Marine Corps upgrade/repair tasks performed by Troops in field preserve operational conditions/reliability of equipment, comprise most critical of all building blocks in product support systems. Upgrade/repair teams will achieve success when organisation sustains mission critical equipment with operational readiness rates at required levels while achieving Maintenance Standards for assigned/attached equipment.
Equipment maintenance standards are determined by using equipment preventive maintenance inspection/service found in product support instructions. Nonstandard equipment maintenance standards are determined by using equipment visual checks to make sure equipment can perform what it was designed to do.
Site Visit Executive emphasis and commitment strengthens probability of success of any task, mission, or course of action. Maintenance tasks require effective leadership to get the job done in accordance with policy and in best manner possible. Here we provide checklist designed with the purpose of adding organisational maintenance structure to Troops leadership skill sets.
Site Visit Executive must be able to answer yes to the following questions to ensure field maintenance
operations achieve mission requirements. Positive answers to these questions will serve as benchmarks/metrics for product support success.
1. Are Troops aware of mission tasks are required to achieve Maintenance Standards for assigned and attached equipment?
2. Do Troops provide feedback on how well mission is being accomplished?
3. Do Troops have appropriate training/resourcing to execute assigned missions/tasks?
4. Have Troops integrated administrative Logistics activities to provide maintenance/supply assistance as required?
5. Do Troops use maintenance enablers & automated information systems assist operations to report maintenance actions?
6. Do Troops promptly return unserviceable reparable items via retrograde channels or to designated source of repair?
7. Does Site Visit Executive have technical resources to supervise Troops and inspect equipment? If not, what is required corrective action?
8. Have Troops given Site Visit Executive access to motor pool or equipment storage area inquired about maintenance operations?
9. Is there positive ownership relationship between Troops and their equipment include test, measurement, & diagnostic equipment monitoring training?
10. Do Troops completely understand maintenance system within organisation and comply with requirements to accomplish tasks & objectives?
Top 10 Guidebook Dispatch Authorities & Principles Sustain Assigned Equipment Upgrade/Repair Foundation
1. Introduce overview of equipment upgrade/repair standard, mission objectives, benchmarks, performance metrics test Site Visit Executive dispatch assistance
2. Define key dispatch duties & describe equipment upgrade/repair organisation function
3. Discuss upgrade/repair operations dispatch structure so achieve rapid return of equipment to the user.
4. Outline upgrade/repair Procedures to guide dispatch execution of work processes & provide access to technical references
5. Describe importance of preventive maintenance checks/services include listing provide dispatch procedures
6. Identify dispatch enablers and programmes most critical to the success of upgrade/repair operations focus on field-level maintenance.
7. Establish equipment reset subset dispatch process for field and sustainment maintenance within force pool readiness strategies
8. Format pre-deployment dispatch training equipment pre-position at selected installations to support replicate units required to accomplish mission.
9. Promote dispatch facilitation of maintenance/sustainment for technical non-standard equipment define performance requirements
10. Create dispatch procedures/checklists for maintenance programme not prohibit or replace equipment evaluation/inspection conducted at discretion of Site Visit Executive
Top 10 Long Term Equipment Upgrade/Repair Work Order Planning Recommendations
Navy weapons system programme recommendations depend on long term projections of fleet size and composition, projected Navy work order infrastructure appropriations requiring more and/or different types of Fleet Components, and any other changes that will change either the number or configuration of mobile equipment.
