DEPARTMENT OF THE ARMY *III CORPS & FH REG HEADQUARTERS, III CORPS AND FORT HOOD FORT HOOD, TEXAS August 1993

Transcription

1 DEPARTMENT OF THE ARMY *III CORPS & FH REG HEADQUARTERS, III CORPS AND FORT HOOD FORT HOOD, TEXAS August 1993 Maintenance of Supplies and Equipment MAINTENANCE POLICIES AND PROCEDURES SUMMARY. This regulation provides the small unit leader and commander a flexible framework on which to build a maintenance program tailored to their needs. It also lists pertinent references and assigns specific responsibilities. Needless repetition of existing publications is avoided; rather, the rationale behind and the guidance under established policies and concepts is explained. Users of this regulation should also refer to AR with FORSCOM Supplement 1. APPLICABILITY. This regulation applies to units and activities assigned or attached to Fort Hood (FH) for maintenance. SUPPLEMENTATION. Supplementation of this regulation is prohibited without prior approval of the Assistant Chief of Staff (ACofS), G4, AFZF-GL-M. INTERIM CHANGES. Changes to this regulation are not official unless authenticated by the Director of Information Management (DOIM). Users will destroy interim changes on their expiration dates unless sooner superseded or rescinded. SUGGESTED IMPROVEMENTS. The proponent of this regulation is the ACofS, G4. Users are invited to send comments and suggested improvements to Commander, III Corps and Fort Hood, ATTN: AFZF-GL-M, Fort Hood, Texas Table of Contents Title Para Page Chapter 1 General Purpose Reference Explanation of Abbreviations Objectives Description Staff Responsibilities Command Responsibilities Program Concepts Policies Technical Assistance Chapter 2 Maintenance Management Responsibilities Objectives FH Maintenance Improvement Program (MIP) Corps Aviation Readiness Review (CARR) Chief of Staff, Army Award for Maintenance Excellence Fort Hood Maintenance Action Plan Senior Logistics Review Board (SLRB) This regulation supersedes FH Reg 750-2, 11 April 1986.

2 III CORPS & FH REG August 1993 Chapter 3 Materiel Readiness Inspections Status Reporting Chapter 4 Training General Master Activity Programs Scheduling Evaluations Methods Chapter 5 Handling, Maintenance, Servicing and Reporting of Vehicle Storage Batteries Purpose Compliance General Handling Responsibilities Procedures Chapters 6 Modification Work Orders (MWO) Management General Aircraft Chapter 7 Vehicle and Equipment Safety Devices Purpose Safety Defects Procedures Chapter 8 Tools and Support Equipment General Calibration and Maintenance of TMDE Tools Storage and Inventory Procedures Maintenance of Tools Support Equipment Nuclear Chapter 9 Evacuation of Equipment to Depots, Other Installations, or Agencies Purpose Responsibilities Procedures Maintenance Support Contract Maintenance Support Evacuated Items Chapter 10 Painting and Marking of Equipment General Spot Painting

3 1 August 1993 III CORPS & FH REG Camouflage Administrative Marking Chapter 11 Tire Care and Maintenance Inspection Rotation Failures Balancing of Commercial Utility Cargo Vehicle (CUCV) Tires Tire Inflation Cages Chapter 12 Protection of Cooling System General Requisitions Maintenance and Installation Chapter 13 TAMMS and Dispatch Procedures Da Form Dispatch Procedures Forms and Special Purpose Equipment Chapter 14 Maintenance of Other Types of Equipment Military-Owned Demountable Container(MILVAN) Maintenance of Quartermaster Equipment Chemical Chapter 15 Army Oil Analysis Program(aoap) Nonaeronautical Equipment Section I Overview Purpose Description Objectives and Goals Section II Responsibilities and Duties Installation Maintenance Management Officer(IMMO) Installation AOAP Monitor MSC Commanders Unit Commanders Command and Unit AOAP Monitors Maintenance Activities Fort Hood AOAP Laboratory Section III AOAP Requirements Enrollment of Equipment Sampling Intervals Routine Samples Special Samples Submission of Routine Samples Sampling Procedures Sampling and Oil Change Supplies Sampling Valves Sampling of NMC Equipment Sampling of Equipment Under Warranty

4 III CORPS & FH REG August 1993 Sampling of TDY Equipment OCOC Program AOAP Training Reports Forms Preparation Section IV AOAP Maintenance Recommendations The AOAP Laboratory Maintenance Component Removal Oil Analysis Maintenance Recommendations Component History Report Component Repairs Chapter 16 Administrative Storage Purpose Dormant Equipment Status Requirements Administrative Storage of Equipment Care of Equipment While in a Dormant Status Procedures for Common Components and Miscellaneous Items Chapter 17 Off Site Combat Vehicle Evacuation (CVE) Purpose Combat Vehicles Required Data Chapter 18 Deprocessing New Equipment Maintenance Deprocessing of New, Rebuilt; and Overhauled Equipment Equipment Received by the Central Receiving Point Receiving Organizations New Equipment Requiring Special Operator or Mechanic Training Chapter 19 PLL and TAMMS Certification Purpose General Responsibilities Chapter 20 Maintenance Standards for Equipment Transfers Equipment Redistribution Equipment Enrolled in AOAP Transfer Inspections Equipment Turned in for Depot Overhaul Chapter 21 Technical Assistance Purpose Applicability Objective

