Engineering Training

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ASSIGNMENT SHEET

Assignment Sheet Number 62A-401

INTRODUCTION

LESSON TOPIC LEARNING OBJECTIVES

Terminal Objective:

5.73 UNASSIGNED; reserved for future use.

5.173 UNASSIGNED; reserved for future use.

5.174 UNASSIGNED; reserved for future use.

STUDY ASSIGNMENT

1. Read Information Sheet 62A-401.
1. Outline Information Sheet 62A-401 using the enabling objectives for lesson 62A-401 as a guide. Analyze the similarities and differences between the various maintenance activities.
1. Answer study scenarios.

STUDY SCENARIOS

1. How would you prepare the work package?

The Work Package has been prepared and, with a few changes, your original work package has been approved by the Port Engineer/Maintenance Manager. Two months prior to the availability start date, it is determined that Nr 1 Main Feed Pump needs overhaul.

1. Can this major job be added on the package at this late date? If so, how would you go about it?

Your maintenance availability begins and work is progressing according to schedule. The Engineer Officer, looking ahead to your LOA and Steam Trials, asks you how you intend to conduct meaningful training during the availability.

1. What would be your plan?

INFORMATION SHEET

Information Sheet Number 62A-401

INTRODUCTION

REFERENCES

INFORMATION

1. Maintenance Accomplishment Levels.

1. Fleet Maintenance.

1. Ship’s Force level maintenance (a.k.a. Organizational level maintenance) is that planned and corrective maintenance which is within the capability and the responsibility of the ship’s crew. The work is a blend of equipment operation, condition monitoring, planned maintenance and repairs, ranging from simple equipment lubrication to component change-out and, in some cases, complete disassembly and repair in-place. The thrust of Ship’s Force level maintenance is to take advantage of operator experience and on board rating skills and to ensure the ship is as maintenance self-sufficient as possible.
2. Fleet Maintenance Activity (FMA) level maintenance (a.k.a. Intermediate level maintenance) is that requiring specialized ratings, skill training in special maintenance processes and technical proficiency or equipment/instrumentation not available to Ship’s Force. FMA level maintenance normally consists of calibration, repair, refurbishment or replacement of damaged or unserviceable parts, components or assemblies, the emergency manufacture of unavailable parts within the FMA capability, and providing technical assistance. FMAs include tenders and shore based maintenance activities (a.k.a. Shore Intermediate Maintenance Activities (SIMA)).
3. The Commercial Industrial Services (CIS) program accomplishes Fleet level maintenance for essential Fleet repairs that Fleet Tenders and Shore FMAs have the capability to accomplish but not the shop capacity. The CIS concept provides a means of using commercial industrial activities to provide maintenance services on a rapid response basis while observing approved commercial contracting procedures.

2. Industrial Maintenance.

1. Industrial maintenance (a.k.a. Depot level maintenance) is restoration level work requiring complex industrial processes, journeyman-level technician skills, facilities, capabilities, or manpower capacity not available at FMAs or to Ship’s Force. This capability is provided within the Navy by Naval Industrial Activities, Ship Repair Activities, Naval Aviation Depots, and commercial industrial activities and repair facilities under contract.
2. Industrial maintenance also includes ship maintenance work scheduled for accomplishment by Industrial facilities that in the judgment of the Type Commander (TYCOM) and Commander, Naval Sea Systems Command (COMNAVSEASYSCOM) is not feasible to be accomplished by FMAs or Ship’s Force.

2. Integrated Fleet Maintenance Management (IFMM).

1. IFMM is the business process model that allows for continuous maintenance by providing seamless interface between all associated processes. It provides for processing work candidates, including storage and retrieval of historical data and feedback to improve process. The intent is to have a standard maintenance process applicable to all platforms at all maintenance process applicable to all platforms at all maintenance levels encompassing the following phases:

1. Discover and document work.
2. Validate and diagnose work.
3. Integrate and screen work.
4. Estimate and task work.
5. Plan work.
6. Execute work.
7. Feedback and analyze data.

2. Continuous Maintenance. This is a process that involves the near continuous flow of maintenance candidates to the most appropriate level and maintenance activity for accomplishment. Timed to best support operations, it migrates from a centralized timed based batch process to decentralized condition based process.

