MAINTENANCE TOOLBOX FOR THE FORWARD SUPPORT COMPANY COMMANDER EXTERNAL MAINTENANCE OPERATIONS THINGS YOUR UNIT DOES TO S

1. 1 MAINTENANCE TOOLBOX FOR THE FORWARD SUPPORT COMPANY COMMANDEREXTERNAL MAINTENANCE OPERATIONS…THINGS YOUR UNIT DOES TO SUPPORT OTHERS FM 4-0, Combat Service Support, Chapter 8-1 Success on today’s battlefield demands that forces maintain, recover, repair, or replace equipment as quickly as possible. Good maintenance practices, forward positioning, of maintenance units, effective repair parts and equipment replacement systems, and clear priorities for recovery and repair are vital. FM 4-0, Combat Service Support, Chapter 8-1 Success on today’s battlefield demands that forces maintain, recover, repair, or replace equipment as quickly as possible. Good maintenance practices, forward positioning, of maintenance units, effective repair parts and equipment replacement systems, and clear priorities for recovery and repair are vital.

2. 2 PURPOSE

3. 3 TLO and ELOs Terminal Learning Objective: Describe the responsibilities of a company commander with a support maintenance mission and key TTPs to make maintenance work in an FSC. Enabling Learning Objectives: A. Describe the mission, organization, capabilities, and operational considerations in employing maintenance units. B. The forward support company commanders role in managing combined arms battalion maintenance operations. (Service schedule, recovery, fabrication & welding, personnel management) C. Identify challenges to accomplishing the support maintenance mission. (Personnel shortages, new equipment fielding, taskings/red cycle, split-based operations) D. Describe the methods to overcome maintenance challenges.

4. 4 BACKGROUND In the Mid-90s the Army considered changing all units from the Army of Excellence (AOE) Concept to Force XXI. The primary tenants of FXXI units were that units could dominate the battlefield by employing more effective command & control (digital), combat systems and reorganizing logistics. In March 2003, the first FSCs deployed to combat operations in Iraq. Today’s CLC3 graduates have 57% chance of commanding FSCs, if they are assigned to divisional units. The first FSCs were established at Fort Hood, Texas by merging Soldiers from existing HHCs in Infantry/Armor battalion with various logistics troops from AOE FSBs. The FSC concept was validated during the Division Capstone Exersice (NTC Rotation 01-06). The first FSCs were established at Fort Hood, Texas by merging Soldiers from existing HHCs in Infantry/Armor battalion with various logistics troops from AOE FSBs. The FSC concept was validated during the Division Capstone Exersice (NTC Rotation 01-06).

5. 5 REFERENCES AR 750-1 Army Maintenance Policy (15 Jul 05) DA PAM 750-1 Leader’s Unit Maintenance Handbook (3 Oct 03) FMI 3-90.5 Combined Arms Battalion (Mar 05) FMI 4-90.1 Heavy Brigade Combat Team Logistics (Mar 05)

6. 6 OVERVIEW In addition to managing the process of keeping your companies equipment at a high state of readiness you are also responsible for your supported units It is essential that you are able to balance your training requirements with your support mission As an FSC commander you are expected to be the maneuver battalion's subject matter expert on maintenance

7. 7 FSC MAINT STRUCTURE

8. 8 KEY PERSONNEL

9. 9 MAINTENANCE CONTROL OFFICER Principal assistant to the commander for all field maintenance related matters Responsible for management of maintenance control section, maintenance section, service & recovery, and field maintenance teams Works with maintenance control sergeant and maintenance techs Utilizes ULLS-G, SAMS-1 or SAMS-1E Review prints daily with MCO to stay abreast of maintenance activities and ensure LT is prepared for meetings Bottomline: The MCO is the go-to officer for maintenance management and reporting

10. 10 AUTOMOTIVE MAINT OFFICER (TECH) Principal assistant to the MCO and FSC commander for all field maintenance related matters Expert at using diagnostics and troubleshooting Provides input to FSC and maneuver commander plans Assists in developing service schedules, revising SOPs, enforcing usage of latest TMs Point of contact for readiness reporting and mileage reporting (AMSS) A good tech is trusted by the maneuver commander and will often be called upon for advice

11. 11 MAINTENANCE CONTROL SERGEANT Principal assistant to the MCO Maintains records of maintenance actions Assigns workloads to maintenance personnel Knows status of equipment undergoing repairs Directs activities of PLL section Responsible for implementing cross-training programs for mechanics MCS should ensure that maintenance areas are neat, clean, and orderly

12. 12 FIELD MAINT TEAM CHIEF Responsible for maintaining a single maneuver company’s entire fleet of vehicles Dual reports maintenance status to maneuver company XO and MCO Attends training meetings of supported maneuver company and backbriefs FSC chain-of-command on upcoming training events Routes all admin actions through FSC commander Maintains combat spares (PLL, shop stock, bench stock) for supported fleet

