engineer maintenance and operations

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MCI 1326

MARINE CORPS INSTITUTE

ENGINEER MAINTENANCE

AND OPERATIONS

MARINE BARRACKS

WASHINGTON, DC

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UNITED STATES MARINE CORPS

MARINE CORPS INSTITUTE 912 CHARLES POOR STREET SE WASHINGTON NAVY YARD DC 20391-5680

IN REPLY REFER TO:

1550

Ser 1326

11 Feb 08 From: Director

To: Marine Corps Institute Student

Subj: ENGINEER MAINTENANCE AND OPERATIONS (MCI 1326)

1. Purpose. MCI 1326, Engineer Maintenance and Operations provides instruction on to all Marines having supervisory leadership duties in the engineering field.

2. Scope. This course addresses the operation, maintenance, and management of engineer equipment used in the Marine Corps. This course also discusses engineer equipment employment and planning for equipment operations.

3. Applicability. This course is intended for instructional purposes only. It is designed for use by Marines in the ranks of staff sergeant through master gunnery sergeant who are assigned the MOS of 1316, 1341, 1345, 1349, or 1391.

4. Recommendations. Comments and recommendations on the contents of the course are invited and will aid in subsequent course revisions. Please complete the course evaluation questionnaire at the end of the final examination. Return the questionnaire and the examination booklet to your proctor.

M.SCOTT REICHENBAUGH

By direction

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MCI Course 1326 i

Student Information

Number and

Title MCI 1326 _{ENGINEER MAINTENANCE AND OPERATIONS}

Study Hours 12 Course Materials Text

Review Agency Commanding Officer, Engineer School

Marine Corps Detatchment Ft. Leonard Wood, MO 65473 Reserve Retirement Credits (RRC) 4

ACE Not applicable to civilian training/education

Assistance For administrative assistance, have your training officer or NCO log on to the

MCI home page at www.mci.usmc.mil. Marines CONUS may call toll free 1-800-MCI-USMC. Marines worldwide may call commercial (202) 685-7596 or DSN 325-685-7596.

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MCI Course 1326 iv

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MCI Course 1326 v

Study Guide

Congratulations _{Congratulations on your enrollment in a distance education course from the}

Distance Learning and Technologies Department (DLTD) of the Marine Corps Institute (MCI). Since 1920, the Marine Corps Institute has been helping tens of thousands of hard-charging Marines, like you, improve their technical job performance skills through distance learning. By enrolling in this course, you have shown a desire to improve the skills you have and master new skills to enhance your job performance. MCI Course 1326,

Engineer Maintenance and Operations, prepares Marines for the job of

engineer equipment chief.

Your Personal

Characteristics • YOU ARE PROPERLY MOTIVATED. You have made a positive _{decision to get training on your own. Self-motivation is perhaps the most}

important force in learning or achieving anything. Doing whatever is necessary to learn is motivation. You have it!

• YOU SEEK TO IMPROVE YOURSELF. You are enrolled to improve those skills you already possess, and to learn new skills. When you improve yourself, you improve the Corps!

• YOU HAVE THE INITIATIVE TO ACT. By acting on your own, you have shown you are a self-starter, willing to reach out for opportunities to learn and grow.

• YOU ACCEPT CHALLENGES. You have self-confidence and believe in your ability to acquire knowledge and skills. You have the

self-confidence to set goals and the ability to achieve them, enabling you to meet every challenge.

• YOU ARE ABLE TO SET AND ACCOMPLISH PRACTICAL GOALS. You are willing to commit time, effort, and the resources necessary to set and accomplish your goals. These professional traits will help you successfully complete this distance learning course.

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MCI Course 1326 vi

Study Guide,

Continued

Beginning Your

Course Before you actually begin this course of study, read the student information _{page. If you find any course materials missing, notify your training officer or}

training NCO. If you have all the required materials, you are ready to begin. To begin your course of study, familiarize yourself with the structure of the course text. One way to do this is to read the table of contents. Notice the table of contents covers specific areas of study and the order in which they are presented. You will find the text divided into several study units. Each study unit is comprised of two or more lessons and lesson exercises.

Leafing Through the Text

Leaf through the text and look at the course. Read a few lesson exercise questions to get an idea of the type of material in the course. If the course has additional study aids, such as a handbook or plotting board, familiarize yourself with them.

The First Study

Unit Turn to the first page of study unit 1. On this page, you will find an _{introduction to the study unit and generally the first study unit lesson. Study}

unit lessons contain learning objectives, lesson text, and exercises.

Reading the Learning Objectives

Learning objectives describe in concise terms what the successful learner, you, will be able to do as a result of mastering the content of the lesson text. Read the objectives for each lesson and then read the lesson text. As you read the lesson text, make notes on the points you feel are important.

Completing the

Exercises To determine your mastery of the learning objectives and text, complete the _{exercises developed for you. Exercises are located at the end of each lesson,}

and at the end of each study unit. Without referring to the text, complete the exercise questions and then check your responses against those provided.

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MCI Course 1326 vii

Study Guide,

Continued

Continuing to

March Continue on to the next lesson, repeating the above process until you have _{completed all lessons in the study unit. Follow the same procedures for each}

study unit in the course.

Preparing for

the Final Exam To prepare for your final exam, you must review what you learned in the _{course. The following suggestions will help make the review interesting and}

challenging.

• CHALLENGE YOURSELF. Try to recall the entire learning sequence without referring to the text. Can you do it? Now look back at the text to see if you have left anything out. This review should be interesting. Undoubtedly, you’ll find you were not able to recall everything. But with a little effort, you’ll be able to recall a great deal of the information. • USE UNUSED MINUTES. Use your spare moments to review. Read

your notes or a part of a study unit, rework exercise items, review again; you can do many of these things during the unused minutes of every day. • APPLY WHAT YOU HAVE LEARNED. It is always best to use the

skill or knowledge you’ve learned as soon as possible. If it isn’t possible to actually use the skill or knowledge, at least try to imagine a situation in which you would apply this learning. For example make up and solve your own problems. Or, better still, make up and solve problems that use most of the elements of a study unit.

