II activity can submit priority 2, 5, and 12 requisitions, depending on the urgency of requirement as related to mission readiness. A FAD III activity would submit priority 3, 6, and 13 requisitions for corresponding requirements. Project codes are assigned to identify requisitions and  related  documents  applicable  to  specific  projects  or programs and are mandatory entries on all requisitions. Project/Priority codes are discussed in more detail in chapter 3 and in OPNAVINST 4790.2. AWAITING  PARTS VALIDATION LEARNING  OBJECTIVE:  Recognize  the purpose   for   performing   awaiting   parts validations. Validation of AWP items, using the AWP list provided  by  the  aviation  support  division  (ASD),  is performed jointly with the AWP unit in supply at least weekly. AWP validation ensures all parts on order by a particular command are still required and all required parts are still on order. This validation also points out possible cannibalization actions, which can reduce the number  of  AWP  components. Q35. What action is taken at least weekly to ensure all parts on order are still required and all required parts are still on order? WORKLOAD  PRIORITY ASSIGNMENT LEARNING   OBJECTIVE:   Identify   the different  priorities  assigned  to  I-level maintenance workloads. Production control, working with the component control  section  (CCS)  and  the  aeronautical  material screening unit (AMSU) of the supply department, will set workload priorities based on the following: Priority 1. Support of non-mission capable (NMC) or partial-mission capable (PMC) aircraft; NMCS or PMCS items, based on a valid outstanding requisition held by supply; expeditious repair (EXREP); or work requests  causing  NMC  or  PMS  conditions  on  an aircraft will be assigned priority 1. Priority 1 is also assigned to activities within 30 days of deployment. Priority 2. Repair of critical local repair cycle assets (LRCAs) and SE. This priority is also assigned to  O-level  maintenance  work  stoppage  requirements. 7-21 Priority 3. Repair of non-critical LRCAs and SE and repair or manufacture of material for non-fixed allowance  stock. Priority 4. Processing of salvaged material and nonaeronautical  work. These priorities may be adjusted by the IMA maintenance and supply officers as necessary to meet local support requirements and operation conditions. Q36. Production control works with what other work centers in the supply department to set workload priorities? EQUIPMENT STATUS REPORTS The   successful   operation   of   an   IMA   from production   control   depends   on   knowledge.   As mentioned before, production control is the nerve center  of  the  IMA.  If  a  supported  activity  needs anything  in  the  way  of  support  from  the  I-level activity,  it  will  contact  production  control.  For production control to have its finger on the pulse of the entire department, it needs to be continuously updated on  equipment  status.  From  the  status  of  support equipment  to  avionics  test  benches,  the  production control chief MUST know at a glance what assets he has available to work with. Equipment  status  reports  normally  provide  this information. These status reports are normally furnished to production control at the beginning of each work day and sometimes at the beginning of each shift. Equipment   status   reports   provide   important information,  such  as  how  many  NCPP-105  air  start units are on board, and how many of them are up (fully operational)  or  how  many  are  down,  what  maintenance is required to make them ready for use, and when they are anticipated to be ready for use. Almost every division in the IMA provides these reports to the production control officer, with information pertinent to the successful operation of an IMA. SUMMARY This  chapter  touched  only  briefly  on  the responsibilities   of   maintenance   and   production control. It is by no means an all inclusive recipe book for successful operation of either work center. Both maintenance control at the O-level and production control at the I-level are very important and busy management offices. Communication and teamwork are key factors in managing a successful work center.