Subj: MAINTENANCE AND MATERIAL MANAGEMENT (3-M) SYSTEM POLICIES AND PROCEDURES FOR THE NAVAL CONSTRUCTION FORCE (NCF)

Transcription

1 DEPARTMENT OF THE NAVY COMMANDER FIRST NAVAL CONSTRUCTION DIVISION th STREET, SUITE 100 NORFOLK, VIRGINIA COMFIRSTNCDINST N43 COMFIRSTNCD INSTRUCTION Subj: MAINTENANCE AND MATERIAL MANAGEMENT (3-M) SYSTEM POLICIES AND PROCEDURES FOR THE NAVAL CONSTRUCTION FORCE (NCF) Ref: (a) OPNAV Instruction C (b) NFELC Notice 4790 of 24 October 2003 (c) COMSECONDNCB/COMTHIRDNCB Instruction A Encl: (1) Naval Construction Force 3-M Policies and Procedures 1. Purpose. To establish 3-M policies and procedures, assign action and provide guidance for the NCF. 2. Cancellation. COMFIRSTNCD NOTICE 4790, Interim Promulgation of Naval Construction Force (NCF) Maintenance Material Management (3-M) Organizational Responsibilities and Work Center Codes (W/C Codes). 3. Discussion. COMFIRSTNCD units will convert from the existing Equipment Repair Order (ERO) System to the Navy s 3-M system. Per reference (a), Naval Sea Systems Command (NAVSEASYSCOM) manages and directs the development, implementation, operational maintenance, and improvements of all aspects of the Ship s 3-M System throughout the Navy. This conversion will bring these standard Navy maintenance and material management practices to the NCF. Naval Facilities Expeditionary Logistics Center (NFELC) Port Hueneme has responsibility for the installation of software and the implementation of 3-M processes. Reference (b) provides information regarding actions to be taken in support of installs. The objectives of 3-M are standardization, efficiency, documentation, analysis, configuration status accounting, and scheduling.

2 4. Responsibility a. COMFIRSTNCD 3-M responsibilities are to: (1) Exercise Program Director/Program Management responsibility for the 3-M System for COMFIRSTNCD. (2) Exercise primary responsibility for the effective operation and support of the 3-M System by COMFIRSTNCD units. (3) Maintain a full time 3-M Program Manager and a staff of adequate size to properly administer the 3-M System. (4) Conduct appropriate review of the quantity and quality of 3-M data submitted (Technical Feedback Reports, MDS documents, et cetera). Ensure accurate processing and prompt submission of 3-M data. (5) Provide necessary resources to ensure adequate 3-M System training for personnel associated with maintenance or maintenance management. (6) Oversee the development of 3-M management tools and initiatives. (7) Evaluate and/or conduct appropriate review of Technical Bulletins, Safety Advisories, Mishap Reports, and Material Inspection reports, Equipment Deficiency Memorandums, et cetera). Where 3-M System deficiencies are evident, initiate corrective action. (8) Monitor the functional adequacy of installed 3-M Systems. to: b. Naval Construction Regiment (NCR) responsibilities are (1) Exercise primary responsibility for the compliance of subordinate units with 3-M policies and procedures. (2) Assign an E-7 or above with NEC 9517 as the Regimental 3-M Coordinator. 2

3 (3) Ensure subordinate units conduct and document 3-M Self-assessments at intervals not to exceed 24months. Each NMCB will conduct a Self-assessment during each deployment. (4) Review unit 3-M Self-assessments conducted by subordinate units and take action as necessary to correct deficiencies or report problems. (5) Conduct appropriate review of the quantity and quality of 3-M data submitted (Technical Feedback Reports, MDS documents, et cetera). Ensure accurate processing and prompt submission of 3-M data by subordinate units. c. Seabee Readiness Group (SRG) responsibilities are to: (1) Provide 3-M training required to support COMFIRSTNCD and Unit 3-M implementation and use as required. (2) Assign an E-7 or above with NEC 9517 as full time 3- M Coordinator to oversee the command 3-M program. Maintain 3-M staff of adequate size to properly administer the 3-M program. (3) Implement and employ the 3-M system for maintenance of any 3-M covered equipment assigned, or under SRG cognizance. (4) Monitor and participate in the development of 3-M management tools and initiatives. (5) Conduct appropriate review of Technical Bulletins, Safety Advisories, Mishap Reports, and Material Inspection reports (Battalion Equipment Evaluation Program (BEEP) and Equipment Deficiency Memorandums, et cetera). Where 3-M System deficiencies are evident, initiate corrective action. (6) Conduct appropriate review of the quantity and quality of 3-M data submitted (Technical Feedback Reports, MDS documents, et cetera). Initiate corrective action as necessary. d. All NCF units responsibilities include: (1) Compliance with 3-M policies and procedures. (2) Assign a 3-M Coordinator in accordance with Appendix E of this instruction to oversee the Command 3-M Program. (3) Prompt and accurate 3-M reporting. 3

