US Navy Training Course - Electronics Technician Supervisor ET1

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
NONRESIDENT
TRAINING
COURSE

April 1992
Electronics Technician
Supervisor (ET1)
NAVEDTRA 14085

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
Although the words he, him, and
his are used sparingly in this course to
enhance communication, they are not
intended to be gender driven or to affront or
discriminate against anyone.
i
PREFACE
By enrolling in this self-study course, you have demonstrated a desire to improve yourself and the Navy. Remember,
however, this self-study course is only one part of the total Navy training program. Practical experience, schools,
selected reading, and your desire to succeed are also necessary to successfully round out a fully meaningful training
program.
COURSE OVERVIEW:
Identify and discuss the duties and responsibilities of a supervisor and techniques associated with high quality
supervision.
Describe, in general, the electronic combat systems found aboard modern combatant ships in the U.S. Navy, the
evaluation programs for those systems, and the management and training support required for those systems.
Describe the electronics casualty control organization, and discuss the responsibilities of casualty control
personnel and the reports associated with electronics casualty control.
Identify and discuss the calibration programs and maintenance requirements associated with electronic test
equipment.
Describe the level of maintenance performed on equipment in the U.S. Navy, and the categories of maintenance
performed at the organizational level.
Describe the components of the Miniature /Microminiature (2M) Electronic Repair Program.
THE COURSE: This self-study course is organized into subject matter areas, each containing learning objectives
to help you determine what you should learn along with text and illustrations to help you understand the
information. The subject matter reflects day-to-day requirements and experiences of personnel in the rating or skill
area. It also reflects guidance provided by Enlisted Community Managers (ECMs) and other senior personnel,
technical references, instructions, etc., and either the occupational or naval standards, which are listed in the Manual
of Navy Enlisted Manpower Personnel Classifications and Occupational Standards, NAVPERS 18068.
THE QUESTIONS: The questions that appear in this course are designed to help you understand the material in
the text.
VALUE: In completing this course, you will improve your military and professional knowledge. Importantly, it can
also help you study for the Navy-wide advancement in rate examination. If you are studying and discover a
reference in the text to another publication for further information, look it up.
1992 Edition Prepared by
ETC Steven D. Anderson and
ETC Allen F. Carney
Published by
NAVAL EDUCATION AND TRAINING
PROFESSIONAL DEVELOPMENT
AND TECHNOLOGY CENTER
NAVSUP Logistics Tracking Number
0504-LP-026-7510
ii
Sailors Creed
I am a United States Sailor.
I will support and defend the
Constitution of the United States of
America and I will obey the orders
of those appointed over me.
I represent the fighting spirit of the
Navy and those who have gone
before me to defend freedom and
democracy around the world.
I proudly serve my countrys Navy
combat team with honor, courage
and commitment.
I am committed to excellence and
the fair treatment of all.
CONTENTS
CHAPTER
Page
1. I ntroducti on . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
2. Organi zati on and Admi ti strati on . . . . . . . . . . . . . . . . . . . . 2-1
3. Supervi si on and Trai ni ng . . . . . . . . . . . . . . . . . 3-1
4. Combat Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
5. Casual ty Control and Repoti ng . . . . . . . . . . . . . . . . . . . . 5-1
6. Qual i ty Assurance . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
7. Test Equi pment. . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
8. Mai ntenance/COSAL . . . . . . . . . . . . . . . . . . . . . . . . 8-1
APPENDI X
I . Personnel Admi ni strati on Reference I ndex . . . . . . . . . . . . . . AI -1
I I . Organi zati onal and Admi ni strati ve Reference Li st . . . . . . . . . AI I -1
I NDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I NDEX-1
iii
iv
INSTRUCTIONS FOR TAKING THE COURSE
ASSIGNMENTS
The text pages that you are to study are listed at
the beginning of each assignment. Study these
pages carefully before attempting to answer the
questions. Pay close attention to tables and
illustrations and read the learning objectives.
The learning objectives state what you should be
able to do after studying the material. Answering
the questions correctly helps you accomplish the
objectives.
SELECTING YOUR ANSWERS
Read each question carefully, then select the
BEST answer. You may refer freely to the text.
The answers must be the result of your own
work and decisions. You are prohibited from
referring to or copying the answers of others and
from giving answers to anyone else taking the
course.
SUBMITTING YOUR ASSIGNMENTS
To have your assignments graded, you must be
enrolled in the course with the Nonresident
Training Course Administration Branch at the
Naval Education and Training Professional
Development and Technology Center
(NETPDTC). Following enrollment, there are
two ways of having your assignments graded:
(1) use the Internet to submit your assignments
as you complete them, or (2) send all the
assignments at one time by mail to NETPDTC.
Grading on the Internet: Advantages to
Internet grading are:
you may submit your answers as soon as
you complete an assignment, and
you get your results faster; usually by the
next working day (approximately 24 hours).
In addition to receiving grade results for each
assignment, you will receive course completion
confirmation once you have completed all the
assignments. To submit your assignment
answers via the Internet, go to:
http://courses.cnet.navy.mil
Grading by Mail: When you submit answer
sheets by mail, send all of your assignments at
one time. Do NOT submit individual answer
sheets for grading. Mail all of your assignments
in an envelope, which you either provide
yourself or obtain from your nearest Educational
Services Officer (ESO). Submit answer sheets
to:
COMMANDING OFFICER
NETPDTC N331
6490 SAUFLEY FIELD ROAD
PENSACOLA FL 32559-5000
Answer Sheets: All courses include one
scannable answer sheet for each assignment.
These answer sheets are preprinted with your
SSN, name, assignment number, and course
number. Explanations for completing the answer
sheets are on the answer sheet.
Do not use answer sheet reproductions: Use
only the original answer sheets that we
providereproductions will not work with our
scanning equipment and cannot be processed.
Follow the instructions for marking your
answers on the answer sheet. Be sure that blocks
1, 2, and 3 are filled in correctly. This
information is necessary for your course to be
properly processed and for you to receive credit
for your work.
COMPLETION TIME
Courses must be completed within 12 months
from the date of enrollment. This includes time
required to resubmit failed assignments.
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PASS/FAIL ASSIGNMENT PROCEDURES
If your overall course score is 3.2 or higher, you
will pass the course and will not be required to
resubmit assignments. Once your assignments
have been graded you will receive course
completion confirmation.
If you receive less than a 3.2 on any assignment
and your overall course score is below 3.2, you
will be given the opportunity to resubmit failed
assignments. You may resubmit failed
assignments only once. Internet students will
receive notification when they have failed an
assignment--they may then resubmit failed
assignments on the web site. Internet students
may view and print results for failed
assignments from the web site. Students who
submit by mail will receive a failing result letter
and a new answer sheet for resubmission of each
failed assignment.
COMPLETION CONFIRMATION
After successfully completing this course, you
will receive a letter of completion.
ERRATA
Errata are used to correct minor errors or delete
obsolete information in a course. Errata may
also be used to provide instructions to the
student. If a course has an errata, it will be
included as the first page(s) after the front cover.
Errata for all courses can be accessed and
viewed/downloaded at:
http://www.advancement.cnet.navy.mil
STUDENT FEEDBACK QUESTIONS
We value your suggestions, questions, and
criticisms on our courses. If you would like to
communicate with us regarding this course, we
encourage you, if possible, to use e-mail. If you
write or fax, please use a copy of the Student
Comment form that follows this page.
For subject matter questions:
E-mail: n315.products@cnet.navy.mil
Phone: Comm: (850) 452-1001, Ext. 1713
DSN: 922-1001, Ext. 1713
FAX: (850) 452-1370
(Do not fax answer sheets.)
Address: COMMANDING OFFICER
NETPDTC N315
For enrollment, shipping, grading, or
completion letter questions
E-mail: fleetservices@cnet.navy.mil
Phone: Toll Free: 877-264-8583
Comm: (850) 452-1511/1181/1859
DSN: 922-1511/1181/1859
FAX: (850) 452-1370
(Do not fax answer sheets.)
Address: COMMANDING OFFICER
NETPDTC N331
NAVAL RESERVE RETIREMENT CREDIT
If you are a member of the Naval Reserve, you
may earn retirement points for successfully
completing this course, if authorized under
current directives governing retirement of Naval
Reserve personnel. For Naval Reserve retire-
ment, this course is evaluated at 6 points. (Refer
to Administrative Procedures for Naval
Reservists on Inactive Duty, BUPERSINST
1001.39, for more information about retirement
points.)
vii
Student Comments
Course Title: Electronics Technician Supervisor (ET1)
NAVEDTRA: 14085 Date:
We need some information about you:
Rate/Rank and Name: SSN: Command/Unit
Street Address: City: State/FPO: Zip
Your comments, suggestions, etc.:
Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your military status is
requested in processing your comments and in preparing a reply. This information will not be divulged without
written authorization to anyone other than those within DOD for official use in determining performance.
NETPDTC 1550/41 (Rev 4-00
CHAPTER 1
INTRODUCTION
Thi s trai ni ng manual i s desi gned to hel p you
understand your work i n the el ectroni cs di vi si on. I t wi l l
al so hel p you meet the requi rements for advancement to
El ectroni cs Techni ci an (ET) fi rst cl ass and chi ef. Thi s
manual i s not the onl y publ i cati on you need to use as
you prepare for advancement. You al so need to read
other publ i cati ons to be wel l pr epar ed for the
advancement-i n-r ate exami nati on. Thi s manual
provi des background i nformati on on subjects, but you
must study the i ndi cated references to l earn each topi c
i n depth.
I n thi s manual we use the terms ET supervi sor and
el ectroni cs supervi sor i nterchangeabl y. Al though you
wi l l be a supervi sor i n the ET rati ng, you may al so have
to supervi se personnel from other rati ngs. The rati ngs
you deal wi th dai l y wi l l depend on your commands
organi zati onal make-up.
The manual i s organi zed as fol l ows:
Thi s chapter expl ai ns how the el ectr oni cs
supervi sor has evol ved. The secti on enti tl ed Sources of
I nformati on i denti fi es publ i cati ons you shoul d study to
advance and to hel p your subordi nates wi th thei r
car eer s.
Chapter 2, Organi zati on and Admi ni strati on, i s
di vi ded i nto two secti ons. The organi zati on secti on
di s cu s s es th e el ectr on i cs or gan i zati on . Th e
admi ni str ati on secti on descr i bes the duti es and
responsi bi l i ti es of el ectroni cs supervi sors.
Chapter 3, Supervi si on and Trai ni ng, i s di vi ded
i nto two secti ons. The supervi si on secti on descri bes
supervi si on practi ces that effecti ve el ectroni cs di vi si on
managers fol l ow. The trai ni ng secti on descri bes the
trai ni ng organi zati on and trai ni ng procedures i n an
el ectroni cs di vi si on.
Chapter 4, Combat Systems, descri bes combat
system organi zati on. I t al so descri bes the naval tacti cal
data system/weapon di recti on system (NTDS/WDS)
and combat system testi ng.
Chapter 5, Casual ty Control and Reporti ng, i s
di vi ded i nto two secti ons. The casual ty control secti on
descr i bes the el ectr oni cs casual ty contr ol (ECC)
organi zati on and i ts functi ons. The casual ty reporti ng
s ecti on des cr i bes cas u al ty r epor t (CASREP)
pr ocedur es.
Chapter 6, Qual i ty Assurance, expl ai ns the
concepts of qual i ty assurance and descri bes the pri mary
QA pr ogr ams and shi pboar d or gani zati on and
pr ocedur es.
Chapter 7, Test Equi pment, descri bes the
programs set up to control test equi pment, and your rol e
i n managi ng and mai ntai ni ng test equi pment.
Chapter 8, Mai ntenance/COSAL, expl ai ns (1)
your rol e i n managi ng the mai ntenance of el ectroni c
equ i pmen t, (2) th e pr obl ems an d con tr ol of
el ectromagneti c i nterference (EMI ), and (3) your
rel ati onshi p wi th the suppl y system.
RESPONSIBILITIES
By becomi ng an el ectroni cs supervi sor, you wi l l
have taken a bi g step i n your car eer . Pr evi ous
advancement brought i ncreased rewards. Al ong wi th
those rewards came i ncreased responsi bi l i ti es. The
responsi bi l i ti es of an el ectroni cs supervi sor are even
greater. Your work as a supervi sor wi l l be i mportant to
the successful management of the El ectroni cs Di vi si on.
For general i nformati on on the advancement system and
on the i ncreased responsi bi l i ti es of a supervi sor, revi ew
Military Requirements for Petty Officer First Class,
NAVEDTRA 12046.
By thi s ti me i n your career, you are val uabl e as a
techni cal speci al i st. You ar e al so val uabl e as a
supervi sor, l eader, and trai ner of others. You can,
ther efor e, mak e far -r eachi ng and l ong-l asti ng
contr i buti ons to the Navy. The extent of your
contri buti on to the Navy depends on your wi l l i ngness
and abi l i ty to accept i ncreased responsi bi l i ty for mi l i tary
matters and for the professi onal requi rements of the
El ectroni cs Techni ci an. I t al so depends on your ski l l i n
getti ng other peopl e to work for you.
You wi l l fi nd that your responsi bi l i ti es for mi l i tary
l eadershi p are much the same as those of petty offi cers
i n other rati ngs. Every petty offi cer i s a mi l i tary person
as wel l as a techni cal speci al i st.
1-1
Your responsi bi l i ti es for techni cal l eadershi p are
di rectl y rel ated to the nature of your work. Operati ng
and mai ntai ni ng the shi ps el ectroni c equi pment i s a
vi tal job. I ts a teamwork job requi ri ng a speci al ki nd of
l eadershi p abi l i ty. Thi s l eadershi p abi l i ty can onl y be
devel oped by personnel who have a hi gh degree of
techni cal competence and a deep sense of personal
responsi bi l i ty.
At thi s poi nt, l ets consi der some of the broader
aspects of your i ncreased responsi bi l i ti es for mi l i tary
and techni cal l eadershi p.
RESPONSIBILITIES WITHIN THE
ELECTRONICS DIVISION CHAIN
You wi l l be expected to transl ate the general orders
gi ven by offi cers i nto detai l ed, practi cal , on-the-job
l anguage that even rel ati vel y i nexperi enced personnel
can understand and fol l ow. I n deal i ng wi th your juni ors,
you must see that they perform thei r work properl y. You
must al so be abl e to expl ai n to offi cers what your juni ors
may need or probl ems they may experi ence.
RESPONSIBIILITIES FOR TRAINING
Trai ni ng i s essenti al . Even i f you are bl essed wi th a
hi ghl y ski l l ed and wel l -trai ned el ectroni cs force, you
wi l l sti l l fi nd trai ni ng necessary. For exampl e, some of
your best workers may be transferred and repl aced by
i nexperi enced or poorl y trai ned personnel . Often, a job
may cal l for ski l l s your assi gned personnel do not have,
especi al l y i f your di vi si on must mai ntai n new
equi pment. These and si mi l ar probl ems requi re you to
be a trai ni ng speci al i st who can conduct both formal and
i nformal trai ni ng programs. You must trai n i ndi vi dual s
and groups to work safel y, neatl y, accuratel y, and wi th
a spi ri t of cooperati on.
RESPONSIBILITIES TO SUBORDINATES
Any di scussi on of responsi bi l i ti es must i ncl ude the
responsi bi l i ty you as a supervi sor have toward your
subordi nates. You are responsi bl e for devel opi ng thei r
professi onal and general mi l i tary ski l l s. You must al so
hel p them to become mature, competent techni ci ans
wh o a r e p r ep a r ed to a s s u me s u p er v i s or y
responsi bi l i ti es. You must teach them and encourage
them to usc thei r ski l l s and knowl edge to make
deci si ons. You must then support those deci si ons when
they are correct and fai r. However, you must al so advi se
or counsel your subordi nates when thei r deci si ons may
cause harm to themsel ves, others, or thei r equi pment.
Use the l earn by mi stakes theory to teach your
subordi nates. But be constantl y aware of what i s
happeni ng to be sure the l essons taught are worth the
consequences, shoul d probl ems devel op.
You as a s u per v i s or h av e an ov er r i di n g
responsi bi l i ty to take care of your peopl e before cari ng
for yoursel f. Thi s responsi bi l i ty requi res steadfast
devoti on to your subordi nates. Gai ni ng the l oyal ty of
subordi nates requi res unsel fi sh acti ons on the part of
s e n i or s .
TAKE CARE OF YOUR PEOPLE AND THEY
WI LL TAKE CARE OF YOU!
RESPONSIBILITIES TOWARD OTHER
RATINGS
As you advance to ET1 and then to ETC, you wi l l
fi nd that your pl ans and deci si ons can affect many
peopl e. Some of these peopl e may not be i n your
di vi si on or even i n the operati ons department. I t
becomes more and more i mportant, therefore, for you to
understand the duti es and responsi bi l i ti es of personnel
i n other rati ngs. Every petty offi cer i n the Navy i s a
techni cal speci al i st i n a parti cul ar fi el d. Learn as much
as you can about the work of other rati ngs. Pl an your
own work to fi t i n wi th the overal l mi ssi on of the
organi zati on.
EFFECTIVE COMMUNICATION
Th e b a s i c r e q u i r e me n t s f or e f f e ct i v e
communi cati on are knowl edge of your own l anguage,
knowl edge of standard naval termi nol ogy, and preci se
use of techni cal ter ms. Knowl edge of your own
l anguage i ncl udes usi ng correct l anguage when you
speak and wri te. Remember, the basi c purpose of al l
communi cati on i s understandi ng. To l ead, supervi se,
and trai n others, you must be abl e to speak and wri te so
they understand exactl y what you mean.
Standard naval termi nol ogy consi sts of words that
express i deas usual l y understood or procedures used
onl y by those i n the Navy. When a si tuati on cal l s for the
use of standard Navy termi nol ogy, use i t.
Use techni cal terms wi th preci si on. A command of
the techni cal l anguage of the El ectr oni cs Techni ci an wi l l
hel p you recei ve and pass al ong i nformati on accuratel y.
I t wi l l al so hel p you exchange i deas wi th other
techni ci ans. I f you dont understand the preci se meani ng
of the terms used i n your rati ng, you may not be abl e to
understand the content of techni cal publ i cati ons.
Al though the correct use of techni cal terms i s al ways
i mportant, i t i s parti cul arl y i mportant when you are
1-2
deal i ng wi th l ower rated personnel . I f you are sl oppy i n
your use of techni cal terms, you wi l l l i kel y confuse
them. Thi s may cause them to do work i n an i mproper
or unsafe manner.
Just as you ensur e accur acy and cl ar i ty i n
communi cati ng wi th your juni ors, you must al so
r emember to communi cate effecti vel y wi th your
superi ors. You must be aware of what techni cal
knowl edge, i f any, your superi ors have. Many ti mes you
wi l l be cal l ed upon to work for juni or offi cers wi th no
pri or experi ence i n the el ectroni cs or combat systems
fi el d. You are responsi bl e for keepi ng them aware of al l
matters concerni ng the systems and personnel under
your control .
PROFESSIONAL UPDATES
Pr acti cal l y ever ythi ng i n the Navypol i ci es,
procedures, equi pment, systems, publ i cati onsi s al ways
i n vari ous stages of devel opment and revi si on. As an
el ectroni cs supervi sor you must stay i nformed of al l
changes and new devel opments that mi ght affect your
w or k .
Some changes wi l l be cal l ed di rectl y to your
attenti on. Others you wi l l have to l ook for. Try to
devel op a speci al al ertness for new i nformati on,
especi al l y techni cal i nformati on on el ectroni cs and
associ ated equi pment and systems. New types of
equi pment and systems are constantl y bei ng desi gned
and tested. Exi sti ng types of equi pment are modi fi ed. I f
you fol l ow the hi story of el ectroni cs si nce the end of
Worl d War I I , you wi l l fi nd that several i mportant
changes have occurred. Desi gners of new el ectroni c
equi pment have desi gned several functi ons i nto a si ngl e
pi ece of equi pment as a sel f-contai ned system. Thi s
appr oach r epl aces combi ni ng sever al pi eces of
si ngl e-functi on equi pment i nto a system. The si ze of
el ectroni c equi pment has decreased as el ectron tubes
have gi ven way to transi stors. Smal l er and more rel i abl e
el ectroni c components such as capaci tors, resi stors,
tr ansfor mer s, and coi l s have been devel oped.
Mi croci rcui ts are common. I n addi ti on, computers have
become more promi nent i n the systems you now work
wi th. The El ectroni cs Techni ci ans of today must
perform mai ntenance on a wi der vari ety of equi pment
than ever before. As a supervi sor, you must be aware of
al l changes that are happeni ng i n the el ectroni cs fi el d.
STANDARDS
How do standards appl y to you as an el ectroni cs
supervi sor? Lets start wi th a defi ni ti on. We can defi ne
a standard as somethi ng set up by ei ther custom or
authori ty to measure qual i ty, quanti ty, performance, or
servi ce. As a supervi sor you must be sure that the
standards set by the Navy, your shi p and di vi si on, and
you are met. Four standards that you wi l l deal wi th on a
conti nui ng basi s are as fol l ows:
. Naval Standards
l Occupati onal Standards
. Personnel Qual i fi cati on Standards
. Equi pment Standards
Use these standards to devel op a trai ni ng program
for your di vi si on that wi l l encompass al l aspects of your
subordi nates rati ng.
NAVAL AND OCCUPATIONAL STANDARDS
The Manual of Navy Enlisted Manpower and
Personnel Cl assi fi cati ons and Occupati onal
Standards, NAVPERS 18068, (commonl y cal l ed the
Occupati onal Standards Manual ) l i sts the mi ni mum
ski l l s requi rements for each rate wi thi n each rati ng. You
are probabl y fami l i ar wi th much of the fol l owi ng
i nformati on. However, we wi l l revi ew i t to hel p you
work wi th your l ower rated personnel .
Naval Standards
Secti on I of the Occupati onal Standards Manual
l i sts the naval standards for each paygrade. These are
the ski l l s and knowl edge essenti al to the overal l
effecti veness of the enl i sted per sonnel i n the
per for mance of thei r duti es. Naval standar ds
encompass:
l Mi l i tary requi rements
. Essenti al vi rtues of professi onal i sm
. Pri de of servi ce i n support of the oath of
enl i stment
l Mai ntenance of good order and di sci pl i ne
Basi c ski l l s and knowl edges concer ni ng the
wel l -bei ng of Navy personnel
Naval standards are the basi s on whi ch the mi l i tary
requi rements trai ni ng manual s and mi l i tary/l eadershi p
exami nati ons are devel oped. An exampl e of an E-6
naval standar d i s
NAVSTD 944601 Wri te enl i sted performance
eval uati ons.
1-3
Note that a naval standard i s a task statement that i s
not rati ng speci fi c. Al l E-5 personnel i n the Navy shoul d
be abl e to per for m thi s task befor e taki ng the
mi l i tary/l eadershi p test for E-6.
I n addi ti on to bei ng used to devel op the mi l i -
tary/l eadershi p exams, naval standards are used for
curri cul um devel opment at basi c trai ni ng commands
and apprenti ce trai ni ng faci l i ti es.
Occupational Standards
The Occupati onal Standards Manual al so l i sts the
Navy occupati onal standards for each rati ng. We shoul d
menti on agai n that the standar ds l i sted i n the
Occupati onal Standards Manual are onl y the mi ni mum
requi rements for enl i sted occupati onal ski l l s. The
content of thi s trai ni ng manual (ET Supervisor Volume
1-Admi ni strati on) i s based on the occupati onal
standar ds for ET1 and ETC. The Occupati onal
Standards Manual i s kept current by numbered changes.
However, these changes are i ssued more frequentl y than
most trai ni ng manual s can be revi sed. Therefore, the
trai ni ng manual s cannot al ways refl ect the l atest
occupati onal standar ds. Si nce the advancement
exami nati ons are al so based on the Navy occupati onal
standards, you shoul d al ways check the l atest changes
to be sur e your per sonnel know the cur r ent r equi r ments
for advancement i n the rati ng. An exampl e of an
occupati onal standard for El ectroni cs Techni ci an Fi rst
Cl ass i s
OCCSTD 4436 Troubl eshoot el ectroni c sys-
tems and subsystems.
Note the di fference between the naval standard
gi ven i n the previ ous secti on and the occupati onal
standard shown here. The occupati onal standard i s
rati ng speci fi c and cannot be performed by al l Navy
personnel goi ng up for Petty Offi cer Fi rst Cl ass.
Occupati onal standards are used i n the devel opment
of trai ni ng manual s and rati ng advancement exams.
They are al so used i n the devel opment of cl ass A and
cl ass C school curri cul a, formal shi pboard trai ni ng, OJT,
and general rati ng trai ni ng for di vi si ons.
Personnel Qualification Standards
The Personnel Qual i fi cati on Standards (PQS)
program i s a qual i fi cati on system used to certi fy that
offi cer and enl i sted personnel can perform certai n
duti es. A PQS i s a l i st of mi ni mum knowl edge and ski l l s
necessary to qual i fy for a speci fi c watch stati on,
mai ntai n speci fi c equi pment, or perform as a team
member wi thi n a uni t. The PQS program i s not desi gned
as a trai ni ng program, but provi des many trai ni ng goal s.
Therefore, you shoul d use PQS as a key el ement to make
your trai ni ng program wel l structured and dynami c. A
compl ete l i sti ng of avai l abl e PQS manual s i s publ i shed
i n the Personnel Qualification Standards Catalog,
NAVEDTRA 43100.
An exampl e of a knowl edge/ski l l that i s part of the
PQS for El ectroni cs Casual ty Control (ECC) Repai r 8
i s
PQSSTD 101.2 Di scuss the purpose and use for
antenna cutout swi tches.
I n thi s exampl e the person must show a knowl edge
of how somethi ng operates. Not al l PQS ski l l s are
k nowl edge statements. Some r equi r e physi cal
demonstrati ons by the person wanti ng to be qual i fi ed.
Dependi ng on your command, you may be
responsi bl e for al l or part of the fol l owi ng duti es wi thi n
the di vi si on PQS program:
Supervi se Di vi si onal PQS.

Supervi se Qual i fi cati on Petty Offi cers.
Recommend to the Depar tment Head the
assi gnment of Di vi si on Qual i fi cati on Petty
Offi cers.
Recommend to the Depar tment Head the entr y
l evel of newl y assi gned personnel .
Recommend to the Department Head any
requi red tai l ori ng that a di vi si on may need.
Recommen d fi n al qu al i fi cati on to th e
Department Head.
Be sur e that Page Four Ser vi ce Recor d
documentati on of PQS i s accompl i shed.
Assi gn r equi r ements and PQS goal s to i ndi vi dual
trai nees accordi ng to departmental gui dance.
On a weekl y schedul e, check the progress of
di vi si on personnel toward PQS goal s as shown
on the Progress Records.
Bri ef the Department Head monthl y on the status
of di vi si on per sonnel and adj ust goal s
accordi ngl y.
I ntegrate PQS status wi th routi ne admi ni strati on
of speci al requests, earl y l i berty approval s, etc.
Be sure that enl i sted eval uati ons refl ect PQS
qual i fi cati on accompl i shments.
1-4
Be sure that a reference l i brary i s mai ntai ned.
Equipment Standards
Not al l standards pertai n to the devel opment of your
personnel . Equi pment standards fal l i nto thi s category.
Equi pment standards, or operati onal parameters, are
standards that are set for i ndi vi dual equi pments to be
sure they operate at maxi mum performance. These
standards may be determi ned by the equi pments
manufacturer, the Navys pl anned mai ntenance system
(PMS), or other authori ty.
An equi pment standard for a radar maybe stated as:
Transmi tter Frequency: 9375 + 30MHz
Thi s standard gi ves the operati onal parameters
wi thi n whi ch thi s speci fi c radar transmi tter shoul d
operate. I f the transmi tter were to begi n operati ng
outsi de the prescri bed standards you woul d need to
perform correcti ve mai ntenance.
I n chapter 3 of thi s trai ni ng manual , we wi l l di scuss
how you shoul d use standards i n your di vi si on trai ni ng
pr ogr am.
STUDYING YOUR TECHNICAL
MATERIALS
As a s u p er v i s or , y ou h a v e th r ee ma j or
responsi bi l i ti es concerni ng techni cal materi al s. Fi rst, be
sure they are avai l abl e. Your shop cannot operate
properl y or professi onal l y wi thout havi ng the necessary
techni cal materi al s. Second, keep your techni cal
materi al s up to date. Out-of-date techni cal materi al s, i n
addi ti on to causi ng i nconveni ences, may resul t i n harm
to equi pment or per sonnel . Thi r d, r equi r e your
subordi nates to use thei r techni cal materi al s, both on the
job and to prepare for advancement.
Observi ng your responsi bi l i ti es toward techni cal
materi al s wi l l not just make you a better professi onal . I t
wi l l al so demonstrate to your subordi nates proper
professi onal and supervi sory atti tudes.
I n chapter 2 of thi s manual , we wi l l di scuss more on
the care and use of techni cal materi al s.
SOURCES OF INFORMATION
You and your subordi nates shoul d know whi ch
references to consul t for detai l ed, authori tati ve,
up-to-date i nformati on on al l subjects rel ated to both the
naval requi rements and the El ectroni cs Techni ci an
occupati onal standards. Most of the publ i cati ons
di scussed here are subject to change or revi si on from
ti me to ti me-some at regul ar i nterval s, others as the need
ari ses. When usi ng any publ i cati on that i s kept current
by changes, be sure you have a copy i n whi ch al l offi ci al
changes have been entered. Offi ci al publ i cati ons and
di recti ves carry abbrevi ati ons and numbers that i denti fy
the source and subject matter of each document. For
i nstance, the i denti fi cati on number for thi s trai ni ng
manual i s NAVEDTRA 12410. The term NAVEDTRA
means i t i s publ i shed by the Chi ef of Naval Educati on
and Trai ni ng.
Some of the NAVEDTRA and NAVPERS pub-
l i cati ons descri bed here are essenti al to personnel
l earni ng to perform the duti es of thei r rati ng or seeki ng
advancement. The others, al though not essenti al , are
very hel pful .
The fol l owi ng publications and nonresident
training courses are usually required for
advancement:
Trai ni ng manual s (TRAMANs). Most trai ni ng
manual s have two purposes. Fi rst, they are wri tten to
hel p personnel perform the duti es of thei r rati ng.
Second, they may be used to hel p personnel study for
advancement. Some courses are general i n nature and
are i ntended for use by more than one rati ng. Others,
such as thi s TRAMAN, are speci fi c to a parti cul ar
rati ng, The courses and publ i cati ons appropri ate to ETs
are as fol l ows.
These TRAMANs are speci al l y prepared to present
i nformati on based on the naval standards:
1.
2.
3.
4.
5.
6.
Basic Military Requirements, NAVEDTRA
12043
Miltiary Requirements for Petty Officer Third
Class, NAVEDTRA 12044
Military Requirements for Petty Officer Second
class, NAVEDTRA 12045
Military Requirements for Petty Officer First
Class, NAVEDTRA 12046
Military Requirements for Chief Petty Officer,
NAVEDTRA 12047
Military Requirements for Senior and Master
Chief Petty Officer, NAVEDTRA 12048
These TRAMANs, whi ch present i nformati on
based on the ET occupational standards, ar e specific
to the ET rati ng:
Electronics Technician 3 &2, NAVEDTRA 10197.
Most of the i nformati on gi ven i n the ET Supervisor
1-5
manual i s based on the assumpti on that you are fami l i ar
wi th the contents of Electronics Technician 3 & 2.
ET Supervisor, NAVEDTRA 12410. Thi s i s the
trai ni ng manual you are studyi ng now.
I t provi des i nformati on you wi l l need as you
perform the tasks stated i n the occupati onal standards
for ET1 and ETC.
The fol l owi ng publications are recommended for
basic information and for advancement. Some of the
trai ni ng manual s your subordi nates may need as they
l earn the requi rements of thei r job and prepare for
advancement are di scussed bri efl y i n the fol l owi ng
paragraphs. For a compl ete l i sti ng of trai ni ng manual s,
consul t the current List of Training Manuals and
Correspondence Courses, NAVEDTRA 12061.
Navy El ectri ci ty and El ectroni cs Trai ni ng Seri es
(NEETS), a NAVEDTRA seri es consi sti ng of several
di fferent books. NEETS consi sts of offi cer-enl i sted
cor r espondence cour se assi gnment bookl ets and
modul es (texts) that present el ectri cal and el ectroni c
subjects on a basi c, i ntroductory l evel . These modul es
and courses may be studi ed sequenti al l y from the
begi nni ng or as i ndi vi dual uni ts on speci fi c subjects,
such as radar or mi croel ectroni cs.
Mathemati cs, vol umes 1, 2-A, 2-B, and 3,
NAVE DTRA 10069-D1, 10062, 10063, a n d
10073-A1, respecti vel y. Vol ume 1 provi des a revi ew
of basi c ari thmeti c and el ementary al gebra; i t i ncl udes
fracti ons, deci mal s, percentages, exponents, radi cal s,
and l ogari thms. I t al so contai ns exerci ses i n factori ng
pol ynomi al s, l i near equati ons, rati o, proporti ons,
vari ati on, compl ex numbers and quadrati c equati ons.
I t pr esents br i ef i ntr oducti on to pl ane fi gur es,
geometri c constructi on, and tri gonometry. Vol ume
2-A i s gener al i n natur e. I ts subjects i ncl ude
defi ni ti ons, notati ons, and computati ons wi th
l oga r i th ms ; tr i gon ometr i c r a ti os , a n a l y s i s ,
appl i cati ons, and ai ds to computati ons; tri gonometri c
i denti ti es; and vectors and forces. Vol ume 2-B i s al so
general i n nature. I ts subjects i ncl ude strai ght l i nes,
con i c s ecti on s , ta n gen ts , n or ma l s , s l op es ;
i ntroducti on to di fferenti al and i ntegral cal cul us;
combi nati ons and permutati ons; and i ntroducti on to
pr obabi l i ty. Vol ume 3 pr ovi des k nowl edge i n
el ements of di gi tal computer mathemati cssequence
and seri es, i nducti on and bi nomi al theorem, stati sti cs,
number systems, sets and subsets, Bool ean al gebra,
matri ces, and determi nants.
Tools and Their Uses, NAVPERS 10085-B2. Thi s
trai ni ng manual covers general uses and approved safety
procedures for Navy hand tool s. I t al so i ncl udes
safety precauti ons, operati ng practi ces, and care of
common power tool s; oper ati ng pr i nci pl es of
mea s u r i n g i n s tr u men ts a n d tech n i qu es of
measurement; and types of fasteni ng devi ces and
procedures for usi ng them. I t di scusses procedures
for s h ar pen i n g cu tti n g tool s ; metal cu tti n g
oper ati ons and pr ocedur es; and techni ques of
mi scel l aneous tasks, such as fl ari ng metal tubi ng,
removi ng broken bol ts, stri ppi ng i nsul ated wi re,
sol deri ng, and l ubri cati ng.
Blueprint Reading and Sketching, NAVEDTRA
10077-F1. Thi s TRAMAN di scusses uses and ki nds of
bl uepri nts, l anguage of bl uepri nts, techni cal sketchi ng,
and gi ves extensi ve cover age to el ectr i cal and el ectr oni c
pri nts. I t i ncl udes chapters on pi pi ng, machi ne, sheet
metal , structural , and archi tectural pri nts.
You are probabl y thoroughl y fami l i ar wi th the
Electronics Information Maintenance Books (EIMB)
seri es of reference publ i cati ons. However, from ti me to
ti me you shoul d revi ew the seri es, especi al l y the
General I nformati on Handbooks. (Speci fi cal l y, thi s i s a
seri es of books consi sti ng of the EI MB General ,
I nstallation Standards, Electronic Circuits, Test
Methods and Practi ces, Reference Data, EMI
Reduction, and General Maintenance books.) As you
revi ew these books, pay speci al attenti on to appendi ces
and other porti ons of the books you mi ght have
over l ooked.
OCCUPATIONAL STANDARDS
AND ADVANCEMENT STUDY
BIBLIOGRAPHY
Nav al Edu cati on an d Tr ai n i n g Pr ogr am
Management Support Acti vi ty (NETPMSA), l ocated at
Pensacol a, Fl ori da, publ i shes a very useful set of
pamphl ets wi th i nformati on taken from the Manual
of Navy Enl i sted Manpower and Per sonnel
Cl assi fi cati ons and Occupati onal Standards,
NAVPERS 18068, an d th e Bi bl i ography for
Advancement Study, NAVEDTRA 10052. Th e
pamphl ets, i ssued yearl y, are ti tl ed Advancement
Handbook for Petty Officers. Each rati ng has i ts own
pamphl et, whi ch l i sts requi rements speci fi cal l y for that
rati ng. Besi des l i sti ng the occupati onal standards and
the source materi al s rel ated to those standards, the
pamphl ets al so contai n gener al i nfor mati on on
advancement. I ndi vi dual s studyi ng for advancement
shoul d read and study al l sources l i sted i n the
bi bl i ography. Exami nati on questi ons are based on al l
sources l i sted, whether they are requi red or onl y
1-6
r ecommen ded. Th e pamph l ets ar e av ai l abl e
through your ESO. Be sure your di vi si on personnel
recei ve copi es to use as they study for advance-
ment.
REFFRENCES
As you pr epar e for advancement to ET1 or
ETC, you may wi sh to study Shipboard Electronics
Materi al Offi cer, NAVEDTRA 10478-B. Th i s
offi cer tex t/cou r s e i s an ex cel l en t s ou r ce of
i nformati on you wi l l need as a manager and an
admi ni str ator i n el ectr oni cs. Thi s cour se i s not
mandatory, but i s hi ghl y recommended. (Do not
procrasti nate, order i t now!)
Military Requirements for Petty Qfficer First Class,
NAVEDTRA 10046-A, Naval Educati on and
Trai ni ng Program Management Support Acti vi ty,
Pensacol a, Fl a., 1987.
Military Requirements for Senior and Master Chief
Petty Officer, NAVEDTRA 10048-A, Naval
Educati on and Trai ni ng Program Management
Support Acti vi ty, Pensacol a, Fl a., 1988.
Personnel Qualification Standards (PQS) Manager's
Guide, NAVEDTRA 43100-1C, Naval Educati on
and Trai ni ng Support Center, San Di ego, Cal ., 1987.
1-7
CHAPTER 2
ORGANIZATION AND ADMINISTRATION
As an el ectroni cs supervi sor, you wi l l have duti es
and responsi bi l i ti es that i nvol ve more than just repai ri ng
equi pment. You wi l l assume the addi ti onal duti es of a
work center admi ni strator. We have desi gned thi s
chapter to fami l i ari ze you wi th the standard el ectroni cs
organi zati on and basi c admi ni strati ve requi rements. We
wi l l al so present some methods for carryi ng out these
new responsi bi l i ti es.
You can fi nd addi ti onal i nformati on on general
or gani zati on and admi ni str ati on i n Mi l i tar y
Requi rements for Petty Offi cer Second Cl ass,
NAVEDTRA 12045; Military Requirements for Petty
Officer First Class, NAVEDTRA 12046; and Military
Requirements for Chief Petty Officer, NAVEDTRA
12047. I n addi ti on to the above sources, we recommend
that you al so read Shipboard Electronics Material
Officer, NAVEDTRA 10478-B.
ORGANIZATION
To admi ni ster your di vi si on effecti vel y and
effi ci entl y, you must have a sound di vi si on organi zati on.
A sound di vi si on or gani zati on has a cl ear or gani zati onal
structure and defi ni te pol i ci es and procedures. I t al so has
whatever other control s are needed to make sure the
di vi si on can compl ete i ts mi ssi on under al l condi ti ons.
The basi c admi ni strati ve and functi onal org-
ani zati on i n shi ps i s prescri bed by OPNAVI NST
3120.32, Standard Organization and Regulations of the
U.S. Navy (SORM). The SORM, a Chi ef of Naval
Operati ons publ i cati on, prescri bes the general pattern
for a shi ps organi zati on. I t eases the process of
escal ati ng from peaceti me status to warti me status
wi thout major organi zati onal changes. The standard
requi rements for organi zati on aboard each shi p type and
cl ass are defi ned by the type commander or hi gher
authori ty. These requi rements are i ntended to hel p
commandi ng offi cers admi ni ster thei r uni ts i n the best
possi bl e manner. The el ectroni cs di vi si on organi zati on
i s basi cal l y the same aboard al l shi ps and shore
commands. Vari ati ons i n the organi zati on wi thi n shi ps
of the same type and cl ass are usual l y caused by such
factors as the number of experi enced personnel , the
di fferences i n the shi ps empl oyment or materi al
condi ti on, and the methods that di fferent di vi si on
offi cers or seni or petty offi cers use to organi ze and run
thei r di vi si ons.
ORGANIZATION BILL
Ever y l evel of command (shi p, depar tment,
di vi si on, and so on) has an organi zati on bi l l . The
organi zati on bi l l for a parti cul ar l evel descri bes the
duti es and responsi bi l i ti es of personnel assi gned to that
l evel . I t al so prescri bes pol i cy and procedures pecul i ar
to that l evel . The el ectroni cs organi zati on bi l l i s the
means by whi ch the pri mary el ectroni cs offi cer, the
el ectr oni cs mater i al offi cer (EMO), del egates
responsi bi l i ty and authori ty to subordi nates.
The fol l owi ng paragraphs i denti fy posi ti ons usual l y
l i sted i n the el ectroni cs organi zati on bi l l and pri mary
responsi bi l i ti es associ ated wi th those posi ti ons.
Personnel
The electronics material officer (EMO) i s a
commi ssi oned offi cer or war r ant offi cer who i s
responsi bl e for the repai r, upkeep, and preservati on of
al l assi gned el ectroni c equi pment and spaces. The EMO
i s detai l ed by the commandi ng offi cer to the operati ons
department or to the combat systems offi cer.
The assistant electronics material officer (AEMO)
(normal l y a warrant offi cer or l i mi ted duty offi cer (LDO)
on l arge combat vessel s) assi sts the EMO.
The leading Electronics Technician i s the seni or
El ectroni cs Techni ci an assi gned to the vessel .
Group supervisors are the l eadi ng communi cati ons,
radar, data (DSs), i nteri or communi cati ons (I Cs), and
weapons (FCs) personnel detai l ed by the EMO.
The proper assi gnment of avai l abl e personnel for
the upkeep of equi pment (and for other necessary duti es)
i s essenti al . I t i s parti cul arl y cri ti cal i f the di vi si on i s
short of personnel or i f the avai l abl e techni ci ans are
i nexperi enced. The l eadi ng petty offi cer must al ways be
aware of the qual i fi cati ons of the onboard techni ci an.
I f the di vi si on i s wel l staffed, i nexperi enced peopl e
may be assi gned to work wi th more experi enced crew
members. I n such cases, the l eadi ng petty offi cer shoul d
ensur e that the i nexper i enced per sonnel actual l y r ecei ve
2-1
techni cal i nstructi on, rather than merel y act as tool box
carri ers.
I t i s not possi bl e to set up a standard el ectroni cs
repai r organi zati on chart, but some type of chart
(appl i cabl e to ETs) shoul d be posted i n the EMO offi ce
or i n the workshop. Al though the preparati on of an
el ectroni cs repai r organi zati on chart i s pri mari l y the
responsi bi l i ty of the EMO, the l eadi ng ET pl ays an
i mportant part.
The el ectroni cs organi zati on chart shoul d be
organi zed i nto bl ocks accordi ng to the vari ous types of
equi pment the di vi si on mai ntai ns. The names of the
techni ci ans assi gned to the vari ous groups of equi pment
can then be wri tten under the appropri ate bl ocks, wi th
the top name bei ng that of the supervi sor i n charge of
that parti cul ar group. I n the fi nal breakdown of duti es,
a certai n number of equi pment uni ts maybe assi gned to
one i ndi vi dual .
An advantage of such an arrangement i s that the
responsi bi l i ty for the mai ntenance of certai n equi pment
i s pl aced on i ndi vi dual techni ci ans.
I n smal l er vessel s, of course, the equi pment to be
mai ntai ned and the el ectroni cs personnel avai l abl e are
reduced proporti onatel y.
Responsibilities
As an ET1 or ETC, you may be ei ther the l eadi ng ET
or an equi pment techni ci an, dependi ng on the si ze of the
command.
The l eadi ng ET assi sts the EMO and i s responsi bl e
for di rectl y supervi si ng the preventi ve and correcti ve
mai ntenance of al l el ectroni c equi pment. The l eadi ng
ET al so ensures that al l records and publ i cati ons are
up-to-date and avai l abl e for reference, prepares requi red
reports, and supervi ses the cl eanl i ness and upkeep of the
el ectroni cs spaces.
The radar, communi cati ons, and carri er-control l ed
approach and ai r navi gati on equi pment techni ci ans are
responsi bl e to thei r respecti ve group supervi sor and the
l eadi ng ET for the pr eventi ve and cor r ecti ve
mai ntenance of al l equi pment for whi ch they are
r esponsi bl e.
ELECTRONICS DIVISION
ORGANIZATION MANUAL
The el ectroni cs di vi si on organi zati on manual i s
made up of the di vi si ons i nstructi ons and bi l l s, general
safety i nformati on, and the casual ty control manual .
Thi s manual sets forth the organi zati on, procedures, and
pol i ci es for the pr oper management of your
mai ntenance effor ts and r esour ces. A pr oper l y
establ i shed el ectroni cs di vi si on organi zati on manual
provi des real i sti c gui dance for al l personnel wi thi n the
di vi si on. As a seni or ET, you wi l l need to assi st i n
updati ng and revi si ng the organi zati on manual when
needed and shoul d ensure that new personnel read i t
soon after they report on board. The organi zati on
manual reduces dupl i cati on of effort, prevents l oss of
i nformati on when personnel transfer, and establ i shes
performance standards for you and the personnel of the
To fi nd addi ti onal i nformati on on runni ng shi pboard
el ectr oni cs r epai r or gani zati ons, you shoul d r evi ew your
Engi neer i ng I nfor mati on Bul l eti ns (EI Bs) and
El ectr oni cs I nstal l ati on and Mai ntenance Books
(EI MBs). You may al so want to revi ew vari ous
Depar tment of the Navy, fl eet, for ce, and type
commander di recti ves, i nstructi ons, and noti ces.
The Department of the Navy Di recti ves I ssuance
System Consol i dated Subject I ndex (NAVPUBI NST
5215. 1) contai ns a l i st of noti ces and i nstructi ons. Some
of these noti ces and i nstructi ons contai n i nformati on
that appl i es di rectl y to the admi ni strati on of an
el ectroni cs repai r organi zati on. As a supervi sor, you
shoul d be aware of thi s i nformati on and appl y i t as
appropri ate to your si tuati on.
POLICY
Many of the admi ni strati ve pol i ci es affecti ng the
el ectroni cs di vi si on are i mportant enough to be put i n
wri tten form. You shoul d be prepared to i mpl ement
these pol i ci es, al ong wi th addi ti onal i nstructi ons of your
ow n .
ADMINISTRATION
You r i n v ol v emen t i n or gan i zati on al an d
admi ni strati ve acti ons i s goi ng to become more of a
requi rement, ei ther di rectl y or i ndi rectl y, as you advance
to fi rst cl ass and chi ef. I n thi s chapter, we wi l l descri be
some of the duti es and responsi bi l i ti es associ ated wi th
these acti ons. We wi l l di scuss areas such as general
quarters and watches; supervi si on and assi gnment
(admi ni strati ve); reports and records; correspondence
control ; personnel manni ng; publ i cati ons; and SCLSI S.
We wi l l al so di scuss your i nvol vement i n areas such as
the 3-M Systems, i nspecti ons, mai ntenance peri ods,
overhaul s, al terati ons and modi fi cati ons; safety; and the
upkeep of your equi pment and compartments.
2-2
GENERAL QUARTERS INSTRUCTIONS SUPERVISION AND ASSIGNMENT
El ectroni cs di vi si on personnel are each assi gned a
general quarters stati on by the di vi si on watch, quarter,
and stati on bi l l s. Assi gnments of personnel shoul d be
practi cal and functi onal , as determi ned by the EMO. As
an ET1 or ETC, you wi l l be i n a posi ti on to make
recommendati ons to the EMO, and your experi ence and
atti tude wi l l contri bute much to the success of overal l
el ectroni cs casual ty control (ECC).
Speci fi c i nstructi ons for general quarters shoul d be
outl i ned i n the el ectroni cs di vi si on organi zati on manual
and i n the el ectr oni cs casual ty contr ol manual .
Procedures and appl i cati ons shoul d be a major part of
el ectroni cs trai ni ng. Chapter 5 of thi s TRAMAN
provi des more i nformati on concerni ng ECC.
IN-PORT WATCHES
The l eadi ng ET of each watch secti on i s desi gnated
as the duty El ectroni cs Techni ci an and i s di rectl y
responsi bl e for the handl i ng of al l el ectroni cs casual ti es
that may occur duri ng peri ods outsi de normal worki ng
hour s.
Al l techni ci ans who are aboard, even though they
may rate l i berty, are consi dered to be on duty and may
be cal l ed upon by the duty El ectroni cs Techni ci an at any
ti me to assi st i n handl i ng any el ectroni cs repai r.
UNDERWAY WATCHES
Underway, a watch l i st i s made up by the l eadi ng
ET, approved by the EMO, and posted i n the el ectroni cs
workshop or offi ce. Al l watches are stood accordi ng to
thi s watch l i st and watch standi ng i nstructi ons. The
techni ci an on watch mai ntai ns stati on i n the el ectroni cs
workshop, except when cal l ed upon to handl e a casual ty,
to supervi se preventi ve mai ntenance, or to make
i nspecti ons and tests.
The onl y readi ng materi al s authori zed for use
duri ng underway watches are techni cal publ i cati ons,
manual s, and i nstructi on books pertai ni ng to some phase
of el ectroni cs.
For sea detai l s, equi pment techni ci ans are assi gned
to mai n areas where el ectroni cs equi pment i s operated
(for exampl e, CI C, mai n communi cati ons, and the
bri dge). The el ectroni cs workshop or offi ce shoul d be
manned by a seni or ET, who wi l l r ecei ve and coor di nate
troubl e cal l s. Other speci fi c speci al sea detai l s requi red
by your shi p type shoul d be manned accordi ngl y.
Your duti es and responsi bi l i ti es above and beyond
mai ntenance wi l l i nvol ve maki ng i mportant supervi sory
and admi ni strati ve deci si ons. These deci si ons concern
personnel assi gnments, pl anni ng of workl oads, and the
prompt and proper compl eti on of al l paper work.
Supervi si on goes hand i n hand wi th pl anni ng and
the gui di ng of juni or personnel . Proper supervi si on
resul ts i n the proper empl oyment of personnel . Todays
ETs are wel l -trai ned techni ci ans who have the ri ght to
expect thei r servi ces to be used properl y.
You must take the ti me to pl an careful l y and must
supervi se i n a professi onal manner. Your efforts wi l l
resul t i n the cooperati on of juni or personnel , thereby
maki ng your el ectroni cs di vi si on more effecti ve.
REPORTS AND RECORDS
As you advance i n rate, you wi l l fi nd that submi tti ng
peri odi c reports and mai ntai ni ng personnel and
equi pment records wi l l become a dai l y responsi bi l i ty.
Trai n yoursel f to be both profi ci ent and effi ci ent. Doi ng
these reports and records i n a proper and ti mel y manner
wi l l al l ow you more ti me to compl ete your other duti es.
I n other words, i f you l et the paper work pi l e up, you
wi l l be pressured for ti me and wi l l probabl y do the
reports hurri edl y. Keepi ng up wi th the paper work dai l y
wi l l decrease your stress l evel and wi l l yi el d a better
management product for the Navy.
REPORTS
Even though the EMO i s ul ti matel y responsi bl e for
al l di vi si on reports and records, the EMO wi l l depend
on your knowl edge and performance for i nputs to those
reports and records. Some of the reports and records
wi th whi ch you shoul d be fami l i ar are descri bed i n the
fol l owi ng paragraphs. These reports wi l l be l i sted i n
your commands Recurri ng Reports i nstructi on.
Trouble Reports
Tr oubl e r epor ts ar e used by oper ator s and
techni ci ans to i ndi cate el ectroni c equi pment probl ems
or fai l ures. They are general l y used i n conjuncti on wi th
the el ectroni cs offi ce or workshop troubl e cal l l og. The
EMO or seni or techni ci ans mak e el ectr oni cs
mai ntenance assi gnments based on the pri ori ti es of the
exi sti ng troubl e reports. A troubl e report system wi th a
troubl e cal l l og and a troubl e cal l /report sequenti al
numberi ng system wi l l assi st you i n tracki ng troubl e
reports and wi l l be useful as a tool i n ensuri ng proper
2-3
3-M documentati on. For consi stency, you shoul d mai ntai n
a central poi nt for recei vi ng troubl e cal l s (such as the EMO
offi ce or workshop). Each ti me an equi pment troubl e i s
detected, a separate troubl e report shoul d be submi tted. I t
shoul d state such i nformati on as the equi pment affected,
nature of the troubl e, ti me of fai l ure, ori gi nators name,
and other i nformati on appropri ate to your el ectroni cs
organi zati on. When the troubl e has been corrected, the
ori gi nator shoul d si gn the appropri ate bl ock of the troubl e
report (or the Accepted by bl ock of the OPNAV 4790/2K
mai ntenance acti on form).
Eight OClock Reports
Ei ght ocl ock reports are dai l y equi pment status
reports gi ven to the commandi ng offi cer by the
executi ve offi cer each eveni ng at 8 ocl ock (2000 hrs).
At sea, the EMO usual l y wi l l gi ve the el ectroni cs
di vi si ons ei ght ocl ock report to the department head
at l east 1 hour pri or to the ei ght ocl ock reports. I n
port, the ei ght ocl ock reports are gi ven to the CDO
by the duty depar tmental offi cer s. As a seni or
techni ci an, you must ensure that the i nformati on i s
current and accurate for your area of responsi bi l i ty.
Tr adi ti onal l y, the ei ght ocl ock r epor ts ar e
ver bal r epor ts of equi pment status. However ,
because of the number of equi pments on our shi ps
today, a master sheet of equi pments i s usual l y made
up i n mul ti pl e-copy for m. Appl i cabl e comments
are made adjacent to the l i sted equi pment on a dai l y
basi s. One copy of the equi pment l i st i s kept for the
di vi si onal fi l e. The ori gi nal i s turned i n for the
ei ght ocl ock reports. The fol l owi ng i nformati on i s
provi ded for each pi ece of equi pment on the ei ght
ocl ock r epor t:
l
l
l
l
Whether the equi pment i s i n an up status or
down status, wi th a statement of the nature of
the probl em
Parts i nformati on (parts on board, parts not on
board, and suppl y chi t requi si ti on number)
Esti mated ti me of repai r for a down i tem
Whether or not a Casual ty Report (CASREP)
wi l l be necessary (I f an equi pment or system
CASREP has al ready been made, the report
i ncl udes the CASREP seri al number for the
appl i cabl e equi pment or system.)
Casualty Reports (CASREPs)
As an el ectroni cs supervi sor, you wi l l often be i n a
si tuati on that requi res you to draft a CASREP message.
The purpose and basi c types of CASREPs are gi ven i n
the fol l owi ng paragraph. Chapter 5 of thi s TRAMAN
gi ves detai l ed i nformati on on the CASREP system.
The casual ty report (CASREP) was desi gned to
support the Chi ef of Naval Operati ons (CNO) and fl eet
commanders i n the management of assi gned forces. The
effecti ve use and support of Navy forces requi re an
up-to-date, accurate operati onal status report for each
uni t. An i mportant part of each operati onal status report
i s casual ty i nformati on. The CASREP system contai ns
four types of reports: I NI TI AL, UPDATE, CORRECT,
and CANCEL. CASREPs are not a substi tute for, but
are i n addi ti on to and compl ement, 3-M data. The
reference publ i cati on for CASREP i nformati on and
procedures i s NWP 10-1-10.
Getting Underway Reports
On most shi ps, the el ectroni cs di vi si on wi l l be
responsi bl e for turni ng i n an equi pment status report
(si mi l ar to ei ght ocl ock r epor ts) befor e getti ng
underway. Thi s report may be due any ti me between 72
hours and 24 hours before getti ng underway, dependi ng
on the requi rements set by your TYCOM and command.
Thi s report usual l y i ncl udes major equi pment status,
esti mated ti me of repai r (ETR), power out/MDS
readi ngs from radars, and power out/recei ver sensi ti vi ty
readi ngs from communi cati ons equi pment. The getti ng
underway report i s usual l y gi ven on a l ocal l y generated
report form (checkl i st type), speci fi cal l y for getti ng
underway; however, i t may be made on the same form
as the ei ght ocl ock report. (The report wi l l vary from
command to command.)
Anticipated Not Operationally Ready-Supply
(ANORS) Reports
ANORS requi si ti ons are used when a casual ty i s
anti ci pated because of the l ack of materi al . For exampl e,
suppose your ai r search radars mai n output tube i s
expected to go bad wi thi n a short ti me and no spare tube
i s on board. The radar i s sti l l operati onal . However, si nce
you anti ci pate that the tube wi l l fai l , you shoul d submi t
an ANORS requi si ti on. Afl oat Suppl y Procedures,
NAVSUP P-485, descri bes the use of the ANORS
r equi si ti on.
Defective Material Reports
Reporti ng of defecti ve materi al s obtai ned through
the suppl y system i s covered i n NAVSUP P-485. The
Navy uses a report of di screpancy (ROD) or qual i ty
defi ci ency report (QDR) to report suppl y di screpanci es.
An ROD i s used to report shi ppi ng or packagi ng
2-4
di screpanci es caused by the shi pper. I ncl uded i n thi s
category are shortages, unacceptabl e overshi pments,
unacceptabl e substi tutes, materi al shi pped i n error,
shi pment of wrong i tems, and mi ssi ng or i mproperl y
prepared suppl y documentati on. Al so i ncl uded are
shel f-l i fe i tems that were too ol d at the ti me of i ssue or
were i ssued wi th i nsuffi ci ent shel f-l i fe remai ni ng. A
QDR reports defecti ve materi al that i s not sui tabl e for
i ts i ntended use because of a defi ci ency i n desi gn,
materi al , or procurement. These defi ci enci es can
i ncl ude chemi cal , el ectri cal , functi onal , or physi cal
di screpanci es that occurred because the contractor di d
not meet contractual or speci fi cati on requi rements. I t
may al so i ncl ude defi ci enci es that resul ted because the
contractual requi rements (i ncl udi ng the procurement
document that descri bes the techni cal requi rements of
the materi al ) were ambi guous, i mproper, i ncorrect, or
omi tted. The QDR i s reported to the Fl eet Materi al
Support Offi ce (FMSO); the ROD i s reported di rectl y
to the Navy stock poi nt that i ssued and shi pped the
materi al .
Survey Reports
A survey i s the procedure requi red by U.S. Navy
regul ati ons when naval property must be condemned
due to damage, obsol escence, or deteri orati on; or
acknowl edged as nonexi stent due to l oss, theft, or total
destructi on. The survey i s performed accordi ng to
N4VSUP P-485.
Additional Reports
There are many other reports not menti oned i n thi s
chapter; for exampl e, the reports requi red by type
commanders and other authori ti es.
To i ncrease the effecti veness of recurri ng reports
and to avoi d dupl i cati on, the Navy i nsti tuted the Reports
Control Program. Thi s program i s used i n the vari ous
naval commands and offi ces, i n the Mari ne Corps, i n
each conti nental naval area, and i n sel ected major fi el d
acti vi ti es. Di rect responsi bi l i ty for the program i s vested
i n the Chi ef of Naval Operati ons (OP 09B83).
RECORDS
Certai n records are necessary to assi st el ectroni cs
per sonnel i n keepi ng up-to-date i nfor mati on on
equi pment for whi ch they are responsi bl e.
As an el ectroni cs supervi sor, you must ensure that
al l of your r equi r ed r ecor ds ar e mai ntai ned pr oper l y. To
do thi s you shoul d keep fi l e copi es of requi red reports.
I n addi ti on, you shoul d mai ntai n fi l es on the fol l owi ng
topi cs:
l Equi pment
l System
l Safety
. I nspecti ons
. Pre- or post-overhaul
. 3-M Systems
l Personnel
The above l i st i s not a compl ete l i st, but shoul d gi ve
you an i dea of the type of records that you shoul d
mai ntai n. Have the records fi l ed neatl y and i n an orderl y
sequence. Purge them of any i nformati on that i s not
requi red or wi l l not be needed for reference. For
exampl e, throw away 3-year-ol d i nformati on that i s no
l onger appl i cabl e.
Regul ati ons concerni ng the use of records and
i nstructi ons are contai ned i n the fol l owi ng references:
Naval Ships Technical Manual, chapters 090
and 400
NAVSEA SE000-00-EI M-100 (formerl y
NAVSEA 0967-LP-000-0100), El ectroni cs
I nstallation and Maintenance Book, General
OPNAVI NST 4790.4, Ships Maintenance and
Material Management (3-M) Manual
Type commanders i nstructi ons on requi red
records and command i nspecti on gui des
CORRESPONDENCE CONTROL
A method of keepi ng track of correspondence and
of routi ng i nformati on i s i mportant to any mai ntenance
shop. Over a peri od of a week a l arge amount of
correspondence enters and l eaves the average work
center. Some of thi s correspondence requi res acti on,
whi l e some contai ns i nformati on for work center
personnel . Ensuri ng that i nformati on i s routed to the
personnel of your work centers can be ei ther a major
chore or a si mpl e everyday task. No si mpl e procedures
can hel p you si mpl i fy the job of keepi ng track of your
cor r espondence:
1. Routi ng procedures
2. Correspondence ti ckl er fi l e
2-5
ROUTING PROCEDURES
Each work center shoul d have an organi zed
pr ocedur e for r outi ng cor r espondence to shop
personnel . Al l correspondence that enters a work center
shoul d have a routi ng sheet such as the one shown i n
fi gure 2-1. Thi s si mpl e routi ng sheet al l ows you, the
shop supervi sor, to keep track of who has read the
parti cul ar correspondence. Use the second col umn (to
the ri ght of the i ndi vi dual names) to what acti on each
person must take. I f the correspondence wi l l be i n effect
for a l ong ti me (OPNAV i nstructi on, EI B, and so on),
ti l e i t i n the shop for use as a reference. After the
correspondence has compl eted i ts routi ng, keep the
routi ng sl i p to provi de you a l i st of shop personnel who
have seen the correspondence.
CORRESPONDENCE TICKLER FILE
A correspondence ti ckl er fi l e i s system for keepi ng
track of the acti on taken on al l correspondence enteri ng
a work center. Fi gure 2-2 shows an exampl e of a ti ckl er
Figure 2-1.Sample work center correspondence routing sheet.
fi l e card for an acti on requi red by EI B-E15 (23 Jul 84).
The format of thi s fi l e card i s general enough that you
can use i t to keep track of any acti on to be taken or any
report to be generated i n your work center. The fi l e card
i s the heart of the correspondence ti ckl er. The ti ckl er i s
made up of three parts:
1. An acti ve fi l e
2. A suspense fi l e
3. A compl eted acti on fi l e
Active File
The acti ve fi l e i s made up of tab cards. There i s a
numbered tab card for each day of the month, pl us a card
wi th the name of the month. As correspondence comes
i nto the shop and acti on i s requi red, fi l l out a ti ckl er fi l e
car d and pl ace i t behi nd the month-date car d
correspondi ng to a date 2 or 3 days before the date you
must compl ete the report or acti on. (Exampl es of acti ons
needi ng a ti ckl er card are i nstal l ati on of a fi el d change,
or a report on, or i nventory of, test equi pment.) Each
day before quarters, you can check the acti ve fi l e to see
i f there are any pendi ng reports or acti ons that must be
compl eted i n the next 2 or 3 days. Thi s keeps deadl i nes
from creepi ng upon you and hel ps you avoi d the pani c
mode of operati on.
Suspense File
Put a ti ckl er fi l e card i n the suspense fi l e when you
cannot compl ete an acti on or report because of one or
more of the fol l owi ng reasons:
l
l
l
l
l
l
Lack of materi al
Lack of personnel
Shi ps operati ons
I nsuffi ci ent data
Techni cal assi stance requi red
Other si mi l ar reasons
Your suspense fi l e shoul d contai n tab cards wi th
ti tl es that i ndi cate the reason each acti on was deferred.
I f, i n the case of a fi el d change, you requi re addi ti onal
materi al or techni cal assi stance and wi l l not be abl e to
compl ete the fi el d change wi thi n 30 days, you must
submi t a deferral (OPNAV 4790/2K) vi a the mai n-
tenance data system (MDS). Note thi s on the ti ckl er fi l e
card. When the probl em that caused you to suspend the
acti on or report i s corrected and you have compl eted the
2-6
Figure 2-2.Sample correspondence tickler file card.
acti on or report, pl ace
compl eted acti on fi l e.
Completed Action File
the ti ckl er fi l e card i n the
The compl eted acti on fi l e contai ns al l of the
correspondence ti ckl er fi l e cards on whi ch acti on has
been compl eted. I t serves as your record of acti ons you
have taken or reports you have compl eted. Store routi ng
sl i ps i n the compl eted acti on fi l e by attachi ng them to
thei r matchi ng cor r espondence ti ckl er fi l e car d.
Annotate the seri al number of a reporti ng l etter or the
JSN of a compl eted 4790/2K or CK on the bottom of the
correspondence ti ckl er fi l e card for use as a future
r efer ence.
PUBLICATIONS
You have probabl y had to research, read, or use
vari ous publ i cati ons duri ng your career as an ET.
Your r el i ance on and use of publ i cati ons wi l l
i ncrease as you advance i n rate because you wi l l be
mor e di r ectl y i nvol ved i n pl anni ng, i nspecti ons,
reports, and so on.
Today, there are more changes to procedures
because of the ever -i ncr easi ng sophi sti cati on of
our fl eet. I n addi ti on, many of our tr adi ti onal
procedures are out-of-date i n todays si tuati ons. As a
resul t, we need to read current publ i cati ons and keep
them for use as reference materi al as we work wi th new
technol ogi es.
REQUIRED PUBLICATIONS
Requi red publ i cati ons are not l i sted i n thi s chapter.
However, you can fi nd them l i sted i n the TYCOM
Admi ni strati on and Materi al I nspecti on Li sts; the
Electronics I nstallation and Maintenance Book
(ELWB), General (NAVSEA SE000-00-EI M-100); and
E I MB, Gener al Mai ntenance ( N A V S E A
SE000-00-EI M-160).
The fi rst step i s to see what publ i cati ons your
di vi si on has and i f they are useful , up-to-date, requi red,
and so on. After you know what publ i cati ons you l ack,
see i f another di vi si on has them or pl ace them on order
as soon as possi bl e.
Keep onl y the number of copi es you real l y need,
because storage space on a shi p i s scarce. I n addi ti on,
i f you have too many pubs, updati ng or maki ng changes
to them can be qui te a probl em. Mai ntai n a master
publ i cati on i nventory (wi th l ocati ons of i ndi vi dual
pubs noted). Al so, for each subject publ i cati on i n the
el ectroni cs di vi si on, mai ntai n a fi l e card, such as the
2-7
one shown i n fi gure 2-3 (OPNAV 5070/11). These
record cards wi l l hel p you effi ci entl y mai ntai n an
up-to-date and compl ete i nventory of publ i cati ons.
TECHNICAL LIBRARY
Whether you are on a smal l or l arge shi p, some type
of di vi si on techni cal l i br ar y for techni cal pubs,
reference pubs, trai ni ng pubs, handbooks, and so on,
shoul d exi st.
Besi des the publ i cati ons al ready menti oned, your
tech l i brary shoul d have at l east one up-to-date copy of
each appl i cabl e equi pment (and systems) techni cal
manual .
Assi gn at l east one petty offi cer to mai ntai n the
di vi si ons ready reference l i brary (tech l i brary). Assi gn
a second person as a backup so that your tech l i brary
wi l l stay current i f the assi gned tech l i brary petty offi cer
i s absent.
VALIDATION AND INVENTORY
Just as wi th other publ i cati ons, you shoul d have a
master i nventory of the tech l i brary publ i cati ons. The
publ i cati on record and i nventory card, OPNAV 5070/11
(fi g. 2-3), wi l l hel p the tech l i brary petty offi cer keep
track of publ i cati ons (i ssued, on hand, and so on). When
changes to publ i cati ons arri ve, you can consul t the
record cards for the l ocati on and quanti ty of publ i cati ons
requi ri ng changes. I n thi s way you can ensure that al l
your publ i cati ons recei ve changes as they shoul d.