1. Continuous Screening Process. This process screens work as it is discovered. Continuous Screening:

1. Begins with identification and documentation of work candidates.
2. Includes validation, estimation, and integration of work candidates and the screening of these to availabilities.
3. Ends with the assignment and release of an availability or individual work candidate to a specific maintenance activity for execution during a specific maintenance period.

2. Continuous Planning Process. In this process, work is planned when tasked. Continuous Planning:

1. Begins with tasking of a work candidate to a planning activity for preparation of a work specification and cost estimate.
2. Ends when the specification is approved for execution. There is overlap between Continuous Screening and Continuous Planning.

3. Continuous Execution Process. In this process, selected non-emergent, as well as emergent, work candidates are executed outside of scheduled availabilities when:

1. The work candidate is ready for execution.
2. Capacity exists in the selected repair activity.
3. Ship’s inport schedule supports the required level of repair effort.
4. Continuous Execution will not replace the current availability system. Availabilities will still be necessary to accomplish major repairs and extensive configuration changes, as well as provide the ship with a specific period of time to concentrate on maintenance and training. Continuous Execution will assist planning activities and repair activities in leveling their workload while providing the ships with a means of accomplishing repairs when needed with a minimum level of interruption to the ship’s inport routine that is acceptable to the ship.

3. Condition Based Maintenance (CBM).

1. CBM is maintenance based on objective evidence of actual or predictable failure of ship’s installed systems or components. This includes condition-directed maintenance and periodicity adjustments to time directed preventive maintenance.

1. A thorough knowledge and assessment of actual equipment condition in relation to its designed condition is the basis for most maintenance decisions. Equipment condition is a broad term which includes static parameters (e.g., size and shape) and dynamic parameters (e.g., speed, temperature, pressure, voltage, etc.). While each ship’s crew is in the best position to know the condition of its ship and equipment, the complexities of modern design and engineering dictate that specialized assistance necessary to determine the condition of much of the equipment. Diagnostics, inspections, non-intrusive monitoring for trending/analysis, and tests shall be used to the maximum extent possible to determine performance and material condition of and to predict and schedule required corrective maintenance action on ships, systems, and equipment.
2. Certain programs and organizations are available to assess equipment conditions. Deficiencies identified by these organizations shall be documented in the Current Ship’s Maintenance Project (CSMP).

2. Machinery Condition Analysis (MCA). This program provides an objective assessment of the mechanical condition of propulsion plant and auxiliary rotating machinery.

1. MCA Surveys. Surveys are conducted before and after each Chief of Naval Operations (CNO) maintenance availability period (described below). The survey proceeding the availability provides a comprehensive list of machines which require repair. The MCA survey following the availability allows time for corrective maintenance actions prior to the ship’s deployment and, if applicable, repairs while machinery is still under the availability warranty period.
2. The key to the MCA program is sophisticated, on board analysis of vibration data. MCA surveys identify machinery problems. A written report details prioritized repair recommendations with appropriate diagnostic and visual inspection data for all machines tested. These reports are used by Ship’s Force to start the documentation and tracking process in the CSMP. The Port Engineer/Maintenance Manager (PE/MM) can determine levels of accomplishment well in advance of availabilties or deployments. This early detection is one of the most valuable resources for a ship to become material self-sufficient.
3. Performance Monitoring Team (PMT). This organization provides technical support to the fleet by obtaining data using CBM methodology to monitor mission/safety critical systems and material conditions of selected Hull, Mechanical, and Electrical (HM&E) systems. PMT functions include:

1. Collects and analyses equipment data.
2. Establishes and maintains a master database to track equipment performance.
3. Provides feedback and technical guidance using trend analysis.
4. Makes equipment repair and deferral recommendations.

3. Ship’s Force Machinery Vibration Analysis (SFMVA). This program uses a fully capable automated diagnostic system, to provide ships with the ability to perform vibration testing. A set of computer programs in the diagnostic system provides the equivalent of a full time vibration engineer so that Ship’s Force can test and analyze machinery at any time.
4. Fleet Technical Support Center (FTSC). FTSCs provide direct support to Fleet and TYCOMs in matters of waterfront technical assistance, maintenance training, and logistics services associated with the installation, operation, maintenance, and readiness of shipboard equipment and systems. FTSCs promote fleet readiness and maintenance self-sufficiency in shipboard systems and equipment through direct technical help in trouble-shooting, maintenance and repair, on-the-job maintenance training, logistics reviews, and technical documentation support. These services help correct operational and maintenance problems which are beyond the technical capability of fleet units or FMA.
5. Technical Assessment, Repair, Groom, and Evaluation Team (TARGET). This is a Type Commander (TYCOM) program which provides assessment of the material condition of shipboard equipment and systems. The team is comprised of technical personnel from the Naval Surface Warfare Center (NSWC), FTSC, TYCOM staffs, COMNAVSEACOM, and civilian contractors qualified in the operation, repair, and testing of a selected shipboard equipment and systems.

