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

and anticipate requirements . problem areas and recommend solutions.Battalion Command/Staff (cont) – advise brigade or higher headquarters of all aspects of maintenance and repair parts supply requirements and repair parts supply support.

– establish unit priorities.Battalion Command/Staff (cont) – direct maintenance and repair parts supply policies and guidelines within the battalion. – 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.

– Review instructions issued by the staff to ensure conformity to established policy. – Represent the commander in his absence.Battalion Executive Officer  Responsibilities – Direct and coordinate efforts of staff & hqtr personnel & assign tasks to staff members. .

.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.

– Supervise personnel procedures. and classification of personnel. assignments. – Serve as the battalion publications control officer. demotions. including transfers. promotions.Battalion S1 (Adjutant) – Assign personnel based on the commanders guidance. .

collecting.Battalion S2 (Intelligence and Security Officer)  staff officer between the commander and assigned companies when it comes to gathering. analyzing. and disseminating intelligence information and security matters within the battalion .

aerial photographs. – Obtain and distributing maps. . – Be accountable for and safeguarding classified documents within the battalion.Battalion S2 (Intelligence and Security Officer)  responsibilities – Collect and disseminat intelligence information on tactical operations. and photo maps. both enemy and friendly.

key control within the maintenance area.Battalion S2 (Intelligence and Security Officer) – Supervise all matters regarding security clearances and procedures for maintaining current clearances and alien rosters for the battalion. for example. . – Monitor physical security within the battalion.

Battalion S3  staff officer between the commander and assigned companies when it comes to operations. planning.  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 . and training.

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. – Program and allocate formal training and ensuring that the appropriate school quotas are obtained and filled. and cross-training). . supervised on-the-job training (SOJT).

associated maintenance. . – Establish and supervising battalion-level training as required.Battalion S3 (cont) – Coordinate with commanders and staff on forecasting training. and logistical requirements.

– Monitor vehicle age and mileage. responsible: – Monitor equipment shortages.Battalion S4  very important to the maintenance and supply portion of the battalion operations. – Coordinate with the BMO on turn-in procedures. .

tool sets.Battalion S4 (cont) – Monitor changes in equipment (deletions and additions of basic issue items (BII). – Consolidate the organizations supply requirements for organic and attached units. – Allocate funds for tools and housekeeping items. and kits). .

water. fuel. and ammunition. lubricants. . unit and individual supplies and equipment. – Establish an SOP for operating under various conditions encountered in the field.Battalion S4 (cont) – Ensure that organic and attached units are provided rations.

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. .

– Plan the maintenance program. – Evaluate the maintenance program. components.Battalion Maintenance Officer  responsibilities – Analyze the maintenance situation. – Supervise PLL supply as well as recovery and evacuation of equipment. – Coordinate operations with the direct support unit and other units as required. . and parts.

Battalion Maintenance Officer (cont) – Supervise the use of maintenance services and monitor training and license of vehicle drivers and equipment operators. – Compile and consolidate materiel condition status reports (DA Form 2406) for the commander. – Monitor and coordinating unit maintenance operations. .

Battalion Maintenance Officer (cont) – Ensure that all recurring maintenance reports sent to higher commands are compiled and consolidated. . – Brief all incoming officers on the maintenance annex to the battalion SOP. – Draft and maintain 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 .

and auxiliary equipment. – Control the flow of repair parts and assist in the scheduling of maintenance and repairs from the companies to the DSU. of materiel.Battalion Maintenance Technician (cont)  responsibilities – Organize & supervise records. . quality control sections. & unit maint.

Battalion Maintenance Technician (cont) – Monitor preventive maintenance services. direct quality control inspections of maintenance operations. to BMO. proc. – Serve as the battalion motor officer in the absence of the BMO. – Review equip. – Recommend new maint. . status reports for the BMO. records and analyzing equipment deficiencies and failures.

Company Commander  responsible for all matters relating to mission accomplishment. responsibilities  Analyze the company maintenance situation. training. . and control of personnel and equipment assigned to the company – supervise and ensure timely completion of all company activities. discipline.  Direct the company motor officer to prepare the company maintenance program in line with the battalions maintenance program. welfare.

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. and control of the personnel in the maintenance section . welfare. He supervises and is responsible for all matters relating to discipline. training.

– Brief all incoming officers and NCOs on the company maintenance SOP.Company Motor Officer (cont)  responsible – Develop the company maintenance program. – Draft the company maintenance SOP. – Coordinate maintenance operations with battalion maintenance operations. .

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. .

– Assign duties to the company motor sergeant. .Company Motor Officer (cont) – Plan and organize work schedules and coordinate equipment downtime for maintenance with the users of the equipment.

