Unit Maintenance Program

1
Unit Maintenance Program
2
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

3
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

4
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

5
Battalion Command/Staff (cont)

• direct maintenance and repair parts supply
  policies and guidelines within the battalion.
• establish unit priorities.
• monitor TAMMIS

6
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.

7
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.

8
Battalion Executive Officer (cont)

• Supervise plans reviewing periodic and special
  reports to be submitted to higher headquarters.
• Serve as the battalion logistics readiness
  officer.

9
Battalion Executive Officer (cont)

• Direct staff analysis of maintenance situations.
• Evaluate the maintenance program.
• Recommend changes to the maintenance program as
  required.

10
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

11
Battalion S1 (Adjutant)

• responsibilities
• Monitor personnel status.
• Program assignments of maintenance personnel.
• Ensure equal distribution of maintenance
  personnel.

12
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.

13
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

14
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.

15
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.

16
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

17
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.

18
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.

19
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.

20
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.

21
Battalion S3 (cont)

• Coordinate with commanders and staff on
  forecasting training, associated maintenance, and
  logistical requirements.
• Establish and supervising battalion-level
  training as required.

22
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.

23
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.

24
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.

25
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.

26
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.

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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 maintenance
  operations.
• Compile and consolidate materiel condition status
  reports (DA Form 2406) for the commander.

28
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.

29
Battalion Maintenance Technician

• technical expert in the battalion maintenance
  operation and is the principal assistant to the
  BMO

30
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.

31
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.

32
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.

33
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.

34
Company Commander (cont)

• Evaluate the maintenance program.
• Suggest changes to the battalion maintenance
  program that affect the battalion as a whole.

35
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

36
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.

37
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.

38
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.

39
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.

40
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.

41
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.

42
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.

43
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.

44
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.

45
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.

46
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.

47
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.

48
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.

49
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.

50
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.

51
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.

52
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.

53
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.

54
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.

55
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.

56
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.

57
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.

58
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.

59
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.

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Questions