Chapter 13

Question 2

Mr Kurt Lewin, a social psychologist, recommended that leaders view change as a three-stage process: (13.2.3.)

Answer 2

unfreezing, changing, and refreezing

Question 3

Organizational change is defined as: (13.3.)

Answer 3

the adoption of a new idea or behavior by an organization; establishing new norms

Question 4

Organizational change is defined as the adoption of a new idea or behavior by an organization; establishing new norms. These norms can be grouped in various categories, including: (13.3.)

Answer 4

technology, tasks, structure, and people norms

Question 5

Kurt Lewin, a renowned social psychologist, viewed change as a three-stage process, unfreezing, changing, and refreezing. The first step, unfreezing is: (13.3.1.)

Answer 5

recognizing the need for change

Question 6

Kurt Lewin, a renowned social psychologist, viewed change as a three-stage process: unfreezing, changing, and refreezing. Which stage is a deliberate management activity to prepare people for change? (13.3.2.)

Answer 6

unfreezing

Question 7

When organizational changes are necessary, one of the first reactions is resistance. Four of the most common forms of resistance are: (13.3.3.)

Answer 7

uncertainty, self-interest, different perceptions or no felt need to change, and over-determination

Question 8

Four of the most common forms of resistance to change are uncertainty, self-interest, different perceptions or no felt need to change, and over-determination. Uncertainty is: (13.3.3.1.)

Answer 8

a fear of the unknown or seeing the change as a threat to their security

Question 9

Four of the most common forms of resistance to change are uncertainty, self-interest, different perceptions or no felt need to change, and over-determination. Self-interest is _______. (13.3.3.2.)

Answer 9

a concern for their role and a possible loss of power after changes

Question 10

Four of the most common forms of resistance to change are uncertainty, self-interest, different perceptions or no felt need to change, and over-determination. Different perceptions or no felt need to change is: (13.3.3.3.)

Answer 10

the apparent outward support but internal resistance to change

Question 11

Four of the most common forms of resistance to change are uncertainty, self-interest, different perceptions or no felt need to change, and over-determination. Over-determination is: (13.3.3.4.)

Answer 11

when the structure of an organization is a barrier to change

Question 12

Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Education and Communication is: (13.3.4.1.)

Answer 12

educating people about the need for and the expected benefits of a change

Question 13

Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Participation and Involvement is: (13.3.4.2.)

Answer 13

involving those affected by the change in its design and implementation

Question 14

Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Facilitation and Support is: (13.3.4.3.)

Answer 14

introducing the change gradually and providing additional training if needed to encourage acceptance

Question 15

Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Negotiation and Agreement is: (13.3.4.4.)

Answer 15

offering incentives to those who continue to resist the change

Question 16

Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Coercion is: (13.3.4.5.)

Answer 16

the use of force to get people to accept change

Question 17

Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. Which method should be used as a last resort? (13.3.4.5.)

Answer 17

Coercion

Question 18

Kurt Lewin, a renowned social psychologist, viewed any change effort as a three-stage process, unfreezing, changing, and refreezing. The second stage, changing, is _______. (13.4.)

Answer 18

modifying technology, tasks, structure, or distribution of people

Question 19

Kurt Lewin, a renowned social psychologist, viewed any change effort as a three-stage process, unfreezing, changing, and refreezing. The third stage, refreezing, is _______. (13.5.)

Answer 19

locking in the desired outcomes and new norms

Question 20

The PDG describes change as a three-stage process: unfreezing, changing, and refreezing. Refreezing is necessary because without refreezing: (13.5.1.)

Answer 20

people often return to the old ways

Question 21

There are five critical attributes present in all healthy teams. These attributes are _______. (13.6.)

Answer 21

trust, ethical behavior, critical judgment, sharing, and cooperation

Question 22

The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. While each is essential in building a healthy team spirit, ________ is the core of all healthy team interaction. (13.6.)

Answer 22

trust

Question 23

The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. Ethical behavior is: (13.8.)

Answer 23

behavior that conforms to accepted principles of right and wrong

Question 24

The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. Sharing is: (13.9.)