• USE THE “SHAKEDOWN CRUISE” TECHNIQUE. Ask another Marine to lend a hand by asking you questions about the course. Choose a particular study unit and let your buddy “fire away.” This technique can be interesting and challenging for both of you!

• MAKE REVIEWS FUN AND BENEFICIAL. Reviews are good habits that enhance learning. They don’t have to be long and tedious. In fact, some learners find short reviews conducted more often prove more beneficial.

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MCI Course 1326 viii

Study Guide,

Continued

Tackling the

Final Exam When you have completed your study of the course material and are confident _{with the results attained on your study unit exercises, take the sealed envelope}

marked “FINAL EXAM” to your unit training NCO or training officer. Your training NCO or officer will administer the final examination and return the examination and the answer sheet to MCI for grading. Before taking your final examination, read the directions on the DP-37 answer sheet carefully.

Completing

Your Course The sooner you complete your course, the sooner you can better yourself by _{applying what you’ve learned! HOWEVER--you do have 2 years from the}

date of enrollment to complete this course.

Graduating! As a graduate of this distance education course and as a dedicated Marine,

your job performance skills will improve, benefiting you, your unit, and the Marine Corps.

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MCI Course 1326 1-1 Study Unit 1

STUDY UNIT 1

MAINTENANCE OPERATIONS

Overview

Introduction As the engineer chief, it is your duty to make sure the shop is well-organized and functions effectively. Though most decisions are made at the command level about how a shop is put together, sometimes you will have to make these decisions. You must be able to set up and manage an effectively functioning maintenance facility that will achieve the best results under any conditions.

References Information that prescribes field site selection is found in the current edition of FMFM 3-1, Command and Staff Action.

Scope This study unit includes the initial set up of maintenance administration and

the elements and resources that are used in this process. Engineer equipment MOS training, how to reconcile and manage the MIMMS/AIS system, and the importance of supervising maintenance records and forms will be discussed as well.

In This Study Unit

This study unit contains the following lessons:

Lesson See Page

Administration 1-3

Engineer Equipment MOS Training 1-31

MIMMS/AIS 1-41

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MCI Course 1326 1-2 Study Unit 1

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MCI Course 1326 1-3 Study Unit 1, Lesson 1

LESSON 1

ADMINISTRATION

Introduction

Scope This lesson will introduce you to the planning, organization, layout, and

overall structure of the maintenance shop.

Learning Objectives

At the end of this lesson, you will be able to • Identify the two authorization documents.

• Identify the four elements that make up maintenance administration. • Identify the seven maintenance resources.

• Identify the purpose of internal inspections. • Identify two types of internal inspection. • Identify the purpose of the inspection checklist.

• Identify the four functional shop sections with their functions.

• Identify the four physical characteristics evaluated when selecting a site in the field for maintenance operations.

• Identify the four factors considered when selecting a maintenance site. • Identify the 13 application principles when laying out a maintenance

area.

• Identify the individuals responsible for site selection of the maintenance area for major and force level commands.

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Introduction,

Continued

In This Lesson This lesson contains the following topics:

Topic See Page

Introduction 1-3 Authorization Documents 1-5 Maintenance System 1-6 Resources 1-9 Internal Inspections 1-13 Shop Sections 1-17

Field Site Selection 1-21

Area Layout 1-23

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Authorization Documents

Important Documents

Every unit has a specific mission it must perform, and each unit is allocated the necessary assets based upon their mission. The two documents listed below lay out and dictate the unit’s organizational mission requirements, structure, and the authorizations for personnel and equipment:

• Table of organization • Table of equipment

Table of Organization (T/O)

The table of organization (T/O) is established by Headquarters Marine Corps (HQMC). The T/O outlines a unit’s mission requirements, a description of the organizational structure, the manpower resources, and the echelons of maintenance. T/Os indicate the maintenance authority of each unit based on the capabilities, personnel and equipment rated, and careful consideration of the unit’s wartime mission. All organizations shall perform only those maintenance actions that are authorized by their T/O.

Table of Equipment (T/E)

HQMC also establishes the table of equipment (T/E). The T/E is a document that lists the tools and equipment the unit is authorized and required to possess to accomplish its mission:

• Engineer equipment assets • Logistical assets

• Test kits • Tool kits • Tool boxes

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Maintenance System

Managing the System

The engineer chief is normally involved in numerous administrative matters pertaining to the management of the shop. As the maintenance manager, you must always be aware what is going on. Keeping your resources in mind and readily available is the best way to manage your maintenance system.

The Four Elements

There are four elements that make up the maintenance administration system: • Command

• Resource • Information • Production

The table below is a basic breakdown of some common resources and where they fall under the acronym CRIP:

Command Resource Information Production

Organization Time Records Preventive Maintenance Policies Personnel Reports Corrective

Maintenance Procedures Parts and Supplies MIMMS/AIS Maintenance

Related Programs Supervision Tools and Equipment Readiness Reporting Fabrication Funds Facilities Publications

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Maintenance System,

Continued

The Command Element

The command element represents the best interest of the unit organization as it establishes and defines

• Command policy letters

• Command procedures for specific functions • Subordinate supervision

• Funds

Commanders cannot be expected to have the same expertise as the technicians and mechanics in all shops, but they should demonstrate enthusiasm and a willingness to learn to keep the maintenance machine running efficiently.

The Resource Element

The engineer chief is responsible for planning, organizing, coordinating, supervising, and evaluating resources. Along with the maintenance

management officer (MMO), the engineer chief provides input for T/O and T/E revisions and recommended changes.

Resources are the key element for any shop supervisor, although all the elements of the maintenance system are important. Without resources, nothing would get accomplished, i.e. you cannot fix equipment without tools.

The

Information Element

An engineer chief needs the necessary information to carry out and accomplish the mission. There are several reports that are produced on a daily basis that contain this information. However, the engineer chief relies heavily on two types of information:

• Equipment Records. By analyzing equipment’s record, the chief can learn the equipment’s history of past problems and major maintenance required. This allows the chief to predict future serviceability.