These work order issues are best addressed with creation of long term strategic Job Site plan to include such steps as:
1. Forecast future fleet size/mix and service level work order requirements
2. Compare existing parts stock supply capacities to projected future work orders
3. Estimate work order dependence on future space requirements based on Job Site Layout standards
4. Create future utilisation goals for Service conditions to accurate identify current work order problems
5. Predict Job Site personnel organisational work order requirements
6. Estimate gaps between existing fiscal resources and projected work order requirements
7. Implement Plans to serve as base upon future work order objectives can be built
8. Construct alternative work order implement of physical/operational plans to meet future requirements
9. Conduct economic service life assessment to rank each work order alternative
10. After considering external factors, identify best work order alternative course of action
Top 10 Site Visit Executive recommendations for Updated Dispatch of Equipment Supply Systems
1. Clearly define roles and responsibilities of Site Visit Executive to include oversight, enforcement & accountability of equipment supply programme
2. Design equipment track status update authority measures for each dispatch unit
3. Provide training to equipment supply dispatchers to reflect updated logistics systems operating procedures and business rules
4. Perform reconciliation of logistics systems, identify errors and inconsistencies
5. Establish plan of action and milestones for supply line corrections at specified dispatch intervals
6. Require Site Visit Executive to provide refresher training about update supply functions for dispatcher assignments
7. Determine effectiveness and feasibility of establishing dispatcher billet to provide stability and assist Logistics System performance
8. Assign Site Visit Executive oversight authority to ensure updated supply actions become established directives/instructions
9. Establish plan of action and milestones for accomplishing Supply Logistics actions recommended by Site Visit Executive
10. Make sure Logistics Systems provide for dispatch unit equipment asset visibility in supply lines
Top 10 Steps Make Service Level Deal With Fleet Services Customers
1. Obtain general guidance from Site Visit Executive
2. Meet with customer obtain detailed requirements
3. Identify services to be provided, assess protocols/priorities
4. Identify performance metrics to be measured
5. Identify responsibilities of customer
6. Issue preliminary agreement for customer review
7. Evaluate impact on existing fleet services operations
8. Create goals for meeting new operational requirements
9. Refine/finalise objectives for service level agreement
10. Implement plan to deliver customer service.
Modernised applications designed to facilitate success of Spare parts supply systems play an important role in achieving desired availability of fleet equipment components for meeting work orders at optimum cost to mission. Installations should shoot for fiscally sound, deployment-oriented & integrated technology. Dispatchers have recognised non-availability of spare parts supply at installations when required for repairs, contributing to much of total downtime.
Cost effective and timely provision of high quality repair parts and supplies to upgrade/repair workers is a key element in the overall provision of fleet maintenance services. The organisation and staffing of the parts supply function, the procurement of parts, parts stock utilisation/control each have a large effect on the overall success of field-level missions, and a corresponding effect on the efficiency and cost effectiveness of fleet maintenance services.
Unique work order problems faced by installations in controlling spare parts integration are characterised by elements of supply uncertainty as to when a part is required & also the quantity of upgrade/repair requirements b/c failure of a fleet equipment component due to overuse cannot be predicted accurately. Spare parts are not readily available from many suppliers since they are not fast moving items. Original suppliers deploy spares in most cases.
Individual purchase orders typically are used to procure parts that are not carried in inventory or available from a local supplier under contract purchase agreement. While they offer maximum flexibility in sourcing parts, utilisation usually is limited to the purchase of infrequent used specialty parts due to administrative effort, cost and time delays involved in their issuance and the inability to capture volume discounts through piecemeal buying.
Well-designed contracts & purchase agreements enable organisation to reduce administrative effort and time delays associated with procuring parts; to monitor and control parts purchases; to simplify fiscal appropriation for such purchases; and to secure discounts associated with buying from particular suppliers in volume. In short, they can reduce both the direct and indirect costs of buying parts and other fleet maintenance-related commodities.
Each installation must proceed systematically & establish an effective spare parts information integration system. Supplier connection codification policy helps to minimise duplication of spare parts stocking & aids in establishment of solid work order process to facilitate integration of spare parts control systems.
Optimal organisation and staffing of the parts supply function varies considerably with the size and complexity of the maintenance operation, and decisions regarding procurement and stock investment. Adequate staffing in terms of tasks assigned is critical success factor, as is designing a parts organisation that is suitable in scope of responsibility to the scope of the maintenance operation as a whole.
Dispatchers have introduced new supplier connection models to incorporate auto system design integration, phasing out stove-piped information desks in order to integrate work orders, and spares for outdated transmission models are not readily available. These factors are significant in cases of sourced fleet components since equipment design changes move at different speeds at multiple installations.
The identification of the types of parts required to support maintenance and repair activities involves assessing key attributes and indicators of parts requirements, including types, quantities, and timing of parts usage; parts and parts supplier performance; and parts accessibility and waiting tolerances.
Auto system integration must be carried out on the basis of different characteristics of spare parts techniques to establish good work order policy such as monitor of consumption value period, mission criticality, supplier lead time, unit cost & schedule frequency of use. Installations must direct ambition efforts on integration & establishment of suitable policies for selective supplier control, focusing efforts on real-world mobile operation problem areas.