4 (4) Participate in the development of 3-M management tools and initiatives. (5) Provide technical feedback and other feedback as necessary to alert the chain of command regarding the effectiveness of 3-M policies and procedures at the unit level. 1. Action. All COMFIRSTNCD units will support the implementation and roll out of 3-M in the NCF. The implementation process will require close cooperation by all units, and close attention at all levels to ensure smooth and effective transition from the ERO system to the Navy 3-M system. (a) Reference (a) provides basic guidance regarding policy and procedures relevant to 3-M Navy wide. Enclosure (1) adapts that guidance to focus on NCF requirements and terminology. All units should refer to enclosure (1) as the primary source of guidance, and to reference (a), when additional guidance is needed. Conflicts or gaps in the information provided should be brought to the attention of the COMFIRSTNCD 3-M Program Manager via the chain-of-command. (b) 3-M installation/implementation at the unit level will be conducted in accordance with the procedures in reference (b). (c) All units performing maintenance will continue to use the existing procedures contained in reference (c) until 3-M is implemented. Enclosure (2) provides modification of the guidance in reference (c) and should be used in conjunction with reference (c) after 3-M implementation. (d) Upon completion of 3-M implementation, all equipment covered by the 3-M system will be maintained using the 3-M system. All reporting, scheduling, and procedural requirements apply. D. C. PHILLIPS By direction Distribution: COMFIRSTNCDINST NCF website 4

5 Naval Construction Force 3-M Policies and Procedures Enclosure (1)

6 Table of Contents Title Page # Executive Summary 4 Chapter 1. 3-M System Program Requirements and Guidelines Policy M Program General Guidance Assessment Requirements M PMS Program M MDS Program Maintenance Duties and Responsibilities PMS Program Supplementary Guidance MDS Program Supplementary Guidance PMS Records Retention JUDGE ADVOCATE GENERAL MANUAL (JAGMAN) 1-17 Chapter 2. 3-M PMS Assessment Background PMS Assessment Objectives PMS Scheduling PMS Accomplishment PMS Performance Rate 2-6 Chapter 3. 3-M MDS Assessment Introduction MDS Assessment Objective MDS Assessment Guidance PMS/MDS Program Administration CSMP Purpose and Content CSMP Maintenance and Utilization 3-4 Chapter 4. 3-M "TYCOM" Supplementary Guidance Guidance 4-1 Appendix A. Real-Time/Spot Check/Assessment Maintenance Check Appendix A-1 Procedures PMS MAINTENANCE CHECK EVALUATION CHECK Appendix A-4 SAFETY REQUIREMENTS EVALUATION Appendix A-6 MRC STEPS EVALUATION Appendix A-6 GRADING THE MAINTENANCE REQUIREMENTS Appendix A-7 MAINTENANCE REQUIREMENTS EVALUATION REMARKS Appendix A-8 Appendix B. 3-M PMS Cycle/Quarterly/Weekly Schedules Appendix B-1 Questionnaires CYCLE PMS SCHEDULE QUESTIONNAIRE Appendix B-1 QUARTERLY PMS SCHEDULE QUESTIONNAIRE Appendix B-3 WEEKLY PMS SCHEDULE QUESTIONNAIRE Appendix B-5 3-M SCHEDULES EVALUATION REMARKS Appendix B-6 2

7 Table of Contents Title Page # Appendix C. 3-M PMS/MDS Assessment Summary Report Forms Appendix C-1 WORK CENTER 3-M PMS ASSESSMENT WORKSHEET Appendix C-2 WORK CENTER CSMP ASSESSMENT WORKSHEET Appendix C-3 3-M PMS/MDS ASSESSMENT SUMMARY WORKSHEET Appendix C-4 3-M PMS/MDS ASSESSMENT SUMMARY REPORT Appendix C-5 Appendix D. 3-M MDS Assessment Questionnaire Appendix D-1 TAB A: 3-M Organizational and Administration Appendix D-1 TAB B: Current SEABEE Maintenance Project (CSMP) Appendix D-19 Assessment Criteria TAB C: Tag Guide List (TGL) Assessment Questionnaire Appendix D-24 TAB D: 3-M Administrative Support Assessment Appendix D-27 Questionnaire TAB E: 3-M MDS Supply Assessment Questionnaire Appendix D-29 Appendix E. 3-M Organizational Responsibilities Appendix E-1 Appendix F. Automated Shore Interface (ASI) Checklist Appendix F-1 Appendix G. Tag-out Procedures Appendix G-1 Figure 10-1: PMS Scheduling Procedures (Brown Line) 1-13 for Deploying Units Table 10-2: PMS Record Retention Requirements 1-17 Table 10-3: 3-M Program Guidance Cross Reference 4-1 Index 3

8 Maintenance and Material Management (3-M) Policy And Procedures Executive Summary The 3-M system applies to all Naval Construction Force equipment including Civil Engineer Support Equipment (CESE), Civil Engineering End Item (CEEI), Weapons, Communications Equipment, and other Table of Allowance (TOA) material that requires periodic or corrective maintenance. All COMFIRSTNCD units shall comply with the 3-M program policy, requirements, and responsibilities as outlined in reference (a) and modified herein. There shall be no deviation from these procedures without the prior written approval of COMFIRSTNCD. 1. The 3-M system is designed to provide an efficient and uniform method of managing and recording corrective and planned maintenance in a way that allows easy access to the collected data. It provides all maintenance and material managers with a means to plan, acquire, organize, direct, control, and evaluate the manpower and material resources expended or planned for in support of maintenance. This is an all-hands, top-down program and it is imperative that each individual understand its importance. Formal schooling, correspondence courses, Personnel Qualification Standards (PQS), and other training in 3-M program procedures and processes are fundamental to the success of the program and should receive appropriate command attention. 2. Reference (a) sets forth the 3-M objectives and prescribes the procedures for completing MDS documents. This instruction provides essential supplementary guidance to reference (a), where applicable, and affirms COMFIRSTNCD s commitment to achieving optimum readiness through effective use of the 3-M program. Accordingly, the purpose of this Chapter of the Maintenance Manual is: a. To provide COMFIRSTNCD 3-M policy and criteria for carrying out the 3-M program and, in particular, the two key systems Planned Maintenance System (PMS) and Maintenance Data System (MDS). b. To provide the procedures and criteria for the periodic evaluation of each command s 3-M program and, when deficiencies are noted, to give Commanding Officers, Officers-In-Charge, and other cognizant program managers the key information needed to initiate corrective action. 4

