Logistics Community of Interest 1670 Equipment Services Series Competency-Based Learning Map and Training Strategy

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2 Competency-Based Learning Map Overview The United States Marine Corp (USMC) Logistics Community of Interest (COI) developed this competency-based learning map to support 1670 Equipment Services series professional development of technical competencies and training. This learning map is organized by a group of competencies, which together define successful performance in the 1670 Equipment Services series. Competency-based learning maps are essential resources for career development and useful for identifying the knowledge and skillsets needed to meet and/or enhance their skills in this occupational series. Learning maps are comprised of several components, described in Table 1 below: Competency Titles and Definitions Proficiency Targets Behavioral Indicators (BIs) Training Table 1. Components of a Competency-Based Learning Map Describe the capabilities required within a particular position or job role. Define different levels of required performance (Entry, Journeyman, and Expert) within a competency area. Examples of activities performed by an individual that illustrate how a competency is demonstrated at varying levels of proficiency: Entry, Journeyman, and Expert. Mandatory: Training required to be completed based on Federal, State, or Marine Corps requirements/regulations. Recommended: Core, Core-Plus, and Sustainment training identified to enhance performance in competency areas. Core: Initial training that all personnel should have in related position from entry to senior levels. Core-Plus: Advanced training that is necessary for career progression that all mid-senior personnel should have in addition to the core training. Core-Plus training is recommended for personnel from General Schedule (GS)-11 to GS-13. Sustainment: Training intended to maintain credentials or a good training course to have, but not necessary for career advancement. Page 2

3 Equipment Services Series Defined As an occupation, the Equipment Services series encompasses the broad equipment phases of preproduction, production, usage, and disposal. This series covers two-grade interval positions that supervise, lead, or perform administrative work that involves collecting, analyzing, interpreting, and developing specialized information about equipment. Work also involves providing advisory services to those who design, test, produce, procure, supply, operate, repair, or dispose of equipment. Work may also involve developing or revising equipment maintenance programs. The work requires applying an intensive and practical knowledge of the characteristics, properties, and uses of equipment. Knowledge is of the type gained from technical training, education, and experience in functions such as repairing, overhauling, maintaining, constructing, or inspecting equipment. Competency Areas Three competencies have been identified for successful performance in the 1670 series: 1. Maintenance Operations 2. Production and Support 3. Equipment Management Proficiency and Skill Band Definitions The Proficiency Rating Scale (Table 2) below details the rating given for each level of proficiency and its corresponding definition. Proficiency levels describe the degree of competency required to perform a specific job successfully; these levels relate to the work required for a specific job. Different jobs require different levels of proficiency for successful performance. The proficiency levels provided in this learning map indicate the minimum proficiency target for successful performance. Table 2. Proficiency Rating Scale 1 Basic No Proficiency Conceptual Knowledge Only/No Experience 2 Applied Low Proficiency Able to Apply with Help 3 Intermediate Moderate Proficiency Able to Apply Autonomously 4 Advanced High Proficiency Proficient/Able to Help Others 5 Expert Very High Proficiency Expert Knowledge The USMC COIs have outlined a career progress structure that more accurately reflects the change in your abilities and responsibilities over time. That structure is called the Skill Level Structure (Table 3). It is associated with each occupational series and follows you from the time you are an entry-level employee until you attain the level of a management employee. Career progress in the USMC has traditionally been based on the federal government pay schedule system. The ratings within the pay schedule system are associated with Job Skill Levels: Page 3

