
box
paragraph
See
concerning
4.1
mandatory
optional
of
use
positions
digit
and
the
in
data
.clear
6-4
Figure
MIL -STD - 726F
Format for standard military packaging code ( Mandatory )

30 December 1975
Position
Digit 18 19 20 21 22 23 24 25 26 27 28
Cube
&
Max.Wt.
Level
Commer Markings
Special
A cial
B 5.13
See
|Packing
Packing
Cube
Wgt .
MIL - STD - 726F
TABLE Ia
CODE See See

Table Table
FIELDS
30 December 1975
XI XII
BJ AL
Format
Dimensions
Maxiraun
Depth
Width
Length
Table
See х X
X
EXAMPLE
B9 AQ AQ B 23
6-18
N
E
아
of
H
.
lbs
1.5
.
in
10
cu
ft
..231
6.0
.in
sontainer
A
/c
packing
requirement
pecial
de
,which
herein
defined
not
be
to
is
means
by
enclosure
separate
a
of
.lineated
accordance
with
in
accomplished
be
shall
Packing
7
-MIL
T
and
II 94
TD
ables
specified
Ss
,a
III
for
for standard military packaging code ( Optional )
Domestic
shipment
.
container
the
effect
to
used
.The
required
not
is
Packing
container
shipping
the
as
serve
also
shall
package
unit
freeze
.not
,do
biologicals
Perishable
6-5
Figure
SECTION 5 - DARCOMR /AMCR 746-2
6-19 . DARCOM / AMCR 746-2
The third method that prescribes developing packaging requirements is shown in DARCOMR /AMCR
746-2, Chapter 2 - Preparation , Application Control and Evaluation of Packaging Requirements. This
chapter replaces AMCR 715-68, Development, Preparation , and Distribution of Packaging Data Sheets and
outlines the third method of developing packaging requirements .
However , prior to using this third method , DARCOMR /AMCR 746-2 directs that MIL -STD -647 , Pre
paration and Use of Packaging Standards he screened by all activities prior to prescribing the packaging re
quirements for itemswhich these standards provide adequate technical descriptions and detail. The objective
of this initial screening is to maximize the use of MIL -STD -647 in all commodity applications and to reduce
and standardize packaging data .
As a general practice in all packaging and engineering deliberations, the item characteristics should
be identified and analyzed in accordance with MIL -STD -647, as amplified by DARCOM P 706-121, in deter
mining if an available standard will apply before resorting to other existing engineered and detailed packaging
requirements which are adequate to the item under consideration .
PACKAGING DATA SHEETS
DARCOMR / AMCR 746-2 prescribes the development, preparation , or revision of packaging data
sheets (DARCOM Form 1029) for prescribing packaging requirements in accordance with paragraph 3.6
Appendix III, MIL - T -60530. Paragraph 3. 6 ofMIL - T -60530, Preparation for Delivery , states that unless
otherwise specified , preservation , packing and marking requirements shall be developed for each major item ,
each item of test equipment, and each component designated as a repair part except for items where the
packaging requirements are presently prescribed in a specification .
Paragraph 3.6.1 of MIL - T -60530 Format, states that packaging requirements are to be documented
in Section 5 of individual commodity specifications. Items not covered by specifications are to have packaging
requirements prepared in accordance with MIL -STD -647, MIL -STD - 726 or on Packaging Data Sheets , DARCOM
Form 1029 and continuation sheet, in accordance with Appendix III for use with MIL - P - 14232. The system of
packaging documentation is to be specified by the Government. Preprinted packaging data sheet forms are to
be supplied by the Government, upon application by the contractor accompanied by an estimate of the number
of packaging data sheets which will be required .
Where detailed engineering drawings or specification figures are required to properly prescribe
packaging requirements, in lieu of packaging data continuation sheets , they should be prepared in conformance
with the requirements of DOD - D - 1000B Engineering Drawings.
6-19
Appendix III of MIL -T - 60530 provides detailed instructions for completing DARCOM Form 1029 .
Some additional actions required by commodity commands are :
Copies of each data sheet prepared by DARCOM Commodity Commands are to be furnished
the DARCOM Packaging , Storage and Containerization Center (DARCOMPSCC ) ,
Tobyhanna Army Depot.
When an item is logistically transferred between commodity commands, the losing command
is to forward a copy of the packaging data sheet to the gaining command.
Existing packaging data sheets which presently are not prepared on DARCOM Form 1029 are
to be converted to this form as changes or revisions are necessary , and as programmed
resources and workload permit .
6-20
SECTION 6 - Packing and Marking
6-20 . PACKING
The requirements for packing should cover the exterior shipping container, the assembly of items or
packages therein , the necessary blocking, bracing , cushioning, and weather proofing plus exterior strapping
or reinforcement and marking . When single items are packaged and packed as single unit, with the unit
pack and the exterior container being one and the same, the following statement is entered in the " Notes"
of DARCOM Form 1029. " UNIT PACK WILL SERVE AS SHIPPING CONTAINER . " The packaging code of
MIL - STD - 726 does not indicate the shipping container used except when the unit container serves also as the
shipping container . In all cases , however, military packing requirements should be determined by reference
to the Federal and Military Specifications applicable to the type of item being packed .
6-21. MARKING REQUIREMENTS
Marking requirements are normally established by reference to MIL - STD - 129. Markings essential
to safety and to the protection or identification of the item should be specified in detail when :
these markings are not required by MIL - STD - 129 , or
such markings are required on a " when specified" basis by MIL - STD - 129 .
In any instance where reference to MIL -STD - 129 is not applicable, marking requirements should be
given in detail or by reference to recognized documents and should include :
appropriate identification of the product both on the packages and shipping

containers ;
all markings necessary for delivery and storage , if applicable ;
all markings required by regulations, statutes, and common carriers ; and
all markings necessary for safety and safe delivery .
6-22 . MIL - STD - 129
This standard provides the requirements for the uniform marking of military supplies and equipment
for shipment and storage. It accommodates the requirements for coded and in - the - clear data and forms
required by Military Standard Requisitioning and Issue Procedures (MILSTRIP ) and Military Standard
Transportation and Movement Procedures (MILSTAMP) for movement processing .
6-21
Marking for interior packages, unpackaged items, and exterior packs (boxes , crates, miscellaneous
packs , barrels , drums, bales , bundles, bags , palletized unit loads or loose items will be accomplished by
use of labels, stamping , stencilling, printing, or tagging. Lithographing, silk - screening, photo marking,
embossing , decals, transfers , or other similar processes may be used when specified by this standard or
upon approval of the procuring agency.
All markings are to be clear and legible and not less than the size specified in this standard . Markings
are to be non - fading and durable . Unless specified as the standard, color of all markings is to be black,
except when applied to surfaces on which black is not legible , then the color used will provide a definite
contrast. For example , yellow or white lettering is to be applied over lusterless , olive drab coloring.
MIL - STD - 129 provides specific instructions for marking: interior packages, unpackaged items,
shipping containers , palletized unit loads , boxes, crates, bales, cloth covered bundles, sacks , bags , barrels ,
drums, cylindrical containers, miscellaneous packs , unpacked vehicles , petroleum , unfabricated steel
products, household goods, and subsistence items. Illustrations of various markings are provided as
shown in Figures 6-6 , 6-7 and 6-8.
6-22
-
3531-00-456-7416
MFR /PN 57685-301 3531-00-456-7416
MFR /PN 57685--30 1
CARBURETOR CARBURE TOR
EA
6 EA DAAG25 - M - 76-0056
DAAG25 - M - 76-0056 A 12/77
A 12/77
FIGURE 1. Unit and intermediate container identification markings .
23-1457
450-00-4
1 ONKUTFIT AN 12/17
SI
N
ETO
OUN 416
KIT, CA.D498-7
00I 3
SSW.NO -18 OT OS
D1A0A0 CA - 77-
22T5
29
L N
CU
W
AVI/A1NN30 / C2U7 9S.5
O T
JAN PAIRE CO 1
OLD FON , PA 1661 PAANOI- n . -18 -LOTES
. NON ORS
MINTOM , NJD eros .
5
FIGURE 2. Exterior container identification and contract data markings

(containers under 10 cubic feet) .
Figure 6-6
6-23
MIL - STD - 129H
3 January 1978
333
110
045 -74
Txio CUOL 6 \ TO16 TOR
n co A R R B URA
a 700 CA MI6
353 75G
WA /T2 /v2oo/ 7u7 CV 300
00
V10AAGZ5JE1oA2oM /o77
D h -1c9u1/7320.L0OT NO 5
|7
A / BES TS
JOCNACE PAR GCO .
H U O
U C I GOG
L
IDE
1440 NTI
-00- FIC
607- ATI WI ION
3361 ON NG CAT
BAC ASS 15. FI
K
DM2A.AGEA12/ Y
1.2) NTI
IDE MK6
WtA 12750-07777-CU 666 CT 2
1-1
CJHOINCES PARTS C96O.702 TRA .1. A
AGO , IL 606 CON (5 DA)3T
1.
15. )
FIGURE 15. Identification and contract data markings

(palletized loads) .
Figure 6-7
6-24
MIL- STD - 129H
3 January 1978
TRANSPORTATION CONTROL NUMBER ROD PROJECT

W62G2T 1062 1971 XXX 069 ABC OCT
FROM: TRANS PRIORI ABC ABC
W25G1W . TOBYHANNA ARMY DEPOT TRANS PRIORITY
TOBYHANNA', PA 18466
TO POE when applicable)
W62G2T SHARPE ARMY DEPOT
LATHROP: CA 95330
11
21
3
woo ( wmon applicable )
ULTIMATE CONSIGNEE ON MARK FOR
PILSL NUMDER, TOTAL PIECES WEIGHT THIS PIECE CUOC TWIS PIECE
1 amma CUTINIPICI
1 150 3
3
DD FORM 1387-19, 1 APR 60 ) ‫ ; ' ار‬: ‫العدد‬ MILITARY SHIPMENT LABEL 3
Y SMMENT WADEL
TRANSPORTATION CONTRO : YA!. ROD PROJECT

W62G2T 7062 1977 XXX 069 ABC PROJECT TOUCY
FROM : "EANS MIO
SHIPPING
MILITARY
ABC WC
W25G1W TOBYHANNA ARMY DEPOT TRANS PRIORITY NANDMOWY
TAG
TOBYHANNA, PA 18466
TO : 1. Mee wppines
W62G2T SHARPE ARMY DEPOT
LATHROP, CA 95330
POOWhome applaude 213
IMA'T CONSIGNE GARN

1387-1-19
AOS1 PR
FORM
PI! KI N. W PIECE
DO
1 1 150 3 MUTILC
3
3
FIGURE 19. DD Form 1387 (Military Shipment Label)

and DD Form 1387-1 (Military Shipping Tag) for domestic
domestic shipments .
Figure 6-8
6-25
SECTION 7 - Requirements of MIL - STD -490
With the foregoing background knowledge of the processes and activities involved in preparation for
delivery , the requirements of MIL-STD-490 are now examined .
6-23 . REQUIREMENTS OF MIL- STD -490
Requirements for Section 5 Preparation for Delivery , vary with the type of specification .
a . Type A , System Specification
Section 5 , Preparation for delivery . This section shall provide guidance for the preparation of
equipment for delivery . Such guidance will be peculiar to the system being specified and other than standard
practice . It shall include specific requirements to incorporate such non - standard practices in appropriate
specifications. It may impose requirements to comply with standard practice by referencing appropriate
military specifications and standards to be used as the basis for preparing Section 5 of each specification for
sy stem end items .
b . Type B1, Prime Item Development Specification
Section 5 , Preparation for delivery. This section shall provide guidance for the preparation of
equipment for delivery. Such guidance will be peculiar to the item being specified and other than standard
practice . It shall include specific requirements to incorporate such non - standard practices in appropriate
item descriptions. It may impose requirements to comply with standard practices by referencing appropriate
military specifications and standards.
c . Type Cla , Prime Item Product Function Specification
Section 5 , Preparation for delivery. This section is generally applicable to product specifications
only , and shall include applicable requirements for preservation , packaging , and packing the item , and
marking of packages and containers.
4.5.1 General. This section shall state the general requirements for preservation ,
packaging , packing , and package marking . If more than one level of preservation and
packaging is included , the conditions for selection of levels shall be explained. See
FED - STD - 102 .
4.5.2 Specific Requirements . The specific requirements for materials to be used in pre
servation, packaging, and packing a product shall be covered in Section 5 , either
directly or by reference to other specifications , publications , or drawings.
4.5.3 Detailed Preparation . Requirements may be included by reference to other specifi

cations and applicable standards or where these do not exist or are not applicable ,
by detailed instructions. The requirements shall be included with appropriate head
ings , as required , for disassembly , cleaning , drying, preservation , packaging , pack
ing, and shipment marking. These requirements shall be specifically related to each
required level of preparation in a manner which will leave no doubt regarding require
ments applicable to such level . Detailed preparation for delivery requirements should
be covered as far as practicable in four basic categories, as follows.
4.5.3.1 Preservation and packaging. The requirements for preservation and packaging shall
cover cleaning, drying , and preservation methods adequate to prevent deterioration ,
appropriate protective wrapping , package cushioning , interior containers , and package
identification -marking up to but not including the shipping container . Where no suit
able reference is available , step - by - siep procedures for preservation and packaging
shall be included .
6-26
4.5 . 3. 2 Packing . The requirements for packing shall cover the exterior shipping container ,
the assembly of items or packages therein , necessary blocking , bracing, cushioning ,
and weatherproofing.
4.5.3.3 Marking for Shipment. Normally , marking requirements shall be established by

reference to MIL -STD - 129. Markings essential to safety and to the protection or
identification of the item which are not required by MIL -STD- 129 , or are required on
a " when specified " basis by that standard , shall be specified in detail under this
heading. In any instance where reference to MIL -STD - 129 is not applicable , require
ments in detail or by reference to recognized documents shall include: appropriate
identification of the product, both on packages and shipping containers; all markings
necessary for delivery and for storage , if applicable; all markings required by reg
ulations, statutes , and common carriers ; and all markings necessary for safety and
safe delivery .
6-27
SECTION 8 - Preparation for Packaging / Delivery Requirements in Procurement Documents
Preparation for Packaging / Delivery Requirements may be found on any page of the procurement con
tract even though the standard contract format places these requirements in Section G. Preservation /
Packaging / Packing. These requirements are stated in many different ways . Basically , there are three
methods of expressing requirements for preparation for delivery in the contract:
Packaging Data Sheets

Packaging Data Codes
Narrative Type Prescriptions
Packaging Data Sheets (fully described) . In this method , there are detailed packaging data sheets
or drawings , Transportation Packaging Orders ( TPOs) and MIL - STD - 726 packaging data codes which fully
describe the requirements . This method is perhaps the easiest to administer. The contractor would not
need to know fully about packaging design to comply with the established requirements of the contract.
Packaging Data Codes (partially described) . This method includes those contractual preparation
for delivery instructions which provide the contractor with some , but not all, essential elements of the
packaging requirements.
Narrative Type Prescriptions (levels of protection cited for contractor to design the packaging and
packing). This method includes the type of prescriptions which reference a packaging specification or
standard and cites the applicable levels , for example , MIL - STD - 794- , MIL - E - 17555 , or MIL - P - 14232 with
the levels given . Under this method , the contractor is required to develop the details and design a package
which will meet designated requirements. In addition , the contractor is required to test the package for
rough handling and other established requirements. Generally , approval of the package design is required .
6-28
6-24 . CLAUSES FOR PACKAGING REQUIREMENTS
Appropriate preparation for delivery requirements , preservation, packing and marking are to be
included in procurement documents . Two different situations are involved : (1) commodity specifications
are used , and (2) non - specification items.
Commodity Specification . When a commodity specification is used for procurement, the required
levels of preservation and packing contained in that specification will also be stated in the procurement
document. A specimen clause for preservation and packing for specification items follows:
Preparation for Delivery
(a ) Preservation , Preservation for items shall be level of the

commodity specification under which the item is procured .
(b ) Packing . Packing
Packing for item
item (s)_ __shall be level of the commodity
specification under which the item is procured .
XXXEnd of SpecimenXXX
6-25 . EXAMPLE # 1 OF SECTION 5 OF COMMODITY SPECIFICATION
The following is an example of Section 5 of a commodity specification . It calls for the contractor to
develop the packaging data sheets .
EXAMPLE OF SECTION 5 OF SPECIFICATIONS
FOR CANVULIZERS
.
5
Packaging (For definitions and levels see 6.1)
5.1 Packaging
5.1.1 Level A
5.1.1.1 Disassembly -- Disassembly of all Canvulizers may be accomplished to the extent

that economy in packing and shipping can be obtained , provided no special tools
or special skills are required for reassembly or the cost of assembly would be
excess compared to the economy of packing and shipping .
5.1.1.2 Methods --Methods of preservation and types of preservatives indicated by symbols

herein shall conform to the methods indicated by corresponding symbols in
Military Specification MIL - P - 116 .
5.1.1.3 Type I, Class I, Style A -- Canvulizers Type I, Class I, Style A , shall be cleaned
by process c1 and preserved and packaged by Method IIb .
5.1.1.4 Type II, Class I, Style A -- Canvulizers Type II , Class I, Style A shall be cleaned
by process C1 and preserved by the application of type P - 6 or P - 2 preservative
as specified ( see 6.2) to all unprimed , unpainted metal surfaces, and packaged
in accordance with Method IC - 2 .
5.1.1.5 Technical Publications-- Technical publications shall be packaged by using method IA - 8

or IC - 1 and placed in the box containing the spare parts .
6-29
5.1.1.6 Spare Parts -- Spare parts shall be preserved and unit packaged in
accordance with Military Specifications MIL - P - 116 and MIL - E - 17555
as applicable. Spare parts , tools accessories and disassembled parts
shall be placed in one or more boxes conforming to Federal Specification
PPP - B - 1163 .
5. 2 Packing
5.2.1 Level A - Complete Canvulizers shall be packed in snug - fitting wood

cleated plywood, nailed wood , or wire bound wood boxes conforming to
Federal Specifications PPP- B- 601 , PPP- B- 621 , and PPP - B - 585
respectively , or crates conforming to Military Specification MIL- C - 22806 ,
as applicable .
5. 2. 2 Marking - In addition to any special marking required by the contract or

order, interim packages and exterior shipping containers shall be marked
in accordance with MIL - STD - 129.
The nomenclature shall be as follows:
CANVULIZER , SPOT PRESS
XXX End of Example XXX
6-26 . EXAMPLE #2 OF SECTION 5 OF COMMODITY SPECIFICATIONS
In the following example #2 of Section 5 of a Commodity Specification , the contractor is provided

with a packaging data sheet.
EXAMPLE OF SECTION 5 OF SPECIFICATION
FOR CLERODS
.
5
Packaging
5.1 Preservation , Packing and Marking. Preservation , packing , and marking

of clerods shall be in accordance with the applicable Packaging Data Sheet
referenced in Section 2 and MIL- P- 14232 ( see 6. 2)
6.2 Ordering Data . Procurement documents should specify the following:
e. Selection of applicable levels or preservation , packaging , packing.
f. Applicable packaging data sheet (see 5.1 )
XXX End of Example XXX
6-27 . EXAMPLE #3 OF SECTION 5 OF COMMODITY SPECIFICATION
In the following example #3 of Section 5 of a commodity specification , the contractor is provided

with detailed packaging requirements for level A or B and commercial packaging.
6-30
EXAMPLE OF SECTION 5 OF SPECIFICATION FOR GLOVES, LEATHER ,
GAUNTLET LINEMEN'S
5. Packaging
5.1 Packaging Packaging shall be level A or Commercial, as specified ( see 6.2)
5.1.1 Level A. Four pairs of gloves , of one size only , shall be evenly stacked
in a bundle . The gloves shall be alternately reversed , fingertip to gauntlet,
with the small fingers of each pair positioned in each corner of the bundle .
1 Each glove bundle shall be securely tied with cotton tape or twine .
5.1.2 Commercial. Gloves shall be packaged in accordance with MIL - STD - 1188
provided the package and the quantity per package is the same as that
normally used by the supplier for retail distribution .
5. 2 Packing. Packing shall be level A , B , or Commercial , as specified (see 6.2) .
5 , 2.1 Level A. Eighty pairs of gloves of one size only , packaged as specified in
5.1 , shall be packed in a fiberboard shipping container assembled, closed,
and reinforced conforming to class weather - resistant, grade V2s , size 3A
of MIL - B - 17757. The fiberboard for the box liner shall conform to type CF ,
class weather - resistant, variety DW , grade 15C of MIL - B - 17757. Level A
packages shall be packed flat, four in length , one in width , and five in depth
within a shipping container . Each container shall have the contents completely
covered on the top and bottom with a sheet of 30 - pound minimum basis weight
kraft paper conforming to type I, grade B of UU - P - 268. Toward the end of
the contract, or when there is less than the required amount per container of
the same size , mixed sizes may be packed within the same shipping container ,
5. 2. 2 Level B. Eighty pairs of gloves of one size only , packaged as specified in 5.1 ,
shall be packed in a fiberboard shipping container assembled and closed con
forming to class domestic , grade 275 , size 3A of MIL - B - 17757. The fiber
board for the box liner shall conform to type CF , class domestic, variety DW ,
grade 275 of MIL - B - 17757 . Level A packages shall be packed flat, four in
length , one in width , and five in depth within a shipping container . Each
container shall have the contents completely covered on the top and bottom with
a sheet of 30 - pound minimum basis weight kraft paper conforming to type I,
grade B of UU - P - 268 . Toward the end of the contract, or when there is less
than the required amount per container of the same size , mixed sizes may be
packed within the same shipping container .
5. 2. 2.1 When specified ( see 6.2) , the shipping container shall be a grade V3c , V3s or
V4s fiberboard box fabricated in accordance with MIL- B- 17757 and closed in
accordance with the appendix of the box specification .
5. 2.3 Commercial. Gloves , packaged as specified in 5.1 , shall be packed in

accordance with MIL - STD - 1188 provided the quantity packed per shipping
container is the same as that normally used by the supplier for retail
distribution .
5.3 Marking .
5.3.1 Military requirements (levels A and B ). In addition to any special marking /

required by the contract or order , shipping container shall be marked in
accordance with MIL - STD - 129 .
6-31
5.3 . 2 Commercial. In addition to any special marking required by the contract or
order , interior packages and shipping containers shall be marked in accordance
with MIL - STD - 129 .
5.3.3 Civil agencies (levels A and B ). In addition to any special marking required
by the contract or order, shipping containers shall be marked in accordance
with FED - STD - 123 .
5.3.4 Labels, mixed sizes. Each shipping container, packed with mixed sizes only ,
shall have securely attached to the end or side , directly under the printing or
stencilling, a white paper label 5 by 4 inches with the words " MIXED SIZES"
plainly stamped or printed thereon and under these words shall be legibly
stamped or printed the correct quantity and sizes contained therein .
Non - specification Items. When a commodity specification is not used , the procurement
document will include ( contain or refer to ) detailed preservation , packing and marking
requirements for each applicable level . A specimen clause for preservation , and
packing for non - specification items follows:
(a) Preservation . Preservation for item ( s) ___ shall be level

as follows
(b) Packing . Item (s) ___ preserved , as above shall be packed

level as follows
Preservation / packing and mailing shall conform to commercial level in accordance

with the requirements of Federal Standard No. 356 .
XXX End of Specimen XXX
Marking of Shipments . The following clause together with any additional marking
instructions applicable is to be inserted in procurement documents following the
packing instructions .
Marking of Shipments ( 1978 JAN) . The contractor shall mark :

all shipments under this contract in accordance with the edition
of MIL-STD -129 " Marking for Shipment and Storage" in effect
as of the date of the solicitation (add any additional marking
requirements ).
XXX End of Specimen XXX

--
6-32
CHAPTER 7
QUALITY ASSURANCE PROVISIONS
SECTION 1 Product Assurance Program Concept
SECTION 2 Reliability , Maintainability and Cost
SECTION 3 Plan for Generating Quality Assurance Provisions
SECTION 4 Quality Assurance Letters of Instruction
SECTION 5 Quality Assurance Provisions
SECTION 6 Classification of Defects
SECTION 7 Reliability Assurance
This chapter covers the Quality Assurance Provisions of the TDP . First, in
Section 1 , the concept of the Quality Assurance Program is discussed . This program
consists of the planned and systematic pattern of all actions necessary to provide
adequate confidence that a product conforms in all respects to its requirements as
stated in the contract.
Next in Section 2 , various assisting technical disciplines are discussed such as

reliability , maintainability and cost.
Section 3 covers the planning for generating the quality assurance provisions.
A discussion of Quality Assurance Letters of Instruction follows in Section 4.
The QA portion of the TDP is next covered in Section 5.
The classification of defects is further clarified in Section 6 .
As it is essential that our weapon systems have a high operational reliability ,

Section 7 explains Reliability Assurance which begins with the development of the
item and continues through production and operational use .
7-1
SECTION 1 Product Assurance Program Concept
7. - 1 . ELEMENTS
DoD Directive 4155. 1 dated August 10 , 1978 states that under the DoD Quality Assurance Concept,
responsibility rests upon :
The Government for establishing contractual quality requirements .
The contractor for controlling product quality and for offering to the Government, for acceptance ,
only those supplies and services that conform to contractual requirements and, when required ,
for maintaining and furnishing substantiating evidence of this conformance .
. The Government for determining that contractual requirements have been complied with prior
to acceptance of the supplies or services .
a. Basic Document is the Contract While this concept is di rectly applicable to the contractor and
the Government after award has been made and a contract exists , it cannot be effectively acted upon by
either the contractor or the Government contract administration activity unless the contract itself is
properly written . FM 38-3 Procurement Training Handbook describes a contract as " ... simply an
agreement between buyer ( the Government) and seller ( the contractor) stating what each will do in a
particular transaction . " Under this description , a contract includes legal, administrative , technical,
and other information and agreements .
b. Scope of this Chapter - In this course we are concerned with the technical information and
agreements which we refer to as the Technical Data Package (TDP) , and in this chapter we stress that
portion of the TDP sometimes referred to as the Quality Assurance Provisions (QAP ). As used in this
book , Quality Assurance means the planned and systematic pattern of all actions necessary to provide
adequate confidence that a product conforms in all respects (e.g. , workmanship , configuration,
performance , reliability , maintainability , etc. ) to its requirements as stated in the contract,
7-2 . DESCRIPTION AND RELATION OF ELEMENTS
a. Quality Assurance Definition - A planned and systematic pattern of all actions necessary to
provide adequate confidence that the item or product conforms to established technical requirements
Military Standard Quality Assurance Terms and Definitions (MIL -STD - 109B ). There is not a uniform
agreement on the meaning of this term . It bears a strong resemblance to the previously stated definition of
product assurance and is used synonymously by some activities . It is more common to distinguish between
quality, reliability and maintainability and therefore between quality assurance , reliability assurance and
maintainability assurance . It is used in this latter sense in this text.
b. Quality Assurance Concept - Quality assurance as practiced by Government Quality Assurance

Representatives at a contractor's facility on a specific contract can be considered to consist of a general
sequence of many actions which can be organized into four ( 4 ) stages:
(1) Contract Review - An organized detailed study of the entire contract for the purpose of
gaining complete familiarity with all the terms and conditions of the contract .
( 2 ) Procedures Review – Examination of the contractor's quality creation and quality appraisal
management guidance documents to determine their coverage , completeness , and compliance
with contract provisions.
7-2
(3) Procedures Evaluation - A continuing audit program to investigate the degree to which the
contractor's quality creation and quality appraisal employees conform to management
guidance .
(4) Procedures Validation - All the techniques used and actions taken to determine the effective
ness of the contractor's management guidance to minimize original occurrence and prevent
recurrence of non - conforming materiel.
C. System Requirements – The current DoD concept regarding the contractor's responsibility for
product quality was stated in an earlier paragraph of this chapter . Implicit within that statement is the need
for a planned system to meet these stated responsibilities. The DoD permits a contractor substantial
latitude in selecting the means he will employ , but does require that his system satisfy certain objectives
and that it be in writing .
7-3 , CONTRACT COVERAGE
Section XIV. Procurement Quality Assurance , of the Defense Acquisition Regulation ( DAR )
defines five basic categories of contract coverage relating to quality systems.
a. No Specific Contract Quality Requirement - Generally used for small purchase and other simpli
fied purchase procedures (DAR Section III , Part 6) , where there is no specific obligation on the contractor
for the performance of inspection and no Government procurement quality assurance actions can be per
formed at source .
b. Contractor Responsibility Provisions These provisions make the contractor responsible for the
inspection and test of products before offering them to the Government. They may be effected by citing in
the contract Federal or Military Specifications or drawings which include an appropriate clause or including
an appropriate clause (DAR 14-101.1) in the contract. The provisions can be used alone or in conjunction
with Standard Inspection Requirement for purchases under DAR Section III , Part 6. It cannot be used alone,
but is used in conjunction with some other Contract Quality Requirement for other types of purchases.
C. Standard Inspection Requirement - This is a requirement that the contractor maintain an inspec
tion system acceptable to the Government. It is included in General Provisions, Standard Form 32 , and
this is the means by which it is usually incorporated in a contract . It must be included in all fixed price
supply contracts over $10,000. It may be used along or in conjunction with Contractor Responsibility Clause
on purchases under DAR Section III, Part 6. It must be used with the Inspection Systems Requirements
(MIL - I- 45208A ) and Quality Program Requirements (MIL - Q - 9858A ).
d. Inspection System Requirement MIL - I - 45208A - A requirement, in addition to the Standard

Inspection Requirement, that the contractor establish and maintain an inspection system in accordance with
Government Specification MIL - I - 45208A . MIL - I - 45208A sets forth fundamental standards for an acceptable
inspection system . It states , for example :
(1) the contractor's responsibility to have a system that will ensure that supplies submitted to
the Government are acceptable .
(2) the need for clear , complete , and current inspection instructions and adequate records.
(3) the need for control of corrective action , drawings and changes, calibration of measuring
and test equipment, as well as identification and status control of non - conforming material .
The specification also states the principles regarding Government inspection at subcontractor
facilities ; it permits Government approval of the sampling procedures used by the contractor if the contract
does not require specific procedures ; and it establishes basic requirements for receiving inspection and
inspection of Government furnished material.
7-3
e . Quality Program Requirement MIL - Q - 9858A - A requirement , in addition to the Standard
Inspection Requirement, that the contractor establish and maintain a quality program in accordance with
Government Specification MIL - Q - 9858A . MIL - Q - 9858A is a more thorough and sophisticated document
than MIL - I- 45208A .
7-4 . MIL - Q - 9858A
Specification MIL - Q - 9858A considers details of operations and specific alternative methods of quality
assurance that the contractor may use in appropriate combination . It considers the engineering design phase,
as well as the production phase and states requirements for quality assurance planning and for keeping
records of the costs of quality assurance . It establishes requirements for technical terms of subcontracts
relating to quality assurance and requirements for quality assurance relations with subcontractors. The
following further indicates the scope of MIL - Q - 9858A by topic headings:
Quality Program Management
Organization
Initial Quality planning
Work Instructions
Records
Corrective action
Cost related to quality
Facilities and Standards
Drawings , documentation , and changes
Measuring and testing equipment
Production tooling used as a medium of inspection
Use of contractor's inspection equipment
Advanced metrology requirements
Control of Purchases
Responsibility
Purchasing data
Manufacturing Control
Materials and materials control
Production processing and fabrication
Completed item inspection and testing
Handling , storage , and delivery
7-4
Nonconforming material
Statistical quality control and analysis
Indication of inspection status
Coordinated Government / Contractor Actions
Government inspection at subcontractor or vendor facilities
Government property
7-5 . NON -APPLICATION OF REQUIREMENTS
Generally, neither MIL - I- 45208A nor MIL - Q - 9858A are used in contracts for personal services or
for research and development studies of a theoretical nature that do not require fabrication of articles.
7-6 . DAR CRITERIA
In addition to the description of applicable usages of the various contract quality requirements stated
above , DAR provides three other sets of criteria to aid procurement personnel in selecting the proper
requirement.
a. Classification by contract item technical description .
Commercial (catalogs, drawings , industrial standards ).
Military - Federal (drawings, specifications) .
b . Classification by type of items.
Complex items have quality characteristics, not wholly visible in the end item , for which
contractual conformance must progressively be established through precise measure
ments , tests, and controls accomplished during purchasing, manufacturing , assembly ,
and functional operations either as an individual item or in conjunction with other items.
Noncomplex items have quality characteristics for which simple measurement and test
of the end item is sufficient to determine conformance to contract requirements.
C. Classification by type of application .
Critical. A critical application of an item is one in which the failure of the item could
injure personnel or jeopardize a military mission. Critical itemsmay be either peculiar
(meaning items which have only one application ) or common (meaning itemswhich have
multiple applications ). Whether peculiar or common , purchases of critical itemsmust
have contract quality requirements .
Noncritical. A noncritical application is any application which is not critical. Non

critical itemsmay also be either peculiar or common ,
7-5
1
1
7-7 . CONTRACT QUALITY REQUIREMENT
Decisions must be made as to whether the item is commercial or Military - Federal, complex or
noncomplex and whether its application is critical or noncritical, peculiar or common. Once these
decisions are made, the table below will indicate the proper contract quality requirement.
Item
Technical Type of Contract
Description Kind of Item Application Quality Requirements
Commercial Noncomplex Noncritical- Common None
Commercial Noncomplex Noncritical- Peculiar None
Commercial Noncomplex Critical Std Insp Reqmt
Commercial Complex Noncritical - Common None
Commercial Complex Noncritical- Peculiar Std Insp Reqmt
Commercial Complex Critical MIL - 1-45208A
Military
Federal Noncomplex Noncritical- Common Std Insp Reqmt
Military
Federal Noncomplex Noncritical - Peculiar Std Insp Reqmt
Military
Federal Noncomplex Critical MIL - 1-45208A
Military
Federal Complex Noncritical- Common Std Insp Reqmt
Military
Federal Complex Noncritical- Peculiar MIL - 1-45208A
Military
Federal Complex Critical MIL - Q - 9858A
7-8 APPLICATION OF CONTRACT QUALITY REQUIREMENTS
The above table is intended for use as a guide in selecting the contract quality requirement normally
considered appropriate for the given item criteria . Additional guidance is stated above in the description
of each type of requirement. However, where circumstances warrant, a contract quality requirement of a
greater or lesser degree may be specified . In making this decision , the PCO should consult with engineer
ing , production , quality assurance , and other technical personnel, and consideration should be given to such
factors as expected total contract price ; delivery schedule , i.e. , whether the quantity on order will be
delivered in one shipment or in increments over a period of time ; inspection and acceptance point, and the
judgment of knowledgable personnel as to needs in the particular instance .
7-6
SECTION 2 - Reliability , Maintainability and Cost
7-9 . INTRODUCTION
The development of today's complex military systems requires the efforts of specialists in many
technical disciplines. It is virtually impossible for any one man to have a knowledge in depth of all the
disciplines involved . Any large scale system development program must use the team approach ,
a. Program Management Plans The present approach to management of these large scale programs
is to prepare detailed technical program management plans that cover all phases of the development effort.
Generally , the overall program contains subsidiary programs for achievement of critical system character
istics. Two critical characteristics that usually require special programs are reliability and maintainability .
b, Present Approach - Products throughout history have possessed the characteristics of reliability
and maintain abil ity . Sometimes these characteristics have been good, sometimes bad . However , in the
past two decades , reliability and maintainability have progressively required more emphasis and have
achieved the status of recognized engineering disciplines . In today's approach , reliability and maintainability
are quantitatively defined , designed , and manufactured into a system , measured and demonstrated.
C. Problems Many examples of reliability and maintainability problems in current Army equip
ment could be given . However , most people who are concerned with development and procurement of Army
systems already know of these problems and need no further reminding . The important thing is preventing
these problems from occurring in future Army systems.
7-10 . DEFINITIONS
a. Reliability - The probability that an item will perform its intended function for a specified
interval under stated conditions, Definitions of Effectiveness , Terms for Reliability, Maintainability , Human
Factors and Safety .
b. Durability - A special case of reliability (MIL - STD - 721 B ) . Durability is the probability that an
item will successfully survive its projected life , overhaul point or rebuild point (whichever is the more
appropriate durability measure for the item ) without a durability failure . A durability failure is
considered to be a malfunction that precludes further operation of the item and is great enough in cost ,
safety or time to restore such that the item must be replaced or rebuilt, (AR 702-3) .
C. Maintainability - A characteristic of design and installation which is expressed as the probability

that an item will be retained or restored to a specified condition within a given period of time, when the
maintenance is performed in accordance with prescribed procedures and resources (MIL - STD - 721B ) .
d. Availability - A measure of the degree to which an item is in the operable and committable state
at the start of the mission , when the mission is called for at an unknown ( random ) point in time
(MIL - STD - 721B ) .
e. System Effectiveness A measure of the degree to which an item can be expected to acmeve a
set of specific mission requirements , and which may be expressed as a function of availability , dependability ,
and capability (MIL -STD - 721B ) .
f. Dependability - A measure of the item operating condition at one or more points during the
mission , including the effects of Reliability , Maintainability , and Survivability , given the item condition (s)
at the start of the mission . It may be stated as the probability that an item will (1 ) enter or occupy any one
of its required operational modes during a specified mission or (2) perform the functions associated with
those operational modes (MIL - STD - 721B ) .
7-7
Capability - A measure of the ability of an item to achieve mission objectives given the conditions
during the mission (MIL - STD - 721B ).
7-11 . EXPLANATION OF RELIABILITY
There are four essential elements included in the definition of reliability . A reliability specification
must contain all four elements : (1 ) probability , (2) intended function , (3) specified interval, and (4) stated
conditions.
a. Probability - In the given reliability definition , probability represents the measurement scale
and can be thought of as the fraction of attempted uses in which the item will perform satisfactorily , or the
chance that any particular attempt will succeed .
b. Intended Function - From the terminology " intended function , " we derive a definition of failure
the incapability of performing the function . The purpose of describing the " intended function " is to state
what we want the system to do . In some cases it is easier to describe what we don't want the system to do,
so a good definition of failure may serve the same purpose as a statement of the intended function .
c. Specified Interval - defines the required mission length in terms of hours , periods, cycles , etc.
d.Stated Conditions - Refers to the environment in which the equipment is to be used. A severe
environment may reduce the reliability and increase the average frequency of failure .
7-12 . EXPLANATION OF MAINTAINABILITY
The essential elements of the maintainability definition are :
(1) Probability
(2) Specified Condition
(3) Given Period of Time , and
(4) Prescribed Procedures and Resources .
a. Probability - (i.e. , the measurement scale ) as related to maintainability is defined as the chance
that the equipment can be made to conform to the specified condition if the factors of time, prescribed
procedures and resources are controlled . This definition includes all maintenance tasks, whether preventive
or corrective tasks.
b. Specified Condition - Defines the criteria for the completion of maintenance tasks and the equip
ment condition which will be considered operable.
C. Given Period of Time - Refers to the allowable amount of time between equipment use stoppage
and the completion of maintenance action which allows the equipment to return to field use. In other words ,
it refers to the allowable down time per maintenance action .
d. Prescribed Procedures - In the phrase " prescribed procedures and resources, " the term
" resources" includes tools , data , equipment, training facilities, spares , manpower, as well as other
considerations; and the term " procedures" involves the maintenance concept, environment and policy as
they affect formal documentation of maintenance techniques and procedures in technical data such as techni
cal orders. The term " prescribed " is a key term . It is the part of the definition that makes it incumbent
upon the customer to unequivocally stipulate contractually all constraints imposed upon the design in terms of
limitations on resources and to insure that the maintenance environments are clearly identified for the
producer .
7-8
7.- 13. EXPLANATION OF AVAILABILITY
Intuitively , availability answers the question of " how often " the system will be in working condition
when needed. Availability is often defined as the fraction of time the equipment is in operable condition
while awaiting a call .
7-14 . TOTALLY EFFECTIVE PROGRAM
It is necessary to coordinate all of the " abilities" in order to have a totally effective program . A
successful program must include reliability and maintainability control throughout the entire life cycle .
Reliability , maintainability , and performance can be looked upon as the three legs of a stool. If one of the
legs breaks, the stool is useless. All three characteristics must be considered in the total systems effec
tiveness concept.
7.- 15 . COST FACTORS
a . Quality Assurance Personnel There has been some feeling among Government quality assurance
personnel that they are not and should not be concerned with contractor's costs . Such an attitude may be
correct under certain circumstances , such as during the administration of a firm fixed price contract. It
may be incorrect under other circumstances such as administration of a cost type contract which provides
for directly passing costs on to the Government . Both of these examples relate to existent contracts .
Quality assurance personnel involved in the pre -award stages of a contract must concern themselves with
quality costs a prospective contractor might incur regardless of the type of contract.
b . Design Personnel - Personnel concerned with design of the product have a principal responsi
bility for being sure that the final product design is capable ofmeeting the Required Operational Capability
(ROC ) , or Letter Requirement (LR ) and that this is accomplished at minimum costs . Inherent in this is the
concept of value analysis or value engineering. Value engineering has been defined engineering. Value
analysis has been defined as " an organized effort directed at analyzing the function of defense hardware
with the purpose of achieving the required function at the lowest overall cost. " Admittedly , quality
assurance personnel have minimum responsibility for design of materiel. However, they do have responsi
bilities which affect the cost of procurement of that materiel.
C. Pre -award Quality Tasks - Three pre-award quality related tasks which have a significant effect
on procurement costs are :
(1) Specification of Contract Quality Requirements, e.g., MIL - I- 45208A , MIL - Q - 9858A , etc.
(2) Specification of Materiel Quality Requirements , e . g . , Acceptable Quality Levels and

Classifications of Defects .
( 3) Specification of Statistical Techniques, e.g. , Single Sampling per " Sampling Procedures
and Tables for Inspection by Attributes" (MIL -STD - 105D ) .
7.- 16 . VALUE ANALYSIS
a .
Definition - In each of the above three cases and , in fact , in all decisions , the responsible
quality assurance personnel must adopt a value analysis attitude . In these types of management applications,
the definition of value engineering might be paraphrased as:
" An organized , deliberate effort directed at analyzing material quality requirements

with the purpose of achieving satisfactory conformance to specification requirements
at the lowest overall cost. "
7-9
b. Application to Product Assurance There are two independent but related ways in which this
philosophy might be applied in the area of product assurance .
(1 ) Value analysis of level quality requirements , such as value of AQLS .
(2) Value analysis of the techniques for determining or assuring achievement of materiel
quality requirements , e.g. , specification of exact statistical technique the contractor
must use to determine materiel conformance to requirements ,
7-17 . LEVEL QUALITY REQUIREMENTS
The first of the above two applications is very difficult, both from a technical standpoint and from a
socio -political standpoint.
a. Technical Aspects - Technical difficulties are those associated with determining the costs and
benefits or values associated with different acceptable quality levels and defect classes. Costs in this
instance are those incurred through performance of inspections and tests and can be estimated relatively
easily. Cost analysis would include consideration of such factors as sampling plans used , production rates
and estimates of product quality . On the other hand , the values or benefits to be derived consist of failure
costs avoided . Some failure costs , notably those arising from repair or replacement of defective materiel
are relatively easy to determine. Other failure costs are either very difficult to obtain or arise from
occurrences for which it is almost impossible to fix a cost. This includes such things as failure to complete
a combat mission because of equipment failure , or injury or loss of life either caused by an equipment non
conformance or from some other cause to which the nonconformance is a contributing factor . Figure 7-1
illustrates the concept of making this cost /benefit analysis . The optimal solution is that for which the sum
of the inspection costs and avoided costs is minimal.
b. Socio - Political Aspects - Socio - political aspects involve establishing the dollar value of a human
life . This factor is one in which some degree of inconsistency in reasoning has been observed with regard
to inspection for critical defects . Defects are classified as critical for either of two reasons. The reason
of concern here is " a defect that judgment and experience indicate is likely to result in hazardous or unsafe
conditions for individuals using, maintaining, or depending upon the product. " The general practice is
to require 100% inspection instead of sampling inspection for critical defects because we can't afford to
supply the GI with any equipment, containing defects which might injure or kill him , i.e. , we can't place a
dollar value on human life . On the surface this appears to be completely valid reasoning . The fallacy
appears when the effectiveness of 100% inspection is considered. If done by automatic machinery , 100%
inspection closely approaches , if it does not achieve , 100% effectiveness, i.e. , detects and identifies all
defects for which inspection is performed . On the other hand , inspection performed by people varies from
80% to 90% effective . This has been demonstrated by a number of experiments and by analysis of actual
inspection results. If it is assumed that inspection effectiveness is linear , that is , second and third, etc. ,
100% inspections are also 80-90% effective, it can be seen that two 100% inspections would remove , at best,
99% of any defects present. It would seem logical then that two or three , or even more 100 % inspections
should be performed to provide a high enough degree of assurance that the material contains no critical
defects . However , this is usually considered too expensive. In making this decision , a dollar value, which
can be calculated , is placed on human life and limb.
c. Coleman Study - LTC Alton Coleman in his study, " The Cost of a KIA," 1 reached three
conclusions :
( 1) The true cost of a KIA ( killed in action ) can be determined by quantitative analysis alone ,
(2) The economic dollar cost of a KIA can be realistically estimated by a mathematical model
and for planning purposes is considered to be approximately $180,000 for an officer KIA
and approximately $100,000 for an enlisted KIA ,
1 Coleman , Alton H. , The Cost of a KIA , Masters Thesis , vs. Naval Post Graduate School, 1969
(available Defense Documentation Center AD 704513 )
7-10
Total Cost
Avoided
Costs
Dollars
Cost
in
Inspection Costs
100% QUALITY OF CONFORMANCE No

Defective Defectives
Figure 7-1
7-11
(3 ) The cost figures derived will provide the DoD decision makers with a workable cost
estimate of a KIA and when combined with their evaluation of intangible losses , will
establish a systematic procedure for treating the problem of life evaluation .
1
It would seem that LTC Coleman's analysis is certainly no more callous than a simple decision
that two or more 100% inspections for critical defects is too expensive . No solution to this problem is
offered at this time . Discussion of it is included only to provide some food for thought.
7-18 . STATISTICAL SAMPLING TECHNIQUES
a. Policy - The second of these two applications of this value analysis concept, i.e. , specification
of statistical sampling techniques, is much less significant and more amenable to analysis . It requires
only the adoption of a policy that the contractor will be permitted to select the specific sampling technique he
will use unless there is justifiable reason to the contrary. This policy requires that the Government specify
only such things as the Acceptable Quality Level , Producer's Risk, Limiting Quality and the Consumer's Risk .
It may further state that resulting sampling schemes shall provide the Government with protection equal to
or better than the protection afforded by the appropriate scheme extracted from MIL - STD - 105 .
b. MIL - STD - 105 The appropriate quality assurance provisions should explicitly state that the
contractor is not limited to MIL - STD - 105 as a source for his sampling scheme, but must be prepared to
mathematically demonstrate that the sampling scheme he elects to use is equal to or better than MIL - STD - 105 .
Such a policy would permit the contractor maximum feasible flexibility in selecting a sampling scheme which
will be both economical and meet contract requirements . It is likely that most contractors would continue
to use MIL - STD - 105 . However , adoption of this policy would cost the Government little or nothing to
implement and would provide the means for savings in contract price in some instances ,
7-12
SECTION 3 Plan for Generating Quality Assurance Provisions
7-19 , NATURE AND PURPOSE OF PLANNING
a . Definition Planning involves selecting the objectives , and the policies, programs and procedures
for achieving them . It is also decision making because it involves selecting among alternatives .
b . Types of Plans
Objectives - The ends towards which activity is aimed .
Policies - General statements or understandings which guide or channel thinking in

decision making of subordinates.
Procedures Establish a customary method of handling future activities.
Rules - Course of required action .
Programs - A complex of policies, procedures, rules , task assignments , and

other elements necessary to carry out a given course of action ,
Budgets – A statement of expected results expressed in numerical terms. A budget

may be expressed either in financial terms, or in terms of manhours , units of
product , machine hours, or any other numerically measurable term .
General Strategies - Overall general plan of an enterprise or a major portion of it.
Competitive Strategies - Interpretative planning , or plans made in the light of the

plans of a competitor.
C. Importance of Planning
Offset uncertainty and change.
Directs attention to objectives .
Prepares for the future .
Under conditions of uncertainty (high risk ) , e.g. , first procurement of

system " pushing the state - of- the - art, "
Under conditions of relative certainty (low risk ), e.g., reprocurement

of a well defined system which has successfully been procured several
times previously .
Development of strategy for reacting to probable and possible events .
Minimizes unnecessary cost.
Concentrates attention on choosing best and most consistent of available

alternatives.
Tends to result in unified rather than piecemeal activity and thus avoid
costly surprises during contract administration phase.
7-13
1
Can provide discipline necessary to think through , identify, and evaluate

the full and complete cost of contemplated actions.
Provides for Operational Control ( for activities under the direct control of the planning
organization ).
Controls cannot be effectively carried out unless objectives are known

and well understood .
Planning provides the means for analysis of past mistakes to improve

current and future plans,
Definitive objectives provide the most impersonal and objective means

for making analyses and evaluations of accomplishments.
Provides for Administrative Surveillance (for contract administration activities not

under direct control of the planning organization ) .
Defines the relationship between the procuring and contract administration

agencies.
Surveillance cannot be effectively or properly carried out unless objectives

and relationships are known and well understood .
Planning provides the means for analysis of past mistakes to improve

current and future plans.
Definitive objectives provide the most impersonal and objective means

for making analyses and evaluations of surveillance results .
7-20. STEPS IN PLANNING
a. Establishing Objectives - The objectives for quality assurance provision planning are much the
same as the objectives in planning the overall technical data package ; to provide a TDP that will permit on
time delivery of a product that the contractor and Government know will satisfy the user's needs, and to
do this at minimum cost.
b. Identifying Premises (planning assumptions)
Noncontrollable premises Those for which only predictions or forecasts can

be attempted, but over which the planning organization can exert no control,
e.g. , organizational structure of the contractor's quality control department
or the wages paid to the contractor's quality control personnel.
Semi- controllable premises - Those over which some influence may be

exerted but not completely controlled, e.g. , the Government may require
the contractor to provide and maintain an inspection system which satisfies
certain requirements (MIL - I -45208A ) , but cannot control the details of that
system ,
Controllable premises - Those which are completely within the authority of the
planning organization , e.g. , specifying the examinations and tests which the
contractor must perform .
7-14
c. Determining Alternative Courses - Identifying possible ways in which the objectives of the
planning might be achieved and analyzing the strong and weak points of the various alternatives , e.g. ,
whether certain tests may be left for performance by the contractor or should be reserved for performance
by the Government, or the exact test method to use in determining conformance of the product to a specific
requirement, or which contract quality requirement should be specified.
d. Evaluating Alternative Courses - Consists of weighing the various factors of the alternatives in
the light of premises and objectives . This step may , in some instances, be so complex that sophisticated
mathematical or statistical techniques may be required , e.g. , reliability prediction and reliability
apportionment.
e. Selecting a Course - The point at which a specific plan is adopted based on the results of the
previous steps .
f. Formulating Derivative Plans - The plan adopted in Step e above , may be general in nature ,
such as policy statements and may only describe the direction in which to proceed and some nonspecific
constraints . Specific detailed plans may still be required to implement such policy statements . These
derivative plans may be prepared by elements of the organization subordinate to the element which selected
the policy or general plan , e.g. , policy may be to permit DCAS to witness contractor performance of
certain types of tests and the derivative plan will spell out the details of how this can be accomplished.
Follow - through - Both the general policy and derivative detailed plans must include provisions
for evaluation of effects of implementation and for feedback and modification of plans if they do not achieve
the objectives of the organization . One of these objectives should be that all the others collectively will be
achieved at minimum overall cost.
h. Rational Approach - While not a planning step in itself, it is a vital consideration at each step of
the planning process . If the planners do not take a rational approach to developing their plan ( s ) , successful
achievement of the organization's objectives will be only a matter of chance or luck. In this case , Murphy's
Law (anything that can go wrong will go wrong ) is almost certain to be found in operation .
7-21 . RESULTS OF PLANNING
a. PA Planning for TDP Planning for the product assurance provisions of the TDP is and must be
closely integrated with the planning for other portions of the TDP , particularly Requirements and Preparation
for Delivery . In carrying out this planning , the planner must recognize and keep in mind the fact that the
product assurance provisions of a contract perform two different but related functions.
(1) Inform the contractor of the examinations and tests he is to make and of all other
related activities including his quality management system .
(2) Provides the standards which the contract administration quality assurance repre
sentative will use to evaluate the contractor's performance . This includes not only
the actual performance of the examinations and tests but comparison of the results
with the requirements for the item and preparing the item for delivery .
b. Contract Administration QA Activities Contract administration quality assurance activities of

an executory contract were described above as consisting of four stages. In carrying out Stage 2 , Procedures
Review, the Quality Assurance Representative (QAR ) must have a clear , unequivocal statement of require
ments in the contract against which to compare the contractor's product assurance plan. Even in those
instances where the total contract is written in such a way that there is no misunderstanding about the re
quirements between the contractor and QAR , there may still be substantial differences of opinion about the
effectiveness of the plan the contractor proposes as satisfying those requirements. Lack of complete mutual
understanding of the contract requirements only adds unnecessary difficulty to the task of the QAR . One of
the ways such lack of understanding may arise occurs when there is no mutual understanding of which
drawings and other engineering documents , including issue dates, revisions, amendments , etc. , are
7-15
applicable . Several of the Major Subordinate Commands of DARCOM have instituted requirements that the
IFB or RFP ( and resultant contract) include a list of all and only those drawings, specifications, standards,
SQAPs, and other requirements type documents which are applicable to that specific procurement. This
list also identifies for each document the issue date , revision symbol, amendment number (s ), interim
change number (s ), and any other identifying information which will prevent misunderstanding as to the exact
document applicable .
91
7-16
SECTION 4 - Quality Assurance Letters of Instruction
7-22 . QUALITY ASSURANCE LETTERS OF INSTRUCTION (QALI)
Letters of Instruction (LOI) are issued by the commodity procurement agency to the Contract
Administration Service (CAS) in charge of acceptance activities.
a. Purpose of QALI - The purpose of these letters is to provide Quality coordination with regard
to a particular contract, especially concerning the following : First Article tests and approvals , specific
sampling plans , characteristics for mandatory verification , and records and reports of inspections and
acceptance.
b. Non -Applicability of QALI - QALIs are not prepared routinely for each procurement that is
transferred for administration ; there are general cases in which they are not prepared. These include
items procured under Small Purchase Procedure , contracts for commercial items, contracts for modified
commercial items, and items for which the procedures of DoD Quality and Reliability Assurance Handbook
H57 provide sufficient assurance .
7-23. TECHNICAL DOCUMENTATION
Before issuing a QALI, the procuring agency should perform a review of the TDP for the contract,
as it is written . Since the terms of many contracts include Technical Documentation that is the result of
negotiation , these documents may have significant divergences from the most up - to - date procurement
package. The following documentation , to the extent of its applicability , is required.
a. Contract - The contract, if available, or information as to the technical documentation identity

and the applicable quality assurance clauses provided for inclusion in the procurement.
b. Data List - The list of applicable specifications and other pertinent documents (Data List) to
prescribe and identify the drawings, specifications , standards, etc. which apply to the item .
c . Drawings - A complete set of the applicable drawings and any designated changes thereto
( engineering change orders ).
d. Item Specification - The general and detail item specifications and any designated changes
thereto (amendments , revisions).
e. Process and Material Specification - Other applicable specifications and / or standards for
proces ses , procedures, and materials .
f. Other Documentation - Any other documentation or prescribed customer requirements , other

than those indicated above , that apply to the affected material and procurement action previous procure
ment quality history of the item , known previous experience with the contractor or his key employees,
engineering evaluation reports, Unsatisfactory Material Reports , and Equipment Improvement Requests
are typical documents of this nature ).
7-24 . DOCUMENT REVIEW
To accomplish the coordination and liaison objectives involved in the distribution of QALIS , each
drawing , specification , and standard referenced in the technical documentation and /or in the contract
should be reviewed , and determinations made and noted as to the applicable quality assurance provisions
prescribed .
7-17
a. Drawing Review - Each drawing should be reviewed to determine the product and performance
requirements other than linear dimensions ; the prescribed environmental requirements; any restrictions
or limitations imposed by drawing notes ; physical, chemical or composition requirements ; prescribed
special processes requiring government approval or certification ; specs or standards annotated on drawings.
These comprise the provisions for which conformance will be determined by the contractor's inspection and
the Government's verification .
b. Specification Review - Each applicable specification and standard should be reviewed to establish
that the drawing requirements identified in the paragraph above are covered adequately in the Quality
Assurance Provisions (QAP) ; that QAP are not prescribed which have no specific support in the " require
ments " section of the spec , or on the drawings ; that the QAP are not inconsistent, incomplete , or questionable .
C. Change Order - The contract , drawings and specifications should be evaluated for clarity of
expression , feasibility of application and accomplishment, and practicality with respect to assurance without
controversy and conflict with other provisions. If the reviewer could not perform the required examinations ,
or instruct others in their performance , with a clear justification of his conclusions defended by the Techni
cal Documentation , the contractor and/or CAS cannot. A Government initiated change order is desirable to
one obtained as a result of a hearing on the Disputes Clause with the contractor .
7-25, SCOPE OF QALI
Quality Assurance Letters of Instructions, while not in themselves part of the TDP , are directly
dependent on the TDP . They provide instruction and direction to the contract administration quality assur
ance activity but only within the limitations of the contract . The QALI cannot require the QAR to perform
inspections or tests which are not provided for in the contract. This brief discussion of QALI is included
to emphasize this point, that past award quality assurance actions to be performed by the QAR must be
considered and provided for during pre - solicitation development of the TDP.
--
..
7-18
SECTION 5 - Quality Assurance Provisions
7-26 . QUALITY DATA
a . Definition - The term Quality Data as used here has a composite meaning derived from the
meanings of the two words, taken separately :
QUALITY '' the ce posite of materiel attributes including performance ; features and
characteristics of a product or service to satisfy a given need. (DoD I 4155. 1)
DATA "writings, sound recordings, pictorial reproductions, drawings,

or other graphic representations and works of similar nature ,
whether or not copyrighted . " (DAR 9-201(a ))
b. Contract Quality Requirements - Related to this term is " Contract Quality Requirements " defined
in DAR 14.001.2 as " The detailed requisites for quality incumbent on the contractor , consisting of (i) all
quality requirements contained in a contract ; and (ii) the detailed contractual requisites provided by DAR
14-101 incumbent on the contractor to substantiate conformance of product or service to quality require
ments of the contract. "
7-27 . QA PORTION OF TDP
The content of the QA provision portion of the TDP may be viewed in two differentways, a
front view and a top view .
a . Front view - Quality Data - This consists of all the items of technical information pertaining to
quality that appear in the contract, without regard to the format or kind of document in which they are
presented . Viewed in this way , quality data may include, but is not necessarily limited to :
(1) Contract quality requirements (DAR 14-101 ) (i) None, (ii) Contractor Responsibility
Provisions, (iii) Standard Inspection Requirement, (iv ) Inspection System Requirement,
and (v ) Quality Program Requirement.
(2 ) Identification of examinations and tests to be performed by the contractor.
(3 ) Method of performance of required examinations and tests .
(4 ) Inspection equipment authorized or required.
(5 ) Statistical techniques authorized .
(6 ) Qualification approval requirements .
( 7) Acceptable Quality Levels (AQL) and equivalent.