9 c. To provide 3-M System Self-assessment guidelines with particular emphasis on 3-M program administration and Current Seabee s Maintenance Project (CSMP) management. (The CSMP provides consolidated listing of interim and deferred maintenance, and is a key tool in maintenance managing and scheduling.) d. To provide supplementary guidance and clarification of requirements where reference (a) directs the user to refer to "TYCOM for guidance" and, as necessary, to facilitate the proper, timely and effective documentation of maintenance requirements in support of various planned maintenance availabilities addressed in applicable sections of Chapters 6 - Intermediate Level Maintenance and 7 - Depot Level Maintenance of this manual. 3. Questions concerning policy, requirements, responsibilities, or other 3-M program matters should be directed via the chainof-command to the COMFIRSTNCD 3-M Program Manager. 5

10 100 - Policy COMFIRSTNCDINST Chapter 1 3-M System Program Requirements and Guidelines COMFIRSTNCD policy, as stated in Chapter 1 of this manual, is to use the 3-M System as fully as possible to attain and maintain the highest degree of operational readiness and reliability within current resource limitations. Since this can be achieved only through effective utilization of the 3-M System, an assessment program has been developed to assist the Regimental Commanders, Commanding Officers, and Officers-In-Charge in assessing the use of the 3-M System within their commands and subordinate units and to facilitate the timely recognition and correction of problems impacting material readiness. The assessment program guidelines defined herein shall be used for periodic Self-assessments as well as 3-M Team assessments and assist visits. To this end, Regimental Commanders, Commanding Officers, and Officers-In-Charge shall implement a 3-M System assessment program to monitor and enhance overall 3-M performance. In addition, they shall encourage their subordinates to conduct periodic Self-assessments M Program General Guidance Reference (a) defines the basic responsibilities for monitoring maintenance and material management programs. It highlights the importance of establishing, maintaining, and monitoring 3-M programs for the effective management of organizational level ("O-level") maintenance of Seabee equipment and material. This has particular importance in view of continuing high operating tempos, vital mission assignments, budget constraints, and personnel shortages. The PMS program, in particular, is the least costly and most effective method of keeping Seabee equipment and material in the best possible operating condition using the "O-level" work force. However, maintenance requirements beyond O-level capability and/or capacity need to be well defined and documented to support effective planning, assignment and execution by other maintenance activities. The 3-M program is the only proven method available to effectively manage both O-level and outside activity support in the performance of planned preventive maintenance, corrective maintenance, and parts support in a manner that will ensure optimum equipment readiness. 1-1

11 102 - Assessment Requirements Per reference (a), 3-M PMS and MDS program performance shall be assessed at intervals of not greater than 24 months for conformance with TYPE COMMANDER maintenance policy and 3-M System program requirements. The continuous improvement process shall be utilized while monitoring the 3-M program. 1. Procedure. Procedures for conduct of 3-M assessments are provided in Chapters 2 and 3 of this enclosure. Additional guidance and checklists useful in the assessment process are found in Appendices A through D. Equal emphasis should be placed on the effectiveness of maintenance management and actual maintenance accomplishment. 2. Action a. Each command participating in the 3-M program will conduct a Self-assessment at intervals not to exceed 24 months. For NMCBs, a 3-M Self-assessment will be conducted during each deployment. The NMCB Self-assessments will include an assessment of all maintenance at the deployment site, and at Detachment or Detachment for Training sites, for equipment included in the 3-M program. b. Self-assessments will be evaluated by the cognizant Operational Regiment for thoroughness and accuracy. The Regimental Commander will use the review of these assessments, in conjunction with monthly metrics and information gleaned from site visits to determine the effectiveness of the unit maintenance program. Corrective action, if necessary will be initiated and monitored by the cognizant Regiment. c. Seabee Readiness Groups (SRGs) will report Selfassessment results to COMFIRSTNCD M PMS Program The PMS program has been engineered to prescribe the minimum Maintenance Requirements (MR). Therefore, 100 percent accomplishment of scheduled maintenance is the desired goal. PMS assessments shall specifically address the accuracy of PMS scheduling, the actual PMS accomplishment rate, and the quality of the maintenance actions for the period since the last assessment. 1-2

