Download Unit Maintenance Program

Unit Maintenance Program
Personnel Responsibilities and
Interfaces.
 Battalion
Command/Staff.
– provides direction to the units of the
battalion
– assigns duties of the staff officers
– establishes the necessary policies and
guidelines for maintenance program
Battalion Command/Staff
 specific
responsibilities in the
maintenance program include:
– command, direct, and supervise the
battalion and any attached units.
– advice & assistance in planning the
program
– exercise command supervision
Battalion Command/Staff (cont)
– advise brigade or higher headquarters of
all aspects of maintenance and repair parts
supply requirements and repair parts
supply support, problem areas and
recommend solutions, and anticipate
requirements
Battalion Command/Staff (cont)
– direct maintenance and repair parts supply
policies and guidelines within the battalion.
– establish unit priorities.
– monitor TAMMIS
Battalion Executive Officer
 principal
assistant and advisor to the battalion
commander
 supervises the details of operation and
administration
 keeps abreast of the logistical and tactical
situations and future plans
 constantly prepared to assume command in
the absence of the commander.
Battalion Executive Officer
 Responsibilities
– Direct and coordinate efforts of staff & hqtr
personnel & assign tasks to staff members.
– Represent the commander in his absence.
– Review instructions issued by the staff to
ensure conformity to established policy.
Battalion Executive Officer
(cont)
– Supervise plans & reviewing periodic and
special reports to be submitted to higher
headquarters.
– Serve as the battalion logistics readiness
officer.
Battalion Executive Officer
(cont)
– Direct staff analysis of maintenance
situations.
– Evaluate the maintenance program.
– Recommend changes to the maintenance
program as required.
Battalion S1 (Adjutant)
 link
between the battalion commander
and all personnel assigned under his
command on personnel matters
 responsible for the administration of
personnel in organic and attached units
of the battalion
Battalion S1 (Adjutant)
 responsibilities
– Monitor personnel status.
– Program assignments of maintenance
personnel.
– Ensure equal distribution of maintenance
personnel.
Battalion S1 (Adjutant)
– Assign personnel based on the
commanders guidance.
– Supervise personnel procedures, including
transfers, assignments, promotions,
demotions, and classification of personnel.
– Serve as the battalion publications control
officer.
Battalion S2 (Intelligence and
Security Officer)
 staff
officer between the commander
and assigned companies when it comes
to gathering, collecting, analyzing, and
disseminating intelligence information
and security matters within the battalion
Battalion S2 (Intelligence and
Security Officer)
 responsibilities
– Collect and disseminat intelligence
information on tactical operations, both
enemy and friendly.
– Obtain and distributing maps, aerial
photographs, and photo maps.
– Be accountable for and safeguarding
classified documents within the battalion.
Battalion S2 (Intelligence and
Security Officer)
– Supervise all matters regarding security
clearances and procedures for maintaining
current clearances and alien rosters for the
battalion.
– Monitor physical security within the
battalion; for example, key control within
the maintenance area.
Battalion S3
 staff
officer between the commander
and assigned companies when it comes
to operations, planning, and training.
 responsible for developing unit plans
and training programs
 functions are both technical and tactical
 must closely coordinate with other staff
officers on matters in which they have
an interest or primary responsibility
Battalion S3 (cont)
 responsibilities
– Maintain an up-to-date situation map and
charts to ensure that the battalion
commander and staff elements are aware
of the tactical and operational situation.
The map will include locations of battalion
units, locations of maintenance support
units, and locations of maintenance
collection points.
Battalion S3 (cont)
– Coordinate with the battalion staff officers
to ensure preparation and implementation
of reasonable and realistic tactical plans
and policies, while considering equipment
needs and availability.
– Plan reconnaissance for new locations,
including selection of alternate locations,
and considering logistical operations.
Battalion S3 (cont)
– Serve as principal staff coordinator on
there location of units and mission
assignments.
– Prepare, publish, authenticate, and
distribute operations orders, movement
orders, and SOPs which include
maintenance recovery plans.
– Allocate training time, including
maintenance training, in the battalion
training schedule.
Battalion S3 (cont)
– Coordinate with the battalion maintenance
officer (BMO) and company commanders
on individual requirements (MOS school,
supervised on-the-job training (SOJT), and
cross-training).
– Program and allocate formal training and
ensuring that the appropriate school
quotas are obtained and filled.
Battalion S3 (cont)
– Coordinate with commanders and staff on
forecasting training, associated
maintenance, and logistical requirements.
– Establish and supervising battalion-level
training as required.
Battalion S4
 very
important to the maintenance and
supply portion of the battalion
operations. responsible:
– Monitor equipment shortages.
– Monitor vehicle age and mileage.
– Coordinate with the BMO on turn-in
procedures.
