MCO 4790.2 Field Level Maintenance Management Policy (FLMMP)

DEPARTMENT OF THE NAVY

HEADQUARTERS UNITED STATES MARINE CORPS

3000 MARINE CORPS PENTAGON

WASHINGTON DC 20350-3000

DISTRIBUTION STATEMENT A: Approved for public release;

distribution is unlimited.

MCO 4790.2

LPC

21 Jan 2016

MARINE CORPS ORDER 4790.2

From: Commandant of the Marine Corps

To: Distribution List

Subj: FIELD-LEVEL MAINTENANCE MANAGEMENT POLICY (FLMMP)

Ref: (a) MCO 4790.25

(b) MCO 4400.150

(c) MCO 3000.13

(d) MCO 3000.11E

(e) MCBUL 3000 (canc: Mar 16)

(f) SECNAV-M 5210.1

(g) SECNAVINST 4410.23

(h) TM-4700-15/1H

(i) MSG 141835Z Nov 14

(j) MCO 5040.6H

(k) NAVMC DIR 5040.6H

(l) MCO 4400.160

(m) MCO 4400.16H

(n) MCO P4400.82F

(o) GPN 2-14

(p) DLM 4000.25-1

(q) MCO 4733.1C

(r) MCO 5100.29B

(s) MCO 5215.1K

(t) MCO 1553.3B

(u) MCO P3500.72A

(v) MCO 4855.10C

(w) NAVMC 4855.1

(x) DoD Directive 4151.18, “Maintenance of Military

Material,” March 31, 2004

(y) MCO 4105.2

(z) MCO 5600.31A

(aa) MCO 4790.24

(ab) MCO 4790.18C

(ac) SECNAVINST 5211.5E

(ad) TM 10793A-OD/1

(ae) TI 10793-ID

1. Situation. In accordance with references (a) through (ae),

this Order outlines the Commandant of the Marine Corps’ (CMC)

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policy for implementing and managing field level maintenance.

It is designed to integrate requirements, policy, programs, and

procedures to synchronize maintenance and sustainment

activities. When properly implemented, this Policy will

significantly increase equipment readiness and effectively apply

maintenance resources.

2. Cancellation. MCO P4790.2C.

3. Mission. To define and establish Marine Corps maintenance

and maintenance management policies and procedures in order to

improve staff planning, organization, direction, coordination,

and unit readiness.

4. Execution

a. Commander’s Intent and Concept of Operations

(1) Commander’s Intent. Purpose: To enable commanders

to prioritize and manage maintenance resources, increase

equipment availability through a comprehensive maintenance

effort, accomplish the unit’s maintenance mission, improve

overall readiness, and extend the useful life of Marine Corps

equipment. Method: Define and establish uniform management

policies and procedures for ground equipment maintenance

management. End state: Achievement of a ground maintenance

management system that supports and extends operations by

identifying requirements, optimizing maintenance actions,

minimizing resource consumption, and properly managing

information.

(2) Concept of Operations. Accountability and equipment

stewardship is accomplished by the execution of the programs

directed herein and references (a) and (b) and applies to all

levels of leadership. Organizations will perform Field Level

maintenance actions as prescribed in their respective mission

statement and reference (a). Maintenance will be performed at

the lowest unit level possible, consistent with the mission,

nature of the repair, authorized repair parts, tactical

situation, time available, personnel, skill set, logistical

lift, stock positioning of inventory/spares, and authorized

tooling.

(3) Subordinate Element Missions. The Marine Corps

Total Force and supporting establishments responsible for

informal and formal weapon systems and equipment training will

ensure that the provisions of this Order are effected in the

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administration of the Marine Corps maintenance and maintenance

management programs. All commanders will ensure that the

procedures in this Order are followed. Specific

responsibilities are as follows:

(a) Deputy Commandant, Installations and Logistics

(DC I&L)

1. Serve as the Marine Corps Enterprise Ground

Equipment Manager, responsible for ensuring the roles and

responsibilities identified in this Order are adhered to by the

appropriate stakeholders in order to achieve and maintain strict

equipment accountability and visibility.

2. Serve as the functional advocate for

logistics information systems; ensure these systems are

available and effective to enable Total Life Cycle Systems

Management of ground equipment.

3. Ensure that the Field Supply and Maintenance

Analysis Office (FSMAO) conduct analyses for compliance with

this Order and provide assistance to Marine Corps organizations

as necessary.

4. Coordinate with Commanding General, Training

and Education Command (CG TECOM) to ensure that effective

training programs are implemented on the contents of this Order.

5. Coordinate with Commander Marine Corps

Systems Command (COMMARCORSYSCOM) and affiliated Program

Executive Offices (PEO), in the development of maintenance

policy.

(b) Deputy Commandant, Plans, Policies, & Operations

(DC PP&O). Support field level maintenance in accordance with

reference (a).

(c) Deputy Commandant, Combat Development and

Integration (DC CD&I)

1. Coordinate efforts with DC I&L to ensure

this Order is both implemented and in consonance with current

doctrine.

2. Coordinate with CG MARCORLOGCOM and

COMMARCORSYSCOM/PEO to ensure Total Force Structure Management

System data reflects the most current and accurate information

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available to enable effective ground equipment maintenance

operations at the field level.

(d) Deputy Commandant, Programs and Resources (DC

P&R). In coordination with DC I&L, CG MARCORLOGCOM and

COMMARCORSYSCOM/PEO, and Marine Forces (MARFORs), to ensure

adequate resources are programmed through the Program Objective

Memorandum process to support Intermediate and Organizational

maintenance and Secondary Reparable (SecRep) replenishment.

(e) Commanding General, Marine Corps Logistics

Command (CG MARCORLOGCOM)

1. Support field level maintenance in

accordance with reference (a).

2. Serve as the Marine Corps Enterprise Ground

Inventory Manager for military equipment, ensuring policies

contained in this directive are supported and that emerging

maintenance and maintenance management practices are addressed

herein.

(f) Commanding General, Training and Education

Command (CG TECOM). Establish entry-level training for ground

maintenance and maintenance management programs. Coordinate

with occupational field advocates to establish intermediate

maintenance and maintenance management programs as appropriate.

(g) Commander, Marine Corps Systems Command

(COMMARCORSYSCOM)/Program Executive Offices (PEO)

1. Support field level maintenance in

accordance with reference (a).

2. Monitor and analyze Logistics Information

Systems to determine trends impacting equipment readiness and

asset availability.

3. Establish and maintain a principal agent

that will serve as the Command’s representative for integrated

product support providing processes, policy, tools, training and

services that enable Program Managers to support the warfighter

and Total Lifecycle Systems Management (TLCSM).

(h) Commanders, Marine Corps Forces. Support field

level maintenance in accordance with reference (a).

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(i) Commanders

1. Ensure field level maintenance is conducted

on assigned equipment in accordance with reference (a).

2. Ensure maintenance management and

maintenance receive full command support.

3. Establish training programs which address

maintenance management, reliability, and continuous process

improvement targeting equipment operator(s), maintenance

personnel, clerical, and supervisory personnel.

4. Develop and implement a comprehensive

internal maintenance management inspection program to ensure

command policies, procedures, and training are focused on

compliance with maintenance policy.

5. Coordinate and integrate the maintenance

management and maintenance efforts of command activities, and

implement internal control procedures to ensure compliance with

maintenance policy.

6. Coordinate Contracted Logistics Support

(CLS) and warranty support maintenance and sustainment actions

throughout respective areas of operation.

7. Capture and report data used in assessing

performance and sustainment metrics, operational readiness

assessments, costs and ground equipment condition readiness

reporting in accordance with references (c), (d) and (e).

8. Provide feedback on deficiencies or

initiatives within maintenance procedures, concepts and plans,

policy, technical data, equipment design, or logistics chain

processes to the appropriate authority via official channels,

and through participation in the appropriate Operational

Advisory Groups.

b. Coordinating Instructions

(1) Develop, review, update, and implement internal

policies and procedures to facilitate the intent and execution

of this Order.

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(2) Ensure accurate reporting of requirements, readiness

status and other data into appropriate supporting maintenance

and sustainment systems.

5. Administration and Logistics

a. Recommendations concerning the contents of this Order

are invited and should be submitted to Assistant Deputy

Commandant, Installation and Logistics (LP) attention Logistics

Policy and Capabilities Branch via the appropriate chain of

command.

b. Records created as a result of this Order shall be

managed according to National Archives and Records

Administration (NARA) approved dispositions per reference (f) to

ensure proper maintenance, use, accessibility and preservation,

regardless of format or medium.

c. The generation, collection or distribution of personally

identifiable information and management of privacy sensitive

information shall be in accordance with the Privacy Act of 1974,

as amended, per reference (ac). Any unauthorized review, use,

disclosure or distribution is prohibited.

6. Command and Signal

a. Command. This Order is applicable to the Marine Corps’

Total Force as outlined herein:

(1) To organizations with assigned Table of Organization

and Equipment (T/O&E), including task organized units, except as

indicated below:

(a) Aviation materiel furnished by the Navy which is

subject to policy prescribed by the Chief of Naval Operations.

(b) Medical and dental materiel which are subject to

the policies of Bureau of Medicine and Surgery.

(c) Musical instruments.

(d) Industrial plant equipment.

(e) Government Furnished Materiel (GFM), Government

Furnished Property (GFP), Government Furnished Equipment (GFE),

or Non-Tactical Vehicle, when specific procedures are delineated

in other directives.

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(f) Research and Development equipment unless

specified by MARCORSYSCOM/PEO and/or the Marine Corps

Warfighting Laboratory (MCWL).

(g) Class V (W), ground conventional ammunition.

(h) Dive equipment.

(2) This Order applies to equipment maintained by the

Marine Corps under approved PBA, Inter-service Support Agreement

(ISSA), Memorandum of Agreement (MOA), Memorandum of

Understanding (MOU), Statement of Work (SOW), etc.

(3) Ground equipment maintenance will be managed as

outlined in this and other directives and manuals in the 4790

series.

b. Signal. This Order is effective upon date signed.

M. G. DANA

Deputy Commandant for

Installations and Logistics

DISTRIBUTION: PCN 10206545100

MCO 4790.2

21 Jan 2016

i Enclosure (1)

Marine Corps Order

(MCO) 4790.2

Field-Level

Maintenance Management Policy

MCO 4790.2

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ii Enclosure (1)

LOCATOR SHEET

Subj: FIELD-LEVEL MAINTENANCE MANAGEMENT POLICY

Location: ____________________________________________________

(Indicate location(s) of copy(ies) of this Order.)

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iii Enclosure (1)

RECORD OF CHANGES

Log completed change action as indicated.

Change

Number

Date of

Change

Date

Entered

Signature of Person

Incorporated Change

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iv Enclosure (1)

TABLE OF CONTENTS

IDENTIFICATION TITLE PAGE

CHAPTER 1 MAINTENANCE MANAGEMENT 1-1

1. GENERAL.......................................1-1

2. RESPONSIBILITIES..............................1-1

3. MAINTENANCE ADMINISTRATION....................1-3

4 SUPPLY SUPPORT................................1-8

5. EQUIPMENT AVAILABILITY........................1-11

CHAPTER 2 MAINTENANCE RESOURCES 2-1

1. GENERAL.......................................2-1

2. TIME..........................................2-1

3. PERSONNEL.....................................2-1

4. MAINTENANCE TRAINING..........................2-1

5. MATERIEL......................................2-1

6. FACILITIES....................................2-2

7. FUNDS.........................................2-2

CHAPTER 3 FIELD MAINTENANCE PRODUCTION 3-1

1. GENERAL.......................................3-1

2. MAINTENANCE PHASES............................3-2

3. MAINTENANCE CYCLE TIME (MCT)..................3-6

4. PREVENTIVE MAINTENANCE CHECKS

AND SERVICES (PMCS)...........................3-8

5. RELATIONSHIP OF PMCS TO CM....................3-10

6. CORRECTIVE MAINTENANCE........................3-10

7. OVERFLOW MAINTENANCE..........................3-15

8. EXCEPTIONAL MAINTENANCE PRACTICES.............3-16

9. ADDITIONAL MAINTENANCE CONSIDERATIONS.........3-18

CHAPTER 4 MAINTENANCE MANAGEMENT PROGRAMS 4-1

1. GENERAL.......................................4-1

3. TRAINING PROGRAM..............................4-1

3. PRODUCT QUALITY DEFICIENCY REPORT (PQDR)

PROGRAM.......................................4-2

4. MODIFICATION CONTROL PROGRAM..................4-2

5. CALIBRATION AND MAINTENANCE PROGRAM...........4-3

6. PUBLICATIONS CONTROL PROGRAM..................4-4

7. CORROSION PREVENTION AND CONTROL (CPAC).......4-4

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TABLE OF CONTENTS

8. DEFERRED MAINTENANCE PROGRAMS..................4-5

9. ENTERPRISE LIFECYCLE MAINTENANCE PROGRAM.......4-6

10. WARRANTY PROGRAM...............................4-6

11. INVENTORY (TOOL) CONTROL PROGRAM...............4-6

12. MINIATURE/MICRO-MINIATURE (2M)

MAINTENANCE PROGRAM............................4-7

13. SAFETY PROGRAM.................................4-8

APPENDIX A MAINTENANCE MANAGEMENT STANDARD

OPERATING PROCEDURES/MAINTENANCE MANAGEMENT

POLICY .....................................................A-1

APPENDIX B SHOP ORGANIZATION............................B-1

APPENDIX C MAINTENANCE PRODUCTION PROCESS............C-1

APPENDIX D ACRONYMS................................D-1

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Chapter 1

Maintenance Management

1. General. Maintenance management integrates requirements,

policy, programs and procedures to synchronize maintenance and

sustainment activities. Maintenance Management plays a critical

role in maintaining unit readiness and, as such, Commander’s

will assign a Maintenance Management Officer (MMO), in writing,

when the billet is not identified by the T/O.

2. Responsibilities

a. Maintenance Management Officer. The MMO serves as

special staff officer to the Commander under either the staff

cognizance of the G-4/S-4 with respect to ground equipment field

level maintenance management. The MMO supports and provides

oversight of the eight functional areas of maintenance

management; maintenance administration, training, records and

reports, PMCS, equipment availability, publications control,

supply support and maintenance programs. The MMO will:

(1) Plan, organize, and coordinate the use of all

maintenance resources within the unit.

(2) Establish, plan and document the execution of the

unit’s maintenance related inspection program in order to

conduct detailed inspections ensure effective maintenance

operations through oversight of the maintenance management

functional areas.

(3) Conduct assessments of the maintenance management

functional areas to ensure effective maintenance operations.

(4) Establish, monitor and coordinate with responsible

officers and maintenance commodity managers to ensure the timely

performance of corrective and preventive maintenance programs.

(5) Coordinate with commodity and maintenance officers

to establish and monitor quality control programs.

(6) Establish evacuation procedures of equipment to

external maintenance activities.

(7) Monitor the documentation of labor hours and tasks

within the Major Automated Information System (MAIS).

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(8) Coordinate with supporting/supported maintenance

activities and ensures compliance with established procedures

and assist in ensuring prompt submission and retrieval of

equipment.

(9) Coordinate with the G-3/S-3 in the balancing of

operational requirements with maintenance scheduling.

(10) Coordinate with the G-4/S-4 in identifying facility

requirements for maintenance operations and training, and

coordinates= the use of available facilities with commodity

managers.