1. The primary objectives of TARGET are to:

1. Assist Ship’s Force to prepare for scheduled deployment.
2. Assist Ship’s Force in defining work for their next CNO Maintenance Availability (described below).
3. Assist Ship’s Force in identifying and performing system/equipment repairs.
4. Conduct training in maintenance and supply support procedures.
5. Develop standard PMS test procedures for Ship’s Force self-assessment.
6. Document discrepancies in the CSMP for review by Ship’s Force and the PE/MM.

2. TARGET Visits. Each ship will undergo a program assessment once during its operating cycle. These assessments will be scheduled automatically by the TYCOM.

1. Specific times, occasions, and actions required for TARGETs:

1. Pre-Overseas Movement Groom and Repairs. Six months prior to deployment. Ship personnel are required to accompany technicians to obtain maximum On the Job Training, accomplish emergent repairs as requested by Ship’s Force, and revise the CSMP to reflect an up-to-date status.
2. Emergent Technical Assist Visits. These are conducted at the request of the ship to provide technical support and training in all areas of material condition.
3. Maintenance Availability Support. Provides a representative on board to interface with the TYCOM. The TARGET will provide technical assistance in executing non-industrial work packages, accomplish repairs and grooming of items identified during the assessment visit, and monitor progress of all non-industrial work.
4. Post-Availability Groom and Repairs. These are designed primarily to assess the quality of industrial work accomplished and provides for the timely identification of "guarantee work" during the warranty period.

2. A two week long "definition visit" is conducted to develop a condition baseline and establish the scope of follow-on actions. Systems and equipment are selected for assessment based upon review of the CSMP, ship class trends, and Ship’s Force and PE/MM inputs. The following is a sequence of events that will occur during TARGET:

1. Using established test procedures and ship/PE/MM input, determine ship material condition and review documented system deficiencies. Ship’s Force personnel shall be included in this process as a training effort.
2. Visit progress is reviewed daily by the team leader, Ship’s Force, and the PE/MM.
3. In conjunction with ship PE/MMs, determine the preliminary level-of-effort required to correct deficiencies. This will include the numbers of personnel, their ratings and who will receive training from the TARGET technical instructors.
4. TARGET will produce automated work requests (OPNAV 4790/2K) or configurations changes (OPNAV 4790/CK) for direct input to the CSMP.
5. Establish the configuration baseline of selected systems to upgrade logistics support documentation.
6. Make repairs and perform system grooming as required and as dictated by time constraints and operational necessity.
7. Provide a listing of the material requirements to effect repairs during follow-on visits.
8. Provide the ship’s Commanding Officer a preliminary report, describing significant findings and determine the requirements and schedule for follow-on repair visits. Performance evaluations and grades will not be assigned as a result of this visit.
9. Since the TARGET assessment involves a large portion of the crew, this assessment shall not be scheduled concurrently with other machinery disabling or manpower-intensive evolutions.
10. The TARGET should be followed by an Fleet Maintenance Activity Availability (FMAV) period. If the TARGET runs concurrent with the availability, the team leader will coordinate with the activity to prevent the visit from interfering with the ongoing work. The Target will help improve the FMAV work package, primarily through accomplishing or deferring Class Maintenance Plan or other jobs based on diagnostic techniques and provide technical assistance, as agreed upon by Ship’s Force, the PE/MM, and TARGET.

5. Chief of Naval Operations (CNO) Availabilties/Shipyard Periods.

1. CNO availabilities are divided into several different types based on the type of work required to be accomplished. They are scheduled by the CNO and monitored directly by the Regional Support Group (RSG), Immediate Superior in Command (ISIC), and the PE/MMs.