• Reports. All the activity and transactions from the previous day’s work is captured on various reports.

The chief looks at these reports each day to track the maintenance progression and to identify any negative trends in the maintenance cycle. The Marine Corps Integrated Maintenance Management System/Automated Information System (MIMMS/AIS) generates these reports as a basis for entering and tracking equipment in the maintenance cycle.

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Maintenance System,

Continued

The Production Element

Production involves the actual physical performance of various maintenance functions. This element includes activities such as equipment repair,

troubleshooting, equipment recovery, quality control and equipment

inspection, etc. Though most production is performed by organizational and field level maintenance units, some production functions are performed only at the depot level, such as major overhauls and chassis rebuilds.

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Resources

Management The key to any successful operation is how well management plans,

coordinates, and organizes the functional areas of maintenance resources. Management consists of those continuing actions of planning, organizing, directing, coordinating, controlling, and evaluating the use of personnel, money, materials, and facilities to accomplish mission and tasks.

As the engineer chief, you will spend most of your time managing your resources.

Seven Areas The seven maintenance resources are

• Time • Personnel

• Parts and supplies • Tools and equipment • Facilities

• Funds • Publications

Time A mechanic's loss of production time can double or triple when they lack the

necessary tools, publications, parts, or skills to perform a job. It is the engineer chief’s job to make sure that shortfalls do not interfere with the mechanic’s ability to accomplish the mission or increase the time required to do the job.

Personnel Personnel are your most precious asset! As the engineer chief, it is your

responsibility to make sure they are properly trained. You must decide which approach to training is most appropriate for your mission. Your training choices include the following:

• On-the-job training (OJT) • Formal schools

• Mobile training teams (MTTs)

• MCIs (Marine Corps Institute occupational distance training courses) The MMO is responsible for ensuring that maintenance management training is included in the annual training plan.

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Resources,

Continued

Parts and Supplies

Replacement and repair parts are crucial to the mission. Without these, you cannot fix the equipment. Equipment that is sitting in short parts or awaiting parts status for extended periods of time hurts unit readiness and prevents mission accomplishment.

Secondary repairables are considered as well, including parts such as engines, transmissions, starters, and pumps that are repaired by a higher echelon of maintenance and returned to the supply system for use by field units. For parts replacement, use an NAVMC 10925, Equipment Repair Order Shopping/Transaction List (EROSL), commonly referred to as a 4-card to requisition all repair/replacement parts and secondary repairables.

The pre-expended bin (PEB) is another source for parts replacement. It stocks only high usage, fast moving items. The mechanic can draw parts such as filters and other common hardware from the shop’s PEB, rather than having to order them and wait for the supply system to deliver.

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Resources,

Continued

Tools and Equipment

Another key maintenance resource is the support equipment and test

measurement diagnostic equipment (TMDE), including tool sets, kits, chests, hoists, jacks, stands, and multimeters.

Part Function

Tool Control • The MMO establishes tool control by way of a policy letter to ensure proper inventories and maintenance.

• Each shop must maintain and inventory numerous tools and tool kits.

• Tool kits and boxes will have their own record jackets. • Each tool room issues out the following items on a daily

basis:

• General mechanics tool boxes • Equipment specific tools kits • Common #2 tools

• Other special tools

• Each receiving individual must sign for each tool in a log book or on an Equipment Custody Record (ECR) card. • Periodic tool inspections must be performed for the safety of

personnel and equipment.

Calibration • The MMO establishes calibration control.

• Each shop ensures a calibration program is properly worked and maintained. Calibration includes two steps:

• Establish a schedule for induction of each item into the maintenance cycle for calibration.

• Assign a calibration status to each item.

Facilities The MMO is responsible for the location and size of shop facilities whether in

garrison or in the field. The size and location of the shop will depict how the shop is laid out. Most of the time, you will walk into a shop that is already established.

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Resources,

Continued

Publications The S-1/adjutant, supply officer, and the MMO are in charge of publications

control. In a commodity area, the supervisor is responsible for publications: ordering, inventory control, and maintenance. For publications control, the supervisor uses two types of inventories:

• Wall-to-wall inventory. Every publication is inventoried using the PL and SL-1-2 to ensure all required publications are on hand to meet the mission. • Update inventory. Superseded publications, changes, etc., are checked and

properly updated; library continues with proper updating and maintenance of publications.

Funds In terms of hard dollars, budgets, or operating targets, the MMO and the

maintenance sections do not “see” funds directly; they submit a cost plan and expenditures to the supply officer.

The amount of funding for a unit is determined when planning the fiscal year budget for parts, tools, and other maintenance-related supplies.

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Internal Inspections

Introduction Internal inspections are inspections conducted by the maintenance

management supervisor within each commodity to determine if the

maintenance and maintenance management programs are running effectively. These inspections provide real-time feedback of the maintenance effort within the unit and are used to identify and correct deficiencies that are uncovered within any facet of the maintenance management program.

The reference that you will need to be familiar with to perform internal inspections is the MCO P4790.2_.

Purpose An internal inspection is a valuable tool to determine your unit’s effectiveness

in its maintenance and maintenance management programs. An internal inspection ensures the following:

• There is an acceptable state of material readiness. • Planning and organization are sound.

• Staffs are functioning effectively. • Directives are clear and understood.

• Standards are established to measure performance.

Directives Inspections are also a good tool to identify and educate your commodity

sections on the correct orders and directives that govern the maintenance and maintenance management programs. It is imperative that each commodity has a clear understanding of these orders and directives so the job is performed correctly.

Inspection Characteristics

Inspections may be conducted in a variety of manners to accomplish different objectives. However, the following are characteristics common to good inspections:

• Constructive • Critical • Objective

• Realistic and measurable standards

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Internal Inspections,

Continued

Constructive Since you are the expert, you will have to provide education/training when the opportunity exists to those you are inspecting. Just telling a commodity section what their discrepancies are will not help the situation. In most cases, maintenance and maintenance management personnel will be eager to display their best.