As publ i cati ons become unusabl e because of
extensi ve wear and damage, order new publ i cati ons
(and changes) to repl ace them. I ssue these repl acements
to work center personnel as necessary to avoi d
confusi on; be sure the ol d publ i cati ons are di scarded
after the new publ i cati ons have been recei ved. (Be sure
to abi de by securi ty regul ati ons as you di scard
publ i cati ons.)
There are several methods used i n setti ng up and
mai ntai ni ng a tech l i brary. Publ i cati ons NWP-0 and the
I MA Library Guide (S8800-00-GI P-000) pertai n to
major techni cal l i brari es. However, appl i cabl e secti ons
of the manual s may hel p you wi th your l ocal si tuati on.
Another probl em of mai ntai ni ng publ i cati ons i s
keepi ng them updated. Of real hel p to you wi l l be the
Navy Stock List of Publications and Forms, NAVSUP
2002, and the Enhanced-Shi ps Techni cal Publ i cati ons
System (E-STEPS) products.
The NAVSUP 2002 i s a master set of mi crofi che,
i ssued quarterl y, that l i sts most Navy publ i cati ons and
forms. Each edi ti on supersedes and repl aces the enti re
previ ous edi ti on. The NAVSUP 2002 contai ns three
major secti ons:
1. Forms
2. Publ i cati ons
3. Naval techni cal di recti ves
Thi s mi crofi che set provi des status i nformati on
such as cancel ed, cancel ed-no supersedi ng stock
numbers, cancel ed-i ncor por ated i n basi c stock
number , repl aced by, and effecti ve dates.
The Enhanced Ships Technical Publications System
(E-STEPS) i s al so a master set of mi crofi che. Several
E-STEPS data products contai n i nformati on concerni ng
techni cal documentati on supporti ng general documents;
shi ps sel ected r ecor ds; shi ps el ectr oni cs; hul l ,
mechani cal and el ectri cal (HM&E) and ordnance
systems; and equi pments under the cogni zance of the
Naval Sea Systems Command (NAVSEA) and the
Space and Naval War far e Systems Command
(SPAWAR). The Publication Applicability List (PAL) i s
one of the products of E-STEPS. Thi s mi crofi che set i s
used to determi ne the publ i cati on needs of the shi p/shore
stati on to whi ch i t appl i es. The PAL i s an i mportant key
to i denti fyi ng the techni cal manual you need. I t appl i es
to NAVSEA and SPAWAR techni cal manual s for
systems and equi pments reported to be i nstal l ed on your
shi p. The PAL l i sts publ i cati ons that appl y to, but are not
requi red for, your shi p.
Another publ i cati on you wi l l need for operati ng a
techni cal l i br ar y i s the Technical Manual I dentification
Numbering System (TMI NS) Appl i cati on Gui de and
I ndex, M0000-00-I DX-000/TMI NS. Thi s publ i cati on i s
the sol e r efer ence handbook for al l component
commands i nvol ved wi th the composi ti on, constructi on,
i nterpretati on, or assi gnment of techni cal manual or
associ ated techni cal document i denti fi cati on numbers.
Thi s gui de wi l l hel p you understand how the TMI NS
numbers appl y to the new publ i cati on numberi ng
system.
A publ i cati on used to fi nd current l i sti ngs for
i nstructi ons by Washi ngton, D. C., headquarters
organi zati ons i s the Department of the Navy Directives
I ssuance System Consol i dated Subject I ndex,
NAVPUBI NST 5215.1. Thi s i ndex has a l i sti ng of
i nstructi ons i ssued by Washi ngton, D. C., headquarters
organi zati ons. I t i s a numeri cal l y i ndexed and di vi ded
2-8
Figure 2-3.Publication record and inventory card (5x7) OPNAV 5070/11.
2-9
by subject to ai d i n i denti fyi ng acti ve naval i nstructi ons.
The i ndex i s di vi ded i nto four secti ons:
1.
2.
3.
4.
Al phabeti cal l i sti ngl i sts i nstructi ons by subject
con ten t
Numeri cal l i sti ngl i sts i nstructi ons fi rst by
sponsor, then i n numeri cal sequence
Recentl y cancel ed and/or superseded i nstruc-
ti onsl i sts al l i nstructi ons recentl y cancel ed by
the sponsor
Navy i mpl ementati on of Department of Defense
(DOD) i ssuancesprovi des a cross-reference
l i sti ng to assi st acti vi ti es requesti ng DOD
i ssuances
MAINTAINING TECHNICAL MANUALS
Mai ntai ni ng your techni cal manual s so they are
up-to-date i s as i mportant as mai ntai ni ng any other
val uabl e tool . Your techni cal manual s must refl ect the
actual equi pment confi gurati ons that you have at your
command. An out-of-date manual or a manual that does
not refl ect any changes that may have been made to your
equi pment may prove to be usel ess when you try to
i sol ate probl ems.
Changes or update i nformati on you recei ve to
NAVSEA techni cal manual s wi l l be i n one of three
forms: 1) Advance Change Noti ce (ACN), 2) Permanent
Change, or 3) Revi si on. After recei vi ng any change or
update to a tech manual , you shoul d fi rst ensure that the
Fi el d Change, ORDALT, SHI PALT and so forth, i s
i nstal l ed i n your equi pment. I f you i ndi cate a change i n
a manual that i s not made i n the equi pment, the manual
wi l l be i ncorrect. Maki ng an i ncorrect change to a
techni cal manual i s as bad as not maki ng a change when
one i s r equi r ed.
Advance Change Notice (ACN)
An ACN i s i ssued when there i s an urgent need to
add, correct, or expand i nformati on i n a techni cal
manual to prevent i njury or death to personnel or
damage to equi pment. The ACN i s i ssued by the
responsi bl e NAVSEA techni cal acti vi ty i n response to a
known need for i mmedi ate correcti ve acti on.
An ACN may be i ssued as a naval message, a l etter,
a NAVGRAM, or i n an Engi neeri ng I nformati on
Bul l eti n (EI B).
When you recei ve an ACN, you shoul d do the
fol l owi ng:
1. Determi ne whether or not the ACN appl i es to
your techni cal manual .
2. I f i t does appl y, enter the changes i nto your
techni cal manual .
3. Record the entry on the Record of Changes page.
Permanent Change
Permanent changes are i ssued to add system or
equi pment confi gurati on vari ati ons and new procedures
and to change exi sti ng procedures. They are al so used
to hi ghl i ght outstandi ng ACNs and to correct other
reported defi ci enci es.
Most permanent changes to techni cal manual s are
i denti fi ed by a verti cal l i ne, known as a change bar,
extendi ng al ong the margi n of the changed materi al .
When changes to an enti re part, chapter, or secti on are
made, a change bar wi l l not be present.
When you recei ve a Permanent Change, you shoul d
take the fol l owi ng steps:
1.
2.
3.
4.
5.
6.
Determi ne whether or not the change appl i es to
the techni cal manual for your system/equi pment
confi gurati on.
Check the Permanent Change Package agai nst
the Change I nstructi on Sheet and the Li st of
Effecti ve Pages to be sure you have a compl ete
set of change pages.
Add repl acement pages and new pages, and
r emove r epl aced pages accor di ng to the
i nstructi ons that come wi th the change package.
Record the entry on the Record of Changes page.
Destroy the removed pages accordi ng to your
l ocal di sposal i nstructi ons.
I nsert the Change I nstructi on Sheet i mmedi atel y
fol l owi ng the ti tl e page.
Revision
A revi si on i s a second or l ater edi ti on of a techni cal
manual . A revi si on i s i ssued whenever i t i s necessary to
change the majori ty of pages i n an exi sti ng manual . A
r evi si on may be r equi r ed because of har dwar e
modi fi cati on, because of a defi ci ency that affects a l arge
part of the manual , or because a change of system
confi gurati on resul ts i n one vol ume or part of a
mul ti vol ume or mul ti part set bei ng revi sed.
When you recei ve a techni cal manual revi si on, you
shoul d:
1. Veri fy that the revi sed manual appl i es to your
shi p, system, or equi pment confi gurati on.
2-10
2. Destroy any superseded edi ti on accordi ng to
your l ocal di sposal procedures.
As supervi sor you shoul d ensure that the personnel
who manage the techni cal l i brary, or functi on as
techni cal manual coordi nators for the work centers,
shoul d be knowl edgeabl e, responsi bl e, and wi l l i ng to
hel p others. I t i s a job for personnel who understand
the val ue of tool s, the need to safeguard them, and the
need to pl ace them i n the hands of the users who need
them. Such management wi l l pl ay a vi tal rol e i n
mai ntai ni ng the operati onal readi ness or your com-
mand.
I n thi s chapter we were unabl e to gi ve al l the
i nformati on you wi l l need on the job. But we have tri ed
to provi de basi c i nformati on and references to hel p you
mai ntai n a good reference techni cal l i brary.
PERSONNEL MANNING
Personnel manni ng wi l l be a pri me concern of the
EMO; however, you wi l l more than l i kel y be qui te
i nvol ved wi th per sonnel manni ng wi thi n your
di vi si on. A di vi si on must have the correct manni ng
l evel s to functi on pr oper l y, fi l l i ng the needs of
equi pment mai ntenance and other shi pboar d
functi ons, such as general quarters watch stati ons.
Manpower requi rements are normal l y accounted for
by the Navy manpower r equi r ements system
(NMRS).
Thi s secti on of the chapter wi l l gi ve you a back-
ground i n Navy manni ng and
whi ch to work.
THE SHIP MANPOWER
DOCUMENT (SMD)
the personnel tool s wi th
(MANNING)
To effecti vel y manage manpower and personnel ,
the Navy needs an accurate i denti fi cati on of shi p
manpower requi rements. The mai n functi on of the
shi p manpower document (SMD) and prel i mi nary
shi p manpower document (PSMD) programs i s to
document manpower requi rements. Thi s i s done i n
ter ms of quanti ty and qual i ty (such as ski l l s,
ex per i en ce l ev el s , an d s peci al i zed tr ai n i n g),
requi red to perform mi ssi on requi rements speci fi ed
i n the requi red operati onal capabi l i ti es (ROC) and
pr ojected oper ati onal envi r onment (POE) state-
ments.
An ROC statement l i sts al l requi red operati onal
capabi l i ti es (ROCs) for a cl ass of shi ps, a type of ai rcraft
squadron, or other uni t as assi gned by the CNO.
Exampl e:
ROC 1.
2.
SU BROC 1.
2.
Engage submari nes wi th anti sub-
mari ne armament.
Engage ai rborne threats usi ng
surface-to-ai r armament.
Attack wi th torpedoes.
Engage ai rborne threats usi ng
i nstal l ed AA weapons.
A POE statement i s a l i sti ng of the most demandi ng
condi ti ons (warti me and peaceti me) of operati on for
whi ch a uni t must be manned.
Exampl e: At sea i n warti me, capabl e of performi ng
al l offensi ve and defensi ve functi ons si mul taneousl y
whi l e i n Readi ness Condi ti on 1; capabl e of performi ng
other functi ons that are not requi red to be accompl i shed
si mul taneousl y.
The SMD i s devel oped i n si x phases: data
col l ecti on, wor kl oad standar ds devel opment or
val i dati on, generati on of a prel i mi nary statement of
requi red bi l l ets, fl eet revi ew, publ i cati on of fi nal bi l l ets,
and i mpl ementati on. The Navy manpower requi rements
system provi des automated data processi ng support for
each of these phases.
I f a shi p i s moderni zed duri ng i ts servi ce l i fe
(equi pment or systems updated or added), the SMD
pr ovi des a means for deter mi ni ng manpower
requi rements for the modi fi ed systems or mi ssi on.
The NMRS can generate an SMD to i denti fy bi l l ets
needed to oper ate and mai ntai n new weapons,
equi pments, and systems, far enough i n advance of fl eet
i ntroducti on to provi de trai ned personnel both when and
where they are needed.
I n addi ti on, the shi pboard managersfrom the
commandi ng offi cer down to the LPOscan use the
SMD as an effecti ve source document. Si nce i t has
detai l ed watch stati on requi rements, i t can serve as the
basi s for the establ i shment of a battl e organi zati on and
watch bi l l for speci fi c condi ti ons of readi ness.
DESCRIPTION OF THE SMD
We have di scussed the i mportance of the SMD as
an el ement of the Navy manpower management process.
I t presents the basi c manpower requi rements summary
i n seven secti ons as fol l ows:
Secti on I Offi cer bi l l et summary. Consol - i dates
offi cer requi rements i nto a si ngl e
secti on.
2-11
Secti on I I Manpower summary. Shows the number
of offi cer, enl i sted, and ci vi l i an manpower
requi rements at the deprtmental l evel .
Secti on I I I Manpower requi rements. Di spl ays the
shi p manpower r equi r ements by
organi zati onal component.
Secti on I V Battl e bi l l . Shows watch stati on
r equi r ements for each condi ti on of r eadi ness
prescri bed i n the requi red operati onal
capai l i ty (ROC) and projected operati onal
envi ronment (POE) statements.
Secti on V Functi onal wor k l oad. Pr ovi des a
summary of al l workl oads, by category,
that contri buted to the bi l l et requi rements
i n each organi zati onal component.
Secti on VI Di vi ded i nto three parts as fol l ows:
Part O I -Summary of offi cer manpower
offi cer bi l l ets by desi gnator and
paygrade al ong wi th total s for both.
(These are shi pwi de and not rel ated to
organi zati onal components.)
Par t 02Su mma r y of en l i s ted
manpower requi rements. Si mi l ar to
Part 01, but more detai l ed. Thi s secti on
i ncl udes a summary for each rati ng
group (for exampl e, DS, ET, FC, OS,
and RM) i n al phabeti cal or der ,
showi ng pri mary and secondary NECs
and paygrades. At the end of the
secti on, there i s a summary for the
enti re acti vi ty summari zed by pay-
grade onl y. As i n Part 01, the total s and
subtotal s are shi pwi de and not rel ated
to the organi zati onal structure. See
fi gure 2-4.
Part 2ASummary of enl i sted man-
requi rements. Provi des a summary of
power requi rements by department.
Figure 2-4.Sample page from ship manning document (Section VI [Part 02]).
2-12
Secti on VI I
Summari zes paygrades by each organi za-
ti onal component showi ng the total s for
each di vi si on and department. There i s a
si ngl e- l i ne entry for each ski l l l evel (rati ng,
paygrade, pri mary NEC, and secondary
NEC) at the di vi si on l evel . Each
department starts at the top of a new page.
Summary of organi zati onal manpower
requi rements. A three-part secti on that
s u mmar i zes an d di s pl ay s bi l l et
i nfor mati on contai ned i n pr evi ous
s ecti on s .
Part I Shows the offi cer, chi ef petty
offi cer (E-7, E-8, and E-9), and other
enl i sted bi l l ets i n the document.
Part I I Shows the apporti onment of
enl i sted ski l l s by paygrade, i ncl udi ng
p etty of f i cer s (E -4 a n d a bov e),
desi gnated str i k er s (for exampl e,
DSSN, E TSN, a n d FCSN), a n d
nonrated personnel (for exampl e SN
and FN).
Part I I I -Shows paygrade summary of
al l enl i sted bi l l et requi rements on a
shi pwi de basi s. Thi s summar y i s
i denti cal to that shown at the end of
Secti on VI (Part 02).
MANPOWER AUTHORIZATION (MPA)
Even though you wi l l probabl y not be di rectl y
i nvol ved wi th manpower authori zati on changes, you
s h ou l d h av e s ome k n owl edge of man power
authori zati on.
The SMD (shi p manpower document) di scussed
earl i er i s the basi s for the Manpower Authori zati on
(MPA), OPNAV 1000/2 (fi g. 2-5). Proper cl assi fi cati on
of authori zed bi l l ets i s extremel y i mportant i n defi ni ng
the Navys overal l manpower requi rements. The
numbers of bi l l ets throughout the Navy are summed by
the vari ous cl assi fi cati on categori es. These fi gures
provi de the basi s for recrui ti ng, trai ni ng, and promoti ng
Navy personnel .
Figure 2-5.Sample page from the Manpower Authorization.
2-13
The Navy must produce the maxi mum combat
readi ness wi th the dol l ar resources avai l abl e. For thi s
reason, and because of the hi gh cost of manpower, each
bi l l et requi rement must be stated at the mi ni mum ski l l
and exper i ence l evel s necessar y for sati sfactor y
performance of bi l l et functi ons.
Bi l l et revi ews are conducted peri odi cal l y at the
CNO l evel . I n these revi ews, deci si ons are made based
upon the exi sti ng cl assi fi cati on of each bi l l et as
i ndi cated on Manpower Authori zati ons (OPNAV Form
1000/2, previ ousl y expl ai ned.) I mproperl y cl assi fi ed
bi l l ets become the l owest pri ori ty bi l l ets i n the category
i n whi ch they are cl assi fi ed. Consequentl y, i f the
objecti ve i s to del ete or redi stri bute bi l l ets, i mproperl y
cl assi fi ed bi l l ets are pri me candi dates for del eti on or
reprogrammi ng.
The manpower r equi r ements and manpower
cl assi fi cati ons wi thi n each Navy acti vi ty are speci fi cal l y
revi ewed at the acti vi ty l evel annual l y to ensure the
del eti on of unnecessary bi l l ets or posi ti ons and the
proper cl assi fi cati on of each authori zed bi l l et or
posi ti on. I f changes ar e r equi r ed, a Manpower
Authori zati on Change Request (OPNAV 1000/4A) i s
submi tted. I f changes to the desi gnator rati ng, grade, or
number of bi l l ets and/or posi ti ons are requested, the
requests must be justi fi ed i n terms of changes i n mi ssi on,
functi on, and task, as contai ned i n the requi red
oper ati onal capabi l i ty (ROC) or shor e r equi r ed
operati onal capabi l i ti es (SHOROC) statement. I f a bi l l et
i s currentl y cl assi fi ed i mproperl y, the mi scl assi fi cati on
must be expl ai ned.
Manpower Authori zati on Change Requests are
normal l y submi tted annual l y. More frequent requests
must be justi fi ed on the basi s of changes i n mi ssi on or
functi ons beyond the control of the acti vi ty.
Val i d requi rements for bi l l et changes that wi l l
requi re the movement of personnel must be i denti fi ed
and requested as earl y as feasi bl e to permi t orderl y
personnel management. Normal l y, 5 to 9 months ti me
i s requi red after fi nal bi l l et approval before new or
changed bi l l ets can be fi l l ed wi th personnel . Manpower
Authori zati on Change Requests that i nvol ve an acti vi ty
reorgani zati on are pl anned and submi tted on the basi s
of the exi sti ng number of bi l l ets.
The Bi l l ets Authori zed (BA) col umn on the MPA
(refer to fi g. 2-5, bl ock 32) i ndi cates the bi l l ets
authori zed by the CNO. The quanti ty assi gned to each
bi l l et authori zed on the MPA i s normal l y the same as the
cor r espondi ng bi l l et i n the SMD. SMD bi l l et
requi rements, whi ch are not i ncl uded i n the Bi l l et
Authori zed (BA) col umn on the MPA, are entered on
the MPA as Mobi l i zati on Bi l l ets, the majori ty of whi ch
wi l l be refl ected i n the Sel ected Reserve col umn (SR -
bl ock 39).
What does al l of thi s mean to you? You as a
supervi sor, pl ay a very i mportant part i n the process. You
must conti nual l y work wi th your personnel speci al i st to
ensure that bi l l et and personnel requi rements for your
shop ar e accur atel y r efl ected i n shi p manni ng
documents. By k eepi ng your shops manni ng
requi rements up to date, you wi l l hel p to keep your
shi ps manni ng requi rements up to date.
Check the MPA to ensure that al l of the Navy
enl i sted cl assi fi cati ons (NECs) l i sted i n the MPA that
pertai n to your shop are current and correct. I t i s
especi al l y i mportant to make sure that the NECs
requi red to support new i nstal l ati ons are requested and
that ol d NECs no l onger requi red are del eted. Have a
Short Form Change Request to the MPA submi tted when
you fi nd a di screpancy.
Wh en ev er y ou wor k wi th th e MPA, u s e
OPNAVI NST 1000.16, Manual of Navy Total Force
Manpower Policies and Procedures as a reference.
Ar ti cl e 903 contai ns al l of the i nfor mati on and
procedures necessary to i ni ti ate a Short Form Change
Request (mi l i tary onl y).
ENLISTED DISTRIBUTION AND
VERIFICATION REPORT (EDVR)
An EDVR i s a statement of an acti vi tys personnel
accounthow many assi gned, what rates, what NECs,
and so on. The Enl i sted Personnel Management Center
(EPMAC) publ i shes an up-to-date EDVR for every
command monthl y. You wi l l see and use the EDVR
often, more so than the MPA or SMD. As an ET1 or ETC,
you wi l l work cl osel y wi th the EMO to determi ne NEC
manni ng and personnel l osses and gai ns, and to i ni ti ate
any necessary changes to the EDVR.
The purpose of the EDVR i s to provi de
l
l
l
l
a rate or NEC summary of the current and future
manni ng status of the acti vi ty,
a common reference poi nt i n any di scussi on of
manni ng status between the manni ng or detai l i ng
control authori ti es and the acti vi ty,
a statement of account for veri fi cati on by the
acti vi ty, and
a permanent hi stori cal record at the Bureau of
Naval Personnel (BUPERS) of an acti vi tys
2-14
personnel account for stati sti cal uses and overal l Secti on 2.
Navy manni ng.
The EDVR pri ntout i s di vi ded i nto ni ne secti ons.
Secti ons 1 through 3 contai n i nformati on on members
that has been extracted from the acti vi ty account and that
requi res speci al attenti on or acti on by the acti vi ty.
Secti on 4 contai ns the total personnel account of the
Secti on 3.
acti vi ty, i ncl udi ng those members refl ected i n secti ons
1 through 3. Secti ons 5 through 8 contai n onl y stati sti cal
Secti on 4.
and authori zed bi l l et i nformati on. Secti on 9 contai ns
i nformati on about NEC management; i t l i sts names and
up to fi ve NECs that the servi ce member may hol d.
The fol l owi ng l i st wi l l provi de you wi th a basi c
descri pti on of each secti on of the EDVR:
Secti on 1. Pr ospecti ve Gai ns (PG). Li sts al l
members who have currentl y been
Secti on 5.
ordered to report to your acti vi ty wi thi n
the next 7 months.
Prospecti ve Losses. Li sts al l members
who shoul d have been detached or are
expected to be detached fr om the
acti vi ty wi thi n the next 7 months. Career
and noncareer EAOS (end of acti ve
obl i gated servi ce) l osses are al so l i sted.
Personnel On Board for Temporary
Duty or Assi gned i n a Deserter Status.
Total Personnel On Board and Rati ng
NEC Summary. Li sts al l members i n the
acti vi tys personnel account, regardl ess
of thei r l oss, gai n, or duty status. When
a member al so appears i n one of the
three precedi ng secti ons, the secti on i n
whi ch the member i s l i sted i s di spl ayed
i n i tem AA of the EDVR. See fi gure 2-6.
Personnel Status Summary. A numeri cal
summary of the acti vi tys personnel
account showi ng authori zed bi l l ets, the
Figure 2-6.Example of EDVR format (Section 4).
2-15
Secti on 6.
Secti on 7.
Secti on 8.
Secti on 9.
Navy manni ng pl an (NMP), and
members on board the acti vi ty.
NEC Summar y. A summar y of an
acti vi tys authori zed NEC bi l l ets and the
members on board or expected on board
who possess those NECs.
CNO Bi l l ets Author i zed Revi si on
Number XXXXX dated yr/mo/da. The
i nformati on contai ned i n thi s secti on i s
i denti cal to the Summary of Organ-
i zati onal Bi l l ets appear i ng i n the
acti vi tys Manpower Author i zati on
(MPA) OPNAV Form 1000/2.
NEC Bi l l et/Personnel I nventory. Li sts
NECs for whi ch the acti vi ty has
authori zed bi l l ets and members who
hol d these bi l l ets.
NEC Management Secti on. Li sts the
names of the acti vi tys personnel who
hol d NECs, and l i sts up to fi ve NECs per
i ndi vi dual .
As a supervi sor, you shoul d l earn to read and use
the EDVR. I t wi l l provi de you val uabl e i nformati on to
use i n provi di ng proper manni ng for your shi p. The
format and procedures for val i dati ng the EDVR are
shown i n NAVMI LPERSCOMI NST 1080.1.
MAINTENANCE MATERIAL
MANAGEMENT (3-M)
RESPONSIBILITIES
By thi s poi nt i n your career, you shoul d have an
extensi ve knowl edge of the 3-M Systems and shoul d
fol l ow thei r requi rements automati cal l y. As an ET1 or
ETC, you shoul d know the ful l use of the 3-M Systems
and must ensure that your personnel compl y wi th the
3-M Systems requi rements.
To revi ew the mechani cs of the 3-M Systems, we
recommend that you read the Shi ps 3-M Systems
chapter of the Military Requirement for Petty Officer
Third Class once agai n. Thi s parti cul ar chapter of the
Military Requirements for Petty Officer Third Class
provi des an excel l ent descri pti on of the 3-M Systems;
however, the offi ci al reference for the 3-M Systems i s
OPNAVI NST 4790.4. You may al so wi sh to read
lntroduction to 3-M Systems, NAVEDTRA 13092. Thi s
text gi ves a short, but very i nformati ve expl anati on of
3-M Systems and procedures.
SHIP CONFIGURATION AND LOGISTIC
SUPPORT INFORMATION SYSTEM
(SCLSIS)
The structure of a shi p, defi ned i n terms of onboard
systems and equi pment, i s referred to as the shi ps
confi gur ati on. The abi l i ty to defi ne a shi ps
confi gurati on accuratel y i s cri ti cal i n mai ntai ni ng
proper shi pboard support. Navy managers responsi bl e
for the operati on, mai ntenance, modi fi cati on, and
l ogi sti cs support of both shi ps and equi pment need to
r ecei ve accur ate confi gur ati on data i n a ti mel y manner .
To ensure the avai l abi l i ty of thi s data, many Navy
managers i n the past devel oped thei r own i nformati on
systems for gatheri ng and processi ng confi gurati on
data. Wh i l e th os e s y s tems s ati s fi ed s peci fi c
r equi r ements, each r equi r ed mai ntenance and
organi zati onal support. The mul ti pl e systems al so
i mposed redundant reporti ng responsi bi l i ti es on the
fl eet. Managers who l acked the resources to devel op
thei r own confi gurati on i nformati on system were forced
to col l ect data from the several exi sti ng systems. Thi s
produced i nconsi stent resul ts and i nterface probl ems
because of di fferent program l anguages or equi pment
i ncompati bi l i ti es. The need to provi de al l managers wi th
a si ngl e, standard source of accurate shi p confi gurati on
data and to reduce fl eet reporti ng to a si ngl e requi rement
l ed to the devel opment of the Shi p Confi gurati on and
Logi sti cs Support I nformati on System (SCLSI S).
SCLSI S repl aced the CNO-sponsored program,
Shi p Equi pment Confi gurati on Accounti ng System
(SECAS), i n 1989. SCLSI S appl i es to al l shi ps of the
acti ve and reserve fl eets, except for fl eet bal l i sti c mi ssi l e
submari nes (SSBNS) and nucl ear propul si on systems. I t
covers the l i fe cycl e of the shi p, starti ng duri ng i ts
constr ucti on.
Depar tment of the Navy Confi gur ati on
Management Policy, SECNAVI NST 4130.2, assi gns to
the Naval Sea Systems Command (NAVSEA) the
responsi bi l i ty for mai ntenance and control of shi ps
confi gur ati on data, i ncl udi ng r el ated pl atfor ms,
systems, and equi pments. I t al so requi res that a si ngl e
acti vi ty be desi gnated as the shi p cl ass control authori ty
for confi gurati on data i nput and changes to the Weapon
Systems Fi l e/Shi p Confi gurati on and Logi sti c Support
I nformati on (WSF/SCLSI ) Database. The WSF/SCLSI
Database i s mai ntai ned by the Shi ps Parts Control
Center (SPCC) i n Mechani csburg, Pennsyl vani a.
The term weapon systems file refers to the parts
l evel , parts i nventory porti ons, and rel ated secondary
shi p component l evel confi gurati on data fi l es of the
2-16
Weapon Systems Fi l e (WSF). The SCLSI database,
whi ch was formerl y the WSF Downl oad database, i s the
master confi gurati on fi l e for al l Navy shi ps.
SCLSIS Data Input Path
Data i s put i nto SCLSI S accordi ng to 3-M reporti ng
procedures. The data fl ow i s from the shi p to the
TYCOM and then to the Central Data Exchange (CDE)
at the Naval Sea Logi sti cs Center (NAVSEALOGCEN).
The CDE consol i dates the confi gurati on and l ogi sti cs
data and routes i t to the appropri ate Confi gurati on Data
Manager (CDM). Fi gure 2-7 shows the SCLSI S data
fl ow for an operati onal shi p.
The CDM i s the si ngl e acti vi ty responsi bl e for the
accuracy and mai ntenance of the confi gurati on data for
a shi p cl ass. Al l data entri es i nto the WSF/SCLSI
database are made di rectl y by the CDM. The CDM
conducts any research necessary on i nformati on
submi tted for i ncl usi on i n the database and then updates
the SCLSI database.
As custodi an of the SCLSI database, SPCC
processes transacti ons as di rected by the CDM,
cal cul ates al l owance changes and extracts rel ated
suppl y support i nformati on. Al l SCLSI database
updates, whether i ni ti ated by the shi p or the CDM, cause
an output from the SCLSI database to go to the shi p.
SPCC al so passes back to the shi p al l suppl y support
changes, i ncl udi ng new and revi sed Al l owance Parts
Li sts (APL), and Nati onal I tem I denti fi cati on Number
(NI I N) changes. Response to Coordi nated Shi pboard
Al l owance Li st (COSAL) Feedback Reports are passed
from the SPCC to the shi p i n the same process. I n
addi ti on, the data base provi des Shi pboard Nontacti cal
ADP Program (SNAP) databases and data to other fl eet
and shor e acti vi ti es who r equi r e author i tati ve
confi gurati on and l ogi sti cs i nformati on.
Scope of SCLSIS
Th e s cop e of SCL SI S i n cl u d es a l l con -
fi gurati on-worthy i tems necessary for the operati on,
Figure 2-7.SCLSIS Organizational Data Flow (Operational Ships).
2-17
2.
mai ntenance, moderni zati on, and support of shi pboard
equi pment.
An i tem i s consi dered confi gurati on-worthy i f
1. I t requi res any one of the fol l owi ng el ements of
l ogi sti cs support: suppl y support, test equi pment
requi rements, techni cal manual s and repai r
standards, Pl anned Mai ntenance System acti ons
or drawi ngs.
Confi gurati on i nformati on (for exampl e,
namepl ate data, techni cal characteri sti cs data,
component drawi ng) i s requi red to support any
l ev el of mai n ten an ce (or gan i zati on al ,
i ntermedi ate, or depot), and moderni zati on
(pl anni ng and executi on).
3. I t i s needed to ful l y descri be the functi onal
hi erarchy of the shi p.
Wi thi n NAVSEA TECHNI CAL SPECI FI CATI ON
9090-700 ser i es, whi ch gover ns SCLSI S, shi p
confi gurati on i denti fi cati on and data control s are
di vi ded i nto four I evel s of detai l , kept as fol l ows:
1. Shi p Level Confi gurati on. The Pl anni ng Yard
mai ntai ns shi p l evel confi gurati on i nformati on
wi th general arrangement drawi ngs and vari ous
shi p l evel records such as wei ght and stabi l i ty
anal ysi s.
2. System Level Confi gurati on. The Pl anni ng Yard
mai n tai n s s y s tem l ev el con fi gu r ati on
i nfor mati on wi th system sel ected r ecor d
drawi ngs and confi gurati on control drawi ngs.
3. Component Level Confi gurati on. The SPCC
mai ntai ns component l evel confi gurati on data,
al ong wi th shi p and system l evel confi gurati on
data i n the SCLSI database.
4. Parts Level Confi gurati on. The Li fe Cycl e
Manager (LCM) and the SPCC mai ntai n parts
l evel confi gurati on data i n the Equi pment Fi l e of
the WSF.
Validation and Audits
Val i dati ons and audi ts are basi cal l y i nventori es and
ar e gr ouped i nto sever al basi c categor i es. Each
val i dati on or audi t may requi re vari ous amounts of effort
and ti me to compl ete. The basi c val i dati ons and audi t
categori es i ncl ude:
1. Basel i ne Val i dati on. An i nventory process that
compares, by type and seri al number, what
equi pment i s on board a shi p wi th what suppl y
2.
3.
4.
documents i ndi cate shoul d be on board the shi p.
The purpose of the val i dati on i s to establ i sh a
data basel i ne agai nst whi ch future i nventori es
and equi pment changes can be compared. The
basel i ne data accounts for ori gi nal equi pment
confi gurati ons, as wel l as al terati ons. Basel i ne
Val i dati ons are conducted for the fi rst shi ps of a
cl ass and are used to produce the shi p Cl ass
Standard Data Base (CSDB). Confi gurati ons for
future shi ps of the cl ass are based on the CSDB.
Audi ts. A sampl i ng val i dati on performed to
ensure that confi gurati on and l ogi sti cs data i n
the SCLSI database i s accurate.
Correcti on Val i dati on. An i nventory conducted
on i tems fl agged duri ng a previ ous audi t because
of some i denti fi cati on or records probl em. Thi s
i ncl udes fol l ow-on Cl ar i fi cati on Audi ts to
i denti fy further val i dati on candi dates needed to
update the database.
I n s ta l l a ti on Va l i d a ti on . Ver i f i es th e
cofi gurati on and l ogi sti cs data bei ng reported
for new confi gurati on i tem i nstal l ati ons.
As a supervi sor, you must remember to submi t the
proper 3-M documentati on to the TYCOM when
changes i n the confi gurati on of your shop equi pment
occur. Thi s i s the onl y way that the Confi gurati on Data
Manager wi l l know to put the i nformati on on the
SCLSI 76 database. I f the i nformati on i s not on the
database, you wi l l not get the parts support you need to
ensure proper repai rs.
INSPECTIONS
I nspecti ons of el ectroni c equi pment and di gi tal data
equi pment systems are made at l east once duri ng each
shi ps trai ni ng cycl e and at other ti mes when necessary.
These i nspecti ons determi ne the state of readi ness of
equi pment and compare i ts condi ti on wi th a previ ousl y
establ i shed condi ti on to detect deteri orati on. They al so
hel p determi ne the readi ness of equi pment after i t has
been i nstal l ed, overhaul ed, repai red, or al tered.
INSURV INSPECTIONS
I NSURV i nspecti ons are conducted by the Board of
I nspecti on and Survey to determi ne the materi al readi ness
of the shi ps equi pment and systems. Any di screpanci es or
defi ci enci es di scovered by the I NSURV i nspecti on team
are documented on 4790/2K work requests. These work
requests are then used i n pl anni ng an avai l abi l i ty or
2-18
overhaul . OPNAVI NST 4730.5 requi res an I NSURV
i nspecti on for acti ve shi ps at l east once every 3 years.
TYPE COMMANDERS ADMINISTRATIVE
INSPECTIONS
Type commanders admi ni strati ve i nspecti ons are
hel d at l east once each trai ni ng cycl e and are di vi ded
i nto a whol e shi p category and a department category.
Admi ni strati ve methods and procedures are exami ned
to see i f they are i ntel l i gent and effi ci ent. They are al so
checked to see i f they are di rected toward keepi ng the
shi p prepared for warti me mi ssi on performance.
MATERIAL READINESS INSPECTION
The purpose of these i nspecti ons i s to determi ne the
materi al readi ness of shi pboard equi pment and systems
i nstal l ati ons. These i nspecti ons are conducted once
duri ng each shi ps trai ni ng cycl e and are supervi sed by
an offi cer who i s qual i fi ed i n the parti cul ar equi pment
or system. When practi cal , thi s offi cer wi l l be assi sted
by an engi neer fi ni shed by the systems command
responsi bl e for that equi pment. I n the i nterest of
r educi ng costs and conser vi ng manpower , these
i nspecti ons are normal l y conducted concurrenty wi th,
or as part of, the I NSURV i nspecti on.
The materi al readi ness i nspecti on consi sts of three
speci fi c types of i nspecti ons: performance i nspecti ons,
physi cal i nspecti ons, and mai ntenance admi ni strati on
i nspecti ons.
The performance i nspecti on i ncl udes, but i s not
l i mi ted to, the fol l owi ng acti ons:
1. Maki ng the basi c measurements l i sted on the
MRC for the equi pment and systems desi gnated
by the i nspecti ng offi cer as essenti al to the
pri mary mi ssi on and task of the shi p bei ng
i nspected.
2. Conducti ng system tests on desi gnated systems
at a test and cal i brati on faci l i ty. I f any of these
tests are not done at the ti me or just pri or to the
i nspecti on, they shoul d be done shor tl y
a f ter wa r d s . I n a n y ev en t, a d d i ti on a l
measurements, as noted on system MRCs,
shoul d be taken at the ti me of the system test.
3. Conducti ng i nterference tests to determi ne i f
operati ng the equi pment causes probl ems wi th
other i nstal l ed el ectroni c equi pment or i f i t i s
hampered by i nterference from other el ectroni c
or nonel ectroni c equi pment.
tests al so i denti fy the source
The i nterference
and ampl i tude of
4.
i nterference emanati ng from nonel ectroni c
equi pment.
Li sti ng al l approved modi fi cati ons requi red but
not made, as wel l as al l unauthor i zed
modi fi cati ons.
The physi cal i nspecti on i ncl udes vi sual l y i nspecti ng
and determi ni ng the condi ti on and adequacy of al l
equi pment, cabl i ng, repai r parts, and tool s.
The mai ntenance admi ni str ati on i nspecti on
determi nes i f there i s an establ i shed Procedure for
submi tti ng SCLSI S and OPNAV 4790/2 and 4790/CK
forms. Checks are al so made to ensure that there i s a
procedure for l i sti ng fi el d changes on fi el d change pl ates
and updati ng el ectroni cs publ i cati ons.
Thi s i nspecti on i ncl udes, but i s not l i mi ted to,
checki ng whether the quanti ty and rates of el ectroni cs
personnel on board meet the shi ps al l owance and
whether the el ectroni cs personnel assi gned to the shi p
are capabl e of supporti ng the al l owed equi pment. I t al so
i s used to see i f there i s an establ i shed program for
on-the-job trai ni ng (OJT) as wel l as a program for
sendi ng personnel to fl eet and NMPC-control l ed
el ectroni cs school s.
TEMPEST INSPECTIONS
Compromi si ng emanati ons, general l y referred to as
TEMPEST, ar e uni ntenti onal data-r el ated or
i ntel l i gence-bear i ng si gnal s. These si gnal s, i f
i ntercepted or anal yzed, can di scl ose the cl assi fi ed
i nfor mati on tr ansmi tted, r ecei ved, handl ed, or
other wi se pr ocessed by el ectr i cal i nfor mati on
processi ng equi pment or systems. Any el ectri cal
i nformati on processi ng devi ce, whether an ordi nary
el ectri c typewri ter or a l arge compl ex data processor,
may emi t si gnal s that can be i ntercepted and used to
compromi se securi ty. The Navy hol ds TEMPEST
i nspecti ons to measure these emanati ons and determi ne
how they can be el i mi nated.
There are two types of TEMPEST i nspecti ons. One
i s the i nstrumented TEMPEST survey, an on-si te (fi el d)
test to determi ne the nature and ampl i tude of conducted
or radi ated si gnal s that may contai n compromi si ng
(cl assi fi ed) i nformati on. A fi el d test normal l y i ncl udes
detecti on and measurement of these si gnal s, and
anal ysi s to determi ne correl ati on between emanati ng
si gnal s and cl assi fi ed i nformati on bei ng processed. A
Nati onal Pol i cy Certi fi cati on i s i ssued to the shi p when
the shi ps equi pment has been found to meet the
requi rements of the nati onal pol i cy. Thi s permi ts the
2-19
shi p to operate al l i ts i nformati on processi ng systems
accordi ng to prescri bed procedures. Because of i ts cost,
thi s survey i s usual l y compl eted on onl y one shi p of a
cl ass. The second i nspecti on i s the Vi sual TEMPEST
Confi gurati on Control I nspecti on (VTCCI ), whi ch i s
conducted i ndependentl y or concurrentl y wi th the
i nstrumented TEMPEST survey, to determi ne whether
or not the shi pboard secure el ectri cal i nformati on
processi ng systems are i nstal l ed properl y. Any change,
however mi nor, wi thi n the secure el ectri cal processi ng
center , whether by for ces afl oat or the nor mal
i nstal l ati on acti vi ty, must be made and i nspected
accordi ng to current cri teri a outl i ned i n MI L-STD-1680.
PREOVERHAUL TEST AND INSPECTION
(POT&I)
Preoverhaul i nspecti ons are hel d approxi matel y 10
to 12 months before an overhaul . These i nspecti ons
cover work on combat system i tems to be done duri ng
the upcomi ng overhaul . A preoverhaul i nspecti on
provi des i nformati on used i n devel opi ng pl ans for
overhaul of the shi p. Personnel performi ng thi s
i nspecti on are normal l y from the shi p's home yard.
Personnel from SPAWAR or NAVSEA may al so
perform part of the i nspecti on.
POSTOVERHAUL INSPECTION
The purpose of the pxtoverhaul i nspecti on i s to
furni sh the commandi ng offi cer of the shi p a report on
the condi ti on, capabi l i ti es, and l i mi tati ons of the
shi pboard equi pment and systems. Thi s i nspecti on
i ncl udes new i nstal l ati ons of equi pment and systems,
and the equi pment or systems that were i ncl uded i n the
overhaul job orders.
MAINTENANCE PERIODS, OVERHAULS,
AND ALTERATIONS
Mai ntenance peri ods (al so cal l ed avai l abi l i ti es) and
overhaul s are schedul ed at vari ous ti mes accordi ng to
the needs of the shi p, the fl eet, the type of shi p, and the
avai l abl e funds.
Regul ar overhaul s are normal l y schedul ed about
every 60 months. Doi ng the requi red heavy mai ntenance
and overhaul s that cannot be tended to whi l e the shi p i s
underway usual l y takes 2 to 6 months. Duri ng thi s ti me,
many new el ectroni cs i nstal l ati ons and equi pment or
system overhaul s can be done wi th the assi stance of
yard, tender, or ci vi l i an contract personnel .
FLEET MODERNIZATION PROGRAM
(FMP)
The fl eet moderni zati on program i s a major effort
to ensure that shi ps of the fl eet are as ready as possi bl e
to meet operati onal requi rements.
Each year the Navy re-eval uates i ts mi ssi ons and the
threat faced by i ts forces. Anal ysi s of these factors l eads
to a new statement of requi red operati onal capabi l i ty
(ROC) i n the new projected operati onal envi ronment
(POE) for each cl ass of shi ps. The new ROC and POE
are then used as the basi s for determi ni ng the
characteri sti cs requi red i n new shi ps to be bui l t and the
requi rements for modi fyi ng and moderni zi ng exi sti ng
shi ps. Attai ni ng the requi red operati onal capabi l i ti es to
enabl e every shi p to best carry out i ts assi gned mi ssi ons
i s the pri mary goal that dri ves the fl eet moderni zati on
program (FMP). Other major supporti ng goal s served
by the FMP i ncl ude i ncreasi ng fl eet readi ness by
i mprovi ng safety, repai r, habi tabi l i ty, rel i abi l i ty, and
mai ntai nabi l i ty; and accompl i shi ng the hi ghest pri ori ty
al terati ons i n the most ti mel y manner. The FMP needs
are revi ewed and updated annual l y by both the CNO and
TYCOM. Thi s forms the approved cl ass i mprovement
pl an for each shi p cl ass.
AVAILABILITIES
An avai l abi l i ty i s an assi gnment of a shi p to a repai r
faci l i ty for repai rs beyond the capabi l i ty of the shi ps
force. Besi des regul ar overhaul , several types of
avai l abi l i ti es are assi gned, accordi ng to the needs of the
i ndi vi dual shi p or the fl eet.
Restricted Availability (RAV)
A restri cted avai l abi l i ty (RAV) i s normal l y assi gned
for emergency repai rs of probl ems wi th pri me systems
that prevent the shi p from ful fi l l i ng i ts mi ssi on. When
emergency repai rs to pri mary systems cannot be made
by shi ps force, the commandi ng offi cer can request the
type commander to assi gn a restri cted avai l abi l i ty for
the repai r of these speci fi c systems. Duri ng a restri cted
avai l abi l i ty, the shi p i s rendered i ncapabl e of performi ng
i ts mi ssi on.
Technical Availability (TAV)
A techni cal avai l abi l i ty (TAV) i s used when repai rs
on noncri ti cal systems or equi pment must be made by a
repai r faci l i ty or yard. These repai rs do not affect the
abi l i ty of the
-
shi p to compl ete i ts mi ssi on. I f necessary,
2-20
the shi p can get underway wi thout the system or
equi pment bei ng repai red
I n ter medi ate L ev el Mai n ten an ce Acti v i ty
Avai l abi l i ty (I MAV)
I n ter medi ate l ev el mai n ten an ce acti v i ty
avai l abi l i ti es (I MAVs) i nvol ve repai rs made by ei ther
afl oat repai r acti vi ti es (tenders and repai r shi ps) or shore
i ntermedi ate mai ntenance acti vi ti es (I MAs). Thei r
purpose i s to accompl i sh as much i ntermedi ate l evel
mai ntenance and repai r work as possi bl e wi thi n
workl oad l i mi tati ons, avai l abl e fi nds, and the rel ati ve
pri ori ty of the requi red work. Al though the pri mary
emphasi s of I MA effort i s on repai r work authori zed
SHI PALTs and AERs are undertaken as I MA workl oads
per mi t.
Upkeep Period
The upkeep peri od i s a peri od of ti me i n a port where
the faci l i ti es of a yard or tender are avai l abl e for routi ne
mai ntenance that cannot be done whi l e the shi p i s
underway. Upkeep schedul ed wi th the assi stance of a
tender or repai r shi p i s someti mes cal l ed tender
avai l abi l i ty.
Voyage Repairs
Voyage repai rs are emergency repai rs that must be
made to enabl e a shi p to conti nue on i ts mi ssi on and
whi ch can be done wi thout requi ri ng a change i n the
shi ps operati ng schedul e or the general steami ng noti ce
i n effect. These repai rs normal l y cannot be made by
shi ps force.
SHIPYARD OVERHAUL
Shi ps are assi gned avai l abi l i ti es at shore-based
repai r acti vi ti es as di rected by the Chi ef of Naval
Operati ons. The fi rst schedul ed overhaul i s normal l y
granted to a shi p after an i ni ti al operati ng peri od of about
2 years. Thereafter, schedul ed overhaul s depend on the
shi p type. The amount of ti me i n the shi pyard for these
overhaul s vari es. I f the shi pyard works on a one-shi ft
basi s, the overhaul often requi res 6 months or l onger,
dependi ng on the type of shi p. The empl oyment
schedul e, an operati ng di recti ve furni shed by the type
commander, i ndi cates when a shi p i s schedul ed for
over haul .
Availability Work Package
Development and Modification
For an avai l abi l i ty to be a success, the work to be
done must be cl earl y defi ned i n suffi ci ent ti me to order
materi al and to i ssue the necessary job orders or contract
speci fi cati ons. The defi ni ti on of work requi red i s
obtai ned from the shi ps database, as refl ected i n the
Current Shi ps Mai ntenance Project (CSMP), and from
the resul ts of preoverhaul tests and i nspecti ons
(POT&I ). The work package i s devel oped through a
sequence of events that starts wi th the shi ps CSMP and
resul ts i n an authori zed work package control document
and the ship alteration and repair package (SARP). The
devel opment of the SARP i s as fol l ows:
Step 1.
Step 2.
Step 3.
Step 4.
Step 5.
CSMP val i dati on.The CSMP undergoes
formal revi ew to ensure i ts accuracy and
compl eteness. Thi s i s the responsi bi l i ty of
the shi p; however, external assi stance i s
general l y provi ded to enhance the effort.
The CSMP provi des the bi ggest i nput i nto
the devel opment of the SARP.
Pr eov er h au l tes ts an d i n s pecti on s
(POT&I s).These i denti fy work not
previ ousl y covered i n the CSMP. (They al so
defi ne mor e cl ear l y the CSMP wor k
r equi r ements.)
TYCOM screeni ng of the CSMP and work
i denti fi ed by POT&I s.Work may be
assi gned to off-shi p acti vi ti es or shi ps
force, or may be deferred unti l a l ater
avai l abi l i ty. Some categori es of work wi l l
be author i zed i mmedi atel y to al l ow
advanced pl anni ng (orderi ng of materi al
and esti mati ng of the work package).
Other POT&I s desi gnated by the TYCOM
and the concur r ent devel opment of
esti mates by the naval shi pyar d or
S u p e r v i s o r o f Sh i pbu i l di n g
(SUPSHI PS).At thi s ti me, i n prepari ng for
the Work Defi ni ti on Conference, the shi p
must pl ace i n pri ori ty order al l work
requi rements that have been screened but
not yet authori zed.
Mai ntenance Wor k Defi ni ti on Revi ew
(compl ex ov er h au l [ COH] /s el ected
r estr i cted avai l abi l i ty [ SRA] ).Thi s
meeti ng i s schedul ed by the TYCOM and
hel d aboard shi p wi th the pl anni ng and
esti mati ng group. The POT&I i nformati on
2-21
i s used to make the work package ful l y
defi ned wi thi n fundi ng constrai nts and to
prepare i t for presentati on to the Work
Defi ni ti on Conference.
Preoverhaul
For the best use of the ti me and funds avai l abl e for
an overhaul , pl anni ng for the repai rs to be made duri ng
the overhaul must be done i n advance of the shi ps
arri val at the repai r acti vi ty. Advanced pl anni ng i s
requi red of both the shi p and repai r acti vi ty.
I n pr epar i ng the el ectr oni cs wor k l i st (most
i nformati on i s obtai ned from the CSMP) for submi ssi on
to the EMO, the l eadi ng ET must gi ve al l the i nformati on
necessary to assi st the shi pyard i n l ocati ng and
recti fyi ng the troubl es.
The work l i st i ndi cates al l work whi ch shoul d be
done duri ng the overhaul , the pri ori ty for each i tem, and
the names of the shi ps QA i nspectors.
The l i st wi l l be combi ned wi th the work l i sts
submi tted by the other di vi si ons. Before the shi p enters
the repai r yard, a compl ete shi ps work l i st wi l l be
submi tted.
During Overhaul
Dur i ng an over haul the el ectr oni cs di vi si on
personnel conti nue to have responsi bi l i ty for thei r
equi pment and i ts repai rs. Thi s i ncl udes i nspecti ng the
work both duri ng and upon compl eti on of the repai rs.
Your responsi bi l i ti es wi l l al so i ncl ude si gni ng off jobs
that are compl eted. To do thi s properl y as a member of
the shi ps qual i ty assurance team, you must understand
and appl y the requi rements of the Qual i ty Assurance
Manual , Remember, once you have si gned off the work
as bei ng compl eted, you have bought the equi pment,
whether i t works or not.
Postoverhaul
Compl eti ng an overhaul requi res submi tti ng a
report on the compl eti on status of al l authori zed repai rs,
cancel i ng or reschedul i ng of uncompl eted work and
prepari ng the shi p for i ts i ni ti al voyage after the
Except i n unusual ci rcumstances, job orders for
uncompl eted repai r work are cl osed or cancel ed when
the shi p l eaves the repai r acti vi ty. Job orders for
authori zed al terati ons, however, are hel d open unti l the
work i s ei ther compl eted l ater or cancel ed by the
appropri ate systems command.
I f the shi p l eaves the repai r faci l i ty wi th unfi ni shed
work to be compl eted by another acti vi ty, al l outstandi ng
job orders are transferred to the other acti vi ty together
wi th al l perti nent i nformati on and whatever materi al
was assembl ed for the work.
Shoul d work be desi red l ater on job orders that have
been cl osed or cancel ed, new requests must be made.
When readyi ng a shi p for sea, i ncl udi ng i ts i ni ti al voyage
after an overhaul , the el ectroni cs personnel must see that
al l owances of equi pment, tool s, and repai r parts are on
board and properl y stowed. The reason i s obvi ous, si nce
negl i gence can make the shi p a l i abi l i ty duri ng acti on.
Alterations
I n addi ti on to the routi ne mai ntenance and
emergency repai rs al ready menti oned other types of
mai ntenance (such as test equi pment cal i brati on and
outstandi ng al terati ons) can be performed duri ng the
avai l abi l i ty.
I n general , an al terati on i s any change. I t can be
major or mi nor, affecti ng al most anythi ng about the
shi p. An al terati on can be any of several types: shi p
al terati on (SHI PALT), boat al terati on (BOATALT),
machi nery al terati on (MACHALT), ordnance al terati on
(ORDALT), or al terati on equi val ent to repai r (AER).
These al terati ons are consi dered mi l i tary or techni cal
i mprovements.
A mi l i tary i mprovement resul ts i n a change of a
shi ps operati onal or mi l i tary characteri sti cs, qual i ti es,
or features. I t al so i ncreases the abi l i ty of the shi p to
meet i ts ROC. The deci si on to i ncorporate a mi l i tary
i mprovement rests sol el y wi th the CNO.
A techni cal i mprovement i s a change to i mprove the
safety of personnel and equi pment and to provi de
i ncreased rel i abi l i ty, mai ntai nabi l i ty, and effi ci ency of
i nstal l ed equi pment.
Shi p al terati ons have the fol l owi ng category ti tl es:
Title K, funded and authori zed by CNO
Title D, funded and authori zed by TYCOM
Title F, funded and authori zed by TYCOM
Title K/ P, funded and authori zed by CNO
TI A, TYCOM i ssued al ter ati ons, no fundi ng
requi red, authori zed by TYCOM.
2-22
Al l al terati ons are managed through the fl eet
moderni zati on program.
Modifications
Most changes to el ectr oni c equi pment ar e
modi fi cati ons cal l ed el ectroni c fi el d changes (FC)
(previ ousl y cal l ed el ectroni c al terati ons). The basi c
purpose of a fi el d change i s to i mprove performance,
rel i abi l i ty, mai ntenance, operati onal characteri sti cs, or
safety. The type desi gnator i ndi cates how compl ete the
change package i s. Some packages contai n al l necessary
i nstructi ons, parts, and tool s. Other packages contai n
onl y i nstructi ons. The four types are defi ned bel ow:
Type I . Requi res parts, al l of whi ch are i ncl uded
i n the FC ki t. Al so i ncl uded i n the ki t are
the publ i cati on package changes and the
materi al s and speci al tool s requi red to
change one equi pment and to revi se
ex i s ti n g equ i pmen t n amepl ates ,
publ i cati ons, and charts.
Type I I . May requi re parts, none of whi ch are
i ncl uded wi th the fi el d change. Thi s type
of FC u s u al l y affects on l y th e
publ i cati ons package. I f parts and tool s
ar e r equi r ed, they ar e consi der ed
standard stock i tems and are avai l abl e as
bench spares (for exampl e, wi re, l ugs,
sol deri ng i rons, and so on).
Type I I I . Requi res parts, some, but not al l , of
whi ch are i ncl uded i n the fi el d change
k i t. The par ts not i ncl uded ar e
consi dered standard stock i tems.
Type I V. Does not requi re parts or use of any
speci al tool s. Thi s type of FC i s usual l y
publ i shed i n an EI B arti cl e and consi sts
of onl y a publ i cati ons change.
There are three cl asses of fi el d changes. The cl ass
desi gnator i ndi cates who i s responsi bl e for the fundi ng
and i nstal l i ng of the FC.
Cl ass A. Modi fi cati on may be made by forces
afl oat or s tati on per s on n el ; n o
i nstal l ati on fundi ng i s r equi r ed.
Approval of Cl ass A fi el d changes to be
made by forces afl oat i ndi cates onl y that
the wor k content i s wi thi n thei r
techni cal capabi l i ty. The Cl ass A
desi gnati on does not r equi r e the
modi fi cati on, nor does i t requi re forces
afl oat to make the modi fi cati on. The
deci si on of when and how to make the
modi fi cati on i s consi dered to be a forces
afl oat prerogati ve.
Cl ass B. Requi res fl eet fundi ng for and work by
naval shi pyards, tenders, and so on,
when author i zed by the TYCOM.
Except for Cl ass B fi el d changes
presentl y under way or i n the fl eet
pl anni ng stage, thi s type of fi el d change
wi l l no l onger be i ssued.
Cl ass C. Normal l y requi res i ndustri al assi stance
and requi res the appropri ate systems
command i nstal l ati on fundi ng.
SAFETY
Most acci dents are preventabl e. However, through
i gnorance or mi sunderstandi ng, there i s a common
bel i ef that acci dents are the i nevi tabl e resul t of
unchangeabl e ci rcumstances or fate. Thi s bel i ef fai l s to
consi der the basi c l aw of cause and effect. I n other
words, acci dents do not occur wi thout a cause; most
acci dents are the di rect resul t of some devi ati on from
prescri bed safe operati ng procedures.
A preventabl e acci dent may be traced to an
i ngrai ned bel i ef or work habi t of an i ndi vi dual . Thi s
bel i ef or work habi t may cause the i ndi vi dual to perform
an unsafe act or permi t a hazardous condi ti on to exi st;
when an acci dent occurs, the cause-and-effect sequence
i s compl eted.
One purpose of safety rul es i s to remi nd personnel
of the dangers i nherent i n thei r work. Trai ni ng i n the
observance of safety precauti ons can hel p avoi d
preventabl e acci dents and encourage the mai ntenance
of an acci dent-free work envi ronment. Operati ng
procedures and work methods shoul d stress hazard
preventi on so that personnel do not expose themsel ves
unnecessari l y to i njury or occupati onal heal th hazards.
You can prevent acci dents that are about to happen i f
you are al ert to causes and take appropri ate remedi al
acti on.
SAFETY TRAINING
As a l eadi ng ET, you have safety-r el ated
responsi bi l i ti es that may be grouped i nto three general
areas as fol l ows:
1. Responsi bi l i ti es concerni ng the el ectroni cs
di vi si on. These responsi bi l i ti es i ncl ude ensuri ng
that al l personnel i n the di vi si on are aware of and
obser ve al l shi pboar d safety pr ecauti ons,
2-23
2.
especi al l y those precauti ons regardi ng el ectri cal
safety.
Responsi bi l i ti es concerni ng nonel ectri cal
r ati n gs . As an ET1 or ETC, y ou wi l l
automati cal l y be consi dered an expert on
el ectri cal safety precauti ons. Therefore, you
have a responsi bi l i ty to educate the personnel
whose pri mary duti es are nonel ectri cal about
these precauti ons. The responsi bi l i ti es i n thi s
area are ever i ncreasi ng, as more and more
el ectroni c equi pment i s used i n the vari ous jobs
aboard shi p.
3. Responsi bi l i ti es as a petty offi cer. I n thi s area
you have the same responsi bi l i ti es as al l other
petty offi cers i n enforci ng al l safety precauti ons.
Any fai l ure to fol l ow el ectri cal safety rul es or
procedures may resul t i n mi l d to severe shocks. I n some
cases, death may resul t. Nearl y al l shi pboard el ectri cal
shocks are caused i n one or more of the fol l owi ng ways:
1.
2.
3.
4.
Unauthori zed use of, or unauthori zed modi fi -
cati ons to, equi pment
Fai l ure to observe appl i cabl e safety precauti ons
i n the use of equi pment or i n wor ki ng on or near
energi zed equi pment
Fai l ure to repai r equi pment that was known to
be defecti ve and had previ ousl y gi ven users a
mi l d shock
Fai l ure to test and i nspect equi pment for defects,
or fai l ure to remedy al l defects found by tests
and i nspecti ons
Al l of these fai l ures maybe summari zed as fai l ure
to observe appl i cabl e safety precauti ons.
SAFETY EDUCATION
You cannot expect i ndi vi dual s to obser ve a
precauti on unl ess he or she i s ful l y aware of the dangers
i nvol ved. One of your fi rst duti es, therefore, wi l l be to
ensure that al l personnel i n the el ectroni cs di vi si on are
aware of the dangers and the safety precauti ons
necessary to combat these dangers.
Safety precauti ons depend to some extent upon the
type of shi p i nvol ved. Shi ps such as AOs and AEs
necessari l y have some precauti ons that must be stri ctl y
observed but whi ch are not appl i cabl e to other types of
shi ps. Therefore, you shoul d ensure that al l personnel
read and understand al l safety precauti ons pertai ni ng to
the el ectri cal and el ectroni c equi pment on your own
shi p.
Safety precauti ons for personnel i n nonel ectri cal
r ati ngs shoul d i ncl ude i nfor mati on concer ni ng el ectr i cal
shock and precauti ons these personnel must observe
when usi ng el ectri cal equi pment aboard shi p.
Facts to be brought out and poi nts to be stressed to
the nonel ectri cal rati ng personnel concerni ng el ectri c
shock shoul d i ncl ude the fol l owi ng:
1. Vol tages as l ow as 30 vol ts can be dangerous.
2. The dangers from el ectri c shock are much
greater aboard shi p than ashore.
3. There i s l i ttl e mi ddl e ground between a sl i ght
ti ngl e and a fatal shock.
Fundamental l y, current rather than vol tage i s the
cri teri on of shock i ntensi ty. The passage of even a very
smal l current through a vi tal part of the human body may
cause death. The vol tage necessary to produce the fatal
current depends on factors such as the resi stance of the
body, contact condi ti ons, and the path the current takes
through the body. The probabl e effects of shock are
shown i n the fol l owi ng tabl e.
AC 60Hz DC
(mA) (mA)
0-1 0-4
1 - 4 4-15
4-21 15-80
21-40 80-160
40-100 160-300
Over 100 Over 300
Effects
Percepti on
Su r pr i s e
Refl ex acti on
Muscul ar i nhi bi ti on
Respi ratory bl ock
Death
I t i s i mperati ve to recogni ze that the resi stance of
the human body cannot be rel i ed upon to prevent a fatal
shock from 115 vol ts or even l ower vol tagesfatal i ti es
from as l ow as 30 vol ts have been recorded. Tests have
shown that body resi stance under unfavorabl e con-
di ti ons may be as l ow as 300 ohms and possi bl y as l ow
as 100 ohms from templ e to templ e i f the ski n i s broken.
Vol t for vol t, dc potenti al s are normal l y not as dangerous
as ac potenti al s. Thi s i s shown by the fact that reasonabl y
safe l et-go currents for 60-Hz ac are 9.0 mA for men
and 6.0 mA for women, whi l e the correspondi ng val ues
for dc are 62.0 mA for men and 41.0 mA for women.
The i nstructi on to personnel i n nonel ectri cal rati ngs
regardi ng the safety precauti ons they must observe
2-24
when usi ng el ectri cal equi pment shoul d emphasi ze the
fol l owi ng poi nts:
1.
2.
3.
4.
5.
Al ways vi sual l y i nspect portabl e el ectri cal
equi pment before you use i t. Look for damaged
pl ugs, frayed cords, broken or mi ssi ng ground
connecti ons, and the l i ke.
Never use portabl e el ectri cal equi pment i f there
i s reason to bel i eve i t mi ght be defecti ve. Have
i t tested by authori zed personnel .
Make no repai rs.
Do not use any personal portabl e el ectri cal
equi pment aboard shi p unl ess i t has been
i nspected and approved.
Al ways report any shock you recei ve from
el ectri cal equi pment, regardl ess of how sl i ght.
PROMOTING SAFETY
Promoti ng safety wi thi n the el ectroni cs di vi si on or
on the shi p i n general wi l l requi re that you, the ET1 and
ETC, become safety consci ous to the poi nt that you
automati cal l y consi der safety i n every job or operati on.
Through the use of safety remi nders and by your
personal exampl e, you wi l l pass safety consci ousness on
to other personnel . You must be thoroughl y fami l i ar wi th
OPNAVI NST 5100.19, Navy Safety precautions for
Forces Aflat, and Naval Ships Technical Manual,
chapter 400. These are the pri mary sources of safety
rul es and regul ati ons. Good i nformati on concerni ng
safety i s al so gi ven i n the EI MB, General NAVSEA
SE000-00-EI M-100.
SECURITY
Securi ty of the Uni ted States, i n general , and of
naval operati ons, i n parti cul ar, depends i n part upon
success i n safeguardi ng cl assi fi ed i nformati on. Al l ETs
must be securi ty consci ous to the poi nt that they
automati cal l y exerci se proper di screti on i n performi ng
thei r duti es and do not thi nk of securi ty of i nformati on
as somethi ng separate and apart from other matters. I n
thi s way, securi ty of cl assi fi ed i nformati on becomes a
natural el ement of every task and not an addi ti onal
burden. You shoul d be thoroughl y fami l i ar wi th the
Department of the Navy I nformati on and Personnel
Securi ty program Regul ati on, OPNAVI NST 5510.1.
Fol l owi ng i ts gui dance shoul d be second nature to you.
SPACE UPKEEP AND CLEANLINESS
Upkeep and cl eanl i ness of spaces i s a ver y
i mportant i n the el ectroni cs di vi si on. The safety and
operati on of equi pment depend on correct and routi ne
upkeep. As a seni or petty offi cer, you shoul d ensure that
al l spaces are al ways i n excel l ent shape, wi th tool s
properl y stowed and equi pment properl y mounted and
covered. The upkeep of spaces shoul d be a dai l y routi ne
regardl ess of pri ori ti es. Someti mes equi pment repai rs or
other unforeseen events di ctate mai ntenance; however,
space upkeep and cl eanl i ness shoul d not be forgotten.
Danger s of fi r e, damage contr ol , safety of
personnel , the possi bi l i ty of equi pment fi l ters cl oggi ng
up because of di rty space, and many other reasons
di ctate that your spaces shoul d be kept up and shoul d
remai n cl ean.
REFERENCES
Department of the Navy Directives I ssuance System
Consolidated Subject I ndex, NAVPU BI NST
5215.1, Washi ngton, D. C., 1990.
Format and Procedures for Validation of Enlisted
Distribution and Verification Report (EDVR),
NAVMI LPERSCOMI NST 1080.1, EPMAC 31,
Naval Mi l i tary Personnel Command, Washi ngton,
D.C., 1989.
Guide for User Maintenance of NAVSEA Technical
Manual, S005-AA-GYD-030/TMMP, Naval Sea
Systems Command, Washi ngton, D. C., 1988.
Navy Stock List of Publications and Forms, NAVSUP
2002, Navy Publ i cati ons and For ms Center ,
Phi l adel phi a, Penn., Mi crofi che.
Ship Configuration and Logistics Support I nformation
System, NAVSEA Tech n i cal Speci fi cati on
9090-700A, Naval Sea Systems Command,
Washi ngton, D.C., 1988.
2-25
CHAPTER 3
SUPERVISION AND TRAINING
As you advance to ET1 or ETC, you wi l l functi on
as a fi rst-l i ne supervi sor. I n other words, you wi l l be
i n i mmedi ate control of workers. You wi l l al so act as the
l i ai son between your superi ors and the workers. You wi l l
be responsi bl e for pl anni ng the work, i ssui ng jobs,
i nstructi ng personnel , checki ng the work, and reporti ng
to your superi ors on the progress of assi gned tasks.
You wi l l have many more responsi bi l i ti es added to
those you had at your previ ous paygrade. You have
acqui red much val uabl e job-rel ated knowl edge. Now i t
i s your turn to pass that knowl edge onto others. I n thi s
chapter, we wi l l di scuss the management (supervi si on
and trai ni ng) of an el ectroni cs shop and some of the
probl ems that are found i n techni cal rati ngs. I n no way
can we cover al l areas of supervi si on and trai ni ng, but
we can pr ovi de you wi th a sol i d foundati on of
knowl edge on whi ch to bui l d. I f you desi re other good
sources of i nformati on on thi s subject, obtai n copi es of
the mi l i tary requi rements trai ni ng manual s and Navy
Leader Devel opment Program courses.
As an el ectr oni cs super vi sor , you wi l l be
r esponsi bl e for mai ntai ni ng el ectr oni cs systems
equi pment. Mai ntai ni ng thi s equi pment i s a job of vi tal
i mportance. I t requi res a l eadershi p abi l i ty that can be
devel oped onl y by personnel who have a hi gh degree of
techni cal competence and a deep sense of personal
responsi bi l i ty. These responsi bi l i ti es range from
sati sfyi ng the needs of the users, to noti fyi ng upper
management of equi pment status and probl ems. A user,
i n thi s i nstance, i s anyone who requi res the servi ces of
the equi pment mai ntai ned by your shop, such as
Operati ons Speci al i sts, Radi oman, or Ai r Control l ers.