Battalion S4 (cont)
– Monitor changes in equipment (deletions
and additions of basic issue items (BII),
tool sets, and kits).
– Allocate funds for tools and housekeeping
items.
– Consolidate the organizations supply
requirements for organic and attached
units.
Battalion S4 (cont)
– Ensure that organic and attached units are
provided rations, water, fuel, lubricants,
unit and individual supplies and equipment,
and ammunition.
– Establish an SOP for operating under
various conditions encountered in the field.
Battalion Maintenance Officer
(BMO)
 BMO
is the link between the battalion
commander and the battalion
maintenance operations. The BMO
keeps the commander and staff
informed of the operational status of
materiel and auxiliary equipment.
Battalion Maintenance Officer
 responsibilities
– Analyze the maintenance situation.
– Plan the maintenance program.
– Evaluate the maintenance program.
– Coordinate operations with the direct
support unit and other units as required.
– Supervise PLL supply as well as recovery
and evacuation of equipment, components,
and parts.
Battalion Maintenance Officer
(cont)
– Supervise the use of maintenance services
and monitor training and license of vehicle
drivers and equipment operators.
– Monitor and coordinating unit maintenance
operations.
– Compile and consolidate materiel condition
status reports (DA Form 2406) for the
commander.
Battalion Maintenance Officer
(cont)
– Ensure that all recurring maintenance
reports sent to higher commands are
compiled and consolidated.
– Draft and maintain the maintenance annex
to the battalion SOP.
– Brief all incoming officers on the
maintenance annex to the battalion SOP.
Battalion Maintenance
Technician
 technical
expert in the battalion
maintenance operation and is the
principal assistant to the BMO
Battalion Maintenance
Technician (cont)
 responsibilities
– Organize & supervise records, quality
control sections, & unit maint. of materiel,
and auxiliary equipment.
– Control the flow of repair parts and assist
in the scheduling of maintenance and
repairs from the companies to the DSU.
Battalion Maintenance
Technician (cont)
– Monitor preventive maintenance services,
direct quality control inspections of
maintenance operations, records and
analyzing equipment deficiencies and
failures.
– Recommend new maint. proc. to BMO.
– Review equip. status reports for the BMO.
– Serve as the battalion motor officer in the
absence of the BMO.
Company Commander
 responsible
for all matters relating to mission
accomplishment, discipline, training, welfare,
and control of personnel and equipment
assigned to the company
– supervise and ensure timely completion of
all company activities. responsibilities
 Analyze
the company maintenance situation.
 Direct the company motor officer to prepare the
company maintenance program in line with the
battalions maintenance program.
Company Commander (cont)
– Provide command guidance to the
company motor officer.
– Direct implementation of the company
maintenance program.
– Supervise the execution of the
maintenance program.
Company Commander (cont)
– Evaluate the maintenance program.
– Suggest changes to the battalion
maintenance program that affect the
battalion as a whole.
Company Motor Officer
 position
is an additional duty assigned
to the officer who is normally the
company executive officer. He
supervises and is responsible for all
matters relating to discipline, training,
welfare, and control of the personnel in
the maintenance section
Company Motor Officer (cont)
 responsible
– Develop the company maintenance
program.
– Coordinate maintenance operations with
battalion maintenance operations.
– Draft the company maintenance SOP.
– Brief all incoming officers and NCOs on the
company maintenance SOP.
Company Motor Officer (cont)
– Keep the commander informed daily on the
operational status of automotive and
auxiliary equipment.
– Monitor all aspects of company
maintenance operations in order to ensure
maximum effective utilization of resources
and equipment.
Company Motor Officer (cont)
– Plan and organize work schedules and
coordinate equipment downtime for
maintenance with the users of the
equipment.
– Assign duties to the company motor
sergeant.
Management and Supervision
Methods
 Reaction
Management.
– Managers react to one problem after
another.
– The reaction manager goes to work
wondering what is going to happen next.
– Little control of maintenance operations.
– No planning to avert maint. problems.
– Every action is a reaction.
Management and Supervision
Methods
 Crisis
Management.
– It is not a management method in itself.
– A crisis is an important event that occurs
unexpectedly. It is a surprise, out of the
ordinary and not planned for, but must be
responded to quickly and without panic.
Management and Supervision
Methods
 Crisis
Management
– To handle the situation in a rational
manner, the sequence of events that will
return the situation to normal must be
selected.
– The action must be controlled so that every
act is not a reaction.
Management and Supervision
Methods
 Management
by Exception.
– Managers concern themselves with nonroutine situations and problems that
develop.
– Routine situations and problems are left to
subordinates.
Management and Supervision
Methods
 Management
by Exception
– The program runs itself by well-established
procedures and most situations are
covered by well-known routines.
– Everyone performs his task, being
thoroughly familiar with the conditions that
must be met and standards that must be
achieved.
Management and Supervision
Methods
 Proactive
Management.
