Unit Maintenance Program

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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

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

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

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

establish unit priorities.

monitor TAMMIS

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.

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.

Supervise plans & reviewing periodic and special reports to be submitted to higher headquarters.

Serve as the battalion logistics readiness officer.

Direct staff analysis of maintenance situations.

Evaluate the maintenance program.

Recommend changes to the maintenance program as required.

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.

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.

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

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.

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.

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.

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.

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

Establish and supervising battalion-level training as required.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

Provide command guidance to the company motor officer.

Direct implementation of the company maintenance program.

Supervise the execution of the maintenance program.

Evaluate the maintenance program.

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

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

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.

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.

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.