5 1 August 1993 III CORPS & FH REG General Technical Assistance Resources Available Chapter 22 Cleaning of Tactical and Combat Vehicles and Their Components Purpose General Chapter 23 Maintenance and Evacuation of Disabled Vehicles of Nonassigned Units Purpose General Responsibility Procedures ROTC and US Army Reserve Units/Activities Chapters 24 Installation Coordinated Logistics Support Program (CLSP) Purpose Applicability General Responsibilities Procedures Chapter 25 Safety and Health Requirements Responsibilities Protective Clothing and Equipment (PCE) Housekeeping and Fire Prevention Welding Spray Painting Brake and Clutch Maintenance, Repair, and Services Battery Charging Vehicle Movement Electrical Safety Vehicle Exhaust Control Chapter 26 Operational Readiness Float (ORF) Purpose Applicability Procedures Accountability Maintenance/Services on Operation Readiness Float Equipment Reporting Aircraft ORF Appendix a. Reference Glossary

6 III CORPS & FH REG August 1993 Chapter 1 General 1-1. Purpose. This regulation outlines polices, procedures, and responsibilities for managing and accomplishing material maintenance operations References. Publications and forms used in this regulation are listed in appendix A Explanation of Abbreviations. Abbreviations used in this regulation are explained in the glossary Objectives. a. The principal objectives of the Maintenance Management Improvement Program (MMIP) are to eliminate weaknesses in maintenance management procedures and to improve equipment readiness. The thrust of the program is to identify items and areas where FH units can improve. Substantive improvements in maintenance will not result through technical changes, but require corrective action in the areas of training, personnel, and supply management, quality control, and command attention and emphasis. b. MMIP develops the capability for sustained equipment operation and maintenance under combat conditions. c. MMIP develops early detection and correction of potential or actual equipment failure at the lowest level of maintenance and with the least expenditure of maintenance resources. d. MMIP increases readiness at III Corps as outlined in AR and identifies problems beyond the unit s control for action by higher headquarters. e. MMIP develops adequate training of equipment operators, crews, and maintenance personnel in maintenance, to include equipment record procedures Description. a. Fort Hood unit commanders should emphasize five major areas to improve maintenance: (1) Command knowledge and attention. (2) Maintenance operations. (3) Maintenance training for all personnel. (4) Maintenance personnel management. (5) Publications, tools, and repair parts support. b. Commanders, staff agencies, and supervisors at every level must place emphasis on upgrading maintenance operations and improving publications, tools and repair parts support in their respective units. c. Strength command knowledge and attention. (1) A concerted effort has been made in the ongoing publicity campaign for the MMIP. Articles have been appearing in the Logistician magazine, Soldiers magazine, and FH Maintenance Improvement Letters emphasizing the significance of command interest and knowledge in maintenance. (2) United States Army Forces Command (FORSCOM) instituted MMIP techniques such as in-process maintenance reviews, material readiness updates, senior maintenance reviews, and frequent visits to organizational and support maintenance operations. Emphasis is on commander s involvement. 6

7 1 August 1993 III CORPS & FH REG (3) The MMIP has been incorporated into AR 20-1 and has been made a special interest program for the DAIG team during their inspection visits to the field. The DAIG team currently analyzes the unit s implementation of the MMIP during the inspection. (4) Department of the Army (DA) maintenance management actions which impact policy and procedures are to be identified immediately. They are announced in sequentially numbered messages identified in the heading as Maintenance Improvement Flasher Routine maintenance messages for information and coordination are preceded by the word Flasher. Maintenance flashers and grams provide maintenance management information that sustains the emphasis on the MMIP. d. Streamline maintenance operations. The Department of the Army Deputy Chief of Staff Logistics (DA DCSLOG) established the supply and maintenance review team (SMART) to eliminate needless and unnecessary maintenance forms, procedures, reports, and practices. The III Corps G4 is the staff proponent for FH SMART actions. e. Improve maintenance training for personnel. (1) Maintenance skill qualification tests (SQT)/skill development tests (SDT) are ongoing. Maintenance related SQT/SDT contain emphasis on written performance. (2) United States Army Training and Doctrine Command (TRADOC) has incorporated briefings on the MMIP in officer and noncommissioned officer (NCO) basic and advanced courses, as well as precommand courses for designated battalion and brigade commanders. This briefing addresses the leader s role in MMIP, provides background and current status of MMIP, and presents insight into required actions of leaders for sustaining and improving Army maintenance management. f. Improve maintenance personnel management. (1) The system mechanic Personnel Management Program has been implemented Army-wide. (2) Prescribed load list (PLL) and The Army Maintenance Management System (TAMMS) clerks are identified by MOS 92C and trained at Fort Lee, VA. This provides a trained soldier specifically dedicated to organizational maintenance management improvement. g. Improve publications, tools, and repair parts support. (1) As a result of SMART initiatives, DA Pam is updated annually to incorporate new doctrine and changes. (2) DA Pam includes a section on aviation, as well as MMIP goals and objectives (3) The Army Test, Measurement and Diagnostic Equipment (TMDE) Calibration Program assumed responsibility worldwide for TMDE. Included in this program are reorganization of the U.S. Army Metrology and Calibration Center and the deployment of calibration teams within each division. (4) DA Pam provides information needed for motor pool garrison operations. (5) FM 43-5 has replaced FM