(11) Assist commodity managers in the development and

maintenance of desk-top procedures/turnover files for each

maintenance management functional area.

(12) Establish and monitor procedures for validation and

reconciliation procedures.

(13) Coordinate with commodity managers to ensure the

establishment and administration of the functional areas

outlined below:

(a) Maintenance Administration.

(b) Training.

(c) Publications Control.

(d) Equipment Availability.

(e) PMCS and Corrective Maintenance (CM).

(f) Supply Support.

(g) Maintenance Programs.

(h) Records and Reports.

b. Maintenance Officer/Commodity Manager

(1) Serves as the technical adviser to the commander on

all commodity maintenance functions.

(2) Schedules, directs, and supervises the maintenance

operations for the commodity.

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(3) Coordinates efforts with internal and external

activities for maintenance related operations and issues.

c. Responsible Officer/Equipment Owner

(1) Develops and maintains an effective

scheduled/preventive maintenance program within his assigned

capability.

(2) Coordinates with supporting maintenance activities

for scheduling of equipment requiring preventive/corrective

maintenance.

(3) Responsible for the accurate and timely reporting of

the current operational status of equipment.

3. Maintenance Administration

a. Desk-Top Procedures and Turnover Folders

(1) Desktop Procedures

(a) The frequent change of personnel within units

results in a lack of expertise and continuity in day-to-day

operations. Proper use of desk-top procedures and turnover

folders greatly alleviates this situation and improves the

overall efficiency of an organization. Maintenance Management

Standard Operating Procedures/Maintenance Management Policy

Letter (MMSOP/MMPL) can state the requirements, contents,

details, and the billets that require desk-top procedures and

turnover files.

(b) Each unit/section will prepare desk-top

procedures for each billet involving administrative and

management functions. For example, desk-top procedures will be

established for personnel serving the following billets:

1. Maintenance personnel in key billets

(Quality Control, Maintenance Chief, etc.).

2. Shipping and Receiving.

3. Publications Clerks.

4. Supply Clerks.

5. Dispatchers.

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6. Equipment Readiness.

(c) It is not intended that desk-top procedures be

all inclusive or formalized but, rather, a simple listing of

significant items or notes pertinent to everyday operations

within a particular billet. Normally, they would include such

items as current references, procedures for carrying out

required duties, telephone numbers of individuals who might need

to be contacted, and reports required. Each will prescribe

steps to follow in the accomplishment of all authorized

maintenance or related actions. Procedures will standardize

requirements, actions, and recordkeeping.

(2) Turnover Folders

(a) A turnover folder will include information about

policy, personnel, status of pending projects, references,

management controls, functioning of the section, ways and means

of accomplishing routine as well as infrequent tasks, and other

information of value to an individual assigned to that billet.

The MMSOP/MMPL can outline the requirement, contents, details,

and the billets that require turnover folders.

(b) Folders will be arranged in such a manner as to

permit ease in changing those sections requiring frequent

modification. The degree of detail must be flexible and is

subject to the discretion of organizational commanders. The

important consideration is that the content of folders be

directed towards rendering maximum assistance to the relief.

Turnover folders may be organized by functional area. At a

minimum, turnover folders will be prepared for the following

billets:

1. Maintenance Management Officer.

2. Maintenance Management Chief.

3. Maintenance Officer.

4. Maintenance Chief.

(c) Turnover folders will be titled with the billet

and contain, at a minimum, statements concerning the following:

1. To whom the individual occupying the billet

reports and incumbent billets subordinate thereto.

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2. The mission of the billet (broad billet

responsibilities).

3. The functions involved in accomplishing the

mission (principal action taken).

4. Tasks and basic operations regularly

performed in accomplishing specific functions.

5. List of orders or other directives pertinent

to the billet.

6. List of required reports and dates of

submissions.

7. List the relationship with activities both

in the official and unofficial chain of command, including

unofficial liaison and coordinating functions. Brief statements

concerning the type of matters with which these agencies are

consulted will be included.

8. Contacts within or external to the command,

listing telephone numbers and/or addresses. The purpose served

by the contact will be included.

9. Miscellaneous information will be included.

For example, administrative or operational procedures peculiar

to the billet, such as dual responsibility for certain functions

or limitations in responsibility or authority within particular

functions. Include any other information that might assist in

carrying out the responsibilities.

10. Past, pending, and anticipated projects

will be itemized and kept current. A short resume of past

projects considered unusually important to include, a status

report of each pending project, a brief outline of the project,

and a brief outline of projects considered worthwhile for future

implementations.

b. Standard Operating Procedures and Policies. Marine

Force or Major Command (MajCom) Commanders will designate which

subordinate commands will publish an MMSOP/MMPL. The

instructions contained in the MMSOP/MMPL will be clear and

applicable to the unit level, and detailed to ensure each

subordinate unit can perform its maintenance mission. A MMPL is

warranted when amplification or clarification to an order/

directive or higher level directive (e.g., MMSOP) is required.

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If MMPLs are used they must also include justification as to why

the guidance provided within the order/directive or MMSOP is

inappropriate or requires clarification.

c. Assessments and Inspections

(1) Assessments. Internal assessments are utilized to

measure, preserve and support the unit’s maintenance management

program. Through proper implementation, units will ensure

effective use of resources. These assessments will identify the

unit’s strengths and weaknesses and will assist in evaluating

the command’s current processes, procedures and training

requirements. Below are some guidelines in conducting internal

assessments:

(a) Designate times for internal assessments, (i.e.

on the Training Exercise and Employment Plan (TEEP), and unit

training plan).

(b) Use or incorporate HQMC or HHQ checklist

questions in your unit’s internal assessment.

(c) Involve Marines in the process; invite HHQ or

external support if needed. The quality and effectiveness of

the assessment is reliant on subject matter expertise and

experience.

(d) Read and understand the references in the

checklist (seek assistance if unsure): be critical, thorough and

systematic.

(e) Document discrepancies and establish corrective

actions and follow on review of discrepancies.

(f) Pick a sample of items to review (you don’t need

to look at 100%).

(g) Conduct causative research as needed.

(h) Develop and execute a plan to correct records

and procedures.

(i) Follow MMSOP or MMPL to report corrections.

(j) Update desk-top procedures and turnover folders.

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(k) Create and follow-up on corrective action plans

with a focus on discrepant areas from the initial assessment.

(l) Retain internal assessment results.

(m) Verify that Marines have access to required

MAIS.

(n) The effectiveness of reconciliations; ensure

they are comprehensive and timely.

(2) Inspections. Inspections are one of the principal

means available to unit commanders to ascertain whether planning

and organization are sound and their staffs are functioning

effectively. Inspections are either formal or informal and can

be performed by internal or external sources. When conducted

inspections should document, corrective actions initiated

through follow on review of discrepancies. Local policy will

dictate the frequency of the required inspections. The

following are typical inspections that maintenance management

officer may be subject to:

(a) Informal Inspections. Informal inspections may

examine the unit or certain areas of the unit’s activity to the

same extent as a formal inspection or to any lesser extent. A

spot-check inspection of equipment or personnel in the conduct

of routine operations is an example of the simplest of the

informal inspections. Inspection checklist may be prescribed;

however, are not necessary. Results can be communicated written

or orally.

(b) Formal Inspections

1. Field Supply and Maintenance Analysis Office

(FSMAO). Scheduled FSMAO analysis of field units are designated

as formal analyses. Reports are filed at the conclusion of each

analysis. The FSMAO’s mission includes identifying and

reporting deficiencies in supply and maintenance operations,

compliance to policy, and recommending remedial action. In

addition to the formal analysis, the unit commander can request

assistance in specific problem areas. Details of the FSMAO’s

mission and responsibilities are found in reference (l).

2. Inspector General of the Marine Corps

(IGMC). The IGMC ensures that unit’s maintain the highest level

of readiness, effectiveness, discipline, efficiency, integrity,

morale, economy, and ethics encouraging public confidence. This

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Enclosure (1)

program is administered under the Marine Corps Readiness

Inspections and Assessments references (j) and (k). The IGMC

conducts inspections, investigations, or inquiries into any and

all matters of deemed important within a command and includes

the Commanding General’s Inspection Program and Command

Inspection Program (CIP).

4. Supply Support. Effective supply support requires close,

and continuous, coordination between the MMO, supply officer,

equipment owner and maintenance officer to ensure:

a. Requisitioning. Standardized submission and

requisitioning procedures are established for the unit through

the MAIS that supports and ensures:

(1) Repair parts and maintenance related supplies are

requisitioned in accordance with time standards outlined in

reference (m). The application of the time standard will be

applied from identification of the equipment problem or stock

list item shortage to submission into the MAIS.

(2) Requisition priorities are equal to, or lower than,

the priority of the associated maintenance repairs being

conducted and consistent with the mission essentiality of the

item being requisitioned.

b. Validation and Reconciliation. The preservation and

management of resources through implementation of effective

validation and reconciliation procedures ensures repair parts,

secondary reparables, components, and collateral equipment,

unless properly controlled, represent a continuing drain on the

unit’s resources. Effective validation and reconciliation

procedures will ensure that requirements are known, promptly

processed, and applied when received.

(1) Validation. The process used to confirm repair part

requirements. It involves confirmation of requirements that are

still needed, cancellations, receipts, scrounges, and current

status. When confirming needed requirements, the customer must

ensure that the items have been made known, still exist, and are

resident in the supply system.

(a) Ensure that all receipts, cancellations, and

scrounges have been identified and that required transactions

have been submitted and processed within the MAIS.

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Enclosure (1)

(b) Ensure all parts requirement can be associated

to open requests.

1. Weekly

a. Deadline operational status of readiness

reportable equipment against the MAIS.

b. Readiness reportable equipment report

within the MAIS to ensure operational statuses is correct.

c. Supporting maintenance activities for

unit-owned and temp loaned equipment that is in the maintenance

cycle.

d. Review readiness, management and

production reports within the MAIS to identify the following:

(1) Recurring Errors. Trends in data

input errors should prompt a review of a unit’s procedures or

discussions with the Logistics Systems Coordination Office

(LSCO) concerning possible system problems. Any program/system

issues will be identified to the chain of command.

(2) Requisitioning Delays. Comparing

the date of the status, the approval date, and document

transaction run date will reveal any delays in processing

requisitions and identify the source of the delay.

2. Monthly

a. Unit readiness report within the MAIS

with the T/O&E, and reference (e) to ensure all readiness

reportable ground equipment reflects the correct authorized

quantity.

b. Unit readiness report within the MAIS

and the Mechanized Allowance List (MAL) with the equipment

physically on-hand to ensure "possessed" quantities are reported

correctly.

c. Any program/system issues will be

identified to the chain of command.

(2) Reconciliation. Reconciliation is the process used

to ensure that validated requirements are properly logged within

the MAIS.

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(a) Proper reconciliation between the maintenance

and supply sections.

(b) Continuous monitoring of requisitions.

(c) Commodity Manager/Shop/Maintenance Officer.

After the weekly validation, the commodity manager or

shop/maintenance officer or chief will accomplish the following

with the MMO and Supply:

1. Ensure that the supply status provided is

current, acceptable, and understood. Request the supply office

clarify any status that is not understood or does not

sufficiently correspond to requisition priority.

2. Identify corrections and necessary updates

and assist Responsible Officers, maintenance commodity sections,

and the supply section to correct and update the MAIS.

c. New Equipment Fielding. Fielding of new equipment

involves coordination throughout the using unit amongst the

supply officer, gaining responsible officer and maintenance

commodity. The Commanding Officer will place newly fielded

equipment into service in accordance with the fielding plan

prior to conducting operations. The MMO will ensure:

(1) Fielding plans (FP) are reviewed to ensure

maintenance resource planning is coordinated.

(2) Validate or initiate the equipment’s life-cycle

attributes within the MAIS to include: warranty, configured

status validated, PMCS interval validated, PMCS scheduled

established, counter established, and counter reading entered.

d. Demand Supported Items (DSI). Monitor approved DSI

inventories and strict adherence to reference (b), to ensure

proper accounting and capture of class IX (repair parts) through

the MAIS.

e. Funds. Whether in terms of hard dollars, budgets, or

operating targets, funds are not directly seen by the MMO or

maintenance sections. The adequacy of funding is indicated in a

maintenance section by the availability of repair parts, tools,

and other maintenance related supplies. Even though the impact

of funding is indirect, the role of the MMO is vital.

Coordination ensures the input of maintenance requirements for

all commodity areas.

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Enclosure (1)

(1) In the budgeting process the MMO ensures that the

data collection is accurate. All costs of repair parts will be

captured when funds are expended. Field budget guidance and

staff coordination with G-3/S-3 and G-4/S-4 will provide the

information regarding the tempo of future operations, logistic

commitments, and new equipment receipts. Using this information

will assist commodity and maintenance sections in expressing

requirements while fulfilling staff responsibility for input to

the budget process.

(2) Planning. Information will be captured routinely in

the MAIS or local system routinely on the obligation and

subsequent expenditure of funds.

(3) Control. Once allocated, funds must be controlled.

There are numerous regulations concerning obligation authority.

The MMO’s responsibilities include providing staff advice on

internal allocation/reallocation, ensuring that funds obligated

for maintenance resources are applied in the best manner, and

ensuring that periodic fiscal reviews are conducted. Below are

two examples that best illustrate the control function of the

MMO:

(a) The MMO fulfills the control function and meets

a staff responsibility by coordinating with the supply,

maintenance and fiscal officers and then presenting the

commander with the necessary information to decide on the

allocation/reallocation of funds, cancellation of requisitions,

or request for additional funds.

(b) The MMO, in conjunction with the unit’s supply

and fiscal officers and in coordination with the command’s

comptroller, must develop the unit’s job order number structure

allowing information collection and permitting sound command

decisions based on readily available information.

5. Equipment Availability. The MMO advises the commander on

all matters relative to equipment readiness and the impact to

the unit’s mission. Timely and accurate reporting of all

equipment and its operational status shall be executed in

accordance with references (b), (c), (d), and (e).

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Chapter 2

Maintenance Resources

1. General. Maintenance resources are time, personnel,

maintenance training, materiel, facilities, and funds.

Commanders influence the allocation of maintenance resources

through budget submissions, T/O revisions, and T/E changes.

2. Time. Commanders at all levels must plan time for the

effective accomplishment of maintenance operations. Doing so

increases command attention on the importance of maintenance and

facilitates increased equipment and personnel availability.

Maintenance Officers, Chiefs and MMOs must maintain awareness of

time as a resource and shall continuously monitor to ensure

maintenance and non-maintenance activities are synchronized in

an effective manner.

3. Personnel. Commanders will ensure the proper allocation of

human resources to accomplish all maintenance tasks in support

of an organization’s assigned equipment. The allocation will

address the required manning levels and skill sets. Equipment

to manpower reviews will be continuous and official Table of

Organization and Equipment Change Request (TOECR) will be

submitted when required.

4. Maintenance Training. A critical aspect of personnel

resourcing, in support of maintenance operations, is the

effective management and oversight of maintenance training.

Maintenance Officers, Chiefs and MMOs must continuously evaluate

mission requirements and tables of organization against on-hand

personnel training readiness levels. Doing so ensures that

appropriately trained personnel exist to support maintenance

requirements. Effective planning and forecasting is required

in ensuring that training remains aligned to mission

requirement. Maintenance personnel should become familiar with

training systems and shall coordinate closely with unit training

personnel to ensure proper scheduling and effective execution of

maintenance training. Maintenance personnel and MMOs will

utilize applicable Training and Readiness (T&R) Manuals as

guides to ensure training readiness is maintained and provided

in the most appropriate method.