(
8
)
Classifications of defects .
(9 ) First Article tests .
(10 ) Calibration requirements .
(11) Records of examinations and tests .
(12) Standards of workmanship .
7-19
(13 ) Quality requirements to be passed on to vendors or suppliers .
(14) Examinations or tests reserved for performance by the Government.
(15) Non - destructive test procedures.
(16) Process certifications .
(17) Personnel skill qualifications and certification .
(18) Methods for analyzing inspection results .
(19) Environmental tests .
(20) Life tests .
(21 ) Reliability production acceptance tests .
b. Top view - Quality Data - This consists of identification of the format or type of document in
which the items of technical information pertaining to quality may appear . Some items of information may
appear in any of several types of documents , others may be limited to a single type. In those instances
where quality requirements appear in more than one format or type of document, the applicable document
should be selected by applying the order of precedence cited in MIL - STD - 143 , Military Standard , Standards
and Specifications , Order of Precedence for the selection of :
(1) Standards - Military and Federal
( 2) Product Specifications - Military and Federal
( 3) Process Specifications - Military and Federal
(4 ) Material Specifications Military and Federal
( 5) Purchase Description
(6) Drawings
( 7) Industry Standards
(8) Scope of Work
( 9) Supplementary Quality Assurance Provisions (SQAPs)
( 10) Acceptance Inspection Equipment Lists (now Quality Engineering Planning List)
( 11 ) Contract Clauses
(12) Depot Maintenance Work Requirements (DMWRs)
( 13) Storage Serviceability Standards
( 14) Technical Manuals
The remaining sections of this chapter will be devoted to examining quality assurance provisions
of a TDP in some of the formats in which they might appear .
7-20
7-28 . PRODUCT , PROCESS AND MATERIAL SPECIFICATIONS
a. Definition - A specification is a document intended primarily for use in procurement, which

clearly and accurately describes the essential and technical requirements for items, materials or services
including the procedures by which it will be determined that the requirements have been met. Specifications
for items and materials may also contain preservation , packaging, packing and marking requirements .
(Source : MIL -STD - 961)
b. Applicability - Specifications are prepared for items (and processes relative to the manufacture
of items) which vary in complexity from paper clips to missile weapon systems. They establish require
ments in terms of complete design details or in terms of performance ; but in most instances in terms of
both design and performance. Specifications may cover a single item such as a camera or thousands of
items such as bolts which for each single style , there may be several materials, several finishes, and
hundreds of sizes. They are clear and accurate descriptions of the technical and other requirements estab
1
lished for the supplies or services being procured . In many cases, they also spell out procedures for
determining whether the requirements have been met . Items for which there is a repetitive demand are
described by standard specifications --known as Federal and Military specifications .
7-29 . PURCHASE DESCRIPTION
Seldom -used items are sometimes defined by a more informal purchase description ; this , too , sets
forth the essential characteristics and functions of the supplies or services. A purchase description is
also used when it is impracticable or uneconomical to prepare a specification .
7-30. STANDARDS
While specifications cover the material requirements for an item , standards and other documents
prepared for the procurement may establish engineering and technical limitations and applications. For
example , standards may be available that specify engineering practices that are needed to achieve inter
changeability of parts or the desired degree of uniformity in materials . New standards prepared by the
Military Departments are issued as Federal or Military standards, as appropriate .
7-31. COMPTROLLER GENERAL POLICY
Specifications should establish requirements , insofar as is practicable , in terms of performance .

The most important reason for this policy is to permit solicitations of competitive bids from the largest
segment of industry . This results in the broadest base for competition , and, thus lowest cost to the
Government. However, in the interests of minimizing variety through the use of standards and in order to
control those features of design which pertain to interchangeability , compatibility , reliability , and main
tainability, it is necessary , in most instances, for specifications used by the Government to include design
requirements which achieve these essential controls. Beyond this, requirements should be in terms of
performance which allow manufacturers latitude in the design of these features. The policy statements of
the Comptroller General follow :
" Purchases by advertising are required to be made after free and open competition ,
based upon advertising specifications which set forth clearly and accurately the
minimum needs of the Government for the purposes to be served, and admit all
bidders to competition upon an equal and common footing. " ( 16 CG 171, 172 ; 17 CG 404,
789 , 790 ; and 18 CG 579 , 580 )
1 DoD Directive 4120.3 and MIL -STD - 961 establish the policies and procedures for preparing
and reviewing procurement specifications .
7-21
" It has been pointed out repeatedly in decisions of this office that provisions of
Section 3709 , Revised Statutes, contemplate that purchases for the Government
may be made at the lowest price obtainable consistent with the actual needs
disclosed and appropriate moneys are available for purchase of only what is
needed as distinguished from what may be desired . " (13 CG 284 ; and 15 CG 974)
" The controlling element in the purchase of equipment for the Government is
the job to be done --the equipment to be had at the lowest price that will serve
the public is that authorized to be purchased at public expense . " (6 CG 171 , 172
and 7 CG 23. 25)
7-32 . THE CONTROLLING ELEMENT
Since procurement properly may be made only for the actual needs of the Government and the con
trolling element is the job to be done -- strictly speaking then , each specification should be limited to a
description of the performance requirements of the item concerned. However , the following decisions
temper such a strict interpretation .
" The controlling element is the job to be done and specifications should show
only such details as to construction and performance requirements as can
satisfactorily be shown necessary to meet the needs of the service. " ( 7 CG 23 ,
25 ; 7 CG 272 , 273 )
7-33. FEDERAL SPECIFICATIONS
Federal Specifications shall be developed for materials , products , or services , used or for
potential use by two or more Federal agencies, at least one of which is an agency other than the DoD . This
policy shall not preclude the issuance of military specifications when conditions or requirements warrant
it. The needs of the DoD shall be paramount in the development of specifications.
7-34 . MILITARY SPECIFICATIONS
Military Specifications cover items or services which are intrinsically military in character ,
commercial items modified to meet special requirements of the military , or commercial items with no
present or known potential use by Federal agencies other than military . Military specifications are issued
as either coordinated or limited coordination documents . Coordinated military specifications are issued to
cover items or services required by more than one military department. Limited coordination military
specifications cover items or services of interest to a single department ( except ASG specifications which
are primarily in the aeronautical field and are of exclusive interest to the Bureau of Naval Weapons and to
the Air Force) ; or those which are prepared by a department or activity to meet an immediate procurement
need where urgency does not permit coordination to be effected .
7-35. SECTION 4 - QUALITY ASSURANCE PROVISIONS
In Chapter 6 of this course book , emphasis is placed on Section 3 - Requirements of Specifications.

Section 3 contains the essential requirements and descriptions that apply to performance, design , reliability ,
personnel subsystems, etc. of the item , material, or process covered by the specification .
a. Methods to Control Quality - In addition to describing the required supplies or services , the soli
citation must also describe the methods that will be used to control their quality . The control methods will
vary with the nature of the end item ; some will outline what the contractor must do and others will define
the Government's task . But most of the time, they will be determined by whether the item is simple or
complex , and the stage of its development. The term " quality assurance " includes all the methods used to
control quality .
7-22
b . Types of QA Requirements - Simple off -the- shelf items--such as shoes, clothing, and standard
capacitors --usually require relatively simple inspection provisions. In most cases the standard ASPR
inspection clauses may be sufficient. In others, the end - item specification or the procurement request may
state that a Qualified Products List item is desired . Or they may specify other quality assurance require
ments . In first -production procurements , the contractor may be required to submit preproduction models
for approval before he can go on to full production. More complex items may require inclusion of the
inspection system requirements of MIL - I -45208 or the quality program requirements of MIL - Q - 9858A.
Even more complex items--missiles , for example--may require provisions calling for special reliability
programs.
C. Application of MIL - Q - 9858A and MIL - I-45208 - AMC letter AMCPP - SS , dated 2 March 1964,
directs that specifications MIL - Q - 9858A and MIL - I-45208 notbe referenced in product specifications . ( This
prohibition also applies to System , Development , Process, and Material Specifications defined in MIL -STD
490 , Specification Practices and MIL - S -83490 , Specifications , Types and Forms. ) When required , these
two specifications (MIL - Q - 9858A and MIL - 1-45208 ) will be referenced in Invitations for Bid or Requests for
Proposal and in subsequent contracts on an individual basis after due consideration of the appropriate con
tract quality requirement previously discussed in this chapter.
7.36 . MIL - STD -490 and MIL -STD - 961
Paragraph 4.4 of MIL - STD -490 and paragraph 5.4 of MIL -STD -961 which superseded Chapter VI of
Defense Standardization Manual 4120.3- M provide guidance in preparation of Section 4 of a specification .
Both are concerned primarily with the type, format , identification and standardization of specifications.
In addition , DARCOM HBK 702-2.1-80 provides DARCOM guidance in preparation of Section IV of
specification .
DODD 4120.3- M - Manual 4120. 3 - M was issued to implement DODD 4120.3 whose purpose is
establishment of " current policies and responsibilities governing the DoD Standardization Program pursuant
to Title 10 , U.S.C. , Chapter 145 , Cataloging and Standardization . " It is principally directed toward
management of the standardization program .
b . MIL - STD -490 - The major portion of MIL -STD -490 is concerned with defining the five basic
types and 12 subtypes of specifications, their purpose and format . It denotes one subparagraph to " Language
Style " and one longer subparagraph to " Commonly used words and phrasing. " This is mentioned here
because both of these documents and MIL - S - 83490 omit mention of some of the serious problems the DoD
has been experiencing with specifications. These were discussed in a paper entitled " Quality Assurance
Provisions of Specifications" presented in April 1968, to the DoD Quality and Reliability Council by Mr. Wm .
Kracov of the Quality Assurance Directorate of the Army Materiel Command .
c. DARCOM HBK 2,1-80 The preparation of Section 4 " Quality Assurance Provisions " of DARCOM
specifications will be prepared in accordance with this handbook .
7.36.1. Preparation of Section 4 of Specifications.
7.36.2. General. The preparation and arrangement of Section 4 " Quality Assurance Provisions " , as
outlined in the following paragraphs, should be followed to the maximum extent possible . Since some
specifications will produce their own unique problems and conditions, the following outline may need to be
tailored to the individual situations. When paragraphs must be added or deleted , the following paragraphs
shall be renumbered accordingly .
7.36.3 . Outline of Quality Assurance Provisions.
4.1 Responsibility for Inspection
4.1.1 Government Inspection Responsibility (if applicable )
7-23
4.2 Classification of Inspections
4.2.1 Qualification Inspection

4.2.2 First Article Inspection
4.2.3 Comparison Sample Inspection
4.2.4 Interchangeability Inspection
4.2.5 Quality Conformance Inspection
4.3 Inspection Conditions (including toxicological and hazardous material precautions ).
4. 4 Qualification
4.4.1 Qualification Sample

4.4.2 Qualification Inspection
4.5 First Article

,17
4.5.1 First Article Sample

4.5.2 First Article Inspection
4.6 Comparison Test
4.6.1 Comparison Test Sample

4.6.2 Comparison Sample Inspection
4. 7 Interchangeability Inspection
4.7.1 Interchangeability Test Sample

4.7.2 Interchangeability Sample Inspection
4.8 Quality Conformance Inspection
4.8.1 Inspection Lot Formation

8.2 Sampling for Inspection
4.8.3 Quality Conformance Inspection
4.8.4 Packaging Inspection
4.9 Methods of Inspection
4.9.1 Inspection Equipment

4.9.1.1 Maintenance and Calibration
4. 9. 2 Inspection Methods
NOTE : The following pa ragraphs delineate the content of the above Outline Headings .
7.36.3 Responsibility for Inspection (4.1). Each specification shall include in the beginning of Section 4
the following paragraph (4.1 ), and paragraph 4.1.1 when appropriate .
"4.1 Responsibility for Inspection . Unless otherwise specified in the contract, the contractor is
responsible for the performance of all inspection requirements as specified herein . Except
as otherwise specified in the contract, the contractor may use his own or any other facilities
suitable for the performance of the inspection requirements specified herein , unless disapproved
by the Government. The Government reserves the right to perform any of the inspections set forth in
the specification where such inspections are deemed necessary to assure supplies and services
conform to prescribed requirements . "
7-24
" 4.1.1 Government Responsibility . The Government shall be responsible for the performance
of the tests in paragraph 4 . - .-, " NOTE : When it is deemed necessary for the Government to
perform any inspection requirement exclusively , it shall be indicated in this paragraph . The
actual Government responsibility shall be particularly tailored to the activity such as a specific
proving ground test, comparison testing , etc. , and will include such things as contractor
witnessing , extent of contractor support and liaison if any , equipment to be supplied by the
contractor, test location , etc.
7.36.4. Classification of Inspections (4,2). When Section 4 of a specification includes inspection , other
than quality conformance inspection , such as qualification , first article , comparison , packaging , etc .;
a classification of inspections shall be included in the second main paragraph of Section 4 and the
inspections for each will be covered by a separate paragraph as outlined below .
" 4,2 Classification of Inspections. The inspection requirements specified herein are
classified as follows:
1. Qualification Inspection (see 4.4 )

2. First Article Inspection (see 4.5 )
3. Comparison Inspection (see 4.6)
4. Interchangeability Inspection (see 4.7 )
5. Quality Conformance Inspection ( see 4.8 )
6. Packaging Inspection (see 4.8) "
7.36.5. Inspection Conditions (4.3). Conditions under which all inspections (qualification , first article ,
quality conformance , etc. ) are performed shall be specified .
7.36.6. Toxicological Data and Formulations . When Section 3 of the specification specifies a requirement
for review of product formulation and toxicological data , a statement shall be included in Section 4 .
7.36 . 7. Qualification Inspection (4.4). When qualification requirements are specified in Section 3 of the
specification , Section 4 " Quality Assurance Provisions " shall include a description of the inspection
routine , sequence of inspection , number of units to be inspected , data required and the criteria for
determining conformance to the qualification requirement, and subsequent periodic requalification
testing including frequency if required. The following is an example of a qualification inspection
paragraph :
" 4.4 Qualification Inspection . A qualification sample of four switches of each grade for which
the contractor desires qualification shall be submitted for qualification inspection in accordance with
instructions from the testing agency (see 6.3 of the product specification ). The sample shall be
representative of the units proposed to be furnished under government contract . Qualification
inspection shall be performed by the Government, and shall consist of the inspection specified in
4.4.2.1.1 and testing as specified below in the order listed .
Sample Test Sequence
A 4.5.2 Temperature range

4. 5.5 Endurance
4.5.1 Calibration
B 4.5.6 Waterproofness
(Grade A only )
4.5.7 Corrosion
4.5.1 Calibration
С 4.5.8 Vibration
4.5.9 Shock
4.5.3 Insulation
4.5.1 Calibration
7-25
D 4.5.4 Overload
4.5 , 10 Fungus
4.5.1 Calibration
7-36.8. First Article Inspection (4.5 ). When Section 3 of the specification requires a first article ,
Section 4 shall include a description of the testing routine , sequence of tests , number of units to be
tested , data required , and the criteria for determining conformance to the requirement. Generally , a
tabular form of presentation will provide a better understanding of the correlation between tests of
Section 4 and requirements of Section 3 , and would clarify the test requirements for first article ,
acceptance , etc. An example of such a tabulation is depicted as follows.
TABLE I
TEST PROCEDURE
Quality
Requirement First Article Conformance Comparison
3.3.1 4.2.1 4.2.1 4.2.1

3.3, 2.1 4.2.2.1
3. 3. 2.1 4.2.2 , 2 4.2.2.2 4. 2. 2. 2
3. 3. 2.2 4.2.2.3
3. 3. 2.4 4.2.2.4 4.2, 2.4 4.2.2.4
3.3 , 3.1 4.2.3.1 4.2.3.1 4.2.3.1
3.3. 3. 2 4.2.3, 2 4.2.3.2
5 , 2.1 4.2.5
7-36.9. Comparison Inspection (4.6 ). When specified as a requirement in Section 3 , Section 4 shall
include a description or tabulation of the examinations and tests to be conducted periodically on random
samples of full production to detect any design, manufacturing or quality deficiencies that have developed
during volume production . The number of samples to be tested and the frequency must be clearly stated ,
and the applicable inspection requirements can best be stipulated through use of, or inclusion in , the
table illustrated above . It must be clearly specified that comparison testing is conducted or supervised
by an agent independent of the producer or government on - site quality personnel. Comparison testing
will be conducted at procuring agency facilities or government testing installations. When these facilities
are not available , contractor facilities may be utilized .
7-36 . 10. Interchangeability Inspection (4.7). When specified as a requirement in Section 3 , the quality
assurance provisions in Section 4 shall define the specific subassemblies and assemblies, and frequency
and number of units to be subjected to interchangeability testing. A description of the examinations and
tests shall be included preferably by reference to other detail inspection paragraphs in Section 4 , which
are necessary to assure that units and major system items are physically and functionally interchangeable
when delivered to the user . When there is more than one producer of the same item , a test manager or
agency independent of the producers ' or government on - site quality assurance personnel should be
designated to perform or supervise the testing .
7-36, 11. Quality Conformance Inspection (4.8). This section shall list all examinations and tests
required to verify that all requirements of Sections 3 and 5 have been achieved in the item , material , or
process offered for acceptance . These examinations and tests shall include , or reference , as appropriate :
Tests and checks of the performance and reliability requirements .
b. Measurement or comparison of specified physical characteristics.
c. Verification , with specific criteria for workmanship .
7-26
d . Test and inspection methods for assuring compliance , including environmental conditions for
performance.
e . Classification of defects (or characteristics) as critical, major , or minor as

defined in Part II, Section D of this handbook . Defect numbers shall be in accordance with the following :
1 through 99 - critical defects

101 through 199 - major defects
201 through 299 - minor defects
(If additional numbers are required, see the procedure outlined in PART II, Section D ,
paragraph 4.1. )
7-36.11.1. Inspection Lot Formation. When inspections are to be based on lots or samples from lots ,
a definition of what constitutes an inspection lot shall be furnished in Section 4 or by reference , if
applicable. Restrictions concerning the formation of inspection lots such as limiting inspection lots to
like units of the same type , class , etc. shall be specified .
7-36. 11.2. Inspection Sampling . The inspection sampling procedure should clearly identify the sampling
plan to be used at both intermediate points in the manufacturing process and on the end item . If a standard
sampling plan is selected , it shall clearly identify the applicable sampling table e . g .; MIL -STD - 105 ,
Sampling Procedures and Tables for Inspection by Attributes; MIL -STD -414 , Sampling Procedures and
Tables for Inspection by Variables for Percent Defective; or other sampling plans approved by the pro
curing activity . The appropriate inspection level and the designated sampling plan shall be specified .
7-36 . 11.3. Grouping of Quality Conformance Inspection . Inspections should be classified into Groups A , B ,
C , or D when the following conditions are applicable to quality conformance inspection . (Reference MIL
STD - 961)
Group A - Nondestructive inspections of all items produced or all samples from an inspection
lot to demonstrate product compliance with contractual requirements . Group A inspections
examine characteristics most affected by variations in production processes or skills and
functions vital to successful completion of the design mission .
Group B - Generally nondestructive inspections that are more complex or of a longer duration
than Group A. Group B inspections examine characteristics more affected by part or equipment
quality and less affected by variations in production processes and skills , functions requiring
special fixtures or environments , and tests that are more complex and of longer duration than
group A. Fewer samples are inspected than for group A and tested articles may usually be of
fered for acceptance with little or no refurbishment.
Group C - Periodic and generally destructive tests of characteristics depending upon product
design and materials . Group C inspections are more complex tests , usually including simulated
service environments , are generally destructive or require major refurbishment before tested
articles can be used by the services. Tests are performed on fewer samples than group B and
are based on production quantities or time period .
Group D - Destructive tests or tests of long duration that consume all or a considerable portion
of design service life . Group D inspections for tested articles are considered completely
expended and normally will not be issued for service use. Tests are performed on few samples
based on production quantities or time period .
7-27
An example of the preceding grouping of quality conformance inspections is as follows:
"4.8.3 Quality Conformance Inspection. Quality conformance inspections shall be as specified in

Table il. "
TABLE II. Quality conformance inspections .
AQL percent
Requirement Test method defective 1/
Inspection paragraph paragraph Major Minor
Group A
Dimensions 3.4 4.4
Visual-------
Tape test (Plating
adhesion )-----
Group B
Barometric pressure 3.5 4. 7.1
Temperature Cycling 3.8 4.7.4
Group C
Vibration ------ 3.6 4. 7. 2
Salt spray (corrosion ) 3.7 4. 7.3
Shock ----- 3.9 4. 7.5
Moisture resistance 3.10 4. 7.6
Group D
Life 3. 12 4. 7.8
1/ This column is applicable only when the AQL is not specified in text .
7-28
7-36.11.4 . Classification of Defects or Classification of Characteristics. When it is determined that a
classification of defects or classification of characteristics is essential to the sampling and examining
procedure in lieu of or to supplement the preceding Table II , it should be included in Section 4 in a manner
similar to the following Table III (See Part II , Section D of the handbook for Classification of Defects ).
TABLE III
CLASSIFICATION OF CHARACTERISTICS
CLASS CHARACTERISTIC DRAWING NOTE INSPECTION

OR SPEC PARA METHOD
CRITICAL - NONE
MAJOR - 100 % INSPECTION
101 Initial Conditions 3 , 2.1.2 * CIE

102 Lamp Test 3.2.1.3 CIE
103 Reset 3.2.1.4 CIE
104 Cables Not Connected 3.2.1.5 CIE
105 Cables Connected 3.2.1.6 CIE
106 Fire Bus Enable 3, 2, 1.7 CIE
107 Fuze Lamps 3.2.1.8.1 CIE
108 Fuze Open 3 , 2.1.8.2 CIE
109 Fuze Short 3. 2. 1.8.3 CIE
110 Fuze Charge 3. 2. 1.8.4 CIE
111 Misfire 3. 2. 1.9 CIE
112 Fire 3.2.1.10 CIE
113 Continuity DWG 13005045
MINOR - AQL = 4.0 %
201 Workmanship 3, 3, 3 Visual

11560224 , Note 7
202 Internal Wiring Pract 11560224 , Note 8 Visual
203 Identification 11560224 , Note 6 Visual
204 Sleeving 11560224 , Note 3 Visual
205 Packaging and Packing 5.1 Visual
206 Marking for Shipment 5. 2 Visual
* Commercial Inspection Equipment
7-29
7-37 . KRACOV PAPER
The Kracov paper has a threefold purpose . One , to consider the evolution of current quality assur
ance concepts ; two , wo discuss the current concept and some of its implications ; and three , to depict certain
continuing problems related to specifications which have plagued the DoD . The problems cited below are
given only as examples of those prevalent throughout the system :
Assigning AQLs by defect class versus assigning AQLs by individual defect.
Value of the AQL independent of versus the value dependent upon the number of defects in the
class ,
Excessive number of defects classified , e.g. , more than 500 on uniforms and similar items .
Significantly different number of defects classified on similar items .
Significant differences in practices regarding citation of test procedures and sampling plans .
7-38 . PHRASES TO BE AVOIDED
Another practice which creates significant problems during contract administration is the use of
certain everyday terms which permit varying interpretations and degrees of application. The Mobility
Equipment Research and Development Center lists the following 39 phrases in the TROSCOM Technical Data
Package Guide for Procurement of Engineer Materiel as phrases to be used with caution. This recommenda
tion is much too mild . It should state that these phrases should be avoided if at all possible, unless they
are more clearly defined to minimize the probability of misinterpretation .
PHRASES TO BE AVOIDED
To the satisfaction of the contracting officer

As determined by the contracting officer
In accordance with instructions of the contracting officer
As directed by the contracting officer
In the opinion of the contracting officer
In the judgment of the contracting officer
Unless otherwise directed by the contracting officer
To furnish if requested by the contracting officer
All reasonable requests of the contracting officer shall be complied with
Photographs shall be taken when and where directed by the contracting officer
In strict accordance with
In accordance with best commercial practice
In accordance with best modern standard practice
In accordance with the best engineering practice
Workmanship shall be of the highest quality
Workmanship shall be of the highest grade
Accurate workmanship
Securely mounted
Installed in a neat and workmanlike manner
Skillfully fitted
Properly connected
Properly assembled
Good working order
Good materials
In accordance with applicable published specifications
Products of a recognized reputable manufacturer
Tests will be made unless waived
7-30
Materials shall be of the highest grade , free from defects or imperfections and of grades
approved by the contracting officer
Kinks and bends may be cause for rejection
Carefully performed
Neatly finished
Metal parts shall be cleaned before painting
Suitably housed
Smooth surfaces
Pleasing lines
Of an approved type
Of standard type
Any phrase referring to "' The Government Inspector"
Any phrase of a contractual nature (see paragraph 5-213 of 4120. 3-M (M200 ))
Most of the phrases above are used in Section 3 of specifications, however , a number of them re
quire interpretation and enforcement by the Quality Assurance Representative (QAR ). As such , they create
problems for the QAR which might have been avoided by exercising more care during preparation of the IFB
or RFP.
7-39 . ACTIONS TO INSURE CLARITY
It is recognized that the development of a TDP for a forthcoming procurement consists mainly of
identifying and gathering together existing documents (e . g. , specifications , standards, SQAPs, drawings ,
etc. ) , some of which may contain some of these questionable phrases . Consequently , it may be impossible
or at least impractical to seek revision of the documents at that time. However, those persons having
responsibility for identification or development of various portions of the TDP must recognize that integral
to that responsibility is the further responsibility to be sure of the clarity with which the TDP denotes and
connotates the intended meaning . The impossibility or impracticality of formally revising or amending an
unclear or ambiguous specification is not justification for allowing that situation to continue . The ' he'll
know what I mean" syndrome can only result in problems, costs or delays after a contract is awarded . The
TDP developer has a choice of several actions that can be taken to prevent unclear technical data from
appearing in a final IFB or RFP.
Correct the deficiencies in the specification by reissuing it as a Purchase Description

for use on that particular procurement action and simultaneously instituting action to
seek revision or amendment of the specification to permanently correct the deficiencies.
Issue a limited coordination amendment to the specification for use until the specification
can be revised or amended as mentioned above .
Prepare and issue contract QAPs to make corrections , revisions or clarifications of Section 4
of the specification ,
Insert special clauses in the IFB or RFP modifying the specification. A disadvantage
of this approach is that the correction , revision or clarification made this way will
probably be lost , forgotten , or in some other way not survive for use in the next
procurement of the particular item.
7-40 . CORRECTION OF DEFICIENCIES
Regardless of which technique is used (either one of the four mentioned above , or any other tech
nique) , the vital thing is that the correction be included in the IFB or RFP package . Attempting to make any
clarifications after a contract has been awarded can only create problems during contract administration ,
a. Corrective Action on Existing Contracts - The reason for many of the corrective actions that
must be taken in existing contracts is that necessary time and effort was not expended during pre -award
activities on those procurements to correct deficiencies . This has gotten to be a vicious cycle. IFBs or
7-31
RFPs go out on the street with inadequate TDPs, because there isn't time available to correct the
deficiencies .
b . Priority for Preventive Action There isn't time available because the time is being used to
resolve problems on existing contracts . The existing contracts contain problemsbecause there wasn't
time to correct deficiencies in their TDPs prior to solicitation . There wasn't time to correct those
deficiencies because of problems with contracts existing at that time, and so on ad infinitum . This cycle
must be broken . The way to break it is simple but drastic . Procuring agencies must give first priority on
time and resources to preventive action , i. e . , doing whatever is necessary to assure that when a TDP is
released for solicitation , the only problems that will arise after contract award are those that are either
traceable to the contractor, or to some other contingency which could not have been anticipated prior to
award .
c. Second Priority for Existing Contracts Cure of problems on existing contracts , except prob
lems of critical nature , must be given second priority. This method of solution calls for repeal of one of
the most assiduously followed principles in our society today, to wit , " There is never enough time to do it
right the first time, but there is always time to do it over. "
7-41. INSTRUCTIONS FOR PREPARATION OF QA PROVISIONS
Detailed instructions for the preparation of Section 4 of Specifications - Quality Assurance Pro
visions first requires a discussion of the various types of specifications. MIL -STD -490 defines five types
of specifications : System , Development, Product, Process , and Material. These and the various subtypes
will be described in detail later in this book , however, there are some differences with regard to quality
assurance provisions which warrant discussion .
a . Product Specification - Product and Material Specifications are somewhat similar with respect
to quality assurance provisions . In most instances ofprocurement involving products or materials ,
existing specifications will be used. The responsibilities of those charged with development of the TDP
will therefore most likely be twofold :
selecting the appropriate specification (s ), and
detailed review of the designated specifications for completeness , clarity, and

conformance with current quality assurance concept and policy, and making any
corrections necessary .
b . Process or Material Specification - Process Specifications involve not only inspection of

product or material, but monitoring of the processes applied to the product or material. The extent of
monitoring required, is dependent upon the degree with which inspection will disclose incorrect or
inadequate processing. This includes operator or process certification as well as monitoring of
performance.
C. System and Development Specifications Quality assurance provisions for System and Develop
ment Specifications are adequately covered in MIL - STD - 490.
7-42. RESPONSIBILITY FOR INSPECTION
MIL -STD -490 presents a typical paragraph which might be used to state this requirement. Should
the applicable product or material specification not contain a statement at least as definitive as this sample ,
the specification should be revised . However, the greatest difficulty generally encountered with the DoD
policy of supplier responsibility is not in the contractual statement, but in the enforcement. Too many
instances occur in which item acceptance is being witheld by the QAR for failure of conformance with some
requirement which , upon request by the contractor, is waived by the procuring agency . This is most com -
mon with regard to quality program or inspection system requirements . The point of this discussion being
that no requirement (whether a performance requirement on the item , or a system requirement on the con
tractor's operations) should be included in a contract unless it is absolutely necessary and serious effort
will be made to avoid waiver.
7-32
7-43 . SPECIAL TESTS AND EXAMINATIONS AND QUALITY CONFORMANCE INSPECTIONS
a. Section 4 versus Section 3 there must be no requirement stated in Section 3 which is not
represented by an examination , test , or inspection in Section 4. Conversely , there must be no examination ,
test or inspection required in Section 4 which is not represented by a requirement in Section 3 .
b. Alternative Methods - One factor that must be considered when identifying and describing the
examinations and tests to be performed is the chance that alternative , but satisfactory methods would result
in different acceptance decisions . Alternative methods should be permissible only when the chance of
different decisions is less than about one in twenty .
7-44. STANDARDS , MILITARY AND FEDERAL
a . Definition - Standard - A document that establishes engineering and technical limitations and
applications for items , materials , processes , methods , designs and engineering practices. ( Source:
Department of Defense Directive 4120.3 ) . Standards define terms, establish codes and document practices ,
procedures, and items selected as standard for design , engineering, and supply management operations.
Military standards will not be used as the medium for imposing administrative requirements on contractors .
b. Participation in Development of Federal Standards - Where the initiative to develop a Federal

Standard originates outside the DoD , participation by the military will be governed by the extent of its
interest and need for the standard . Where incentive stems from and technical competence exists in the
military services , the DoD will develop the document and issue it in the military series .
7-45 . MILITARY STANDARDS
There is a single series of military standards which are issued as coordinated and limited coordina
tion documents . Coordinated military standards are used by more than one department. Coordinated
military standards shall not be issued which have a coverage identical with an existing Federal Standard .
Limited coordination standards are used by a single activity or department ( except ASG standards, which
are primarily in the aeronautical field and are of exclusive interest to the Naval Air Systems Command and
the Air Force ), or those prepared by a department or activity to meet an immediate need where urgency does
not permit coordination to be effected . Limited coordination standards shall not be issued (1 ) which overlap
or duplicate Federal standards ( approved for use by DOD ) or military standards or adopted industry standards,
and (2 ) for engineering practices.
7-46 . MILITARY SUPPLY STANDARDS AND SUPPLEMENTS
Military Supply Standards (MSS) list standard items authorized for procurement, stock and issue
within the supply systems of the Department of Defense . This includes those items , if known , entering the
supply systems . MSS are intended primarily for use in supply management operations . In addition
to the MSS , related supply supplements are issued to list those items that have been categorized as limited
standard and non - standard . It is not intended that the MSS supplant the MS and MIL - STD format standards
for control of design or engineering . MSS are transmitted to GSA for information and any necessary action
the GSA may desire to take to effect limitations in the non -military agencies of the Federal Government.
7-47 . STANDARDS FOR CLASSIFICATIONS OF DEFECTS
Standards (book form ) may be used for Classification of Defects ( CD) when such CD are applicable
to two or more specifications for similar items; however, standards shall not be prepared to cover CD
where only one specification is involved.
7-48 , RELATION OF STANDARDS TO SPECIFICATIONS
Standards function in procurement through the medium of specifications. Thus, they are used to
standardize one or more features of an item such as size , value , detail of configuration , etc.
7-33
a . Equipment Specifications - In equipment specifications , they are referenced to standardize on
those design requirements which are essential to interchangeability , compatibility , reliability , and main
tainability . Except for item feature standards, they are prepared to provide the designer with the descrip
tions and the data normally required for selection and application.
b. Item Standards - Item (parts ) standards provide the guidance for their application in the design
and development stages of equipment; limitation of variety in supply (simplification ); or for further refine
ment of supply as a result of technical analysis . Item standards disclose or describe the technical features
of an item in terms of what it is and what it will do . In contrast, the specification for the same item
describes it in terms of the requirements for procurement. Reference to other documents in standards to
complete a description should be used only when it is impracticable to do otherwise .
7-49. QUALITY ASSURANCE PROVISIONS
Military and Federal Standards do not contain quality assurance provisions such as those found in
Military and Federal Specifications .
a . Material Standards - Those standards relating to material may contain some general require
ments for a class of material, or some detailed requirements for a specific item , but in neither case will
this statement of requirement suffice by itself for procurement. Either type supplements requirements
stated in item specifications, drawings or other engineering documents .
b. Procedure Standards Certain standards which are used to define procedures such as MIL -STD
105D, " Sampling Procedures and Tables for Inspection by Attributes , " are very widely used. Others , such
as MIL - STD - 1235 , " Single and Multiple Continuous Sampling Procedures and Tables for Inspection by
Attributes ", has found relatively little use except in ammunition procurement. Another standard which finds
much less use than MIL - STD - 105D is MIL-STD-414 , " Sampling Procedures and Tables for Inspection by
Variables for Percent Defective. " These latter two standards (MIL- STD- 1235 and MIL -STD -414 ) are
mentioned because of the limited use made of them in comparison to the use which could be made.
7-50. PURCHASE
PURCHASE DESCRIPTIONS
Purchase descriptions , as they are most commonly used , may be defined in terms almost identical
to the definition of a specification.
a. Format - In most instances , the format of a purchase description is identical to that of a

specification . The applicability of purchase descriptions has been discussed previously and is in generai
much more limited than a specification .
b. QA Provisions of Purchase Descriptions - Quality Assurance Provisions , discussed previously

in this Chapter, are also generally applicable to purchase descriptions . In one sense , there is less justifi
cation for a purchase description to be inadequate than for a coordinated Military or Federal specification.
The reason for this is that the procuring agency using the purchase description usually has control of its
contents . On the other hand , no one agency has complete control of the content of coordinated Military and
Federal specifications , or even , to some extent , limited coordination military specifications .
7-51 . ENGINEERING DRAWINGS
Engineering drawings shall contain quality data . MIL - STD - 100B states that Specification
and Source Control Drawings shall disclose " .... as necessary , inspection and inspection test
requirements , performance, reliability , maintainability, environmental and other functional
requirements , to insure identification and adequate reprocurement of an interchangeable
item . " MIL - STD - 100B is for the most part silent with regard to quality data on other types
of drawings and lists . MIL - D - 1000A classifies drawings into Level 1 , 2 and 3 to provide for a natural
progression of a design from its inception to production. Level 2 and Level 3 drawings will include certain
types of quality data , as applicable . Neither MIL - STD - 100B nor MIL- D- 1000A specifically prohibit
inclusion of quality data on drawings .
7-34
a. SQAPs - Supplementary Quality Assurance Provisions are no longer the current method of
specifying quality assurance requirements for drawings . However the change is more in name rather than
method . The past practices of the major subordinate commands varied . Some commands were silent and
some provided instructions for including data on drawings, per old Army Weapons Command , MIL - P
45971 (WC ) but none specifically prohibited the practice . The most commonly employed practice was to
omit quality data from drawings and incorporate the information into SQAPs identified to specific drawings .
The use of this latter approach is still in effect where QAPs are prepared on DARCOM Form 2484-R.
However, now the Form 2484-R is only used when the two page drawing can't incorporate all the quality
assurance data requirements .
b. Quality Data on Drawings - Several general advantages and disadvantages to the practice of
including quality data on drawings can be identified .
Advantages
Quality data readily available to every person who has access to the drawing.
Specific important dimensions or other requirements for which inspection is

necessary can be more positively identified .
Requires changing only one document instead of two if a requirement subject

to inspection is changed.
There may be other advantages unique to specific situations .
7-52. DARCOM - R 702-10 , 22 May 1979 (DARCOM HBK 702-2 , 1-80 )
DARCOM Regulation 702-10 dated 22 May 1979 and associated Handbook 702-2.1-80 establish the
QAP (Quality Assurance Provisions ) symbols and notes to be used on drawings .
Quality assurance provisions will be prepared and maintained on government drawings or QAP forms,
as required , to support inspection and test of the specified characteristics ( functional, dimensional, visual,
etc. ) when no product specification is required .
When there is no product specification , quality assurance provisions will be prepared and maintained
on drawings or QAP forms for components , subassemblies and assemblies having detailed technical
characteristics that affect reliability , interchangeability , function , safety , and are :
Items of issue and items having characteristics requiring field interchangeability , or
Items delivered for use in subsequent assembly or loading applications or for use in
modifications , reconditioning , or retrofit programs.
Quality Assurance provisions are not required on Government drawings or QAP forms for:
Drawings which are not to be a part of the technical data package submitted to the Army.
Drawings for commercial, proprietary , or off - the - shelf items, unless modified for
Army requirements ,
Items purchased to recognized standards .
. Sole source is planned .
Quality assurance provisions required for acquisition purposes will be included in documentation in
the following order of preference; military specifications or standards, associated military drawings , and
special QAP forms - DARCOM Form 2484R .
7-35
When quality assurance provisions, that is , test procedures , etc. , are too extensive to be placed on
the hardware drawing , one additional sheet may be added to the drawing .
The quality engineer , shall in coordination with the design engineer , establish those characteristics
which are critical, major or minor. The results of a failure mode effects analysis should be considered
when determining significance of a characteristic .
Drawing QAP Symbol and Notes. On drawings containing characteristics which are classified as
critical, major, or minor, the following will be added to the drawing and the symbol placed next to each
such characteristic .
QUALITY ASSURANCE PROVISIONS
CLASSIFICATION OF CHARACTERISTICS AND INSPECTION

REQUIREMENTS ARE IDENTIFIED ON THIS DRAWING AS FOLLOWS :
CLASSIFICATION NUMBER :
1 thru 99 Critical
101 thru 199 Major
201 thru 299 Minor
METHOD OF INSPECTION
S = Special Inspection Equipment

C = Commercial Inspection Equipment
V = Visual
ACCEPTABLE QUALITY LEVEL (AQL ). WHEN NO SAMPLING IS ALLOWED,

100% INSPECTION IS PERFORMED AND THE AQL ALLOWED WILL BE
INDICATED AS " O " .
Indicate sampling plan to be utilized , i.e. , MIL - STD - 105 , MIL -STD - 414 , MIL - STD - 1235 or
other approved government sampling plans.
Specify inspection lot information requirements , if appropriate .
Additional notes may be added to the drawing to identify additional first part inspection
requirements , destructive test requirements , and related supporting inspection criteria , etc.
Critical characteristics usually require 100% inspection . 100% inspection may also be
specified for majors or in some cases , for specially treated minor characteristics . The
AQL's assigned to characteristics not requiring 100% inspection shall be in accordance with
selected sampling plans (see Para . 7-49b. )
7-36
SECTION 6 - Classification of Defects
7-53 . CLASSIFICATION OF DEFECTS
The first part of this subject might properly be called , " List of Characteristics to be Inspected , "
for certainly that is what is desired before talking about an unsatisfactory product. Most of the disagree
ment and contention in this area is concerned with how long the list should be . Some practitioners
approach this subject from the viewpoint of Murphy's Law , which states that " If anything can go wrong ,
it will. " A better conceptual approach includes the idea that the Government is procuring the product
because a definite need for it that has been approved through budgetary actions up to Congress, and
that any requirements in excess of evident performance needs will only add to the cost of the product.
Contractor versus Government Policy - A certain advocacy of permitting the design contractor
to specify the Inspection Characteristics can be detected in Mr. Kracov's article . The problem here is that
corporate policy is as diverse , if not more so , as that of the different services , and is probably as difficult
to change. There is a corporation that is well known in the electronics industry for developing very tight
tolerances in their development configurations, who , for their own production , waive these requirements ;
but, when purchasing the same item from vendors, hold them to all specification requirements until a price
concession for non - conformance is obtained. This is considered by some people as good purchasing
practice , but by others as a rather " sharp " business practice . It is not the Government's business to put
people out of business , but to procure satisfactory materiel from a viable economy. The vendor should still
be in business when we wish to reprocure an item. Unfortunately , we too often hear, " He bid on it with his
eyes open ; now let's get it like the drawing says.
b. Purpose of Characteristic List - The next point to be made is that the listed characteristics
should be for the purpose of determining compliance with the specified requirements . Each specification
requirement of Section 3 should be matched with an examination or test that determines whether the re
qui rement is met. The product engineer has the responsibility for determining which engineering features
require emphasis to assure the proper form , fit, and function of the product. It is not the province of the
inspection administrator to add examinations and tests for features which the product engineer overlooked ;
it is his duty to advise the product engineer that he did, in fact , ignore important features in the specifica
tion . This discussion begs the question of the proper course of action when drawings exist for procurement
without accompanying specifications.
c . Actions to Prepare List of Characteristics - The necessary actions to be taken in preparing a

list of inspection characteristics in the absence of engineering requirements is known as Item Analysis for
Defect Classification and consists of the following phases :
(1 ) Procurement and organization of source material.
(2 ) Acquisition of a physical and functional comprehension of the item .
(3 ) Extraction and classification of the inspection criteria .
(4) Compilation of a list of units of inspection .
The following discussion follows Navy BuOrd Pamphlet OP2161 , 21 Sep 55 .
7-54 . SOURCE MATERIAL
Much of the source material to be employed in preparing a Classification of Defects (CD) is

prescribed by MIL- STD- 100B, 15 Oct 1975 , Military Standard Engineering Drawing Practices, from which
the nomenclature employed in this discussion is taken .
Associated Lists - The various lists associated with engineering drawings are known as Parts
Lists , Data Lists , and Index Lists . The Parts List enumerates all physical parts which constitute the end
7-37
item and includes item number , the quantity required , the unit of measure for that quantity , the part or
identifying number, the drawing or specification number, the nomenclature or description , and other
optional information . The Data List contains the drawing, associated Parts List , and associated Usage List
pertaining to the item for which it is prepared and includes specifications, standards, publications , and
documents referenced on drawings and Parts Lists with their indexing and revision numbers. The Index List
contains the listing of all Data Lists and Index Lists for an item comprised of several other items for which
lists have been prepared.
b . Supply and Maintenance Documents - In addition to the documents itemized on the lists , there
are many supply and Maintenance documents of value to the comprehension of the item . These include the
Field Manuals and Technical Manuals and workmanship standards used by the various services for specific
design problems.
7-55. COMPREHENSION
A complete understanding of the physical and functional relationship of an item's components is

essential to a valid analysis. The physical relationships are detailed in the end product Parts List and
general arrangement or assembly drawings , while the functional relationships are presented less specifically
throughout the source material and must be acquired by study of the related documents . To visualize the
physical relationships and also provide a cross - index to the numerical file of drawings and other source
material, these tools should be employed . These are the assembly index , the functional block diagram , and
the assembly flow chart .
a . Assembly Index - Study the Parts Lists for the end product to locate and identify the major
components . Further study of the components parts list and drawings will identify lower level components ,
assemblies , subassemblies , groups , etc. down to the level of piece parts . Record these operations in the
assembly index as illustrated in Figure 7-2. This index is based on the Launcher, Grenade, M96 , 40MM,
used for illustrative purposes . Columns are provided for drawing and parts lists numbers, and for the
nomenclature of each item, indented according to its level of assembly relative to the end product. At the
right - hand edge , space is provided for tentative designation of items as units of inspection , as indicated by
subsequent analysis. The assembly index should continue at least through the fourth level of indenture and ,
in some instances such as replacement spares that require interchangeability for field replacement, through
the fifth and subsequent levels .
b . Functional Block Diagram The functional block diagram is prepared from the assembly index
and operating descriptions . The example , Figures 7-3 and 7-4 shows only only those piece parts and assemblies
which are essential to the operational functions of the weapon . A single thread analysis ( following a single
function throughout its operational cycle ) must be accomplished for each function of the end item . To
discover all of the functions, it is often necessary to perform an analysis of a complete mission from the
storage state through the preparations necessary to arrive at a ready state , the preparations for action after
the receipt of an alert order , the actions performed during the mission, and the postaction activities con
cerned with restoration to one of the former states . A reliability engineer often performs this analysis to
determine the portion of total mission time that certain subassemblies are functioning ; he calls this a Time
Line Analysis .
c . Assembly Flow Chart - The Assembly Flow Chart, Figure 7-5 is prepared from the assembly
index and depicts the arrangement of components. The flow chart breakdown should continue at least through
the fourth indenture level to illustrate the composition of an end product and its operation adequately. At
lower levels , the chart becomes cumbersome, and the assembly index by itself becomes more convenient.
The assembly flow chart becomes a convenient place to reference source material not listed in the assembly
index , such as schematics , lube orders , pamphlets, manuals , installation instructions , specifications,
standards , etc.
d. Physical Relationships - When the above assembly index , functional block diagram , and assembly
flow chart are completed, the physical relationships of components and piece - parts should be thoroughly
understood , as well as laid out for convenient reference . Also , the function of each and its contribution to
the performance of the product should be understood .
7-38
7-56 . IDENTIFICATION
The selection of characteristics which determine the acceptability of the product is the crucial part of
Classification of Defects. They should also be selected so that the determination can be made at the highest
possible assembly level with a minimum of inspection. Only when acceptability is impossible to determine
at the end-product level, should coverage be extended to lower levels ; most low - level characteristics will
be selected for interchangeability , repeatability , and /or endurance requi rements which cannot otherwise be
determined . Destructive tests for explosive ordnance, for instance , is seldom both statistically sound and
economically feasible ; hence , inspection of lower-lever components is generally necessary .
a . Inspection Criteria - Inspection criteria are drawn from design requi rements explicitly specified
in the source material. They may be performance objectives which have been restated in terms of in
spectable characteristics , or they may have been derived from engineering solutions (dimensions , material specs,
physicalproperties , etc. ) to the design objectives .
b . Listing of Design Objectives - A comprehensive and detailed listing of design objectives for the
end product being treated is necessary before the inspection criteria can be selected, since such a listing
provides a specific definition of acceptability for the product. A partial listing of the design objectives for
the M96 Grenade Launcher is illustrated in Figure 7-6 . In this listing , the source of each objective is
identified and space is provided for an index number for later association with the attribute index charts.
ASSEMBLY INDEX : GRENADE LAUNCHER , M96 , 40mm
REVIEW FOR TECHNICAL ACCURACY
Nomenclature and Indenture Level

Parts List Dwg . No. Unit
1
2 3 4 5
M96 Grenade Launcher, 40mm
Barrel Group
7790602 Arm , cocking

7790605 Barrel
7790607 Extractor
7790625 Lug , locking, barrel
7790627 Pin , cocking arm
586062 Pin , spring
586100 Pin , spring
MS35460-3 Screw , cap
7790645 Screw , cocking arm
7790659 Sight, front
7790653 Spring, compression
7790655 Spring , compression
7790663 Washer, thrust
7790608 Fore End Assembly
7790609 Bracket Fore End

