DA PAM 750-3: Soldiers' Guide for Field Maintenance Operations

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Concurrently, the radar section can execute maintenance during non-cueing timelines. The brigade can publish a cueing schedule that will provide the radar section the shared understanding of when and where the radar is required to radiate. During periods of non-cueing, the radar section leaders have opportunity to conduct levels of priority of work, to include during and after PMCS operations. Battery Maintenance Focus Overview Distribution. This publication is availa-ble in electronic media only and is in-tended for command levels A and B fort h e A c t i v e A r m y , t h e A r m y N a t i o n a lGuard/Army National Guard of the UnitedStates, and the U.S. Army Reserve. b. Soldiers must implement the policies contained in AR 750–1, the procedures contained in DA Pam 750–8 (DAPam 738–751 for aviation units) and the automated processes contained in Unit Level Logistics System-Ground( U L L S – G ) , U n i t L e v e l L o g i s t i c s S y s t e m - A v i a t i o n ( U L L S – A ) , S t a n d a r d A r m y M a i n t e n a n c e S y s t e m - E n h a n c e d(SAMS–E), and in succeeding generations of maintenance software. Each soldier has his/her assigned and impliedresponsibilities. Dedication, teamwork, and coordination are required to get the maintenance program implementedcorrectly. Ultimately, ineffective signal maintenance at home station degrades unit readiness and hinders the mission in a high-OPTEMPO environment. Enabling Learning Objective A Action: Identify the responsibilities of key maintenance personnel within a unit maintenance program. Conditions: Given the titles of key maintenance personnel Standard: Identification must include a minimum of three responsibilities for each as outlined in AR 385-10, AR-750-1, and DA Pam 750-1. 7

October 2010 *NGR 750-51 COMET SUMMARY*Must receive a satisfactory rating in these areas to receive an overall satisfactory rating. Must pass at leastone of the two remaining areas. (Units with nine or less Primary Equipment items will not be given anunsatisfactory overall unit rating based solely on failing to pass this area unless two or more Primary Equipmentitems receive a NOGO.)I. *Maintenance Management (90%) SAT________ UNSAT________ UNSAT________II. *AMSS Data Management (90%) SAT________ UNSAT________ UNSAT________III. Maintenance Sustainability (80%) SAT________ UNSAT________IV. *Primary Weapons Systems and Equipment (90%) SAT________V. Materiel General (80%) SAT________OVERALL COMET RATING SAT________ UNSAT_______ 19 b. The unit’s SSL functions are performed by one or more school trained 92A, under the direct supervision of theNCOIC of the maintenance administration section or motor sergeant. Lesson Data • Safety Requirements • Risk Assessment • Environmental Conditions • Evaluation • Oral questions • Participation during class discussions 5 Need for standing operating proceduresAll units performing maintenance are required to have a maintenance standing operating procedures (SOP) signed bythe unit commander per AR 750–1, chapter 2. The maintenance SOP may be an annex to the unit’s SOP, an annex tothe unit’s logistics SOP, or a stand-alone document. Regardless of where it’s found, its purpose is to formally describethe way a unit performs maintenance on weapons, vehicles, nuclear, biological, and chemical (NBC) gear, and otherindividual and unit equipment. The unit maintenance SOP should be written in enough detail to give someone who isrecently assigned a firm grasp of how maintenance is to be accomplished in the unit. Personnel should have anopportunity to review it during in-processing.rank of lieutenant colonel or higher.d. Unit commanders should forward requests through personnel channels to the appropriate commander as outlined Uncorrected faults above field level (up to MAC Chart “O”) on validwork request with required parts and with projected manhoursidentified Why have a Maintenance Standing Operating Procedure (SOP)? • Required by AR 750-1 which states: • “SOPs will be established and maintained by all Army organizations and activities performing maintenance operations.” • Purpose • To formally describe the way a unit performs maintenance a. Fulfill the role of technical expert for maintenance/maintenance processes in the battalion.b. Assist the shop officer/platoon leader in the performance of duties.c. Organize the company/troop/battery maintenance team.d. Monitor the scheduling and performance of scheduled services.e. Monitor the battalion quality assurance program.f. Implement and monitor the maintenance, safety, modification work management, warranty, calibration, oil analy- b. A greater portion of the acquisition process is using COTS, as a result. There are also some specialty units thatrely heavily on COTS. COTS equipment presents unique challenges maintaining in field because it could voidwarranty, units may not have technical capability to maintain, and because it increases workload on the maintenancesection because it is usually not part of the MTOE design. If maintenance of COTS equipment is to be throughoutsourced or contractor support, then this will be identified so units can develop budgets and plans for propermaintenance.

producing school.(2) Soldiers who receive their MOS through a civilian-acquired skills program or similar work experience, must