5. Materiel. Consists of all materiel items required to

support the operation and maintenance of military equipment.

Materiel to be considered in resource planning include, but are

not limited to, Class IX repair parts, Class III fluids and

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lubricants, required tools, test or support equipment, and

technical publications. Maintenance personnel shall

continuously consider and plan for materiel requirements

throughout phases of maintenance.

6. Facilities. Facilities are real estate or structures that

provide support for missions, functions, and tasks. It is

important that land and facilities be accorded the same

commitment, concern, and support as other war fighting systems.

The staff functions and considerations and factors effecting

site selection, shop layout, and organization are established in

Appendix B (Shop Organization).

7. Funds. The funding of maintenance at the field level is

achieved by accurate budget planning. Budget submissions will

account for forecast based on historical demand for repair

parts, future estimates for operations and exercises,

appropriate materiel forecast, new equipment fielding, aged

equipment and average cost of maintenance programs.

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Chapter 3

Field Maintenance Production

1. General. Maintenance involves those actions taken to

restore or retain materiel in serviceable or operational

condition. Maintenance tasks are grouped into two types,

preventive and corrective. Preventive maintenance is the

practice of maintaining equipment on a regular schedule based on

elapsed time or counter reading. Corrective maintenance

involves those actions to restore materiel to a serviceable

condition.

a. Maintenance Authority. A unit’s authority to perform

maintenance tasks corresponds directly to the assigned

capabilities and available resources for accomplishment of the

mission. Units are not authorized to conduct maintenance

outside of their assigned capabilities except when coordinated

through the supporting/supported relationship or as outlined in

reference (a). An organization’s assigned personnel and

authorized equipment form the foundation of the assigned

capability. The concept of operations for a given mission that

establishes the supporting and supported relationships will

influence and further refine the assigned capability. Reference

(a) is the principal document that provides maintenance

authority and defines maintenance capability within a two level

of maintenance concept:

b. Levels of Maintenance (LOM). Field and Depot. The

distinction between field and depot LOM is based on the

maintenance tasks performed, within each LOM and as communicated

through the Source Maintenance Recoverability (SMR) code. The

levels of maintenance are summarized below however; reference

(a) is the principal document that establishes the levels of

maintenance for the Marine Corps.

(1) Field LOM. Field maintenance is any maintenance

that does not require depot maintenance capability and is

performed by equipment operator(s) and mechanics/technicians

within Marine Corps organizations and activities, and/or by

approved commercial/contract sources. Maintenance tasks

performed within the field LOM are categorized as organizational

or intermediate. A unit may perform any field maintenance tasks

for which it is manned, trained and equipped. Units are not

authorized to conduct maintenance outside of their assigned

capabilities. However, supported and supporting unit commanders

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are authorized to coordinate in order to ensure the most

effective use of maintenance resources within their respective

capabilities, and will incorporate local standard operating

procedures to ensure the same. Additionally, commanders must

consider their impacts not only to their own operations and

resources, but also on those of their supporting/supported

units.

(2) Depot LOM. Maintenance actions taken on material or

software involving the inspection, repair, overhaul, or the

modification or reclamation (as necessary) of weapons systems,

equipment end items, parts, components, assemblies, and

subassemblies that are beyond field maintenance capabilities,

and/or are authorized and directed by HQMC.

2. Maintenance Phases. Appendix C provides a series of steps

depicting a logical sequence necessary to complete the various

types of maintenance functions, which are described below.

a. Acceptance Phase. The acceptance phase is the initial

step of the maintenance production process. It consists of

inspection, scheduling, and assignment within the maintenance

activity.

(1) Inspection. The purpose of the acceptance

inspection is to verify that the equipment is complete and

prepared for the required maintenance service and is conducted

upon initial receipt by the maintenance activity. The

procedures to be followed in the acceptance inspection are as

follows:

(a) Determine that the equipment is complete by

locating, identifying, and inventorying equipment and its

components and ensuring that appropriate operator maintenance,

including cleaning, configuration and application of appropriate

modification has been performed. Remove and store collateral

materiel and annotate accompanying documentation unless

collateral equipment is required during the active maintenance

phase. Equipment incomplete or not properly prepared by the

unit or activity requesting maintenance should be reported to

the owning unit via the MMO.

(b) Verify the request for maintenance has been

properly prepared in order to facilitate any maintenance

requirements.

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(c) Accept the equipment for the required service.

(d) Assign a production priority for use within the

maintenance section. This priority will be based upon the

Urgency of Need Designator (UND) assigned and as outlined in

reference (m).

(2) Acceptance Scheduling. The purpose of acceptance

scheduling is to have equipment requiring maintenance arrive at

the maintenance facility at or after the time that the required

maintenance resources are available. This procedure allows the

equipment owner maximum operational use of this equipment while

avoiding needlessly large concentrations of equipment awaiting

maintenance at the maintenance facility. Acceptance scheduling

applies to maintenance functions performed at the field level.

To be effective close coordination between the equipment owner

and the maintenance section is required. Acceptance scheduling

normally applies to all PMCS, modification, calibration, or

routine repairs. Procedures for acceptance scheduling are as

follows:

(a) Initiation of requests through local procedures.

(b) Validate and or assign the UND in accordance

with reference (m).

(c) Acceptance by the maintenance section includes

establishment, when appropriate, of the date for delivery of the

equipment for the required service.

(d) Tentative scheduling of the equipment to a

specific maintenance section/shop within the maintenance

activity.

(e) Determining the parts required for the service

and initiating requisitions to ensure availability of parts at

the time of the service.

(3) Shop Assignment. The assignment of equipment to a

specific maintenance section/shop within the maintenance

activity occurs upon completion of the acceptance inspection and

scheduling, when appropriate. In maintenance activities

comprised of only one maintenance shop, shop assignment occurs

at the time of acceptance of the equipment during the acceptance

inspection. Procedures to be followed in the shop assignments

are as follows:

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(a) Identify the type of shop to perform the

required service.

(b) Review the workloads and available resources of

individual shops within the maintenance section and determine

which shop should be assigned responsibility for repairs.

(c) Assign the responsibility to a specific

maintenance shop. When assigning, always consider the UND

assigned to ensure that the equipment readiness of supported

units is not impaired.

(d) Assign the DSI required for the service to

ensure availability at the time of induction.

b. Induction Phase

(1) Induction is the physical delivery of the equipment

requiring service to the maintenance activity.

(2) Induction of equipment into a specified maintenance

activity must be by the priority established in the equipment

acceptance phase.

c. Active Maintenance Phase. Production actions performed

following induction of the equipment into a maintenance shop

constitute the active maintenance phase and the beginning of the

repair process. This phase is performed in a sequence of

logical steps designed to ensure that the required services are

conducted in an efficient and effective manner. During this

phase, continual emphasis is placed on quality control of the

actions and tasks performed. The frequency of quality control

inspections will depend on the skill and experience of the

individual technicians or mechanics and the overall complexity

of the actions. The steps to be followed in the conduct of

active maintenance are described in the following:

(1) Inspection. Maintenance personnel assigned to

perform the service will perform a detailed inspection of the

equipment upon its induction into the maintenance activity.

This inspection serves as a basis for the performance of the

maintenance and includes verifying all equipment records

associated with the required service is current.

(2) Preparation. Preparation includes the assembly of

the appropriate technical publications and other technical

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information, support equipment, and Test Measurement and

Diagnostic Equipment (TMDE) to perform required service.

Adequate preparation reduces the actual time required to perform

the maintenance and ensures that maintenance actions are not

initiated when the required resources are not available.

(3) Performance. Maintenance tasks such as PMCS, CM,

calibrations, and modifications will be performed per the

appropriate technical publication by qualified personnel.

(4) Quality Control (QC). QC requires a complete

inspection of equipment to determine completion of maintenance

actions and update of equipment records within the MAIS (if

required). Equipment will be inspected by assigned quality

control personnel. Equipment not performing satisfactorily will

be rejected and recommendations made for further maintenance

action. Acceptable performance results in the completion of the

active maintenance phase and the movement of the equipment to

the closeout phase.

d. Maintenance Closeout Phase

(1) The closeout phase of the maintenance process

commences when equipment has been repaired or disposition has

been executed. Maintenance personnel will ensure that the

closeout process is accurate, complete, and coordinated.

(2) The closeout phase requires close coordination with

owning unit personnel to ensure that they are notified as soon

as the equipment is ready for pickup. Special packaging,

preservation, transportation, and shipping requirements must be

taken care of at this time. Adhering to the UND timelines

established in reference (m) the using unit must make every

effort to pick up completed equipment promptly.

(3) In the closeout phase, owning unit maintenance and

supply personnel must ensure that equipment records

accountability records have been updated; this includes but not

limited to ensuring proper accounting of class IX, documenting

maintenance tasks performed, level of effort (time) to conduct

the tasks, and updating of equipment readiness status.

3. Maintenance Cycle Time (MCT). Maintenance Cycle Time is the

period of time covered from the initiation of maintenance

actions until repairs and maintenance records are complete.

Maintenance cycle time begins when the equipment is

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3-6 Enclosure (1)

inducted/accepted into the maintenance activity and ends upon

the closeout.

a. Maximum Maintenance Cycle Time (MMCT). The MMCT is the

maximum prescribed time an asset is to remain in the maintenance

cycle. The prescribed time is established as a decision making

threshold. Every asset type has a unique maintenance cycle time

and therefore maintenance managers will focus on minimizing

maintenance cycle times and will only reach the maximum by

exception.

(1) End Items. An end item is a full equipment

capability set. It includes all components assembled and

configured to form a specific mission. An end item is a class

VII supply item.

(a) MMCT for end items will be 120 days CONUS / 150

days OCONUS.

(b) MMCT for an end item is measured from the date

the organizational level maintenance activity receives the item

for maintenance until all maintenance actions are close. This

time includes any days the end item or one of its component

items is evacuated to an intermediate maintenance activity.

(2) Component Items. Component items are assets that

are configured to end items. A component item can sometimes be

categorized as an end item, if it is not configured under a

different end item. An example is a truck. A truck can be an

end item or it can be a component of a system. A component item

is also a class VII supply item.

(a) MMCT for a component items is 60 days CONUS / 90

days OCONUS.

(b) MMCT for a component item is measured from the

date the maintenance activity receives the item in for

maintenance until all maintenance actions are closed. In cases

where the Intermediate Maintenance Activity (IMA) has received

an end item, the component item MMCT applies. The owning

organization is capturing the MMCT for the end item.

(3) Secondary Reparable (SecRep). A SecRep is a class

IX supply item that is not consumable. It is repaired and

returned to a class IX supply block.

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(a) MMCT for a SecRep is 45 days CONUS / 60 days

OCONUS.

(b) MMCT for a SecRep is measured from the date the

IMA receives the item in for maintenance until all maintenance

actions are close.

b. Expiration of MMCT. When the MMCT expires or

documentation shows that repairs cannot be completed within the

MMCT, the following action will be followed:

(1) Organizational Maintenance Activity Actions

(a) If the asset is not evacuated to an IMA, the

organization will submit an official request for disposition per

references (n) and (o) on controlled items. Include in the

remarks paragraph of the disposition report all actions taken to

obtain required parts.

(b) Other-than-controlled items will be disposed of

per appropriate orders and reference (i).

(c) Exceptions. Maintenance cycle times can be

extended when directed via disposition instruction. Commanders

may extend maintenance cycle times for any unique scenarios that

are not due to supply support or maintenance resources, which

are covered by official request for disposition.

(2) IMA Actions (End Items and Component Items)

(a) IMAs will submit an official request for

disposition per references (n) and (o) on controlled items.

Include in the remarks paragraph of the disposition report all

actions taken to obtain required parts, including follow-up

message traffic to the Marine Corps Logistics Command

(MARCOLOGCOM).

(b) Other-than-controlled items will be disposed of

per appropriate orders and reference (i).

(c) Exceptions. The supporting maintenance

activity’s maintenance officers are authorized to extend the

MMCT when directed via disposition instruction. Commanding

officers of the owning organization must approve all MMCT

extensions for any unique scenarios that are not due to supply

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3-8 Enclosure (1)

support or maintenance resources, which are covered by official

request for disposition.

(3) IMA Actions (SecReps)

(a) Supporting maintenance activities will conduct a

review with the Reparable Issue Point (RIP) manager to determine

the appropriate action.

(b) RIP managers are responsible for all requests

for disposition of SecReps or for initiating the Material

Returns Program (MRP).

(c) Exceptions. The supporting maintenance

activity’s maintenance officers are authorized to extend the

MMCT when directed via disposition instruction. RIP managers

must approve all MMCT extensions for any unique scenarios that

are not due to supply support or maintenance resources, which

are covered by official request for disposition. Each extension

will be no longer than 30 days, at which time the need will be

revalidated prior to any subsequent extensions.

c. Documentation

(1) Commanders shall establish local procedure for the

extension of MMCT.

(2) Personnel authorized to extend MMCT shall be

appointed in writing.

(3) Maintenance Officers and Maintenance Management

Officers will ensure that all approved extension letters and/or

extension documentations be added within the MAIS. At a

minimum, the record will be annotated to explain the reason the

cycle was extended, who approved the extension, and the length

of the extension.

4. Preventive Maintenance Checks and Services (PMCS). PMCS is

a sub-function of field maintenance and is performed by

equipment operator(s) and maintenance personnel; it includes

servicing, adjustment, and tuning for the purpose of maintaining

equipment in an operationally ready condition. PMCS is

condition based and shall be accomplished by systematic

inspection, detection, and correction of failures as set forth

in applicable equipment technical publications.

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a. Scheduled PMCS. Scheduled PMCS are maintenance tasks

that are required to be scheduled; the performance will be by

trained maintenance personnel and assisted by the equipment

operator(s) as required.

(1) Intervals are established for equipment at the

program office level and within the MAIS in accordance with

applicable technical publications.

(2) Scheduled PMCS is the responsibility of the

equipment owner or unit using the equipment.

(a) Commanders are authorized to increase the

frequency for scheduled PMCS, when operating conditions warrant.

(b) PMCS will be scheduled and recorded within the

MAIS.

(c) For equipment with no PMCS interval designated,

the commanding officer will designate an interval not to exceed

annual.

(d) Equipment not under a warranty period may have

PMCS intervals deferred when placed in administrative storage or

administrative dead-line per this Order. Equipment under

warranty will have the respective technical publication reviewed

to determine appropriate procedures for inclusion into an

administrative storage program.

(e) Commanders are not authorized to deviate beyond

the minimum established schedule(s) for the conduct of PMCS

tasks. When tasks are identified that are either redundant and

conditions warrant change Commanders will recommend changes to

these tasks to the appropriate program manager via NAVMC 10772

or PQDR.

(3) PMCS tasks conducted by equipment operators are not

required to be scheduled or captured within the MAIS.

b. Equipment Counters. Equipment counters are used to

measure the operating intervals of equipment. Equipment

requiring a measurement of use (i.e. hours, miles or rounds)

will be configured with a counter(s) within the MAIS.

Commanders will ensure equipment counters are updated and

reconciled against the MAIS at a minimum of monthly or as

operational conditions warrant.