77906110 Fore End
MS35244-56 Screw , machine
130691 Screw , wood
6147721 Swivel, Sling , assembly
Figure 7-2
7-39
DIAGRAM
BLOCK
M96
LAUNCHER
GRENADE
40MM
I
PART
CYCLE
UNLOCKING
Barrel
REAR
MOVESWARD
Extractor
Barrel
Lug
Locking
Arming
Cock
TO
PRESS BY
HELD
LIFTS
RIGHT
THE
Barrel
Lever g Receiver Latch
Locking Lock
Latch
Cockin
Pivot
Latch
RELEASES MOVES
COCKS
7-40
Hammer Pin
Firing Actuat
Safety or
PUSHES
BY
ENGAGED
Safety
ROTATES
LOCKS
Sear Bar ty
Safe
Trigger
CYCLE
LOADING
CHAMBERING Barrel
7-3
Figure
MOVE
- S
FORWARD
Barrel
Latch
Locking Cocking
Arm Extractor
PRESSES MOVES
그
Latch
Lock Receiver Lever
Cocking
RELEASES
Barrel
Latch
Locking RELEASES
Latch
Pivot
MOVES
Actuator
Safety
RELEASES
Safety Hammer
1
PUSH
FIRING
CYCLE
Safety
7-41
ROTATES
Bar
Safety
RELEASES
PULL
TRIGGER Trigger
RAISES
Sear
RELEASES
Hammer
STRIKES
Pin
Firing
STRIKES
Prime
7-4
Figure
M96
G
, renade
Launcher
EPL 7990600
F 7790600
.Dwg
Gen.
1
- 92B
SAPD
Assembly
End
Fore Stock
Assembly
Barrel
Group Group
Receiver
EPL 7790600 EPL 7791354 EPL 11010343

EPL 7790600
7-42
F 7790600 C
. 7791354
Dwg
Gen. D 11010343
.Dwg
Gen.
F 779060
Dwg
.Gen. .Dwg
Gen.
Assembly
Sight
7791038
EPL
D 7791038
.Dwg
Gen.
7-5ure
Fig
S
only
Assemblies
M ajor
,( ubsequent
Launcher
Grenade
M96
for
Chart
Flow
Assembly
)
Illustrated
Not
Sheets
Chart
Flow
7-57 . FUNCTION , OPERABILITY , SAFETY, TECHNICAL , ENVIRONMENTAL , RELIABILITY ,
INTERCHANGEABILITY , AND MAINTAINABILITY (FOSTERIM )
The attribute index chart is a useful tool for laying out and segregating the mass of information to be
processed in the analysis. Eight such charts are employed , FOSTERIM , one each for Function , Operability ,
Safety , Technical, Environmental, Reliability , Interchangeability, and Maintainability . In each case , the
chart begins at the top with the overall design objective of the end product with respect to the applicable
aspect of performance. It progresses downward in hardware breakdown fashion , on each level differentiating
the attributes on the preceding higher level into its contributing attributes. At the lower levels, the attri
butes become associated directly with the components on which they may be examined (units of inspection ).
The charting need be continued only until all attributes can be associated with units of inspection in terms of
inspectable requirements ( inspection criteria ). Each item on the attribute index chart is indexed decimally
so that correlation may be maintained with the design objectives and the requirements. The attributes in
each chart are prefixed with the appropriate letter: F , O, S , T, E , R , I, M. The index numbers , as
assigned , should be entered in the space provided on the list of design objectives.
7-58 . OVERALL FUNCTION CHART
The first chart to be prepared is the overall Function Chart, which serves as a guide in the preparation
of the attribute index charts for Operability , Safety , Technical, Environmental, Reliability , Interchange
ability , and Maintainability . The order in which these charts are prepared has no significance other than
Function , as the starting point of any design , is the logical starting point for any design analysis. The
overall function attribute index chart for the M96 Grenade Launcher is illustrated in Figure 7-6 . The over
all design objective of this weapon is " delivery of a concentration of lethal fire at ranges from 50 to 391
meters against area or point targets, " and is so indicated at level one of Figure 7-7 . The differentiation
into lower - level contributing attributes is illustrated for the sighting function in Figure 7-8, showing the
transition from design objectives to physical units . The attribute index chart may show the distribution of
tasks to personnel.
7-59 . OPERABILITY ATTRIBUTE INDEX CHART
The Operability attribute index chart includes those features where interfacing between the product
and user takes place . The magnitude of these values are the responsibility of the Human Factors engineering
effort, if applied to the project, but a direct concern of the product engineer if that discipline has not been
applied. Testing of these interface attributes becomes a particular problem of user satisfaction , and , often
of utilization . This chart is based upon the Function Chart , and , at intermediate levels , may include the
same attributes. Thus , the Operability index chart for the sighting function of the M96 , illustrated in
Figure 7-9 shows some attributes ( shaded boxes ) which were transferred directly from the Function chart
but then found to have no Operability aspects.
7-60. SAFETY ATTRIBUTE INDEX CHART
The Safety attribute index chart includes those attributes incorporated into the design to minimize
li rm to personnel engaged in manufacturing , shipping, storing, handling, using , or servicing the equipment.
The shaded box technique for features not having safety aspects is used as the Operability attribute . If the
product is an item of explosive ordnance, the source material will contain many special directives, specifi
cations, and handbooks dealing with explosive safety . Thorough conversance with this material is essential
to competent Listing of Characteristics.
7-61 . TECHNICAL ENVIRONMENT ATTRIBUTE INDEX CHART
The Technical Environment attribute index chart includes those attributes which contribute to the
integration of the end product into the next larger system of which it is a part. Features of the design , such
as external connections , pressure and power requirements , dimensional limits , access holes, lifting lugs,
alignment marks , instructional plates, identification colors and codes nomenclature, weight limits, radio
frequency , interference suppression , vibration , shock, and the like are included in this category . The
Technical Environment attribute chart for the M96 Grenade Launcher is not illustrated. Since technical
7-43
Source Design Objective Index
1. MC , ATDEV - 4, 400. 135 Deliver a concentration of 1.0 - 5.0

10 April 1984 lethal fire in a selected area
at ranges varying from
50-391 meters .
.
2
Single shot , hand ejection 1.0 , 4.0, 5.0

.
3
Employed against area or 2.0 , 3.0

point targets
11 Muzzle Velocity 250 fps . 3.0

4.
5.0 1,000 rounds fired without R1.0 - R 5.0

a malfunction or unservice
able part.
6. SAPD - 192B The trigger pull shall be F3.1.6

between 6. 5 and 11 lbs .
7. etc.
Examples of Design Objectives for M96 Grenade Launcher
Figure 7-6
7-44
1
Deli
c ver
a once
of ntration
leth
fire
a
s al
inelected
area
a
r
of
50-39
atange1
met
. ers
7-45
Loading Sighting Firing Extraction Ejection
1.0 2.0 O
3. O
4. O
5.
Upper
Level
of
Overa
Funct
Attribll
ion
sute
Index
Chart
Figure
7-7
Sighting
2.0
Windage Elevation Locking Battle

Sight
Front
Sight
3
2. 2.4 5
2.
12. 2.2
F
, rame Carrier
Aperturd Assembly
Frame W
, indage
Key
S
|, ight
Aperture Base
D7791012 C7791014 C7791015 C7791020
D7791011
7-46
12.2
. 2.2.2 2, .3 , 2,2.4 2.225
I
Plunger
, ndexing Retainer
,A perture W
, indage
Screw C
., omp
Spring
S
Pin
, pring
A7791022 C7791023 C7791026 B7791027
MS16562
2.2.6 2.2.7 2.2.8 2.9

2. .10
2.2
.,Comp
Spring
B7791028
.1
12.2
Windage
for
Chart
Index
Attribute
Function
Overall
of
Levels
Lower
Function
Sighting
Within
- unction
fSub
7-8
Figure
.
Sighting
02.0
Front
Sight Windage Elevation Locking Battle
Sight
02.1 ,2
02 02.3 02.4 02.5
S
, ight F
, rame
Base Apertu
Carrierre Frame
Assembly ,Windage
Key
Aperture
C7791015 C7791020
7-47
D7791011 D7791012 C7791014
02.
2.1 02.2.2 2.3
02. 2.4
02. 2.5
02.
cap
S
/ pring
Bin Plunger
I
', ndexing Retainer
A
, perture Screw
,Windage
in
,Spring Spring
omp
:
/
MS16562 /
A7791022 C7791023 C7791026 B7791027
2.
02. 2.7
02. 2.8
02. 2.9
02. 92.22,192
!
ringorum
Spom
:p
1
/
19102.14
B7791028
02.12
. 2.17
f
- unction
Sub
Windage
Attribute
for
Chart
Index
Operability
Function
Sighting
Within
7-9
Figure
attributes are often functional in nature , doubt may arise as to which chart is appropriate . As a rule , the
Technical Environment attributes related to function apply to functions external to the end product itself.
The choice , however , is not critical as long as the attributes appear on one of the charts . Duplication
which may occur at this point is not objectionable , and certainly is preferable to omission . The duplications
will be eliminated upon consolidation on the List of Characteristics. (See AR 705-20 for a list of many
required Technical attributes . )
7-62 . ENVIRONMENTAL ATTRIBUTES
Environmental attributes are those which are associated with the geographical and climatological
conditions to which the end items will or may be exposed . This attribute may be concerned with protection
from heat, cold, sand, wind , humidity , fungus, mildew , rain , snow , frost, dust, etc. Environmental
proving grounds and special test facilities are often needed to examine these attributes. Seals, expansion ,
and contraction of materials are often involved in the differentiation of this attribute . A rather obscure
example of environmental attributes may illustrate its importance . Austenitic steels transform to a
pearlitic structure at depressed temperatures. Pearlite occupies a greater volume than austenite ; hence ,
some steel parts which may be operable at ambient temperatures may bind at the same temperature after
they have been exposed to cold temperatures for a period of time . Cycling between ambient and cold
temperatures increases this transformation rate; hence , cycling in freezers is often used to stabilize these
steels and prevent " growth . " Measureable evidence of transformation of end products may be difficult to
obtain .
7-63 . RELIABILITY ATTRIBUTE
The Reliability attribute has an entire discipline associated with the differentiation down to individual
components. That discipline is known as reliability apportionment. If formal reliability apportionment has
not been performed on the product, the general approach is to provide for durability , or strength of parts
to sustain the wear and shocks of operation for a given period of time or cycles of operation . Design
engineers usually provide for durability through strength of materials and factors of safety . In the absence
of evidence that reliability apportionment and engineering analyses have been performed and prorated, the
inspection engineer must draw on experience or past performance data to determine the attributes requiring
special examination for reliability . The greatest contribution will probably be made in the fields of
corrosion and storage deterioration which have escaped the usual reliability apportionment effort. The
Reliability attribute index chart for the windage sub - function is illustrated in Figure 7-10.
7-64 . INTERCHANGEABILITY ATTRIBUTES
Interchangeability attributes are those which make possible , at the point of service , random assembly
of components or replacement of spares without modification , fitting or selection . As defined for this
attribute analysis , interchangeability is not only physical but functional and connotes unimpaired safety,
reliability , operability , technical and environmental replacability as well. The Maintenance Allocation Chart
for the product should be reviewed to determine the policy for interchangeability for the product under
consideration .
7-65 , MAINTAINABILITY ATTRIBUTE
Maintainability is a relatively new attribute discipline and has to do with the restoration of failed
products to readiness within a specified period of time. The concern is with those attributes which would
contribute to technician repair times such as failure verification fault isolation , repairability , and testing.
This attribute is quite common on self - testers of the go / no - go variety , electronic gear , and fail - safe
devices. Ammeters , oil gages, engine temperature and such devices on automotive vehicles that provide
indication of operating conditions fall into the category of operability attributes rather than in this category ,
since they are man / machine interfaces involved in operation . However, the same advice as between
Functional and Technical attributes holds: duplication is better than omission . The Maintainability attribute
1
index chart for the windage sub - function is illustrated in Figure 7-11.
7-48
Sighting
2
R .0
Front
Sight Windage Elevation Locking Battle
Sight
2
R .1 2
R .2 3R2. R2.4 2
R .5
7-49
1
Assembly
Frame W
, indage
Key Retainer
A
, perture ,Windage
Screw C
, omp
Spring
C7791015 C7791020 C7791023 C7791026 B7791027
2
R .2.4 2
,R2 .5 R2.
2.8 .R2
2 .9 2
R .2.10
,Comp
.Spring
B7791028
2
R .2.11
f unction
Sub
Windage
-for
Chart
Index
Attribute
Reliability
Function
Sighting
Within
7-10
Figure
Sighting
2
M.0
Locking Battle
Sight
Front
Sight Windage Elevation
2.
3M 2.4
M 2
M.5
2.1
M 2.2
M
7-50
A
, ssembly W
, indage
Key A
, perture
Retainer ,Windage
Screw
Carrier
A
, perture Frame
C7791020 C7791023 C7791026
C7791014 C7791015
,42M 2
,2M .5 2.
M
2.8 2.
M
2.9
2
,M2 .3
I
, ndexing
Plunger
0
: 22
A779
2
M.2.7
f
- unctio
Sub
Winda
for
Chart
index
Attrib gen
ute iny
Maintainab
Functi
Sing
Within on
7-1
Fig1ure
7-66 . ATTRIBUTE INDEX CHART
The requirements that assure fulfillment of the design objectives under each aspect of performance
must be extracted from the source material, guided by the appropriate attribute index chart. The soundness
of judgment essential to this phase of the process demands complete comprehension of the design solutions ,
coupled with a thorough understanding of inspection principles that have been discussed in Section 1 and in
Mr. Kracoy's article , as well as in the subsequent sections of this text. Determining and contributing re
quirements must be selected to provide for conformity to design objectives , while keeping the inspection
load to a minimum .
a. High Level Requirements - For high level requirements , such as are found in the end item specifi
cation , the requirements first should be recorded with attribute index number and source on index cards ,
since the identity of the associated unit of inspection may not be apparent at this point. When an item can be
identified as a unit of inspection , the requirements can then be transferred to a list of inspection criteria
for that unit under the appropriate aspect of performance . This method of processing requirements is
illustrated in Figures 7-12 and 7-13 , showing statements in specifications, the recording and indexing of
these on index cards, and then later transferred to a list of inspection criteria . When a high level require
ment is not readily inspectable , this should be noted on the index card to indicate that lower level contri
buting requirements must be selected . If the requirement is not stated definitively (What is " a concentration
of lethal fire ? " ) in the source material, transfer and index it and secure the necessary information from
cognizant authority. This process is illustrated in Figures 7-13 and 7-14 where the specification wording
is not sufficiently definitive .
b. Low Level Requirements - When dealing with low level requirements , extracted directly from
the drawiags, the card index is unnecessary since the unit of inspection is known at the time the require
ment is selected . The requirement may be transferred directly from the drawing to the requirement list
as shown in Figure 7-15 , illustrating the Interchangeability requirement for a plunger (Drwg. A7791022) .
C. Tentative List of Units of Inspection - As the requirements are extracted, a tentative list of
units of inspection for each aspect of performance ( FOSTERIM ) will take shape in the form of requirements
lists for some components and index cards which may be grouped for others. As tentative lists are prepared ,
enter the letter denoting the applicable aspects of performance in the space provided on the assembly index
after each item selected as a unit of inspection . When the process is complete , there will be eight tentative
lists of units of inspection and from one to eight requirements lists for each unit.
d. Composite List of Units of Inspection - The final stage of the analytical process is the compilation
of the composite list of units of inspection , based upon the tentative lists previously completed . Each unit
of inspection must be an item identified by a drawing number . The inspectability of requirements with
reasonably attainable equipment must be considered . The consolidation of requirements at a single inspection
post is desirable from the customer's viewpoint to conserve manpower ; however, the producer may desire
to inspect at a point close to the origin of the characteristic to obviate further processing of defective material.
This may produce some discussion on verification points . On the other hand, inspection at lower levels
occasionally may be more practical than a complex test to be performed on a higher level unit .
e. Listing of Units of Inspection - When the units of inspection are finally established , the tentative
coding of units on the assembly index may be revised, as necessary , to conform to the final choices . The
units then may be transferred directly to a list such as is partially illustrated in Figure 7-16 .
7-67 . CLASSIFICATION OF DEFECTS
A Classification of Defects will be prepared for each unit of inspection which has been identified . The
List of Characteristics for each unit of inspection is derived from the inspection criteria established for
each of the high level and low level requirements . Each characteristic is examined to determine the effect
of nonconformance to the stated requirement, both for greater values and for lesser values and for lesser
values than permitted . The effect of the nonconformance , traced through the functional network is then
compared to the following MIL - STD definitions for defect classes:
7-51
SAPD 192B
3. 3. 26. 2 With the sight components adjusted as required

by 3. 3. 26. 1 , the angle between the line of sight
established by the 75 meter scale mark and a
horizontal plane containing the bore center line
shall be 69 mils + 3 mils . The angle between
the line of sight established by the 350 meter
scale mark and a horizontal plane containing
the bore center line shall be 476 mils + 9 mils .
SAPD 192B p. 9 2.0
With the sight components adjusted as required by 3. 3. 26. 1 , the

angle between the line o : sight established by the 75 meter scale
mark and a horizontal plane containing the bore center line shall
be 69 mils + 3 mils . The angle between the line of sight establ
ished by the 350 meter scale mark and a horizontal plane contain
ing the bore center line shall be 476 mils + 9 mils .
Extraction of High - level Requirements Via Card - Index
Figure 7-12
7-52
SAPD 192B
3. 3. 13. 4 After the setscrews on the frame assembly

have been adjusted and staked as specified
on the applicable drawing , the windage
screw shall be capable of being manually
rotated causing the frame assembly with
attached components to move laterally
through the full range of adjustment.
SAPD 192B p. 6 2. 2
( ND )
After the setscrews on the frame assembly have been adjusted

and staked as specified on the applicable drawing , the windage
screw shall be capable of being manually rotated causing the
frame assembly with attached components to move laterally
through the full range of adjustment.
NOTE : Manually rotated means less than 5 ounce / inch torque

required to rotate knob . ( Ref. Memo # 752-387 . )
Processing of Non - definitive Requirements and

Transferring to Cards
Figure 7-13
7-53
List of Inspection Criteria D7791038
M96 Grenade Launcher ( applicable unit of inspection )
for Function Daie 11-15-83
Page 5
Index Inspection Criteria Source of Information
2. 2 1. After the setscrews on the frame SAPD 192B

assembly have been adjusted and Memo 752-387
staked as specified on the applicable
drawing , the winda ge screw shall be
capable of being manually rotated
causing the frame assembly with
attached components to move later
ally through the full range of
adjustment.
Note : Manually rotated means less

than 5 ounce / inch torque required
to rotate knob . ( Ref. Memo # 752
387. )
List of Inspection Criteria F7790600

M96 Grenade Launcher ( applicable unit of inspection)
for Function Date 11-15-82
Page 7
Index Inspection Criteria Source of Information

0.0 1. With the sight components adjusted SAPD 192B
as required by 3. 3. 26. 1 , the angle
between the line of sight established
by the 75 meter scale mark and a
horizontal plane containing the bore
center line shall be 69 mils + 3 mils .
The angle between the line of sight
established by the 350 meter scale
mark and a horizontal plane contain
ing the bore center line shall be 476
mils + 9 mils .
Lists of High - level Inspection Criteria

Figure 7-14
7-54
NOTES :
1. Finish 63
. 200 - .005
03
2. All edges shall be broken .005 Max
unless otherwise specified .
3. Heat treatment : Heat at 1500 ° to
---
1525 ° F . Water quench . Temper to

hardness specified . Heat treatment
method is for guidance only . FULL
4. SPHER R
Final protective finish : Finish No.
5. 3. 1. 2 of MIL -STD - 171.
.060 DLA ..002
List of Inspection Criteria ---A7791022 -----

M96 Grenade Launcher (applicable unit of inspection )
for: Mainta inability Date 11-15-82
Page 9
Source of
Index Inspection Criteria Information
2.2.7 1. Length , 200 - .005 A7791022
2. Diameter .060 DIA -.022
3. Radius FULL SPHER R
Extration of Low Level Requirements Directly from Drawings
Figure 7-15
7-55
Classification of Defects
for
M96 Grenade Launcher
LIST OF UNITS OF INSPECTION
Unit of Inspection Level Dwg No. Charac .
1 2 3 4 5
1. Sight Assembly D7791038 all
2. Aperture, Sight D7791011 FOE

ó
o
si
n
w
mi
gi
nº
o'
3. Base , Frame D7791012 FOE

4. Carrier, Aperture C7791014 FOM
5. Frame , Assembly C7791015 FORM

6. Key, Windage C7791020 FORM
7. Pin, Spring MS 16562 F
8. Plunger , Indexing A7791022 FM
9. Retainer , Aperture C7791023 FORM

10 . Screw , Windage C7791026 FOERM
11 . Spring, Compression B7791027 FR
12 . Spring , Compression B7791028 FR
Listing of Units of Inspection
Figure 7-16
7-56
a. Critical Defect - A critical defect is one that judgment or experience indicates could result in
1
hazardous or unsafe conditions for individuals using or maintaining the product; or, for major end item units
of product, such as ships, aircraft, or tanks , a defect that could prevent performance of their tactical
function .
b. Major Defect A major defect is a defect, other than critical, that could result in failure or
materially reduce the usability of the unit of product for its intended purpose .
C. Minor Defect A minor defect is one that does not materially reduce the usability of the unit of
product for its intended purpose , or is a departure from established standards having no significant bearing
on the effective use or operation of the unit .
7-68 . NONCONFORMANCE AND DEFECT CLASSES
It is quite possible for the nonconformance to requirements for a particular characteristic to fall into
two or more classes of defects, depending upon the extent of nonconformance or whether the nonconformance
is overtolerance or undertolerance. As an example , an oversize bullet for a rifle may become lodged in
the barrel and can cause the barrel to explode (a critical defect), while an undersize bullet ( of a certain size)
will only reduce its effective range due to gas leakage and lack of stabilization by spin ; a somewhat deformed
bullet may become lodged in the barrel from excessive leakage and again be as serious as the oversized
bullet . Therefore , each type of nonconformance of the single characteristic of bullet diameter is a separate
defect in the classification scheme.
7-69. LISTING OF DEFECTS
All of the defects for a unit of inspection are listed on a separate sheet and titled as Classification of
Defects for the nomenclature and drawing number of the unit of inspection . It is customary to list all
critical defects first, major defects next, and minor defects last.
a. Subgroups - More strata of defect classes have been utilized in the past. At one time, there was
also an Incidental class which dealt with nonconformance to other expressed requirements of drawings and
specs than those that have been extracted. There was also a propensity for dividing the major and minor
classes into subgroups , such as Major A and B , and Minor A and B. Some of these subgroups had differing
allowances for nonconformance , and some were subdivided merely because the list was too long.
b. Abandonment of Subgroups - The subdivisions generally only served to make inspection admini
stration more difficult, and the Incidental class tended toward " nit- picking '' detail. Let it suffice to say that
the difference between the discriminating power of two adjacent MIL - STD OC curves is not significant in
product runs involving less than 50-lot submissions. As a consequence , subgroups of defect classes have
largely been abandoned .
7-70. EXAMINATION METHOD
With the identification of features to be inspected and the seriousness of nonconformance determined ,
the next aspect of acceptability criteria to be established is that of the means of distinguishing conforming
articles from nonconforming articles: a method of measuring to a quantified requirement. Methods of
inspection may be classified into two general categories , destructive and nondestructive .
a. Destructive Tests - Destructive tests are usually involved with processes that produce a uniformity
over several or many production units , such as chemical analysis and physical testing of materials or
functional and reliability tests of uniformly manufactured products.
b. Nondestructive Methods - Nondestructive methods are most advantageous for inspecting character
istics which change from one production unit to the next because of production methods used and /or variations
in workmanship . There are four main types of nondestructive examination methods:
7-57
Sensory methods
Manual methods
Inspection equipment methods
Functional test methods
7-71 . SENSORY METHODS
Sensory methods are those which employ the human senses of sight, hearing , smell , taste , or touch .
This is a controversial method because personal judgment dominates and because of the perceptual differences
among individuals . A lack of clear determination between what is and is not acceptable is inherent in the
method . Personal judgment can be lessened by supplementing the method with well - defined inspection
standards . These standards are identified as " Defect Standards" and are coupled to the appropriate inspection
method . Standards should depict satisfactory conditions and those conditions which are over and under the
satisfactory state . Ideally , they should be specimens of the actual product so that configuration differences
do not affect the judgment. High - quality color photographs are often satisfactory for visual comparisons .
Tape recordings may possibly provide methods for hearing standards (" noisy '' gears, for example ). Tasting
panels, which detect differences between standard and production sample items, are often used in the food
industry . Olfactory standards are somewhat difficult because of the adaptivity of the sense of smell . ( Juran
discusses Sensory Qualities at some length ( ten pages) in Section 3 of the Second Edition of the Quality Control
Handbook .) Sensory inspection is economical and probably the most universal method in use . It should be
used wherever practicable , consonant with tolerances or requirements and the inherent inaccuracy of the
method . The most prevalent use of the method is the visual examination for workmanship and finish char
acteristics .
7-72 . MANUAL INSPECTION
Manual inspection employs the use of muscular power to determine the ability of a product to complete
a mechanical cycle in a specified manner . It has the same advantages and disadvantages as the sensory
method . The most useful applications of this method are for manipulation of assemblies as a functional
check of requirements for springs, plungers, stops , levers, and for clearances and tightness.
7-73. INSPECTION EQUIPMENT METHODS
Inspection Equipment methods are those which use a device to supplement the judgment of the inspector.
Such devices include gages , measuring instruments , test equipment, laboratory hardware, and similar
accessories .
a. Gages - Gages is a term usually applied to devices designed to determine whether specific measure
ments are within a certain range . The majority of these measurements concern linear dimensions; but the
term is often inclusive of those devices used to determine pressures , flow quantities or rates, etc. Where
dimensional requirements are to be examined on large quantities of product, gaging methods are usually
efficient, since they can provide a high degree of accuracy at a low amortized cost and with low skill require
ments . Gages can often be designed to ascertain dimensions which are inaccessible for determination by any
other means .
b. Go/No-Go Gages - The use of attributes type (go /no - go) gaging method usually provides the simplest
and most rapid means of judging conformance. The Department of Commerce publishes Commercial Stand
ards for gages which can be purchased " off - the - shelf " for many applications , while other dimensions may
require particular or peculiar designs for specific applications. It is not possible to clearly define rules
which will serve in all cases for differentiating which type of device should be considered; experienced
judgment is probably the best guide in this field .
7-58
c. Continuous Scale Gage - The variables type or continuous scale gage method should be used
where destructive or expensive inspection is required , because of the smaller sample size required.
Standard type variables gages are available , although usually of less rugged nature for rough handling .
They require more frequent calibration , though more easily calibrated , and require more skill of the
inspector. Multidimensional gaging methods of variables , or attributes, as applicable should be used
to inspect simultaneously as many features as practicable , and automatic gaging should be considered when
ever production runs are sufficiently long to amortize the equipment.
d. Gaging Errors - Gaging errors ( gage makers' tolerance , calibration errors and wear allowances)
should be less than 10 percent of the product tolerance, and this consideration should take precedence over
all other criteria in selecting the proper method . The physical operating principle (e.g. , mechanical,
pneumatic, hydraulic , electrical, optical) employed should be such as to provide the necessary accuracy and
safety in the acceptance area .
7-74. MEASURING INSTRUMENT METHOD
The Measuring Instrument Method employs commercially available devices such as mechanic's hand
tools and layout equipment that include micrometers , verniers , surface plates, sine bars, vee blocks,
precision balls and rolls which can be used for measuring various dimensions . This method is often most
efficient on very limited production items or for very low frequency inspection . It suffers from lack of
repeatability except from highly skilled inspectors .
7-75. TEST EQUIPMENT METHOD
Test Equipment Method includes both commercially available and specially designed devices for
examining physical, chemical, electrical, optical, etc. properties of materials and products . Commercial
devices exist for nearly all of the properties standardized by various professional and trade societies, as
Government specifications are routinely circularized to them for concurrence . In some instances, require
ments peculiar to a particular product will require special designs . It is important that these designs do
not attempt to repeal the laws of nature . Federal Test Methods exist for most of the basic testing methods
and should be consulted in determining the methods and equipment to be employed.
7-76. NONDESTRUCTIVE FUNCTIONAL TEST
Nondestructive Functional Test methods involve use of the product in a manner similar to its intended
use . Such methods include weapons firing, operation of vehicles , flights of aircraft, trial runs of vessels ,
cycling of electrical gear, and the like. This method provides a composite check for requirements and
should be used wherever practicable . Such operational tests should not be considered as wholly nondestruc
tive , as some risk of operator fault and product wear exists . Therefore , a calculated risk must be assumed
when tests of this nature are selected for confirmation of requirements ; contractual terms concerning
responsibilities and accountability should be provided.
a. Use of Nondestructive Testing - Nondestructive Testing (NDT) should be used in lieu of destructive
testing when sufficient correlation between the NDT method and user experience is known to exist. NDT
methods may be supplemented with appropriate destructive tests when necessary to establish correlation .
Manpower and time required for performing destructive tests are additional limitations , since acceptance
disposition cannot be conveniently suspended while awaiting the outcome of lengthy tests .
b. Destructive Testing - Destructive Testing affords greater assurance of quality than an imperfectly
correlated nondestructive method and is essential to most reliability / life testing to failure. The number of
units tested is usually quite small when compared to the number involved in NDT ; hence , more sophisticated
test models are needed to derive as great an assurance , since overall assurance is a function of the test
method as well as the number of articles tested .
7-59
7-77 . FREQUENCY OF EXAMINATION
When the examination method has been selected , a determination of the frequency of examination is
made. The determination of how frequently examinations for quality level should be made depends upon the
following factors:
Uniformity of process
Confidence interval
Convenience
Resources consumed
a. Uniformity of Process and Confidence Interval The first two of these factors are very closely
related to one another. Variability of the process and the frequency with which it produces nonconforming
mavericks is one of the consumer's greatest interests , while the sensitivity of the acceptance scheme to
the detection of variability affects how much it will cost to be assured of quality . Consideration of these
constraints will largely answer the question of how frequently the product should be examined .
b. Sensitivity of Test Method - The consequences of nonconformance have already been examined
under the subject of Classification of Defects , and the magnitude of the deviation has also been discussed .
The sensitivity of the test method in detecting a significant variation from requirements must also be con
sidered . The questions at hand are two: (1 ) How representative of all articles presented for acceptance
are those which are examined ? and (2) How accurate is the estimate of lot quality based upon the examination
results ?
c. Representative Samples - It is obvious that a cupful of water dipped from a well - stirred container
has the same analysis of content as that in the container ; but how representative of a heat of steel is a
spoonful taken from the most available point ? Is the steel well agitated ? Again , how representative is a
specimen taken from a molded ingot ? How well does the specimen resemble the product when they are
heat - treated together and then tensile tested ? It is readily apparent that the person who makes the deter
minations must understand the processes involved , specify the means by which samples will be selected ,
and realize that test results are not absolute , pinpoint determinations. These factors are taken into account
when MIL - STD sampling schemes are employed , but for special tests they must be determined . The
minimum provisions to be established are :
( 1 ) What constitutes an inspection lot ? (i.e. , how homogeneous is the material to be examined ;
what are the production criteria ; materials, batches , etc. permissible for the lot ? ) .
(2) How is the sample to be selected ? (What means are used to assure representativeness ? )
(3) How valid is the estimate of lot quality ? (Must all values be within tolerance ; how much ? )
7-78 . CONVENIENCE
The effect of convenience applies to both the producer and the consumer. The producer has real
expenses in providing sufficient space for the accumulation of an inspection lot, paying demurrage charges
while awaiting shipment, delay in submitting invoices for completed product, etc. It is not apparent to some
Government employees that all such expenses must be recovered by the producer in his contract pricing to
continue in business ; efficiency of the Government helps to lower the bid prices. The convenience to the
Government results from the better opportunities for selecting a representative sample from an orderly
inspection lot, or , for that matter , from a smoothly operating production line in continuous sampling.
Convenience is also involved in identifying lot limits . If they are an hour's production , or that of a shift, or
of a day , or constitute a truckload or a boxcar full, it is much easier to administer the sampling plan or
acceptance scheme. This is also true with incoming materials such as billets , heats , or ingots of steel,
batches of rubber or powder , or slabs of optical glass , or one tank , one ship , two aircraft , etc.
7-60
7-79, RESOURCES CONSUMED
Resources consumed include time, energy , manpower , equipment, supplies, materials , and products ,
all of which represent monetary expense . Because of compartmentalized Government funding, it is often
necessary to sub - optimize the best overall decisions concerning resources ; it may be that there is insufficient
manpower to achieve the degree of assurance considered necessary ; delivery schedules may preclude
thoroughness. The best solution is to get smarter about the ways that we commit resources. All required
examinations should contain provisions for determination of the point where satisfaction is assured and
rigidity can be relaxed. The standard sampling plans have provisions for reducing inspection when adequate
quality history has been established ; testing programs should have similar provisions.
7-61
1
SECTION 7 - Reliability Assurance
7-80. INTRODUCTION
1
1 Very complex equipments and weapon systems normally must have high operational reliability . Early
in the planning for each equipment, technical personnel may decide that a reliability program is needed to
meet these operational objectives. A reliability program consists of integrated planning, testing, documen
tation , evaluation , and correction of all factors that affect performance . Such a program usually begins with
the type, design , and development of the item and continues through production to operational use .
a. MIL - R - 27542 (USAF ) - When a reliability program is required , the solicitation should make this
known to sources. Several specifications have been prepared by the Military Departments and their various
activities to define the scope of a program . MIL - R - 27542 (USAF) , " Reliability Program Requirement for
Aerospace Systems, Subsystems, and Equipment, " is one example. It outlines the steps required of the
equipment developer in conducting a reliability program . It specifies reliability criteria for such matters
as design , program planning, program review , statistical methods, demonstration testing , manufacturing,
failure analysis, and other elements of the work . The contractor applies the criteria to the specific develop
ment task . He then recommends a reliability program that will suit the objectives of the procurement,
taking into consideration such factors as the design complexity , the quantity of the item , and the manufactur
ing techniques to be employed .
b. Reliability Requirements in the Solicitation - The solicitation or IFB provisions concerning

reliability should accomplish several things . As indicated above , they should outline what the contractor's
responsibilities will be . They should also indicate what information about reliability he should include in his
proposal. Third , they should specify the desired level of reliability for the equipment, if possible. And they
should mention the required level of confidence the reliability program is to attain. The last two factors
have an important effect on costs . The higher the reliability , the more expensive the program . The same
is true of the level of confidence . If the solicitation does not provide reliability and confidence objectives ,
sources may differ on the basis for their proposals . Source evaluators may then have to evaluate proposals
that are not truly comparable in either their cost or technical aspects . The Contract Definition Phase helps
avoid this problem in large programs that require it. Smaller programs that do not use a similar procedure
may experience great difficr ty unless they define the solicitation with extreme care .
c. Mean Time Between Failures (MTBF) Sampling for life and reliability testing is designed to
ensure that parts and equipments will function as required , under given environmental conditions, for stated
periods of time. For example , for electronic components , reliability requirements may be expressed as
the maximum allowable percentage of failures per thousand hours. For equipments , they may be expressed
in terms of the required number of hours between failures-- referred to as MTBF.
d. DOD Handbook H- 108 - Sampling procedures for reliability testing are provided by DOD Hand
book H - 108 and by DOD Technical Reports , TR3, TR4 , and TR6 . DOD Handbook H- 108 applies to the life
testing of parts and equipments that typically experience constant failure rates . The TR3 , TR4 , and TR6
reports provide sampling procedures for reliability testing of items with increasing , constant, or decreasing
failure rates .
7-81. SPECIFICATION OF RELIABILITY
General. The specification is " .... a document intended primarily for use in procurement, which
clearly and accurately describes the essential and technical requirements for items, materials , or services
including the procedures by which it will be determined that the requirements have been met. " (Defense
Standardization Manual 4120.3- M (AR 715-10) )
1 Military Standard - Requirements for Reliability Program ( for Systems and Equipment) -- MIL - STD - 785 .
2 Levels of confidence is a measure of the statistical certainty that a specified reliability has been proved
for the equipment.
7-62
a. Areas of Coverage - Reliability specification requirements consist of three distinct but related
areas of coverage :
Detailed quantitative requirements
General program requirements
Quality assurance provisions Test and Evaluation Requirements
b. Methods of Coverage of Areas These three areas may be included in the overall design speci
fication for a product (Method A ) or covered under a separate reliability specification (Method B ).
( 1) Method A. Integrated specifications; reliability as a design parameter is logically

specified in Section III of the product specification ( both detailed and general coverage )
and the quality assurance provisions integrated into the overall provisions of Section IV .
(2) Method B. Separate specifications; this alternative is recommended only when

clarity and simplicity can be greatly enhanced . A reliability specification must
follow approved specification format, consisting of the following:
Scope
Applicable documents
Requirements
Quality assurance provisions ( Test and Evaluation Requirements )
Preparation for delivery
Notes
c. Types of Documents and Specifications Required - In order to maintain control throughout the
material life cycle , it is necessary to have a given plan which requires documentation of item requirements .
Throughout DARCOM , control is accomplished by means of the concept known as Configuration Management
in conjunction with Project Management or Commodity Management ( see Chapter 3) .
7-82 . ESSENTIAL RELIABILITY FEATURES OF SPECIFICATIONS
The content of military specifications is prescribed in Defense Standardization Manual 4120.3- M ,

Chapter V now superseded by MIL - STD - 961. Important features of the specifications are the numerical re
quirements for equipment characteristics and the compliance requirements . These are given , respectively ,
in the sections labeled Requirements and Quality Assurance Provisions.
a. Requirements for Test and Evaluation - Basically , the section of the specification outlining
requirem ents for system and / or development descriptions contains performance and design requirements.
Requ irem ents for the test and evaluation methods to be used to check on conformance with these requirements
are stated separately .
b. Sources of Information - The introductory paragraph consists of descriptive and introductory

material, while quantitative requirements are stated and explained in detail as separate parts of the section .
The paragraph specifying reliability requirements must be in agreement with those stated in the ROC or LR
and must be in quantitative terms. In order to assure that these reliability requirements are properly
specified, system operational requirements , use conditions, the time measure or mission profile, reliability
design objectives, quantitative reliability requirements, and reliability program requirements should be
considered as sources of information for preparing the specifications.
7-63
7-83. SYSTEM OPERATIONAL REQUIREMENTS
Reliability is a system characteristic in the same sense that speed , range, and maneuverability are
system characteristics . To have full understanding of the reliability requirements, operational require
ments expressed in ROC or LR must be described as well. The description provides a dividing line between
what constitutes satisfactory and unsatisfactory equipment. To clearly make this distinction , it is necessary
to include both design objectives and minimum acceptable values as a lower tolerance limit on the per
formance parameter .
Example: A radar design specification may desire the system to detect 1 sq . meter
targets at 300,000 meters. The quantitative requirement might be stated
as follows: The design objective shall be to detect 1 sq . meter targets
at 300,000 meters. The system shall be considered unacceptable if 1 sq.
meter targets are not detected at 225,000 meters .
7-84 .. USE CONDITIONS
The conditions under which the item must perform should be stated in standard terminology. Use
conditions refer to those conditions under which specified reliability is to be obtained , including temperature ,
humidity , shock , vibration, pressure , penetration / abrasion , ambient light, mounting position , weather
(wind , rain , snow ) , operator skills and other conditions covered in AR 705-15 , Operation of Equipment Under
Extreme Conditions of Environment. In order to prevent undue equipment costs , stated use conditions
should not be overly stringent, nor should unnecessary conditions be specified for equipment which will be
used under controlled or limited climatic conditions. Use conditions are stated in both narrative and specific
formats , with mission profiles included where environmental changes are expected through the operating
period .
Example: Narrative. The XXX tractor must be capable of operating as specified

in climatic and weather conditions ranging from temperate to arctic
and must be resistant to fungus, humidity , water, condensation , and
icing .
Example: Specific . The XXX tractor must operate , as specified , under any or all
of the following environmental conditions: temperature , -65 ° F . to
;
160 ° F .; humidity, up to 100 % ; and water depth , traverse up to 3 feet.
Example : Mission Profile . The ABV system shall meet its performance require
ments when subjected to a Mission Temperature Profile similar to that
shown in Figure 7-17 .
7-85 . TIME MEASURE
System usage , from a time standpoint, plays a large part in determining the form of the reliability
expression . Figure 7-18 is a representation of a typical operational sequence . In those cases where a
system is not designed for continuous operation , total anticipated time profile or time sequences of operation
should be defined either in terms of duty cycles or profile charts.
Example : The mission reliability for the " x " missile fire control system shall be
at least 0.9 for a 6 - hour mission having the typical operational sequence
illustrated in Figure 7-18 .
7-86 . RELIABILITY DESIGN OBJECTIVES AND REQUIREMENTS
The specific functions for which reliability improvement is sought should be clearly spelled out. It
is desirable that both the specific functions to be improved and the nature and extent of the improvement be
described in enough detail that prospective designers have the advantage of earlier feasibility analysis .
7-64
TEMPERATURE , °C
1 1 1
+ 80 ° C
1 1
0
----
I 1 1
-65 °C + ----
--------------
11
t
a
ti t2 t3 t5
TIME
Mission Temperature Profile
Figure 7-17
7-65
PREFLIGHT CHECK
.2
AUX . POWER STANDBY
.3
TOTAL
HOURS
-2,5
1
TIME
STANDBY TIME
(WITH 2 MINUTE
IN
READINESS CHECKS
EVERY 30 MINUTES )
2
ENGAGEMENT PERIOD
4
3
25
-2.<
5
STANDBY TIME
.25
POST - OPERATION CHECK

6
Typical Operational Sequence for

Missile Fire Control System
Figure 7-18
7-66
Example: An improvement in the firing reliability of the XXX Howitzer is sought
as a design objective. Specifically , it shall be the objective to reduce
stoppages resulting from faulty extraction of cartridge cases from 1 per
10,000 to 1 per 50,000 rounds .
7-87 . QUANTITATIVE RELIABILITY REQUIREMENTS
The specific values of reliability on which the success of the conceptual system is based should be
quantitatively defined at one or more points to establish the desired reliability characteristics . Four
common ways of defining reliability requirements are : MTBF ; probability of
survival for a specified mission time; failure rate over a specified period of time; and probability of
success , independent of time.
a. Example : A complex radar has both search and track functions. It is also possible
to operate the search function in both a low and a high power mode . The
reliability requirements for this system may be expressed as : " The
reliability requirements for this system shall be at least: Case I, high
power search , 28 hours MTBF ; Case II, low power search , 40 hours
MTBF; and Case III, track , 0.98 probability of satisfactory performance
for 1/2 hour. " The definition of satisfactory performance must include
limits for each case . This can be conveniently tabulated for inclusion
in the specification . A sample of the satisfactory performance table for
the radar is shown as Figure 7-19 .
b. Nominal Value of Reliability Requirement - The specified reliability requirement should also be
defined in terms of nominal or minimum values . This can be done by either identifying a NOMINAL value
with which the user would be satisfied, along with a minimum that must be exceeded, or simply a MINIMUM
value below which the user would find the system unacceptable .
7-88 . RELIABILITY PROGRAM REQUIREMENTS
The characteristics of the proposed program should be described in such a way that the fulfilling of
these requirements will provide for controls and decision points necessary to assure the development of an
item which will meet desired reliability requirements . In the requiring of a reliability program , the
following points should be kept in mind :
Do not expect a reliability program to provide unlimited reliability . On the

contrary , expect the program to provide realistic appraisals of progress ,
status, and potential of the overall program .
Avoid specifying , as part of the reliability program , organizational or

internal ( contractor) responsibilities which would limit or constrain the
contractor's individual approach .
Reliability analyses or assessments are primarily design guides and

monitoring techniques and should not be used as acceptance criteria in lieu
of acceptance testing.
7-89 . TEST AND EVALUATION REQUIREMENTS
The reliability requirement is of little value if a method for measurement is not included in the
specification . Conformance to the requirement is demonstrated by tests such as research and development
acceptance tests , engineer design tests , engineering service tests , and environmental tests . The require
ments for conducting the tests for each item performance and design characteristic must be included in
Section 4 of the specification test and evaluation requirements. It should be remembered that test data and
test results may provide multi- purpose information . Therefore, formal tests and analysis oriented primarily
7-67
System Performance Limits
Characteristic Units Case 1 Case 2 Case 3
Range Meters 300,000 120,000 120,000
Resolution - Range Meters + 50 + 50 + 10

- Velocity m / Sec. + 100 +100 + 25
Satisfactory Performance Limits
Figure 7-19
7-68
to demonstrate reliability should be limited to those tests which provide reliability information not otherwise
available .
7-90. SUMMARY
Production description requirements and quality assurance provisions are summarized below .
a. Requirements - The requirements section of the production description provides the same
information for production contracts as the requirements section of a development document provides for
development contracts . This section uses the drawings and specifications for the item to be produced as
well as description of the processes needed for production . The relationship of reliability to the production
description is primarily one of insuring that the level of reliability designed into the item is maintained
during production and can be realized only if a successful transition from design to production of hardware
is achieved ,
b . Quality Assurance Provisions (Test and Evaluation Requirements) - The specification must,
in addition , set forth methods by which product acceptability can be determined . This involves types of
tests to be conducted , inspection provisions and test methods and procedures. Quality Assurance provisions
should contain descriptions of preproduction , initial production , confirmatory acceptance and product
improvement tests . These test provisions provide for lot formation , classification of characteristics, and
acceptable quality levels as well as number of failures per sample , treatment of failures , preparation of
specimens, apparatus and / or reagents , and decision making criteria .
7-69
!? :
CHAPTER 8
MANAGEMENT OF THE DEVELOPMENT OF THE TDP
SECTION 1 Organization for TDP Development
SECTION 2 Planning for the TDP
SECTION 3 Outline Acquisition Plan , Acquisition Plan
SECTION 4 Procurement Method Coding
SECTION 5 Data Management
SECTION 6 Rights in Technical Data
The generally accepted basic functions of management are: Planning , Organizing , Controlling , and
Directing. These are the functions that must be performed by the manager responsible for the development
of the TDP. In this discussion of management of the development of the TDP, the functions of planning ,
organizing , and controlling will be discussed . The function of directing will not be discussed as a separate
topic because the actions to be directed will be covered in this and other chapters and because the manner
of performing the directing function will depend upon the managerial style of the person responsible for
development of the TDP.
In Section 1 of this chapter , the organizing function is covered with an overview of the DARCOM and
Army activities concerned with the development of the TDP. Included in this overview is a short discussion
of the Project Manager concept. The Project Manager in most cases will be responsible for the development
of the TDP.
In Section 2 the planning function is discussed with a description of the Procurement Plan , continuing
on with description of the Acquisition Plans , and the Army Materiel Plan in Section 3. Items of importance
that the manager must be concerned with are discussed in the next three sections: Procurement Method
Coding in Section 4 ; Data Management in Section 5 ; and Rights in Technical Data in Section 6. These items
are in addition to the procedures previously discussed in Chapter 2 .
The controlling function will be discussed in Chapter 9 .
8-1
SECTION 1 Organization for TDP Development
8-1 . POLICY
The preparation of Technical Data Packages within the Army is governed by DARCOM Regula
tion 70-46, and includes these policies:
The TDP will contain clear, concise , accurate , and complete technical data describ
ing the material to be procured and produced including adequate quality assurance
provisions.
Technical documentation for materiel will be prepared or acquired throughout all

phases of the life cycle , in order to have TDPs that will maximize competition in the
procurement of equipment.
The acquisition of a TDP will be planned , programmed , budgeted , funded , and exe
cuted, so as to assure its availability by the time development and evaluation phases
are essentially complete , and in time to meet the initial production / procurement
schedule for the materiel.
The responsibilities at the various levels of command within DARCOM are prescribed by the
regulation as follows:
HEADQUARTERS DARCOM
Director of Research , Development and Engineering, Headquarters, DARCOM , has a

staff responsibility for the acquisition , control, maintenance , improvement, proofing ,
and availability of the TDP throughout the life cycle of materiel.
Director of Quality Assurance , Headquarters, DARCOM , is responsible for prescribing

the quality , reliability, and maintainability policies relating to quality assurance pro
visions of TDPs, and documentation of acceptance inspection equipment, and for assess
ing the adequacy of policy implementation .
Other Headquarters, DARCOM , directors and separate staff office chiefs , will assure
that plans, policies, procedures, and management systems developed in accordance
with their assigned functional responsibilities will be commensurate with , and support,
the objectives of DARCOM Regulation 70-46 .
The commanders of DARCOM major subordinate commands ( including subordinate instal

lations and activities ); project / product managers , and commanders of separate installa
tions and activities reporting directly to Headquarters , DARCOM , having development,
engineering, quality assurance , logistic support, procurement , or production missions
are responsible for:
(1 ) Assuring the timely availability of the TDP for assigned materiel.
(2 ) Establishing and managing a system for controlling the TDP in accordance with the
policies and procedures of DARCOM Regulation 70-46 . This includes the following:
(a) Planning for the acquisition of data to assure timely preparation of a TDP
suitable for procurement of specific materiel. Included is planning for the
establishment of production engineering efforts to finalize and /or validate the
TDP.
8-2
( b) Conduction in - house , or obtaining by contract, the required engineering effort
for the preparation and proofing of the TDP .
(c) Coordinating and controlling, as required , the preparation of the TDP to assure
the proper input from development, test and evaluation , engineering , quality
assurance , maintenance , standardization in accordance with AR 700-47 ,
Defense Standardization Program , 25 Sep 1973 , and packaging , including inputs
from the user.
(d ) Conducting the required reviews and proofing of the TDPs through use during
fabrication of advance production and engineering models, pilot lots , prototypes ,
and first articles .
(e ) Maintaining and updating the TDP by timely incorporation of changes necessary

as a result of the approval and release of engineering changes and correction of
deficiencies.
( f) Modifying , when practical, the TDP to eliminate restrictive proprietary , or

sole source procurement conditions to provide for competitive procurement.
(g) Informing Headquarters, DARCOM , of the status of TDPs as required by para .