Record Details for PAM 750-3

Conducting PMCS and operator level troubleshooting may be time consuming during field operations and offers challenges to the commanding officer on how to employ the mission capable guns to support the maneuver commander’s intent. It is essential that battery level leaders incorporate the necessary time to execute maintenance into their troop leading procedures (TLP). Ineffective time management will cause delays in the unit identifying faults early and receiving repair parts in a timely manner. Commanders at all levels need to operationalize maintenance into their battle rhythm and timeline. Successful commanders and leaders create deliberate maintenance plans that facilitate planned maintenance during operations while maintaining firing capability and achieving the commander’s desired effects. Inspect what you Expect Internal challengesInternal challenges can be influenced by commanders. Their effects can be minimized to ease the effects of externalchallenges. Some internal factors/distractions are as follows: b) Shop equipment, common and supplements, which contain tools and TMDE tailored to either field or sustain-ment level sections and are issued from tool rooms/vehicles. Safety Officer/NCO Responsibilities • Responsibilities include: • Serving as principal advisor to the commander in all safety / occupational health related matters related to mission • Advising and assisting the commander in ensuring CRM is an integral part of the unit’s operations and training • Assisting with hazard identification and assessment tools 10

most engaged in maintenance workload.(3) Formulating tactical road march/convoy plans for the platoon.e. Oversee the PMCS program for platoon equipment.f. Serve as shop officer in units not authorized an MCO due to the number of mechanics assigned.g. Perform other duties as assigned by commander.h. In units with organic maintenance, not authorized a shop officer, make the assessment of the battalion (or unit, asbelow.)(2) If I have a resource shortfall, have I reported the results of this assessment to my chain of command?(3) Do all of the SOPs applicable to my unit work and have I tested them?(4) Do I enforce the TM XX–10/XX–20 series PMCS standard for my equipment?( 5 ) A r e a l l P M C S ( d a i l y / w e e k l y / m o n t h l y / q u a r t e r l y / s e m i a n n u a l l y / a n n u a l l y ) a c t u a l l y p e r f o r m e d f o r a l l a s s i g n e d Terminal Learning Objective Action: Explain requirements for motor pool and maintenance safety and accident prevention. Conditions: During group discussions regarding motor pool and maintenance operations. Standard: Requirements include responsibilities, standing operating procedures, and safety precautions. 4 g. Maintenance Soldiers need to understand that their priority of work can change as a result. The shop office isresponsible for managing this workload for the shop. While this probably will not be an issue where field maintenanceis performed by either organic support or FSCs that are OPCON to the supported unit, units that receive their fieldmaintenance on an area support basis might be affected. not covered in DA Pamphlet 750–8) as follows.(1) Dispatch procedures for unit equipment.(2) Standard Army Maintenance System-Enhanced/Unit Level Logistics System (SAMS–E/ULLS) Operations/Auto- The cumulative cost to repair or upgrade a COTS computer must not exceed 65 percent of the replacement costof the individual LRU (the central processing unit, monitor, and printer). Accounting of expenditures for each LRU (byserial number) is the responsibility of the repair activity. Units must be able to produce records when required, such as:

b. When the TI supports an investigation of pecuniary liability and actual costs cannot be determined, inspectors willprepare an ECOD. Basic policy guidance for an ECOD in support of a report of survey is in AR 735–5. Army modular unitsThis publication updates policies due to the conversion from Army of Excellence (AOE) force structure designs to theArmy Modular Force. The transition from AOE and, in some cases, Force XXI, into the Army Modular Force haschanged the Army from a division-focused organization to a brigade-centric force. Prior to this conversion, divisionshad unique brigades including airborne, air assault, heavy, mechanized, and light infantry, as well as the Force XXIand limited Force XXI designs. Army force managers designed each division headquarters and their respectivecapabilities by the few brigades they would command and control. The Army Modular Force, however, standardizesthe design of division headquarters and gives them the capability to have battle command of any type of brigade in theArmy inventory. This necessitates standardizing procedures to achieve interoperability. When OPCON of a unit istransferred to a new division, the receiving division G–4 must transmit any unique requirements to the incomingorganization. a. Receive requests for support from the MT and/or the battalion motor sergeant (BMS).b. Provide support within timeframes required by the maintenance priority designator (MPD) on work requests, thatf. The United States Army Communications-Electronics Command (USACECOM) Logistics Readiness Center is theArmy lead organization for STAMIS logistics sustainability. b. Prioritize the battalion maintenance effort to support the commander’s mission.c. On behalf of the battalion commander and at least annually, make the assessment of the support battalion This decision should be operationalized, and planned throughout the fight during periods of reduced tempo. Shared understanding of the equipment’s capabilities and limitations DA Form 5984–EOperator’s Permit Record (Note: DA Form 5984–E is Army-unique, while OF 346 was a cross-Service form)