An el ectroni cs supervi sor spends l ess ti me worki ng
on equi pment and more ti me ensuri ng that the shop i s
runni ng smoothl y. I nstead of worki ng on a speci fi c
equi pment, you wi l l spend ti me on such jobs as updati ng
a personnel qual i fi cati on standard (PQS) progress chart
or schedul i ng next weeks mai ntenance. As a seni or
petty offi cer, you wi l l fi nd more peopl e aski ng your
opi ni on on techni cal matters. Your responsi bi l i ti es for
techni cal l eadershi p are speci al to your rati ng and are
di rectl y rel ated to the nature of your work.
The el ectroni c systems fi el d i s growi ng rapi dl y,
caused i n part by the swi ft pace of devel opment i n
modern technol ogy. Thi s requi res that you keep up wi th
the l atest devel opments. As technol ogy advances, you
wi l l fi nd yoursel f i nvol ved wi th equi pment and systems
much more compl ex than any you have previ ousl y
encountered. Someti mes you may need to devel op a
method or procedure to check out the operati on of a new
pi ece of equi pment because the techni cal i nformati on or
techni cal manual has l i mi ted i nformati on for i sol ati ng a
mal functi on. You must then be abl e to di rect your
subor di nates i n usi ng these speci al l y devel oped
methods or procedures as an i nteri m mai ntenance
pr ocedur e. You must acqui r e the techni cal and
l eadershi p ski l l s requi red to transl ate these i deas i nto
acti ons.
SUPERVISION
As a shop supervi sor, you must be aware of the
greater scope of your duti es and responsi bi l i ti es. You
must al so l earn and practi ce the characteri sti cs of a good
supervi sor. You shoul d conti nue thi s l earni ng process as
you attempt to master al l phases of supervi si on and
management. The fol l owi ng pages di scuss many of the
el ements of shop management that you wi l l encounter
as an el ectroni cs supervi sor.
MANAGEMENT
As an ET1 or ETC, you wi l l normal l y be a work
center supervi sor or shop supervi sor. I n ei ther posi ti on,
you wi l l be confronted wi th the many responsi bi l i ti es of
management. As a shop supervi sor or work center
supervi sor, your pri mary job wi l l be to ensure that the
shop or work center functi ons smoothl y. You and your
mai ntenance personnel wi l l have to meet both techni cal
and mi l i tary requi rements. The ski l l s requi red to
manage a mai ntenance shop are not acqui red overni ght.
You wi l l need to spend ti me and effort to devel op the
management abi l i ty necessary to accompl i sh al l of your
shops goal s.
The pr obl ems and r esponsi bi l i ti es that an
el ectroni cs shop supervi sor must face are si mi l ar to
those encountered i n other functi onal areas of any
command. For exampl e, i ncreasi ng producti vi ty whi l e
reduci ng cost i s a goal of al l shop supervi sors.
3-1
Whi l e the growth of el ectroni c and computer
technol ogy has hel ped to ease the burden and i ncrease
the effecti veness of supervi sors and managers i n nearl y
every aspect of command operati ons, i t has someti mes
turned the el ectroni cs mai ntenance supervi sors job i nto
an overwhel mi ng probl em. You may be responsi bl e for
mai ntai ni ng a mul ti mi l l i on dol l ar resource ashore or at
sea. Your shop wi l l have to keep hi gh-cost, hi ghl y
sophi sti cated el ectroni c systems and equi pment i n the
hi ghest possi bl e state of readi ness under a vari ety of
worki ng condi ti ons. No matter how wel l desi gned an
el ectroni c system or equi pment i s, i ts val ue to the
command l i es i n the abi l i ty of the mai ntenance
supervi sor to provi de a maxi mum amount of up ti me.
Consi der a few of the probl ems that the mai ntenance
supervi sor faces nearl y every workday:
l
l
l
l
l
l
l
User complaints Are user compl ai nts about
poor mai ntenance servi ce justi fi ed? I f so, what
are the most economi cal and effecti ve methods
of correcti ng the causes? I f not, what human
factors may have l ed to user di ssati sfacti on, and
are the techni ci ans provi di ng suffi ci ent techni cal
assi stance to el i mi nate the probl em-causi ng
h u man factor s (s u ch as poor oper ator
pr ocedur es)?
Procedural changes What i mprovements coul d
be real i zed by mi nor modi fi cati ons to exi sti ng
pr ocedur es?
Future requirements Wi l l future system
demands affect present resources?
System down time I s the amount of down ti me
the system suffer s r easonabl e, gi ven the
personnel and materi al assets avai l abl e?
Training requirements Have al l techni ci ans
acqui r ed the hi ghest l evel of techni cal
competence? I f not, can the on-si te trai ni ng
program bri ng them up to speed?
New personnel I s the i n-house trai ni ng program
adequate for new personnel ?
Material assets Wi l l the materi al assets be
adequate for any upcomi ng depl oyment ?
I f you, as supervi sor, have reasonabl e and wel l -
documented answers to these questi ons, i t i s l i kel y that
you are effecti vel y managi ng the shop, i nstead of merel y
supervi si ng i t. Good management and good supervi si on
are i nseparabl e for the control , operati on, and fi nanci al
budgeti ng of an el ectroni cs mai ntenance group. The
ri ght answers to questi ons such as those l i sted above wi l l
si gni fi cantl y enhance a commands abi l i ty to carry out
i ts mi ssi on. Your pri me objecti ve i s to mai ntai n control
of compl ex, costl y el ectroni c systems and equi pment
through a sound mai ntenance management program.
You must be aware of the al ternati ves that are avai l abl e
to make a mai ntenance management program perform
most effecti vel y and effi ci entl y.
SUPERVISORY DUTIES AND
RESPONSIBILITIES
An exact l i st of duti es and responsi bi l i ti es can be
made onl y when the l i st concerns a speci fi c posi ti on;
h owev er , h er e ar e s ome ty pi cal du ti es an d
responsi bi l i ti es you wi l l have as a mai ntenance shop
supervi sor:
l
l
l
l
l
l
l
l
l
l
Q
l
l
l
l
l
l
Keepi ng mai ntenance oper ati ons r unni ng
smoothl y and effi ci entl y
Promoti ng teamwork
Mai ntai ni ng di sci pl i ne
Keepi ng moral e hi gh
Getti ng the ri ght person
t i me
on the job at the ri ght
Mai ntai ni ng the qual i ty and the quanti ty of work
Checki ng and i nspecti ng jobs and personnel
Preventi ng acci dents and control l i ng hazards and
hazardous materi al
Usi ng and stori ng materi al s economi cal l y
Mai ntai ni ng good housekeepi ng on the job
Keepi ng records and prepari ng reports
Pl anni ng and schedul i ng work
Trai ni ng personnel
Procuri ng the suppl i es and equi pment to perform
the work
I nspecti ng, cari ng for, and preservi ng equi pment
Gi vi ng orders and di recti ons
Mai n tai n i n g l i ai s on wi th oth er u n i ts ,
departments, and di vi si ons
Looki ng at the typi cal duti es and responsi bi l i ti es i n
the precedi ng l i st, we can see that the fol l owi ng major
areas are common to al l supervi sory posi ti ons:
1. Producti on
3-2
2.
3.
4.
5.
6.
7.
Safety, heal th, and physi cal wel far e of
subordi nates
Devel opment of cooperati on
Devel opment of moral e
Trai ni ng and devel opment of subordi nates
Records and reports
Bal anced supervi si on
These seven areas of responsi bi l i ty are di scussed i n
the fol l owi ng paragraphs:
1. Producti on. The supervi sor i s responsi bl e for
seei ng that al l work i s done properl y and on ti me. Thi s
i s true both i n the offi ce and i n the shop. To meet these
goal s, the supervi sor must functi on i n three mai n ways:
a. The supervi sor must organi ze and pl an the
workl oad to ensure maxi mum producti on
wi th a mi ni mum of effort and confusi on.
b. The supervi sor shoul d, as often as possi bl e,
del egate the authori ty for compl eti ng work
assi gnments, keepi ng i n mi nd that the fi nal
pr oduct i s the r esponsi bi l i ty of the
supervi sor.
c. The supervi sor must control the workl oad
and see that al l work i s compl eted correctl y.
2. Safety, heal th, and physi cal wel fare. Safety and
producti on go hand i n hand. The safe way i s the effi ci ent
way. When shop personnel are absent because of i njury,
they are nonproducers. A good supervi sor stresses safety
to the crew; sets an exampl e by worki ng safel y; teaches
safety as an i ntegral part of each job; and, most of al l ,
pl ans each job wi th safety i n mi nd. A good supervi sor
does not wai t unti l after an acci dent happens to start a
safety program.
Showi ng concern over the heal th and physi cal
wel far e of your cr ew wi l l pay off i n i ncr eased
producti on. I t wi l l add to thei r feel i ngs of trust and
confi dence i n you as a shop supervi sor and wi l l i ncrease
the amount of respect they have for you.
3. Devel opment of cooper ati on. Devel opi ng
cooperati on among the members of your shop i s
paramount to effecti ve producti on. Some supervi sors,
however, tend to overl ook the need for cooperati on i n
two other di recti ons:
a. Cooperati on wi th management
b. Cooperati on wi th supervi sors on other shi ps,
or i n other departments, di vi si ons, or work
groups of your shi p
I n the course of a routi ne equi pment overhaul , you
wi l l often have to deal wi th numerous peopl e i n shops
or uni ts of the repai r acti vi ty. I t i s parti cul arl y essenti al ,
ther efor e, that you devel op a r appor t wi th the
management and supervi sory personnel of the repai r
acti vi ty.
4. Devel opment of moral e. The espri t de corps of
a group and thei r wi l l i ngness to work toward common
goal s depend to a great extent upon your l eadershi p. A
group wi th hi gh moral e i s a produci ng group.
5. Trai ni ng and devel opment of subordi nates. A
good shop supervi sor i s i nvari abl y a good teacher and
l eader and i s a devel oper of men and women. One of the
greatest contri buti ons you can make as a supervi sor i s
the devel opment of your peopl e. You shoul d make sure
that at l east one trai ned person i s ready to assume
responsi bi l i ty as shop supervi sor shoul d the need ari se.
I t i s a si gn of good l eadershi p when you can take l eave
and have the shop or di vi si on conti nue to run smoothl y.
Do not be afrai d to teach every phase of your own work
to at l east one or two subordi nates. Si nce much of your
ti me wi l l i nvol ve teachi ng, you shoul d try to i mprove
your teachi ng abi l i ty.
6. Records and reports. I n chapter 2, we di scussed
a few of the records and reports wi th whi ch you wi l l be
associ ated. Keepi ng records and prepari ng reports are
not tasks that you wi l l al ways enjoy doi ng, yet they are
a vi tal part of your work. Make i t a poi nt to keep neat,
accurate records and get reports out on ti me. Paperwork
may seem to be a waste of ti me, but i n the l ong run, you
wi l l real i ze how much your success as shop supervi sor
depends upon your abi l i ty to handl e paperwork
properl y.
7. Bal anced supervi si on. Thi nk about the major
duti es and responsi bi l i ti es we just covered. You must
pay the proper amount of attenti on to each phase of your
job. Do not emphasi ze producti on at the expense of
safety or trai ni ng. Al so, do not become so concerned
wi th the human el ement that producti on i s negl ected.
Keep up wi th paper work as i t occurs. I n thi s way you
can mai ntai n control of your work day by day and wi l l
never need to negl ect your more acti ve duti es so you can
attack a stack of papers. Al ways attempt to pl ace the
proper emphasi s on each of your responsi bi l i ti es, and
you wi l l be practi ci ng bal anced supervi si on.
RESPONSIBILITY TO USERS
Your responsi bi l i ty to users i s twofol d. Fi rst, you
must ensure that al l equi pment i s ready for maxi mum
use at al l ti mes. Second, you and your shop personnel
3-3
shoul d be a source of techni cal knowl edge and trai ni ng
for al l users.
Havi ng the most up-to-date el ectroni c equi pment
and systems i s of no val ue to the user unl ess the
equi pment i s operati ng at peak effi ci ency at al l ti mes.
Many troubl e cal l s recei ved by el ectroni cs repai r
personnel turn out to be operator errors. An unusual l y
hi gh i nci dence of oper ator er r or s may i ndi cate
i nadequate trai ni ng. The probl ems associ ated wi th
i nadequate trai ni ng usual l y occur because of one or
more of the fol l owi ng ci rcumstances:
l A l arge number of new personnel
. A new system bei ng operated
l I nstal l ati on of new equi pment
. Operati ons fol l owi ng an extended i n-port peri od
The effects of the fi rst three ci rcumstances can be
el i mi nated wi th an adequate shi pboard trai ni ng program
to suppl ement formal off-shi p team trai ni ng. Si nce you
have the techni cal experti se, you shoul d assi st (or
provi de) the users wi th the techni cal trai ni ng necessary
to operate the el ectroni c equi pment and systems
correctl y. By doi ng so, you wi l l si mpl i fy both your job
and the job of your shop personnel . Probl ems that resul t
from an extended i n-port peri od are usual l y caused by
forgetful ness. Si nce thi s i s part of human nature, you
cannot correct i t; however, i f the probl em conti nues, you
shoul d i nform the users supervi sors so that they are
aware of the probl em.
RESPONSIBILITIES TO UPPER
MANAGEMENT
As a mai ntenance shop supervi sor, you wi l l fi nd
yoursel f i n a mi ddl e management posi ti on. You have
more responsi bi l i ti es and di rect i nput to the upper
echel on than you di d as a petty offi cer second cl ass. One
of your responsi bi l i ti es i s to support the goal s and
requi rements of upper management (the EMO and the
department head). Thi s support may take many forms,
such as provi di ng unschedul ed correcti ve mai ntenance,
techni cal reports, addi ti onal manpower for i mportant
command functi ons, operati on trai ni ng i n speci al i zed
areas, or any one of a dozen other tasks that may be
requi red of your shop personnel . On occasi on, you may
be cal l ed upon to sol ve a di ffi cul t probl em. I f, after much
brai n-stormi ng, you are unabl e to sol ve the probl em,
you shoul d seek assi stance from the next seni or person
i n the command chai n. Keepi ng a probl em to yoursel f
when you have run out of i deas wi l l not sol ve i t. Let the
di vi si on LCPO or EMO i n on your probl em. One of
these i ndi vi dual s shoul d be abl e to assi st you.
TRAITS OF A GOOD SUPERVISOR
Good supervi sors usual l y have certai n desi rabl e
trai ts. These trai ts are descri bed i n the fol l owi ng
paragraphs.
LOYALTY
One trai t that shoul d stand out i n every supervi sor
i s l oyal ty. You must show l oyal ty to your country, the
Navy, your uni t, your superi ors, and the personnel who
work for you. To get and keep the respect and l oyal ty of
your personnel , you must be l oyal yoursel f.
POSITIVE THINKING
Good l eaders wi l l al ways be posi ti ve thi nkers. They
thi nk i n terms of how thi ngs can be done, not why they
cannot be done. They mai ntai n an open mi nd to changes,
new i deas, and trai ni ng opportuni ti es. Posi ti ve thi nkers
l ook to the future wi th confi dence, and thi s confi dence
i s contagi ous. They are enthusi asti c about thei r jobs and
the part they pl ay i n the Navy. I f you want to l ead others,
start practi ci ng the art of posi ti ve thi nki ng today!
GENUINE INTEREST IN PEOPLE
Di d you ever meet a real l y great l eader? I f so, you
probabl y found that i nstead of bei ng col d and al oof, thi s
i ndi vi dual was a warm, fri endl y human bei ng who
seemed to make you feel i mportant by payi ng cl ose
attenti on to what you had to say.
One of the fi rst steps you, as a new supervi sor,
shoul d take i s to get to know your techni ci ans
personal l y. Thi s not onl y creates a feel i ng that you are
genui nel y i nterested i n them, but al so i t hel ps you pl ace
the ri ght person i n the ri ght job at the ri ght ti me.
You wi l l appreci ate the i mportance of knowi ng your
techni ci ans personal l y when the need ari ses for them to
convert from el ectroni cs techni ci ans to professi onal
defensi ve tacti ci ans and fi ghters. Here, the wrong
person i n the wrong pl ace coul d prove di sastrous.
However , you mu s t avoi d fal l i ng i nto the
fami l i ari ty trap. Many experi enced supervi sors wi l l
tel l you of cases where they were fri endl y wi th certai n
i ndi vi dual s. When the ti me came for di sci pl i ne or some
other adverse acti on, i t was very di ffi cul t to deal wi th
these peopl e.
3-4
INITIATIVE
Peopl e wi th i ni ti ati ve are al ways needed i n the naval
servi ce. I ni ti ati ve i s evi dence of an open and al ert mi nd.
I ndi vi dual s wi th i ni ti ati ve conti nual l y l ook for better
ways to do thi ngs; they dont wai t for another person to
take acti on. To be a good supervi sor, you must show
i ni ti ati ve. Dont put off unti l tomorrow what you shoul d
do today. I f you see an unsafe condi ti on, take acti on to
correct i t before an acci dent occurs. I f you see that a new
form or procedure woul d si mpl i fy a job, devi se the new
form or procedure. I f you see an i nadequacy i n yoursel f,
try to overcome the i nadequacy. Weak peopl e l ack
i ni ti ati ve. Leaders are characteri zed by strong i ni ti ati ve.
DECISIVENESS
Leaders are abl e
compl ai nt heard from
deci si on from them.
to make deci si ons. A common
subordi nates i s, You cant get a
Most of the deci si ons that must be made by
super vi sor s i n the naval ser vi ce concer n r el ati vel y mi nor
acti ons. As often as not, the subordi nates merel y want
the supervi sors approval to perform some acti on that
they al ready know shoul d be done. A prompt go ahead
from the supervi sor i s al l that i s needed. I n many tri vi al
matters, i t makes l i ttl e di fference whether an answer i s
yes or no. The i mportant thi ng i s to gi ve an answer. The
supervi sor who stal l s, puts off, evades, or refuses to gi ve
a deci si on i s a bottl eneck.
Of course, there are ti mes when a deci si on requi res
careful consi derati on of many factors and, therefore,
much del i berati on. I n such cases, you shoul d tel l the
person when to return for the deci si on and see to i t that
you have the deci si on.
TACT AND COURTESY
Good l eaders are habi tual l y tactful and courteous.
Whether i n the shop or i n the offi ce, supervi sors can be
thoughtful of others wi thout bei ng consi dered weak.
Tact can be defi ned as sayi ng and doi ng the ri ght
thi ng at the ri ght ti me. I t i s the l ubri cati ng oi l i n human
rel ati onshi ps. I t i s the regard for the feel i ngs of others
based on an understandi ng of human naturethe l i ttl e
consi derati ons that make the job pl easant and smooth.
Courtesy can be defi ned as treati ng others wi th
respect. I t means treati ng peopl e as i mportant human
bei ngs, not tool s to be used for your conveni ence. I t
means fol l owi ng the accepted rul es of conduct and bei ng
pol i te. Courtesy i s i mportant to the supervi sor. One
di scourteous act, even though uni ntenti onal , can make
an enemyand the supervi sor cannot afford to have
enemi es. I f you have one enemy, you have one too many.
Remember, courtesy i s contagi ous.
FAIRNESS
The personnel i n a shop or crew are extremel y
sensi ti ve to parti al i ty by the supervi sor. (They wi l l even
si ngl e out l i ttl e i nci dents where there was absol utel y no
i ntent to show favori ti sm.) To avoi d causi ng probl ems,
you must thi nk ahead on changes to be made, deci si ons
to be h a n d ed d own , wor k to be a s s i gn ed ,
recommendati ons for promoti on, and the l i ke. I n each
i nstance you must try to make sure that your acti ons are
both fai r and i mparti al .
SINCERITY AND INTEGRITY
You shoul d deal wi th your personnel squarel y and
honestl y at al l ti mes. Thi s wi l l wi n and hol d thei r respect.
Tal k to your crew on a one-to-one basi s. Dont be afrai d
to face the facts and say what you thi nk. You often hear,
Gi ve me the person who l ooks you strai ght i n the eye
and tel l s the truth every ti me ! A reputati on for bei ng a
square shooter i s worth every effort on your part.
Consi stency of thought and acti on are i mportant i f
your personnel are goi ng to know where they stand.
Bei ng too stri ct one day and too l ax the next i s worse
than bei ng consi stentl y stri ct or consi stentl y l ax. Try not
to exhi bi t good and bad moods to your crew. Your crew
tends to refl ect your atti tudes. Exhi bi t a fi rm and posi ti ve
atti tude-and be consi stent.
Dependabi l i ty, one of the marks of i ntegri ty,
i nvol ves meeti ng obl i gati ons promptl y. A reputati on for
bei ng on ti me, every ti me i s worth every effort on your
part. Bui l d thi s reputati on earl y, even before you become
a super vi sor , and mai ntai n i t. Any vi ol ati on of
dependabi l i ty or i ntegri ty wi l l cast seri ous doubts upon
your abi l i ty to act as a responsi bl e supervi sor. One
vi ol ati on of i ntegri ty may take months (or forever) to
r ecti fy .
TEACHING ABILITY
A great part of your job wi l l i nvol ve i nstructi ng
personnel i n one way or another. Even the gi vi ng of
orders i s a form of i nstructi on. You shoul d l earn and
practi ce the art of publ i c speaki ng, the pri nci pl es of
on-the-job i nstructi on, and the techni ques of conference
l eadershi p. Supervi sors who cannot stand on thei r feet
and express thei r i deas to an i ndi vi dual or a group of
3-5
i ndi vi dual s shoul d not be supervi sors. To be a successful
supervi sor, you must be abl e to trai n and devel op others.
CONFIDENCE
Good supervi sors have a qui et confi dence (not an
ar r ogant or cocky manner ) based on thor ough
knowl edge of the job and bel i ef i n thei r own abi l i ty.
Confi dence begets confi dence. I t i s amazi ng to see how
peopl e wi l l fol l ow i ndi vi dual s who are charged wi th
confi dence i n themsel ves and an i dea. Mousy, hesi tant
supervi sors who l ack confi dence i n themsel ves cannot
i nspi re confi dence i n others. On the other hand, beware
of arrogance. Some supervi sors put on a front of
aggressi ve confi dence to hi de a feel i ng of i nferi ori ty.
They ri di cul e the opi ni ons of others; they domi nate
conversati ons; they are arrogant. Such i ndi vi dual s are
much l ess effecti ve than they thi nk they are.
Supervi sors who have a qui et i nner confi dence,
whi ch i s expressed i n thei r confi dent manner, thei r
acti ons, and thei r words, are respected and fol l owed.
MAINTAINING DISCIPLINE
One of the major probl ems you may encounter as a
new supervi sor i s that of mai ntai ni ng di sci pl i ne i n your
crew. The fol l owi ng di scussi on provi des some poi nters
to hel p you achi eve success i n mai ntai ni ng di sci pl i ne.
GIVING ORDERS
A good supervi sor gi ves much thought to the art of
gi vi ng orders. Noti ce we sai d art, for gi vi ng orders
real l y i s an art that you must practi ce. Profi ci ency i n
gi vi ng orders wi l l reap you many benefi ts; and si nce
most di sci pl i nary probl ems are the resul t of i ndi vi dual s
not car r yi ng out or der s, thi s subject cannot be
overemphasi zed. There are three basi c types of orders:
1. The command
2. The request
3. The suggesti on
You shoul d al ways consi der (1) the si tuati on under
whi ch you wi l l gi ve the order and (2) the i ndi vi dual who
i s to carry out the order. I n the fol l owi ng paragraphs, we
di scuss the three types of orders, based on each of these
two consi derati ons.
The Situation
I n a mi l i tary formati on, the di rect command, or
formal type of order, i s al ways used. The di rect
command i s al so used when there i s i mmedi ate danger,
fi re, an acci dent or other emergency, di sobedi ence of
safety rul es, and so forth.
The si mpl e request i s the best type of order to gi ve
for dai l y routi ne work. The request i s used for most
orders gi ven by good supervi sors.
The suggesti on i s excel l ent when you wi sh
i ndi vi dual s to proceed on thei r own when you do not
know exactl y how the job shoul d be done. I t i s al so
excel l ent for bui l di ng i ni ti ati ve. Thi s method of gi vi ng
orders bui l ds moral e and shows your personnel that you
have confi dence i n them. However, i t i s not cl ear cut,
and you cer tai nl y woul d have no r ecour se i f the job wer e
not done properl y.
The Individual
The di rect command i s normal l y used to di rect
car el ess, l azy, i nsubor di nate, or thi ck-ski nned
i ndi vi dual s. Except i n the unusual si tuati ons menti oned
above, the di rect command i s normal l y reserved for
those to whom we must speak fi rml y and posi ti vel y.
The r equest i s by far the best type of order to use
wi th the normal i ndi vi dual . Wi th most peopl e, a si mpl e
request i n the form of a questi on has the ful l effect of a
di rect order. Moreover, the request fosters a feel i ng of
cooperati ve effort and teamwork.
The suggesti on i s excel l ent for those to whom a
suggesti on or hi nt i s suffi ci ent. Peopl e wi th real
i ni ti ati ve l i ke to work on thei r own. I n deal i ng wi th a
sensi ti ve, hi ghl y i ntel l i gent i ndi vi dual , a mere hi nt that
somethi ng i s desi red i s enough to get a project started.
Toss thi s person an i dea by sayi ng somethi ng l i ke, Petty
Offi cer Jones, I wonder i f i t woul d be a good i dea to do
thi s? or Seaman Smi th, do you have any i deas on how
thi s can be done? Thi s makes the i ndi vi dual a key
person i n the project and provi des a feel i ng of
i mportance. I t al so shows that you have Cofi dence i n
thi s i ndi vi dual and provi des excel l ent trai ni ng. The
suggesti on type of order sti mul ates peopl e to show what
can be done.
Al though the si tuati on and the i ndi vi dual are the
pri me consi derati ons i n gi vi ng orders, the atti tude and
tone of voi ce i n whi ch they are gi ven are very i mportant.
Whenever you gi ve orders, appl y the fi ve Cs Cl earl y,
Compl etel y, Conci sel y, Confi dentl y, and Correctl y.
Al so, avoi d orders that are unnecessary and unneeded.
3-6
REPRIMANDING
When one of your subordi nates di sobeys or fai l s to
carry out an order, you must take acti on. You woul d be
remi ss i n your duti es as a supervi sor i f you di d not do
somethi ng about i t. The most common type of di sci pl i ne
i s the si mpl e repri mand.
The repri mand, too, must be fi tted to the i ndi vi dual
and the si tuati on. A sensi ti ve i ndi vi dual mi ght be
crushed by the sl i ghtest hi nt of somethi ng wrong, whi l e
a thi ck-ski nned person coul d easi l y deal wi th a severe
rebuke.
The repri mand shoul d be a cal m, constructi ve
acti on, not a destructi ve one. You are i nterested i n the
underl yi ng causes, not i n how to get even wi th the
per son.
Fai l ure to act when a repri mand i s due i s a si gn of
poor supervi si on. No one l i kes a supervi sor who i s too
l eni ent and i ngrati ati ng. I f one i ndi vi dual gets by wi th
somethi ng, the supervi sor may l ose control . On the other
hand, i ssui ng too many repri mands i s just as bad.
A good supervi sor knows how to draw a ti ne l i ne
between harshness and l eni ency. A person wi th a keen
understandi ng of human nature i s abl e to di scern thi s
l i ne.
Be sure to practi ce the three Fs of di sci pl i ne: Fai rness,
Fi rmness, and Fri endl i ness. The recommended procedure
for admi ni steri ng repri mands fol l ows:
l
l
l
l
l
l
l
l
l
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l
Get al l the facts.
Do not repri mand a person i n front of others.
Put the person at ease. Fi nd a word of prai se fi rst,
i f appropri ate, to take out the sti ng.
Use no sarcasm, anger, or abuse.
Fi t the repri mand to the i ndi vi dual .
Have al l the facts at hand; the person may attempt
to deny the charge.
Present the facts.
Ask the person why there was an error.
Try to get the person to admi t the mi stake.
Do not threaten; thi s person knows how far you
can go.
Once the wrong i s admi tted, the repri mand i s
ov er .
l
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Leave on a fri endl y note, and l et the person know
the i nci dent i s cl osed. Do not nag.
Later, fol l ow up wi th a casual and fri endl y
contact at the shop.
To test the effecti veness of your repri mand, ask
yoursel f, Di d i t bui l d moral e? Remember, you must get
al ong wi th thi s person i n the future; you must keep thi s
person as a worki ng, produci ng i ndi vi dual ; and you
must be abl e to get al ong wi th your own consci ence. You
do not have to be soft, but remember that there i s a great
deal of di fference between di gni ty and arrogance.
POSITIVE AND NEGATIVE DISCIPLINE. So
far , di sci pl i ne has been di scussed i n ter ms of
puni shment. Actual l y, di sci pl i ne i s much more than
repri sal for wrongdoi ng. Di sci pl i ne exi sts al so where no
di sci pl i nary acti ons ever have to be taken. Most peopl e
real i ze they cannot get al ong wi thout sel f-di sci pl i ne and
that no organi zati on can functi on and no progress can
be made unl ess i ndi vi dual s conform to what i s best for
the whol e group. The supervi sor who can bui l d the spi ri t
of cooperati on, whi ch i s the basi s for true di sci pl i ne, has
no di sci pl i ne probl ems.
Posi ti ve di sci pl i ne, the trend i n di sci pl i ne bei ng
studi ed wi del y by i ntel l i gent executi ves and
super vi sor s, i s the for ce that or i gi nates wi thi n
i ndi vi dual s that prompts them to obey the rul es and
regul ati ons. Peopl e i n a Navy organi zati on do what i s
ri ght because they do not want to hurt the group as a
whol e and because they bel i eve that by fol l owi ng the
accepted rul es, they wi l l hel p the group achi eve i ts
objecti ves. Thi s i s cal l ed espr i t de cor ps. The
supervi sor who bui l ds espri t de corps has l i ttl e need to
resort to negati ve di sci pl i ne.
Negati ve di sci pl i ne i s a di sci pl i ne of fear based on
threat of puni shment. Thi s type of di sci pl i ne ori gi nates
from wi thout. I f you subject peopl e to thi s type of
di sci pl i ne, they wi l l do onl y enough to get by when you
are watchi ng. When you l eave for a few mi nutes,
di sci pl i ne l eaves too. Thei r onl y moti vati on for worki ng
i s fear of repri sal .
Di sci pl i ne and hi gh moral e go hand i n hand.
Posi ti ve di sci pl i ne i s cl osel y ti ed to the admi rati on and
respect personnel have for thei r supervi sor. Thi s, i n turn,
i s breed on good human rel ati ons.
THE HUMAN RELATIONS ASPECT OF
DI SCI PLI NE. Good human r el ati ons between
supervi sors and thei r work force are easy to spot. The
upbeat, enthusi asti c atmosphere i n the shop i ndi cates
that supervi sors appreci ate and understand the workers;
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that they have workers i nterests and wel fare at heart;
and that they respect workers opi ni ons, knowl edge, and
ski l l s.
I n the l i st bel ow, we have provi ded some of the
human rel ati ons factors that l ead to posi ti ve di sci pl i ne.
Good supervi sors
1. understand the pri nci pl es, standards, rul es, and
regul ati ons necessary to good conduct; they bel i eve i n
these thi ngs and practi ce them themsel ves;
2. know thei r personnel as i ndi vi dual s, and treat
them fai rl y and i mparti al l y;
3. devel op the feel i ng of bel ongi ng and securi ty
i n the group;
4. get i nformati on to the group through proper
channel s, and promptl y el i mi nate rumors;
5. use authori ty spari ngl y and al ways wi thout
di spl ayi ng i t;
6. del egate authori ty as far down the l i ne as
possi bl e;
7. never make i ssues of mi nor i nfracti ons or
personal i ssues of di sci pl i nary matters;
8. di spl ay confi dence i n the group, rather than
suspi ci on of i t (workers are rel uctant to betray expressed
confi dence);
9. trai n the group techni cal l y;
10. l ook after the mental and physi cal wel fare of
the group;
11. try to avoi d errors, but show wi l l i ngness to
admi t errors when they make them;
12. devel op l oyal ty i n the group and of the group;
and
13. know that because of i ndi vi dual di fferences,
di sci pl i ne cannot be a compl etel y routi ne matter. Some
of the pri nci pal causes of mi sconduct are di scontent,
i dl eness, l ack of i nterest i n the job, mi sunderstandi ng of
regul ati ons, resentment, and emoti onal strai n. The wi se
supervi sor avoi ds the necessi ty for formal di sci pl i ne by
removi ng as many of these causes as possi bl e.
RELATIONSHIPS WITH YOUR
SUPERIORS
Your bosses are very i mportant peopl e to you. I n
thei r hands rests much of your success i n your job.
Whether or not you l i ke them personal l y, you have to
cooperate wi th them i f you hope to advance.
Many supervi sors rate l oyal ty at the top of the l i st
of desi rabl e qual i ti es. A l oyal supervi sor does not
cri ti ci ze the boss to others even i f there i s cause for
occasi onal di sagreement.
Dependabi l i ty i s another desi rabl e qual i ty your
superi or l ooks for i n you. Your boss l i kes to know that
when you are gi ven an assi gnment you wi l l compl ete i t
to the best of your abi l i ty and on ti me. There are few
thi ngs more annoyi ng to a boss than a subordi nate who
al ways has an al i bi -who cannot be depended upon.
Do not be a yes person; but, on the other hand, do
not go to the extreme of bei ng a no person. Good
bosses want subordi nate supervi sors who are not afrai d
to tel l them tactful l y what they thi nk, even i f i t means
tel l i ng them that they are wrong. But they do not l i ke
havi ng a subordi nate who i s agai nst everythi ng and who
stubbornl y resi sts every i dea!
MAKE SUGGESTIONS TACTFULLY
Most bosses resent empl oyees who make i t a
common practi ce to tel l them bl untl y what shoul d be
done or what shoul d not be done. I t i s easy to get your
i deas across to the boss wi thout i ncurri ng resentment;
just put them i n the form of a questi on: What do you
thi nk about thi s i dea? or Do you thi nk thi s woul d
work?
I f the boss gi ves you an assi gnment that i s obvi ousl y
a mi stake, tactful l y ask about handl i ng i t from another
angl e. However, i f the boss i nsi sts on carryi ng out the
order as speci fi ed, do not argue.
KEEPING THE BOSS INFORMED
Bosses l i ke to know what i s goi ng on, but they do
not want to be bothered wi th al l the petty detai l s. Keep
them advi sed of personnel probl ems, proposed changes,
and other i mportant matters.
I f you make a seri ous mi stake, tel l your boss about
i t i mmedi atel y. Dont wai t unti l your boss di scovers the
mi stake and then try to defend your acti ons. And
rememberl engthy expl anati ons of your acti ons are not
r equ i r ed.
WORKING RELATIONS WITH YOUR
FELLOW SUPERVISORS
Fri cti on and jeal ousy are your pri me enemi es i n
establ i shi ng cooperati on wi th your fel l ow supervi sors.
A good supervi sor avoi ds backstabbi ng, gossi pi ng,
and cri ti ci zi ng fel l ow supervi sors when the competi ti on
3-8
becomes keen. The mai n thi ng to r emember i s that you
cannot ri se by putti ng others down. I f you try to do so,
your unki nd acti ons wi l l ul ti matel y cause you to fai l i n
your job.
I n addi ti on to bei ng cooperati ve personal l y, a good
super vi sor may someti mes have to encour age
cooperati on on the part of other supervi sors. I n the l ong
run, the person who i s abl e to foster and mai ntai n
harmony i n al l rel ati onshi ps i s the one who wi l l be
assi gned to the Navys key jobs.
ACHIEVING TEAMWORK WITHIN
YOUR OWN SHOP
Even i n pri mi ti ve ti mes, peopl e banded together. To
have a worki ng band or team, you shoul d know and
appreci ate the psychol ogi cal rewards that a group must
provi de i n order to hol d i ts members:
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A feel i ng of securi ty.
A feel i ng of bel ongi ng.
A feel i ng of bei ng somebody wi thi n the group.
A feel i ng of pri de i n the group.
A feel i ng of recogni ti on from outsi de the group.
(The harder i t i s to get i nto the group, the more
i mportant the members feel .)
A feel i ng of accompl i shment. (The group i s
attai ni ng common goal s.)
A sati sfacti on of certai n needs (advancement,
pri de i n work, acqui ri ng new ski l l s, and so on)
whi l e attai ni ng the goal s of the group.
A good l eader encourages these feel i ngs, si nce the
stronger these psychol ogi cal rewards, the stronger wi l l
be the group. Some supervi sors achi eve such a strong
feel i ng of group pri de that thei r personnel actual l y feel
pri vi l eged to work i n the group. The peopl e we supervi se
are human bei ngs wi th i ndi vi dual di fferences. They
usual l y produce onl y to the extent that they feel l i ke
produci ng, and thei r wi l l to produce i s based pri mari l y
on the abi l i ty of thei r super vi sor s to wi n thei r
cooperati on. Good l eadershi p i s refl ected i n thi s abi l i ty
to get cooperati on; and cooperati on, i n turn, i s a
refl ecti on of the respect the personnel have for thei r
supervi sors. Teamwork or cooperati on, then, i s based on
good human rel ati ons.
When you wal k i nto any shop or offi ce, you can
al most feel whether or not the spi ri t of cooperati on i s
present. I f i t i s there, you can see i t i n the faces of the
peopl e, i n the appearance of the work space, i n the
recepti on you recei ve, and i n the way the work i s
performed.
Poor cooperati on and poor management are i ndi cated
whenever bi ckeri ng, jeal ousy, and fri cti on are present.
Low producti on i s the i nevi tabl e resul t. Frequent
acci dents, i ndi fference, sl oppy work, gri pi ng, compl ai nts
and gri evances, cri ti ci sm of the uni t, buck-passi ng, l oafi ng,
many requests for transfer, poor pl anni ng, and poor
trai ni ng or i ndi fference to trai ni ngal l these danger si gnal s
i ndi cate l ack of cooperati on and poor management.
ELEMENTS TO CONSIDER IN
DEVELOPING COOPERATION
Devel opi ng cooperati on wi thi n your group i s
l argel y a matter of adapti ng your behavi or to meet the
varyi ng si tuati ons you encounter dai l yand i n goi ng out
of your way to show a wi l l i ngness to cooperate. You
cannot si mpl y or der cooperati on.
Resistance to Change
Peopl e resi st change. Even when the change i s
cl earl y for the better, peopl e persi st i n cl i ngi ng to the ol d
way. Remember, unl ess ordered by hi gher authori ty,
changes must not be too fast. They shoul d be properl y
ti med and, i f possi bl e, expl ai ned before they are pl aced
i n effect.
Correcting Mistakes
When you thi nk you need to correct a mi stake a
worker i s maki ng, unl ess safety i s i nvol ved, make the
correcti on through those who deal di rectl y wi th the
i ndi vi dual . Remember the worker takes orders from an
i mmedi ate supervi sor, and that supervi sor may have
val i d reasons for havi ng the i ndi vi dual perform i n a
certai n way.
Delegation of Authority
Good supervi sors soon l earn to del egate work. They
devel op thei r subordi nates and get them to do al l the
routi ne work. These supervi sors then have ti me requi red
to handl e personnel probl ems, study, and do the
necessary pl anni ng and creati ve work. Those who do not
l earn the knack of del egati on may devel op ul cers and
may al so have an uncooperati ve group!
3-9
Training
Trai n at l east one person to handl e your posi ti on,
and do not be afrai d that whomever you trai n wi l l
surpass you. Supervi sors who trai n and devel op
subordi nates make possi bl e thei r own advancement,
because hi gher l evel managers want good peopl e i n
every sl ot.
Good supervi sors provi de for each person i n thei r
uni t. They encourage thei r peopl e to take advantage of
educati onal opportuni ti es. When the i ndi vi dual s i n the
group feel that a supervi sor i s i nterested i n thei r wel fare
and that the job offers more than just pay, they devel op
a strong sense of cooperati on and l oyal ty.
Setting the Example
An i mportant part of your job i s to set an exampl e.
Supervi sors who are enthusi asti c about thei r jobs, who
are fri endl y and good humored, and who foster harmony
among thei r associ ates, do much to create a cooperati ve
atti tude i n thei r group by thei r own exampl e.
Giving Credit
Do not fai l to gi ve credi t where credi t i s due, and do
not forget to pass on any credi t gi ven to you. Good
supervi sors gi ve ful l credi t to the team. Frequent and
si ncere prai se i s a wonderful i ncenti ve to i ndi vi dual s and
to the group as a whol e.
Tactful Handling of Personal Problems
Personal probl ems ari se al most dai l y i n any group
of peopl e. You must tactful l y handl e each probl em.
Rumors about any of your personnel , di sputes between
personnel , fami l y troubl es, and si mi l ar si tuati ons can
di srupt the effi ci ency of the group. Usual l y, posi ti ve
acti on from you i s requi red.
Try to sol ve probl ems that ari se i n your shop or
between crew members, i f sol vi ng those probl ems i s
wi thi n your capabi l i ty. Thi s does not mean that you
shoul d act as a chapl ai n, marri age counsel or, or
psychi atri st. I t emphasi zes the need for you to be abl e to
recogni ze the symptoms of probl ems that requi re speci al
hel p, so that you may arrange to have those probl ems
pl aced i n proper hands as soon as possi bl e.
I n each case, fi rst l i sten and get al l the facts; then
tactful l y bri ng about a sol uti on so that al l concerned
can go back to the job and work i n harmony. The best
course of acti on i s usual l y to face probl ems squarel y
and honestl y, bri ngi ng them out i nto the open on a
one-to-one basi s, and sol vi ng them before they become
major si tuati ons.
BREAKING IN NEW PERSONNEL
Suppose you are i n the mi ddl e of a rush job. You are
behi nd i n your paper work. You have been cal l ed to the
phone unceasi ngl y. You are consi deri ng goi ng on
speci al l i berty because nothi ng has gone ri ght. Then,
ri ght i n the mi ddl e of i t al l , a new crew member, now
assi gned to your shop or crew, arri ves.
The most i mportant thi ng at the moment i s to get
thi s person off to the ri ght start. Remember, the
i mpressi ons thi s i ndi vi dual recei ves duri ng the fi rst days
on the new assi gnment wi l l carryover for a l ong ti me to
come. The future atti tude of thi s person concerni ng the
outfi t i s bei ng mol ded, good or bad, duri ng thi s peri od.
Bel ow are some suggesti ons for properl y handl i ng new
members of your crew.
l Put peopl e at ease. Gi ve them a cordi al greeti ng.
Make them feel that you are gl ad to have them. Be
tactful . Get thei r names strai ght and remember them.
l Show personal i nterest. Seek out topi cs of mutual
i nterest. Ask about thei r previ ous work, thei r fami l i es,
and i f they have been properl y berthed.
l Gi ve them the ri ght poi nt of vi ew. Let them know
you have confi dence i n them and that you expect and
demand good work. Now i s the ti me to bui l d proper
atti tudes and l oyal ty.
l Tel l them about the work. They are eager to know
what they wi l l be doi ng. Show them how thei r jobs wi l l
fi t i n wi th the whol e pi cture and hel p them feel that thei r
jobs are i mportant.
l Gi ve them essenti al i nformati on. Do not confuse
them wi th endl ess detai l s. Wri te down for them some of
the essenti al i nformati on, si nce at thi s ti me they have so
much other i nformati on to remember.
l I ntroduce the new peopl e to each member of the
crew they wi l l work wi th and to any others whom they
need to know.
. See them agai n at the end of the day. Ask them
how they are doi ng and gi ve them a few words of
encour agement.
. I f you cannot personal l y carry out the foregoi ng
suggesti ons, put new personnel i n the hands of a trusted
subordi nate who i s wel l qual i fi ed to handl e the si tuati on.
Expl ai n the reason for your unavai l abi l i ty and tel l the
3-10
new arri val s that you wi l l want to tal k to them l ater i n
the dayand be sure to do i t.
PERSONNEL PROBLEMS
Si nce mi sunderstandi ngs can ari se i n al most any
wor ki ng si tuati on, a compl ai nt i n good fai th, a
di sagreement between the members of the crew, or
di rect or i ndi rect di sobedi ence are probl ems that you
must face and attempt to settl e or sol ve as expedi ti ousl y
as possi bl e.
SCIENTIFIC APPROACH TO
PROBLEM SOLVING
Whenever you have a probl em to sol ve, you shoul d
use a l ogi cal , proven method to gui de you to a
sol uti on. Probl em sol vi ng i s pri mari l y a method of
thi nki ng based on sci enti fi c pr ocedur es. I n the
fol l owi ng paragraphs, we wi l l show you how to use a
sci enti fi c approach to sol ve a probl em. Pl ace yoursel f
i n the hypotheti cal si tuati on of bei ng l eader of a group
of probl em sol vers as you read about the basi c steps
i n probl em sol vi ng.
One of the most i mportant steps i n l earni ng to use
the sci enti fi c approach i s accepti ng the need for a
l ogi cal , or der l y pr ocedur e for eval uati ng a pr obl em. The
procedure we wi l l teach you i s known as the si x-col umn
approach. Over the years, the si x-col umn approach has
been found to gi ve excel l ent resul ts. The col umn ti tl es
represent the phases and sequence of the probl em
sol vi ng process: (1) Facts, (2) Probl em, (3)Possi bl e
sol uti ons, (4) Consequences of possi bl e sol uti ons, (5)
Accepted sol uti ons, and (6) Cause or causes of the
probl em.
A shal l ow l ook at the system may l ead you to thi nk
that the process i s fi ne, as l ong as ti me i s not an
i mportant el ement. You may thi nk you won t often
have enough ti me to use i t. A deeper l ook, however,
wi l l show you that thi s process, properl y l earned
an d pr oper l y u s ed, appl i es to an y pr obl em
r egar dl ess of the ti me el ement. You must then
real i ze that ti me i s rel ati ve. Extra ti me spent up
front saves ti me l ater on. By usi ng the sci enti fi c
approach, you wi l l prevent wheel spi nni ng and
mak e better use of whatever ti me you have
avai l abl e to sol ve the pr obl em. Some pr obl ems
requi re l engthy consi derati on. Others may requi re
onl y a few seconds to determi ne the facts, i denti fy
the probl em, consi der a course of acti on, and then
act. I n ei ther case, the process works. After you
have used the process several ti mes, you wi l l start
to use i t automati cal l y whenever you encounter a
pr obl em.
1. Determi ni ng the facts (col umn 1). I n the
probl em-sol vi ng method, you must determi ne the facts.
Al l good objecti ve reasoni ng i s based on facts, thi ngs,
or events that have actual l y occurred. Peopl e often
i nterject assumpti ons, whi ch are subjecti ve and have not
occurred. I n l earni ng the probl em-sol vi ng method, i nsi st
that your group deal onl y wi th the facts as outl i ned i n
each probl em; or, i f an assumpti on i s accepted, make
sure i t i s i denti fi ed as an assumpti on, not a fact. After
the group has di scussed the probl em and agreed upon
the facts, l i st the facts under col umn #l .
Del ay di scussi on of any facet of the probl em unti l
you are sure you have obtai ned al l perti nent facts.
2. Defi ni ng the probl em (col umn 2). I n any human

r el ati ons i nci dent or any other pr obl em, ther e ar e usual l y
two el ements or probl emsthe apparent and the
underl yi ng. You wi l l noti ce thi s when your group tri es
to defi ne the probl em. Most peopl e can easi l y see the
i mmedi ate probl em: the equi pment does not work
someone i s i n troubl e, rel ati onshi ps are poor between
peopl e-these thi ngs are apparent.
The i ndi vi dual must face al l these probl ems. A
person can usual l y defi ne the i mmedi ate (or apparent)
probl em but must be trai ned to defi ne the underl yi ng
di ffi cul ty. A statement defi ni ng the probl em shoul d be
wri tten out; an oral statement i s not enough. The group
shoul d anal yze the wri tten defi ni ti on cri ti cal l y and come
to an agreement concerni ng i t. Onl y then i s the group
equi pped to expl ore the best possi bl e course of acti on.
3. Possi bl e courses of acti on (col umn 3). Any
probl em has many possi bl e courses of acti on to achi eve
sol uti on. Before you deci de on any si ngl e course of
acti on, try to determi ne al l the courses of acti on. I n
handl i ng techni cal or human rel ati ons probl ems, you
shoul d be aware that many al ternati ve sol uti ons exi st.
Remember, i n thi s phase you are not eval uati ng the
courses of acti on; you are merel y l i sti ng the al ternati ves.
Enter the possi bl e courses of acti on under col umn #3.
The fourth step determi nes, to a l arge degree, whi ch one
(or combi nati on) of the courses of acti on from col umn
3 you can use i n sol vi ng the probl em.
4. Consequences of possi bl e acti ons (col umn 4).
No l eader worthy of the name l eaps to the sol uti on of a
probl em wi thout consi deri ng the consequences of al l
proposed courses of acti on. What wi l l occur i f I do thi s
i nstead of that? You, as a mi l i tary l eader, are responsi bl e
for the acti on you take. Therefore, you must be
3-11
compl etel y aware of the consequences of each deci si on
you make.
I n thi s step you consi der the rel ati ve i mportance of
each of the course of acti on. Whi chever acti on you
accept i n the next step (step #5) wi l l i nvol ve the use of
manpower and/or materi al s; therefore, you must
consi der thi s step car eful l y to obtai n the most
economi cal resul t. Thi s phase of the probl em requi res
much di scussi on and thought.
5. Accepted courses of acti on (col umn 5). I n thi s
step, one (or a combi nati on) of the possi bl e acti ons wi l l
be chosen as the sol uti on of the probl em. Do not thi nk
that you need unani mous agreement to achi eve a
sol uti on. Usual l y, you wi l l gi ve seri ous consi derati on to
the opi ni on of the majori ty; however, the fi nal deci si on
i s your responsi bi l i ty as l eader, based on your personal
eval uati on of the facts and recommendati ons submi tted.
6. Cause of the probl em (col umn 6). Now assume
that you have sol ved the i mmedi ate probl em; i t no
l onger exi sts. What i s l eft for you to do? You shoul d
ask, What caused thi s probl em to occur? By aski ng
thi s questi on, you have begun to thi nk i n terms of
preventi ng the probl em from happeni ng agai n, i f
possi bl e. You shoul d gi ve consi derabl e ti me and
di scussi on to thi s phase. To be a good l eader, you must
devel op i nsi ght to determi ne the basi c causes of
probl ems. Good thi nki ng i n thi s area can hel p the
organi zati on to functi on smoothl y. The goal i s to prevent
probl ems from occurri ng, rather that sol vi ng them after
they occur. Remember, i f you dont make a concerted
effort to prevent probl ems, you wi l l have to make a
concerted effort to sol ve them.
COMMUNICATING
You must devel op good communi cati on habi ts i f
you are to succeed as a supervi sor. Communi cati on can
be broken down i nto two broad categori es: i nternal and
external .
INTERNAL COMMUNICATION
To achi eve good i nternal communi cati on, keep your
personnel i nformed. Your personnel shoul d know the
reasons behi nd changes that affect them. I f securi ty
prevents you from gi vi ng reasons, l et them know
secur i ty i s the r eason. They wi l l under stand.
Communi cati on i s a two-way street. You, as the
supervi sor, need feedback from your crew on everythi ng
that i s happeni ng so you can make deci si ons and
formul ate pl ans. Be open and free i n communi cati ng
wi th your peopl e and encourage them to di scuss thei r
feel i ngs and opi ni ons.
Good i nternal communi cati on al so means each
person i s taki ng to every other person. Work centers and
work groups shoul d communi cate freel y wi th each
other. Thi s i s i mportant i n devel opi ng harmoni ous
rel ati ons wi thi n your work center. I nvesti gate any
breakdown i n communi cati on and try to correct the
probl em i mmedi atel y.
EXTERNAL COMMUNICATION
Wi thout proper external communi cati on, you wi l l
not be abl e to coordi nate compl ex jobs i nvol vi ng a
number of work centers and di vi si ons. You must devel op
good l i nes and methods of communi cati on external to
the shop. Runni ng systems tests may i nvol ve several
work centers aboard shi p and, i n some cases, other shi ps
or acti vi ti es. Unl ess you can effecti vel y communi cate
your requi rements to each work center, you wi l l be
unabl e to successful l y compl ete the systems tests.
Much of your external communi cati on i s i n the form
of correspondence. The correspondence wi l l be of l i ttl e
val ue unl ess you have an effecti ve way of keepi ng track
of the i nformati on and ensuri ng that i t gets to the
ul ti mate users. You shoul d devel op control s to ensure
that i nformati on gets to and from the peopl e who wi l l
benefi t the most from i t. I f you do thi s, you, the shop
supervi sor, wi l l be the wi nner. Methods of control were
di scussed i n chapter 2.
ASSET USAGE
Effecti ve shop supervi sors make the best use of thei r
assets. (These assets can be ei ther personnel or
materi al .) To do thi s you must thoroughl y understand
the l i mi tati ons and capabi l i ti es of your personnel and
know i f ther e ar e any major defi ci enci es i n your mater i al
assets.
PERSONNEL ASSETS
Personnel assets are the most compl ex to manage,
as wel l as the most fl exi bl e to use. El ectroni cs personnel
are responsi bl e for mai ntai ni ng a vari ety of el ectroni c
and di gi tal equi pment and systems. Because the vari ous
pi eces of equi pment and systems mai ntai ned by
el ectroni cs personnel are very compl ex, l ong peri ods of
trai ni ng are requi red to qual i fy personnel for the
mai ntenance rol e. Personnel graduati ng from formal
school s are assi gned Navy enl i sted cl assi fi cati on codes
(NECs). There are many di fferent NECs assi gned to the
3-12
ET rati ng; your shop wi l l normal l y have several of
these NEC requi rements. At the present ti me, al most
al l ETs are assi gned, by the Bureau of Naval Personnel
(BUPERS), accordi ng to the requi rements of the
NECs.
Shop personnel are the key to your success as a shop
supervi sor. Wi thout thei r conti nui ng l oyal ty to you and
thei r wi l l i ngness to fol l ow i n the di recti on that you l ead,
you wi l l be unabl e to effecti vel y achi eve the requi red
resul ts. You may be a good techni ci an; but remember,
you cannot do everythi ng yoursel f.
MATERIAL ASSETS
Basi cal l y, your materi al assets are every materi al
thi ng, such as parts, tool s, test equi pment, and work
space, that you need to perform the shops mai ntenance
rol e. A defi ci ency i n any one area makes i t di ffi cul t for
you to perform your job i n the most effi ci ent manner.
By careful l y surveyi ng your shop and i denti fyi ng i ts
shortcomi ngs, you can take correcti ve acti on and
i mpr ove the condi ti ons under whi ch your shop
personnel wi l l be worki ng.
ADEQUACY OF SPACES
Someti mes i t seems as i f el ectroni cs spaces are
desi gned by peopl e who wi l l never have to use them for
mai ntenance. Ashore, the faci l i ti es are normal l y
adequate to provi de proper mai ntenance. However,
aboard shi p there i s l i ttl e space that i s not dedi cated to
some other vi tal functi on.
As a shop supervi sor you may feel there i s l i ttl e you
can do about the i nadequaci es of your shop spaces.
Someti mes thi s may be true; but, i n most cases, i f you
anal yze careful l y and do some brai nstormi ng, you can
devi se better methods of arrangi ng the workspace. Thi s,
i n turn, shoul d resul t i n more effi ci ent worki ng
condi ti ons. Consi der each shop on a case-by-case basi s.
Brackets, stowage bi ns, book shel ves, and col l apsi bl e
workbenches can be i nstal l ed i n an amazi ng number of
pl aces that previ ousl y may have been overl ooked. Get
al l of your peopl e i n on the pl anni ng. They wi l l be more
l i kel y to excel when they pl ay a vi tal part i n fi xi ng up
the shop.
I f you are fortunate enough to be i n on the pl anni ng
stages of a mai ntenance shop, there are a number of
thi ngs that you shoul d consi der:
. I s adequate l i ghti ng avai l abl e?
l
l
l
l
Are adequate 60-Hz and 400-Hz (i f appl i cabl e)
power receptacl es avai l abl e?
I s the l ayout of the shop the most effecti ve use of
the space?
Are speci al safety devi ces or safety precauti ons
needed i n the shop area?
I f parts storage i s i ncl uded, i s i t central l y
l ocated to al l work stati ons as practi cal l y as
possi bl e?
These are just a few of the questi ons that you
wi l l be aski ng. The onl y l i mi ts to how wel l a shop
can meet your needs are the space avai l abl e and
your i ngenui ty and i magi nati on. I f space i s
avai l abl e, you shoul d be abl e to devel op the pl ans
for an effi ci ent work area.
MATERIAL AVAILABILITY
Materi al avai l abi l i ty determi nes how l ong i t takes
to compl ete a mai ntenance acti on. A spare part for a
parti cul ar pi ece of equi pment coul d requi re from 6
months to over a year to acqui re from a vendor who
has to produce i t on a speci al order. There i s l i ttl e the
shop supervi sor can do about thi s si tuati on. There are
many other si tuati ons, however, i n whi ch the shop
supervi sor can pl ay a control l i ng rol e. Consi der a few
of the materi al s that are under the control of the
supervi sor:
Tool s
Test equi pment
Consumabl es
Safety equi pment
Other materi al s speci fi c to your shop
Respect your personnel by havi ng the correct
materi al avai l abl e so they can perform thei r preventi ve
and correcti ve mai ntenance wi thout del ays caused by
l ack of materi al .
CONTROL OF MATERIAL ASSETS
The most effecti ve way to control materi al assets
i s to mai ntai n some form of accountabi l i ty. Mass
i ssui ng of tool s to al l shop personnel represents a
major expense, and i t usual l y means the tool s wi l l
not be avai l abl e when needed. Loani ng test
equi pment i tems to every work center that wants to
borrow them may mean the equi pment wi l l not be
3-13
i n the correct spaces when you need i t. As shop
supervi sor, you shoul d al ways be wi l l i ng to hel p others,
but you must have a system to keep track of materi al
assets.
You can make a si mpl e equi pment checkout l og
contai ni ng i nformati on, such as i tem descri pti on,
seri al number, work center, name of the person to
whom the i tem i s checked out, date l oaned out, date
returned, and a space for the l enders i ni ti al s. Loggi ng
thi s i nfor mati on wi l l al l ow you to tr ack tool s
borrowed and returned and to i denti fy the borrower.
(Thi s accountabi l i ty system works onl y i f everyone
uses i t!)
Whenever you i ssue tool s to shi p personnel i n the
form of tool boxes or ki ts, keep an i nventory of the
tool s i ssued. Tool s are government property and, as
such, are accountabl e i tems. Thousands of dol l ars are
needl essl y spent on tool s each year because tool s
wal k off or are carel essl y l eft l yi ng around to be l ost
or stol en.
TRAINING
Trai ni ng for personnel may be ei ther formal off-shi p
trai ni ng or shi pboard di vi si on/shop trai ni ng. As a
supervi sor, you spend a good part of your ti me trai ni ng
your work force or arrangi ng for trai ni ng. Much of thi s
trai ni ng i s i nformal , such as showi ng a new techni ci an
how to al i gn or adjust a radar repeater or how to use a
techni cal manual . A good trai ni ng program contai ns a
bal ance of the vari ous el ements of trai ni ng. The better
trai ned your work force i s, the more readi l y your shop
can perform the requi red mai ntenance wi th whi ch you
are tasked.
FORMAL OFF-SHIP/SHOP
TRAINING
Formal off-shi p trai ni ng i s composed of one or more
of the fol l owi ng school s:
. Factory school shel d by vari ous vendors or
contractors. Thi s i s the costl i est form of trai ni ng
avai l abl e. I n addi ti on to travel funds, ful l or parti al per
di em usual l y must be funded by the type commander
(TYCOM). Often these school s are the onl y source of
trai ni ng avai l abl e for new types of equi pment bei ng
i nstal l ed on new vessel s or vessel s under goi ng
moderni zati on.
. Navy cl ass A and C school sdesi gnated cl ass A
or C to i denti fy the l evel and type of trai ni ng offered.
Cl ass A school s offer the basi c techni cal knowl edge and
ski l l s requi red to prepare personnel for job entry l evel
performance and further speci al i zed trai ni ng. Cl ass C
school s offer the advanced knowl edge, ski l l s, and
techni ques requi red to perform a parti cul ar job i n a
bi l l et. To send your personnel to these school s, you
must obtai n trai ni ng quotas. The Catalog of Navy
Training Courses (CANTRAC), di scussed l ater i n thi s
chapter , contai ns i nfor mati on on how to obtai n
quotas.
. Other formal school savai l abl e from mobi l e
techni cal uni ts (MOTUs). The cl asses offered cover a
wi de range of equi pment i n use i n the fl eet and some of
the basi c ski l l s requi red to mai ntai n thi s equi pment.
MOTUs announce schedul ed cl asses vi a messages to al l
l ocal uni ts. Thi s i s done on a monthl y or quarterl y basi s,
dependi ng upon the l ocati on of the MOTU.
The Catalog of Navy Training Courses (CANTRAC),
NAVEDTRA 10500, l i sts al l formal courses of i nstructi on
offered to naval personnel . Thi s catal og contai ns the
fol l owi ng i nformati on on each of the courses l i sted:
Locati on
Length
Cl ass school (A, C, P)
Conveni ng frequency
Pur pose
s c op e
Pr er equi si tes
Quota control
Reporti ng desti nati on
The CANTRAC i s an i nval uabl e ai d for the seni or
ET and supervi sors as they pl an off-shi p trai ni ng. The
CANTRAC i s normal l y l ocated i n the Educati onal
Servi ces Offi ce (ESO).
SHIPBOARD OR SHOP
TRAINING
Shi pboard or shop trai ni ng i s necessary throughout
the naval establ i shment. Techni ci ans reporti ng to thei r
fi rst duty stati on from a C school have much to l earn
about thei r parti cul ar work center or work group
operati on and system confi gurati on. The courses of
i nstructi on that ETs attend general l y provi de onl y the
fundamental theory and ski l l s requi red to perform the
mi ni mum mai ntenance on el ectroni c and di gi tal
equi pment. Most C school s do not have the manpower
or equi pment avai l abl e to have the students perform al l
3-14
of the mai ntenance tasks they wi l l ul ti matel y be requi red
to perform. Most of the hands-on trai ni ng ETs recei ve
comes at thei r fi rst duty stati ons. As a shop supervi sor,
you are responsi bl e for provi di ng the extra trai ni ng the
new ET wi l l requi re to become a competent, techni cal l y
ski l l ed techni ci an. You can do thi s by usi ng a
combi nati on of the fol l owi ng trai ni ng methods:
1. On-the-job trai ni ng (OJT)One of the most used
and easi est ways of provi di ng trai ni ng
2. Personnel qual i fi cati ons standards (PQS)A
method of devel opi ng the abi l i ty of a person to stand a
watch or mai ntai n a pi ece of equi pment
3. Formal shi pboard trai ni ngThe best way to trai n
l arge groups of peopl e, but requi res more effort and
preparati on than the two precedi ng methods
On-the-J ob Training (OJ T)
Thi s i s by far the si mpl est and easi est way to trai n.
I t can be used al most anyti me the shop supervi sor
desi res. Showi ng a new ET how to perform an hf
transmi tter al i gnment, how to perform rf power
measurements, and how to perform a recei ver sensi ti vi ty
check are al l exampl es of OJT. When used wi sel y, OJT
al l ows new ETs to gai n the hands-on experi ence under
operati onal condi ti ons that coul d not be acqui red at a
formal school . You perform OJT many ti mes a day
wi thout ever thi nki ng about i t. By emphasi zi ng OJT, you
wi l l be abl e to i ncr ease the techni cal competence of your
new personnel i n a shorter ti me. Al though you can use
OJT i nformal l y, you shoul d al so schedul e i t as part of
your shops i n-rate trai ni ng program.
Personnel Qualification Standards (PQS)
The PQS system was di scussed earl i er i n chapter 1.
We wi l l now show you how you can use the PQS system
i n trai ni ng your personnel . You can use PQS as a method
of trai ni ng or qual i fyi ng new personnel reporti ng
aboard. You can al so use i t as a method for cross-trai ni ng
and requal i fyi ng experi enced personnel . The concept of
standards for personnel qual i fi cati on i s not new i n the
Navy. For many years, vari ous forms of qual i fi cati on
standards have been i n use. Observi ng the performance
of new techni ci ans i n a shop routi ne hel ps the shop
supervi sor deci de when the techni ci ans are ready to
stand a watch or work on equi pment by themsel ves. The
fi rst l i eutenant appl i es a si mi l ar approach to hands-on
per for mance eval uati on i n the qual i fi cati on of
hel msmen and boat coxswai ns. The detai l ed checkoff
l i st appr oach to watch
submari nes has been used
stati on qual i fi cati on i n
for many years wi th great
success. By devel opi ng a step-by-step watchstanders
PQS for a parti cul ar i nstal l ati on, you can ensure that any
new ET reporti ng aboard wi l l recei ve al l perti nent
i nformati on. The Personnel Qual i fi cati on Standards
devel oped to date have been very benefi ci al as an
el ement of a wel l -managed uni t trai ni ng program.
The success of the PQS program i n your di vi si on or
shop depends upon you. To make thi s program a success,
you must take the fol l owi ng steps:
1. Have and mai ntai n an adequate PQS reference
l i brary of techni cal , procedural , and rate trai ni ng
manual s.
2. Effecti vel y manage the overal l di vi si on or shop
trai ni ng program.
3. Have a pr ogr am to pr epar e wor k gr oup
supervi sors as PQS qual i fi ers, Supervi se and assi st
desi gnated PQS qual i fi ers.
4. Have real i sti c i ndi vi dual qual i fi cati on goal s and
ti me l i mi ts.
5. Moni tor i ndi vi dual qual i fi cati on progress.
Formal Shipboard/Shop Training
The most di ffi cul t trai ni ng to perform i s that aboard
shi p or i n a busy mai ntenance shop. There are many
vari abl es to consi der when you attempt formal trai ni ng
aboard shi p. Fi rst, consi der the preparati on requi red for
presenti ng a formal cl ass. Four factors you must
consi der when you prepare for a formal trai ni ng sessi on
are as fol l ows:
1. Ar e adequate up-to-date l esson pl ans or
i nstructors gui des avai l abl e?
2. Can the presentati on be schedul ed at a ti me that
wi l l gi ve maxi mum attendance?
3. I s there an adequate l ocati on avai l abl e to use as
a cl assroom?
4. I s there a method avai l abl e for measuri ng cl ass
achi evement?
The fol l owi ng paragraphs di scuss each of the four
factors l i sted above.
1. Avai l abi l i ty of l esson pl ans. I f l esson pl ans or
i nstructor gui des (I Gs) are avai l abl e, you shoul d
careful l y screen them to be sure they contai n the topi cs
you want to present and al l of the poi nts you want to
emphasi zethe need-to-know materi al . I f l esson pl ans
or i nstructor gui des are not avai l abl e or are i nadequate
3-15
TI TLE: WRI TE TI TLE AND LESSON NO.
OBJECTI VES: LI ST LEARNI NG OBJECTI VES; (Li st the l earni ng objecti ves the i nstructor
desi res to meet wi th the l esson. Make objecti ves real i sti c.)
MATERI AL: 1. TRAI NI NG AI DS: (Li st trai ni ng ai ds needed to teach thi s l esson.)
2. REFERENCES: (Li st the sources from whi ch thi s materi al was obtai ned.)
I NTRODUCTI ON:
l esson by possi bl y rel ati ng a short story to catch the trai nees i nterest. (Rel ated
story shoul d key up the i mportance of knowi ng l esson.)
PRESENTATI ON: The vi tal i nformati on to be taught shoul d be pl aced i n thi s porti on of the l esson
pl an i n outl i ne form. I t shoul d be outl i ned i n such a manner as to provi de the
i nstructor wi th a coordi nated fl ow of i nformati on.
APPLI CATI ON: A l i st of questi ons shoul d be prepared i n advance to see i f the trai nees have
absorbed the presented materi al (Answers to the questi ons shoul d be i ncl uded
for the i nstructor to refer to.)
SUMMARY The i nstructor shoul d then revi ew the vi tal el ements of the presentati on.
TEST A smal l qui z maybe admi ni stered though not requi red.
ASSI GNMENT: An assi gnment maybe gi ven to rei nforce the l esson. Not mandatory.
The i nstructor shoul d i ntroduce the l esson at thi s poi nt and create i nterest i n the
Figure 3-1.A lesson plan outline.
for your needs, prepare new ones. Fi gure 3-1 shows an of days. Tryi ng to cover too much materi al i n one day
exampl e of a l esson pl an format.