7f, DARCOM Regulation 70-46 , and responding to other specific status re
quests . Maintaining local records of the status and readiness for use in pro
curement of the TDP for each assigned item of materiel.
8-3 . THE RESPONSIBLE INDIVIDUALS
From the above description of responsibilities, it can be seen that the responsibility for developing
an adequate TDP rests with anyone of the following individuals :
System Manager
Program Manager
Project Manager
Product Manager
Commanders of DARCOM Major Subordinate Commands
Commanders of Subordinate Installations and Activities
Commanders of Separate Installations and Activities Reporting Directly to Headquarters,

DARCOM
Which one of the above individuals is responsible for the TDP, depends upon the item and the item's
status in the life cycle . For development and production of weapon systems, the principles of centralized
system or project management within a management structure have been established . Within this structure ,
configuration management ( a discipline essential for the production of an adequate TDP) is a function of the
project manager as he has been designated the configuration manager . As the system life cycle progresses ,
the responsibility for configuration management shifts from the project manager to his successor, the prod
uct manager , and ultimately to the system support manager when the product manager is also phased out.
8-4 . CENTRALIZED MANAGEMENT
For the Army, AR 70-17 , System / Program / Project/ Product Management establishes the principles
of a centralized system to emphasize the management and allocation of resources such as personnel, funds ,
8-3
and facilities to those programs that are most critical to the nation's defense posture or most costly to the
Department of the Army. According to the needs of the materiel system , the following different levels of
managers may be established:
a. System Manager (SM )
b. Program Manager ( PM)

c
.
Project Manager ( PM )
d. Product Manager (PM)
e. System Support Manager (SSM)

1
8-5 . SYSTEM MANAGEMENT
In exceptional cases , when the development, production , and support of a new materiel system or
group of related systems will impact on the fundamental national interest or will redirect national policy for
an extended future period, the Secretary of the Army may direct the establishment of a special management
organization, called a System Management Office (SMO) , to direct the effort . A general officer or civilian
equivalent will be appointed , as System Manager , to head the organization . In the case of the US Army
Ballistic Missile Defense Program , the head of the program is designated the Ballistic Missile Defense
Program Manager and is afforded all the authority given to a System Manager as defined by AR 70-17.
An SM may be superimposed over one or more Program / Project Management Offices (PMO ), and in that
case would direct the activities of these PMOs . The reporting chain of the SM is normally through the Chief
of Staff, Army , to the Secretary of the Army. Circumstances that may prompt the establishment of a SMO
are :
The development and deployment of such a system or group of systems would significantly in
fluence elements of national interest, other than purely military , for an extended future period.
Subelements or components of the system or systems are anticipated to require exceptional and
prolonged study and experimental effort.
Development and deployment of the system would have a major impact on the national interest
and would also involve significant participation by other services , DoD or other Government
agencies, or by an ally of the United States.
Groups of existing programs/ projects interrelate in such a way as to warrant centralized man
agement at DA level .
8-6 . PROGRAM MANAGEMENT
Some programs may be of such importance, complexity and magnitude as to warrant the employment
of a special centralized management structure . When circumstances warrant, the materiel developer may
establish a Program Manager. A Program Manager may also be established by direction of the Secretary
of the Army. The Program Manager may be superimposed over one or more Project / Product Managers.
The reporting chain for Program Managers will normally be to the materiel developer or to the commander
of a subordinate organization as designated by the materiel developer. This special management organiza
tion may be established when the criteria for project management are satisfied and in consideration of one
or more of the following:
The program will have an impact on US military posture greater than that which would normally
warrant the establishment of a Project Manager .
The program requires centralized direction and coordination of two or more related develop
mental or materiel readiness efforts each of which involves unusual organizational complexity ,
technological advancement, or interface control .
8-4
The program entails the performance of a broad mission over a protracted period , is of a
highly complex nature , involves substantial expenditure of resources, or impacts heavily on
matters relating to environmental control .
8-7 .
PROJECT MANAGEMENT
Project management will be used for all major programs except where SMO or program managers
are established .
a. Criteria
The Secretary of the Army may also designate a program for project management in considera
tion of one or more of the following:
The program has an estimated RDTE cost in excess of 75 million dollars, or an estimated
production cost in excess of 300 million dollars.
The system operation and support costs , in comparison to total life costs, are of such a
magnitude as to warrant centralized , intensive management.
The program is recommended for project management by DoD component heads or

Office of Secretary of Defense officials.
The program would have a significant impact on US military posture .
The program involves unusual organizational complexity , technological advancement, or

interface control.
The program requires extensive interdepartmental, national, or international coordina

tion or support.
The program presents unusual difficulties which need intensive management to satisfy an
urgent requirement.
The program is rated in the " BRICK - BAT"' category on the DoD Master Urgency List of
military requirements.
b. Location of PM
Project managers and project manager offices are established by Headquarters, Department
of the Army, for large, costly ( and other) projects that meet the criteria established by AR 70-17 . They
are normally located at a major facility of a commodity command of the US Army Materiel Development and
Readiness Command (USA DARCOM ), or at a command or organization having parallel functions for one
of the research and system developer commands (Figure 8–1) . In Figure 8-1 , the term , " commodity com
mand" is used for convenience of presentation to represent not only the commodity commands of USA
DARCOM , but also the functional activity commands of the other research and system developer commands
shown in Figure 8-1 . The project manager's charter ( AR 70-17) specifically defines the actual relationship
of the project manager to the relevant commands in each case . At an administratively determined point
following type classification in the life cycle , the project manager is phased out and the system management
function is taken over by a product manager or a system support manager . The project manager's functions
are illustrated in Figure 8–2 .
C. The Project Manager may be superimposed over one or more Product Managers.
8-5
U. S. ARMY COMMAND STRUCTURE
HEADQUARTERS
DEPARTMENT OF
THE ARMY
1
ARMY THEATER , U. S. TRAINING U.S. ARMY U. S. ARMY MILITARY TRAFFIC

STRATEGIC
FORCES AIR DEFENSE, AND AND DOCTRINE COMMUNICATIONS COMPUTER SYSTEMS MANAGEMENT AND
COMMAND STRIKE COMMANDS COMMAND COMMAND COMMAND
U. S. ARMY U. S. ARMY U. S. ARMY U. S. ARMY MATERIEL

CORPS OF DEVELOPMENT AND
SECURITY AGENCY ENGINEERS SURGEON GENERAL READINESS COMMAND
R & S DEVELOPER R & S DEVELOPER R & S DEVELOPER R & S DEVELOPER
PROJECT MANAGER - PRODUCT MANAGER

SYSTEM ENGINEERING MANAGEMENT - SYSTEM SUPPORT MANAGEMENT
FUNCTIONAL FUNCTIONAL RESEARCH & MATERIEL

FUNCTIONAL DEVELOPMENT READI NESS
ACTIVITY ACTIVITY ACTIVITY COMMANCS
COMMANDS
DESIGN SUPPORT DESIGN SUPPORT DESIGN SUPPORT DESIGN SUPPORT
* The Project / Product Manager is the Configuration Manager

Figure 8-1
8-6
PROJECT
MANAGEMENT
FUNCTIONS
1
1
MANAGER
PROJECT
PERSONNEL AUTOMATIC PROC

P
.& ROD
COST PROGRAM TEST
AND
TRAINING
AND DATA .P
(AROD
DV
ANALYSIS MANAGEMENT EVALUATION
MANAGEMENT PROCESSING )
PLANNING
8-7
SYSTEM
SYSTEM SYSTEM CONFIGURATIONPRODUCT ENGINEERING
LOGISTICS
SAFETY ENGINEERING MANAGEMENT ASSURANCE FACTORS
H
() UMAN
SUPPORT
MGMT
.
RELIABILITY
QUAUTY VALUE PERFORMANCE
HUMAN
AVAILABILITY
ASSURANCE ENGINEERING &DATA
ANALYSIS
ACQUISITION
MAINTAINABILITY
8-2 re
Figu
8-8 . PRODUCT MANAGEMENT
As an internal management and control device , materiel developers may , within existing resources ,
designate other programs for management by the techniques of AR 70-17 when the interfaces involved are
primarily within their areas of responsibility and when the development, acquisition , or materiel readiness
programs have not been designated by the Secretary of the Army as SMO or PMs. An individual appointed
under these provisions will be designated as " Product Manager. " Provisions of AR 70-17 may be applied as
directed by the appointing authority except that appointment, chartering and termination by the Secretary of
the Army are not applicable.
a . Transfer of PM Functions
Items or systems that no longer meet the criteria for system or program / project management
but are of sufficient cost or complexity to warrant continuance of some degree of centralized management
may be transferred , at the discretion of HQDA or the responsible materiel developer, respectively , from
system or program / project management to product management in lieu of functional management under the
System Support Manager (SSM) . The product management office will be staffed and supported from the re
sources of the establishing materiel developer .
b. Scope of Product Managers
Product managers and product manager offices are established by research and system de
veloper (major) Army commands in accordance with AR 70-17. A product manager may be established by
the pertinent major Army command at the inception of the project. In this instance, scope of functional
responsibilities would be equivalent to that of a project manager . A product manager may also be estab
lished as a follow - on manager for a phasing - out project manager, where continuing need for intensified
management is warranted . In those cases where a product manager is a follow -on for the project manager
after type classification , the major development effort will be over and the management effort will be
directed increasingly toward system support. The assignment of specific personnel is a command prerog
ative . However , when a project manager is succeeded by a product manager , there will ordinarily (depend
ing upon requirements at the time of transition ) be little or no change in the table of distribution and in the
staff. The product manager , who may have functioned as manager of support development, now assumes
management of support follow - on actions and for system management. Though the major development effort
is over , continued engineering effort would be required for modifications , follow - on procurement, provision
ing effort, configuration management, etc. The distinction between product manager and project manager
lies in the scope of management effort across command lines .
8-9 . SYSTEM SUPPORT MANAGER
A system support manager is a major subordinate commander who is assigned responsibility by the
materiel developer to provide primary support to the System / Program / Project Manager during a specific
phase or phases of the materiel life cycle. The SSM serves as the point of contact with logistic support
agencies / activities .
The system support manager is defined by AR 70-17 as " a commodity commander designated by the
head of the appropriate developing and procuring (research and system developer ) agency . Although the
commodity commander is designated as system support manager early in the life cycle, his role in the sup
port effort is a changing one, ranging from coordination of preliminary support estimates to full responsi
bility for system support management in the later portions of the life cycle . The commodity commander
having system proponency would be designated system support manager . During the early portions of the
life cycle, this subordinate will act as the manager for system support among the organizational elements
of his commodity command and the commodity commands with proponency for system components. Prior to
type classification, he executes a portion of the system support management effort for the project manager ,
who in this period has the ultimate responsibility for system support management and for system support
interfaces with system engineering management. Depending upon whether or not there is a need for continu
ing intensified support management under a product manager after type classification , the system support
8-8
manager either functions within the product management structure or assumes supply support, system en
gineering and configuration management responsibilities direct from the project manager .
8-10 . TOTAL SYSTEM DEVELOPMENT
a. Responsibility
The responsibility for the development and production of a total system is normally ve in
one materiel or commodity command . Other commands are then obligated to provide that command with
the engineering development, production , maintenance, supply , and personnel and training support for their
subsystems or components identified with the overall system .
b. Example
A typical example for a missile system might be: USA Missile Research & Development
Command (MIRADCOM ) *would be assigned the overall responsibility for the complex system ; typical major
subsystems and responsible activities then would be : tactical vehicles -- USA Tank - Automotive Research &
Development Command ( TARADCOM ); warheads --USA Armament Research & Development Command
(ARRADCOM ); communications equipment-- USA Electronics Research & Development Command (ERADCOM );
communications security equipment --Army Strategic Communications Command; generators and compres
sors-- United States Army Troop Support Command ; common tool sets and weapons (mounted on vehicles )--
USA Armament Research & Development Command ; and missile loading and storage facilities -- Chief of
Engineers. A similar parallel could be presented for Army aircraft, with the United States Army Aviation
Research and Development Command having the overall development responsibility. * Now MICOM
MANAGERIAL TERMINOLOGY
Using the above example , the following terminology can be better understood :
a. The term , " project manager " would apply to the designated individual or office for the full line
authority for centralized management of the total project.
b. The identity of the research and system developer depends upon the type of system being
addressed and the complexity of management problems involved . The research and system developer for the
above referenced missile system would be US Army Materiel Development and Readiness Command (func
tioning through a project manager and USA Missile Research & Development Command ). In other instances,
the research and system developer might have been the US Army SAFEGUARD Logistics Command , or The
Surgeon General (Army). The development activities for individual subsystems would be the USA Materiel
Development & Readiness Command commodity commands, or equivalent.
C. The term , " system support manager " designates the activity which is assigned the responsibil
ity for providing primary and continuing support to the project manager during and upon system approval for
use by the Department of the Army. In accordance with AR 70-17 , this activity may assume the total man
agement responsibility for the system when responsibility for the system is transferred from the project
manager . In this connection , the system support manager is still dependent upon the subsystem commodity
managers for support to maintain a completely operational system throughout the operational phase .
d. The project manager or the commodity commander ( for the subsystem or individually developed
items) is responsible for the assigning within his activity of a system support manager to be responsible for
insuring that the total support requirements are planned and that there is coordination among all system out
put managers within the development and training activities, the US Army Training and Doctrine Command
and the Chief of Engineers.
8-9
SECTION 2 - Planning for the TDP
In planning for the TDP , one of the first determinations to be made is the type of TDP desired and the
usage of the TDP as previously discussed in Chapter 1. Next comes the determination as to the way in which
the TDP will be acquired .
8-12 . ACQUISITION OF A TDP
The technical data package may be acquired in two ways : ( 1 ) from the Government by in - house pre
paration , or ( 2) from contractors.
a . Government TDPs - TDPs developed in-house should be compatible with:
MIL -S- 83490 - Military Specifications, Specifications, Types and Forms
MIL - STD - 490 - Military Standard Specification Practices
DOD - D - 1000B - Military Specifications Drawings , Engineering and Associated Lists
DOD -STD - 100C - Military Standard Engineering Drawing Practices
b . Contractor TDPs - TDPs obtained under contract are acquired in accordance with the policy and
procedures of:
DAR / ASPR 1-1200 - Specifications, Plans, and Drawings
DAR / ASPR 1-2100 - Procurement Planning
DAR/ASPR 3-500 - Solicitations of Proposals and Quotations
DOD Data Requirements Control List - DOD 5000. 19 - L , Vol . II
8-13 . GENERAL PROCEDURES
Technical Data will be acquired early during engineering development, followed by updating as
necessary throughout subsequent development testing , production , and operation . All drawings prepared at
Government expense should be in accordance with DOD - D - 1000B . Specifications should be drafted in accord
ance with MIL - STD - 961 or MIL - STD - 490 from the beginning of the program. These drawings and specifica
tions comprise the major portion of the TDP .
The FSD contract will include provisions requiring the contractor to establish and maintain an effective
system of control to assure conformance to requirements for the preparation of the TDP and provisions for
verification by the Government of the content, quality , and accuracy of the TDP. As a minimum , the con
tractor's system and the Government's system will provide for control and verification of the TDP for com
pleteness , proper category of data , format , legibility , reproducibility , conformance to the hardware,
adequacy of technical content for its intended use , identification of rights in data , and correction of unaccept
able data (MIL-T - 50301 , Technical Data : Quality Control System , Requirements for) .
8-14 . ADVANCE PLANNING
For the orderly progression of these procedures , considerable advance planning is necessary .
This activity covers all aspects of TDP planning for advanced development, engineering development and
production . This planning should include:
The milestones at which a determination will be made as to the type of documentation to be

acquired and whether the documentation will be acquired by in - house preparation or from
a contract .
8-10
The time of delivery of the TDP for initial production , and the time of delivery of a TDP
suitable for competitive procurement , if different.
The milestones at which reviews will be made to determine the adequacy and availability of
the TDP .
Suitable provisions for the preparation , quality control, and inspection and acceptance
criteria for the TDP (DAR / ASPR 1-2100 -- Procurement Planni ng ).
Provisions for the administrative and technical surveillance of contractor's operations to

insure timely delivery and compliance of the TDP with contract requirements .
The availability date for the TDP will be established and submitted for inclusion in the
Army Materiel Plan , and Procurement Plan .
This advance planning is accomplished during various phases of the life cycle as follows:
At Program initiation - Develop Procurement Plan
In the Conceptual Phase Develop the Outline Acquisition Plan (See Section 3)
In the Validation Phase - Develop the Acquisition Plan (See Section 3 )
In the Full Scale Development Phase Input information to Army Materiel Plan (See Section 3)
8-15 . PROCUREMENT PLANNING - GENERAL
Procurement planning is the process by which the efforts of all personnel responsible for the acquisi
tion of defense materiel are coordinated and integrated through a comprehensive plan for the development and
production of an individual item or weapon system for the purpose of obtaining a quality product, in a timely
manner and at a reasonable cost . It involves analysis of the requirements and the documentation of technical ,
business , policy , operational, and other procurement considerations into a comprehensive procurement plan
portraying realistic milestones to be met in achieving the goals of a specific program over its procurement
life cycle. The Procurement Plan should be keyed to the Department of Defense Five Year Defense Program ,
applicable budget submissions , and the Decision Coordinating Paper / Program Memorandum , as appropriate.
Procurement Plans will be prepared on a system basis covering the major items of hardware / equip
ment to be developed / produced including Government - furnished equipment and system support.
8-16 . REQUIREMENT FOR PROCUREMENT PLAN
Procurement Plans shall be prepared for development procurements whose total procurement cost is
estimated at $2,000,000 or more and for production procurements whose contractual cost is estimated at
$15,000,000 for all years or $5,000,000 for any fiscal year. However , this does not preclude the prepara
tion of Procurement Plans for any procurement , whether short- or long - range , when determined necessary
by the Departments. Procurements which represent a final buyout or a one - time buy are exempted from
these requirements .
a. Initiation of Procurement Planning - Procurement planning should commence with the initia
tion of the documentation to obtain program /project approval. As a general rule , the Procurement Plan
should be prepared.concurrently with the request for program funding .
b. Responsibility for Preparation - The Program Manager , or other official responsible for the
program concerned has overall responsibility for the requisite procurement planning as he has for all other
planning for the program . The contracting officer or his designee shall support this official by preparing and
maintaining the Procurement Plan. He shall enlist the aid of cognizant engineering , production , logistics ,
quality assurance , maintenance and other functional staff business management personnel at command and
8-11
subordinate buying activity levels as required . The Head of the Procuring Activity (HPA ), or the chief
procurement official of the buying activity , in coordination with the program manager , must insure that the
objectives of the Procurement Plan are realistic and achievable and that solicitations and contracts will be
appropriately structured to equitable distribute technical , financial, and economic or business risks , con
sistent with the program phase of the acquisition , the technical requirements and needs of the specific
program , and salient business and legal constraints . All personnel engaged in the management of the pro
curement process , including program , technical and fiscal personnel, are essential to the comprehensive
procurement planning and preparations necessary to achieve the procurement objectives . These personnel
must be made cognizant of their responsibilities and actively participate in the development and preparation
of the procurement plan , if procurement planning is to be successful.
8-17 . GUIDELINES FOR THE DEVELOPMENT OF PROCUREMENT PLANS
The principal purpose of the Procurement Plan is to facilitate attainment of the procurement objec
tives . The procurement plan must, therefore , identify those milestones at which decisions should be made .
Certain requirements, technical, and funding decisions must be made far ahead of the contracting phase of
the procurement. The procurement plan should provide a matrix for the integration and coordination of the
efforts of all personnel engaged in the management of the procurement process , including those engaged in
the determination of requirements , development of a technical data package, funding , contracting, and con
tract administration .
a. Narrative Portion - The narrative portion of the Procurement Plan should be brief but comprehen
sive . It should provide not only the background necessary to understand the procurement but also a plan for
acquisition of the item or system , including the rationale and assumptions upon which the plan is predicated.
It should reference other documents where applicable.
b. Milestone Chart - The milestone chart introduces discipline into the planning process by identify
ing in graphic form the points at which critical decisions must be made and time factors that must be ob
served when action is necessary to produce an item or to make a competitive buy possible. The chart not
only forces consideration of all factors involved but it also provides a visual portrayal of the decisions nec
essary to achieve objectives and indicates the time at which they should be made . The milestone chart por
trays the step -by - step planning and normally covers the period from advance development through delivery
of the production items. The chart tells the story of time , cost and quantity of required items, illustrating
milestones which must be recognized in the decision making process. However , it is important to recognize
that the format of the milestone chart is flexible, because the same milestones may not be present in every
procurement program . In the milestone chart, the following subjects and any others, as appropriate , should
be addressed :
Procurement Package Approval

Determination and Findings Approval
Completion of preparation of procurement package
Statement of Work
Specifications
Data requirements
Purchase request
Issuance of Solicitation
Evaluation of proposals, audits , and field reports
Beginning and completion of negotiations
Contract preparation , review , and clearance
Contract award
These milestones should be cross - referenced to those shown in the Development Plan Master
Schedule . See Figure 8-3 for an example of milestone chart .
8-12
FORVAT
ILLUSTRATIVE
.
NO
PLAN
PROCUREMENT
ITEM CHART
PLANNING
PROCUREMENT
FISCAL 1976 77 1977 1978 '4979 1980
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8-13
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8-3ure
Fig
SECTION 3 - Outline Acquisition Plan/Acquisition Plan
8-18 . OUTLINE ACQUISITION PLAN (Reference AR 70-27 )
The Outline Acquisition Plan (OAP) contains the materiel system concept agreed upon by the materiel
developer and the combat developer . It records program decisions and provides appropriate analysis of
technical options and plans for development of the materiel system concept during the Validation Phase . The
OAP normally will be prepared prior to approval of a materiel requirement document and in conjunction with
the Letter of Agreement ( LOA ) will support entry into the Validation Phase. The content , cope , and level of
detail of the CAP will be tailored to the needs of that particular program . Upon preparing the Acquisition
Plan (AP) the content of the OAP will be incorporated into the AP.
The materiel developer is normally the proponent for the OA P. HQDA may require a Special Task
Force (STF )/ Special Study Group (SSG ) , for selected systems, to produce a final report which will be
provided to the proponent for use in preparing the OAP. The materiel developer is responsible for coordina
ting the sections of the OAP for which agreement by / coordination with HQDA or other commands or agencies
is required . The materiel developer is authorized to proceed with development consistent with established
cost and funding thresholds after obtaining the requisite agreements .
8-20 . FORMAT AND CONTENTS
a. Section 1, Systems Concept Summary - The Systems Concept Summary will contain the Letter of
Agreement ( LOA ) and any implementing instructions issued by HQDA or the materiel / combat developer . If
the program has an approved APM , DPM , or DCP , it will be included in Section 1. All significant decisions
( IPR / ASARC / DSARC ) will be recorded in this section . For other programs , this section will include the
agenda for any IPR which is to be conducted .
b. Section II, System Concept Requirements and Analyses - This section will contain the system
concept as agreed upon in the LOA and any additional information available which will assist in defining the
concept. This section will also include the emerging Concept Formulation Package (CFP) and the organiza
tional and operational concept. The CFP will include a discussion of the alternatives and an initial assess
ment of environmental impact and logistic support for each alternative . It will demonstrate that the
estimated cost and operational effectiveness of the proposed system concepts have been determined to be
favorable in relationship to the estimated cost and operational effectiveness of competing system concepts .
The requirement stated in this section will be the requirement of record which supports advanced develop
ment. Section II will be subject to change only by joint agreement of the materiel developer and combat
developer or by direction of HQDA . These joint agreements and modifications will be documented in this
section ,
C. Section III, Plans for System Concept Development - These plans will consist of appropriate
tasking and supporting plans for investigations of materiel systems representative of the approved materiel
system concepts. They will establish the interface required of all participants during the advanced develop
ment effort. They will include a milestone schedule , event oriented and time phased , indicating how the
total advanced development effort will be managed as a continuous effort, collection and assessment of data ,
and preparation of documentation to assure timely decisions and elimination of gaps between life cycle phases.
(1 ) Technical Development Plan This plan will translate the system concept characteristics
(as stated in Section II) into concepts for systems, sub - systems, and associated systems.
Supporting and foreign technology , product improvement of existing components , energy
efficiency , electromagnetic compatability, reliability , availability and maintainability
(RAM ) , producibility engineering and planning (PEP) , quality assurance , etc. will be
considered and included as appropriate .
8-14
(2) Management Plan - This plan will provide for the preparation and conduct of appropriate
decision reviews and supporting management plans, i.e. , work breakdown structure (WBS ),
schedule and performance measurement, risk analysis, configuration management, systems
engineering , management, product assurance , standardization , and technical documentation .
(3) Financial Plan - This plan is the master record of dollar resource requirements and status.
It will include all dollar requirements related to each task or function necessary for conduct
of concept investigations during advanced development and will be updated as appropriate .
Values included in the financial plan will be referenced to source documents and authority
to provide for cost tracking and analysis . The financial plan will include:
(a) A summary of estimated costs for conduct of advanced development investigations.
(b ) The current status of and requirement for dollar resources for the advanced develop
ment investigations by fiscal year to include net program authority release for the
current and prior years and the estimated program for all years to a practicable extent.
(c) Establish program cost controls or cost parameters including design to cost goals .
IS
( 4) Facilities and Resources Plan - This plan states the materiel developer's estimate of re
quirements for contractual and in - house personnel and facilities and materiel resources .
(5) Threat Support Plan - This plan will list milestones both for identification of threat input
required and for the provision of the threat itself. The plan provides for continuous threat
interface throughout the materiel life cycle at key project / system milestones and should
identify to the Office Assistant Chief of Staff Intelligence (OACSI) those threat products which
require OACSI validation .
d. Section IV , Coordinated Test Program (CTP) - This is a coordinated plan for all testing to be
accomplished in support of the advanced development investigations and will include , as practicable , plans
for follow - on developmental and operational testing . The CTP provides the developmental and operational
testers and evaluators with critical issues and criteria against which their tests will be designed and the
data evaluated . (See Section VI or AR 70-10 for more detail . )
e. Section V , Plan for Personnel and Training Requirements - This plan includes the identification
of skills, individual and crew training requirements , training devices and associated schedules necessary to
conduct advanced development investigations.
f. Section VI, Plan for Logistics Support - This section contains a broad general plan for logistic
support during the advanced development investigations , including milestones for verification. It will include
identification of alternative support concepts , anticipated critical supportability issues ( including testing ),
recommended reliability , availability , and maintainability objectives, life cycle support cost goals , antici
pated logistic environment and a plan of action for the Validation Phase logistic effort. ( See AR 700-127 for
guidance ).
8-21 . ACQUISITION PLAN (Reference AR 70-27 )
The Acquisition Plan (AP) is the document which records program decisions , contains the approved
materiel requirement, and provides appropriate analysis of technical options and life cycle plans for develop
ment testing , production , training support, and logistic support of materiel items. The AP is a dynamic do
cument and will be appropriately refined and updated during the materiel acquisition process and the ensuring
life cycle when product improvement or other changes occur to the materiel system . The AP will contain all
information for the particular program but the specific content, scope , and level of detail will be tailored to
the needs of that particular program. The AP may be simplified or portions may be omitted , if appropriate ,
depending on the complexity and stage of the specific program . Maximum use will be made of existing docu
ments provided they contain the required information . The relationship of plans within the AP is shown in
Figure 8-4 .
8-15
PLIN
ACQUISITION
SECTION
1 SECTION
II SECTION
111 IV
SECTION SECTION
V SECTION
VI
SYSTEM PLAN
FOR
PLANS
SYSTEM
FOR COORDINATED AND
PERSONNEL PLAN
FOR
SUMMARY
SYSTEM REQUIREMENTS
DEVELOPMENT PROGRAM
TEST TRAINING SUPPOR
LOGISTITC
A
&NALYSIS REQUIREMENTS
TECHNICAL FACILITIES
AND ADVANCE
MANAGEMENT PRODUCIBILITY THREAT
DEVELOPMENT PLAN
FINANCIAL RESOURCES PROCUREMENT
PLAN PLAN SUPPORT
PLAN
P
)PLAN
( EP PLAN PLAN
8-16
WORK SCHEDULE
& CONFIGURATIONSYSTEMS TECHNICAL
PRODUCT STANDARD
BREAKDOWN PERFORMANCE RISK
ANALYSIS MANAGEMENT ENGINEERING DOCUMENTA
ASSURANCE IZATION
STRUCTURE MEASUREMENT
! PLAN MANAGEMENT TION
Plans
of
Relationship
8-4
Figure
The materiel developer ( for developmental programs) or the mission assignee (for nondevelopmental
programs) normally is the proponent for the AP. HQDA may require a Special Task Force (STF) or a Special
Study Group (SSG ) for selected systems to produce a final report which will be provided to the proponent for
use in the preparation of the AP. The materiel developer /mission assignee is responsible for coordinating
the sections of the AP for which agreement by / coordination with HQDA or other commands or agencies is
required . Preparation of the AP will be initiated upon HQDA approval of a materiel requirement document
(ROC ) or upon execution of a materiel requirement document ( LR ) not requiring HQDA approval. The
materiel developer /mission assignee may proceed with development and / or acquisition consistent with DA
program guidance upon receipt of an authorizing directive from HQDA .
8-23 . FORMAT AND CONTENTS
a. Section 1, System Summary - The System Summary will contain the approved Materiel Require
ments Document and HQDA implementing instructions . For major systems, the Systems Summary will be
used as the draft DCP, DPM / APM . When a program has an approved DCP, DPM/APM, it will be included
in this section . For other systems, Section I will include the In - Process Review (IPR) agenda package . All
significant decisions (DSARC , ASARC , and IPR ) will be recorded in this section (Refer to AR 70-27 ,
Appendix B for Section I structure ).
b. Section II, System Requirements and Analyses - This section contains the characteristics stated
in the Approved Materiel Requirements Document and the additional essential characteristics ( bands when
appropriate ) necessary to describe the system adequately . Section II contains an executive summary of the
CFP and the TBOIP . The Concept Formulation Package (CFP) and the Tentative Basis of Issue Plan ( TBOIP )
are the supporting documents to the AP. The CFP will include a discussion of the alternatives considered
and the assessment of environmental impact and will demonstrate that the life cycle cost effectiveness of the
proposed system has been determined to be favorable . The requirement stated in this section will be the
requirement of record against which the development effort is structured . Joint agreement by the combat and
materiel developers or approval of HQDA on all refinements and modifications to the requirement will be
documented in this section .
C. Section III, Plans for System Development - These plans will consist of appropriate tasking and
supporting plans required for acquisition of the particular system . They will establish the interface required
of all participants . They will include a milestone schedule , event oriented and time phased, indicating how
the total materiel acquisition program will be managed as a continuous process integrating the actions of all
participants, reflecting the generation , collection , and assessment of data , and preparation of documentation
to assure timely decisions and elimination of gaps between phases.
(1) Technical Development Plan - The essential characteristics in the requirements , as stated
in Section II - bands when appropriate ), will be translated to systems, subsystems, and
associated systems characteristics . Supporting and foreign technology , product improve
ment of existing components , energy efficiency , electromagnetic compatibility , health
standards, pollution abatement, survivability / vulnerability / security engineering , Reliability ,
Availability and Maintainability (RAM ) criteria , Producibility Engineering and Planning
( PEP ) , quality assurance , etc. , will be considered and included as appropriate .
(2) Management Plan - This plan will be structured to insure provisions for the preparation and
conduct of appropriate decision reviews and supporting management plans, i.e. , work
breakdown structure , schedule and performance measurement, systems engineering, con
figuration management, risk analysis , product assurance , standardization , technical
documentation , etc.
(3) Financial Plan - The financial plan will be the master record of the dollar resource require
ment and status throughout the life cycle of the project. The plan will include all dollar
requirements related to each task or function necessary for acquisition and fielding of the
system , to include supporting facilities , such as real property separately identified by
8-17
appropriation . Values included in the financial plan will be referenced to source documents
and authority to provide for cost tracking and analyses. The financial plan will include:
(a) A summary of estimated costs and associated quantities established as the planning
estimate and the development estimate as these are approved and established through
1 the appropriate decision making process . A summary of all changes, referenced to
the agreements / decisions on refinements , modifications , requirement changes , etc.
will be included .
(b ) The current status of and requirement for dollar resources by fiscal year to include
net program authority release for the current and prior years ; the approved program
from current and outyears to the completed requirement; and the additional estimated
costs for all years of the life cycle (includes OMA ).
(c) Established program cost controls or cost parameters including design - to - cost goals.
(4) Facilities and Resources Plan - This plan contains the materiel developer's /mission
assignee's estimate of requirements for contractual and in - house personnel facilities and
materiel resources . The materiel developer /mission assignee plans the phased application
of these resources , identifies competing demands , and when appropriate the assignment of
priorities for allocation .
(5) Producibility Plan - This plan provides the basis for assurance that tooling requirements for
production have been established by consideration of the most economical production rate and
manufacturing process . It will state the proposed production processes ; the intended Low
Rate Initial Production ( LRIP) rate ; the full - scale production rate ; LRIP tooling justification ;
and full - scale production tooling justification .
(6) Procurement Plan - This plan provides for the award of a contract within six months after
approval of the program and release of supporting funds to the materiel developer /mission
assignee to complete procurement of prototypes or nondevelopmental end items. The Pro
curement Plan for developmental items will be structured with provisions for selected
developers to also produce the first production quantity (if desired ) . Requirement procure
ment planning and schedules will be consistent with Defense Acquisition Regulations (DAR )
( formerly ASPR) and Army Procurement Procedures .
(7) Threat Support Plan - This plan provides for continuous threat interface throughout the
materiel life cycle at key project / system milestones and should identify to the Office of
Assistant Chief of Staff, Intelligence (OACSI) early those threat products which may require
OACSI validation ,
d. Section IV , Coordinated Test Program (CTP ) - This section will be a coordinated plan of all
developmental and operational testing to be accomplished . The CTP provides the developmental and opera
tional testers and evaluators with critical issues and criteria against which their tests will be designed and
the data evaluated . ( See AR 70-10 and Section VI for more detail).
e. Section V , Plan for Personnel and Training Requirements - This plan includes identification of
new skills, new equipment training requirements , individual and crew training requirements , training
devices , training facilities, and associated schedules . The Qualitative and Quantitative Personnel Require
ments Information (QQPRI) is provided to the combat developer for use in preparing the unit structure. The
Basis of Issue Plan I (BOIP ) is provided to the trainer for training implications. Requirements for training
devices are identified to permit preparation of appropriate materiel requirements documents .
f. Section VI, Plan for Logistics Support - This section will be prepared and updated as follows:
(1 ) This section contains a plan for logistic support including milestones for verifying logistic
support at each key decision point. It includes the identification of anticipated critical issues
8-18
of supportability , identification of the anticipated logistic environment in which the system
is expected to operate , goals for life cycle support costs , recommended maintainability
and reliability factors .
(2 ) This section includes as a minimum the following:
(a ) Baseline logistic support concept
(b ) Updated milestones and logistic supportability issues
(c ) Identification of special logistic needs
(d ) Updated estimates of life cycle support costs
( e) Plan for identification of logistic support resource requirements such as personnel

skills, support equipment, repair parts, technical data , etc.
(3 ) This section will be updated in the Full - Scale Development phase . The plan insures the
supportability of the end items and the support capabilities are tested and evaluated prior
to large production commitments of the end items. It will address these elements to assure
supportability of the end items:
(a ) The maintenance plan
(b ) Support and test equipment
(c) Supply support
(d ) Transportation and handling
(e) Technical data
( f) Facilities
(g) Personnel and training
(h ) Logistic support resource funds
(i) Logistic support management information .

11
The Aquisition Plan (AP) is the prerequisite for the preparation of a good Technical Data Package .
8-19
8-24 . ARMY MATERIEL PLAN
Planning for the TDP includes submission of required data for inclusion in the Army Materiel Plan
(AMP). The Army Materiel Plan is a 5 - year projection of proposed actions by which the Army intends to
accomplish materiel goals for support of US and Allied Forces . It integrates the various functions of
logistics to show the present status of selected major items and the proposed use of resources . This plan
covers the five procurement appropriations:
Aircraft
Missiles
Weapons and Tracked Vehicles
Ammunition , and
Other Procurement
The US Army Materiel Development and Readiness Command (DARCOM ) is responsible for con
soldating , preparing , and publishing the overall Army Materiel Plan , excluding requirements for certain
specific portions handled by other commands and agencies (e . g . , US Army Strategic Communications
Command and the US Army Security Agency ) . DARCOM obtains inputs from all other research and system
developer commands, US Army Forces Command , or other agencies with materiel requirements . The
support developer prepares that portion of the Plan pertaining to support requirements . This Plan is
prepared in the light of force basis data and various programs and budget guidance documents provided by
the Deputy Chief of Staff for Logistics. It is vitally important that the support developer insure that this
Plan contains the program and budget requirements for the support elements to insure that adequate funding
is available . Nonavailability of funding at a critical point in the life cycle can lead to unacceptable delays
in support development.
8-25 . PROCEDURES
Briefly then , the Army Materiel Plan is the medium through which the Army projects its mid - range
materiel program . The plan is designed to integrate these logistic elements : R & D , procurement, pro
duction facilities and engineering , deliveries , supply and distribution , overhaul and maintenance, repair ,
losses and disposals, obligation and expenditure levels . The engineering department and the technical data
office have the responsibility to prepare the data necessary for entering the project item in the plan . They
determine the current development status and assemble information , including an item description , federal
stock code class , project number, paragraph number, type classification schedule data , and availability
date of the complete procurement package .
This data is prepared in accordance with Chapter 3 of the " Procurement Planning & Policy Guidance"
of the Department of Army Office of the Deputy Chief of Staff for Research Development and Acquisition.
This data preparation is usually accomplished after award of the development contract and prior to the
conduct of any DSARC /ASARC / IPR which may be held to consider design characteristics . Failure to program
an item into the plan at the proper time could deny use of procurement funds for production engineering.
8-20
SECTION 4 - Procurement Method Coding
8-26 . HIGH DOLLAR SPARE PARTS BREAKOUT PROGRAM
The Department of Defense High Dollar Spare Parts Breakout Program (DSAM 4105. 2 ) relates spe
difically to procurement of spares and repair parts for use in maintenance, overhaul and repair of equip
ment and systems. The objective of this program is to require the earliest possible identification and
screening of those spare parts which will account for the preponderance of spare parts procurement dollars
and determine the optimum procurement methods for those parts , particularly the potential for breakout for
competition or direct purchase .
a . Initial Provisioning Process
A substantially larger number of items are reviewed during the initial provisioning process than
actually enter the DoD inventory as items of supply . A small percentage of the incoming items of supply
account for themajority of the initial provisioning procurement dollars . When screening is performed as an
adjunct to initial provisioning , primary emphasis should be on:
direct purchase breakout rather than on breakout to competition , and
completing the screening process sufficiently in advance of the first replenishment buy to
ensure optimum procurement at that time.
When screening is performed as an adjunct to initial provisioning, the assignment of codes to

spare parts is the responsibility of the DoD component, introducing into the inventory the equipment or
system for which the spare parts are needed .
b. Possibility for Competitive Procurement on First Buy
Given a firm production baseline consisting of a complete TDP, some hardware procurements
could be broken -out to competitive procurements on the very first buy . In effect, early enough Procurement
Method Coding (PMC) could switch some hardware items from Contractor Furnished Materiel (CFM ) to
Government Furnished Materiel (GFM ). Today , though , Procurement Method Coding usually occurs too
late to provide this possibility.
8-27.. MIL - STD - 789B
The experience accrued by defense contractors and subcontractors in the development, design , man
ufacture and test of equipmentmay greatly enhance the breakout decision -making process if their participa
tion in the process is solicited . DoD activities should solicit contractors participation when it is considered
requisite to an informed decision . MIL - STD -789B , Procurement Method Coding of Replenishment Spare
Parts, provides a procedure for acquiring contractors ' analyses and recommendations regarding methods
of procuring selected spare parts . It is designed for incorporation in prime contracts for equipment and
systemswith a flow -down provision to subcontractors and vendors. The procedures of the standard are not
applicable to Government Furnished Equipment incorporated by the prime contractor in the end item ( s ) to be
delivered . The standard complies with the policy of the Department of Defense to procure replenishment
spare parts competitively to the maximum extent practicable , consistent with safety , reliability , durability ,
timeliness, and economic considerations. It is also recognized that it will be necessary to procure certain
parts from prime contractors or from selected sources. In developing contractor recommended codes , the
guiding pricniples are as technical and economic considerations warrant:
first preference is for open competitive procurement,
second preference is from designated approved sources,
last preference is for non - competitive procurements from designated approved sources or from
a source which is not the actual manufacturer .
8-21
8-28. PROCEDURES
The procurement method coding process starts with the screening contractor analyzing the spare
parts designated by the DoD component and recommends a method of procurement using the following
Contractor Recommended Codes (CRC) :
CRC6 - This spare part is recommended for procurement by open competition .
CRC7 - This spare part is recommended for procurement only from selected sources for reasons
indicated by a suffix code . The selected sources will include the prime contractor when he is the actual
manufacturer of the part.
CRC8 - This spare part is recommended for procurement only from the prime contractor for reasons
indicated by a suffix code whenever the prime contractor is not the actual manufacturer of the part.
The screening contractor provides the reviewing DoD component with substantiating data that was used in
developing their recommendations . A verification meeting is normally held at the screening contractor's
facility for the purpose of reviewing CRCs and the substantiating data . This review culminates in the DoD
component's assigning a Procurement Method Code to the part.
8-29 . PROCUREMENT METHOD CODE (PMC ) . PMCs denote the method to be employed in procuring
spare parts, as follows:
PM 1 - Spare parts screened and found to be already competitive.
PM 2 Spare parts screened and determined for the first time to be suitable for competitive procure
ment.
PM 3 - Spare parts screened and found to be procured directly from the actual manufacturer or
vendor , including a prime contractor who is the actual manufacturer .
PM 4 - Spare parts screened and determined for the first time to be suitable for direct purchase
from the actual manufacturer or vendor rather than the original prime contractor for the end items which
these parts support.
PM 5 - Spare parts screened and determined not suitable for competitive procurement or direct
purchase and which , therefore , continue to be procured from a prime contractor who is not the actual
manufacturer .
When the screening contractor agrees with the reviewing DoD component on the CRCs , the contractor is
then required to provide the data needed to enable the Government to purchase the spare parts by the
method indicated by the CRC . Data and information relating to procurement method coding of spare parts is
recorded by means of Automatic Data Processing Equipment.
CONTRACTOR RECOMMENDED CODES

vs , PROCUREMENT METHOD CODES
CRC PMC METHOD

1 Already
Procure 6 First Time Competitive
Competitively 2
3 Already
Procure from 7 * First Time Direct Purchase
Selected Stocks 4
Procure only from 8 * 5 Non - Competitive

Prime Contractor (Sole Source )
8-22
SECTION 5 - Data Management
8-30 . INTRODUCTION
The general term , " data , " is used to include , without limitation , all technical data and information ,
whether it applies to research , engineering, logistics, contract management or any other function , which is
derived at any phase of development of a weapon system , equipment , or item . This information can be
stored or derived from some form , i.e. , report, graphic representation , etc. (which is referred to as
documentation . )
a. Technical Data
Technical data is the concepts , plans, descriptions, requirements and instructions relating to
technical projects , material systems and services. Technical data may be required for definition of a mil
itary requirement, design and development, test and evaluation , configuration control, prototype manufac
turing , procurement, production, processing, cataloging, standardization , training , operation , maintenance ,
repair and rebuild .
b. TDP
The TDP describes the weapons system , the configuration item , the repair part to be manufac
tured , or in the case of an overhaul contract, the services to be performed. In almost all cases, it
addresses hardware, the product to be produced .
C. Data
On the other hand, the CDRL (Contract Data Requirements List) addresses data , the paper
that goes with the product. The data addressed by the CDRL covers a wide variety of paper work rang
ing from cost and economic reports , through configuration management descriptions; specifications and
standards; drawings in various formats ; original vellums, blueline reproductions, microfilm aperture cards,
or roll microfilm ; provisioning data , publications, production progress reports ; photographs and computer
tapes for computer programs. This data is obtained through data management provisions in the contract .
8-31 . DEFINITION : DATA MANAGEMENT
Data management encompasses the control of various facets of acquiring technical and management
data including requirements , preparation, procurement, delivery , processing, storage, retrieval, review ,
updating , interchange and distribution. Personnel involved in program management, engineering , procure
ment, maintenance, operations, and logistics functions should participate in planning for data and the data
system .
a. Importance of Data in Procurement
DAR / ASPR 9-201(a ) defines technical data to be "writings, sound recordings, pictorial reproductions,
drawings, or other graphic representations and works of a similar nature, whether or not copyrighted . "
The term , therefore, includes engineering and manufacturing drawings, design information , parts lists ,
draft specifications acquired from contractors, and bills of material, as well as technical reports , mainte
nance manuals, operating manuals, and installation instructions . It does not include financial reports, cost
analyses, or other information that is incidental to contract administration .
b . DoD Technical Data Inventory
There are already staggering amounts of data in the possession of the Defense Department. It has
been estimated that the Defense inventory of technical data consists ofwell over 50 million drawings, one
million bills of material, 500 , 000 pieces of administrative data , and at least 35,000 specifications. Each
year the Defense Department adds about six million pieces of data to its overall inventory . This amounts to
an expenditure of approximately $ 2 billion for technical data . In sheer volume alone, the additional data
present enormous problems of acquisition , storage , cataloging , and retrieval.
8-23
c. Importance of Technical Data
The importance of these technical data to the Defense effort should not be minimized. Data are the
physical embodiment - the documentation of technical information . In the area of research and exploratory
development, it can be forcibly argued that technical information is , in effect, the end product of research
and development - that any prototypes or models are merely illustrations to the text . In addition , data are
used to reorder , operate, and maintain equipment, as well as to make it possible for new sources of supply
to reproduce a given piece of equipment accurately , in huge quantities if necessary . It would not be even
remotely possible to carry out any of these operations without full and accurate technical data .
d. Contractor Data
In some situations data are as important to the contractor as to the Government . If the contractor
was forced to furnish certain types of data he might be placed at a severe competitive disadvantage.
ASPR 9-202.1 (b ) explicitly recognizes this as a valid economic interest insofar as it applies to data that
commercial organizations " have developed at their own expense for competitive purposes . It goes on to
say , " Such data , partic ula rly techni cal data whi ch (sic) dis clo ses deta ils of des ign or man ufa ctu re , is often
closely held because its disclosure to competitors could jeopardize the competitive advantage it was develop
ed to provide . Public disclosure of such technical data can cause serious economic hardship to the originat
ing company .
8-32 . BASIC POLICY: DATA MANAGEMENT
As a result of the problems noted above, the Defense Department makes a point of managing the entire
process of data procurement in a positive manner . Much of this effort has recently been re -emphasized in
order to analyze the intended use of the data carefully and to acquire only the minimum amount needed for
these uses . The Defense Department hopes thereby to eliminate (or at least reduce) the deficiencies too often
found in the acquisition of technical data - principally the issuance of overly broad contractual requirements
for " complete data packages . " In the past, such contractual requirements have often resulted in the acquisi
tion of information far in excess of any realistic need .
8-33 . METHOD OF OBTAINING DATA
To acquire technical and management data, DD Form 1660 and DD Form 1423 must be included in the
solicitation document and in the resulting contracts :
(1) Selected Acquisition Management Systems /Source Documents must be listed on " Management
Systems Summary List , " DD Form 1660 ( DAR /ASPR 16-827) . See Figure 8-5.
(2) Selected Data Item Descriptions and Unique Data Item Descriptions must be listed on the
" Contract Data Requirements List , " DD Form 1423 ( DAR / ASPR 16-875) . See Figures 8–6 & 8-6a.
The Acquisition Management Systems/ Source Documents and Data Iter . Descriptions (DIDs ) /Unique
Data Item Descriptions (UDIDs) available for contractual application on the above forms are identified in the
AMSDL - Acquisition Management Systems and Data Requirements Control List.
8-34 . THE AMSEL
a . Background
Since the early and mid- 1960's , the Data Management Program (DODI 5010. 12 ) and the Acquisition
Management Systems Program (DODI 7000. 6) have been in effect. While both programs have been closely re
lated and have impacted Defense contractors in the same general area , the policies and implementation of
these policies, from the Office of the Secretary of Defense level down through the DoD components and to the
Procurement Office level, have followed different channels . An OSD decision has been made to combine cer
tain aspects of both programs.
-8-24
SOLICITATION / CONTRACT NUMO ER
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8-25
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| F -200.1423
8-6a
Figure
b. DOD 5000. 19 - L , Vol. II
A revision of DoD Directive 5000. 19 , " Policies for the Management and Control of Information
Requirements, " of 31 Jan 1980 , has combined certain aspects of both the Data Management and Acquisi
tion Management Systems Programs. DoD Directive 5000. 19 also authorizes the publication of the Acquisi
tion Management Systems and Data Requirements Control List (AMSDL ) as DoD 5000. 19- L Vol . II. The
AMSDL shall be used in selecting Acquisition Management Systems and Data Requirements placed on contracts .
The AMSDL supersedes DoD 7000.6M, " Acquisition Management Systems List, " of September 1973 , and the
Department of Defense Authorized Data List (DODADL ), TD - 3 , " Index of Data Item Descriptions, " of
1 June 1976 .
8-35. COMPOSITION OF AMSDL
The AMSDL is composed of four parts as follows: (31 January 1980 Issue )
a. Part I - Acquisition Management Systems List /Associated DIDs
(1) Content. This part of the AMSDL contains a listing of Acquisition Management Systems/
Source Documents and associated Data Item Descriptions (DIDs) and Unique Data Item Descriptions (UDIDs)
where applicable, which are available for contractual application .
( 2 ) Management System . A Management System is a documented method of assisting managers in

defining or stating policy , objectives, or requirements; assigning responsibility , controlling utilization of
resources; periodically measuring performance; comparing that performance against stated objectives and
requirements ; and taking appropriate action . A management system may encompass part or all of the above
areas , and will require the generation, preparation , maintenance and /or dissemination of information by a
contractor . Examples of management system / source documents are shown in Figure 8–7 which is a copy of
page I- I of Part I of AMSDL.
b. Part II - Numerical Listing of DDs
(1) Content. This part of AMSDL contains a numerical listing of DIDs and UDIDs . The DID num
bering system and the definition of each Functional Category is explained in the AMSDL. See Figure 8-8 which
is a copy of page II - I of Part II of AMSDL .
(2) Nature of Part II. Part II is " a master list of technical data and information , developed and
maintained at departmental or agency direction , from which data requirements must be selected. " It is , in
effect, the definitive catalog of those items of data that are approved for procurement from contractors . The
list is organized according to the intended use of the data ; the determination of the specific requirements must
be made on the same basis . The requiring activity must , therefore, carefully consider the planned immediate
use , and probable future use , of the weapons system , materiel, or service to which the data relate, and then
request only those items needed for that specific use . Drawings are ordered according to the procedures of
DOD - D 1000 B.
(3 ) Data Item Description (DD Form 1664) . A Data Item Description is a DoD approved description
of technical or management data on DD Form 1664 giving purpose of the data; application of the data and inter
relationship to other data items; preparation instructions and references. Each Data Item Description ( DID )
and Unique Data Item Description (UDID ) has been assigned to a Functional Category which most nearly de
scribes the use of the required data as follows:
A - Administrative /Management
E - Engineering and Configuration Documentation
F - Financial
H - Human Factors
L - Logistics Support
M - Technical Publications
р Procurement / Production
8-28
DEPARTMENT
DEPENSE
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Figure
R - Related Design Requirements
S - System / Subsystem Analyses
T - Test
V - Provisioning
Examples of DIDs for TDP and CM management are shown in Figures8-9 and 8-10. Note that these DIDs
specify the use of data elements in compliance with MIL - STD - 482 .
C. Part III - Keyword Index of Data Item Descriptions
This part of AMSDL contains a listing of DIDs and UDIDs titles sorted by keywords within the titles .
The keyword for each line item can be found near the center of the page . See Figure 8-11 which is a copy of
page III - 113 of Part III of AMSDL .
d. Part IV - Cancelled /Superseded List - This part contains two sections:
(1) Section A is a numerical list of Acquisition Management Systems (Source Documents Numbers)
which have been cancelled or superseded .
(2 ) Section B is a numerical listing of Data Item Descriptions (DIDs) and Unique Data Item Descrip
tions (UDIDs) which have been cancelled or superseded .
8-36 . MANAGEMENT SYSTEMS SUMMARY LIST DD FORM 1660
Subsequent to formulation of the management plan for controlling the procurement or program , the
Government manager determines the management techniques and management systems which appear appro
priate for the type of procurement and type of contract to be used during any phase of the contract including
solicitation . He then lists these techniques and systems on the Management Systems Summary List DD Form
1660 shown in Figure 8-9, exclusive of standard DAR /ASPR systems. The manager should determine the contrac
tual management requirements and tailor them to mesh both with Government's internal management require
ments and the specific characteristics of the particular program .
a. Review of Contractor's Response
Upon receipt of a contractor's response to the solicitation , the functional manager reviews the re
sponse and develops the best possible management alternative relating to his particular function. This will
range from complete acceptance of a contractor's internal system , documented to show how it would comply
with the criteria of the DoD management system , to mandatory imposition of the DoD management system or
a combination of both .
b. Tailoring to Needs
The selected management systems then should be tailored to fit into the work statement of the
contract or the management plan . Tailoring is the process of molding the management system , as docu
mented, to the specific needs of the procurement. At this point, the DD Form 1660 can be formally executed
insuring that all entries relate with the contract work statement, contract management plan , and " Contract
Data Requirements List, " DD Form 1423 shown in Figure 8-6.
c.DD Form 1660. The DD Form 1660 provides a single place in the contract instrument to summa
rize the management systems used to implement the management plan . Also , if completely and correctly
prepared, it provides the vehicle for verifying whether or not adequate provisions have been made for man
aging the acquisition . This form , which must be verificd uy the contracting office in accordance with the
provisions of ASPR , becomes a legally binding part of the contract. Each management system listed is to
carry specific cross references both to parts of the contract explaining its use and to the related data
products listed on the DD Form 1423 which constitutes the sole contractual list of data requirements .
8-31
2. IDENTIFICATION NO ( S ).
AGENCY NUMDER
1 . TITLE
Technical Data Package Army DI - E - 1115B
DESCRIPTIONIPURPOSE 7. APPROVAL DATI
1 May 1972
The Technical Data Package ( TDP ) called for by this data item 3. OFFICE OF PRIMARY
contains all the descriptive documentation needed to ensure RESPONDILITY
the competitive reprocurement of a major item or component . USAMC - RD
DOC REQUIRED
APPROVAL LIMITATION
1. APPLICATION / INTERRELATIONSHIP
1. This data item is related to the following data items :
DI - E - 1100 , Configuration Management Plan
DI - E - 1103, Engineering Release Record bile ANCES (Mandatory - cited In
DI - E - 1104 , Specifications AR 70-27
DI - E - 1118 , Drawings , Engineering and Associated Lists MIL - S -83490
DI - E - 1126 , Notice of Revision / Specification Change Notice MIL - STD - 490
DI - P - 1603 , Procurement Method Coding Document MIL - T - 60530
DI -R - 1712 , Quality Engineering Supplementary Quality Assurance AMCR 70-46
Provisions
MIL - STD - 789
2 . Where Military Specification MIL - T -60530 , is specified for MIL - STD - 885
the preparation of TDP's the procuring activity should specify
if MIL - T - 50301 , " Technical Data ; Quality Control Requirements
For" , is applicable for the control of data quality . If MIL - T - MCIL NUMDERIS
50301 is specified as a contract requirement AMSL 11553 is
applicable .
10. PREPARATION INSTRUCTIONS
Provide the Government with a complete TDP for manufacture of the item under competitive
procurement procedures . The TDP shall contain all data for use by the prime contractor
or his subcontractor ( s ) to produce the item . It should contain sufficient information
to establish an alternate manufacturing source in fabricating , testing , qualifying and
accepting the item . The TDP shall include , but is not limited to the following :
a . System and Development Specifications.

b . Engineering Drawings and Associated Lists
d. Concurrent Repair Parts Lists
e. Packaging Data Sheets
f. Quality Assurance Data
8 . Special Production Tool Drawings
h . Acceptance Inspection Equipment Drawings
Other data as required .
FORM PAGE 1 or 1 PAGES

DD ,I JUN 00 1664
Figure 8-9
8-32
2. IDENTIFICATION NO (S ).
AGENCY NUMBER
TITLE
Configuration Status Accounting and Engineering Records Army DI - E - 1101B