8 III CORPS & FH REG August Staff Responsibilities. a. Logistics readiness officers in each major subordinate command (MSC) and separate battalion will fulfill their requirements outline in AR The Director of Logistics (DOL) is the FH logistic readiness officer. b. The DOL is the installation maintenance manager (IMM) for FH and has the staff responsibility set forth in AR and FH Reg c. A commissioned officer at battalion level or higher will be designated as the unit material readiness officer. The commander is responsible for the overall maintenance program within the unit. d. The responsibilities of III Corps, ACofS, G4 are described in FH Reg Command Responsibilities. a. Plan, organize, schedule, and check the performance of maintenance programs. b. Identify, plan for, and effectively use authorized maintenance resources including PLL, reparables exchange (RX), and the cannibalization point. c. Require before, during, and after operation checks to be performed using the preventive maintenance checks and services (PMCS) found in the operator s technical manuals (TM) and require that proper procedures are followed. d. Require prompt reporting and evacuation of equipment requiring direct support (DS) or higher category of maintenance to designated support units. Not mission capable (NMC) equipment requiring maintenance above organizational level will be evacuated to the supporting direct support unit (DSU). Requisitions for NMC equipment will be promptly submitted using proper priority and weapon systems designator codes, as listed in DA Pam 710-2, appendix E. e. Provide sufficient time in training programs for the performance of before and after preventive maintenance (PM) on assigned or attached equipment in accordance with (IAW) material maintenance policies, techniques, and practices. f. Require the use of TMDE to minimize disassembly, unnecessary installation of new repair parts, and discard of serviceable parts. g. Develop and maintain a high degree of maintenance discipline to include preventing the abuse of equipment and appropriate action when abuse occurs. h. Designate a primary and, when possible, an alternate operator for each motor driven vehicle or power generator piece of equipment. Each operator will be trained and licensed. Prohibit the operation of equipment by unlicensed personnel. i. Develop operator training to maintain constant availability of trained personnel. Training will stress procedures conducive to good PM practices, proper operation, and safe handling of equipment. Reward individuals with commendations and qualification badges for exceptional performance. j. Require maintenance record on each item of equipment and ensure that each are maintained as outline in DA Pam Operators and maintenance personnel must be thoroughly familiar with required forms. 8

9 1 August 1993 III CORPS & FH REG k. Be thoroughly familiar with requisitioning procedures for Class IX repair parts. Maintain an adequate PLL. Ensure PLL is inventoried IAW AR Units must maintain daily contact with proper supporting supply sources to determine receipt and availability of requested NMC supply material. Upon learning of availability of NMC parts, units must promptly pick up this material. In no case should pick up be delayed more than 1 working day. l. Establish procedures for request, issue, receipt, turn-in, and control of sets, kits, outfits, hand tools and components. m. Appoint an Army Oil Analysis Program (AOAP) monitor at unit level. Require the monitor to receive training from the installation coordinator annually. n. Require immediate pick up of equipment job ordered to the next higher level of maintenance when notified that the repairs have been completed. o. Check that requests for Class IX items are valid and kept to a minimum. Items requested through other means should be reviewed for possible cancellation or submit a deman transaction (DHA) card to capture demand. p. Require lifting devices to be periodically inspected as required by TB q. Require that tests are scheduled and conducted for air or gas compressors as outlined in TB r. Appoint a unit calibration monitor and periodically check that TMDE is properly calibrated. Calibration policies and procedures are defined in AR and TB s. Review reconciliations between unit motor pool and supporting DSU for accuracy and completeness. t. Check that unit maintenance activities have established 12 series pinpoint distribution which includes all required manuals, and that changes are posted in a timely manner. u. Periodically check that PM services are performed as scheduled in the appropriate TM Program Concepts a. Material readiness will be integrated into unit activities. Commanders and unit leaders will include supply and maintenance consideration in training and mission planning. b. Equipment care and status reporting is a function of the chain of command and will not be delegated. c. Documentation is an operator and leader task. Equipment records are considered part of the equipment and will be given equal attention. d. Supply support depends on frequent validation of supply request by regularly scheduled reconciliations and accurate recording of demands. Lateral search for repair parts will be made only after the demand has been placed on the supply system. e. The care of equipment can best be achieved if equipment is used and operated with its assigned operator or crew. Commanders will maintain equipment and crew integrity when possible. Tasking for equipment without the assigned operator or crew is an exception to policy. f. Tool care and accountability must be supported by simple storage and issue procedures. Layout type inspections by first-line leaders and unit commanders should be used to determine serviceability and availability of proper tools for maintenance tasks. 9