-
Whenever you start to prepare a l esson pl an or I G,
you shoul d remember one i mportant poi nt: I nstructors
are the experts; they shoul d be ful l y knowl edgeabl e i n
the subject area. I f you are hazy on some areas, get out
the books and refresh your memory. I nstructors who
have not adequatel y prepared themsel ves l ose thei r
credi bi l i ty when they fal ter and hesi tate whi l e coveri ng
a subject.
2. Cl ass schedul i ng. Schedul e for mal cl ass
presentati ons as earl y i n the day as possi bl e. (Shortl y
after morni ng quarters i s an i deal ti me.) At thi s ti me,
peopl e are rested, ready to start the day, and i n a more
recepti ve mood than i f they had al ready worked a ful l
day and were wai ti ng for l i berty cal l . There are al ways
i nterrupti ons to cl ass schedul es. By pl anni ng wel l
enough i n advance and ensuri ng that al l persons
attendi ng the formal cl ass are aware of the schedul e, you
can mi ni mi ze the effects of outsi de events. Keep your
trai ni ng sessi ons short and schedul e them over a number
may produce poor resul ts due to
l i nterrupti ons because of shi p evol uti ons,
l l oss of i nterest because of the l ength of the cl ass,
or
. the techni cal nature of materi al covered.
3. Cl ass l ocati on. Fi nd a sui tabl e l ocati on to hol d
the trai ni ng sessi on. Thi s i s often a probl em on smal l
shi ps si nce spaces are cramped and room i s at a
premi um. At a shore stati on, trai ni ng rooms are usual l y
avai l abl e. An adequate space for a cl assroom shoul d be
as comfortabl e as possi bl e,
wel l l i ghted,
arranged so the enti re cl ass can see the i nstructor
and vi ce versa,
free from outsi de noi se,
3-16
l
l
4.
capabl e of seati ng the personnel attendi ng the
cl ass, and
adequatel y equi pped wi th the necessary trai ni ng
devi ces before the start of cl ass.
Methods of measuri ng cl ass achi evement. There
are several ways to measure cl ass achi evement. Wri tten
tests and performance tests are the two pri mary
methods. These tests gi ve you, the i nstructor, an i dea of
how wel l you have presented the materi al . Prepare your
wri tten tests before cl ass, usi ng the I G as a source topi cs
to test. I ncl ude onl y questi ons whi ch are based on the
need-to-know i nformati on you pl an to present duri ng
the l ecture or demonstrati on. Prepare your performance
tests i n much the same way as you do wri tten tests.
Requi re each student to perform the procedure whi l e
another student assi sts. I f necessary, you can prepare job
sheets to hel p the students i n a parti cul arl y compl ex
procedure. Al so, two students can take turns performi ng
the same procedure as you observe and grade thei r
performances. Wherever a hazardous condi ti on may
exi st, al ways emphasi ze safety precauti ons on the job
sheet.
Training Presentation
The trai ni ng presentati on i s the cul mi nati on of your
effort and preparati on. For the trai ni ng to be effecti ve,
you must present the prepared materi al i n an effecti ve
manner. Al l of the effort you put i nto prepari ng for the
trai ni ng sessi on may be negated i f you do not gi ve an
effecti ve presentati on. The fol l owi ng i s a l i st of some of
the pi tfal l s you shoul d avoi d when you gi ve a formal
pr esentati on:
l
l
l
l
Tal ki ng i n a monotone voi ce. Thi s wi l l put your
cl ass to sl eep.
Ji ngl i ng coi ns or keys i n your pocket. Thi s di verts
the attenti on of the cl ass from the topi c you are
di scussi ng because they are di stracted by what
you are doi ng. I f you have the habi t of ji ngl i ng,
remove the coi ns and keys from your pockets
before you begi n the trai ni ng sessi on.
Tal ki ng duri ng a l oud burst of background noi se.
Your cl ass wi l l not be abl e to hear you.
Usi ng di stracti ng manneri sms, such as tuggi ng
your ear or pl ayi ng wi th a r ul er or pen. Agai n, the
cl ass wi l l pay more attenti on to what you are
doi ng than to the subject you are di scussi ng.
l
l
Tal ki ng down to the cl ass. Thi s wi l l cause
ani mosi ty toward you, causi ng you to l ose the
attenti on and i nterest of the cl ass.
Losi ng control of the cl ass. An uncontrol l ed cl ass
wi l l be di stracted and wi l l not l earn.
Keep your presentati on i nteresti ng, accurate, and to
the poi nt. Toss i n a comment on personal experi ence
when you want to emphasi ze a certai n poi nt, or ask
questi ons i f you see you are l osi ng the i nterest of the
cl ass or of an i ndi vi dual . The object i s to keep your cl ass
worki ng and recepti ve to the i nformati on you are
pr esenti ng.
Training Topics
A wi de vari ety of topi cs are appropri ate to an
el ectroni cs di vi si on. Some of the topi cs (i n addi ti on to
el ectroni c equi pment and systems) for whi ch you shoul d
have l esson pl ans and trai ni ng are
l safety,
l use of test equi pment,
l el ectroni cs-casual ty-control ,
. general mi l i tary subjects, and
. basi c el ectroni cs (NEETs modul es).
I n chapter 1 of thi s TRAMAN, you were tol d about
four standards that you can use as a basi s for your
trai ni ng program. These standards are as fol l ows:
. Naval Standards
. Occupati onal Standards
l Personnel Qual i fi cati on Standards
. Equi pment Standards
By usi ng the Naval and Occupati onal Standards l i sted
i n the Advancement Handbook for Petty Officers, you
can tai l or your tr ai ni ng pr ogr am to cover the
professi onal and techni cal requi rements of your
personnel . Exami ne these standards and cover them i n
your l esson pl ans.
Use equi pment standards when you trai n personnel
on new equi pment that they may not be fami l i ar wi th.
Stress the i mportance of equi pment standards to
personnel before they fi rst begi n mai ntenance on
equi pment. Thi s wi l l show them that you are concerned
about the performance of the equi pment and that they
shoul d al so care about the qual i ty of i ts performance.
3-17
Training Publications
The trai ni ng chapter of OPNAVI NST 3120.32,
Standard Organization and Regulations of the U.S.
Navy, di scusses the quar ter l y for ecast, weekl y
schedul es, and vari ous personal and group trai ni ng
records that must be kept.
The List of Training Manuals and Nonresident
Training Courses, NAVEDTRA 12061 (menti oned
earl i er) l i sts trai ni ng manual s and correspondence
courses and contai ns al phabeti cal l i sti ng of PQS
products.
Other sources of information are
1.
2.
3.
type commanders (TYCOM) di recti ves and
shop di recti ves,
NAVPERS 18068, Manual of Navy Enlisted
Manpower and Personnel Classification and
Occupational Standards, and
NAVEDTRA 10500, Catalog of Navy Training
Courses (CANTRAC) (previ ousl y descri bed).
Training Films
Tr a i n i n g f i l ms a r e v a l u a bl e s ou r ces of
suppl ementary i nformati on on many techni cal subjects.
There are two types of vi sual i nformati on l i brari es
from whi ch audi ovi sual ai ds can be checked out. These
are the General Vi sual I nformati on Li brari es and the
I nstal l ati on Vi sual I nformati on Li brari es. The General
Vi sual I nformati on Li brari es are l ocated at the Naval
Educati on and Trai ni ng Support Centers at Norfol k, Va.,
and San Di ego, Cal . They are operated under the
cogni zance of the Chi ef of Naval Educati on and
Trai ni ng and provi de mai l -order l oans of audi ovi sual
ai ds to fl eet and shore acti vi ti es. The I nstal l ati on Vi sual
I nformati on Li brari es are currentl y compri sed of
l i br ar i es l ocated at naval avi ati on and medi cal
i nstal l ati ons. The Department of the Navy Catalog of
Navy and Mari ne Corps Vi sual I nformati on
Productions, OPNAV-P-09B1-01-88, l i sts al l the U.S.
Navy trai ni ng fi l ms i n stock and the procedures for
acqui ri ng them.
TRAINING SCHEDULES AND RECORD
Schedul i ng of shi pboard trai ni ng requi res the
careful attenti on of the trai ni ng offi cer, department
heads, and di vi si on offi cers to mi ni mi ze confl i ct wi th
the acti vi ti es of the shi p and to ensure that the ti me
al l otted to trai ni ng i s used to the best advantage. The
onl y justi fi cati on for a record of trai ni ng i s that i t
pr ovi des conti nui ty to the tr ai ni ng pr ogr am by
i ndi cati ng what trai ni ng has been done.
When you devel op a trai ni ng schedul e, you must
consi der the shi ps operati ng schedul e and yard
overhaul peri ods (avai l abi l i ti es) assi gned by the type
commander. A yard overhaul (avai l abi l i ty) takes pl ace
peri odi cal l y (approxi matel y every 3 years).
LONG-RANGE TRAINING SCHEDULE
The shi ps trai ni ng cycl e (fi g. 3-2) i s ti ed cl osel y to
the peri ods of ti me between overhaul s. The l ong-range
trai ni ng pl an, prepared by the trai ni ng board, i s the basi c
i nstrument for pl anni ng and carryi ng out the shi ps
trai ni ng requi rements.
The l ong-range pl an contai ns onl y i nformati on of
major i mportance needed to ensure that the overal l
coordi nati on and pl anni ng of the trai ni ng effort are
effecti ve. I t i s not concerned wi th mi nor detai l s of the
shi ps trai ni ng schedul e. I n effect, the pl an outl i nes the
peri ods of ti me that are to be consi dered as al l -hands
evol uti ons, duri ng whi ch l i ttl e personal trai ni ng may be
schedul ed. These events i ncl ude major i nspecti on, tri al ,
and mai ntenance peri ods; competi ti ve exerci ses;
off-shi p team trai ni ng; general quarters, general dri l l s;
and so forth. When compl ete, the pl an becomes the
framework for the preparati on of the more detai l ed
quarterl y forecast of al l -hands evol uti ons and the
weekl y trai ni ng schedul es.
QUARTERLY FORECAST OF ALL-HANDS
EVOLUTIONS
Based on the l ong-range trai ni ng schedul e and
general pol i cy gui dance from the commandi ng offi cer,
the trai ni ng offi cer prepares a quarterl y forecast, or
esti mate, of the number of normal worki ng hours
requi red to carry out evol uti ons i nvol vi ng al l hands. On
the basi s of that esti mate, the trai ni ng offi cer al so
forecasts the number of hours that are avai l abl e for
i ndi vi dual di vi si on acti vi ti es.
When the shi ps empl oyment schedul e i s
reasonabl y fi rm, the trai ni ng offi cer prepares the
quarterl y forecast si mul taneousl y wi th the l ong-range
trai ni ng schedul e. At other ti mes, the trai ni ng offi cer can
forecast onl y as far ahead as rel i abl e esti mates can be
made, perhaps monthl y or bi weekl y.
The anal ysi s i s based on a normal work week of 35
hours per person7 hours per day for 5 days. I t i s obvi ous
3-18
Figure 3-2.A ships training cycle is adjusted to the periods of yard overhauls (availabilities).
3-19
that shi pboard personnel work many more hours a week
than 35. Watch standi ng, repai rs to di sabl ed equi pment,
general quarters, off-duty studi es, and so on, take up
much of the i ndi vi dual s ti me beyond the usual work
week. The quarterl y forecast of al l -hands evol uti ons,
however, must be based on the real i sti c assumpti on that
most trai ni ng takes pl ace duri ng normal worki ng hours.
I n prepari ng the forecast, the trai ni ng offi cer
i ndi cates the total number of crew-hours that must be
reserved for each al l -hands evol uti on. Thus, duri ng a
week i n whi ch type trai ni ng (TYT) i s to be conducted,
31 hours may be reserved for one al l -hands evol uti on
and 2 hours for another evol uti on. After the trai ni ng
offi cer has compl eted the cal cul ati ons, he may have
reserved 10 crew-hours for trai ni ng. On the basi s of thi s
computati on, the trai ni ng offi cer may then i nform al l
di vi si on offi cers of the number of hours avai l abl e for
di vi si on acti vi ti es (35 hrs -10 hrs = 25 hrs).
DIVISION QUARTERLY FORECAST OF
ACTIVITY
As a l eadi ng ET, you wi l l general l y be cal l ed upon
to assi st the EMO or di vi si on offi cer wi th the di vi si on
quarterl y forecast, at l east the porti on concerni ng ET
personnel . The EMO or di vi si on offi cer may prepare a
quarterl y forecast to show how the ti me avai l abl e for
di vi si on acti vi ti es i s to be di vi ded among watch
standi ng, l essons and dri l l s, and routi ne operati ons. The
use of thi s forecast i s opti onal because smal l di vi si ons,
such as those on a destroyer, recei ve l i ttl e benefi t from
i ts use. I t i s most hel pful i n the control of fai rl y l arge
gr oups of per sonnel par ti ci pati ng i n di ver si fi ed
acti vi ti es.
The forecast i s si mpl y a weekl y breakdown of total
hours avai l abl e duri ng the quarter. Fi rst, the hours
needed for watch standi ng are subtracted from the total .
The hours remai ni ng are di vi ded accordi ng to the
exi sti ng si tuati on. Some routi ne mai ntenance, for
i nstance, may have been i ncl uded because of
operati onal commi tments, i mpl ementati on of qual i ty
moni tori ng, or i noperati ve equi pment. I f so, the trai ni ng
cycl e can be adjusted to absorb the extra ti me. A good
rul e of thumb, however, i s a 50-50 approach to trai ni ng
ver sus mai ntenance, unl ess equi pment becomes
i noper abl e or an oper ati onal emer gency ar i ses.
QUARTERLY TRAINING SCHEDULE
The preparati on of a quarterl y schedul e requi res
careful pl anni ng and i magi nati on to ensure compl eti on
of i ndi vi dual and team trai ni ng. The di vi si on offi cer i s
responsi bl e for mai ntai ni ng thi s schedul e, and i t i s
general l y posted i n an area where al l ET rates have
access. The l eadi ng petty offi cers general l y meet wi th
the EMO or di vi si on offi cer to pl an the quarterl y trai ni ng
schedul e, dependi ng upon the shi ps operati ng schedul e,
the quarterl y forecast of al l -hands evol uti ons, and the
admi ni strati ve and mai ntenance needs of the di vi si on.
Most of the schedul e i s devoted to speci fi c subjects
that are to be taught duri ng i ndi cated weekl y peri ods. A
certai n amount of i nstructi on shoul d take pl ace duri ng
every watch, but a defi ni te schedul e ensures that each
of the shi ps ET dri l l s and exerci ses i s taught at l east
once every quarter, operati onal condi ti ons permi tti ng.
WEEKLY TRAINING SCHEDULE
Toward the end of each week, trai ni ng petty offi cers
wi l l consul t the quarterl y trai ni ng schedul e and prepare
a trai ni ng program for the fol l owi ng week. The weekl y
schedul e shoul d i ncl ude perti nent i nformati on on the
l ong-range trai ni ng schedul e and on trai ni ng i tems
al l ocated for that week from the quarterl y trai ni ng
schedul e. Any remai ni ng trai ni ng ti me can be used as a
pi ckup of any l essons, dri l l s, exerci ses, and so on, that
may have been mi ssed the previ ous week because of
unforeseen ci rcumstances. After the trai ni ng petty
offi cer has compl eted preparati on of the weekl y trai ni ng
schedul e, he wi l l forward i t to the di vi si on offi cer vi a
the l eadi ng ET for approval and i ncorporati on i nto the
EMOs or di vi si on offi cers weekl y di vi si on trai ni ng
schedul e.
When space permi ts, the weekl y schedul e may
i ncl ude the names of i nstructors and such detai l s as the
l ocati ons and ti mes of l ectures and fi l ms. Addi ti onal l y,
any major mai ntenance acti vi ty, test, or i nspecti on may
be i ncl uded i n the weekl y trai ni ng schedul e, whi ch may
then serve as a pl an of the week.
The weekl y schedul e shoul d make provi si ons for
three categori es of trai ni ng: (1) al l -hands, (2) mi l i tary,
and (3) professi onal . Al l -hands trai ni ng i s best typi fi ed
by the onboard know-your-shi p requi rements. These
requi rements general l y appl y to al l newl y reported
personnel , regardl ess of rate or rati ng. Mi l i tary trai ni ng
appl i es to the mandatory naval standards for al l hands,
accordi ng to paygrade. Professi onal trai ni ng i s for
personnel i n a speci fi c rati ng group, by paygrade.
TRAINING RECORDS
The responsi bl e l eadi ng petty offi cers shoul d know
at al l ti mes how much trai ni ng has been done and how
much remai ns to be done. Numerous records of
3-20
i ndi vi dual trai ni ng must be mai ntai ned to keep thi s
i nformati on current.
To standardi ze record keepi ng, the Offi ce of the
Chi ef of Naval Operati ons has devel oped four forms,
one of whi ch shoul d be sui tabl e for any record or
schedul e needed i n the trai ni ng program. One of the
forms i s the weekl y trai ni ng schedul e. The three
remai ni ng forms bear the ti tl e General Record; they are
di sti ngui shed by the desi gnati ons Type I , Type I I , and
Type I I I . The mai n di fference i n the three types i s a
fl exi bl e col umnar arrangement, whi ch permi ts any one
of the forms to be used for several records.
. Type I i s useful i n prepari ng the l ong-range
trai ni ng schedul e, quarterl y forecast of al l -hands
evol uti ons, and the di vi si on quarterl y forecast of
acti vi ty.
l Type I I may be used to mai ntai n both enl i sted and
offi cer records of trai ni ng. I ts format i s such that a broad
col umn on the l eft of the sheet permi ts rel ati vel y l engthy
entr i es, such as names, functi ons, or tr ai ni ng
requi rements. The other col umns are headed by
i ndi vi dual bl anks.
. Type I I I i s reserved for schedul i ng i nstructi onal
peri ods. The reverse si de i s basi cal l y a cal endar wi th a
space for each day of the year. Pl anned i nstructi onal
peri ods are usual l y noted i n penci l . Because of space
l i mi tati ons, the entri es are coded or abbrevi ated. When
a pl anned peri od of trai ni ng has taken pl ace, the
appropri ate entry i s i nked i n to i ndi cate that i t has been
don e.
REFERENCES
Data Systems Technician 1 & C, NAVEDTRA
10203, Naval Educati on and Tr ai ni ng Pr ogr am
Devel opment Center, Pensacol a, Fl a., 1982.
Electronics I nstallation and Maintenance Books,
General , NAVSEA SE000-00-EI M-100, Com-
mander, Naval Sea Systems Command, Washi ngton,
D. C., 1983.
3-21
CHAPTER 4
COMBAT SYSTEMS
Compared wi th ol der combatant shi ps, todays
combatants have more, and i ncreasi ngl y compl ex,
el ectroni cs and weapons equi pment and systems.
Therefore, changes must be made to the tradi ti onal
organi zati on of di vi si onal responsi bi l i ti es. Thi s means
combi ni ng some of the responsi bi l i ti es of the operati ons
and weapons departments. Current practi ce cal l s for
putti ng one offi cer, the combat systems offi cer, i n charge
of al l weapon system (al l weapons and el ectroni cs
subsystems) mai ntenance. Thi s combi nes (i ntegrates)
the mai ntenance of al l el ectroni cs and makes the shi p
mor e capabl e of ful fi l l i ng i ts mi ssi on. I n some
confi gurati ons, i t i s possi bl e that the engi neeri ng
department wi l l suppl y personnel for supporti ng
systems, such as gyro di stri buti on, cool i ng systems, and
pri mary and secondary power.
Al l subsystems of a combat systemweapons,
search radar, communi cati ons, ASW, el ectroni c warfare
an d s on ar i n ter face th r ou gh th e NTDS/CDS
subsystems. These col l ecti vel y compose a si ngl e
shi pboard system. Fi gure 4-1 i l l ustrates typi cal
external components of a combat system.
I n the past, techni ci ans were onl y concerned
wi th mai ntai ni ng thei r assi gned equi pment so i t
operated when i t was needed. Under the combat
systems concept, techni ci ans must al so ensure the
accuracy of thei r equi pments and systems outputs
i n to th e comba t s y s tem. Th i s mea n s th a t
techni ci ans must cross tradi ti onal boundari es and
become fami l i ar wi th the operati on and capabi l i ti es
of the over al l system. The outputs of combat
system equi pment i nto the combat di recti on system
(CDS) and weapon system control equi pment must
be accurate, or wi thi n assi gned standards. Wi thout
accurate si gnal s and data, the shi p may not be abl e
to handl e i ts combat mi ssi on.
SUBSYSTEMS
Many di fferent subsystems are used aboard the
vari ous U.S. Navy shi ps. We wi l l use the subsystems
aboard some of the FFG-7 cl ass shi ps as exampl es. Our
descri pti on i s basi c (wi thout securi ty compromi se), but
i t wi l l gi ve you a general i dea of how the subsystems
operate and how they are i ntegrated wi th the rest of the
combat system.
SEARCH RADAR SUBSYSTEM
The search radar subsystem provi des pri mary
survei l l ance, detecti on, and tracki ng data for anti ai r
warfare and anti surface shi p warfare mi ssi ons. The
fol l owi ng paragraphs functi onal l y descri be the combat
system radars, radar recogni ti on, and search radar
r epeater s . Sear ch r adar s i n cl u de Radar Set
AN/SPS-49(V)4 and Radar Set AN/SPS-55. Radar
i denti fi cati on i ncl udes the Ai r Traffi c Control Radar
Beacon System/I denti fi cati on Fri end or Foe (I FF) Mk
XI I System (AI MS). The search radar repeaters consi st
of three AN/SPA-25 i ndi cators.
Search radar subsystem target i nformati on used to
detect ai r and sur face tar gets i s pr ovi ded by
two-di mensi onal search scans. Thi s i nformati on i s sent
by the appropri ate radar di stri buti on swi tchboard to user
consol es as vi deo and sweep data. The i nterrogati on
sets, as part of the radar recogni ti on equi pment, send I FF
data vi a the radar di stri buti on equi pment to the vi deo
decoders and the beacon vi deo processor.
COMBAT DIRECTION SUBSYSTEM (CDS)
The combat di recti on system (CDS) subsystem i s a
di gi tal computer-based data processi ng system that
al l ows the crew to i ntegrate, control , moni tor, and make
tacti cal use of the shi ps weapons systems. I t al so al l ows
the use of task force weapons agai nst ai r, surface, and
subsurface threats. Sensor data from radar, sonar,
countermeasures, and remote communi cati on l i nks are
col l ected, correl ated, and eval uated by the CDS
operati onal program. The CDS program then devel ops
and sends recommendati ons and al erts to the consol e
operators to enabl e them to use thei r sensor and weapon
resources effi ci entl y. The CDS i s composed of the
fol l owi ng major equi pment groups:
1. CDS data processi ng group
2. CDS data di spl ay group
3. CDS data communi cati ons group
4-1
Figure 4-1.
4-2
Fi gure 4-2 i s a pi ctori al di agram of how the search
radar subsystem i nterfaces wi th the combat di recti on
system subsystem.
COUNTERMEASURES SYSTEMS
The countermeasures subsystem, a stand-al one
subsystem, provi des the combat system wi th detecti on,
s u r v ei l l an ce, i den ti fi cati on , an d en gagemen t
capabi l i ti es agai nst threats the shi p encounters duri ng a
mi ssi on.
The countermeasures subsystem i s di vi ded i nto
thr ee functi onal gr oups: the el ectr oni c suppor t
measures (ESM) group, the acousti cal countermeasures
group (ACM), and the el ectroni c countermeasures
(ECM) group.
The ESM group supports acti ons taken to search for,
i nter cept, l ocate, r ecor d, and anal yze r adi ated
el ectromagneti c energy i n support of tacti cal operati ons.
Th u s , ESM equ i pmen t pr ov i des a s ou r ce of
countermeasures i nformati on requi red for threat
detecti on, warni ng, avoi dance, and target acqui si ti on.
The ESM group al so recei ves tri ggers from shi pboard
emi tters, and devel ops the bl anki ng pul ses requi red to
prevent the emi tters from i nterferi ng wi th operati ng
countermeasures equi pment. The major components of
the ESM group are the El ectroni c Countermeasures Set
AN/SLQ-32(V)2 and the Bl ank er -Vi deo Mi xer
AN/SLA-10B.
The ACM gr oup pr ovi des decepti on devi ces
desi gned to provi de a fal se or mi sl eadi ng acousti cal
target for i ncomi ng acousti cal homi ng torpedoes. The
major components of the ACM group arc the Torpedo
Counter measur es Tr ansmi tti ng Set AN/SLQ-25
(NI XI E) and the PRAI RI E/MASKER SYSTEM.
The ECM group provi des fal se or mi sl eadi ng targets
for i ncomi ng mi ssi l es or weapons. I n conducti ng
mi ssi on assi gnments, the shi p wi l l use decoy systems
pri mari l y as a defensi ve measure. The major component
of the ECM group i s the Super Rapi d Bl oom Offboard
Chaff (SRBOC) Mk 36 Mod 1.
CLOSE-IN WEAPON SUBSYSTEM (CIWS)
The Cl ose-I n Weapon System (CI WS) Mk 15 Mod
1 provi des the fi nal defense agai nst anti shi p crui se
mi ssi l es (ASCM) as part of the Navys defense-i n-depth
concept. The CI WS wi l l engage and destroy ASCMs or
ai rcraft that penetrate a shi ps pri mary defense envel ope.
The CI WS al so provi des ASCM and anti ai r defense for
shi ps oper ati ng i n other than defense-i n-depth
si tuati ons. The CI WS i s essenti al l y a stand-al one
weapon system consi sti ng of the Weapon Group Mk 16
Mod 1, Remote Control Panel (RCP) Mk 340 Mod 1,
and Local Control Panel (LCP) Mk 339 Mod 2. The
CI WS may be operated i n ei ther the anti ai r warfare
(AAW) automati c mode or the AAW manual mode.
UNDERWATER WEAPON SUBSYSTEM
The underwater weapon subsystem provi des the
combat system wi th an engagement capabi l i ty agai nst
subsurface threats. The underwater weapon subsystem
i s composed of the fol l owi ng equi pment:
1.
2.
3.
4.
Sonar Set AN/SQS-56
Tacti cal Towed Array Sonar (TACTAS)
Torpedo Tubes Mk 32 Mod 5
Control Panel Mk 309 Mod 0
LIGHT AIRBORNE MULTIPURPOSE
SYSTEM (LAMPS)
The l i ght ai rborne mul ti purpose system (LAMPS)
i s a combi ned hel i copter-shi p subsystem capabl e of
supporti ng both combat and noncombat mi ssi ons. The
pri mary combat mi ssi ons are anti submari ne warfare
(ASW) and anti shi p survei l l ance and targeti ng (ASST).
The secondary, noncombat mi ssi ons i ncl ude search and
rescue, medi cal evacuati on, verti cal repl eni shment, and
uti l i ty operati ons.
The LAMPS consi sts pri mari l y of an SH-60B
Seahawk hel i copter. The LAMPS hel i copter i s an
al l -weather, ai rborne pl atform capabl e of carryi ng
var i ous detecti on devi ces, i ncl udi ng a sonobuoy
recei ver-transmi tter for transferri ng sonobuoy data to
the shi p. Shi pboard LAMPS equi pment consi sts of a
Tel emetri c Data Recei vi ng Set AN/SKR-4A (SKR-4)
and a Sonar Si gnal Processi ng Set AN/SSQ-28.
MISSILE/GUN WEAPON SUBSYSTEM
The mi ssi l e/gun weapon subsystem enabl es the
combat system to del i ver to a target an SM-1 mi ssi l e
warhead or a 76-mm gun projecti l e. Thi s subsystem uses
i nternal l y and external l y generated raw data and
processed data to provi de the combat system wi th
weapon assi gnment, di recti on, and fi ri ng capabi l i ty. The
mi ssi l e/gun subsystem supports the combat system
anti ai r warfare (AAW), surface warfare (SUW), and
anti submari ne warfare (ASW) mi ssi ons.
4-3
Figure 4-2.
4-4
Figure 4-2.
4-5
HARPOON MISSILE WEAPON
SUBSYSTEM
The HARPOON mi ssi l e weapon subsystem
provi des a sel f-contai ned, surface-to-surface mi ssi l e
system capabl e of l aunchi ng the HARPOON mi ssi l e at
over-the-hori zon surface targets. The HARPOON
mi ssi l e weapon subsystem i s the shi ps pri mary
surface-to-surface weapon. The subsystem rel i es on the
weapon control processor (WCP) computer and other
el ements of the combat system for target detecti on,
threat eval uati on, weapon pai ri ng, and target data
functi ons.
EXTERNAL COMMUNICATIONS
SUBSYSTEM
The external communi cati ons subsystem al l ows the
shi p to transmi t and recei ve commands, orders,
i nstructi ons, and reports. I ts pri mary purpose i s to ful fi l l
tacti cal and operati onal command communi cati on
requi rements; i ts secondary purpose i s to meet essenti al
admi ni strati ve requi rements.
The external communi cati ons subsystem i ncl udes
antenna systems, transcei vers, transmi tters, recei vers,
termi nal equi pment, and securi ty equi pments. Several
confi gurati ons may be used for transmi tti ng or recei vi ng
wi th th es e equ i pmen ts . Du pl ex , s i mpl ex , or
recei ve-onl y operati on may be used wi th both secure
and nonsecure tel etype and voi ce systems. Dupl ex
operati on provi des si mul taneous transmi ssi on and
recepti on, and i s used for speci fi c operati ons i nvol vi ng
the passi ng of data. Si mpl ex operati on provi des
communi cati on between two stati ons i n onl y one
di recti on at a ti me. I t i s most commonl y used on voi ce,
data, and conti nuous wave (cw) ci rcui ts. Recei ve-onl y
(broadcast method) i s used for many tel etype, facsi mi l e,
and conti nuous wave (cw) operati ons, where recei pt
acknowl edgement for each message i s not requi red.
Communi cati on servi ces provi ded by the external
communi cati ons subsystem are voi ce, tel etype, di gi tal
data, hi gh frequency (hf and ul tra hi gh frequency (uhf)
rel ay, and very hi gh frequency (vhf) homi ng. Voi ce
communi cati on servi ces are provi ded on the R, U, Y, vhf
bri dge-to-bri dge and fl eet satel l i te communi cati on
(SATCOM) secure voi ce, and underwater
communi cati on ci rcui ts. The termi nal confi gurati ons
consi st of the C, G, N, R, Sa, Sd, W, and si ngl e audi o
system (SAS) confi gurati ons. The Naval Modul ar
Automated Communi cati ons System (NAVMACS A+)
i s provi ded as a speci al faci l i ty.
The Link 11 ci rcui t provi des for i nterchange of
track data, weapon system status, and commands. Thi s
i s done on a di gi tal l i nk between naval tacti cal data
system (NTDS) shi ps, certai n ai rborne earl y warni ng
faci l i ti es, and anti submari ne warfare ai rcraft vi a hf or
uhf. The Li nk 11 ci rcui t i s the pri mary means for
Figure 4-3.External communications subsystem (Link 11).
4-6
i ntershi p transfer of tacti cal and command data. Fi gure
4-3 shows a pi ctori al di agram of the Li nk 11 ci rcui t.
NAVIGATION SUBSYSTEM
The navi gati on subsystem provi des the combat
system wi th accurate own-shi p posi ti on anywhere i n the
worl d and the navi gati onal i nformati on needed to
maneuver own shi p safel y. I t al so pr ovi des an
i denti ty-coded TACAN beacon si gnal to enabl e ai rcraft
to determi ne thei r range and beari ng i n rel ati on to own
shi p.
The navi gati on subsystem uses shi pboar d,
shorebased, and ai rcraft el ectroni c equi pment to
accompl i sh i ts supporti ng mi ssi on. The shi pboard
navi gati on subsystem i s made up of the fol l owi ng
equi pment:
1.
2.
3.
4.
Sonar Soundi ng Set AN/UQN-4
Satel l i te Navi gati on Set AN/SRN-19
TACAN Set AN/URN-25
Dead Reckoni ng System
Fi gure 4-4 shows a pi ctori al di agram of the
navi gati on subsystem.
SUPPORT SUBSYSTEM
The fol l owi ng systems and equi pment compose the
support subsystem:
1.
2.
3.
4.
5.
6.
Dr y ai r and ni tr ogen
Li qui d cool i ng and heati ng
Shi p parameters and di stri buti on (own-shi p
headi ng, rol l , and pi tch, own-shi p speed and
di stance, and wi nd speed and di recti on)
Shi p power and di stri buti on
Ai r condi ti oni ng and heati ng
I nteri or communi cati ons
COMBAT SYSTEMS TEST AND
EVALUATION PROGRAM (CSTEP)
The Combat Systems Test and Eval uati on Program
(CSTEP) i s a combi nati on of speci al teams, tests,
eval uati ons, publ i cati ons, and reports used to promote
the effecti veness of shi pboar d combat systems.
Basi cal l y, the program i s desi gned to
1. i ncrease the pri ori ty and focus gi ven to combat
systems duri ng overhaul s and sel ected restri cted
avai l abi l i ti es (SRAs);
Figure 4-4.Navigation subsystem.
4-7
2. i ncrease the effi ci ency and effecti veness of
combat systems evol uti ons that occur duri ng a shi ps l i fe
cycl e schedul e; and
3. provi de a procedure for the i ntermedi ate uni t
commander (I UC) to use peri odi cal l y i n moni tori ng and
assessi ng the combat system organi zati on and readi ness
of i ndi vi dual uni ts.
The overal l goal of the Combat Systems Readi ness
Program i s to devel op and mai ntai n a hi gh combat
systems readi ness i n each uni t i n the force. The speci fi c
objecti ves are as fol l ows:
. Mai ntenanceTo i mprove the combat systems
mai ntenance condi ti on of the force
. Overhaul pl anni ngTo i mprove the pl anni ng
pr ocess for the combat system por ti on of
overhaul s and major shi p restri cted avai l abi l i ti es
(SRAS)
l Over haul To i mpr ove the qual i ty of wor k
conducted on combat system equi pment; to
i ncrease the focus on combat system i ntegrated
testi ng; and to ensure hi gh l evel s of techni cal
trai ni ng duri ng an overhaul or SRA
. Post-overhaul To ensure maxi mum combat
system effecti veness i mmedi atel y after overhaul
by taki ng ful l advantage of the basi c and
i nter medi ate tr ai ni ng associ ated wi th the
overhaul or SRA
l Combat readi nessTo mai ntai n combat system
equi pment readi ness and trai ni ng at a hi gh l evel
thr oughout the enti r e oper ati onal cycl e of each uni t
i n the force; to provi de for effi ci ent and effecti ve
management of combat-systems-rel ated trai ni ng,
admi ni strati ve, and readi ness programs; and to
provi de means to eval uate and report promptl y a
uni ts combat systems readi ness
Tabl e 4-1 shows a typi cal l i fe cycl e schedul e of
combat systems test and eval uati on program key events.
The program i s composed of many subprograms, al l
of whi ch are i ntended to i ncrease combat systems
readi ness. Several of those programs are di scussed
bel ow.
GROUP COMMANDERS COMBAT
COORDINATION SUPPORT TEAM (CSCST)
The Group Commanders Combat Coordi nati on
Support Team (CSCST) assi sts i n moni tori ng and
assessi ng an i ndi vi dual uni ts combat systems
organi zati on and readi ness duri ng al l combat systems
readi ness evol uti ons. Duri ng these evol uti ons, the
CSCST conducts shi p vi si ts to eval uate and hel p i n the
devel opment of shi pboard programs to i mprove combat
system readi ness. Unti l permanent CSCST detachments
are formed i n i ndi vi dual home ports, group commanders
form CSCSTs from assets wi thi n the group and the
shi ps home port. Speci fi cal l y, CSCST takes the
fol l owi ng acti ons:
l
l
l
l
Revi ews combat system admi ni strati ve support
(for exampl e, techni cal manual s, CSTOM,
COSAL, PMS, GPETE), assesses pr ogr ess
du r i n g ov er h a u l s a n d s h i p r es tr i cted
avai l abi l i ti es, conducts revi ews of the Combat
Systems I ntegrated Test Pl ans (CSI TP), and
supports CSPOE/CSORE. (See CSTEP events 2
and 3 bel ow.)
Eval uates and, when r equi r ed, conducts
techni cal trai ni ng to i mprove shi ps force abi l i ty
to l i ght off, test, operate, and mai ntai n combat
systems equi pment.
Eval uates the effecti veness of the Shi ps
El ectroni c Readi ness Team (SERT).
Assi sts i n conducti ng the fol l owi ng CSTEP
events:
Combat Systems Pre-Overhaul Assessment
(CSPOA)
Combat Systems Post-Overhaul Exami nati on
(CSPOE)
Combat Systems Operati onal Readi ness
Exami nati on (CSORE) (Phases I and I I )
NAVSEACEN COMBAT SYSTEMS
READINESS ASSISTANCE
NAVSEACEN provi des engi neeri ng techni cal
support and materi al servi ces to forces afl oat. They
assi st i n conducti ng Combat Systems Readi ness
Revi ews (CSRR) and provi de gun/mi ssi l e/ASW battery
and gunfi re control /mi ssi l e fi re control /ASW fi re
control techni cal assi stance. These revi ews are not the
same as the techni cal assi stance for repai rs provi ded by
MOTUs, but i nstead provi de assi stance necessary to
further the sel f-rel i ance of the shi ps force i n
i mprovi ng the operati onal readi ness of i nstal l ed
ordnance.
4-8
Table 4-1.Typical Life Cycle Schedule of Combat Systems Test and Evaluation Program Key Events
EVENT TI MI NG
Pre-Overhaul Test & I nspecti on (POT&I ) Phase I
Pre-Work Defi ni ti on Conference Meeti ng (Pre-WDC)
Work Defi ni ti on Conference (WDC)
Forces Afl oat Work Defi ni ti on Conference (FAWDC)
I mmedi ate Uni t Commander Pre-Overhaul Assessment (POA)
Overhaul Acti vi ty Del i ver I TP to Shi p
Shi p Force/Overhaul Acti vi ty Compl ete I TP Revi ew
Combat Systems Coordi nated Support Team (CSCST)
Commence Combat Systems Level Testi ng
Combat Systems Post Overhaul Exami nati on (CSPOE)
Trai ni ng Readi ness Eval uati on (TRE)
Combat Systems Shi ps Qual i fi cati on Tri al s (CSSQT)
Weapons System Accuracy Tri al s/Fl eet Operati onal Readi ness
Accuracy Checks (WSAT/FORAC)
DMSR
Refresher Trai ni ng (RFT)
Naval Gunfi re Support Qual i fi cati ons (NGFS)
Combat Systems Operati onal Readi ness Exami nati on (CSORE)
Phase I
Phase I I
Combat Systems Readi ness Revi ew (CSSR)
Phase I I I
Depl oyment
Command Assessment of Readi ness and Trai ni ng (CART) Phase I
Command Assessment of Readi ness and Trai ni ng (CART) Phase I I
I nteri m Refresher Trai ni ng (I RFT) (As Requi red)
Naval Gunfi re Support Qual i fi cati ons (NGFS)
Phase I
Phase I I
Combat Systems Readi ness Revi ew (CSRR)
Phase I I I
Start ROH - 12 months
Start ROH - 4 weeks
Start ROH + 6 weeks
Start ROH + 25%
Start ROH + 60%
Start ROH + 75% or End -12 Weeks
As soon as practi cabl e after ROH
usual l y 2-3 weeks after
End ROH + 5 weeks
End ROH + 9 weeks
End ROH + 14 weeks
Before sai l for RFT
End ROH + 15 weeks
End ROH + 21 weeks
5 months before depl oyment (NOTE 1)
4 months before depl oyment
Before depl oyment
End ROH + 40 weeks
Duri ng depl oyment
End depl oyment + 5 weeks
Before depl oyment
NOTE 1: New constructi on shi ps wi l l enter the CSTEP at CSORE I before the i ni ti al depl oyment.
4-9
COMBAT SYSTEMS READINESS REVIEW
(CSRR)
The Combat Systems Readi ness Revi ew (CSRR) i s
a comprehensi ve program devel oped to hel p the shi ps
force achi eve a hi gh state of combat systems readi ness
for depl oyment. I mpl i ci t i n thi s goal are the fol l owi ng
objecti ves:
. To assess the readi ness of the shi ps combat
systems materi al and personnel and to report the
status to appropri ate seni ors
. To hel p shi ps force and I UCs correct materi al
probl ems
l To provi de on-the-job trai ni ng for shi ps force
p er s on n el a n d to i mp r ov e th e s h i p s
sel f-suffi ci ency
ORDNANCE SPECIAL ASSISTANCE TEAM
(ORDSAT)
The Ordnance Speci al Assi stance Team (ORDSAT)
consi sts of several techni ci ans, both mi l i tary and
ci vi l i an, hi ghl y trai ned i n vari ous fi re control systems.
The teams pri mary purpose i s to i nstruct the shi ps force
i n how to mai ntai n i ts own equi pment, thereby
i mprovi ng i ts battery system as a whol e. Ordnance
equi pment i ncl udes: gun battery, gunfi re control ,
gui ded mi ssi l e ti re control , and underwater battery fi re
control systems.
COMBAT SYSTEMS OPERATIONAL
READINESS EXAMINATION (CSORE)
The Combat Systems Oper ati onal Readi ness
Exami nati on (CSORE) i s an eval uati on conducted i n
three phases by the shi ps I UC to determi ne the materi al
readi ness, personnel trai ni ng l evel , and l ogi sti c support
of the i nstal l ed combat system.
COMBAT SYSTEMS POST-OVERHAUI.
EXAMINATION (CSPOE)
The Combat Systems Post-Overhaul Exami nati on
(CSPOE) i s an eval uati on of the combat system
r eadi ness and tr ai ni ng of the shi p. I t pr ovi des
prerequi si te testi ng and preparati on for CSSQT, WSAT,
and RFT; eval uates equi pment readi ness and the abi l i ty
of the shi ps force to l i ght-off, operate and mai ntai n
equi pment; and assesses the combat system techni cal
trai ni ng.
COMBAT SYSTEMS SHIP
QUALIFICATION TRIALS (CSSQT)
The Combat Systems Shi p Qual i fi cati on Tri al s
(CSSQT) i s a seri es of comprehensi ve tests and tri al s
desi gned to show that the equi pment and systems
i ncl uded i n the CSSQT program meet combat system
r equ i r emen ts . I t al s o pr ov i des tr ai n i n g an d
fami l i ari zati on to shi p personnel i n mai ntai ni ng and
oper ati ng i nstal l ed equi pment, i denti fi es desi gn
probl ems, and determi nes defi ci enci es i n support
el ements (for exampl e, documentati on, l ogi sti cs, test
equi pment, or trai ni ng).
OVERALL COMBAT SYSTEMS
OPERABILITY TEST (OCSOT)
The Overal l Combat Systems Operabi l i ty Test
(OCSOT) i s a Level 1 PMS test desi gned to provi de the
commandi ng offi cer wi th an operati onal assessment of
the total combat system.
COMBAT SYSTEMS IMPROVEMENT
PROGRAM ADVISORIES (CSIPs)
The Combat Systems I mpr ovement Pr ogr am
advi sori es (CSI Ps) are numbered advi sori es used by the
type commander to pass on to uni ts l essons l earned,
recommendati ons, and speci fi c gui dance about combat
systems requi rements.
COMBAT SYSTEMS INTEGRATED TEST
PLAN (CSITP)
The Combat Systems I ntegrated Test Pl an (CSI TP)
consi sts of detai l ed procedures for conducti ng al l
combat system tests through the systems l evel duri ng
overhaul (Combat Systems Test and Certification
Manual, NAVSEA T9073-AB-TRQ-010]).
COMBAT SYSTEM TEST TASK GROUP
(CSTTG)
The Combat System Test Task Group (CSTTG) i s
made up of representati ves from the shi ps force, the
shi pyar d, SUPSHI P, and other commands, as
appropri ate. Thi s group moni tors the CSI TP (NAVSEA
T9073-AB-TRQ-010).
4-10
COMBAT SYSTEMS TEST COORDINATOR
(CSTC)
The Combat Systems Test Coordi nator (CSTC) i s
the shi ps representati ve to the Combat System Test Task
Group. The CSTC i s responsi bl e for coordi nati ng al l
testi ng wi th the shi pyard and for maki ng sure that al l
testi ng i s compl eted and i nvol ves the ful l shi ps force
(NAVSEA T9073-AB-TRQ-010).
COMBAT SYSTEMS TRAINING
REQUIREMENTS MANUAL (CSTRM)
The Combat Systems Trai ni ng Requi rements
Manual (CSTRM) i s a manual , devel oped for each cl ass
of shi ps i n the force, that speci fi es the standards of
techni cal and operati onal trai ni ng expected for al l
operators and techni ci ans.
COMBAT SYSTEMS TRAINING TEAM
(CSTT)
The Combat Systems Trai ni ng Team (CSTT) consi sts
of the most experi enced shi pboard personnel . I t i s
responsi bl e for trai ni ng combat systems personnel i n
operati ng and mai ntai ni ng i nstal l ed equi pment, and for
supervi si ng combat systems rel ated exerci ses.
COMBAT SYSTEMS TROUBLED
EQUIPMENT ACTION PROGRAM
(CSTEAP)
The Combat Systems Troubl ed Equi pment Acti on
Program (CSTEAP) i s used by the TYCOM staff to
i denti fy, i nvesti gate, i mprove, and moni tor combat
systems equi pment i nstal l ed on TYCOM uni ts that
causes chroni c probl ems.
ORDNANCE HANDLING SAFETY ASSIST
TEAM (OHSAT)
The Or dnance Handl i ng Safety Assi st Team
(OHSAT) i s a group of ordnance handl i ng experts that
vi si ts the shi p peri odi cal l y to moni tor the securi ty of
arms, ammuni ti on, and expl osi ves (AA&E). The team
al so audi ts safety practi ces and materi al condi ti ons
associ ated wi th the handl i ng, storage, and use of
conventi onal weapons.
WEAPON SYSTEM ACCURACY TRIALS
(WSATs)
Weapon System Accuracy Tri al s (WSATs) are tests
and tri al s desi gned to prove the accuracy of the shi ps
anti submari ne warfare (ASW) system.
The previ ous porti on of thi s chapter has basi cal l y
descri bed the vari ous subsystems of one shi p cl ass
combat system. As you can see, al l subsystems are very
i mportant to the readi ness of the overal l combat system.
As a seni or techni ci an and supervi sor, you must work
wi th your fel l ow combat systems techni ci ans,
supervi sors, and operators to ensure a hi gh state of
combat system readi ness.
COMBAT SYSTEM TECHNICAL
OPERATIONS MANUAL (CSTOM)
Sophi sti cated combat system i ntegr ati on i s
rapi dl y repl aci ng si ngl e-systems operati ons on shi ps.
To hel p shi ps adopt and mai ntai n the new concept, the
CNO has di rected that al l shi ps wi th tacti cal data
systems be provi ded wi th a Combat System Techni cal
Operati ons Manual (CSTOM). The CSTOM provi des
the cr ew wi th al l aspects of i ntegr ated combat
systems.
The Cl ass-of-Shi p CSTOM contai ns and organi zes
the techni cal data that shi pboard personnel need to (1)
operate and mai ntai n the i ntegrated combat system; (2)
mai ntai n materi al and personnel readi ness; and (3)
defi ne si gni fi cant capabi l i ti es and l i mi tati ons of the
combat system.
The CSTOM al so performs the fol l owi ng functi ons:
1. Speci fi es and expl ai ns how systems and
subsystems are i ntegrated
2. Defi nes the r eadi ness r equi r ements for
oper ati onal and mai ntenance per sonnel
3. Establ i shes the Shi p El ectroni c Readi ness
Team (SERT) to mai ntai n on-l i ne combat system
readi ness
4. Provi des text and graphi c materi al s to be used
for both cl assroom trai ni ng and sel f-i nstructi on.
Pi ctori al di agrams, rather than conventi onal bl ock
di agrams provi de more real i sti c trai ni ng. Data are
presented i n l evel s rangi ng from el ementary to detai l ed,
al l owi ng presentati ons to be made at the appropri ate
educati onal l evel .
To gi ve you an i dea of what i s contai ned i n a
CSTOM, we wi l l use the FFG-7 cl ass CSTOM as
4-11
an ex ampl e. Th e CSTOM i s or gan i zed i n to
vol umes and chapters as shown bel ow:
VOLUME lCOMBAT SYSTEM
DESCRIPTION
Chapter 1I ntroducti on
Chapter 2Combat System Descri pti ons
Chapter 3Combat System Operati onal
Descri pti on
VOLUME 2OPERATIONAL PROCEDURES
Chapter 4Operati onal Procedures
VOLUME 3COMBAT SYSTEM READINESS
Chapter 5Readi ness Assessment
Chapter 6Faul t Detecti on and I mpact
Eval uati on
Chapter 7Faul t I sol ati on
VOLUME 4CAPABILITIES AND
LIMITATIONS
Chapter 8Shi p Mi ssi on Capabi l i ti es and
Li mi tati ons
Chapter 9Detecti on Capabi l i ti es and
Li mi tati ons
Chapter 10Threat Processi ng Capabi l i ti es
and Li mi tati ons
Chapter 11Threat Eval uati on and Weapon
Assi gnment Capabi l i ti es and
Li mi tati ons
Chapter 12Engagement and Engagement
Assessment Capabi l i ti es and
Li mi tati ons
Chapter 13Cover, Decepti on, and Emi ssi on
Control Capabi l i ti es and Li mi tati ons
Chapter 14Communi cati ons Capabi l i ti es and
Li mi tati ons
Chapter 15I ntroducti on to Navi gati on
Capabi l i ti es and Li mi tati ons
Chapter 16I ntroducti on to Underway
Repl eni shment Capabi l i ti es and
Li mi tati ons
SHIP ELECTRONICS READINESS
TEAM (SERT)
Recal l that the CSTOM assi gns to the SERT the
responsi bi l i ty for mai ntai ni ng on-l i ne combat system
readi ness. Admi ni strati vel y, the SERT reports to the
system testi ng offi cer (STO). The STO, i n turn, reports
to the combat system offi cer (CSO) as shown i n fi gure
4-5. I n the fol l owi ng paragraphs, we wi l l di scuss the
SERT somewhat i n detai l , both what i t i s and what i t
does. I f your shi p has a SERT, the di scussi on wi l l hel p
Figure 4-5.Combat system department organization.
4-12
you understand i ts purpose. I f your shi p does not yet
have a SERT, you may want to use some of the SERTs
procedures wi thi n your area of responsi bi l i ty.
SERT Training
The SERT i s trai ned as a uni t i n the combat systems
operati on, preventi ve and correcti ve mai ntenance,
mai ntenance management, and trai ni ng usi ng the
combat system techni cal operati ons manual (CSTOM)
as the basi c reference.
The SERT members shoul d have knowl edge i n the
fol l owi ng areas, ei ther by previ ous formal trai ni ng or by
a r i gor ous shi pboar d tr ai ni ng pr ogr am (may be
accompl i shed wi thi n the SERT):
l
l
l
l
l
l
l
l
l
l
PMS phi l osophy
PMS schedul ed and correcti ve mai ntenance
Pl anned mai ntenance dur i ng over haul
Mai ntenance data system
Combat system, subsystem, and equi pment
operati on
Shi p al terati on, ordnance al terati on, and fi el d
change cofi gurati on l evel s
Combat system, subsystem, and equi pment
mai ntenance; and mai ntenance schedul i ng
Or dnance pamphl ets, or dnance data, and
NAVSEA manual s
Combat system, subsystem, and equi pment tests
Logi sti c support
Members of the SERT (fi g. 4-6) are seni or petty
offi cers who have extensi ve experi ence i n subsystem
and equi pment mai ntenance. Each must be an expert on
at l east one subsystem. Si nce the SERT i s an offi ci al part
of the shi ps organi zati on, the duti es of the members are
pri mary, not col l ateral .
SERT Operations
For the SERT to coor di nate pr eventi ve and
correcti ve mai ntenance efforts effecti vel y, there must
be extensi ve coordi nati on and cooperati on between
the major branches of the combat system department.
The SERT shoul d have di rect access to the l eadi ng
petty offi cers of each subsystem group wi thi n the
combat system department. Addi ti onal l y, because the
combat system does not i ncl ude al l mai ntenance and
Figure 4-6.Ship electronic readiness team organization.
operati onal departments of the shi p and because
the combat system cannot oper ate wi thout the
support of the other departments, al l departments
shoul d be i nvol ved i n i mpl ementi ng a system-l evel
mai ntenance program. Both offi cers and enl i sted
per sonnel shoul d par ti ci pate i n the schedul i ng
process for the pl an.
For the SERT to be hel d responsi bl e for combat
system r eadi ness, i t must have cl ear l y defi ned
responsi bi l i ti es and authori ty.
speci fi c shi pboard i nstructi on.
Thi s i s best done by a
4-13
SERT author i ty shoul d be i n the ar ea of
organi zati on, as wel l as i n materi al and personnel
readi ness.
So al l personnel can qui ckl y understand combat
system avai l abi l i ty duri ng condi ti on I , condi ti on HI , and
i n port, the SERT shoul d establ i sh the fol l owi ng l i nes of
communi cati on:
1. Duri ng Condition I (general quarters), the STO
shoul d be assi gned a general quarters stati on i n
the combat i nformati on center (CI C). He shoul d
be abl e to i nform the tacti cal control offi cer
(TCO) of the present and changi ng status of
combat system avai l abi l i ty (on a threat basi s).
The rest of the SERT shoul d be assi gned as
rovi ng eval uators for subsystems wi th whi ch
they are most fami l i ar. I f possi bl e, the rovi ng
eval uators duti es shoul d be rotated so SERT
members become fami l i ar wi th al l areas wi thout
affecti ng the overal l operati on of the combat
system.
2. Duri ng Condition III, at l east one SERT
member shoul d be on watch i n the CI C, wi th the
responsi bi l i ty of reporti ng combat system status
to the TAO. The rest of the SERT shoul d do thei r
regul ar duti es of testi ng, i nstructi ng, and
eval uati ng mai ntenance acti vi ti es.
3. In port, at l east one SERT member shoul d be
assi gned to each duty secti on so the command
duty offi cer wi l l know the actual system status
at al l ti mes. The knowl edge SERT personnel
have must not be confi ned to a parti cul ar
subsystem i f the organi zati on i s to functi on
properl y duri ng condi ti on I I I and i n port.
SERT Responsibilities
Responsi bi l i ti es of the SERT are broadl y defi ned as
mai ntenance management, readi ness assessment, and
operati onal trai ni ng gui dance requi red to ensure
hi gh-l evel combat system r eadi ness. Speci fi c
responsi bi l i ti es of SERT i ncl ude:
l
l
l
I ntegrati ng and managi ng PMS for the combat
system
Determi ni ng mi ssi on-rel ated materi el readi ness
Managi ng the correcti ve mai ntenance effort for
the combat system i ncl udi ng faul t i sol ati on, and
data col l ecti on and anal ysi s
l
l
Moni tori ng operati onal performance duri ng
condi ti on watch exerci ses and shi p or fl eet
operati onal exerci ses
Eval uati ng both mater i el and oper ati onal
readi ness of the combat system, and provi di ng
i nternal or external reports as necessary
PMS Management
PMS management, one of the major functi ons of the
SERT, i ncl udes supervi si on of actual mai ntenance
acti ons and al l other efforts requi red to pl an and support
mai ntenance events. Therefore, the management task
i nvol ves control l i ng al l combat system PMS acti vi ti es,
i ncl udi ng PMS task s for the combat system,
subsystems, and equi pment. The SERT provi des the
foundati on for mai ntenance through proper pl anni ng
and executi on.
Certai n PMS procedures at the combat system l evel
are more ori ented toward operator profi ci ency, wi th
summary observati on of combat system performance.
The management gui dance i n the PMS manual and the
Cycl e and Quar ter l y Schedul es ar e pr i mar i l y
equi pment- and department-ori ented. Thi s gui dance
provi des mi ni mum mai ntenance requi rements for the
subsystems and equi pment covered under PMS. The
SERT must manage wi thi n such factor s as the
i nterdependence of equi pment and subsystems wi thi n
the combat system, the var i ati ons of avai l abl e
manpower, and the dedi cati on of subsystems to
operati ons duri ng condi ti ons I and I I I .
The schedul i ng and per for mance of PMS
(supported by documentati on and mai ntenance trai ni ng)
l eads to faul t detecti on, whi ch provi des a basi s for
readi ness assessment. Mai ntenance management
ensures that detected faul ts are i sol ated and fol l owed by
correcti ve acti on. Effecti ve correcti ve mai ntenance
i ncl udes l ogi sti c control and the determi nati on of how
i mportant each correcti ve mai ntenance requi rement i s,
based on parts avai l abi l i ty and readi ness assessment.
Fol l ow-up acti on, i ncl udi ng veri fi cati on or retesti ng,
and compl ete shi pboar d and mai ntenance data
col l ecti on reporti ng for the subsystems cl ose the l oop.
MATERIEL READINESS ASSESSMENT
Materi el readi ness assessment i nvol ves performi ng
tests and operati onal checks on the system to i denti fy
equi pment that i s ei ther degraded or nonoperati onal .
The resul ts of the tests and operati onal checks are then
used to determi ne how wel l the system can perform i ts
4-14
mi ssi on r equi r ements. Readi ness assessment i s
probabl y the most di ffi cul t task faci ng the SERT because
i t requi res the abi l i ty to provi de an up-to-the-mi nute
status of the combat system capabi l i ti es and l i mi tati ons.
I t al so requi res the abi l i ty to recommend al ternate
combi nati ons of equi pment to meet mi ssi on needs. The
SERT must know the resul ts of al l tests and, i n addi ti on,
the mi nute-to-mi nute avai l abi l i ty of the combat system,
i ts subsystems, equi pment, and al l support functi ons,
such as pri mary power, chi l l ed water, dry ai r, and
sound-powered tel ephones. Readi ness assessment i s
di rected toward four major mi ssi ons: anti ai r warfare,
anti submar i ne war far e (ASW), anti sur face shi p
warfare, and amphi bi ous warfare.
Al though al l pr obl ems wi th equi pment ar e
i mportant, the exi sti ng tacti cal envi ronment can modi fy
thei r i mpact on a mi ssi on capabi l i ty. For exampl e, l oss
of movi ng target i ndi cator capabi l i ty can be more
i mportant when the shi p operates cl ose to l and masses
than when i t operates i n the open sea.
Mater i el r eadi ness assessment shoul d be
approached from the functi onal readi ness aspect (how
wel l i t works) rather than the equi pment up or down
status aspect (whether or not i t works) for the fol l owi ng
reasons:
l
l
l
l
Compl ex, mul ti functi on el ectroni c equi pment i s
sel dom compl etel y down and l ess frequentl y
compl etel y up. Normal l y, one or more functi ons
are i n vari ous states of degradati on.
The i mpact of a functi onal faul t may be di fferent
for each mi ssi ons capabi l i ty.
The combat systems compl ex desi gn i ncl udes
some functi onal redundancy.
The test resul ts and operati onal faul t di rectori es
r el ate pr obl ems to thei r effect on system
functi ons rather than to the basi c operati on of the
affected equi pment.
Readi ness assessment uses two basi c types of
techni ques, quanti tati ve and qual i tati ve. Quanti tati ve
techni ques i nvol ve the extensi ve use of mathemati cs and
reports based on graphs and numbers. Past shi pboard
experi ence has shown that wi thout computer support,
quanti tati ve assessment i s not easi l y managed. I ts
numer i cal r epor ti ng l acks meani ng or r equi r es extensi ve
expl anati on. Qual i tati ve assessment (an appl i cati on of
engi neeri ng anal ysi s) i s based on system knowl edge,
experi ence, and judgment; and normal l y i s reported
verbal l y.
Qual i tati ve assessments depend on the personal
experi ence l evel of the users; therefore wri tten gui dance
and report forms are needed. The i mpact of no-go
condi ti ons, r eveal ed by PMS r esul ts, must be
determi ned for each mi ssi on capabi l i ty.
After an assessment i s made, each major functi on i s
assi gned one of the fol l owi ng readi ness cri teri a:
1. Ful l y combat-ready
2. Substanti al l y combat-ready
3. Margi nal l y combat-ready
4. Not combat-ready
Ful l y combat-r eady status i ndi cates that al l
equi pments associ ated wi th that functi on are i n the
hi ghest state of readi ness wi th respect to that functi on.
Substanti al l y combat-ready i ndi cates that, al though
al l equi pments may not be ful l y operati onal , redundancy
permi ts the mi ssi on to be conti nued, wi th a hi gh
probabi l i ty of success.
Margi nal l y combat-ready i ndi cates a functi on that
can be performed, but wi th a much reduced probabi l i ty
of success.
Not combat-r eady i ndi cates compl ete l oss of
functi on.
These readi ness cri teri a provi de the basi s for a
summary report of readi ness i n each mi ssi on capabi l i ty.
The mi ssi on summary report (fi g. 4-7) shoul d be supported
by a combat system dai l y faul t report (fi g. 4-8) l i sti ng the
subfuncti on faul ts of the day, thei r i ndi vi dual i mpact,
al ternati ve recommendati ons, and expected ti me of repai r.
Materi el readi ness does not end wi th successful
compl eti on of tests and schedul ed mai ntenance. I n
addi ti on to testi ng, other acti ons such as vi sual i nspecti on
for cl eanl i ness, correcti ve mai ntenance, qual i ty control ,
and compl ete i ntegri ty are a necessary part of SERT
responsi bi l i ti es. Al so, havi ng the commandi ng offi cer
conduct materi el i nspecti ons, assi gni ng SERT personnel
to i nspecti on teams, and conducti ng random equi pment
i nspecti ons wi thout pri or noti ce can provi de excel l ent
resul ts. Such i nspecti ons shoul d be for el ectroni c and
mechani cal materi el readi ness and preservati on. The
SERT representati ves shoul d al so provi de resul ts of such
i nspecti ons to appropri ate authori ti es and provi de fol l ow
up i nspecti ons to ensure that correcti ve acti on i s taken.
4-15
Figure 4-7.Mission Summary Report.
Figure 4-8.Combat System Daily Fault Report.
4-16
CORRECTIVE MAINTENANCE
MANAGEMENT
Correcti ve mai ntenance consi sts of two basi c
categori es, faul t i sol ati on and correcti ve acti on. The
SERT i s responsi bl e for di recti ng faul t i sol ati on at the
combat system l evel , managi ng correcti ve mai ntenance
at al l combat subsystem l evel s, and coordi nati ng
correcti ve mai ntenance i n rel ated support subsystems.
The SERT responsi bi l i ty for correcti ve mai ntenance
al so i ncl udes coordi nati ng faul t i sol ati on efforts and
eval uati ng the i mpact of faul ts to determi ne the pri ori ty
of each correcti ve mai ntenance requi rement. Another
responsi bi l i ty i ncl udes fol l ow-up acti on of veri fi cati on
or retesti ng, and compl ete shi pboard and mai ntenance
data col l ecti on subsystem reporti ng.
Effecti ve correcti ve mai ntenance management fi rst
requi res the consi derati on of combat system readi ness,
then effi ci ent use of manpower. These factors cl osel y
rel ate to the shi ps empl oyment and the tacti cal
envi ronment. There wi l l be ti mes when more correcti ve
mai ntenance r equi r ements exi st than can be
si mul taneousl y handl ed by the avai l abl e manpower. I n
addi ti on, someti mes paral l el faul ts exi st that requi re the
same personnel or the same system setup for faul t
i sol ati on. When these condi ti ons occur the setti ng of
repai r pri ori ti es i s based on managements requi rements
for readi ness and manpower avai l abl e to make the
repai rs. As the SERT col l ects and eval uates PMS resul ts,
i t shoul d conti nual l y base i ts recommendati ons for
correcti ng faul ts on the tacti cal si tuati on, compl exi ty of
faul t i sol ati on, and avai l abl e manpower. Some faul ts
may be desi gnated for correcti on; others may be
deferred. However, faul ts that are deferred, i f l eft to
accumul ate, tend to degrade overal l system readi ness.
Therefore, as soon as the si tuati on permi ts, deferred
faul ts shoul d be repai red.
Faul ts detected wi thi n the combat system must be
i sol ated to a subuni t that can be repl aced or repai red or
to an al i gnment that can be made before actual
cor r ecti ve acti on can be taken. Thi s r equi r es techni ci ans
to have a thorough knowl edge of the system and access
to compl ete system and equi pment documentati on.
Most subsystem and equi pment mai ntenance
publ i cati ons provi de faul t i sol ati on support i n one or two
for mats. The fi r st for mat consi sts of symptoms
presented i n presel ected, l ogi cal steps and i n reference
tabl es, a l ogi c chart, or l ogi c di agram format. The second
format consi sts of fl ow di agrams and rel ay l adders. The
CSTOM provi des ampl i fyi ng i nformati on on faul t
i sol ati on.
After a repai r pri ori ty has been set and the faul ts
i sol ated, the managers of correcti ve mai ntenance must
ensure correcti ve acti on i s taken, veri fi cati on i s made by
retest, and requi red reports are compl eted. Si nce some
faul ts tend to be repeti ti ve, the SERT shoul d keep
records of faul t symptoms, i denti fi cati on, and correcti ve
measur es.
MONITORING OPERATIONAL READINESS
Si nce overal l readi ness assurance i s a functi on of
operati onal readi ness (personnel profi ci ency) and
mater i el r eadi ness, the SERT r esponsi bi l i ty for
operati onal trai ni ng i s very i mportant. The goal of
operati onal readi ness i s to achi eve maxi mum combat
system capabi l i ty for each mi ssi on under constant] y
changi ng condi ti ons of mater i el r eadi ness. The
measurement of personnel readi ness i s based on the
three fol l owi ng techni ques:
1. The use of PMS tests
2. The use of si mul ators or computer programs
3. The moni tori ng of shi p or fl eet exerci ses
I n each case, the hardware must be operati ng
properl y. Otherwi se, the capabi l i ti es of the personnel
cannot be determi ned accuratel y.
The vi deo si gnal si mul ator wi th computer programs
provi des a means to assess the ski l l of the consol e
operator. However, the computer programs are l i mi ted
i n assessi ng the capabi l i ti es of combat system operators.
One way to eval uate the capabi l i ty of al l combat
system personnel i s to actual l y moni tor shi p or fl eet
exerci ses (descri bed i n COMTAC publ i cati ons FXP-1,
-2, and -3). These exerci ses i ncl ude:
l
l
l
l
l
l
El ectroni c warfare exerci ses
Gunnery exerci ses (anti ai r [AA], surface, and
shor e)
Mi ssi l e exerci ses (AA and surface)
CI C exerci ses (ai rcraft, tracki ng and control )
Anti shi p crui se mi ssi l e exerci ses
ASW exerci ses
When the SERT fi nds personnel defi ci enci es, i t
must provi de operati onal trai ni ng and gui dance. Si nce
the SERT has the knowl edge and trai ni ng capabi l i ty, i t
i s uni quel y qual i fi ed to assi st the shi ps trai ni ng offi cer
i n i denti fyi ng the topi cs and content of necessary
trai ni ng for both offi cers and enl i sted personnel .
4-17
Whenever you eval uate the operati onal readi ness of
your personnel , you shoul d ensure that they are fami l i ar
wi th the fol l owi ng topi cs:
l
l
l
l
I ntended purpose of al l swi tches, i ndi cators,
control s, and the i mpact each has on other
subsystems or combat system equi pments
Communi cati on l i nks avai l abl e at the stati on and
wi th the other stati ons
Knowl edge of and compl i ance wi th speci fi ed
communi cati on di sci pl i nes
Knowl edge that the l ack of communi cati on
di sci pl i ne i s an i nternal hazard to the combat
system or to the shi p
TEST SELECTION AND SCHEDULING
Wi th the comi ng of PMS, an i ntegrated approach to
testi ng was devel oped. Thi s approach i s based on
defi ni ng al l functi onal test requi rements and subjecti ng
them to a cri ti cal exami nati on. The exami nati on
i nvol ves an engi neer i ng anal ysi s i n whi ch each functi on,
parameter, and characteri sti c i s exami ned for i ts (1)
i mportance to mi ssi on or mode performance, (2)
rel i abi l i ty based on the ci rcui t el ements that affect the
functi on and (3) expected mean ti me between fai l ures.
Thi s pl aces a test peri odi ci ty (dai l y, weekl y, monthl y,
quarterl y, semi annual l y, annual l y, and cycl i cal l y) on the
functi ons. Cri ti cal functi ons are assi gned a hi gh
peri odi ci ty, regardl ess of rel i abi l i ty; whi l e l ess cri ti cal
functi ons may be assi gned a l ower peri odi ci ty based on
thei r rel i abi l i ty. Rel ated functi ons are grouped by
peri odi ci ty and functi onal i nterdependency so that they
may be tested by appropri ate peri ods. Thi s i ntegrated
testi ng concept resul ts i n a management probl em that i s
a SERT responsi bi l i ty.