Answer 24

sharing information inside and outside the group

Question 25

The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. Critical Judgment is: (13.10.)

Answer 25

the willingness to accept constructive criticism

Question 26

The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. Cooperation is: (13.11.)

Answer 26

relying on each other to produce quality results and sharing creative ideas

Question 27

_______ is a service-wide initiative to focus all Airmen toward establishing a culture of continuous process improvement (CPI) in order to achieve individual, unit and institutional excellence and effectiveness. (13.13.)

Answer 27

AFSO21

Question 28

It is a transformational initiative empowering all Airmen to eliminate waste from every end-to-end process. (13.13.)

Answer 28

AFSO21

Question 29

_______ is a comprehensive philosophy of operations built around the concept that there are always ways to improve a process to better meet customer needs, and an organization should constantly strive to make those improvements. (13.13.)

Answer 29

Continuous Process Improvement (CPI)

Question 30

At the core of the Air Force continuous process improvement (CPI) effort is _______. (13.14.)

Answer 30

the 8-Step structured problem-solving model

Question 31

We must insist on a non-blaming approach when identifying and resolving problems because: (13.14.)

Answer 31

-people are not to blame for inefficiencies in our processes-people are in the best position to identify barriers and inefficiencies in their day-to-day jobs

Question 32

AFSO21 breaks the four OODA loop steps into eight steps that are flexible enough to be effective at what level? (13.15.)

Answer 32

-Air Force-MAJCOM or Wing-Individual

Question 33

The OODA loop is an objective description of the decisionmaking process and stands for _______. (13.15.1.)

Answer 33

observe, orient, decide, act

Question 34

At the core of the Air Force continuous process improvement (CPI) effort is the 8-Step structured problem-solving model. This model is mapped to the four decisionmaking phases: (13.14. and 13.15.1.)

Answer 34

observe, orient, decide, act

Question 35

The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 1, Clarify and Validate the Problem, and Step 2, Break Down the Problem/Identify Performance Gaps, are mapped to which of the decision-making phases? (13.15.1.)

Answer 35

observe

Question 36

The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 3, Set Improvement Targets, and Step 4, Determine Root Causes, are mapped to which of the decision-making phases? (13.15.1.)

Answer 36

orient

Question 37

The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 5, Develop Countermeasures, is mapped to which of the decision-making phases? (13.15.1.)

Answer 37

decide

Question 38

The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 6, See Countermeasures Through, Step 7, Confirm Results and Process, and Step 8, Standardize Successful Processes, are mapped to which of the decision-making phases? (13.15.1.)

Answer 38

act

Question 39

The critical first step to effective problem solving is to _______. (13.15.3.2.)

Answer 39

clearly understand the problem

Question 40

The critical first step to effective problem solving is to clearly understand the problem. A tool to use could be the SIPOC chart, which helps identify: (13.15.3.2.)

Answer 40

supplier, input, process, output and customer

Question 41

There are several "lean tools" that can help Air Force leaders decide which problems should be tackled. Which of these provides a framework to ensure resources and activities are linked to key enterprise strategies, directives, and goals because individual problem solving can have greater impact if it is coordinated with the rest of the organization? (13.15.3.3.1.)

Answer 41

Strategic Alignment and Deployment (SA&D)

Question 42

There are several "lean tools" that can help the Air Force leader decide which problems should be tackled. Which of these provides a visual representation of a high-level process map and brings Airmen involved in a process together in a nonthreatening way that builds teamwork? (13.15.3.3.2.)

Answer 42

Suppliers, Input, Process, Output, and Customers (SIPOC) Analysis

Question 43

There are several "lean tools" that can help Air Force leaders decide which problems should be tackled. Which of these involves understanding who the customers are and what they need in order to understand whether or not you are meeting their needs? (13.15.3.3.3.)

Answer 43

Voice of the Customer (VOC)

Question 44

There are several "lean tools" that can help Air Force leaders decide which problems should be tackled. Which of these is a visual overview of the process at any level that helps you identify improvement areas? (13.15.3.3.4.)