1. CNO availabilities greater than six months in duration are considered Regular Overhauls (ROH) or Complex Overhauls. These provide complex industrial maintenance and modernization programs. These are primarily for industrial maintenance and include the installation of major, high priority alterations.
2. CNO availabilities, shorter than six months, are designed for short, labor-intensive accomplishment of specific levels of industrial maintenance and modernization. These types are considered Selected Restricted Availabilities (SRA) or Phased Maintenance Availabilities (PMA).

Note: Dry-docking availabilities are indicated by a "D" before the acronym (i.e., DSRA, DPMA).

2. Supervisor of Shipbuilding, Conversion, and Repair (SUPSHIP).

1. Mission. SUPSHIP administers Navy Department and other Department of Defense shipbuilding, design, conversion, and facility contracts at assigned private shipyards. SUPSHIP procures and administers overhauls, repairs, alterations, activations, and inactivations performed on naval ships at private shipyards under the Master Ship Repair Agreement, Phased Maintenance Program, or other authorized contracts.
2. SUPSHIP Organization.

1. Repair Department. This department is staffed with experienced civilian and military personnel to coordinate and oversee contractor work.

1. Project Manager. This is the SUPSHIP single point of contact for the availability as well as the liaison for the ship with the contractor.
2. Ship Surveyors. These personnel are assigned to manage and progress the production effort aboard ship. This frees the Project Manager to concentrate on coordinating the efforts of all SUPSHIP departments, the customer, and other key activities. Responsibilities include: daily communication with Ship’s Force and the SUPSHIP Project Office on individual shipyard jobs and other matters concerning the availability.

2. Quality Assurance (QA) Department. This department assigns QA Specialists to the availability. Responsibilities include:

1. Conducting product verification inspections of the contractor work.
2. Initiating corrective action requests to the contractor for deficient work.
3. Coordinating and monitoring check point actions with the Ship Surveyors.

3. Shipyard Organization.

1. Government/Navy shipyard. Work at these shipyards does not require SUPSHIP to intermediate between the Repair Activities organization and Ship’s Force.

1. Production Department.

1. Repair Officer (RO). This person is responsible for the accomplishment of Industrial maintenance level repairs and alterations on ships, boats, and auxiliary craft.
2. Ships Superintendent (ShipSup). This individual is the go-between for ships and the RO. The ShipSup maintains a close personal contact so that the needs of the ship are taken care of expeditiously. He/she is the single point of contact to whom the ship goes for all questions relative to the availability.

Note: Take care not to confuse SUPSHIP (Navy organization) with the shipyard’s ShipSup (person). This is a common occurrence and will become a problem if giving or receiving second-hand information.

2. QA Department. The QA program is intended to improve equipment reliability and maintain configuration control through administration of established Quality Control procedures and reporting requirements.

2. Private/commercial Shipyard. The organizations and job titles at these activities vary. On the other hand, there are only so many ways to set up a shipyard. Common positions are:

• Repair Manager/Officer.
• Production Manager/Officer.
• Project Manager/Officer.
• Ships Superintendent.
• QA Manager/Officer.
• Engineer, Chief Engineer
• Foreman.

1. Maintenance Policies and Procedures during CNO Availabilities.

1. Critical Path Jobs (CPJ). These are jobs or series of jobs that require special management attention and normally present the greatest risk to on time completion of a key event or the entire availability. Industrial activities are very judicious in designating jobs as CPJs in order to prevent diverting management attention from those jobs which are, in fact, critical to on-time completion of the availability. Consideration shall be given to, but not limited to, the following in determining the CPJs:

1. That job or series of jobs where little or no room for delay exists.
2. Establishing plant conditions to normal configuration for light-off and operation.
3. Long lead time on ordering and receiving material for the accomplishment of the job.
4. Complexity of job or special skills or resources required.
5. Significant test requirements that must follow the installation or alteration of major equipment or systems.

2. Work Sequence Schedules. This is an integrated timeline which includes plant conditions, major work steps, tests, certification of systems and equipment, and identifying CPJs.

1. Specific guidelines include: staging of material, issuing work procedures, major production steps, testing of systems and equipment which must follow each maintenance action being performed, either by the industrial activity or Ship’s Force.
2. The final item on the schedule should be for the close-out of the work procedures by all involved with the maintenance action. These documents must be returned to the ship for material history of work performed.

3. Milestones. These are the events during the availability which must occur to ensure the ship is completed on time and makes the operational commitments. These are developed by the Repair Facility, Ship’s Force, and the PE/MM.