9. DESCRIPTION PURPOS APPROVAL OATE
1 May 1972
Configuration status accounting and engineering records OFFICE OF PRIMARY
RESPONSIBILITY
provide management and engineering with timely information on
the current configuration and hardware / software status of USAMC - RD
military systems and / or equipment . OOC REQUIRED
APPROVAL LIMITATION
1. APPLICATION / INTERREL ATIONSHIP
This data item is part of configuration management AMSL 11552

and is related to all data items which describe the REFERENCES (Mandatory ao clied in
functional , allocated and product baselines . Contract block 10)
requirements shall specify the record content only , using the
prescribed data elements defined in AMCP 18-1 and MIL - STD - 482 ,
and may stipulate that contractor's standard formats , which AMCP 18-1
convey the desired information , will be accepted by the MIL - STD - 482
contracting activity in fulfilling such requirements .
MCSL NUMBER (8 )
10. PREPARATION INSTRUCTIONS
1 . Configuration status accounting and engineering records shall be prepared utilizing

standard data elements defined in AMCP 18-1 and MIL - STD - 482 as specified by the
procuring activity .
2 . Deliverables may be duplicate magnetic tapes , EAM tabulating cards , printouts or

manually prepared reports , in the contractor's standard format, if approved by the
procuring activity , or a Government format when so specified .
FORM 1
I JUN 90 PAGE or PAGES
Figure 8-10
8-33
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8-12
Figure
8-37 . ESTABLISHING DATA REQUIREMENTS
In the last few years , various elements of the Defense Department have paid more and more attention
to the problem of deciding what type of data should be acquired under any given contractual effort.
Specific requirements for this data should be established as early as practicable during the conceptual
or validation phases. Information resulting from prior planning should be utilized in the decision making
process to determine follow- on or logistical data requirements . These requirements should be determined
on the basis of the intended use of the data with careful consideration of the immediately planned and probable
future use of the related materiel or system .
a. Data versus Information
It should be pointed out that there is a connotative difference between data and information .
1 Data refers to an accumulation of facts concerning a given category of knowledge. Data represents a poten
tial utility to the decision making process , but it must be processed to generate information which is the real
basis for decision making. Information is thus thought of as the most usable form of data in that it relates to
a specific need .
b. Basic Procedures
Basic procedures for the acquisition of data have been developed and set forth in DoD Instruc
tion 5010.12 and DoD Specification DOD - D - 100B . In the Army, the method of obtaining data is controlled
by AR 700-51 , Army Data Management Program . This regulation prescribes objectives, policy, organiza
tion , responsibilities, and procedures applicable to the management of procured technical data and informa
tion . It also provides guidance for the management of data programs to insure adequate , economical, and
timely acquisition of data . This guidance includes a delineation of the duties of the Data Management Officer
(DMO) and the Data Requirements Review Board (DRRB ). The regulation also prescribes the use of the
Contract Data Requirement List (CDRL) , DD Form 1423 as mandatory as it constitutes the sole contractual
list of requirements for the amounts and kinds of data.
c. The Role of the Data Manager
By the time the contracting officer is ready to determine and negotiate for rights in data , a
number of actions will already have taken place . Most of them will have been directed by the data manager-
a key figure in the process of determining the requirements for data . He is " the individual designated by a
responsible manager ( program or project manager or other authority ) to assist and advise in the data man
agement function . " He acts for the program manager in the area of data requirements .
d. The ' Data Call"
Specific requirements are established for technical data as early as practicable in the life of
the item to be purchased . The data manager ( through the program or project manager ) issues a call to all
participating organizational elements for the data requirements to be obtained from contractors . These
specific requirements are recorded by each area on DD Form 1423. Refer to Figure 8-13 for a flow chart
explaining the data management procedure.
8-38 . CONTRACT DATA REQUIREMENTS LIST (DD FORM 1423 )
DD Form 1423 (see Figure 8-5) provides in one place in the contract a list of all data required to be
delivered under the contract , and obtains from the contractor (and all offerors) an estimate of what portion
of the total price is attributable to the production or development of the listed data (not to the sale of rights
in the data ) .
a. Objectives
Use of DD Form 1423 also helps achieve the following objectives of the Department of Defense
with respect to the acquisition of data :
8-36
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8-37
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To acquire most economically the minimum amount of data needed to procure and support
military systems, materiel and services.
(2 ) To assure the acquisition of required data on time to serve its intended purpose.
(3) To establish data requirements on the basis of needs in management, engineering and
logistics functions of the DoD ; and to fulfill these needs on the basis of cost - effectiveness
analyses.
(4 ) To specify data requirements in solicitations for proposals in sufficient detail to provide

a basis for a full, clear , and firm understanding between the Government and the con
tractor with respect to the total data requirements at the time the contract is placed .
This requirement may be satisfied by a contractual provision for the right to defer the
selection , ordering, or delivery of technical data specified in the contract.
(5 ) To provide competent administration of contracts requiring the furnishing of data , and

assure that all contract provisions pertaining to data are fully satisfied .
(6 ) To maintain quality assurance procedures in the acquisition of data to assure the adequacy
of the data for its intended purpose .
( 7) To provide for the continued currency of acquired data in consonance with requirements .
(8 ) To prevent the acquisition of duplicative or overlapping data pertaining to materiel,

systems or services when data which would serve the same end has been or is being
acquired by the Government from the same or other contractor.
b. Procedure
DD Form 1423 or its mechanized equivalent will be used whenever data is required to be de
livered under a contract, and will constitute the sole contractual list of requirements for the amounts and
kinds of data required . When DD Form 1423 is used , it will be completed and furnished to the contracting
office by the personnel responsible for determining the data requirements of the contract. The reverse side
of the form contains instructions for offerors to follow in entering on the form the price group and estimated
price for each item of data .
8-39 . MATCHING DATA NEEDS AGAINST CONTRACTOR PRICES
a . Estimated Price
Each potential contractor responding to the solicitation submits , as part of his proposal , his
estimated price for the preparation of each item of data requested on the DD 1423 that was attached to the
solicitation document. These prices are not for rights in the data . They are simply an estimate of data
preparation prices incurred over and above the costs that would usually be incurred for performance of the
contract if no data were required . The Defense Department requires these estimated in order to evaluate
the cost of data items in terms of their management , product , or engineering value. Such evaluations, per
formed by the data manager or Data Requirements Review Board, may result in a change in the quality or
quantity of the data requirements .
b. Negotiation into Contract
After the data have passed through the foregoing procedures, the screened data requirements
come to the contracting officer for negotiation into the contract . Negotiation of data requirements may only
be conducted when the procurement itself is negotiated. The data requirements for formally advertised pro
curements normally are fixed because of the need to award the contract to the lowest bidder without negotia
tion . However, two - step formal advertising does offer an opportunity to discuss data problems during step
one in conjunction with evaluation of technical proposals . The services have developed different computer
8-39
systems for the recording , storage and retrieval of technical data. The Army has developed the TD /CMS
which is described in Chapter 9 , Section 5 .
8-40
SECTION 6 Rights in Technical Data
8-40 . INTRODUCTION
The respective rights of the Government and the contractor with regard to technical data will be de
termined by the terms of the contract under which the data is to be delivered . The terms will follow the for
mat set forth in Section 9 , Part 2 of the Defense Acquisition Regulation (DAR ) formerly (ASPR ). For the pur
pose of this section , " data " means recorded information , regardless of form or characteristics.
8-41 . TECHNICAL DATA
Technical Data means recorded information , regardless of form or characteristics , of a scientific or

technical nature. It may , for example, document research , experimental, developmental or engineering
work ; or be usable or used to define a design or process or to procure , produce , support, maintain , or
operate materiel. The data may be graphic or pictorial delineations in media such as drawings or photo
graphs; text in specifications or related performance or design type documents ; or computer printouts .
Examples of technical data include research and engineering data , engineering drawings and associated lists ,
specifications, standards, process sheets , manuals, technical reports , catalog item identifications and re
lated information , and documentation related to computer software. Technical data does not include com
puter software or financial, administrative, cost and pricing , and management data , or other information
incidental to contract administration .
8-42 . GOVERNMENT'S INTEREST IN TECHNICAL DATA
The Government has extensive needs for many kinds of technical data . Its needs may well exceed
those of private commercial customers. For defense purposes millions of separate equipment and supply
items, ranging from standard to unique types , must be acquired, operated , and maintained , often at points
remote from the source of supply . Functions requiring varied kinds of technical data include training of
personnel, overhaul and repair , cataloging, standardization , inspection and quality control, packaging , and
logistics operations. Data resulting from research and development contracts must be obtained , organized
and disseminated to many different users . Finally , the Government must make technical data widely avail
able in the form of contract specifications in order to obtain competition among its suppliers, and thus
further economy in Government procurement.
8-43 . CONTRACTORS' INTEREST IN TECHNICAL DATA
Commercial organizations have a valid economic interest in data pertaining to items, components , or
processes which they have developed at their own expense . Such data is often closely held because its dis
closure to competitors could jeopardize the competitive advantage it was developed to provide . Public dis
closure of such technical data can cause serious economic hardship to the originating company .
8-44 . THE BALANCING OF INTERESTS
It is apparent that there is no necessary correlation between the Government's need for technical data
and its contractors ' economic interests therein . However , in balancing the Government's requirements for
technical data against the contractor's interest in protecting his data, it should be recognized that there may
be a considerable identity of interest . This is particularly true in the case of innovative contractors who
can best be encouraged to develop at private expense items of military usefulness where their rights in such
items are scrupulously protected . It is equally important that the Government foster successful contractual
relationships and encourage a ready flow of data essential to Government needs by confining its acquisitions
of technical data to cases of actual need . Certainly the Government must not be barred from bargaining and
contracting to obtain such technical data as it needs, even though that data may normally not be disclosed in
commercial practice . Moreover, when the Government pays for research and development work which pro
duces new knowledge, products or processes , it has an obligation to foster technological progress through
wide dissemination of the new and useful information derived from such work and where practicable to pro
vide competitive opportunities for supplying the new products and utilizing the new processes. At the same
time, acquiring , maintaining, storing , retrieving , and distributing technical data in the vast quantities
8-41
generated by modern technology is costly and burdensome for the Government. For this reason alone , it
would be necessary to control closely the extent and nature of data procurement. Such control is also neces
sary to insure Government respect for its contractors' economic interest in technical data relating to their
privately developed items. The policies and procedures of DAR /ASPR Section IX , Part 2, are framed in the
light of these considerations.
8-45 . TYPES OF RIGHTS
It is the policy of the Department of Defense to acquire only such technical data rights as are essen
tial to meet Government needs . There are two types of rights in technical data : 1) Limited Rights, and 2)
Unlimited Rights .
a. Proprietary Data Concept
Prior to Revision 10 to DAR /ASPR provisions on the acquisition of rights in data , the legal concept
of " proprietary data " was being administered . This concept proved too difficult to administer consistently.
Proprietary data ultimately depended upon the courts for definition . Since it was a legal concept, it re
quired the contracting officer to make a determination as to whether the contractor had , in fact, " proprietary
data . " According to the 1958 definition , " proprietary data " are related to the details of a contractor's
secrets of manufacture to the extent that information concerning such secrets of manufacture is not dis
closed by inspection or analysis of the product itself and to the extent that such information was protected by
the contractor from unrestricted use by others. The contractor , on the other hand , often tried to include a
larger mass of material ( sometimes vaguely characterized as " know -how '') within his definition of " proprie
tary data . " The courts , however, were reluctant to protect material within this fringe area of " know - how . "
b. The Private Expense Concept
In place of the proprietary " test, " the Department of Defense now considers the question of
i private - expense "': whoever has paid the development cost has the dominant interest in the rights to the
technical data pertaining to that product. This is an administrative test. The idea is that the developer is not
expected to furnish data that will permit someone else to manufacture an identical product unless the develop
er gives his consent and receives some sort of negotiated compensation . The contractor is , therefore , pro
tected from being required to furnish the Government unlimited rights in design specifications and
manufacturing data , which pertains to an item , component, or process developed at private expense . Infor
mation of this type could permit his competitors to turn out an identical item . The Government has many
needs for various types of data . Some of these can be met by acquiring the data with only " limited rights . "
Others require the necessary data be available with " unlimited rights " -- that is , the right to have the data
freely available for any purpose , including competitive procurement.
8-46 . LIMITED RIGHTS
Limited Rights means rights to use , duplicate , or disclose technical data in whole or in part, by or
for the Government, with the express limitation that such technical data shall not, without the written permis
sion of the party furnishing such technical data , be ( a) released or disclosed in whole or in part outside the
Government, (b) used in whole or in part by the Government for manufacture, or in the case of computer
software documentation , for reproduction of the computer software, or (c) used by a party other than the
Government, except for:
(1) emergency repair or overhaul work only , by or for the Government, where the item or
process concerned is not otherwise reasonably available to enable timely performance of
the work , provided that the release or disclosure thereof outside the Government shall be
made subject to a prohibition against further use , release or disclosure ; or
(2 ) release to a foreign government, as the interest of the United States may require, only for
information or evaluation within such government or for emergency repair or overhaul
work by or for such government under the conditions of (1 ) above .
8-42
-
The Government will have limited rights in technical data pertaining to items, components , or
processes developed at private expense. In this case , the data should bear the legend set out in the contract
clause for this purpose ( identify per clause in DAR / ASPR 7-104 . 9 (a )) .
8-47 . UNLIMITED RIGHTS
Unlimited Rights means rights to use , duplicate , or disclose technical data or computer software in
whole or in part, in any manner and for any purpose whatsoever, and to have or permit others to do so .
Technical data in the following six categories shall be acquired with unlimited rights.
(1 ) technical data resulting directly from performance of experimental, developmental, or

research work which was specified as an element of performance in a Government con
tract or subcontract;
(2 ) technical data necessary to enable others to manufacture end-items , components and

modifications, or to enable them to perform processes , when the end - items, components ,
modifications or processes have been , or are being, developed under Government con
tracts or subcontracts in which experimental, developmental or research work was
specified as an element of contract performance, except technical data pertaining to
items, components or processes developed at private expense ;
(3 ) technical data prepared or required to be delivered under any Government contract or

subcontract and consituting corrections or changes to Government - furnished data ;
(4) technical data pertaining to end - items, components or processes , prepared or required
to be delivered under any Government contract or subcontract, for the purpose of identi
fying sources , size , configuration , mating and attachment characteristics, functional
characteristics , functional characteristics and performance requirements (''form , fit
and function " data , e.g. , specification control drawings , catalog sheets , envelope draw
ings , etc. ) ;
(5 ) manuals or instructional materials prepared or required to be delivered under a Govern

ment contract or subcontract for installation , operation , maintenance or training pur
poses ; and
(6 ) technical data which is in the public domain or has been or is normally furnished without
restriction by the contractor or subcontractor.
8-48 . PREDETERMINATION OF RIGHTS IN TECHNICAL DATA
When the Government needs technical data with unlimited rights , any data which the offeror intends
to deliver with limited rights should be identified prior to contract award , if feasible, and an agreement
with respect thereto shall be incorporated in the contract. This procedure is called predetermination of
rights in technical data . The procedure may be initiated by the contracting officer or an offeror during the
negotiation of a negotiated contract and should apply only to that technical data for which rights may particu
larly be identified. Any agreements reached should be incorporated in the Schedule of the Contracts direct
ly or by reference and should describe specifically the technical data which may be forwarded with limited
rights. The Government may acquire unlimited rights in any limited rights technical data by means of
negotiation with an individual contractor or subcontractor, or as part of a competition among several con
tractors or subcontractors .
8-49 . PROCEDURES
Procedures for handling technical data are prescribed , and cover:
Establishing the Government's Rights to Use Technical Data Acquired DAR / ASPR 9-202.3 ( b ).
8-43
Marking of Technical Data (DAR / ASPR 9-203.3 ( c ) ).
Unmarked or Improperly Marked Technical Data (DAR / ASPR 9-202.3 (d )).
Technical Data Furnished on a Restricted Basis in Support of a Proposal (DAR / ASPR 9–

203, 3 ( e )) .
De of Technical Data to Foreign Governments (DAR / ASPR 9-203.3 (f ) ).
8-44
CHAPTER 9
CONTROL THROUGH CONFIGURATION MANAGEMENT
SECTION 1 General
SECTION 2 Configuration Identification
SECTION 3 Configuration Control
SECTION 4 Configuration Status Accounting
SECTION 5 Technical Data / Configuration Management System ( TD / CMS)
This chapter describes the control of the Technical Data Package through the
application of the Configuration Management discipline. As the Project Manager is
the Configuration Manager , a working knowledge of Configuration Management policies
and procedures is essential to the control of technical data . Section 1 introduces the
concept, principles and scope of CM which has four basic aspects:
Configuration Identification discussed in Section 2;
Configuration Control discussed in Section 3 ;
Status Accounting which is discussed in Section 4 and
Configuration Audits which are discussed in a later chapter,

Chapter 10, Section 4.
Upon completion of the development of the TDP , it will be input into the TD /CMS
data files at installations where the commodity Command Standard System is
implemented . TD / CMS is discussed in Section 5.
9-1
SECTION 1 - General
9-1 . DEFINITIONS
The Technical Data Package is the result of Configuration Management efforts starting in the
Conceptual Phase and proceeding throughout the life cycle. In order to understand Configuration Manage
ment, the following basic definitions are given :
a. Configuration - The functional and / or physical characteristics of hardware / software as set

forth in technical documentation and achieved in a product. This definition is illustrated in Figure 9-1 .
b. Configuration Management (CM ) - A discipline applying technical and administrative direction

and surveillance to :
Identify and document the functional and physical characteristics of a

configuration item .
Control changes to those characteristics ,
Record and report change processing and implementation status.
c. Configuration Item (CI - An aggregation of hardware / software, or any of its discrete portions,
which satisfies an end use function and is designated by the Government for Configuration Management.
CIs may vary widely in complexity , size and type ; from an aircraft, electronic , or ship system to a test
meter or round of ammunition . During development and initial production , Cls are only those specification
items that are referenced directly in a contract (or an equivalent in -house agreement). During the operations
and disposal phase, any repairable item designated for separate procurement is a CI .
9-2 . REGULATORY PROVISIONS
The basic DoD military standards and specifications applicable to Configuration Management are :
DOD - STD - 480A- Configuration Control- Engineering Changes , Deviations, and Waivers
MIL -STD - 481A- Configuration Control - Engineering Changes, Deviations, and Waivers
(Short Form)
MIL - STD - 482A Configuration Status Accounting Data Elements and Related Features
On 1 July 1974 , a Joint DÓD Configuration Management Regulation was published . The Army
designation of this document is AR 70-37 . Headquarters , US Army Materiel Development and Readiness
Command has published Supplement 1 to AR 70-37 , to interpret and further describe the policies of AK 70-37 .
9-3 . SCOPE
Configuration management applies to all service materiel and to all echelons and service - industry
interfaces throughout the life cycle of the materiel. It applies to all systems, equipment, and other desig
nated materiel items referred to as configuration items (CIS) . Configuration management applies to :
Systems, such as aircraft, missiles , and major electronic installations ( including

their operational computer programs and facilities).
Equipment , such as vehicles, artillery and radar sets .
End items of sufficient complexity to warrant control, such as ammunition and

ground support equipment.
9-2
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9-4 . TECHNIQUES OF CONFIGURATION MANAGEMENT
The project manager is the configuration manager. His techniques for managing the configuration
of an item are :
Configuration Identification - Identify requirements and identify hardware or

software needed to meet requirements .
Configuration Control - Control the documents that provide the identification .
Configuration Status Accounting - Continually report identification status

versus the item configuration .
Audit - Verify that compliance with configuration management requirements

are achieved .
The rest of this chapter will discuss the first three of these four major aspects of Configuration Management
in turn .
9-4
SECTION 2 - Configuration Identification
9-5. CONFIGURATION IDENTIFICATION
This is the current approved or conditionally approved technical documentation for a configuration
item as set forth in specifications, drawings , and associated lists , and documents referenced therein .
The technique requires the development of formal technical descriptions, called " Baselines , " which
are defined and documented at designated points during the life cycle of the hardware . These three base
lines are :
Functional Baseline (Milestone 1)
Allocated Baseline (Milestone II)
Product Baseline (Milestone III)
and as indicated above are also DoD Milestone decision points. See Figure 9-2.
9-6 . FUNCTIONAL CONFIGURATION IDENTIFICATION
The Functional Baseline is established by the Functional Configuration Identification ( FCI) established
during the Conceptual Phase of the life cycle. - This is the current approved technical documentation which
prescribes all necessary functional characteristics , the test requirements necessary to demonstrate achieve
ment of specified functional characteristics , the necessary interface characteristics with associated con
figuration items, the configuration item's key functional characteristics and design constraints such as
envelope dimensions, component standardization , use of inventory items and integrated logistic support
policies.
The Functional Baseline is a firm definition of design criteria and objectives that cannot be changed
except through formal change procedure . It means that the procuring activities must know what they want
before they go shopping and it makes it harder for them to change their minds once they have placed their
order . The Functional Baseline is the starting point for efforts of the Validation Phase ,
9-7 . ALLOCATED CONFIGURATION IDENTIFICATION
The Allocated Baseline is established by the Allocated Configuration Identification (ACI) which is
developed during the Validation Phase . This is the currently approved performance oriented specification
governing the development of configuration items that are part of a higher level configuration item in which
each specification defines the functional characteristics that are allocated from those of the higher level
configuration item . It also establishes the test requirements necessary to demonstrate achievement of its
allocated functional characteristics , delineates necessary interface requirements with other associated
configuration items and establishes design constraints , if any , such as component standardization , use of
inventory items and integrated logistic support requirements . The allocated baseline is the starting point
for full - scale development.
9-8 .. PRODUCT CONFIGURATION IDENTIFICATION
The Product Baseline is established by the Product Configuration Identification ( PCI) developed during
the Full - Scale Development Phase . This is the currently approved or in some instances, the conditionally
approved technical documentation which defines the configuration of the Configuration Item during the pro
duction , operation , maintenance , and logistic support phases of its life cycle . The PCI prescribes all
necessary physical or form , fit, and function characteristics of a Configuration Item , the selected functional
characteristics designated for production acceptance testing and the quality assurance provision . This is a
precise picture of the hardware or software needed to meet the objectives and to tool - up to produce the
product. The documentation of this knowledge suffices to complete the framework provided by the documenta
tion which established the previous two baselines and identifies the baseline for controlling production and
9-5
MAN
LIFE
CYCL IGUR
CONFAGE
E ATIO
MEN TN
CONC
PHAS
ADVA
DEVE EPTU
ENCED
LOPM AL S
- CAL
FUL LE
ENTT1 FULL
-S CALE PROD
and UCTION
VALIDATI
PHAS E ON PHAS
DEVEELOPMENT DEPL
O OYME
/ PERA NT
TIONS
PHASE
CHANGE
CONTR OL
STATUS
ACCOUNTIN G
LINE
TIME
9-6
BASELINE BASELINE BASELINE
Functional
Configuration Allocate
Conf igurd
ation Product
Config uration
Identification Identification Identification
)(FCI )(ACI )(PCI
9-2
Figure
procurement of the configuration item . The product baseline is the starting point for the Production Phase.
The product baseline includes the product specification which forms the basis for the TDP. This is the point
in the life cycle which is the major concern of this course . However, as it has been previously pointed out,
the adequacy of the TDP is dependent upon all actions that take place prior to reaching this point in the life
cycle . Discussions of these contributing actions will be given at appropriate places in the course .
9-9 . ENGINEERING RELEASE RECORDS (ERRs)
Engineering release , by definition , is the method of formally issuing engineering data such as
specifications, drawings , associated lists , and related technical data to other functional uses such as pro
curement or manufacturing. This release of data authorizes its use to implement an original or changed
configuration baseline.
Within DARCOM , the Engineering Release Record , DARCOM Form 1724R , is used to record and
release initial identification documents which comprise the baselines of Configuration Management and
changes thereto into the Configuration Status Accounting System ( see Section 4) . The ERR may be prepared
for and contains information on:
ROC Documentation
Letter Requirement Documentation
System Specification
Development Specification
Product Specification
Drawings
Parts Lists
Whenever a new Configuration Item is introduced into a previously released

baseline
A consolidated listing of changes resulting from an ECP
Engineering Release Records are covered by Data Requirement Document DI- E - 1103B which contains
instructions for completing the form (see Figure 9-3) .
9-7
ENGINEERING RELEASE RECORD
1. ERR NG . 2. DATE 3. SHEET OF SHEETS
HOR10600 80 0310 1 of 10
4. BASELINE ESTABLISHED OR CHANGED
FUNCTIONAL ALLOCATED х PRODUCT
5. TYPE OF RELEASE 6.
ECP NO. 0630E020
x
INITIAL CHANGE 800125
DATE APPROVED
1. FUNCTIONAL ASSEMBLY NOMENCLATURE
PLATE , ASSEMBLY BACK 7793072
8. SYSTEM/OR CONFIGURATION ITEM NOMENCLATURE
MACHINE GUN , CAL 50 : M85 7793061

9. REMARNS /MISCELLANEOUS
THIS ERR REQUIRES CORRESPONDING QUALITY ASSURANCE DOCUMENTATION
10 . DATA RELEASED OR REVISEU

DOCUIENT REVISION W RELEASE I CHAHEE
a CODE 10 j OTHER
10 TYPE C NUMBER SH OF SHEETS | LTRE DATE IR NARCH CAN
96906 2R MS9021-028 4 4 С 680614 X7792921
96906 2.R MS9021-029 4 4 С 680614 X 17792921
19204 JA A 7790991 1 1 С 710222 X 17793088

D
IAL A 7790992 i' 1 710216 X 7793088
IA D 7792921 1 1 E 710216 X 7793072
LA F 7793072 1 1 C 710224 X 17793061

PL 7793072 2 2. C 710224
1
try
w
IAC 7793088 1 1 710216 X 17793072

PD 7793088 1 , 1 710218 X
11. SUBMITTED BY DATE 12. APPROVED BY
DARCOM Forma 1724R Figure 9-3

26 Fril 1970
9-8
SECTION 3 Configuration Control
9-10 . TDP MAINTENANCE REQUIREMENTS
Following initial acquisition and release of the TDP , the TDP should be controlled and its status
reported in accordance with the policies and procedures of Configuration Management as prescribed by
DOD - STD - 480A and MIL - STD - 481A . Each TDP will be maintained in an up - to - date condition by :
Validation of reference documents as applicable ,
By the incorporation of approved and released engineering changes ,
By the correction of deficiencies or discrepancies discovered through

production and use .
Prior to each procurement action , the status of the TDP will be examined to assure that all revisions
have been included .
As the principal method of maintaining the TDP in an up - to - date condition is through the Engineering
Change Proposal (ECP) procedure, the discussion will next cover configuration or change control. This
will include : ECPs , Notices of Revision (NORs ), Specification Change Notices (SCNS) , Deviations, Waivers,
and the Configuration Control Board ( CCB ).
3-11 . CONFIGURATION CONTROL
The most visible aspect of Configuration Management is configuration or change control, since the
personnel in this effort evaluate and approve or disapprove Engineering Change Proposals (ECPs) as well
as requests for deviations and waivers of technical requirements. The purpose of change control is to
prevent unnecessary or marginal changes while expediting the approval and implementation of the worthwhile
ones ; that is , those that are necessary or promise significant benefits to the Government.
a. Definition - Configuration Control is defined as the systematic evaluation , coordination , approval

or disapproval, and implementation of ( 1) initial configuration , (2 ) changes from that configuration after the
formal establishment of baselines, and (3) all changes to that configuration during the operational period,
particularly alteration , modification , or retrofit changes. Configuration Control has three basic elements :
( 1) The formal scheduling of Engineering Change Proposals (ECPs) and design change reviews.
(2) The actual processing, evaluation , and approval or disapproval of ECPs .
(3) Change implementation by affected functional activities (e.g. , engineering , contractual ,

provisioning , supply management, maintenance , training, fleet support, and operations).
b. Scope of Control - Once the basic identification documents have been released by the Government,
all changes to these documents must be controlled . The technique provides for flexibility in determining the
degree of control required , according to the stage of development and the nature of the item being identified.
Only the documentation released by the Government is submitted to Government control. The details released
vary from broad performance parameters during the Validation Phase to dimensions and tolerances for
critical components during the Production and Deployment Phases. Throughout the life of the materiel, the
same principles apply . Do not establish control before the design stage warrants it, but once a document is
released , keep it under control. It is the Configuration Manager's responsibility , to guarantee the reliability
of his identifying documentation .
9-9
9-12 . ENGINEERING CHANGE PROPOSALS (ECPs)
ECPs are prepared by any individual or agency concerned, on DD Form 1692 in accordance with
DOD- STD -480A and on DD Form 1693 (short form ) in accordance with MIL -STD - 481A . Both DOD- STD - 480A
and MIL -STD -481A are entitled " Configuration Control. " Of the two standards, DOD -STD -480 A covers a
broader area and requires a more complete analysis of the impact if the engineering change described by an
engineering change proposal were implemented .
9-13 . DOD - STD -480A
DOD - STD - 480A requires that the package submitted with an engineering change proposal contain a
description of all known interface effects and information concerning changes required in the functional /
allocated /product configuration identification . It is intended that DOD -STD -480A be imposed on prime
contractors who:
Have participated or are participating in the engineering or operational

systems development of a system or high level configuration item , or
Are being supplied with copies of the system specification and /or development
specification ( s) , or
Have extensive experience in the preparation of ECPs relative to high level

configuration items.
Such contractors have the capability of providing to the Government the majority of the information
needed to properly evaluate the merits of a complex engineering change , possibly involving interrelated
changes in other configuration items. DOD- STD - 480A also covers requirements for submittal of Notices of
Revisions (NORs), deviations and waivers. The specific forms to use when submitting an ECP depend upon
the status of the life cycle as shown in Figure 9-4 .
9-14 . MIL -STD - 481A
MIL - STD - 481A is a simple document intended for use in contracts involving either multi- application
items not peculiar to specific systems or procurement from a contractor who cannot reasonably be expected
to know all of the consequences of an engineering change. An example of such a contractor is one who is
required to fabricate an item to a product configuration identification ( TDP) which he did not prepare, or one
who did not participate in engineering development and hence is not familiar with requirements of the system
or higher level configuration item . When MIL -STD - 481A rather than DOD - STD - 480A is prescribed and
DD Form 1693 is used , the major portion of the analysis of the impact of an engineering change proposal on
associated items is transferred from the contractor to the procuring activity . (See Figure 9-5)
9-15 . CHANGE APPROVAL AND CRITERIA
The Project Manager is the single individual responsible for engineering change control. He may
delegate ECP and waiver approval authority . However, ECPs , Requests for Waiver and Request for
Deviations (excepting Class II changes) must be processed through a Configuration Control Board prior to
approval. ECPs may be approved only for the following reasons:
correct deficiencies ,
make a significant effectiveness change in operational logistics support requirements,
effect substantial life - cycle cost saving , and
prevent slippage in an approved production schedule .
9-10
DOD - STD - 480A
12 April 1978
DD FORM LIFE CYCLE PHASES

No. Program Demonstra Full Scale Production /
and Initiation tion and Engineering Deployment and
Usage (Concep Validation Development
Page Operational
tual )
1.692 Cover REQUIRED REQUIRED REQUIRED REQUIRED
Page 1 Sheet only when Cover sheet Cover sheet summarizes Cover sheet summarizes
functiong ! summarizes the ECP the ECP
characteris- | the ECP
tics are to
be controle
led
1692-1 Effects on NOT REQUIRED REQUIRED REQUIRED if:

Page 2 Functional REQUIRED USED to : USED to : (a ) System specifi.
Allocated Describe Describe proposed ' cation change is
Configuration proposed changes in function associated with
Identification changes in al or allocated con design change
functional figuration identi. (b ) Two part specifi
configura fication as defined cation method used
tion identi by system & appro & part I specifi
fication priate item specifi cation needs to
cntions be changed
(c ) Developinent & pro
duct Cabrication
specifications used
and development,
specification needs
to be changed
1692-2 Effects on NOT NOT REQUIRED when : REQUIRED

Page 3 Product REQUIRED REQUIRED Prototypes are under- USED to :
Configuration going operational or Describe effects of
Identification service testing change in product con
Operations and figuration identifi
Logistics USED to : cation & changes in
Describe changes to parts and or
hardware assemblies
1692-3 Estimated Net NOT NOT NOT REQUIRED REQUIRED

Page 4 Total Cost REQUIRED REQUIRED USED to :
Impact Tabulate cost impact
(one item )
1692-4 Estimated NOT NOT NOT REQUIRED REQUIRED IF :

Page 5 Cost /Savings REQUIRED REQUIRED (a ) There are related
Summary ECPs applying to two
Related ECPS or more items
(b ) New trainers or items
of support equipment
JUSED are
to :
required
Summarize cost impact of
all related ECPs
1692-5 Milestone Chart NOT NOT NOT REQUIRED REQUIRED if :
Page 6 REQUIRED REQUIRED There is a schedule
change in more than
delivery date for item
USED to :
Show - inter - relation
ships in schedules
Life Cycle Applications of DD Form 1692.
Figure 9-4
9-11
ENGINEERING CHANGE PROPOSAL (SHORT FORM) DATE PREPARED ECP NO . PROCURING ACTH-VI TY NO .
(SEE M !! - STD - 481 POR INSTRUCTIONS) 0016
22 Feb 80 E0020
1. ORIGINATOR NAME AND ADORESS 2. MFR . CODE 3. CLASS OF ECP 4. JUST. 5.PRIORITY
WHIZ BANG , INC . CODE
POTTSVILLE , PA 69703 22309
6. SPECIFICATIONS AFFECTED 7. DRAWINGS AFFECTED
MFR . CODE SPECIFICATION / DOCUMENT NO . MER . CODE NUMBER REV .
19204 11700598 A
19204 11700599 B
8. TITLE OF CHANGE 9. CONTRACT NO . & LINE I TOM

PROVIDE FOR INCREASED ROCKET CAPACITY DAAF01-70 - C - 0016
CLIN 0001
10. CONFIGURATION ITEM NOMENCLATURE 11. IN PRODUCTION
X YES NU
MOUNT, Multiarmament, Helicopter: XM156-11699591
12. NAME OF PART OR LOWEST ASSEMBLY AFFECTED 13. PART NO . OR TYPE DESIGNATION
ADAPTER , L. H. ADAPTER R. H. 11700596 1100597
17. DESCRIPTION OF CHANGE
IMPROVE WEIGHT CARRYING CAPACITY AND LOCKING FEATURE BY INCREASING
STRUCTURAL STRENGTH AND REDESIGN LOCKING MECHANISM .
15. NEED FOR CHANGE

TO PROVIDE FOR USE OF FULL CAPACITY XM159C ROCKET POD .
16. EFFECT ON ASSOCIATED EQUIPMENT

INCL 1
17. PRODUCTION EFFECTIVITY BY SERIAL NO . 18. EFFECT ON PRODUCTION DELIVERY SCHEDULE
SERIAL NO . 100 & UP 30 DAYS AFTER APPROVAL

19. RECOMMENDED RETROFIT EFFECTIVITY 20. ESTIMATED KIT DELIVERY SCHEDULE
SERLAL NO . 1 THRU 99 40 KITS BY 30 NOV 81

21. ESTIMATED COSTS / SAVINGS
$60,000.00
22. SUBMITTING ACTIVITY AUTHORI ZING SIGNATURE
J.J. BANG PRES ,
23. APPROVAL /DISAPPROVAL
GOVERNMENT ACTIVITY SIGNATURE DATE
FORM
DD ,1 DEC
FOM 60 1693 GPO : 1969 — 343-785 / 619
Figure 9-5
9-12
9-16 . CLASSES OF CHANGES
There are two classes of changes : Class I and Class II. Class II changes are those that have no
effect on performance, interchangeability , cost, maintainability, reliability, or delivery schedules. All
other changes are Class I. Governmental approval prior to implementation of a Class II change normally
is not required . However , such changes are subject to post facto classification review by the Government.
Examples of a Class II engineering change are :
A change in documentation only (e.g. , correction of errors , addition of

clarifying notes or views), and
A change in hardware (e . g . , substitution of an alternative material).
9-17 . TYPES OF CLASS I ECPs
There are two types of Class I ECPs: Type P and Type F.
a . Preliminary ECP (Type P ) - A Preliminary ECP (PECP) is the type of engineering change
proposal which may be submitted to the Government for review prior to the availability of the information
necessary to support a formal ECP . A PECP is prepared and submitted for one of the following purposes :
(1 ) To furnish the procuring activity with available information in order to permit (a ) a pre
liminary evaluation relative to the merits of the proposed change , and (b ) a determination regarding the
desirability of continuing expenditures required to further develop the proposal.
(2 ) To permit a choice of one of various alternative proposals .
(3 ) To supplement a message relative to an emergency or urgent priority ECP when it is

impractical to submit a formal ECP within 30 days.
b . Formal ECP (Type F ) - A formal ECP is the type of engineering change proposal which provides
engineering information and other data in sufficient detail to support formal change approval and contractual
authorization , and which may follow the submittal of a preliminary ECP .
9-18. PRIORITIES
Class I engineering change priorities. A priority shall be assigned to each Class I ECP based upon
a selection from the following definitions. The priority will determine the relative speed at which the ECP
is reviewed and evaluated, and at which the engineering change is ordered and implemented . The proposed
priority is assigned by the originator and will stand unless the procuring activity has a valid reason for
changing the processing rate .
a . Emergency . An emergency priority shall be assigned to an engineering change proposal for

either of the following reasons:
(1) To effect a change in operational characteristics which , if not accomplished without delay ,
may seriously compromise the national security .
(2 ) To correct a hazardous condition which may result in fatal or serious injury to personnel or
in extensive damage or destruction of equipment. A hazardous condition usually will require withdrawing the
item from service temporarily , or suspension of the item operation, or discontinuance of further testing or
development pending resolution of the condition .
Decisions on emergency ECPs should be made within 24 hours of receipt by the Government Procure
ment Contracting Officer (PCO ).
b. Urgent. An urgent priority shall be assigned to an engineering change proposed for any of the
following reasons:
9-13
(1) To effect a change in operational characteristics which, if not accomplished
expeditiously , may seriously compromise the mission effectiveness of deployed equipment.
(2 ) To correct a potentially hazardous condition , the uncorrected existence of which could

result in injury to personnel or damage to equipment. A potentially hazardous condition compromises
safety and embodies risk , but within reasonable limits , permitting continued use of the affected equipment
provided the operator has been informed of the hazard and appropriate precautions have been defined and
distributed to the user.
( 3 ) To meet significant contractual requirements (e . g . , when lead time will necessitate

slipping approved production , activation or construction schedules if the change were not incorporated ).
(4 ) To effect an interface change which , if delayed , would cause a schedule slippage or

increase cost.
(5 ) To effect, through value engineering or other cost reduction efforts , net life cycle
savings to the Government of a total of more than one hundred thousand dollars , where expedited processing
of the change will be a major factor in realizing these lower costs .
Decisions on urgent ECPs should be made within 15 calendar days after receipt by the PCO .
C. Routine , A routine priority shall be assigned to a proposed engineering change when emergency
or urgent is not applicable .
Processing targets for routine ECPs will be tailored to maximize cost effectiveness , recognizing
the program , system and ECP complexity . DARCOM Supplement to AR 70-37 has established a target time
of 45 calendar days .
9-19. CHANGE EVALUATION
The evaluation of each proposed change should take into consideration all aspects of the change on a
CI and the associated CIs with which it interfaces. Such aspects may include design, performance, cost,
schedule , operational effectiveness , safety and human factors , logistic support, transportability , and
training . Page 4 of the ECP form is used to tabulate the net life cycle cost impact. Recurring and non
recurring costs are considered for the following items:
a. Production Costs / Savings - Configuration items, factory test equipment, special factory tooling,
scrap , engineering and engineering data revision , revision of test procedures , and qualification of new items.
b . Retrofit Costs - Engineering and engineering data revision , prototype testing , kit proof testing,
retrofit kits , preparation of Maintenance Work Order (MWO ) instructions , special tooling for retrofit , con
tractor field service engineering , Government personnel installation , testing after retrofit , modification of
GFE , and qualification of modified GFE .
c . Integrated Logistic Support (ILS) Cost / Savings - Spares, repair parts rework , new spares and
repair parts , retrofit kits for spares, operator training courses, maintenance training courses, revision of
technical manuals and programming tapes, new technical manuals and programming tapes , preparation of
MWO , interim support, and maintenance manpower.
9-20. PROCEDURES
The principal actions taken in processing an engineering change are shown below :
Determination of a need for the change.
Establishment by the originator of a classification of the engineering change as Class I

or Class II.
9-14
Preparation of an Engineering Change Proposal (ECP ).
Submittal to the Government.
Review .
Approval/disapproval or concurrence / non - concurrence in classification .
Incorporation of approved (or concurring in ) engineering changes in the configuration

item , and in the data , including when applicable, negotiation into the contract .
A simplified outline of ECP procedures for an engineer services contract is shown in Figure 9-6 on
the following page .
9-21. NOTICE OF REVISION (NOR )
A document that is usually prepared with the ECP is the Notice of Revision (NOR). A separate Notice
of Revision (NOR ), DD Form 1695 , is prepared in accordance with DOD - STD -480A for each drawing ,
associated list or other referenced doa ment which requires revision if the related engineering change is
approved . The NORs constitute no authority in themselves until the ECP to which they are attached has been
approved . Primarily NORs are intended for use when the master (original) drawings, list, and other
documents comprising the configuration identification for an item are not held by the originator of the ECP .
In such cases, the originator obviously cannot revise the documents when the ECP is ordered and when he is
not permitted to document the redesign . NORs permit the ECP reviewing and /or approving activity to
direct the custodian of each document to make specific revisions in affected documents (see Figure 9-7 ) .
9-22 . CHANGES AND REVISIONS TO SPECIFICATIONS
Specifications are corrected or updated, when necessary , by means of either a change or revision.
a. A change is accomplished by :
(1) The issue of a Specification Change Notice (SCN ) and attached changed pages.
(2 ) The approval of a Notice of Revision (NOR ).
In general, these are corrections to only a small portion of a specification .
b . A revision consists of a complete reissue of the entire specification , all pages being identified
by the same applicable revision letter. Revisions are made when extensive corrections are required to over
50 percent of the pages or when a revision is economically more practicable than the issue of page changes
by SCN . Specification revisions are issued in the same manner as the original issue and do not require an
SCN for promulgation . Changes to specifications by the originator of the specification are proposed by SCN
and issued by SCN . Specification sheets are changed by revision only . As required by DOD -STD- 480A , a
separate SCN is submitted as an inclosure with an engineering change proposal (ECP ) for each specification
to be changed. SCNs so submitted are issued and incorporated only after approval of the ECP and the
engineering change ordered. An SCN is also used to issue correction to a specification unrelated to an ECP .
9-23. DEVIATIONS
Prior to manufacture of an item , if the contractor considers it necessary that he be authorized to

depart temporarily from the mandatory requirements of the documentation (configuration identification ) he
may request a deviation be authorized . A deviation is a specific written authorization , granted prior to manu
facture of an item , to depart from a particular performance or design requirement of a specification , drawing ,
or other documents for a specific number of units or a specific period of time.
As an example , a deviation relating to an alternative material or process may be requested when it is

claimed that the delivery schedule cannot be met unless the deviation is granted . The deviation in this case is
chosen in lieu of an ECP because the documented design is regarded as superior to the alternative.
9-15
TYPICAL
ENGINEERING
PROCEDURE
CHANGE
ENGINEERING
CONFIGURATION CONFIGURATION
PROJECT PROCUREMENT
SERVICES MANAGEMENT CONTROL )( onfiguration
C CONTRACTING
CONTRACT
E
|O
)(CSC
FFICER
MO OR BOARD
C
)( CB MAN
(C
) M AGER OFFICER
)(PCO
ECP ECP ECP ECP ECP

ESC
to
NOR NOR NOR NOR NOR
Eval
. kg
.P Eva
P
. kgl Eval
P
. kg
Recomdtns
. .
Recomdtns
9-16
Approval
ECP
Prepares in
Log Reviews Approves APPROVED
A-
NORS
and Disapproves
or Negotiate
Prepares Evaluates
Evaluation Amend
and
Forwards
CMO
to Package
Prepares
Recommendations Contract
Recommendations
CCB
to
Schedules
DISAP
B- PROVED
CM
to
Forwards
Notify
and n
Explai
9.6
Figure
NOTICE OF REVISION (NOR )
(SUB MIL - STD - 480 POR INSTRUCTIONS )
This revision described below has been authorized for the document listed .
1. ORIGINATOR NAME AND ADDRESS DATE MER . CODE NOR . NO .
HQ , US ARMY ARMAMENT COMMAND
ROCK ISLAND, IL 61219 AMSAR - RE 800110 19204 HQR10602
2. TITLE OF DOCUMENT 9. MFN . CODE 4. DOCUMENT NUMBER
19204 11010855
S. REVISION LETTER 6. ECP NO .
FAIRING ASSY , FWD ( CURR ENT) A B HQREE0010
7. CONFIGURATION ITEM (OR SYSTEM ) TO WHICH ECP NPLIES 690309 710120
ARMT. POD ACFT, 20MM AUTO - GUN : XM12 (SUU - 16 / A ) 11013605
.. DESCRIPTION OF REVISION
CHANGED : Note 12 D : " One coat of enamel TT - E - 527 Color , Olive Drab No. X34087
of FED - STD - 595 " was " One Coat of Enamel, MIL - E - 7729, Color Gray ,
No. 16473 of FED - STD -595 . '
REASON : To standardize color to match parts now in field and to remove the
necessity of repainting parts before use .
ADDED : Note 18 : " DH 5N denotes MS20427F5 Rivet Flush Near Side. "
REASON : To define rivets required to fasten replaceable louvers.
ADDED : Zone C13: " Plate - 11010855-31 .063 Stk .12 BR QQ - S - 766 , Cond A Type
316 CRES Finish No. 2B "
ADDED : Zone A13: " Place - 11010855-32 .063 STK QQ - S -766 Cond A Type 316 CRES
Finish No. 2B "
Zone Ar 3 : " Cutout IN - 28 "
Zones A14 , A12 , All, B14 , B13, B12 , B11: " DH 5N & Rivet Pattern "
REASON : To specify addition of replaceable louvers and fasteners .
REMOVED : Zone Dll: " STA 46.78 +.04 "
Zone D1 0 : "STA 49.78 +.04"
Zone D10: " STA 52.78 +.04 "
Zone D9: " STA 55.78 +.04 "
9. THIS SECTION FOR GOVERNMENT USE ONLY

A. CHECK ONE
EXISTING DOCUMENT WALLETED BY THIS REVIED WOCOT WIST BE RECEIVED BEFORE CUSTODIAN OF MASTER DOCUMENT SALL MAKE ABOVE
HOE WAY BE USED II MANUFACTURE . X MANUFACTURER MAY INCORPORATE mis CAME REVISION AND FURNISH REVISED DOCUMENT TO :
I. ACTIVITY NUTHOR I ZED TO NPROVE CHANGE FOR GOVERNMENT SIGNATURE AND TITLE DATE
10. ACTIVITY ACCOMPLISHING REVI SI ON REVISION COMPLETED (SIQUATURE) DATE
How Figure 9-7

DD ,1 DEC 30 1695 ☆ GPO : 1969 - 343-785 /617
9-17
9-24 . WAIVERS
An item which through error during manufacture does not conform to the configuration identification
is not to be delivered to the Government unless a waiver has been processed and granted in accordance with
DOD - STD - 480A . A waiver is written authorization to accept a configuration item or other designated items ,
which during production or after having been submitted to inspection , are found to depart from specified
requirements , but nevertheless are considered suitable for use " as is " or after rework by an approved
method .
9-25 . CLASSIFICATION OF DEVIATION /WAIVER
Waivers and deviations may be classified as (a ) minor , (b ) major, or (c) critical according to
definitions contained in MIL - STD - 109. Request for deviations or waivers should be submitted on DD Form
1694 , Request for Deviation /Waiver in accordance with DOD - STD - 480A or MIL -STD - 481A .
Minor deviations /waivers are authorized for the Government by the activity authorized to approve or
concur in classification of Class II changes. Critical and major deviations/waivers can be granted only by
the Government Contracting Officer. If the procuring activity or purchasing office is not the military activity
responsible for technical requirements , the concurrence of such military activity must be obtained prior to
contractual action on critical and major deviations or waivers .
Deviations and waivers differ from Engineering Changes in that an approved Engineering Change
requires corresponding revision of the documentation defining the affected item , whereas a deviation or
waiver does not contemplate revision of the applicable specification or drawing.
9-26 . CONFIGURATION CONTROL BOARD ( CCB)
Present DOD regulations make the establishment of CCBs mandatory . A CCB is a group which
performs a total impact evaluation of the ECP for the configuration manager . The CCB is to be used as a
regulatory means of reviewing all proposed Class I changes except " Record Only " and " Compatibility "
changes as per DOD - STD - 480A and all appropriate deviations and waivers .
a. Organization of the CCB - The CCB should be organized during the Validation Phase and be avail
able for immediate call. The membership of the CCB should include appropriate configuration managers and
interface functional elements such as engineering , procurement and production , supply and maintenance ,
program control, test and deployment, and integrated logistics support. The CCB is portrayed in Figure 9-8 .
The configuration manager may appoint a chairperson with delegated ECP approval authority . In that case an
appeal channel to the configuration manager will be provided to allow additional consideration of the decision
of the chairperson. Normally , the chairperson will be the Program Manager responsible for the acquisition
of the system / CI or the director of materiel management (DMM) supporting the system / Cl. The chair
person (PM / DMM ) will make the final decision on all changes unless otherwise directed by command
policy .
b. Number of CCBs - The number of formal CCBs to be established are to be adequate to

achieve coverage of a command activity's responsibility and should be so constituted as to permit the
representation at a board meeting to vary with the administrative and technical requirements of the
ECP or deviation /waiver being considered . The Configuration Manager should establish in writing
and circulate such details as the method of routing ECPs for review , time limits for consideration of
each priority level, preparing and location of meetings , and individual member responsibilities.
9-27. CONTRACTOR PARTICIPATION
Contractor participation in CCB meetings is at the option of the Configuration Manager. He might
want to select this path especially during the Validation Phase when prompt and concurrent notification is
vital. But, if one competing contractor is invited to participate , all must be invited . In any case , the Con
figuration Manager must provide a course that will assure each competitor of equal and concurrent
opportunities for ECP approval information .
9-18
C
( CB
BOARD
CONTROL
CONFIGURATION
)
COMMAND
USING
CHAIRMAN
USING
MSC
COMMAND
CMO
and
SUPPLY
MAINTENANCE
CCB
MAJOR
SUBORDINATE
COMMAND
CCB
ENGINEERING ACTIVITIES
D
/ EVIATION
CHANGE
9-19
OTH
PROCUREMENT ER PROCUREMENT
IMP
L EME CONTRACTING
NTI
NG
ACT OFFICER
IVI
PROGRAM TIE
S
ENGINEERING CONTROL
PROPOSAL
CHANGE
)(ECP
TEST
CONTRACTOR
9.
-8 ure
Fig
SECTION 4 - Configuration Status Accounting
9-28 . GENERAL
Configuration Status Accounting is the recording and reporting of the information that is needed to
manage configuration effectively , including a listing of the approved configuration identification , the status of
the proposed changes to configuration and the implementation status of approved changes . Status Accounting
is intended to make configuration identification and control, workable effective management tools. GSA doc
umentation is the means through which actions affecting Cls are recorded and reported to program and
functional managers concerned .
The documentation first identifies an item's initial approved configuration ( FCI), then continuously
tracks changes proposed to that configuration , as well as the priority, schedule , and progress of changes
that are approved . Additionally , current information will, as applicable , normally be reflected on all other
aspects of a change to a configuration . For example , other hardware affected , operating and technical
manual revisions, modification kit and spares requirements, and specification and drawing updating . This
is the bookkeeping part of configuration management which provides managers with feedback information to
determine whether decisions of the CCB are being implemented as directed . It provides management
personnel with the visibility necessary to permit follow - through on directives and decisions and ensures
proper action by individuals and organizations. It continues as long as the materiel remains in the inventory .
9-29. CONTENT OF CSA DATA
Configuration Management information is needed for development engineering , for production and for
logistics management. The information in CSA records should , as a minimum , include identification of:
Technical documentation comprising the configuration baseline and other

essential configuration item data .
Contractual information required to be included in the records / reports for

each configuration item , including contractor identification code.
Approved changes to configuration , including the specific number and kind

of items to which these changes apply , the implementation status of such
changes, and the activity responsible for implementation .
The data bank consists of information collected from Engineering Release Records, Engineering
Change and Deviation /Waiver Records , & Equipment Modification Records . The objective is to have as
complete as designed , as built, and as modified , record of all military design equipment.
9-30 . MIL - STD - 482A
Status accounting data and reports may exist in any one of several formats and in a variety of volume
levels . Structure and mechanization of the function are dictated by the program's needs and volume, formats,
change activity , and any special constraints that have been imposed . When applicable , Configuration Status
Accounting is performed in accordance with MIL -STD - 482A . This standard establishes the data elements ,
and their related data items, codes, use identifiers and data chains ( referred to as " related Features '') to
be used as the content of the Configuration Status Accounting Records. Substitutes, alternatives or variations
are not permitted ; however, additional data elements , data chains, and related features may be added as
required . Definitions of the above terms as used in MIL -STD - 482A follow :
Data Element: A grouping of informational units which has a unique meaning

and subcategories ( Data Items) of distinct units or values .
Data Item : A sub - unit of descriptive information or values classified under

a data element.
9-20
Data Code: A letter , number, character, symbol or any combination
thereof used to represent a Data Item .
Date Use Identifier: The name given to the use of a Data Element in a
data system .
Data Chain : A grouping of two or more data elements .
9-31 . APPENDICES
The standard data elements and related features are listed in Appendix I and Appendix II of MIL - STD
482A . Appendix IIof MIL - STD - 482A contains illustrative examples of status accounting records. A brief
discussion of these three appendices follows:
a.Appendix I is a summary listing of data elements and data use identifiers arranged in alphabetical
order and also configuration management numbers in numerical sequence .
b. Appendix II is a compilation of the data elements, data use identifiers , and related features
formatted in the current standard arrangement used for publication of individual standard data elements .
C. Appendix III contains a number of figures which illustrate the application of data elements to
preparation of status accounting records of the type commonly employed for management and project admini
stration . The samples provided are not exhaustive in nature since they do not contain all data elements ,
data chains , or data use identifiers. The content, format and degree of detail for a particular application
is to be determined in each case by the user. The numbers in the circles shown on the status accounting
samples are those shown with the individual data elements of Appendix II. These numbers are used for
reference purposes in the coordination and standardization process for MIL - STD - 482A and have no other
significance . Samples of Appendix II include :
Work Breakdown Structure Key
Configuration Identification
Engineering Change Justification
Modification Kit Number
Day of Year
These samples show how the standard data elements and related features can be used to express status
accounting information , either manually or machine prepared. No other significance should be given them .
9-32. RESPONSIVE STATUS ACCOUNTING RECORDS
To permit status accounting records to be responsive to the needs of managing organizations,

MIL - STD - 482A does not prescribe which of the data elements and related features shall be used in a given
situation . Furthermore , this standard does not prescribe the format or frequency of the records . Such
requirements should be specified on a case - by - case basis by the managing organization . If data elements ,
supplemental to those in this standard , are required by Government or contractor for configuration manage
ment, the supplemental data elements must be submitted to the custodian of MIL - STD - 482A for tentative
approval prior to their use .
9-33 . TYPES OF DELIVERABLES
Deliverables may be duplicate magnetic tapes, EAM tabulating cards, print - outs or manually prepared
reports, in the contractor's standard format, if approved by the procuring activity , or Government format
when so specified .
9-21
Microfilm is used in recording engineering documents and the interchange of engineering data among
Department of Defense activities . One or more of the following forms may be generated in accordance with
the instructions , ordering data , specific options and additional information cited in the contract or furnished
by the contracting activity :
16MM Roll Microfilm
35MM Roll Microfilm ( in accordance with specification MIL - M - 38761 and MIL - M - 9868 ) .
105MM Film ( in accordance with MIL - P - 9879 ). This microfilm may be mounted in
aperture cards and sometimes may be accompanied by a deck of tabulating cards
prepared in accordance with MIL - STD - 804 . Aperture cards are prepared in accordance
with the specifications of MIL - M - 38761 and additional instructions of Data Item
Description DI- E - 1112 .
9-34. CONFIGURATION AUDITS
The subject of Configuration Audits will not be treated in this chapter as it is covered in Chapter 10 .
9-22
SECTION 5 - Technical Data /Configuration Management System (TD / CMS)
9-35 . INTRODUCTION
The TD / CMS is a DARCOM -wide Automatic Data Processing (ADP ) program that automates
engineering records and TDP preparation . The TD /CMS consists of computer programs covering
configuration management records and an automatic microfilm storage and retrieval system (AMSR ). In
September of 1965 , HQ Army Materiel Command (AMC) directed Munitions Command (MUCOM ) (Frankford
Arsenal) to develop the TD / CMS. A common system was first established which was then adapted as necessary
to the unique environment of each of the five participating commands : TACOM , AVSCOM , ECOM , WECOM ,
and MUCOM (Frankford Arsenal).
a . Acceptance The TD / CMS computer programswere accepted for AMC by the contracting officer ,
with the concurrence of interested commands, in May 1968. The file creation effort to fully implement the
system within MUCOM was initiated in June 1968 for Frankford Arsenal , in June 1970 for Picatinny Arsenal ,
and in April 1971 for Edgewood Arsenal. TD / CMS is operational at all three MUCOM commodity centers
on second -generation computer equipment.
b . Conversion - The TD / CMS has now been designed to operate on third - generation computer
equipment (i.e. , IBM 360 series of computers ). The ARMCOM (formerly MUCOM ) version of TD / CMS was
converted to IBM 360-65 (COBOL F ) in 1970; updated and improved in 1971; and has now been converted to
ANSI (COBOL) for operation at the Northeast Computer Center (NECC ). Other participating arsenals are now
also operational at NECC .
9-36 . GOALS OF TD / CMS
The goals of TD / CMS are to :
( 1) Facilitate implementation of configuration management in accordance with DoD

joint regulation on CM (AR 70-37 ) by providing up - to -date configuration information ,
where-used information regarding parts and documents, and the status of the
approval and incorporation of engineering changes into documents and hardware.
(2 ) Provide outputs to control the production of technical data packages by automated

microfilm storage and retrieval equipment of the automated microfilm storage
and retrieval (AMSR ) system .
(3 ) Reduce procurement administrative lead time by improving the quality , accessibility ,

and control of technical data through the implementation of the automated technical
data bank and the subsequent facilitations of configuration management disciplines.
(4 ) Provide DARCOM -wide system compatibility through standardization of the data

elements and output listings used by configuration management in conjunction with
TD / CMS.
(5 ) Assure interface between the user commands (UCs) and DARCOM as well as
between the TD /CMS and other automated systems using technical data by
establishing and maintaining a standard TD / CMS throughout DARCOM .
(6 ) Assure accuracy of CMS data banks so that this bank can be used to provide a prime
source for technical data to other automated data systems through a variety of
techniques depending upon local equipment and software .
The CMS provides outputs to control the production of technical data packages by automated micro
film storage and retrieval equipment of the automated microfilm storage and retrieval (AMSR ) system .
The CMS data bank can be used to provide a prime source for technical data to other automated data systems
through a variety of techniques depending upon local equipment and software .
9-23
a . CCSS The new TD / CMS is incorporated with the Commodity Command Standard System (CCSS).
CCSS is the acronym for a nucleous of logistic systems previously titled ALPHA , i.e. , Provisioning ,
Cataloging, Supply and Financial Management, and Procurement and Production . The design , fielding and
maintenance of the CCSS is the responsibility of the Central Design Agency - Automated Logistics Manage
ment Systems Agency (ALMSA ).
b . CCSS Operating Instructions - ALMSA has published CCSS Operating Instructions (CCSSOI 18–70
100 ) to provide the information necessary to accomplish the functional mission prescribed by AR 70-37
Configuration Management, concerning the identification , control, and change / release status reporting of
technical documentation . This functional operating instruction (FOI) is in four volumes :
(1) Volume 1 - CCSSOI 18-70-100, TD / CMS Encoding Procedures. The objective of

this publication is to provide all users with the standardized functional guidance
and information required to implement and operate the configuration management
system (CMS) which is a mechanized segment of TD / CMS. Data extraction and
input encoding instructions (excluding change / release file ) are contained in Chapter 4
of this volume.
(2 ) Volume 2 - CCSSOI 18-70-100, TD / CMS, Output Reports and Report Requests . This
volume described the final output products of the CMS, and provides instructions for
preparation of output report requests .
(3 ) Volume 3 - CCSSOI 18-70-100 , TD / CMS Error Analysis . This volume contains error
message diagnosis and recommended corrective action .
(4 ) Volume 4 , CCSSOI 18-70-100 , TD / CMS Change /Release Procedures and Functions.