10 III CORPS & FH REG August Policies. a. Durable tools and equipment will be hand receipted to leaders or the individual who will sub-hand receipt to users/operators. The sub-hand receipt holder or the assigned operator and crew will perform operator or crew maintenance. b. Commanders will conduct monthly inspections by sampling the maintenance performance for each type of assigned equipment. An exception to this policy is allowed for equipment used frequently or not subject to excessive wear as determined by the commander. Equipment PMCS and DA Pam will be used as guides. Platoon leaders should use DA PAM as a pocket guide to assess maintenance performance. c. Equipment in use will be rotated with like items on hand and not in use to prevent deterioration. d. Controlled exchange at organizational level is limited by the procedures in AR and must be approved by the unit commander. Written delegation of that authority may only take place if the commander is a major or above Technical Assistance. Technical assistance is available from the Logistics Assistance Office (LAO) ( ) and DOL Maintenance Division ( ) to advise and assist commanders in developing the capability to resolve material problems. a.the installation Maintenance Management Office (IMMO) will assist in identifying patterns of significant recurring problems in maintenance. Requests for assistance from U.S. Army Material Command (AMC) will be coordinated with the IMMO. b. The III Corps ACofS, G3, Force Modernization will coordinate new equipment training (NET) teams. c. DS and general support (GS) unit commanders will honor requests for assistance from customer unit. d. Units may request assistance directly from the AMC LAO at Fort Hood. Chapter 2 Maintenance Management 2-1. Responsibilities. a. The commanders of maintenance support units are responsible for providing responsive maintenance support to supported units. b. Commanders at every level, including squad and section leaders, are responsible for the proper maintenance of their material as outlined in AR and FM 43-1, and DA Pam c. The Corps Maintenance Management Office (CMMO) serves as the manager for every category of maintenance for Corps units except contracted equipment, nuclear weapons, medical equipment, and AR 5-9 support. d. The CMMO administers the GS reparable and aviation reparables exchange programs. Each agency will report the status of their respective program through command channels. 10

11 1 August 1993 III CORPS & FH REG e. The CMMO monitors and analyzes workload data from Corps maintenance units to determine trends and capacity. They will directly manage the workload of Corps nondivisional table of organization and equipment (TOE) maintenance activities to include the transfer of backlog between activities. They will also report and recommend, through 13 th Corps Support Command (COSCOM) channels to the ACofS, G4, III Corps, appropriate actions when indications show that cross-leveling of workload within the divisional units is appropriate. f. The Chief, Maintenance Division, DOL is the IMMO. g. The IMMO plans, reviews and publishes maintenance policies procedures and regulations which impact the III Corps and Fort Hood maintenance community in conjunction with the III Corps AcofS, G4. h. The IMMO serves as the installation modification work order (MWO) coordinator. i. The IMMO serves as the installation AOAP coordinator. j. The IMMO serves as the installation Test, Measurement and Diagnostic Equipment (TMDE) Coordinator. k. The IMMO workloads all maintenance facilities above Corps level. l. The IMMO serves as the installation Material Handling Equipment (MHE) coordinator Objectives: Maintenance activities must establish procedures to: a. Provide a single source of maintenance support, including repair parts, for each equipment commodity of their supported units. b. Maintain close liaison with supported units to provide responsive support when changes in equipment density or type required special repair parts guidance. c. Maximize required maintenance at the lowest practical level to accomplish the operational, training and readiness mission. Contact teams are standard practice and are always on-call. d. Minimize delays in repair, evacuation, and return to operation of material by proper use of the Urgency of Need Designator. e. Determine that demand supported Class IX repair parts authorized for PLL/combat PLL stockage are being maintained. f. Use Fort Hood Reg to enhance the installation and unit readiness program Fort Hood Maintenance Improvement Program (MIP). The III Corps ACofS, G4 will direct the FH MIP based on recommendations provided by the IMMO and MSCs. Policies, principles, and concepts are provided in chapter Corps Aviation Readiness Review (CARR). Assist in returning aircraft to service which have been NMC for more than 30 days, provides units with repair parts forecast, and coordinates other resources which may be available for managing the Corps maintenance effort. 11

12 III CORPS & FH REG August Chief of Staff, Army Award for Maintenance Excellence. The Army-wide annual competition is intended to select an overall winner from each of the four active mobilization table of organization and equipment (MTOE) categories. The competition is outlined annually by DA Cir 750 series. The program directly references III Corps top three priorities: maintenance, training, and leadership. The broad scope of evaluation criteria requires MSCs to concentrate on the following areas: a. Readiness of equipment, including mission capable function and safety items. b. Training equipment operators and crew members in maintenance responsibilities and training organizational mechanics in the use of test equipment and troubleshooting procedures. c. Management of maintenance operations, to include scheduling of PM checks and services, quality control of completed maintenance services, and shop safety Fort Hood Maintenance Acton Plans. a. Commanders will review, update, and personally supervise their maintenance programs. They will aggressively pursue the improvement of their programs and take appropriate action to correct each situation. b. The following actions/procedures are important for an effective maintenance program. Although not inclusive, commanders must emphasize the use of these guidelines in their review and update of unit maintenance program: (1) Maintenance and supply personnel must be given priority to perform their primary job. Other duties should be kept to a minimum. The Army goal is that maintenance personnel spend 50 percent of their time performing maintenance. (2) Maintenance is training and should be conducted using a four-step model: set objectives, provide resources, coach subordinates, and measure performance. NCOs must be actively involved. (3) Schedule, as needed, unit personnel into the III Corps Troop School. (4) Commanders and staff officers must make random maintenance and PLL checks. Standing inspection teams will not be established below Corps. (5) Commanders must check that organizational personnel are performing before, during, and after operations checks on their equipment. Equipment repair requirements must be diagnosed and assessments made to facilitate repair time. ORF should be considered by the DSN when repairs cannot be made within the prescribed time limits. (6) Maintenance must normally be done by task and not by time. (7) Accurately reconcile repair parts requisitions at every level unit, DSU, GS, and installation. Challenge the due-in data if not responsive to the needs of the unit. Make maximum use of the local cannibalization point, fabrication capabilities of support maintenance, and local purchase. Control PLL zero balances with a goal of no more than 10 percent as the standard. (8) Repair parts and completed jobs should be picked up daily from support maintenance. Units and activities will pick-up-repaired equipment the next working day after notification of completion. Parts priority when received should be installed within 3 working days after pick-up unless a repair is deferred until next scheduled maintenance or more parts are needed to complete the repair. 12