1. Some examples of milestones:

1. Crew move off ship.
2. Unload Ammo.
3. Unload Fuel.
4. Light-Off Assessment (LOA).

2. To ensure availability milestones are met, Ship’s Force will meet with the Repair Facility weekly to discuss the milestones and CPJs.

4. Machinery Space Turnover. Although this is considered a milestone, it should be addressed as a separate issue due to the enormous Ship’s Force involvement.

1. This turnover is the date that the Ship has declared that the spaces and equipment contained therein are directly under the control of Ship’s Force. All Repair Facility personnel must coordinate with Ship’s Force timelines.
2. Space turnover is a minimum of fourteen calendar days prior to the LOA. Some prerequisites must be met by the Repair Facility; examples are:

1. Temporary service removed, except for those required by Ship’s Force or late emergent industrial activity work required for LOA.
2. Access openings required for removal of equipment must be restored. Ladders must be installed and all passageways must be accessible.
3. All firefighting and Damage Control systems must be operational.
4. All machinery in-place and assembled; cold checks completed and satisfactory.
5. Missing deck plates and supports for deck grating installed.
6. Boiler work completed (including hydrostatic testing); boiler under an appropriate lay-up.
7. All main propulsion piping/valves systems intact, hydrostatic tightness tests satisfactory and remote valve operators/indicators tests completed satisfactory.

5. Memorandum of Agreement (MOA). This document is signed by the ship’s Commanding Officer and the Commander of the Repair Facility (SUPSHIP if the availability will be accomplished by private shipyard). It is an agreement concerning the responsibilities of each party during the availability. It deals with a number of areas in which Ship’s Force generally provides support to the industrial activity and vice versa. The MOA will include:

1. Responsibilities for control of plant conditions and work area isolation.
2. Responsibilities for work accomplishment
3. Responsibilities for QA.
4. Responsibilities for support services/equipment.
5. Responsibilities for testing requirements.

6. Selected Job Management (SJM).

1. SJM is performed by Ship’s Force for all jobs being completed during the availability. The Ship’s Maintenance Material Officer (SMMO) will have each division identify the jobs by Key Events. This CSMP data is sorted and given to the industrial activity so that neither the ship or Maintenance Activity schedule jobs for conflicting completion dates. In other words, the potable water tanks must be completed by the industrial activity before the ship can reinstall the potable water pumps and conduct testing.
2. The SJM will be produced weekly so coordination of testing and milestones can be reconciled.

1. Type Commander (TYCOM) Availabilities/Fleet Maintenance Activity Availabilities (FMAV).

1. These 3 to 4 week, TYCOM scheduled availabilities/FMAV (a.k.a. Intermediate Maintenance Availabilities (IMAV)), are accomplished by FMAs and are conducted semi-annually except when the ship is deployed. Major ship certifications and/or assist visits are not scheduled during these periods.
2. TYCOM availabilities can run concurrent to CNO availabilities if the work required is considered to be too extensive for one activity to complete work within the ISIC established time-frame.
3. The ISIC, RSG, and TYCOM assign work responsibilities for each maintenance item in an FMAV work package, taking care not to assign dual responsibilities for a piece of equipment.
4. FMA Organization.

1. Repair Department. This is the key element in the FMA organization.

1. The RO is responsible for the accomplishment of repairs and alterations on ships, boats, and auxiliary craft.
2. ShipSup. This individual is an intermediary between ships and the RO. The ShipSup visits ships in FMAVs weekly. He/she is the single point of contact to whom the ship goes for all questions relative to the FMAV.

Note: Take care not to confuse the ShipSup with SUPSHIP.

2. QA Department. The QA program enforces established Quality Control procedures and reporting requirements. The QA Officer is responsible for command QA training. This training is available to afloat units upon request.

5. Maintenance Policies and Procedures during TYCOM Availabilities.

1. A Key Event Schedule will be developed from the CSMP by the SMMO and submitted to the ISIC and TYCOM representative prior to the start of the availability. It will be used weekly, during progress meetings, to ensure on time completion of the availability. Ultimately, the Key Events Schedule is based on inputs submitted by each division.
2. Ship’s Force is required to remove interferences prior to the start of work and to reinstall same upon work completion.
3. Maintenance actions may be assigned as "ship-to-shop" during the initial screening process. These items will be isolated, removed, and delivered to the cognizant FMA shop for repair or overhaul. Once work is completed, the ship will be notified to pick up the equipment, reinstall, and contact the FMA to witness system testing. "Ship to shop" examples follow:

1. Calibration and repair of portable equipment.
2. Manufacture of components which do not require fit-up in a larger assembly or that are fabricated with a sample provided.
3. Small flanged or bolted valves 2.5 inch and below.
4. Small components such as pumps, motors, controllers, deck plates, access covers, and lockers.