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5. Relationship of PMCS to CM. The objective of PMCS is to

reduce or identify CM requirements and increase the useful life-

cycle of equipment. When defects are identified a decision must

be made whether to perform the CM independently or in

conjunction with the PMCS. Equipment requiring evacuation for

CM shall be closely coordinated between the using unit and the

supporting maintenance activity. Time, distance between the

organizations, available personnel, quantity and nature of the

equipment involved are factors to be considered in determining

if the owner or the supporting maintenance activity will perform

PMCS.

6. Corrective Maintenance. CM consists of all maintenance

actions performed, as a result of a failure, to restore

equipment to an operational condition. The CM process commences

when equipment is reported as requiring CM. It terminates when

equipment is either restored to a serviceable condition,

determined not reparable through disposition instructions. The

owning unit is responsible for the timely performance of all CM

actions within its responsibility. The designated supporting

maintenance activity is responsible for the timely performance

of all CM actions exceeding the owning unit’s

capacity/capability. CM will be performed per the procedures

established in appropriate equipment technical publication.

Deviations from these procedures must be minimized and

consistent with the effective performance of the specific

maintenance action. Recommendations for the improvement of

established CM procedures will be forwarded to the appropriate

PM via NAVMC 10772, to include the challenge of an SMR code. CM

process is contained in Appendix C.

a. Field Maintenance – Organizational Category

(1) Field maintenance in the organizational category is

normally performed by the owning organization with its assigned

capabilities and resources. This is commonly referred to as

organizational maintenance.

(2) Organizations will perform all CM tasks that are

within their assigned capabilities/responsibilities. If an

asset requires maintenance that exceeds the assigned

capability/capacity, the items will be evacuated to the

supporting maintenance activity.

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(3) Organizations will replace defective secondary

reparable components by conducting an exchange with the

supporting RIP. SecReps with a source maintenance and

recoverability (SMR) code with an “O” in the 3rd character

position are authorized to conduct an exchange. SecReps with an

SMR code of “F”, “H”, “D”, or “L” in the 3rd character position,

require the end item to be evacuated to the appropriate

supporting maintenance activity.

b. Field Maintenance – Intermediate Category. Field

maintenance in the intermediate category is normally performed

by an organization that has been established and assigned a

mission to perform maintenance tasks that require a higher level

of technical training, specialized tools and/or facilities.

Command maintenance support relationships must define the link

between supporting maintenance and supported organizations. A

typical example is the Marine Logistics Group’s Maintenance

Battalion providing general support (GS) intermediate

maintenance to the supported Marine Expeditionary Force (MEF).

Regardless of the nature of the supporting/supported

relationship, the procedures for conducting intermediate

maintenance will be the same.

(1) Military Equipment

(a) Equipment will be accepted into the supporting

maintenance activity with the priority assigned by the owning

organization. Authorized personnel in the supporting

maintenance activity are authorized to approve Urgency Need

Designator (UND) “A”, “B” and “C” requisitions consistent with

the originating unit’s request and reference (M).

(b) Supporting maintenance activities will replace

defective secondary reparable components on military equipment

by conducting an exchange with the supporting RIP. Supporting

maintenance activities are authorized to conduct the exchange of

SecReps with an SMR code of “F” and “H” in the 3rd character.

If the secondary reparable has a “D” or “L” in the 3rd character

position, the unit must request disposition.

(2) Secondary Reparables (SecReps). SecReps are

generally categorized as Line Replacement Units (LRUs) and Shop

Replacement Units (SRUs). An LRU is a direct sub-assembly to

military equipment. An SRU is a direct sub-assembly to an LRU.

A systematic SecRep exchange is required, no matter if the item

is an SRU being exchanged against and LRU or an LRU being

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exchanged against an end item. The process and system

requisition flow will follow the same general procedures.

Typically SRUs are only exchanged by SecRep repair activities

while performing maintenance on LRUs.

(a) SecRep Repair Field. Field LOM on SecReps

consists of testing and verification, verification of

modifications, software restoration, tuning and alignments,

fault isolation, replacement of defective pieces, parts and

subassemblies. The authorized LOM on SecReps within the MARFORS

will not exceed the field LOM as defined by this Order and

reference (a). The intent is to rapidly perform repairs and

return serviceable components to RIP stocks in a condition code

“A” status.

(b) SecRep Repair Depot. Depot LOM on SecReps

consists of in depth testing and verification, repair and

restoration, overhaul and rebuild of a component and its

subassemblies. Depot LOM on SecReps often requires specialized

TMDE and tools, the intent of depot LOM on SecReps is to restore

an item to a like new/OEM specification. Depot LOM is provided

by Third Party Logistics (3PL) providers, Original Equipment

Manufacturers (OEM) and DoD depot maintenance.

(c) Supporting Maintenance Activity/Reparable Issue

Point (RIP) Relationship. LSCOs within the MARFORS will ensure

these systematic relationships are established within the MAIS.

(d) SecRep Maintenance Capacity. Capacity

management will be achieved through the observation of

production, throughput over time, and resource availability,

which will guide management decisions. Analyses will be made on

each asset type/group (NIIN level) while considering the

following key variables.

1. Throughput Ratio. This is the ratio of the

number of unserviceable assets received into the work section

compared to the number of serviceable assets returned to stocks;

over a time span long enough to form a production analysis.

(Will differ depending on the asset group)

2. RIP Stock Levels/Backorders. Assets that

have customer backorders registered at the RIP, or low stock

levels require thorough capacity review. RIP managers and

maintenance officers will collaborate when these variables

exist.

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3. Maintenance Cycle Times. Maintenance cycle

times are variables that will aid capacity managers in

determining the volume of assets that can be effectively managed

over time.

4. Repair Parts Availability. The availability

of consumable and reparable supplies that support SecRep

maintenance is a variable that maintenance officers will

continuously monitor.

5. SecRep Budgets. RIP managers will routinely

communicate fiscal concerns to maintenance officers to better

inform capacity management decisions.

6. ME Readiness. ME readiness is addressed by

maintaining adequate stock levels at the RIP to meet demands.

However, when backorders/low stock levels exist on multiple

asset types, ME readiness will aid in establishing priorities

for capacity management. RIP managers and maintenance officers

will collaborate when these variables exist.

7. Manpower. Manpower analyses will consider

the availability of trained personnel who possess the

appropriate core competencies. Maintenance officers must ensure

manpower issues are considered and mitigated to the maximum

extent possible.

8. Workspace. Shortage of workspace

(Shop/floor/bench) is a variable that can have a negative impact

on capacity. Maintenance officers must ensure workspace issues

are considered and mitigated to the maximum extent possible.

(e) SecRep Source of Repair Decision. Decisions in

determining source(s) of repair at the RIP are inherently the

responsibility of the RIP manager. Backorders, stock levels,

and warranty information will have an impact to the source of

repair decision. The following considerations will aid in the

determination of source of repair:

1. Warranty, if applicable, and within the

scope of coverage.

2. Capabilities of the supporting maintenance

activity.

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3. Maintenance capacity of the supporting

maintenance activity (current throughput ratios and average

maintenance cycle times).

4. Results of initial testing, if applicable.

(field or depot level maintenance requirements). Some assets

will require a repair source determination that can only be

obtained by limited testing (e.g. engine tested on a

dynamometer). If the asset has no obvious defects (e.g. visible

engine block damage) and the local maintenance organization is

capable of performing a test, it will do so prior to making the

repair source decision. The purpose of the initial test is to

determine the required LOM. Initial testing will be documented

on the system generated maintenance record within the MAIS. It

is not cost effective to exercise MRP, 3PL, or OEM actions on

SecReps without testing and screening for field level repair

candidates when the capability exists. Source of repair

decision should normally be completed on the same day the

unserviceable item is received at the RIP. This process will

not exceed 5 days and inclusive of the MMCT. The intent is to

allow time for initial testing, when necessary (e.g. an asset is

scheduled for a dynamometer test on day 5 and found to be within

the field LOM and can be accepted). If the item under test is

found to be outside the scope of the field LOM, maintenance

officers will ensure the MAIS is documented accordingly to

capture the resources used, and testing performed (e.g., accept,

record, and close) and inclusive of the MMCT.

(f) SecRep Configuration. Approved configuration

checklists are published by MARCORLOGCOM. SecReps will be

inspected for configuration by trained maintenance personnel

upon arrival to the RIP, regardless of the source of repair

decision.

(g) Close out Condition Code Assignment(s). Assets

restored to a serviceable condition will be closed out with a

serviceable status ready for issue. Unserviceable assets will

be returned to the RIP in a condition code (F) status for

processing under the following conditions:

1. Uneconomical to Repair. A SecRep is

considered uneconomical to repair if the repair cost exceeds 45%

of the replacement cost, and a replacement is obtainable.

During combat operations, time and stock posture will be

considered over cost of repair.

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3-15 Enclosure (1)

2. If after acceptance into maintenance, is

found to require repairs that exceed the field LOM.

3. If the item exceeds the MMCT identified

herein, and does not have a valid authorization for extension

and an extension is not anticipated.

4. Supply Support. Supply support

determinations will to be made within 5 days from the date of

requisition. In those instances where supply support cannot be

obtained a supply assistance report (SAR) will be submitted in

accordance with reference (p). Repair parts that are clearly

obtainable, but historically have a slower lead time will be

reported to the supporting Supply Management Unit.

Organizations are authorized to establish and hold DSI in order

to reduce maintenance cycle times. SecRep repair is repetitive

in nature and maintenance managers shall stay abreast of supply

support issues that impact maintenance and must be capable of

making these decisions early in the maintenance cycle.

5. Product Quality Deficiency Program (PQDR)

(SecRep). Often times a customer rejected asset will be

reevaluated by the supporting maintenance section and result in

a PQDR submission. SecRep maintainers have the technical

expertise to observe quality deficiency trends on assets that

are undergoing repairs. Regardless of the scenario, the

supporting maintenance activities will submit a PQDR when

quality deficiency trends are discovered in accordance with

references (v) and (w). RIP managers will be notified on all

PQDR submissions for SecReps. This requirement does not relieve

RIP customers from their responsibility in PQDR submissions.

7. Overflow Maintenance. Overflow maintenance is maintenance

tasks within the unit’s responsibility but beyond its capacity

because of restrictive and/or unusual circumstances and is

consequently performed by another unit or supporting maintenance

activity. The following conditions may prevail:

a. Insufficient maintenance resources; for example,

shortage of technicians or mechanics, shop space or facilities,

maintenance equipment, or inadequate supply support.

b. Cost-effectiveness; for example, instances when it would

be more cost-effective for the supporting maintenance facility

to perform organizational maintenance on supported equipment in

conjunction with or independent of intermediate maintenance.

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3-16 Enclosure (1)

Such overflow maintenance will be contingent on the availability

of maintenance resources at the supporting activity and

agreement between the support activity and the supported

organization.

8. Exceptional Maintenance Practices. Exceptional maintenance

practices require continual monitoring in order to ensure these

practices do not become common place. Within the Marine Corps

there are two exceptional maintenance practices; Cannibalization

and Selective Interchange. When reviewing requests for the

conduct of cannibalization and selective interchange each should

be reviewed on a case-by-case basis, and authorized only when

operational availability of the equipment is essential to

mission accomplishment. Cannibalization and selective

interchange are exceptions to established Marine Corps

maintenance practices. These practices increase maintenance

workload, complicates lifecycle planning and serialized

management of materiel, increase the potential for degraded

asset performance and reliability relative to established

standards, and may result in the failure of demand to be

registered within the supply chain. Due to these challenges and

risks, approval of request to conduct will be closely

scrutinized and authority to execute will be granted when it is

absolutely necessary for mission accomplishment. These practices

will be documented, recorded and reported as directed in

reference (x) and outlined below.

a. Cannibalization. The removal of serviceable parts or

components, without replacement, from one unserviceable end item

of equipment in order to install them on another unserviceable

end item of equipment in order to restore equipment to an

operational condition. The purpose of cannibalization is to

restore equipment when those items are required for mission

accomplishment and the required repair parts are not readily

available through the supply chain.

(1) Authority. Marine Corps Logistics Command

(MARCORLOGCOM), as the Marine Corps Ground Asset Manager for

military equipment, is the sole approval authority for

cannibalization. Commands and maintenance activities will

submit requests for cannibalization via the disposition process

to MARCORLOGCOM. MARCORLOGCOM will provide an appropriate

response approving/disapproving the removal of repair parts.

(2) Commands and maintenance activities will not conduct

cannibalization with the objective of building an inventory of

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3-17 Enclosure (1)

operational stocks. When cannibalization has been authorized by

a MARCORLOGCOM item inventory manager, serviceable parts will be

returned to the supply system for accountability and reissue.

(3) Organizations conducting maintenance on Marine Corps

ground equipment via memoranda of agreement or maintenance

contract will not conduct cannibalization without prior approval

from the appropriate MARCORLOGCOM inventory manager.

(4) Commands and maintenance activities will implement

strict internal control procedures to ensure that

cannibalization is not conducted unless authorized by

MARCORLOGCOM. Commands and maintenance activities will also

publish standard operating procedures for conducting, capturing

and recording cannibalization.

(5) Documentation of cannibalization. The MAIS will

capture the minimum data requirements for use by HQMC to report

to the Office of the Assistant Secretary of Defense (OASD) as

required by reference (x).

(6) Reporting. Commands and maintenance activities will

capture when parts or components are removed from equipment that

will not be returned to service and applied to other equipment

in order to render it operational.

(7) Cannibalization of Small Arms/Light Weapons (SA/LW)

is not authorized.

b. Selective Interchange. The controlled removal and

replacement of an unserviceable repair part or component from

one end item with a serviceable part or component from another

end item to return the end item to an operational status. Parts

or components must be exchanged between end items for the action

to qualify as selective interchange. A requisition for the

replacement part or component may be used in lieu of the actual

unserviceable part or component in the exchange. Selective

Interchange is a lesser degree of Cannibalization as defined by

the Marine Corps.

(1) Authority

(a) Operating Forces. Battalion/squadron commanders

are authorized to approve selective interchange.

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3-18 Enclosure (1)

(b) Supporting Establishment (SE). Supporting

establishment commanders are authorized to approve selective

interchange in support of field level maintenance requirements.

(c) Intermediate Maintenance Activities. Direct and

general support maintenance activities are authorized to conduct

selective interchange for equipment within their purview, and

under the conditions specified in paras below:

1. The equipment or secondary reparable is in

the intermediate category of maintenance.

2. The commander of the unit accountable for

the equipment from which the serviceable part or secondary

reparable is to be removed has authorized the interchange.

(d) Organizations conducting maintenance of Marine

Corps ground equipment via memoranda of agreement or maintenance

contract will not conduct selective interchange without prior

approval from the appropriate battalion/squadron commander

(accountable officer (AO) responsible for the equipment).

(e) Commands and maintenance activities will

implement strict internal control procedures to ensure that

selective interchange is not conducted unless authorized by the

appropriate Commander. Commands and maintenance activities will

publish standard operating procedures for conducting, capturing

and recording selective interchange.

(2) Documentation and Reporting. Units will utilize the

MAIS to capture the minimum data requirements for OASD reporting

as directed in reference (x). Commands and maintenance

activities will use the selective interchange function within

the MAIS when serviceable parts or components are removed from

equipment in exchange for unserviceable parts or components. A

requisition for the replacement part or component may be used in

lieu of the actual unserviceable part or component in the

exchange.