Answer 44

Value Stream Mapping (VSM)

Question 45

There are several "lean tools" that can help Air Force leaders decide which problems should be tackled. Which of these tools involves actually walking the process or problem area to obtain first-hand data rather than second hand opinions? (13.15.3.3.5.)

Answer 45

Go and See

Question 46

Step 2 of the AFSO21 8-Step Problem Solving Process is "Break Down the Problem/Identify Performance Gaps". The PDG lists two "lean tools" that can help in this effort. Which of them focuses on the difference between the level of performance seen today and the level of performance needed tomorrow? (13.15.4.1.2.1.)

Answer 46

Performance Gap Analysis

Question 47

Step 2 of the 8-Step Problem Solving Process is "Break Down the Problem/Identify Performance Gaps". The PDG lists two "lean tools" that can help in this effort. Which of them focuses on which steps in the process inhibit the flow of the entire process? This is sometimes referred to as the weakest link or the slowest step. (13.15.4.1.2.2.)

Answer 47

Bottleneck Analysis (or Constraint Analysis)

Question 48

In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets using the future state mapping and B-SMART target tools. Improvement targets should: (13.15.5.1.)

Answer 48

-define the performance levels required to make the vision a reality-be challenging but achievable-have B-SMART characteristics

Question 49

In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets using the future state mapping and B-SMART target tools. B-SMART stands for _______. (13.15.5.2.)

Answer 49

balanced, specific, measurable, attainable, results-focused, and timely

Question 50

In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets. B-SMART targets must be balanced which means: (13.15.5.2.1.)

Answer 50

ensure goals are balanced and target efficiency and effectiveness

Question 51

In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets. B-SMART targets must be specific which means: (13.15.5.2.2.)

Answer 51

to have clearly defined, desirable outputs that are applicable to the process improvement activity

Question 52

In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets. B-SMART targets must be measurable which means: (13.15.5.2.3.)

Answer 52

to include time frames and data obtainable from specific sources

Question 53

In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets. B-SMART targets must be attainable which means: (13.15.5.2.4.)

Answer 53

resources must be available; a goal can have some risk but success must be possible

Question 54

B-SMART targets must be results-focused which means: (13.15.5.2.5.)

Answer 54

link targets to the mission, vision and goals, and ensure they are meaningful to the user

Question 55

B-SMART targets must be timely which means _______. (13.15.5.2.6.)

Answer 55

provide step-by-step views versus giant leaps, and measure at interim milestones

Question 56

Step 4 of the AFSO21 8-Step Problem Solving Process is Determine Root Causes (Orient). This step is necessary: (13.15.6.)

Answer 56

when previous problem-solving efforts were directed at symptoms rather than the root cause of the problem

Question 57

Step 4 of the AFSO21 8-Step Problem Solving Process is Determine Root Causes (Orient). _____ tools, including the 5 Whys, can help identify true root causes. (13.15.6.)

Answer 57

Six

Question 58

Six tools, including the 5 Whys, can help identify true root causes. Which tool consists of asking "why" five times, or until you have reached the point that you've got a bottom line response? (13.15.6.1.)

Answer 58

5 Whys

Question 59

Six tools, including the 5 Whys, can help identify true root causes. Which tool requires suggesting as many ideas as possible to pull information out of the team member that they, perhaps, did not realize was important? (13.15.6.2.)

Answer 59

Brainstorming

Question 60

Six tools, including the 5 Whys, can help identify true root causes. Which tool requires objectively graphing the data to point to the critical 20 percent of the input which is causing the problem? (13.15.6.3.)

Answer 60

Pareto Analysis

Question 61

Six tools, including the 5 Whys, can help identify true root causes. Which tool finds a way to group like items to simplify a problem enough so that it can be more easily understood? (13.15.6.4.)

Answer 61

Affinity Diagrams

Question 62

Six tools, including the 5 Whys, can help identify true root causes. Which tool is often called the "fishbone" diagram and is a quick and simple way to visually depict the relationship between specific categories of process inputs and undesirable outputs? (13.15.6.5.)