4. Work Authorization Procedures.

1. Requirement.

1. A Work Authorization Form (WAF) is required to authorize the start of work on all ship’s systems and equipment by activities other than Ship’s Force.

Note: The term "work" includes all maintenance, repairs or modifications, and installation or removal of temporary support systems and equipment. The definition does not include tasks when detailed steps for installation and removal of test equipment or support systems are contained within the body of an approved test, operating or plant conditions procedure.

2. Additionally, on board nuclear propulsion ships, a WAF shall be used for maintenance, conducted by Ship’s Force, in the propulsion plant.
3. For maintenance conducted by a Ship’s Force division or Ship’s Force work conducted outside a nuclear propulsion plant, the cognizant department head shall determine the necessity for a WAF.

2. A Work Authorization Log must be maintained at the same location and administered by the same individuals as the ship’s Tag-Out Logs.

1. The WAF is presented to the Duty Officer by the craftsman tasked with the work.
2. The Duty Officer will then determine if adequate isolation and plant/system conditions exist to safely and properly conduct the work.
3. If system isolation and plant/systems conditions are satisfactory to conduct the work, the Duty Officer authorizes the work and assigns a serial number to the WAF.
4. The WAF is placed in the Work Authorization Log where it remains throughout the conduct of the associated work.
5. Once the work is completed, the WAF is cleared from the Work Authorization Log in a manner similar to clearing a Tag-Out.
6. Once cleared from the Work Authorization Log, the WAF may be discarded.

5. Work Definition Conference (WDC). This meeting is when Ship’s Force produces a CSMP printout of all jobs proposed to the FMAV. Attendees will be: ISIC, TYCOM, PE/MM, FMA Division Officer and all Ship’s Force personnel involved in maintenance issues.

1. During the WDC, all jobs required to be accomplished during the FMAV are prioritized by Key Events.
2. All CPJs are identified.
3. Review scheduled PMT/MCA testing that may result in significant new work after the FMAV starts.
4. The WDC takes place 30 days prior to commencement of the FMAV.

6. When the FMAV is scheduled to start, an arrival conference should occur with all the key players from the WDC to ensure there are no additional jobs required and all material issues are identified and labeled for tracking as CPJs on the Key Event Schedule.
7. After the availability, a Fast Cruise and/or Sea Trials may be scheduled to validate satisfactory results from the FMAV. A Fast Cruise is an underway evolution conducted alongside the pier to familiarize the crew with at-sea routines again and to conduct material checks and testing prior to getting underway for Sea Trials. Sea Trials are when the ship gets underway and conducts testing of the ship concentrating on the systems or equipment that was repaired or replaced during the FMAV.
8. Due to the short duration of the TYCOM Availabilities, an LOA will not typically be scheduled.
9. Selected Job Management.

1. SJM is performed by Ship’s Force and the FMA for all jobs being completed during the availability. The SMMO will collect all CPJs and use them for tracking by the Key Event Schedule.
2. The SJM will be produced weekly for testing and milestones coordination.

2. Fleet Modernization Program. This program is comprised of the following:

• Ship Alterations (SHIPALT).
• Machinery Alterations (MACHALT).
• Ordnance Alterations (ORDALT).

1. An alteration is defined as any modification in the hull, machinery, equipment, or fittings which involves a change in design, materials, number, location, or relationship of an assembly’s component parts, whether the change is separate from, incidental to, or in conjunction with repairs. All modifications affecting ship’s configuration, both minor and major, are prohibited without COMNAVSEASYSCOM approval and TYCOM authorization.
2. Each ship’s SHIPALT Coordinator (usually the 3-M Coordinator) ensures all applicable SHIPALTs are requested by the appropriate division or work center through the CSMP for incorporation into the next availability. The Technical Library should have a listing of all applicable SHIPALTs (including those installed or which need to be installed. Additionally, the CSMP should include programmed SHIPALTs for your ship class which have not been accomplished.