9. Additional Maintenance Considerations

a. Maintenance Stand-Down. Maintenance stand-downs are a

pause in training that permits the unit to focus on maintenance

requirements. An effective maintenance stand-down requires

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3-19 Enclosure (1)

consideration of all maintenance resources and establishment of

clear objectives in order to maximize results. Maintenance

stand-downs can be initiated to address but are not limited to

the following issues:

(1) Low readiness either throughout the unit or when an

equipment platform has specific issues.

(2) Post inspection where the results indicate a trend

that could be addressed via a stand-down.

(3) Maintenance requirements following exercises or

operations.

b. Mobile Maintenance Teams (MMT). The mission of

maintenance teams is to diagnose problems, route repairs, and

replace combat unit equipment as far forward as possible on the

battlefield. There are two types of maintenance teams:

maintenance contact teams and maintenance support teams.

(1) Maintenance Contact Teams (MCT). The maintenance

contact team is a key element of organizational maintenance. The

maintenance contact team has organizational maintenance

repairmen with tools, test equipment, technical publications,

and limited repair parts. The maintenance contact team may have

communications, engineer, motor transport, or ordnance repair

personnel depending on the table of equipment. The unit

commander determines the exact number of personnel and mix of

skills in the maintenance contact team. The MCT is reactionary

in nature. Normally the MCT is quickly tasked organized to

respond to a remote maintenance requirement. The MCT skill sets

and maintenance resources are normally tailored to respond to

the maintenance requirement. Normally an MCT will be dispatched

for a specific task, or set of task and return their origin upon

completion.

(2) Maintenance Support Teams (MST). The Logistics

Command Element (LCE) commander may form maintenance support

teams from available assets. The LCE commander determines the

task organization of the maintenance support team. At a minimum,

the maintenance support team contains intermediate level

maintenance (i.e., engineer, motor transport, ordnance, or

communications-electronic), special tools, and transportation,

as required. The LCE commander uses maintenance support teams to

support either organizational maintenance contact teams within

the Marine Air Ground Task Force (MAGTF) or to augment

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21 Jan 2016

3-20 Enclosure (1)

subordinate LCE capabilities during surge periods. The MST is

normally formed with a robust spectrum of capabilities.

Normally the MST is planned in advance to an operation. The MST

is capable of providing support for an extended period of time.

A key enabler to a successful MST is the proper planning of

maintenance resources. Typically the MST will be capable of

dispatching MCTs as remote maintenance requirements arise.

c. Equipment Recovery

(1) Definition. Recovery of equipment is the removal of

the equipment or a component or part of it from an area where it

has been disabled due to the effects of terrain, enemy action,

or mechanical malfunction. It also includes the recovery of

specified components or parts from equipment declared

unserviceable or otherwise identified for disposal.

(2) Responsibility. Equipment recovery is the

responsibility of the using unit. Recovery operations not

within the capability of the using unit will be performed by the

designated supporting unit. The recovery of equipment will be

accomplished per the instructions contained in appropriate

technical publications.

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21 Jan 2016

4-1 Enclosure (1)

Chapter 4

Maintenance Management Programs

1. General. This chapter outlines the maintenance programs

which fall under the purview of the maintenance management

officer. The programs as outlined within this chapter

2. Training Program. Maintenance and maintenance management

training requirements will be included in the unit’s training

plan in accordance with reference (u). Training standards,

regulations and policies regarding the training of Marines and

assigned Navy personnel in ground combat, combat support, and

combat service support occupational fields are established in

reference (t). Unit readiness and individual readiness are

directly related. Individual training and the knowledge of

individual core skills serve as the building blocks for unit

combat readiness.

a. The Commander’s unit training plan or local policy must

include the following: the Commander’s policy on maintenance and

maintenance management training. The policy will establish the

minimum hourly training requirements for maintenance personnel,

maintenance management clerks and maintenance supervisors

(officers/chiefs).

b. To ensure maintenance and maintenance management

training objective are met the MMO will coordinate with the G-

3/S-3 to ensure standardized lesson plans are prepared,

identification of qualified instructors, documentation of

classes conducted/attended, and feedback/evaluation of training

conducted. The MMO will coordinate and ensure that unit the

training program addressees but is not limited to the following:

(1) Maintenance management functional areas

(2) The functions of maintenance.

(3) Uniform Materiel Movement and Issue Priority System

(UMMIPS) will ensure training, proper and effective application

of UMMIPS for all personnel in their commands who assign UNDs.

c. Training will enforce the objectives of this policy,

maintenance production process, and the responsibilities of

maintenance personnel within the unit maintenance management

program and the functional areas of maintenance management.

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4-2 Enclosure (1)

d. Training and Readiness standards will be sustained and

evaluated in the conduct of training.

3. Product Quality Deficiency Report (PQDR) Program. Establish

and maintain standardized procedures for submission and

monitoring of the unit’s PQDR per references (v) and (w).

4. Modification Control Program. Establish and maintain

standardized procedures that identify, perform, records and

monitors equipment modifications records within the MAIS.

Equipment modification consists of those maintenance actions

performed to change the design or assembly characteristics of

equipment systems, end items, components, assemblies,

subassemblies, or parts in order to improve equipment

functioning, maintainability, reliability, and/or safety

characteristics. Field recommendations for equipment

improvement (PQDRs, beneficial suggestions) frequently establish

the requirement for equipment modification.

a. Validation. Equipment records will be inspected upon

initial receipt and during the acceptance phase of maintenance

to ensure all MI have been recorded and verified within the

MAIS. Discrepancies noted during equipment record(s) inspection

require physical action to validate completion or application of

required modification(s).

b. Modification Instructions. Modification Instructions

(MI) provide detailed step-by-step procedures for accomplishment

of equipment modifications. MI identifies specific types and

items of equipment to be modified as well as the maintenance

resources, skills, and time necessary for their accomplishment.

MI specifies the authority to perform the modification.

Equipment requiring modification is identified by nomenclature,

ID number, National Stock Number (NSN), and the manufacturer’s

serial number for individual equipment, when appropriate.

Modification kits, or parts or fabrication materials are

identified by NSN and quantity.

c. Modification Authorization. Marine Corps equipment will

be modified only as directed by HQMC.

d. Modification Category. Modifications are classified in

two categories “URGENT” and “NORMAL”. The MI will state if a

modification is "URGENT" or "NORMAL."

(1) Urgent. Those modifications that are implemented in

order to prevent death or serious injury to personnel prevent

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21 Jan 2016

4-3 Enclosure (1)

major damage to equipment, or make changes considered so

essential to equipment that their application must be

accomplished at the earliest possible time are designated

“URGENT”. MI categorized as “URGENT” shall specify a required

completion date and may contain restrictive operating

conditions.

(2) Normal. MI categorized as “NORMAL” may be scheduled

to coincide with PMCS periods. These MI will be accomplished

with 1 year of the effective date of the MI, unless the MI

indicates otherwise. Equipment in level “A” or an

administrative storage program status need not be opened to

perform a normal MI. The modification will be applied when the

equipment is removed from that status.

5. Calibration and Maintenance Program (CAMP). The Marine

Corps CAMP supports the unit by ensuring TMDE are properly

calibrated and available for safe maintenance operations. The

MMO will; coordinate and document an annual validation of the

unit’s TMDE, in accordance with reference (q) and as outlined

below:

a. Identify. Using the unit’s T/O&E, the MMO and

maintenance personnel must identify all items of TMDE within the

unit.

b. Locate. All TMDE within the unit should be located. As

the equipment is located, the section holding the equipment must

ensure records within the MAIS are current and updated as

required. Locating TMDE includes items that are component

parts; for example, pressure gages, meters, micrometers, etc.

c. Account. When all equipment has been located, the MMO

and maintenance section representatives should match the

equipment, equipment calibration records, and the T/E and unit

allowances to ensure that all items have been inventoried, and

complete.

d. Schedule. The end result is the establishment or

validation of calibration categories and due dates within the

MAIS for proper scheduling.

e. Control. The MMO will designate which techniques for

calibration control will be used and by what section within the

unit and when they will be used.

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21 Jan 2016

4-4 Enclosure (1)

6. Publications Control Program. The MMO coordinates with G-

1/S-l and commodity managers to establish an internal

publications management program that supports the

identification, and internal distribution of publications for

the unit’s equipment to support safe and continuing maintenance

operations that ensures:

a. Standardizes use of a publications Information

Technology (IT) system that identifies and manages technical,

non-technical publications and directives inventory.

b. Adequate quantities of maintenance and maintenance

management related publications and directives are resident on

the unit’s current publications listing (PL) in accordance with

reference (z) (if applicable).

c. Establish the internal distribution list.

d. All publication libraries are up-to-date and that all

shortages obtained through requisition or electronic

distribution.

e. Establishes procedures for periodic reconciliation of

technical publication libraries.

f. Establishes training in the proper use of Recommend

Changes to Technical Publications Form NAVMC 10772.

7. Corrosion Prevention and Control (CPAC). The MMO will

establish a CPAC program in accordance with reference (ab) that

ensures established procedures for assessments, and scheduling

of corrosion related services including:

a. Monitor and provide the corrosion condition of equipment

to the Commander.

b. Conduct and or coordinate corrosion assessments to

identify equipment corrosion category codes in accordance with

reference (ab).

c. Nominate, coordinate and prioritize the induction of

equipment into the Corrosion Repair Facility (CRF) utilizing the

CPAC Database.

d. Initiate internal corrosion related programs that

address the servicing of equipment.

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21 Jan 2016

4-5 Enclosure (1)

e. Review the CPAC database for CCC 5 assets and

coordinates/initiates disposition.

f. Coordinate and schedule with Corrosion Service Team

(CST) for corrosion related services.

8. Deferred Maintenance Programs

a. Administrative Storage Program (ASP). ASP is a method

of deferring maintenance that allows commanders to preserve

resources when operational conditions allow. Major Commands

(MajCom) or Major Subordinate Command (MSC) Commanders are

authorized to authorize, establish or operate an ASP. Unit

Commanders inducting/operating an ASP will ensure equipment

inducted into the ASP meets the following criteria:

(1) Stored no less than 18 months and no more than 36

months.

(2) Maintained and reported in a mission capable status.

(3) Equipment is current on all scheduled PMCS prior to

induction into the program.

(4) Visually inspected quarterly.

(5) Exercised semi-annually.

(6) Scheduled PMCS conducted/validated upon removal.

(7) Current CPAC assessment and servicing.

(8) Corrosion Category Code Condition (CCC) 3 or better.

b. Administrative Deadline (ADL) Program. The ADL program

is a method of deferring maintenance that allows unit Commanders

to preserve resources when operational conditions allow.

Commanding Officers may; authorize, establish and operate an ADL

program. When authorized, equipment inducted into the ADL

program will meet the following criteria:

(1) Stored less than 18 months.

(2) Maintained and reported in a mission capable status.

(3) Equipment is current on all required scheduled PMCS

prior to induction into the program.

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4-6 Enclosure (1)

(4) Visually inspected quarterly.

(5) Exercised semi-annually.

(6) Scheduled PMCS validated/conducted prior to removal.

(7) Current CPAC assessment and servicing.

(8) Corrosion Category Code Condition (CCC) 3 or better.

c. Equipment Used as Training Aides. Individual training

command formal learning centers may defer maintenance for

equipment maintained as training aides. Applicable equipment

will not be dispatched, operated outside of the maintenance

bays/classrooms, or returned to the Operational Forces until

required scheduled PMCS have been completed.

(1) Individual Training Command (TrngCmd) formal

learning centers will create and maintain a complete list, by

TAMCN, NSN and serial number, of each type 1 and 2 allowance

training aid.

(2) TrngCmd is required to maintain a compiled list, by

school, TAMCN, NSN and serial number, of each type 1 and 2

allowance training aide.

9. Enterprise Lifecycle Maintenance Program (ELMP). In

accordance with reference (aa), ELMP is managed by Marine Corps

Logistics Command. In support of ELMP the MMO must ensure

equipment is properly accounted for, reported and equipment

returns are processed and monitored within the MAIS.

10. Warranty Program. Establish warranty procedures within the

unit that identifies equipment under warranty and ensures

induction and recording procedures for proper execution of

warrantied maintenance in accordance with references (v), (w)

and (y).

11. Inventory (Tool) Control Program. Tools, test and

maintenance support equipment are key enablers to effective

execution of maintenance production. The MMO will establish

procedures in accordance with reference (b) to ensure effective

inventory control and management measures are implemented to

ensure.

a. Inventory periodicity requirements are established to

increase accountability and reduce losses.

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4-7 Enclosure (1)

b. Validate tool, test and maintenance support equipment

requirements during scheduled command TO/E reviews.

c. Garrison tool allowance requirements are identified,

authorized and inventoried.

12. Miniature/Micro-Miniature (2M) Maintenance Program. 2M is

a multi-service (Navy, Marine Corps and Coast Guard) program and

is conducted by Marine Corps organizations who have assigned

capabilities for circuit card testing stations to conduct field

level maintenance on electrical/electronic equipment. This

Order will align with the multi-service efforts, and establish a

reporting requirement that promotes compliance as delineated

within references (ad) and (ae). These technical publications

provide the framework to properly administer the 2M program.

The intent is to perform, capture and report 2M repairs and

expenditures of materiel and labor resources on electronic

circuit cards and components located thereon and within, wires,

terminals, connectors, flexible printed circuitry and edge

lighted plastic panels.

a. Quarterly Reporting. 2M cost-avoidance is reported to

the Naval Undersea Warfare Center (NUWC), Field Engineering

Office, Detachment, Norfolk, Virginia and in accordance with

reference (ae). In addition to documenting these criteria

within MAIS, these organizations are required to use the Module

Test and Repair Tracking System (MTRTS) resident on the test

station controllers, to submit cost-avoidance data in accordance

with reference (ae). The MMO of these units will establish

procedures for reporting. The reporting must be done within 15

days of each quarter.

b. "Gold Disk" Repair Capability. Navy, Coast Guard and

Marine (Ground and Air) conduct standardized and precise testing

on select circuit cards to capture suspect electronic signatures

that are matched against "known good" signatures. Circuit cards

that have these signatures documented are referred to as being

"Gold Disk". Matching "Gold Disk" information from a suspected

circuit card avoids/averts and reduces costs by repairing

SecReps and minimizing depot level maintenance program

requirements. "Gold Disk" repair procedures are developed at

the field level by maintenance activities in accordance with

reference (ad).

13. Safety Program. A comprehensive, effective, and continuous

safety program institutes effective and safe operating

conditions and is achieved through supervision of work methods

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4-8 Enclosure (1)

which minimizes risk to personnel and equipment. Safety

programs will be implemented in accordance with reference (r)

and applicable directives.

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21 Jan 2016

A-1 Enclosure (1)

Appendix A

MAINTENANCE MANAGEMENT STANDARD OPERATING PROCEDURES AND

MAINTENANCE MANAGEMENT POLICY LETTERS

1. Introduction. An MMSOP or MMPL are directives used to

provide local policies and procedures. The publication of these

directives reduces the impact of personnel turnover by

establishing a reference point for all members of the command.

When published, these directives reduce training requirements by

standardizing the manner that maintenance operations are

performed. Further, they conserve time by prescribing how

repetitive functions will be accomplished. This appendix

contains guidance as to content to be considered for inclusion

into an MMSOP or MMPL. MMSOPs or MMPL will be written in

accordance with reference (s).