Answer 62

Cause and Effect Diagrams

Question 63

Six tools, including the 5 Whys, can help identify true root causes. Which tool consists of objective graphs of process output over time and usually include predefined upper and lower performance level limits? (13.15.6.6.)

Answer 63

Control Charts

Question 64

Step 5 of the AFSO21 8-Step Problem Solving Process is: (13.15.7.)

Answer 64

Develop Countermeasures (Decide)

Question 65

Step 5 of the AFSO21 8-Step Problem Solving Process is Develop Countermeasures (Decide). The key principle to remember is that the impact of a solution is a combination of the quality of the solution and _______. (13.15.7.2.)

Answer 65

the acceptance of the solution by the people who must implement it

Question 66

Step 6 of the AFSO21 8-Step Problem Solving Process is See Countermeasures Through (Act). There are three key questions the Air Force leader must answer before taking action: (13.15.8.2.)

Answer 66

-Which CPI method best fits my situation?-What is the best setting to implement my solution?-What process improvement tools are most appropriate?

Question 67

One of the three key questions Air Force leaders must answer before taking action is, what is the best setting to implement my solution? The appropriate setting depends on _______. (13.15.8.4.)

Answer 67

the scope of effort required

Question 68

The PDG lists three levels of settings for solutions: Just Do It (also called point improvement), Rapid Improvement Event, and Improvement Project. Which of these involves one person (or a small team) and can be accomplished in less than a day? (13.15.8.4. and 13.15.8.4.1.)

Answer 68

Just Do It (JDI)

Question 69

The PDG lists three levels of settings for solutions: Just Do It (also called point improvement), Rapid Improvement Event, and Improvement Project. Which of these consists of a small team of individuals, usually subject matter experts, and can be accomplished in less than 1 week? (13.15.8.4. and 13.15.8.4.2.)

Answer 69

Rapid Improvement Event (RIE)

Question 70

The PDG lists three levels of settings for solutions: Just Do It (also called point improvement), Rapid Improvement Event, and Improvement Project. Which of these requires a large team and will be conducted over a long period of time? (13.15.8.4. and 13.15.8.4.3.)

Answer 70

Improvement Project

Question 71

Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Tools should be selected based on: (13.15.8.5.)

Answer 71

how well they address the root causes identified in step four of the AFSO21 8-Step Problem Solving Process

Question 72

Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Which tool establishes a place for everything and makes it obvious when everything is not in its place? (13.15.8.5.1.)

Answer 72

6S and Visual Management

Question 73

Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Which tool is the bedrock foundation of continuous improvement and makes it possible to tell if improvements are because of chance or deliberate efforts? (13.15.8.5.2.)

Answer 73

Standard Work

Question 74

Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Which tool designs how workers are arranged relative to the work and to each other? (13.15.8.5.3.)

Answer 74

Cell Design

Question 75

Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Which tool aims to make it impossible to do wrong? (13.15.8.5.4.)

Answer 75

Error Proofing

Question 76

Step 7 of the AFSO21 8-Step Problem Solving Process is Confirm Results and Process (Act). The projects should be monitored for: (13.15.9.2.)

Answer 76

-performance relative to the baseline developed in steps one and two-performance relative to B-SMART targets established in step three-performance relative to where we thought we would be at this stage of the solution implementation

Question 77

Step 7 of the AFSO21 8-Step Problem Solving Process is Confirm Results and Process (Act). If we are not meeting targets by deadlines, the most common mistake made by process improvement efforts is _______. (13.15.9.2.4.)

Answer 77

incorrect root causes determination

Question 78

Of the eight steps of the AFSO21 problem solving process, which one is the most commonly skipped and under completed? (13.15.10.1.)

Answer 78

Step eight

Question 79

The Resource Management System: (13.16.1.)

Answer 79

involves various systems focused on outputs and resources used

Question 80

Air Force managers oversee activities that cost money. However, in terms of resources, Resource Management System (RMS) duties refer to the stewardship of _______. (13.16.2.)