– Little control of maintenance operations. – No planning to avert maint. – Managers react to one problem after another. – The reaction manager goes to work wondering what is going to happen next. .Management and Supervision Methods  Reaction Management. problems. – Every action is a reaction.

but must be responded to quickly and without panic. . It is a surprise. out of the ordinary and not planned for. – A crisis is an important event that occurs unexpectedly.Management and Supervision Methods  Crisis Management. – It is not a management method in itself.

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  Crisis Management – To handle the situation in a rational manner.

– Routine situations and problems are left to subordinates. – Managers concern themselves with nonroutine situations and problems that develop. .Management and Supervision Methods  Management by Exception.

– Everyone performs his task.Management and Supervision Methods  Management by Exception – The program runs itself by well-established procedures and most situations are covered by well-known routines. . being thoroughly familiar with the conditions that must be met and standards that must be achieved.

both long-term and short-term.Management and Supervision Methods  Proactive Management. – Proactive management is based on indicators. If things are planned well enough. . This is the method you must develop to be successful in TAMMS. – The idea behind proactive management is planning. you can prevent many problems from occurring.

– Without command emphasis. – Managers/supervisors influence commanders. – Your job as the maintenance manager/trainer is to keep commanders concerned and involved in maintenance. all other areas of responsibility diminish in importance. .Six factors influencing maintenance management and supervision  Command emphasis.

. – Maintenance managers/supervisors often seem to operate more in reaction to the maintenance scene than as managers/supervisors of the scene. & people perform mgt/training tasks. – People are the number one problem.Six factors influencing maintenance management and supervision  Management/supervisors. managers/trainers throughout the Army have certain problems in common. – Maint.

and apply yourself. will never effectively prevent future problems. problems & ignore maint. – Be professional. manager focus all attention on today's maint. program reduces maint. – An effective maint. Obtain knowledge and experience.Six factors influencing maintenance management and supervision  Management/supervisors – If the commander and maint. program. recognize the need to learn. .

– Work is not performed according to established time standards. – Work is not performed to established quality standards.  Supervisors lack initiative.Six factors influencing maintenance management and supervision  Supervision. – Common supervisory problems are:  Supervisors do not control their employees. .

 Managers should clearly define performance standards for their supervisors. .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. You must also explain the consequences of not meeting the standards. They must practice their skills and receive feedback from the people who are their supervisors.

he may have a problem with motivation. Also.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 the supervisor is slow. If he/she is turning out poor work. . further training may be required. do not rule out the possibility that he/she is unaware of what his performance standards are.

 Personnel fail to show initiative. .Six factors influencing maintenance management and supervision  Motivation – Common motivation problems are:  Work does not meet quality standards.  Discipline problems occur.  Work does not meet time standards.

.Six factors influencing maintenance management and supervision  Motivation – Corrective actions for the above motivation problems are:  Treat every one as an individual.  Provide incentives for good performance and corrective action for bad performance.  Provide strong leadership by defining your objectives. communicating them and evaluating how well they are achieved.

 The "elsewhere" philosophy. They are: "stoic". . or resigned. but blame is placed on the schools where the equipment operators.Six factors influencing maintenance management and supervision  Skills-There  The are two false philosophies about skill problems. and supervisors were trained. This belief recognizes that skill performance could be better. philosophy. mechanics. clerks. The belief that skill deficiencies are a way of life in the Army and that there is nothing anyone can do about them.

 Self-instruction.  On-the-job training. which consists of utilizing training extension courses. there are several types of unit training. They are:  Operator training. and enlisted-MOS correspondence/OJT courses. .  Formal training.Six factors influencing maintenance management and supervision  Skills – To correct skill deficiencies. nonresident correspondence courses.

Six factors influencing maintenance management and supervision  Skills – To correct skill deficiencies. .  Cross-training.  Supporting maintenance unit training programs. there are several types of unit training.  Resident service school.  The Maintenance Assistance and Instruction Team (MAIT) program.

 An adequate supply of tools.Six factors influencing maintenance management and supervision  Resources – The seven basic resource problems are:  (1) Personnel. . and diagnostic equipment.  Current publications.  Test. measurement.  Repair parts supply.

and make the best of the situation. face the limitations. – Corrective actions to alleviate any of the seven resource problems are not easy. .  Time.Six factors influencing maintenance management and supervision  Resources  Facilities. The maintenance manager must recognize the responsibility involved.

when.Six factors influencing maintenance management and supervision  The managers five functions. TMDE facilities. and set them in motion to accomplish the maintenance objectives.Set maintenance objectives. . repair parts.). Determine ways to accomplish objectives in terms of who. Plans are based on the best estimate of the situation. what.Put together resources (personnel. tools. etc. and how. where. – Plan . – Organize .

.Gather and evaluate information to see if maintenance is working according to plan.Six factors influencing maintenance management and supervision  The managers five functions. – Control . etc.Track shop operations (shop work. tell them in clear and concise statements. supply. make sure all are working in harmony. – Direct .). – Coordinate .Issue instructions to subordinates. recovery.

Questions .

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