4 Table 3. Skill Level Structure Job Skill Level Definition Pay Plan Beginning Grade Target Grade 1 Entry GS Journeyman GS Expert GS Behavioral Indicators (BIs) It is important to define how competencies are manifested at different skill levels. Behavior Indicators are on-the-job examples of behaviors and activities that illustrate how a competency is demonstrated at varying skill levels and provide an objective description of the behavior that can be observed in an individual as evidence that they either have or do not have the skills at the required level needed for the competency. These are examples of what the competency could look like at varying skill levels and are not inclusive of all behaviors demonstrating the competency for each skill level. This information is provided as a tool to help guide evaluations of employee proficiency; however, it should not be used as a checklist for employees' behaviors. Certifications and Training Certifications are a practical option for formalizing a specific competency or skillset. The Logistics COI has identified certifications (Table 4) that are applicable to the 1670 series. While these certifications are not required, staff are encouraged to complete these programs to improve and formalize their skillsets. However, some certifications below may be required according to your command and billet. Work with your supervisor to ensure you meet command certification training requirements. The training courses found in Appendix A of this learning map are recommended (Core) and may not be inclusive of all training available. These courses are aligned to competencies throughout the learning map. Training titles and vendors are subject to change as the courses evolve. Additionally, there are several external resources (Defense Acquisition University (DAU), MarineNet, Learning Tree, Lynda.com, etc.) that provide a variety of training opportunities available to all personnel for professional knowledge and skill enhancement. Table 4. Certifications Certification / Program DAWIA Life Cycle Logistics (Levels I-III) (as required by billet) Competency Model Page 4 Vendor Defense Acquisition University (DAU) A competency model is a group of competencies that together define successful performance in a particular occupation. The Logistics COI has adapted this model from the Department of Defense (DoD) Defense Civilian Personnel Advisory Service for the 1670 series. The competency model, to include definitions, corresponding BIs, minimum proficiency target levels, and training (Appendix A) has been provided in the charts below.

5 COMPETENCY DEFINITION Manages and coordinates maintenance strategies and operations, e.g. work loading production organization, performance metrics, internal 1. Maintenance controls, policies and procedures, compliance and other business operations related services involved in the effective running of a Operations maintenance process unit in support of the Joint or component commander. MINIMUM PROFICIENCY TARGET LEVELS Job Skill Level 1: Entry GS 9 Job Skill Level 2: Journeyman GS 11/12 Job Skill Level 3: Expert GS 12/ BEHAVORIAL INDICATORS Entry Journeyman Expert Knowledge of reliability centered maintenance tools and processes. Knowledge of supportability tools, processes, and techniques to capture maintenance performance metrics and trends. Applies safety, environmental, quality, and training compliance guidelines based on ESOH. Knowledge of technology developments, repair techniques, and procedures with potential maintenance applications. Uses output from logistics data analyses, engineering analyses, and program planning to create maintenance planning factors and provide recommendations for corrective actions. Knowledge of supportability analysis tools and techniques to ensure the maintenance workload can be accomplished and make recommendations for corrective actions. Applies basic maintenance problem solving techniques and tools, and makes recommendations for corrective actions. Leverages organizational relationships within the logistics supportability framework. Applies broad knowledge of maintenance operations concepts, processes, and procedures. Assists in maintenance planning and scheduling (1-3 years out). Applies and analyzes reliability centered maintenance tools and processes. Employs supportability tools, processes, and techniques to capture maintenance performance metrics and trends. Applies safety, environmental, quality, and training compliance guidelines based on ESOH. Investigates technology developments, repair techniques, and procedures with potential maintenance applications. Knowledge of component, Joint, and inter-agency policy and processes (e.g. DMI, DSOR, DMISA, NIMSC, Depot MILCON, JTEG, etc.). Uses output from logistics data analyses, engineering analyses, and program planning to validate maintenance planning factors and provide recommendations for corrective actions. Uses supportability analysis tools and techniques to ensure the maintenance workload can be accomplished and makes recommendations for corrective actions. Applies advanced maintenance problem solving techniques and tools, and make recommendations for corrective actions. Leverages internal and external organizational relationships within the logistics supportability framework. Applies extensive knowledge of maintenance operations concepts, processes, and procedures. Executes maintenance planning and scheduling (1-3 years out). Oversees the development of reliability centered maintenance tools and processes. Manages supportability tools, processes, and techniques to capture maintenance performance metrics and trends. Manages safety, environmental, quality, and training compliance guidelines based on ESOH. Evaluates recommendations to technology developments, repair techniques, and procedures with potential maintenance applications. Applies component, Joint, and inter-agency policy and processes (e.g. DMI, DSOR, DMISA, NIMSC, Depot MILCON, JTEG, etc.). Evaluates recommendations and executes corrective actions based on output from logistics data analyses, engineering analyses, and program planning that validate maintenance planning factors. Page 5