Critical Procedures and areas that appear to be without defect must be scrutinized

carefully so that accomplishment may be recognized and to determine if the procedures could be useful elsewhere. The more critical your inspection is, the more effective your unit will become.

Objective The inspection must be free of emotion and the interplay of personalities,

whether favorable or adverse, should not affect the outcome of the inspection. Inspect each commodity section the same way. By conducting yourself in this manner, you will always be seen as fair, consistent, and objective.

Realistic and Measurable Standards

The inspected commodity section must comprehend the weight given to the inspection evaluation. These measurable standards are usually in the form of a checklist that you will provide to your commodities prior to the inspection. This will allow you and your section to keep track during the inspection of exactly what is being measured and to what standard. Most standards that can be set will deal with performance in the different areas of the maintenance management program.

Two Types There are two types of inspections that can be conducted within your unit:

• Formal • Informal

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Internal Inspections,

Continued

Formal Formal inspections are announced in advance and a standard procedure for

the conduct of the inspection disseminated. A checklist will be prescribed that can be used by the inspection team and the inspected unit to prepare for the inspection. Such an inspection routine assures the commander of the correction of many small faults or omissions that could otherwise fail to get accomplished during normal operations.

Formal inspections become the primary activity of the inspected unit during the inspection, with personnel and equipment being made available to the fullest extent.

An example of a formal inspection would be a Logistics Modernization Team (LMT) inspection. LMTs were formerly called a Marine Corps Logistics Chain Analysis Team (MCLCATs), which were also called Field Supply and Maintenance Analysis Office (FSMAO) inspections.

Informal Informal inspections may examine the unit or certain areas (commodity

section) of the unit’s activity to the same extent as a formal inspection or to any lesser extent. The depth of this inspection will be up to you, the

maintenance manager. A spot-check inspection of equipment or personnel in the conduct of routine operations is an example of the simplest of the

informal inspections. The helpful instructional aspect of the inspection process may be more readily achieved when the informal inspection aspect is stressed. Inspection checklists may be prescribed, either written or oral reports may be rendered.

Informal inspections, though previously announced, are frequently conducted simultaneously with and not in lieu of normal unit operations.

References When conducting internal inspections, review the following references:

• MMSOP

• Maintenance-related MCOs

• Maintenance management policy letters

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Internal Inspections,

Continued

MMSOP Your MMSOP will be one of the driving forces reviewed prior to inspecting.

It should include information on the standards and guidelines that your commodity sections must adhere to when performing their job.

Maintenance-Related MCOs

If your unit does not utilize a thorough MMSOP, always use the MCO P4790.2 that will outline guidance on what should be inspected in each commodity area.

Policy Letters Maintenance management policy letters are those letters that further define certain aspects of things listed within your MMSOP. An example of a policy letter is the establishment of the unit’s ERO matrices for each commodity section. This additional information provides clarity to each section when completing their job.

Inspection Checklist

A commander must routinely prepare and use the inspection checklist during the inspection of maintenance sections. An inspection checklist is useful both for normal operations and in preparation for an inspection. The inspection checklist is used by maintenance personnel to make a final check on preparedness and to correct unresolved details.

Sources A good source for an inspection checklist is the Logistics Modernization

Teams (LMT) or higher headquarters. The LMT is the old

MCLCAT/FSMAO teams and would have the most up-to-date checklists that are being used.

Uniformity A good inspection checklist ensures the uniform appraisal by all members of

an inspection team. The inspection checklist becomes the skeleton for the inspection report, represents a logical sequence of facts, and provides information for an analysis of the inspected unit.

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Shop Sections

Functional Areas

A maintenance shop's actual layout varies from mission to mission, shop to shop, size, and location. Every maintenance shop is divided into four functional sections: • Administrative/Operations • Administrative Section • Services Section • Maintenance Section Shop Office Operations Section

The shop office operations section manages the overall conduct of maintenance and the various other functions within the shop: • Assign personnel in the shop.

• Maintain and schedule the flow of equipment.

• Ensure the economy of resources and the proper use of maintenance float. • Ensure maintenance operations interface with maintenance programs. • Establish and execute the shop safety program.

• Supervise and maintain training in the shop.

• Ensure proper MIMMS (Marine Corps Integrated Maintenance

Management System) transactions are submitted, and current and correct statuses are entered in the MIMMS system via EROs.

Issue Point Many shops incorporate a parts storage/issue point. The issue point is vital part of every shop.

• A required section for any functioning maintenance shop

• Located in a small shop or centralized in a larger command—for this reason, it is not attached in the organizational flow chart on the next page. • Controls parts issue and storage

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Shop Sections,

Continued

Administrative Section

The administrative section performs the following tasks: • Receives and transfers equipment

• Researches technical data and issues tools • Controls shop property

• Records and reports completed maintenance actions

Shipping and Receiving

Shipping and receiving of the administration section does the following: • Performs equipment receipt and inspections

• Performs acceptance inspections • Issues parts requests

• Stores parts

• Maintains equipment security • Issues equipment to the using unit • Returns equipment to the customer

Organizational Flow Chart

An organizational flow chart of the various shop sections is shown below:

Continued on next page

Shop Office Operations

Section

Administrative Section Services Section

Maintenance Section Layettes/ PEB Issue

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Shop Sections,

Continued

Technical Library

The technical library of the administration section does the following: • Identifies and controls the technical publications for each piece of

equipment in the unit. These publications cover maintenance, parts, and modifications of the equipment.

• Updates publication library listings, providing direct assistance to maintenance personnel researching parts.

Tool Room The tool room of the administration section does the following:

• Issues, repairs, and replaces tools and test equipment

• Keeps up-to-date inventories on all tools and test equipment • Provides security for all tools and test equipment

Shop Supply The shop supply of the administration section does the following:

• Maintains equipment repair order (ERO) bins (layette bins) and pre-expended bins

• Requisitions lubricants, rags, and other consumables

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Shop Sections,

Continued

Maintenance Section

The maintenance section performs the actual maintenance. You should organize this section as dictated by your heaviest mission. The most common way to organize a shop is by function and equipment:

• Function. Separate into preventative maintenance, corrective maintenance, and modifications sections, etc.