13 1 August 1993 III CORPS & FH REG (9) Publish a comprehensive unit maintenance standing operating procedures (SOP) and force its use. (10) Require each item of equipment to have an operators manual on hand. (11) Use maintenance evaluation policies outlined in FH Reg (12) Allocate and cross-level maintenance workloads through a weekly job order reconciliation program. (13) Establish performance incentives to encourage excellence. (14) Require certification of motor officers, motor sergeants/team chiefs, PLL clerks, and TAMMS clerks. (15) Require annual training for TMDE and AOAP monitors within the unit Senior Logistics Review Board (SLRB). a. General. The SLRB provides a forum for senior commanders and senior logisticians of III Corps to discuss logistics issues and current and future logistics system impacting their organization. b. Objectives. (1) Improve the logistics status within III Corps by providing a senior level forum for MSCs to present issues which impact unit readiness and consequently our ability to train and fight. (2) Allow the III Corps staff elememts and outside support agencies to provide information and responses to MSC issues. c. Concept (1) The SLRB will be held in April, July, October, and January. (2) The Deputy Commanding General, III Corps and Fort Hood will chair the SLRB. (3) Members include the Deputy Commanding General (DCG); III Corps; ACofS G4; III Corps; Installation DOL; Divisions: Assistant Division Commander (ADC); G4, Discom Commander, and Logistics Assistance Officer (LAO); 13 th COSCOM: Commander, ACofS Mat and LAO; Corps Artillery: Deputy Commanding Officer (DCO); G4, and LAO; Separate Brigades: Commander; S4, and Chief, LAO-III Corps. (4) Media. The SLRB will be conducted via video teleconference. (5) Agenda. (a) Opening remarks by the DCG. (b) Presenatation(s) on logistics subjects of special interest. (c) Discussion of Corps and MSCs logistics performance indicators and issues. (6) ACofS G4,III Corps: (a) Coordinates the quarterly meeting of the SLRB. (b) Collects all topics and issues to be presented NLT 5 weeks before the scheduled SLRB meeting Topics will be consolidated and a proposed list of presentations forwarded to the DCG NLT 4 weeks before the scheduled date of the SLRB meeting. 13

14 III CORPS & FH REG August 1993 Chapter 3 Materiel Readiness (c) Tasks appropriate agencies for presentations as required to support the approved agenda. (d) Publishes the final detailed agenda NLT 3 weeks before the scheduled SLRB meeting Inspections. Emphasis is placed on frequent inspection of equipment by commanders using the PMCS outlined in the equipment TM. a. Inspections measure the effectiveness of equipment maintenance and maintenance training programs and should include: (1) PMCS and safety standard of AR to allow continued equipment serviceability and safety in operation. (2) Periodic spot inspection by organizational mechanics to notify the commander when operators are not properly performing equipment PMCS. (3) Equipment condition status using the PMCS tables of the operator TM. Equipment administratively inoperative under AR for safety items not listed in the PMCS tables will not be carried as NMC for reporting under AR b. Commanders must establish policies and procedures to allow the performance of required equipment PM for each training schedule. Mission orders will prescribe maintenance during staging and termination phases. c. The primary control measures available to commanders are equipment dispatch and daily flight mission schedule. Unit leaders must require that equipment PMSC be properly performed before, during, and after operation. d. Army equipment, except aircraft, must be maintained at the user and organizational levels using TM-10 and TM-20 series (operators/organizational) manuals or other equivalent publications issued with the equipment. e. Equipment is complete when basic issue items (BII) and components of end items (COEI) are on hand. The accessory kit, vehicle body, and tarpaulins authorized by common table of allowances (CTA) are not issued with new equipment; therefore, they are not required to accompany end items when transferred. f. Equipment identified for transfer will have services performed if more than 90 percent of the scheduled maintenance interval has elapsed. Equipment enrolled in AOAP must have a sample test unless one was performed within the last 30 days. A DA Form 2404 (Equipment Inspection and Maintenance Work Sheet) will be prepared by the losing activity to record the results of the TM-10/20 PMCS inspections and will accompany the equipment records upon transfer. g. Transfer of equipment to prepositioned material unit sets (POMCUS) must meet the standard in paragraph d above and the following: 14