12 1. Scheduling. Sound judgment and foresight must be applied when tailoring and scheduling PMS to prevent excessive deferral or partial completion of required maintenance. No matter how valid the reasons are for not completing PMS, installed systems and equipment will deteriorate and fail prematurely if not properly maintained. However, it is recognized that there are times and situations when some Maintenance Requirements (MRs) cannot or should not be done (e.g., lack of materials or specialized skill, operational commitments that prevent securing vital equipment; and restrictions against the operation of equipment solely to perform a MR). Situations may arise where it is detrimental to perform certain PMS actions or operate equipment exclusively to accomplish a MR. 2. Deferral. When these circumstances arise, only a senior maintenance manager should, with due consideration to the impact on readiness, make the decision to defer maintenance. Such deferrals should be properly documented for accomplishment at the earliest opportunity. In addition, the cognizant senior maintenance manager and 3-M Coordinator, as applicable, shall play a prominent and proactive role in coordinating outside support for the timely accomplishment of PMS as well as corrective maintenance requirements. 3. Accountability. If enough priority is given to PMS, a normal quarter s operating schedule should offer sufficient time to complete a high percentage of scheduled PMS MRs. Clear accountability for those required, recurring, actions is an integral part of the credibility of the PMS program. For each scheduled MR, the work center supervisor shall assign an individual to perform the PM check and maintain a record of the assignment in the Weekly Work Center PMS Accountability Log, described in paragraph 108 PMS Records Retention, section Accomplishment. The evaluation of PMS accomplishment consists of an examination of PMS schedules for the 13-week period preceding the week of the assessment. From this data various statistical rates [Recorded Accomplishment Rate (RAR), Accomplishment Confidence Factor (ACF), and PMS Performance Rate (PPR)] are developed for use in assessing the overall level and quality of PMS performance. A more detailed analysis and other factors to be considered by 3-M Teams and commands reviewing PMS assessment reports are included in section

13 104-3-M MDS Program The MDS program provides Seabee maintenance managers a method of documenting corrective repairs, man-hours expended, parts usage, configuration changes, and other technical and/or administrative matters and using this data to more effectively manage maintenance programs. 3-M MDS assessments, discussed in Chapter 3, shall focus primarily on CSMP management, MDS reporting, configuration management and the proper use of support programs. Command awareness and effective utilization of MDS shall also be evaluated. 1. MDS Program Elements. The key elements of effective MDS program evaluations include: a. Producing and managing the unit s CSMP. b. Generating maintenance requests for outside assistance. c. Documenting configuration changes. d. Managing the planning, scheduling, and reporting of corrective repairs and material procurement. e. Reporting maintenance actions and material conditions by the accomplishing activity. f. Producing automated reports tailored to meet the needs of different levels of management. 2. Guidelines. The questionnaires in Appendix D to this enclosure are comprehensive. They cover 3-M procedures, responsibilities, and actions from the CO/OIC to the work center level. Due to the variety of NCF units, the various billets/positions and related functions referred to in reference (a) and this manual may not exactly match with the actual organizational structures at the different subordinate activities. For example, smaller COMFIRSTNCD units may not have a CO, XO, or full time 3-M Coordinator; however, each unit shall ensure the requirements of 3-M administration are assigned and adequately performed by responsible personnel within their organization. 3. CSMP Management. The CSMP is the key maintenance management tool that provides Seabee maintenance managers with a consolidated listing of outstanding deferred maintenance actions. 1-4

14 CSMP management should be routinely reviewed as part of the PMS assessment or command inspection to emphasize our commitment to the 3-M program and the importance of proper CSMP management to a unit s overall readiness posture. 4. Evaluation Process. Unlike PMS Assessments, no indication is provided in these guidelines regarding the relative weight to be accorded individual items. It is not considered possible to realistically predetermine the precise relative importance of various items and the effect that compliance (or noncompliance) will have on a particular 3-M program. The relative importance of each item is to be based on the judgment of a qualified 3-M team member. Considerations will include the effect that the item has on the unit s 3-M program. 5. Related Programs. The 3-M Teams shall also observe and make note of other factors, which have a bearing on maintenance management effectiveness. These include, but are not limited to the following: Maintenance History Records, availability of technical manuals, shop organization and cleanliness, safety awareness, compliance with safety requirements, Electrical Safety, and Lock-Out/Tag-Out programs. Each of these, where applicable, is separate but integral to the overall 3-M program improvement initiative. Any significant deficiency shall be noted in the Summary Report Maintenance Duties and Responsibilities 1. COMFIRSTNCD 3-M Office. The Division 3-M Program Manager, Code N43, in addition to the duties and responsibilities delineated in paragraph TYCOMs of reference (a), shall: a. Coordinate the definition and development of 3-M System Program requirements and operations to include implementation of the 3-M System policy throughout COMFIRSTNCD. b. Ensure comprehensive assessments are conducted at intervals of not greater than 24 months of each command/unit to determine the effectiveness of the 3-M program. c. Ensure the scope of 3-M System training at the unit provides maintenance and management personnel with the necessary skills to successfully support the 3-M System. 1-5

15 d. Promote quality, completeness, and timely submission of data and effective utilization of data collected within COMFIRSTNCD. e. Coordinate and promote utilization of Information Technology (IT) facilities to process 3-M System information. f. Augment MDS data by accessing other Navy and Department of Defense management data files to enhance COMFIRSTNCD s overall 3-M posture. Provide assistance in the selection, development and implementation of 3-M System user-training programs. 2. Regimental Commanders shall: a. Exercise primary responsibility for the effective operation and support of the 3-M System at units under their cognizance. b. Provide sufficient time for subordinate units to perform 3-M functions. Operational orders, plans, and other directives should recognize and support accomplishment of 3-M requirements. c. Maintain a full time, qualified 3-M staff to properly administer the 3-M Program or coordinate requirements with other commands. d. Provide a qualified team to conduct 3-M System training assist visits, installations, and assessments as necessary to ensure subordinate units properly implement and administer the 3-M System. e. Ensure that subordinate units complete of Selfassessments as required by this instruction. f. Conduct appropriate review of Self-assessments, Technical Bulletins, Safety Advisories, Mishap Reports, and Material Inspection reports. Where 3-M System deficiencies are evident, initiate corrective action. 3. Seabee Readiness Group Commanders shall: a. Provide the necessary training opportunities and training aids to NCF units to support the implementation and employment of the 3-M systems. 1-6

