Unit Maintenance Program.ppt

8/14/2019 Unit Maintenance Program.ppt

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Unit Maintenance Program


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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


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Battalion Command/Staff

specific responsibilities in themaintenance program include:

command, direct, and supervise the

battalion and any attached units.

advice & assistance in planning the

program

exercise command supervision


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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 andrecommend solutions, and anticipate

requirements


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Battalion Command/Staff (cont)

direct maintenance and repair parts supply

policies and guidelines within the battalion.

establish unit priorities.

monitor TAMMIS


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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 inthe absence of the commander.


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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.


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(cont)

Supervise plans & reviewing periodic and

special reports to be submitted to higher

headquarters.

Serve as the battalion logistics readinessofficer.


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(cont)

Direct staff analysis of maintenance

situations.

Evaluate the maintenance program.

Recommend changes to the maintenance

program as required.


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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


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responsibilities

Monitor personnel status.

Program assignments of maintenancepersonnel.

Ensure equal distribution of maintenance

personnel.


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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.


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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


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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 safeguardingclassified documents within the battalion.


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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.


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Battalion S3

staff officer between the commanderand assigned companies when it comes

to operations, planning, and training.

responsible for developing unit plansand training programs

functions are both technical and tactical

must closely coordinate with other staffofficers on matters in which they have

an interest or primary responsibility


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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 supportunits, and locations of maintenance

collection points.


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Battalion S3 (cont)

Coordinate with the battalion staff officers

to ensure preparation and implementation

of reasonable and realistic tactical plans

and policies, while considering equipmentneeds and availability.

Plan reconnaissance for new locations,

including selection of alternate locations,

and considering logistical operations.


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Battalion S3 (cont)

Serve as principal staff coordinator onthere location of units and mission

assignments.

Prepare, publish, authenticate, and

distribute operations orders, movementorders, and SOPs which include

maintenance recovery plans.

Allocate training time, includingmaintenance training, in the battalion

training schedule.


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Battalion S3 (cont)

Coordinate with the battalion maintenance

officer (BMO) and company commanders

on individual requirements (MOS school,

supervised on-the-job training (SOJT), andcross-training).

Program and allocate formal training and

ensuring that the appropriate school

quotas are obtained and filled.


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Battalion S3 (cont)

Coordinate with commanders and staff on

forecasting training, associated

maintenance, and logistical requirements.

Establish and supervising battalion-leveltraining as required.


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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.


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Battalion S4 (cont)

Monitor changes in equipment (deletions

and additions of basic issue items (BII),

tool sets, and kits).

Allocate funds for tools and housekeepingitems.

Consolidate the organizations supply

requirements for organic and attachedunits.


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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.


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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.


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responsibilitiesAnalyze 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.


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(cont)

Supervise the use of maintenance services

and monitor training and license of vehicle

drivers and equipment operators.

Monitor and coordinating unit maintenanceoperations.

Compile and consolidate materiel condition

status reports (DA Form 2406) for thecommander.


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(cont)

Ensure that all recurring maintenance

reports sent to higher commands are

compiled and consolidated.

Draft and maintain the maintenance annexto the battalion SOP.

Brief all incoming officers on the

maintenance annex to the battalion SOP.


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Battalion Maintenance

Technician

technical expert in the battalion

maintenance operation and is the

principal assistant to the BMO


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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.


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Technician (cont)

Monitor preventive maintenance services,

direct quality control inspections of

maintenance operations, records and

analyzing equipment deficiencies andfailures.

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.


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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.


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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.


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Company Commander (cont)

Evaluate the maintenance program.

Suggest changes to the battalion

maintenance program that affect the

battalion as a whole.


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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


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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 thecompany maintenance SOP.


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Keep the commander informed daily on the

operational status of automotive and

auxiliary equipment.

Monitor all aspects of companymaintenance operations in order to ensure

maximum effective utilization of resources

and equipment.


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Plan and organize work schedules and

coordinate equipment downtime for

maintenance with the users of the

equipment.Assign duties to the company motor

sergeant.


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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.

d i i


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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.

d S i i


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Methods

Crisis Management

To handle the situation in a rational

manner, the sequence of events that will

return the situation to normal must beselected.

The action must be controlled so that every

act is not a reaction.

M d S i i


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Methods

Management by Exception.

Managers concern themselves with non-

routine situations and problems that

develop.

Routine situations and problems are left to

subordinates.

M d S i i


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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 beachieved.

M d S i i


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Methods

Proactive Management.

The idea behind proactive management is

planning, both long-term and short-term. If

things are planned well enough, you canprevent many problems from occurring.

Proactive management is based on

indicators. This is the method you mustdevelop to be successful in TAMMS.


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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.

i f i fl i i


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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 themaintenance scene than as

managers/supervisors of the scene.

Si f i fl i i


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Management/supervisors

If the commander and maint. manager

focus all attention on today's maint.

problems & ignore maint. program, willnever effectively prevent future problems.

An effective maint. program reduces maint.

Be professional, recognize the need tolearn, and apply yourself. Obtain

knowledge and experience.

Si f i fl i i


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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 toestablished time standards.

Si f i fl i i


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Supervision Corrective actions for the four problems

above are:

Personnel in supervisory positions must betrained 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.

Si f i fl i i


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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 possibilitythat he/she is unaware of what his performance

standards are.

Si f t i fl i i t


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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.

Si f t i fl i i t


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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.

Si f t i fl i i t


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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 theArmy and that there is nothing anyone can do

about them.

The "elsewhere" philosophy. This belief

recognizes that skill performance could bebetter, but blame is placed on the schools

where the equipment operators, mechanics,

clerks, and supervisors were trained.

Si f t i fl i i t


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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 utilizingtraining extension courses, nonresident

correspondence courses, and enlisted-MOS

correspondence/OJT courses.

Si f t i fl i i t


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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.

Si f t i fl i i t


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Resources

The seven basic resource problems are:

(1) Personnel.

Current publications.

Repair parts supply.

An adequate supply of tools.

Test, measurement, and diagnostic equipment.

Si f t i fl i i t


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ResourcesFacilities.

Time.

Corrective actions to alleviate any of theseven resource problems are not easy.

The maintenance manager must recognize

the responsibility involved, face the

limitations, and make the best of the

situation.



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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 estimateof the situation.

Organize - Put together resources

(personnel, repair parts, tools, TMDEfacilities, etc.), and set them in motion to

accomplish the maintenance objectives.

Si factors infl encing maintenance


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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 informationto see if maintenance is working according

to plan.


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Questions

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Unit Maintenance Program.ppt

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