2. Preparation

a. These directives must be written so that it is

understood by all personnel required to use it. When published,

these directives must be detailed enough that personnel can

follow it with as little additional guidance as possible. To be

of value, it must be available to and understood by all.

b. The directives need not contain all of the procedures

necessary to accomplish the command’s functions when those

procedures are already established and readily available for use

(e.g. UM or TM). Additionally, these directives should minimize

duplicating higher level policies and procedures.

3. Contents

a. Introduction. The MMSOP must contain an introduction

statement on the scope and objectives.

b. Command Responsibilities

(1) Specify that subordinate commanders will be held

responsible for the proper conduct of the equipment maintenance

program within their units. This responsibility must extend

down to and include the lowest tactical and administrative

elements of all subordinate units.

(2) State responsibilities of subordinate commanders in

the conduct of the subordinate unit's equipment maintenance

program.

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A-2 Enclosure (1)

(3) Require subordinate commanders to always be prepared

to advise the higher headquarters on the status of maintenance

within their respective units.

(4) Specify the responsibilities of all levels of

command to report all maintenance problems that cannot be

resolved through normal channels and procedures.

(5) Designate an individual(s) who will be responsible

to ensure maintenance is conducted on all equipment within the

unit.

(6) State the authorized levels of maintenance and the

sources of maintenance support for all equipment commodity

areas.

c. MajCom/MSC and subordinate unit’s organization for

maintenance, to include established maintenance support

relationships between subordinate units within the MajCom or

MSC.

d. Desk-Top Procedures and Turnover Folders

(1) State the billets that require desk-top procedures

and turnover files.

(2) State the required contents and details of desk-top

procedures and turnover folders.

e. Maintenance Policy

(1) Outline any unique maintenance policies or

procedures that are not covered by current orders and

directives.

(2) Identify requirements for the conduct of the

subordinate unit's equipment maintenance program (e.g., PMCS, or

CM).

f. Allocation of Maintenance Training/Performance Time

(1) Contain a statement on the importance of placing

equal emphasis on both maintenance and tactical training.

(2) Contain a policy requiring allowance of adequate

time for maintenance following deployments, tactical exercises,

or training.

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A-3 Enclosure (1)

(3) Contain a policy for conducting PMCS and supervision

of personnel. Time, distance between the organizations,

available personnel, and quantity and nature of the equipment

involved are factors to be considered in determining if the

owner or the intermediate maintenance activity will perform

PMCS.

g. Shop Operations. Establish policy and procedures on

internal shop operations.

(1) A statement that maintenance services be forecasted

and scheduled.

(2) A quality control program will be established.

(3) Designate the title, authority, and responsibilities

of key personnel in shop organization.

(4) Designate responsibility and procedures for

assignment of priorities for maintenance, tasks, and parts

requirements priorities by authorized and trained skilled

personnel.

(5) Contain procedures for changing the priority

designator and operational status for maintenance, tasks, or

parts requirements.

h. Equipment That Exceeds Maintenance Capabilities

(1) Establish policy for evacuation of equipment

exceeding maintenance capabilities.

(2) Establish policy and procedures for requesting

maintenance support teams and/or overflow maintenance, to

include justifying circumstances.

i. Performance Of Maintenance Services. The performance of

maintenance services will establish and outline the following:

(1) Commander's policy for scheduling and the

performance of required PMCS, to include changing the frequency

of scheduled PMCS.

(2) Maintenance processes for any commercial off the

shelf equipment purchased by the command, to include PMCS

schedules and maintenance recording procedures.

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A-4 Enclosure (1)

(3) Procedures for integration of maintenance services

with other operational requirements of MSC and subordinate

units.

(4) Responsibility for the performance of each type of

maintenance service.

(5) Outline the procedures to process the equipment

through each phase of maintenance.

j. Records. State who is responsible for the preparation,

filing and disposition of equipment maintenance records and

ensure procedures are in compliance with higher headquarters’

directives.

k. Reports

(1) Provide policy and procedures for the use of MAIS,

addressing report preparation and submission, distribution,

handling, reconciliation, validation, and use of output reports.

(2) Provide policy and procedures for reporting

requirements to higher headquarters.

l. Modification of Equipment

(1) Establish modification control points.

(2) Establish procedures for modification control:

(a) Identification of modifications.

(b) Performance of modifications.

(c) Recording modifications.

m. Support and Test Equipment

(1) Establish a calibration control point and the method

of control.

(2) Establish procedures for the evacuation and

servicing, use, and accounting for support equipment and TMDE.

n. Recognition of Performance. Establish procedures to

participate in higher headquarters maintenance recognition

programs (e.g. Phoenix award, MT Marine of the year, etc.).

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A-5 Enclosure (1)

o. Supply Support

(1) Establish policy and procedures for unique

procedures not covered by higher level policy.

(2) Establish policy and procedures for coordination

between maintenance and supply elements to achieve maximum

equipment readiness.

p. Repair Parts Request Process

(1) Establish policy and procedures for the

requisitioning of system and non-system repair parts, exchanging

secondary reparables. When such procedures are contained in the

supply Standard Operating Procedures (SOP), the MMSOP/MMPL needs

only to reference the appropriate sections of the supply SOP.

(2) Establish policy and procedures for determining,

warehousing, replenishing and maintaining DSI.

(3) Establish policy and procedures for the

upgrade/downgrade of requisition priority designators.

(4) Establish policy and procedures for the proper use

of required delivery dates.

q. Repair Parts Control

(1) Establish policy and procedures for the receipt,

storage, and use of repair parts and maintenance materials by

maintenance elements.

(2) Establish policy and procedures for the

establishment and use of DSI at the unit level.

(3) Establish policy and procedures for storage, use,

and turn-in of excess repair parts and maintenance materials.

(4) Establish policy and procedures for

cannibalization/selective interchange and procedures for

reclaiming repair parts.

(5) Establish policy and procedures for the creation,

use, and management of parts locations, to include the inventory

frequency of created locations and control of parts bins and the

responsibility for maintenance and control.

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(6) Establish policy and procedures for accounting and

usage of repair parts received from other than normal supply

sources, such as scrounged parts.

(7) Establish policy and procedures for annotation of

the maintenance requests as parts are received into the parts

bin, transferred, and issued for installation on equipment.

r. Direct Exchange. This paragraph is not required for the

MajCom or MSC and subordinate units that do not have access to a

maintenance float.

(1) Establish policy and procedures for the use of

floats for secondary reparable items and end items.

(2) Establish policy and procedures for the management

of direct exchange secondary reparables and end items.

(3) Establish policy and procedures for requesting and

processing float items.

(4) Establish policy and procedures for the preparation

and submission of recommendations and maintenance float

allowance changes.

(5) Establish policy and procedures for the

implementation of higher headquarters' directives concerning

secondary reparable/end item floats when reparable/end item

floats or sub-floats are authorized.

s. New Equipment. Establish policy and procedures for the

introduction of new equipment and cite the appropriate

directives on the activation of new equipment.

t. Validation and Reconciliation

(1) State the frequency of validation and reconciliation

of supply requirements with maintenance records.

(2) State the procedures for validation and

reconciliation of supply requirements with maintenance records.

(3) State the procedures for validation of parts

received and in parts locator bins.

(4) State the procedures to validate the status of

SecReps within the MAIS.

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A-7 Enclosure (1)

(5) State the procedures to ensure all SecReps are

properly transferred to and from the RIP on and off of the unit

property control records.

(6) Ensure proper accountability of SecReps for parent

child relationship.

u. Sets, Kits, Outfits and Tools (SKOT)

(1) State the requirements/procedures for the control of

tool room and SKOT for both commonly and individually assigned

items.

(2) State the procedures for maintaining tools in a

serviceable condition.

(3) State the procedures for requisitioning replacements

for missing/unserviceable tools.

(4) Validate the parent child relationship of serialized

assets on property control records with the ROs.

v. Maintenance Training

(1) State the procedures for implementing the

maintenance and maintenance management training policy of higher

headquarters.

(2) Emphasize command interest and intent towards a

workable training program.

(3) State specific responsibilities of general/executive

and special staff officers and subordinate commanders with

respect to maintenance and maintenance management training.

w. Training Requirements

(1) State the minimum time requirements of higher

headquarters for both maintenance management and maintenance

training in the MajCom/MSC's and subordinate unit's annual

training plan.

(2) State the policy and procedures for maintenance

schools or classes and assign staff responsibility for them.

(3) State the policy and procedures for:

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(a) Applications for service school quotas.

(b) Prerequisites for selection of individuals for

service school training.

(4) State the policy and procedures for subordinate

commanders and staff officers to ensure that only qualified

personnel are sent to service schools.

(5) Track the enrollment and completion of resident

training at major commands.

x. Field Training

(1) List the minimum number of hours of training in the

designated training period to be devoted to maintenance training

in the field.

(2) List the requirement to conduct field training using

only T/E equipment.

(3) List the requirement to conduct field training

exercises including recovery, evacuation, and use of field

maintenance expedients.

y. Managed-On-The-Job Training (MOJT)

(1) State the requirement that MOJT be scheduled and

recorded and those trainees are periodically tested to determine

progress.

(2) State the policy and procedures for obtaining

training assistance from support maintenance activities.

(3) Emphasize the availability of maintenance-oriented

correspondence courses and the desirability of participation in

such courses.

(4) State the policy and procedures for unskilled

personnel to be provided supervision by skilled personnel.

z. Technical Training

(1) Specify that technical training be conducted

whenever new equipment is introduced or new maintenance

personnel are introduced to the subordinate unit's equipment.

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A-9 Enclosure (1)

(2) Specify the requirement for testing the technical

knowledge of maintenance personnel and presentation of refresher

training, as necessary.

(3) Specify the requirement for training in the use of

the various tools and TMDE used within the MajCom/MSC and

subordinate units.

aa. Cross-Training

(1) State policy and procedures for cross-training of

mechanics and technicians, both within that individual's field

and related occupational fields.

(2) State policy and procedures for maintaining records

of the personnel who have been cross-trained.

ab. Inspections/Visits and Quality Control. State policy

on inspections/visits, minimum inspection requirements, and

quality control procedures.

(1) Formal Inspections

(a) Provide specific instructions for the conduct of

formal inspections within the MajCom/MSC and subordinate units,

to include out briefs and follow up inspections.

(b) Require the use of maintenance inspection

checklists.

(c) Outline the types of formal inspections used

within the MajCom/MSC and subordinate units.

(2) Informal Inspections. State policy and assign areas

of responsibility for informal inspections/visits within the

MajCom/MSC and subordinate units.

(3) FSMAO Analysis Visits. Outline procedures for

preparing for FSMAO visits and forwarding analysis reports.

(4) Inspection Reports

(a) Require that a critique be held immediately

after each inspection conducted within the MajCom/MSC and

subordinate units.

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(b) Require the preparation and submission of

inspection reports on all formal inspections within the

MajCom/MSC and subordinate units.

(c) Establish a system for the consolidation and

analysis of inspection reports by higher headquarters, the

MajCom/MSC, or subordinate units.

(d) Require each element within the MajCom/MSC and

subordinate units to maintain on file for a specified period

those inspection reports conducted by a higher headquarters.

(5) Correction of Discrepancies

(a) Establish quality control program, and identify

by billet those authorized to inspect, accept, and approve work.

(b) Establish the billet within the MajCom/MSC and

subordinate units that are responsible for managing the PQDR

program and procedures for its accomplishment.

ac. Facilities

(1) Assignment and Responsibilities

(a) Specify staff responsibility for assignment of

maintenance facilities.

(b) State the procedure for requesting additional

facilities in garrison.

(2) Administrative Storage and Deadline

(a) Specify the availability and procedures for use

of storage facilities, to include dehumidified storage

facilities and their use.

(b) State the procedure for equipment storage in

maintenance facilities.

ad. Publications

(1) State the requirement that a full allowance of

required maintenance publications be maintained.

(2) Provide procedures for determining all allowances

and acquiring and maintaining maintenance publications.

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A-11 Enclosure (1)

(3) Specify each subordinate unit’s responsibility

during a PL review.

(4) Specify the location and quantity of publications

libraries that are maintained to support the subordinate unit’s

concept of employment; for example, task organizations,

detachments, or deployments.

(5) Specify procedures for quarterly validation of on

hand technical publications with the SL-1-3/1-2.

(6) Responsibilities

(a) Specify staff responsibilities for timely

submission of request for publications.

(b) Establish the points/locations that maintenance

publications will be held.

(c) Require that each commodity section or activity

maintain a consolidated list of publications required in its

area of responsibility.

(d) State the requirement for maintaining any

technical publications allowances for contingency deployments.

(e) Identify by billet the individual responsible

for publications control and internal distribution control.

(f) Specify the method to be used for publications

control and internal distribution.

(g) Specify the policy for use of form NAVMC 10772.

ae. Maintenance Programs

(1) Contain a general statement for the relationship of

maintenance personnel to maintenance programs.

(2) Specify unit staff and maintenance section/activity

requirements/responsibility for contribution to maintenance

programs.

(3) State the required Maintenance Automated Information

System.

(4) State the element responsible for the input.

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(5) Provide the procedures for developing and providing

input.

(6) Contain policy and procedures for the ASP and ADL.

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B-1 Enclosure (1)

Appendix B

Shop Organization

1. Introduction. Maintenance personnel and support equipment

assigned to a unit comprises the primary resources for the

performance of a unit’s maintenance mission. Since both are

required to satisfy the unit’s maintenance requirements, they

must be considered as complementary to each other in determining

the unit’s organization for maintenance operations. The unit’s

mission may require the establishment of a central maintenance

shop(s) or the use of contact teams to perform maintenance on

site or a combination of both to accomplish maintenance. When

maintenance shops are established, their layout must be planned

to ensure the efficient flow of equipment requiring maintenance.

The establishment of standard procedures for maintenance

operations, both within the maintenance shop and by contact

teams, is essential to the efficient conduct of the unit’s

equipment maintenance program.

a. The maintenance management techniques and procedures

used in the accomplishment of maintenance requirements are

standard, whether maintenance is being performed in an

operational platoon of a using unit (organizational) or in

supporting maintenance unit or activity (intermediate). The

maintenance workload will vary with the size of the unit,

complexity of the unit’s mission, and the unit’s maintenance

capabilities and requirements; but basic maintenance management

requirements will not change.

b. The maintenance management techniques are standard as

well as the techniques for shop organization. The same

functions and tasks must be performed, regardless of the unit

size or assigned maintenance mission. The difference between

maintenance shops will be the workload associated with each

function or task and the resultant resources required. This

appendix discusses the functions and tasks rather than the

personnel and equipment, thus the organization shown herein will

fit any circumstance once the work assignments are made to fit

the available resources.