16 b. Employ the 3-M system in the maintenance and administration of covered equipment under SRG cognizance. 4. Commanding Officers (CO). The CO shall carry out the duties and responsibilities outlined in paragraph of reference (a). In particular, the CO shall: a. Ensure appropriate personnel receive adequate formal 3-M training. b. Conduct periodic checks to ensure that the 3-M System is functioning properly and require other responsible personnel to perform real-time maintenance checks. (Appendix A to this enclosure refers) Specifically: (1) The CO, or their designated representative, will conduct five maintenance checks per week on maintenance actions currently scheduled (two will be real-time). Ensure Work Center Supervisors (WCS) or Senior Personnel conduct two maintenance checks per week per work center (one will be real-time). (2) Personally conduct a minimum of one real-time maintenance check per month. c. Establish an effective 3-M organization and program to ensure proper: (1) Cycle, Quarterly, and Monthly PMS schedules reparation and maintenance including installation of the Force Revisions. (2) CSMP utilization and management in accordance with reference (a) and this Instruction. (3) MDS documentation and reporting to include review and approval at a responsible level. d. Ensure that accomplishment of all critical PMS on equipment and systems is performed prior to departure on nonroutine deployment, detachment or extended operations. This includes accelerated performance of selected PMS checks in the two-week period prior to departure as discussed later in paragraph

17 e. Ensure that all documentation deferring maintenance is reviewed and approved at a responsible level and that 3-M submissions are being made as required. f. Keep the operational commander advised, as appropriate, concerning the status of 3-M and any factors that prevent full accomplishment of PMS requirements. 5. Executive Officer (XO). Executive Officers are designated 3-M Managers and as such are responsible to their COs for the proper and efficient running of the 3-M Program throughout the command. They shall effectively supervise and monitor the unit s performance and shall promptly report any problems affecting operational readiness to the CO. 6. Officers-in-Charge (OIC). OICs are responsible to their reporting seniors for the proper conduct of 3-M program requirements for assigned equipment. They shall effectively supervise and monitor their unit s performance and shall promptly report any problems affecting operational readiness to the CO. In particular, they shall: a. Function as the 3-M Manager for equipment under their cognizance. b. Be knowledgeable of current 3-M System policies, procedures, programs, and directives. c. Brief their immediate superior at regular intervals on the status of 3-M PMS performance and MDS administration and reporting, CSMP management, and PMS administration. d. Integrate 3-M System training into the activity s training and qualification program and ensure that personnel receive adequate and effective 3-M System training. e. The OIC, or their designated representative, will conduct five maintenance checks per week on maintenance actions currently scheduled (two will be real-time). Ensure Work Center Supervisors (WCS) or Senior Personnel conduct two maintenance checks per week per work center (one will be real-time) M Coordinator. The NMCB 3-M Coordinator shall be conversant with Seabee systems, equipment and maintenance program requirements, be a master chief or senior chief petty officer who has earned a secondary Navy Enlisted Classification (NEC) of 9517, and be assigned to the position as a primary duty. Appendix E to 1-8

18 this enclosure provides specific guidance regarding 3-M Coordinator assignments for each unit type. The 3-M Coordinator shall: a. Coordinate external support and monitor PMS related external maintenance requirements. b. Assist in maintaining an ongoing 3-M Personnel Qualification Standard (PQS) and formal schools training program for 3-M maintenance supervisors and key personnel. c. Coordinate the documentation of all maintenance bulletins and other requirements (as appropriate) identified by external organizations into the CSMP in an accurate and timely manner. d. Review 3-M documentation submissions for accuracy, completeness, and timeliness, and monitor correction and resubmission of deficient documents. e. Establish and maintain a master PMS library applicable to and in direct support of assigned equipment and material. f. Assist Department Heads/Company Commanders, and other key maintenance managers, as applicable, in documenting and correcting all safety related corrective actions. g. Ensure current status reports of maintenance actions for accomplishment by external repair activities are provided to cognizant personnel within the command. h. Ensure timely and accurate Automated Shore Interface (ASI) processing and upline maintenance reporting. Appendix F to this enclosure provides ASI processing guidance. 8. Details and Detachments for Training. The unique organizational and operational requirements of COMFIRSTNCD detachments necessitate further definition of 3-M System requirements. In particular, reference (a) does not address the transfer of PMS requirements from a "parent" (primary) to a detachment or deploying unit (secondary), or the duties and responsibilities of either organization. The 3M Manager and 3-M Coordinator shall, in addition to requirements delineated in paragraph of reference (a), ensure that the cognizant department head or company commander will: 1-9