• Equipment. Separate by equipment type i.e. tracked, cranes, and forklifts.

Contact Teams Sometimes you cannot deliver equipment to a central shop for maintenance.

Perhaps the equipment is too large or set up in a distant location, such as generators and cranes. For such cases, it is more practical to send a

maintenance team, known as a contact team, to the equipment. Contact teams are useful because they

• Bring mechanics and parts to the inoperable equipment/job site more quickly than the equipment could be brought to a maintenance facility. • Save time that would be required to transport the equipment to the

maintenance facility.

• Increase equipment readiness.

Storage and Issue

The storage and issue of repair parts if controlled by the maintenance section. A secured area is required to control the actual issue of parts. Large parts, such as exhaust systems, belly pans, and drive shafts, can be tagged and stored in a designated location if space is limited. Functions of the issue point include

• Maintaining a copy of the EROSL for each ERO in a tub file

• Personnel who are issued parts must sign for them by the EROSOL part(s) number

• Picking up parts, following-up on part orders, returning parts not used to supply (rollback), and validating with supply

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Field Site Selection

Four Physical Characteristics

Now that your shop sections are organized, the next process is to select a site for field maintenance operations. Selecting a field maintenance site requires evaluation of four physical characteristics:

• Terrain and environment • Tactical situation

• Size and mission of the unit

• Maintenance requirements dictated by the mission

S-1

Responsibility

In the using units, the maintenance area is normally within the limits of the unit's command post. The S-1, which is responsible for selecting all sites in the compound, determines the location of a unit's maintenance facilities.

G-3/S-3 Responsibility

The unit's G-3/S-3, assisted by the MMO (maintenance management officer), selects the maintenance area for major and force level commands within the logistics areas.

Note: The logistics/maintenance areas are normally separated from the major or force level command post.

Four Factors There are four factors pertinent to selecting a command post site when you

are selecting a maintenance field site: • Space requirements

• Terrain • Accessibility • Location

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Field Site Selection,

Continued

Space

Requirements

Congestion in a maintenance area impairs efficiency and safety. A maintenance area should be large enough to permit safe dispersion of equipment and provide adequate space for repairs.

Terrain The terrain for a maintenance field site should

• Offer concealment from ground and air observation. • Favor defense against air and ground attacks.

• Facilitate local security. • Have a hard stand.

• Have access to roads and water for vehicles and equipment.

Accessibility When considering the accessibility of a field maintenance site, consider access routes that

• Avoid congested areas.

• Are convenient to users of the maintenance facilities. • Easily accessible to supported units.

• Provide the most effective means of safe evacuation. • Allow resupply to occur efficiently.

Location A maintenance area should be positioned to allow each maintenance section

to effectively perform its mission. A maintenance area of support maintenance units should be located far enough from supported combat elements to allow continuity of maintenance operations. Also it should be located in close proximity to other logistic elements of the unit to enable the use of common facilities and services.

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Area Layout

Advising The maintenance management officer (MMO) advises the commander and the

staff on the following: • Assignment of facilities • Placement of shops • Distribution of utilities

• Priority of installation within the maintenance area

The MMO also establishes a position of common services, such as welding, avoiding duplication of effort when possible.

Responsibilities The MMO, commander, and staff play key roles in establishing the overall layout. Maintenance management will coordinate the organization of the maintenance area with unit staff officers applying thirteen principles. The engineer officer and the engineer chief manage their respective facilities.

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Area Layout,

Continued

Thirteen Principles

Apply the following 13 principles when laying out a maintenance area:

Principle Description Facilities Assign facilities according to equipment size, density, and

anticipated work load.

Working Areas Decide which equipment to position inside and outside the compound—tracked vehicle maintenance should be performed outside the compound to cause less damage to the maintenance area. Take into consideration compound drainage when assigning outside work and storage areas. Centralize

Services

Conserve utilities by centralizing services. Think about the needs of your shops as you lay out the maintenance area. For example, locate shops with common

requirements for extensive electrical power so that a minimum number of generators will meet their need. Make sure wash racks are positioned so they can serve several users at once.

Defensive Positions

Make defensive positions accessible to the workplace. Hardstands Install required hardstands where needed.

Lighting Place lighting so it does not jeopardize tactical soundness. Security Locate necessary secure areas away from the perimeter of

the unit.

Issue Points Centrally locate common issue points to serve more than one shop at a time.

POL Centrally locate the storage area for fuel and other petroleum products.

Fire Plan Design and implement a fire plan. Position all fire extinguishers properly.

Accessibility Locate access points to and from the maintenance area and inside the work areas according to regulations.

Hazardous Areas

Label hazardous work areas clearly, such as “Welding Shop-Hazardous” and “Battery Shop-Hazardous.” Protect

Personnel

Design the maintenance area to provide cover and

concealment to protect personnel and equipment in tactical situations.

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Area Layout,

Continued

Maintenance Below is an example of a basic engineer equipment field maintenance site:

Maintenance Operations Motor transport Maintenance Engineer Maintenance Power Distribution Hardstand Issue point Fuel Storage Vehicle Wash Traffic Flow Supply Area Tracked Vehicles Primary Road Traffic Flow

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MCI Course 1326 1-26 Study Unit 1, Lesson 1 Exercise

Lesson 1 Exercise

Directions Complete exercise items 1 through 10 by choosing the correct answer. Check

your responses against those listed at end of this lesson.

Item 1 The table of organization (T/O) is the document that outlines a unit's

a. equipment authorization. b. special tool allowances. c. chain of command. d. mission requirements.

Item 2 The table of equipment (T/E) is the document that lists

a. special tool allowances.

b. tools and equipment required for a unit to perform its mission. c. commodity manager's additional maintenance authorizations. d. equipment assigned to the commodity manager's account.