15 1 August 1993 III CORPS & FH REG (1) Gun tube life of POMCUS equipment should follow the same basic curve of remaining tube life as forward deployed units, i. e., some new, some at half life, etc. This type tube life distribution will prevent a tube replacement surge during initial hostilities. (2) Tubed weapons being withdrawn from units and issued to POMCUS or already in POMCUS will have representative remaining tube life characteristics with a minimum of ten percent remaining tube life or 7 days of combat sustainability (based on average ammunition expenditure for engaged weapon systems) whichever is greater. Gun or cannon tubes will be borescoped and pullover gauged precisely as outlined in TM (Operations, Organizational, DS, and GS Maintenance Manual for Evaluation of Cannon Tubes) before transfer and results posted to DA Form (Weapon Record Data). (3) Equipment will not be used until deficiencies have been corrected or duly recorded Status Reporting. Commanders must be constantly aware of changes in equipment status that could adversely effect their units capability to perform its mission. The squad leader is at the base of this reporting chain. Platoon leaders must be aware of the status of property assigned them. Company and battalion commanders must be informed of the status of equipment and supplies essential to their operations. a. DA Form 2406 (Material Condition Status Report (MCSR)) is used for reportable items (other than aircraft and missiles). Aircraft readiness will be reported on DA Form 1352 (Army Aircraft Inventory, Status and Flying Time) and missiles will be reported on DA Form (Army Missile Materiel Readiness Report) as outlined in AR (1) Readiness reporting will be completely honest and candid, reflecting the actual readiness posture of the reporting units. Substitution of operable system subcomponents, within like systems, to achieve a mission requirement quantity should be done only after other supply options have been exhausted peaking to achieve a reporting percentage must not be done. (2) Equipment is reported as fully mission capable (FMC) after repair or physical substitution of an operable subsystem for an inoperable one has been accomplished. The actual transfer or replacement must be accomplished prior to reporting equipment MC. (3) Commanders are encouraged to use DA Form 2406 as a management tool for resource allocation. b. Each MSC must provide a list of NMC equipment over 30 days old to the 13th COSCOM IAW chapter 25. Units with automatic terminals may use the installation inquiry system to report and update this data. The cutoff data is the 15th day of each month; however, updates may be made as often as required. c. Commanders of TOE DS and GS maintenance units will submit a computer-generated monthly Maintenance Production Backlog Report (MPBR) through channels to the IMMO. This report will be generated on the 15th day of each month or the closest workday thereof and be provided to IMMO NLT 5 working days after the 15thofeachmonth. d. The backlog objective is 15 days for commodities with an acceptable performance range (APR) of 5 to 20 days, except commodity code L which has a 5 to 30 day APR. Analyze commodities with backlogs outside the APR and provide narrative explanation which will include but not be limited to the following: (1) Causes for high backlog (i.e., high equipment usage, deferred maintenance, capability or capacity). (2) Action being taken to reduce the backlog with APR (i.e., cross-leveling personnel and workload, temporary hire, overtime, etc.) 15

16 III CORPS & FH REG August 1993 (3) Abuse impact on high priority units and unit training programs to include material readiness programs. (4) Projection as to when backlogs will be reduced to an acceptable performance range. (5) Displaced equipment potential backlog for automotive and combat equipment. (6) Factors restricting maintenance performance and contributing to high backlogs such as funds, personnel, facilities, and repair parts. record. (7) Any other pertinent information, such as anticipated problems, may be submitted in the remarks Chapter 4 Training 4-1. General. Maintenance is training. Leader actions and staff planning must include maintenance considerations. Integrating maintenance with other type training reinforces the need for constant attention to the care and upkeep of equipment. Leaders must include maintenance of equipment in their daily instruction. Military occupational specialty (MOS) qualification of soldiers includes knowledge, practice, and some equipment care. Training effectiveness can be judged by the readiness of equipment, accuracy of records, and safety of operations. Personnel should be trained to do a variety of PM tasks without the need for constant supervision. Leaders at every level must advise the commander of individual training needs so training plans and schedules can be adjusted Master Activity Programs. Training time must be allocated for each aspect of logistics functions performed by unit personnel. Use of on-post and off-post schools including correspondence courses, training seminars conducted by DSU, aviation intermediate maintenance (AVIM), liaison visits by support activities, inspections, unit training classes, and on-the-job training (OJT) are appropriate to further this effort. a. Requirements. To determine the amount and type of training, many factors must be evaluated. Key consideration are: (1) Unit mission essential task list (METL). (2) Qualifications of key personnel in supply and maintenance positions. (3) Experience of equipment operators. (4) Frequency of accidents and serious incidents. (5) Results of inspections/field training exercises/army Training and Evaluation Programs (ARTEP). (6) Losses from accountability. (7) Commitments (i.e., post guard, division ready force (DRF), field training exercises (FTX)/operational readiness training test (ORTT). (8) Availability of funds and fuels. (9) Shortages of personnel or equipment. (10) Scheduled training dependent on particular equipment (i.e., motor movement, weapons firing, nuclear, biological, chemical (NBC) chamber exposure, air/rail loading, and field deployment). 16