This volume contains instructions concerning the change / release file , such as the
input encoding instructions, description of final output products , and output requests.
9-37. SUMMARY DESCRIPTION OF TD / CMS
a . General - The Technical Data / Configuration Management System is a large -scale automated data
bank system . It was designed to provide the capability to rapidly and accurately store, correlate, manipulate ,
and retrieve elements of data related to : ( 1) commodity items (and related inspection equipment and packag
ing); and (2 ) drawings , specifications , and associated documents which define commodity items.
b. Personnel Involved - Three different groups of personnel are involved with TD / CMS:
(1 ) Users including engineers and technicians in Engineering Laboratories , Quality

Assurance, Procurement and Production , Supply and Maintenance .
(2 ) Data Control Personnel responsible for input / output processing of data and
reports and file maintenance .
(3 ) Automatic Data Processing (ADP ) Operating Personnel - responsible for

operating the computer support systems.
This discussion of TD / CMSwill emphasize the aspects of TD / CMS that are applicable to the user.
c . Interface of Personnel Involved - The interfaces between ( 1 ) the users who also generate the
engineering data , (2 ) the Data Control personnel and (3 ) the ADP Operating personnel are shown in the
summary flow diagram of Figure 9-9.
(1 ) Users . An important characteristic of the system is that the data - generating

personnel the users , such as product engineering or quality assurance engineering
personnel -- are not required to meet new disciplines for the purpose of operating
the TD / CMS. Technical documentation , prepared and managed in accordance with
established MIL Standards and Configuration Management regulations , is released
9-24
DOCUMENT
/GENERATING
DATA
USING
ACTIVITIES
LISTS
R
&EPORTS
ENGINEERING
DEVELOPMENT
LABS
QUALITY
ASSURANCE
PROCUREMENT
PRODUCTION
AND
SUPPLY
MAINTENANC
AND
ETC E INFO
REQUESTS
DOCUMENTS
LISTS
R
&EPORTS
9-25
DISK
FILES
DATA
CONTROL
TAPE
FILES
PROCESSING
ENCODED
DATA
TD
C
/ MS
Interface
with
Using
Activities
9.9
Figure
1
in the traditional manner . The documents are then stored in the established
manner , normally in 35mm aperture card format.
( 2) Data Control Personnel. Copies of the released documents are provided to TD / CMS
Data Control personnel who then extract the data elements relating hardware item
parts and documents , including engineering change documents . The data control
personnel encode the data elements on input sheets formatted to the file structure
of the TD / CMS files .
(3 ) ADP Personnel. ADP personnel receive the input sheets from Data Control in
batches . They keypunch the data elements onto punch cards for processing by
the computer in a nominal 24 -hour batch cycle . The file update maintenance runs
are normally made just prior to , and in conjuncation with , TD / CMS processing
runs so that the latest hardware configuration , the latest documents defining that
configuration , and the status of engineering changes and impending changes will be
available . In this manner , elements of data maintained at a single data control
point are entered but once , and are used to generate a variety of reports and lists
for a variety of users . The capability to operate at a central data control function ,
together with the speed and reliability provided by the computer , represent
an order -of -magnitude improvement over manual techniques in the mainten
ance of technical data in an environment of the size and viability such as that
at most arsenals .
9-38. COMPUTER SUPPORT SYSTEM
The Computer Support System is the mechanized segment of CMS. It now consists of seven
digitized data files on which technical and Configuration Management information is recorded and kept
current. The information on these files serves as a technical data base from which reports and listings
can be produced by use of automatic data processing techniques; i. e . , computer programming to select ,
merge , sort, format, and print the recorded data . ( See Figure 9-10)
9-39 . THE SEVEN DATA FILES ARE :
(1 ) Configuration file
(2 ) Detail file
(3 ) Change / release file
(4 ) Change /release history file
(5 ) System /model index file
(6 ) Note narrative file (optional use )
(7 ) Note file numbers (optional use )
9-40 . DESCRIPTION OF DATA FILES
Each of these files is briefly described below :
a, Configuration FileThe configuration file identifies the components and supporting documenta
tion of each hardware item , and relates each item to its next higher assembly and system applications.
b. Detail File The detail file identifies and defines systems , commodity classes , and hardware
items recorded in the configuration file , and the documents pertinent to the design , development, and pro
duction of hardware items. Data recorded in this file are used to provide detail information of components
and supporting documentation selected from the configuration files to appear in the TD / CMS output reports .
c . Change /Release File - The change / release file indicates affected document and system /model
change cost data , hardware , effectivity , and status of each initial release, change , and waiver pertinent to
the hardware and documents recorded in the configuration and detail files. Data from this file are also used
to generate update entries to the configuration and detail files.
9-26
CONFIGURATION FILE DETAIL FILE
PARTI DOC NO.
MAJOR ITEM PART NO.
NOMENCLATUREITITLE
SUBJECT ITEM PARTI
DWG NO . FEDERAL STOCK NO.
CODE I DENT NO .
SUBORDINATE PARTI
DOC NO . REVISION
DATE
RELEASE AUTHORITY
PROVIDES RELATIONSHIPS SECURITY CLASS
]).
OF PARTS I DOCUMENTS ETC
DATA 12:35
• SUPPLEMENTS WITH CETAIL
BASE
DATA ELEMENTS
CHANGE! RELEASE FILE
CHANGE OR RELEASE DOCUMENT NO.
CHANGE PROCESSING DATES
CHANGE CATEGORY AND PRIORITY
AFFECTED DOCUMENTS AND PARTS
EFFECTIVITY INFORMATION
OPROVIDES STATUS OF CHANGE
UPDATES CONFIGURATION AND DETAIL .

FILES WHEN CHANGE RELEASED
TD / CMS Data Base Files

( Partial Display )
Figure 9-10
9-27
d. Change /Release History File - The change / release history file contains the same information as
the active change / release file ; however, the data pertains to retired or completed change / release actions .
This file is used for special change / release status reports when historical information is requi red pertaining
to change / release actions .
e. System / Model Index File - The System / Model Index File cross - references the six -character ,
alphanumeric code to the system/model identifier , part number and title of end items . Also , this file may be
used for recording the identity of engineering projects , vehicle management programs, and commodity
classes. Information contained in the system / model index file is used primarily in the production of change /
release reports .
f . Note Narrative File (Optional Use) - The note narrative file contains the parts list ID number and
FSCM , note number and line number associated with each line of narrative .
g. Note Number File (Optional Use) - The note number file contains the parts list ID number and
FSCM , and associated note number.
9-41 . SOURCE DOCUMENTS
The term " Source Documents " refers to the documents from which the computer file data are
extracted . Typical TD / CMS source documents are :
a. Drawings
(1 ) Product
(2 ) Modification Kits
(3 ) Interface Control
(4 ) Rework
b. Associated Documents
(1 ) Supplementary quality assurance provisions ( SQAPs )

(2 ) Inspection equipment lists (IELS )
(3) Packaging data sheets (PDs )
(4 ) Engineering exception reports (EERs )
(5 ) Parts lists
(6) On vehicle equipment lists
(7 ) Modification kit lists
c. Specifications and Standards
(1 ) Products ( including system descriptions)

(2 ) Inspection
(3) Packaging
d. Change / Release Documents
(1 ) Engineering release records (ERRs )

(2 ) Engineering change proposals (ECPs )
(3 ) Requests for deviation (RFDs)
(4) Requests for waiver ( RFWs)
(5 ) Contract modifications
9-42 . OUTPUTS
Standard CMS output product listings total 54 in number and generally fall into four categories as
follows :
9-28
a . Configuration /detail file reports
b. System / model file lists
C. Change release file reports
d. File maintenance /utility lists
9-43. CONFIGURATION / DETAIL FILE REPORTS
a. There are 32 basic listings in tbis category :
Parts lists - 4 kinds
Modification kit list
Equipment list
Inspection equipment supply list
Generation breakdown list
Where used list - 4 kinds
Engineering data list - 7 kinds
Technical data package lists 12 kinds
Configuration file item by specified document type
These output listings are generated from data stored on the configuration file for an item specified on the
reported request.. Detail information pertaining to document records selected from the configuration file for
the report item is obtained from the detail file . If detail information cannot be located in the detail file , the
selected document is still printed on the output lists ; however , it is printed without a title date, revision ,
etc. Additionally , data are selected from the change/ release file and printed when applicable to a requested
generation breakdown list, engineering data list, or technical data package list . See Figure 9-11.
b . Technical Data Package List (TDPL ) The TDPL is a complete list of documents required to
produce , inspect, package, and ship an item of materiel. It is used primarily to assemble the drawings ,
lists , specifications, provisions and requirements constituting the technical data package. It may also be
used to obtain configuration status information for reviews and configuration audits . The TDPL consists of
four sections and a supplement :
Section I of TDPL , Product Drawings and Lists (see example Figure 9-12 )
Section II of TDPL , Packaging Drawings and Associated Documents
Section III of TDPL , Inspection Equipment and Lists
Section IV of TDPL , Specifications and Standards
Supplement of TDPL , List of Engineering Changes Outstanding .
The complete TDPL may be requested , or any of the four sections or supplement may be requested separately .
c . Associated Data List - The Data List is similar to the TDPL except that it does not report
individual sheet revision data nor outstanding engineering changes. All levels of assembly are included ;
9-29
STATUS O ASOCUTOD
CHANGES TO DATA LISTS
TDP
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9-30
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parts and documents are presented in alphanumerical sequence . The Data List meets the requirements of
DOD -STD - 100B .
d. Associated Parts List - The Parts List reports the component parts of an assembly , including
bulk material items. Only one assembly level is reported at a time (i. e. , the report shows ail supporting
parts for the requested assembly ). The drawing /part numbers are cross - referenced to the find numbers of
the drawing. The sequence is identical to that of the Product Drawings and Lists section of the TDPL. This
list meets the requirements of DOD - STD - 100B .
e . Generation Breakdown List - In this list, drawing and part numbers are presented in assembly
generation (hierarchical setback ) order by level of assembly . No associated documents or specifications are
presented . The Generation Breakdown List provides a convenient method of quickly determining relative
assembly levels.
f. System / Configuration Item Parts List - This list provides all drawings and part numbers for a
system or commodity in alphanumerical sequence . Associated documents are not included ; however, a cross
reference between drawing / part numbers and federal stock numbers is provided .
g. Where - Used List, Part - This list shows all next- higher assemblies and major item applications
for a specified part / drawing . The list may include inspection equipment, GFE , etc. , as well as product
parts . This list is useful in ECP preparation or evaluation since it provides an inventory of the next- higher
assembly drawings affected if a given drawing / part is revised . No associated documents or specifications
are shown .
h . Where - Used List, Specification - The Where - Used List, Specification relates a given specifica
tion or standard to the drawings for parts , assemblies , and items which it supports . This report is useful
in ECP preparation or evaluation since it provides an inventory of drawings affected if a given specification
is revised . The list shows drawing /part identifiers in alphanumerical sequence .
9-44 . SYSTEM / MODEL FILE LISTS
There are three lists in this category . Three basic reports are provided upon request:
index code sequence ,
model number sequence , and
part number sequence .
These outputs are produced from data recorded on the system / model index file. All system /model file lists
contain the same information ; however, the print sequence is different for each of the three lists . The CMS
user must specify in the request disposition form (DF) what print sequence is required . This information is
used by the data processing support group to set up the programs which select and format the data , and print
the final lists .
9-45 . CHANGE /RELEASE FILE REPORTS
There are three lists in this category . Three basic reports are provided upon request.
the register of supply contractor initiated ECP / RFD /RFW ,
the current contract ECP register, and
the change / release status report - outstanding changes.
Selection criteria are indicated on the encoded request which enable many reporting options.
9-32
These output products provide selective information about engineering change or release actions sub
mitted by contractors , and information concerning change / release action issued against a specified contract ( s )
or hardware item (s ).
Change /Release Status Reports - These reports reflect engineering change proposals and
deviation or waiver requests through completion of technical action . Technical action includes : (1 ) review
and approval, or rejection , of the Engineering Change Proposal, Request for Deviation or Request for
Waiver, (2 ) notification to DCASR and / or the Contractor of the approval or rejection action , (3 ) issuance of
contract change order and / or supplemental agreement and (4 ) release of revised engineering documents
affected by the change.
The reporting is segregated to reflect the status of: (1) contractor - initiated change proposals or requests
through the notification as to approval or rejection , (2 ) changes against current contracts through final
contract negotiations for the change, and (3) all approved changes through incorporation of the change and
release of the revised documents affected by the change . In addition to these reports , there are five utility
reports primarily used for data control functions.
9-46 . FILE MAINTENANCE UTILITY LISTS
This category of 16 output products includes :
various file update transaction registers ,
file update error messages and control totals ,
report record selection and write messages ,
complete file listings , and
other utility listings which support CMS file maintenance .
These outputs are automatically produced in conjunction with a special file maintenance function . For
example , transaction registers and error messages and control totals are printed for each CMS file update
process . These outputs normally are not distributed to organizations outside the functional group responsible
for file maintenance and report generation . The information on these outputs require an in - depth under
standing of the CMS and are particularly useful in error analysis .
9-47. REPORT REQUEST PROCEDURES
Requests for output products are communicated to the computer either by report request cards or by
program control cards. (See Figure 9-13)
Report Request Cards - Report request cards are used for :
configuration /where -used reports ,
detail file reports , and
change / release file reports .
The request cards (punched) indicate selection criteria that is encoded by the requestor on report request
forms for keypunching ; i. e . , criteria such as type of output, reporting options , report period, and other
reporting requirements is converted to a computer - readable format.
b. Program Control Cards - Program control cards are used for system /model index file lists and
utility listings . The program control cards are normally prepared (punched ) by ADP support personnel on
the basis of select criteria furnished by the requestor.
9-33
Vol . 2 , CCSSOI 18-70-100
Appendix A --Continued
Table A - 2 . Report request codes for configuration where - used

reports
Report
request code
A3 Parts list ( advance revision symbol ) .
A4 Parts list ( reprint ) .
B5 Modification kit list .
B7 Equipment list .
B8 Inspection equipment supply list .
Cl Generation breakdown list .
C4 Where -used list , part .
C5 Where- used list , parts , complete ( all parts ) .
C6 Where -used list , specification .
C7 Where - used list , specifications , complete ( all specs /stds ) .
El Engineering data list (EDL ) , complete .
E2 EDL ( product section only) .
E3 EDL ( inspection section only) .
E4 EDL ( specifications and standards section only) .
EC EDL ( list of outstanding engineering changes and VECP's only ) .
EE
EDL ( engineering exception documents section only ) .
EP EDL (packaging section only ) .
Ti Technical data package list ( TDPL ) , complete .
T2 TDPL ( product section only ) .
T3 TDPL ( inspection section only ) .
T4 TDPL ( specifications and standards section only ) .
T6 TDPL ( all sections , first level only , load - assembly - pack ) .

Figure 9-13
A-2
9-34
Vol . 2 , CCSSOI 18–70-100
Appendix A -- Continued
Table A - 2 -- Continued
Report
request code
T7 TDPL ( complete , first level inspection data ) .
T8 TDPL ( complete , document suppression ) .
79 TDPL ( complete , first level inspection data and document

suppression ) .
TC TDPL (list of value engineering royalties outstanding and

list of engineering changes outstanding ) .
TE TDPL ( engineering exception documents section only ) .
TP TDPL ( packaging section only ) .
RI Configuration item /specified type document list .
Figure 9-13 (cont)
9-35
9-48 . OUTPUT GENERATION PROCESS
The reports and lists shown in Figure 9-13 are provided to the user when he specifically requests
generation of such information . The Data Control function is responsible for coordinating such requests so
that all requests for computer - generated information can be appropriately batched . In this manner, the user
can receive up - to - date information of the specified type at the specific level ( item , assembly , part ) of his
need . The output generation process is shown in Figure 9-14.
9-49. RELATIONSHIP OF TD / CMS TO OTHER AUTOMATED SYSTEMS
a. Data Source System The primary characteristic of the TD / CMS , when considering its relation
to other automated systems using technical data , is its position as a data source system . The data entered
through the TD / CMS processes originates always from the primary function responsible for the control of
that information . The TD / CMS data bank should therefore be considered as the " fountainhead " of technical
data for all other automated systems using that information .
b. Advantage of TD / CMS - Previously , data used in other files has been encoded from the technical
documentation into each of the separate files, often resulting in out - of - date information . With the existence
of this TD / CMS data bank , the data required for each of these files may be extracted in much the same
manner as the output lists and reports , so that the files of these " down -stream " systems may be appropriate
ly updated through mechanical processes . Data is thus entered but once , and is used in many ways . With
current second - generation computer equipment, this process is most easily accomplished by generating a
magnetic tape ; for the anticipated third - generation equipment, access between files will be accomplished
through the system software .
9-50 . TD / CMS AND AMSR SYSTEM INTERFACE FOR TECHNICAL DATA PACKAGE PRODUCTION
a. Purpose - The purpose of the TD / CMS and Automatic Microfilm Storage and Retrieval system
( AMSR ) interface is to automatically retrieve and reproduce those documents ( aperture cards) stored within
the AMSR storage file (MOSLER ) which constitute a specific Technical Data Package (TDP) , as defined by
TD /CMS . ( See Figure 9-15) .
b. Step 1 - TDP Production Tape - When a TDP request is made , the TD / CMS Technical Data
Package Listing is processed through a TD / CMS- AMSR interface program . This program converts the
TD / CMS output into an acceptable AMSR input which is called the TDP PRODUCTION TAPE .
Only that data required by the AMSR TDP production program is stored on the
TDP production tape .
The TDPL listing provides visual verification of all TDP production commands
for documents to be included in the TDP bid set.
The TDP production tape provides the input data required to directly retrieve
those required documents stored in the AMSR file (MOSLER ).
c. Step 2 - TDP Command Cards The AMSR - TDP production tape is input to the AMSR - TDP pro
duction program . The AMSR production of TDPs is performed in a batch processing mode. That is , all
TDP requests made during a given time interval will be processed simultaneously and later separated .
When the AMSR - TDP production cycle is started , the AMSR - TDP Production
Program will read the TDP production tape , scan the AMSR file index for
storage file location of each document requested . The AMSR Index File cross
references all drawings and documents in the TD / CMS Detail File to their
respective locations in the MOSLER Microfilm Storage File (MSF ).
The TDP production program produces a TDP command card for each re
quired document from information contained in the AMSR Index File ,
9-36
OUTPUT GENERATION
USTA'S ROUEST
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Figure 9-14
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9-37
.
AMSR
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Technical Data Package
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PRODUCTION
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AMSR
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EXCEPTION / TDP TDP

WARNING COMMAND COMMAND
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COPY
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U
Figure 9-15
9-38
d. Step 3 - TDP Copy Cards
The TDP Command Cards are then input into the MOSLER MSF unit, via a
card reader, which directs the retrieval of the required documents from the
storage file for reproduction in copy card form .
The master set of TDP copy cards produced contain hollerith punched TDP
identification which enables separation of the copy cards by TDP and in
correct document order within the TDP to match the TDPL .
e . Step 4 - Exception /Warning Report - Exceptions or discrepancies between the TD /CMS and
AMSR files are listed on an exception /warning report. This report identifies aperture cards within the file
that require updating and also supports production processing of missing documents required in the TDP.
f. Step 5 Bid Sets - Finally , the master set of TDP copycards is used to produce the bid sets for
procurement,
9-51 . BENEFITS OF TD / CMS
Benefits derived from TD / CMS are in proportion to successful achievement of the previously listed
goals. Toward these ends , TD / CMS is beneficial in that it can document the functional, allocated , and
product baselines and break them down into successively smaller functions and then into discreet
configuration .
TD / CMS also provides a communicative business - like system where all participants R & D ,
engineering, personnel, technical publications, maintenance , and the whole range of logistic support in a
particular project, can talk to each other and be aware of what each is doing . TD /CMS has beneficial
utility in that it can record the work breakdown structure and perpetuate it into a complex weapon system
through its retirement from the DoD inventory and at all times TD / CMS has the capability to reflect
interfaces , interrelationships and disciplines used throughout the life cycle .
9-39
CHAPTER 10
HOW TC IMPROVE THE TDP
SECTION 1 Requirements for Reviews
SECTION 2 TDP Review Report
SECTION 3 Disciplined Design Reviews
SECTION 4 Audits
SECTION 5 Producibility Engineering and Planning
SECTION 6 PPE Concept
SECTION 7 Production Readiness Review
The documentation comprising the Technical Data Package is complex and often
voluminous . Throughout the development of the TDP, management must utilize various
reviews and audits to improve and assure the quality of the TDP . To ascertain that the
technical data received from the developer is adequate , management must direct the
performance of various appropriate reviews and audits by both the contractor and the
Government.
This chapter first describes the requirements for reviews in Section 1 .
In certain circumstances , the manager may want to require the contractor to

furnish a TDP Review Report as described in Section 2 .
To provide "design data feedback , " the manager should require Disciplined Design
Reviews as discussed in Section 3 .
Audits should be performed as required by Configuration Management as detailed in

Section 4.
The transition from the development of the TDP to production is often a long and
frustrating process. To make this transition progress as smooth as possible , the
manager should utilize the Producibility Engineering and Planning (PEP) program as
described in Section 5. Despite the success of the PEP effort, it may be advisable in
some cases to resort to the Pre - Production Evaluation ( PPE ) contract to prevent undue
delays and excessive costs in the use of an unproven TDP as described in Section 6 .
A new requirement which the manager must meet is the requirement to conduct a
Production Readiness Review (PRR ) as described in Section 7.
10-1
SECTION 1 - Requirements for Review
10-1 . GENERAL
As the TDP is acquired it is proofed through configuration audits per AR 70-37 , Configuration
Management for format , media, content , and adequacy prior to committment to full - scale procurement an
production . The TDP should be subjected to an engineering review for:
completeness,
conciseness ,
elimination of errors and omissions ,
legibility , and
clarity.
The TDP is also evaluated for:
depth and adequacy for procurement support,
conformance to the actual hardware design ,
elimination of discrepancies,
elimination of conflict between sections of the package ,
and may be subjected to production experience , when practicable , by using it to produce Producibility
Engineering and Planning ( PEP) models , pilot lots or limited quantities . Preproduction evaluation ( PPE )
contracts can be used to refine the TDP under production conditions when the situation calls for this approach .
10-2 . REVIEW POINTS
The TDP is reviewed at the following points in the life cycle :
Configuration Audits
During Producibility Engineering and Planning ( PEP)
Pre - Procurement Review
Contractor Pre -Manufacture
Production Readiness Review
Production and Operation
10-2
10-3 . CONFIGURATION AUDITS
A Functional Configuration Audit ( FCA ) is conducted toward the end of the Full - Scale Development
Phase on a late prototype of the item to verify that it meets the performance specifications.
Next , a Physical Configuration Audit ( PCA ) will be conducted prior to establishing the product con
figuration identification , to verify that the item and its technical documentation are compatible and suitable
for use in producing acceptable units of the configuration item .
10-4 . DURING PRODUCIBILITY ENGINEERING AND PLANNING ( PEP )
When producibility engineering measures for production provide for the fabrication of models or the
production of pilot lots, the TDP intended for use in quantity production is used in the manufacture of such
models or pilot lots . Production may be initiated with this TDP at a low rate and continued at this level
until completion of the producibility engineering. Any deficiencies discovered in the TDP as a result will
be reconciled , and the results from further development and operational tests considered and included in the
TDP . In addition , the TDP will be updated and changed to reflect any changes in the design production
processes , methods, or equipment resulting from this fabrication experience.
10-5 . PRE - PROCUREMENT REVIEW
Prior to use of a TDP for each production buy , the responsible activity should review the documents
comprising the TDP for currency, accuracy, clarity , and completeness, and insure that all outstanding
approved and released engineering changes have been incorporated into the TDP .
10-6 . CONTRACTOR PRE -MANUFACTURING ANALYSIS OF TDP
Provisions may be included in the contract to require the contractor to perform a detailed review
of specified elements of the TDP forming a part of the contract. Production contracts may also require
that first articles (pre - production , initial production ) be produced for testing and approval in accordance
with the TDP , using methods, processes , materials , and equipment, that will be used in regular production .
It will be the purpose of this review of the first article produced to determine, identify , and process the
necessary engineering change proposals to correct discrepancies, errors , or deficiencies in the TDP which
may preclude practical manufacture , assembly , inspection , or attainment of required performance.
10-7 . PRODUCTION READINESS REVIEWS
The Production Readiness Review ( PRR ) is the mechanism for a formal, documented , systematic
examination of a system to determine if the system design is ready for production . The PRR also examines
whether the Army and the Producer have performed adequate planning for the production phase including the
determination of the adequacy of the TDP .
10-8 . PRODUCTION AND OPERATION
All discrepancies uncovered from normal conditions of production and operational experience should
be reviewed in relation to the TDP . Required modifications are incorporated in TDPs as appropriate.
10-3
SECTION 2 - TDP Review Report
10-9 . APPLICABILITY
When Technical Data packages are furnished with an Invitation for Bid ( IFB) , Request for Quotation
(RFQ ), Work Order or Contract, a report can be required from the contractor /offeror / bidder, as described
in DI - E - 1127 TDP Review Report. This report provides information on deficiencies or improvements that
must be corrected prior to start of production or prior to release of data for other authorized use . This
report will also serve as the basis for monitoring the submission of engineering change proposals.
10-10 . REPORT DATA
This report includes , but is not necessarily limited to :
adequacy and accuracy of drawing dimensions, fits , and tolerances,
adequacy and accuracy of all mechanical and electrical circuitry ,
adequacy of test procedures to assure conformity with requirements,
overall completeness and adequacy of all documentation for manufacturing purposes ,
adequacy and accuracy of supplementary quality assurance provisions or QAPs.
10-11 . OTHER FEATURES
Other features of this report are :
a. The report lists only that documentation found to be in error and unsatisfactory for the produc
tion and test of the contract item . When errors are found in the documentation , the report lists the document
by number , provides a description of the error and gives the reason for change . Where extensive changes
are necessary to a drawing /document, a marked -up copy of the drawing / document is attached in lieu of a
long and detailed descriptior of the error or deficiency .
b. The report will include a statement to the effect that the contractor has ascertained that all
of the definition documentation , with the required changes, are adequate for production of the equipment /
item on contract.
c. Submission of this report does not waive the requirement for the submission of Engineering
Change Proposals (ECPs) . It does provide a means of checking the ECPs which are submitted against a
list of those expected from the contractor . The TDP Review Report is to be prepared in accordance with
the format shown in Figure 10-1 .
!
10-4
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10-1
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SECTION 3 - Disciplined Design Reviews
10-12 . INTRODUCTION
The critical need for " design data feedback " has prompted many large and fluid industrial organiza
tions to develop and utilize design reviews. These reviews are formal, organized and extensive evaluations
of a design by either an individual or a carefully selected team . The personnel selected for the review are
those who have not been responsible for the design, yet possess unique knowledge and experience to be able
to constructively criticize the design to provide greater assurance of success. This review should insure
continuance of successful practices of the past and present, and elimination of past mistakes, poor design
judgments , and poor maintenance practices. The design review process does neither absolve the design
engineer from his responsibility nor does it remove his authority for the final product. The design review
only makes recommendations, and the implementation of these recommendations is the sole responsibility
of the design engineer or manager who carries the responsibility for the integrity of his design .
10-13 . APPLICATION
Disciplined design reviews can be scheduled at four critical points during the design and development
program to maximize the opportunities for incorporating the total organization , experience , and know - how
into the design . These in -depth reviews should be conducted before the completion of :
Conceptual Design ,
Initial Prototype Release,
Qualification Design Release ,
Initial Production Release ,
to provide the greatest benefit toward achieving a sound TDP.
10-14 . RESPONSIBILITY
The reliability function of a military organization is charged with the responsibility of organizing and
conducting these reviews because :
a. The reviews are to carefully examine the reliability potential in terms of all possible failure
modes and the pertinent failure mechanisms.
b. It is the repository of all past failure statistics and related data .
C. The reliability group has the mission to provide techniques and data contributing to a reliable
design .
10-15 . PROCEDURE
The procedure for organizing and conducting a design review is divided into 12 essential elements :
(1) Issue concisely written policy statements to establish an enthusiastic and urgent
atmosphere for proper conduct of the review .
(2 ) Appoint a chairman who has a broad understanding of the design requirements , the design
process , and is aa good
go organizer , chairman , and moderator .
(
3
)
Set program timing .
10-6
(4) Select participants and organizations. A team structure is recommended for a major
item such as a jet engine , an aircraft, or a radar set.
(5) Schedule meeting.
(6) The chairman should provide each participant with an advance information package
covering design and test results at least 10 days prior to the design review meeting.
(7) The chairman should distribute the agenda with the advance package.
(8) The chairman should prepare the necessary data , form and check lists as appropriate .
(9) Organize 'kick - off meeting.
(10) Conduct meetings . The chairman should strive to maintain a constructive tone throughout
the meeting . He should state the objectives of the review and point out that it is being held
to assist the designer .
(11 ) As a follow -up on results, recommendations, controversies, the secretary and chairman
should issue minutes of the meeting as soon as possible to all participants and their
supervisors.
(12) The chairman should issue a final report of the complete design review as soon as all
action items are cleared .
10-16 . RESULTS
Disciplined design reviews have proven to be good investments . Industrial organizations have
reported the following benefits :
current designs were improved,
viewpoints of the designers were broadened to include those of the ones he faced in the
review ,
design phase was shortened ,
design changes were reduced , and
design costs were lowered .
To reap these impressive beneficial results , the Government is implementing a program for disciplined
design reviews at this time.
10-7
SECTION 4 - Configuration Audits
10-17 . INTRODUCTION
This section covers functional and physical configuration audits which are a fourth major aspect of
configuration management. These audits take place towards the end of the full scale development phase and
are prequisite to establishment of the product base line . The section also covers the Configuration Item
Verification Review ( CIVR ) which takes place in the production phase of the life cycle .
10-18 . APPLICABILITY
Compliance with specifications, drawings and other contract requirements should be verified by
means of configuration audits . The audit function of configuration management validates accomplishment
of the development requirements and achievements of a production configuration through the Configuration
Item technical documentation . Configuration Audits consist of a Functional Configuration Audit ( FCA ) and a
Physical Configuration Audit ( PCA ) . These vary as to the type of configuration item development. For a
configuration item developed at Government expense , the audits are in greater detail than on privately de
veloped Cis , and the FCA shall be a prerequisite to acceptance of the development effort.
10-19 . FUNCTIONAL CONFIGURATION AUDIT ( FCA )
The functional configuration audit is a means of validating that the development of a CI has been com
leted satisfactorily. It is a correlated prerequisite to the Physical Configuration Audit ( PCA ) . The FCA
will be conducted on CIs to assure that the CIs technical documentation accurately reflects the CI's functional
characteristics and that test / analysis data verify that the CI has achieved the performance specified in its
functional or allocated configuration identification . This audit is a means of validating that development of a
CI has been completed satisfactorily , that is to say , the item will perform as intended . The FCA is conducted
to assure that :
Test data for a CI verify that the item achieved the performance specified in its functional or
allocated configuration identification . This is primarily performed under the staff super
vision of the Director of Quality Assurance .
The contractor or in- house equivalent maintains internal technical documentation that de
scribes the physical configuration of each unit of the CI for which test data are verified . This
function is performed under the staff supervision of the Director of Research , Development
and Engineering .
Figure 10-2 illustrates the functional configuration audit showing the item being tested to verify that the
performance specification has been met. The FCA should normally be completed prior to accomplishing the
physical configuration audit ( PCA ) .
10-20 . GUIDANCE FOR CONDUCTING AN FCA
The FCA for a complex CI may be conducted on a progressive basis , when so specified by the Pro
curing Activity , throughout the CI's development and culminates at the completion of the qualification testing
of the item with a review of all discrepancies at the final FCA . Guidance for conducting the FCA on a proto
type , a first production article , and in integrated testing follows:
a . Prototype. The FCA shall be conducted on that configuration of the CI which is representative
(prototype or preproduction ) of the configuration to be released for production of the operational inventory
quantities.
b . First Production Article . When a prototype or preproduction article is not produced , the FCA
shall be conducted on a first production article .
10-8
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c . Integrated System Testing . Completion of the FCA cannot be accomplished for CIs where qualifi
cation can only be determined through integrated system testing until such testing has been completed .
Recommendations of CI acceptance or non - acceptance to the local contract management agency are based upon
and governed by procedures and requirements outlined in subsequent paragraphs.
10-21 . CONTRACTOR RESPONSIBILITY
At least 20 days prior to the FCA date ( for CIs to be audited ) , the contractor shall provide the follow
ing information to the Procuring Agency:
a . Contractor representation (the test manager should be in attendance ).
b . Identification of items to be audited :
(1 ) Nomenclature
( 2) Specification identification number.
( 3) Configuration item identifier .
( 4) Current listing of all outstanding requests for deviations against the Ci, either requested of,
or approved by the Procuring Agency .
( 5) Status of Test programs to Test configured items with automatic test equipment (when appli
cable ).
10-22 . FCA TEAM PROCEDURES AND REQUIREMENTS
The contractor's test procedures and results shall be reviewed for compliance with specification
requirements . The following testing information shall be available for the FCA team .
a. Test plans /procedures and available acceptance test plans / procedures for the CI .
b. A complete list of successfully accomplished functional tests during which preacceptance

data was recorded .
c. A complete list of successful functional tests if detailed test data are not recorded .
d. A complete list of functional tests required by the specification but not recorded .
10-23 . PREPRODUCTION AND PRODUCTION TESTING RESULTS
Testing shall verify that the data , procedures , and results are sufficient to insure configuration item
performance as set forth in the specification Section 3 and meet the quality assurance provisions contained in
the specification Section 4. The following items shall be complied with :
a. Simulations. For those performance parameters which cannot completely be verified during
testing, adequate analysis or simulations shall have been accomplished . The results of the analysis or
simulations will be sufficient ot insure configuration item performance as outlined in the specification .
b. Records. Test reports , procedures , and data used by the FCA team shall be made a matter
of record .
C. Contractor Internal Documentation . A list of the contractor's internal documentation (draw

ings) of the configuration item shall be reviewed to insure that the contractor has documented the physical
configuration of the configuration item for which the test data are verified .
10-10
d. Drawings for Provisional Parts . Drawings of CI parts which are to be provisioned should be
selectively sampled to assure that test data essential to manufacturing are included on , or furnished with ,
the drawings .
e . Quality Assurance Tests . Accomplishment of any quality assurance test provisions of the
CI specification to be witnessed by the Procuring Agency /program manager shall be established at the time
the agenda for FCA is established . All tests conducted shall be supported by adequate test data . The FCA
team shall determine any quality assurance tests to be reaccomplished .
f. Test Failures. CIs which fail to pass quality assurance test provisions are to be analyzed as
to the cause of failure to pass.Appropriate design corrections shall be made before a CI is subjected to a
requalification .
g. Checklist. A checklist shall be developed which identifies documentation and hardware and
computer programs to be available and tasks to be accomplished at the PCA for the configuration item .
10-24 . FCA TEAM AUTHORITY
The FCA shall have the authority to :
a . Recommend retests or additional tests .
b . Acknowledge accomplishment of partial completion of the FCA for those CIs whose qualifica
tion is contingent upon completion of integrated systems testing .
10-25 . COMPUTER PROGRAM CONFIGURATION ITEMS
For Computer Program Configuration Items (CPCIS), the following additional requirements shall be
necessary :
a. Briefing . The contractor shall provide the FCA team with a briefing for each CPCI being
FCA'd and delineate the CI/ Subsystem test results and findings for each CPCI. As a minimum , the dis
cussion shall include requirements of the development specification that he was not able to meet including a
proposed solution to each item , an account of the ECPs incorporated and tested as well as proposed , and a
general presentation of the entire CI development test effort delineating problem areas as well as accomplish
ments .
b . Subsystem Plans Audit. An audit of the CI / Subsystem quality test plans /procedures shall be
made and compared against the official test data . The results shall be checked for completeness, accuracy ,
etc. Deficiencies shall be documented and made a part of the FCA minutes. Completion dates for all dis
crepancies shall be clearly established and documented .
C. Subsystem Test Report Audit. An audit of the draft / final CI/Subsystem test report shall be
performed to validate that the report is accurate and completely describes the development tests .
d. ECP Review . All ECPs that have occurred during the program shall be reviewed to assure
that they have been technically incorporated and verified during the development test program .
e . Design Review Minutes Examination . Preliminary and Critical Design Review minutes shall
be examined to assure that all findings have been incorporated and completed .
f. Draft Product Specification Examination . A preliminary examination of the draft Product

Specification shall be made in order to provide guidance to the contractor for his PCA submittal.
Interface Requirements Review . The interface requirements and the testing of these require
ments shall be reviewed for computer program Cis.
10-11
h. Manuals Review . A review of the draft computer programmer's manuals , user's manuals
and positional handbooks , if applicable , shall be performed .
10-26 . POST AUDIT ACTIONS
The following post audit actions shall be accomplished .
a. Contractor Action . Within 5 workdays after completion of an FCA , the contractor shall
publish and distribute copies of FCA minutes as specified by the CDRL .
b. Procuring Agency Action . The procuring agency acceptance or rejection of the FCA must
be furnished the contractor in writing by the local management agency or other designated agency within
five days after completion of the FCA . Figure 10-3 is a sample of acknowledgement of a satisfactorily com
leted FCA .
C. Record . The accomplishment of the FCA shall be recorded on the applicable CI Record .
10-27 . FEATURES OF THE PCA
The Physical Configuration Audit ( PCA ) shall be the formal examination of the as - built version of a
configuration item against its technical documentation in order to establish the CI's product baseline.
Features of the PCA are :
After successful completion of the audit, all subsequent changes are processed by ECP
action .
The PCA also determines that the acceptance testing requirements prescribed by the docu
mentation is adequate for acceptance of production units of a CI by quality assurance activities .
The PCA includes a detailed audit of engineering drawings , specifications, technical data and
tests utilized in production of hardware CIs and a detailed audit of technical descriptions,
flow charts , listings , manual /handbooks for CPCIS .
The review shall include an audit of the planning and manufacturing paper against the release
engineering and quality control records to make sure the as - built configuration is the same
as the release engineering .
10-28 . GUIDANCE FOR CONDUCTING A PCA
Recommendations of CI acceptance or nonacceptance to the local contract management agency are

based upon and governed by procedures and requirements outlined in subsequent paragraphs which provide
guidance for conducting a PCA :
a. Selection of Article . The PCA shall be conducted on the first article of CIs identified and
selected jointly by the Procuring Agency and the contractor .
b. Computer Programs. A preliminary review should be made of all computer program hand
books /manuals (e.g. , computer programming manuals , user's manuals), to check format , completeness ,
and conformance with applicable data items on CDRL . Formal verification / acceptance of these handbooks /
manuals should be withheld until system testing to insure that the procedural contents are correct.
10-12
FUNCTIONAL CONFIGURATION AUDIT (FCA )
FOR
CI NO . ( 8 )
CONTRACT NO .
PRIME CONTRACTOR : EQUIPMENT MANUFACTURERS :
APPROVED BY APPROVED BY
CONTRACTOR PROCURING AGENCY
DATE DATE
3
SAMPLE CERTIFICATION ATTACHMENT
FIGURE NO . 10-3
10-13
10-29 . CONTRACTOR RESPONSIBILITY
---
The contractor is responsible for providing the following information :
a. Information for the Procuring Agency (See paragraph 10-30)
b . Ready reference information for PCA team (See paragraph 10-31 )
c. CI description for PCA team ( See paragraph 10-32 )
d. Information on test equipment (See paragraph 10-33)
10-30. INFORMATION FOR THE PROCURING AGENCY
At least 20 days before scheduled PCA date for items to be audited , the contractor shall provide the
following information to the Procuring Agency .
a. PCA date and location .
b . Agenda for the PCA .
C, Contractor representation (the test manager should be in attendance ).
d. Identification of items to be accepted by :
(1) Nomenclature ,
(2 ) Specification identification number ,
(3 ) Configuration item identifiers,
(4 ) Serial numbers,
(5 ) Drawing and part numbers ,
(6 ) Identification numbers ,
( 7) Code identification numbers ,
(8 ) CPCI component identification numbers.
e . A list delineating all outstanding requests for deviations against the Ci, either requested or
Procuring Agency approved .
10-31. READY REFERENCE INFORMATION FOR THE PCA TEAM
The PCA cannot be performed unless data pertinent to the CI being accepted is provided to the PCA
team at time of the audit. The contractor shall compile and make this information available for ready refer
ence. Required information shall include :
a . Approved CI product specification .
b . A list delineating both approved and outstanding changes against the CI.
c. Complete shortage list.
d. Acceptance test procedures and associated test data .
e. Engineering drawing index .

f
.
Operating, maintenance , and illustrated parts breakdown manuals ( if part of the CDRL
requirement).
g. List of approved material review board actions on waivers .
10-14
h. Proposed DD Form 250 , " Material Inspection and Receiving Report" .
i. Approved nomenclature and nameplates.
j. Manuscript copy of all CPCI handbooks /manuals ( if contractor requirement).
k. Computer program version description document.
1. Current set of listings and updated flow charts for each CPCI.
m. FCA minutes for each CI .
10-32 . CI DESCRIPTION FOR THE PCA TEAM
The contractor shall compile and make available to the PCA at time of audit all data describing the
item configuration . Item configuration data shall include:
a. Current approved issue of CI specification , to include approved specification change notices

and approved deviations.
b. Identification of all changes actually made during test .
c. Identification of all required changes not completed .
d. All drawings and documents assembled by the top drawing number as identified in the CI
product specification .
10-33 . INFORMATION ON TEST EQUIPMENT
All test equipment used during audit must :
a. Bear a valid calibration decal at time of test, or some other acceptable means of indicating
currency of calibration .
b. Be sealed and certified when applicable , or have current records of calibration available for
review by the PCA team .
10-34 . DRAWING REVIEW
a. Number of Drawings to be Reviewed . A representative number of drawings shall be reviewed

to determine their accuracy and insure that they adquately describe the equipment. Unless otherwise directed
by the Procuring Agency co - chairman , inspection of drawings may be accomplished on a sampling basis
and samples drawn from lots submitted in accordance with MIL- STD- 105 .
b. Record of Drawings Reviewed . The following minimum information shall be recorded for
each drawing reviewed :
(1) Drawing number,

( 2) Revision letter ,
( 3) Date of drawing approval,
Number of Sheets ,
E
( 5) Discrepancies / comments.
10-15
10-35 . INSPECTION OF DRAWING
As a minimum , the following inspections shall be accomplished for each drawing:

1
a. Examination of CI to ensure that current nomenclature descriptions, part numbers and
serial numbers agree with the drawings ;
b. Review of drawings to ascertain that all approved changes have been incorporated in the
configuration item ;
c. Physically check the number of pieces of material shown on the drawing with the number
actually in the equipment ; e.g. , if the drawing says there are four transistors of a certain type within the
end item , check this information ;
d. Record the number and date of each attached drawing change notice and note as a deficiency ;
e. Note if the drawing is marked up ;
f. Note if the drawing has been released into the engineering release system . If not, note as
deficiency ;
Check the drawings of a major assembly / black box of the CI for continuity from top drawing
down to piece-part drawing .
10-36 . PCA CF CPCI
As a minimum , the following actions shall be performed on each CPCI being PCA'd:
a. Review Part II specification for format and completeness .
b. Review FCA minutes for recorded discrepancies that required action .
c. Review computer program component ( CPC) description and flow charts .
d. Review CPC interface requirements .
e. Review data base characteristics, storage allocation charts and timing and sequencing
characteristics .
f. Review flow charts for proper entries , symbols , label tags .
g. Compare top - level CPCI flow charts with CPC flow charts .
h. Compare detailed CPC flow charts with coded program for accuracy and completeness.
i. Check positional handbooks , user's manuals , and computer programming manuals for format
completeness and conformance with applicable data items. Formal verification /acceptance of these
handbooks / manuals should be withheld untilsystem testing to insure that the procedural contents are correct .
j. Examine actual CI (card decks , tapes, etc. ) to insure conformance with Section 5 of the
Specification .
k. Cross - check a current listing of instructions with the listing in the Specification .
10-16
10-37 . ADDITIONAL REVIEWS
The PCA team will conduct the following reviews :
a. Transportability Requirements. Review and verification of contract requirements regarding

transportability configuration instructions, preservation , packaging and packing.
b. Baseline. Configuration. Review of all records of baseline configuration for the CI by direct
comparison with contractor's engineering release system and change control procedures to establish that the
configuration being produced does accurately reflect released engineering data . This includes interim re
leases of spares provisioned prior to PCA to ensure delivery of currently configured spares .
10-38 . CONTRACTOR'S ENGINEERING RELEASE AND CHANGE CONTROL SYSTEM
The PCA team shall conduct an audit of contractor's engineering release and change control system
to ascertain that they are adequate to properly control the processing and formal release of engineering
changes. The minimum needs and capabilities set forth below are required of the contractor's engineering
release records system . The contractor's formats, systems , and procedures are to be used . Information
in addition to the basic requirements is to be considered part of the contractor's internal system
10-39 . INFORMATION ON RELEASE RECORD
As a minimum , the following information shall be contained on one release record supplied by the
contractor , subcontractor , or vendor for each drawing number , if applicable:
*
a. Serial numbers , top drawing number , specification number ;
b. Drawing number , title , code number , number of sheets , date of release , change letter , date
of change letter release .
10-40 . CONTRACTOR RELEASE FUNCTION
The contractor's release function and documentation shall be capable of determining:
a. The composition of any part at any level in terms of subordinate part numbers ( disregard
standard parts );
b. The next highest assembly using the part number , except for assembly into standard parts ;
C. The composition of the configuration item or CI part number with respect to other CIs or
part numbers ;
d. The configuration item and associated serial number on which subordinate parts are used .
( This does not apply to contractors below prime level who are not producing configuration items);
e. The accountability of Class I and Class II changes which have been partially or completely
released against the configuration item ;
f. The configuration item and serial number effectivity of any change;
g. The standard specification number or standard part numbers used within any nonstandard
part number;
h. The contractor specification document and specification control numbers associated with any
subcontractor , vendor , or supplier part number .
10-17
10-41. CONTRACTOR ENGINEERING RELEASE SYSTEM
The engineering release system and associated documentation shall be capable of:
a. Identifying changes and retaining records of superseded configurations formally accepted by

the procuring activity ;
b . Identifying all Class I and Class II engineering changes released for production inco oration .
These changes shall be completely released and incorporated prior to formal acceptance of the configuration
item ;
C. Determining the configuration released for each configuration item at the time of formal
acceptance ;
d. Utilizing unique engineering change control numbers;
e. Having engineering data released or processed through a central authority to ensure coordi
nated action and preclude unilateral release of data .
10-42 . ROLE OF THE PROCURING AGENCY
The Procuring Agency will witness the PCA and reserves the prerogative to have its representatives
accomplish all or any portion of required audits, inspections, or tests . Any differences between the
configuration of the CI qualified and the CI being audited shall be a matter of record in the minutes of the
PCA . The Procuring Agency may:
. Require contractor support
Direct retest
Participate in test of subcontractor equipment
Review documentation that accompanies the CI
a. Contractor Support . Contractor support or assistance in the accomplishment of any

Procuring Agency acceptance testing for CIs is established at time agenda for PCA is established . Accept
ance tests shall demonstrate compliance with the CI product specification . All tests shall be supported by
applicable data requirements . The PCA team shall determine any acceptance tests to be reaccomplished ,
and reserves the prereogative to have representatives of the Procuring Agency accomplish all or any portion
of the required audits , inspections, or tests .
b . Retest. CIs which fail to pass acceptance test requirements are either repaired or retested
in the manner directed by the Procuring Agency co- chairman of the PCA team or his authorized representa
tive .
C. Subcontractor Equipment. When practical , the Procuring Agency participates in the inspec
tion and test of subcontractor - equipment end items at point of manufacture. The procedures and require
ments shall apply for subcontractor CIs to be shipped direct to the Government prime or associate contractors .
However , in the latter cases, box A of the DD Form 250 shall be properly completed to indicate inspection
has been completed only at origin (or source) .
d. Documentation which Accompanies the CI. The PCA team reviews the prepared pack - up
data (initial documentation which accompanies the CI) for correct types and quantities to ensure adequate
coverage at the time of shipment to the user .
10-18
10-43 . APPROVAL OF CIS
CIs which have demonstrated compliance with the product specification are approved for acceptance
as follows:
a. Certification. The Procuring Agency co- chairman requires the appropriate engineering
activities member and technical advisers to certify by signature that the CI has been built in accordance
with the drawings .
b . DD Form 250. A DD Form 250 shall be used for Inspection and Acceptance of all deliverable
configuration items. The DD 250 precisely defines the CI that has been audited. If the Procuring Agency
co - chairman determines that a successful PCA has been accomplished for the CI, he recommends that a
DD 250 be executed by the CAC in accordance with the Inspection and Acceptance and delivery terms of the
contract. The " Ship To" block on the DD Form 250 will reflect shipment to an authorized Government
property record account.
c. Non - Acceptable Cis . If the CI cannot be accepted because of shortages , deviations, and /or
waivers, or unaccomplished tests, the discrepancies shall be listed on the DD 250 (block 16 ) with a make -up
date for each discrepancy . The local Contract Administration Office (CAO ) executes the PQA (block 21
origin ) block only. The item (CI) is subsequently accepted when all corrections are accomplished or satis
factorily resolved by the Procuring Agency...
d . Accepted CIs . Accepted CIs shall be delivered in accordance with contract requirements .
All changes to the CI, once the PCA has been accomplished are implemented only as directed by engineering
change procedures specified in the ECP .
e. Sample Certification . A sample certification attachment is provided as guidance documenta

tion for recording CI certification . See Figure 10-4 .
10-44 . POST AUDIT ACTIONS
The following post audit actions shall be accomplished :
a. Procuring Agency Action . Procuring Agency acceptance or rejection of the CI and the CI
product specification presented for PCA must be furnished the contractor in writing by the local contract
management agency or other designated agency within five days after completion of PCA .
b. Contractor Action . Within five workdays after completion of a PCA , the contractor shall
publish and distribute copies of PCA minutes as specified by the CDRL .
c. Requirement for Post Audit Action . The Procuring Agency notifies the contractor and local
contract management agency of requirements for any post - audit action within 10 workdays after receipt of
PCA minutes from the contractor.
d. Product Baseline Effectivity . The Procuring Agency Chairman shall notify the contracting
officer that the product specification ( Type C ) defining the product baseline of the Configuration Item has
been authenticated and approved and that the item has successfully satisfied the physical configuration audit
requirements and shall direct contractual incorporation of the product specification for acceptance of sub
sequent deliveries of the CI.
e. Record . The accomplishment of the PCA shall be recorded on the CI Development Record .
10-19
1 PHYSICAL CONFIGURATION AUDIT ( PCA )
FOR
CI No. (s )
CONTRACT NO .
PRIME CONTRACTOR : EQUIPMENT MANUFACTURERS :
APPROVED BY (DESIGNEE ) APPROVED BY (DESIGNEE )

CONTRACTOR PROCURING AGENCY
DATE DATE
SAMPLE CERTIFICATION ATTACHMENT
FIGURE NO . 10-4
10-20
10-45. CONFIGURATION ITEM VERIFICATION REVIEW ( CIVR )
This type of audit is done for Army materiel prior to full - scale production in accordance to DARCOM
Supplement 1 to AR 70-37 . Other DOD agencies would perform a PCA . The configuration item verification
review validates that the CI being produced using the mass production processes conforms to the product
configuration identification as proposed by the production contractor . The CIVR is a technical inspection
which ensures that the hardware is representative of the technical data that defined the product baseline plus
any approved ECPs .
a. Initial Production . This technical audit is performed on one of the first production items
from a new production source . The CIVR ( PCA ) is accomplished on a completed CI or incremently as com
ponents are produced and introduced into the system from initial production . It will include, as appropriate ,
review of the integrated logistic support documentation .
b. New Contractor . A CIVR ( PCA ) is normally required on the first equipment CI to be

delivered by a new contractor even though a CIVR was previously accomplished1.00 on aalle article delivered
by a different contractor. The extent of the CIVR (PCA ) to be performed on a rebuy of a CI already in the
military inventory is at the discretion of the Procuring Agency . Formal approval by the Procuring Agency
of the CI Product specification , and the satisfactory completion of a PCA results in establishment of the
product baseline for the configuration item. foton .
10-21
SECTION 5 - Producibility Engineering and Planning (PEP)
(Revision to AR 70-1 , Para 4-4 . )
10-45 . DE FINITION
Producibility Engineering and Planning (PEP) applies to those R & D funded planning and systems
production engineering tasks undertaken by the materiel developer on major or non -major end items or
components to insure a smooth transition from development into production . PEP, a Systems Engineering
approach , assures that an item can be produced in the required quantities and in the specified timeframe,
efficiently and economically , and will meet necessary performance objectives within its design and specifi
cation constraints. As an essential part of all engineering design , it is intended to identify potential manu
facturing problems and suggests design and production changes or schedule trade- offs which would facilitate
the production process.
All PEP will be RDTE funded and separately identified. Any reprogramming of PEP funds after re
lease to the field will be formerly coordinated with the Office of Manufacturing Technology (DRCMT, DARCOM ) .
10-46 . PEP INITIATION
PEP must be initiated early in the advance development phase , and pursued vigorously throughout
the development cycle until a viable fabrication and assembly procedure has been established and verified .
PEP will be conducted so that the results of DT II/OT II can be incorporated into the PEP process.
10-47 . SCOPE OF PEP
PEP measures are software oriented (with exceptions cited in paragraph 10-48 and, in general, include,
but are not necessarily limited to , the following:
a . Examining the total Technical & Procurement Data packages for :
(1) All dimensions and associated tolerances , parallelism , perpendicularity , etc.
(2 ) Appropriateness of material selected , and availability .
( 3) Unique or peculiar processes and process specifications.
10-22
(4) Special handling.
( 5) Special tooling.
(6) Packaging and packing information .
(7) Quality control data and procedures.
(8) Adequacy of surface and protective finishes .

