funded by host MRP funds. Any use of 03 OPTAR
funds to correct deficiencies requires 2ndNCB/3rdNCB
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
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
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
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.
Maintenance Planning Meeting
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.
Shop Load Planning Meeting
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 1Current total maintenance platoon
manpower available by rate (current on board).
Block 2Anticipated gains or losses during the
Block 3Personnel available for the period. Sum
of blocks 1 and 2.
Block 4The 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 6Estimated 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
Block 7Man-days consumed by scheduled
Block 8Estimated man-days for general
administrative matters, sick call, dental recall, and
scheduled training evolutions, including safety
Block 9Sum of blocks 5 through 8.
Block 10Man-days allocated to specific job
Block 11Man-days allocated to SJOs.
Block 12Man-days allocated to emergency/
service work based on historical data.
Block 13Sum 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
Block 8 indicates the planned start date.
Block 9 indicates the cumulative man-days
expended to date.