Items 3 Through 6

Matching: For items 3 through 6, match each shop section in column 1 with its corresponding shop function in column 2. Place your responses in the spaces provided. Column 1 Shop Section Column 2 Function ___ 3. Maintenance ___ 4. Administration ___ 5. Shop Operations ___ 6. Issue Point

a. Manages the overall conduct of maintenance

b. Performs the function associated with receipt and transfer of equipment, researches technical data and tool issue, and records and reports completed maintenance actions in the shop c. Performs the actual maintenance on

equipment

d. Controls parts issue and storage

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Lesson 1 Exercise,

Continued

Item 7 To select a maintenance site in the field, what are the four physical

characteristics you must evaluate?

a. Weather, condition of personnel, logistical capabilities, and time factors b. Resources, environmental factors, weather, and condition of personnel c. Terrain and environment, tactical situation, size and mission of the unit,

and maintenance requirements dictated by the mission

d. Time allowance, enemy troop strength, tactical placement, and availability of supplies

Item 8 When setting up a shop in a field environment, what four factors should you

consider?

a. Supply location, fire protection, water for reverse osmosis process, and mess hall

b. Defensive position, POL site, conservation of utilities, and supply location c. Command post, exchange location, chapel, and mess hall

d. Space requirements, terrain, accessibility, and location

Item 9 Who is responsible for the site selection of the maintenance area for major

and force level commands? a. G-3/S-3 assisted by the MMO b. The equipment officer and chief c. Company 1stSgt and SgtMaj

d. Executive officer and company commander

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Lesson 1 Exercise,

Continued

Item 10 There are 13 principles you should apply when laying out a maintenance area.

List 10 of the 13 principles in any order.

1. ________________________________________________________ 2. ________________________________________________________ 3. ________________________________________________________ 4. ________________________________________________________ 5. ________________________________________________________ 6. ________________________________________________________ 7. ________________________________________________________ 8. ________________________________________________________ 9. ________________________________________________________ 10. ________________________________________________________

(40)

Lesson 1 Exercise,

Continued

Answers The table below lists the answers to the lesson exercise. If you have any

questions about these items, refer to the reference page.

Item Number Answer Reference

1 d 1-5 2 b 1-5 3 c 1-20 4 b 1-18 5 a 1-17 6 d 1-17 7 c 1-21 8 d 1-21 9 a 1-21 10 1. Facilities 2. Working areas 3. Centralize services 4. Defensive positions 5. Hardstands 6. Lighting 7. Security 8. Issue points 9. POL 10. Fire plan 11. Accessibility 12. Hazardous areas 13. Protect personnel 1-24

(41)

(42)

LESSON 2

ENGINEER EQUIPMENT MOS TRAINING

Introduction

Scope The purpose of Marine Corps training is to attain and maintain the state of

operational readiness required to conduct combat and other operations in accordance with assigned missions. To accomplish this, training must prepare individual Marines, teams, and units to perform assigned tasks and other duties at the desired level of proficiency. This lesson covers individual training requirements, individual training standards, components of an ITS, elements of training, and training records.

Realism in Training

Ideally, training should be as realistic as possible, conducted under simulated combat conditions. To achieve this, use simulated scenarios with full 782 gear and small training areas to conduct this type of training. Remember, the peacetime mission of the Marine Corps is to prepare for war!

At the end of this lesson, you will be able to

• Define the components of individual training standards (ITS). • Identify the four essential elements of a training program.

Topic See Page

Introduction 1-31

Training Requirements 1-32

Individual Training Standard (ITS) 1-33

Components of an ITS 1-34

Elements of Training 1-36

Individual Training Record (ITR) 1-38

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Training Requirements

Criteria The Marine Corps establishes training requirements that set criteria for each

individual Marine. These training requirements are stated in the form of a task statement known as an individual training standard (ITS). The ITS prescribes the individual tasks a Marine must perform for the unit to successfully perform its mission. They are derived from the Marine Corps Combat Readiness and Evaluation System Mission Performance Standards (MCCRES MPSs).

Reference and Guidance

All individual and collective training conducted by units in the operating forces and supporting establishments must be according to the training management (TM) principles established by Unit Training Management

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Individual Training Standard (ITS)

Purpose The individual training standard (ITS) establishes the training standards for

all Marines in the same occupational field (OccFld), military occupational specialty (MOS), or billet. They provide a foundation upon which unit commanders, functional learning center (FLC) directors, and distance learning (DL) developers build training packages for individual Marines as part of unit training plans or formal courses of instruction.

Note: The ITS represents the skills that contribute to the unit mission as expressed in the mission performance standards (MPS).

Unit

Commanders

The ITS is used by unit commanders, FLC directors, and DL developers to design, develop, conduct, and evaluate the individual training of Marines. Unit commanders are responsible for the sustainment of all individual tasks that have been deemed, through analysis, to support the unit’s mission essential task list (METL). Therefore, unit commanders can use the tasks contained in this order as the basis of individual training through managed on-the-job training (MOJT), instruction in unit-level schools, or incorporation in their training plans. FLC directors and DL developers will derive terminal learning objectives (TLO) and enabling learning objectives (ELO) from the tasks, conditions, standards, and performance steps of each associated ITS. Task lists reported on course descriptive data (CDD) submissions will consist of tasks contained in this order that are designated for training at the

appropriate level in the FLC. Task lists reported on distance learning descriptive data (DLDD) submissions will consist of tasks contained in this order that are designated for DL training at the appropriate level.

Unit commanders and FLC directors are responsible for reviewing their training programs per reference and making interventions that reduce risk to acceptable levels.

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Components of an ITS

Elements There are six elements of an ITS—five of which are mandatory:

• Task • Condition • Standards

• Performance steps • References

• Administrative instruction (optional)

Task Task describes a specific and necessary behavior expected of a Marine in a

particular MOS or billet. It is a clearly stated, performance-oriented action requiring a learned skill. Skills that make a Marine or qualify that Marine for an MOS are designated as “core.” Those advanced skills that are mission, grade, or billet specific are designated as “core plus.”

Example: Provided a Preventative Maintenance Roster (NAVMC 10561), descriptive date—with the aid of references, review the NAVMC 10561 for accuracy IAW the references.

Condition Condition describes the equipment, manuals, assistance/supervision, special

physical demands, environmental conditions, and location affecting a Marine’s performance of the task under real-world circumstances.