)
9
(
Inspection , test and evaluation requirements.
( 10) Maintenance engineering / integrated logistics support.
( 11 ) Requirements for in - line production test equipment and end item test equipment.
ut 3 TG :
( 12 ) Manufacturing assembly sequences.
• ( 190110
( 13 ) Suitability for second source identification .
( 14 ) Cost effectiveness analysis .
( 15) Calibration equipment and information .
( 16 ) Adequacy of mechanical and electrical connections.
b. Exploitation of foreign manufacturing technologies for enhanced producibility .
C. Performing risk analysis of new manufacturing processes.
d. Computer modeling or simulation of manufacturing processes to assess producibility.
e. Planning for plant layouts.
f. Applying value engineering principles and methodology throughout development.
Examining processes ( as created by the combination of equipment and operation ) to determine

hazards to man and the environment. Preparing Environmental Impact Assessments ( EIA ) and Environment
al Impact Statements ( EIS) as appropriate .
h. Determining the need for a Manufacturing Technology Development (MTD) or Manufacturing

Methods and Technology ( MMT) effort.
Example of Scope - For example, the procurement of engineering drawings and associated lists that
provide the necessary design , engineering, manufacturing , and quality support information to enable the pro
curement of a specific item is an RDTE funded PEP measure . This effort would include the details of unique
processes essential to design and manufacture , details of performance ratings , dimensional and tolerance
data , manufacturing assembly sequences , schematics , mechanical and electrical connections , physical charac
teristics , including form and finishes , inspection test and evaluation requirements , calibration information ,
and quality control data .
PEP interfaces with and is complemented by MTD and MMT programs. For further elaboration on
MMT , se AR 700-90.
10-23
10-48 . MANUFACTURING TECHNOLOGY DEVELOPMENT (MTD )
Occasionally a high - risk producibility area , non - generic in nature , is determined during PEP which
normal design trade - off ( e . g . , redesign to allow conventional tooling use ) cannot provide to achieve the
desired performance , reliability , maintainability , etc. Under these conditions, a requirement must be
established for fabrication of special purpose or unique tooling and / or processes and a Manufacturing Tech
nology Development (MTD) effort (RDT E funded ) should be initiated .
Areas of high - risk producibility , wherein laboratory feasibility has been demonstrated for a component
or item required for an equipment or system , but development or up- scaling cannot be qualified under an
MMT project , should be addressed under Manufacturing Technology Development (MTD ) . The fundamental
purpose of MTD is to provide timely response to manufacturing problem areas pinpointed during PEP and
to provide for achievement of design to cost goals in materials , components , and system development.
10-49 . MANUFACTURING METHODS AND TECHNOLOGY (MMT )
If a high - risk area manufacturing technique evolving from PEP , which is generic in nature ( e. g. ,
having application to two or more systems ) , is identified during the PEP effort a Manufacturing Methods
and Technology effort ( MMT - procurement funded) should be considered (AR 700-90) .
10-50. INITIAL PRODUCTION FACILITIES
To cover the hardware aspects of making the transition from a development to a production design ,
a program to design and build a set of Initial Production Facilities ( IPF) is engaged in . In this effort, hand
tooling is made, and a production line is set up . These facilities are normally so sized that they or addi
tional copies will support the rates of production planned for the Production and Deployment Phase . These
facilities may be prepared at the same time the PEP program is conducted . All concerned must recognize
that a decision not to produce will cause the loss of benefit from expenditures for PEP and IPF .
PEP and IPF should allow production of the new item to begin , such production to be at a low rate
to minimize the cost of retrofit problems and programs and provide an adequate number of hand tooled
copies ( they are built with the tools and process of the full production producer ) for final development and
operational testing before the decision to produce is made . The object of these steps is to reduce the cost
and speed the process of getting new systems into the hands of the users in such conditions and quantities
as to be significant to the strength of the forces .
10-51 . ESTABLISHMENT OF PILOT PRODUCTION LINE
While PEP is primarily a Systems Engineering approach , certain circumstances require the establish
ment of a pilot production line. Those circumstances are :
a. The statutory requirement that nuclear devices undergo DT /OT II using hard tooled produc
tion prototypes , or
b. DT /OT II quantities required are of such magnitude that it would result in excessive costs
to fabricate and / or variables of other processes adversely impact the repeatability and validity of test data .
10-52 . RELATIONSHIP TO PPE
A PEP Contract is intended to result in a Technical Data Package suitable for competitive procure
ment. However , its full suitability for the intended purpose varies with the item's complexity, the time and
money available for the project, and the extent to which the PEP package has been substantially " proven "
by manufacture, inspection and test of prototypes or pilot production in strict accordance with the TDP .
Past experience has shown that in addition to the PEP , a Preproduction Evaluation (PPE ) contract for
initial production may well be justified.
10-24
10-53 . RESPONSIBILITY FOR EVALUATIONS
The materiel developer is responsible for the producibility evaluations of assigned materiel . This
evaluation will culminate with the conduct of a formal Production Readiness Review prior to a production
decision , IPR or ASARC III .
10-54 . INTERFACE WITH PRODUCT IMPROVEMENT
PEP also interfaces with product improvement programs ( PI programs). For further elaboration
on Product Improvement ( PI ) see AR 70-15 .
Bunca។
91010 ,
O'ng - 1
10-25
SECTION 6 - PPE Concept
10-55. SCOPE
AMPC 715-6 ( Preproduction Evaluation ( PPE ) Contract) is intended primarily for initial procurement
of new Army materiel type classified Standard or Limited Production . It may also be applied to other than
initial production contracts . The primary purpose of these techniques is to prevent undue delays and exces
sive costs in the use of an unproven Technical Data Package. It is an approach of special importance for
those complex items which have not undergone a thorough PEP and extended Low Rate Initial Production
( LRIP) prior to contracting for full - scale production , and those situations involving changes in Contractors
between LRIP and Full Production . Note that limited production may be authorized at Milestone III in
unusual circumstances (AR 1000-1 )
a. Sharing of Responsibility . The PPE Contract makes it possible to share with industry the
responsibility for minor errors and omissions which often plague a new Technical Data Package. It tends to
relieve the Government of much of the excessive costs and delays associated with the introduction of numerous
minor engineering changes , particularly in competitively placed fixed -price supply contracts . The PPE con
cept requires Government - Industry cooperation in its most ideal form , with the main objective of delivering
quality materiel on time and at a fair and reasonable profit to the contractor.
b. Purpose of PPE . There has been growing doubt within the Department of Defense that a TDP
can be prepared for complex items and systems , by either Government laboratories or by development con
tractors , which will be sufficiently complete, accurate , and definitive to be truly suitable for competitive
initial procurement. In case after case , production costs have escalated to incredible proportions , and pro
duction has been delayed for months , and even years , as a result of engineering changes in the initial produc
tion contract . The PPE concept was , therefore , developed to increase the probability of successful initial
production in a competitive environment. It is consistent with DARCOM's dedication to the premise that
intelligently controlled competition and optimum breakout of system components among qualified suppliers is
in the best interest of the Army and the taxpayer .
10-56 . DEFINITION
A Preproduction Evaluation Contract is a firm fixed - price or fixed - price incentive production contract
in which the contractor is required to conduct a review of the detailed Technical Data Package and thereafter
certify its suitability for his use in complying with all end item performance requirements . The contractor's
certification takes the form of an agreement that he will meet the end item performance requirements after
compliance with the Government's detailed Technical Data Package and any revisions found necessary during
his review .
The distinctive feature of the PPE contract is that any engineering change which may be found
necessary in manufacture or assembly to enable the contractor to meet the requirements of the end item
specification must be accepted without additional cost to the Government and without delay in delivery , i.e. ,
without recourse to the changes article of the contract.
An example of a PPE Clause in current use is shown in Appendix 10- A . This is the former US Army
Tank Automotive Command's (USATACOM's ) PPE clause which is the most direct and least complicated
10-26
adaptation of the basic PPE concept. PPE Clauses used by other commands are variations of the clause to
meet their own peculiar needs.
10-57 . COMPATIBILITY CHANGE
DOD - STD - 480A limits the definition of a " Code C Compatibility "' change to those discovered after as
sembly , during end item or system tests , but this restriction was compensated for by the establishment of a
" Code A " change which , by definition is also within the scope of work and therefore not subject to the equitable
adjustment provisions of the changes article . Until the advent of the PPE contract, it was not considered
feasible to adapt the " compatibility" change concept ( Code C or Code A , DOD - STD - 480A ) to competitive pro
curement of materiel developed within , at that time , the AMC Laboratories , or to competitive first produc
tion of materiel developed on contract . The preproduction evaluation contract now provides the means for
placing " compatibility" changes within the scope of work of a competitively placed production contract, thus
excluding the item from the provisions of the Changes article of the contract. Throughout AMCP 715-6 , both
the "Compatibility " change, Code C , and the " Record Only " change, Code A , as defined in DOD - STD - 480A , are
referenced to by the generic term " compatibility change . " . The term " Compatibility , " in its broadest sense ,
most effectively describes the type of change peculiar to a PPE contract. For simplicity in administration of
PPE contracts , Code A and Code C " Contractor responsibility "' changes may also be categorized as
" Category II " changes as opposed to Government directed " Category I" changes . RS
100
10-58 . BASIC PREREQUISITES FOR PPE
Three basic prerequisites must be met in order to consider placement of a Preproduction Evaluation
Contract:
a. A detailed design Technical Data Package must be available in full conformance with Level 3 ,
Spec . DOD-D- 1000B .
b. The item to be procured should be a major item , a system of at least moderate complexity.
The simpler items on which relatively few engineering changes may be expected would not normally require
or justify the more sophisticated PPE contracting approach.
C. The end item detail specification must be complete and accurate with respect to all essential
functional requirements .
The contractor can be held responsible for end item performance only to the extent that the required
performance is specified in the end item specification .
10-59 . USE OF PPE
The use of the PPE approach can be considered in :
Initial production contracts .
Concurrent contracts placing two or more PPE contracts simultaneously for the same
end item .
Contracts for previously produced older items whose TDP does not meet modern standards
of interchangeable tolerancing. These contracts otherwise , are too susceptible to " buy -in "
bids .
10-27
10-60 . METHOD OF ACCOMPLISHMENT
The basic PPE concept requires the contractor, immediately after award , to perform a detailed review
of all technical data furnished under contract. The purpose of the review is to identify any discrepancy ,
error or deficiency in the design or technical data which may preclude practical manufacture or assembly , or
which may preclude the attainment of required performance as set forth in the item specification .
a . PPE Review . This review is required to be performed prior to , or in conjunction with , his
process planning, tool design , development of inspection plans and procedures, design of inspection equip
ment, and throughout the production and inspection phase of the contract . The PPE can be accomplished by :
drawing analysis ,
evaluation of preproduction madel fabrication ,
a preproduction " proof" run , or by

is
costly correction of errors during production .
Good practice is for the Government to insist on rigid adherence to the schedule for analysis and
preproduction models to identify problems at an early date and to prevent relaxation of effort by the
contractor .
b . Contractor Submission of ECP . When the contractor has determined that a " compatibility "
change is necessary , he submits an Engineering Change Proposal describing the change and the reason for
its essentiality . The contract provides that these changes , when approved by the Government, will be
implemented without additional cost or delay in delivery . If the contractor has determined that a change does
not adversely affect interchangeability , performance , reliability , maintainability , operability , or safety , he
may proceed on the assumption that the ECP will be approved . If an improper ECP is submitted , the Govern
ment reserves the right to reject within usually 15 calendar days after receipt of the request .
10-61. TDP AFTER PPE
It is paradoxical that the PPE contract which is supposed to result in an essentially error -free TDP ,
does not serve this purpose as well as a straight supply contract . On a straight supply contract, every
discrepancy found by the contractor will generate an engineering change which can serve as a basis for an
increase in contract price and reformation of schedules. In a PPE contract , the contractor may or may not
feel compelled to disclose discrepancies by submission of an ECP. Other reasons for failure to disclose
all defects in a TDP can be traced to :
normal tendencies to avoid tolerance extremes by good production control

practices ,
reluctance of bench -assemblyman to bring occasional assembly problems

to attention of the foreman , and
plain " good luck " in the purchase of electronic components having only
small variations from nominal use of selective assembly techniques by
electronic technicians without the knowledge of the contractor's
production engineers.
10-28
a. Objectives of PPE - It should be remembered that the primary purpose of the PPE contract is to
prevent undue delays and excessive costs in the use of an unproven Technical Data Package which could
jeopardize the entire production program . The other objective of the PPE contract is a reasonably error
free TDP. If this second objective is to be realized , the Government's engineering liaison with the
contractor must be considerably more intensive than under a normal supply contract. The project engineer
should , insofar as practical, spend time on the production floor with the inspectors to determine that the
technical data are representative, in terms of tolerance specificity , of the product as actually being produced.
The translation of the contractor's ECPs into the engineering drawings must be carefully checked, and the
revised drawings should be put into use for manufacturing and inspection purposes as soon as possible .
b. Selection of Follow - on Production Contractor - The availability of a TDP which has been
refined by a PPE Contract should not be permitted to lessen the vigilance of the procuring agency in the
selection of a subsequent production contractor. Affirmative proof of the bidder to successfully produce
the end item is an important factor in the selection of the follow -on production contractor.
10-62 . ADVANTAGES GOLJOutxi
The advantages of a PPE Contract are that it can increase the probability of successful production
in three ways :
(1) PPE will encourage participation of the most qualified and most dependable suppliers by
requiring bidders to be sufficiently knowledgeable and experienced in production of the type
of materiel to be procured to risk a guarantee of end item assembly and function at the
time of acceptance .
( 2) PPE will tend to discourage unethical " buying in " on a production contract by reducing
the possibility of getting well through the negotiation of changes.
(3) PPE will significantly expedite contractual implementation of the numerous routine
engineering changes which are inevitable in use of a Technical Data Package not yet
proven adequate for quantity production , thus, greatly reducing the cost of implementing
engineering changes.
These advantages are achieved because the PPE Contract attracts more qualified bidders as it is
essentially a " performance" contract designed to discourage those who have nothing more to offer than a
machine shop , semi - skilled assemblers , and the lowest price . The PPE Contract significantly reduces
the possibility that a contractor who has grossly underestimated his costs can get well through the
negotiation of Engineering Changes. The PPE Contract also greatly reduces the number of changes subject
to equitable adjustment of the contract. This permits concentration of the Government's efforts on those
few changes which must be negotiated with the result that there is a much lower probability that the con
tractor is able to use the changes articles as a means of unjustifiably recovering costs not validly attri
butable to engineering changes. The greatest single virtue of the PPE Contract is the speed with which
compatibility changes can be introduced . There is no delay while awaiting funding and no lengthy negotiation
of cost and delivery .
10-29
NOTE : It is recognized that the US Army Tank Automotive Command has been reorganized into the USA
Tank Automotive Research and Development Command (TARADCOM ) and USA Tank Automotive Materiel
Readiness Command ( TARCOM ) so the following data is presented for illustrative purposes only .
APPENDLX 10 - A
US ARMY TANK -AUTOMOTIVE COMMAND
ADAPTATION OF PREPRODUCTION EVALUATION CLAUSE
The PPE clause used by USATACOM differs from the basic clause shown in Appendix F of AMCP 715-6
primarily in its specific deletion of contractor design responsibility . The advantages of this deletion in the
case of the two -step multi -year procurement of the M561 Cargo Truck are discussed on pages B - 8 and E - 3
of AMCP 715-6 .
[! ) .
Since all PPE clauses in current use were developed largely through informal communication among
AMC commands , with only a preliminary rough draft of this pamphlet for guidance, the method of identifying
" compatibility " changes and "Government-directed" changes has varied among commands. In its PPE
clause , USATACOM chose to avoid a new ECP designator , and uses the terms " PPE change " and "Government
directed " change, which appears to be a practical choice , lacking only the advantages of AMC -wide standardi
zation of the terms " Category I compatibility " and " Category II Government- directed. " Although the
USATACOM PPE clause includes provisions for automatic approval of ECPs if not rejected within 15 days ,
it omits criteria under which the ECP will be approved or rejected by the Government. The advantages of
specifying criteria under which an ECP will be approved or rejected are discussed on page C - 1 of AMCP
715-6 .
As in the case of most adaptations of the PPE concept to date , USATACOM chose to include no special
provisions for the submission of desirable, but nonessential changes. The merits of providing for the
segregated coding of functionally nonessential changes are discussed on page B -6 of AMCP 715-6 .
A notable feature of the USATACOM clause is its provisions for preproduction evaluation by the
contractor of any Government- directed changes issued under the Changes article ; and payment therefore
under its equitable adjustment provisions. ( The basic clause in AMCP 715-6 , by the omission of reference
to the possibility of error in a Government- directed change , implies a warranty by the Government of the
accuracy of its directed changes. The choice is a matter of judgment of the procuring agency . )
The following clause is essentially the one which is currently being used in a number of USATACOM
contracts .
1,
10-30
SPECIAL PROVISIONS FOR PRE PRODUCTION EVALUATION :
1. INTRODUCTION . The technical data for the (Contract End Item ), incorporated herein , has been pre
pared and checked in accordance with accepted engineering practices . On the basis of previous experience,
it appears reasonable to assume that such data may contain deficiencies which would make it impossible ,
from an actual or practical standpoint, to produce, fabricate , or assemble the contract items in the quanti
ties specified in exact accordance with the required delivery schedule and all of such technical data . This
preproduction evaluation clause is intended to ( i) particularly identify the problem of possible technical data
deficiencies: (ii) provide for the contractor's responsibility to review the technical data package to identify
and correct such deficiencies to permit quantity production ; (iii) require reporting of such deficiencies and
corrections to the Government; and ( iv ) to provide that the identification of such deficiencies and the neces
sary correction thereof shall not be cause under this contract for any price increase or revision in the
delivery schedule except as is hereinafter provided with respect to Government - issued changes . By way of
example only , such deficiencies would include errors and omissions in drawings, tolerance stack - ups
beyond the overall specified tolerance limitations for an item , dimensions resulting in no -fit conditions,
requirements for material which is not readily available or suitable for production , conflicts between
separate requirements of the technical data , and processing requirements not suitable for production.
This clause is not intended to place upon the contractor any design responsibility under this contract except
as provided herein .
2. SCOPE . During the term of this contract , the contractor shall perform a detailed evaluation of all
technical data for the contract items supplied by the Government as a part of the bid package prior to the
opening of Step Two bids and as a part of any change issued pursuant to the " Changes" article after contract
award . Such evaluation shall include , but not be limited to , analysis , identification , and recommended
correction of any deficiencies in such data which the contractor considers necessary to assure that:
a. The contract items, including all components , assemblies , and parts thereof, can be produced,
fabricated , and assembled in complete accordance with the requirements of this contract and such technical
data , corrected as required by this clause, without resort to any deviations, waivers, or changes therefrom .
b. Quality assurance provisions are compatible with all other technical data .
C. Engineering parts lists are compatible with all other technical data .
d. Parts and materials required for vehicle manufacture can be procured utilizing the applicable
technical data of this contract.
3. CONTRACTOR'S OBLIGATIONS
a. The provisions of this special provision shall apply to all technical data supplied as a part of any
change issued pursuant to the " Changes" article of this contract.
b. Provided, however, that the contractor shall be entitled to an equitable adjustment in accordance
with the provisions of the " Changes " article and which equitable adjustment shall include an amount for the
PPE effort , as defined in paragraph 2 , this appendix , attributable to such Government - issued change.
C. Distinction between a PPE change and a Government- issued change pursuant to the " Changes"
article; for the purpose of this special provision , the incorporation of any approved PPE change, correcting
technical data supplied as a part of any change issued pursuant to the " Changes" article, shall not constitute
a change entitling the contractor to an equitable adjustment.
d. . Technical data concerning GFE is excluded from the contractor's responsibility.
4. SUBMISSIONS REQUIREMENTS. Deficiencies disclosed in evaluation shall be prepared and submitted

by the contractor to the PCO. Recommendations by the contractor for change shall be submitted via a format,
subject to Government approval and generally in accordance with instructions in MIL - STD - 481, immediately
10-31
upon disclosure of the need for the change . The change shall be clearly and explicitly stated, with particular
emphasis on need for change, in order to permit expeditious evaluation by the Government. The necessity
for the change will be firmly established . The request will be accompanied by marked prints of drawings ,
sketches , calculations or other data sufficient to serve as a basis for revision of the technical data by the
Government, and as the basis for contract performance , including production , fabrication , and assembly of
the contract items. Upon approval, the request and inclosures will serve as a basis for Government Liisisi
acceptance inspection .
5. APPROVAL REQUIREMENTS -- REJECTIONS .
a. The Government reserves the right to reject any PPE change by providing written notice to the
contractor within 15 workdays after receipt by the contracting officer's designated engineering representative.
b. Approval of a PPE change may either be:
(1 ) By written notice in a letter , teletype , or other form of reply designated therein

as an engineering order within 15 workdays after receipt; or,
(2) Assumed by the contractor 15 workdays after receipt of the PPE change by the
contracting officer's designated engineering representative, whichever may occur first.
C. Upon Government approval of a PPE change, as aforesaid, the contractor's obligations as relates
to such PPE proposal shall be discharged to the extent that the deficiency is corrected . If the incorporation
of such approved PPE change does not correct the deficiency , the contractor shall yet remain responsible
for resubmitting and accepting any further change to the technical data without increase in contract price or
'extension in delivery schedule and incorporate such PPE change into any contract items not yet accepted by
the Government.
6. GOVERNMENT RIGHTS . The Government reserves the right to convey information to the contractor for
his use in PPE of changes. Any such information so conveyed shall not entitle the contractor to any price or
delivery schedule adjustment or damages pursuant to any clause of this contract or otherwise .
7. DISTRIBUTION OF CONTRACTOR'S REQUEST. The contractor shall submit five copies of each
request, completed as applicable , with distribution as follows:
a. Two copies to the procuring contracting officer.
b. One copy information to ACO.
c. Two copies to the Commanding General, US Army Tank - Automotive Command , Attn : AMSTA - RE ,
Warren , Michigan 48090 (contracting officer's designated engineering representative . )
8. PPE DISPUTES. Failure of the parties to agree upon any determination of the necessity for, or the
designation of, a change to be made under this provision shall be a dispute concerning a question of fact
within the meaning of the " Disputes" clause of this contract.
9. RIGHTS AND REMEDIES . The rights and remedies of the Government provided in this provision are
in addition to and do not limit any rights afforded to the Government by any other clause of this contract .
10. PRODUCTION METHODS AND PROCESSES . Changes to the technical data package shall not be sub
mitted under this clause which are recommended solely to permit performance in accordance with a con
tractor's or subcontractor's production methods or processes .
11. RIGHTS IN TECHNICAL DATA . Any and all data submitted by the contractor as required in paragraph 4
this appendix , for which the contractor is obligated pursuant to paragraph 3 , this appendix , shall be provided
the Government with unlimited rights in accordance with the Rights in Technical Data clause of this contract .
10-32
SECTION 7 - Production Readiness Reviews
10-63 . INTRODUCTION : 1 :
This section introduces the subject of PRRs and defines terms associated with the PRR . The scope
of the PRR , PRR teams, procedures for conducting the IPRRs and PRRs, review milestones , and Production
Readiness Assessment Reports are discussed . The Government manager who has prime responsibility for the
development of the materiel system will conduct the PRR using PRR teams. Prime contractors for the
Full- Scale Engineering Development (FSED ) of the system will be required to provide appropriate assistance
for the PRR .
10-64 . DEFINITIONS
To clarify the meaning of terms used in the section , the following definitions are presented :
a . Producibility . The relative ease of producing an item or system .. Producibility is governed

by the characteristics and features of a design which enable economical fabricationIT , assembly,
: inspection,
and testing using available or anticipated production technology .
b . Production Readiness . The state or conditon of the preparedness of a system to proceed into
production . A system is ready for production when a production commitment can be made based on the
completeness and producibility of the production design , and the progress of mangerial and physical prepara
tions necessary for initiating and sustaining a viable production effort . The production commitment must be
made without incurring unacceptable risks ofbreaching thresholds of schedule, technical performance, cost ,
and / or other established criteria .
C. Initial Production Readiness Review . A preliminary review of the program to :
(1) Evaluate the state of readiness of the design for production .

(2 ) Detect potential production or logistic support problems.
(3) Determine the overall progress of producibility engineering and planning .
The IPRR is the vehicle to introduce the contractors and supporting Government agencies as to what will be
required during the formal PRR .
d. Production Readiness Review . A formal, documented , systematic examination of a program

to determine :
(1 ) If production engineering problems have been resolved .

(2 ) If the system design is ready for production .
(3) If quality assurance and acceptance test procedures are adequate .
(4 ) If the Army and producer have performed adequate planning for the production phase.
e . Production Readiness Review Plan . A formal document which delineates the scope , depth ,
criteria , methodology , schedule , and manpower requirements for the conduct of the PRR .
f. Program Manager. The designation PM in this section indicates the program /project /product
manager in the conventional sense . However, for cases where the program /project / product manager concept
is not applicable , the designation of PM implies the manager who has prime responsibility for the develop
ment of an Army materiel system .
10-33
10-65 . OBJECTIVES
The Department of Defense (DOD ) requires that its production decisions , including decisions for
limited production sometimes made during FSED , be supported by an independent OSD assessment of produc
tion readiness including evaluation of the findings of a formal PRR in accordance with DODD 5000.34 , Defense
Production Management . This assessment is undertaken to identify and quantify production risks associated i
with system transition from FSED to production . The primary objective for the assessment is verification
that the production design , planning, and associated preparations for a system have progressed to the point
where a production commitment can be made without incurring unacceptable risks of breaching thresholds of
cost , schedule , technical performance , and/or other established criteria .
To provide OSD with data to assess production readiness , Army components will plan and conduct :
PRRs. In essence , the PRR is the mechanism for a formal documented , systematic examination of a system
to confirm ;
a. The stability and producibility of the system design .
b. The reasonableness of achieving an anticipated production schedule .
c. That adequate producibility engineering and planning have been performed in preparation
for efficient and economical production .
d. That the supporting manufacturing base is adequate .
e. That desired progress has been made toward meeting technical performance goals and
reliability and maintainability requirements .
f. That the Quality Assurance and Integrated Logistic Support programs are adequate .
g. That acquisition plans for production equipment packages are adequate.
h. That effective production controls exist for cost , schedule , quality , and technical performance.
10-66 . REVIEWS TO ASSESS PRODUCTION READINESS
Depending upon the structure of the materiel system to be produced , production readiness is assessed
in four ways , namely:
a. An independent OSD assessment of production readiness . ( See paragraph 10-67 )
b. Production Readiness Review. (See paragraph 10-68)
c. Initial Production Readiness Review (See paragraph 10-69)
d. Follow - up Reviews . (See paragraph 10-70)
The scope of each of these reviews /assessments is discussed in the subparagraphs that follow .
10-67 . INDEPENDENT OFFICE OF SECRETARY OF DEFENSE ASSESSMENT
An independent OSD assessment of production readiness is required for all major Army materiel
systems which are subject to the DSARC review of Milestone Number III (production decision) . The OSD
review and assessment normally will be superimposed on and executed concurrently with the Army's inter
nally conducted PRR . DOD Production Engineering Service Office ( PESO) is the DOD agent responsible for
conducting independent production readiness assessments of DOD major materiel systems prior to DSARC
III review .
10-34
10-68 . PRODUCTION READINESS REVIEW
The PRR applies to :
a. All major Army materiel systems , i.e. , those materiel programs involving anticipated cost
of $ 75 million in Research , Development, Test and Evalustion (RDTE ) or $ 300 million in procurement
appropriations. The decision recording document for these major programs will be a Decision Coordinating
Paper (DCP) or an Army Program Memorandum ( APM ) . For major systems , a PRR is required for ASARC
III/DSARC III and/or other special production decision ASARCS / DSARCs.
b. All nonmajor Army materiel systems , i.e. , those matériel programs directed by the Deputy
Chief of Staff for Research , Development, and Acquisition (DCSRDA) and which have an Acquisition Plan as
the decision recording document. For nonmajor systems, a PRR is required for the Development Acceptance
In- Process Review IPR ( DEVA IPR ) and / or other special production decision IPRs .
The PRR does not apply to:
a. ..dir
Military Adaptation of Commercial Items (MACI) programs .
b. Commercial systems acquisition / production .
c. Low value items which are low unit cost, low risk development items for which total RDTE
expenditures will not exceed $1 million and procurement costs will not exceed $2 million for any one fiscal
year or $10 million for a five-year program period .
The scope and depth of the PRR should be in consonance with the structure of the system . For example,
the PRR for a nonmajor system must be planned and conducted bearing in mind the availability of resources for
the system , the importance of the system to the Army , and the producibility risks involved with the design .
When conducting a PRR for a nonmajor system , the procedures and criteria sections in Appendix A of the
Army Regulation on PRR should be used as general guidance only .
10-69 . INITIAL PRODUCTION READINESS REVIEW
IPRRs are required for all major Army materiel systems as defined in par. 10-68 ( a ). The number
of IPRRs to be conducted will be at the discretion of the PM . IPRRs are not required for nonmajor Army
materiel systems .
10-70. FOLLOW -UP REVIEW
A follow - up review may be required to assure that ASARC /DSARC recommendations and OSD directive
have been acted upon .
10-71 . PRODUCTION READINESS REVIEW TEAM
Planning for the PRR includes identification of a chairperson of the PRR team ; definition of the organ
izational structure and personnel requirements; and establishment of the scope, depth , criteria , methodology,
and review schedule . These elements are discussed in the subparagraphs that follow .
10-72 . CHAIR PERSON
The organizational structure of the PRR team will provide for a senior Army officer , or civilian
equivalent selected by the PM , to serve as the chairperson and focal point. The chairperson will determine
the team membership , organize and manage the team efforts , and supervise the preparation of the findings.
10-73 . TEAM MEMBERS
The PRR team will consist of individuals having industrial and production training and experience , and
10-35
will include representatives of all areas affecting the development /production decision e.g. , producibility ,
engineering development, integrated logistic support, program management, maintenance management , and
quality assurance. Review personnel should have the training and experience which qualifies them to analyze
program accomplishments and plans in sufficient depth to make objective judgments of production readiness
and attendant risks .
The services of personnel of cognizant Government contract administration organizations should be used
to the extent practical.
Part - time use of specialists to augment team membership should be arranged in those instances
where the team requires specific expertise such as in quality assurance , logistics , and contracts. In fact ,
team members - and particularly chairpersons - should be selected from offices doing work related to that of
the item whose production readiness is being assessed . Only a limited number should be from the cognizant
PM office .
10-74 . PRCCEDURES
The PMs are responsible for having IPRRS , PRRs and follow -up reviews planned , programmed , bud
geted , and conducted in compliance with the Army Regulation on PRRs. The following is a guide containing
the principal elements of the preparations for the conduct of an IPRR or PRR :
.
a
Tailor the PRR to accommodate different categories of systems or specific situations:
(1) The developing contractor is preparing a technical data package ( TDP) for competitive
procurement. Since the production contract will be awarded subsequent to the produc
tion decision , it will be possible only to evaluate the production design but it will not
be possible to evaluate production preparations for the yet unknown producer prior to
an IPR /ASARC /DSARC.
(2 ) The developing contractor will also conduct the inital production . In this case it will
be possible to evaluate both the production design and the production preparation .
b . Take preliminary steps well in advance of the review to assure timely availability of the
information to be evaluated .
c. Contractually require the developer / producer and suppliers of Government - Furnished Items
to make availa ble prescribed information pertinent to the review .
d. Make maximum use of information obtainable from contract data items, Government audit ,
and contract administration actions .
e . Properly safeguard proprietary and competition sensitive contractor data in accordance with
Defense Acquisition Regulation (DAR) 1-329.1(b ) .
f. Prepare and implement the necessary contractual and support agreement provisions for con
tractor and Government agency support to the conduct of the IPRR and PRR .
g. Make provisions for IPRR and PRR attendance or participation by the OMT,HQ DARCOM ,
representatives.
h. For major Army materiel systems, make provisions for PRR attendance by OSD represen
tatives from the DCD PESO .
i. Select a chairperson for the PRR Team .
j. Define the organizational structure of the PRR Team and personnel requirements.
10-36
k. Establish the scope , depth , criteria, methodology , and review schedule consistent with the
contractual requirements .
1. For major Army materiel systems , prepare and submit a PRR plan to the Commander , DAR
COM , Attn : DRCMT .
m. Conduct the IPRR and PRR during the FSED to encompass the developer /producer and the
major subsystem suppliers.
n. Examine the developer's design from the standpoint of completeness and producibility using
the production readiness criteria.
0. Examine the producer's production preparations using the production readiness criteria .
p. Obtain a statement of technical performance , reliability , and maintainability from the develop
ment test (DT) independent evaluator for assessment of potential production impact .
q. Identify those areas which do not meet the expected level of conformance.
r. Develop a schedule for resolving and reexamining nonconforming areas .
S. Prepare a Production Readiness Assessment Report and make distribution in accordance with
the procedures established in AR 15-14 and DARCOM - R 70-5 .
t. Include a PRR assessment statement in the DCP , APM , or Acquisition Plan , whichever docu
ment is applicable for the system .
u. For major Army materiel systems , provide OSD and DOD PESO design and production data
requested by them through OMT. These data may be required by DOD PESO to facilitate their independent
assessment of production readiness.
Conduct follow - up reviews as required to assure that ASARC /DSARC recommendations and
OSD directives have been acted upon .
10-75. REVIEW MILESTONES
The exact schedule for conducting PRRs will depend upon the complexity of the materiel system and is
left to the discretion of the PM . For guidance in developing a schedule , the following review milestones are
identified , and suggested time phasings for their accomplishments are given ;
MILESTONE TIME FRAME
PRR plan for major systems submitted to HQ One month prior to commencement of the formal
DARCOM PRR
IPRR complete 12 months prior to the first production decision

A SARC
Additional IPRRs complete No later than 6 weeks prior to formal PRR
PRR complete 2 months prior to ASARC III / IPR
Preliminary PRR report to ASARC 6 weeks prior to ASARC
Follow -up Review complete 6 months subsequent to DSARC III
10-37
10-76 , PRODUCTION READINESS ASSESSMENT REPORT
Upon completion of the PRR , a complete formal Production Readiness Assessment Report will be made
available by the PM or his /her designee to IPR , ASARC , or DSARC members or their designees in accord
ance with AR 15-14 , System Acquisition Review Council Procedures , and DARCOM - R 70-5 , Materiel Acquisi
tion Decision Process Reviews . The Production Readiness Assessment Report will consist of:
a. Objective conclusions based on the findings of the review and other investigations.
b. Identification of potential problem areas which constitute production , cost , quality , logistic ,
or schedule risks .
C. Expression of each risk in terms of its relative magnitude or potential consequences .
d. Summary statement concerning the production readiness of the system .
e. Reports control number .

.
f
On the cover of all interim reports , the following disclaimer statement will be conspicuously
placed :
" The views , opinions, and / or findings contained in this report are those of the
author( s) and should not be construed as an official Department of the Army
1 position , policy , or decision unless so designated by other official documenta
tion . "
10-77 . BRIEF ASSESSMENT OF PRODUCTION READINESS
A brief assessment of production readiness , which can be supported by the findings and analyses of
the PRR , will be included by the PM or his /her designee in the applicable decision recording document
i.e. , DCP , APM , or Acquisition Plan. The PRR assessment will be entered into these documents in accord
ance with the schedule and procedures specified in AR 15-14 and DARCOM-R 70-5 .
The PRR assessment will address:
a. System readiness for production
b. A concise discussion of applicable issues and alternatives
C. Recommendations
10-38
CHAPTER 11
TRANSMISSION OF THE TDP
SECTION 1 The Government's Role in the Contract
SECTION 2 The Contractor's Role in the Contract
SECTION 3 Responsible Prospective Contractors
SECTION 4 Devices Used to Improve Communications
SECTION 5 Improving the Transmission of the TDP
The previous ten chapters of this course book have concentrated on the requirements, procedures ,
and management functions necessary to prepare a TDP that will be adequate for competitive procurement.
This last chapter covers various methods used to improve the transmission of this adequate TDP to com
petitive contractors .
In the first section of this chapter , the Government's role in the execution of a procurement contract
is discussed. As a contract is an agreement between the buyer (Government) and the seller ( contractor ),
Section 2 of necessity discusses the contractor's role in the contract.
Because a key element in the successful accomplishment of a contract is the selection of responsible
competent contractors , Section 3 describes the policies and standards that should be used to insure their
selection .
Even though responsible contractors are selected , there is difficulty in transferring technology via
the TDP , so Section 4 describes some devices used to improve this communication .
Section 5 concludes the course book by suggesting various methods that will improve the transmission
of the TDP to the competitive marketplace as this function significantly influences the success of competitive
procurement using the TDP.
11-1
SECTION 1 The Government's Role in the Contract
11-1 . CAUSES OF CONFRONTATIONS
The procurement package should be carefully reviewed for adequacy , accuracy and completeness
prior to release . Even after this is done , confrontations between the Government and the contractor will
arise depending on the contractor's ability and motivation to perform and the Government's ability and
motivation to:
control and process engineering changes,
administer the contract,
furnish Government property ,
inspect and accept the item , and
handle precluding circumstances .
The above items under the Government's role will be discussed next . The contractor's ability to
perform is discussed in Section 2 .
11-2 . PROCESSING ENGINEERING CHANGES
Engineering change activity after award of a contract to manufacture is usually to :
correct minor defects in data ,
assess compatibility of producibility changes,
correct design discrepancies,
improve the item ,
assess waivers , deviations or technical action requests , or
reduce costs .
a. Frequency of Changes - The major portion of engineering change activity in first competitive
buys is to correct minor but nevertheless significant errors . Next in frequency are the assessment of
changes to facilitate manufacture and assembly by correcting impossible or impracticable conditions. Some,
but fewer , Engineering Change Proposals (ECPs) are necessary to correct design deficiencies or improve
the product. Deviations , waivers, and various technical action requests are submitted for processing, to
handle some unusual situations. Finally , changes are made which reduce the acquisition or operating costs
of the product.
These actions are a form of confrontation which can and does have consequences of varying
significance and which frequently result in a modification to the contract. Some contractors demand price
and delivery schedule adjustments through the changes article of the contract for each error , ambiguity, or
incompatibility encountered in the TDP .
b. Timeliness of Change Control Function - The timeliness and suitability of the change control
function is crucial. It directly influences the severity of the consequences. Just as long as the ECPs , Request
for Waivers, etc. are justified , there is seldom a discretionary choice other than to issue approval. Of
course , there is always a choice of whether to improve the item , but errors in the TDP and design defects
must be corrected. The manner in which they are corrected--and priced -- is perhaps equally as significant
11-2
1
as the existence of the defects in the first place . If approval is delayed or conflict occurs , it consumes the
contractor's preproduction lead time, delays vendor orders, and compounds costs and other scheduled
matters .
It should be noted that the contractors usually " follow - up " such requests, both to expedite
approvals and to create a foundation of proof to justify subsequent claims or negotiating positions.
c. Difficulties Caused by Approval of Blocks of ECPs - ECPs are often approved in urgency , even
though unpriced. They are lumped together and issued as a modification for subsequent price and time
negotiation . Unless limits or ceilings are placed on price (and even the time factor) the PCO loses control
of the contract parameters. In addition , the visibility of the impact of each ECP can become obscured .
The whole issue of assessing the cost and schedule impact of waivers, deviations, and ECPs is naturally a
very " gray" area. Under such conditions, the PCO is at a distinct disadvantage as he attempts to reconcile
matters , regain control, and equitably adjust the contract price and schedule . The condition is compounded
when several such blocks of unpriced ECPs were approved into the contract prior to " settling up" on
previous blocks . The overall time, cost and performance parameters of the contract will temporarily be in
a state of confusion . Sometimes restructuring can be accomplished only when most of the contract work has
already been completed .
11-3 . ADMINISTERING THE CONTRACT
Confrontation occurs because contract administration is not timely and suitable in the following
areas :
approval actions,
conduct of conferences,
correction / replacement actions,
response to routine requests ,
resolution of conflicts , and
providing technical assistance .
a. Misinterpretation of Understandings - During post award conferences and meetings between the
contractor and the contracting officer's technical representative , extra - contractual specification of terms
and conditions may be made and subsequent misinterpretation of verbal understandings will arise . In other
cases confrontations have risen , not because the TDP was inadequate , but over the fact that no response was
received to routine requests for clarification , minor technical assistance, correction and replacement
actions, and for miscellaneous approval or reject decisions. As consequences accumulate , contractors
eventually resist having to bear the burden of indecision . Sometimes a contractor will exaggerate the extent
of the consequences and occasionally he will even stop work .
b . Non - Response - " Non -response " is a deliberate technique used by some PCOs when faced with a
post award technical requirements dilemma , a decision that can be postponed, or an outright disagreement;
the PCO will make no decision at all and wait to see what happens under the existing terms of the contract.
In one such confrontation the contractor held that he was forced to accelerate the schedule by reason that the
PCO would not approve or reject his " justifiable " demand for a time extension . Accordingly, he completed
the first delivery on time and simultaneously submitted a claim for acceleration costs .
11-4 . FURNISHING GOVERNMENT PROPERTY
Unless Government Furnished Property (GFP ) is provided in a timely and suitable manner , confronta
tions will result in :
11-8
special tooling and equipment,
inspection / acceptance equipment,
GFM or GFE for use in an item , and
models that are not part of the PP .
a. Example of UnsuitableGFP- An example , of unsuitable GFP, is one contract in which three

types of Acceptance Inspection Equipment (AIE ) were involved : gages to be made by the contractor, gages
to be purchased from the developing contractor , and gages to be furnished by the Government. In view of
past difficulties in constructing the item , it was determined to be essential to conduct a 100% check of all
gages to all drawings and correct discrepancies whether such discrepancies were in the gages or the draw
ings.
The only discrepancies discovered were in those gages furnished by the Government. Correction
of the discrepancies did affect the time parameter of the contract.
b. Availability of GFP - More commonly, confrontations occur over timeliness such as PCO
failures to coordinate availability of the GFP . Thus, he is unable to deliver the GFP at the time promised .
Since other schedules are interdependent with GFP dates, untimely or unsuitable property directly created
consequences that almost forces a modification to the contract. An important aspect of these confrontations
was that the true impact of untimely or unsuitable GFP is difficult to assess . It therefore appears to serve
as a " catch - all " justification for extending a contract schedule when apparently the need for additional time
is related to other factors . Since the PCO was to blame in part, he tends to absorb the whole of any related
consequences .
C. Use of Reference Models - The use of reference models is a controversial way to specify tech
nical requirements. Yet it is a necessary technique in some procurements and especially in some commod
ity lines . Accordingly , models are frequently furnished as " visual aids only " and are deliberately excluded
from the PP per se. Yet it is implied that the " model" is often the most tangible and meaningful description
to the contractor. If the model is inoperable or is " obsolete " in some aspect or contains different vendor
parts or if the model was not manufactured to the subject TDP , etc. it is a source of dissention and con
frontation . In theory such dissention should not occur; but it has occurred in several contracts . The root
of the problem seems to be that, initially , a complete understanding was not reached as to the purpose and
conditions under which the model was furnished .
11-5. PERFORMING INSPECTION AND ACCEPTANCE
Inspection and acceptance should be performed in a timely and suitable manner , to avoid confronta
tions with
The Prime Contractor over :
preproduction /production article submission , review , approval,
rate production , and
trial production ;
The Sub Contractor (first tier subs, specialty orders, commercial orders) about:
source of inspection ,
authority for inspection ,
11-4
• conflicts between inspectors , and
marginal performance of sub called out by Government.
a. First Article Inspection - Very few " first competitive buys" of complex MDE evolve through the
points of first article inspection without some type of confrontation . This review involves first articles that
are either preproduction or initial production articles , using methods, processes, materials and equipment
that are to be used in regular production . This sequential point in the production cycle has three steps:
the submission of the first articles,
the review to determine their acceptability , and
the approval to proceed toward production .
Any of these three steps are sources of confrontation . If the contractor does not make timely
submission , the PCO confronts him . If the first article does not pass inspection , a confrontation occurs .
If the Government delays approval, it may impact upon other schedules , and the contractor confronts the
PCO . Characteristically , in one contract where Quality Evaluation Samples (QES) were required , a delay in
approval occurred and the contractor produced and shipped the item in accordance with his contract, only
to find that the QESs were eventually rejected.
b. PCO Alternative Approaches - The first article inspection is a complicated point in time, and
an exchange of viewpoint occurs . If misunderstandings have persisted , this is where they come to light and
must be resolved . It is imperative that the terms of the contract be clarified by this point in time . If the
contractual preproduction leadtime was , in fact, unrealistic , an adjustment may be in order . If extenuating
circumstances have confounded the difficulties in meeting first article schedules , an assessment of such
circumstances may be proper . The PCO often has two alternative approaches:
(1) cooperate with the contractor to help him construct an acceptable first article , or
(2) adamantly abide by the literal terms of the contract.
It may be a matter of attitude, one attitude being that the position of the Government is pre
carious , i.e. , it may not have provided a wholly " adequate " TDP to permit construction . Therefore , it is
ethically bound to bend and flex within reason , if the contractor is " trying hard" and showing satisfactory
progress . The alternate attitude might be that the contractor promised to construct an acceptable first
article and his inability to do so constitutes " failure" under the terms of the contract.
c. Motivation of Parties - Both of the above approaches have been taken in the past. Both approaches
resulted in consequences that eventually required a modification to the contract. Probably the most un
pleasant confrontations occur when the parties (with one attitude or another) do not squarely face the issues
nor strive to resolve the conflicts. Instead , they may separate into two camps and begin to parry for legal
position . In such an event , the PCO is at a distinct disadvantage if it can be demonstrated that the TDP is
defective in some way , or that the Government in some manner failed to perform as promised. In other
words, the overall motivation of the parties can be reversed at the point of first article inspection .
d. First Scheduled Delivery Date - A similar line of rationale applies to the first scheduled delivery
date for the first quantity of production items. Confrontations occur over problems relating to source of
inspection and authority for inspection . The latter actually contributed indirectly to the termination of one
contract. The prime was unable to construct a critical part of the item and was forced to return to the
developer - contractor under a subcontract. In doing so , however , he did not understand , or otherwise failed
to transfer authority for inspection --and the developer - contractor made no mention of it. The issue was
brought to light only after extended delay, and the contractor apparently had " given up " on the hope of
making a profit or that the developer - contractor would deliver . Accordingly , the contractor had stopped
progress on the whole of the contract to minimize his loss . A termination resulted .
11-5
e. Disagreement of Sub and Prime QARS - When a subcontractor Quality Assurance Representative
(QAR ) , either resident or itinerant, and the prime contractor QAR disagree over the acceptability of a part,
the Government may be caught in the middle with the consequences . Such dilemma was observed where a
vendor called out by the Government could not or would not perform for the prime. The question becomes :
Who pays for the consequences ?
11-6 . PRECLUDING CIRCUMSTANCES
Timely and suitable action should be taken by the Government when the following precluding circum
stances arise :
increased quantity or scope of work ,
accelerated schedule ,
strikes,
fires , and
death of the owner .
Many confrontations occur when miscellaneous environmental factors somehow inhibit and preclude
effective transmission of procurement technical requirements . When such circumstances preclude steady
state performance of a contract, it normally has little to do with the adequacy of the TDP or the effectiveness
of its use . Such circumstances may be planned and desirable such as modifications to exercise options , multi
year increments and to increase or decrease line item elements of the overall scope of work . Such circum
stances are often unplanned and somewhat undesirable . For example , it is necessary occasionally , to
accelerate time schedules. Excusable delays and Acts of God do occur, and both parties must react to such
precluding circumstances ; which usually require a modification to the contract.
11-6
SECTION 2 - The Contractor's Role in the Contract
11-7 . CONTRACTOR INABILITY
For successful competitive procurement of MDE , a contractor should be selected by a careful and
deliberate determination of his willingness and ability to provide the MDE . Then , after award of the contract,
the contractor should be able and motivated to perform well. However , for various reasons many contrac
tors later become unable or unwilling to perform , notwithstanding the initial determination of responsibility ,
As a result certain consequences follow and these have to be absorbed or allocated to one or the other of the
contractual parties by modifying or terminating the contract in whole or in part. The contractor's inability
to perform may be divided into the following areas:
management of the affairs of his contract,
technical competence ,
performance at the rate and schedule specified ,
control of the performance of his subcontractors , and
perform at the promised price .
11-8 . MANAGEMENT INABILITY
A contractor's ability to manage the general affairs of his contract is a fundamental requirement.
If he can not manage his affairs, it may result in a confrontation , which may have a distinct impact on the
effectiveness' of the transmission of procurement technical requirements.
a. Poor Planning and Scheduling - Some contractors show unsatisfactory progress due to poor
planning and scheduling . This results in a confrontation that places both parties on the defensive -- once it
becomes clear that the contractor needs extra leeway as a consequence of his poor planning and that the
PCO is not amenable to absorbing the burdens.
b. Bankruptcy - A contractor may become bankrupt during contract performance and the sheriff
may padlock his doors. In an actual case , one contractor tried right up to the final click of the padlock to
perform for the PCO. He was 85% complete in his performance point, but he was short of working capital
and his personnel left him one by one .
c. Capital Equipment Problems - The contractor may have capital equipment and tooling problems.
He may attempt to gain access to the equipment and tooling used by the developer - contractor or his sub
contractors. But many times such equipment is not available without a prolonged leadtime, or at unrealistic
capital investments , or at an impracticable price payable to the developer - contractor. It is imperative that
such issues be resolved one way or another before award , for when this type of confrontation occurs after
award , it may motivate the contractor to fabricate other kinds of justification for extending the schedule to
provide time to work his way out of the dilemma . If it is possible for the contractor to attack the adequacy
of the data package , then taking such action may be perceived as the "least loss " approach .
11-9 . TECHNICAL INABILITY
Many contractors do not have the " know -how . " " Know - how '' is conceived very differently in the
literature and depends upon the viewpoint.
a. Information Disclosure - As previously discussed, many types of information are not contained
in a data package. They are deliberately excluded by the theory of a full design disclosure package intended
for use in reprocuring identical items. There is no intent to provide full production disclosure but only that
which is essential.
11-7
b. Special Expertise - Contracts have been awarded , in part, on the basis the contractor's having in
their employ , key personnel who have the required special expertise . The PCO may make the erroneous
assumption that this expertise is available to the contractor . When it is not, extensive delinquencies and
other dire consequences result in a restructuring of the contract.
To overcome technical inability , the contractor needs :
(1) Understanding of General Complexity :
(a) Technical Assistance ,