17 1 August 1993 III CORPS & FH REG b. Planning. Planning of unit activities must allow sufficient time for before, during, and after operation checks throughout the day and should provide time for leaders to be present, when personnel are performing equipment services. c. Training Standards. The task/condition/standard approach will be used in supply and maintenance training. Standards must be translated from equipment to soldier-oriented objectives. Minimum time is dedicated by the frequency of PM services outline in the TM. The key PM is a thorough check after every period of use and frequent checks during prolonged storage to determine if deterioration or loss has occurred. d. Documentation. The unit s maintenance and training program is expressed in several documents: (1) The master activities program will include an abstract of supply and maintenance training identified by individual MOS and team affected, the method used, and the specific group of equipment/records to be covered. (2) The unit s SOP must include sections on training, supply, and maintenance operations to give new personnel the details on how routine functions are performed. (3) The training schedule must list those records and equipment on which training will be conducted. Corresponding lesson outlines must show the amount of time devoted to maintenance discussion, practice, and unit training maintenance schedule model. (4) Soldier reports of SDT and manning rosters should identify personnel requiring specialized training in supply and maintenance Scheduling. Equipment maintenance training must be conducted during extended periods of nonuse. Equipment serviceability maintenance training should include: a. Instruction on the proper use and care of accountable tools. b. Tactical communications training and use of field radios and telephones. c. Expanded operator training, to include the use and the operation of portable generators, lighting sets, and power tools. d. Erecting tents often increases team skill in rapid deployment and stresses proper storage, accountability, and incidental repair Evaluations. The degree of effectiveness of the maintenance and supply training program is apparent after inspections of equipment and records. A major challenge for commanders is to provide frequent feedback to unit leaders on the effectiveness of their training. Inspector general inspections (IGI) results, SQT/SDT scores, and accident reports are after the fact and should not be used as the prime methods of evaluation. The chain of command is the primary inspectors Methods. Practical exercises conducted on site by intermediate leaders are ways to impart skills to personnel. An officer or NCO must be present to demonstrate by example and display the interest necessary for effective maintenance training. The training value of DSU/GSU visits and schools must be directed at qualifying unit leaders to become knowledgeable teachers for their soldiers. 17

18 III CORPS & FH REG August 1993 Chapter 5 Handling, Maintenance, Servicing, and Reporting of Vehicle Storage Batteries 5-1. Purpose. This appendix establishes procedures on the proper handling, maintenance, servicing, and reporting of vehicle storage batteries at organizational and maintenance support levels Compliance. To extract maximum service life from vehicle storage batteries, the responsibility of safe handling, servicing, and maintenance procedures will be complied with at every level of maintenance and supply General. Comply with safety requirements of Occupational Safety and Health Act (OSHA) and, TM a. Maximizing the life of lead acid batteries (2HN and 6TN) is an area of special interest within DA. The standard life for the 6TN battery is 36 months. This will require a monthly wash-out rate of 3 percent or less of batteries in service in the command. b. Effort must be continued to lower requisitions for new lead acid batteries and to repair and maintain stock on hand. c. Education and supervision at every level of command will be stressed continually with special emphasis at the operator and organizational level Handling. At the organizational level, handling of vehicle storage batteries will be kept to a minimum to prevent unnecessary damage. a. Batteries will never be stacked one on another. b. Batteries that are stored within PLL or RX facilities will be palletized to prevent ground contact. c. Batteries to be moved by vehicle or material handling equipment (MHE) will be properly secured to preclude damage by shifting or bouncing. d. Batteries should be removed from vehicles by handles such as in the 6TN or by using battery-carrying straps to remove smaller batteries such as 2HN. e. Batteries will be stored in a cool, dry place Responsibilities. a. Operator and crew maintenance concentrates on inspecting, troubleshooting, identifying problems, cleaning, and PM checks on batteries. b. Organizational and DSU maintenance activities must service and reclaim unserviceable batteries within MTOE equipment, facilities and safety constraints. c. Commanders: Constant command follow-up is essential to maintain and further develop supervisory capabilities. Significant progress must be realized to reduce the number of batteries damaged because of rough or improper handling. With increased battery shop capability and service of batteries at the DSU level, batteries will experience less handling due to the decreased evacuation requirement Procedures. a. Operator and Crew Maintenance. Operators and crew will not add electrolyte, nor will they remove or install batteries. 18