The tacti cal si tuati on governs how and when
mai ntenance i s schedul ed. Schedul i ng i s a cri ti cal
el ement of preventi ve mai ntenance management and
requi res a thorough knowl edge of the i ntent and
condi ti ons of each mai ntenance requi rement card
(MRC). I mportant condi ti ons i ncl ude i n-port and at-sea
r equ i r emen ts , ou ts i de s er v i ce r equ i r emen ts ,
navi gati onal support requi rements, combat system
operati onal usage, shi p control requi rements, emi ssi on
control condi ti ons, computer program requi rements,
subsystem i nterdependency, i mpact on computer
program capabi l i ty, adverse weather condi ti ons, ti me
requi rements, and manpower requi rements. From these
condi ti ons, the quarterl y schedul e can be devel oped
based on the shi ps empl oyment schedul e. Heavy
mai ntenance i s usual l y schedul ed duri ng i n-port peri ods
and i ndependent shi p exerci ses duri ng nonthreat
condi ti ons (parti cul arl y for those procedures requi ri ng
l ong peri ods of operati onal equi pment downti me). I f the
empl oyment schedul e changes, the PMS schedul e may
requi re modi fi cati on. Dai l y and weekl y schedul es are
based on the shi ps readi ness condi ti on and operati onal
si tuati on. Subsystem i nterdependence and manpower
usage are al so cri ti cal i n schedul i ng.
Preventi ve mai ntenance management i ncl udes the
fol l owi ng requi rements:
1.
2.
3.
4.
5.
6.
7.
Ensuri ng that events take pl ace as schedul ed
Coor di n ati n g man n i n g an d equ i pmen t
avai l abi l i ty for i nterdependent testi ng
Provi di ng adequate safety measures
Ensuri ng the avai l abi l i ty of requi red supporti ng
systems
Coordi nati ng the acti ons of command and
tacti cal operati on personnel
Ensur i ng faul t i sol ati on and cor r ecti ve
mai ntenance fol l ow-up
Ensuri ng the compl eti on of requi red reports
The shi ps CSTOM contai ns readi ness assessment
and faul t i sol ati on di agrams i ndi cati ng the test that
requi res the fewest shi p resources, veri fi es each combat
system i nterface functi on, and ai ds the SERT i n
preventi ve mai ntenance management.
READINESS ASSESSMENT REPORTING
After readi ness assessment i s compl eted, readi ness
status must be reported i n a form that i s bri ef and easi l y
understood and that presents a cl ear pi cture of the
combat system effecti veness. Thi s i s done most
effecti vel y by addressi ng the status of a major functi on
as i t rel ates to a mi ssi on capabi l i ty. Fi gure 4-7 shows a
sampl e method of presenti ng a mi ssi on summary report
of a four -state qual i tati ve functi onal r eadi ness
assessment. Thi s summary report sampl e al so provi des
a bri ef descri pti on of the effect each subfuncti on faul t
has on the major fi cti onal . Supporti ng i nformati on on
speci fi c subfuncti on faul ts rel ated to the summary report
sampl e can be provi ded i n a combat system dai l y faul t
report form. Fi gure 4-8 shows a sampl e method of
presenti ng dai l y faul t i nformati on. Report forms of thi s
type (or a si mi l ar type) shoul d be devel oped by the SERT
to fi t the shi ps requi rements. The combat system dai l y
faul t report i s the responsi bi l i ty of the SERT and shoul d
4-18
PLANNED MAINTENANCE SYSTEM provi de enough i nformati on for the CSO to devel op the
mi ssi on summary reports.
The SERT must eval uate, moni tor, and report
system status duri ng competi ti ve and fl eet exerci ses.
Thi s i ncl udes organi zi ng and i nstructi ng observers,
prepari ng recordi ng forms, defi ni ng data requi rements,
col l ecti ng and eval uati ng data, and prepari ng a
composi te i nternal report. These reports shoul d be
l i mi ted to an eval uati on of combat system materi el and
personnel readi ness duri ng the exerci se.
ALIGNMENT LOGS
Duri ng PMS acti vi ti es and exerci ses, the SERT i s
r esponsi bl e for deter mi ni ng the mechani cal and
el ectri cal al i gnment of i nterrel ated combat system
functi ons. The SERT must al so assess the i mpact of a
mi sal i gnment on the mi ssi on. When SERT members
bri ef subsystem and equi pment personnel before an
exerci se or mi ssi on, they must emphasi ze the need for
cauti on when maki ng adjustments to equi pment
subsystems that may i n turn affect the total combat
system al i gnment. Al i gnment tests and efforts to
reestabl i sh reference standards are compl ex and
ti me-consumi ng. They fr equentl y r equi r e shor e
faci l i ti es, i deal envi ronmental condi ti ons, and extensi ve
data col l ecti on. Techni ci ans shoul d avoi d maki ng
real i gnments that, because of i ncompl ete or i naccurate
reference data, resul t i n i neffi ci ent use of manpower and
resources. Experi ence has shown that unnecessary
al i gnment efforts can be avoi ded i f reference data are
kept current, accessi bl e, and i n a form that can be
i nterpreted by al l team members. Therefore, a combat
system al i gnment smooth l og (i f not al ready i n effect)
must be mai ntai ned and kept current and accurate. A
total combat system al i gnment manual for the cl ass of
shi p (wi th combat system) shoul d be avai l abl e (separate
from CSTOM). The manual shoul d expl ai n the purpose
of total combat system al i gnment, provi de management
data needed for the anal ysi s and troubl eshooti ng of
al i gnment pr obl ems, and pr ovi de step-by-step
procedures needed for combat system al i gnment.
INTEGRATED MAINTENANCE
CONCEPTS
Thi s secti on of the chapter descri bes the pl anned
mai ntenance system (PMS) as i t r el ates to the
mai ntenance documentati on of a typi cal i ntegrated
combat system.
Combat system readi ness requi res effi ci ent mai n-
tenance. The key to thi s capabi l i ty i s an organi zed system
of pl anned mai ntenance that i s desi gned to ensure the
maxi mum operati onal readi ness of the combat system.
The OPNAVI NST 4790.4, Ships Maintenance and
Material Management (3-M) Systems, sets forth an
effecti ve PMS and assi gns PMS management
responsi bi l i ty.
The PMS provi des regul arl y schedul ed tests to
detect degraded performance and prevent fai l ures
(preventi ve mai ntenance) duri ng tacti cal operati ons.
When fai l ures occur duri ng combat system operati ons,
the PMS provi des a formal step-by-step faul t i sol ati on
and r epai r pr ocedur e (cor r ecti ve mai ntenance).
Compl ete techni cal documentati on, i ncl udi ng combat
system, subsystem, and i ndi vi dual equi pment manual s,
i s an i ntegral part of the PMS. These manual s provi de
the necessary i nformati on for understandi ng, operati ng,
and mai ntai ni ng the combat system.
Shi pboar d mai ntenance fal l s i nto the thr ee
fol l owi ng categori es:
1.
2.
3.
Mai ntenance wi thi n the capabi l i ty of shi p
personnel (organi zati onal l evel )
Mai ntenance requi ri ng assi stance from outsi de
the shi p (i ntermedi ate l evel ) such as a tender or
mobi l e techni cal uni t
Mai ntenance requi ri ng port faci l i ti es (depot
l evel ) such as shi pyard mai ntenance
Si nce the goal of PMS i s to perform mai ntenance
on the organi zati onal or i ntermedi ate l evel , depot l evel
mai ntenance i s not refl ected i n PMS.
The PMS i s a pl anni ng and control system that
prescri bes a l ogi cal and effi ci ent approach to compl ex
mechani cal , el ectri cal , and el ectroni c mai ntenance. The
PMS was devel oped to provi de supervi sors at each
mai ntenance l evel wi th methods for effecti vel y
pl anni ng, schedul i ng, and contr ol l i ng shi pboar d
mai ntenance. I t i ncl udes a mai ntenance data col l ecti on
system used to record i mportant schedul ed and
correcti ve mai ntenance i nformati on, and el ectroni c data
processi ng capabi l i ti es used to retri eve thi s i nformati on
for mai ntenance anal ysi s.
You shoul d al ready be fami l i ar wi th the 3-M
Systems at thi s poi nt i n your career as an ET; however,
we wi l l summari ze the pl anned mai ntenance system and
wi l l then add i nformati on on the i ntegrated combat
system concept.
4-19
As you wel l know, the goal of PMS i s maxi mum
operati onal effi ci ency of al l equi pments and the
r educti on of equi pment downti me, mai ntenance
manhours, and mai ntenance costs. Even though the
PMS provi des methods and resources to accompl i sh
each goal , i t i s not sel f-suffi ci ent and does not repl ace
the i ni ti ati ve of mai ntenance supervi sors nor reduce the
need for techni cal l y competent personnel . Recordi ng
and feedback of mai ntenance and personnel data al l ow
conti nui ng management anal ysi s and i mprovement of
mai ntenance methods and personnel use. I f the shi ps
force accepts the PMS program and makes ful l use of
i ts pl anni ng methods, the mai ntenance system wi l l
promote confi dence and rel i abi l i ty, and wi l l be capabl e
of ensuri ng that the combat system wi l l be avai l abl e
when i t i s needed.
Data gathered from the fl eet show concl usi vel y that
shi ps that adhere to thei r PMS schedul e mai ntai n a
si gni fi cantl y hi gher state of materi el readi ness wi th no
greater mai ntenance manpower usage than shi ps that do
not. The SERT concept i s desi gned to ensure that the
combat system PMS i s properl y schedul ed, managed,
and used.
PMS PROGRAM (COMBAT SYSTEMS)
The pri mary i ngredi ents of the PMS program areas
fol l ows:
l
l
l
l
Compr ehensi ve pr ocedur es for pl anned
mai ntenance of the combat system, subsystems,
and equi pments
System faul t i sol ati on procedures
Schedul i ng and control of mai ntenance task
performance
Descri pti on of the methods, materi al s, tool s, and
per sonnel r equi r ed for mai ntenance
Adherence to the PMS
fol l owi ng resul ts:
l
l
l
l
I mproved confi dence
Reduced testi ng ti me
program wi l l provi de the
i n system mai ntenance
El i mi nati on of redundant testi ng resul ti ng from
l ack of coordi nati on
Detecti on of most mal functi ons dur i ng
schedul ed mai ntenance events
MAINTENANCE SCHEDULING
The normal fl ow of events and requi rements the
SERT wi l l use i n devel opi ng an i ntegrated mai ntenance
schedul e i s i l l ustrated i n fi gure 4-9. Thi s fi gure shows
mai ntenance management responsi bi l i ti es and the
sequence of events that fl ows from the departmental
master and work center PMS record books (contai ni ng
the Mai ntenance I ndex Pages [MI P]), through the
schedul i ng tool s (Cycl e, Quar ter l y, and Weekl y
Schedul es), to test acti ons, unschedul ed (correcti ve)
mai ntenance, and reporti ng. The fi gure does not show
the vari ants and constrai nts the SERT must consi der i n
the quarterl y, weekl y, and dai l y schedul i ng due to the
shi pboard envi ronment. These consi derati ons were
di scussed earl i er i n thi s chapter i n the descri pti on of
SERT.
Maintenance Index Page (MIP)
The MI P contai ns a br i ef descri pti on of the
requi rements on the mai ntenance requi rement card for
each i tem of equi pment, i ncl udi ng the peri odi ci ty code,
the manhours i nvol ved, the mi ni mum requi red ski l l
l evel , and (i f appl i cabl e) the rel ated mai ntenance
requi rements. The MI Ps for al l equi pments i n a
department are contai ned i n the department master PMS
record. The department master PMS record i s used by
the department head to schedul e mai ntenance on the
PMS schedul e forms. Each work center has a PMS
record that contai ns the MI Ps that appl y to that work
center.
Cycle Schedule
The Cycl e Schedul e i s used by the combat system
offi cer (CSO) to pl an quarterl y, monthl y, and other
requi rements. I t i s a vi sual di spl ay of preventi ve
mai ntenance requi rements based on the shi ps overhaul
cy cl e.
Quarterly Schedule
The Quarterl y Schedul e, pl anned from the Cycl e
Schedul e, i s a vi sual di spl ay of the shi ps empl oyment
schedul e. Thi s schedul e i s prepared by the CSO i n
cooperati on wi th di vi si on offi cers, mai ntenance group
supervi sors, the system testi ng offi cer, and SERT
members, and shows the current status of preventi ve
mai ntenance for each group. The Quarterl y Schedul e
assi gns speci fi c requi rements i n conjuncti on wi th the
shi ps operati onal schedul e.
4-20
Figure 4-9.Planned maintenance system.
Maintenance Control Board
The mai ntenance control board contai ns the Cycl e
Schedul e and the current and subsequent Quarterl y
Schedul es. The board summari zes the status of current
and pl anned combat system preventi ve mai ntenance.
Weekly Schedule
The Weekl y Schedul e i s a vi sual di spl ay that i s
posted i n the worki ng area of each mai ntenance group.
The mai ntenance group supervi sor uses the Weekl y
Schedul e to assi gn speci fi c personnel to perform
mai ntenance on speci fi c equi pment. Assi gnments
i ncl ude system and equi pment tests and servi ci ng
pr ocedur es.
MAINTENANCE DATA SYSTEM
The Mai ntenance Data System (MDS) provi des a
means of recordi ng mai ntenance acti ons, processi ng the
r ecor ded data to defi ne i mpor tant facts about
mai ntenance and equi pment, and retri evi ng i nformati on
for anal ysi s. Si gni fi cant data i denti fi ed by the system
i ncl ude the reason the mal functi on occurred, how i t was
di scovered, manhours used i n correcti ng the probl em,
exact equi pment affected, del ays i n repai r and reasons
for del ays, and types of mai ntenance personnel requi red.
Recording
Mai ntenance personnel document certai n shi pboard
mai ntenance acti ons and correcti ve mai ntenance on
speci fi c categori es of equi pment at the ti me they
actual l y perform or defer the mai ntenance acti on.
I nformati on i s recorded and put i nto the MDS usi ng
OPNAV Form 4790/2K, Shi ps Mai ntenance Acti on.
4-21
Data Processing
The MDS data processi ng faci l i ti es col l ect, store,
and anal yze mai ntenance i nformati on i nputs i nto the
s y s tem to y i el d data con cer n i n g equ i pmen t
mai ntai nabi l i ty and rel i abi l i ty, manhours usage,
equi pment al terati on status, materi al usage and costs,
and fl eet materi el condi ti on. Vari ous automated reports
are produced peri odi cal l y for the shi p, repai r acti vi ti es,
uni t commander s, and type commander s. These
automated reports i ncl ude a current shi ps mai ntenance
project fi l e, work requests, and prei nspecti on and survey
defi ci ency l i sti ngs.
INTEGRATED MAINTENANCE
Combat system mai ntenance i s based on a
comprehensi ve schedul e of tests performed at three
mutual l y supporti ng l evel s: (1) combat system, (2)
subsystem, and (3) equipment. These i ntegrated tests
are desi gned to test al l combat system functi ons,
parameters, and characteri sti cs peri odi cal l y agai nst
s p eci f i ed tol er a n ces . Su cces s fu l equ i pmen t
performance duri ng the tests usual l y i ndi cates that the
system i s combat ready.
I ntegrated mai ntenance requi rements are devel oped
through engi neeri ng anal ysi s, based on a study of al l
factors that si gni fi cantl y affect mai ntenance. The
anal ysi s defi nes system and equi pment functi ons, and
sets tol erances (i n terms of system parameters) that
al l ow operators and techni ci ans to determi ne whether or
not the system i s operati ng properl y.
I ntegr ated mai ntenance pr ocedur es pr ovi de
mi ni mum preventi ve mai ntenance coverage of the
combat system and are desi gned to test speci fi c
functi ons under speci fi c condi ti ons. Someti mes
equi pment oper ator s and techni ci ans may not
understand the purposes of the tests. However, they
must sti l l fol l ow the procedural sequence expl i ci tl y.
I mprovi si ng or shortcutti ng procedural sequences often
l eads to i ncorrect troubl eshooti ng or maski ng of actual
faul ts.
The i ntegrated mai ntenance concept fol l ows PMS
pri nci pl es and i s the most effecti ve way to achi eve PMS
goal s. Adheri ng to thi s concept enabl es the SERT to
manage the combat system mai ntenance effort and
achi eve an opti mum l evel of readi ness wi th the most
effecti ve use of avai l abl e manpower.
COMBAT SYSTEM TESTING
Combat system testi ng i s conducted at three l evel s:
(1) combat system, (2) subsystem, and (3) equi pment.
I ntegrated mai ntenance tests must be schedul ed to
reduce redundancy wherever possi bl e. The three l evel s
of testi ng are descri bed i n the fol l owi ng paragraphs.
SYSTEM TESTING
Combat system testi ng exerci ses the enti re combat
system. I t i s the hi ghest l evel of testi ng that can be done
on board shi p. Combat system tests are usual l y
automated and moni tored i n the combat di recti on
system (CDS) subsystem.
Whi l e these tests provi de an overvi ew of system
performance, they usual l y do not test the ful l capabi l i ty
of the combat system. I t i s i mpracti cal , from an
i nstrumentati on and manpower standpoi nt, to test al l of
the functi onal requi rements at the system l evel .
Ther efor e, confi dence i n oper abi l i ty or mater i el
readi ness i s mai nl y dependent on i ntegrated testi ng at
the subsystem or equi pment l evel .
System-l evel tests provi de a veri fi cati on of the
al i gnment between sensor s; on-l i ne, r eal -ti me
moni tori ng of combat system i nterfaces; and an overal l
test of the 3-D search radar and i ts i nterface wi th the
CDS. These tests are descri bed i n the synopti c test
descri pti ons i n the CSTOM.
SUBSYSTEM TESTING
Subsystem testi ng exerci ses two or more pi eces of
equi pment functi onal l y contai ned wi thi n the same
subsystem. The i ntent of subsystem testi ng i s to test
i ntrasubsystem (wi thi n the subsystem); but wi th the
need for i ntegrated testi ng, some functi ons are tested
i ntersubsystem (outsi de of the subsystem).
The subsystem operability/readiness test i s the
keystone of i ntegr ated subsystem testi ng. The
subsystem operabi l i ty/readi ness test consi sts of a ri gi dl y
control l ed sequence of steps desi gned to test al l cri ti cal
functi ons duri ng a pri mary mode of operati on. The
subsystem operabi l i ty/readi ness test and a supporti ng
fami l y of system tests use the concept of end-poi nt
testi ng i n whi ch functi ons are sti mul ated at thei r
termi nal poi nt, thereby veri fyi ng al l operati ons wi thi n
the functi on. Subsystem tests are functi onal l y grouped
and mode-ori ented so rel ated functi ons may be tested
usi ng the same setup, procedures, and sti mul i .
4-22
EQUIPMENT-LEVEL TESTING VERIFICATION
Equi pment-l evel testi ng general l y concerns power
l evel s, frequenci es, servos, speci al features, and output
functi ons. The equi pment PMS may requi re speci al
exter nal sti mul ati ng equi pment and speci al - or
general -purpose test equi pment for test measurements.
These test measurements are often ti me-consumi ng and
di ffi cul t to compl ete, but are al ways checked by the
SERT i n thei r effort to ensure opti mum readi ness.
FAULT ISOLATION
The goal of faul t i sol ati on i s to deter mi ne
systemati cal l y the part or condi ti on responsi bl e for a
faul t or degraded operati on duri ng testi ng or tacti cal
oper ati on. The pr ocess often i nvol ves i mpact
eval uati on. I mpact eval uati on requi res consi deri ng
whether to (1) i gnore the probl em for the ti me bei ng; (2)
swi tch to al ternate equi pment; or (3) perform correcti ve
mai ntenance ri ght away. I mpact eval uati on i nformati on
i s provi ded i n the CSTOM.
The CSTOM provi des faul t i sol ati on procedures
both for faul ts that were detected duri ng operati ons and
for faul ts that were known before the operati ons. After
a faul t has been i sol ated to a speci fi c uni t or i nterface,
correcti ve acti on i n the form of repai r, repl acement, or
al i gnment must be taken. I n the i ntegrated mai ntenance
concept, al i gnment i s consi der ed as cor r ecti ve
mai ntenance onl y and, l i ke other correcti ve acti on,
shoul d be performed onl y when a faul t i s i ndi cated.
Faul t i sol ati on l eads to correcti ve mai ntenance. The
cor r ecti ve mai ntenance per for med may or may not br i ng
the system back to an operabl e condi ti on. There may
have been more than one faul t contri buti ng to the
out-of-tol erance condi ti on that started the faul t i sol ati on
process. The possi bi l i ty of faul ty repl acement parts and
i ncor r ect adjustment or al i gnment al so exi sts.
Correcti ve mai ntenance may not have sol ved the
probl em, and may even have added to i t. Therefore, each
correcti ve acti on must be fol l owed by veri fi cati on.
Veri fi cati on normal l y i s done by re-creati ng the test
envi ronment and rechal l engi ng the functi on. Where
al i gnments are concerned, the veri fi cati on process i s
compl i cated by a requi rement that the effect of the
mai ntenance upon other el ements of the combat system
be determi ned.
REFERENCES
Combat System Techni cal Operati ons Manual
(CSTOM) for FFG-7 Class Ships with Lamps Mk
I I I , S9FFG-BC-CSM-(010, 020, 040)/FFG-7,
Naval Shi p Weapon Systems Engi neeri ng Stati on,
Port Hueneme, Cal i f., 1983.
COMNAVSURFLANT Combat Systems Officers
Manual I nstruction 9093.3, Naval Surface Force,
U.S. Atlantic Fleet, Norfolk, Va. 1986.
COMNAVSURFPAC Maintenance Manual, I nstructi on
4700. 1A, Naval Surface Force, U.S. Paci fi c Fl eet,
San Di ego, Cal i f. 1986.
4-23
CHAPTER 5
CASUALTY CONTROL AND REPORTING
ELECTRONICS CASUALTY CONTROL
ORGANIZATION
As a seni or techni ci an, you wi l l assi st the el ectroni cs
materi al offi cer (EMO) or the el ectroni cs repai r offi cer
(ERO) i n ensuri ng that al l el ectroni cs di vi si on personnel
are properl y trai ned i n el ectroni cs casual ty control
(ECC) procedures. These procedures must be outl i ned
i n the el ectroni cs doctri ne and exerci sed frequentl y. A
properl y organi zed and trai ned el ectroni cs di vi si on wi l l
enabl e your ECC organi zati on to successful l y perform
el ectroni cs casual ty control and, more i mportantl y, be
ready to sustai n al l el ectroni c battl e damage.
CENTER
A center, or poi nt of control , i s needed for effi ci ent
management of any organi zati on. For el ectroni cs
casual ti es, the El ectroni cs Casual ty Control Center
(ECC), or Repai r 8, i s the pri mary casual ty control poi nt.
(ECC may mean ei ther electronics casualty control or
electronics casualty control center, dependi ng on how
i t i s used i n the sentence.)
The ECC organi zati on wi l l consi st of an ECC, a
secondary ECC, casual ty i nvesti gati on teams, and
el ectroni c equi pment space assi gnments. The Navy
Manpower Engi neeri ng Center (NAVMEC) requi res
that al l combatant and CV shi p manpower documents
l i st Repai r 8 as the central focal poi nt for ECC, wi th the
same functi ons as the ECC. The fol l owi ng ECC
structure and basi c responsi bi l i ti es are typi cal of those
found aboard l arger shi ps.
Primary ECC or Repair 8
Personnel assi gned to the ECC center consi st of the
EMO, at l east one seni or CPO or petty offi cer, a status
board pl otter and phone tal ker, and, preferabl y, at l east
one i nvesti gati on team. The i nvesti gati on team consi sts
of at l east two experi enced personnel . The EMO and the
seni or CPO or petty offi cer must be abl e to hear al l
i ncomi ng messages on the ECC ci rcui t, usual l y the
X6J-ei ther by use of a sound-powered phone ampl i fi er
or by use of sound-powered phones.
El ectr oni cs casual ty contr ol r esponsi bi l i ti es
star t befor e the shi p goes to sea and conti nue
th r ou gh a n d a f ter ba ttl e r ea di n es s . Th es e
responsi bi l i ti es i ncl ude ensuri ng that the fol l owi ng
thi ngs are accompl i shed:
1. The el ectroni cs organi zati on i s prepared. The
fol l owi ng i s a l i st of the major readi ness factors that
i ndi cate a wel l prepared organi zati on:
. Al l personnel have been properl y assi gned to
thei r battl e stati ons and properl y trai ned (or are i n the
process of bei ng trai ned).
. Al l el ectroni c equi pment and systems are
operati ng at peaked, maxi mum performance.
. Al l spaces have been cl eared of mi ssi l e and
fi re hazards.
l Tool s and test equi pment are di stri buted
throughout pri me spaces.
. Techni cal manual s are on stati on and are
r eadi l y avai l abl e.
. Al l v oi ce commu n i ca t i on s ci r cu i t s
associ ated wi th ECC have been checked out and are
usabl e.
. Al l casual ty control ki ts are compl ete and have
been stowed correctl y.
. Al l spaces are compl etel y damage-control
ready; for exampl e, fi re bottl es, compartment l i sts,
and battl e l anterns are properl y stowed and ready for
use.
. Al l spaces have an ECC manual or fol der
tai l ored for thei r parti cul ar requi rements.
l Actual dri l l s i nstead of si mul ati ons are
conducted as frequentl y as i s practi cal , wi th the
commandi ng offi cers permi ssi on.
2. Di rect and posi ti ve control i s establ i shed at the
begi nni ng of ever y el ectr oni cs casual ty contr ol
si tuati on. When general quarters i s sounded, the ECC
and al l stati ons must be promptl y reamed and personnel
must don proper battl e dress. The pri mary ECC shoul d
5-1
take control i mmedi atel y. The fol l owi ng basi c acti ons
are normal l y part of the ECC centers responsi bi l i ti es:
. Establ i shi ng i mmedi ate communi cati ons wi th
al l assi gned stati ons.
. Ensuri ng that al l personnel are accounted for
and ready for battl e.
. Mai ntai ni ng posi ti ve communi cati on wi th
appl i cabl e el ectroni cs spaces. Thi s requi res maki ng a
communi cati on check (phone check) every 3 mi nutes i f
no other traffi c exi sts. Usi ng a predetermi ned sequence
of answeri ng, the phone tal ker cal l s and records (checks
off) resul ts. The ECC supervi sor shoul d track thi s
pr ocedur e cl osel y to be sur e communi cati on i s
mai ntai ned.
l After a hi t (si mul ated or actual ), runni ng an
i mmedi ate phone check. After the phone check, al l
el ectroni c spaces (manned and unmanned) must be
checked thoroughl y for damage. ECC wi l l di spatch a
mi ni mum of two i nvesti gators to check known damaged
spaces (i ncl udi ng manned spaces that fai l to respond to
phone check). Unmanned spaces are checked by
personnel i n manned spaces, usual l y by a prearranged
assi gnment. Checks of unmanned spaces wi l l be made
onl y by, or as di rected by, ECC.
. Mai ntai ni ng preci se moni tori ng of equi pment,
personnel , and casual ti es on a status board usi ng
standard damage-control symbol s.
. Di spatchi ng i nvesti gati ve teams, techni cal
assi stance, and parts assi stance as appl i cabl e. Al l teams
must use pr eestabl i shed r outes. Thi s r equi r es
coordi nati ng wi th damage control central (DCC) when
the openi ng or cl osi ng of damage-control fi tti ngs i s
i nvol ved. DCC shoul d provi de permi ssi on for ECC to
i nvesti gate the mai n deck and above.
l Provi di ng backup assi stance as necessary by
assi gni ng personnel wi thi n the ECC organi zati on or by
coordi nati ng other assi stance, such as medi cal , damage
control , and repai r teams, through damage control
central .
Secondary ECC
Personnel assi gned to the secondary ECC are
usual l y the assi stant EMO or a seni or CPO or petty
offi cer, a status board pl otter and phone tal ker, and a
casual ty i nvesti gati on team. (I f manni ng does not
provi de suffi ci ent personnel to have teams i n the
secondary ECC, casual ty i nvesti gati on teams wi l l be
pul l ed from undamaged spaces.)
When the secondar y ECC takes contr ol , i ts
responsi bi l i ti es are the same as those of the pri mary
ECC. The secondary ECC must mai ntai n the preci se
status of equi pment, systems, personnel , and casual ti es,
matchi ng the status i ndi cated by the pri mary ECC. Thi s
means that the secondary ECC must cl osel y moni tor and
record al l status passed over the el ectroni cs casual ty
contr ol communi cati on ci r cui ts and the shi ps
announci ng system MCs.
PERSONNEL ASSIGNMENTS
Suppose an extremel y bad casual ty occurs that
knocks out the pri mary ECC and the secondary ECC.
What happens i n thi s si tuati on? Your el ectroni cs
casual ty control organi zati on must have a descendi ng
order of control that coi nci des wi th the order of
reporti ng-i n duri ng phone checks or casual ty hi ts. I n any
si tuati on i nvol vi ng l oss of both the pri mary and
s e con d a r y E CC ce n t e r s , ca s u a l t y con t r ol
responsi bi l i ti es pass to the next l ower l evel i n the ECC
chai n of command. The personnel i n each manned
stati on of el ectroni cs casual ty control shoul d moni tor
and record al l status passed over the communi cati ons
ci rcui t to the best of thei r abi l i ty.
You must careful l y consi der a vari ety of factors
when you assi gn personnel to the vari ous reamed battl e
stati ons. You must take i nto account each persons
effecti veness, versati l i ty, and other possi bl e assets to
have the most sui tabl e and effi ci ent el ectroni cs casual ty
control organi zati on. I f you thi nk careful l y about these
factors and make your assi gnments accordi ngl y, the
watch, quarter and stati on bi l l s wi l l contai n the best
combi nati ons of personnel and duti es.
INVESTIGATIVE TEAMS AND
ASSISTANCE
Casual ti es happen duri ng both actual battl es and
The secondary ECC i s the fi rst backup to the si mul ated casual ty control exerci ses. Thi s means that
pri mary ECC. Thi s al ternate i s necessary to mai ntai n casual ti es to el ectroni c equi pment or systems, spaces,
casual ty control i f the pri mary ECC becomes i neffecti ve and personnel must be expected and that some means of
because of per sonnel casual ti es, communi cati on backup and casual ty i nvesti gati on must be assi gned. For
probl ems, fl oodi ng, ti re, and such, that resul t from some exampl e, a battl e hi t i s taken, and a phone check yi el ds
type of battl e damage. one or more spaces not answeri ng; therefore, a casual ty
5-2
exi sts. An i nvesti gati on team must be di spatched
i mmedi atel y to i denti fy, i nvesti gate, and correct (i f
possi bl e) the casual ty. Assi gned i nvesti gators shoul d be
trai ned to handl e al l casual ti es wi thi n a space ei ther by
repai ri ng the casual ty themsel ves or by requesti ng
whatever assi stance they need.
Assi stance may be from ei ther wi thi n or outsi de of
the ECC organi zati on. Personnel wi thi n the ECC
organi zati on wi l l be di spatched by ECC as necessary.
The ECC wi l l request and coordi nate external assi stance
through damage control central . ECC must ensure that
damage control central i s kept aware of arri val s and
departures, the appl i cabl e assi stance team requested,
and the status of the casual ty.
MANUAL
Effecti ve el ectroni cs casual ty control depends on
the proper preparati on and trai ni ng of the personnel
i nvol ved i n both operati ng and mai ntai ni ng the shi ps
equi pment. To establ i sh an effecti ve el ectroni cs casual ty
control program, each shi p must have a comprehensi ve
ECC manual . The fol l owi ng paragraphs descri be a
typi cal ECC manual and i ts basi c contents.
Purpose of the Manual
The casual ty control manual (1) serves as a ready
and rapi d reference for techni cal detai l s of the shi p's
el ectroni cs system i nstal l ati on and spaces and (2)
provi des data on avai l abl e repai r support materi al . For
the manual to serve i ts purpose properl y, you and your
fel l ow seni or personnel must ensure that al l appropri ate
i nformati on concerni ng el ectroni c systems, el ectri cal
power, spaces, di stri buti ons, damage control rel ated
i tems, and such, i s documented i n a format that wi l l
al l ow rapi d retri eval of needed i nformati on.
Damage control manual s must al so be di stri buted
properl y i f they are to contri bute to effecti ve casual ty
control . You shoul d gi ve careful thought to where the
manual s shoul d be l ocated. They shoul d be qui ckl y
accessi bl e to personnel enteri ng any space. The pri mary
ECC, secondary ECC, and each space determi ned to be
an ECC center al ternate must have a compl ete (master)
ECC manual that covers al l spaces. Al l other el ectroni cs
spaces must have an ECC fol der contai ni ng the pages
that pertai n to that space and are i denti cal to the master
ECC manual .
Content of the Manual
Most i nformati on i n a casual ty control manual i s
common knowl edge to some of the personnel of your
di vi si on; so col l ecti ng thi s i nformati on wi l l not requi re
a great deal of research unl ess a major overhaul or
al terati on to equi pments, systems, or spaces has
occu r r ed. Often wh en common k n owl edge
i nformati on i s cri ti cal l y requi red, those who have i t are
not avai l abl e. Then someone must spend ti me l ocati ng
data when the ti me shoul d be spent on correcti ve acti on.
Pl an to prepare and update your casual ty control manual
duri ng sl ack work peri ods, or task the duty secti ons to
provi de i nputs. Thi s wi l l resul t i n an up-to-date,
wel l -organi zed reference that wi l l be a great asset to
your ECC program. Fi gure 5-1 shows a typi cal tabl e of
contents of an ECC manual .
The ECC fol der must contai n the fol l owi ng
i nfor mati on:
l
l
l
l
l
l
l
l
l
l
l
l
l
l
Fi re-fi ghti ng equi pment l ocati on
Fi rst-ai d equi pment l ocati on
Emergency destructi on equi pment l ocati on
Venti l ati on control l er l ocati on
Escape routes (on l arge shi ps)
El ectroni cs emergency access routes
I nternal communi cati ons
Techni cal manual l ocati ons and i ndexes
Power di stri buti on di agrams
Si gnal di stri buti on di agrams
Gyro si gnal di stri buti on di agrams
Equi pment ai r system di agrams
Equi pment codi ng system di agrams
Antenna detai l s
Each techni ci an (or operator) must be abl e to fi nd
any i tem i n the fol der wi thi n a reasonabl e ti me
(approxi matel y 2 mi nutes) and must be abl e to
physi cal l y l ocate anythi ng l i sted i n the fol der for whi ch
he or she i s responsi bl e.
TRAINING
El ectroni cs casual ty control trai ni ng i s essenti al i n
the achi evement of battl e readi ness. Thi s trai ni ng i s
usual l y accompl i shed thr ough casual ty contr ol
5-3
TABLE OF CONTENTS
SECTI ON A. GENERAL
I nteri or Communi cati ons
A-1
Tech Manual Locati on and I ndex
A-2
SECTI ON B. PERSONNEL MOVEMENT DURI NG GENERAL QUARTERS
Procedures
B-1
Suppl y Routes
B-2
Access Routes
B-
SECTI ON C. COMMUNI CATI ONS (ANTENNAS AND CABLE NUMBERS)
Transmi tters
C-1
Recei ver s
C-
Tr anscei ver s
C-
Satcomm
C-
SECTI ON D. TELETYPE
Patchi ng Detai l s (i ncl udi ng cabl e numbers)
D-1
SECTI ON E. AUDI O
Patchi ng Detai l s (i ncl udi ng cabl e numbers)
E-1
SECTI ON F. RADAR SYSTEMS
Sur face
F-1
2D
F-
3D
F-
Radar Di stri buti on
F-
SECTI ON G. I FF SYSTEMS
Surface
G-1
2D G-
3D
G-
I FF Di stri buti on
G-
SECTI ON H. COOLI NG SYSTEMS
(Cool i ng systems for each equi pment)
H-1
SECTI ON I . DRY AI R SYSTEMS
(Dry ai r systems for each equi pment) I -1
SECTI ON J. POWER DI STRI BUTI ON
60Hz Di agrams
J-1
400Hz Di agrams J-
SECTI ON K. GYRO/SYNCHRO DI STRI BUTI ON
Di stri buti on di agrams
K-1
SECTI ON L. SPACE DI AGRAMS
(Di agrams of al l spaces under el ectroni c casual ty control cogni zance) L-1
SECTI ON M. LI ST OF CLASSI FI ED FI TTI NGS
(Li sti ng of al l cl assi fi ed fi tti ngs l ocated i n el ectroni c casual ty control spaces) M-1
Figure 5-1.Typical ECC manual table of contents.
5-4
exerci ses (appl i cati on of casual ty control techni ques).
Most of the trai ni ng wi l l be done duri ng the shi ps
r egul ar under way ti me, under way tr ai ni ng, and
refresher trai ni ng. The key to ECC trai ni ng i s frequent
dri l l s. Thi s wi l l keep the ol d-ti mers refreshed and wi l l
trai n new personnel .
As a seni or techni ci an, you must ensure that
personnel worki ng for you and wi thi n the el ectroni cs
di vi si on recei ve the proper trai ni ng, gui dance, and
support to achi eve combat readi ness. Whi l e such
trai ni ng may appear to be bori ng to subordi nates, you
and your seni ors can and shoul d make i t i nteresti ng by
usi ng and masteri ng di fferent si mul ated si tuati ons each
ti me you have el ectroni cs casual ty control trai ni ng. Try
to get your shi pmates i nvol ved so they devel op a
posi ti ve atti tude and feel that they are a part of an
i mportant shi p functi on.
As you prepare ECC trai ni ng for your personnel , be
sure to cover at l east the topi cs i n the l i st bel ow.
1. Pr epar ati ons for getti ng under way.Thi s
shoul d i ncl ude energi zi ng and checki ng el ectroni c
equi pment and systems for proper operati on (i n most
si tuati ons, you and the operator wi l l compl ete thi s
together) and checki ng el ectroni c spaces for mi ssi l e
hazards and fi re hazards.
2. I nvesti gati on and r epor ti ng.Conducti ng
i nvesti gati ons for possi bl e damage after any i nci dent
that may have caused damage to equi pment or spaces.
3. Reports of el ectroni c casual ti es.Usi ng the
pr oper pr ocedur es for r epor ti ng equi pment and
personnel casual ti es.
4. Assi stance to r emote spaces.Pr ovi di ng
techni cal assi stance to a remote stati on whi ch has no
techni ci an, i n whi ch the techni ci an has become a
casual ty, or i n whi ch the assi gned techni ci an needs
assi stance.
5. Fi rst ai d for el ectri cal shockAdmi ni steri ng
fi rst ai d for el ectri cal shock under al l condi ti ons.
6. Combatti n g cl as s C fi r es .Repor ti n g,
control l i ng, and exti ngui shi ng cl ass C fi res.
7. Equ i pmen t cas u al ty r epai r .Han dl i n g
casual ti es under battl e condi ti ons.
8. Use of el ectroni c test equi pment.Usi ng test
equi pment safel y.
9. Equi pment casual ty repai r duri ng l oss of
l i ghti ng.I nvesti gati ng casual ti es to equi pment and
maki ng repai rs duri ng peri ods when normal l i ghti ng i s
l ost.
10. Use of spare fuses.Usi ng spare fuses to repai r
casual ti es that resul t from momentary overl oads.
11. Use of the casual ty control manual and
fol ders.Usi ng the casual ty control fol der and checki ng
the compl eteness of the fol der i n al l spaces.
12. Drawi ng emergency spare parts.Usi ng the
proper procedure for drawi ng emergency repai r parts
under the coordi nati on of damage control central and the
suppl y department.
13. Use of al ternate or emergency power.Usi ng
al ternate or emergency power properl y.
14. Sound-powered phone casual ty.Reacti ng and
usi ng message sl i ps i f the phone system i s knocked out.
15. Secondary and al ternate ECC.Transferri ng
responsi bi l i ty for el ectroni cs casual ty control duri ng
general quarters.
16. Per for mance of pr i mar y and secondar y
ECCs.Mai ntai ni ng an effi ci ent casual ty control system
i n the pri mary and secondary ECCs.
17. Cl eani ng procedures for broken radi oacti ve
tubes.correctl y cl eani ng up broken radi oacti ve tubes.
Type commanders and fl eet trai ni ng groups have
refresher trai ni ng exerci se i nformati on. Get thi s
i nformati on and read i t so that you understand the
si mul ated si tuati ons, procedures, and exerci se gradi ng
for each of the areas l i sted.
Casual ty control i s the acti ve onboard management
of al l the el ements (such as personnel , parts, manual s,
and equi pment) to keep your el ectroni cs di vi si on
functi oni ng as i t shoul d under battl e condi ti ons. Thi s i s
your responsi bi l i ty aboard your shi p; and whi l e practi ce
and pl anni ng are a constant concern, i t i s combat that
makes casual ty control a real i ty.
We wi l l now di scuss a di fferent aspect of el ectroni cs
casual ti escasual ty reporti ng. Formal casual ty reports
must be made on a conti nui ng basi s, and onl y your
consci enti ous attenti on wi l l al l ow fl eet management to
provi de proper support.
CASUALTY REPORTING
The precedi ng secti on covered el ectroni cs casual ty
control from the preparati on standpoi nt. Thi s secti on
di scusses casual ty r epor ti ng, an i mpor tant and
conti nui ng part of the casual ty report (CASREP)
system.
The Navy i s a l arge part of our nati ons defense, so
we must be ready to serve i t wel l duri ng peaceti me or
5-5
warti me. Our el ectroni c equi pment and systems
someti mes do not cooperate wi th us, resul ti ng i n a
down or reduced status that decreases our abi l i ty to
compl ete our mi ssi on. El ectroni c equi pment and
systems are vast, wi th di fferent types, confi gurati ons,
and quanti ti es of equi pment, usi ng a tremendous
number of di fferent components, modul es, and other
i tems. Because the equi pment and systems are so
numerous and compl ex, you someti mes wi l l not have
enough present or properl y trai ned personnel or the
requi red parts on board to repai r a casual ty; or you may
need techni cal assi stance to correct the casual ty. These
si tuati ons are some of the many reasons the Navy has
devel oped a system of casual ty reporti ng (CASREP)
and moni tori ng. Wi th thi s system, you as a supervi sor
and techni ci an, can l et the Navy managers know where
you need hel p (such as parts or assi stance) so you can
have your equi pment or system on l i ne and combat
ready.
THE CASREP SYSTEM
The casual ty report (CASREP) has been desi gned
to support the Chi ef of Naval Operati ons (CNO) and
fl eet commanders i n the management of assi gned
forces. The effecti ve use and support of U.S. Navy uni ts
and organi zati ons requi re an up-to-date, accurate
operati onal status for each uni t. An i mportant part of
operati onal status i s equi pment casual ty i nformati on.
When casual ti es are reported, operati onal commanders
and support personnel are made aware of si gni fi cant
equi pment mal functi ons that may degrade a uni ts
readi ness. The CASREP al so i denti fi es the uni ts need
for techni cal assi stance or repl acement parts to correct
the casual ty. Once a CASREPi s reported, the CNO, fl eet
commanders i n chi ef (FLTCI NCs), and the Shi ps Parts
Control Center (SPCC) recei ve a hard copy of the
CASREP message. Addi ti onal l y, the CASREP message
i s automati cal l y entered i nto the Navy status of forces
database at each FLTCI NC si te, and corrected messages
are forwarded to the CNOs database.
As i ni ti al , update, correcti on, and cancel l ati on
CASREPs are submi tted, managers are abl e to moni tor
the current status of each outstandi ng casual ty. Through
the use of hi gh-speed computers, managers are abl e to
col l ect data concerni ng the hi story of mal functi ons and
effects on readi ness. Thi s data i s essenti al to the
mai ntenance and support of uni ts di spersed throughout
the worl d.
Uni t commanders must be aware that al erti ng
seni ors to thei r uni ts operati onal l i mi tati ons, brought
about by equi pment casual ti es, i s as i mportant as
expedi ti ng the recei pt of repl acement parts and
obtai ni ng techni cal assi stance. Both of these CASREP
functi ons are needed to provi de the i nformati on requi red
to command and control U.S. Navy forces and to
mai ntai n the uni ts i n a trul y combat ready status. Support
from every l evel , i ncl udi ng i ntermedi ate and uni t
commanders, i s essenti al to mai ntai ni ng the hi ghest
l evel of combat readi ness throughout the Navy.
GENERAL RULES AND PROCEDURES
FOR CASREPs
A casual ty i s defi ned as an equi pment mal functi on
or defi ci ency that cannot be corrected wi thi n 48 hours
and that fi ts any of the fol l owi ng categori es:
l Reduces the uni ts abi l i ty to perform a pri mary
mi ssi on.
l Reduces the uni ts abi l i ty to perform a secondary
mi ssi on.
. Reduces a trai ni ng commands abi l i ty to perform
i ts mi ssi on, or a si gni fi cant segment of i ts mi ssi on, and
cannot be corrected or adequatel y accommodated
l ocal l y by reschedul i ng or doubl e-shi fti ng l essons or
cl asses.
TYPES OF CASREPS
The CASREP system contai ns four di fferent types
of r epor ts: I NI TI AL, UPDATE, CORRECT, and
CANCEL. These r epor ts ar e submi tted usi ng a
combi nati on of two or more messages, dependi ng on the
si tuati on and contri buti ng factors. The four types of
reports are descri bed as fol l ows:
1. The I NI TI AL CASREP i denti fi es, to an
appropri ate l evel of detai l , the status of the casual ty and
parts or assi stance requi rements. Operati onal staff
authori ti es need thi s i nformati on to set proper pri ori ti es
for the use of resources.
2. The UPDATE CASREP contai ns i nformati on
si mi l ar to that submi tted i n the I ni ti al report and i s used
to submi t changes to previ ousl y submi tted i nformati on,
3. The CORRECT CASREP i s submi tted when
equi pment that has been the subject of casual ty reporti ng
i s repai red and back i n operati onal condi ti on.
4. The CANCEL CASREP i s submi tted at the
begi nni ng of an avai l abi l i ty peri od when equi pment that
has been previ ousl y reported i s schedul ed to be repai red
duri ng the avai l abi l i ty. Outstandi ng casual ti es that wi l l
not be repai red duri ng the avai l abi l i ty wi l l not be
5-6
cancel ed and wi l l be subject to normal fol l ow-up
casual ty reporti ng procedures.
CASUALTY CATEGORIES
A casual ty category (2, 3, or 4) i s associ ated wi th
each reported equi pment casual ty to refl ect the urgency
or pri ori ty of the casual ty. The casual ty category,
al though not a readi ness rati ng, i s di rectl y rel ated to the
uni ts Equi pment Status Resource-Speci fi c Categori es
[expl ai ned i n chapters 5 and 6 of NWP 10-1-11, Status
of Resources and Trai ni ng System (SORTS)] i n pri mary
and secondary mi ssi ons that are affected by the casual ty.
NAVEDTRACOM acti vi ti es use four casual ty
categori es (1, 2, 3, or 4). I n thi s chapter we di scuss onl y
non-NAVEDTRACOM acti vi ti es.
The casual ty category (2, 3, or 4) i s based upon the
speci fi c casual ty si tuati on bei ng reported and may not
of CASREP. Fol l ow-up CASREP messages (UPDATE,
CORRECT, or CANCEL) wi l l reference the I NI TI AL
CASREP message DTG.
Because of the i mportance and pri ori ty of CASREP
message transmi ssi on, your CASREP messages must be
transmi tted even under MI NI MI ZE condi ti ons. Use
standard naval tel ecommuni cati ons systems (NTS)
servi ce procedures i n correcti ng any messages havi ng
transmi ssi on errors.
CASREP REPORTING CRITERIA
Each type of CASREP has own i ts reporti ng cri teri a,
whi ch we have descri bed bel ow.
INITIAL CASREP
necessari l y agree wi th the uni ts overal l readi ness status.
The casual ty category i s reported i n the CASUALTY set
Any ti me you prepare an I NI TI AL CASREP,
(secti on of the CASREP) and i s requi red i n al l
remember the fol l owi ng cri teri a:
CASREPs.
1. Submi t onl y one i ni ti al casual ty i n the I NI TI AL
Fi gure 5-2 shows a deci si on l ogi c tree that provi des
CASREP; i f some of the requi red data i s not avai l abl e
a l ogi cal approach i n determi ni ng the casual ty category
at reporti ng ti me, use your best esti mate i n the I NI TI AL
and whether or not a CASREP i s requi red. Fi gure 5-3
CASREP and correct your esti mate as soon as possi bl e
shows the cri teri a for determi ni ng the casual ty category.
i n an UPDATE CASREP.
MESSAGE FORMAT
2. I n an I ni ti al CASREP, i denti fy, to the appropri ate
l evel of detai l , the status of the equi pment, parts, and
A CASREP message consi sts of one or more sets
that contai n the i nformati on requi red to report the
parti cul ar casual ty. These data sets are preceded by a
standar d Navy message header consi sti ng of
precedence, addresses, and cl assi fi cati on. Speci fi c
gui del i nes for both the message header and data sets to
be used are contai ned i n chapter 4 of NWP 10-1-10,
Operati onal Reports. Detai l ed i nformati on for typi ng
each type of casual ty report (I NI TI AL, UPDATE,
CORRECT, and CANCEL), wi th exampl es of CASREP
si tuati ons for each type, i s al so provi ded.
The CASREP message i s al ways seri al i zed wi th the
MSGI D (message i denti fi cati on) set, that appears
i mmedi atel y after the message cl assi fi cati on l i ne. The
seri al numbers are sequenti al from 1 through 999 for
each CASREP ori gi nated by a uni t. These seri al
numbers are not repeated unti l a new sequence of
numbers 1 through 999 has begun. A new sequence of
numbers starts after the uni t has submi tted CASREP
message number 999.
The date-ti me gr oup (DTG) of the CASREP
message transmi ssi on i s the effecti ve ti me (as of ti me)
assi stance requi rements. Thi s i s essenti al to al l ow
operati onal and staff authori ti es to appl y the proper
pri ori ty to necessary resources.
3. You may al so submi t an I ni ti al CASREP i f you
onl y need outsi de assi stance; i .e., no parts are requi red
to correct the equi pment casual ty.
4. When a casual ty resul ts from i nadequate
general -purpose el ectroni c test equi pment (GPETE) or
preventi ve mai ntenance (PMS), l i st the affected system
as the subject of the I NI TI AL CASREP, and report
GPETE or PMS as th e cau s e i n an AMPN
(Ampl i fi cati on) data set.
5. Use an ASSI ST data set to report whether or not
you need outsi de assi stance to repai r an equi pment
casual ty.
6. When you need assi stance or parts to repai r a
casual ty, report schedul e i nformati on i n the RMKS set
for a ful l 30-day peri od, begi nni ng on the earl i est date
that you can recei ve the assi stance or parts. You may al so
report any effect the casual ty i s expected to have on your
uni ts empl oyment duri ng the 30-day peri od.
5-7
Figure 5-2.Casualty category decision tree.
5-8
UPDATE CASREP
Wi th the excepti on of the CASUALTY and
ESTI MATE sets, you need to report i n the UPDATE
CASREP onl y pr evi ousl y unr epor ted casual ty
i nformati on or i nformati on that has changed (or was
reported i n error). I n most cases, you may change
i nformati on i n a previ ousl y reported data set by merel y
submi tti ng the same data set agai n wi th the corrected
i nformati on. You must submi t an UPDATE CASREP for
a casual ty when any of the fol l owi ng cri teri a appl y:
1. Ther e i s a need to compl ete i nfor mati on
reporti ng requi rements or to revi se previ ousl y submi tted
i nformati on.
2. The casual ty si tuati on changes; for exampl e, the
esti mated repai r date has changed, parts status has
changed si gni fi cantl y, addi ti onal assi stance i s needed,
and so on.
3. Addi ti onal mal functi ons are di scovered i n the
same i tem of equi pment.
4. Al l parts ordered to repai r the equi pment are
recei ved.
5. Upon r ecei pt of any si gni fi cant par t or
There can onl y be one outstandi ng CASREP for
each i tem of equi pment. Addi ti onal probl ems or
mal functi ons on the same i tem must be reported usi ng
an UPDATE CASREP and do not r equi r e the
submi ssi on of a new I NI TI AL CASREP.
Each casual ty bei ng updated i n an UPDATE
CASREP must begi n wi th a CASUALTY set fol l owed
by one or more sets that provi de i nformati on concerni ng
that casual ty.
An AMPN set must be used (i mmedi atel y fol l owi ng
the ESTI MATE set) to report the recei pt of parts
previ ousl y reported as bei ng requi red to repai r a
casual ty.
CORRECT CASREP
You must submi t a CORRECT CASREP when
equi pment that has been the subject of a casual ty report
i s repai red and back i n operati onal condi ti on. When you
use a CASREP to report the correcti on of a casual ty
si tuati on, i ncl ude the fol l owi ng i nformati on i n an
AMPN set:
1. The del ay, expressed i n hours, i n correcti ng the
casual ty because of pacts unavai l abi l i ty, caused by the
equi pment, i ncl usi on of the date of recei pt i s requi red. suppl y system.
Figure 5-3.Casualty categories and criteria.
5-9
2. A fi nal parts status, i ncl udi ng a l i st of al l parts
requests and dates recei ved.
3. The number of man-hour s expended i n
correcti ng the casual ty.
CANCEL CASREP
Your CANCEL CASREPs must i ncl ude the reason
for cancel l ati on. For exampl e, i f you cancel the
CASREP because an equi pment wi l l be repai red duri ng
an avai l abi l i ty, you must i denti fy the schedul ed
avai l abi l i ty (l ocati on and date duri ng whi ch a casual ty
i s expected to be repai red) i n an AMPN set i mmedi atel y
fol l owi ng the CASUALTY set.
The addresses l i sted on CASREP messages are
those of commands, acti vi ti es, and the l i ke, that are
concerned wi th your uni ts casual ty. One or more may
be a command or acti vi ty that wi l l expedi te the
assi stance you need. These addresses wi l l vary wi th
major geographi cal l ocati ons, such as Paci fi c, Atl anti c,
Cari bbean, and Medi terranean. The seni or operati onal
commander, i mmedi ate operati onal commander, and
cogni zant type commander, or desi gnated deputy, must
be acti on addressees on al l CASREPs. The appropri ate
avi ati on type commander must be i ncl uded as an
i nformati on addressee on al l CASREPs from naval ai r
stati ons and faci l i ti es. Speci al addresses, associ ated
wi th sel ected equi pment types, are gi ven i n chapter 4 of
NWP 10-1-10.
COMMON REPORTING ERRORS
A l ot of ti me and effort goes i nto wri ti ng a CASREP
message. Ensure that the effecti veness of your CASREP
message i s not degraded by some of the common
reporti ng errors. As a CASREP drafter, you shoul d be
al ert to these common errors:
1. Not l i sti ng the work center and job sequence
number (JSN).
2. I ncorrect determi nati on of the readi ness rati ng
categori es.
3. Not l i sti ng the speci fi c operati onal capabi l i ty
that has been degraded.
4. Omi tti ng the esti mated ti me to repai r (ETR) or
reporti ng i t as unknown.
5. When parts are requi red but not on board,
l eavi ng out the phrase Parts pl us ( ) hours when
enteri ng the ETR.
6. Not i denti fyi ng the speci fi c l oss of capabi l i ty
i n the pri mary mi ssi on area; for exampl e, l oss of
one-thi rd of l i qui d ni trogen producti on capabi l i ty.
7. Usi ng i ncompl ete or i ncor r ect message
addresses.
8. Not provi di ng UPDATE CASREPs every 30
days when the ETR i s past (or known to be i nval i d),
when a si gni fi cant change i n CASREP status occurs, or
upon recei pt of materi al requi red to correct the casual ty.
9. Li sti ng mul ti pl e pi eces of equi pment
(i ncorrectl y) as a si ngl e CASREP; for exampl e, NRS
12, 18, and 23 SRC20 UHF Transcei vers.
10. Submi tti ng mul ti pl e CASREPs as the same
casual ty; for exampl e, three separate CASREPs
submi tted on the same radar power suppl y: one for a
defecti ve transformer, one for a shorted SCR, and one
for a current l i mi ti ng modul e.
11. I ndi cati ng a rel ati onshi p wi th PMS that i s not
correct; for exampl e, the mai ntenance i ndex page (MI P)
referenced i s for di fferent equi pment; or the probl em i s
noted as havi ng been di scovered i n the course of PMS,
whereas the ci rcumstances and l i st of parts i ndi cated that
a casual ty had al ready occurred.
REFERENCES
I nformation for the Conduct of Electronics Casualty
Control Exercises, J-XX-ET, Fl eet Trai ni ng Group,
Guantanamo Bay, Cuba, n.d.
Combat Systems Electronics Administration Course -
LANTFLT, Course Number A-4B-0019, Fl eet
Trai ni ng Center, Norfol k Va., 1987.
Operational Reports, NWP 10-1-10, Offi ce of the Chi ef
of Naval Operati ons, Washi ngton, D.C., 1987.
Ship Exercises, FXP-3, Fl eet Tr ai ni ng Gr oup,
Guantanamo Bay, Cuba, n.d.
5-10
CHAPTER 6
QUALITY ASSURANCE
As you progress up the l adder of responsi bi l i ty as
an El ectroni cs Techni ci an, you wi l l become more
i nvol ved i n the fi el d of qual i ty assurance (QA). As an
ET1 or ETC, you wi l l be responsi bl e for ensuri ng that
the work performed by your techni ci ans and by
outsi de hel p i s compl eted wi th the hi ghest qual i ty
possi bl e. Most of the personnel i n the ET rati ng take
pri de i n the performance of thei r jobs, and they
nor mal l y str i ve for excel l ence. However , ever y
i ndi vi dual has an occasi onal off day. For exampl e,
your best techni ci an may have had the mi dwatch the
previ ous ni ght. When an i ndi vi dual i s ti red and not
100 percent al ert, oversi ghts or mi stakes are easy to
make. One of your many responsi bi l i ti es as the work
group or work center supervi sor wi l l be to ensure that
al l correcti ve acti on performed i s done correctl y and
meets prescri bed standards. I mproper performance of
repai rs or i nstal l ati ons coul d endanger an expensi ve
pi ece of equi pment or cause another pi ece of
equi pment to fai l prematurel y. A wel l -organi zed QA
and i nspecti on program wi l l mi ni mi ze the i mpact of a
moment of carel essness or i nattenti on. I n thi s chapter
we wi l l fami l i ar i ze you wi th the pur pose, basi c
organi zati on, and mechani cs of the qual i ty assurance
(QA) program.
You may be assi gned as a QA representati ve or
col l ateral duty i nspector from ti me to ti me. As a work
center supervi sor, you wi l l be responsi bl e for the
qual i ty control program i n your workspaces. I t i s
i mportant that you become qual i ty consci ous. To
make any program successful , you wi l l have to know
and understand the QA program and obtai n the
cooperati on and parti ci pati on of al l your personnel .
Thi s requi res you to ensure that al l tests and repai rs
conform to thei r prescri bed standards. I n addi ti on,
you as a supervi sor must trai n al l of your personnel i n
qual i ty control (QC).
QUALITY ASSURANCE PROGRAM
The QA program was establ i shed to provi de
personnel wi th i nformati on and gui dance necessary to
admi ni ster a uni form pol i cy of mai ntenance and repai r
of shi ps and submari nes. The QA program i s i ntended
to i mpart di sci pl i ne i nto the repai r of equi pment, safety
of per sonnel , and confi gur ati on contr ol ; ther eby
enhanci ng the shi ps readi ness.
The vari ous QA manual s set forth mi ni mum QA
requi rements for both the surface fl eet and the
submari ne force. I f more stri ngent requi rements are
i mposed by hi gher authori ty, such requi rements take
precedence. I f confl i ct exi sts between the QA manual
and previ ousl y i ssued l etters and transmi ttal s by the
appropri ate force commander, the QA manual takes
precedence. Such confl i cts shoul d be reported to the
appropri ate offi ci al s.
The i nstructi ons contai ned i n the QA manual appl y
to every shi p and acti vi ty of the force. Al though the
r equi r ements appl y pr i mar i l y to the r epai r and
mai ntenance done by the for ce i nter medi ate
mai ntenance acti vi ti es (I MAs), they al so appl y to
mai ntenance done aboard shi p by the shi ps force. I n al l
cases, speci fi cati ons must be met. I f speci fi cati ons
cannot be met, a departure from speci fi cati ons request
must be compl eted and reported. Thi s wi l l be di scussed
l ater i n the chapter.
Because of the wi de range of shi p types and
equi pment and the vari ed resources avai l abl e for
mai ntenance and repai r, the i nstructi ons set forth i n the
QA manual are necessari l y general i n nature. Each
acti vi ty must i mpl ement a QA program to meet the
i ntent of the QA manual . The goal shoul d be to have al l
repai rs conform to QA speci fi cati ons.
PROGRAM COMPONENTS
The basi c thrust of the QA program i s to ensure that
you compl y wi th techni cal speci fi cati ons duri ng al l
work on shi ps of both the surface force and the
submari ne force. The key el ements of the program are
as fol l ows:
1.
2.
6-1
Admi ni strati on. Thi s i ncl udes trai ni ng and
qual i fyi ng your personnel , moni tori ng and
audi ti ng programs, and compl eti ng the QA
forms and records.
Job Executi on. Thi s i ncl udes prepari ng work
pr ocedur es, meeti ng contr ol l ed mater i al
r equ i r emen ts , r equ i s i ti on i n g mater i al ,
conducti ng i n-process control of fabri cati on and
r epai r s , tes ti n g an d r ecer ti fy i n g, an d
documenti ng any departure from speci fi cati ons.
CONCEPTS OF QUALITY ASSURANCE
The ever -i ncr easi ng techni cal compl exi ty of
present-day surface shi ps and submari nes has spawned
the need for speci al admi ni strati ve and techni cal
procedures known col l ecti vel y as the QA Program. The
programs concept i s fundamental l y the preventi on of
defects. Thi s encompasses al l events from the start of
mai ntenance operati ons unti l thei r compl eti on and i s the
r es pon s i bi l i ty of al l mai n ten an ce per s on n el .
Ach i ev emen t of QA depen ds on pr ev en ti n g
mai ntenance probl ems through your knowl edge and
speci al ski l l s. As a supervi sor, you must consi der QA
requi rements whenever you pl an mai ntenance. The
fundamental rul e for you to fol l ow for al l mai ntenance
i s that TECHNICAL SPECIFICATIONS MUST BE
MET AT ALL TIMES.
Preventi on i s concerned wi th regul ati ng events
rather than bei ng regul ated by them. I t rel i es on
el i mi nati ng mai ntenance fai l ures before the y happen.
Thi s extends to safety of personnel , mai ntenance of
equi pment, and vi rtual l y every aspect of the total
mai ntenance effort.
Knowledge i s obtai ned from factual i nformati on.
Qual i ty assurance knowl edge i s acqui red through the
proper use of data col l ecti on and anal ysi s programs. The
mai ntenance data col l ecti on system pr ovi des
mai ntenance managers wi th unl i mi ted quanti ti es of
factual i nfor mati on. Thei r cor r ect use of thi s
i nformati on provi des them wi th the knowl edge requi red
to achi eve maxi mum readi ness of ai rcraft and weapon
systems.
Speci al ski l l s, nor mal l y not possessed by
producti on personnel , are requi red by a staff of trai ned
per sonnel who anal yze data and super vi se QA
programs.
The QA program provi des an effi ci ent method for
gatheri ng and mai ntai ni ng i nformati on on the qual i ty
characteri sti cs of products and on the source and nature
of defects and thei r i mpact on the current operati on. I t
permi ts deci si ons to be based on facts rather than on
i ntui ti on or memory. I t provi des comparati ve data that
wi l l be useful l ong after the detai l s of parti cul ar ti mes or
events have been forgotten. Qual i ty assurance requi res
that certai n i ndi vi dual s have both the authori ty and the
responsi bi l i ty for overseei ng QA rel ated acti ons.
A properl y functi oni ng QA program poi nts out
probl em areas to mai ntenance managers so they can take
appropri ate acti on to accompl i sh the fol l owi ng:
1.
2.
3.
4.
5.
6.
7.
To
I mprove the qual i ty, uni formi ty, and rel i abi l i ty
of the total mai ntenance effort
I mprove the work envi ronment, tool s, and
equi pment used i n the per for mance of
mai ntenance
El i mi nate unnecessary man-hour and dol l ar
expenses
I mpr ove the tr ai ni ng, wor k habi ts, and
procedures of mai ntenance personnel
I ncrease the excel l ence and val ue of reports and
correspondence ori gi nated by the mai ntenance
acti vi ty
Di stri bute requi red techni cal i nformati on more
effecti vel y
Establ i sh real i sti c materi al and equi pment
requi rements i n support of the mai ntenance
effor t
obtai n ful l benefi ts from a QA program,
teamwork must be achi eved fi rst. Bl end QA functi ons
wi th the i nterest of the total organi zati on and you
produce a more effecti ve program. Al l ow each worker
and supervi sor to use an opti mum degree of judgment
i n the course of assi gned dai l y work; a persons
judgment pl ays an i mportant part i n the qual i ty of hi s or
her work Qual i ty assurance techni ques suppl y each
person i nvol ved wi th a job wi th i nformati on concerni ng
actual product qual i ty. Thi s i nformati on provi des a
chal l enge to the person to i mprove the qual i ty of the
work. The resul ti ng knowl edge encourages the best
efforts of al l your mai ntenance personnel .
Qual i ty assurance i s desi gned to serve both
management and producti on equal l y. Management i s
served when QA moni tors the compl ete mai ntenance
effort of the department, furni shes factual feedback of
di screpanci es and defi ci enci es, and provi des the acti on
necessary to i mprove the qual i ty, rel i abi l i ty, and safety
of mai ntenance. Producti on i s served by havi ng the
benefi t of col l ateral duty i nspectors formal l y trai ned i n
i nspecti on procedures; i t i s al so served i n recei vi ng
techni cal assi stance i n resol vi ng producti on probl ems.
Producti on personnel are not rel i eved of thei r basi c
responsi bi l i ty y for qual i ty work when you i ntroduce QA
to the mai ntenance functi on. I nstead, you i ncrease thei r
r esponsi bi l i ty by addi ng accountabi l i ty. Thi s
accountabi l i ty i s the essence of QA.
6-2
GOALS
The goal s of the QA program are to protect
personnel from hazardous condi ti ons, i ncrease the ti me
between equi pment fai l ure, and ensure the proper repai r
of fai l ed equi pment. The goal s of the QA program are
i ntended to i mprove equi pment rel i abi l i ty, safety of
personnel , and confi gurati on control . Achi evement of
these goal s wi l l ul ti matel y enhance the readi ness of shi p
and shore i nstal l ati ons. There i s a wi de range of shi p
types and cl asses i n the fl eet, and there are equi pment
di fferences wi thi n shi p cl asses. Thi s compl i cates
mai ntenance support and i ncreases the need for a
formal i zed program that wi l l provi de a hi gh degree of
confi dence that overhaul , i nstal l ati ons, repai rs, and
materi al wi l l consi stentl y meet conformance standards.
THE QA LINK TO MAINTENANCE
What does QA have to do wi th repai r work?
Accompl i shment of repai rs and al terati ons accordi ng to
techni cal speci fi cati ons has been a l ong-standi ng
requi rement i n U.S. Navy shi ps. Ul ti mate responsi bi l i ty
to ensure thi s requi rement i s met rests wi th the person
performi ng the mai ntenance. To do the job, a worker
must be
1. properl y trai ned,
2. provi ded wi th correct tool s and parts,
3. fami l i ar wi th the appl i cabl e techni cal manual s
and pl ans, and
4. adequatel y supervi sed.
These el ements conti nue to be the pri mary means of
assuri ng that mai ntenance i s performed correctl y. As a
supervi sor, you can readi l y see where you fi t i n.
Once the need for mai ntenance i s i denti fi ed, you
must consi der QA requi rements concurrentl y wi th the
pl anni ng and performi ng of that mai ntenance. Techni cal
speci fi cati ons wi l l come from a vari ety of sources, and
determi ni ng whi ch speci fi cati ons appl y to the parti cul ar
job wi l l be the most di ffi cul t part of your pl anni ng effort.
Once you make that determi nati on, the mai ntenance
objecti ve becomes two-fol d:
1. Ensure that the mai ntenance effort meets al l
speci fi cati ons.
2. Ensure that the documentati on i s compl ete,
accurate, and audi tabl e.