Cost of spare parts is significant portion of the total impact of upgrade/repair activity at installations. Upgrade/repair systems face non-availability of spare parts supply to meet deployment requirements w/ fiscal costs of fleet equipment components being classified as locked up capital, signifies vital importance of automated spare parts system integration for installation work orders.
For sourcing expensive spare parts, it is essential to recognise useful life for equipment is extended by appropriate applications of reconditioning & upgrade/repair techniques. Installation work order efforts must be made to integrate spare parts in view of difficult sourcing processes. Installation establishment of spare parts supplier register banks goes very long way in reducing the total cost of holding expensive spare parts in stock.
Parts Stock control involves the tracking and physical control of parts from the point of receipt through consumption. This process is important for controlling stock levels of items, with direct effect on the cost of carrying parts stocks. Control of physical access, and methods employed to replenish and disperse these items ensure that parts consumption is accounted for properly.
Quantity & variety of spare parts to be integrated into new supplier connection models are often times too large, making close auto system control more & more tedious. Also, there exist tendencies for work order transitions from sourcing stages of fleet equipment components to spare parts use stages. As such, requisitions for spare parts at increased number than actually required results in accumulation at installations.
Good auto system controls will help to integrate supplier policies involved in sourcing procedures & achieve optimum levels of spare part cache control for work orders. In addition, installations must optimise replacement policies for selected spare parts with increased down time costs. Installations must identify required spare parts and carry out supplier connection exercises for integrating optimum replacement policies.
Procedures for establishing, monitoring, renewing, and circumventing contracts must be designed to maximise vendor performance, minimise administrative effort, and facilitate maintenance organisations flexibility to procure a part by other means when contract suppliers cannot satisfactorily meet its needs.
For different installations, it is imperative to establish spare parts supplier register banks & suitable integrated information system for spare part supply exchange. Automated applications for processing of spare parts information & operation of effective spare parts control systems will assist installations with scheduling of upgrade/repair job work orders.
Determining proper parts stock size/composition requires applied attention to several interrelated factors, including cost trade-offs between volume and individual purchases of specific commodities; trade-offs between inventory carrying and parts delivery costs; and trade-offs between parts availability and delivery times and waiting tolerances of particular fleet users and equipment types.
Objectives of spare parts system integration include ensuring spare parts are readily available from suppliers for upgrade/repair of fleet components as & when required at optimum cost. Also, there exist absolute work order requirements for spare parts to be of high quality in order to meet the requirements of subsequent deployment to meet mission requirements.
Finally, work order reviews have established results indicating spare parts consumption rates for some installations are very high, while other installations experience lower consumption & varied deployment patterns, highlighting the utility of building systematic spare parts integration with supplier connection models.
Effective parts supply processes allow mechanics to focus directly on maintaining and repairing fleet, by putting parts in their hands with a minimum of disruption to maintenance activities, reducing repair turn-around time/costs and creating advances in mechanic productivity, efficiency, and effectiveness.
Multiple actions following from establishment of supplier connection episodes are required to ensure that spare parts system integration is effective to meet mission requirements of installations. Mandates for systematic actions in building integrated spare parts systems are as follows:
1. Use assessment technique of stock items to segregate low moving parts so true inventory turnover rate can be identified.
2. Begin kitting parts for preventive maintenance and other scheduled work where it is feasible.
3. Review existing stocks to ensure that the correct parts and quantities are being stocked, to increase the turns per period and reduce total inventory on hand.
4. Identify parts required for predictive maintenance and establish timeline for adding items to stock.
5. Start planning preventative maintenance and other definable work in advance and utilise schedule for part kitting.
6. Collect metrics for performance measures such as parts accuracy/variance rate and stock out rate.
7. Identify parts for stock at the time of new equipment delivery to include items immediately needed, and items for predictive maintenance in the future.
8. Make help screens available while in the system to improve understanding of parts issues/procedures.
9. Clarify duties and reporting structure for parts control personnel
10 Conduct study to determine parts quantity/type on hand may be possible to cost-effectively reduce inventory to level provide for immediate use and reliance on supplier stocks
It is impossible for Site Visit Executive to be all places at all times to assess degree of Marine Corps equipment maintenance activity/performance only on basis of subjective judgment, first-hand observation, and second-hand information.