2. Site Selection

a. Maintenance area site selection is governed by the

characteristics as follows: terrain, environment, tactical

situation, size and mission of the unit, and the maintenance

requirements dictated by the mission. In organizational units,

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the maintenance area will normally be within the limits of the

unit’s command post. The location of a unit’s maintenance

facilities in this type of unit is largely determined by the

unit’s S-1 in coordination with the S-4 which has responsibility

for the selection of the specific command post site and the

allocation of space within it. Maintenance areas are not

normally required in those using units where maintenance

capabilities are assigned directly to the supported elements of

the unit.

b. In major and force level commands, the logistic areas of

subordinate service support units will normally be located

separate from the major or force level unit command post. A

maintenance area within the logistic areas of these type units

will be selected by the unit’s G-3/S-3 with the assistance of

the unit’s MMO.

c. Field Site Selection. All basic considerations that

pertain to command post site election are applicable to the

selection of maintenance sites in the field; for example, cover,

concealment, perimeter security. Other factors include:

(1) Space Requirements. Space limitations in a

maintenance area can cause congestion which could impair

maintenance efficiency and safety. A maintenance area should be

large enough to provide for the adequate dispersal of equipment

and maintenance activities.

(2) Terrain Features. Ideally the terrain should offer

concealment from ground and air observation; favor defense

against air or ground attacks and facilitate local security;

have a hardstand for vehicles and equipment; and be accessible

to road, water, and air routes for evacuation and resupply.

(3) Access Routes. Access routes should avoid congested

areas and be convenient to users of the maintenance facilities

of the unit. A maintenance area of support maintenance units

should be located along the main supply route to provide easy

access to supported units and to allow for the evacuation of

equipment.

(a) Proximity to Supported Units. A maintenance

area should be positioned to allow each maintenance section to

effectively perform its mission. A maintenance area of support

maintenance units should be located far enough from supported

combat elements to allow continuity of maintenance operations.

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B-3 Enclosure (1)

(b) Proximity to Other Logistic Elements. A

maintenance area should be located in close proximity to other

logistic elements of the unit to maximize use of common

facilities and services.

d. Garrison Site Selection. With the exception of the

tactical influence, considerations in selecting maintenance

areas in garrison do not differ appreciably from field site

considerations. Since mobility normally is not a major factor

in garrison, restrictions on the amount of maintenance

capability to be collocated with the commodity users are limited

only by the unit’s maintenance capabilities. Commercial

equipment resources should be used to the maximum extent

practicable in garrison to extend the life of tactical

equipment. Proximity of the unit’s maintenance area to dining,

billeting, and administrative facilities will reduce time lost

due to travel.

3. Organization of the Maintenance Area. Organization requires

the active participation of the unit’s MMO in coordination with

maintenance/commodity officers.

a. The MMO will advise the commander and commander’s staff

on the assignment of facilities, placement of maintenance areas,

distribution of utilities, and the priority of installation

within the maintenance area. The MMO will establish positions

for common services (such as welding) and when possible, avoid

duplication of effort. Except for purely tactical

considerations, the MMO’s recommendations apply equally to the

maintenance area in garrison.

b. Maintenance management officer will coordinate the

organization of the maintenance area with unit staff officers

applying the following principles:

(1) Facilities will be assigned according to equipment

size, density, and the anticipated maintenance workload.

(2) Shops will be positioned according to equipment

types. Tracked vehicle maintenance normally will be conducted

outside or on the outer limits of the central maintenance area.

Structures will be erected or assigned according to needs for

equipment protection from climate and essential comfort of

personnel. Drainage considerations are paramount when assigning

outside work and Storage areas.

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B-4 Enclosure (1)

(3) Shops with a common requirement for extensive

electrical power will be positioned so that generators can be

shared. Wash racks will be established to serve several users.

(4) Defensive positions will be accessible to the place

of work.

(5) Maintenance hardstands will be installed where

needed.

(6) Outside illumination will be positioned and used so

as not to jeopardize tactical soundness.

(7) Necessary secure areas will be established away from

the perimeter of the unit and where a minimum number of

personnel need be in attendance.

(8) Common issue points will be located where more than

one shop can be served; commodity-oriented issue points, where

they can best serve the Commodity shop.

(9) Storage areas will be designated for fuel and other

flammables.

(10) A fire plan will be established, and fire-fighting

equipment positioned.

(11) Points of access to and egress from the maintenance

area will be established, and traffic will be regulated within

the maintenance area.

(12) Hazardous work areas will be designated.

(13) In tactical situations, protection for personnel

and equipment must be provided.

c. Figure B-1 is an example of a maintenance support area

in the field.

4. Organization for Maintenance

a. Information. A unit’s organization for maintenance is

dependent on the unit’s T/O&E. The T/O&E provides the resources

and the structure; however, the actual arrangement of the

personnel, equipment, and other resources is dependent upon the

mission, situation, facilities, terrain, and other circumstances

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B-5 Enclosure (1)

at that time. The alternative organizations are central shop,

contact teams, task organizations, or a mixture of these.

b. Central Shop

(1) The organization of unit maintenance personnel and

equipment into a central maintenance shop, when compatible with

the unit’s mission, is normally preferred over distribution of

maintenance personnel throughout equipment operating elements.

Central maintenance shops provide for increased economy in

operation and decreased time required for maintenance while

improving the quality of maintenance.

(2) A maintenance shop’s organization will vary. In

general, it will consist of a shop office/operations Section,

administrative section, services Section, maintenance section,

and an issue point as shown in figure B-2. The issue point is

not an organic element of the shop. The issue point may be

internal or external to the shop or a central issue point

serving a MajCom or geographical location.

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B-6 Enclosure (1)

Figure B-1.--Field Layout of a Maintenance Support Area.

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B-7 Enclosure (1)

Figure B-2.--Central Shop Organization.

(a) Shop Office/Operations Section. A shop office

manages the overall conduct of maintenance within the shop.

This includes:

1. Assigning personnel within the shop.

2. Scheduling maintenance and the orderly flow

of equipment requiring maintenance through the shop.

3. Ensuring the economic use of maintenance

resources, including the proper use of Repairable Issue Points.

4. Ensuring that maintenance operations

interface with maintenance programs.

5. Establishing and executing the shop safety

program.

6. Supervising maintenance training within the

shop.

7. Ensuring that proper transactions are

submitted into the supporting logistics information technology

maintenance actions completed and changes in operational status.

(b) Administrative Section. An administrative

section performs functions associated with equipment receipt and

transfer, technical data research, tool issue, shop property

control, and the recording and reporting of completed

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B-8 Enclosure (1)

maintenance actions within the shop. In large maintenance

shops, there may be several personnel in each element of the

section. In small shops, one individual may perform all of

these functions.

1. Shipping and Receiving. Shipping and

receiving functions include:

a. Receipting for equipment.

b. Conducting the equipment acceptance

inspection.

c. Requesting required repair parts that

are identified during the acceptance inspection.

d. Administrating of repair parts bins.

e. Storing and securing equipment awaiting

induction, customer pickup, or disposition.

f. Issuing equipment and allowing

maintenance personnel to conduct active maintenance.

g. Releasing equipment to the customer or

shipment or evacuation upon completion of maintenance.

h. Ensuring in storage maintenance of

equipment awaiting maintenance, pickup, or evacuation.

2. Technical Library. Each shop has a

requirement for access to current technical publications.

Technical library functions include:

a. Identifying required publications, and

review of the unit’s table of allowance for publications and

distribution control forms.

b. Maintaining an inventory of current

maintenance and supply publications for the types of equipment

supported.

c. Providing assistance to maintenance

personnel in the cataloging and identification of salvaged

maintenance parts.

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B-9 Enclosure (1)

d. Providing contingency packages of

maintenance and supply publications for equipment to be

supported.

e. Assisting maintenance personnel in the

proper identification of parts required.

f. Issuing appropriate technical data to

maintenance sections.

3. Tool Issue

a. Central tool issue provides for economic

use of and property controls for commonly used maintenance tools

and test equipment. The performance of this function includes:

(1) Issuing tools.

(2) Repairing or replacing controlled

issue unserviceable tools.

(3) Servicing and maintaining controlled

issue test equipment.

(4) Providing secure storage for tools

and other support and test equipment.

b. Support and test equipment items

peculiar to a particular equipment type should be located in the

maintenance section which is performing repairs to that

equipment type. Support and test equipment items having common

application should be distributed among the maintenance sections

in a quantity proportionate to workload and available personnel.

Low-density items with common application should be controlled

from a central issue point.

c. In establishing allowances and issuing

test instruments, the requirement for calibration and the recall

cycle must be considered in order to stagger equipment turn-in

times. Low-usage items are best retained at a central point to

prevent their cluttering the work area and to control

maintenance and calibration schedules.

d. Whenever the authorized allowance

permits, each mechanic or technician will be issued an

individual toolbox. Tool boxes should be complete with

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B-10 Enclosure (1)

serviceable tools, and secure storage should be provided when

the tools are not in use.

4. Shop Supply. Internal shop property control

and supply needs will be accomplished by the shop supply

activity. Shop supply functions include:

a. Maintenance of custody receipts on shop

equipment.

b. Requisition and replacement of

unserviceable shop property.

c. Requisition of materiel to maintain

minimum levels of DSI.

d. Requisition of lubricants, solvents,

rags, and other consumables (shop overhead).

e. Maintenance of the layette bins for the

shop when not maintained by the unit supply or central issue

point.

5. Information. Recording and reporting of

shop action within the MAIS to include:

a. Recording work performed, expenditures,

and changes.

b. Reporting of maintenance actions

performed, including completions and changes of shop status per

reference (e).

c. Reporting/recording modifications

performed per reference (i).

d. Reporting per Marine Corps maintenance

programs; for example, recoverable items, secondary reparables,

etc.

(c) Services Section

1. Services section performs functions in

support of equipment maintenance; for example, welding, battery

shop, inspection, and quality control.

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B-11 Enclosure (1)

2. In small shops or shops not requiring all of

these services, the functions of the services section may be

performed by one individual or assigned to other sections.

3. The inspection and quality control functions

are required in all shops. This function may be performed by

one individual, several individuals, or a team. The

individual(s) must be designated and assigned the following

responsibilities of inspecting equipment:

a. Before induction to ensure completeness,

performance of lower maintenance tasks maintenance, and when

possible determination of parts requirements.

b. After completion of maintenance to

ensure proper performance of maintenance actions.

c. Prior to delivery to and prior to

acceptance from higher external maintenance activities.

d. Commanders will provide procedures to

ensure in those instances where there is only one mech/tech

quality control measure are addressed/supervised.

4. The assistance of other individuals in

various sections may be required for specific equipment.

(d) Maintenance Sections. The actual performance of

maintenance is accomplished by the maintenance sections. These

sections may be organized in a number of different ways as shown

in the following:

1. By function; for example, PMCS, CM,

modification.

2. By equipment; for example, heavy, single

side band, specific equipment type.

3. By commodity; for example, communications,

engineer, motor transport, ordnance.

c. Mobile Maintenance Teams. Mobile maintenance teams are

comprised of MCT, MST, and Limited Technical Inspection (LTI)

team.

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B-12 Enclosure (1)

(1) When it is impractical to deliver equipment to a

supporting maintenance activity or the equipment type is

concentrated in a particular location, it is often economical to

divide the total maintenance capability and locate a mobile

maintenance team on site. The establishment and operation of

this team may be for a limited or extended period of time and is

an extension of the central maintenance activity.

(2) An MCT is a temporary organization consisting of one

or more maintenance personnel (with tools and equipment/repair

parts) formed to accomplish its specific task and dissolved upon

completion thereof. A mobile maintenance team is normally

tailored to a commodity or weapon system. It performs onsite

maintenance or provides technical assistance.

(3) Use of mobile maintenance teams normally should be

restricted to periods of short duration and for specific

maintenance requirements. The team should consist of the

minimum number of qualified personnel to expeditiously complete

the job and be equipped with the minimum essential tools, test

equipment, and necessary materiel for repair to perform the

assigned maintenance. Maintenance resources available at the

equipment site will be used to the extent practicable.

Transportation must be coordinated to keep travel time to a

minimum.

(4) Management decisions to use mobile maintenance teams

depend on the following:

(a) Equipment Size and Complexity. Large equipment

systems, such as an inoperable Amphibious Assault Vehicle, tank,

or radar set, often make it impractical to transport the

equipment to the maintenance activity. A team may be deployed

to make an initial determination of maintenance requirements and

a second team sent equipped per recommendations made from the

initial diagnosis to affect repairs.

(b) Equipment Installation. Equipment installed in

a fixed or semi-fixed manner may necessitate use of mobile

maintenance teams.

(c) Equipment Security Classification.

Classification of the equipment may necessitate that it be

located in a secure area and preclude shipping to a maintenance

activity.

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B-13 Enclosure (1)

(d) Distance From the Maintenance Area. The road

network, transportation requirements, and tactical situation may

necessitate onsite maintenance.

(e) Quantity of Equipment Involved. Large

quantities of equipment requiring maintenance service may

justify use of a mobile maintenance teams. Examples of this

include an LTI of equipment to determine serviceability, LTI of

an equipment type to determine need for modification, and onsite

performance of equipment modification.

(f) Availability of Qualified Personnel and

Serviceable Test Equipment. Shortage of skills or test

equipment may preclude use of mobile maintenance teams when the

general maintenance effort is a prime factor.

(g) Availability of Repair Parts and Supplies. Lack

of repair parts and supplies may delay or prevent the use of

mobile maintenance teams. Coordination between the supporting

and supported unit to determine the availability of required

repair parts and supplies must be accomplished prior to

dispatching the mobile maintenance team.

(h) Transportation and Travel Time. In planning for

mobile maintenance team support, consideration should be given

to the effect of type, size, and speed of available

transportation on the contact team size; its ability to carry

necessary tools and test equipment; and the time spent by the

team away from the central maintenance activity.

d. Mobile and Portable Maintenance Facilities

(1) Mobile and portable maintenance facilities are

authorized to individual support units by their T/Es. These

facilities are compact, self-contained units which are self-

propelled, towed, or otherwise lend themselves to easy movement.

They consist primarily of maintenance shop vans and shelters.

The inherent mobility of these facilities allows the rapid

deployment of support maintenance units with minimal

interruption of the maintenance effort or loss of maintenance

capabilities. Mobile and portable maintenance facilities

augment unit maintenance capabilities while in garrison but

serve as principal support facilities in field operations.

These facilities must be used while in garrison to enhance the

maintenance production and training effort of the unit.

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B-14 Enclosure (1)

(2) Unit maintenance managers are responsible for the

proper upkeep, readiness, and use of unit mobile maintenance

facilities. PMCS and CM on these maintenance facilities must be

accomplished per applicable TMs. Scheduling of PMCS on mobile

maintenance facilities must be accomplished in such a manner

that the regular maintenance mission of the unit will not be

impaired.

(3) Intermediate and MajCom maintenance management

officers will review subordinate units’ use of mobile and

portable maintenance facilities to ensure their optimum use.

e. Task-Organized Maintenance

(1) Because of the Marine Corps mission and air-ground

task force organization, maintenance units must not only be

capable of supporting task organizations but also themselves be

capable of task organizing.

(2) Task-organized maintenance units, whether part of a

logistics support unit or a detachment itself, are central

shops, the composition of which is determined based on the same

factors listed in paragraph 4c, preceding. Two other factors

must be considered: the duration and mission of the task

organization being supported.

5. Shop Layout

a. Information. Shop layout concerns itself with

organization of the equipment and area assigned a particular

shop for the conduct of maintenance operations after the site

for the maintenance area has been selected and specific shop

sites designated. Shop layout provides for efficient work flow,

safety to personnel, and economic use of support and test

equipment.

(1) Inspection Area. An initial inspection and holding

area to serve as a control point for equipment entering the shop

is the first step in promoting orderly work flow. This area can

be divided so that it also provides for final inspection and

holding of items of equipment upon which maintenance has been

completed. This area prevents overcrowding the active

maintenance area of the shop by controlling input, holding

completed work, and eliminating customers from the active

maintenance area.