Answer 80

-money-manpower-equipment

Question 81

In terms of Resource Management System (RMS) duties, whose duties include providing sound financial management and advice to the commander and staff and applying policies and procedures that enable the organization to carry out accounting, budget, and cost functions? (13.16.2.2.)

Answer 81

Comptroller

Question 82

In terms of Resource Management System (RMS) duties, which agency must plan, direct, and coordinate subordinate organizations' activities, analyze subordinate organizational plans, identify imbalances in resource distribution, analyze alternative actions, and balance programs? (13.16.2.3.)

Answer 82

Responsibility Center Manager

Question 83

Which Resource Management role plans, directs, and coordinates subordinate organizations' activities? (13.16.2.3.)

Answer 83

Responsibility Center Manager

Question 84

Which Resource Management role is responsible for the basic production flight or work center and for regulating the consumption of work hours, supplies, equipment, and services to do the tasks within their cost center? (13.16.2.4.)

Answer 84

Cost Center Manager

Question 85

Which Resource Management role has the duty to monitor and help prepare resource estimates, help develop obligations and expense fund targets, monitor the use of resources in daily operations compared to projected consumption levels, and serve as the primary points of contact on resource management matters pertaining to their responsibility center? (13.16.2.5.)

Answer 85

Resource Advisor

Question 86

What base-level Resource Management entity determines program priorities and ensures effective allocation of resources by reviewing, approving, or disapproving recommendations made by the Financial Working Group to ensure balanced and valid financial programs? (13.16.3.)

Answer 86

the Financial Management Board

Question 87

What Resource Management entity is composed of both line and staff RAs and Responsibility Center managers and develops requirements for base or unit financial plans, reviews all appropriated fund financial plans, and makes recommendations to the Financial Management Board for final approval? (13.16.4.)

Answer 87

the Financial Working Group

Question 88

A property custodian is: (13.17.3.)

Answer 88

any person designated by the organization commander or chief of staff agency responsible for government property in his or her possession

Question 89

Although all Air Force resources have a value that was charged to the Department of Defense, some resources may appear to be cost free assets because: (13.18.2.)

Answer 89

-Airmen did not have to pay out funds to obtain the resources-Airmen did not have the authority to control allocation or change the composition of total resources allocated

Question 90

The operating budget covers costs associated with the operation of all Air Force organizations. The budget program operates on a _______ basis. (13.18.3.)

Answer 90

fiscal year

Question 91

The budget program operates on a fiscal year (FY) basis. The Fiscal Year begins _______ and ends _______. (13.18.3.)

Answer 91

1 October; 30 September

Question 92

Every year the Air Force loses millions of dollars in various resources because of resource waste and acts of fraud. The Air Force program developed to counter these problems is: (13.19.1. and 13.19.2.)

Answer 92

the Air Force Complaints and Fraud, Waste, and Abuse programs

Question 93

Under the Air Force Fraud, Waste, and Abuse program, Fraud is defined as: (13.19.1.1.)

Answer 93

a deception designed to gain a benefit, privilege, allowance, or consideration

Question 94

As defined by the Air Force Fraud, Waste, and Abuse program, Waste is: (13.19.1.2.)

Answer 94

the extravagant, careless, or needless expenditure of Air Force funds or resources

Question 95

As defined by the Air Force Fraud, Waste, and Abuse program, Abuse is: (13.19.1.3.)

Answer 95

the intentionally wrongful or improper use of Air Force resources

Question 96

Preventing Fraud, Waste, and Abuse is of primary concern. Detection and prosecution serve to deter fraudulent, wasteful, or abusive practices, however, the key element of the program is _______. (13.19.2.)

Answer 96

to prevent the loss of resources

Question 97

Air Force personnel have a duty to promptly report Fraud, Waste, and Abuse to _______. (13.19.2.)

Answer 97

-an appropriate supervisor or commander-to an IG or other appropriate inspector-through an established grievance channel

Question 98

Fraud, Waste, and Abuse complaints may be reported to: (13.19.2.)

