funded by host MRP funds. Any use of 03 OPTAR funds to correct deficiencies requires 2ndNCB/3rdNCB DET approval.
2. For all remaining deficiencies, a description of the work to be performed, a cost estimate, and the relative priority of the work is forwarded to the 2ndNCB/3rdNCB. The 2ndNCB/3rdNCB initiates appropriate special project documentation to the host command and programs the work for design and construction.
Periodic inspections of camp facilities to identify corrective actions needed should be made. The CMO, 2ndNCB/3rdNCB DET, and host SCE/PWO should continue to meet. They should meet at least twice a month to update the AIS and discuss deficiencies corrected.
Operator inspections consist of examining, lubricating, and making minor adjustments. Operator inspections of constantly attended equipment are another form of PM, but they are performed by the operator assigned to the equipment as part of the day-to-day responsibilities.
Job scheduling is done during a weekly maintenance planning meeting and a twice-monthly shop load planning meeting. Job scheduling is intended to permit advance planning by the shops for all work except emergency/service.
A maintenance planning meeting is held weekly. The attendees include the CMO, maintenance chief, shop supervisors, and the 2ndNCB/3rdNCB DET OIC. This meeting is to schedule the work for the camp maintenance force. Shop loading for the following week is discussed and finalized at this time.
A shop load planning meeting is held twice monthly. The manpower availability summary (fig. 6-14) and the shop load plans (figs. 6-15 and 6-16) cover 1 month of scheduled work. They are prepared in advance by the Camp Maintenance Scheduling Branch and submitted for review and approval by the 2ndNCB/3rdNCB DET OIC. They are completed according to the manpower availability summary and the shop load plans (specific or standard job orders).
Manpower Availability Summary (See fig. 6-14.)
Block 1 - Current total maintenance platoon manpower available by rate (current on board).
Block 2 - Anticipated gains or losses during the upcoming month.
Block 3 - Personnel available for the period. Sum of blocks 1 and 2.
Block 4 - The quantity in block 3 multiplied by the number of workdays. This value should be adjusted to account for a 9-hour workday versus an 8-hour man-day (that is, 20 people available multiplied by 22 workdays in a month, multiplied by 1.125 yields 495 mandays available for work).
Blocks 5 and 6 - Estimated number of man-days devoted to supervision and project support. This number is based on historical data and trends and modified by anticipated changes or management actions.
Block 7 - Man-days consumed by scheduled deployment leave.
Block 8 - Estimated man-days for general administrative matters, sick call, dental recall, and scheduled training evolutions, including safety lectures.
Block 9 - Sum of blocks 5 through 8.
Block 10 - Man-days allocated to specific job orders.
Block 11 - Man-days allocated to SJOs.
Block 12 - Man-days allocated to emergency/ service work based on historical data.
Block 13 - Sum of blocks 10 through 12. Compare to block 4 minus block 9.
Shop Load Plan for Specific Job Orders (See fig. 6-15.)
Jobs are listed in blocks 1 and 2 in descending order of priority.
Blocks 3 through 7 indicate desired use of manpower based on project priority, man-hours required to complete the job, and manpower availability.
Block 8 indicates the planned start date.
Block 9 indicates the cumulative man-days expended to date.Continue Reading