Example: Provided a Preventative Maintenance Roster (NAVMC 10561), descriptive date—with the aid of references, review the NAVMC 10561 for accuracy IAW the references.

Standards Standards describe the level of proficiency to which the individual must

perform the task.

Example: Provided a Preventative Maintenance Roster (NAVMC 10561), descriptive date—with the aid of references, review the NAVMC 10561 for accuracy IAW the references.

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Components of an ITS,

Continued

Performance Steps

Performance steps represent the logical sequence of actions required of the Marine to perform the task to standard. These actions are typically detailed in the references.

References References are doctrinal publications, technical manuals, and other

publications upon which the ITS and its performance steps are based. They should be readily available and provide detail to the procedures that are only summarized in the performance steps.

Administrative Instructions (Optional)

Administrative instructions provide the trainer/instructor with special required or recommended circumstances, including safety precautions, relating to the training or execution of the task. These instructions may also clarify the meaning of the task.

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Elements of Training

Formal Schools Training for engineer operator and maintenance billets are usually based on course materials issued by the formal schools. Although these materials do a good job of reinforcing skills Marines learned at the formal school, they often become outdated as new engineer items are introduced into the fleet. Until the formal schools can update their course materials to reflect the latest equipment, you must fill this gap with training at your level.

Essential Elements

The four essential elements of training are listed below: • Personnel

• Equipment

• Area and facilities • Imagination

Personnel Routinely, you will have your Marines performing other mission essential

tasks during training times, so don't despair when only half of your strength falls out for the training.

Do the best you can with those who can attend! Train all personnel who are present. Make it the best training possible. This benefits those present and makes others want to be trained in the future.

Remember that lack of personnel is not an excuse for inadequate training. Many battles have been won without full strength platoons.

Equipment Break out your equipment at every opportunity. Make your training as

realistic as possible. Make sure your Marines get plenty of training experience on their equipment.

Area and Facilities

Some units have much better locations than others. The key is to use what you have available. Network to find areas you can use for training. Good places to start are your battalion S-3 and the range control.

For convenience, keep training areas within walking distance. Make the field your classroom. When possible carry the chalkboard with you and make the training realistic by using several means of delivery.

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Elements of Training,

Continued

Imagination Structure challenging training for your Marines by using all the elements; your Marines, the equipment, the training area, and imagination. Marines want a challenge! Make sure to give them one or they will seek it elsewhere. Stop talking and do it!

Use your imagination to select training areas and situations that pose realistic problems for your Marines to overcome. For instance, train at night when visibility is a challenge or train in the mud when recovery becomes a

necessity. Under such realistically challenging conditions, your Marines will learn and become better at operations and maintenance. Such exercises make them solve problems under pressure and develop leadership skills

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Individual Training Record (ITR)

Purpose The individual training record (ITR) is used to document all individual

training completed by the each Marine in the section/unit. It contains

essential training data such as weapons training, battle skills testing, physical fitness testing and education.

Monitoring Ideally, the Marine’s squad leader makes the entries in each Marine’s ITR

because he is in daily contact with the Marine. The platoon sergeant or training NCO supervises the accuracy and timeliness of the entries in the ITR and keeps the engineer chief informed. The engineer chief should screen the ITR on a quarterly basis to gather information on training and performance shortfalls. Then, the chief can schedule future training.

Training Marines can be trained in different ways. Setting up a simple training

program “by the book” can help the efficiency of your shop. • Consider using ITRs in your training program.

• Assign a training NCO in writing.

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Lesson 2 Exercise

Directions Complete exercise items 1 through 6 by choosing the correct answer. Check

your responses against those listed at end of this lesson.

Items 1 Through 4

Matching: For items 1 through 4, match each component of an ITS in column1 with its definition in column 2. Place your responses in the spaces provided. Column 1 Component Column 2 Definition ___ 1. Condition ___ 2. Standards ___ 3. Task ___ 4. Performance Steps

a. Performance-oriented action that requires a learned skill

b. Equipment, manuals, and location c. Proficiency and performance of a task d. Logical sequence of actions

Item 5 What are four essential elements of a good training program?

a. Time, equipment, tools, and location b. Funds, personnel, tools, and location c. Imagination, time, personnel, and area

d. Personnel, area and facilities, equipment, and imagination

Item 6 The purpose of an ITR is to

a. help track performance of the Marine.

b. document the individual Marine’s training throughout his or her career. c. help in planning unit training.

d. document all individual training completed by Marines.

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Lesson 2 Exercise,

Continued

Answers The table below lists the answers to the lesson exercise. If you have any

questions about these items, refer to the reference page.

Item Number Answer Reference

1 b 1-34 2 c 1-34 3 a 1-34 4 d 1-35 5 d 1-36 6 d 1-38

(52)

LESSON 3

MIMMS/AIS

Introduction

Scope As an engineer chief, knowing how to read and analyze MIMMS/AIS reports

is essential. It provides insight on your unit’s maintenance efforts and will affect the overall readiness of your unit’s equipment.

This lesson will introduce you to each report as well as give you some good guidelines on how to catch and correct deficiencies found during your analysis. Following this plan will ensure you have a successful maintenance management program at your unit.

After completing this lesson, you will be able to

• Identify the header information on the daily processing report. • Identify the purpose of the daily transaction listing.

• Identify the purpose of the weekly owning unit TAM report. • Identify the purpose of the weekly maintenance exceptions report.

Topic See Page

Introduction 1-41

Daily Processing Report 1-42

Daily Transaction Listing 1-48

Weekly Owning Unit TAM Report 1-52

Weekly Maintenance Exceptions Report 1-55

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Daily Processing Report

Purpose The purpose of the daily processing report (DPR) is to provide a complete

history of an item in the maintenance cycle. This will be the most analyzed report by the engineer chief. It will allow you to track and verify all

maintenance actions that are taking place within your shop.

Description The DPR provides maintenance managers at all levels visibility of active

equipment repair orders (EROs) in their shops.