1. Maintenance Availability Planning.

1. Planning for a successful maintenance availability must start long before the anticipated start date. The ability of the ship to self-assess its material condition and to call down appropriate work is paramount. Ships that do this well usually exhibit the following:

1. Strong ongoing zone inspection programs - Frequent space inspections by senior personnel to identify discrepancies.
2. Regular observation of plant hot and cold checks. Also a strong PMS spot-check program and regular underwater hull inspections will identify potential repairs.
3. Current and accurate CSMP - The CSMP must accurately reflect the material condition of the ship. It is the source document for work package call downs for all maintenance availabilities.
4. Use of availability planning/execution checklists found in TYCOM Maintenance Instructions.

2. Additional Planning Considerations for Industrial Level Maintenance Availabilities.

1. Crew Support. Frequently berthing and messing spaces aboard the ship will be secured during a large portion of the yard period. Even in berthing spaces relatively untouched, it may be impossible to sleep due to safety considerations and high noise levels from shift work in surrounding spaces. The ship must have a plan to off-load food and feed the crew from a base galley. Often the best plan is to put the crew on commuted rations, and devise a plan to feed the duty section boxed meals. Berthing may be available on base with a berthing barge or trailers on the pier for the duty section. Bus service may have to be arranged between the ship, the galley, and the barracks.
2. Pier Services. With the tear down and rip-out phase comes the loss of standard hotel services. Often temporary firemain must be provided from the pier while the ship’s system is overhauled. Shore power will be provided for lighting and basic loads. Often the ship’s ventilation systems are secured and replaced with temporary blowers and vent ducting provided from the main deck or the pier. Usually ship’s offices move off ship to barge or trailer facilities. Phone service can be limited in the shipyard. The ship needs to know when services will be lost and have a plan.
3. Quality Assurance. The ship must have a fully trained QA organization functioning throughout the yard period. The ship must have trained, qualified, and designated QA Inspectors to witness tests and sign-off check points and completed jobs. Close coordination is required to ensure QA coverage is available for night shift and weekend work. Otherwise the ship could be held accountable for work slow downs and missed production milestones. Industrial activities and FMAs also have there own QA organizations. Ensure QA responsibilities are clearly spelled out.
4. Safety. The industrial environment can be extremely hazardous to the uninitiated. All hands must receive formal training prior to the availability start date from the activity safety department. The ship’s Safety Committee and Safety Council should be particularly active during the availability. Regular safety training should be conducted for all hands by formal classroom training and informally by Plan Of the Day Notes and officer walkabouts. Safety training topics will include, but not be limited to the following:

1. Gas Free Engineering Requirements for entering tanks and voids.
2. Fire Watch Responsibilities.
3. Scaffolding and Working Aloft.
4. Fire Hazards.
5. Personal Protection - Hard hats, hearing protection, etc.
6. Rigging - Equipment limitations, walking under suspended loads.
7. Emergency Response - Fire, flooding, Hazardous Material spill.

5. Training. It is imperative that the ship maintain its training program during the shipyard. Upon completion of the availability, it is assumed that the ship will be ready to light-off, conduct hot plant checks, and get underway for Sea Trials. This can be difficult after long yard periods when a large percentage of qualified watchstanders transfer. The Engineering Department Training Plan addresses training during yard periods. Several aspects are required for a successful training during a long yard period:

1. Off Ship Schools. Make maximum use of formal schools at Afloat Training Groups (ATG), FMAs, FTSCs (LANT and PAC), and other fleet training centers.
2. Cross-Decking. Send personnel out as exercise observers, inspection observers or just as "riders" on other ships.
3. Seminars. Group personnel by watchstation and discuss light off, securing, underway evolutions and casualty control. This keeps things fresh for veteran crew members and provides instruction to new personnel.
4. Divisional Training. Ensure your normal divisional training programs continue during the yard period. The challenge will be to find a quiet and comfortable place to hold training.
5. Talk-Through/Walk-Through Drills. Man sound powered phones and simulate underway. Walk through EOSS procedures for aligning systems, starting equipment and make required reports to the EOOW.
6. Inport Duty Section Drills. Security and Repair Party Drills will have to be coordinated with the industrial activity to avoid interruptions. Often the best time for a fire drill is at change of shift. Work this out with the maintenance activity’s ShipSup.
7. Fast Cruise. Normally conducted near the end of the availability and prior to dock trials and sea trials. The intent is to validate your watchbill at various conditions of readiness, establish internal and external communications, break out and check equipment and rehearse underway evolutions and casualties.