Answer 98

-the Air Force Audit Agency-the Air Force Office of Special Investigations (AFOSI)-security forces or other proper authorities

Question 99

Air Force personnel have a duty to report Fraud, Waste, and Abuse (FWA). However, members should _______ before involving a higher level or the IG. (13.19.3.1.)

Answer 99

try to resolve FWA issues at the lowest possible level

Question 100

When reporting Fraud, Waste, and Abuse, the complainant's privacy is safeguarded to the maximum extent possible. But Airmen should realize that members who knowingly make false statements: (13.19.3.1.2.)

Answer 100

are subject to punitive action and/or adverse administrative action

Question 101

Although communications made to an IG are not privileged or confidential, disclosure of those communications (and the identity of the communicant) will be strictly limited to _______. (13.19.3.2.)

Answer 101

an official need-to-know basis

Question 102

The DoD and Air Force environmental program is composed of four pillars: (13.20.2.)

Answer 102

restoration, compliance, conservation, and pollution prevention

Question 103

Which Air Force environmental program's goal is to reduce risks to human health and the environment due to contamination from past Air Force activities? (13.20.2.1.)

Answer 103

Environmental Restoration Program

Question 104

Which Air Force environmental program ensures the Air Force plans and manages its mission and operations in a manner to achieve and maintain compliance with federal, state or local laws, executive orders, DoD and Air Force policies including those that apply overseas, and other binding agreements? (13.20.2.2.)

Answer 104

Environmental Quality Program

Question 105

What Air Force program was designed to help Air Force installations and organizations comply with all applicable environmental regulations and standards? (13.20.2.2.)

Answer 105

Environmental Compliance Assessment and Management Program (ECAMP)

Question 106

Which Air Force environmental program was created to prevent future pollution by reducing the amount of pollution/waste created at the source; reducing the use of hazardous materials; and minimizing the toxicity of wastes and the release of pollutants, all while reducing total ownership costs? (13.20.2.3.)

Answer 106

Pollution Prevention (P2) Program

Question 107

The Air Force environmental program that supports actions to protect, enhance, and sustain mission capability through effective planning and management of natural and cultural resources is: (13.20.2.4.)

Answer 107

the Natural and Cultural Resources Conservation Program

Question 108

Which Air Force environmental program's primary objective is to ensure continued access to the land and air space required to achieve the Air Force mission? (13.20.2.4.)

Answer 108

the Natural and Cultural Resources Conservation Program

Question 109

Which Air Force environmental program identifies essential actions necessary to manage air resource assets (i.e. quality of the air we breathe, airspace to fly and train, etc.) in order to maximize their military value while attaining and maintaining compliance with the Clean Air Act (CAA) andother applicable laws, regulations, and policies? (13.20.3.)

Answer 109

Air Quality Compliance and Resource Management Program

Question 110

Which Air Force environmental program maintains water supply, water quality, and safety of Air Force water systems worldwide? (13.20.4.)

Answer 110

Water Quality Compliance Program

Question 111

Which Air Force environmental program's primary focus is to protect human health by providing safe drinking water? (13.20.4.)

Answer 111

Water Quality Compliance Program

Question 112

How does the Air Force address the need for solid waste characterization, handling, storage and collection, solid waste disposal, record keeping and reporting of solid-waste-related data? (13.20.5.)

Answer 112

AFI 32-7042, Waste Management, requires each installation to have a solid waste management program

Question 113

What base agency works with the Wing Commander to oversee compliance with hazardous waste laws per AFI 90-801, Environment, Safety, and Occupational Health Councils? (13.20.6.1.)

Answer 113

base Environmental, Safety, and Occupational Health Council

Question 114

The Air Force process designed to manage the procurement and use of HAZMAT to support Air Force missions, ensure the safety and health of personnel and surrounding communities, and minimize Air Force dependence on HAZMAT is: (13.20.7.)

Answer 114

the Hazardous Materials (HAZMAT) Management Process (HMMP)