I f you consi der the phi l osophy of QA, you wi l l fi nd
i t i s uni que i n that i t does not recogni ze degrees of
success. Qual i ty assurance i s a pass-fai l process! I n our
educati onal system, a student who i s 95 percent correct
i n answeri ng exam questi ons wal ks home wi th strai ght
As. By contrast, i f one of your workers i s not 95 percent
correct i n meeti ng mai ntenance standards, he or she has
not onl y fai l ed mi serabl y, but has guaranteed that the
work must be redone. Thi s wi l l cost you addi ti onal ti me,
effort, and money. I t i s vi tal that you approach
mai ntenance pl anni ng from the standpoi nt of fi rst-ti me
qual i ty.
THE QUALITY ASSURANCE
ORGANIZATION
The QA program for naval forces i s organi zed i nto
di fferent l evel s of responsi bi l i ty. For exampl e, the
COMNAVSURFPAC QA program i s organi zed i nto the
fol l owi ng l evel s of responsi bi l i ty: type commander,
readi ness support group/area mai ntenance coordi nator,
and the I MAs. The QA program for the submari ne force
i s organi zed i nto four l evel s of responsi bi l i ty-type
commander, group and squadron commanders, I MA
comman di n g offi cer s , an d s h i p comman di n g
offi cer/offi cers i n charge. The QA program for Naval
Surface Force for the Atl anti c Fl eet i s organi zed i nto fi ve
l evel s of responsi bi l i tyforce commander, audi ts,
squadron commanders, I MAs, and force shi ps.
The QA program organi zati on (Navy) begi ns wi th
the commanders in chief of the fleets, who provi de the
basi c QA program organi zati on responsi bi l i ti es and
gui del i nes.
The type commanders (TYCOMs) pr ovi de
i nstr ucti on, pol i cy, and over al l di r ecti on for
i mpl ementati on and operati on of the force QA program.
Type commanders have a force QA offi cer assi gned to
admi ni ster the force QA program.
The commanding officers (COs) are responsi bl e to
the force commander for QA i n the mai ntenance and
repai r of thei r shi ps. The CO i s responsi bl e for
organi zi ng and i mpl ementi ng a QA program wi thi n the
shi p to carry out the provi si ons of the TYCOMs QA
manual . Qual i ty assur ance i s a col l ater al duty
assi gnment except where the manpower authori zati on
provi des QA bi l l ets.
The CO ensures that al l repai r acti ons performed by
shi ps force conform to provi si ons of the QA manual as
wel l as to other perti nent techni cal requi rements. (Level
I certi fi ed shi ps mai ntai n conti nui ty of Level I [nucl ear
and non-nucl ear] certi fi cati on duri ng the operati ng
cycl e and assure that al l repai r acti ons performed wi thi n
Level I boundari es are compl eted and documented as set
forth by the QA manual .)
6-3
The CO ensures that al l work requests requi ri ng
speci al control s are properl y i denti fi ed and that
appl i cabl e supporti ng documentati on i s provi ded to the
mai ntenance or repai r acti vi ty usi ng the appl i cabl e QA
form.
The CO al so ensur es that depar tur es fr om
speci fi cati ons ar e r epor ted, r equi r ed audi ts ar e
conducted, and adequate mai ntenance i s performed for
the materi al condi ti on necessary to support conti nued
unrestri cted operati ons.
The quality assurance officer (QAO) i s
r esponsi bl e to the commandi ng offi cer for the
organi zati on, admi ni strati on, and executi on of the shi ps
QA program accordi ng to the QA manual .
The QAO i s responsi bl e for the fol l owi ng:
l
l
l
l
l
l
Coordi nati ng the shi ps QA trai ni ng program.
Ensuri ng that QA trai ni ng becomes an i ntegral
part of the shi ps trai ni ng program.
Mai ntai ni ng shi ps QA records and test and
i nspecti on reports.
Mai n tai n i n g au di tabl e depar tu r e fr om
speci fi cati ons records, and revi ewi ng procedures
and control l ed work packages prepared by the
shi p.
Conducti ng QA audi ts as requi red, and fol l owi ng
up on correcti ve acti ons to ensure compl i ance
wi th the QA program.
Prepari ng QA/QC (qual i ty assurance/qual i ty
control ) reports to hi gher authori ty.
The ships quality control inspectors (SQCIs),
usual l y work center supervi sors and two others from the
work center, must have a thorough understandi ng of the
QA program. Some of the other responsi bi l i ti es an SQCI
wi l l have are as fol l ows:
l
l
l
l
l
I n s pect a l l wor k f or con f or ma n ce to
speci fi cati ons.
Trai n personnel i n QC.
Mai ntai n shi p r ecor ds to suppor t the QA
pr ogr am.
Ensure that onl y cal i brated equi pment i s used i n
acceptance testi ng and i nspecti on of work.
I ni ti ate departure from speci fi cati on reports
(di scussed l ater) when requi red.
l
l
l
l
l
Ensur e that al l i nspecti ons beyond the
capabi l i ti es of the shops QA i nspector are
performed and accepted by I MA pri or to fi nal
acceptance and i nstal l ati on of the product by the
shi p.
Wi tness and document al l tests.
Ensure that al l materi al s or test resul ts that fai l to
meet speci fi cati ons are recorded and reported.
Report al l defi ci enci es and di screpanci es to the
shi ps QA coordi nator (keepi ng the di vi si on
offi cer i nformed).
Devel op control l ed work packages for al l shi p
repai r work requi ri ng QA control s.
More on SQCI duti es wi l l be di scussed l ater i n thi s
chapter, because thi s wi l l more than l i kel y be the area
you wi l l be associ ated wi th.
RESPONSIBILITIES FOR QUALITY
OF MAINTENANCE
Al though the CO i s responsi bl e for the i nspecti on
and qual i ty of materi al wi thi n a command, he or she
depends on the ful l cooperati on of al l hands to meet
thi s responsi bi l i ty. The responsi bi l i ty for establ i shi ng
a successful program to attai n hi gh standards of
qual i ty workmanshi p cannot be di scharged by merel y
cr eati ng a QA di vi si on wi thi n a mai ntenance
organi zati on. To operate effecti vel y, thi s di vi si on
requi res the ful l support of everyone wi thi n the
organi zati on. I t i s not the i nstruments, i nstructi ons,
and other faci l i ti es for maki ng i nspecti ons that
determi ne the success or fai l ure i n achi evi ng hi gh
standards of qual i ty; i t i s the frame of mi nd of al l
per sonnel .
Qual i ty mai ntenance i s the name of the game. You,
as a supervi sor, must know that hi gh-qual i ty work i s
vi tal to the effecti ve operati on of any mai ntenance
organi zati on. To achi eve thi s hi gh qual i ty work each of
your personnel must know not onl y a set of speci fi cati on
l i mi ts, but al so the purpose of those l i mi ts.
The person wi th the most di rect concern for qual i ty
workmanshi p i s youthe producti on supervi sor. Thi s
stems fr om your r esponsi bi l i ty for the pr oper
professi onal performance of your assi gned personnel .
You must establ i sh procedures wi thi n the work center to
ensure that al l QA i nspecti on requi rements are compl i ed
wi th duri ng al l mai ntenance evol uti ons. I n devel opi ng
procedures for your work center, keep i n mi nd that
6-4
i nspecti ons normal l y fal l i nto one of the three fol l owi ng
i nspecti on areas:
1. RECEIVING OR SCREENING INSPEC-
TIONS. These i nspecti ons appl y to materi al ,
components, parts, equi pment, l ogs and records,
and documents. These i nspecti ons determi ne the
condi ti on of the materi al , proper i denti fi cati on
of each i tem, mai ntenance r equi r ements,
di sposi ti on, and correctness of accompanyi ng
records and documents.
2. IN-PROCESS INSPECTIONS. These i nspec-
ti ons are speci fi c QA acti ons that are requi red
duri ng mai ntenance or acti ons i n cases where
sati sfactor y task per for mance cannot be
deter mi ned after mai ntenance has been
compl eted. Th es e i n s pecti on s i n cl u de
wi tnessi ng, appl i cati on of torque, functi onal
testi ng, adjusti ng, assembl i ng, servi ci ng, and
i nstal l ati on.
3. FINAL INSPECTIONS. These i nspecti ons
compr i se speci fi c QA acti ons per for med
fol l owi ng the compl eti on of a task or seri es of
tasks. QA i nspecti on of work areas fol l owi ng
task compl eti on by several di fferent personnel i s
an exampl e of a fi nal i nspecti on.
SHIP QUALITY CONTROL INSPECTOR
(SQCI)
The i nspector i s the front l i ne guardi an of adherence
to qual i ty standards. I n the shops and on the deck pl ates,
the SQCI s must constantl y remi nd themsel ves that they
can make a di fference i n the qual i ty of a product. They
must be abl e to see and be recogni zed for thei r
contri buti ons i n obtai ni ng qual i ty resul ts.
As a work center supervi sor, you wi l l be responsi bl e
for the QA program i n your work spaces. You must
real i ze that QA i nspecti ons are essenti al el ements of an
effecti ve QA program. You are responsi bl e to your
di vi si on offi cer and the QAO for coordi nati ng and
admi ni steri ng the QA program wi th your work center.
You are responsi bl e for ensuri ng that al l repai red uni ts
are ready for i ssue. Thi s doesnt mean you have to
i nspect each i tem repai red i n your shop personal l y; you
shoul d have two rel i abl e, wel l -trai ned techni ci ans to
assi st you i n QA i nspecti ons. To avoi d the many
probl ems caused by poor mai ntenance repai r practi ces
or by repl acement of materi al wi th faul ty or i ncorrect
materi al , you must take your posi ti on as an SQCI very
seri ousl y. When you i nspect a certai n step of an
i nstal l ati on, ensure to the utmost of your knowl edge and
6-5
abi l i ty that the performance and product meet the
requi red speci fi cati ons and that i nstal l ati ons are correct.
Most commands that have a QA program wi l l i ssue
you a speci al card that wi l l i denti fy you as a qual i fi ed
SQCI for your command. Each of your shop SQCI s wi l l
al so be assi gned a personal seri al number by the QAO,
as proof of certi fi cati on. Each of them shoul d use thi s
seri al number on al l forms and tags that requi re i ni ti al s
as proof that certi fi ed tests and i nspecti ons were made.
Thi s wi l l provi de documented proof and traceabi l i ty that
each i tem or l ot of i tems meets the materi al and
workmanshi p for that stage of workmanshi p. Al so, you
wi l l be gi ven a QCI stamp so that you can stamp the QCI
certi fi cati on on the forms or tags as a checkoff of a
parti cul ar progressi ve step of i nspecti on or fi nal job
compl eti on. The stamp wi l l al so serve as proof of
i nspecti on and acceptance of each sati sfactory shop end
pr oduct. Thi s stamp may have your command
i denti fi cati on and a QCI number that i s assi gned and
traceabl e to you.
As an SQCI , you shoul d be thoroughl y fami l i ar wi th
al l aspects of the QA program and the QC procedures
and requi rements of your speci al ty.
You wi l l be trai ned and qual i fi ed by the QAO
accordi ng to the requi rements set forth by your
appl i cabl e QA manual and the qual i ty contr ol
requi rements appl i cabl e to your i nstal l ati on. The QAO
wi l l i ntervi ew you to determi ne your general knowl edge
of QA and your atti tude toward the QA di sci pl i ne. You
wi l l have to pass a wri tten exami nati on and al so
demonstrate knowl edge of records, report compl eti on,
and fi nal requi rements.
You wi l l report to the appropri ate QA supervi sors
whi l e keepi ng your di vi si on offi cer i nformed of matters
pertai ni ng to QA work done i n the shop. You and your
other work center QCI s wi l l be responsi bl e for the
fol l owi ng:
1.
2.
3.
Devel opi ng a thorough understandi ng of the QA
program.
Ensuri ng that al l shop work performed by your
work center personnel meets the mi ni mum
requi rements set forth i n the l atest pl ans,
di recti ves, and speci fi cati ons of hi gher authori ty
and that control l ed work packages (CWPs) are
properl y used on repai r work.
Ensuri ng that al l work center personnel are
fami l i ar wi th appl i cabl e QA manual s by
conducti ng work center/di vi si on trai ni ng,
4.
5.
6.
7.
Mai ntai ni ng records and fi l es to support the QA
program, fol l owi ng the QA manual .
Assuri ng that your work center and, when
appl i cabl e, di vi si on per sonnel do not use
measuri ng devi ces, i nstruments, i nspecti on
tool s, gauges, or fi xtur es for pr oducti on
acceptance and testi ng that do not have current
cal i brati on sti ckers or records attached or
avai l abl e.
Performi ng qual i ty control i nspecti ons of each
product manufactured or repai red by your work
center.
Assi sti ng your di vi si on ofi ccer and QAO i n
conducti ng i nternal audi ts as requi red and taki ng
correcti ve acti on on noted di screpanci es.
Al ternate SQCI s are usual l y assi gned as backups to
th e r egu l ar SQCI s . Th ei r qu al i fi cati on s an d
responsi bi l i ti es are the same as those of the regul arl y
assi gned SQCI .
WORK CENTER CONTROLLED
MATERIAL PETTY OFFICERS (CMPO)
As a super vi sor you must al so ensur e that
procedures governi ng control l ed materi al are fol l owed.
You can do thi s by havi ng one or more of your work
center per sonnel tr ai ned i n the pr ocedur es for
i nspecti ng, segregati ng, stowi ng, and i ssui ng control l ed
materi al . When they have compl eted thei r trai ni ng,
desi gnate them as control l ed materi al petty offi cers
(CMPOs).
QUALITY ASSURANCE REQUIREMENTS,
TRAINING AND QUALIFICATION
A comprehensi ve trai ni ng program i s the next step
i n an effecti ve QA program. For i nspectors to make a
di fference, they must be both trai ned and certi fi ed. They
must have formal or i nformal trai ni ng i n i nspecti on
methods, mai ntenance and repai r, and certi fi cati on of
QA requi rements. Costl y mi stakes, made ei ther from
l ack of knowl edge or i mproper trai ni ng, can be enti rel y
el i mi nated wi th a good QA trai ni ng program at al l l evel s
of shop or work group organi zati on. Before personnel
can assume the r esponsi bi l i ty of coor di nati ng,
admi ni steri ng, and executi ng the QA program, they
must meet certai n requi rements. Personnel assi gned to
the QA di vi si on or qual i ty control personnel you have
assi gned i n your work center, such as SQCI s, CMPOs,
or thei r al ternates, shoul d be hi ghl y moti vated toward
the QA program. I t i s i mperati ve that a qual i fi cati on and
requal i fi cati on program be establ i shed for those
personnel parti ci pati ng i n the program. Where mi l i tary
standards and NAVSEA techni cal documents requi re
for mal techni cal tr ai ni ng or equi val ent, those
requi rements must be met and personnel qual i fi cati on
vi gorousl y and effecti vel y moni tored to ensure that
qual i fi cati ons are updated and mai ntai ned. When formal
trai ni ng for a speci fi c ski l l i s not a requi rement, the
gui del i nes of the QA manual maybe used as a basi s for
trai ni ng to ensure that personnel are provi ded wi th the
necessary experti se to perform a requi red ski l l .
Personnel who obtai n a QA qual i fi cati on must undergo
peri odi c QA trai ni ng and exami nati ons, both oral and
wri tten, to mai ntai n the qual i fi cati on. We wi l l di scuss
thi s procedure i n the fol l owi ng paragraphs.
QUALITY ASSURANCE OFFICER
SHOP CRAFTSMAN
As stated earl i er, the person doi ng the work, whether
i t be manufacturi ng or repai ri ng, i s responsi bl e for
fol l owi ng al l wri tten gui del i nes. He or she i s responsi bl e
to you when questi ons ari se about the work bei ng
performed. Ensure that your workers know to stop and
seek work i nstructi ons or cl ari fi cati on from you when
questi ons or condi ti ons ari se whi ch may i mpede the
successful compl eti on of the task or job.
A good l esson to teach over and over to al l your
workers i s to stri ve to achi eve fi rst-ti me qual i ty on every
assi gned task. Thi s wi l l not onl y i nsti l l pri de and
professi onal i sm i n thei r work but wi l l al so hel p ensure
a qual i ty product.
The QAO i s an i ndi vi dual whose pri mary duty,
assi gned by the commandi ng ofl l cer i n wri ti ng, i s to
oversee the QA program. The QAO ensures that
personnel assi gned to perform QA functi ons recei ve
conti nuous trai ni ng i n i nspecti ng, testi ng, and qual i ty
control methods speci fi cal l y appl i cabl e to thei r area of
assi gnment. The QAO al so ensures that SQCI s recei ve
cross trai ni ng to enabl e them to perform QA functi ons
outsi de thei r assi gned areas. Thi s trai ni ng i ncl udes l ocal
trai ni ng courses, on-the-job trai ni ng (OJT), rotati on of
assi gnments, personnel qual i fi cati on standards (PQS),
and formal school s.
Whenever possi bl e, the QAO recei ves formal
trai ni ng accordi ng to the QA manual . He or she i s
responsi bl e to the repai r offi cer for pl anni ng and
6-6
executi ng a QA trai ni ng program for the vari ous
qual i fi cati ons requi red for QA. The QAO personal l y
i ntervi ews each perspecti ve SQCI to ensure that the
person has a thorough understandi ng of the QA mi ssi on.
REPAIR OFFICER (RO)
The RO mai ntai ns qual i fi ed personnel i n al l
requi red rati ngs for the QA program i n hi s or her
department. He or she al so ensures that personnel
assi gned to the repai r department are i ndoctri nated and
trai ned i n QA practi ces and requi rements.
DIVISION OFFICERS
Di vi si on offi cers ensure that thei r di vi si onal
personnel recei ve trai ni ng and are qual i fi ed i n the QA
process and mai ntai n those qual i fi cati ons. They make
sure that al l repai rs, i nspecti ons, and producti on work
requi ri ng a wi tness are wi tnessed by di vi si on work
center QC i nspectors and that al l test records are
compl eted and si gned. Di vi si on offi cers ensure that al l
test personnel observe al l safety precauti ons pertai ni ng
to the speci fi c equi pment and wear personal safety
equi pment at al l ti mes whi l e conducti ng these
evol uti ons. They al so make sure that test equi pment, i f
requi red, i s properl y cal i brated and that adequate
overpressure protecti on i s provi ded duri ng tests i n
di vi si on spaces.
QUALITY ASSURANCE SUPERVISORS
Qual i ty assurance supervi sors are seni or petty
offi cers who have been properl y qual i fi ed accordi ng to
the QA manual . They have a thorough understandi ng of
the QA functi on and are i ndoctri nated i n al l aspects of
those coor di nati ng, admi ni ster i ng, and audi ti ng
processes of the QA program. Qual i ty assurance
supervi sors trai n al l SQCI s and CMPOs and ensure thei r
recerti fi cati on upon expi rati on of qual i fi cati ons. Qual i ty
assur ance super vi sor s al so admi ni ster wr i tten
exami nati ons to al l perspecti ve SQCI s and to SQCI s
who requi re recerti fi cati on to ensure a thorough
understandi ng of the QA program.
SHIP QUALITY CONTROL INSPECTORS
SQCI s are trai ned by the QA supervi sors i n matters
pertai ni ng to the QA program. An i nspector must be
equal l y as ski l l ed as the craftsman whose work he or she
i s requi red to i nspect. Not onl y shoul d the i nspector
know the fabri cati on or repai r operati on and what
workers are required to do, but al so how to go about
doing it.
To recogni ze a product qual i ty characteri sti c, the
SQCI must be gi ven certai n tool s and trai ni ng. Tool s of
thei r trade shoul d i ncl ude measuri ng devi ces and
documentati on. Thei r tr ai ni ng i s both for mal
(documented course of i nstructi on) and i nformal (OJT).
They must pass a wri tten test gi ven by the QA
supervi sors, as wel l as an oral exami nati on gi ven by the
QAO. The wri tten exam i ncl udes general requi rements
of the QA program and speci fi c requi rements rel ated to
thei r parti cul ar speci al ty. Successful compl eti on of the
shop qual i fi cati on program course for QC i nspectors
wi l l ful fi l l thi s requi rement. The QA supervi sor may al so
admi ni ster a practi cal exami nati on to perspecti ve SQCI s
i n whi ch they wi l l have to demonstrate knowl edge of
records and report compl eti on, and fi l i ng requi rements.
Thi s wi l l ensure that the SQCI s have a general
knowl edge of and a proper atti tude toward the QA
program.
CONTROLLED MATERIAL PETTY
OFFICERS
CMPOs are normal l y petty offi cers, E-4 or E-5, who
are thoroughl y fami l i ar wi th control l ed materi al
requi rements as outl i ned i n the QA manual . They, too,
are trai ned and qual i fi ed by a QA supervi sor. The QAO
wi l l i ntervi ew them, as he or she di d for SQCI s, to see
i f they have a general knowl edge of control l ed materi al
requi rements.
The QA supervi sor wi l l gi ve them a wri tten test to
ensure that they have suffi ci ent knowl edge of control l ed
materi al requi rements and procedures to carry out thei r
responsi bi l i ti es effecti vel y.
OPERATION OF A QUALITY ASSURANCE
PROGRAM
I ni ti ati ng an effecti ve, ongoi ng QA program i s an
al l -hands effort. I t takes the cooperati on of al l shop
personnel to make the program work. As the shop or
work group supervi sor, you wi l l be responsi bl e for
getti ng the program rol l i ng.
The key el ements are a good personnel ori entati on
program, a comprehensi ve personnel trai ni ng program,
use of the proper repai r procedures, and uni form
i nspecti on procedures. When you have organi zed the
shop or work center and pl aced al l these el ements i n
practi ce, your QA program wi l l be underway. These
el ements are di scussed i n the fol l owi ng paragraphs.
6-7
PERSONNEL ORIENTATION
The best way to get the support of your personnel i s
to show them how an effecti ve QA program wi l l benefi t
them personal l y. El i mi nati ng or reduci ng premature
fai l ures i n repai red uni ts and i ntroduci ng hi gh-rel i abi l i ty
repai rs wi l l appreci abl e y reduce thei r workl oad, savi ng
them frustrati on and enhanci ng the shops or work
groups reputati on. Thi s program, as wi th any new
program or change to an exi sti ng program, wi l l probabl y
meet wi th opposi ti on from some shop personnel . By
showi ng your shop personnel the benefi ts of a QA
program, you greatl y reduce opposi ti on to the change.
REPAIR PROCEDURES
Repai r procedures may be defi ned as al l of the
acti on requi red to return an equi pment to i ts proper
operati ng condi ti on after a defect has been di scovered.
Repai r procedures i ncl ude parts handl i ng, di sassembl y,
component removal or repl acement, and assembl y.
Stri ctl y adheri ng to the proper repai r procedures wi l l
al most enti rel y el i mi nate premature fai l ures. You, as
shop super vi sor or wor k gr oup super vi sor , and
subordi nate work center supervi sors are responsi bl e for
ensuri ng that the proper procedures are used i n handl i ng
al l repai rabl e uni ts.
QUALITY ASSURANCE TERMS
AND DEFINITIONS
As a supervi sor, you need to be abl e to tal k to your
personnel about qual i ty assurance and have them be abl e
to carry out your i nstructi ons promptl y and properl y.
You need to promote the use of words and phrases
pertai ni ng to qual i ty and rel ated programs, thus
i mprovi ng the cl ari ty i n your communi cati on wi th them
about QA. To do thi s, you need to understand the terms
frequentl y used throughout the QA program. Each
TYCOMs QA manual s and MI L-STD-109 have a
compl ete l i st of these terms, but the most frequentl y used
terms are l i sted here:
l Quality assurance. Qual i ty assurance (QA) i s a
system that ensures that materi al s, data, suppl i es,
and servi ces conform to techni cal requi rements
and that r epai r ed equi pments per for m
sati sfactori l y.
l Quality control. Qual i ty control (QC) i s a
management functi on that attempts to el i mi nate
defecti ve products, whether they are produced or
procured.
l Acceptance. Acceptance i s when an authori zed
representati ve approves speci fi c serves rendered
(such as a repai r or manufactured part).
l Calibration. Thi s i s the compari son of two
i nstruments or measuri ng devi ces, one of whi ch
i s a standard of known accuracy traceabl e to
nati onal standards, to detect, correl ate, report, or
el i mi nate by adjustment any di screpancy i n
accuracy of the i nstrument or measuri ng devi ce
bei ng compared wi th the standard.
. Inspection. Thi s i s the exami nati on and testi ng
of components and ser vi ces to deter mi ne
whether they conform to speci fi ed requi rements.
. In-process inspection. Thi s type of i nspecti on i s
performed duri ng the manufacture and repai r
cycl e to prevent producti on defects. I t i s al so
performed to i denti fy producti on probl ems or
materi al defects that are not detectabl e when the
job i s compl ete.
l Inspection record. I nspecti on records contai n
data resul ti ng from i nspecti on acti ons.
l Specifications. A speci fi cati on i s any techni cal
or admi ni str ati ve di r ecti ve, such as an
i nstructi on, a techni cal manual , a drawi ng, a pl an,
or a publ i cati on, that defi nes repai r cri teri a.
l Audit. An audi t, as i t appl i es to the QA program,
i s a peri odi c or speci al eval uati on of detai l s,
pl ans, pol i ci es, procedures, products, di recti ves,
and records necessary to determi ne compl i ance
wi th exi sti ng requi rements.
l Certified (Level I) material. Thi s i s materi al
that has been certi fi ed (as to i ts materi al and
physi cal properti es, as wel l as traceabi l i ty to the
manufactur er ) by a qual i fi ed cer ti fi cati on
acti vi ty. Thi s materi al has a materi al and
i denti fi cati on control (MI C) number assi gned
al ong wi th a certi fi cati on document.
l Controlled material. Thi s i s any materi al that
must be accounted for and i denti fi ed throughout
the manufacturi ng or repai r process. (See l evel of
essenti al i ty).
l Controlled work package. A control l ed work
package (CWP) i s an assembl age of documents
i denti fi ed by a uni que seri al number that may
contai n detai l ed work procedures, purchase
documents, recei pt i nspecti on reports, objecti ve
qual i ty evi dence, l ocal test resul ts, and any tags,
6-8
papers, pri nts, pl ans, and so on, that bear on the
work performed. Thi s wi l l be di scussed l ater i n
the chapter.
l Departure from specifications. Thi s i s a l ack of
compl i ance wi th any authori tati ve document,
pl an, procedure, or i nstructi on. A detai l ed
di scussi on wi l l fol l ow l ater i n the chapter.
l Documentation. Thi s i s the record of objecti ve
evi dence establ i shi ng the requi si te qual i ty of the
materi al , component, or work done.
. Level of essentiality. A l evel of essenti al i ty i s a
certai n l evel of confi dence requi red i n the
rel i abi l i ty of repai rs made. The di fferent l evel s of
essenti al i ty wi l l be di scussed l ater i n the chapter.
l Procedure. A procedure i s a wri tten i nstructi on
desi gned for use i n producti on and repai r,
del i neati ng al l essenti al el ements and gui dance
necessary to produce acceptabl e and rel i abl e
pr oducts.
l Process. Thi s i s a set of acti ons wri tten i n a
speci al sequenti al order by whi ch a repai r or
mai ntenance acti on, a test, or an i nspecti on i s
done usi ng speci fi c gui del i nes, tool s, and
equi pment.
l Reliability. Rel i abi l i ty means the probabi l i ty
that an i tem wi l l perform i ts i ntended functi on for
a speci fi ed i nterval under stated condi ti ons.
. SUBSAFE. The acr onym SUBSAFE i s a
shorthand reference to the Submari ne Safety
Pr ogr am, whi ch pr ovi des a hi gh l evel of
confi dence i n the materi al condi ti ons of the hul l
i ntegri ty boundary. SUBSAFE wi l l be di scussed
l ater i n the chapter.
THE CONTROLLED WORK PACKAGE
To provi de addi ti onal assurance that a qual i ty
product wi l l resul t from the i n-process fabri cati on or
r epai r , the contr ol l ed wor k package (CWP) was
devel oped. I t provi des QC techni ques (requi rements or
procedures) and shows objective quality evidence
(documentati on) of adherence to speci fi ed qual i ty
standards. These requi rements or procedures i ncl ude
both exter nal (type commander ) and i nter nal
(command-generated) i nformati on for work package
processi ng and si gn-off. The typi cal CWP that wi l l
arri ve at your desk wi l l have QA forms, departure from
speci fi cati ons for ms, mater i al defi ci ency for ms,
producti on task control forms, and QC personnel
si gn-off requi rements. You, and al l the other work
centers i nvol ved i n the performance of the task, must
revi ew the contents of each package as wel l . When you
revi ew the package, check that the requi rements
speci fi ed for thei r accompl i shment are correct, i n a
correct sequence, and soon. Each CWP covers the enti re
scope of the work process and i s abl e to stand on i ts own.
Tr aceabi l i ty fr om the wor k pack age to other
certi fi cati on documentati on i s provi ded by the job
control number (JCN).
You must ensure that the CWP i s at the job si te
duri ng the performance of the task. I f the work
procedure requi res the si mul taneous performance of
procedure steps and these steps are done i n di fferent
l ocati ons, use the l ocal l y devel oped practi ces to ensure
that you mai ntai n posi ti ve control for each step.
I mmedi atel y after a job i s compl eted but before the
tended uni t gets underway, each assi gned work center
and the QAO wi l l r evi ew the wor k pack age
documentati on for compl eteness and correctness. I f you
and your workers have been doi ng the assi gned steps as
stated, thi s shoul d not be a probl em. Ensure that al l the
veri fi cati on si gnature bl ocks are si gned. Make sure al l
references, such as tech manual s or drawi ngs, are
returned to the appropri ate pl ace.
Enclosures
You wi l l fi nd a l ot of documentati on i nsi de the CWP
when i t arri ves at your desk. I nsi de wi l l be process
i nstructi ons, pl ans, techni cal drawi ngs, and i nstructi ons
perti nent to the producti on job at hand. Documents l i sted
as references are not i ncl uded i n the CWP but must be
avai l abl e when requi red. You wi l l al so fi nd a copy of
appl i cabl e porti ons of references i ncl uded i n the CWT.
The 4790/2R, Automated Work Request, i s i ncl uded i n
the CWP to provi de compl ete documentati on and
reference back to the ori gi nati ng tended uni t. You wi l l
use al l of the documentati on to perform the mai ntenance
acti on, producti on task, or process assi gned to your
work center.
Revisions
You can make mi nor correcti ons to the work
procedure (as di rected by l ocal i nstructi ons) as l ong as
they do not change the scope of the work bei ng
performed. However, i f you need to change the ori gi nal
scope of the job, such as worki ng on a part not ori gi nal l y
i ntended to be worked on, you must i ni ti ate a revision.
The revi si on cover sheet gi ves exact i nstructi ons on
6-9
addi ng, del eti ng, or changi ng steps i n the work
sequence.
Addendums
Dependi ng on the compl exi ty of the task, i t may be
desi rabl e to have two or more work centers worki ng
porti ons of the task concurrentl y. I f so, Pl anni ng and
Esti mati ng (P&E) wi l l i ni ti ate an addendum to the
ori gi nal CWP. The addendum wi l l i ncl ude al l the
headi ngs of the CWP-references, materi al l i st, safety
requi rements, work sequence, and so forth. When you
compl ete the work steps, i ncl ude the addendum(s) wi th
the CWP.
LEVELS OF ESSENTIALITY, ASSURANCE,
AND CONTROL
To provi de your customers both repai r qual i ty and
qual i ty assurance, you as a supervi sor and your
mai ntenance personnel must understand and appreci ate
them and thei r operati onal envi ronment. Thi s wi l l
requi re that you and your personnel gi ve seri ous thought
and consi derati on to how a systems nonperformance
may endanger personnel safety and threaten the shi ps
mi ssi on capabi l i ty. For exampl e, you are not goi ng to be
aboard the submari ne as i t does i ts deep di ve to test hul l
i ntegri ty (and your hul l packi ng work). You must stress
to your workers how system essenti al i ty, i n an operati on
envi ronment, equates wi th mi ssi on capabi l i ty and
per sonnel safety. I n other wor ds, wor ker s must
understand how the work they perform i n a mai ntenance
or r epai r envi r onment can ser i ousl y affect the
operati onal capabi l i ti es of the tended uni t as wel l as the
safety of the personnel aboard the uni t. Thi s i s where the
assi gned l evel s of essenti al i ty, assurance, and control
come i nto pl ay. What do we mean by these terms? We
wi l l di scuss each i n the fol l owi ng paragraphs.
LEVELS OF ESSENTIALITY
A number of ear l y fai l ur es i n cer tai n submar i ne and
surface shi p systems were traced to use of the wrong
materi al . Thi s l ed to a system for preventi on i nvol vi ng
l evel s of essenti al i ty. A l evel of essenti al i ty i s si mpl y a
range of control s i n two broad categori es representi ng a
certai n hi gh degree of confi dence that procurement
speci fi cati ons have been met. These categori es are
1. veri fi cati on of materi al , and
2. confi rmati on of sati sfactory compl eti on of tests
and i nspecti ons requi red by the orderi ng data.
Level s of essenti al i ty are codes, assi gned by the shi p
accordi ng to the QA manual , that i ndi cate the degree to
whi ch the shi ps system, subsystem, or components are
necessary or i ndi spensabl e i n the performance of the
shi ps mi ssi on. Level s of essenti al i ty al so i ndi cate the
i mpact that catastrophi c fai l ure of the associ ated part or
equi pment woul d have on the shi ps mi ssi on capabi l i ty
and personnel safety.
LEVELS OF ASSURANCE
Qual i ty assurance i s di vi ded i nto three l evel s: A, B,
C. Each l evel refl ects certai n qual i ty veri fi cati on
requi rements of i ndi vi dual fabri cati on i n process or
repai r i tems. Here, veri fi cati on refers to the total of
qual i ty of control s, tests and i nspecti ons. Level A
assurance provi des the most stri ngent or restri cti ve
veri fi cati on techni ques. Thi s normal l y requi res both
qual i ty control s and test or i nspecti on methods. Level B
assurance provi des adequate veri fi cati on techni ques.
Thi s normal l y requi res l i mi ted qual i ty control s and may
or may not requi re tests or i nspecti ons. Level C
assur ance pr ovi des mi ni mum or as necessar y
veri fi cati on techni ques. hi s normal l y requi res very
l i ttl e qual i ty control or tests or i nspecti ons.
LEVELS OF CONTROL
Qual i ty control may al so be assi gned general l y to
any of the three l evel sA, B, or C. Level s of control are
the degrees of control measures requi red to assure
rel i abi l i ty of repai rs made to a system, subsystem, or
component. Furthermore, levels of control (qual i ty
control techni ques) are the means by whi ch we achi eve
levels of assurance.
An addi ti onal category, whi ch you wi l l see when
you work on peri scopes, i s Level I . Thi s i s reserved for
systems that requi re maximum confidence that the
composi ti on of i nstal l ed materi al i s correct.
CONTROLLED MATERIAL
Some materi al , as part of a product desti ned for fl eet
use, has to be systemati cal l y contr ol l ed fr om
pr ocur ement thr ough r ecei pt, stowage, i ssue,
fabri cati on, repai r, and i nstal l ati on to ensure both qual i ty
and materi al traceabi l i ty. Control l ed materi al i s any
materi al you use that must be accounted for (control l ed)
and i denti fi ed throughout the manufacturi ng and repai r
pr oces s , i n cl u di n g i n s tal l ati on , to meet th e
speci fi cati ons requi red of the end product. Control l ed
materi al must be i nspected by your CMPO for requi red
attri butes before you can use i t i n a system or component
6-10
and must have i nspecti on documentati on mai ntai ned on
record. You must retai n traceabi l i ty through the repai r
and i nstal l ati on process. I t requi res speci al marki ng and
taggi ng for i denti fi cati on and separate storage to
precl ude l oss of control . The RO may desi gnate as
control l ed materi al any materi al that requi res materi al
traceabi l i ty.
Under thi s defi ni ti on, control l ed materi al has two
meani ngs. The fi rst meani ng appl i es to i tems consi dered
cri ti cal enough to warrant the l abel of control l ed
mater i al . Your CMPOs wi l l be r esponsi bl e for
i nspecti ng the materi al when i t i s recei ved, stowi ng i t
separatel y from other materi al , provi di ng custody, and
seei ng that control l ed assembl y procedures are used
duri ng i ts i nstal l ati on. The term controlled material i s
used i n r efer ence to mater i al ei ther l abel ed
SUBSAFE or cl assed i n one of the three l evel s of
essenti al i ty. (Stri ctl y speaki ng, SUBSAFE i s not a l evel
of essenti al i ty.)
SUBSAFE
To hel p you understand SUBSAFE, we wi l l di scuss
a l i ttl e of the background of the program. The Submari ne
Safety Program (hence, the SUBSAFE) was establ i shed
i n 1963 as a di rect resul t of the l oss of the USS
THRESHER. The program i s two-fol d, consi sti ng of
both material and operability requi rements. I t provi des
a hi gh l evel of confi dence i n the materi al condi ti ons of
the hul l i ntegri ty boundary and i n the abi l i ty of the
submari nes to recover from control surface casual ti es
and fl oodi ng.
SUBSAFE r equi r ements
categori es, whi ch are devoted to
ar e spl i t i nto fi ve
1.
2.
3.
4.
5.
pi pi ng systems,
fl oodi ng control and recovery.
documentati on,
pressure hul l boundary, and
government-furni shed materi al .
There are three SUBSAFE defi ni ti ons you need to
consi der: SUBSAFE system, SUBSAFE boundary, and
SUBSAFE materi al .
SUBSAFE System
Thi s i s any submari ne system determi ned by
NAVSEA to requi re the speci al materi al or operabi l i ty
requi rements of the SUBSAFE program. How does i t
concern you? After you have i nstal l ed a system, i t must
prevent fl oodi ng of the submari ne, enhance recovery i n
the event of fl oodi ng, and ensure rel i abl e shi p control .
SUBSAFE Boundary
A SUBSAFE boundary marks the speci fi c porti on
of a SUBSAFE system wi thi n whi ch the stri ngent
materi al or operabi l i ty requi rements of SUBSAFE
appl y.
SUBSAFE Material
Wi thi n the SUBSAFE boundary, two di fferent sets
of requi rements appl y-SUBSAFE and Level I . What i s
the di fference between the two? The di fference i s
expressed by two words, certification and verification.
Materi al certi fi cati on pertai ns to the SUBSAFE
program. Thi s means that an i tem certi fi ed as SUBSAFE
meets a certai n testi ng or fabri cati on requi rement and
can be used as i ntended i n a cri ti cal hul l i ntegri ty or
pressure-contai ni ng rol e. On the other hand, materi al
veri fi cati on pertai ns to the Level I program. An i tem
speci fi ed as Level I has had i ts materi al composi ti on
tested and veri fi ed. Thi s testi ng and veri fi cati on ensures
traceabi l i ty from the materi al back to a l ot or batch to
ensure that i ts materi al composi ti on compl i es wi th
procurement speci fi cati ons.
DEPARTURE FROM SPECIFICATION
Speci fi cati ons are engi neeri ng requi rements such as
type of materi al , di mensi onal cl earances, and physi cal
arrangements, by whi ch shi p components are i nstal l ed,
tested, and mai ntai ned. Al l shi ps, sur face and
submari ne, are desi gned and constructed to speci fi c
techni cal and physi cal requi rements. As a supervi sor,
you must ensure that your personnel make every effort
to mai ntai n al l shi p systems and components accordi ng
to publ i shed speci fi cati ons. What do you do i f a
speci fi cati on cannot be met? Don t pani c! There are,
on occasi on, si tuati ons i n whi ch speci fi cati ons cannot
be met. I n such cases, the system or component i s
control l ed wi th a devi ati on from speci fi cati on. To
mai ntai n pr eci se contr ol of a shi ps techni cal
confi gurati on, any devi ati on you make must be recorded
and approved as a departure from speci fi cati on.
DEFINING A DEPARTURE FROM
SPECIFICATION
Pl ai nl y put, a departure from speci fi cati on i s a l ack
of compl i ance wi th an authori tati ve document, pl an,
procedure, or i nstructi on. As a mi ni mum, departures are
requi red when the fol l owi ng si tuati ons recur:
1. There i s a
techni cal
l ack of compl i ance wi th cogni zant
documents, dr awi ngs, or wor k
6-11
procedures duri ng a mai ntenance acti on that wi l l
not be corrected before the shi p gets underway.
2. There i s a l ack of compl i ance wi t speci fi cati ons
for as found condi ti ons duri ng mai ntenance
acti on for whi ch no pri or acti on i s hel d (such as
a shi pyard wai ver), whi ch wi l l not be corrected
pri or to the shi p getti ng underway.
3. Th er e i s a l ack of compl i an ce wi th a
speci fi cati on di scover ed and no cor r ecti ve
acti on i s pl anned.
A departure from speci fi cati on i s not requi red for
nonconformi ng condi ti ons di scovered and not caused
by mai ntenance or a mai ntenance attempt. Speci fi cal l y,
for i tems that routi nel y fai l and for whi ch correcti ve
acti on i s pl anned onl y a CSMP entry i s made. A
departure from speci fi cati on shoul d not be generated.
A SUPERVISORS LINK TO REPORTING
PROCEDURES
Why do we report and ensure that our workers
report al l departures from speci fi cati ons? I s i t because
we need more paperwork? You and your workers who
perform mai ntenance have an obl i gati on to perform
every repai r accordi ng to speci fi cati ons. When a
departure i s di scovered, i t i s the responsi bi l i ty of the
person(s) fi ndi ng i t to report i t. However, si nce you
cannot be everywhere, how can you make sure your
workers report the departure? As you wi l l see, your
supervi sory rol e pl ays a bi g part i n ensuri ng that workers
al ways compl y.
There are several reasons why workers may fai l to
report departures from speci fi cati ons. Some workers
feel that speci fi cati ons are onl y objecti ves rather than
mi ni mum requi rements for acceptabi l i ty. You must
stress to al l of your workers that any devi ati on from
speci fi cati ons must be r ecor ded, r evi ewed, and
approved by the proper authori ty. Another reason, whi ch
has a di rect l i nk to supervi sors, i s l ack of adequate
i nspecti on, qual i ty control , and management of the
process for determi ni ng compl i ance wi th speci fi cati ons.
Someti mes workers si mpl y do not understand the
speci fi cati on requi rements. Do they real l y understand
what i s expected on the job? Another reason i s a l ack of
trai ni ng i n the ski l l s necessary to meet speci fi cati ons.
Do you have the ri ght person on the job? Was the job a
rush job? A l ack of ti me for adequate pl anni ng and parts
pr ocur ement, ther eby r equi r i ng an emer gency
temporary repai r i n l i eu of a permanent repai r, i s another
r eason why wor k er s may fai l to compl y wi th
speci fi cati ons. From thi s di scussi on, you can see the rol e
you as a supervi sor must pl ay duri ng thi s al l -i mportant
process.
TYPES OF DEPARTURES FROM
SPECIFICATIONS
There are two types of departures that affect you and
the reporti ng proceduremajor and mi nor. We wi l l
bri efl y di scuss each of them i n the fol l owi ng paragraphs.
Major Departures from Specifications
A major departure from speci fi cati ons i s any
departure from speci fi cati ons that affects the rel i abi l i ty
of the shi ps control systems, waterti ght i ntegri ty, or
personnel safety. Major departures from speci fi cati ons
requi re approval from higher authority. I f you have a
departure from speci fi cati ons that fal l s i nto any of the
fol l owi ng categori es, consi der i t a major departure:
1.
2.
3.
4.
5.
Any departure that di rectl y i nvol ves the safety
of the shi p or personnel
Any departure that reduces the i ntegri ty or
operabi l i ty of equi pment essenti al to the shi ps
mi ssi on (for exampl e, i nstal l ati on of parts that
do not meet al l appl i cabl e materi al certi fi cati on
requi rements)
Fai l ure to compl ete any requi red retest of a
component or subsystem that, i f defecti ve, coul d
cause fl oodi ng
Any nonconformance to pl an speci fi cati ons
r esul ti ng i n a change of confi gur ati on
consi dered to be a permanent repai r
Fai l ure to meet al l appl i cabl e standards for
major repai rs unl ess other al ternati ves are
authori zed by the QA manual (i n other words,
fai l ed strength test)
Minor Departure from Specifications
Thi s i ncl udes al l departures that are not determi ned
to be major. Mi nor departures may be permanent or
temporary and are approved by the RO.
REPORTING PROCEDURES
Who reports a departure from speci fi cati ons? Do
you as the supervi sor? Onl y i f you are the one fi ndi ng
or causi ng the departure. As stated i n the QA manual ,
the person discovering or causing the departure must
i ni ti ate the departure from speci fi cati ons. However,
does thi s mean that each ti me we cause a departure we
6-12
i mmedi atel y start the parer work? No! The ori gi nator
must ensure that the departure i s i denti fi ed duri ng
fabri cati on, testi ng, or i nspecti on of the compl eted
work. He or she must make every effort to correct each
defi ci ency before i ni ti ati ng the departure request. Work
must not conti nue unti l the defi ci ency i s corrected or the
departure request i s approved.
Now that we have i denti fi ed a departure, what do
we do wi th i t? We go back to the ori gi nator. He or she
must ensure that QA Form 12 i s properl y fi l l ed out and
forwarded vi a the chai n of command to the QAO.
The ori gi nator must al so retai n a copy of the
prepared departure request unti l he or she recei ves the
returned copy from the QAO i ndi cati ng that al l acti ons
concer ni ng the depar tur e have been compl eted
(approved or di sapproved).
Make sure that the ori gi nator has an approved copy
of the departure request accompanyi ng the compl eted
work and that the ori gi nal copy i s retai ned i n the CWP.
QA FORMS AND RECORDS
The fol l owi ng are the ti tl es and descri pti ons of the
forms and records you wi l l use the most. A rul e to
remember when usi ng these forms i s that al l QA forms
must be compl eted and si gned i n the proper sequence.
QA FORM 1, THE MATERIAL RECEIPT
CONTROL RECORD
Thi s record i s used by the CMPO to document the
proper recei pt and i nspecti on of i tems that have been
desi gnated as control l ed materi al s.
QA FORM 2, MATERIAL IN-PROCESS
CONTROL TAG
Thi s tag i s attached by suppl y, QA, or shop
personnel to provi de traceabi l i ty of accepted control l ed
mater i al fr om r ecei pt i nspecti on thr ough fi nal
acceptance.
QA FORM 3, MATERIAL REJ ECT TAG
Shop personnel , suppl y, or QA personnel wi l l attach
thi s tag to rejected i tems. The i ndi vi dual s fi ndi ng or
causi ng the unacceptabl e condi ti on attaches the tag to
the rejected i tem. The tag i ndi cates that the materi al i s
unacceptabl e for producti on work and must be repl aced
or rei nspected before use.
QA FORM 4, SHIP-TO-SHOP TAG
Thi s tag i s used to i denti fy and control materi al to
be repai red. You attach the tag to the i tem to be repai red
I t i s a good i dea to stamp the three secti ons of the tag
wi th a control number and l og i t i n your shop l og.
QA FORM 7, CONTROLLED MATERIAL
INVENTORY/RECORD
Thi s form i s used by your CMPO to provi de a
standard i nventory record of control l ed materi al
recei ved and i ssued.
QA FORM 9, RE-ENTRY CONTROL FORM
Thi s form i s used to document re-entry i nto a
SUBSAFE boundary and i s used i n a control l ed work
procedure.
QA FORM 17, TEST AND INSPECTION
FORM-OTHER THAN NDT
QA Form 17 l i sts al l the tests and i nspecti ons that
must be performed at each step. A QA Form 17 must be
compl eted and si gned off before any step can be si gned
off on the QA Form 10.
QA FORM 34, TORQUE/CONTROLLED
ASSEMBLY REPORT
Thi s form consi sts of two encl osures: the torque
sequence sketch and a QA Form 17 l i sti ng al l of the
requi red torque readi ngs.
SUMMARY
The QA concept i nvol ves preventi ng the occurrence
of defects. Qual i ty assurance covers al l events from the
start of a mai ntenance acti on to i ts compl eti on and i s the
responsi bi l i ty of al l mai ntenance personnel . I n addi ti on,
organi zati on of your workspaces, your ways of stori ng
parts, and your rel ati onshi ps wi th the SKs al l affect the
qual i ty of your product.
By careful l y fol l owi ng the methods and procedures
outl i ned i n your QA program manual s and by payi ng
careful attenti on to the qual i ty of work i n your area, you
wi l l contri bute greatl y to the operati onal effecti veness
of both your shi p and tended uni ts.
6-13
REFERENCES
I MA Quality Assurance Manual, COMNAVSURF-
PACI NST 4855.1B, Naval Surface Force Uni ted
States Paci fi c Fl eet, San Di ego Cal i f., 1989.
Opticalman 1 & C, NAVEDTRA 12217, Naval
Educati on and Trai ni ng Program Management
Support Acti vi ty, Pensacol a, Fl a, 1991.
Quality Assurance (QA) Manual, COMNAVSURF-
LANTI NST 9090.2, Naval Surface Force Uni ted
States Atl anti c Fl eet, Norfol k, Va., 1985.
Quality Assurance Standards for Submarine Antenna
and Mast Materials, NAVSEA 0900-LP-16-6081,
Naval Shi p Systems Engi neer i ng Stati on,
Phi l adel phi a, Pa., 1983.
Qual i ty Assur ance Ter ms and Defi ni ti ons,
MI LSTD-109B, Naval Shi p Systems Command,
Washi ngton D.C., 1969.
Submari ne Force Qual i ty Assurance Manual ,
COMSUBLANT/COMSUBPACI NST 4855.2,
Commander Submari ne Force U.S. Atl anti c Fl eet,
Norfol k, Va., 1986.
Submarine I MA Planners Handbook, S9002-HBK-
010/I MA Pl an, Naval Sea Systems Command,
Surface Ship I MA Planners Handbook S9AAO-
AC-HBK-010/I MA Pl anner, Naval Sea Systems
Command, Washi ngton D. C., 1986.
6-14
CHAPTER 7
TEST EQUIPMENT
YOUR RESPONSIBILITY FOR TEST
EQUIPMENT
Throughout thi s chapter we wi l l refer you to other
publ i cati ons contai ni ng i nformati on on the topi c bei ng
covered. You must read these references to gai n a basi c
understandi ng of the materi al and to enhance your
knowl edge of the subject matter.
El ectroni cs Techni ci ans mai ntai n a wi de vari ety of
el ectroni c equi pments and systems i n use throughout the
fl eet today. Therefore, ETs must be fami l i ar wi th a l arge
vari ety of test equi pment requi red to properl y mai ntai n
those systems. As an ET1 or ETC, you wi l l be i nvol ved
wi th the admi ni strati on and upkeep of el ectroni cs test
equi pment. The condi ti on of thi s test equi pment wi l l be
your responsi bi l i ty, ei ther di rectl y or i ndi rectl y.
As a seni or El ectroni cs Techni ci an, you must be
abl e to supervi se and trai n mai ntenance personnel i n the
proper use of test equi pment. The El ectroni cs Materi al
Offi cer (EMO) or i n some cases the El ectroni cs
Readi ness Offi cer (ERO), i s responsi bl e for al l
el ectri cal and el ectroni cs Test and Moni tori ng Systems
(TAMS) assi gned to the command (other than avi oni cs).
Refer to NAVSEAI NST 9082.1 for TAMS defi ni ti ons.
You wi l l fi nd the management of TAMS to be a
consi derabl e chal l enge that requi res much of your
attenti on and the attenti on of each i ndi vi dual who uses
TAMS equi pment. You wi l l be responsi bl e for assi sti ng
the EMO or ERO i n the admi ni strati on of a vi abl e test
equi pment pr ogr am. To meet these i mpor tant
obl i gati ons, you must have a thorough understandi ng of
Navy test equi pment programs. You must al so have a
worki ng knowl edge of the admi ni strati ve procedures
and references pertai ni ng to test equi pment.
COMMAND MANAGEMENT OF TAMS
To manage TAMS properl y, a command or uni t must
have a knowl edgeabl e and cohesi ve organi zati on that
i nvol ves al l TAMS users.
The or gani zati on for managi ng onboar d test
equi pment may vary from command to command;
however, the l i ne of supervi si on general l y fl ows di rectl y
from the EMO or ERO to the shi ps Test Equi pment
Petty Offi cer (TEPO) or through the di vi si on l eadi ng
CPO/PO. Fi gure 7-1 shows a typi cal test equi pment
chai n-of-command organi zati on.
The shi ps TEPO i s the focal poi nt for al l matters
rel ati ng to TAMS on board the shi p. Al l test equi pment
matters shoul d be documented through one speci fi cal l y
desi gnated work center, wi th the shi ps TEPO assi gned
as the work center supervi sor. I n thi s way, a compl ete
and composi te status of shi pboard TAMS can be
obtai ned at anyti me through just one person.
Ther e ar e two categor i es of el ectr oni c test
equi pment: general -purpose el ectroni c test equi pment
(GPETE) and speci al -pur pose el ectr oni c test
equi pment (SPETE). GPETE i s el ectr oni c test
equi pment that has the capabi l i ty, wi thout modi fi cati on,
to test two or more pri me equi pments or systems of
basi cal l y di ffer ent desi gn. Al l i tems l i sted i n
MI L-STD-1364 are GPETE. SPETE i s el ectroni c test
equi pment speci fi cal l y desi gned to test a si ngl e pri me
equi pment or system.
Figure 7-1.-Typical shiphoard test equipment organization.
7-1
TEST EQUIPMENT ADMINISTRATION
The admi ni strati on of the test equi pment program
i nvol ves many areas; i nventory, procurement, and
di sposal ; cal i brati on and repai r; and stowage and
handl i ng. As a seni or techni ci an, you are expected to be
abl e to manage thi s program. To do thi s properl y, you
must have a worki ng knowl edge of the vari ous Navy
pr ogr ams that affect the admi ni str ati on of test
equi pment. I n thi s chapter, both TAMS and test
equi pment wi l l be referred to as test equi pment.
The Space and Naval Warfare Systems Command,
al ong wi th Naval El ectroni c Systems Engi neeri ng
Acti vi ti es and Centers, was establ i shed to repl ace the
abol i shed NAVMAT and NAVELEX. However, the
references you wi l l use may sti l l bear the names of
NAVMAT and NAVELEX. Keep thi s change i n mi nd as
you read thi s chapter.
INVENTORY
The i nventory of assi gned test equi pment i s di rectl y
rel ated to the Shi p Confi gurati on and Logi sti cs Support
I nformati on System (SCLSIS). The al l owance of test
equi pment for a shi p i s contai ned i n the Shi ps Portabl e
El ectri cal /El ectroni c Test Equi pment Requi rements Li st
(SPETERL). The SPETERL i denti fi es the l atest known
requi rements for Portabl e El ectri cal /El ectroni c Test
Equi pment (PEETE). New SPETERLs are forwarded
to the commands before the start of any shi pyard
overhaul and before the start of any avai l abi l i ty i n whi ch
major el ectroni c change-outs wi l l occur. A sampl e page
from a SPETERL that covers some test equi pment for
ET systems i s shown i n fi gure 7-2. You can compare
SCLSI S documents to the SPETERL and thus i denti fy
both excesses and defi ci enci es. You shoul d al so
compar e the SPETERL and SCLSI S wi th the
Electrical/ Electronic Test Equipment I ndex, NAVSEA
ST 000-AA-I DX-010/PEETE, for subcategor i es
(SCATs) appl i cabl e to i nstal l ed equi pment. We wi l l l ook
more careful l y at thi s i ndex l ater on.
You need to keep careful i nventory and di stri buti on
records of test equi pment to mai ntai n effecti ve use,
mai ntenance, and cal i brati on status i nformati on. You
cannot do thi s wi th just the SCLSI S and SPETERL
i nventory l i sti ng because test equi pment di stri buti on
and user l ocati on wi l l change between val i dati ons; test
equi pment i s transferred between work centers; and test
equi pment i s repl aced because of fai l ure, cal i brati on
needed, and si mi l ar reasons. To mai ntai n a good
Figure 7-2.-SPETERL sample page.
7-2
i nventory and control of test equi pment, you shoul d i nventori ed FM generator. The fi gure al so shows a
fol l ow the procedures l i sted bel ow:
change of subcustody of thi s parti cul ar generator.
1. I nventory al l test equi pment separatel y on a
Custody si gnatur e exchange shoul d take pl ace
Control l ed-Equi page Custody Record, NAVSUP Form
whenever the i tem of test equi pment changes hands. The
306. Fi gure 7-3 shows an exampl e of a properl y reverse si de of the NAVSUP Form 306 (not shown)
Figure 7-3.-Controlled-Equipage Custody Record, NAVSUP Form 306.
7-3
provi des an excel l ent means of documenti ng a si ght
i nventor y of the i tem. Refer to Afl oat Suppl y
Procedures, NAVSUP Publ i cati on 485, chapter 6,
secti on V, subsecti on I , 6092, for the procedures on fi l i ng
out the NAVSUP Form 306.
2. Prepare a second i nventory, known as a test
equi pment status i nventory, al ong wi th the NAVSUP
Form 306. You can prepare thi s i nventory on standard,
rul ed 5 x 8-i nch i ndex cards, as shown i n fi gure 7-4.
The exampl e shown i s a reference record of SCAT at
al l owance. (SCAT codes are expl ai ned bel ow.) Al l
i tems of test equi pment for a parti cul ar SCAT are
l i sted on thi s card. The exampl e shown i s for SCAT
code 4369. When you prepare a card, type i n the SCAT
code, SCAT descri pti on, al l owance quanti ty, and
headers (model , seri al , subcustody, and remarks).
Then use a penci l to wri te the i nformati on under each
header, because the i nformati on i s subject to change.
Fi l e each card i n SCAT number order under one of the
fol l owi ng categori es:
SCAT at al l owance (the exampl e shown i n fi gure
7-4 fal l s i nto thi s category, wi th three i tems
al l owed and three i tems l i sted.)
Zero SCAT on board, GI NO (GPETE i ni ti al
outfi tti ng) 72 Cog
l
l
l
l
l
Zero SCAT on board, GEI R, (GPETE end-i tem
repl acement) 72 Cog
Zero SCAT on board, Not 72 Cog
Under Al l owance, GI NO 72 Cog
Under Al l owance, GEI R 72 Cog
Under Al l owance, Not 72 Cog
Keep thi s second i nventory up-to-date
the NAVSUP Form 306.
Subcategory (SCAT) Codes
al ong wi th
SCAT codes are four-di gi t subcategory codes used
to i denti fy a range of measurements by functi onal
category. Test equi pment i s assi gned SCAT codes i n the
4000 - 4999 seri es of numbers. SCAT codes are
normal l y used wherever references are made to test
equi pment. Youl l fi nd SCAT codes i n the PEETE i ndex
and i n NAVAI R 16-1-525. They are al so l i sted i n the
Shore Test Equipment I ndex (STEAPShor e Test
Equi pment Al l owance Program), whi ch assi gns shore
fami l y groups (SFGs) and provi des a method of
groupi ng shore el ectroni c test equi pment of si mi l ar
measurement capabi l i ti es.
Figure 7-4.-Example of test equipment status inventory.
7-4
The PEETE i ndex (fi g. 7-5) i s a gui de that fl eet
personnel use to i denti fy portabl e el ectri cal /el ectroni cs
test equi pment requi red to support pri me el ectroni c,
el ectri cal , I C, weapons, and reactor i nstrumentati on
systems. Thi s test equi pment i ndex does not, i n anyway,
super sede or modi fy the SPETERL, nor does i t
authori ze procurement of, or requi si ti on of, i tems l i sted
i n the SPETERL.
Fi gures 7-6 and 7-7 are sampl es of secti ons and
appendi ces of the PEETE i ndex. I n the exampl e,
the GPETE i nformati on pertai ns to a DDG-51 cl ass
shi p havi ng an AN/PRC-10 wi th a SCAT code of
4369. Fol l ow the exampl e thr ough each of the
secti ons and appendi ces. The PEETE i ndex wi l l be
one of your i mportant references concerni ng test
equi pment.
Ships Portable Electrical/Electronic
Test Equipment Requirements List
(SPETERL)
The SPETERL i s your al l owance l i st for PEETE.
The quanti ty of equi pment for each SCAT i s based upon
support requi rements of your shi ps confi gurati on of
pri me el ectroni c, el ectri cal , I C, weapon and reactor
i nstrumentati on equi pment and systems, and depends
upon factors such as the fol l owi ng:
l
l
l
l
l
l
Locati on of pri me equi pments and systems
Number of these pri me equi pments and systems
i nstal l ed
Portabi l i ty of the test equi pment
Number of personnel who use the test equi pment
Frequency of use of test equi pment
Abi l i ty to share test equi pment among di fferent
di vi si ons
Several sources of i nformati on are used to devel op
the SPETERL. Fi rst, cogni zant naval acti vi ti es provi de
i nformati on concerni ng pri me equi pments/systems and
the PEETE requi red to support them. Next, NAVSEA
adds thi s i nformati on to the database used to prepare the
SPETERL. The database i s then compared to the
confi gurati on of the shi p as reported by SCLSI S teams
and other sources. Fi nal l y, from thi s compari son, the
SPETERL i s produced, showi ng al l owances of PEETE,
quanti ti es on hand, and si mi l ar i nformati on.
To be of use to you, the SPETERL must be val i d.
The most
SPETERL
cri ti cal factor affecti ng the val i di ty of
data i s the accuracy and compl eteness of
Figure 7-5.-Cover of the PEETE index.
i nventory and confi gurati on data mai ntai ned i n the
Weapon Systems Fi l e (WSF). Thi s database must be
conti nual l y updated to refl ect confi gurati on changes as
they occur. Between val i dati ons by SCLSI S, the
database i s updated wi th changes reported by shi ps
f or ce p er s on n el on OPNAV For m 4790/CK
submi ssi ons. I nformati on on confi gurati on changes
reported by shi ps force personnel to SCLSI S i s
provi ded to NAVSEA, and the SPETERL i s updated to
r efl ect cur r ent confi gur ati on and r equi r ed test
equi pment support changes.
SCLSI S i s the desi gnated system responsi bl e for
mai ntai ni ng the confi gurati on status reported by the
fl eet. The SCLSI S data i s mai ntai ned i n a central
fi l e-the WSF at Shi ps Parts Control Center (SPCC),
Mech a n i cs bu r g, Pen n s y l v a n i a . Su ppl y a n d
mai ntenance support managers depend on thi s central
fi l e for i nformati on to provi de support to the fl eet.
Addi ti onal l y, si nce the PEETE l i sted i n the COSAL i s
based upon quanti ti es on board, any quanti ty changes
i n PEETE must be reported i n the same manner.
7-5
Figure 7-6.-PEETE Index sections.
7-6
Figure 7-7.-PEETE Index appendices.
7-7
Fi gure 7-8 i s an exampl e of a compl eted Shi ps To ensure the val i di ty of the SPETERL and to be
Confi gur ati on Change For m, OPNAV 4790/CK, sure the PEETE l i sted i n the SPETERL as bei ng on
reporti ng a PEETE confi gurati on change. Refer to board i s COSAL-supported, compare the SPETERL
Shi ps 3-M Manual , OPN AVI N ST 4790. 4B, agai nst the COSAL on an annual basi s. Report any
chapter 9, paragraph 9-9, for i nstructi ons on fi l i ng out di screpanci es i n the SPETERL to the appl i cabl e
the confi gurati on change form. NAVSEACENDET on an OPNAV Form 4790/CK.
Figure 7-8.-PEETE configuration change reported on a Form 479/CK.
7-8
Report di screpanci es i n the COSAL support to SPCC Now l ets l ook at the second questi on-What
accor di ng to chapter 5 of the COSAL use and GPETE i s cur r entl y on boar d and physi cally
Maintenance Manual, SPCCI NST 4441.170. Fi gure
accountable? I n thi s case, on board means that the
7-9 i s a bri ef SPETERL/COSAL troubl eshooti ng gui de
test equi pment i s actual l y on board or can easi l y be
that i l l ustrates some of the di screpanci es, thei r possi bl e
traced to a cal i brati on and/or repai r faci l i ty currentl y
causes, and what acti on you shoul d take.
havi ng temporary custody of the i tem; and physi cal l y
accountabl e means that the i tem has been si ghted
Determining Excesses and Deficiencies duri ng an i nventory. Onboard documents that can assi st
you i n fi ndi ng those hi dden i tems that must be si ghted
To properl y determi ne what GPETE excesses or
defi ci enci es exi st on your shi p, you shoul d ask yoursel f
two questi ons. Fi rst, What GPETE am I al l owed?
Second, What GPETE i s currentl y on board and
physi cal l y accountabl e?
Lets l ook at the fi rst questi on What GPETE am I
al l owed? The current SPETERL and any approved
Al l owance Change Request (ACR) wi l l i ndi cate your
shi ps al l owance of GPETE. Just l i st the appl i cabl e
SCATs wi th the al l owed quanti ty as determi ned by the
Total Requi red l i ne. I f you do not feel that the current
SPETERL al l owance i s adequate, you may use an ACR,
as speci fi ed i n paragraph 3 of the General I nformati on
secti on of the SPETERL, to request that the SPETERL
be modi fi ed.
to gi ve you an accurate i nventory are:
l
l
SCLSI S documents (Be sure to use the most
current.)
MEASURE Format 310 (Thi s format wi l l be
descri bed l ater.)
Custody cards
Test Equi pment I ndex, Secti on 6 (Use thi s to
cross model numbers to SCAT codes.)
SPETERL (Be sure to use the most current.)
l
l
l
Compare al l the onboard i nformati on agai nst the
actual equi pment on hand and on board to determi ne
what i tems are i n excess and what defi ci enci es exi st.
Figure 7-9.-SPETERLJ /COSAL troubleshooting guide.
7-9
(Remember, thi s i s for GPETE, not SPETE.) The resul t
i s a l i sti ng of GPETE excesses and defi ci enci es.
Specifying Excesses and Deficiencies
Excess means that the GPETE i s not authori zed i n
the SPETERL (or by an approved ACR) and shoul d not
be on board. TYCOMs are very expl i ci t about what
shoul d be done wi th excess GPETE. GPETE i n excess
of the SPETERL or an approved ACR cannot be hel d on
board and must be turned i n to the NAVELEX GPETE
Assets Screeni ng Program (GASP). (Procedures are
l i sted i n the TYCOM mai ntenance manual . )
Remember, test equi pment i s usual l y at a premi um; so
i f an i tem i s excess, turn i t i n so that another command
defi ci ent i n that i tem can obtai n i t.
Now l ets tackl e the GPETE defi ci ency (shortage)
probl em. Defi ci enci es may fal l i nto any one of the
fol l owi ng three types:
l
l
l
Defi ci ency caused by new or increased
allowances New or i ncreased al l owances of
cogni zance symbol 7Z GPETE equi pments are
not to be requi si ti oned by the requi ri ng acti vi ty.
These r equi r ements wi l l be deter mi ned,
budgeted, and automati cal l y shi pped to the
desi gnated end users as equi pments become
avai l abl e. I f you have such a defi ci ency, you
shoul d anti ci pate del ayed del i very on certai n
equi pment i n cri ti cal l y short suppl y.
Defi ci ency caused by missing or unserviceable
equipment I f an al l owance i tem of GPETE i s
mi ssi ng or unservi ceabl e, you must prepare a
Report of Survey (DD Form 200). Submi t a DD
Form 1348 (suppl y requi si ti on) to suppl y for a
repl acement i tem. Thi s requi si ti on wi l l then be
forwarded to SPCC, Mechani csburg, for acti on.
Defi ci ency caused by obsolete equipment I f
you have i tems desi gnated as obsol ete
equi pment, do not requi si ti on repl acements for
them. Repl acements wi l l be handl ed the same
way as i tems descri bed earl i er i n Defi ci ency
caused by new or i ncreased al l owances.
PROCUREMENT
There are two methods for obtai ni ng needed
GPETE. The fi rst i s by ei ther recei vi ng or orderi ng the
i tems through the suppl y system. The second i s by
requesti ng them through the fl eets GPETE Assets
Screeni ng Program (GASP). Both are di scussed bri efl y
bel ow.
Issue Through Supply
You may obtai n GPETE through the suppl y system by
determi ni ng for each defi ci ency, by SCAT, the NSN of the
GPETE. Then base your next acti ons on the si tuati on l i sted
bel ow that pertai ns to your requi red equi pment.
1.
2.
3.
I f the Cog i s 7 and the i tem i s a new requi rement
or an i ncrease to al l owance, i t i s a GPETE I ni ti al
Outfi tti ng (GI NO) i tem. No acti on i s requi red by
your shi p for these GI NO, 7Z cog i tems, as they
wi l l be pushed through the suppl y system to you.