6. Ship’s 3-M System. During an Industrial level maintenance availability, many systems will be laid-up or torn down. The must determine which equipment will be placed under Inactive Equipment Maintenance (IEM). There are situational checks required when placing equipment in IEM and checks required to bring it out and prepare it for operation. Some equipment, especially damage control gear, will remain in operation throughout the availability and will require normal PMS scheduling. The division officer should ensure that the valve maintenance program remains active. Docking availabilities provide a rare opportunity to remove sea suction and overboard discharge valves for overhaul. Check valves should be inspected and repaired/replaced as required.
7. Manpower Issues. The requirements for Ship’s Force work, fire watches, night shift support during Industrial maintenance level availabilities necessitate changes in the shipboard organization. The following approaches have been used by fleet units during yard periods with success:

1. Overhaul Coordinator. Usually a department head, this officer will liaison with the shipyard organization, ship supervisors and other outside agencies to ensure coordination of effort. The Overhaul Coordinator will maintain a computer driven schedule of ship’s force work and keep ship’s force updated on major milestones.
2. Fire Watch Division. Nothing can slow a major availability down faster than the lack of fire watches. They need to be on call 24 hours a day during most yard periods. Although some ships draw from the duty sections, many prefer to designate a Fire Watch Division which is trained, qualified, and scheduled to cover all fire watch requirements.
3. Habitability Teams. Berthing compartments and heads are often left to Ship’s Force. One approach is to have each division take care of its own spaces. Other ships see an advantage in training up a solid team of habitability experts under the leadership of a strong chief petty officer. This team will work out a plan to upgrade each berthing space working around the industrial activity. One advantage to this approach is that the team will develop better expertise than a division who only works one space. Also the team could be comprised of personnel from divisions which have little production work scheduled.
4. Corrosion Control Teams. Often ships, as part of their concurrent FMAV, will have access to a corrosion control facility. The FMA will normally provide training to a Ship’s Force team in how to conduct corrosion control procedures (coatings, flame spray, sand blasting, etc.) on ship-to-shop items. This team can then process items for the entire ship.
5. Valve Maintenance Teams. Similar to the Corrosion Control Team, this team overhauls all assigned valves, provides valve repacking services, and conducts "pop" tests on all relief valves. They may work out of the FMA valve shop or at a work station set up on a barge.

2. Recent Maintenance Issues. To a large extent, the consolidation of Fleet Maintenance Manuals was simply documentation of initiatives already in progress. Some of the programs with large impact follow:

1. Maintenance Hubs.

1. Maintenance activities in many geographic areas have been consolidated to achieve cost savings and to improve fleet customer service. Many repair activities had similar shops and were operating well under capacity due to ship and air wing decommissionings. For example, the Norfolk-Little Creek area had several SIMAs, Aviation Intermediate Maintenance Depots (AIMD), and commercial and Navy shipyards. Common shops such as motor rewinding, hydraulics, and calibration eliminated in favor of single "centers of excellence."
2. These remaining activities provide services for the entire geographic area. Emergent work and other jobs, which require a fast turn around, will be let to local civilian contractors.

2. Industrial vs. Fleet Maintenance Level Repairs. To save money and increase fleet service, many FMAs are expanding their capabilities and are taking on work that has historically been the purview of Industrial maintenance level activities. Shipyard repairs are expensive. The more work that can be accomplished by Navy sailors, at Navy facilities, the larger the cost savings.
3. Self-Sufficiency. Dwindling maintenance budgets require ships to be more self-sufficient. A well-trained shipboard maintenance organization can handle a wide variety of repairs. This prevents overloading of FMAs and eases the problem caused by decommissioning the tenders. Self-sufficient ships generally exhibit the following traits:

1. Welder Qualifications Current. Requalification dates are tracked and required test plates are submitted in a timely manner. A welder with an expired qualification is a compartment cleaner.
2. A Strong QA Organization. QA supports all facets of shipboard repair.
3. Maintenance Training. A working program from the deckplates on up.
4. Navy Enlisted Classifications (NEC). Personnel review prospective gains and losses to project their effect on the shipboard maintenance organization.
5. A "We Can Do It" Attitude. The chain of command must be willing to allow the crew to attempt challenging repairs without outside assistance.