19 a. Supervise maintenance scheduling for equipment and materials normally under their cognizance within the detachment. Review and approve the cycle and quarterly schedules and comply with other routine administrative requirements. b. Inspect the 3-M System operation weekly within the detachments during homeport and training periods. c. Ensure detachment personnel are properly trained in 3-M System operations, including the importance of PMS scheduling and performance, configuration management, and necessity for timely and accurate documentation. d. Initiate the accelerated accomplishment of PMS requirements during the two-week period prior to departure as discussed in paragraph 3.d above M Assessments/Assist visits. Regimental Commanders will serve as the advocate for 3-M readiness for subordinate units. They may work directly with unit personnel (e.g., 3-M coordinator, department head, company commander, work center supervisor) to evaluate specific aspects of 3-M program administration and execution. Specific inspection requirements are not mandated. On site inspections/assists by Regimental Commanders or their representatives are at the discretion of the Regimental Commander. The 3-M Self-assessment conducted at the unit level is the primary 3-M performance assessment tool. Regimental Commanders are responsible for the overall effectiveness of the 3-M program in subordinate units. To ensure best performance Regiments will: a. Review and evaluate unit level 3-M Self-assessments and take action as appropriate. b. Evaluate PMS scheduling and actual accomplishment of scheduled PMS per chapter 3 reference (a) and as modified by chapter 2 of this instruction. c. Assist subordinate commands, track progress, monitor trends, and provide feedback via the chain-of-command. d. Conduct appropriate review of the quantity and quality of 3-M data submitted (MDS documents, Technical Feedback Reports) and ensure accurate processing and prompt submission of 3-M data. 1-10

20 e. Monitor and participate in the development of 3-M management tools. f. Provide 3-M System training for personnel associated with maintenance or 3-M management. g. Assess the functional adequacy of installed 3-M Systems and assist in discrepancy correction. h. Ensure all activities effectively use their installed automated system for 3-M MDS reporting PMS Program Supplementary Guidance 1. PMS Scheduling Procedures for Deploying/Deployed Units. For the purposes of this instruction deploying/deployed units does not refer to normal NMCB rotations between overseas main body Camps and homeport. Deploying and deployed units should be interpreted as Details, Detachments For Training (DFTs), and non-routine deployments. All PMS scheduling policies and procedures outlined in reference (a) shall remain in effect in developing PMS schedules. Additional procedures are defined herein for interim transfer of PMS requirements between primary and secondary work centers without use of feedback reporting. Guidelines for installation and implementation of Force Revisions (FRs) are also provided. a. PMS Scheduling, "Brown Line" Procedures. The techniques and procedures for transferring maintenance requirements and annotating entries on the master quarterly schedule are as follows (Figure 10-1 provides a sample illustration): (1) The secondary work center will follow the technique of transferring PMS by marking each transferred MIP line and all PMS requirements within the MIP line with a vertical "BROWN" line on the date "tic" the transfer is to take place. On the left side of the "BROWN" vertical line, at the beginning of the transfer, place the appropriate work center designator code. Follow this procedure for each piece of equipment (MIP) to be transferred. (2) For those maintenance requirements to be transferred to a detachment/platoon secondary work center, draw a horizontal "BROWN" line through the periodicity indicating the maintenance has been transferred. 1-11

21 (3) The secondary work center shall develop PMS schedules (Cycle, Quarterly, Weekly) in accordance with reference (a) for a PMS maintenance requirements being transferred. (4) The work center supervisor of the secondary work center will schedule the PMS in the same month and week as it appears on the quarterly schedule of the primary work center. This keeps both schedules in agreement with each other. Both work center supervisors can reschedule and/or defer PMS in accordance with standard procedures to meet their own mission requirements. b. The secondary work center supervisor shall maintain the PMS schedules while deployed and provide a weekly status report to the primary work center. c. Upon return from deployment, the secondary work center supervisor shall return all PMS schedules to the primary work center. The Department Head of the primary work center shall review and sign the back of these schedules as well as the master schedules for the department. The Department Head/Company Commander shall retain both sets of schedules for a period of one year. d. The secondary work center supervisor and assigned maintenance personnel are responsible for the PMS. 1-12

22 Figure 10-1 PMS Scheduling Procedures (Brown Line) for Deploying Units 1. A BROWN vertical line at the beginning of a Quarter indicates that PMS was transferred during the previous Quarter and remains transferred. 2. The line drawn HORIZONTALLY through the MRC periodicity signifies that a Secondary Work Center has PMS responsibility for the equipment. 1-13

23 3. The BROWN vertical line in this position identifies equipment transferred back to the Primary Work Center; and that PMS responsibility has been shifted. 4. The VERTICAL BROWN line indicates a Secondary Work Center has custody of the equipment and is responsible for the PMS from that date on the Quarterly Schedule. 5. The Maintenance Requirement Cards (MRCs) scheduled indicate the Primary Work Center has custody of the equipment and is responsible for PMS. a. Accelerated PMS Scheduling for Deployment. When a COMFIRSTNCD detachment is leaving for deployment or extended operations where PMS accomplishment is critical to maintain optimum readiness, or there is limited storage for PMS materials and test equipment, every effort should be made to accomplish as much of the PMS as possible during the two-week period prior to departure. In particular, all annual, semi-annual and multiplemonthly PMS checks that would be required during the operation should be accomplished in that two-week pre-deployment period. The cognizant Regimental Commander should be advised of the intended actions and any required assistance. This will leave only monthly, quarterly, and situation requirement checks to be accomplished while deployed and will significantly reduce the deployed PMS workload. However, deployed units shall submit a weekly message to the parent command to report PMS accomplishment. b. Force Revision (FR) on Deployed Unit. Whenever a unit s deployment spans the end of one quarter and the beginning of the new quarter in which a FR is to take effect, the actual installation and implementation may be delayed with the CO s approval provided such action will not have an adverse affect on unit readiness. The reason for the delay will be documented on the reverse of the quarterly schedule. Deferral may be approved under the following conditions: (1) If the deployed unit is scheduled to return within 30 days, the unit may continue to perform PMS per the previous quarter s cycle schedule. The FR shall be implemented effective on the first day of the month following return from deployment. (2) If the deployed unit is scheduled to return more than 30 days beyond the start of the new quarter and the FR changes are administrative rather than operational in nature, the FR installation may be deferred until after the unit returns 1-14