EROs that have had action taken will be indicated by two asterisks (**) to the left of the ERO number. This will enable the user to identify items in the maintenance cycle that have had work performed on the day prior from those that do not have work performed.

Trends Some of the common trends found on the DPR are listed below:

• Category code does not coincide with the priority (i.e. category code M with PRI 13)

• Priority of the ERO does not match any of the part requisitions • Category codes and priorities do not match current F/AD • Match defect codes against equipment ordered

• Excessive days in shop without upgrading/downgrading • ERO open and no parts on order

• Incorrect job status listed

• Too high of priority used to order routine parts • Incorrect category code used

Header The header information on the DPR is read from left to right and is broken

down into three lines and several columns. The table that follows provides information on the description of those lines and columns. Remember, the DPR lists only equipment that is undergoing maintenance.

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Daily Processing Report,

Continued

Example Below is an example of a DPR excerpt:

ZZ400 E0980 02498A 1234567 M 06 1005-00-322-9715 MACH GUN 50 CA 5061 5061 D 11001 5104-RPR PRGS 0.00 2 1 LC-M2/5104 WPNS-CBB 49 49

5101-SHT PART 5061-INS PRGS

R-5101 99999-5096-7010 EA 1 06 1005-00-556-4305 ROD ASSEMB 9 097 AS1 MC1 AT R-5101 99999-5096-7015 EA 1 06 5315-00-600-8784 PIN,SPRING 9 097 AS1 MC1 AT 99999-5108-7011 EA 1 06 1005-01-141-1235 BUFFER ASS REJ AT 99999-5108-7012 EA 1 06 1005-01-453-9289 BUFFER,REC REJ AT 99999-5108-7013 EA 1 06 5360-00-726-6134 SPRING,FLA REJ AT 99999-5108-7014 AY 1 06 1005-00-550-4082 EXTENSION REJ AT 99999-5108-7009 EA 1 06 1005-02-122-6754 SPRING AE1 S9G 2B 99999-5109-7011 EA 1 06 1005-01-141-1235 BUFFER ASS E AT 99999-5109-7012 EA 1 06 1005-01-453-9289 BUFFER,REC E AT 99999-5109-7013 EA 1 06 5360-00-726-6134 SPRING,FLA E AT 99999-5109-7014 AY 1 06 1005-00-550-4082 EXTENSION E AT ZZ419 E1762 09081B US123456 P 06 1005-01-371-5639 SHOTGUN 5070

11001 5074-INS PRGS 0.00 2 1 WPNS-MINR 40

ZZ477 NL232 05538C 6654321 N 13 1005-00-674-1425 M1 30CAL RIFLE 5101 D 11001 5110-PCKP HECH 0.00 2 1 R4B80 WPNS-MINR 9

5101-INS PRGS

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Daily Processing Report,

Continued

First Line Information

The table below provides the items listed on the daily processing report and a description of each:

Line Description

ERO The equipment repair order number.

TAM Table of authorized material control number.

ID The identification number of the equipment.

SERIAL # The USMC/manufacturer’s serial number of the equipment. Note: A serial number of 0 is entered on batched EROs only.

If a piece of equipment does not have a serial number, the supply officer will assign a local serial number.

JON The account number to be billed for the cost of maintenance.

CAT CODE A code that identifies the equipment's category of maintenance priority.

RDD The required delivery date. A date entered in this field indicates the equipment is critical to the unit, requiring a date be set when the unit must have the equipment. If this date cannot be set, an ORF exchange may be required or requested.

PRI The priority of need for the equipment according to proper assignment under the urgency of need designation.

NSN The national stock number (NSN) of the equipment.

NOMEN The noun name of the equipment.

DCD The deadline control date. The date on which the equipment was actually deadlined.

DRIS The date received in shop. The date on which the equipment was received in the shop that is doing the repairs.

JOB-ID A code that best describes the maintenance action being performed.

ORF Operational readiness float indicator. A Y code in this field indicates the unit desires an ORF replacement item. If an ORF exchange is required, the RDD must also have been entered. An N code indicates an ORF replacement item is not desired.

EOT The equipment operational time code. The code, extracted from the ID standards file, identifies the primary operating mode for the item of equipment, such as miles, hours, days, or rounds.

CLOS The close flag. A code of NO indicates that the ID number/serial number of the record did not match an NSN/serial number on the SASSY reporting unit allowance file (RUAF). The record cannot be closed until the NO flag is removed by corrective action. Blanks indicate either a match or no edit.

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Daily Processing Report,

Continued

Second Line Information

The table below provides the items listed on the DPR and a description of each:

Line Description

AWTG-STAT The status of the equipment prior to being inducted into the maintenance cycle or once maintenance has been completed.

DEST-ACC The destination account activity code (AAC) to which the equipment is being evacuated for repairs.

JOB-STATUS Reflects the actions that occurred on the equipment and the date each action was initiated.

PARTS CHARGE

The accumulated parts charges for those parts which have been obtained. Non-system parts charges are input via the 9 transaction. SASSY parts computed during system processing.

ECH The echelon of maintenance. These codes indicate the echelon performing the required maintenance such as 1 or 2 (organic) 3 or 4 (intermediate).

QTY The quantity of equipment.

X-EROS Displays two intershop/interechelon EROs for an item of equipment. These ERO numbers reference EROs of different maintenance activities.

MARES/DAT E

The MARES logistics readiness indicator. A machine generated code which identifies the type of LM-2 readiness transaction that has been prepared for an ERO and the date of the transaction.

DEFECT The interpretation of the defect code used in the input transaction. The first part of the interpretation relates to the first character of the defect code, and the second part of the interpretation relates to the second and third characters of the defect code.

DDL Displays days deadlined. The total number of days the equipment has been in a deadline status. This is the sum of the current

processing date minus the DCD or the accumulated category M days deadlined.

DIS Days in shop. The total number of days the equipment has been in the maintenance shop. This is the sum of the current processing date minus the DRIS.

OWNER The activity address code of the unit that owns the equipment.

engineer maintenance and operations

MCI 1326

MARINE CORPS INSTITUTE