(b) Multiple Deviations and Waivers ,
(c) Reject and Rework .
(2) Understanding of Peculiar Aspects :
(a) Part / Component,

(b ) Process / Material,
(c) Testing.
(3 ) Engineering Capability :
(a ) To cope with design problems,

(b ) To cope with production problems.
( 4) Improved TDP Review and Production Engineering ,
( 5) Visual Aids, Models , Drawings, etc. ,
(6) Special Tooling and Test Equipment, and
(7) Special Expertise, Key People , Supervisory Talent.
11-10 . RATE INABILITY
In many cases , the contractor simply will not be able to meet the rate of production specified or a
given schedule date . In these instances , there may be no allegations that the data package is inadequate ,
defective , or that the Government is to blame in any way . These cases will stem from a miscalculation or
a misjudgment on the part of both the contractor and the PCO. It may be debated that the rates or schedules
were unrealistic in the first place , but that issue is academic after the contract has been consummated . The
issue after -the - fact is whether or not to modify the contract and how to apportion the consequences.
a. Example of Misjudgment - For example , in one confrontation , prior to extending the time schedule
and reducing the specified rate , apparently the PCO considered the alternatives to be very limited -- either
terminate in part, require the contractor to subcontract with the developer contractor (or another source)
for the residual rate , or cause the Government to absorb some of the consequences. After investigation it
was learned that the problem area related to a misjudgment of an on - line inspection rate for a pacing part.
The best estimate of the cost consequences was that the contractor would lose perhaps $ 40,000 to $ 50,000
monthly until production was complete , even after the rate and schedule had been reduced by modification to
the contract .
In another similar example , this sort of loss was the basis for a request for extraordinary con
tractual relief under PL - 85-804 ..
b. Requirements for Meeting Rate of Production - When the contractor cannot meet the rate of
production or the schedule , there is need for:
11-8
(1) Relief due to Miscalculations;
(2) Relief due to Misjudgment;
(3 ) Relief due to Extenuating Circumstances , etc.
11-11 . SUBCONTRACTOR INABILITY
In some contracts , contractors need procurement support data to locate suitable vendors and to
enable them to assure the quality of the vendor's specialty parts , materials and services . On occasion ,
these subcontractors default or are otherwise unable to perform in a timely and suitable manner . A
rejection by the prime contractor of defective subcontracted parts directly affects the status of the prime
under the terms of his contract with the Government. It is often in the best interests of the Government to
either absorb or share in such consequences and to modify the contract accordingly .
a. Problem Working with New Contractor - When the same subcontractor is (necessarily) common
to both the developer -contractor and the new contractor , problems may develop . The common sub may be
operating at full capacity for the developer - contractor or for some reason may not honor the order from the
contractor . In some cases , these subcontractors have special agreements with the developer - contractor
which prohibit them from selling to the Government through firms other than the developer - contractor.
b. Problem Working with Developer - Contractor - Difficulties may arise when the contractor works
closely with the developer - contractor or a previous sub of the developer -contractor to perform the contract .
This type of working arrangement may be necessary in some contracts , because the contracting officer
insists upon product performance , and the contractor does not have any other reasonable alternative . It may
also be done because the relationship is most favorable for both the contractor and the developer - contractor.
That is , the developing - contractor had minimal startup expenses ; he had experience , the knowledge and
skills , along with tooling and equipment; perhaps the developing - contractor even had excess items, parts or
materials on hand . In these cases there may not be a need to modify the contract .
c. Requirement for Subcontractor Inability . - When contractor experiences subcontractor inability ,

to perform , there is need for :
(1) Information to Locate Suitable Vendors;
(2) Relief from Consequences of:
(a) Default by Sub,

(b) Untimely and unsuitable performance by Sub ,
(c) Conflict of interest and priorities of Sub common to Developer and
New Contractor,
(d ) Excessive costs of necessities to use developer /previous producer as sub .
11-12. PRICE INABILITY
A type of confrontation similar to " rate inability " may occur when contractors discover after award
that either a mistake in bid had been made, or a gross misjudgment had occurred in estimating. Either they
had overlooked an area of work or had underestimated the level and type of effort required . It is very awk
ward to handle such confrontations. Most often there is little that the PCO can do except to consider all the
facts and the law , as sympathetically as possible , and to beware of the possibilities of negative motivation .
This short discussion of the inability of the contractor to meet his contract obligations, points out the
necessity of selecting contractors in accordance with certain standards of responsibility . These standards
of responsibility are discussed in Section 3 which follows.
11-9
SECTION 3 - Responsible Prospective Contractors
11-13 . GENERAL POLICY
ASPR 1-900 establishes the general policy that purchases shall be made from , and contracts shall be
awarded to , responsible prospective contractors only . A responsible prospective contractor is one which
meets minimum standards. The award of a contract to a supplier based on lowest evaluated price alone can
be false economy if there is subsequent default, late deliveries , or other unsatisfactory performance result
ing in additional procurement or administrative costs . While it is important that Government purchases be
made at the lowest price , this does not require an award to a supplier solely because he submits the lowest
bid or offer. A prospective contractor must demonstrate affirmatively his responsibility , including , when
necessary , that of his proposed subcontractors. The contracting officer shall make a determination of
nonresponsibility if the information he obtains does not indicate clearly that the prospective contractor is
responsible . Recent unsatisfactory performance, in either quality or timeliness of delivery whether or not
default proceedings were instituted , is an example of a situation which the contracting officer must consider
and evaluate as to its impact on the current procurement prior to making a determination of responsibility .
Doubt as to productive capacity or financial strength which cannot be resolved affirmatively requires a
determination of nonresponsibility .
11-14 . MINIMUM STANDARDS
Minimum standards for responsibility are that a prospective contractor must:
a.
have adequate financial resources, or the ability to obtain such resources as required during
performance of the contract,
b. be able to comply with the required or proposed delivery or performance schedule , taking into
consideration all existing business commitments, commercial as well as governmental,
C. have a satisfactory record of performance ( contractors who are seriously deficient in current
contract performance , when the number of contracts and the extent of deficiency of each is considered ,
shall, in the absence of evidence to the contrary or circumstances properly beyond the control of the con
tractor , be presumed to be unable to meet this requirement). Past unsatisfactory performance , due to
failure to apply necessary tenacity or perseverance to do an acceptable job , shall be sufficient to justify a
finding of nonresponsibility.
d. have a satisfactory record of integrity , and
e. be otherwise qualified and eligible to receive an award under applicable laws and regulations.
11-15 . ADDITIONAL STANDARDS
In procurement involving production , maintenance , construction or research and development work

(and in other procurement as appropriate ), a prospective contractor in addition to meeting the above
minimum standards, must
a. have the necessary organization , experience, operational controls and technical skills , or the
ability to obtain them ( including where appropriate , such elements as production control procedures ,
property control system and quality assurance measures applicable to materials produced or services per
formed by the prospective contractor and subcontractors . )
b. have the necessary production , construction , and technical equipment and facilities, or the
ability to obtain them . Where a prospective contractor proposes to use the facilities or equipment of another
concern , not a subcontractor or of his affiliate all existing business arrangements , firm or contingent,
for the use of such facilities or equipment shall be considered in determining the ability of the prospective
contractor to perform the contract .
11-10
11-16 . SPECIAL STANDARDS
When the situation warrants , contracting officers can develop with the assistance of technical
personnel or other specialists, special standards of responsibility to be applicable to a particular procure
ment or class of procurements . Such special standards may be particularly desirable when a history of
unsatisfactory performance has demonstrated the need for insuring the existence of unusual expertise or
specialized facilities necessary for adequate contract performance. The resulting standards form a part
of the solicitation and are applicable to all bidders or offerors.
11-17 . ABILITY TO MEET CERTAIN MINIMUM STANDARDS
Except to the extent that a prospective contractor proposes to perform the contract by subcontracting ,
acceptable evidence of his " ability to obtain " such things as resources , equipment, facilities , and personnel
shall normally be a commitment or explicit arrangement, which will be in existence at the time the contract
is to be awarded , for the rental, purchase or other acquisition of such resources , equipment, facilities, or
personnel.
11-11
1
SECTION 4 - Devices Used to Improve Communications
11-18. LOW COMPETITIVE POTENTIAL OF MDE
Supplies that must be designed peculiarly for the military tend to have low competitive potential for
the following reasons :
legal difficulties relating to the source of R &D funding either private or

Government and to the respective rights of the parties ,
economic difficulties relating to the start up cost , and
technological transfer difficulties relating to the task of communicating

design and production technology to firms that were not engaged in the
original R & D or previous production efforts .
11-19 . LEGAL DIFFICULTIES
The legal difficulties can be reduced by :
various techniques of substitution and circumvention ,
outright purchases of the rights to the data , and
use of performance specifications prescribing form , fit, and function

rather than the use of configuration design specifications.
Rights in data usually belong to the party that funds the conception and development of technical
information . These legal aspects of the TDP are controlled by the principles, policies and laws relating to
the limitation upon rights in data and to patents. These legal aspects elicit compliance to protect patents
and rights in data . As a result, both Government and Industry benefit .
11-20 . ECONOMIC DIFFICULTIES
When it is clearly infeasible or not cost effective to strive for competition , then the economic diffi
culties of start up costs are tolerated . In other cases , however, attempts are made to reduce these costs
by:
" breaking out" components for direct or competitive purchases,
using techniques of multi - year procurement,
performing Producibility Engineering and Planning efforts to enhance

competitive potentials, and
emphasizing competitive alternatives , thereby planning for downstream

competition early in the materiel life cycle .
11-21 . TECHNOLOGICAL TRANSFER DIFFICULTIES
This type of difficulty occurs when transferring information that is legally owned and determined to
be cost effective for transfer from one source to another . In this connection , the Government has followed
the policy of acquiring the developer's technical data which was conceived and developed with public funds .
It attempts to acquire only the type and quantity of data that is necessary in view of its intended use . Part
of this data is either provided as a TDP or assembled as a TDP . The Government then furnishes this TDP
to the market place of prospective suppliers to solicit competition for items identical in design to that of the
developer or previous producer .
11-12
This data must be adequate for the competitive procurement purpose intended or else much of the
benefit of competition is lost. With the competitive award for reprocurement, many problems are ex
perienced because of difficulties in transmitting the otherwise adequate TDP to a new supplier .
11-22 . DEVICES USED TO OVERCOME COMMUNICATION BARRIERS
There are general categories and characteristic patterns of " devices" created to overcome the
technological communication barrier. It may be useful to consider these various approaches along a
spectrum of precautionary techniques. At one end of the spectrum , procure single source and not risk
competition . At the other end , risk competition and then resolve the consequences of a confrontation by
following the literal terms of each contract, however, such terms may be set forth . Within these extremes ,
numerous devices are being employed such as:
Precluding devices. Being initially cautious about entering into a contract.
Preventative devices. Being cautious about soliciting and arranging terms

of the contract.
Remedial devices . Administering the contract after award with extra

surveillance and concern .
11-23. PRECLUDING DEVICES: PRESOLICITATION PRECAUTIONS
After determining to risk competitive reprocurement, considerable precaution may be taken before
issuing an " open market" solicitation . Major Subordinate Commands (MSCs) , where applicable , have taken
the following actions:
a. Test the first competitive buy among limited sources only -- i.e. , the competition may be limited
to firms whose management and technical qualifications are rated high with price considered as an evaluation
criteria of lower significance .
b . Place an " educational" order or contract for a limited production quantity with one or a few
firms to generate a meaningful competitive base .
C.Perform a presolicitation in -house review to search for and detect incompatibilities, apparent
errors, gross defects , and the like in the hope that some defects can be eliminated and " essential" aspects
clarified .
d . Engage a third party contract to review the technical data package in -depth . This may or may
not include fabrication and assembly of actual hardware .
e.Conduct extraordinary tolerance studies in -house or by contract to analyze the interaction of

certain parts and to detect potential problems.
f. Conduct extraordinary producibility studies on one or a few pacing parts to anticipate volume
production problems; this type of effort has limited results and often cannot be " firmed up' until the given
production approach of the new contractor is known .
g. Conduct extraordinary process engineering studies to determine realistic , maximum and

minimum lead times, rates and schedules to be required under the solicitation and resulting contract .
Coordinate this effort with National Inventory Control Point (NICP) requirements and customer due dates.
h . Conduct in -depth interchange with the developer of the documentation to assure that he stands
behind the data , to resolve any final matters , and to elicit his advice . A " warranty " of the technical data
may be involved and also a certification as to its adequacy for competitive reprocurement. (Attempts have
also been made to commit the developer to a share of the risks of subsequent " damages" arising from
defective data . )
11-13
i. Conduct a 100 % review of all acceptance / inspection equipment for verification suitability . A
developer's warranty may also cover Acceptance Inspection Equipment (AIE ) and related equipment.
j. Delay release of the TDP (urgency notwithstanding ) until all in -process approved and released
Quality Assurance Provisions and ECPs have been received and posted. A formal verification to this effect
has been required in attempt to avoid " planned update" confrontations after award , which can cause a
restructuring of a contract under single source environment.
k. Plan for and coordinate acquisition , suitability , and " certified" availability of all appropriate
special tooling and test equipment which may be necessary and useful to the prospective new contractor.
This would include any model to be provided and any GFM or GFE to be incorporated into the configuration
end item .
1. Conduct an Independent Government Cost Estimate (IGCE), to establish a pricing base for compari
son with prospective competitive prices to facilitate analysis of potentialmistakes in bid , impossibly low or
unreasonably high prices.
m . Conduct in -depth procurement strategy conferences to elicit the advice of all affected specialists
and managers, to analyze the content of doubts and suggestions, to trade- off between alternatives and
priorities, and to otherwise measure the risks of competitive reprocurement.
n . Deliberately establish a plan and organizational arrangement to expeditiously and effectively

process and control engineering changes. This often includes extraordinary configuration management
techniques. The plan may include arranging by an engineering service contract with the Developer - Contractor
or Systems Contractor for assistance in controlling the changes. It also may involve such things as utilization
of telecopier techniques to assure almost instant turn -around time.
0 . Evaluate the applicability and practicability of utilizing a variation of the Preproduction Evaluation
Contract Concept (PPE ) . In a PPE contract the new contractor is required to conduct a review of the TDP
and thereafter certify its suitability for his use in complying with all end item performance requirements .
The distinctive feature is that certain " compatibility " changes must be accepted by the contractor without
additional costs to the Goverr nent and without delay in the delivery schedule .
p. Anticipate and prepare to provide such technical assistance as may be appropriate and required
by the contractor during the prospective procurement. This may range from guidance provided by a simple
telephone call to very formal arrangements for extraordinary assistance . The DAR / ASPR (as an extraordinary
technique) provides for a Leader Company Arrangement to furnish manufacturing assistance to a follower
company to enable it to become a source of supply . It may directly or indirectly enlist cooperation from the
developer- contractor . Certainly , an important part of this preparation is to assure, one way or another,
that technical assistance is rendered effectively if rendered at all. Enlisting cooperation from a developer
contractor is frequently awkward and impracticable since the two contractors involved are competitors. On
the other hand , many systems contractors, developers, and other previous producers are quite cooperative
and are concerned about the overall success of a given program . If not directly in the instant case, then
at least indirectly , such contractors stand to benefit by the success of the program .
Types of technical assistance rendered are :
Clarifying telephone calls ,
Teletype and Correspondence Exchanges,
ACO /COR Plant Visits ,
Additional Models and Visual Aids ,
Additional Special Tooling and Test Equipment,
11-14
Relief through Deviations and Waivers,
New Contractor Visits to In - House Lab ,
Special PCO Team Visits to New Contractor Plant,
PCO Assists New Contractor on Locating Vendors or Developing Subs,
New Contractor Request Technical Assistance from Developer - Contractor

via Subcontract, and
Third Party Engaged by PCO to Study and Advise .
11-24 . PREVENTATIVE DEVICES: PRECAUTIONS DURING SOLICITATION AND AWARD
In addition to the precautions cited above, considerable precaution may also be taken in soliciting
prospective offerors, in selecting the contractor , and in arranging the terms of the contract. Contracting
officers, where applicable, employed the following techniques and devices:
a. Challenge certain aspects of the TDP such as :
(1) Excessive and abusive use of a " purchase description " technique to be
placed within the contract schedule. This technique is used to take
exceptions and to make additions to the coordinated drawings and
specifications. Such excesses and abuses , however , can garble the
controlling documentation and create inconsistencies and ambiguities
which cause downstream confrontations during contract performance .
( 2) Completeness and legibility aspects . The PCO may require an extra

measure in this effort to assure a fair and equitable basis for the
competition .
( 3) Actual suitability and availability of GFP. This may be challenged at

any time up to the moment preceding award .
(4) Actual production intent of contract vis - a - vis development work that
may incidentally be a part of the procurement.
b. Challenge certain aspects of the procurement work directive such as the realism of rates,
schedules, and corresponding leadtimes in specific relationship to the Procurement Technical Requirements
(PTRs) .
c. Exercise special precaution in establishing the controlling documentation of the contract if the
procurement action is likely to involve :
(1) limited rights data subject to challenge ;
(2) grossly obsolete , erroneous or defective data ;
(3) data that has been disclaimed (as in the PPE Concept);
( 4) requirements for developmental effort;
(5) data that requires reference to a model to perform under the contract
( e.g. , reverse engineering) ;
11-15
(6) Other potential conflicts between the performance specifications and
the drawings. ( If a performance specification is to govern , establish
the purpose and conditions under which any drawings, models and
associated technical data are to be furnished and used . )
d. Negotiate , or use a 2 - step IFB technique , rather than formally advertise to gain price leverage
and in so doing, lose some essential flexibility in the selection of a contractor .
e. Require pertinent historical information and include on the bidders' list important subcontractors
of the developer - contractor or past producers of similar items.
f. Require detailed information as to any DAR / ASPR 1-903 " special" standards that may be applicable to
determine the responsibility of a prospective contractor . Include such special standards in the solicitation
as a notice to all competitors.
g. Refuse to rush the procurement in the critical stages of solicitation and award , except in justified
emergencies . Provide ample " on - the - street" time to permit:
(1) effective dissemination of the procurement technical requirements ;
(2) effective management and specialized reviews of the procurement

package by prospective competitors ;
(3) effective preliminary design and QA analysis , production engineering

and vendor contacts ;
( 4) effective estimating , bid preparation , and submission .
Still further, be liberal rather than conservative in complying with justifiable requests for
extensions of the opening date . Insist that all affected managers recognize that mistakes and oversights at
this stage of the procurement can negate or render " ineffective" all upstream efforts and jeopardize down
stream objectives .
h. Conduct presolicitation conferences to invite , inform , and encourage widespread competition and
to clarify the salient and especially peculiar aspects of the procurement.
i. Listen with an attentive ear , while the solicitation is on - the - street, to comments and suggestions
from the developer - contractor, the contractor responsible for systems integration , and to other concerned
parties offering potentially constructive advice . The Government is especially vulnerable at this crucial
stage in the procurement and might well be receptive to screening such advice against existing rationale .
j. Challenge even marginally dubious prices , for a potential mistake in bid . There is little to be
gained and much to be lost by awarding to a contractor caught with a mistake in his estimate . If a mistake
is not claimed, and doubts persist or differences between the offered price and the independent Government cost
estimate cannot be reconciled , a special facility survey may be conducted to discern whether the offeror can ,
in fact, perform for the promised price . It is important to pursue and assess the possibilities that the
offeror is " buying in ' on the price or timeline so that his offer can be rejected (if otherwise practicable) or
that any resulting contract with him can be administered accordingly .
k. Perform an in -depth preaward survey , with PCO representation on the DCAS preaward
monitor's team . Especially evaluate and assess factors cited in the special standards of responsibility
listing. If necessary and appropriate , conduct a special capability study in one or several particular areas
such as technical expertise or financial capability . In vital or critical procurements an appeal may even be
made to the Board of Directors of the prospective contractor for amicable relationships and cooperation in
the performance of the contract.
11-16
1. If the solicitation fails , perform thorough investigations to find out why it failed and take
corrective action to resolicit effectively . If appropriate , recognize the lack of competitive potential and
effect a single or limited source solicitation .
11-25 . REMEDIAL DEVICES: POST AWARD PRECAUTIONS
Additionally , the same spirit of caution may also be followed during administration of contracts .
Contracting officers, where applicable , have used the following techniques and devices:
a. Transmit any final documents, models and missing data to the new - contractor immediately after
award and formally require the new -contractor to certify , within a brief timespan , that he has received a PP
that is complete , legible and reproducible . This action requires concerted attention upon this almost clerical
matter , yet it reduces the chance and consequence of subsequent confrontations over these aspects .
b. Arrange for and conduct one or several post award conferences at the contractor's facility to
assure that he clearly comprehends the gravity and complexity of the procurement, the content of the techni
cal data , the contractual position of the Government, and that he is preparing for satisfactory contract
performance .
C.Establish extraordinary technical liaison with the DCAS Administrator Contracting Officer for
surveillance of the contract, product assurance planning and preparation , engineering change processing
and control, and necessary technical assistance . This may involve temporary organizational arrangements
where the ACO hosts a technical member or team representing the PCO. Such arrangements provide geo
graphic ease of access to the new - contractor's plant and facilitates processing time and effectiveness of
post award communication .
Assign priorities and implement an " intensive management plan to be responsive , to expedite
matters, to follow -up , and to coordinate status reporting . In addition , this plan may insure that " exception"
data and confrontation data rises to a higher level ofmanagement for analysis and decision .
e. Resist or even refuse , urgency notwithstanding , to order engineering changes to the contract
without the benefit of pricing estimates, negotiated agreements as to price and schedule impact, or at
least a price ceiling and perhaps time limits . Budgetary estimates , for funding purposes , are an important
consideration in this issue; more importantly , however , is the untenable negotiation position that is created
as a result of issuing unpriced change orders.
While numerous other potential devices could be developed and used by the contracting agencies to
increase the effectiveness of the transmission process, those described above are used most frequently .
11-17
SECTION 5 Improving the Transmission of the TDP
11-26 . IMPORTANCE OF TRANSMISSION
The success of competitive procurements of Military Design Equipment is significantly influenced by

the manner in which the procurement technical requirements are transmitted to the competitive market place .
When a major subordinate command desires to competitively reprocure an item or part of MDE for the first
time, a deciding factor is often whether the technical requirements are transmittable to a competitive market
place with reasonable assurance of success . The " adequacy " of the TDP is certainly a most important
consideration ; but the manner in which the contracting officer transmits it is of equal importance. The TDP
may be entirely adequate for competitive reprocurement if the contracting officer uses it appropriately .
Conversely, the TDP may be inadequate if the contracting officer uses it inappropriately . Therefore ,
competitive reprocurement of MDE utilizing unproven technical data packages should be recognized by con
tracting officers as potential problem procurements . They should be processed accordingly , with extra
ordinary management attitudes and operational procedures. Responsible officials should observe the following
points in order to improve the transmission of the PP or PTR :
provide opportunity to clarify the TDP ,
establish a proceduralized avenue of communication ,
identify technical objectives ,
share responsibility with contractor for solving problems,
conduct technical objectivity review ,
emphasize special standards of responsibility , and
emphasize Preproduction Evaluation Concept ( PPE) .
11-27 . CLARIFICATION OPPORTUNITIES
To successfully accomplish objectives, individual specialists need an opportunity for clarification

of the TDP . Frequently a design disclosure technical data package is too complex and unique to be
transmitted without a formal opportunity for a question and reply exchange. Furthermore, all specialists
are not equally expert and some individuals need an opportunity for exchange more than others. If the
individual participants of a competitive reprocurement of military design equipment do not understand the
relative quality of a TDP or how to appropriately use it to accomplish the objectives of the procurement
1 within the prevailing environment, they will need to question the transmitter of the TDP to the extent
necessary to achieve understanding.
Under present day conditions the TDP clarification process results in unplanned and undesirable
contract modifications. As the human need for clarification arises , one of two possible conditions will also
Occur :
a. If the individual does not clarify his doubts or for some reason is precluded from doing so, by
the " system " or the procedures or for whatever reason , he will often utilize the TDP inappropriately ; this
inappropriate use will often have an adverse downstream impact, or
b. If the individual does request clarification and resolution of misunderstandings or questionable

details , he will likely use the TDP appropriately ; under the current procedures , however , such requests will
often require adjustments to the time and cost parameters of the agreements . Therefore , either the TDP
will often be utilized inappropriately with adverse downstream effects , or some unplanned and undesirable
contract modifications will be nearly inevitable to accommodate the human need for clarification of complex
details and objectives .
11-18
The results of such misusage and contract modifications will usually be adverse , jeopardizing: funding ,
scheduling and other mission objectives, the economies achievable through competition , the quality of the
additional sources of supply , and the integrity and validity of the basis for source selection within the
competitive system .
11-28 . ESTABLISH AVENUE OF COMMUNICATION
A " proceduralized" avenue of communication should be devised to permit clarification of the TDP.
Alternatives should be created to avoid or minimize adverse consequences. Procedures should be devised
in such a way as to provide a tangible and effective opportunity for technical clarification among both Govern
ment and industry participants without direct incremental impact on the cost and time parameters of the
agreements . The definitized procedures should be based upon the premise that the need for clarification of
the technical data can be anticipated by the individuals involved , both the transmitter and the recipient, and
any estimated additional requirements for cost and time can be taken into account when initially establishing
the parameters of the agreements. Then matters of clarification would be included within the scope of work
of each party and simultaneously excluded from the purview of the Changes Clause . Reasonable, predeter
mined types of adjustments to the technical details would not be construed as requiring an addition to or
revision of the original proposal.
" Proceduralized " clarification permits concentration on objectives. By establishing such communi
cation procedures, it is possible to conduct business in terms of the objectives of the procurement; and each
party is held responsible for achieving the objectives in spite of the fact that every detail may not be recon
ciled at the time of contract signing .
At present, because of the misunderstood details, a realistic acceptance of the important objectives
of the procurement often does not take place at the time of signing. The agreements tend to be made in view
of the almost certain knowledge that some clarification and resolution of the details will be necessary ; the
knowledge is almost equally certain that the terms of the agreements will therefore change . Yet the impor
tant objectives remain the same. Only after complete resolution of each detail does the agreement tend to
correspond with the objectives . To use an old cliche , the tail tends to wag the dog.
11-29 . TECHNICAL OBJECTIVES
Both the PCO and the contractor should perform their roles in such a way as to accomplish the
technical objectives rather than technical details. Therefore , prior to formulating agreements both parties
should initially and clearly identify the primary and important secondary objectives by deliberately pursuing
and clarifying the technical details to the extent necessary . It would then seem proper to insist that the
initial agreement correspond with the objectives and reflect an actual intent of the parties to successfully
accomplish the objectives that have been identified, in spite of any additional clarifications and resolutions
that may be necessary .
a. Misunderstanding at Time of Award The technical objectives are easily misunderstood so

should be clearly defined. It might be asserted that contracting officers do accept the objectives of the pro
curement under the present scheme of things; and that contractors also do accept the objectives when they
sign a contract. This assertion is probably true in spirit but often not in literal and specific terms. When
the specific objectives are obviously not understood at the time of the agreement, it is equally obvious that
they could not have been accepted. A major reason for unplanned and undesirable contract modification is
to clarify and reconcile specific objectives that were not understood nor realistically accepted at the time of
award .
b. Clarification of TDP is of Major Significance - Why do PCOs specify and the contractor's accept
a production schedule that is unrealistic for even the most qualified potential producers ? Why do PCOs
solicit and award contracts under an " open market" environment while many applicable drawings are being
revised ? Why are awards made in critical procurements where special expertise and facilities are essential
when they are not available to the contractors ? Why do PCOs and the contractors agree to a FFP production
contract when considerable development work remains to be done ? The list of examples could go on . The
11-19
conclusion , herein , is that the PCO and / or the contractor often do not understand such aspects as the techni
cal constraints, the status of the technical documentation , the special abilities required and the differing
types of efforts involved . They often do not understand the specific objectives of the procurement. There
fore, they cannot realistically be said to accept the objectives nor the responsibility for their achievement.
The function of clarifying the detailed aspects of the TDP should take on major rather than minor significance
to each party .
C. Categorization of TDPs - Both the contracting officer and the contractor should be hesitant to
accept the objectives and to assume the attendant responsibility without assuring themselves as to the adequacy
of the TDP . Initially , it would be essential for each participant to estimate the degree and type of clarifica
tion and resolution of details that may be necessary , and to estimate the corresponding cost and time impact.
This determination should stratify and categorize TDPs , and their corollary solicitations and contracts , in
terms of intended use and primary objectives of the procurement:
(1) " produce as before" -- as dictated in non - competitive TDPs;
(2) " develop and produce" as dictated by TDPs that do not constitute an
essentially sound production baseline but are adequate for competitive
reprocurement;
(3 ) " clarify and produce " --as dictated by unproven TDPs that nevertheless
do constitute essentially sound production baselines as determined by
previous inspections and tests ;
(4) " produce" as dictated by proven TDPs that are essentially sound or
> will obviously permit reproduction of the item or part by any reasonably
competent supplier .
1
d. Secondary Objectives - Once the intended use and major objectives are identified , a careful
assessment of the secondary objectives of the work is required. These secondary objectives should be
assessed in terms of the constraints of the technical requirements : (1 ) design ; (2) production ; (3) procure
ment ; and , (4) verification .
The emphasis on clarification will also require objective - oriented performance of work by both
parties. Still further, it will require cooperative attitudes and actions toward reconciling minor misunder
standings and resolving questionable details that may be incompatible with the objectives of the procurement.
11-30 . SHARING RESPONSIBILITY
In the sense that both the Government and the contractor contribute to the large problem , they should
assume a share of the responsibility for resolving it. In particular , they should assume a share of the
responsibility for the adequacy of the drawings and specifications . A fundamental part of this general con
cept is that the efficiency of the contracting officer and the profits of the contractor should be directly
measurable by their success in attaining procurement objectives. In this way the profit motive is harnessed
in both cases , and each party would be accountable for his responsibilities in spite of the fact that a certain
level of imperfection and misunderstanding will occur in even the highest quality TDP. The variable range
of uncertainty between the concept of an " essentially sound" and " perfect" TDP should not conveniently serve
as an escape hatch for shrugging responsibilities, as it often appears to be during submission of
bids /proposals and during contract performance .
11-31 . TECHNICAL OBJECTIVITY REVIEW
Emphasis on clarification of the TDP presumes that both parties have the willingness and capability
to perform successfully prior to accepting the objectives of the procurement. To provide the contracting
officer with such a capability , a Technical Objectivity Review Office ( TORO )may be established to conduct a pre
procurement technical objectivity review ( TOR ) of the relevant technical data packages to facilitate meaningful
11-20
receipt of the TDP objectives. In this function the technical objectivity review would serve as a check and
balance on the previous organization that transmitted the TDP to the PCO.
a. Information Access Procedure This function may require or involve a structured information
access procedure with a special TOR form which could contain information pertinent to the Quality , Use , and
Environment of the TDP and should probably be initiated as early as practicable in the procurement planning
process. Additional documentation will evolve until the TOR Form becomes a meaningful record. After
transmittal to the PCO, the TOR office should then conduct a post receipt evaluation of the TDP in conjunction
with and in the vernacular of operational specialists responsible for executing solicitations and resulting
contracts .
b. TOR Office Function - The TOR office serves as technical counsel and performs a third party
technical review of the major recommendations of the specialists. Still further the TOR office should conduct
a post- award evaluation of the TDP again in conjunction with and in the vernacular of the operating specialists
responsible for PCO / ACO interchange and mutual involvement in contract administration . Again his purpose
would be to serve as technical counsel and to provide a third party review of the major recommendations of
the specialists--whether they emanate from the PCO or the ACO team .
EMPHASIZING SPECIAL STANDARDS OF RESPONSIBILITY
Special Standards of Responsibility ( SSR ) should be emphasized . To assure the capability of a

prospective new contractor, special standards of responsibility should be delineated as a rule rather than
as an exception in order to proceduralize discrete investigation and consideration of this important factor.
It would provide a meaningful basis for discerning and measuring requirements for special abilities in
potential contractors . Such a technique would also provide a medium for specific questioning and reply
among the PCO's technical team , the DCAS Pre - Award Survey Team and the prospective contractor .
EMPHASIZING PPE CONCEPT
The preproduction evaluation (PPE ) concept should be emphasized . To assure the willingness or
motivation of the prospective contractor, it is concluded that solicitation and contract structuring procedure
technique as generally embodied in the PPE concept (as identified in Chapter 7) should be utilized as widely
as practicable whenever the major objective of the procurement is to " clarify and produce. " This is
typically the objective in first competitive buys utilizing an essentially sound but unproven TDP . Such a
technique by definition would also provide a medium for specific clarification between the contractor and the
Government, during both the pre - production and the production phases of the contract.
11-21
11-34 . GUIDE FOR IMPROVING THE TDP
In summary , the following self assessment guide is offered to assist in improving the quality ,
measurement of quality , and transmission of technical data packages for military design equipment. The
guide covers potential for improvement in five areas as shown below :
AREAS FOR POTENTIAL IMPROVEMENT

I
DEVELOP TDP QUALITY TDP USE BY

MENT AQUISI OF TRANS CONTRAC
ENGINEER TION TDP MISSION TORS
ING
a . Area I - Development Engineering:
(1) Efforts in this area are :

- By contract
- By In - House Laboratories
(2) Major responsibility of: Development Engineering
(3) Assessment :
- Consider VOLUME of Major and Secondary
items during a Fiscal Year time period
- Consider the length of turn time for the " state of art"
b . Area II - TDP Acquisition :
( 1) Efforts in this area are :

Ordering
- Inspection /acceptance
Maintenance
(2 ) Major responsibility of: Development Engineering.
(3) Assessment:
Consider the degree of use and efficiency :
In - House TDP development vs Contractor development

Automation systems
Training of personnel
Configuration Management
i
Configuration Audits
Production Line monitoring
Engineering Service contracts
c . Area III - Quality of the TDP
( 1) Efforts in this area are :

- Measurement and assessment
- Correction of defects
Guidance for use
11-22
( 2) Major responsibility is shared by both Development Engineering and Procurement and
Production .
Development Engineering has the major responsibility for the correction of defects
while -
Procurement and Production has the major responsibility for guidance for use of
the TDP.
)
3
(
Assessment:
- Consider :
Degree of use and efficiency of

reviews by offices with mission responsibilities
reviews by ad hoc teams
-- reviews by third party contractors
the technique of " waiting for the contractor to complain"
transmitting TDPs via a DF describing the TDP as " Adequate " or " sufficient"
for competitive procurement purposes .
Degree of stratification and general understanding of the major objectives of the procure
ment as determined by the types of effort to be procured : (1 ) Produce as before ;
( 2) Develop and Produce ; ( 3) Clarify and Produce ; and simply (4) Produce .
Degree of analysis and efficiency of recommendations regarding such factors as rate ,

leadtimes , need for special expertise and facilities , need for special solicitation
techniques such as " PPE " , ability to furnish Government property and technical
assistance ; and our ability to be responsive to a volume of ECP's during contract
administration .
Degree of " status" determination , and efficiency of it , regarding the major types of technical
data : Design , Production , Procurement, and Verification data; ( include considera
tion of the compatibility between kinds of data) Consider such aspects as :
Adequacy of the data and its controlling documentation

Accuracy of the data along with its major /minor significance ( also its " review
ability '')
Currency of the data ( status of " updating " efforts)
Completeness of the data (as to function , parts , and count)
--
Clarity of the data ( format, media , legibility , reproductibility , clarification of

novel and possible ambiguous aspects
Note : The above listed aspects for consideration are " suggested " ; other factors may be
especially relevant and should also be considered .
d. Area IV - TDP Transmission :
(1) Efforts in this area are :

Solicitation
Selection of contractors
(2) Major responsibility of: Procurement and Production
( 3) Assessment:
Consider the degree of use and efficiency:
IFBs vs RFPs
PPE Concept
Special Standards of responsibility
11-23
Procurement strategy conferences
Pre-Award conferences
Post- Award conferences
PCO's aid to the PAS team .
e . Area V - Use by Contractor
( 1) Efforts in this area are use of the TDP by competitively selected contractor.
(
)
2
Major responsibility of : Contractor with surveillance by Procurement and Production and

DCAS .
( 3) Assessment:
Consider the number and degree of " aberrating" ' contracts : i.e. , unplanned and
undesirable modification
Consider STATUS:
Near Failure
Threatening
Serious
Minor
No aberrations
-Consider the degree of involvement in the volume of procurement actions by "marginal"
contractors . What role does this factor have in the toto of adversity experienced
in the form of aberrating contracts ?
11.35 CONCLUSION
Hopefully, the use of this guide and the methods described in the paragraphs above should eventually
permit technical clarification without unplanned and undesirable contract modifications. It should permit
a more fully effective transmission of procurement technical requirements including the TDP.
11-24
APPENDIX
REFERENCES
GENERAL : This is not a complete listing of all references pertaining to the Technical Data Package
but a list of those references applicable and available at the time of publication of this course book .
A. OFFICE OF MANAGEMENT AND BUDGET
Circular No. A - 109 Major System Acquisitions
B. DEPARTMENT OF DEFENSE REFERENCES
DoD - STD - 100C Engineering Drawing Practices, 22 Dec 78

DoD - STD - 480A Configuration Control Engineering Changes, Deviations, and
Waivers , 12 Apr 78
DoD - D - 1000B Drawings , Engineering , and Associated Lists , 28 Oct 77
DoD Directive 4120. 21 Specifications and Standards Application , 9 Apr 77
DoD Directive 4120.3 Defense Standardization Program , 6 Jun 73
DoD Directive 5000.1 Acquisition of Major Defense Systems, 19 Mar 80
DoD Directive 5000. 19L Vol II Acquisition Management Systems and Data Control
Requirements Control List, Jan 77
DoD Directive 5000. 2 Major System Acquisition Process, 19 Mar 80
DoD Directive 5000. 3 Test & Evaluation , 26 Dec 79
DoD Directive 5000. 35 -
Defense Acquisition Regulatory System , 8 Mar 78
DoD Directive 5000.39 Acquisition and Management of Integrated Logistic Support
for Systems and Equipment, 17 Jan 80
DoD Directive 5010.19 Configuration Management, 17 Jul 68
DoD Instruction 4155 , 9 DOD Policy for Government Inspection of Subcontracted

Supplies
DoD Instruction 4155. 11 Improved Management for Quality and Reliability Assurance
of Materiel
DoD Instruction 5010.21 Configuration Management Implementation Guidance , 6 Aug 68
DoD Instruction 7000. 2 Performance Measurement for Selected Acquisitions
DoD Instruction 7000. 6 Acquisition Management Systems Control, 15 Mar 71
Defense Standardization Standardization Policies, Procedures, and Instructions,

Manual 5120.3 - M (AR 715-10) Jan 72
DOD 7000. 2H Handbook Requirements of the Cost/ Schedule Control
DoDI 7000.10 Contract Cost Performance & Fund Status Report
DoD Handbook H50 Evaluation of a Contractor's Quality Program , 23 Apr 65
DoD Handbook H57 Procurement Quality Assurance
Department of Defense Authorized Data List , Feb 73
C. MILITARY STANDARD REFERENCES
MIL - D - 5480E Data , Engineering and Technical: Reproduction Requirements

for , 15 Jun 70
MIL - 1-45208A Inspection Systems Requirements, 16 Dec 63
MIL - M - 38761 Microfilming and Photographing of Engineering / Technical
Data and related documents; PCAM Card Preparation ,
Engineering Data Micro - Reproduction System , General
Requirements for , Preparation of
A - 1
MIL - P - 116E Preservation , Methods of , 1 Nov 65
MIL - Q - 9858A Quality Program Requirements , 16 Dec 63
MIL - S - 83490 Military Specifications, Types and Forms, 30 Oct 68
MIL - STD - 105D Sampling Procedures and Tables for Inspection by Attributes,
29 Apr 63 (with Changes 1 and 2 )
MIL - STD - 109B Quality Assurance Terms and Definitions , 4 Apr 69
MIL - STD - 129H Marking for Shipment & Storage , 3 Jan 78
MIL - STD - 1300 Identification Marking of US Military Property , 29 Sep 67
MIL - STD - 143B Standards and Specification , Order of Precedence for the
Selection of
MIL - STD - 481A Military Standard Configuration Control Engineering Changes ,
Deviations and Waivers (short form ) , 18 Oct 72
MIL -STD -482A Military Standard Configuration Status Accounting Data
Elements and Related Features , 1 Apr 74
MIL - STD - 490 Military Standard Specification Practices, 30 Oct 68
MIL - STD -499A (USAF) Engineering Management, 1 May 74
MIL - STD -647 (ORD ) Packaging Standards, Preparation and Use of, 22 Jun 62
MIL - STD - 721B Definitions of Effectiveness, Terms for Reliability ,
Maintainability , Human Factors and Safety
MIL - STD - 726F Packaging Requirements Code, 30 Dec 75 with 3 Changes
MIL -STD - 789B ProcurementMethod Coding of Replenishment Spare Parts,
15 May 70
MIL - STD - 804B Military Standard Formats and Coding of Aperture , Copy
and Tabulating Cards for Engineering Data Micro
Reproduction System , 15 Aug 66
MIL - STD - 834A (ASG ) Packaging Data Forms Instructions for Preparation
and Use of, 25 Jun 65
MIL - STD -881A Military Standard Work Breaksown Structures for Defense
Materiel Items, 25 Apr 75
MIL - STD - 885B Procurement Data Packages , 22 Oct 71
MIL - STD - 961 Outline of Forms and Instructions for the Preparation of
specifications and Associated Documents , 22 Sep 75
(superseding Chapter V , DSM 4120.3M Jan 72 )
MIL - STD - 962 Outline of Forms and Instructions for the Preparation of
Military Standards and Military Handbooks (superseding
Chapter III DSM 4120.3M Jan 72 )
MIL - T - 50301 (MU) Technical Data ; Quality Control System Requirements for,
6 May 69
MIL - T -60530 (MU ) Technical Data Package for AMC Materiel, 19 Feb 71
D. DEPARTMENT OF THE ARMY REFERENCES
AR 10-4 US Army Operational Test & Evaluation Agency , 30 Dec 74

AR 10-5 Department of the Army, 1 Apr 75
AR 11-25 The Management Process for Development of Army Systems,
12 Oct 73
AR 15-14 System Acquisition Review Council Procedures , 17 Jan 73
AR 37-18 Weapon / Support Systems Cost Categories and Elements ,
15 Oct 71
AR 37-200 Management Control Systems for Use in the Acquisition
Process , 14 Oct 68
AR 70-1 Army Research , Development, and Acquisition , 1 May 75
AR 70-6 Management of the Army Research , Development , Test and
Evaluation Appropriation , 15 Nov 72
AR 70-9 Army Research and Development Information System Program
Planning and On - Going Work Reporting , 3 Oct 68
A - 2
AR 70-10 Test & Evaluation During Development & Acquisition of
Materiel , 13 Mar 75
Letter of Instruction For Implementation of AR 70-10 , 7.Apr 75
AR 70-15 Product Improvement of Materiel, 1 Apr 75
AR 70-17 System Project Management, 11 Nov 76
AR 70-27 Outline Development Plan /Development Plan /Army Program
Memorandum / Defense Program Memorandum / Decision
Coordinating Paper , 17 Mar 75
AR 70-32 Work Breakdown Structures for Defense Materiel Items ,
20 Mar 69
AR 70-37 Configuration Management, 1 Jul 74
ci , AR 70-37 19 Jul 76
AR 70-67 Production Readiness Reviews, 1 Dec 79
AR 71-1 Army Combat Developments , 16 Sep 68
AR 71-4 Department of the Army Systems Staff Officer (DASSO )
System , 3 Jun 69
AR 71-6 Type Classification /Reclassification of Army Materiel,
13 Jul 73
AR 71-8 The Army Program for Test and Evaluation , 1 Jul 72
AR 310-25 Dictionary of United States Army Terms (Short Title : AD) ,
1 Jun 72
AR 700-1 Army Conversion to the Metric System of Measurement
(Internation System of Units ( SI)) , 7 Jun 77
AR 700-15 Packaging of Materiel , 20 Jun 75
AR 700-47 Defense Standardization Program , 31 Oct 67
AR 700-51 Army Data Management Program , 1 Feb 73
AR 700-90 Army Industrial Preparedness Program , 10 Mar 77
AR 715-22 High Dollar Spare Parts Breakout Program , Mar 69
AR 746-1 Packaging of Materiel for Shipment and Storage
AR 750-1 Maintenance Concept , 1 May 72
AR 1000-1 Basic Policies for Systems Acquisition by the Department of
the Army , 1 Apr 78
DA Pamphlet 11-25 Life Cycle System Management Model for Army Systems,
May 75
DA Pamphlet 70-21 Research and Development the Coordinated Test Program
( CTP) , May 76
TM 38-703 Integrated Logistic Support, 6 Nov 69
TM 38-750 The Army Maintenance Management System , 21 Nov 72
FM 38-70 Research , Development , Test and Evaluation Management,
Aug 73
FM 770-78 System Engineering , Apr 79
E. US ARMY MATERIEL DEVELOPMENT AND READINESS COMMAND (DARCOM ) REFERENCES
AMCP 37-5 Cost / Schedule Control System Criteria , 31 Mar 72

AMCP 715-4 Preparation of Work Statements , Jun 67
AMCP 715-6 Preproduction Evaluation ( PPE ) Contracts , May 70
AMCP 746-4 Foamed in place , Jan 68
AMCR 10-1 Organization Control, Concepts , Policies, Responsibilities,
and Documentation , 26 Apr 74
AMCR 70-5 Program Reviews for Milestone Decisions During Materiel
Acquisition , 28 Jun 74
AMCR 70-30 Research and Development , Concept Formulation -
Prerequisites to Initiating Engineering or Operational
Systems Development Effort, 16 May 69
AMCR 70-46 Technical Data Package for Procurement and Production of
AMC Materiel , 28 May 70
A- 3
AMCR 70-52 System Engineering , 14 Jan 76
AMCR 700-6 AMC Quality Assurance System , 19 Oct 64
AMCR 700-18 Responsibilities for the Packaging of Army Materiel, 13 Jul 73
AMCR 746-2 Preparation of Army Materiel for Shipment and Storage ,
9 Dec 74
AMCR 750-15 Integrated Logistic Support, 19 Feb 69
AMCR 750-36 DA Modification Work Order ( DAMWO ) Management for AMC
Depots, 22 Jan 68
DARCOM -R 702-10 Quality Assurance Provisions for Army Materiel , 22 May 79

DARCOM - C 702-4 Army Defense Systems Software Control During the Production
and Deployment Phase
DARCOM Supplement #1 Configuration Management, 18 Aug 76
to AR 70-37
C2 , DARCOM Supplement # 1 Packaging of Materiel , 16 Aug 77
to AR 700-15
F. OTHER
US Army Missile Command - Hnadbook CM2A Configuration Management, 21 Jan 66

Armed Services Procurement Regulation ( ASPR )
Transmission of Procurement Technical Requirements in the Competitive Reprocurement of Military
Design Equipment , Kenneth D. Griffiths and Robert F. Williams Army Procurement Research
Office , US Army Logistics Management Center , Fort Lee , Virginia
Production Engineering Standard Practice Manual, US Army Troop Support Command
FM 38-3 - Procurement Training Handbook
ANSI Y 14.5 - (1966) Dimensioning and Tolerancing for Engineering Drawings - The American
Society of Mechanical Engineers , New York, NY 10017
USAAVSC Pamphlet 1-4 - Data Management, Nov 69
American Defense Preparedness Association - Proceedings , Twenty - first Annual Meeting Technical
Documentation Division, 23-25 May 79
US Army Materiel Development and Readiness Command - Materiel Acquisition Management Guide ,
11 Feb 80
DARCOM Handbook 706-1.1-80 , Manufacturing Technology Handbook , Mar 80
DARCOM Handbook 702-2.1-80 , Quality Assurance Handbook for Preparation and Maintenance
of Quality Assurance Provisions
☆ U.S. GOVERNMENT PRINTING OFFICE: 1982–556-295 /21
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TECHNICAL DATA PACKAGE

DEVELOPMENT and MANAGEMENT

UNITED STATES ARMY MANAGEMENT ENGINEERING TRAINING ACTIVITY

DEVELOPMENT AND MANAGEMENT

Eighth Edition - October 1982

MATERIAL APPEARING IN THIS PUBLICATION MAY NOT BE REPRODUCED , COPIED , EXTRACTED OR

LIST OF ACRONYMS / ABBREVIATIONS viii

CHAPTER 1 DEFINITION OF A TECHNICAL DATA PACKAGE

Section 1 Introduction 1-2

CHAPTER 2 HOW THE TDP IS DEVELOPED

Section 1 Typical Procedures 2-2

CHAPTER 3 CONTENTS OF THE TDP

Section 1 Description of Supplies or Services Being Procured 3-2

Section 1 Requirements for Specifications 4-2

CHAPTER 5 ENGINEERING DRAWINGS

Section 1 Governing Documents 5-2

CHAPTER 6 PREPARATION FOR DELIVERY

Section 1 Requirements and Definitions 6-2

CHAPTER 7 QUALITY ASSURANCE PROVISIONS

Section 1 Product Assurancy Program Concept 7-2

CHAPTER 8 MANAGEMENT OF THE DEVELOPMENT OF THE TDP

Section 1 Organization for TDP Development 8-2

CHAPTER 9 CONTROL THROUGH CONFIGURATION MANAGEMENT

Section 1 General 9-2

CHAPTER 10 HOW TO IMPROVE THE TDP

Section 1 Requirements for Reviews 10-2

CHAPTER 11 TRANSMISSION OF THE TDP

Section 1 The Government's Role in the Contract 11-2

Figure No. TITLE Page No ,

1-1 Technical Data Package Usage 1-5

7-5 Assembly Flow Chart for M96 Grenade Launcher 7-42

BASE Basic Army Strategic Estimate

C &T Contingency & Training (OBSOLETE )

DA Department of the Army

EAM Electronic Accounting Machine

FACR First Article Configuration Review (OBSOLETE )

GAO Government Accounting Office

IAC Industrial Advisory Council

JSOR Joint Services Operational Requirements

KIA Killed in Action

LAP Load Assembly & Pack

MAC Maintenance Allocation Chart

NAR New Application Release

OACSFOR Office of the Assistant Chief of Staff for Force Development

R &D Research & Development

SA Secretary of the Army

TAADS The Army Authorization Document System

WBS Work Breakdown Structure

DEFINITION OF A TECHNICAL DATA PACKAGE

SECTION 2 Lessons Learned

supplies that are designed peculiarly for the military .

1-3 . TYPES OF TDPs

(1) Model Specifications or System Descriptions ,

(2) Configuration Management Descriptions,

(3 ) Military Specifications and Standards ,

(4 ) Spare Parts Breakout Packages , and

(5) Overhaul Bid Sets .

(1 ) those for major item procurement, and

(2) those for secondary item procurement.

(1 ) those for procurement of major items, and

( 2) those for procurement of secondary items .

1-4. CATEGORIES OF DESIGN DISCLOSURE TDPs .