6 Evaluates recommendations and executes corrective actions for supportability analysis to ensure compliance of maintenance workload. Applies comprehensive maintenance problem solving techniques and tools and implements corrective action. Leverages strategic relationships within the logistics supportability framework. Applies comprehensive knowledge of maintenance operations concepts, processes, and procedures. Manages maintenance planning and scheduling (1-3 years out). COMPETENCY DEFINITION 2. Production & Support Manages the planning, scheduling, execution, control, and resources of the production process in a maintenance activity. MINIMUM PROFICIENCY TARGET LEVELS Job Skill Level 1: Entry GS 9 Job Skill Level 2: Journeyman GS 11/12 Job Skill Level 3: Expert GS 12/ BEHAVORIAL INDICATORS Entry Journeyman Assists in development of statements of objectives, statements of work (SOWs), and materiel requirements lists for equipment-related services. Assists in the measuring of production performance and trends. Ensures compliance of statutory and regulatory guidance related to maintenance production. Reviews and recommends changes to maintenance policy, procedure, and guidance. Performs quality inspections and certifications of equipment-related services, and takes corrective action. Assists with capability, capacity, and cost-benefit analyses. Researches cost of maintenance production resources (repair parts, tools, SL-3 components, labor, etc.) and provides recommendations. Monitors materiel, data, or process deviations, and recommends corrective actions. Assists in facilitation of a production organization or sub-process work group(s). Monitors and collects data on maintenance contractor/vendor performance. Communicates with customers and suppliers to identify, obtain and process reparable assets and component repair parts. Assists in formulation of maintenance production processes to include planning, scheduling, execution, control, and resources. Evaluates recommendations for skill sets, processes, equipment, tooling, technical data, and facilities needed to accomplish production. Develops statements of objectives, SOWs, and materiel requirements lists for equipment-related services. Measures production performance and trends, and recommends/implements corrective actions. Enforces compliance of statutory and regulatory guidance related to maintenance production. Implements maintenance policy, procedure, and guidance. Develops quality inspections and certifications programs for equipment-related services. Performs capability, capacity, and cost-benefit analyses. Evaluates cost impact of maintenance production resources (repair parts, tools, SL-3 components, labor, etc.) and recommends/implements corrective actions. Evaluates materiel, data, or process deviations, and recommends/implements corrective actions. Facilitates a production organization or sub-process work group(s). Develops a technical monitoring and reporting program for maintenance contractor/vendor performance. Leverages relationships with customers and suppliers to identify, obtain and process reparable assets and component repair parts. Formulates maintenance production processes to include planning, scheduling, execution, control, and resources. Implements recommendations for skill sets, processes, equipment, tooling, technical data, and facilities needed to accomplish production. Page 6

7 Expert Approves statements of objectives, SOWs, and materiel requirements lists for equipment-related services. Monitors production performance and trends, and ensures corrective actions are implemented. Develops programs to track and ensure enforcement of statutory and regulatory guidance related to maintenance production. Develops maintenance policy, procedure, and guidance. Manages quality inspections and certifications programs for equipment-related services. Oversees capability, capacity, and cost-benefit analyses. Approves cost of maintenance production resources (repair parts, tools, SL-3 components, labor, etc.). Approves and implements corrective actions for materiel, data, or process deviations. Manages a production organization or sub-process work group(s). Manages a technical monitoring and reporting program for maintenance contractor/vendor performance. Leverages strategic relationships with customers and suppliers to identify, obtain and process reparable assets and component repair parts. Approves and implements maintenance production processes to include planning, scheduling, execution, control, and resources. Approves recommendations for skill sets, processes, equipment, tooling, technical data, and facilities needed to accomplish production. COMPETENCY 3. Equipment Management DEFINITION Plans, sources, and implements management actions to provide equipment required to sustain operations in garrison during training and to forward deployed forces. MINIMUM PROFICIENCY TARGET LEVELS Job Skill Level 1: Entry GS 9 Job Skill Level 2: Journeyman GS 11/12 Job Skill Level 3: Expert GS 12/ BEHAVIORAL INDICATORS Knowledge of personnel requirements to operate and maintain equipment. Knowledge of equipment life cycle logistics support concepts and principles (e.g. fielding, operations and support, and disposal). Entry Participates in research relating to equipping operating forces for contingency employment, exercise support, and training. Knowledge of equipment distribution to deploying and new units. Knowledge of equipment serialized item management policy, tools, and processes (e.g. GCSS-MC, DPAS, IUID, RFID, etc.) Identifies personnel requirements to operate and maintain equipment. Assists with planning and implementation of life cycle logistics support (e.g. fielding, operations and support, and disposal). Conducts research relating to equipping operating forces for contingency employment, exercise support, and training. Journeyman Recommends force structure change as it relates to fielding of new equipment. Conducts equipment distribution to deploying and new units. Implements equipment serialized item management policy, tools, and processes (e.g. GCSS-MC, DPAS, IUID, RFID, etc.) Establishes personnel requirements to operate and maintain equipment. Plans and manages life cycle logistics support (e.g. fielding, operations and support, and disposal). Evaluates research relating to equipping operating forces for contingency employment, exercise support, and training. Expert Updates force structure change as it relates to fielding of new equipment. Manages equipment distribution to deploying and new units. Oversees the implementation of equipment serialized item management (e.g. GCSS-MC, DPAS, IUID, RFID, etc.) Page 7