13. 13 MAINT CTRL SEC/PLL CLERKS (1 of 2) Responsible for all Class IX activities. Ordering, parts pick up, managing parts bins, recoverables turn-in Responsible for dispatching vehicles Maneuver company ULLS-G boxes are collocated in the MCS Habitually work with a single maneuver company

14. 14 PLL CLERKS (2 of 2) Management tips: Collocate all maneuver ULLS-G boxes Exempt PLL Clerks from duty (Headcount, CQ, etc…) during surge periods (e.g…OIF reset, prep for deployment, changes of command, etc…) Ensure clerks are cross-trained on ULLS-G and SAMS-1 Clerks must be proficient at operating CAISI, FBCB2, and FM Communications Keep a 24-hour standby roster for emergency dispatches and hi-pri parts walk thrus Ensure new clerks are placed on DA 1687 Signature Cards upon arrival CSS Automated Information Systems Interface (CAISI) A-46. CAISI is a secure, wireless LAN which provides the last mile connectivity between logistics automation systems and VSAT type networks. CAISI provides wireless line of sight (LOS) transmission, encryption on all wireless LAN links and a digital subscriber line backup capability for a non-LOS requirement within a three kilometer distance (extended version has a greater distance). It extends the tactical connectivity capability from the UEy level to the combined arms battalion’s combat trains command post (CTCP) or the combined arms battalion support area. A-47. VSAT and CAISI should be used in garrison operations to support its logistics operator training. Their design allows the linking of all the STAMIS boxes (in garrison) with permanently-assigned internet protocol (IP) addresses, thereby facilitating train as you fight during garrison operations. CSS Automated Information Systems Interface (CAISI) A-46. CAISI is a secure, wireless LAN which provides the last mile connectivity between logistics automation systems and VSAT type networks. CAISI provides wireless line of sight (LOS) transmission, encryption on all wireless LAN links and a digital subscriber line backup capability for a non-LOS requirement within a three kilometer distance (extended version has a greater distance). It extends the tactical connectivity capability from the UEy level to the combined arms battalion’s combat trains command post (CTCP) or the combined arms battalion support area. A-47. VSAT and CAISI should be used in garrison operations to support its logistics operator training. Their design allows the linking of all the STAMIS boxes (in garrison) with permanently-assigned internet protocol (IP) addresses, thereby facilitating train as you fight during garrison operations.

15. 15 MANEUVER BATTALION XO Synchronize sustainment of the CAB’s readiness for operations Attends brigade maintenance meetings Keeps FSC commander up-to-date on logistics priorities from higher headquarters Sounding board for FSC commander Must be kept informed of FSC capabilities and availability of assets

16. 16 BSB SPO Manages logistics for the BCT Regularly interfaces with brigade XO who disseminates maintenance priorities to maneuver battalion XOs Can assist FSC commander numerous ways: Allocate resources from the BSB thru Bde S-3 to assist an FSC Communicate doctrinal stresses/concerns to maneuver battalion XO on behalf of FSC cdr Develop concepts of support that require less strain on FSC Soldiers Provide link to sust bde fleet managers for hi-pri parts tracking Maintain visibility of BCT maint posture (Cross-leveling)

17. 17 TIPS FOR SUCCESS

18. 18 SERVICES Well executed scheduled maintenance is essential to maintain high readiness rates Mechanics from the FSC perform -20 level services with assistance from assigned vehicle operators Services are planned during the long-range planning cycle (Red cycle) Bradley/tank crews perform services with FMT mechanics FSC must have service kits with required CL III(P) products prior to the start of services

19. 19 SAMPLE SERVICE SCHEDULE HULL WEEK: PULL PACKS AND BATTERIES GROUND HOP AND ID LEAKS CLEAN ENGINE COMPARTMENT FINAL AND RT ANGLE DRIVES SERVICE ENGINE KIT INSTALL PACKS FIRE SUPRESSION SYSTEM TEST FINAL HULL QA/QC 1800 TEST PURGE SIGHTS BORESCOPE TURRET SERVICE KIT -20 COMMO BREAK TRACK AND SERVICE AS NEEDED TURRET FINAL QA/QC ANCILLARY EQUIP WEEK (WPNS, NETS, TENTS, COMMO, CBRN, etc…) Every piece of equipment must have a 5988E. It must be in the ULLS-G box Each piece of equipment must have it’s own maintenance record. Think dispatch log book All organizational maintenance must be complete prior to gauging or purging Establish milestones for each day of ancillary week Check TMDE and calibration requirements and job order accordingly HULL WEEK: PULL PACKS AND BATTERIES GROUND HOP AND ID LEAKS CLEAN ENGINE COMPARTMENT FINAL AND RT ANGLE DRIVES SERVICE ENGINE KIT INSTALL PACKS FIRE SUPRESSION SYSTEM TEST FINAL HULL QA/QC 1800 TEST PURGE SIGHTS BORESCOPE TURRET SERVICE KIT -20 COMMO BREAK TRACK AND SERVICE AS NEEDED TURRET FINAL QA/QC ANCILLARY EQUIP WEEK (WPNS, NETS, TENTS, COMMO, CBRN, etc…) Every piece of equipment must have a 5988E. It must be in the ULLS-G box Each piece of equipment must have it’s own maintenance record. Think dispatch log book All organizational maintenance must be complete prior to gauging or purging Establish milestones for each day of ancillary week Check TMDE and calibration requirements and job order accordingly

