Unit Maintenance Program. Personnel Responsibilities and Interfaces. u Battalion Command/Staff....

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

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

Battalion Command/Staff (cont)

– direct maintenance and repair parts supply policies and guidelines within the battalion.

– establish unit priorities.– 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.

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.

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


responsibilities– Monitor personnel status.– Program assignments of maintenance

personnel.– Ensure equal distribution of maintenance

personnel.


– 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.

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


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.


– 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.

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

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, 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.

Battalion S3 (cont)

– Coordinate with commanders and staff on forecasting training, associated maintenance, and logistical requirements.

– Establish and supervising battalion-level training as required.

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.

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.

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.

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.

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.

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.

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.

Battalion Maintenance Technician

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

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.

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.

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.

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

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.


– 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.


– Plan and organize work schedules and coordinate equipment downtime for maintenance with the users of the equipment.

– Assign duties to the company motor sergeant.

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.


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.


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.


Management by Exception.– Managers concern themselves with non-

routine situations and problems that develop.

– Routine situations and problems are left to subordinates.


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.


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.

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.


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.


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.


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.


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.


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.


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.


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.


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.


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.


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.


Resources– The seven basic resource problems are:

(1) Personnel. Current publications. Repair parts supply. An adequate supply of tools. Test, measurement, and diagnostic equipment.


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.


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.


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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