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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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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.
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Battalion Executive Officer
(cont)
Supervise plans & reviewing periodic and
special reports to be submitted to higher
headquarters.
Serve as the battalion logistics readinessofficer.
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Battalion Executive Officer
(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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Battalion S1 (Adjutant)
responsibilities
Monitor personnel status.
Program assignments of maintenancepersonnel.
Ensure equal distribution of maintenance
personnel.
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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.
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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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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 safeguardingclassified documents within the battalion.
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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.
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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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Battalion Maintenance Officer
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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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 maintenanceoperations.
Compile and consolidate materiel condition
status reports (DA Form 2406) for thecommander.
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Battalion Maintenance Officer
(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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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.
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Battalion Maintenance
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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Company Motor Officer (cont)
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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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.
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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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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.
d S i i
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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 beselected.
The action must be controlled so that every
act is not a reaction.
M d S i i
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Management and Supervision
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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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 beachieved.
M d S i i
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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 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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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 themaintenance scene than as
managers/supervisors of the scene.
Si f i fl i i
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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, 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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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 toestablished time standards.
Si f i fl i i
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Six factors influencing maintenance
management and supervision
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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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 possibilitythat he/she is unaware of what his performance
standards are.
Si f t i fl i i t
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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.
Si f t i fl i i t
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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.
Si f t i fl i i t
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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 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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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 utilizingtraining extension courses, nonresident
correspondence courses, and enlisted-MOS
correspondence/OJT courses.
Si f t i fl i i t
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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.
Si f t i fl i i t
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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.
Si f t i fl i i t
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Six factors influencing maintenance
management and supervision
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.
Six factors influencing maintenance
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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 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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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 informationto see if maintenance is working according
to plan.
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Questions