24 from deployment. Otherwise, the changes should be implemented at the first opportunity. (3) Any FR change evaluated as significant, but not mandatory (safety related), shall be implemented, if possible, no later than 30 days after the start of the new quarter. Where implementation of the latest FR is delayed, new COMFIRSTNCDINST quarterly schedules should be prepared using the previous cycle schedule. A note should be added at the heading of each month on the quarterly schedule indicating that "FR XXX has been deferred." New cycle and quarterly schedules based on the FR shall be used for the remainder of the quarter when implemented. c. Real-Time Maintenance Check. The number of required weekly "spot checks" is five per week (command wide) for the CO or their designated representative, of which two will be realtime (Work Center Supervisors and Senior Personnel must conduct two spot checks per week per work center, one of these spot checks will be real time). This requirement does not apply to work centers, which have no maintenance responsibilities in the 3-M system. Real time checks shall be performed on a real-time basis. For example, a PMS MR scheduled for accomplishment is selected at random and the maintenance person is observed during the actual performance of the check. If no PMS is scheduled for that week, then no real-time maintenance check is required- "Spot Checks" of completed MRCs shall be conducted by the 3-M team during assessments and assist visits as a QA check on the PMS program. Guidelines for conducting and recording real-time checks are contained in Appendix A to this enclosure. d. Location Guide Lists (LGL). The LGL must not be confused with the EGL (Equipment Guide List). Each EGL, for example, is linked to a controlling MRC and a single entry on the cycle board for a group of like equipment/systems. The number of like equipment items that can be listed on the EGL is limited to a single day s work. The LGL, however, is used for identical equipment individually listed on the cycle board and located in different areas. Therefore, it is not restricted by the day s work limitation. The EGL form shall be used by lining out the word "equipment" and inserting the word "location" on the EGL. Enter the location and serial number for the individual pieces of equipment and attach the LGL to the MRC. In the location block of the MRC, enter "LGL attached." CO/OICs are authorized to tailor the LGLs to the minimum required to locate equipment covered by the MRC. 1-15

25 107 - MDS Program Supplementary Guidance 1. PMS Auto Scheduler (SKED). COMFIRSTNCD units are encouraged to use auto scheduler to reduce administrative requirements of the PMS program. Use of PMS Scheduler is a special interest item and will be evaluated during PMS Assessments. 2. Inactive Equipment Maintenance (IEM). IEM includes equipment in Live Storage. IEM procedures can be performed using PMS Auto Scheduler. However, the following manual additions to the computer print-out of quarterly schedules are required: a. Draw a red line in the weekly column to identify start and stop of IEM. b. Line-out in blue ink PMS checks that need to be deleted during IEM. c. Schedule IEM checks (LU/PM/SU/OT) in green. Note: This same criteria applies to work centers on deploying units using the Brown Line method discussed in paragraph a, above. Pen and ink additions have to be made to computer printout of the quarterly schedules to reflect the Brown Line method PMS Records Retention (See Table 10-2) 1. Quarterly and Cycle Schedules. The cognizant Department Head (DH) (or organizational equivalent) will review and submit closed-out schedules to the 3-M Coordinator for review at the end of each quarter. The four previously completed quarters worth of schedules shall be maintained on file with the DH. 2. Weekly Work Center PMS Report. This report which includes weekly PMS accomplishment and weekly real-time maintenance checks data shall be submitted to the 3-M Coordinator after review by the Division Officer and DH (or equivalent). The last 13 weeks of weekly PMS reports shall be kept on file by the 3-M Coordinator. 3. Weekly Work Center PMS Accountability Log. For work centers using SKEDPORT, a computer print-out of the completed weekly schedules is an acceptable accountability log provided the same maintenance person was assigned to and accomplished all PMS checks scheduled for that MIP line item. 1-16

26 For non-automated work centers, a manual accountability log shall be maintained which identifies the performance period, the MRs scheduled and accomplished, and the maintenance person. The work center supervisor shall maintain a 13 week accountability log. PMS Weekly Schedule PMS Quarterly Schedules PMS Cycle Schedule PMS Feedback Reports Weekly Work Center Accountability Log Weekly Work Center PMS Report Real-Time Spot- Check Forms Current schedule only (posted) Current schedule (posted) The Department Head (DH) retains 4 previous quarters Current schedule (posted) The DH retains superseded cycle schedules for 12 months Until a response is received (submit follow-up after one year) Work Center Supervisor retains most recent thirteen weeks 3-M Coordinator retains most recent thirteen weeks The Work Center Supervisor (WCS) retains most recent thirteen weeks with their accountability sheets Table 10-2 PMS Record Retention Requirements JUDGE ADVOCATE GENERAL MANUAL (JAGMAN) Under certain significant casualty situations, the Regimental Commander or CO/OIC may require the conduct of a Judge Advocate General Manual (JAGMAN) investigation or inquiry to determine the cause of the casualty. This is particularly true for casualties involving personnel injury, operational incidents (e.g. collisions, etc.), or catastrophic material failures in equipment/systems. Where 3-M Systems have been installed, the JAGMAN investigation shall include in its report of findings of fact, opinions, and recommendations, comments on the following: 1. Determination if inadequate PMS coverage is considered to be a factor in the cause of the casualty, and give recommendations to correct the PMS coverage, as appropriate. 2. Determination if PMS was performed properly, with regard to periodicity as well as technical requirements and if personnel are adequately trained to perform the maintenance requirements. 3. Determination if completion of proper PMS could have prevented or lessened the severity of the casualty. 1-17