19 1 August 1993 III CORPS & FH REG b. Organizational Maintenance. (1) Test installed batteries. (2) Replace defective batteries. When more than one battery is used, match batteries by specific gravity. (3) Battery charging will be done only in areas complying with OSHA standards. The adding of electrolyte and initial activation of batteries will be done by the DSU. Only batteries without electrolyte are authorized on the unit PPL. (4) Evacuate batteries to the supporting DSU when: (a) After installing on charger, it draws over 10 amperes. (b) After continuous charging it will not accept a charge. (c) It is badly sulfated. (d) It does not reach a minimum specific gravity. (e) Battery case is cracked or broken. (f) Post are burned or damaged. (4) Require investigation of damaged batteries that appear to be other than fair wear and tear. (6) Tag batteries to be evacuated to DSU with status (i.e., will not hold charge). (7) Use safety equipment. (8) DO NOT REMOVE ELECTROLYTE from batteries for shipping to DSU. (9) Develop SOP for battery shop. (10) Direct exchange will be made using DA Form 2402 (Exchange Tag) or DA Form (Request for Issue or Turn-In). c. DS Maintenance. TM discusses DSU maintenance in detail: (1) Place new batteries into service by adding electrolyte and initial charging. NOTE: DSU is lowest level authorized to add electrolyte. (2) Test and check batteries and ascertain they are fully charged prior to issue. (3) Recharge old batteries to raise specific gravity readings to proper level. (4) Establish storage and security procedures. (5) Exchange and account for batteries. (6) Establish storage and disposal procedures for used electrolyte. (7) Evacuate salvaged batteries to property disposal operation (PDO) when: 19

20 III CORPS & FH REG August 1993 (a) Sides or bottom of case is cracked and cannot be repaired. (b) Holes in top exceed 1 inch in diameter. (c) Broken posts or burns that cannot be repaired. (d) Batteries show no specific gravity reading after continuous charging. (e) Shorted or dead cell determined during testing. (8) Evacuation beyond DSU should be accomplished only when unusual circumstances exist. (9) DSU will maintain composite file of supported units battery transactions. (10) Develop and post SOP for battery shop operations. (11) Do not stack pallets of batteries except for batteries being evacuated to PDO for salvage. (12) Observe and practice safety constraints. Chapter 6 Modification Work Orders (MWO) Management 6-1. General. Modification authorization to be applied to Army material by owning units will be minor and, in every case, must allow for the equipment to be returned to its original configuration within 24 hours. Modification of equipment is the responsibility of AMC. MWO applications are negotiated for subordinate commands through the IMMO. a. The IMMO will appoint an installation MWO coordinator in writing. b. Installation MWO coordinator will: (1) Ascertain that MWOs are properly staffed and coordinated with affected units. (2) Coordinate with divisional or brigade MWO coordinators to schedule equipment into modification facility on a unit priority basis. (3) Establish procedures pertaining to the requisitioning, scheduling, application, and reporting of MWO. (4) Coordinate actions required to develop an effective installation MWO program and maintain it. (5) Keep the III Corps ACofS, G4 Maintenance Division abreast of upcoming MWO applications and ongoing applications. c. MWO coordinators will be appointed in writing by each MSC to monitor MWO requirements within their respective division or brigade and coordinate requirements with the installation coordinator. d. Installation MWO coordinator will consolidate requirements and provide the appropriate AMC commodity MWO coordinator data which will assist in managing an effective MWO program to determine outstanding MWOs are complied with. 20

21 1 August 1993 III CORPS & FH REG e. Commanders must require that equipment records DA Form (Equipment Modification Record (Aircraft) and DA Form (Aircraft Status Information Record), list the applicable MWOs from AR to identify equipment that requires the MWOs. Care must be taken to determine that the major components, specific model, and serial numbers are correct. Outstanding MWOs should be reported to the appropriate MWO coordinator Aircraft. The divisional or brigade and nondivisional AVIM production control (PC) officer will be the aircraft configuration control officer for their respective unit and will coordinate aircraft MWO requirements with the installation MWO coordinator. Chapter 7 Vehicle and Equipment Safety Devices 7-1. Purpose. This appendix provides specific guidance in matters pertaining to vehicular and equipment safety items, dispatch of vehicles and equipment with safety faults Safety Defects. A safety defect is any fault that impairs the mechanical condition or operation of a vehicle or other equipment in a safe manner. Equipment PMCS and AR are the governing directives and take precedence over this appendix when a safety condition or defect is identified as a nonoperational deficiency. Mechanical conditions, which contribute to or cause an accident, include the following: a. Improper functioning of adjustment of brakes, steering, lights, windshield wipers, horns, warning signals, side and rear view mirrors or conditions that adversely affect the vision of the driver. b. Fuel, oil, antifreeze, or water leaks. c. Any condition likely to cause injuries to personnel or failure of a component part such as bald tires, cracked wheel hubs, worn or frayed safety straps, torn sheet metal with exposed sharp edges, loose battery cables or clamps. d. Leaks from exhaust system. e. Seat belt installation where applicable. f. Safety standards for construction equipment (self-propelled) are governed by TB (1) Motorized self-propelled construction equipment (wheeled or tracked) will be mechanically sound and outfitted with a complete roll over protection system (ROPS). (2) Construction equipment with a manufacturer s backup warning system will be fully functional. (3) Military construction equipment outfitted with lights are not considered having safety defects or nonoperational when it can be provided by another source or when they are escorted or hauled. Exceptions are road graders and boat bridge erection which are subject to independent operation on military reservations, state roads, or waterways. (4) Other than tactical operations, cranes will have high voltage decals displayed on the external portion of the crane house. (5) Load tests will be current and maintained as outlined in TB for cranes and MHE. (6) Tests will be current and maintained for compressors as outlined in TB