8 Appendix A. Training-to-Competency Mapping Training Course Vendor Maintenance Operations Production & Support Equipment Management BCF 106 Fundamentals of Cost Analysis DAU CLC 011 Contracting for the Rest of Us DAU CLC 013 Services Acquisition DAU CLC 024 Basic Math Tutorial DAU CLC 026 Performance-Based Payments Overview DAU CLC 045 Partnering DAU CLC 106 COR with Mission Focus DAU CLC 112 Contractors Accompanying the Force DAU CLC 206 Contracting Officer's Representatives in a Contingency Environment DAU CLE 004 Introduction to Lean Enterprise Concepts DAU CLE 007 Lean Six Sigma for Manufacturing DAU CLE 008 Six Sigma: Concepts and Processes DAU CLE 015 Continuous Process Improvement Familiarization DAU CLE 016 Outcome-Based Performance Measures DAU CLE 026 Trade Studies DAU CLE 201 ISO 9000 DAU CLE 301 Reliability and Maintainability DAU CLL 001 Life Cycle Management & Sustainment Metrics DAU CLL 004 Life Cycle Logistics for the Rest of Us DAU CLL 022 Title 10 Depot Maintenance Statute Overview DAU CLL 029 Condition-Based Maintenance Plus (CBM+) DAU CLL 030 Reliability Centered Maintenance DAU CLL 037 DoD Supply Chain Fundamentals DAU CLL 040 Business Case Analysis Tools DAU CLL 041 Life Cycle Cost (LCC) Analysis Tools DAU CLL 051 System Retirement, Materiel Disposition Reclamation, Demilitarization & Disposal DAU CLL 057 Level of Repair Analysis - Introduction DAU CLL 058 Level of Repair Analysis Theory and Principles DAU CLL 062 Counterfeit Prevention Awareness DAU CLL 120 The DoD Shelf-Life Program DAU Page 8

9 Training Course Vendor Maintenance Operations Production & Support Equipment Management CLL 206 Introduction to Parts Management DAU CLM 003 Overview of Acquisition Ethics DAU CLM 005 Industry Proposals and Communication DAU CLM 013 Work-Breakdown Structure DAU CLM 014 IPT Management and Leadership DAU CLM 017 Risk Management DAU CLM 024 Contracting Overview DAU CLM 035 Environmental Safety and Occupational Health DAU CLM 038 Corrosion Prevention and Control Overview DAU CLM 103 Quality Assurance Auditing DAU CLM 200 Item-Unique Identification DAU CLM 201 Serialized Item Management (SIM) DAU CMQ 100 Quality Assurance Basics DAU CMQ 131 Data Collection and Analysis DAU GCSS11BC01 GCSS-MC Welcome to GCSS-MC Basics MarineNet Maritime Prepositioning Force Staff Planning (UI060320D) MarineNet Page 9

10 Appendix B. Acronyms Defined BI Behavioral Indicator COI Community of Interest DAU Defense Acquisition University DAWIA Defense Acquisition Workforce Improvement Act DMI Directorate of Military Intelligence DMISA Depot Maintenance Interservice Support Agreements DPAS Defense Property Accountability System DSOR Depot Source of Repair DoD Department of Defense ESOH Environment, Safety, and Occupational Health GCSS-MC Global Combat Support System-Marine Corps GS General Schedule IUID Item Unique Identification JTEG Joint Technology Exchange Group MILCON Military Construction NIMSC Nonconsumable Item Material Support Code RFID Radio Frequency Identification SL-3 Stock List-Level 3 USMC United States Marine Corps Page 10