27 4. Determination if appropriate seniors were notified of any inadequate PMS coverage or accomplishment and determine what action, if any, was taken to correct the problem. 1-18

28 200 - Background Chapter 2 3-M PMS Assessment COMFIRSTNCDINST The PMS assessment shall focus on scheduling and accomplishment of MRs. In particular, equipment and personnel shall be evaluated to determine if PMS, recorded as completed or partial, has in fact been accomplished in accordance with the MRC. Various administrative tools: cycle, quarterly and weekly schedules; MIPs, MRC decks, etc. shall be reviewed for accuracy and completeness. A summary report identifying discrepancies and areas that need improvement will be provided to the CO/OIC, and other responsible personnel, as appropriate. These discrepancies will be revisited during unit Self-assessment or at CO/OIC discretion PMS Assessment Objectives Proper PMS performance cannot be overstated in light of today s operational and fiscal climate. Equipment/system reliability, personnel safety, environmental issues, and other contemporary concerns require the personal attention and commitment of each CO/OIC and the personnel under their charge. The primary objectives of the PMS Assessment are: 1. To ensure that PMS requirements (MRCs) match installed equipment and systems. 2. To ensure that PMS checks are done in accordance with the MRC. In particular, the following, at a minimum shall be assessed: a. Safety precautions are followed. b. Required tools and materials are available and used properly. c. Lock-out/Tag-out procedures are properly used, when applicable. d. Proper handling and disposal procedures and personal protective equipment were used for the type of hazardous materials (HAZMAT) in use. 3. To analyze recorded reasons for non-accomplishment of PMS to determine trends and actions taken or required to improve PMS System performance. 2-1

29 4. To assess the effectiveness of the command s 3-M program. NOTE: Appendices A through D to this enclosure contain detailed guidelines, questionnaires and report forms for use in 3-M Program assists and Self-assessments PMS Scheduling Proper scheduling of PMS requirements is fundamental for an effective 3-M program. The integration of cycle, quarterly, and weekly schedules provides an orderly means for units to effectively plan or reschedule maintenance requirements during the respective periods within a maintenance cycle, allocate resources to accomplish planned maintenance, and identify personnel, material, or logistics problems that may impact readiness. PMS schedules should be prepared per paragraph of reference (a), except as noted in paragraphs 106 and 107, above. 1. Schedule Evaluations. The first step in conducting a thorough assessment is to review the PMS scheduling process. In particular, using Appendix B to this enclosure as a guide: a. Evaluate all master schedules and related documents (e.g., Departmental Master Manuals, Work Center Manuals, List of Effective Pages, etc.) for completeness, proper preparation, and maintenance. b. Validate work center PMS schedules and documents against the Master Manuals and the PMS Cycle Schedules. c. Gather statistics on the number of checks scheduled, completed, and recorded as "partials." 2. Recorded Accomplishment Ratio (RAR). The next step is to compute the RAR which is the ratio of the number of checks recorded as completed plus half credit for partially completed checks divided by the total number of MRs which were and should have been scheduled for accomplishment during the last 13-week period. Calculate PMS RAR. a. Number Scheduled. The total number of scheduled MRs includes those properly rescheduled from the preceding 13-week period and/or the previous quarter s schedule, and all Inactive Equipment Maintenance (including live storage ), biweekly, monthly, multiple month, quarterly, semiannual, annual cycle, and situation MRs, except for daily and weekly situation MRs, 2-2

30 which should have been scheduled and recorded as completed on the Quarterly PMS Schedule. Those MRs not properly recorded shall count as scheduled MRs. b. Number Accomplished. This total includes all MRs recorded on the quarterly schedules as having been completed or partially completed. Partial MRs must be properly documented to receive credit toward the RAR. Proper documentation includes the circling of all Partial MRs on the front of the Quarterly PMS Schedule; annotating all steps of the MRC not completed and stating, clearly and completely, the reasons for not completing the steps, on the back of the Quarterly PMS Schedule. c. Data Records. The forms in Appendix C to this enclosure shall be used to record the findings and RAR calculation. Appropriate comments should be included in the 3-M Assessment Summary Report. NOTE: To receive credit for a partial check, the completed steps must support the intent of the MRC. Every effort should be made to complete the partially completed MR at the first opportunity PMS Accomplishment PMS provides the means to identify problems and initiate corrective maintenance actions often before the equipment or system becomes inoperative. It is the best insurance against catastrophic failure of critical systems and equipment. Proper and timely performance of PMS is the key to optimum readiness and reliability. 1. Accomplishment Confidence Factor (ACF). The formula for calculating the ACF is provided on the Department and Unit 3-M Assessment Worksheets in Appendix C to this enclosure. The previous quarter s PMS schedule will be needed to complete this step since the ACF evaluation is intended to cover the most recent 13week performance period. Selection of completed MRs for the ACF calculation should encompass a representative sample from the various work centers and involving different maintenance procedures, personnel, and equipment. The assessor then observes the maintenance person who performed the checks demonstrate the method and procedures used for conformance with the MRC. Each check observed is evaluated as complete, partial, or non-accomplished and a quantitative score is derived for each department/work center. 2-3