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B-15 Enclosure (1)

(2) Shop Office. The shop office should be located

adjacent to the inspection and holding area for convenience in

processing paperwork and contact with shop customers. The

administrative and management support provided by the shop

office require that office personnel have easy access to the

remainder of the shop.

(3) Common-Use Items. Areas and equipment to which

access is required by all maintenance personnel of the shop

should be located so that they are easily accessible.

(a) Support and Test Equipment. The central

location of low-density common-use tools at an easily accessible

issue point facilitates tools availability. Support and test

equipment used primarily by one mechanic or workday should be

located at the point where it is used most.

(b) Technical Library. The shop library should be

immediately accessible to the work area.

(c) Repair Parts and Materials. Shop stores and DSI

should be located in proximity to the work areas.

(d) Scrap Collection Point. A central collection

point for scrap should be established to keep work areas clear

and facilitate easy collection and removal of refuse from the

shop.

(4) Active Maintenance Area. The area in which

equipment maintenance is actually performed should be large

enough to sustain the maintenance requirements of the shop. Its

use should be restricted to active maintenance. Support and

test equipment, technical data, supplies, and administrative

support required should be so positioned that they are

convenient to the mechanics and technicians. The work area

should be divided into groupings of like maintenance operations

which have common power, lighting, or ventilation requirements.

Adequate space should be kept clear as aisle ways to allow for

safe movement of personnel and controlled movement of mobile

equipment. Figure B-3 shows an example of maintenance shop

layout.

b. Work Flow. The flow of work through the shop is

controlled by the shop office through the inspection and holding

area. Every effort is made to prevent work stoppages on work

begun so that active maintenance space is not taken up by

equipment which cannot be worked on.

MCO 4790.2

21 Jan 2016

B-16 Enclosure (1)

c. Records Flow. Records whether electronic, paper,

logbooks, and other equipment records, as appropriate, should

accompany the equipment through the active maintenance process

and phases. At the acceptance inspection, a Service Request

(SR) and other equipment records necessary for the performance

and recording of maintenance actions are checked for accuracy

and completeness. During the active maintenance phase, it is

necessary that the SR and other appropriate equipment records be

available to mechanics and technicians performing the work.

(1) A shop office monitors and controls the process

flow. Monitors and logs and status boards where automated

reports are not available, are recommended methods for

monitoring both supply and maintenance actions.

(2) Accuracy and completeness of SR which include

equipment record entries for maintenance actions are essential

aspects of quality control. Accuracy recording and reporting of

maintenance information are essential shop functions and must be

controlled in quality as are the actual maintenance actions.

(3) When active maintenance is completed and the

equipment is ready to leave the shop, records must be returned

to the administrative section for processing and SRs must be

closed. When equipment is picked up, the person receiving it

must ensure that all records delivered with the equipment are

present and complete.

MCO 4790.2

21 Jan 2016

B-17 Enclosure (1)

Figure B-3.--Maintenance Shop Layout.

MCO 4790.2

21 Jan 2016

C-1 Enclosure (1)

Appendix C

Maintenance Production Process

1. Introduction. The following series of steps depict the

logical sequence necessary to complete the various types of

maintenance functions.

2. General Information

a. Equipment requiring Field Maintenance is conducted in

four phases, acceptance, induction, active and closeout phase.

Field maintenance units will capture the maintenance effort and

requisition supplies through the authoritative MAIS or

Accountable Property System of Records (APSR).

b. The terms maintenance “activity” and “section” are

defined as any activity, section, and/or commodity that has been

assigned capability to conduct maintenance.

c. Update the equipment’s operational status as it changes

through the maintenance production process.

3. Acceptance Phase. Field-Level Maintenance includes

Preventive Maintenance Checks and Services (PMCS), CM,

Modification, and calibration of TMDE such as SKOT.

a. Step 1. The preparing activity will accomplish all

maintenance tasks within their assigned capability/

responsibility if all resources are available. The preparing

activity will ensure that the SR is initiated and assigned to

the appropriate resource group of the supporting maintenance

activity. If the automated system incorporates the integration

of equipment records, then physical paper based records do not

have to accompany the equipment for induction.

b. Step 2. During acceptance, the supporting maintenance

activity will ensure all maintenance within the preparing

activity’s assigned capability/responsibility is completed and

the SR contains all required information. Maintenance not

completed due to unfulfilled requirements, such as open

requisitions, may be deferred until maintenance tasks can be

completed at the supporting maintenance activity.

(1) In the event that incomplete maintenance at

preparing activity’s assigned capability/responsibility

prohibits the maintenance activity from performing maintenance

MCO 4790.2

21 Jan 2016

C-2 Enclosure (1)

and/or the preparing activity’s SR is incomplete; return

equipment and reassign SR to the preparing activity. Once

accepted by the supporting maintenance activity, the maintenance

production process should not be interrupted.

(2) The preparing activity will reassign the SR and

return the equipment to the supporting maintenance activity once

all identified deficiencies have been corrected.

c. Step 3. When all prerequisites have been met, the

supporting maintenance activity will accept the equipment. The

supporting maintenance activity will record information

validated during induction within the MAIS. This step does not

apply when the equipment owner and supporting maintenance

activity are the same entity. Examples of information to be

validated will include, but are not limited to:

(1) Each SL-3 component accepted will be listed. If all

SL-3 items are accepted, a statement of “accepted SL-3 complete”

will be entered as a task note.

(2) If there are no visual defects, other than normal

wear or tear, a statement of “no visual defects” will be entered

as a task note. If a visual defect is identified that requires

further investigation (e.g., SF-91 Motor Vehicle Accident

Report) the acceptance inspection stops until the equipment has

been released from investigation.

d. Step 4. In the event where equipment is evacuated

outside the preparing activity’s assigned capability/

responsibility the supporting maintenance activity will print

and sign a custody receipt for the equipment owner. Custody

receipts are not required for inter-shop transfers or when the

equipment owner and supporting maintenance activity are the same

organization.

e. Step 5. The maintenance activity will record

maintenance actions via the designated MAIS. Maintenance

activity/section will accomplish the following:

(1) Manage work flow.

(2) Ensure the current job and operational status of

maintenance is reflected throughout the maintenance production

process.

MCO 4790.2

21 Jan 2016

C-3 Enclosure (1)

f. Step 6. The maintenance section will determine the type

of maintenance actions required and will record each major task

accomplished.

(1) Determining required maintenance actions include,

but is not limited to, validating the original discrepancy as

identified by the preparing activity. Additional discrepancies

will be identified and annotated for corrective action.

(2) Determine and indicate any modification

requirements.

(3) Determine and indicate any modification requirements

for SecReps. This process will be coordinated with the RIP.

4. Induction Phase

a. Step 1. The maintenance section will determine the

maintenance resources required. Maintenance activities will

accomplish the following:

(1) When maintenance resources become available initiate

the DRIS by changing the status of the SR to “EQUIP ACCEPTED.”

(2) Prepare and submit a parts requirement on a

“Maintenance” task type when identified parts and materiel are

required.

(3) If equipment is requested for recall by the

preparing activity, determine if the equipment is suitable for

Unit Recall utilizing the following guidelines.

(a) The following general guidelines include, but

are not limited to, in determining equipment’s suitability for

Unit Recall.

1. Parts required do not deadline or cause

further deterioration of equipment’s capability.

2. Unit can continue to operate equipment

safely.

3. Geographical location of preparing activity

will not impede the supporting maintenance activity’s ability to

complete required maintenance.

MCO 4790.2

21 Jan 2016

C-4 Enclosure (1)

(b) When equipment is suitable for unit recall, the

maintenance section will accomplish the following:

1. Upon approval notify the preparing activity.

2. Change the SR job status to “Unit RCL.”

3. Once the preparing activity has recovered

the equipment the supporting maintenance activity will recover

the custody receipt.

4. Continuously monitor Maintenance Production

Reports and layettes for parts availability.

5. Notify the preparing activity when receipt

of all required parts, the availability of the Mechanic/

Technician, and a suitable maintenance area support the

induction of equipment back into the maintenance cycle.

6. Upon receipt of equipment, update status of

the SR to reflect current maintenance posture and provide a

custody receipt to the preparing activity.

(c) When equipment is not suitable for unit recall

the maintenance activity will retain the equipment.

b. Step 2. When resources and maintenance area become

available; induct the equipment into the active maintenance

phase.

5. Active Maintenance Phase

a. Step 1. Upon induction the maintenance activity will

accomplish the following:

(1) Commodity managers will assign equipment, SR and

appropriate resources to a mechanic/technician or maintenance

team.

(2) Maintenance personnel assigned the SR will conduct a

detailed inspection of the equipment.

(3) Completion of tasks within the maintenance section’s

assigned capability/responsibility consists of, but is not

limited to, the following:

(a) Parts and DSI requirements identified.

MCO 4790.2

21 Jan 2016

C-5 Enclosure (1)

(b) Maintenance actions performed for CM, PMCS,

Modifications and Calibration

(c) Identification of PQDR requirements.

(d) Inter-shop repair requirements.

(e) SecRep requirements.

(f) Warranty replacement.

(g) Validation of outstanding requisitions.

b. Step 2. When the required maintenance is beyond the

maintenance activity’s assigned capability/responsibility the

following will be accomplished:

(1) Complete all maintenance tasks within assigned

capability responsibility utilizing available resources.

(2) Change the status of original SR to “AWTG EVC” and

coordinate with supporting maintenance activity for acceptance

process and procedures.

(3) Create a copied SR and link the copied SR to the

original, by use of the “related objects” tab and assign the

copied SR to the supporting maintenance activity group.

(4) Upon induction to the supporting maintenance

activity, change the status of the original SR to “EVC HECH.”

(5) When all maintenance actions have been completed by

the supporting maintenance activity follow steps provided in the

Closeout Phase.

6. Closeout Phase

a. Step 1. When all required maintenance is completed, the

maintenance activity/section will ensure the following:

(1) Materiel (parts) requirements are received or closed

within the MAIS.

(2) Materiel, labor (tasks) are properly documented

within the MAIS.

MCO 4790.2

21 Jan 2016

C-6 Enclosure (1)

(3) Quality assurance measures will be conducted to

ensure equipment and MAIS reflect maintenance actions performed

and documented.

(4) Ensure operational status reflects the current

status of equipment.

(5) Notify preparing activity of equipment availability

(if applicable).

(6) Ensure all equipment counters are updated.

b. Step 2. Upon notification that equipment is ready for

pick-up, the equipment owner is required to complete the

following:

(1) Inspect equipment to ensure that required

maintenance was properly completed.

(2) Validate all maintenance requirements were properly

documented within the MAIS.

c. Step 3. If the equipment owner has determined that all

maintenance requirements were not/improperly completed or the SR

did contain all required information, the following actions will

be taken:

(1) Notify the maintenance section that all required

maintenance is incomplete or unsatisfactory.

(2) Notify the maintenance section that all required

elements have not been annotated on the SR.

d. Step 4. When the preparing activity has determined that

all maintenance requirements have been properly completed and

the SR contains all required information, the following actions

will be taken:

(1) Return the custody receipt for the equipment to the

maintenance section (No requirement for retention).

(2) When required, update the equipment records within

the MAIS with information provided in the SR (e.g., Item

Instance Note, Mods, PMCS, Cal, etc.).

(3) Set SR status to “CLOSED.”

MCO 4790.2

21 Jan 2016

C-7 Enclosure (1)

7. Evacuation of Equipment. Evacuation of equipment for

maintenance includes PMCS, CM, Modification, and TMDE for

calibration. All units will prepare a maintenance requests to

evacuate equipment for maintenance.

a. Prepare the appropriate maintenance type SR to evacuate

equipment requiring maintenance using the type of SRs outlined

below:

(1) Maintenance Mod.

(2) Cannibalization.

(3) Maintenance Cal. Calibration

(4) Maintenance CM. Corrective Maintenance on ME

(5) Maintenance MISC.

(6) Maintenance SL-3.

(7) Maintenance SRP. Secondary Reparable Maintenance.

(8) Maintenance PM. Preventive Maintenance

(9) Selective Interchange

b. When the maintenance activity cannot complete the

maintenance on the type SR initiated due to a requirement for

corrective maintenance, change the operational status if

required and document the CM task utilizing the type of tasks.

The maintenance activity must notify the owning unit when

changing the operational status.

c. Use the appropriate maintenance type task to capture

maintenance tasks outlined below:

(1) Calibration.

(2) Maintenance.

(3) Preventive Maintenance.

(4) Recovery.

(5) Requisition.

MCO 4790.2

21 Jan 2016

C-8 Enclosure (1)

(6) Resource Move.

(7) Selective Interchange.

(8) Cannibalization.

MCO 4790.2

21 Jan 2016

D-1 Enclosure (1)

Appendix D

Acronyms

AO Accountable Officer

ASP Administrative Storage Program

APSR Accountable Property Systems of Record

CAMP Calibration and Maintenance Program

CIP Command Inspection Program

CLS Contracted Logistics Support

CM Corrective Maintenance

CMC Commandant of the Marine Corps’

CPAC Corrosion Prevention and Control

DRIS Date Received in Shop

DSI Demand Supported Items

FLMMP Field Level Maintenance Management Policy

FP Fielding Plan

FSMAO Field Supply and Maintenance Analysis Office

GFE Government Furnished Equipment

GFM Government Furnished Materiel

GFP Government Furnished Property

IGMC Inspector General of the Marine Corps

IMA Intermediate Maintenance Activity

ISSA Inter-Service Support Agreement

LCE Logistics Combat Element

LOM Level of Maintenance

MCO 4790.2

21 Jan 2016

D-2 Enclosure (1)

LPC Logistics Policy and Capabilities

LTI Limited Technical Inspection

MAGTF Marine Air Ground Task Force

MAIS Major Automated Information System

MajCom Major Command (MEF or Supporting Establishment

Equivalent)

MAL Mechanized Allowance List

MARCORSYSCOM Marine Corps Systems Command

MARFORs Marine Forces

MI Modification Instruction

MCO Marine Corps Order

MCT Maintenance Cycle Time

MCWL Marine Corps Warfighting Laboratory

ME Military Equipment

MMO Maintenance Management Officer

MOA Memorandum of Agreement

MOU Memorandum of Understanding

MSC Major Subordinate Command

NAVMC Navy, Marine Corps

NARA National Archives and Records Administration

NSN National Stock Number

PBA Performance Based Agreement

PCN Publication Control Number

PMCS Preventive Maintenance Checks and Services

MCO 4790.2

21 Jan 2016

D-3 Enclosure (1)

PQDR Product Quality Deficiency Report

R&E Replacement and Evacuation

SE Supporting Establishment

SKOT Sets, Kits, Outfits and Tools

SMR Source Maintenance Recoverability

SOP Standard Operating Procedures

SOW Statement of Work

TAMCN Table of Authorized Materiel Control Number

TEEP Training Exercise Employment Plan

TLCSM Total Lifecycle Systems Management

TMDE Test Measurement Diagnostic Equipment

T/O&E Table of Organization and Equipment

TOECR Table of Organization and Equipment Change

Request

T&R Training and Readiness

TRNGCMD Training Command

UMMIPS Uniform Materiel Movement and Issue Priority

System

UND Urgency of Need Designator