– The idea behind proactive management is
planning, both long-term and short-term. If
things are planned well enough, you can
prevent many problems from occurring.
– Proactive management is based on
indicators. This is the method you must
develop to be successful in TAMMS.
Six factors influencing maintenance
management and supervision
 Command
emphasis.
– Without command emphasis, all other
areas of responsibility diminish in
importance.
– Your job as the maintenance
manager/trainer is to keep commanders
concerned and involved in maintenance.
– Managers/supervisors influence
commanders.
Six factors influencing maintenance
management and supervision
 Management/supervisors.
– People are the number one problem, &
people perform mgt/training tasks.
– Maint. managers/trainers throughout the
Army have certain problems in common.
– Maintenance managers/supervisors often
seem to operate more in reaction to the
maintenance scene than as
managers/supervisors of the scene.
Six factors influencing maintenance
management and supervision
 Management/supervisors
– If the commander and maint. manager
focus all attention on today's maint.
problems & ignore maint. program, will
never effectively prevent future problems.
– An effective maint. program reduces maint.
– Be professional, recognize the need to
learn, and apply yourself. Obtain
knowledge and experience.
Six factors influencing maintenance
management and supervision
 Supervision.
– Common supervisory problems are:
 Supervisors
do not control their employees.
 Supervisors lack initiative.
– Work is not performed to established
quality standards.
– Work is not performed according to
established time standards.
Six factors influencing maintenance
management and supervision
 Supervision
– Corrective actions for the four problems
above are:
 Personnel
in supervisory positions must be
trained to supervise. They must practice their
skills and receive feedback from the people
who are their supervisors.
 Managers should clearly define performance
standards for their supervisors. You must also
explain the consequences of not meeting the
standards.
Six factors influencing maintenance
management and supervision
 Supervision
– Corrective action for the four problems
above are:
 Work
with the supervisor and help to improve
his/her work. If he/she is turning out poor work,
further training may be required. If the
supervisor is slow, he may have a problem with
motivation. Also, do not rule out the possibility
that he/she is unaware of what his performance
standards are.
Six factors influencing maintenance
management and supervision
 Motivation
– Common motivation problems are:
 Work
does not meet quality standards.
 Work does not meet time standards.
 Personnel fail to show initiative.
 Discipline problems occur.
Six factors influencing maintenance
management and supervision
 Motivation
– Corrective actions for the above motivation
problems are:
 Treat
every one as an individual.
 Provide strong leadership by defining your
objectives, communicating them and evaluating
how well they are achieved.
 Provide incentives for good performance and
corrective action for bad performance.
Six factors influencing maintenance
management and supervision
 Skills-There
are two false philosophies about
skill problems. They are:
 The
"stoic", or resigned, philosophy. The belief
that skill deficiencies are a way of life in the
Army and that there is nothing anyone can do
about them.
 The "elsewhere" philosophy. This belief
recognizes that skill performance could be
better, but blame is placed on the schools
where the equipment operators, mechanics,
clerks, and supervisors were trained.
Six factors influencing maintenance
management and supervision
 Skills
– To correct skill deficiencies, there are
several types of unit training. They are:
 Operator
training.
 On-the-job training.
 Formal training.
 Self-instruction, which consists of utilizing
training extension courses, nonresident
correspondence courses, and enlisted-MOS
correspondence/OJT courses.
Six factors influencing maintenance
management and supervision
 Skills
– To correct skill deficiencies, there are
several types of unit training.
 Resident
service school.
 The Maintenance Assistance and Instruction
Team (MAIT) program.
 Cross-training.
 Supporting maintenance unit training programs.
Six factors influencing maintenance
management and supervision
 Resources
– The seven basic resource problems are:
 (1)
Personnel.
 Current publications.
 Repair parts supply.
 An adequate supply of tools.
 Test, measurement, and diagnostic equipment.
Six factors influencing maintenance
management and supervision
 Resources
 Facilities.
 Time.
– Corrective actions to alleviate any of the
seven resource problems are not easy.
The maintenance manager must recognize
the responsibility involved, face the
limitations, and make the best of the
situation.
Six factors influencing maintenance
management and supervision

The managers five functions.
– Plan - Set maintenance objectives.
Determine ways to accomplish objectives
in terms of who, what, where, when, and
how. Plans are based on the best estimate
of the situation.
– Organize - Put together resources
(personnel, repair parts, tools, TMDE
facilities, etc.), and set them in motion to
accomplish the maintenance objectives.
Six factors influencing maintenance
management and supervision
 The
managers five functions.
– Direct - Issue instructions to subordinates;
tell them in clear and concise statements.
– Coordinate - Track shop operations (shop
work, supply, recovery, etc.), make sure all
are working in harmony.
– Control - Gather and evaluate information
to see if maintenance is working according
to plan.
Questions