20. 20 SCHOOL CERTIFICATIONS For efficient motor pool operations IAW with regulations many schools are required for key personnel In addition to 92A AIT all PLL clerks are required to attend post ULLS-G and/or SAMS courses Ensure you restrict ordinary leaves & passes during period of New Equipment Training (e.g., SAMS-1E) Ideally, future MCOs will attend required schools while they are in platoon leader positions Schooling is briefed at General Officer level during MRR and at brigade during QTBs Retain at least two key leaders (MCO, MCT, MCS) in the motorpool at all times by programming leaves/schools

21. 21 CLASS IX MANAGEMENT (1 of 2) Ultimately the FSC is responsible for managing the maneuver battalion’s repair parts. Including: receipt, storage, issue, and turn-in (recoverables) Excess parts, in addition to wasting dollars, will quickly clutter your motor pool. Turn-in excess frequently Through your maneuver battalion XO/S3, request a detail—daily—to assist in maintaining motor pool standards (banding recoverables, maintaining wash rack, monitoring HAZMAT storage areas, sorting parts, etc.)

22. 22 CLASS IX MANAGEMENT (2 of 2) FMI 3-90.5, Heavy Brigade Combat Team Combined Arms Battalion, Page 10-9, Chapter 10-22; Page 10-19, Chapter 10-62 AR 710-2, Inventory Management, 31 Oct 1997 Combat spares consist of a broad but shallow inventory of high use, combat essential parts that support a replace forward maintenance philosophy. Combat spares provide a buffer for the lead-time it takes the distribution system to deliver a required part and also acts as insurance against interruptions in the distribution pipeline. Parts can be stocked in several different ways. If there is a high use, combat essential part that the support units believe needs to be stocked to support combat operations they can do it several different ways: If the part does not meet the stockage criteria for PLL it may be able to be carried on the shop stock. If an essential item fails to meet the criteria for both, it may still be stocked at the MCS; but it will be centrally managed as ASL in the BSB DC. The SARSS1 box has the ability to just change the location of where the part is physically stored. Combat spares for the CO are received, stored, and issued by the maintenance control section of the FSC. Bench Stock: Bench stocks are low cost, high use, nonrecoverable consumable class 2 (including maps), 3 (packaged), 4, and 9 (less components) items used at an unpredictable rate. Small arms parts (coded CIIC N) will not be stocked in bench stock, but rather as shop stock. FMI 3-90.5, Heavy Brigade Combat Team Combined Arms Battalion, Page 10-9, Chapter 10-22; Page 10-19, Chapter 10-62 AR 710-2, Inventory Management, 31 Oct 1997 Combat spares consist of a broad but shallow inventory of high use, combat essential parts that support a replace forward maintenance philosophy. Combat spares provide a buffer for the lead-time it takes the distribution system to deliver a required part and also acts as insurance against interruptions in the distribution pipeline. Parts can be stocked in several different ways. If there is a high use, combat essential part that the support units believe needs to be stocked to support combat operations they can do it several different ways: If the part does not meet the stockage criteria for PLL it may be able to be carried on the shop stock. If an essential item fails to meet the criteria for both, it may still be stocked at the MCS; but it will be centrally managed as ASL in the BSB DC. The SARSS1 box has the ability to just change the location of where the part is physically stored. Combat spares for the CO are received, stored, and issued by the maintenance control section of the FSC. Bench Stock: Bench stocks are low cost, high use, nonrecoverable consumable class 2 (including maps), 3 (packaged), 4, and 9 (less components) items used at an unpredictable rate. Small arms parts (coded CIIC N) will not be stocked in bench stock, but rather as shop stock.

23. 23 SAMPLE DISPATCHING CHECKLIST DA Form 5988-E (Equip Maint & Insp Worksheet): Circle “X” approved only by bn cdr (bn XO can sign after verbal/digital approval) Most Maintenance Faults should have Parts Requested DA Form 5987-E (Motor Equip Dispatch): Seven days maximum for dispatch Review Service Data Due (10% overdue tolerance allowed) Ensure operator is only dispatching one vehicle at a time Sign Authorization block Supervisor signs Release by block when “After PMCS” and End Item Usage Data is filled out…operator turns in 5987-E to PLL Operator/Supervisor/QAQC Checksheet: Should have legible signatures and “QC Stamp” Logbook: (2) DD Form 518 (Accident ID Cards) (2) SF 91 (Motor Vehicle Accident Report) Valid break test (Less than 1-year old) Division Roadside Checklist (To be filled out concurrently if 4ID stops vehicle) 5-Ton Only: Warning Card

24. 24 CHIEF LOGISTICS TRAINER

25. 25 MOTORPOOL SCENES

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27. 27

28. 28

29. 29

30. 30 SUMMARY

31. 31 CONCLUSION

32. 32 QUESTIONS