I f the Cog i s 7Z and thi s i s a repl acement for
another i tem of GPETE that i s or once was on
board, i t i s cl assi fi ed as GPETE End-I tem
Repl acement (GEI R). You must requi si ti on
GI ER, 7Z cog i tems through suppl y on a DD
Form 1348. To repl ace SCAT i tems that are
GEI R, sel ect the preferred model s of GPETE as
l i sted i n the l atest Test Equipment I ndex or
MI L-STD-1346.
I f you need other odd cog i tems, you must
requi si ti on them. I f you are repl aci ng i tems
previ ousl y on board, your shi ps OPTAR funds
wi l l be charged. I f your shi p i s i n overhaul and
Figure 7-10.-METCAL program structure.
7-10
these other odd cog i tems are new requi rements
or an i ncrease to al l owance, NAVSEA COSAL
funds wi l l be charged. Agai n, you requi si ti on
these i tems through suppl y on a DD Form 1348.
GPETE Assets Screening Program (GASP)
The GASP deal s wi th the excesses and defi ci enci es
of the fl eet. When a shi p has excess GPETE, i t shoul d
turn the excess i nto the redi stri buti on center for possi bl e
rei ssue. I n turn, shi ps that have a defi ci ency of GPETE
shoul d fi rst check wi th GASP vi a the TYCOM to fi l l
that defi ci ency. The redi stri buti on center has the
equi pment cal i brated, repai red, and made ready for
i ssue. (Any equi pment not economi cal l y repai rabl e i s
turned i nto suppl y for di sposi ti on.)
CALIBRATION
Now that we have di scussed how to mai ntai n an
accurate inventory of al l owed test equi pment, we wi l l
pr esent the somewhat compl ex Test Equi pment
Cal i brati on Program. As a seni or El ectr oni cs
Techni ci an, you wi l l be requi red (both di rectl y and
i ndi rectl y) to ensure that the test equi pment package i s
mai ntai ned i n good worki ng order and i s properl y
cal i brated. The Navy Metrol ogy and Cal i brati on
(METCAL) Program was i nsti tuted to hel p provi de
cal i brati on faci l i ti es so that sophi sti cated equi pment,
preci se standards, and l aboratory condi ti ons woul d be
avai l abl e.
Calibration Activities
Vari ous echel ons of cal i brati on acti vi ti es were
establ i shed to ensure that both operati onal and test
equi pments meet thei r cal i brati on requi rements. These
echel ons are i ntegrated so that each l evel acti vi ty has
traceabl e standards ti ed to the hi ghest standards
avai l abl e for cal i brati on. Fi gures 7-10 and 7-11 show the
Figure 7-11.-Hierarchy of calibration standards facilities.
7-11
METCAL program structure and the hi erarchy of
cal i brati on standards faci l i ti es.
Refer to Electronics I nstallation and Maintenance
Book, Test Equipment, NAVSEA SE000-00-EI M-040,
chapter 1, for expl anati ons of the cal i brati on echel ons
shown i n fi gures 7-10 and 7-11.
Calibration Services
Now l ets take a l ook at an i mportant cal i brati on
program cal l ed the Metrol ogy Automated System for
Uniform Recall and Reporting (MEASURE) program.
The MEASURE program i s an automated data
processi ng system desi gned to provi de a standardi zed
system for the recal l and schedul i ng of test equi pment
i nto cal i brati on faci l i ti es. I t was devel oped to support
the Department of the Navy METCAL Program i n an
effort to ensure that al l equi pment requi ri ng cal i brati on
and servi ci ng i s submi tted to a cal i brati on acti vi ty on a
ti mel y basi s and, thus, i s mai ntai ned to maxi mum
dependabi l i ty. I n addi ti on, the system pr ovi des
documentati on of acti ons performed by the cal i brati on
acti vi ty.
The i ni ti al cycl e of MEASURE begi ns wi th the
compl eti on of the i nventory forms for equi pment hel d
by an acti vi ty. Refer to the Metrology Automated
System for Uni for m Recal l and Repor ti ng
(MEASURE) Users Manual , OPNAV 43P6A,
Appendi x A, for compl eti on i nstr ucti ons on the
MEASURE TMDE i nventory form. These forms are
for war ded to th e cogn i zan t MEASURE data
processi ng faci l i ty (DPF) to establ i sh the database.
The acti vi ty hol di ng the test equi pment i s then
provi ded a pri nted i nventory and a set of prepri nted
Metrol ogy Equi pment Recal l and Report (METER)
cards. Refer to the Metrology Automated System for
Uniform Recall and Reporting (MEASURE) Users
Manual, OP 43P6A, Appendi x B, for an expl anati on
on the use and i nformati on contai ned on the METER
card. The MEASURE cycl e i s compl eted when the
cogni zant METCAL representati ve provi des recal l
schedul es to the acti vi ty hol di ng the test equi pment
and to the cal i brati on acti vi ti es. As equi pment i s
gai ned or l ost, more i nventory forms and METER
cards are processed or del eted, the database i s kept
current, and the system conti nues to cycl e.
Through the submi ssi on of METER cards, each
acti vi ty must promptl y update i ts recorded i nventory;
that i s, the i nventory data mai ntai ned i n the computer
database by the MEASURE Operati onal Control Center
(MOCC), and the Control Database Faci l i ty (CDBF),
Concor d, Cal i for ni a. I n thi s way, cal i br ati on
requi rements can be projected i n enough ti me to permi t
thei r i ncorporati on i nto the next recal l schedul e. I f the
i nventory i s not updated promptl y, new acti vi ty i tems
wi l l have to be reschedul ed or be submi tted to a
cal i brati on acti vi ty for unschedul ed cal i brati on by the
cogni zant METCAL representati ve.
The MEASURE program provi des management
personnel wi th a wi de vari ety of val uabl e i nformati on
on fl eet readi ness, cal i brati on probl ems, budget and
fundi ng, and many other topi cs.
MEASURE pr oducts and for mats have been
desi gned to meet the i nformati on requi rements of
several l evel s of management. Many MEASURE
formats are forwarded automati cal l y by the MOCC or
CDBF to the acti vi ti es on a regul ar basi s. Such
di stri buti on i s based upon the type and l evel of those
acti vi ti es and upon establ i shed requi rements. Others,
however, are avai l abl e onl y upon the recei pt of an
appr oved r equest fr om the cogni zant METCAL
representati ve. Accordi ngl y, acti vi ti es needi ng a
parti cul ar format that they do not recei ve automati cal l y
shoul d forward the requi rement to the cogni zant
METCAL representati ve for approval . Any such request
shoul d i ncl ude a justi fi cati on of the need for the format
and a statement i ndi cati ng the frequency at whi ch the
format i s requi red.
Refer to the Metrology Automated System for
Uniform Recall and Reporting (MEASURE) Users
Manual, OP 43P6A, Appendi x J, for i nformati on on
MEASURE formats and thei r di stri buti on i nterval s.
Format 310 (fi g. 7-1 2) i s, by far, the MEASURE
programs best management tool for the test equi pment
coordi nators use i n managi ng the commands test
equi pment i nventory.
To make the best use of thi s tool , your uni t shoul d
take the fol l owi ng acti ons:
1.
2.
3.
Have the test equi pment coordi nator thoroughl y
revi ew the Format 310 each month.
Annotate the Format 310 as status changes occur
for equi pments that have been cal i brated,
del eted, are i n repai r, have been added to
i nventory, del ayed, surveyed, i nacti vated, and so
on, duri ng the month.
Carry these annotati ons forward to the next
monthl y Format 310, unti l the change i s
refl ected on a new Format 310.
7-12
Figure 7-12.-MEASURE Format 310.
4. I f changes i n equi pment status are not refl ected
on the new monthl y Format 310 wi thi n 60 days
of the transacti on date, resubmi t necessary
MEASURE METER cards (hand scri bed) to
correct the di screpancy, or contact the Readi ness
Support Group (RSG) (Atl anti c Fl eet) or the
Mai ntenance Coor di nati ng Center (MCC)
MEASURE coordi nator for assi stance.
Requesting Calibration
I f you know and fol l ow the detai l ed procedures
outl i ned by your TYCOM, METCAL group, and area
MOCC for cal i brati on of test equi pment, you wi l l
have servi ced and cal i brated test equi pment avai l abl e
when you need i t. You can fi nd fl ow charts and area
charts for cal i brati on requests of the Atl anti c and
Paci fi c Fl eets i n the El ectroni c Test Equi pment
Calibration Program I ndoctrination Handbook,
NAVMAT P-9491.
The fol l owi ng steps for requesti ng cal i brati on are
general , but they shoul d appl y i n most cases:
1. Read and fami l i ar i ze your sel f wi th the
i nstr ucti ons concer ni ng test equi pment
7-13
2.
3.
4.
5.
cal i brati on procedures set forth i n your TYCOM
mai ntenance manual , and the MEASURE Users
Manual.
Use MEASURE products to determi ne the
cal i brati on due dates.
For i tems schedul ed for cal i brati on or i tems to
be cal i brated, perform MI P T-1, MRC R-1.
I f an i tem does not checkout wi th T-1 and R-1,
tag the equi pment and note the mal functi on.
Ei ther r epai r the i noper abl e equi pment
yoursel f or have your techni ci ans repai r i t.
Cal i br ati on acti vi ti es ar e not r equi r ed to
accept equi pment that i s not i n an operabl e
condi ti on. I f you are unabl e to repai r the
equi pment, send i t to a r epai r faci l i ty
accompani ed by a job order or work request
speci fyi ng exactl y what i s wrong.
I f your shi p has a fi el d cal i brati on acti vi ty (FCA)
on board, perform cal i brati on on equi pment
wi thi n your cal i brati on package capabi l i ty. Type
commanders stress that cal i brati on must be done
at the l owest l evel and that i t be cl osel y
moni tor ed.
6. Prepare the necessary paperwork to request b. OPNAV 4790/2K-Used for r equesti ng
repai r and/or cal i brati on. Exampl es of requi red cal i brati on of a l arge quanti ty of test
documentati on are: equi pment wi th 2L attached (fi g. 7-14).
a. OPNAV 4790/2KRepai r and cal i brati on
(fi g. 7-13).
(Note: I t i s permi ssi bl e to stapl e a copy of
Figure 7-13.-OPNAV 4790/2K for repair and calibration.
7-14
F
i
g
u
r
e

7
-
1
4
.
7
-
1
5
the 802 Recal l Li st to the 2L i nstead of hand
scri bi ng i t.)
c. Mai ntenance Document Transmi ttal Form
(MDTF) (fi g. 7-15)
Note: The type of r equest documents and
pr ocedur es may di ffer dependi ng on TYCOMs
gui del i nes.
7. Submi t the paperwork to the appropri ate acti vi ty
for i tems to be cal i brated.
8. When you are noti fi ed of the acti vi ty or acti vi ti es
desi gnated to repai r and/or cal i brate your test
equi pment, prepare the equi pment for shi pment.
Be sure to take adequate precauti ons (i ncl udi ng
shock and envi ronmental protecti on) to prevent
damage i n transi t. Al l test equi pment wi l l requi re
a METER card before i t wi l l be accepted at the
cal i br ati on or r epai r l ab.
9. Remember to pi ckup the equi pment when the
work has been compl eted. Do your part i n the
coordi nati ng of requests, del i veri es, provi si on of
requested materi al s, fol l ow-up, and pi ckup. I f
you do your part and compl ete paper work
accuratel y, you shoul d have the excel l ent test
equi pment cal i brati on package and servi ce you
need to keep your systems and equi pment
opti mum condi ti on.
Calibration Status Indication
The Navy cal i brati on program has a seri es
i n
of
di sti ncti ve l abel s and tags for i ndi cati ng the cal i brati on
or servi ceabi l i ty status of al l Navy test and measuri ng
equi pment. Al l cal i brati on personnel and equi pment
users shoul d be fami l i ar wi th each l abel and tag and i ts
meani ng. Label s of di fferent nomencl ature, col or
combi nati ons, and shapes have been desi gned to hel p
users i denti fy the cal i brati on status. These l abel s and
tags are used by al l parti ci pants i n the Navy METCAL
program and must be affi xed to al l Navy standards and
test and measuri ng equi pment. NAVAI R 17-35MTL-1,
Metrology Requirements List (METRL), l i sts Navy
cal i brati on procedures and i nterval s for al l standards
and test and measuri ng equi pment. Onl y equi pment
actual l y used for quanti tati ve measurements requi res
cal i br ati on.
MAINTENANCE
Test equi pment requi res the same two types of
mai ntenance (preventi ve and correcti ve) you are
Figure 7-15.-Maintenance Document Transmittal Form.
7-16
fami l i ar wi th i n el ectroni c equi pment and systems.
Preventi ve mai ntenance consi sts of checks to determi ne
i f the equi pment i s functi oni ng properl y, vi sual
i nspecti on for damage, l ubri cati on, and the l i ke.
Correcti ve mai ntenance i ncl udes the i sol ati on of
troubl e, the repl acement of defecti ve components, the
real i gnment and readjustment of equi pment, and such,
to bri ng the i tem to a sati sfactory operati ng l evel .
Preventive Maintenance
A sound preventi ve mai ntenance program for test
equi pment i s the key to the rel i abl e operati on of test and
measuri ng devi ces needed for proper preventi ve
mai ntenance of our equi pments and systems.
I n many shi ps, test equi pment pr eventi ve
mai ntenance has been negl ected. Peopl e often say that
nei ther the ti me nor the personnel are avai l abl e for an
effecti ve preventi ve mai ntenance program. However, i f
preventive mai ntenance i s negl ected, the requi rement
for corrective mai ntenance wi l l grow; i t may grow to
the poi nt that a cri ti cal si tuati on may exi st because test
equi pment needed for pr eventi ve or cor r ecti ve
mai ntenance of el ectroni c equi pments and systems i s
broken or i mproperl y adjusted.
The El ectroni cs Techni ci an i s responsi bl e for
ensuri ng that al l test equi pment i s schedul ed for
preventi ve mai ntenance. Preventi ve Mai ntenance MI P
T-1, MRC R-1 appl i es to ALL test equi pment on board.
Equi pment tech manual s can be used for operati onal
tests and test i ndi cati ons. Take care to ensure that al l
uni ts of each equi pment are checked accordi ng to the
MRC. Checks i n addi ti on to those requi red by MI P T-1,
MRC R-1 maybe annotated on the EGLs that shoul d be
compl eted wi th MRC R-1. The preventi ve mai ntenance
schedul es must be prepared accordi ng to the preventi ve
mai ntenance i nstr ucti ons of each shi ps type
commander.
Test equi pment i s an i mportant factor i n the
pr eventi ve and cor r ecti ve mai ntenance of el ectr oni c and
systems; therefore, a properl y establ i shed (and carri ed
out) preventi ve mai ntenance program for test equi pment
wi l l yi el d a hi gher avai l abi l i ty of oper abl e and cal i br ated
equi pment.
Corrective Maintenance
Test equi pment correcti ve mai ntenance i s the
correcti on of test equi pment troubl es. Thi s i ncl udes the
repai r of an i tem after a compl ete breakdown, the fi ndi ng
of faul ts duri ng preventi ve mai ntenance, or the tuni ng
and adjustment of an i tem to restore i t to operati ng
condi ti on.
Many acti vi ti es and ETs i n the fl eet are rel uctant to
repai r el ectroni cs test equi pment; however, the NAVY
expects our ETs to perform a certai n amount of
mai ntenance and repai r of thei r own test equi pment
whenever possi bl e. The repai r parts needed to make
repai rs may al ready be aboard shi p. I t wi l l often be your
responsi bi l i ty to deci de when a pi ece of test equi pment
shoul d be repai red and who shoul d repai r i t. You wi l l
need to consi der the fol l owi ng factors.
1.
2.
Much of the test equi pment now bei ng used by
naval acti vi ti es i s expensi ve and i s bui l t and
cal i brated to a hi gh degree of preci si on. Repai r
often requi res speci al l aboratory faci l i ti es and
ski l l . Al though each acti vi ty shoul d make al l
repai rs wi thi n i ts capabi l i ti es, the l ack of
qual i fi ed personnel or adequate faci l i ti es may
l i mi t the ki nds of repai rs an acti vi ty shoul d
attempt. Repai rs attempted by unqual i fi ed
mai ntenance personnel or personnel worki ng i n
i nadequate faci l i ti es coul d resul t i n extensi ve
damage to equi pment. Therefore, you shoul d
eval uate each pi ece of test equi pment to
determi ne i f your personnel shoul d make the
repai rs, especi al l y when mai ntenance of test
equi pment requi res repai r of cri ti cal cal i brati on
or frequency-determi ni ng ci rcui ts. When repai rs
are made l ocal l y, techni cal manual procedures
shoul d be fol l owed careful l y; the repair and
assembly of parts must be meticulous. When
your personnel cannnot make the repai rs, or when
the necessary post-veri fi cati on i s beyond the
capabi l i ti es and faci l i ti es of repai r personnel ,
for war d the equi pment to the near est
mai ntenance acti vi ty that has the proper
f a ci l i t i e s .
Cal i br ati on l abor ator i es ar e author i zed to make
onl y i nci dental repai rs, defi ned as those found
necessary duri ng cal i brati on to bri ng the i tem
wi thi n speci fi ed tol erances. Before submi tti ng
an i noperati ve i tem of test equi pment for repai r
to a mai ntenance acti vi ty, you shoul d note on an
OPNAV Form 4790/2K al l faul ts, symptoms,
and other mal functi on characteri sti cs and
submi t the 2K through the proper channel s for
repai r-acti on screeni ng.
7-17
STOWAGE AND HANDLING
Before l eavi ng thi s chapter, we need to di scuss the
i mportant topi c of test equi pment stowage and handl i ng.
El ectroni c test equi pments are del i cate, preci si on, and
cal i brated i tems of equi pment that are usual l y expensi ve
and i n hi gh demand. I mproper stowage, rough handl i ng,
heat, moi sture, dust, and such, affect the avai l abi l i ty and
l i fe of test equi pment. Bumpi ng or droppi ng an i tem may
destroy the cal i brati on of a meter, or short-ci rcui t or
break el ectroni c el ements i nsi de the case. Bends,
creases, cuts, or dents i n coaxi al test cabl es or test
attenuators can al ter the attenuati ng effect, causi ng fal se
meter readi ngs or measurements. Some i tems of test
equi pment use forced-ai r cool i ng, dust fi l ters, and
heaters. These requi re cl ean ai r fi l ters for proper
venti l ati on and a warm-up peri od to permi t uni ts i n the
test equi pment to hol d cal i brated standards.
Boar d of i nspecti on and sur vey (I NSURV)
i nspecti ons have documented ti me and ti me agai n that
the probl em of i nadequate stowage faci l i ti es for portabl e
test equi pment conti nues to exi st on shi ps. Degradati on
of equi pment often resul ts from both the unoffi ci al
rearrangement of test equi pment stowage faci l i ti es by
fl eet personnel and i nadequate provi si on for proper
stowage faci l i ti es fol l owi ng shi p al terati on i nstal l ati ons.
As a seni or techni ci an, your job i s to ensure that your
test equi pment i s stowed and used properl y and that your
shi p i s not one of the shi ps wi th documented test
equi pment stowage probl ems.
Proper stowage for test equi pment i s detai l ed i n the
Stowage Guide for Portable Test Equipment, NAVSEA
ST000-AB-GYD-0010/PEETE. Thi s publ i cati on
provi des gui dance on the use and avai l abi l i ty of
ti e-down straps, shel vi ng, shock-absorbent materi al s,
work benches, brackets, cabi nets, and other such i tems
requi red for the constructi on of shi pboard stowage
faci l i ti es. I n addi ti on, the Stowage Gui des physi cal data
and desi gn gui dance for por tabl e el ectr i cal and
el ectroni c test equi pment i n use aboard shi p can be
hel pful to shi p i nstal l ati on and desi gn acti vi ti es as they
determi ne adequate shi pboard stowage faci l i ti es.
Take the ti me to read the Stowage Guide for
Portable Test Equipment i f you are not al ready fami l i ar
wi th i ts content. I t wi l l be of great hel p to you i n
determi ni ng how to stow your test equi pment correctl y.
I n thi s chapter we have di scussed the i mportance of
test equi pment to your mi ssi on and the procedures for
ensuri ng that such equi pment wi l l be avai l abl e and i n
ready condi ti on when you need to use i t. Remember,
your personnel are onl y as good as thei r tool s. Teach
them to treat test equi pment careful l y and wi th respect.
Thi s wi l l contri bute much to the success of your
REFERENCES
Afloat Supply Procedures, NAVSUP Publ i cati on 485,
Naval Suppl y Systems Command, Washi ngton,
D.C., 1991.
Department of The Navy Metrology and Calibration
(METCAL) Program, NAVELEXI NST 4355.2,
Commander Naval El ectroni cs Systems Command,
Electrical/ Electronic Test Equipment I ndex, NAVSEA
ST000-AA-I DX-010/PEETE, Naval Sea Systems
Command, Washi ngton, D.C., 1984.
Electronic Test Equipment Calibration Program
I ndoctrination Handbook, NAVMAT P-9491,
Naval Materi al Command, Washi ngton, D. C., 1979.
(EI MB), Test Equipment, NAVSEA SE000-00-
EI M-040, Nav al Sea Sy s tems Comman d,
Life Cycle Management of Portable Test Equipment,
Measuring and Diagnostic Equipment (TMDE),
NAVSEAI NST 9082.1, Naval Sea Systems
Metrology Requirements List (METRL), NAVAI R
17-35 MTL-1, Department of the Navy Metrol ogy
and Cal i br ati on Pr ogr am, Naval War far e
Assessment Center, Corona, Cal ., 1991.
Metrology Automated System for Uniform Recall and
Reporting (MEASURE) Users Manual, OPNAV
43P6A, Offi ce of the Chi ef of Naval Operati ons,
Ships Maintenance and Material Management (3-M)
Manual, OPNAVI NST4790.4B, Offi ce of the Chi ef
of Naval Operati ons, Washi ngton, D.C., 1990.
Standard General-Purpose Electronic Test Equipment,
MI LSTD 1364-F, Naval El ectr oni c Systems
Command, Washi ngton, D. C., 1982.
Stowage Guide for Portable Test Equipment, NAVSEA
ST000-AB-GYD-010/PEETE, Naval Sea Systems
7-18
CHAPTER 8
MAINTENANCE/COSAL
Throughout thi s chapter, you wi l l be referred to
other publ i cati ons for addi ti onal i nformati on on the
topi c bei ng di scussed. To recei ve the best trai ni ng
possi bl e and to i mprove your knowl edge, you must read
the publ i cati ons and become fami l i ar wi th the
i nformati on they contai n.
(EI MB), General Maintenance, NAVSEA SE000-
00-EI M-160, i s an excel l ent handbook to use to revi ew
mai ntenance or gani zati on and to i ncr ease your
knowl edge of el ectroni cs mai ntenance. You shoul d al so
refer your juni or techni ci ans to thi s manual . As a trai ni ng
ai d, i t wi l l benefi t both you and your command.
Shi pboard el ectroni cs mai ntenance consi sts of the
fol l owi ng duti es:
1.
2.
3.
4.
5.
Per for mi ng oper ati onal tests to establ i sh
readi ness.
Per f or mi n g p ower tes ts , ca l i br a ti on ,
nonoperati onal adjustments, and other prescri bed
qual i tati ve and quanti tati ve per for mance
measurements to establ i sh functi onal eval uati ons
on systems and equi pments.
Restori ng or repl aci ng deteri orated or defecti ve
parts, and repl eni shi ng l ubri cants, cool ants,
fal ters, and other consumabl e i tems.
Cor r ecti ng fai l ur es and damage dur i ng
operati ons.
Protecti ng i nsul ati on, i nsul ators, and conductors
by removi ng rust, l i nt, and conducti ve and
nonconducti ve deposi ts of fl ui d, and protecti ng
equi pment from the accumul ati on of these
substances and from man-made hazards.
I n short, shi pboard el ectroni c mai ntenance consi sts
of preventati ve and correcti ve mai ntenance on al l
el ectroni c systems, subsystems, equi pments, and test
equi pment.
Because of the compl exi ty of the el ectr oni c
equi pment and systems we now have on our shi ps, i t i s
most i mportant that el ectroni cs personnel be properly
trained, supervised, and available for maintenance of
these equi pments and systems at any gi ven ti me. Thi s
means that as the LPO or LCPO, you must assign your
peopl e wisely, train them wel l , and establish effective
schedules for routi ne checks and tests. You al so need
to ensur e that al l of your al l owed par ts, test
equi pment, and tool s are mai ntai ned, and that al l
perti nent forms and publ i cati ons are avai l abl e. I n thi s
chapter we wi l l di scuss the var i ous aspects of
supervi sory mai ntenance.
LEVELS OF EQUIPMENT
MAINTENANCE
Ther e ar e thr ee l evel s of mai ntenance per for med by
the Navy: organizational, intermediate, and depot.
ORGANIZATIONAL
MAINTENANCE
Organi zati onal mai ntenance i s performed by and i s
the responsi bi l i ty of, you guessed i t, you and your
techni ci ans, and i s per for med on your assi gned
equi pment. The phases of organi zati onal mai ntenance
ar e nor mal l y i nspecti ng, ser vi ci ng, l ubr i cati ng,
adjusti ng, and the repl aci ng of parts, mi nor assembl i es,
and subassembl i es.
INTERMEDIATE
MAINTENANCE
I ntermedi ate mai ntenance i s the responsi bi l i ty of
and i s performed by desi gnated mai ntenance acti vi ti es
for di rect support of usi ng organi zati ons. The phases of
i ntermedi ate mai ntenance are (1) the cal i brati on, repai r
or repl acement of damaged or unservi ceabl e parts,
components, or assembl i es; (2) the emer gency
manufacture of nonavai l abl e parts; and(3) the provi di ng
of techni cal assi stance to usi ng organi zati ons. Thi s
i ncl udes mai ntenance performed by ai rcraft carri ers,
tender s i n suppor t of other shi ps publ i c wor ks
departments, and offi ci al l y desi gnated shore acti vi ti es.
DEPOT LEVEL
MAINTENANCE
Depot mai ntenance i s performed on materi al
requi ri ng major overhaul or a compl ete rebui l di ng of
parts, assembl i es, subassembl i es, and end i tems,
i ncl udi ng the manufacture of parts, modi fi cati ons,
8-1
testi ng, and recl amati on as requi red. Depot mai ntenance
supports l ower categori es of mai ntenance by provi di ng
techni cal assi stance and by performi ng mai ntenance
that i s beyond thei r responsi bi l i ty or capabi l i ty. Depot
mai ntenance provi des stocks of servi ceabl e equi pment
by usi ng more extensi ve faci l i ti es for repai r than are
avai l abl e i n l ower-l evel mai ntenance acti vi ti es. Thi s
mai ntenance i s nor mal l y per for med b y naval ai r r ewor k
faci l i ti es, depot fi el d teams, naval ammuni ti on depots,
naval ordnance stati ons, naval weapons stati ons, and
naval constr ucti on battal i on center s. I t may be
performed at contractor depot l evel work acti vi ti es, at
commer ci al faci l i ti es, or Navy shi pyar ds dur i ng
avai l abi l i ti es desi gnated as voyage r epai r s,
restri cted, techni cal , regul ar overhaul , and the
l i ke.
CATEGORIES OF MAINTENANCE AT
THE ORGANIZATIONAL LEVEL
Mai ntenance acti ons are subdi vi ded i nto groups or
categori es i n several di fferent ways; for exampl e,
oper ati onal /techni cal , pr eventi ve/cor r ecti ve, and
over haul /r epai r . The oper ati onal /techni cal and
overhaul /repai r categori es can be bound together
accordi ng to the techni cal knowl edge and ski l l needed
to do the work.
OPERATIONAL MAINTENANCE
Operati onal mai ntenance i s the care and mi nor
mai ntenance of equi pment using procedures that do not
require detai l ed techni cal knowl edge of equi pments
or systems functi on and desi gn. Thi s category of
oper ati onal mai ntenance nor mal l y consi sts of
i nspecti ng, cl eani ng, servi ci ng, preservi ng, l ubri cati ng,
and adjusti ng, as requi red. Such mai ntenance may al so
i ncl ude mi nor parts repl acement that does not requi re
the person performi ng the work to have hi ghl y techni cal
ski l l s or to perform i nternal al i gnment.
As the term i mpl i es, operational maintenance, i s
performed by the operator of the equi pment. I ts purpose
i s threefol d: (1) to make the operator aware of the state
of readi ness of the equi pment; (2) to reduce the del ays
that woul d occur i f a qual i fi edtechni ci an had to be cal l ed
every ti me a si mpl e adjustment were needed; and (3) to
rel ease techni ci ans for more compl i cated work.
You need to tal k wi th the operators and i nsti l l i n
them your wi l l i ngness to work wi th them, as a team, to
ensure that al l equi pment wi l l be mai ntai ned i n
operati onal readi ness. The y shoul d report al l equi pment
defects and i rregul ari ti es to the ET shop promptl y, so
that al l defects can be corrected as soon as possi bl e,
before they become worse.
TECHNICAL MAINTENANCE
Techni cal mai ntenance i s the restorati on of an
equi pment or system to i ts normal operati ng condi ti on
through the el i mi nati on of el ectri cal and mechani cal
fau l ts ; r epl acemen t of u n s er v i ceabl e par ts ,
subassembl i es, or assembl i es; and al i gni ng, testi ng, and
adjusti ng affected equi pment. Thi s type of mai ntenance
requires skill and detailed technical knowledge of the
equipment.
The knowl edge requi red for thi s mai ntenance can
be acqui red through experi ence, i ndi vi dual study,
formal naval school i ng, observati on of the work of
ski l l ed personnel , and i n-servi ce trai ni ng (OJT).
Detai l s of techni cal mai ntenance (usual l y referred
to i n techni cal manual s as corrective maintenance) ar e
gi ven i n equi pment techni cal manual s, mai ntenance
manual s, l etters, di recti ves, and peri odi cal s.
PREVENTIVE MAINTENANCE
We can reasonabl y assume that many equi pment
breakdowns were once mi nor faul ts. Some of these
mi nor faul ts are detectabl e i n thei r earl y stages. The
ul ti mate objecti ve of preventi ve mai ntenance i s to detect
and correct these faul ts earl y so they wi l l not l ater resul t
i n equi pment fai l ure.
Equi pment fai l ures are govement i n general , by the
compl exi ty of the equi pment, the demands pl aced on i t,
and the abuse to whi ch i t i s subjected. Abusing
equi pment means fai l i ng to fol l ow proper operati onal
procedures and fai l i ng to ensure adequate preventi ve
mai ntenance. As an ET1 or ETC, you must ensure that
your personnel are thoroughl y fami l i ar wi th the contents
of the MRCs and mai ntenance publ i cati ons that appl y
to the equi pment or system on whi ch they are assi gned
to wor k. Thi s i nfor mati on wi l l hel p to pr event
equi pment abuse and to reduce equi pment fai l ures.
ELECTRONIC EQUIPMENT AND
SYSTEM MAINTENANCE
At thi s poi nt i n your el ectroni cs career, you are
pr obabl y a pr ofi ci ent mai ntenance techni ci an for cer tai n
equi pments and systems, and have devel oped a posi ti ve
atti tude and confi dence concerni ng these parti cul ar
equi pments and systems. As you advance to ET1 and
ETC, your equi pment and systems responsi bi l i ti es
wi l l i ncrease because you wi l l probabl y be i n a work
8-2
center or work group supervi sory posi ti on. Your posi ti ve
atti tude and confi dence wi l l be an asset, and i n ti me, you
wi l l become mor e pr ofi ci ent i n managi ng the
mai ntenance for the addi ti onal equi pment and systems.
I t i s al most i mpossi bl e to become a profi ci ent
techni ci an i n al l el ectroni c equi pments and systems;
however, as a supervi sor, you shoul d have adequate
knowl edge of al l the el ectroni c equi pments and systems
for whi ch you are responsi bl e. Addi ti onal l y, you shoul d
have at l east a functi onal knowl edge (as a mi ni mum) of
al l peri pheral , anci l l ary, and supporti ng equi pment and
systems.
As a supervi sor, you shoul d know where al l
equi pments are l ocated, thei r desi gnati ons, and thei r
posi ti on numbers. Your casual ty control fol der shoul d
hel p you fi nd equi pment l ocati ons. Wi th ti me, as you
appl y yoursel f as a consci enti ous supervi sor, i denti fyi ng
and expl ai ni ng l ocati ons, functi ons, and system
operati on wi l l become second nature for you.
A good background knowl edge of al l equi pments
and systems combi ned wi th your mai ntenance
experi ence and posi ti ve and confi dent atti tude wi l l be
assets as you work i n the fol l owi ng areas:
. Trai ni ng your techni ci ans (and yoursel f)
. Mi ni mi zi ng equi pment and system downti me
l Provi di ng support to the shi ps overal l mi ssi on
I n addi ti on, you wi l l al so earn the confi dence and
support of your subordi nates and the confi dence and
support of your seni ors.
ELECTROMAGNETIC
INTERFERENCE (EMI)
EMI i s an el ectr omagneti c or el ectr ostati c
di stur bance that causes el ectr oni c equi pment to
mal functi on or to produce undesi rabl e responses or
condi ti ons that do not meet the requi rements of
i nterference tests. The dramati c i ncrease i n the types of
el ectroni c and el ectri cal equi pment si nce the begi nni ng
of Worl d War I I has brought about a probl em that was
gi ven l i ttl e consi derati on i n previ ous years-EMI . EMI
has become a probl em because naval shi ps and ai rcraft
now contai n a l arge number of compl ex, sensi ti ve
devi ces that are not al ways compati bl e wi th one another.
As an ETl or ETC, you must be aware of the
probl ems caused by EMI and of the sol uti ons to these
pr obl ems. No magi c i s i nvol ved i n r educi ng or
el i mi nati ng EMI ; i nstead, probl ems are resol ved by
usi ng everyday, commonsense approaches to mai n-
tai ni ng equi pment.
SOURCES OF EMI
Th e r e a r e t h r e e t y p e s (or s ou r ce s ) of
el ectromagneti c i nterference: natural , i nherent, and
man-made.
Natural EMI
Natural i nterference i s caused by natural events,
such as snow storms, el ectri cal storms, rai n parti cl es,
and sol ar radi ati on. Thi s type of i nterference i s
commonl y cal l ed stati c or atmospheri c noi se. I t can
cause probl ems wi th rf communi cati ons and ol der data
l i nks between shore, shi p, and ai r; however, i t does not
cause many pr obl ems wi th moder n di gi tal data
equi pment.
Inherent EMI
I nherent i nterference i s noi se wi thi n a pi ece of
el ectroni c equi pment, caused by thermal agi tati on of
el ectrons fl owi ng through ci rcui t resi stance. (Thi s noi se
i s usual l y noti ced as the background noi se heard i n a
radi o recei ver when i t i s tuned to a frequency between
stati ons.)
Man-Made EMI
Man-made EMI i s produced by a number of
di fferent cl asses of el ectri cal and el ectroni c equi pment.
They i ncl ude, but are not l i mi ted to: transmi tters,
wel ders, power l i nes, motors and generators, l i ghti ng,
engi nes and i gni ters, and el ectri cal control l ers. These
devi ces can cause severe EMI , whi ch can degrade the
operati on of shi pboard or shorebased data processi ng
equi pment.
The di scussi on of EMI wi l l be di rected to the
recogni ti on and el i mi nati on of the man-made EMI that
you are apt to encounter ashore or afl oat.
TYPES OF EMI
EMI can be cl assi fi ed by i ts spectrum di stri buti on.
EMI can be ei ther nar r owband or br oadband
i nterference. These terms refer to the frequency
spectrum the i nterference covers.
8-3
Narrowband EMI
Narrowband EMI consi sts of a si ngl e frequency or
a narrowband of i nterference frequenci es. Narrowband
EMI usual l y has a mi nor effect on communi cati ons or
el ectroni c equi pment. I t can be tuned out or fal tered out.
Broadband EMI
Broadband EMI i s not a di screte frequency. I t
occupi es a rel ati vel y l arge part of the el ectromagneti c
spectrum. Thi s type of EMI i s usual l y caused by arci ng
or corona and causes most EMI probl ems i n di gi tal data
equi pment. I t wi l l be especi al l y noti ceabl e when you are
recei vi ng data on di gi tal data l i nks. I t i s caused by the
worn or i mproperl y i nstal l ed brushes of motors or
generators, defecti ve fl uorescent l i ghts, arci ng of
contacts i n el ectri cal control l ers or steppi ng swi tches,
i gni ti on systems of motor vehi cl es, i gni ters for jet
engi nes, and defecti ve power l i nes or power
transformers.
I mproperl y bonded l i fel i nes, ri ggi ng, jackstays,
l adders, and stanchi ons al so produce a si gni fi cant
amount of EMI i n a shi pboard envi ronment. They act as
nonl i near mi xi ng devi ces and antennas. They recei ve a
number of di fferent transmi tted frequenci es, mi x them,
and reradi ate them over a broad spectrum.
CONTROL OF EMI
EMI can be control l ed or el i mi nated i f some si mpl e
procedures are fol l owed and good i nstal l ati on practi ces
are adhered to. We wi l l di vi de the di scussi on of EMI
control and reducti on i nto two categori es: shi pboard and
shorebased. Many of the probl ems and procedures for
reducti on are the same for both types of i nstal l ati ons.
Shipboard EMI Control
Shi pboard EMI control i s greatl y si mpl i fi ed for
typi cal el ectroni c and di gi tal -data i nstal l ati on. Because
of the shi ps steel hul l and constructi on, much shi el di ng
and i sol ati on are provi ded for typi cal shi pboard
equi pment spaces. Thi s bl ocks out most broadband
i nterference generated both i nternal l y and external l y.
Fi ve major factors must be consi dered i n shi pboard
computer and di gi tal equi pment i nstal l ati ons. They are
as fol l ows:
1.
2.
3.
Equi pment l ocati on
Equi pment shi el di ng
System and equi pment groundi ng
4. I nterconnecti on cabl i ng
5. Source of power
EQUI PMENT LOCATI ON. Di gi tal and
computer equi pment shoul d be l ocated i n spaces that are
free of EMI sources. I t shoul d not be l ocated i n spaces
that contai n radars, radi o transmi tters, or generators or
other rotati ng machi nery. Si mpl e attenti on to the
l ocati on of di gi tal equi pment can reduce or el i mi nate
many sources of EMI .
EQUIPMENT SHIELDING. El ectroni c and
di gi tal equi pment shoul d never be operated wi th
drawers extended, cover pl ates removed, or doors open.
Modern equi pment contai ns EMI reduci ng gaskets and
shi el ds that encl ose the equi pment. Defeati ng thi s
shi el di ng can l ead to seri ous probl ems. Al ways rei nstal l
cover pl ates wi th al l fasteners i n pl ace. I f a cover pl ate
or shi el d must be removed i n the course of correcti ve
mai ntenance, ensure that the EMI reduci ng contacts or
wi re gaskets on the equi pment openi ng are i n good
condi ti on before the cover or shi el d i s repl aced. I f the
contacts or gaskets are bad, repl ace them.
SYSTEM AND EQUIPMENT GROUNDS.
System and equi pment grounds are extremel y i mportant
i n equi pment i nstal l ati ons. Al l cabi nets shoul d be
grounded together on a common system-ground bus.
Normal l y a mai n system-ground bus of about 70,000
ci rcul ar mi l l s (1.5 i nches i n di ameter) or more i s run
through al l spaces. Each equi pment cabi net i s connected
to the system ground by a heavy ground cabl e. The
system ground i s securel y attached to the hul l of the shi p
and provi des a good ground reference for the system. I n
addi ti on, al l equi pment cabi nets have ground straps
bypassi ng the shock mounts attached to the metal decks
or mounti ng racks. A poor el ectri cal connecti on wi l l
resul t from pai nt on ground straps or on the metal decks
where the ground straps are mechani cal y attached, Al l
termi nal l ugs or ground straps used to bond the
equi pment to the hul l or the system ground shoul d be
bri ght, cl ean, and free of any forei gn materi al . Thi s i s
al so true of groundi ng studs and the system ground
cabl e. Thi s cl ean surface ensures a good el ectri cal
connecti on. The grounded cabi nets provi de a shi el d at
ground potenti al . Thi s keeps i n any si gnal that mi ght
cause a probl em somewhere el se i n the system. I t al so
keeps out stray i nterference that mi ght cause a probl em
i n a parti cul ar pi ece of equi pment.
INTERCONNECTING CABLES. Al l i nter-
connecti ng cabl es used i n shi pboard el ectroni c and
di gi tal systems shoul d be shi el ded cabl es. They shoul d
be assembl ed correctl y accordi ng to i nstal l ati on
8-4
drawi ngs. The shi el d and connector shel l shoul d be
el ectri cal y connected and properl y secured at ei ther
end i nterconnecti ng cabl es may have to be routed
through spaces where a potenti al for EMI exi sts (such
as radar rooms). Cabl es for di gi tal equi pments and audi o
shoul d never be run i n the same cabl eways as cabl es
carryi ng rf si gnal s or hi gh-power-pul se cabl es. The
shi el di ng protects the data and voi ce cabl es from EMI
to a great extent. (Thi s i s onl y true i f the cabl e i s properl y
assembl ed and careful l y routed to avoi d strong EMI
fi el ds.)
POWER SOURCE. Power l i nes for el ectroni c
and di gi tal equi pment can provi de a transmi ssi on path
for EMI from machi nery spaces. Most i nput power
passes through noi se el i mi nati on fi l ters as i t enters the
equi pment. Fai l ure of power l i ne fi l ters (actual l y
bandpass/band reject fal ters) i s rare but happens on
occasi on. Unusual random probl ems i n equi pment can
someti mes be traced to defecti ve l i ne fal ters. Unusual l y
l arge transi ent vol tages on power l i nes may al so cause
EMI . The easi est way to check thi s type of probl em i s
wi th an osci l l oscope, an i sol ati on capaci tor, and a 10:1
probe. Connect the probe and capaci tor i n seri es wi th
the mai n power deenergi zed. Appl y power and check
the scope to determi ne i f excessi ve noi se or hash i s
ri di ng on the i nput vol tage.
CAUTION: Always observe all safety pre-
cautions while checking equipment input power.
Shorebased EMI Control
Control of EMI at a shorebased i nstal l ati on requi res
the consi derati on of the same factors as for a shi pboard
system, wi th two addi ti onal factors: si te l ocati on and soi l
qual i ty.
These two factors may contri bute to the generati on
of addi ti onal EMI . They are di scussed i n the fol l owi ng
paragraphs.
SITE LOCATION. Shorebased el ectroni c and
di gi tal data equi pment si tes are someti mes bui l t where
the need di ctates or where a conveni ent bui l di ng i s
avai l abl e. Such si tes often are not i deal . A si te bui l t near
a l arge i ndustri al compl ex, such as a shi pyard or a naval
avi ati on depot, may be subject to severe EMI . There can
al so be power l i ne fl uctuati ons i f the shore si te and the
i ndustri al compl ex have the same power source. I n
addi ti on, a l arge amount of EMI i s generated by any
wel di ng that may take pl ace i n the nearby faci l i ty.
Speci al precauti ons may be needed i f sensi ti ve
el ectroni c and di gi tal data equi pment are l ocated at si tes
near a hi gh-noi se i ndustri al faci l i ty. For exampl e,
shi el di ng may be needed around an especi al l y sensi ti ve
pi ece of equi pment to ensure i ts proper operati on.
Addi ti onal l i ne fal ters and regul ators for power l i nes
may be needed to reduce EMI and provi de l i ne power
wi th i n th e l i mi ts pr es cr i bed by equ i pmen t
manufacturers.
SOIL QUALITY. At shorebased i nstal l ati ons, a
system-gr ound bus i s nor mal l y attached to a
groundi ng rod dri ven i nto the soi l . I f the soi l i s dry,
sandy, r ock y soi l , such as that found i n the
Southwester n Uni ted States and some pl aces
overseas, the ground wi l l be poor. (Soi l that i s not
or di nar i l y a good conductor must be chemi cal l y
treated to i ncrease i ts conducti vi ty.) I n some cases, a
poor ground may act l i ke an antenna. The ground
cabl e can, under these condi ti ons, provi de an EMI
potenti al i n excess of 5 vol ts between i tsel f and the
power ground. You can check a suspect system ground
wi th an osci l l oscope and a 1:1 pr obe. Usi ng
power-l i ne ground as a reference, connect the ti p of
the probe to thes system ground, and the shi el d of the
probe to the power ground. An excessi ve amount of
noi se di spl ayed on the osci l l oscope may i ndi cate a
system-ground probl em.
EMI SURVEYS
EMI surveys are conducted to di sti ngui sh whi ch
equi pment i s affected and to determi ne the extent of
i nterference. An EMI survey i s requi red for new
constructi on shi ps and for shi ps recei vi ng overhaul s or
oth er maj or r epai r wor k th at ch an ges th e
el ectromagneti c confi gurati on. As a seni or ET, you
shoul d al so request that an EMI survey be conducted i f
you experi ence i nterference on your equi pments that
you and others are unabl e to trace to a mal functi on i n
your own equi pment.
The EMI sur vey must be wel l pl anned and
coordi nated to ensure opti mum use of docksi de and
underway test ti me. Refer to MI L-STD-1605, Mi l i tary
Standard-Procedures for Conducting a Shipboard
Electromagnetic I nterference (EMI ) Survey (Surface
Ships) for more detai l ed i nformati on on EMI surveys
and reports.
2M PROGRAM
I ncreased equi pment compl exi ty, mi ni aturi zati on,
mi cromi ni aturi zati on, and the current hi gh tempo of
operati onal requi rements have pl aced an i ncreasi ng
burden on mai ntenance personnel and faci l i ti es. These
8-5
probl ems have been further aggravated by the vari ed
manufacturi ng methods and techni ques used by
equi pment manufacturers. Mai ntenance personnel must
be properl y trai ned and certi fi ed to make hi gh-qual i ty,
rel i abl e repai rs to a wi de vari ety of state-of-the-art
el ectroni c pri nted ci rcui t boards and modul es. For these
reasons and others the Mi ni ature/Mi cromi ni ature (2M)
El ectroni c Repai r Program was devel oped to provi de
the fol l owi ng support:
l
l
l
Proper trai ni ng i n the art of mi ni ature and
mi cr omi ni atur e r epai r
Authori zati on to procure the tool s and equi pment
to carry out the goal s of the program
Personnel and acti vi ty certi fi cati on conducted by
fl eet and type commanders
PROGRAM SCOPE
The 2M program objecti ve i s to provi de the fl eet
wi th a miniature el ectroni c repai r capabi l i ty at al l
mai ntenance l evel s, afl oat and ashore. The 2M program
al so provi des a microminiature repai r capabi l i ty on
sel ected shi ps, i ntermedi ate mai ntenance acti vi ti es
(I MAs), and shore faci l i ti es. At each acti vi ty, repai rs are
made to those components that are Source Mai ntenance
and Recoverabi l i ty (SM&R) coded on the Al l owance
Parts Li st (APL) for that mai ntenance l evel . The 2M
program i s al so i ntended to provi de organi zati onal and
i ntermedi ate l evel mai ntenance acti vi ti es wi th the
capabi l i ty to repai r, on an emergency basi s onl y,
components coded for di scar d or depot l evel
mai ntenance.
CERTIFICATION
The pri mary way QA i s ensured i n the 2M program
i s through annual certi fi cati on of personnel and repai r
si tes. I nspectors (2M trai ned) from Mobi l e Techni cal
Uni ts (MOTUs) are desi gnated by NAVSEA to i nspect
and recerti fy 2M si tes and techni ci ans annual l y. To be
certi fi ed, a si te must have onboard two 2M techni ci ans
certi fi ed at the appropri ate ski l l l evel for each 2M repai r
stati on i nstal l ed.
For s tati on an d tech n i ci an cer ti fi cati on
requi rements, refer to Certification Plan for 2M/ ATE
Program, TE000-AA-PLN-010/2M. Thi s publ i cati on
i s avai l abl e from the publ i cati ons stock poi nt i n
Phi l adel phi a, Pa.
Issuance of Identification Cards
When the student/techni ci an has successful l y
compl eted the performance tests, the 2M i nspector (i .e.,
MOTU, 2M school ) wi l l i ssue the appropri ate I D card,
record i ts i ssuance, and forward a compl eted NAVSEA
2M Program Certi fi cati on/Recerti fi cati on card to
NAVSEA.
2M Inspector Recertification
Requirements
Each 2M i nspector must qual i fy for recerti fi cati on
annual l y by returni ng to a MOTU. An eval uati on/update
i s conducted at these si tes to di scuss any changes to
trai ni ng course content, AELs, or techni ques i n the
repai r area. The MOTU then makes a recerti fi cati on
recommendati on to NAVSEA. I nspector recerti fi cati on
then i s pr ovi ded by NAVSEA or i ts desi gnated
representati ve.
TRAINING
The 2M tr ai ni ng cour ses ar e conducted at
NAVSEA-sponsored school s at the fol l owi ng l ocati ons:
FTC Norfol k, Va,; FTC Charl eston, S.C.; FTC Mayport,
Fl a.; FTG Pearl Harbor, Hawai i ; and Advanced
El ectroni cs School at SSC San Di ego, Cal i f.
SUPPLY SUPPORT
I ni ti al outfi tti ng for shi ps (excl udi ng new
constructi on) i s provi ded by NAVSEA. Other shi ps,
such as new constructi on, shoul d obtai n thei r i ni ti al
outfi tti ng of equi pment thr ough NAVSEA, 2M
Acqui si ti on Engi neeri ng Agent, Naval Underseas
War far e Engi neer i ng Stati on, Keypor t, Wash.
Consumabl e i tems for 2M repai r stati ons are obtai ned
vi a MI LSTRI P by the requesti ng acti vi ty.
Addi ti onal documents provi di ng i nformati on an the
2M Program i ncl ude the fol l owi ng:
l
l
l
l
Miniature/ Microminiature 2M Electronic
Repair Program, NAVSEAI NST 4790.17,
2M Repair Handbook, NAVSEA TE000-AA-
HBK-010,
2M Workmanship Standards, NAVSEA TE000-
AA-HBK-020
2M Reference Data, NAVSEA TE000-AA-
HBK-030
8-6
QUALITY ASSURANCE
Basi cal l y, 2M QA i s preventi ng the occurrence of
defects. QA covers al l events from the start of a
mai ntenance acti on to i ts compl eti on and i s the
r esponsi bi l i ty of al l mai ntenance per sonnel . For
addi ti onal di scussi on on thi s topi c, refer to the chapter
on qual i ty assurance i n thi s manual .
To thi s poi nt we have di scussed the areas of
mai ntenance wi th whi ch you wi l l be especi al l y
concerned as an ETl or ETC. Keep i n mi nd that as your
career progresses, you wi l l be more and more i nvol ved
wi th the bi g pi cture.
Now l ets di scuss another area of concern to you as
you move up i nto areas of more responsi bi l i ti es:
suppl y.
SUPPLY PROCEDURES
You have probabl y al ready had many deal i ngs
wi th suppl y matters; but as you advance to ET1 and
ETC, your deal i ngs wi th suppl y wi l l become more
frequent. Your careful concern wi l l be requi red.
You wi l l become mor e i nvol ved wi th suppl y
s u ppor t pr obl ems , s u ch as Wh y i s th e par t
r equi si ti oned not onboar d?I s the equi pment
suppor ted by COSAL?and so on. As a seni or
tech n i ci a n , y ou r u n d er s ta n d i n g of s u p p l y
procedures and the system wi l l benefi t you and,
ul ti matel y, wi l l be an asset to your di vi si ons
mai ntenance accompl i shments.
I f your shi ps COSAL i s not up-to-date, your
shi ps suppl y support wi l l be i nadequate; and when
you requi si ti on repai r parts, you wi l l often encounter
NI S (not i n stock) or NC (not car r i ed) i tems.
Therefore, you must understand how the COSAL
system operates, so you can have repai r parts on
board that are justi fi abl e and al l owabl e for actual
equi pments on board. Your knowl edge of the COSAL
and your careful coordi nati on wi th suppl y wi l l hel p
the suppl y depar tment mai ntai n an up-to-date
COSAL, whi ch i n tur n wi l l al l ow your shop to
accompl i sh effi ci ent equi pment repai rs.
At thi s poi nt go to suppl y and ask to use the COSAL
Use and Maintenance Manual, SPCCI NST 4441.170,
Read chapters 1 through 4; chapter 5, through secti on
C; and chapter 7, secti ons B, D, and E. Then return to
thi s manual .
Now that you have compl eted readi ng the COSAL
Use and Maintenance Manual, you shoul d have a
basi c understandi ng of how the COSAL i s organi zed
and mai ntai ned, and how i t can hel p you i n your rol e
as a supervi sor. Remember to refer to thi s manual
whenever you tr ai n your techni ci ans i n suppl y
pr ocedur es.
SUPPLY AND YOUR MAINTENANCE
DIVISION
The fol l owi ng paragraphs are based on a seni or
techni ci ans thoughts toward suppl y. To best use your
suppl y system, keep these thoughts i n mi nd:
Take great care i n sel ecti ng your suppl y petty
offi cer. Choose someone whom you bel i eve
wi l l be accountabl e and wi l l k eep good
records; someone who wi l l ask for gui dance
from you or your suppl y department shoul d
he or she r un i nto any suppl y-r el ated
tr oubl es. Thi s i ndi vi dual shoul d not be
someone who has just checked on board from
A s ch ool , bu t s omeon e wh o h as s ome
experi ence i n the rati ng.
Know how the suppl y system operates and
understand the COSAL, at l east as i t appl i es to
your el ectroni cs mai ntenance acti ons.
Use the suppl y system as i t i s set up and desi gned
to functi on.
Stay away from bul k orderi ng of parts, because
one order of 20 of an i tem has the same suppl y
hi t rate as one order of 1 of that same i tem.
One of suppl ys bases for stocki ng an i tem i s
the number of hi ts (orders) wi thi n a certai n
ti me frame. To ensure that suppl y mai ntai ns a
suffi ci ent stock of the parts you need, order a
few parts several ti mes rather than many parts
a few ti mes.
At l east three months before depl oyment, assi st
the EMO wi th a l i sti ng of parts (wi th stock
numbers) that you know or feel wi l l be used or
needed to support your systems and equi pments.
Thi s l i st of parts wi l l be checked wi th suppl y to
8-7
ensure avai l abi l i ty of
upcomi ng depl oyment.
these i tems for your Fi nal l y, remember that SKI LL and TEAMWORK in
the FLEET wi l l produce, hi gh moral , good worki ng
condi ti ons, and a Strong Naval Force for our country.
For the i tems not shown i n stock, you or the EMO shoul d
ensure the i tems are ordered for stock. For cri ti cal i tems,
conduct a storeroom si ght veri fi cati on to ensure that
each part i s actual l y there. You can do thi s i f you have a
good rel ati onshi p wi th suppl y.
Ensure that al l paperwork associ ated wi th
mai ntenance and suppl y i s wel l managed and i s
compl eted and submi tted on ti me. These
documents concerni ng mai ntenance and parts
used wi l l ul ti matel y assi st you i n parts support.
Fi nal l y, and thi s i s very i mportant, devel op a
good worki ng rel ati onshi p wi th suppl y personnel
and mai ntai n cooperati on. Thi s effort wi l l
ul ti matel y be to your benefi t i n deal i ng wi th
suppl y for your repai r parts.
REFERENCES
Program, NAV- Certification Plan for 2M/ ATE
SEAPUB TE000-AA-PLN-010/2M, Naval Sea
Systems Command, Washi ngton, D. C., 1991.
Coordinated Shipboard Allowance List (COSAL) Users
Manual, SPCCI NST 4441.170 wi th ch 3, Navy
Shi ps Parts Control Center, Mechani csburg, Pa.,
1984.
Electronics Technician 1 & C, NAVEDTRA 10192-F,
Naval Educati on and Trai ni ng Program Support
Acti vi ty, Pensacol a, Fl a., 1987.
Electronics I nstallation and Maintenance Book,
General Mai ntenance, NAVSEA SE000-00
EI M-160, Nav al Sea Sy s tem Comman d,
Electronics I nstallation and Maintenance Book EMI
Reduction, NAVSEA SE000-00-EI M-150, Naval
Sea System Command, Washi ngton, DC., 1972.
Electronics I nstallation and Maintenance Book,
General, NAVSEA SE000-00-EI M-100, Naval Sea
System Command, Washi ngton, D. C., 1983.
Procedures for Conducting a Shipboard Electro-
magnetic I nterference (EMI ) Survey (Surface
Ships), MI L-STD-1605(SHI PS), Naval Shi ps
Systems Commands, Washi ngton, D.C., 1973.
8-8
APPENDIX I
PERSONNEL ADMINISTRATION
REFERENCE INDEX
Thi s appendi x shows a sampl e of the topi cs and associ ated references l i sted i n the Personnel
Admi ni strati on Reference I ndex, publ i shed annual l y i n the Navy Leader Planning Guide,
NAVPERS 15255R. The actual i ndex consi sts of approxi matel y si x pages of topi cs and references
that may be of i nterest or use to you. Most of the reference numbers wi l l remai n the same over
ti me; however, they are subject to change. Therefore, be sure to check the current Department of
the Navy Directives Assurance System Consolidated Subject I ndex, NAVPUBI NST 5215.1, for
the latest edition or change to any reference you may need to use.
AI-1
APPENDIX II
ORGANIZATIONAL AND
ADMINISTRATIVE REFERENCE LIST
The fol l owi ng l i st provi des ti tl es of references that are useful for the
organi zati onal and admi ni strati ve areas shown.
BI LLS
Col d Weather Handbook
Command Admi ni strati ve I nspecti on Gui de for Shi ps
EI MBEl ectroni cs I nstal l ati on and Mai ntenance Book
El ectri cal Shock, I ts Cause and Preventi on
El ectroni c Test Equi pment Cal i brati on I ndoctri nati on Program
EMOs Gui de to Shi pboard El ectroni c I nterference Control (SEMCI P)
Li st of Trai ni ng Manual s, Correspondence Course, and Personnel Qual i fi cati on
Standards (PQS)
Navy Occupati onal Safety and Heal th Manual
PQS Managers Gui de
Preparati on for Overseas Movement (POM) Gui de
Safety Precauti ons Afl oat
Securi ty Manual for Cl assi fi ed I nformati on
Shi pboard El ectroni cs Materi al Offi cer
Shi pboard Non-Tacti cal ADP Program H (SNAP I I ) System Management
Shi p Exerci ses (U) FXP-3
Standard Organi zati on and Regul ati ons for the U.S. Navy
TACAN Fl i ght I nspecti on Manual
TRALANT/TRAPAC TRE Check Li st
U.S. Navy Regul ati ons, 1978
3-M I nspecti on Pol i ci es, Procedures and Cri teri a
3-M Manual , Shi ps
XXXX Cl ass Combat Systems Doctri ne
CASUALTY CONTROL MANUAL
Central Dry Ai r System, Surface Shi p
Combat Systems Trai ni ng Requi rements Manual
EI MBEl ectroni cs I nstal l ati on and Mai ntenance Book
AII- 1
El ectroni c Radi ati on Hazards
Hazardous Materi al I nformati on System (HMI S)
Li st of I tems Requi ri ng Speci al Handl i ng (LI RSH)
NAVSHI P Techni cal Manual
Shi p Safety Bul l eti n
Standard Organi zati on and Regul ati ons of the U.S. Navy
DI VI SI ON ORGANI ZATI ON MANUAL
Bi bl i ography for Advancement Exami nati on Study
Consol i dated Li st of Recurri ng Reports
Master Trai ni ng Pl an
SCLSI S Manual
3-M Manual , Shi ps
3-M Notes/Memoranda
ELECTRONI CS ORGANI ZATI ON MANUAL
Combat Systems Techni cal Operati ng Manual (CSTOM)
Combat Systems Trai ni ng Requi rements Manual (CSTRM)
Command Admi ni strati on I nspecti on Gui de for Shi ps
EI MB-El ectroni cs I nstal l ati on and Mai ntenance Books
El ectromagneti c Radi ati on Hazards
NAVSHI PS Techni cal Manual s
SPETERL
AII-2
3-M Manual , Shi ps
3-M Notes/Memoranda
XXXX Cl ass Combat Systems Doctri ne
EQUI PMENTCOMMUNI CATI ONS/RADAR/NAVI GATI ON/
ELECTRONI CS WARFARE/NAVAL TACTI CAL DATA SYSTEM
DECCA Navi gati on System, Pol i cy for I nstal l ati on Approval
EI CEqui pment I denti fi cati on Code Master I ndex
Federal Suppl y Code for Manufacturers (FSCM)
I ndi vi dual Equi pment Techni cal Manual s
MI APL-Master I ndex of Al l owance Parts Li st
Nomencl ature Assi gned to Naval El ectroni cs Equi pments
Securi ty Cl assi fi cati on and Cogni zant Acti vi ty of El ectroni c Equi pment
SCLSI S
Shi pboard Non-Tacti cal ADP Program I I (SNAP I I ) System Management
Standard General Purpose El ectroni c Test Equi pment
Test Equi pment I ndex
3-M Notes/Memoranda
I NSPECTI ON/REVI EWS
Atl anti c Fl eet Mobi l e Techni cal Uni ts (MOTUs)
Combat Systems Shi p Qual i fi cati on Tri al s (CSSQT)
I nstal l ati on Cri teri a for Shi pboard Secure I nformati on Processi ng
Recurri ng I NSURV Defi ci enci es Catal og (RI DCAT)
Tri al s and Associ ated I nspecti ons of Surface Shi ps
AII-3
3-M Mai ntenance, Materi al , Management Reports
NOMENCLATURE
EI CEqui pment I denti fi cati on Code Master I ndex
Federal Suppl y Code for Manufacturers (FSCM)
I ndex to El ectroni c Equi pment I nstal l ati on Control Drawi ngs
Nomencl ature Assi gned to Naval El ectroni c Equi pment
Publ i cati ons Appl i cabi l i ty Li st (PAL)
Securi ty Cl assi fi cati on and Cogni zant Acti vi ty of El ectroni c Equi pment
PERSONNEL RECORDS
Bi bl i ography for Advancement Exami nati on Study
CANTRAC-Catal og of Navy Trai ni ng Courses
Command I nspecti on Gui de for Shi ps
Enl i sted Di stri buti on and Veri fi cati on Report (EDVR)
LI NK
Li st of Trai ni ng Manual s, Correspondence Courses, and Personnel Qual i fi cati on
Standards (PQS), Secti on I I (NEC Manual )
PQS Managers Gui de
Publ i cati ons Appl i cabi l i ty Li st (PAL)
RECORDS
Di sposal of Navy and Mari ne Corps Records
El ectroni cs Test Equi pment Cal i brati on I ndoctri nati on Program
EMOs Gui de to Shi pboard El ectromagneti c I nterference Control (SEMCI P)
MEASURE-Metrol ogy Automated System for Uni form Recal l and Reporti ng
METRL-Metrol ogy Requi rements Li st
Navy Enl i sted Manpower and Personnel Cl assi fi cati on and Occupati onal
Standar ds (Secti on I I NEC Manual )
AII-4
PQS Managers Gui de
SCLSI S
SPETERL
Standard Subject I denti fi cati on Codes
3-M I nspecti ons Pol i ci es, Procedures and Cri teri a
3-M Notes/Memoranda
REPORTS
CASREP
Combat Systems Shi p Qual i fi cati on Tri al s (CSSQT)
Command I nspecti on of Shi ps
Commandi ng Offi cers Narrati ve Report (CONAR)
Consol i dated Subject Li st
COSAL Use and Mai ntenance Manual
El ectroni cs Exami ni ng Board
El ectroni cs Test Equi pment Cal i brati on I ndoctri nati on Handbook
Enl i sted Di stri buti on and Veri fi cati on Report (EDVR))
Gui de for User Mai ntenance of NAVSEA Techni cal Manual s
Mi ni ature/Mi cromi ni ature (2M) El ectroni c Repai r and Certi fi cati on Program
NAVELEXSYSCOM Metrol ogy and Cal i brati on Program
Operati ons Reports
Preparati on of Defi ci ency Forms
AII-5
SCLSI S
Shi pboard Non-Tacti cal ADP Program (SNAP I I ) System Management
Shi p Materi al Manual
Shi ps 3-M Manual
Standard Subject I denti fi cati on Codes
UNI TREP and CASREP Readi ness Rati ngs
SAFETY
Command I nspecti on Gui de for Shi ps
Commandi ng Offi cers Narrati ve Report (CONAR)
Consol i dated Checkl i st of Mi scel l aneous I nstructi ons
Consol i dated Subject Li st
DECKPLATE
DRI VER
EI BEngi neeri ng I nformati on Bul l eti ns
EI MBEl ectroni cs I nstal l ati on and Mai ntenance Books
EMOs Gui de to El ectromagneti c I nterference Control (SEMCI P)
FATHOM
LI FELI NE
Li st of I tems Requi ri ng Speci al Handl i ng (LI RSH)
Li st of Trai ni ng Manual s, Correspondence Courses and Personnel Qual i fi cati on
Standards (PQS)
Navy Occupati onal Safety and Heal th Manual
Navy Stock Li st of Publ i cati ons and Forms
Shi pboard Bondi ng, Groundi ng and Other Techni ques for El ectromagneti c
Compati bi l i ty and Safety
AII-6
Shi pboard Exerci ses (U) FXP-3
Shi p Safety Bul l eti n
TRALANT/TRAPAC TRE Checkl i st
SCLSI S
EI CEqui pment I denti fi cati on Code, Master I ndex
SCLSI S Manual
Shi ps 3-M Manual
SURFSUP
SECURI TY
TEMPEST I nstructi ons, Promul gati on of
SUPPLY
Afl oat Shoppi ng Gui de
Afl oat Suppl y Procedures
CARGO-Consol i dated Afl oat Requi si ti oni ng Gui de, Overseas
COSAL-Consol i dated Shi pboard Al l owance Li st
COSAL Use and Mai ntenance Manual
Federal Suppl y Codes for Manufacturers (FSCM)
FSC Groups and Cl asses
GSA Suppl y Catal og
I ntroducti on to Federal Suppl y Catal og and Rel ated Publ i cati ons
LI RSHLi st of I tems Requi ri ng Speci al Handl i ng
Management Li st Navy-ML-N
MCRLMaster Cross Reference Li st]
AII-7
MI LSTRI P/MI LSTRAP Desk Gui de
MRI LMaster Repai rabl e I tems Li st
SPETERLShi ps Portabl e El ectri cal /El ectroni c Test Equi pment Requi rements
Li st
UNMMI PS-Uni form Materi al Movement I ssue Pri ori ty System
3-M Manual
I ntegrated Logi sti cs Overhaul
TECHNI CAL LI BRARY
***** I n addi ti on to the requi red publ i cati ons l i sted i n TYCOM i nstructi ons,
the fol l owi ng publ i cati ons may prove benefi ci al .
EMOs Gui de to Shi pboard El ectromagneti c I nterference Control (SEMCI P)
Gui de for User Mai ntenance of NAVSEA Techni cal Manual s
NAVELEX TAMS Newsl etters
NAVSHI PS Techni cal Manual s (Compl ete Set)
Publ i cati on Appl i cabi l i ty Li st (PAL)
Shi pboard Antenna Systems
Shi pboard Non-Tacti cal ADP Program I I (SNAP I I ) System Management
Shi p I nformati on Book, Vol ume 4 El ectroni cs
Standard Organi zati on and Regul ati ons of the U.S.