All Marine Corps equipment requires maintenance and repair during service life. Since primary mission is to maximise availability equipment so troops can productively do their jobs, the focus of organisation maintenance must be administration of best practises to minimise unscheduled incidents of repair and return equipment requiring repair to service in as little time as possible.
Performance of any equipment maintenance programme is also affected by personnel levels actions to deliver services and must reflect reasonable spans of control and channels of communication consistent with formally defined authority and responsibilities. Staffing levels should be consistent with the amount of effort required to produce desired services in a productive, efficient, and effective manner.
Work orders should be used to track all maintenance and repair services along with procedures required to monitor progress and, where necessary, to expedite completion of work. These include protocols for passing work from one shift to the next, from one technician or shop to another, and from an in-house job sites to vendor.
Procedures also are needed for following up on repairs whose completion by a mechanic or vendor is too slow and on parts whose delivery is overdue. Dispatchers opening a work order should estimate the time and services required to complete a work order, by reference to appropriate flat-rate manuals or in-house time and task standards to estimate the cost of the repair.
Work authorisation procedures must ensure appropriate controls are in place over the services and costs provided by vendors. Such controls are particularly important as equipment approaches planned replacement dates.
In order to ensure cost-effective utilisation of in-house maintenance resources and to minimise maintenance and repair turn-around time and downtime, processes should be in place for scheduling work to take place at Job Site in advance and for performing minor repairs while the troops wait to carry out mission.
Service hours and scheduling processes should be flexible enough to accommodate troop mission schedules, but also should seek to maintain a steady flow of work to mechanics and avoid peaks and valleys associated with unplanned service demands.
Procedures must be in place to distribute work to mechanics to promote high levels of mechanic productivity, efficiency, effectiveness, minimise repair turn-around time; and to assign work to specific mechanic based on an assessment of availability/skills. Additionally, priority systems are often used to identify equipment to be moved ahead in the repair queue based on importance to organisation.
Vendors may be relied upon to perform equipment maintenance and repair services for variety of reasons, including administration of in-house work backlogs; avoiding costly investments in Job Site construction, tooling, training, and staffing; to meet low volumes of service demand in remote areas or for specialty repairs; and to achieve a degree of flexibility in terms of locations, hours of service, etc. not possible with existing service system constraints and sizable investments in fixed equipment maintenance infrastructure.
Cost-effective use of vendors requires, however, that procedures be followed for 1) determining comparative cost effectiveness of performing service in house or using a vendor; 2) controlling vendor performance relative to individual service orders and ongoing service levels in the case of contract providers of services; and 3) capturing all relevant information on vendor-performed services to track equipment maintenance history/costs and provide for timely user billing via a charge-back system.
Repair quality assurance procedures are used to ensure requested services are performed properly. When repairs are not completed correctly, equipment is often returned resulting in “comeback” repairs. When they occur, comebacks are costly, time consuming and difficult, so must be tracked and followed up on.
It is important comebacks be identified and handled properly since comeback may have occurred because the initial defect report failed to clearly describe the problem. If this situation presents itself, reviews of original service request with the service operator may be in order. The mechanic may have improperly diagnosed and/or performed the repair and therefore, some retraining may be needed or parts used may have been defective and some follow-up with the supplier may be needed.
On of the best strategies in dealing with comebacks is avoiding them all together. This usually involves some form of post-repair review process. Quality checks can range from simple field-level tests, to quality checklists, and to complete observation of the repair. No matter what procedure is used, good quality programmes are integral to ensuring field-level satisfaction.
1. New, Repaired or Reconditioned Materiel fit for service issue to all field-level units without limitation or restriction
2. Serviceable and fit for issue for intended purpose but restricted to issue for training use only
3. Serviceable materiel requires or designated for test, alteration, modification, conversion or disassembly not to include items require inspection or testing prior to use
4. Materiel involves only limited expense or effort to restore to serviceable condition accomplished at its location
5. Economically reparable materiel requires rework, repair, overhaul or reconditioning
6. Materiel requires additional parts or components to complete end item prior to issue
7. Materiel determined to be not serviceable and uneconomical to repair
8. Materiel in stock suspended from issue pending condition classification where true condition is not known
9. Materiel returned from field-level use and awaiting condition classification
10. Materiel identified on inventory control record but turned over to repair job site or contractor for procurement