Enhanced Shi p Techni cal Publ i cati on System
Di stri buti on Li st
TMI NSNAVSEA Standard Techni cal Manual
System
TEST EQUI PMENT
Navy
(E-STEPS) Pol i ci es and
I denti fi cati on Numberi ng
EI C Master I ndex
EI MBEl ectroni cs I nstal l ati on and Mai ntenance Books
El ectroni c Test Equi pment Appl i cati on Gui de
El ectroni c Test Equi pment Cal i brati on I ndoctri nati on Program Handbook
Federal Suppl y Codes for Manufacturers
AI I -8
MEASURE
METRL
NAVELEXSYSCOM Metrol ogy and Cal i brati on Program
NAVELEX TAMS Newsl etters
Nomencl ature Assi gned to Naval El ectroni c Equi pment
Portabl e Test Equi pment Stowage Gui de
Publ i cati ons Appl i cabi l i ty Li st
SPETERL
Standard General Purpose El ectroni c Test Equi pment
Test Equi pment Management, El ectroni c
TRAI NI NG
Bi bl i ography for Advancement Study
CANTRAC
Combat Systems Techni cal Operati ng Manual
EI MB
Li st of Trai ni ng Manual s, Correspondence Courses and Personnel Qual i fi cati on
Standards (PQS)
Mi ni ature/Mi cromi ni ature (2M) El ectroni c Repai r and Certi fi cati on Program
Navy Enl i sted Manpower and Personnel Cl assi fi cati on and Occupati onal
Standards (Secti ons I and I I )
PQS Program
XXXX Cl ass Combat System Doctri ne
AII-9
I NDEX
A
Admi ni strati on, 2-2
equi pment standards, 1-5
general quarters i nstructi ons, 2-3
i n-port watches, 2-3
naval standards, 1-3
occupati onal standards, 1-4
personnel qual i fi cati on standards, 1-4
underway watches, 2-3
Avai l abi l i ti es, 2-20
C
Casual ty reporti ng, 5-5
CASREP system, 5-6
reporti ng cri teri a, 5-7
types of CASREPS, 5-6
Casual ty Control Organi zati on, 5-1
el ectroni cs casual ty control center, 5-1
el ectroni cs casual ty control manual , 5-3
personnel assi gnments, 5-2
trai ni ng, 5-3
Combat Systems Test and Eval uati on Pr ogr am
(CSTEP), 4-7
group commanders combat coordi nati on support
team (CSCST), 4-8
i mprovement program advi sori es (CSI Ps), 4-10
i ntegr ated test pl an (CSI TP), 4-10
operati onal readi ness exami nati on (CSORE), 4-10
ordnance handl i ng safety assi st team (OHSAT),
4-11
ordnance speci al assi stance team (ORDSAT), 4-10
overal l combat systems operabi l i ty y test (OCSOT),
4-10
post-overhaul exami nati on (CSPOE), 4-10
readi ness assi stance, 4-8
Combat Systems Test and Eval uati on Pr ogr am
(CSTEP)-Conti nued
readi ness revi ew (CSRR), 4-10
shi p qual i fi cati on tri al s (CSSQT), 4-10
test coordi nator (CSTC), 4-11
test task group (CSTTG), 4-10
trai ni ng requi rements manual (CSTRM), 4-11
trai ni ng team (CSTT), 4-11
troubl ed equi pment acti on program (CSTEAP),
4-11
weapon system accuracy tri al s (WSATs), 4-11
Combat System Techni cal Oper ati ons Manual
(CSTOM), 4-11
Combat systems, 4-1
subsystems, 4-1
Communi cati ng, 3-12
Correspondence control , 2-5
ti ckl er fi l e, 2-6
routi ng procedures, 2-6
D
Di sci pl i ne, 3-6
gi vi ng orders, 3-6
repri mandi ng, 3-7
E
El ectromagneti c I nterference (EMI ), 8-3
control , 8-4
EMI surveys, 8-5
sources, 8-3
types, 8-3
I
I nspecti ons, 2-18
admi ni strati ve, 2-19
materi al readi ness, 2-19
INDEX-1
I nspecti ons-Conti nued
postoverhaul , 2-20
preoverhaul test and i nspecti on (POT&I ), 2-20
TEMPEST, 2-19
I ntegrated mai ntenance concepts, 4-19
i ntegrated mai ntenance, 4-22
pl anned mai ntenance system, 4-19
L
Level s of equi pment mai ntenance, 8-1
depot, 8-1
i ntermedi ate, 8-1
organi zati onal , 8-1
O
Organi zati on, 2-1
organi zati on manual , 2-2
organi zati on bi l l , 2-1
Organi zati onal mai ntenance, 8-2
operati onal , 8-2
preventi ve mai ntenance, 8-2
techni cal mai ntenance, 8-2
P
Personnel manni ng, 2-11
enl i sted di str i buti on and ver i fi cati on r epor t
(EDVR), 2-14
manpower authori zati on (MPA), 2-13
shi p manpower document (SMD), 2-11
Probl em sol vi ng, 3-11
Publ i cati ons, 2-7
techni cal l i brary, 2-8
val i dati on and i nventory, 2-8
Q
Qual i ty Assurance Program, 6-1
components, 6-1
concepts, 6-2
Qual i ty Assurance ProgramConti nued
goal s, 6-3
l i nk to mai ntenance, 6-3
Qual i ty assur ance r equi r ements, tr ai ni ng and
qual i fi cati on, 6-6
control l ed materi al petty offi cers, 6-7
di vi si on offi cers, 6-7
qual i ty assurance supervi sors, 6-7
qual i ty assurance offi cer, 6-6
repai r offi cer (RO), 6-7
shi p qual i ty control i nspectors, 6-7
Qual i ty assurance terms and defi ni ti ons, 6-8
Qual i ty Assurance Organi zati on, 6-3
shi p qual i ty control i nspector (SQCI ), 6-5
work center control l ed materi al petty offi cer
(CMPO), 6-6
R
Records, 2-5
Reporti ng Procedures, 6-12
Reports, 2-3
anti ci pated not oper ati onal l y r eady-suppl y
(ANORS), 2-4
casual ty reports (CASREPS), 2-4
defecti ve materi al , 2-4
ei ght ocl ock, 2-4
getti ng underway, 2-4
survey, 2-5
troubl e, 2-3
S
Safety, 2-23
Shi p Confi gurati on and Logi sti c Support I nformati on
System (SCLSI S), 2-16
Shi p El ectroni cs Readi ness Team (SERT), 4-12
Standards, 1-3
Supervi si on, 3-1
duti es and responsi bi l i ti es, 3-2
INDEX-2
Super vi si on--Conti nued
management, 3-1
Suppl y procedures, 8-7
T
Techni cal manual s, 2-10
Test equi pment admi ni strati on, 7-2
(SCAT) codes, 7-14
SPETERL, 7-5
Test equi pment cal i brati on, 7-11
(MEASURE), 7-12
cal i brati on acti vi ti es, 7-11
cal i brati on servi ces, 7-12
Trai ni ng, 3-14
Trai ni ngConti nued
formal off-shi p/shop, 3-14
formal shi pboard/shop, 3-15
on-the-job (OJT), 3-15
personnel qual i fi cati on standards (PQS), 3-15
publ i cati ons, 3-18
record, 3-18
schedul es, 3-18
2M Program, 8-5
certi fi cati on, 8-6
scope, 8-6
qual i ty assurance, 8-7
suppl y support, 8-6
trai ni ng, 8-6
INDEX-3
Assignment Questions
Information: The text pages that you are to study are
provided at the beginning of the assignment questions.

ASSIGNMENT 1
Textbook Assignment: "Introduction," chapter 1, pages 11 through 1-7; "Supervision and
Training," chapter 3, pages 31 through 39.
1-1. As you advance in your rating,
more and more of your work affects
the work of personnel outside your
own area; Therefore you must pay
more attention to the big
picture of total operation and
capability.
1. True
2. False
1-2. Your ability to lead your
personnel will depend upon which
of the following factors?
1-5. Electronics personnel learn
technical skills in schools;
however, they will need additional
training for which of the
following reasons?
1. The equipment may be new to
them
2. A team spirit of cooperation
may need to be reinforced
3. There may be gaps in their
knowledge and skills
4. Each of the above
1.
2.
3.
4.
1-3. You
Your technical competence
Your sense of responsibility
Your ability to communicate
All of the above
can find generalized
information on your
responsibilities as a supervisor
in which of the following books?
1. Military requirements books
2. PQS manuals
3. Technical manuals
14. You should be able to provide each
person in your division with
detailed information on material
to study for advancement. To
obtain this information, which of
the following publication(s)
should you consult?
1. Advancement handbook for your
rating
2. Manual of Qualifications for
Advancement
3. Guide for Enlisted
Classification
4. Shipboard training manuals
IN ANSWERING QUESTIONS 16 THROUGH 18,
SELECT THE PUBLICATION(S) FROM COLUMN B
THAT CONTAIN(S) THE INFORMATION LISTED IN
COLUMN A. NOT ALL RESPONSES IN COLUMN B
ARE USED.
16.
17.
18.
A. INFORMATION
Introductory
electronics
theory arranged
by specific
subjects
1. Occupational
Standards
Manual
Reference data,
EMI reduction,
etc.
Minimum require
ments for
advancement to
each rate
B . PUBLICATIONS
2. The Navy
Electricity
and Elec
tronics
Training
(NEETS)
3. Tools and
their Uses
4. The EIMB
19. Which of the following standards
pertain to overall effectiveness
and military requirements?
1. Occupational standards
2. Naval standards
3. Personnel qualification
standards
4. Equipment standards
1
IN ANSWERING QUESTIONS 110 AND 111,
SELECT THE RESULT FROM COLUMN B THAT MAY
BE CAUSED BY THE SUPERVISORY FAULT LISTED
IN COLUMN A. NOT ALL THE RESPONSES IN
COLUMN B ARE USED.
A. FAULTS B. RESULTS
1l0. Sloppy use of 1. New equipment
technical terms will have de
sign problem
111. Failure to keep
up with new 2. Personnel
developments will be
confused
3. Personnel
will lack
knowledge of
policy and
technical
changes
112. Which of the following standards
are rating specific and used to
develop training manuals and
rating advancement exams?
1. Occupational standards
2. Naval standards
3. Personnel qualification
standards
4. Equipment standards
113. As supervisor you may be assigned
specific duties concerning your
division PQS program. Which of
the following duties would you NOT
be assigned?
1. Recommending final
qualification to the
department head
2. Physically documenting PQS
accomplishment on Page Four of
personnel records
3. Recommending assignment of
division qualification petty
officers to the department
head
4. Supervising divisional PQS
QUESTIONS 1-14 THROUGH 1-62 PERTAIN TO
CHAPTER 3.
114. As an ET1, you will spend more
time working in which of the
following areas?
1. Maintaining radar equipment
2. Ensuring that the shop is
running smoothly
3. Maintaining ships computers
4. Operating distribution,
patching, and switching
systems
115. As a senior petty officer, you
will be called upon frequently for
which of the following reasons?
1. Your technical opinion
2. Your leadership
3. Your sense of personal
responsibility
4. All of the above
116. The ET1 and ETC have which of the
following responsibilities?
1. Satisfying the needs of
users
2. Keeping upper management
informed of equipment status
3. Both 1 and 2 above
117. Which of the following tasks would
most likely be the responsibility
of
1.
2.
3.
4.
the ET supervisor?
Designing a communications
processing installation
Developing an interim method
or procedure to check out a
new piece of equipment
Training subordinates in the
use of the new interim
maintenance method or
procedure
Both 2 and 3 above
2
118. As a shop supervisor or work
center supervisor, your primary
job will be to ensure which of the
following actions occurs?
1. Your personnel qet equal
liberty
2. Your center functions smoothly
3. Your tech manuals and other
pubs are kept current
4. Your maintenance reports are
done promptly and correctly
122. Which of the following statements
describe(s) the prime objective of
ET maintenance supervisors?
1. They must maintain their
equipment no matter what the
material costs
2. They must maintain their
equipment through a sound
maintenance management program
3. They must ensure that their
personnel are productive
4. All of the above
1-19. Requirements that must be met by a
shop supervisor and shop
maintenance personnel are of which
of the following types?
1. Technical only
2. Military only
3. Military and technical
4. Commercial and technical
120. Which of the following goals
should an ET shop supervisor
pursue?
1. Increased productivity
2. Reduced maintenance costs
3. Obtaining accurate maintenance
information
4. All of the above
1-21. Which of the following effects, if THIS SPACE LEFT BLANK INTENTIONALLY.
any, has the growth of electronic
and computer technology had on the
job of the ET maintenance
supervisor?
1. It has made the job of the ET
maintenance supervisor easier
2. It has often turned the job of
the ET maintenance supervisor
into an overwhelming problem
3. None
3
A. Getting the right person on the
job at the right time
B. Using and storing materials
economically
C. Preventing accidents and
controlling hazards and
hazardous materials
D. Keeping morale high
E. Maintaining the quality and
quantity of work
F. Keeping records and preparing
reports
G. Maintaining discipline
H. Planning and scheduling work
I. Training personnel
J. Procuring the supplies and
equipment to perform the work
K. Inspecting, caring for, and
preserving equipment
L. Giving orders and directions
M. Maintaining liaison with other
units
N. Checking and inspecting jobs
and personnel
O. Promoting teamwork
P. Maintaining good housework on
the job
Q.
Keeping maintenance operation
running smoothly and efficiently
IN ANSWERING QUESTIONS 123 THROUGH 127.
REFER TO FIGURE 1A.
123. Which of the following duties or
responsibilities are production
oriented?
1. A, C, D, H
2. A, E, H, J
3. B, C, G, I
4. K, M, O, P
124. Which of the following duties or
responsibilities pertain to the
development of cooperation?
1. D, I
2. J, L
3. M, O
4. J, Q
125. Which of the following duties and
responsibilities are associated
with the safety, health, and
physical welfare of subordinates?
1. C, P
2. A, D
3. J, P
4. G, L
126. Which duties and responsibilities
pertain to the training and
development of subordinates?
1. A, D
2. D, E
3. G, I
4. A, I
127. Which duties and responsibilities
are purely administrative in
nature?
1. F, G
2. F, H
3. H, I
4. H, L
Figure 1A.-Typical duties and
responsibilities of an ET main-
tenance shop supervisor.
4
1-28. Which of the following questions
does the ET maintenance supervisor
face during weekly work
activities?
1. Will future system demands
affect present resources
2. Are user complaints justified
3. Is in-house training adequate
4. All of the above
1-29. To ensure that work is done
properly and on time, the
supervisor must take which of the
following steps?
1. Organize the work
2. Delegate as much authority as
is feasible, yet retain the
overall responsibility
3. Control the work
4. All of the above
1-30. When should safety be incorporated
into a work plan?
1. As soon as an unsafe procedure
is noticed
2. When it is directed by the
maintenance officer
3. When the work plan is in its
initial stage
4. As soon as a minor injury
occurs
1-31. A supervisor must develop
cooperation with which of the
following personnel?
1. Members of his or her own unit
2. Management personnel, such as
the department head
3. Supervisors on other ships or
in other departments,
divisions, or work groups
4. All of the above
1-32. The greatest measure of a
supervisors value to the
organization is usually revealed
by which of the following
conditions?
1. The number of training
programs the supervisor
sponsors
2. The morale of the group
3. The reduction in lost-time
accidents
4. The development achieved by
the personnel under the
supervisors direction
133. Which of the following actions
must a supervisor take to be
successful in the job?
1. Emphasize training as the most
important factor in achieving
creditable production record
2. Place the proper emphasis on
each of his or her responsi
bilities
3. Stress safety as the most
important factor in the job
4. Allot the major portion of
time to personnel matters
1-34. As a shop supervisor, what is your
first responsibility to users?
1. To ensure that all equipment
is ready at all times
2. To provide technical knowledge
to users
3. To train the operators
4. To procure supplies in a
timely manner
1-35. A large number of trouble calls
received by the ET often turn out
to be operator errors. An
unusually high incidence of
operator errors likely indicates
which of the following problems?
1. Inadequate training
2. Job fatigue
3. Communication problems
4. Equipment malfunction
5
136. When operators are inadequately
trained, it is usually due to
which of the following
circumstances?
1. A large number of new
supervisors
2. A long operational period at
sea
3. A large number of new
personnel
4. Overhauling of an equipment
137. Loyalty is one of the most
important traits of a good
supervisor. It is effectively
demonstrated by which of the
following actions?
1. Maintaining a buddy-buddy
relationship with the
personnel
2. Insisting that the crew do as
the supervisor says, but not
as the supervisor does
3. Believing and practicing the
maxim loyalty encourages
loyalty
4. All of the above
138. Positive thinking is a hallmark of
a good leader who has which of the
following characteristics?
1. Displays indifference to
changes
2. Looks to the future with
confidence
3. Goes about the work
mechanically
1. Initiative
2. Tact
3. Teaching ability
IN ANSWERING QUESTIONS 139 THROUGH 144,
REFER TO FIGURE 1B. SELECT THE CORRECT
LEADERSHIP TRAIT THAT IS DEFINED IN EACH
QUESTION.
139. Competence in expressing ideas to
a group.
140. Dependability.
141. The lubricating oil in human
relationships.
142. An open and alert mind.
143. Consistent thought and action.
144. Regard for the feelings of others.
145. Assume that a crewmember has been
seriously injured and you want
ETSN Jones to call an ambulance.
Which of the following orders
should you give?
1. Seaman Jones, call the
ambulance!
2. Seaman Jones, will you call
the ambulance, please?
3. Seaman Jones, perhaps we
should call the ambulance.
4. Either 2 or 3 above, depending
on the location of Seaman
Jones
146. The suggestion type of order is
appropriate when it is directed
toward which of the following
types of individuals?
1. Ones who are lazy and
insubordinate
2. Ones who lack initiative but
are otherwise good workers
3. Ones who have initiative and
like to work independently
4. Ones who are careless but are
quick to carry out orders
4. Sincerity or integrity
Figure 1B.Leadership traits.
6
147. Which of the following is a
characteristic of the requesttype
order?
1. It tends to create a feeling
of cooperation and teamwork
2. It is not recommended for the
normal person
3. It lacks authority
4. It invites initiative,
especially when a person likes
to go ahead
148. Which of the following terms best
describes how an order should be
given?
1. Quickly
2. Concisely
3. Authoritatively
4. Quietly
describes a reprimand?
1. It should be severe to ensure
that the mistake is not
repeated
2. It should be constructive in
nature
3. It should be used as often as
possible
4. It is used to get even with a
person
150. What is the first step in the
procedure for reprimanding an
individual?
1. Asking the individual why the
error was made
2. Criticizing the individual on
the spot
3. Getting the individual to
admit the mistake
4. Getting all the facts in the
case
151. In which of the following places
should an individual be
reprimanded?
1. At morning quarters
2. In the shop with only that
persons peers present
3. In the shop with nobody else
present
4. Only in front of the division
officer
152. By building a spirit of coopera
tion within your group, you
establish a basis for what kind of
discipline?
1. Authoritative discipline
2. Selfdiscipline
3. Negative discipline
4. True discipline
1-53. The practice of positive
discipline develops which of the
following kinds of motivation?
1. Desire to harm others
2. Fear of reprisal
3. Reaction to authority
4. Esprit de corps
1-54. Which of the following is a factor
in good human relations?
1. Frequently showing authority
2. Knowing the workers in a group
as individuals
3. Retaining authority for the
accomplishment of routine
functions
4. Treating discipline as a
routine matter
155. Which of the following conditions
is a cause of misconduct?
1. Emotional strain
2. Lack of interest in the job
3. Lack of uniform enforcement of
regulations
7
156. Which of the following traits is
NOT desirable for a supervisor to
show when dealing with a superior?
1. Tact
2. Bluntness
3. Dependability
4. Loyalty
157. Which of the following actions is
considered an important feature in
furthering cooperation with a
superior?
1. Being a no person to prove
to your boss you have a mind
of your own
2. Being firm and fair
3. Being tactful but truthful
4. Being a yes person to
improve your image
1-58. If your division officer gives you
an assignment that is obviously a
mistake, you should do it without
argument.
1. True
2. False
159. If you make a serious mistake, it
is a lot better to tell your boss
about it immediately, before it is
discovered.
1. True
2. False
160. In the interest of cooperation,
which of the following means
should you use to keep your
supervisor informed?
1. Trying to keep the supervisor
posted on everything that is
said by your sailors during
the day
2. Reporting your subordinates
who fail to keep their work
spaces neat and tidy
3. Letting the supervisor know
about any personnel problems
that exist and any changes in
the work procedures that you
intend to make
4. Reporting all errors that have
occurred during the day
161. What factors are usually the
principal obstacles to
establishing a genuinely
cooperative spirit with fellow
supervisors?
1. Competition for jobs and
unrealistic deadlines
2. Friction and jealousy
3. Misunderstandings
4. Large work loads
1-62. In addition to being cooperative
personally, a good supervisor may
sometimes have to encourage
cooperation on the part of other
supervisors.
1. True
2. False
8
ASSIGNMENT 2
Textbook Assignment: Supervision and Training, chapter 3, pages 3-9 through 3-14; and
Combat Systems, chapter 4, pages 4-1 through 4-18.
21. Which of the following psycho
logical factors does NOT contribute
materially toward teamwork?
1. A feeling of security
2. A feeling of belonging
3. A feeling of superiority
4. A feeling of accomplishment
22. The people we supervise are human
beings with individual differences;
therefore, production can be
increased by using psychological
ploys.
1. True
2. False
23. Which of the following objectives
is basic to the goal of achieving
teamwork?
1. Performance equivalent to the
cost outlay for personnel
2. Good working conditions
3. Procurement of qualified
personnel
4. Effective management in the
field of human relations
the
1.
2.
3.
4.
characteristic of changes made in
working environment?
People do not react to minor
changes
Changes should be explained
prior to implementation
whenever possible
Changes made for the better
are quickly accepted
Changes should be made quickly
to reduce resistance
2-5. Which of the following actions
should you take as a shop
supervisor when you notice that one
of the radar group technicians is
making changes to a maintenance
manual incorrectly?
1. Ignore the individual, since a
minor oversight is permissible
once in a while
2. Correct the individual
immediately
3. Inform the radar group
supervisor and let that person
take action
26. You as a supervisor should practice
which of the following procedures?
1. Correct workers directly for
nonsafety mistakes
2. Arrange for your subordinates
to have responsibility without
authority
3. Learn to delegate work and
develop your subordinates
4. Assume that trained personnel
are available to fill your
position as supervisor
27. When the shop supervisor is
enthusiastic about the job,
friendly and good humored. and
fosters harmony among crew members,
which of the following elements of
cooperation is he or she using?
1. Setting the example
2. Giving credit
3. Training
4. Tactful handling of personnel
problems
9
28.
29.
2l0.
211.
212.
A good supervisor should give
credit where credit is due and
should always pass on any credit
given to the team.
1. True
2. False
A good supervisor should act as a
chaplain, marriage counselor,
and/or psychiatrist to provide
assistance to shop personnel.
1. True
2. False
When a new ET reports to your shop
for an assignment, which of the
following actions should you take
first?
1. Tell the new ET about the work
he or she will do
2. Let the new ET know that he or
she will have to do a good job
3. Greet the new ET cordially and
put him or her at ease
4. Give the new ET all the
regulations and handouts that
describe the job
Which of the following is an
essential procedure for using the
scientific approach method to
problem solving?
1. Find an accepted solution to a
similar problem resolved
previously
2. Plan a logical, orderly
procedure for evaluating the
problem
3. Concentrate on one good
workable solution and disregard
any alternatives
4. Consider the cause or causes of
the problem before determining
the facts
The scientific approach to problem
solving is composed of how many
specific steps?
213. What is the fourth step in the
scientific approach to problem
solving?
1. Listing possible courses of
action
2. Identifying the cause of the
problem
3. Determining the facts
4. Naming consequences of possible
courses of action
2-14. The determination of facts is of
major importance in the problem
solving method because all good
objective reasoning is based on
facts, things, or events that have
actually occurred.
1. True
2. False
215. Which of the following is a valid
action within the scientific
approach to problem solving?
1. The group must agree on the
statement defining the problem
2. There should generally be only
one possible course of action
to a given problem
3. An oral statement of the
problem will suffice
4. Consider only the immediate
problems to prevent confusion
2-16. The information entered in column
four of your sixcolumn problem
solving chart is of prime
importance because it is used to
determine what?
1. The causes of the problem
2. The effects of all proposed
solutions
3. The course of action to be
taken
4. The true facts of the problem
1. Seven
2. Six
3. Five
4. Four
10
217. Within a qroup, the ultimate
responsibility for selecting a
course of action to follow in
solving a problem by the scientific
method rests with which
member(s)?
1. The entire group, regardless of
whether or not a course of
action has majority or
unanimous support
2. The group, when members have
reached a unanimous agreement
as to a course of action to
follow
3. The majority of the group
members who favor a certain
course of action
4. The group leader, after the
possible courses of action have
been thoroughly discussed and
each alternative evaluated
218. What is the final step in the
scientific method of problem
solving?
1. Developing the summary of the
findings
2. Delivering the final solution
to the individual who convened
the group
3. Determining the basic cause of
the problem
4. Writing down the solution
219. For which of the following reasons
should a shop supervisor NOT inform
personnel of a change which affects
them?
1. The division officer does not
feel it is necessary
2. Security prevents the
supervisor from disclosing the
information
3. The supervisor does not require
any feedback from the shop
personnel
4. The supervisor feels it is
unnecessary
2-20. ETC Jones always keeps his troops
informed and encourages them to
communicate freely. This is
necessary in the development of
harmonious relations within his
work center.
1. True
2. False
2-21. Which of the following functions
is/are essential to the coordina-
tion of a job involving a number of
work centers?
1. Internal communications
2. External communications
3. Advanced planning
2-22. To be an effective shop super
visor, you should take which of the
following actions?
1. Know if there are any major
deficiencies in your material
assets
2. Understand the capabilities of
your personnel
3. Ensure your personnel's loyalty
4. All of the above
2-23. What are the major material assets
that a shop supervisor must manage?
1. Work spaces, personnel, and
parts
2. Tools, test equipment, and
personnel
3. Personnel, work spaces. and
parts
4. Parts, tools, test equipment,
and work spaces
2-24. What is the primary purpose of a
well-designed shop?
1. To provide an adequate space to
perform maintenance and store
personal gear
2. To provide a comfortable lounge
for off-duty ETs
3. To provide an adequate space to
perform maintenance
11
should a shop supervisor take when
planning improvements to a
maintenance shop?
1. Check to see how other ships in
the squadron have set up their
shops
2. Develop a plan alone, that will
meet shop needs
3. Request assistance from shop 67
of the local ship repair
facility
4. Get all of shop personnel
together, and through a group
effort, develop a plan that
will best meet the supervisors
needs
226. Which of the following material
considerations, if found to be
deficient, can be improved by a
shop supervisor?
1. Safety devices
2. Parts storage
3. Lighting arrangements
4. All of the above
227. Which of the following material
assets does the shop supervisor
have the least control over?
1. Available spare parts
2. Adequate tools
3. Adequate working spaces
4. Adequate consumable items
228. Which of the following is the most
effective way to control material
assets?
1. Issue material assets only to
personnel you can trust
2. Issue material assets using
some form of accountability
3. Issue material assets in
minimum quantities
4. Do not loan material assets to
other work centers
229. A simple checkout log for
controlling and tracking material
assets should contain which of the
following information?
1. Description and serial number
of the material and the name
of the person checking out the
material
2. Work center, date loaned out,
date returned, and lenders
initial
QUESTIONS 230 THROUGH 262 PERTAIN TO
CHAPTER 4.
230. Which of the following subsystems
are integrated to form a combat
system?
1. All weapons subsystems only
2. All weapons and electronic
subsystems
3. All weapons, search radar, and
ASW subsystems
4. All weapons, search radar, and
NTDS subsystems
2-31. Which of the following personnel
has the responsibility for all the
subsystems of a combat system?
1. The electronics material
officer
2. The operations officer
3. The combat systems officer
4. The weapons officer
232. Which of the following subsystems
interfaces with all other
subsystems?
1. Communications
2. NTDS/CDS
3. Search radar
4. Weapons
12
2-33. In a combat system, what is meant
by a single shipboard system?
1. Each of the individual
subsystems of a combat system
2. The NTDS/TDS subsystem of a
combat system
3. The integration of all weapons
and electronic subsystems into
a combat system
4. The main switchboard/
distribution subsystem of a
combat system
234. A technician is responsible for
maintaining his applicable
equipment/system. In the combat
systems concept, he has which of
the following other
responsibilities?
1. To maintain, operate, and
understand the entire combat
system
2. To maintain every unit in the
combat system
3. To operate every unit in the
combat system
4. To understand the general
operation and capabilities of
the combat system
2-35. Which of the following information
is provided by the search radar
subsystems for antiair warfare and
antisurface ship warfare missions?
1. Primary surveillance
2. Detection
3. Tracking
4. All of the above
236. Concerning combat systems, to what
does the term CDS refer?
1. Combat Direction System
2. Combat Detection System
3. Communication Distribution
System
4. Collective Data System
237. Which of the following information
is provided by the CDS subsystem?
1. The integration, control,
monitoring, and tactical
employment of ownship
2. Information for task force
weapons against air, surface,
and subsurface threats
4. The communications
control\distribution for all of
the ships communications
2-38. Which of the following functions
are provided for the CDS by the
countermeasures subsystem against
threats encountered during the
performance of a mission?
1. Detection and identification
only
2. Surveillance and engagement
only
3. Detection, surveillance,
identification, and engagement
4. Primary surveillance,
detection, and tracking data
for ship warfare
2-39. Which of the following equipments
are considered to be in the
external communications subsystem?
1. Transmitters, receivers, and
transceivers
2. Terminal and security
equipments
3. Antenna systems
4. All of the above
240. Which of the following
communications circuits provides
digital data for interchange of
track data, weapon system status,
and commands via data links between
NTDS ships and aircraft?
1. Link 4
2. Link 4A
3. Link 11
4. Link 14T
13
241. Which of the following is a purpose
of the Combat Systems Test and
Evaluation Program (CSTEP)?
1. To provide a procedure for the
intermediate unit commander to
use periodically in monitoring
and assessing the combat system
organization and readiness of
individual units
2. To increase the efficiency and
effectiveness of combat systems
evolutions that occur during a
ships life cycle
3. To increase the priority and
focus given to combat systems
during overhauls and selected
restricted availabilities
242. The Combat Systems Coordination
Support Team (CSCST) assists in
monitoring and assessing an
individual units combat systems
organization and readiness during
all combat systems readiness
evolutions.
1. True
2. False
243. Which of the following is a Level 1
PMS test designed to provide the
commanding officer with an
operational assessment of the total
combat system?
1. CSORE
2. CSPOE
3. CSSQT
4. OCSOT
2-44.
Which of the following is a series
of comprehensive tests and trials
designed to show that the equipment
and systems included in the subject
program meet combat system
requirements?
245. The Combat Systems Training
Requirements Manual is a manual,
developed specifically for each
ship in the force, that provides
the standards of technical training
expected of all technicians.
1. True
2. False
246. Which of the following systems are
considered to be grouped into the
combat systems support subsystem?
1. Ship power and distribution,
liquid cooling, and dry air and
nitrogen
2. Air conditioning and heating
3. Ship parameters and
distribution, and interior
communications
4. All of the above
2-47.
The Combat Systems Troubled
Equipment Action Program (CSTEAP)
is used by TYCOM staff for which of
the following purposes?
1. To identify and monitor
troubled equipment installed on
duplicable TYCOM units
2. To identify and investigate
combat system troubled
equipments on applicable TYCOM
units
3. To initiate improvements to
combat systems troubled
equipments pertaining to
applicable TYCOM units
4. All of the above
248. Which of the following combat
systems test/assistance/trials/
teams proves the accurary of the
ships antisubmarine warfare (ASW)
system?
1. CSTTG
2. OHSAT
3. WSATS
4.
CSTEAP
1. CSRR
2. CSSQT
3. OCSOT
4. CSITP
14
2-49. The Combat System Technical
Operations Manual (CSTOM) provides
the user with the total integrated
combat system concept.
1. True
2. False
is provided by the classofship
CSTOM?
1. Technical data needed by
shipboard personnel to operate
and maintain the integrated
combat system
2. Technical data needed by
shipboard personnel to maintain
material and personnel
readiness
3. Definition of the significant
capabilities and limitations of
the combat system
4. All of the above
2-51. The CSTOM aids system and subsystem
integration, and operative and
maintenance personnel readiness.
Which of the following
characteristics also pertain(s) to
the CSTOM?
1. It supports the SERT in its
assigned functions in
maintaining on-line combat
systems readiness
2. It can be used for classroom
training and selfinstruction
4. The CSTOM consists of only two
easy to use volumes, and has
specially designed text to make
it easier for the user
252. The SERT reports directly to which
of the following personnel?
1. The system testing officer
2. The combat system officer
3. The commanding officer
4. The electronics material
officer
2-53. There must be extensive
coordination and cooperation
between the major branches of the
combat system department for the
SERT to effectively coordinate
preventive and corrective
maintenance efforts at the combat
system level. Because of this
relationship, which of the
following personnel should the SERT
have direct access to?
1. The commanding officer and all
departmental officers
2. The leading petty officers of
other departments
3. The leading petty officers of
each subsystem group within the
combat systems department
2-54. Which of the following is NOT a
correct description of the SERT?
1.
2.
3.
4.
It consists of senior petty
officers who have extensive
experience in subsystem and
equipment maintenance
It is an official part of the
ships organization and its
members are assigned specific
responsibilities as primary
duties
It is administratively
controlled by, and is
responsible to, the EMO for
ensuring maintenance management
of combat system subsystems
It is trained as a unit in the
combat system operation,
preventive and corrective
maintenance, maintenance
management and training (using
the CSTOM as a tool)
15
255.
Which of the following definitions
broadly define(s) the SERTs
responsibilities?
1. Maintenance management required
to ensure highlevel combat
system readiness
2. Readiness assessment required
to ensure highlevel combat
system readiness
3. operational training guidance
required to ensure highlevel
combat system readiness
4. A1l of the above
256. The scheduling and execution of PMS
leads to fault detection that
provides a base for which of the
following processes?
1. Maintenance management
2. Readiness assessment
3. Operational training guidance
4. Verification assessment
257. Which of the following statesof
readiness indicates that, although
not all equipments may be fully
operational, redundancy permits
continuation of the mission with a
high probability of success?
1. Fully combatready
2. Substantially combatready
3. Marginally combatready
4. Not combat-ready
258. To ensure effective corrective
maintenance management, the SERT
must consider which of the
following factors?
1. First, the combat system
readiness; then the efficient
use of manpower
2. First, the efficient use of
manpower; then the combat
system readiness
3. First, the efficient use of
manpower; then the number of
subsystems
4. First, the number of subsystems;
then the efficient use of
manpower
259. Which of the following corrective
maintenance management steps
follow(s) priority designation and
fault isolation?
1. Ensuring corrective action
2. Verifying by retest
3. Completing of required reports
4. All of the above
260. Operational readiness is mainly
determined by which of the
following factors?
1. Equipment efficiency of combat
subsystems
2. Personnel proficiency and
materiel readiness
3. Maintenance management
efficiency
4. The combat system installation
layout
261. Which of the following techniques
is/are basic to assessing personnel
readiness?
1. The use of PMS tests
2. The use of simulators or
computer programs
3. The monitoring of ship or fleet
exercises
4. All of the above
262. Which of the following personnel,
if any, must provide training and
guidance for areas of personnel
deficiencies for operational
readiness?
1. EMO
2. OPSO
3. SERT
4. None of the above
16
ASSIGNMENT 3
Textbook Assigment: Combat Systems, chapter 4, pages 418 through 4-23; Casualty
Control and Reporting, chapter 5, pages 5-1 through 5-10; and
Test Equipment, chapter 7, pages 711 through 718. You will also
need to refer to the following publications: Electronics Instal-
lation and Maintenance Book (EIMB) Test Equipment, paragraph 15;
Metrology Automated System for Uniform Recall and Reporting
(MEASURE) Users' Manual; and Stowage Guide for Portable Test
Equipment. Additional information on these publications is given
in the references for chapter 7.
QUESTIONS 3-1 THROUGH 3-5 PERTAIN TO
CHAPTER 4.
31.
3-2.
Which of the following sources
provides the ships readiness
assessment and fault isolation
diaqrams, which indicate the test
that requires the fewest ship
resources?
1. Combat Systems PMS Manual
addendum
2. Systems Testing Officers
Handbook
3. CSTOM
4. Operation Department Manual
Once the readiness assessment is
completed, a readiness status is
reported. Which of the following
statements describes this report?
1. It is brief, easily understood,
and presents a clear picture of
the combat system effectiveness
2. It contains detailed
explanations of each combat
system subsystems effec
tiveness, and addresses the
status of a major function as
it relates to a mission
capability
3. It is a verbal report of the
combat system mission
capability
33. The integrated maintenance
procedures are intended to provide
which of the following levels of
maintenance coverage of the combat
system?
1. Minimum corrective maintenance
2. Maximum corrective maintenance
3. Minimum preventive maintenance
4. Maximum preventive maintenence
34. The integrated tests are designed
to challenge all combat system
functions, parameters, and
characteristics on a scheduled
periodicity against specified
tolerances.
1. True
2. False
3-5. Fault isolation leads to corrective
maintenance. Which of the
following is the next sequence of
the combat system testing procedure
for the corrected failure?
1. Putting the applicable
equipment/ system back on line
for regular use
2. Verification, usually done by
recreating the test environment
and rechallenging the function
that was previously faulty
3. Conducting a complex and
extensive test of the entire
combat system
QUESTIONS 36 THROUGH 342 PERTAIN TO
CHAPTER 5.
17
36. Which of the following names is/are
given to the main control point, of
electronics casualty control?
1. Electronics Control Center
2. Electronics Casualty Control
Center
3. Repair 8
37. What are the four main areas of the
ECC organization?
1. ECC, casualty investigator
teams, electronic equipment
spaces, and the pilot house
assignments
2. ECC, secondary ECC, casualty
investigator teams, and
electronic equipment space
assignments
3. ECC, CIC, pilot house, and
engineering repair party
assignments
4. FCC, secondary ECC, pilot
house, and electronic equipment
space assignments
3-8.
Which of the following is the
complement of personnel assigned to
an ideal primary ECC (or Repair 8)?
1. The EMO, a senior CPO/PO,
status board plotter/phone
talker, and at least one
investigator team
2. The assistant EMO, status board
plotter/phone talker, and at
least one investigator team
3. The senior CPO/PO, and at least,
one investigator team
4. The EMO and at least one
investigator team
39. For each deployment, when do
electronics casualty control
responsibilities begin?
3-10. When the electronics organization
is prepared for battle readiness,
there are several readiness steps
that must be taken. Which of the
following readiness steps is NOT
correct?
1. Personnel are properly assigned
to battle stations and properly
trained
2.
ECC and secondary ECC have the
only ECC manuals for continuity
of casualty control
3. All casualty control kits are
complete and have been stored
correctly
4. All spaces have been cleaned of
missile and fire hazards
311. After general quarters has been
sounded, the ECC organization must
ensure direct and positive control.
Which of the following actions is
normally part of the ECC centers
responsibility?
1. Establishing immediate
communications with all
assigned stations
2.
Ensuring that all personnel are
accuunted for and ready for
battle
3. Maintaining positive
communication with applicable
electronics spaces
3-12. Which of the following routes, if
any, should investigative teams or
personnel providing technical or
parts assistance use?
1. The shortest route
2. Preestablished routes as
applicable
3. Any route that does not require
the opening of Y fittings
1. At the beginning of general
quarters
2. At the beginning of sea detail
3. Prior to the ship going to sea
4. When there is an electronics
casualty
18
3-13. Which of the following is the best
description of the fuction of the
secondary ECC?
1. Provides the primary
dispatching of investigator
teams to electronic spaces
2. Provides an alternate to ECC to
maintain casualty control if
primary ECC is out of control
due to battle damage
3. Provides monitoring and control
of damage control casualties
for ECC
314. The secondary ECC must closely
monitor and record all status
passed over the electronics
casualty control communication
circuits and the ships announcing
system MCs 0NLY after it has taken
control from ECC.
1. True
2. False
should be taken after a battle hit
if one or more stations do not
answer during a phone check?
1. FCC should dispatch the
investigator team(s) as
necessary to investigate
imminent casualties and should
handle the casualties that do
exist, or request assistance as
necessary
2. ECC should maintain the
electronics casualty control
with the stations they know
they have and not take risks of
losing any other personnel
3. ECC should always contact
damage control central in this
situation; DCC is responsible
for dispatching investigators
to possible casualty areas
4. ECC shauld dispatch one person
to each of the stations
suspected to be a possible
casualty to perform an
investigation and handle any
casualties that may exist.
3-16. The purpose of the casualty control
manual is to serve as a ready and
rapid reference for technical
details of the Ships electronics
system installation and spaces and
to provide data on available repair
support material.
1. True
2. False
317. All electronic spaces must have a
complete (master) ECC Manual.
l. True
2. False
must be contained in the ECC
manual?
1.
2.
3.
4.
3-19. To
Firefighting equipment
locations, emergency
destruction equipment
locations, electronics
emergency access routes, power
distribution diagrams, and
equipment air system diagrams
Equipment cooling system
diagrams, signal distribution
diagrams, internal
communications, ventilation
controller locations, and
firstaid equipment locations
Escape routes (on large ships),
technical manual locations and
indexes, gyro signal
distribution diagrams, and
antenna details
All of the above
effectively train your
electronics personnel for efficient
electronics casualty control, which
of the following techniques should
you use?
1. Train them on only a few of the
simulated casualties so they
can feel a sense of
accomplishment
2. Train them on several different
simulated casualties each time
3. Promote as much involvement as
possible
19
3-20. Casualty control is the active
onboard management of all the
elements to keep the electronics
division functioning as it should
under battle conditions.
1. True
2. False
3-21. Which of the following is a reason
why the CASREP system was
developed?
1.
2.
3.
4.
Equipment systems were complex
and there were no properly
trained personnel to correct
casulties
There was a lack of required
parts on board, and equipment,
and systems were so numerous
that a casualty could not be
corrected
There were insufficient
personnel, and not enough
technical assistance to correct
a casualty
Each of the above
322.
Which of the following statements
concerning CASREP transmittal
information is NOT correct?
l. The CASREP reports the units
need for technical assistance
and/or replacement parts to
correct the casualty
2. The CNO, fleet commanders in
chief, and the Ships Parts
Control Center are not informed
by the CASREP transmittal
report
3. Operational (commanders and
support personnel are made
aware of the status of
significant equipment
malfunctions that may result in
the degradation of a units
readiness
4. The CASREP information is
automatically entered into the
Navy status of forces data base
at each FLTCINC site, and
corrected messages are
forwarded to the CNO database
3-23. You should consider reporting an
equipment malfunction or deficiency
(casualty) for CASREP when the
casualty cannot be corrected within
what maximum time limit?
1. 24 hours
2. 36 hours
3. 48 hours
4. 72 hours
3-24. Besides the time involved, which of
the following situations should
also be considered for CASREP?
1.
2.
3.
4.
When the casualty reduces the
units ability to perform a
primary mission
When the casualty reduces the
units ability to perform a
secondary mission
When the casualty reduces a
training commands ability to
provide a significant segment
of its mission, and cannot be
corrected relatively quickly by
local action alone
Each of the above
1. INITIAL
2. UPDATE
3. CORRECT
4. CANCEL
Figure 3A.CASREP types.
IN ANSWERING QUESTIONS 3-25 THROUGH 3-28,
REFER TO FIGURE 3A. SELECT THE TYPE OF
CASREP DESCRIBED IN EACH QUESTION.
325. Submitted when equipment that has
been the subject of casualty
reporting is repaired and back in
operational condition.
3-26. Contains information similar to
that submitted in the initial
report and/or submits changes to
previously submitted information.
20
3-27.
328.
3-29.
3-30.
3-31.
Identifies to an appropriate level
the status of the casualty and
parts and/or assistance
requirements.
Submitted upon commencement of an
availability period when equipment
that has been the subject of
casualty reporting is scheduled to
be repaired during the overhaul or
other scheduled availability.
Which of the following publications
provides specific guidelines and
other detailed information for
CASREPS?
1. NWP 10110
2. NWP 7
3. NWP 10-1
4. NWP 10-111
Concerning CASREP serialization,
categories
of CASREPs will be serialized.
This serialization will be the
set.
1. (a) Only 3 and 4 (b) MSGID
2. (a) Only 3 and 4 (b) CASUALTY
3. (a) All (b) CASUALTY
4. (a) All (b) MSGID
In the INITIAL CASREP, the units
schedule information is included in
the RMKS set when a unit requires
assistance to repair a casualty.
1. True
2. False
A. Preparations for getting under
way
B. Investigation and reporting
C. Reports of electronics casualties
D. Assistance to remote spaces
E. First aid for electrical shock
F. Combating class C fires
G. Equipment casualty repair
H. Use of electronic test equipment
I. Equipment casualty repair during
loss of lighting
J. Use of installed spare fuses
K. Use of the casualty control
manual and folders
L. Drawing emergency spare parts
M. Use of alternate or emergency
power
N. Soundpowered phone casualty
O. Secondary and alternate ECC
P. Performance of primary and
secondary ECCS
Q.
Cleaning procedures for broken
radioactive tubes
Figure 3B.Areas of training for
electronic casualty control.
21
IN ANSWERING QUESTIONS 3-32 THROUGH 342.
REFER TO TABLE 3B. SELECT THE ECC
TRAINING AREA DEFINED IN EACH QUESTON.
332. The training of personnel to
conduct investigations for possible
damage after any incident that may
have caused damage to equipment or
spaces.
1. B
2. D
3. G
4. I
provide technical assistance to a
remote station in which there is no
technician, the technician has
become a casualty, or the assigned
technician needs assistance.
1. B
2. C
3. D
4. E
investigate casualties to equipment
and make repairs during periods
when normal lighting is lost.
1. B
2. C
3. G
4. I
335. The training of personnel in the
proper procedures for transfer of
responsibility for electronics
casualty control during qeneral
quarters.
1. A
2. G
3. O
4. P
336. The training of personnel in the
proper procedure for drawing spare
parts with the coordination of
damage control central and the
supply department.
3-37. The training of personnel in
energizing and checking electronic
equipment and systems for proper
operation and checking electronic
spaces for missile hazards.
1. A
2. G
3. K
4. P
administer first aid for electrical
shock under all conditions.
1. D
2. E
3. K
4. P
339. The training of personnel assigned
to primary ECC and secondary ECC to
maintain an efficient casualty
control system.
1. A
2. C
3. O
4. P
340. The training of personnel to use
the casualty control folder and to
check the completeness of the
folder in all spaces.
1. C
2. G
3. K
4. P
341. There will only be one outstanding
CASREP for each item of equipment.
Additional problems or malfunc-
tions on the same item will be
reported using an UPDATE CASREP and
do not require the submission of a
new INITIAL CASREP.
1. True
2. False
1. C
2. L
3. O
4. P
22
3-42. Which of the following situations
may require a CASREP?
1. Outside assistance is required
to correct a casualty
2. A casualty results from
inadequate GPETE or PMS
4. Spare parts are desired for an
equipment
QUESTIONS 3-43 THROUGH 364 PERTAIN TO
CHAPTER 7.
343. Which of the following calibration
echelons maintains the highest
standards within the Navy
calibration program and maintains
and disseminates measurements of
the highest accuracy within the
program?
1. Metrology Engineering Center
(MEC)
2. Navy Standards Laboratory, Type
I
II
4. Navy Calibration Laboratory
(NCL)
344. What calibration echelon has
custody of the nations basic
physical standards, provides the
common reference for all measure-
ments made within the scope of the
Navy calibration program, and
certifies the Navy standards?
1. National Bureau of Standards
(NBS)
2. Metrology Engineering Center
(MEC)
I
II
345. What calibration echelon is
established aboard tenders and
repair ships and at selected shore
activities, and provides
calibration for fleetheld and
selected shorebased activities
test equipment?
I
II
3. Fleet Calibration Laboratory
(FCL)
4. Field Calibration Activity
(FCA)
3-46. Which of the following statements
best describes what the MEASURE
program is designed to provide for
the Navy?
1. MERSURE establishes a set of
standards for all equipment
that requires a high standard
of accuracy
2. MEASURE provides calibrated
test equipment and devices to
the fleet and shore activities
where deficiencies exist
3. MEASURE provides an automated,
standardized system for the
recall and scheduling of test
equipment into calibration
facilities
begins the initial cycle of MEASURE
for an activity?
1.
2.
3.
The activity initiates a formal
request to the Navy Metrology
and Calibration (METCAL)
Program office electing to have
their activitys test equipment
placed in the MEASURE program
The activity completes MEASURE
TMDE inventory report forms for
its test equipment and forwards
them to the appropriate MEASURE
data processing facility (DPF)
to establish a database
Items of test equipment are
automatically placed into the
program upon receipt of the
data from the 1348 supply
requisition
23
348. After the items of test equipment
are placed into the MEASURE
proqram, what will be the first
indication that the applicable test
equipment is in the proqram?
1. The activity will receive a
formal letter stating which
items are placed into the
MEASURE program
2. The activity will receive
copies of the MEASURE TMDE
inventory report forms that it
previously submitted; each item
accepted will have stamped
Approved for MEASURE
3. The activity will receive a
printed inventory and a set of
preprinted Metrology Equipment
Recall and Report (METER) cards
349. Which of the following MEASURE
formats are distributed on a
monthly basis to the customer
activity?
1. Format 310 (Test Equipment
Inventory) and Format 350 (Test
Equipment Inventory in
Subcustodian order)
2. Format 801 (Recall Schedule,
OnSite Equipment) and Format
802 (Recall Schedule, Equipment
Due In Laboratory)
3. Format 215 (Unmatched Listing)
350. Who is responsible for the clarity,
accuracy, and com pleteness of the
TMDF inventory form?
1. Calibration activity
2. TYCOM
3. Customer activity
4. National Bureau of Standards
3-51. What information is placed in
blocks 32 through 46 of the TMDE
inventory form?
1. Serial number
2. Model part number
3. Nomenclature
4. Subcustodian
352.
353.
354.
355.
What information is contained on
MEASURE Format 335?
1. MEASURE customer codes
2. TAMS and standards reported as
requiring service onsite
3. Equipment history
4. MEASURE laboratory codes
Which of the MEASURE formats is the
test equipment coordinators best
tool for managing the commands
test equipment inventory?
1. Format 215
2. Format 310
3. Format 350
4. Format 802
When you submit changes to
information for items on MEASURE
Format 310, what maximum length of
time should you allow for the
changes to be reflected on a new
monthly Format 310 before you
resubmit corrected MEASURE METER
cards to correct the discrepancy?
1. 30 days
2. 60 days
3. 90 days
4. 120 days
Which of the following actions
should you take if the item of test
equipment to be calibrated fails to
check out with the T1 and the R1
MRC?
1. Tag the item, noting the
discrepancy, then forward it to
the calibration facility for
repair and calibration
2. Tag the equipment and note the
malfunction
3. Repair the item before sending
it to the calibration facility;
if you cannot repair the item,
send it to a repair facility
accompanied by a job order
24
3-56. Which of the following forms is
used to request repair or
calibration of test equipment?
1. MEASURE Format 215
3. OPNAV 4790/2K (with 2L attached
if applicable)
4. OPNAV 4790/CK (with 2L attached
if applicable)
357. What form is used in addition to
OPNAV 4790/2K to request repair or
calibration?
1. MEASURE Calibration Request
Document (MCRD)
2. Maintenance Document
Transmittal Form (MDTF)
358. Which of the following actions is
the key to having reliable test
equipment?
1. Preventive maintenance
2. Corrective maintenance
3. Regular use of the test
equipment
4. Limited distribution of the
test equipment
359. Corrective maintenance of test
equipment includes which of the
following actions?
1. Tuning and adjusting
2. Finding faults during
preventive maintenance
3. Repairing an item after a
complete breakdown
4. All of the above
360. When you send an item of test
equipment that is inoperative to a
maintenance activity, which of the
following information should you
put on the OPNAV 4790/2K?
1. All symptoms
2. All faults
3. Malfunction characteristics
4. All of the above
3-61. Which of the following publications
provides quidance on the use and
availability of tie-down straps,
shelving, work benches, brackets,
cabinets, and other items required
for shipboard stowage of test
equipment?
1. NAVMAT P-9491
2. NAVSEA ST000-ABGYD010/PEETE
3. NAVSEA 0969LP-0197000
4. NAVSEA ST000-AA-IDX-010/PEETE
362. Which chapter or appendix of the
Stowage Guide for PEETE covers test
equipment dimensions and
descriptions sorted by SCAT
code/priority and model?
1. Chapter 2
2. Chapter 3
3. Appendix A
4. Appendix B
3-63. If the number of desired locations
for a particular type of test
equipment exceeds the quantity
available, you should take which of
the following actions?
1. Order more of the test
equipment so there is enough to
place at least one piece in
each location
2. Determine a primary storage
location to allow maximum use
of the test equipment
3. Borrow additional units from
another command to increase the
quantity on board your ship
364. What areas on board ship should be
avoided for stowing test equipment
1. Locations with available
stowage space
2. Locations With easy access
3. Locations subject to adverse
environmental conditions
4. Locations that make maximum use
of the test equipment
25
ASSIGNMENT 4
Textbook Assignment: Maintenance/COSAL. chapter 8, pages 81 through 8-3, and 8-5
through 8-7. You will also need to refer to the following
publications: Certification Plan for 2M/ATE Program, and
Coordinated Shipboard Allowance List (COSAL) Users Manual.
Additional information on these publications is given in the
references for chapter 8.
41.
4-2.
4-3.
Which of the following are
responsibilities of senior
personnel in maintaining shipboard
electronics equipments?
1. Assigning people wisely and
training them well
2. Establishing effective
schedules for routine checks
and tests
3. Ensuring that allowed parts and
tools are maintained and that
all pertinent forms and
publications are available
4. All of the above
What are the three levels of
equipment maintenance performed by
the Navy?
1. Divisional, departmental, and
organizational
2. Organizational, intermediate,
and depot
3. Organizational, shipyard, and
manufacturer
4. Departmental, organizational,
and shipyard
Which level of maintenance involves
work on material requiring major
overhaul or a complete rebuilding
Of items, from parts through
entire end items?
1. Departmental
2. Depot
3. Intermediate
4. Organizational
4-4.
45.
46.
Which level of maintenance involves
work such as inspecting, servicing,
and replacing parts and minor
assemblies, performed by user
organizations on their own
equipment?
1. Divisional
2. Intermediate
3. Organizational
4. Shipyard
Which level of work is the respon-
sibility of and is performed by
designated maintenance activities
for direct support of using
organizations?
1. Depot
2. Intermediate
3. Organizational
4. Shipyard
Which level of work is normally
performed by naval air rework
facilities, depot field teams,
naval ammunition depots, naval
constructiion battalion centers,
contractor depot level rework
activities, commercial facilities,
or Navy shipyards?
1. Depot
2. Intermediate
3. Organizational
4. Shipyard
26
4-7. Which level of maintenance is
normally performed by aircraft
carriers, tenders in support of
other ships, public works
departments, and designated shore
activities?
1. Departmental
2. Depot
3. Intermediate
4. Organizational
48. Operational maintenance is the care
and (a) major/minor maintenance of
equipment using procedures that (b)
do/do not require detailed
technical knowledge of equipment
and/or system functions and is
performed by (c) operator/technical
personnel.
1. (a) minor (b) do (c) technical
2. (a) minor (b) do not (c)
operator
3. (a) major (b) do not
(c) technical
4. (a) major (b) do (c) technical
49. Which of the following purposes
pertain(s) to operational
maintenance?
1. To make operators more aware of
the state of readiness of the
equipment
2. To reduce the delays that can
occur if a technician is called
every time a simple adjustment
is needed
3. To release technicians for more
complicated work
4. All of the above
410. Which of the following is the
ultimate objective of preventive
maintenance?
1. To check the performance and
operability of equipment and
systems
2. To detect and correct faults
early so they will not result
in equipment failure later
3. To maintain equipment at least
at a minimum level of readiness
4. To maintain technical expertise
an all ships equipment and
systems
4-11. In qeneral, equipment failures are
governed by which of the following
factors?
1. The type and aqe of the
equipment and/or systems
2. Manufacturers' defects, quality
of installation, and the type
of equipment and/or systems
3. The complexity of the
equipment, the demands placed
upon it, and the abuse to which
it is subjected
4. The lack of trained operator
and/or technical personnel, and
the age of the equipment and/or
systems
best describes the responsi
bilities of the supervisor toward
his or her assigned work center or
group equipment and systems?
1. The supervisor has only the
responsibility of leading his
or her personnel. He or she
does not need to have any
knowledge of the equipments
2. The supervisor should have
adequate knowledge of all the
electronic equipments and
systems for which he or she is
responsible
3. The supervisor must be
proficient in all of the
assigned equipments to
supervise the work center or
group
27
413. A good background knowledge of all
equipments and systems combined
with your maintenance experience
and positive and confident attitude
will contribute to success in which
of the following areas?
1. Providing support to the ships
overall mission
2. The training of your
technicians (and yourself)
3. Minimizing equipment or system
down time
4. All of the above
414. Which of the following initiatives
is/are provided by the 2M program?
1. Personnel and activity
certification (conducted by
fleet and type commanders)
2. Proper training in the art of
miniature and microminiature
repair
3. Authorization to procure the
tools and equipment to carry
out the goals of the program
4. All of the above
415. Normally, 2M repairs made to
components at repair activities are
based on a maintenance level
determined by which of the
following factors?
1. The activitys manpower (2M
technicians)
2. The activitys own
determination
3. The Allowance Parts List SM&R
code
4. The Allowance Parts List EIC
number
416. In which, if any, of the following
situations may 2M repairs be made
on components coded for discard or
depot level maintenance?
1. As a routine requirement when
requested for that component
2. When an emergency situation
requires repair of that
component
3. When the repair activitys
workload permits
primary method for ensuring QA in
the 2M program?
1. Quarterly inspections of
personnel and repair sites by
TYCOM personnel
2. Quarterly inspection of
personnel and repair sites by
NAVSEA personnel
3. Semiannual certification of
personnel and repair sites
4. Annual certification of
personnel and repair sites
418. To have a certified 2M repair
station, a site must have a minimum
of how many certified 2M repair
technicians on board for each
installed 2M repair station?
1. 1
2. 2
3. 3
4. 4
419. The 2M program has how many levels
of primary certification?
1. 5
2. 6
3. 3
4. 4
4-20. For several months your personnel
have ordered parts, but have not
received the parts because of NIS
or NC status, Which of the
following would be the most likely
cause?
1. Consistent use of the same
parts
2. Incorrect stock numbers were
used on requisition forms
3. COSAL is not current with
onboard equipments
4. Supply has no funds to issue
repair parts
28
421. Which of the following is a good
publication to help you gain an
indepth understanding of COSAL?
1. SPCCINST 4441.170
2. NAVSUP P485
3. NAVSUP Publication 409
4. NAVSO P3013
description of how the COSAL is
divided?
1. 3 parts with no sectional
division
2. 3 parts; each part contains
sections
3. 2 parts with no sectional
division
4. 2 parts; each part contains
sections
423. Part II of the COSAL contains all
EXCEPT which of the following
information?
1. Allowance Parts Lists (APLs)
2. Circuit Symbol Numbers (CSN)
3. Integrated Stock List (ISL)
4. Allowance Equipage Lists (AELs)
424. What part of the COSAL contains the
various Stock Number Sequence Lists
(SNSLs), Stock Number Cross
Reference Lists, and lists of
generally used, consumable, non
equipment related items?
1. Part I
2. Part II
3. Part III
4. Part IV
4-25. The summary of Effective Allowance
Parts/Equipage Lists (SOEAPL) in
Part I of the COSAL used on your
ship lists the effective APLs that
apply to which of the following
ships?
1. All of the ships in the Navy
2. Only Navy ships of the same
type as your ship
3. Specially designated ships
4. The specific ship for which the
summary is published
is contained in the SOEAPL (Part I
of COSAL)?
1. Numerical sequence listing of
APLs
AELs
ACLs
4. All of the above
427. Which of the following describes
the difference between the two
sections of the COSAL index?
1. The information is the same;
however, Section A lists
equipment by service
application, and Section B
lists equipment by equipment
name
2. The information is the same;
however, Section A lists
equipment by name, and Section
B lists equipment by service
application
3. Section A indexes APLs; Section
B indexs AELs
4. Section B contains more
detailed information than
Section A
IN ANSWERING QUESTION 428, REFER TO
FIGURE 3-C IN SPCCINST 4441.170.
428. What does the number 1 in column
5 of the index for AEL 7670052808
indicate?
1. The quantity in use for each
service application
2. The recommended allowance
column that applies to your
ship for this item
3. The AEL column number from
which the allowance is
determined
4. The required storeroom quantity
for this equipage item
29
identification numbers may be found
in column 3 of COSAL index, Part I,
Section A?
1. APL
2. AEL
3. ACL
4. All of the above
4-30.
Which of the following sections of
the COSAL index. Part I, is/are
arranged in sequence by EIC to
APL/AEL?
1. Sections C and D
2. Section D only
3. Sections D and E
4. Section E only
4-31. Which of the following sections of
the COSAL. Part 1, is/are arranged
in sequence by APL/AEL to EIC?
1. Sections C and D
2. Section C only
3. Section D only
4. Section E
432. The AILSIN (Automated Integrated
Language System Identification
Number) is a twelvedigit coding
system used to identify shipboard
functions to a manageable level.
The AILSIN also includes a two
character code that provides a
reference to a generic description
of an equipment or component
serving a particular function.
This coding system will only be
found in section C and E of the
COSAL index, Part I.
1. True
2.
False
433. What does an APL number identify?
characteristics pertains to the
APL?
1. It is a nontechnical document
2. It is prepared for individual
equipments/components and their
repair parts
3. It lists the generic
requirements for a ship
4. Its data content is arranged by
stock number
435. The APL identification number
57103200 applies to which of the
following specific categories of
equipment/components?
1. Ordnance Fire Control
2. Electronics
4. HME and Ordnance
436. Which of the following data may be
found in the Reference/Symbol
column of the APL?
1. Circuit symbol number
2. Manufacturers number
3. Manufacturers part number
437. What information is contained in
the Additional Data area of the
APL?
1. Alternate APL/AEL numbers
2. A code to segregate material
into manageable groups of items
having similar characteristics
3. Lists of additional manuals and
plan numbers as applicable or
appropriate
4. A general description,
characteristics, and other
identifying information
concerning the equipment for
which the APL is used
1. A group of related equipment
2. A specific equipment/component
3. A specific service application
4. A general equipment category
30
best describes the Electronics APL?
1. It is a technical document
prepared for multiple
equipments and components and
their parts
2. It is a technical/repair
document, prepared for multiple
equipments and components and
their parts
3. It is a technical/repair
document, prepared for
individual equipments and
components and their parts
4. It is a repair parts listing,
prepared for equipment systems
only
439. Section B of the Electronics APL
contains which of the following
information?
1. Circuit symbol or part number
breakdown data
2. Part number/NSN data
3. Characteristics data
4. Allowance data
is contained in Section A of the
Electronics APL?
1. Part number/NSN data
2. Characteristics data
3. Allowance data
4. All of the above
441. In Section B of the Electronics
APL, what code indicates user
capability of replacing the items
listed?
1. CSN
2. SM&R
3. FSCM
4. Part MEC
4-42. Classified supplements to APLs are
held by which of the following
officers?
1. Commanding officer
2. Operations officer
3. Supply officer
4. Classified materials officer
443. In the applicable Sect-ion B of the
APL, what letter code indicates
classifiedbyassociation APLs?
1. C
2. J
3. X
4. Z
4-44. Compared to other AELs, the
portable electronic equipage lists
have which of the following
features?
1. They contain three sections
2. The ID numbers all begin with 8
3. They are identified with
distinctive nomenclatures and
numbers
445. The portable electronics equipage
AEL numbering system is set up into
groups, such as communications
equipment, electronic test
equipment, and so on. All the AEL
numbers begin with (a) what number,
followed by (b) how many number
places, with each group having 1000
numbers assigned to it.
1. (a) 6- (b) eight
2. (a) 6 (b) nine
3. (a) 7- (b) nine
4. (a) 7- (b) ten
4-46. Which of the following letters
groups precedes the nomenclature
for portable electronics equipage?
1. FSCM
2. PEETE
3. SCAT
4. SPETE
447. Commercial equipment AELs are
identified in which of the
following ways?
1. By the FSCM only
2. By the model number only
3. By the FSCM and model number
4. By the manufacturers name and
model number
31
448. The BALD allowance list page is
provided in lieu of an APL/AEL page
under which of the following
circumstances?
1. When the APL/AEL contains
restricted data and when the
equipment covered is still
under development
2. Only when AEL/APL contains
restricted data
3. Only when the equipment is
still under development
4. When the AEL/APL page was not
available at the time the COSAL
was prepared
449. Miscellaneous Repair Parts APLs
cover which of the following
systems?
1. Piping
2. Electrical
3. Electronic and Ordnance
4. All of the above
450. The SNSLSRI is a listing of what?
1. Storeroom allowance items
2. All installed equipment
3. The authorized allowance of
equipage
4. All material used on the ship
451. In what sequence is the SNSL, COSAL
Part III, Section A arranged?
1. Ascending in National Stock
Number (NSN) sequence
2. Descending in National Stock
Number (NSN) sequence
3. Ascending in National Item
Identification Number (NIIN)
sequence
4. Descending in National Item
Identificdtion Number (NIIN)
sequence
4-52. Which of the following listings
becomes the postoverhaul SNSL?
453. In what sequence are Operating
Space Items (OSIs) listed in the
COSAL Part III section of the SNSL?
1. Ascending NIIN
2. Ascending NSN
3. Federal Stock Class
4. Equipment Identification Number
454. Which of the following numbers will
be used in Section B of the COSAL,
Part III OSI listing when an NSN
for an item is not available?
1. TNICNs only
2. PNICNs only
3. TNICNs and PNICNs
4. SNITs
correct reference for locating the
translation of the COSAL
Part/Section codes?
1. COSAL Use and Maintenance
Manual, Appendix A
2. COSAL Use and Maintenance
Manual, Appendix C
3. NAVSUP Manual, Volume 1
4. NAVSUP Manual, Volume 2
456. Which of the COSAL sections lists
maintenance assistance modules in
ascending NIIN sequence?
1. COSAL Part III, Section A
2. COSAL Part III, Section B
3. COSAL Part III, SNSL Section CR
4. COSAL Part III, SNSL Section CF
457. Which of the COSAL sections lists
ready service spares?
1. COSAL Part III, Section A
2. COSAL Part III, Section B
3. COSAL Part III, SNSL Section CR
4. COSAL Part III, SNSL Section CF
458. All items coded 6 in the APL/AEL
notes column are listed in what
section of the SNSL?
1. ISL, Section 1
2. ISL, Section 2
3. SNSL, Section A
4. SNSL, Section B
1. A
2. B
3. CF
4. CR
32
459. A troubleshooting guide covering
problems that you may encounter
during the four basic steps of
ordering a part, from using the
technical manual to filling out the
Form 1250, is contained in what
chapter of SPCCINST 4441.170?
1. 1
2. 2
3. 3
4. 4
4-60. In addition to the Configuration
Change Form (CCF) OPNAV 4790/CK,
the allowance Change Request (ACR)
NAVSUP 12202, and the Technical
Manual Deficiency/Evaluation Report
(TMDER), NAVSEA Form 5600/2, which
of the following forms can be used
to report configuration changes and
COSAL problems that could adversely
affect shipboard maintenence?
1. Supply Deficiency Report (SDR),
NAVSUP 6790/7B
2. Planned Maintenance System
Feedback Report (PMSFBR), OPNAV
6790/70
3. Fleet COSAL Feedback Report
(FCFBR), NAVSUP Form 1371
4-61. The Fleet COSAL Feedback Report
(FCFBR), NAVSUP Form 1371, is used
primarily to report which of the
following information?
1. Technical manual deficiencies
2. APL corrections
3. Configuration additions
4. COSAL Part I changes
462. Which of the following is NOT one
of the more common problems with
the APL?
1. Its content is inadequate
2. It has an incorrect document
number
3. It is incomplete
4. It contains errors
4-63.
Chapter 5 Of the SPCCINST 4441.170,
provides, which of the following
information?
1. Procedures for maintaining the
COSAL during the various life
cycles of your ship
2. COSAL user instructions and a
troubleshooting guide
3. Information on funding and
requisitioning COSAL changes
4. A detailed description and data
content of COSAL formats
464. Which of the following situations
can happen if your ET personnel
order parts in large quantities
instead of in the required
quantities?
1.
2.
3.
4.
The bulk order will have no
effect, and you will nave
several spares available
The number of requisitions over
a period of time for the parts
may be less
than what is
required to maintain the
storeroom allowance for the
parts
The storeroom stock for those
parts will increase based on
the larger quantity order,
ensuring that the parts will be
available in the storeroom when
you need them
The COSAL allowance will
ultimately increase the
allowance quantity. This will
cause overstock of the parts
for all ships with the same
parts requirement
33
best describes your part in supply
efforts as an ET1 or ETC?
1. Respect supply personnel, but
check on your requests
frequently
2. Maintain careful concern and
involve yourself with parts
support
3. Stock as many parts in
divisional spaces as you can to
ensure yOu have parts available
4. Allow supply to do their job;
do not interfere, because it
will only slow down the supply
effort
* U.S. GOVERNMENT PRINTING 0FFICE:1992-6 3 1 -0 8 4 / 6 0 0 9 8
34

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2. Defi ni ng the probl em (col umn 2). I n any human

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